Effects of monitoring and evaluation drivers on the performance of development projects in Burundi

Abstract

This study aimed to examine the effect of monitoring and evaluation (M&E) drivers on the performance of development projects in Burundi. It used the World Vision Biofortified Beans for Maternal and Child Health (B4MCN) project as a case study, which was implemented in the provinces of Kirundo, Muyinga, and Karusi. The research explored the relationship between key M&E drivers: the culture of monitoring and evaluation, personnel capacity in M&E, stakeholder engagement in M&E, and the application of M&E data on project performance. The study also assessed the role of management support for M&E as a moderating factor, investigating its influence on project outcomes and how it interacts with the independent variables. The research aimed to address the gap in understanding the impact of these M&E drivers on project performance, especially in Burundi, where M&E practices are still developing. The objective of the study was to evaluate the effect of these variables on project performance, focusing on how management support could enhance the impact of M&E practices. A mixed-methods approach was employed, combining both qualitative and quantitative research methodologies. Qualitative data were collected through purposeful sampling via Key Informant Interviews (KIIs) with stakeholders involved in the B4MCN project's M&E activities. For the quantitative component, a sample of 295 respondents was selected using Cochran’s formula (1977), with 286 completed responses included in the analysis. Descriptive statistics, including frequencies, means, and standard deviations, were used for the quantitative data analysis, while Pearson’s correlation analysis was applied to examine relationships between the variables. The results indicated strong positive correlations between personnel capacity in M&E (r = 0.59), M&E culture (r = 0.55), management support for M&E (r = 0.53), and project performance. Moderate positive correlations were found between project performance and both the application of M&E data (r = 0.48) and stakeholder participation in M&E (r = 0.43). These findings suggest that increasing personnel capacity, strengthening the M&E culture, and providing management support can significantly enhance project performance. Based on these results, the study recommended regular review meetings with stakeholders to discuss progress, challenges, and opportunities. The study also suggested further research into the use of modern data collection tools, such as smartphones, to improve the accuracy and timeliness of M&E processes and project outcomes.