| Abstract: | This study examines the determinants of the effectiveness of government development
project monitoring and evaluation. The descriptive and explanatory research designs
were used in the study, there are approximately 110 NBPE employees, and the
research is conducted using a census survey method. A total of 76 respondents were
chosen. 11 program managers/coordinators, 31 engineers/technicians, 28 senior staff
members (private sector developer, general support officer, finance officer,
promotion/value chain officer), and 2 M&E experts are surveyed for this investigation.
The descriptive statistics used in the study were generated using Statistical Packages
for Social Sciences (SPSS) version 21. Information was presented in the form of tables,
figures, and graphs. The study discovered that stakeholder participation, staff
handling competence, organizational leadership, budgetary allocation, and
technology utilization n/development to M&E systems all have a positive and
significant impact on the effectiveness of the M&E system in NBPE, and the study
discovered that all variables have a positive and significant impact on the effectiveness
of the M&E system in NBPE. Staff competency and organizational leadership were
found to have the greatest impact on the effectiveness of NBPE M&E practice for
government development organizations, followed by stakeholder participation and
technology development and utilization. The study also discovered that stakeholder
participation, organizational leadership, and technology development and utilization
have a significant impact on the effectiveness of project monitoring and evaluation.
Finally, the study suggests that orienting and training middle management for M&E
functions, as well as rotating them into different jobs, should be part of the
organization's human resource development policy. |
