Result based monitoring and evaluation and the performance of selected civil society organizations in Wakiso district

Abstract

The study hinged on the investigation of the contribution of result-based monitoring & evaluation to the performance in selected civil society organizations in Wakiso District. The study was guided by three objectives, namely, to establish the practice of Monitoring & Evaluation in selected Civil Society Organizations in Wakiso District, to assess the contribution of Monitoring& Evaluation results to alignment of performance in selected civil society organizations in Wakiso District, and to examine the effect of results-based monitoring & Evaluation on performance improvement in selected civil society organizations in Wakiso District. The study employed a case study research design. It adopted both quantitative and qualitative approaches, utilizing questionnaires, interviews, and document reviews to collect data from a target population of 163, from which a sample of 113 respondents was selected using purposive and simple random sampling techniques. Data collection tools included self-administered questionnaires, interview guides, and document checklists. Data were analyzed using descriptive and inferential statistics, including Spearman’s correlation and regression analysis supported by qualitative thematic analysis to interpret meanings and identify patterns. The findings revealed a moderate positive and significant relationship between the practice of monitoring and evaluation (M&E) and organizational performance (r = 0.460, p < 0.01). a moderate positive and significant relationship between the contribution of M&E results and CSO performance (r = 0.324, p = 0.001) and a strong positive and significant relationship between result-based M&E and performance improvement in CSOs (r = 0.584, p < 0.001). The study concludes that effective, results-based monitoring and evaluation (M&E) practices significantly enhance organizational performance by improving decision-making, accountability, and efficiency. It recommends that management institutionalize robust M&E systems, train staff in modern tools, and integrate M&E findings into strategic planning and operations. Additionally, donors and partners should support M&E capacity-building and promote the adoption of results-based frameworks to ensure evidence-driven decision-making, sustainable performance improvement, and greater organizational impact, and management should establish well-defined mechanisms for integrating M&E results into strategic planning, budgeting, and operational decision-making processes.