1) Bruston Oluoch-DPP3/6790/2023

2) Faith Mulatya-DPP3/7004/2023
3) Ronny Mugambi-DPP3/6731/2023
4) Charlotte Okello-DPP3/6763/2023
5) Moses Makario-DPP3/6800/2023
6) Trisha Irusah-DPP3/6757/2023
7) Milton Ogot-DPP3/6781/2023
8) Betty Risper-DPP3/6793/2023
9) Godwill Ngeywa-DPP3/6767/2023
10) Miriam Tibiwa-DPP3/6776/2023
11) Emmanuel Kibuthania-DPP3/6752/2023
12) Cynthia Wanjiru-DPP3/6743/2023
13) Peter Oloo-DPP3/6796/2023
14) Charity Maina-DPP3/6755/2023
15) Dylan Mbai-DPP3/6722/2023
16) Joy Mungai-DPP3/6740/2023
17) Alvin Bulemi-DPP3/6753/2023
18) Nellius Nyambura-DPP3/6748/2023
19) Archi Mwarome-DPP3/6712/2023
20) Wanjiru Wanjiku-DPP3/6734/2023
21) Fredrick Mwendo-DPP3/6708/2023
22) Hope Muange-DPP3/6793/2023
23) Collins Simiyu-DPP3/7205/2023
24) Ibrahim Rashid-DPP3/7262/2023
25) Maltrine Mumo-DPP3/6746/2023
26) Mwangi Joyce-DPP3/6732/2023
27) Maxine Dzame-DPP3/6762/2023

GROUP 1 WORK
SUMMARY OF THE HISTORICAL CONTEXT OF MONITORING AND
EVALUATION
Monitoring and Evaluation (M&E) has evolved over the past century, shaping the way
governments, international organizations, and development agencies assess the effectiveness
of their programs. Rooted in early 20th-century administrative reforms, M&E grew out of the
need for efficiency, accountability, and evidence-based decision-making in both public
administration and international development. Here’s a brief history of how it evolved:

• EARLY ORIGINS {PRE 20TH CENTURY}

Early audits and record keeping: The foundations of M&E can be traced back to
ancient civilizations. In societies like ancient Egypt, Greece, and Rome, there were
early forms of audits and record-keeping to ensure resources were used properly,
particularly in large-scale infrastructure projects.
 The colonial and missionary periods (17th and 18th centuries): reports and
qualitative descriptions were produced to evaluate the success of missionary activities
and colonial projects, often focused on social and cultural impacts.
• EARLY 20TH CENTURY
Scientific management and public administration: The early 1900s witnessed the
rise of scientific management, driven by Frederick Taylor’s principles. Taylor’s focus
on efficiency, performance measurement, and time studies laid the groundwork for the
more systematic approaches that would follow in M&E.
Program evaluations: particularly with initiatives like the New Deal in the U.S.
during the 1930s, where social and economic programs required structured
assessments.
Educational assessments: By the 1940s, as standardized testing became more
common in education, efforts to evaluate educational outcomes also grew, marking
the start of formal assessments in the educational sector.
• POST-WWII ERA (1945-1960S)
Rise of social sciences: Following World War II, there was a rapid expansion of
social science research, which spurred the development of more advanced methods
for evaluating social and economic interventions.
Development aid and birth of M&E: The rise of international development aid led
to a stronger emphasis on monitoring and assessing aid effectiveness. In the 1950s,
the United Nations and institutions like the World Bank began using Logical
Framework Analysis (Log frame), a tool designed to track clear objectives and their
corresponding inputs, outputs, and outcomes. This period marked the formal
emergence of M&E in the context of global development efforts.
• FORMALIZATION OF M&E (1970S-1990S)
Professionalization of Evaluation: In the 1970s, evaluation became a recognized
profession with the establishment of organizations like the American Evaluation
Association (AEA). Evaluation methods became more formalized, integrating
qualitative and quantitative research.
Logical Framework and Results-Based Management: During the 1980s and 1990s,
international development agencies, such as USAID, World Bank, and the United
Nations, standardized the Logical Framework Approach. There was a shift towards
Results-Based Management (RBM), focusing on outputs, outcomes, and impact rather
than just activities.
Participatory Evaluation: The 1980s and 1990s also saw the rise of participatory
evaluation, involving stakeholders, particularly beneficiaries, in the evaluation
process. This allowed for more inclusive and co Global Expansion and Demand for
Accountability: M&E became more crucial for accountability and transparency,
particularly with the rise of Non-Governmental Organizations (NGOs), private sector
engagement, and large-scale international funding.
• M&E IN THE MODERN ERA (2000-PRESENT)
Technology in M&E: The 2000s saw the increasing use of digital tools and
technology in M&E, including Geographic Information Systems (GIS), mobile data
collection, real-time monitoring, and data visualization.
 Emphasis on Impact Evaluation: There was a growing interest in rigorous impact
evaluations using experimental and quasi-experimental methods, like Randomized
Control Trials (RCTs), especially in international development.
Data-Driven Decision Making: The rise of big data and the emphasis on
evidencebased decision-making led to more sophisticated analytical tools and the
integration of M&E systems into broader data ecosystems.
Sustainable Development Goals (SDGs): In 2015, the United Nations adopted the
2030 Agenda for Sustainable Development, placing a strong emphasis on monitoring
progress towards the Sustainable Development Goals, pushing for enhanced M&E
systems globally.
• Key Trends in Modern M&E
Integration with Management: M&E has evolved from being seen as a separate
function to being an integral part of program management and strategic planning.
Focus on Learning and Adaptation: There's been a shift from purely
accountabilitydriven M&E to learning-oriented evaluation, emphasizing adaptation
and flexibility. Complex Systems Approaches: With a better understanding of
complex systems, M&E has moved towards adaptive management and evaluating
complex, interconnected systems rather than linear models.
• Major Contributors to M&E Development
International Organizations: Institutions like the United Nations, World Bank, and
OECD have been instrumental in creating M&E guidelines and standards.
Foundations and NGOs: Organizations like the Bill & Melinda Gates Foundation,
Rockefeller Foundation, and various NGOs have pioneered innovative evaluation
approaches and methods.
Academics and Practitioners: Researchers, evaluation experts, and academics have
developed theories, methodologies, and tools that have shaped modern M&E practice.

INFLUENCE OF INTERNATIONAL DEVELOPMENT PARTNERS

Among the factors that have led to the evolution of M&E culture in Kenya is the influence of
international development partners along with the influence of international trends.
The key international development partners include the World Bank, International Monetary
Fund (IMF), United States Agency for International Development(USAID), and the European
Union. They have been involved in Kenya’s development process in various areas such as
poverty reduction, health, education, infrastructure development, and governance. When
undertaking in these processes, they introduced structured frameworks and best practices.
Among the frameworks and tools used include the Logical Framework Approach(LFA),
Results-Based Management(RBM), and the Monitoring and Evaluation Framework of the
United Nations Development Program. These have influenced the evolution of M&E culture
in Kenya, with many government agencies and NGO’s adopting similar approaches since
there was a requirement for accountability and transparency and the need for result-based
management.
The international development partners through funding have helped establish robust M&E
systems, fostering collaboration across sectors. As a result, Kenya is shifting towards a
proactive and participatory M&E culture focused on learning and adaptation in development
efforts.
Lastly, is the influence of international trends such as sustainability and climate resilience,
equity and inclusion, and adaptive management. The growing focus on sustainability has led
donors to demand M&E systems that integrate environmental impact assessments and long-
term sustainability metrics. In the face of global uncertainties, such as climate change and
pandemics, donors increasingly emphasize M&E systems that enable flexibility and real-
learning.
These factors have played a significant role in shaping the culture of M&E in Kenya and their
influence has contributed to improved development outcomes.

IMPACT OF CONSTITUTION 2010, VISION 2030

The Constitution of Kenya (2010) significantly influenced monitoring and evaluation (M&E)
practices in Kenya, particularly in the public sector. By introducing a robust framework for
governance, accountability, and citizen participation, the constitution has reshaped the way
projects, programs, and policies are monitored and evaluated. Below are key impacts:

1. Decentralization and Devolution

The Constitution established 47 county governments with distinct roles, responsibilities, and
budgets.
This decentralization increased the need for M&E systems at the county level to ensure
efficient resource utilization and accountability.
Counties are required to monitor their development plans, programs, and budgets, which
fosters localized M&E practices.
2. Strengthened Accountability Mechanisms
Chapter Six on Leadership and Integrity emphasizes transparency and accountability in
public service.
Public officials and institutions must demonstrate results and effective use of resources,
prompting the integration of rigorous M&E frameworks.
3. Public Participation and Citizen Oversight
Article 10 enshrines public participation as a national value and principle of governance.
M&E processes now incorporate citizen feedback to assess the impact of policies and
programs.
This has increased transparency and provided a platform for communities to hold leaders
accountable.
4. Legal and Policy Frameworks for M&E
The constitution provides a basis for legislation and policies to support M&E, such as the
Public Finance Management Act (2012) and the County Governments Act (2012).
These laws mandate regular reporting, evaluation, and auditing of public sector projects.
5. Performance Management in Public Service
Articles 201 and 232 emphasize efficient public finance management and accountability in
public service.
Ministries, Departments, and Agencies (MDAs) are required to set performance targets and
evaluate outcomes periodically, strengthening performance-based M&E practices.
6. Data and Evidence-Based Decision-Making
The focus on transparency and evidence in governance has led to the development of systems
like the Integrated Financial Management Information System (IFMIS) and Monitoring and
Evaluation Reporting Systems (MERS).
These systems ensure data collection, analysis, and dissemination for informed decision-
making.
7. Increased Demand for Skilled M&E Professionals
The emphasis on M&E at both national and county levels has created a demand for
professionals who can design, implement, and manage M&E frameworks.
8. Focus on Equity and Inclusivity
The constitution prioritizes equitable resource distribution and the rights of marginalized
groups (Article 56).
M&E frameworks now assess not only outputs and outcomes but also equity and inclusivity
in development initiatives.
9. International Standards Alignment
The principles of governance outlined in the constitution align with global standards,
fostering the adoption of internationally recognized M&E practices.

In conclusion, the Constitution of Kenya (2010) has established a strong foundation for
effective M&E systems, making them integral to governance and service delivery. However,
its full potential relies on capacity building, political goodwill, and adherence to
constitutional principles.
THE IMPACT OF TECHNOLOGY AND TECHNOLOGY ADVANCEMENT ON
EVOLUTION OF M&E IN KENYA.
Technology has played a significant role in the evolution of M&E in Kenya through various
ways .
The technologies involved are as follows:

GIS –GEOGRAPHIC INFORMATION SYSTEMS

 In Kenya, GIS has been increasingly used in the field of Monitoring and Evaluation
(M&E) to enhance decision-making, improve project implementation, and track
progress towards development goals.

How has GIS been used on the ground for M&E in Kenya?

 Agriculture: Monitoring crop yields, identifying areas prone to drought or pests, in order to
optimizing resource allocation.

Mobile Apps and Websites –

An example would be the KENYA REVENUE AUTHORITY app and website.

Here's how the KRA app and website have advanced M&E:

i)Real-time Data Collection and Analysis:

ii) Automated Data Entry: Taxpayers can directly input their tax information into the
KRA system, eliminating manual data entry errors and reducing processing time.

iii)Instantaneous Data Validation: The system can instantly verify the accuracy of
submitted data, flagging any inconsistencies or errors for immediate correction.

iv)Real-time Reporting: The KRA can generate up-to-date reports on tax revenue,
compliance rates, and other key performance indicators, enabling timely decision-
making and intervention.

. Enhanced Monitoring and Tracking:

 Remote Monitoring: The KRA can monitor taxpayer activities remotely, including
tax filings, payments, and compliance status, ensuring timely and accurate reporting.
 Risk Assessment: The system can identify potential risks and anomalies in tax data,
enabling targeted audits and investigations.
 Performance Tracking: The KRA can track the performance of its staff and
processes, identifying areas for improvement and recognizing high-performing
individuals and teams.

 Online Tax Filing and Payment: Taxpayers can conveniently file their returns and
make payments online, reducing the need for physical visits to KRA offices and
minimizing delays.
  Real-time Updates and Notifications: Taxpayers can receive real-time updates on
the status of their tax returns, payments, and any pending actions, ensuring timely
communication and reducing uncertainty.
 Data-Driven Decision Making:

 Data-Informed Policies: The KRA can use the data collected through its digital
platforms to inform policy decisions, identify trends, and target interventions
effectively.
 Performance Measurement: The KRA can measure its own performance against
established targets and benchmarks, identifying areas for improvement and optimizing
its operations.

Cloud-Based Platforms

 Data Storage and Sharing: Cloud-based platforms like Google Drive and Dropbox
allow for secure and easy sharing of data via cloud.

 Real-time Collaboration: Cloud-based tools facilitate collaboration among M&E

teams, even when they are geographically dispersed. Hence M&E process goes on
despite the challenge of geographical distance .

Drone Technology

The use of drones has grown in this recent times to capture data aerially.

How has this been used on the ground ?

Drones are being used by wildlife conservatives to monitor wildlife .They do this in
order to keep track of their movement patterns .

GPS –GLOBAL POSITIONING SYSTEM

The Global Positioning System ,widely known as GPS is also being used in the M&E
field .

In wildlife conservation , GPS tags are tagged on animals such as elephants to track
their movement and ensure that they are protected from poachers.

This is done in order to monitor and evaluate their progress in preservation of wildlife
.

E-Government Systems

Government has also employed the use of Technology in order to Monitor and Track
their Revenue Streams from the services they generate.

An example would be e-citizen.

The platform offers government services all integrated into 1.

 These services may include : A Passport application , Renewal of a Drivers License,
Replacement of a lost National Identity Card ,Application of a Good Conduct
Certificate , Registration of Marriages and many more .

BVR SYSTEM – BIOMETRIC VOTER REGISTRATION

Government parastatal such as the Independent Electoral and Boundaries

Commission have employed the use of BVR systems.

This helps them in their M&E to assess the number of registered voters .

Moreover , it helps them in decision making such as proposing new boundaries

because of the numbers of registered voters .

The new boundaries may include : a new ward , new constituency , a new county.

RTS- RESULTS TRANSMISSION SYSTEM

The same IEBC uses a results transmission system to transfer election results from
polling stations to tallying centers .

The different party(political ) agents can then monitor and evaluate results of their
candidates .

EVID –ELECTRONIC VOTER IDENTIFICATION DEVICES

In the concluded 2022 elections , EVID were used by the IEBC. The specific EVID used is
known as KIEMS KIT-(KENYA INTEGRATED ELECTIONS MANAGEMENT SYSTEM)
The IEBC used this gadgets to identify registered voters who are on the voters register on
election date .
This helps IEBC to generate and analyze data on voter demographics and voter turnout on
election day.
INSTITUTIONALIZATION OF M&E, ESTABLISHMENT OF NIMES
1.Institulization of monitoring and evaluation
May take its form in both private and public institutions. This has taken root due too
many pressures o Industrial practices o Best practices
o National and county government directorates o
Performance objectives o Brand growth o Stakeholder
participation o Civil society and advocacy o Public sector
reforms o Profit o Sustainability
o Regulatory and compliance requirements
2.Establishment of Nimes
The State Department for Economic Planning through the Monitoring and Evaluation
Directorate (MED) is responsible for coordinating the implementation of the National
Integrated Monitoring and Evaluation System (NIMES). NIMES was established to provide a
mechanism to track implementation of projects and programmes contained in the Kenya
Vision 2030, Government manifesto, SDGs and other international obligations. To address
the prevailing challenges of effective data management component critical for evidence based
decision making, the State Department for Economic Planning in collaboration with
stakeholders developed an electronic NIMES / CIMES (e-NIMES / e-CIMES) as a
Performance Management tool for Results (PMfR) platform that will support and strengthen
NIMES/CIMES. The electronic system will provide a real-time, on screen reporting system
for performance monitoring and evaluation of key priority programmes and projects. The
system shall also provide a suitable platform preferably, a traffic light dashboard for reporting
results on real time. The information generated is used for planning, policy and budget
formulation process and evidence-based decision making. Objectives of the e-NIMES/e-
CIMES
✓ To establish and maintain a database of indicators for monitoring
implementation of the government development agenda such as Kenya Vision 2030
MTPs Indicators, Prevailing Development Agenda, and other international obligations
such as the SDGs and ICPD 25 commitments.
✓ To facilitate capture, storage and access of data/information on
implementation of all policies, programmes and projects in the various plans at
national and devolved level.
✓ To facilitate timely preparation of Annual Progress Reports, County Annual
Progress Reports and the Public Expenditure Reviews.
✓ To provide timely evidence for decision-making in the implementation of
Kenya Vision 2030 and the Big Four Agenda, and other international obligations such
as SDGs and ICPD 25 commitments at both levels of government.
✓ To provide an executive and ministerial dashboard for top management at
national and county levels with timely, real time and accurate information on
implementation status of government programs and projects.
✓ To enhance transparency and accountability to all stakeholders in the
implementation of projects in the Public Sector.

Key features of the e-NIMES/e-CIMES

✓ The system has a Public Access Module where the Public can see the various
projects within ministries and counties.
✓ The system has an Executive Dashboard through which the President /
Governor/ CSs / PSs / CECs / CCOs can have an overall view of the progress in
implementation of various programmes and projects within their jurisdiction.
✓ The system has internal control mechanism where once targets have been
entered by the various agencies it can be disabled and only viewing and reporting
allowed.
✓ The system has a cascaded approach for strategic planning which starts with
the Kenya Vision 2030 MTP at National level then to CIDPs at County level down to
Strategic Plans and Annual work plans.
✓ On screen dashboard with traffic lights for reporting level of achievements
based on a weighted score.
✓ Inbuilt framework for all Ministries and County governments: all Ministries,
Departments, Agencies and Counties need just to update the Ministerial/County
structures based on the executive orders and assign administrators and users
(supervisors and technical staff).
✓ The system has an electronic performance appraisal system that if counties so
wish can use.
✓ Inbuilt electronic work plan generator.
✓ GPS enabled system that each project can be uploaded with its GPS location.
✓ If the GPS is enabled, then they can locate the project to where it is and one
can also generate maps for specific projects.
✓ The system has inbuilt checks such that there are various levels of approvals
before the data is presented to the dashboard.

Obtained from E-nimes official website

enimes.go.ke

3.The impact of devolution on monitoring and evaluation on county governments

Since the advent of devolution it has necessitated that each of the devolved units has it
own monitoring and evaluation systems at county level to monitor it own projects
most notably the county integrated development plansi. This has brought about impact
which has been positive and certain challenges.
POSITIVES
1.Enhanced accountability and transparency- It has lead to the county actively use
resources efficiently and effectively. Recently it showed how corrective action could
be undertaken to attain predetermined objectives as the county government of Kisii
found out it had 1314 ghost workers out of a total labor force of 5600ii. The county
government is all about public service, in the introduction of M and E systems it has
enabled performance tracking results- based monitoring assessing the impact of
projects to society and allow citizens to be involved in county activities in a larger
capacity allowing transparency.

2 Decentralization of monitoring and evaluation systems- This has lead to more

accurate and appropriate development of M and E systems to match the counties
specific needs and to meet key stakeholder requirements aligning them with the
county integrated development plans. Allowing local projects to monitor and
evaluated with particular ease.

3.Information for evidence decision making-The information about on M and E

systems provide evidence which when subjected to certain data driven technologies
and methodologies can provide empirical evidence which ca be essential in inform
decision making on county related matters from historical and comparable projects.

4.More government responsiveness- The E-NIMES system which is in operation

and is allowed for use by the public, interested stakeholders and the national
government has allowed members of the public to monitor progress and has even
made many to do physical site inspections this has lead to the devolved units to
respond to issues in a sift and comprehensive even though most of the defences rest
in the exchequer no disseminating funds for the projects for example recently the
county government of Kwale.

5.Satisfying donor requirements-The vertical sharing of revenue between national

and county governments which then move to the senate for a horizontal sharing
formula to be agreed upon by the commission for revenue allocation coupled with
other measures made by county governments to raise revenue for example county
taxes proves insufficient and may need more funds from donors such as USAID
which require that a M and e system is in place for funds to be disseminated among
other requirements. This has made counties more accessible to donor funds but this is
limited to the extent of ones system.

Other positives
6.Capacity building for county staff
7.intergration of m and e into planning and budgeting
8.enhanced local governance
9.promoting community participation
10.enhaching equity

CHALLENGES
1.Lack of coordination between national and county governments-This has been
ever present thorn since the introduction of devolution in Kenya lack of proper
communication, understanding and discrepancies to name a few between the two.
This has lead to stunted growth of M and e systems in counties because of lack of
proper feedback and direction. Promotion of coordinated and joint exercises should be
encouraged to avoid this issue.

2.Poor understanding of the system – which has lead to its under utilization and
operation at under capacity fueled by embezzlement of funds meant to train staff on
its use and a lack of adequate M and E professionals this can be resolved by provide
proper training and education.
 Other challenges
3.Challenges in implementation
4.Role of technology
5.Increased oversight and reporting requirements becoming a burden

In our conclusion, the positive impact of decentralization to devolved far much

surpass the challenges which may be posed by stakeholder inefficiencies.
ROLE OF EDUCATION AND CAPACITY BUILDING IN EVOLUTION OF
M&E IN KENYA
Capacity building refers to the improvement in an individual's or organization's facility to
produce,perform or deploy;(to further development in performance)
Education and capacity building have played a pivotal role in the advancement of M&E in Kenya,
with some of the key contributions including; 1. Enhanced professionalism
Establishment of M&E courses in universities as well as capacity building programs through
institutions such as Kenya School of Government result in a more qualified and systematic
approach to M&E.
Integration into policy frameworks

Increased awareness of M&E’s importance has led to its incorporation into national policies such
as public finance and vision 2030, mandating regular evaluation of development projects.

Improved methodologies

Capacity building initiatives have enhanced the use of modern data collection and analysis tools
equipping professionals with skill in software such as SPSS(statistical package for social
sciences)

Community empowerment

Training in participatory M&E has enabled local communities to engage in monitoring

development projects, fostering accountability and ownership.

Increased demand for results

A focus on evidence based decision making has heightened demand for M&E results, promoting
robust systems for project evaluation.

Support for accountability and transparency

Trained professionals contribute to transparency and compliance with donor and government
requirements hence building stakeholder trust.

Collaboration and networking

Educational institutions and organizations like the evaluation society of Kenya have created
platforms for knowledge sharing and standard setting in M&E.
 Adapting to technological advances

Capacity building has facilitated the adoption of digital tools for data collection and monitoring,
thus enhancing efficiency.

In summary education and capacity building have transformed M&E in Kenya into a structured and
essential tool for governance and development.
Some ongoing efforts to improve M&E processes include;

- Training programs covering skills like data collection and use of M&E software
- Capacity assessments to conduct diagnostics so as to understand existing Capacities
and identity gaps.
- Technical assistance that provides advisory services to address identified needs.
- Fostering collaboration among stakeholders to improve coordination and cooperation
between internal and external agents.
- Small grants that help local researchers develop their research and evaluation skills.

These initiative are crucial in enhancing quality and effectiveness of M&E outcomes,
ultimately supporting national and international development goals.

CIVIL SOCIETY AND ADVOCACY AS A DRIVER OF M&E CULTURE IN

KENYA.
Civil Society refers to the collective of Non- Government Organization (NGOs), Community-
Based Organizations(CBOs), Faith Based Organizations(FBOs) and other voluntary groups
that represents the interest, values and needs of citizens.
Advocacy is the act of campaigning or influencing to achieve positive change in society e.g
public campaigns, research , dialogue or legal action.

 ADVOCACY FOR POLICY FRAMEWORK.

Civil Society Organizations have been instrumental in advocating for robust policies that
integrate Monitoring and Evaluation system. For example, the National Integrated monitoring
and evaluation system was established through efforts by CSOs and development partners,
ensuring government projects are monitored effectively.

 MONITORING OF ELECTORAL PROCESSES.

Advocating groups like Electoral Observation Group(ELOG) monitor elections using data
and evaluations to demand reforms in Kenyan’s Electoral processes .ELOG deploys domestic
election observers to monitor electoral processes ,including voter registration, campaigns,
voting and results tallying. They ensure adherence to laws and best practices during elections.

 DEMAND FOR EVIDENCE-BASED POLICY FORMULATION.

Civil society’s advocacy for data –driven policies has highlighted the importance of robust
M&E systems. CSOs often conduct independent evaluations of government programs and use
the findings to lobby for policy reforms or to critique ineffective interventions. Organizations
like the Kenya Human Rights Commission (KHRC) and the Institute of Economic
Affairs(IEA-KENYA)have generated reports that challenge existing policies and advocate for
improvement based on evidence .Advocacy for devolved government under Kenya’s 2010
constitution led to the establishment of M&E frameworks to track county level development
outcomes.

 CAPACITY BUILDING AND AWARENESS.

Civil society organization have actively participated in training and capacity building around
M&E. They have worked with both government and non –government actors to develop
skills and tools for monitoring and evaluating programs effectively. Partnership with
international donors and development agencies ,such as USAID and the world bank, have
enable CSOs to introduce global best practices in M&E .Advocacy groups have also
sensitized the public on the importance of holding duty bearers accountable through evidence
from M&E processes.

THE CULTURE OF M&E IN RELATION TO PUBLIC SECTOR REFORMS

The public sector refers to all government entities and organizations that deliver services,
regulate and implement policies for the good of the public. It includes national and county
governments, state corporations, and regulatory authorities such as KRA.
Public sector reforms are therefore efforts made by the government to improve efficiency and
effectiveness of public institutions and services.
There is a high demand for M&E in the public sector. This demand is driven by several
articles in the Constitution of Kenya 2010 which state that a structured way of monitoring
policies, projects and programs are needed. Furthermore, the county Governments Act and
Public Finance Management Act 2012, require clear county planning and monitoring
systems.
Within the Public Sector, the Monitoring and Evaluation Directorate (MED) works to
strengthen evidence-based policy formation and improve tracking of results. In the public
sector accountability for performance and resource allocation decisions are vested in the
office of Principal or Cabinet Secretaries. A majority of institutions have units in their
structures dedicated to M&E.
The current performance of M&E culture in the public sector is marked by a combination of
doing things together (collaborative culture), doing new things (creative culture), doing
things fast (competitive culture) and doing things right (control culture). Going forward, the
M&E unit in the public sector should greatly de-emphasize the collaborative culture, greatly
emphasize creative culture, slightly de-emphasize competitive culture and slightly emphasize
control culture.
Public Sector Reforms, Laws and Policies.
The Kenyan Government has initiated public sector reforms and developed several laws and
policies that have led to the evolution of the monitoring and evaluation culture in Kenya.
These include;

1. The M&E Policy Framework introduced by the Ministry of Planning and

Devolution. These policies outline standards for collecting, analyzing, and
reporting data, helping to formalize M&E across government agencies. They
also ensure that government departments understand and apply M&E practices
consistently, which leads to better accountability and efficiency in public
service delivery.
2. National Drought Management Authority (NDMA) Act. The NDMA Act
established a framework to prevent and manage droughts in Kenya by
monitoring early warning indicators and preparing timely responses. The
NDMA Act requires robust M&E systems to track drought conditions, assess
the effectiveness of mitigation projects, and evaluate food security. By using
M&E data, the government can proactively respond to droughts and improve
resilience in affected regions, reducing the impact on vulnerable communities.
3. Kenya’s Education Sector Policy on M&E. This policy was introduced to
ensure quality, accessibility, and efficiency in the education sector, guiding
how programs and projects within education are tracked and evaluated. The
M&E policy within the education sector ensures that programs, such as free
primary education and secondary school bursaries, are effective and meet their
objectives. This data is used to inform education reforms, making adjustments
as needed to improve learning outcomes and access to education.
4. Kenya Health Sector Strategic and Investment Plan (KHSSP). This plan,
developed by the Ministry of Health, provides a strategic framework for
improving healthcare services in Kenya and achieving health-related goals.
The KHSSP includes specific M&E guidelines to measure progress on health
indicators, like maternal and child health, disease control, and infrastructure
development in healthcare. The plan also emphasizes data-driven decision-
making to allocate resources effectively, ensuring that health programs meet
their targets and improve overall health outcomes.
5. Public Financial Management (PFM) Act, 2012. The PFM Act aims to
ensure effective management of public funds, including budgeting,
expenditure, and revenue collection. This Act requires all public institutions to
establish mechanisms for monitoring and evaluating the use of public
resources. This emphasis on fiscal accountability reinforces M&E within
financial management, making sure funds are directed toward productive
activities and outcomes. The PFM Act also requires regular reporting on
financial and project performance, enhancing accountability in public
spending.
6. Performance Contracting in the Public Sector. The performance
contracting policy was introduced in Kenya to improve service delivery in the
public sector. Under this policy, government officials and public servants are
evaluated based on the achievement of specific targets. Performance
contracting relies on M&E data to assess the progress and effectiveness of
public servants in achieving their assigned targets. By using measurable
 indicators, performance contracting promotes a results-oriented culture and
helps track progress against set goals, fostering accountability and a focus on
outcomes within government departments.
7. County Governments Act, 2012. This Act provides a framework for the
administration of Kenya’s county governments and regulates their structures,
functions, and responsibilities. The County Governments Act requires
counties to develop County Integrated Development Plans (CIDPs) and
establish M&E frameworks to track the progress of local projects. The law
mandates annual performance reports to assess county projects’ effectiveness,
ensuring that resources are used efficiently and that county governments are
accountable to their constituents.
8. The National Government Coordination Act, 2013. This law provides
guidelines for the coordination of national government functions across all
levels of government, including county and regional administrations. The Act
establishes mechanisms for coordinating national government projects at the
county level, enabling consistent M&E practices across all regions. It also
mandates that national government representatives in the counties monitor and
report on the progress of government initiatives, ensuring that national
programs align with county development goals and maintain accountability.
9. Leadership and Integrity Act, 2012. The Leadership and Integrity Act is a
framework for enforcing ethical standards and promoting accountability
among public officers as outlined in Chapter Six of the Constitution. This law
promotes M&E by setting high standards of integrity and accountability for
public servants, including a requirement for transparent reporting on the
performance of public programs. Public officials are held accountable for
ensuring that M&E processes are used to assess the impact of their work and
that resources are managed responsibly.
10. Public Procurement and Asset Disposal Act, 2015. This Act governs public
procurement processes, ensuring fair, transparent, and efficient use of public
resources in procurement and asset disposal. The Act requires M&E practices
to ensure that procurement processes are conducted according to law, project
objectives are met, and resources are used efficiently. By mandating regular
reporting and evaluation, this law reduces corruption risks and promotes
transparency, ensuring that procurement practices contribute positively to
public service delivery.
11. The Environmental Management and Coordination Act (EMCA), 1999
(Revised in 2015). EMCA provides a framework for environmental
management in Kenya, including sustainable development practices and
environmental conservation. The Act requires environmental impact
assessments (EIAs) and continuous environmental audits for major projects,
which include M&E processes. Through these evaluations, project developers
and government agencies must demonstrate that they are meeting
environmental standards, helping to monitor the impact of development on
natural resources and the environment.
12. Statutory Instruments Act, 2013. This Act provides guidelines for the
preparation, publication, and review of regulations by public authorities. The
Statutory Instruments Act mandates a regular review of laws and regulations
 to determine if they are achieving their intended objectives. This requirement
for continuous assessment and review helps integrate M&E practices into
policy-making processes, ensuring laws are relevant and effective over time.
13. Basic Education Act, 2013. The Basic Education Act regulates the provision
of free and compulsory basic education in Kenya. This Act includes
provisions for regular monitoring and evaluation of education programs to
ensure that quality standards are met in all schools. M&E frameworks assess
the effectiveness of educational initiatives and ensure that resources allocated
to schools and other educational institutions contribute to positive learning
outcomes.