INFLUENCE OF PROJECT MANAGEMENT PRACTICES ON
IMPLEMENTATION OF HIV AND AIDS PROJECTS: A CASE OF CIVIL
SOCIETY ORGANIZATIONS IN IMENTI NORTH SUBCOUNTY, MERU
COUNTY KENYA
MUCHERU SAMUEL GITHIKA
A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF ARTS IN PROJECT
PLANNING AND MANAGEMENT OF THE UNIVERSITY OF NAIROBI.
2013
I
DECLARATION
I hereby declare that the work contained in this research project is my original work and has not been
presented in any other university for a degree.
Signature…………………………………..
Date……………………………………..
Mucheru Samuel Githika
L50/77616/2012
This research project is presented for examination with our approval as university supervisors.
Signature………………………………..
Date……………………………………..
Dr. Stephen.W. Luketero
School of Mathematics
University of Nairobi
Signature……………………………...
Date……………………………………..
Chandi J. Rugendo
Lecturer
School of Continuing and Distance Education
University of Nairobi
II
DEDICATION
This work is dedicated to my father Noah Mucheru and mother Anastasia Wanjiru for their moral
support during the period of my struggle for this degree. Their contribution towards my success was
immeasurable.
III
ACKNOWLEDGEMENT
I am heartily thankful to my supervisors, Dr. S.W. Luketero and Mr. Chandi Rugendo, whose
encouragement, supervision and support from the preliminary to the concluding level enabled me to
develop an understanding of the subject. I would have not gone far without their support and
constructive criticism.
I most sincerely appreciate the efforts of all lecturers who took me through the course. They truly
made the course interesting and fun. I also wish to acknowledge the department of extra-mural
studies for the training and support I received.
Lastly, I offer my regards to my fellow Masters of Arts in Project Planning and Management
students, and all those who supported me in any respect during the completion of the project.
IV
TABLE CONTENTS
DECLARATION................................................................................................................................ II
DEDICATION................................................................................................................................... III
ACKNOWLEDGEMENT ................................................................................................................ IV
TABLE CONTENTS ......................................................................................................................... V
LIST OF ABBREVIATION AND ACRONYMS ........................................................................... X
ABSTRACT ....................................................................................................................................... XI
LIST OF FIGURE .......................................................................................................................... XII
LIST OF TABLES ......................................................................................................................... XIII
CHAPTER ONE: INTRODUCTION ............................................................................................... 1
1.1
Background to the Study............................................................................................................ 1
1.2
Statement of the Problem ........................................................................................................... 3
1.3
Purpose of the Study .................................................................................................................. 4
1.4
Objectives of the Study .............................................................................................................. 5
1.5
Research Questions .................................................................................................................... 5
1.6
Significance of the Study ........................................................................................................... 6
1.7
Delimitation of the Study ........................................................................................................... 6
1.8
Limitations of the Study............................................................................................................. 6
1.9
Assumptions of the Study .......................................................................................................... 7
1.10 Definition of Significant Terms ................................................................................................. 7
1.11 Organization of the study ........................................................................................................... 7
CHAPTER TWO: LITERATURE REVIEW .................................................................................. 9
2.1
Introduction ................................................................................................................................ 9
2.2
Project Management Practices and Implementation of HIV/Aids Projects ............................... 9
2.3
Strategic Planning and Project Implementation ....................................................................... 11
V
2.4
Adoption of Information Technology on Project Implementation .......................................... 15
2.5
Monitoring and Evaluation Practices and Project Implementation ......................................... 17
2.6
Training on Project Management and Project Implementation ............................................... 19
2.7
Risk Management and Project Implementation ....................................................................... 20
2.8
Theoretical Framework ............................................................................................................ 22
2.9
Conceptual Framework ............................................................................................................ 23
CHAPTER THREE: RESEARCH METHODOLOGY ............................................................... 25
3.1
Introduction .............................................................................................................................. 25
3.2
Research Design....................................................................................................................... 25
3.3
Target population ..................................................................................................................... 25
3.4
Sample Size and Sampling Procedure ..................................................................................... 26
3.5
Methods of Data Collection ..................................................................................................... 27
3.6
Research Instrument................................................................................................................. 27
3.7
Validity of Research Instrument .............................................................................................. 27
3.8
Reliability of Research Instrument .......................................................................................... 28
3.9
Data Analysis ........................................................................................................................... 28
3.10 Ethical Considerations ............................................................................................................. 28
3.11 Summary .................................................................................................................................. 29
CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION ......... 31
4.1 Introduction ................................................................................................................................... 31
4.2 Response rate ................................................................................................................................ 31
4.3 Background Information ............................................................................................................... 31
4.3.1 Gender of Respondents .......................................................................................................... 32
4.3.2 Age of the Respondents.......................................................................................................... 32
4.3.3 Type of Organization ............................................................................................................. 33
VI
4.3.4 Duration Respondent Has Worked With the Organization .................................................... 33
4.3.5 Projects Implemented By the Organization ........................................................................... 34
4.4
Strategic Planning and Project Implementation ....................................................................... 34
4.4.1 Vision Statement .................................................................................................................... 35
4.4.2 Crosstabulation between Type of Organization and Vision Statement.................................. 35
4.4.3 Understanding of Vision Statement ....................................................................................... 35
4.4.4 Mission Statement .................................................................................................................. 36
4.4.5 Crosstabulation between Type of Organization and Mission Statement ............................... 37
4.4.6 Undestanding of Mission Statement ...................................................................................... 37
4.4.7 Work Plans ............................................................................................................................. 38
4.4.8 Aspects of Strategic Planning ................................................................................................ 38
4.4.9 Challenges Faced During Planning Process ........................................................................... 39
4.5
Adoption of Information Technology and Project Implementation ........................................ 40
4.5.1 Accessible Information Technology Facilities ....................................................................... 40
4.5.2 Number of Working Computers ............................................................................................. 41
4.5.3 Mean, Standard Deviation, Range and Skewness of Number of Working Computers ......... 41
4.5.4 Duration Spent Using Computer on Weekly Basis ................................................................ 42
4.5.6 Activities Done Using Computers.......................................................................................... 42
4.5.7 Satisfaction With Regard To Information Technology in the Organization .......................... 43
4.5.8 Correlation between Satisfaction of IT Services and Quality and Reliability of Services
Provided By IT ................................................................................................................................ 44
4.5.9 Protection of Information in Computers ................................................................................ 45
4.6
Monitoring and Evaluation Practices and Project Implementation ......................................... 45
4.6.1 Monitoring and Evaluation Progress of HIV/Aids Projects ................................................... 46
4.6.2 Crosstabulation between Organization and M&E Progress ................................................... 47
VII
4.6.3 Users of Monitoring and Evaluation Reports ......................................................................... 47
4.6.4 Rating of Donor M&E Requirements by Respondents .......................................................... 49
4.6.5 Stakeholders Involved In Planning M&E .............................................................................. 50
4.6.6 Challenges Facing Monitoring and Evaluation ...................................................................... 51
4.7
Training on Project Management and Project Implementation ............................................... 51
4.7.1 Respondents Level of Education ............................................................................................ 51
4.7.2 Trained On Project Management ........................................................................................... 52
4.7.3 Mode of Training ................................................................................................................... 53
4.7.4 Areas Respondents Would Like To Be Trained On ............................................................... 53
4.8
Risk Management and Project Implementation ....................................................................... 53
4.8.1 Risks Faced By Organization ................................................................................................. 54
4.8.2 Crosstabulation between Type of Risk and Organization. ..................................................... 54
4.8.3 Risk Mitigation....................................................................................................................... 55
4.8.4 Risk Management ................................................................................................................... 55
4.9 Summary ....................................................................................................................................... 57
CHAPTER FIVE: SUMMARY OF FINDINGS, DISCUSSION, CONCLUSIONS AND
RECOMMENDATIONS.................................................................................................................. 58
5.1
Introduction .............................................................................................................................. 58
5.2
Summary of the Findings ......................................................................................................... 58
5.2.1
Strategic Planning ............................................................................................................. 58
5.2.2
Adoption of Information Technology............................................................................... 58
5.2.3
Monitoring and Evaluation Practices ............................................................................... 58
5.2.4
Training on Project Management ..................................................................................... 59
5.2.5
Risk Management ............................................................................................................. 59
5.3
Discussion of the Findings ....................................................................................................... 59
VIII
5.3.1
Strategic Planning ............................................................................................................. 59
5.3.2
Adoption of Information Technology............................................................................... 60
5.3.3
Monitoring and Evaluation Practices ............................................................................... 61
5.3.4
Training on Project Management ..................................................................................... 62
5.3.5
Risk Management ............................................................................................................. 62
5.4
Conclusions .............................................................................................................................. 63
5.5
Recommendations .................................................................................................................... 64
5.6
Recommendations for Further Research .................................................................................. 65
REFERENCES .................................................................................................................................. 66
APPENDICES ................................................................................................................................... 72
APPENDIX I: Letter of Transmittal ................................................................................................... 72
APPENDIX II: Questionnaire for Project Managers and Project Coordinators ................................. 73
APPENDIX III: List of Civil Society Organizations Implementing HIV & Aids projects in Imenti
North Subcounty ................................................................................................................................. 80
APPENDIX IV: Krejcie and Morgan Sample Size Determination Table .......................................... 82
IX
LIST OF ABBREVIATION AND ACRONYMS
AIDS
Acquired Immune Deficiency Syndrome
AMREF
African Medical Research Foundation
CBOs
Community Based Organizations
CSOs
Civil Society Organizations
DASCO
District Aids and STI Coordinator
FBOs
Faith Based Organizations
GISW
Global Information Society Watch
HERAF
Health Rights Advocacy Forum
HIV
Human Immune-Deficiency Virus
ICAD
Institute for Capacity Development
ICT
Information Communication Technology
IT
Information Technology
JAPR
Joint AIDS Programme Review Process
KNASA
Kenya National Aids Spending Assessment
M&E
Monitoring and Evaluation
MDGS
Millennium Development Goals
NACC
National Aids Control Council
NGOs
Non Governmental Organizations
PLHIV
People Living With HIV
PLWHA
People Living With HIV & AIDS
PMI
Project Management Institute
PRINCE2
Project in Controlled Environments, version 2
SPSS
Social Package for Social Science
TOWA
Total War Against Aids
UNAIDS
The Joint United Nations Programme on HIV and AIDS
UNIFEM
United Nations Development Fund for Women
X
ABSTRACT
Good project management practices are key to the success and sustainability of community led
projects. In the community, the fight against HIV and Aids is spearheaded by projects aiming at
stopping further spread of the epidemic, and improving the lives of those infected and affected. In
Imenti North Subcounty, these projects are mainly implemented by civil society organizations which
include non-governmental organizations, faith based organizations and community based
organizations. This study sought to assess the influence of project management practices by civil
society organizations implementing HIV and Aids projects in the subcounty. It examined critically
the extent to which civil society organizations employed project management practices when
implementing HIV/Aids projects. The study was guided by five objectives namely; to determine the
influence of strategic planning on implementation, to establish the influence of adoption of
information technology, to establish the influence of monitoring and evaluation practices, to
establish the influence of training on project management practices, and to establish the influence of
risk management by civil society organizations on implementation of HIV and Aids. The study
targeted respondents from civil society organizations as follows; 8 project managers from nongovernmental organizations, 5 project coordinators from faith based organizations and 30 project
coordinators from community based organizations. From the target population of 43, a sample of 36
project managers and project coordinators were selected for this study. This included 7 project
managers under NGOs, 4 and 25 project coordinators under faith based and community based
organizations respectively. The study adapted descriptive research design. Questionnaires were
administered as key instruments for data collection. Quantitative data was analyzed and presented
through descriptive statistics; however qualitative data, detailed narrative was used to summarize
data. The study revealed that majority of the civil society organizations had both vision and mission
statements. This was represented by 93.9% of the respondents who indicated that their organizations
had both vision and mission statements. However, only 29.0% of the respondents indicated that their
organization had vision statement agreed by all members and used to guide mission and projects, and
mission statement used to guide decisions about projects. The study also established that 45.5% of
the respondents indicated that they did not have computers in their organizations. The study also
established that only 27.3% of the respondents indicated that monitoring processes were documented
and data used to inform management decisions, donor reporting and to provide feedback to the
community. The study also established that only 63.6% of the respondents had been trained on
project management. Majority of the respondents indicated that they would like to be trained on
monitoring and evaluation, and proposal writing. 54.5% of the respondents agreed that the
organization evaluated and recorded the risks when making important decisions. The study also
revealed that organizations do not have enough data on events that it can learn from its own
mistakes. This study recommended that civil society organizations especially community based
organizations should be trained on importance of strategic planning. Civil society organizations
should seek support for information technology facilities such as computers, printers and modems
which are beyond their reach from well established organizations, corporates and well wishers. Civil
society organizations should be capacity build by well established organizations and development
partners on monitoring and evaluations guidelines with more emphasis on reporting and
participatory M&E. Civil society organizations should also be encouraged to be communicating the
risks to relevant stakeholders, develop a risk review process so as to ensure projects are successfully
implemented.
XI
LIST OF FIGURE
Page
Figure 1:
Conceptual Framework……………………………………………………………..37
XII
LIST OF TABLES
Table 3.1: Target Population.............................................................................................................. 26
Table 3.2: Sampling Frame ................................................................................................................ 26
Table 3.3: Operational Definition of Variables ................................................................................. 30
Table 4.1: Gender of Respondents ..................................................................................................... 32
Table 4.2: Respondent age bracket .................................................................................................... 32
Table 4.3: Type of Civil Society Organization .................................................................................. 33
Table 4.4: Duration worked in the organization ................................................................................ 33
Table 4.5: Projects Implemented by the organization ....................................................................... 34
Table 4.6: Whether the Organization had a Vision Statement........................................................... 35
Table 4.7: Cross Tabulation between Organizations and Vision Statement ...................................... 35
Table 4.8: Understanding of Vision Statement .................................................................................. 36
Table 4.9: Whether Organization had a Mission Statement .............................................................. 36
Table 4.10: Cross Tabulation between Organization and Mission Statement ................................... 37
Table 4.11: Understanding of Mission Statement.............................................................................. 37
Table 4.12: Extent to which Organizations Developed Work Plans ................................................. 38
Table 4.13: Aspects of Strategic Planning ......................................................................................... 39
Table 4.14: Access to Information Technology Facilities ................................................................. 40
Table 4.15: Number of Working Computers in the Organization ..................................................... 41
Table 4.16: Mean, Standard Deviation, Range and Skewness of Number of Computers ................. 41
Table 4.17: Hours Spent Using Computer on a Weekly Basis .......................................................... 42
Table 4.18: Activities Done With Computer(s) in the Organization ................................................. 42
Table 4.19: Level of Satisfaction With Regard To Information Technology .................................... 43
Table 4.20: Correlation between satisfaction of IT services and satisfaction with the quality
and reliability of services provided by IT ........................................................................................... 44
XIII
Table 4.21: Protecting Information in the Computer ......................................................................... 45
Table 4.22: Monitoring and Evaluation Progress of HIV/Aids Projects ........................................... 46
Table 4.23: Cross Tabulation of Type of Organization and M&E Progress ..................................... 47
Table 4.24: Potential Users of Monitoring and Evaluation Reports .................................................. 48
Table 4.25: Donor Monitoring and Evaluation Rate ......................................................................... 49
Table 4.26: Stakeholders Involved in Planning the Monitoring and Evaluation of The ................... 50
Projects ................................................................................................................................................ 50
Table 4.27: Challenges Facing Monitoring and Evaluation .............................................................. 51
Table 4.28: Crosstabulation of Level of Education and Type of Organization ................................. 52
Table 4.29: Trained On Project Management .................................................................................... 52
Table 4.30: Mode of Training ............................................................................................................ 53
Table 4.31: Risks Ever Faced By the Organization ........................................................................... 54
Table 4.32: Distribution of Risks in Organizations ........................................................................... 54
Table 4.33: Risk Mitigation ............................................................................................................... 55
Table 4.34: Aspects of Risk Management ......................................................................................... 56
XIV
CHAPTER ONE
INTRODUCTION
1.1
Background to the Study
The global community has embarked on an historic quest to lay the foundation for the eventual end
of the AIDS epidemic. This effort is more than merely visionary. It is entirely feasible.
Unprecedented gains have been achieved in reducing the number of both adults and children newly
infected with HIV, in lowering the numbers of people dying from AIDS-related causes and in
implementing enabling policy frameworks that accelerate progress. A new era of hope has emerged
in countries and communities across the world that had previously been devastated by AIDS
(UNAIDS, 2012).
In 2012, 186 countries submitted comprehensive reports on progress in their national AIDS
response. With 96% of the 193 United Nations Member States reporting in 2012, the Global AIDS
Response Progress Reporting system has among the highest response rates of any international
health and development monitoring mechanism – a vivid reflection of the breadth and depth of
global commitment to the response to AIDS (UNAIDS, 2012).
Communities and organization implement different projects in the fight against HIV and Aids which
aim at stopping further spread of the epidemic, and improving the lives of those infected and
affected. Some of the activities include prevention of new infections, improvement of quality of life,
and mitigation of social economic impact (AMREF, 2011). Due to the nature of projects community
based projects vary in scale, purpose and duration. In Senegal, for example, the development
objective of the HIV and Aids Prevention and Control Project is to assist the Government in
preventing the spread of the epidemic by reducing transmission among high risk groups, expanding
access to treatment, care, and support for people with HIV and Aids, and, supporting civil society,
and community initiatives for the prevention, and care of the epidemic (World Bank, 2013).
In Botswana, the Civil Society Organizations (civil society organizations) commonly known as
Health Service Support Network, complements the government in health service delivery. They are
the major stakeholders in implementation of HIV and Aids programmes. The involvement of civil
society organizations in the health sector and HIV and Aids response became more evident in the
early 1990s when the HIV and Aids epidemic became more matured resulting in overwhelming the
capacity of the public sector to deliver services to all people in need.
1
In 1995, the government
adopted community home based care programme as a strategy to ensure continuity of care and
support to PLWHA and other chronically ill patients and to educate communities on HIV and Aids
(Department of HIV/Aids Prevention and Care, 2012).
In Kenya, civil society organizations have been involved in the multi-sectoral implementation
approach from the time the first case of HIV was discovered in Kenya in 1984. They have played a
crucial role in HIV programming including mobilizing, supporting and empowering communities to
respond effectively to HIV and Aids. The government of Kenya has worked in partnership with civil
society organizations in HIV and Aids interventions that include prevention, treatment and care
services. In implementing the multi-sectoral approach, Civil society organizations representatives
have been engaged at all levels of government implementation right from serving on the Board of
the National Aids Control Council (NACC), to other levels of planning and decision making like the
Joint Aids Programme Review Process (JAPR), and sitting on the Global Fund Country
Coordinating Mechanism. On the other hand, civil society organizations acting on their own
initiatives are engaged on a wide range of programmatic activities that play a critical positive role in
management of HIV and Aids. These include; capacity building, providing treatment, care and
support, involvement in policy development, design, implementation and research on numerous HIV
related issues (A Health Rights Advocacy Forum-HERAF, 2006). Community based projects are
expected to align themselves, be informed by and be within the national framework that is based on
the three Ones principle of one agreed Aids action framework, one national HIV coordinating
authority, and one agreed country-level monitoring and evaluation system(AMREF, 2011).
As the country gears towards realization of millennium development goals, it is expected to make
use of development plans so as to achieve the goals by the year 2015. The MDGs are eight
internationally agreed goals for socio-economic development that emphasize the following:
elimination of extreme poverty and hunger; universal primary education, gender equality; reduction
in child mortality; improvement in maternal health, lower HIV/AIDS and major disease incidence;
environmental sustainability; and better partnerships with international development partners (GoK,
2007). However, a quick look at Kenya's life expectancy rates and HIV/AIDS prevalence rates by
sex shows how such inequalities have impacted upon males and females, respectively. Female
mortality and morbidity, relative to male mortality and morbidity rates due to the HIV/AIDS
epidemic and other health issues, remain a serious problem for the country (Kenya‟s Vision 2030).
2
When implementing HIV/AIDs, projects practices such as planning, adoption of information
technology, risk management among others come from both the good and bad experiences of other
organizations. According to a study conducted by PricewaterhouseCoopers in 2004, organizations
using project management methodology increases the likelihood of higher-performing projects
(PWC, 2004). They represent the knowledge gained from those experiences that have been proven in
production environments, and provide the opportunity to improve operations at a minimal cost.
In order to find out the influence of project management practices, a survey of civil society
organizations implementing HIV and Aids projects in Imenti North subcounty, Meru County Kenya
was carried out.
1.2
Statement of the Problem
In a study done by UNAIDS, (2008) it shows that by the end of 2007, close to 33 million people
were living with HIV globally. During the year, a total of 2.7 million people were newly infected
with HIV and the Aids epidemic had killed 2.1 million people. Over two-thirds of people living with
HIV (PLHIV) are from sub-Saharan Africa. The region accounts for almost three-quarters of all
Aids-related deaths globally. In sub-Saharan Africa the epidemic is characterized by marked gender
inequalities with 59% of PLHIV being female.
In Kenya, National Aids Control Council has coordinated the country‟s HIV/AIDS response since
1999. It has led in the formulation and implementation of two national Aids strategic plans for the
periods 2000-2005 and 2005-2010. The current strategic plan provides the overall direction for
HIV/AIDS programming in Kenya and advocates for a multi-sectoral and comprehensive approach
encompassing prevention, care, treatment and support, and socio-economic mitigation (NACC,
2005). This has been done thorough a greater involvement of communities including beneficiaries,
civil society and private sector. However, gaps abound regarding optimal approaches for cocoordinating and harmonizing the response while fostering genuine involvement and empowerment
of communities (Wafula & Ndirangu, 2009).
Although Kenya is a signatory to the principle, findings from the assessment undertaken by AMREF
revealed that a third of civil society organizations were not following the national guidelines in
HIV/Aids implementation (AMREF, 2004). Further, many rarely reported to NACC nor used the
harmonized HIV/Aids indicators stipulated in the national monitoring and evaluation framework.
For example, in an assessment done by AMREF (2004) in the Lake Victoria basin region of Kenya
3
revealed that the country‟s HIV/Aids response was hampered by constraints such as coordination,
community‟s capacity, participation of communities in HIV/Aids mitigation, and availability of
resources to communities. The co-ordination of HIV/Aids response in Nyanza and Western
provinces was weak with district NACC structures citing duplication of roles, inadequacy of
resources to facilitate co-ordination, and low monitoring and evaluation capacity (Wafula &
Ndirangu, 2009).
Organised communities such as local civil society organizations have tried to address local needs
including those that have arisen as a result of HIV infections. While the emergence of these
groupings ought to provide the continuity and long-term commitment required for sustainable
development, many civil society organizations did not have the organisational and technical
capacities needed for designing, implementing, and monitoring effective HIV and Aids interventions
(Wafula & Ndirangu, 2009). Without adequate organisational capacity, the civil society
organizations could not efficiently use any technical skills they possessed. These co-ordination and
harmonization gaps had also been recognized as key challenges during implementation of the World
Bank-supported Kenya HIV/AIDS Disaster Response Project that was part of the Multi-Country
Aids Programme.
Despite massive funding by government and international donors, HIV/Aids is a major health
challenge in the Imenti North Subcounty. The current prevalence rate in Imenti North Subcounty is
15 per cent in the age group 15-19 years who are most vulnerable to infections. The high prevalence
in the district has been attributed to slow pace of behavior change, irresponsible sex, breakdown of
social structure and poverty, miraa and drunkenness, female genital mutilation among others. It was
noted that failure to implement plans properly, bureaucracy, lack of accountability, and spreading
resources to thinly were some of the weakness which affected the implementation of projects (GoK,
2005). It is for this reason this study sought to assess influence of project management practices by
civil society organizations on implementation of HIV and Aids projects in the Imenti North
Subcounty.
1.3
Purpose of the Study
The purpose of this study was to find out the influence of project management practices by civil
society organizations on implementation of HIV & Aids projects Imenti North Subcounty, Meru
County Kenya.
4
1.4
Objectives of the Study
The study was guided by the following objectives;
a) Determine the influence of strategic planning by civil society organizations on implementation
of HIV & Aids projects in Imenti North Subcounty Kenya.
b) Establish how adoption of information technology by civil society organizations influences
implementation of HIV & Aids projects in Imenti North Subcounty Kenya.
c) Establish extent of monitoring and evaluation practices by civil society organizations influence
implementation of HIV & Aids projects in Imenti North Subcounty Kenya.
d) Examine how training on project management practices by civil society organizations
influence implementation of HIV & Aids projects in Imenti North Subcounty Kenya.
e) Establish how risk management by civil society organizations influence implementation of
HIV & Aids projects in Imenti North Subcounty Kenya.
1.5
Research Questions
The focus of this research was based on five research questions.
a) To what extent does strategic planning influence implementation of HIV & Aids by civil
society organizations in Imenti North Subcounty Kenya?
b) How does adoption of information technology by civil society organizations influence
implementation of HIV & Aids in Imenti North Subcounty Kenya?
c) How does monitoring and evaluation practices by civil society organizations influence
implementation of HIV & AIDS projects in Imenti North Subcounty Kenya?
d) How does training on project management practices by civil society organizations influence
implementation of HIV & AIDS projects Imenti North Subcounty Kenya?
e) How does risk management by civil society organizations influence implementation of HIV &
Aids in Imenti North Subcounty Kenya?
5
1.6
Significance of the Study
The findings of this study would provide National Aids Control Council (NACC), Ministry of Public
Health, Ministry of Planning, National Development and Vision 2030 which are key players in
development projects, and other development partners to assist them in understanding the extent to
which civil society organizations employ project management practices. This would also help them
formulate sound policies and decision making in the region.
The findings would also provide to the individual local civil society organizations to improve the
project management practices when implementing HIV and Aids projects with the benefit of
improving the performance of the projects and their accountability to the stakeholders in terms of
resource use and impact of the projects they implement.
1.7
Delimitation of the Study
The scope of the study was limited to civil society organizations in Imenti North Subcounty. The
researcher focused only on five variables namely; influence of strategic planning, adoption of
information technology, monitoring and evaluation practices, training on project management and
risk management. The sampled civil society organizations may be a representative of the whole civil
society organizations in Kenya.
1.8
Limitations of the Study
The researcher decided to make use descriptive research design in the study. The choice of this
design made some respondents feel like their weaknesses and organizations weaknesses were
exposed. The researcher assured them that information they provided will be treated with utmost
confidentiality. Time was also a major constraint in this study. However, within the short period of
May to July the researcher was able to collect data as planned by allocating more time per day in
order to interview as many respondents as possible. This enabled him to cover all the five objectives
under study. Another limitation was that some respondents did not return the questionnaire even
after frequent follow ups. However, the researcher was able to get a response rate of 91.7% which
was enough for the study.
6
1.9
Assumptions of the Study
Assumptions of the study were that the respondents will answer the questions asked truthfully and
correctly; the sample population will be a representative of the general population; the researcher
assumed a significant number of questionnaires will be returned being correctly filled. The response
rate was 91.7%.
1.10
Definition of Significant Terms
Evaluation
Assessment, as systematic and objective as possible, of an ongoing or
completed HIV/Aids project its design, implementation and results.
Monitoring
Routine collection and analysis of information to track progress against set
plans and check compliance to established standards.
Information technology Systems of hardware and/or soft ware that capture, process, exchange,
store, and/or present information, using electrical, magnetic, and/or
electromagnetic energy.
Project management Application of knowledge, skills, tools, and techniques to HIV/AIDS project
activities in order to meet or exceed sponsors‟ needs and expectations from a
project
Risk management
Risk management is the continuing process to identify, analyze, evaluate, and
treat loss exposures and monitor risk control and financial resources to
mitigate the adverse effects of loss.
Strategic planning
Process of determining civil society organizations‟ long term goals and
identifying the best approach for achieving those goals.
1.11
Organization of the study
This study was divided into three chapters. Chapter one highlighted background of the study,
statement of the problem, purpose of the study which explained what the study intended to
accomplish, research objectives and research questions, significance of the study. Significance of the
study justified the reason for my study. This chapter also highlighted delimitation and limitation of
the study, and assumptions of the study.
7
Chapter two reviewed literature of the study. This chapter showed what previous researchers have
found out in the area of study. This chapter covered project management practices and
implementation of HIV/Aids projects, and how independent variables influence implementation of
HIV/Aids projects by civil society organizations from a global point of view narrowing down to the
local level. It also covered theoretical and conceptual frameworks.
Chapter three covered research design, target population, sampling procedure which discussed in
details how the sample for this study was selected. It also covered methods of data collection,
validity and reliability of data collection instruments.
Chapter four covered data analysis, presentation and interpretation of the findings, based on
background information and on four variables under study which included strategic planning,
adoption of information technology, monitoring and evaluation practices, training, and risk
management.
Chapter five covered summary of findings, discussions of the findings, conclusions and
recommendations. It also provided recommendations for further studies.
8
CHAPTER TWO
LITERATURE REVIEW
2.1
Introduction
This chapter reviewed literature on influence of strategic planning on HIV/Aids project
implementation, adoption of information technology on HIV/Aids projects implementation,
influence of monitoring and evaluation practices on HIV/Aids projects implementation, influence of
training on HIV/Aids project implementation, and influence of risk management on HIV/Aids
projects.
2.2
Project Management Practices and Implementation of HIV/Aids Projects
As project management evolved, practices became important. Best practices were learned from both
successes and failures. For example some of the best practices that came out of the government
included use of life cycle phases, use of templates like work breakdown structure and risk
management, and use of earned value measurement (Kerzner, 2010).
No best practice is best for every organization, and every situation will change as individuals and
organizations find better ways to reach the end result. For others, best practice is simply ensuring
that everyone in the project management function uses the same project templates and software.
Most organizations have some best practice already in place; they just don‟t know it because it was
not developed by someone high up in the organization and rolled out through the organization.
However, most project managers have their way of doing things, even though the methods may not
be formal with the organization. This way of doing things can be considered a best practice (Abudi,
2009).
Good project management skills are pillars to the success and sustainability of community led
projects. In the community the fight against HIV/Aids is spearheaded by projects aiming at stopping
further spread of the epidemic, and improving the lives of those infected and affected. In developing
countries, civil society organizations are implementing projects that are intended to lead to, amongst
other things, the social welfare and uplifting or political education of the projects‟ beneficiaries. In
many cases, funding for the projects comes from donors and development agencies. These funds are
public, and donors and development agencies are consequently accountable to the taxpayers in their
respective countries. NGOs and civil society organizations should therefore manage the funds that
9
have been allocated to them in a transparent and accountable manner (AMREF, 2004). When
implementing development projects, it is important for the project managers ask themselves some
pertinent questions: Are we making a difference for the project‟s beneficiaries? Are we using the
funds that have been allocated to us in a responsible manner? Are the allocated funds sufficient?
Does our organisation have sufficient human capacity to carry out its tasks? Do our staff members
act in a transparent and accountable manner? Are we fulfilling the commitments we made to our
donors at the outset, when we signed contracts that bind us to the rules? If not, what are the
loopholes, pitfalls and other weaknesses in our organisation and project implementation? How can
we modify our projects and learn from our mistakes? (AMREF, 2011).
Civil society projects are designed to promote democratization mostly come under the good
governance category, although other sectoral projects increasingly have civil society components
were civic organizations are involved in service provisioning and mobilizing project beneficiaries
Rooy, (2000). Best practices across least developed countries show that policies and service delivery
work better for the poor people when they are able to monitor and make service providers
accountable, when their voice is amplified in policy making ad when there are strong incentives for
service providers to serve the poor (“Best Practices in the Implementation of the Brussels” n.d.).
Haider & Subramanian, (2004) states that HIV/AIDS needs no money or strategy to transfer itself
from person to person, the prevention of HIV/AIDS, and the treatment of those with HIV/AIDS,
requires a considerable amount of money, time, strategy and increased program benchmarks and best
practices.
Project management practices continue to evolve, playing a leapfrog game with the needs of the
project-driven workplace. Solid project management practices enable firms to take on more complex
projects, which in turn demand more complex project management techniques. Key people in the
NGO community have come up with project management for non-governmental organizations
whose mission is to pursue two primary strategies which include; promote and enable professional
project management practices to be contextualized for the development on humanitarian
environments, and develop and maintain standards for project management in development and
humanitarian agencies. To meet these goals, Project Management for Non-Governmental
Organizations has created a certification based on a description of project management that bridges
the gap between the realities of development projects and existing standards such as PRINCE2 and
the Project Management Institute (PMI) (Verzuh, 2012).
10
Wafula & Ndirangu, (2009) states, “As the HIV/Aids pandemic continues to ravage Africa, more
concerted effort by all stakeholders with the leadership of governments is needed. Key gaps that
effective national and regional responses must surmount include poor coordination, lack of capacity
among the communities, inadequate participation of communities in HIV/Aids mitigation, limited
availability of resources to communities, and challenges in addressing factors underlying the high
prevalence and negative impact of HIV among the most-at-risk populations”.
Kenya‟s association arena is a very one, with thousands of civil society organizations. The country‟s
receptivity to contemporary civil society organizations is a function of its long history of organised
voluntary activity Murunga & Nasongo, (2007). The 2009 World Bank TOWA project, which
started disbursements in late 2008, provides substantial funding for community based organizations.
This funding served to even an uneven playing field. As indicated by the KNASA, (2009) most of
the donor funds for the community response at the national level were received by a few large civil
society organizations and only a small fraction trickled down to lower level non-governmental
organizations and community based organizations. As in other countries, it is difficult to monitor the
funding received by community based organizations in Kenya. The Kenyan government has a long
history of supporting civil society organizations, but capturing their activities, and documenting their
role, would require significant additional effort. For instance, the KNASA, (2009) sampled only 80
organizations, which appears low in view of the much larger number of non-governmental
organizations that are listed in the database of Kenyan network of civil society organizations
(Bonnel, Garcia, Olivier, Wodon, McPherson, Orr, & Julia, 2013).
2.3
Strategic Planning and Project Implementation
Strategic planning is an organizational process that begins with the setting of organizational goals,
defines strategies and policies on how to achieve them. It involves coming up with detailed plans to
make sure that the strategies are implemented so as to achieve the needs sought. Since organizations
are different, it is important that when designing strategic planning, characteristics of each
organization should be put into consideration. Since each organization differs in some respects from
all other organizations, it follows that the planning systems of organizations differ from another
(Steiner, 1979). Haugan, (2002) states that a plan basically provides the basis of control. Without a
plan, there is no basis for determining when variances occur and no basis for any corrective action.
This is why successful project management requires established processes for organizational
11
planning and communication,
tools and techniques that support management processes, and
organization culture that values cooperation, team work and planning in order to ensure successful
completion of the projects.
Strategic planning helps an organization chart a course for the achievement of its goals. Strategic
planning process begins with reviewing the current operations of the organization and identifying
what needs to be improved operationally in future. This is followed by envisioning what the results
the organization wants to achieve, and determining the steps necessary to arrive at the intended
destination, in terms of goals that include being the highest-rated organization in customer
satisfaction (Hill, 2013).
Project implementation involves coordinating people and other resources to carry out the project‟s
plans in order to achieve the project‟s objectives. Translating plans into action is the science of
implementation. It is based on a systematic process of rigorously discussing who, what, how and
when; constantly questioning; actively following up; and ensuring accountability Steson, Hahn,
Leege, Reynolds & Sharrock, (2007).
Pinto & Morris (2007) states, “project implementation phase can be thought of as part of the project
life cycle that starts after the project funding and approval and concludes with the successful
handover of the end of the product to the client organization, including the contractual closeout of
the project, lessons-learned and documentation, and archiving of the projects documents”. Triantis
(1999) argues that project implementation is an afterthought, something that needs to be done after
agreements are concluded. It oversees the formation of the implementation sub team, creates linkage
to the core project team, advises on implementation planning, and establishes processes to resolve
implementation issues
Simerson, (2011) states that one of the most important benefits of any strategic planning effort is that
it allows your organization to bring its collective intelligence together to apply to external forces,
internal forces, and the slate of current and emerging challenges and opportunities likely to impede
or support the organization‟s attaining its vision and accomplishing its mission. Participatory
planning and strengthening of the role and authority of community organizations are essential to
reaching the poor. Community organizations can help to engage the rural poor in planning and
implementing projects at the household and broader community level (Serageldin, 1997). The
essence of project planning is to increase the likelihood that a project will be implemented
successfully.
12
Barksdale and Lund (2006) emphasizes that a strategic plan provides the path an organization will
take in future. When redirection takes place, it is the strategic plan that explains the change in
direction and refocuses the organization‟s efforts by redefining the organizational goals and major
tactics. Planning techniques can address many organizational problems and opportunities, including
institutional development and planning of disaster preparedness activities. In areas such as capacity
building, or even disaster preparedness good planning can increase your chance of success. This is
because it helps to analyze critically and also assess current needs and challenges which may come
up in future during project implementation. It basically provides the means of testing out various
possibilities, think through the difficulties that might occur and prepare to overcome them. Good
plans should allow for flexibility to adapt to changing circumstances or needs.
According to (Ringold, Holla, Koziol, & Srinivasan, 2012), adopting new ideas and approaches can
require additional efforts. For example the project Tam in the Dominican Republic hired a civil
society expert to improve the quality of implementation of a scorecard initiative at the local level.
The civil society facilitates organizing and mobilizing people, particularly marginalized sections for
socio-economic development. The established traditions of participative planning and community
development could be strengthened with the experience in direct democracy practiced by civil
society groups (Jain, 2009). Abuyuan (2006) states that despite the absence of any outreach to faith
based organizations (FBOs) among most of the international development agencies their standard
operating procedure of involving stakeholders at every stage of project planning, design, and
implementation implies that they deal with religious bodies and organizations.
In Bangladesh for example, NGOs are running the country. After the 1971 war and subsequent
independence, foreign funders went directly to the non-governmental organizations rather than to the
government which was very unstable and changed every few years. As a consequence, after almost
20 years, non-governmental organizations run almost all affairs of the society, including the
provision of health and education services. To a certain extent this is good, because nongovernmental organizations generally and naturally work with the grassroots and, thus, are reaching
all segments of society. On the other hand, this made the Bangladeshi government withdraw
completely from providing services, including formal education in some areas. Ideally, NGOs
should work as a supplement to the government, which must fulfill its own duties by providing
health care, formal education, etc (Zainabu).
13
In Nigeria, the Community and Social Development Project had to build capacity of local
organizations on communication and project planning. In the context of strengthening the
capabilities of the communes in Burundi, training activities were provided for local actors
(communal councils, and project management committees) on varied subjects such as project
planning and management. These training and information sessions made it possible to address
subjects such as project planning and management, the updating of communal community
development plans, the identification of community projects, government contracting awards,
financing of priority projects and support for their implementation (International Monetary Fund ,
2010).
In Kenya, it is estimated that there are around 40,000 CBOs. Most of these organizations are
membership based organizations that offer services to their members as much as they give back to
the society. They are often non-profit organizations which are based locally within the communities
and they play a critical role in creating a ground for individuals to share their problems and
resources. These organizations serve to bridge the gap between the „haves‟ and the „have-nots‟ of the
society. The main sources of finance for these organizations are contributions from the members of
the organization, society and donors (Wanjohi, 2012).
When implementing projects sustainability is a key factor. It starts with organizations vision and
mission. When the leaders of a non-governmental organization share a powerful vision and a clear
mission, the non-governmental organization has a much better chance to be successful. Without a
vision, a non-governmental organization will find it hard to inspire others to join its cause. An illdefined mission leaves a non-governmental organization without focus and direction. NGOs with
unclear missions often dissipate their energy in many unrelated projects or activities, leaving little
impact. Writing vision and mission statements is one of the most important things, the founders of a
non-governmental organization, do. Vision and mission statements set the tone for your future work
(Starting an NGO, 2012).
Community based organizations have been known to face a number of challenges in running their
programs. A study conducted on the sustainability of community based projects in Kenya revealed
that the major challenges that these organizations face include poor leadership, inadequate skills and
under-capitalization. Further, the study showed that there is a vast gap between these organizations
and donors. Thus, unless these organizations are strategically positioned, it is very difficult for them
14
to address not only the critical issues facing communities today but also the very challenges
threatening their own survival. This forms the basis for of this strategic plan (Wanjohi, 2012).
2.4
Adoption of Information Technology on Project Implementation
Due to advancement in technology, it seems that almost everything is possible. Because of this,
communication has gone from sending email to instant messaging, and work can be carried out
easier and faster though the introduction of different tools and software applications catering to
every need of mankind. Project management software is one of the breakthroughs in technology that
has various uses and functions (Blokdijk, 2007).
Information technology is a supporting system that provides fast and actionable information to
decision makers, thereby enabling them to continuous plan and execute strategies. Dinsmore, &
Cabanis, (2011), state that the most often used by high performance organization is having
information technology tools that provide the capability to monitor and control risks, issues, and
financials across portfolios. They also are significantly better than average at having IT tools that
integrate strategy execution management, portfolio management, program/project management, and
performance management functions.
In a study done in the Philippines, the Foundation for Media Alternatives did a short chapter for the
Global Information Society Watch (GISW) 2007. It focused on the state and political economy of
the Philippine information society. It outlined the roles of civil society organizations. It also
provided a brief sketch of challenges to civil society organization engagement. Moreover, in the
introductory chapter of the 2007 Global Information Society Watch Report, Finlay (2007)
summarized the other problems of civil society organization engagement in information
communication technology (ICT) policy and governance based from the twenty two (22) country
reports. He particularly identified the following as factors impeding meaningful participation: the
lack of clear information communication technology vision; the lack of capacity, skills, and
awareness in government processes and civil society; an underdeveloped relationship between civil
society, business, and the state; and the need for civil society to know and assume their
responsibilities in a pro-active manner (Hecita, 2009).
Basically, information technology tools in a civil society organization provide the capability to
monitor and control risks which may occur during project implementation. It also provides
information on the availability of resources. Information communication technology and
15
development policies and projects must stress that the potential of information communication
technologies is not realized through access to information communication technology or to ICTenabled services alone, but through people‟s ability to use technologies and services effectively to
address their needs and to allow them to dialogue, to be heard, to learn, to participate in community
life and democratic processes, and ultimately to improve their livelihoods (FAO, 2007). Ekine,
(2010) states that ICAD had been using mobiles for some time to send messages that provided
information about HIV/Aids and reproductive health to people who were HIV positive. The
strengthening of non-governmental organizations‟ capacity for service delivery increasingly requires
that attention be given to their ability to manage information communication technologies into their
work and how to implement and intergate them. However, the issue of how those facilities are
affordable remains one of the biggest challenges to increased investment by civil society
organizations. In many local and upcoming civil society organizations the challenge of long temr
financial sustainability continues to be dominant in the internal organizations decision making. Also,
the costs associated with investment in technology impacts on the importance attached to building
NGOs‟ technology infrastructure and strengthening their work accordingly.
McGovern & Wallimann (2009) states that the focus seems to be on economic empowerment rather
than innovative ways of utilizing information communication technologies for community
participation or on making women active decision-makers in utilizing information communication
technologies for development. However, UNIFEM projects in africa focus on utilizing information
communication technologies for economic empowerment, and target women and non-governemental
organizations in urban areas. Given that major development organizations such as the United
Nations and women‟s non-governmental organizations have devoted resources into using
information communication technologies for gender and development in Africa, it is important to
examine how the issues and problems are constructed to determine the effectiveness of the solutions
and alteernative strategies to address existing inequalities.
The take up of information communication technology by voluntary/non-governmental organization
sector can be supported and facilitated by identifying inhibiting factors and pursuing a programme of
technology adoption, organisational change and people development to achieve effective
organisational implementation of ICT (Migga, Muhirwe, Aisbett, Getao, Mbarika, Patel, Rodrigues,
2007).
16
2.5
Monitoring and Evaluation Practices and Project Implementation
Monitoring and evaluation tend to be understood as one and the same thing. Though related,
however, they are two different sets of organizational activities. Monitoring is the routine collection
and analysis of information to track progress of a project against set plans and check compliance to
established standards. It helps to identify trends and patterns, and help project implementers to make
informed decisions. Gudda, (2011) defines monitoring as the art of collecting the necessary
information with minimum effort in order to make a steering decision at the right time. This
information also constitutes an important and necessary data base for analysis, discussion, evaluation
and reporting. According to Gebremedhin, Getachew, & Amha, (2010), “Monitoring involves the
collection of routine data that measures progress towards achieving project/program/policy
objectives. It is used to track changes in the intervention performance over time.
On the other hand, evaluation involves identifying and reflecting upon the effects of what has been
done, and judging their worth. Evaluation basically aims to determine as systematically and
objectively as possible the effectiveness, efficiency, relevance, sustainability and impact of a project
or programme. Mulwa, (2008) defines evaluation as a process that involves systematic collection,
analysis and interpretation of project related data. It aims to provide valuable management
information, judge the value and merits of an intervention, and draw lessons which can be used to
make decision in future.
Monitoring and evaluation contribute to the strengthening of institutions, human resource capacitybuilding and professional financial management. Through the application of monitoring and
evaluation (M & E) techniques, civil society organizations will improve their overall capacity for
efficient and effective project management and implementation. Even if an organization has a good
plan and a good budget in place, you cannot expect project implementation without problems along
the way. It is therefore that during project implementation project implementers monitor and control
project progress based on the objectives that were established in the project plan. It also important to
make necessary adjustments to address unforeseen challenges, obstacles and opportunities as they
arise that may occur. Monitoring therefore should be done in parallel with the donor‟s reporting
requirements. It is also important that during project implementation, actual costs should be
constantly compared with the planned budget in order to note any significant deviations from the
plan.
17
Because monitoring and evaluation are basic functions essential to the effective management of
disaster preparedness and emergency response programs and to the achievement of program
objectives, these inter-related functions should be planned for in the project document. The
document should specify when and how project monitoring and evaluation will occur including what
indicators will be used to monitor progress and determine success of the project or programme.
Holden, (2004) emphasizes that monitoring and evaluation is a weak component of much
development work, and mainstreaming HIV/Aids is, so far, no exception. However, M&E are
critical for learning about what is effective, for ensuring that modifications resulting from
mainstreaming do not do more harm than good, and for assessing the impact of mainstreaming
HIV/Aids.
Mulwa, (2008) states the need for monitoring and evaluation as follows; monitoring and evaluation
provides project staff with a clear basis for decision making, enables project staff to strengthen the
performance of their projects thus increasing the impact of project results to the beneficiaries, M&E
provides the project manager to maintain control of the project by providing him with information
on the project status at all times, it promotes greater transparency and accountability in terms of use
of project resources, and information obtained through M&E can be used in future for project
planning and development.
Government officials, development managers and civil society are increasingly aware of the value of
M&E of development activities. Monitoring and evaluation provide a better means of learning from
past experience, improving service delivery, planning and allocating resources, and demonstrating
results as part of accountability to key stakeholders (World Bank, 2004).
Civil society organizations play a key role in the response to the AIDS pandemic in many countries.
The wide range of strategic and tactical expertise with civil society organizations makes them ideal
partners in global, regional and national processes of M&E. Through a consultative process outlined
in the UNAIDS guidelines on the construction of core indicators civil society can be fully engaged in
the production of a truly national report (UNAIDS, 2004 ).
A learning-focused M&E system builds on what people already know and do, using and developing
their existing abilities and skills to monitor their progress. It is a cyclical process in which
communities and civil society organizations reflect continuously on the effects of their actions and
where the process is leading them. It is this learning process that creates conducive conditions for
change and action. Combined pressures to improve the quality and adequacy of performance, while
18
working more efficiently and effectively, are encouraging also agencies and projects to ask the
question of how they can learn better to improve their work – not just account for it. The core
questions shift from what has happened to why has there been success or failure and so what are the
practical and strategic implications (Hilhorst & Guijt, 2006).
With increased resources made available to respond to the epidemic, it has become mandatory for
the national response to have timely and accurate data for assessing whether the interventions are
making a difference and whether the resources are being used effectively to achieve the desired
effect (NACC, 2004).
2.6
Training on Project Management and Project Implementation
The ultimate aim of every training and development program is to add value to human resource. Any
training and development program that would not add value should be abandoned. Organizations
should therefore make training and development of their employees a continuous activity (Obisi,
2011). Without training, it will be very difficult to acquire skills and without skills organizations will
not achieve its objectives through people. However, some organizations usually see training as an
expensive venture and therefore the management may put embargo on training and utilize the money
for other projects in the organization. Most people do remarkably well in managing projects, even
though most of them have never thought of themselves as project managers or taken part in any kind
of project management training. Schwalbe, (2006), emphasizes that some organizations spend a
great deal of time and money on training efforts for general project management skills, but after the
training, a project manager might still not know how to tailor their project management skills to the
organization‟s particular needs. Because of this problem, some civil society organizations have
developed their own internal project management methodologies.
Project management has sometimes been called the “accidental profession” because many project
managers take on their first project management duties without benefit of formal training
(Shackelford, 2004). The benefits of project management training include; project teams and
customers do not have to learn procedures and new jargon with each new project, it becomes easier
to compare projects over time when they involve similar measurements and approaches, and
consistent tracking and reporting helps uncover inefficiencies in the overall project management
approach.
19
Dinsmore and Cabanis-Brewin (2011) emphasizes that most training in project management still
resides within corporate training, consulting, and professional organizations-entirely outside higher
education. In project management today, there are a number of largely voluntary certification
approaches in project management raging from knowledge-based assessment to competency
standards based on practice. Taylor (2006) argues that in 1980s, it was rare that a project manager
had any prior formal project management training; all project management training was done on the
job. But there is more to running a project successfully than just understanding how to schedule
work or prepare progress reports. A project manager needs a whole host of skills. A project manager
must have a strong, active, and continuous interest in teaching, training, and developing subordinates
(Taylor, 2006).
Lytras, De Pablos and Avison, (2010) say that in project management, a training session could aim
at developing or improving one of the project manager competencies. A training session could refer
to one or more, thus having an impact on duration of the training.
Improving the capacities of local technical staff, training and workshops activities will allow the
staff working in civil society organizations and public institutions involved, to improve their knowhow and practical experience. This in turn leads to a more effective and efficient operating civil
society sector local staff (Civil Society Facility, 2012).
2.7
Risk Management and Project Implementation
A risk is an event or occurrence that may negatively impact the project. Royer, (2002) defines risk as
the potential events or circumstances that threaten the planned execution of the project. Having the
best people execute the plan does not guarantee success. There are many external factors which may
play a role in determining the outcome regarding whether a project has been successful and able to
meet the objectives or not. Risks can be mitigated and even prevented. However this risk mitigation
and prevention require a good amount of understanding of the risks and advance planning. Kendrick,
(2009) states that “to avoid a project doomed to failure, you must consistently use the best practices
available. Royer, (2002), classifies risk into the following nine categories; customer associated,
contract, project requirements, business practice expertise, work estimates, project constraints,
complexity and scale deliverables, and contractors.
Grau, (2003) states that risk is inherent to life. The future is always uncertain and the outcomes of
events unpredictable. Furthermore, for development non-governmental organizations, risks cannot
20
be avoided and indeed must be embraced. Innovation for human development in project
implementation requires risk-taking. However, many organizations consider risk as something
negative or as the danger of something undesirable occurring and likely to affect the project
implementation. Project implementers should know that risk is also positive-there is an upside and a
downside. It is therefore important for an organisation to dare to succeed and dare to fail.
Grau (2004) argues that the global environment in which NGOs operate is changing quickly, as is
the very nature of the risk management function and the process for making decisions about risk.
These changes affect not only NGOs and the public that is served, but also the organizations that
fund them. Keeping pace with changes in the overall economic, political, and cultural environment
in risk management practice and in leading thinkers‟ understanding of risk is vitally important to
every NGO‟s success in carrying out its mission and accomplishing its long-term goals.
These are hard, challenging times for non-governmental organizations around the world. Whether
service or social change oriented, non-governmental organizations operate in dynamic economic,
political, technological, and institutional environments. Grau (2004) emphasizes that for NGOs
devoted to development in both the North and South, with increasing frequency, their legitimacy is
questioned and accountability demanded. Stakeholders and the broader society and governments are
frequently asking non-governmental organization leaders about their impact on society. These
changes require that non-governmental organizations modify how they respond to the world and
seek to shape it. Consequently, many development non-governmental organizations are altering their
strategies, as the shift to rights-and results-based approaches exemplifies. Moreover, they are
varying their strategies more frequently than in the past. Change, of course, has always been
important in every organization‟s life. Indeed, for non-governmental organizations, change is
absolutely essential; every non-governmental organization‟s mission statement commits it to
improving some unacceptable aspect of the world. Change, however, brings with it uncertainty and
risk (Grau, 2004).
Following the decision to proceed with a project, detailed project planning begins. During this
process, you must assess and mitigate potential risks to the project. Risk management planning is the
process of identifying risks and developing mitigation strategies and contingency plans to minimize
their impact (Royer, 2002). Managing project risk depends upon the project team understanding the
sources of variation in projects, and then working to minimize threats and to maximize opportunities
wherever it is feasible Kendrick, (2009).
21
Cooper, Grey, Raymond and Walker, (2005) say that project risk management process is needed to
ensure that; all significant risks to the success of the project are identified, identified risks are
understood, with both the range of potential consequences they represent and the likelihood of
values in that being determined as far is necessary for decision making, assessment is undertaken of
individual risks relative to other risks to support priority setting and resource allocation, strategies
for treating the risks take into account of opportunities to address more than one risk, and the process
itself and the risk treatment strategies are implemented cost-effectively.
Civil society organizations should come up with ways of managing risks. This is because risk
management increases the probability that the organization will survive for a long time and be able
to work towards its vision. This is because risk management; increases the probability that the
organization with be compliant with laws, regulations and contracts; reduces the exposure of
employees to health and security risks; makes organizational processes more efficient due to fewer
disruptions; improves planning and decision-making due to a better understanding of the future; and
increases confidence of donors and grant-makers that funding goals and objectives will be met
(Klaus, 2012).
2.8
Theoretical Framework
This study will be based on theory of constraints. This theory has been applied to production
planning, production control, project management, performance measurement as well as in not for
profit facilities (Blackstone, 2010). This theory helps in identifying the most important bottleneck in
the processes and systems, so that performance can be improved. Theory of constraints is based on
the fact that, like a chain with its weakest link, in any complex system at any point in time, there is
most often only one aspect of that system that is limiting its ability to achieve more of its goals. For
that system to attain any significant improvement that constraint must be identified and the whole
system must be managed with it in mind.
This theory is based on five steps which include; identify the system constraints; decide how to
exploit the system constraints; subordinate everything else to the above decision; elevate the system
constraints; and if in the previous steps a constraint has been broken, go back to the first step, and do
not allow inertia to cause a system‟s constraint (Rand, 2000).
Typically, all projects are managed by focusing on the delivery of the tasks that make up the project,
in the seemingly reasonable belief that if these tasks are done on time, the project will be done on
22
time as well. But all too often, project management becomes a chaotic exercise, resulting in
inordinate pressure to meet task due dates and frequent re-planning of the project. Apparently, in too
many cases, and for a variety of reasons, the long established strategy of focusing on task completion
does not seem to work too well.
2.9
Conceptual Framework
The Figure 1 showed the conceptual framework that had major variables and their influence on each
other. Conceptual framework clarifies relationship among independent and dependent variables. It
provides a clear concept of the areas in which meaningful relationships are likely to exist (Cargan,
2007). It is linked to the problem statement and sets the stage for presentation of the specific
research question that drives the investigation being reported.
In this research, the researcher intended to find out the influence that strategic planning; adoption of
information technology; monitoring and evaluation practices; training on project management; and
risk management had on project implementation.
23
Conceptual Framework
Independent variables
Moderating variables
Dependent Variables
Strategic Planning
Vision
S
Government policies
Mission
Project implementation
Work plans
Successful
completion of
projects
Adoption of Information technology
Number
completed
projects
Type of information technology
facilities available
Time spent using of computers
Better decision
making
Monitoring & Evaluation practices
Community
participation
Progress reports
Evaluation reports
Users of M&E reports
Training
Donor regulations
Community attitude
Number of trainings
Areas covered
Mode of training
Intervening variables
Risk Management
s
of
Type of risks
Risk mitigation
Figure 1: Conceptual Framework
24
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Introduction
This chapter focuses on the research design, target population, sampling procedure, methods which
were employed to collect data, validity and reliability of data collection instruments, operational
definition of variables, and methods of data analysis.
3.2
Research Design
In this study, the researcher used descriptive research design to assess the influence of project
management practices on implementation of HIV/Aids in Imenti North Subcounty. Descriptive
research design helped the researcher to gather both qualitative and quantitative data on how project
management practices influence implementation of HIV/Aids projects in Imenti North Subcounty.
Through this design the researcher was able to link project management practices to implementation
of HIV/Aids projects.
3.3
Target population
According to the Imenti North Constituency AIDS Control Council Officer, there were 43 civil
society organizations implementing HIV/Aids projects, which included, 5 faith based organizations,
30 community based organizations, and 8 non-governmental organizations. From these civil society
organizations, the researcher target population was 43 project managers and coordinators which
included 8 project managers working for non-governmental organizations, 5 and 30 project
coordinators working for faith based organizations and community based organizations respectively.
These project managers and coordinators implemented HIV/Aids projects in the district. This was
summarized as shown in the target population Table 3.1;
25
Table 3.1: Target Population
Project Implementers
Target Population
Project managers in NGOs
8
Project coordinators in FBOs
5
Project coordinators in CBOs
30
Total
43
Source: Imenti North Constituency CACCs Office, March 2013
3.4
Sample Size and Sampling Procedure
Since the target population was grouped into three different categories, the researcher used stratified
random sampling. Stratified sampling ensured proper representation of different civil society
organizations to enhance representation of variables related to them. The researcher used simple
random sampling to select the final subjects proportionately from the different strata.
Using Krejcie and Morgan sample size determination table (Appendix IV), the researcher used a
sample size of 36 respondents at 95% confidence level. These respondents were distributed as shown
in Table 3.2;
Table 3.2: Sampling Frame
Project Implementers
Target Population
Sample Size
Project managers in NGOs
8
7
Project coordinators in FBOs
5
4
Project coordinators in CBOs
30
25
Total
43
36
26
3.5
Methods of Data Collection
The data for this study was collected through questionnaires. The researcher intended to use this
method because questionnaires were free from the bias of the interviewer, respondents had adequate
time to give well thought out answers, respondents who were not easily approachable could be
reached conveniently, and large samples could be made use of and thus the results could be made
more dependable and reliable. The researcher delivered some of the questionnaires to the
respondents and picked them later after the respondent had responded, whereas the others were
administered face to face with the respondent.
3.6
Research Instrument
The research instrument used in this research was questionnaires. The questionnaires consisted of
both closed and open ended questions. Closed questions consisted of a fixed set of questions to be
answered by project managers and project coordinators in a specified sequence and with predesignated response options. Open ended questions were not restrictive to the respondents. Open
ended questions provided respondents with opportunities to reveal information in a naturalistic way.
The questionnaires were divided into 6 sections. Section one requested the respondent to fill in his
background information about him and organization, whereas the remaining five sections consisted
of variables which the researcher intended to research on. These sections were strategic planning,
adoption of information technology, monitoring and evaluation practices, training, and risk
management. The researcher prepared 7 questionnaires for project managers and 29 questionnaires
for project coordinators.
3.7
Validity of Research Instrument
Validity is the ability of an instrument to measure what it is designed to measure. Kothari, (2006)
states “Validity is the most critical criterion and indicates the degree to which an instrument
measures what is supposed to measure. In other words, validity is the extent to which differences
found with a measuring instrument reflect true differences among those being tested”. To enhance
validity of the instruments, the questionnaires were reviewed with the help of the supervisors on its
relevance to the topic under study.
27
3.8
Reliability of Research Instrument
Reliability means the consistency or repeatability of the measure. Boit, Wangare, & Magero, (2009)
states that reliability is concerned with consistency in the production of the results and refers to the
requirement that, at least in principle, another researcher, or the same researcher on another
occasion, can be able to replicate the original piece of research and achieve comparable evidence or
results, with similar or same study population. A measuring instrument is reliable if it provides
consistent results (Kothari, 2006).
To enhance reliability of the data collected the researcher employed split-half technique. This
method estimated internal consistency by dividing the scale into halves, and then correlating the
scores on these two halves. A high correlation indicates that the two sets yield consistent information
(Hayes, 2008).
3.9
Data Analysis
The primary data collected was sorted, edited, coded and analyzed. These data quality checks were
done in order to eliminate errors or point of contradiction in data. The purpose of coding was to
classify the answer to a question into meaningful categories so as to bring out their essential pattern.
The researcher tabulated the quantitative data for each research question. This process gave a
comprehensive picture of how the data looked like and assisted the researcher in identifying patterns.
This was done by constructing frequency and percent distribution in order to determine if scores
were entered correctly, scores are high or low how many are in each category and the spread of the
scores. This was done using SPSS version 16.0. This was because SPSS helps to spot data-entry
errors or unusual data points and has a full set of statistical tests. The researcher also analyzed the
data to get statistical measures such as correlations among different variables, mean and standard
deviations for easy interpretations of the study. These analyses helped the researcher make valid
inferences about the topic under study.
3.10
Ethical Considerations
Due to the sensitivity of the information collected on implementation of HIV and Aids projects, the
researcher ensured that the information was handled carefully and treated with utmost
confidentiality. The researcher did not require the respondents to indicate their names anywhere in
the questionnaire. Also the researcher did not force the respondents to give out information.
28
3.11
Summary
This chapter has discussed the design of the study which was descriptive design. The target
population has also been discussed leading to sample size. Details of validity and reliability of
instruments has also been discussed in detail. Data analysis has also been discussed where by the
data was entered and analyzed as per the research objectives by descriptive analysis using Statistical
Package for Social Science (SPSS) version 16.0. The operational definition of variables has also
been discussed in depth, sampling procedures and methods of data collection.
29
Table 3.3: Operational Definition of Variables
Indicator(s)
Measurement
Scale
Data
Collection
Method
Data Analysis
Vision
Nominal
Questionnaire
Descriptive
statistics.
Mission
Nominal
Dependent
variable:
implementation of HIV &
AIDS projects
Work plans
Ratio
Establish how adoption of information
technology by Civil Society Organizations
influences implementation of HIV & AIDS
projects in Imenti North District Kenya
Independent variable:
Type of information
technology facilities
available
Time spent using computers
Ratio
Questionnaire
Correlational
descriptive.
Establish how monitoring and evaluation
practices by Civil Society Organizations
influence implementation of HIV & AIDS
projects in Imenti North District Kenya.
Independent variable:
Progress reports
Ratio
Questionnaire
Descriptive
statistics.
Monitoring
practices
Evaluation reports
Ratio
Users of M&E reports
Ratio
Number of training
Ratio
Areas covered
Ratio
Objective
Variable
Determine the influence of strategic planning
by
Civil
Society
Organizations
on
implementation of HIV & AIDS projects by
Civil society organizations in Imenti North
District Kenya.
Independent
Strategic Planning.
Examine how training on project management
practices by Civil Society Organizations
influence implementation of HIV & AIDS
projects in Imenti North District Kenya.
Establish how risk management by Civil
Society
Organizations
influence
implementation of HIV & AIDS projects in
Imenti North District Kenya.
Adoption of
technology
&
variable:
information
evaluation
Independent variable:
Training
on
management
Independent
Risk management
project
Mode of training
variable:
Ordinal
Questionnaire
Descriptive
statistics.
Questionnaire
Descriptive statistics
Nominal
Type of risk
Nominal
Risk mitigation measures
Nominal
30
and
Correlation statistics
CHAPTER FOUR
DATA ANALYSIS, PRESENTATION AND INTERPRETATION
4.1 Introduction
This chapter focuses on data analysis, presentation and interpretation based on the data collected
from administered questionnaires. It provides overview of background information and influence of
project management practices on implementation of HIV/Aids in Imenti North Subcounty. The
sections are based on five independent variables which include strategic planning, monitoring and
evaluation practices, adoption of information technology, training on project management, and risk
management.
The information from open ended questions was summarized and presented in
description.
4.2 Response rate
The researcher administered 36 questionnaires to the project implementers out of a target population
of 43 as follows; 7 questionnaires to project managers under non-governmental organization, 4
project coordinators under faith based organizations, and 25 project coordinators under community
based organizations. After the questionnaires were checked for quality checks, 33 responses were
obtained which translates to a response rate of 91.7%. This response rate was good and
representative and conforms to Mugenda and Mugenda (1999) stipulation that a response rate of
50% is adequate for analysis and reporting; a rate of 60% is good and a response rate of 70% and
over is excellent.
4.3 Background Information
In the background information section the respondents were requested to indicate their gender, age,
type or organization, duration worked in the organization, and nature of activities carried out by the
organization.
31
4.3.1 Gender of Respondents
The study established that majority of the respondents were female as shown in Table 4.1. 45.5% of
the respondents were male and 54.5% of the respondents were female. This could be attributed to the
fact majority of the respondents were from community based organization whose HIV/ids project
implementer were female.
Table 4.1: Gender of Respondents
Frequency
Percent
Male
15
45.5
Female
18
54.5
Total
33
100.0
4.3.2 Age of the Respondents
The study also found out that most of the respondents aged between 31-40 years. This group was
represented by 51.5% of the respondents. This age group cohort was closely followed by 33.3% of
the respondents who indicated that their age lied between 41-50 years. As show in Table 4.2 only
6.1% of the respondents indicated that their age was above 50. It can be concluded that most of the
project implementers aged between 31-40 years of age.
Table 4.2: Respondent age bracket
Frequency
Percent
18-30
3
9.1
31-40
17
51.5
41-50
11
33.3
Above 50
2
6.1
Total
33
100.0
32
4.3.3 Type of Organization
The study also found community based organizations represented 69.7% of the civil society
organizations under study. This was followed by 18.2% which represented by non-governmental
organizations. Faith based organizations represented 12.1% of the organizations as indicated in
Table 4.3.
Table 4.3: Type of Civil Society Organization
Frequency
Percent
Cumulative Percent
NGO
6
18.2
18.2
CBO
23
69.7
87.9
FBO
4
12.1
100.0
Total
33
100.0
4.3.4 Duration Respondent Has Worked With the Organization
In relation to the time the time respondents had worked with the civil society organization, the study
found that most of the respondents had worked with organization for a period between 1-5 years. As
shown in Table 4.4, only 6.1% of the respondents indicated that they had worked for the
organization for a period between 10-15 years. This could be an indicator that the civil society
organizations were young since the time they were formed or their operations in the subcounty under
study was for a short time. To a small extent it could be an indicator that the respondent was
deployed in the subcounty under study few years ago.
Table 4.4: Duration worked in the organization
Frequency
Percent
Less than one year
4
12.1
1-5yrs
18
54.5
6-10yrs
9
27.3
10-15yrs
2
6.1
Total
33
100.0
33
4.3.5 Projects Implemented By the Organization
The study established that many civil society organizations implementing HIV/Aids projects
implemented researcher also requested the respondents to indicate projects implemented behavior
change communication projects. Table 4.5 indicates that these projects were presented by 90.9% of
the projects which organizations implemented. A significant high number of organizations
implemented mitigation of socio-economic impact projects at 60.6% of all the projects implemented
by the organization on HIV/Aids.
Table 4.5: Projects Implemented by the organization
Responses
N
Percent
Percent of Cases
Behavior change communication
30
36.6%
90.9%
Mitigation of socio-economic impact
20
24.4%
60.6%
Support and care
15
18.3%
45.5%
HIV/Aids advocacy and human rights
14
17.1%
42.4%
Others
3
3.7%
9.1%
82
100.0%
248.5%
Total
4.4 Strategic Planning and Project Implementation
The researcher sought to determine the influence of strategic planning by civil society organizations
on implementation of HIV & Aids projects in Imenti North Subcounty Kenya.
34
4.4.1 Vision Statement
The study established that most of the organizations had vision statement. As shown in Table 4.6
93.9% of the respondents indicated that the organization had a vision statement. This is an indicator
that organizations had set mechanisms in place on where they wanted to be in future. Only 6.1% of
the respondents indicated that the organization had no vision statement. This could be because an
organization was young or an organization saw there was no need of one.
Table 4.6: Whether the Organization had a Vision Statement
Frequency
Percent
Yes
31
93.9
No
2
6.1
Total
33
100.0
4.4.2 Crosstabulation between Type of Organization and Vision Statement
The study established that all NGOs had a vision statement. As shown in Table 4.7, 95.7% of the
respondents from community based organizations indicated that their organizations had a vision
statement. 75% of the respondents indicated that faith based organizations had a vision statement.
This could be due to factors explained in Section 4.4.1.
Table 4.7: Cross Tabulation between Organizations and Vision Statement
Does your organization have a vision statement?
Yes
Type of
organization
No
Total
NGO
100.0%
CBO
95.7%
4.3%
100.0%
FBO
75.0%
25.0%
100.0%
93.9%
6.1%
100.0%
Total
100.0%
4.4.3 Understanding of Vision Statement
On whether the vision statement was clearly understood and agreed by all members, 29.0% of the
respondents indicated that the vision statement was agreed by al members and used to guide mission
and projects. 25.8% of the respondents indicated the vision statement was written down, but few
consulted. This could be due to the fact in most organizations top management is responsible for
35
developing vision statement, and therefore project implementers were not involved. As indicated in
Table 4.8, 22.6% of the respondents indicated that they had a vague idea of the vision.
Table 4.8: Understanding of Vision Statement
Frequency
Percent
Have a vague idea of the vision
7
22.6
Can describe but never agreed upon or written down
7
22.6
Vision written down, but few people consulted
8
25.8
Vision statement agreed by all members and used to
guide mission and projects
9
29.0
Total
31
100.0
4.4.4 Mission Statement
In relation to mission statement, the study established that most of the organizations had mission
statement. Table 4.7 indicates that 93.9% of the respondents indicated that their organization had a
mission statement. Only 6.1% of the respondents indicated that the organization had no mission
statement. Just like vision statement, it could be because an organization was young or an
organization saw there was no need of one. It can however be concluded that majority of the civil
society organization had a mission statement.
Table 4.9: Whether Organization had a Mission Statement
Frequency
Percent
Yes
31
93.9
No
2
6.1
Total
33
100.0
36
4.4.5 Crosstabulation between Type of Organization and Mission Statement
The study established that all NGOs had a mission statement. Table 4.10 indicates that 95.7% of the
respondents from community based organizations indicated that their organizations had a mission
statement. 75% of the respondents indicated that faith based organizations had a mission statement.
Table 4.10: Cross Tabulation between Organization and Mission Statement
Does your organization have a mission statement?
Yes
Type of
organization
No
Total
NGO
100.0%
CBO
95.7%
4.3%
100.0%
FBO
75.0%
25.0%
100.0%
93.9%
6.1%
100.0%
Total
100.0%
4.4.6 Understanding of Mission Statement
On whether the mission statement was clearly understood and agreed by all members, 29.0% of the
respondents indicated that the mission statement was agreed by al members and used to guide
decisions about projects. 25.8% of the respondents indicated the mission statement was written
down, but few consulted. This could be due to the fact in most organizations top management is
responsible for developing mission statement, and therefore project implementers were not involved.
As indicated in Table 4.11, 22.6% of the respondents indicated that they had a vague idea of the
mission. Also 22.6% of the respondents could describe the mission, but it had never been agreed
upon or written down.
Table 4.11: Understanding of Mission Statement
Frequency
Percent
Have a vague idea of the mission
7
22.6
Can describe the mission but they have never agreed
upon or written down
7
22.6
Mission written down, but few people consulted
8
25.8
Mission statement agreed by all members and used to
guide decisions about projects
9
29.0
Total
31
100.0
37
4.4.7 Work Plans
The study found out that most of project coordinators in community based organizations knew the
necessary interventions to be carried without developing work plans. Table 4.12 shows that most of
project managers in NGOs knew the necessary interventions and had developed work plans to guide
project implementation. From the findings, 30.3% of the respondents stated that organizations knew
the necessary interventions to be carried out, but did not develop work plans. 33.3% of the
respondents stated that organizations developed worked plans for some guide to project
implementation, whereas 36.4% of the respondents stated that the organization knew the necessary
interventions and had developed work plans to guide implementation.
Table 4.12: Extent to which Organizations Developed Work Plans
Does your organization have work plans?
Organization knows the
Organization
necessary
Organization knows the
necessary interventions to be
intervention to be carried out, has
necessary interventions, has
carried out but has not
developed work plans for some developed work plans to guide
developed work plans
guide to project implementation
NGO
CBO
43.5%
FBO
Total
30.3%
knows
implementation Total
16.7%
83.3%
100.0%
34.8%
21.7%
100.0%
50.0%
50.0%
100.0%
33.3%
36.4%
100.0%
4.4.8 Aspects of Strategic Planning
The researcher also sought to establish the extent to which the respondents agreed with various
aspects of strategic planning ranging from resources allocation, setting defined procedures and
measurable standards to criteria on which options can be measured and compared. As indicated in
Table 4.13, the study found that 3% of the respondents strongly disagreed that their organization
followed a designed set of procedures in its strategic planning process. 9.1% of the respondents
disagreed, 18.2% remained neutral, 54.5% agreed, and 15.2% agreed strongly. It can be deduced that
69.7% of the respondents agreed that organizations followed a defined set of procedures in their
strategic planning process. 66.6% of the respondents disagreed that sufficient resources were
allocated for implementation. Only 21.2% of the respondents indicated that sufficient resources were
allocated for implementation. 36.4% of the respondents were neutral on whether the organization
38
planning process was based on criteria by which options could be compared and selected. 54.5% of
the respondents indicate that their organization planning process was based on criteria by which
options could be compared and selected. 75.7% of the respondents agreed that the organization set
clearly defined and measurable performance standards for each plan element. 3% of the respondents
disagreed.
Table 4.13: Aspects of Strategic Planning
Disagree
9.1%
Neutral
18.2%
Agree
54.5%
42.4%
12.1%
21.2%
The organization planning process based
on criteria by which options can be
compared and selected
6.1%
36.4%
54.5%
3%
The organization sets clearly defined and
measurable performance standards for
each plan element.
3%
54.5%
21.2%
The organization follows a defined set of
procedures in its strategic planning process
Sufficient resources are allocated for
implementation
Strongly disagree
3.0%
24.2%
21.2%
Strongly agree
15.2%
4.4.9 Challenges Faced During Planning Process
The researcher also asked the respondents what challenges they face during planning process. From
the findings, majority of the respondents indicated that the major challenge they faced was lack of
adequate resources. This challenge was almost common in all the civil society organizations across
the board. The hardest hit civil society organizations were community based organizations. This was
because they depended almost entirely on donors who are well established and who ensured their
projects were sustainable unlike in the case of community based organizations. These challenge
ranged from lack of adequate funds which was a key challenge, facilities such as computers, printers,
and photocopiers. Another challenge from the findings which respondents indicated was poor
leadership. This was common among community based organizations. Leadership wrangles came
from some officials who had vested interests thus hampering the planning process. Civil society
organizations also cited late disbursement of funds as a challenge which hampered planning process.
This affected implementation of HIV/Aids projects especially those projects touching on mitigation
of socio-economic activities which are dependent on weather conditions.
39
4.5
Adoption of Information Technology and Project Implementation
The study sought to examine the influence of adoption of information technology on implementation
of HIV/Aids in Imenti North Subcounty.
4.5.1 Accessible Information Technology Facilities
The researcher established that 100% of all the information technology facilities accessible in the
organization were phones. This could be because of the availability of affordable phones and
therefore organizations and respondents could easily have one. This was followed by 54.5% which
represented computers as indicated in Table 4.14. 30.3% represented other information technology
facilities such as Wifi routers, modems, projectors etc.
Table 4.14: Access to Information Technology Facilities
Responses
N
Percent
Percent of Cases
Computers
18
25.4%
54.5%
Printers
10
14.1%
30.3%
Phones(Mobile,CDMA)
33
46.5%
100.0%
Others
10
14.1%
30.3%
71
100.0%
215.2%
Total
40
4.5.2 Number of Working Computers
The study also established that most of the organizations at 45.5% do not have working computers in
their organization. As shown in Table 4.15 only two organizations indicated that they had 20
working computers in the organization. This represented a percentage of 6.1%. The organizations
with the high number of computers could have been the well established ones like NGOs. This was
because they were financially able to acquire the machines unlike small civil society organizations
like community based organizations which deepened almost entirely on services of cyber cafes.
Table 4.15: Number of Working Computers in the Organization
Number of working computers
Frequency
Percent
0
15
45.5
1
6
18.2
2
6
18.2
5
2
6.1
8
1
3.0
10
1
3.0
20
2
6.1
Total
33
100.0
4.5.3 Mean, Standard Deviation, Range and Skewness of Number of Working Computers
The mean number or working computers in civil society organizations under study was 2.61, and a
standard deviation of 5.062. This large standard deviation from means was enough prove that the
distribution of working computers in the civil society organization under study was not normally
distributed. The range which was the difference between the highest and the lowest number of
working computers in the organizations was 20. The positive skewness as shown in Table 4.16 of
2.776 was an indicator that the distribution was highly skewed.
Table 4.16: Mean, Standard Deviation, Range and Skewness of Number of Computers
Mean
2.61
Std. Deviation
5.062
Skewness
2.776
Range
20
41
4.5.4 Duration Spent Using Computer on Weekly Basis
Those organizations with working computers, the majority of respondents indicated that in a week
they spent on average between 21-40 hrs. Only 5.6% of the respondents‟ indicated that they spent
less than one hour in week while using computer as shown in Table 4.17.
Table 4.17: Hours Spent Using Computer on a Weekly Basis
Frequency
Percent
Less than one hour
1
5.6
1-5hrs
3
16.7
6-10hrs
2
11.1
11-20hrs
3
16.7
21-40hrs
8
44.4
More than 40hrs
1
5.6
Total
18
100.0
4.5.6 Activities Done Using Computers
The study established that the activities respondents did with computers in their organizations were
document preparation or report writing. This activity was indicated by all respondents. This was
closely followed by a tie of 72.2% which involved email and presentation of graphics or PowerPoint
as indicated in Table 4.18. The least done activity was network administration which was presented
by 22.2% of all the activities done in the organization.
Table 4.18: Activities Done With Computer(s) in the Organization
Responses
N
Percent
Percent of Cases
Document preparation (report writing)
18
26.5%
100.0%
Email
13
19.1%
72.2%
Browsing the internet
9
13.2%
50.0%
Programming/data analysis
11
16.2%
61.1%
Systems/network administration
4
5.9%
22.2%
Presentation graphics (PowerPoint)
13
19.1%
72.2%
68
100.0%
377.8%
Total
42
4.5.7 Satisfaction With Regard To Information Technology in the Organization
The researcher also sought to establish respondents‟ level of satisfaction with regard to information
technology in the organization. As indicated in Table 4.19, 48.5% of the respondents were
dissatisfied with the computing environment in the organization. 18.2% of the respondents indicated
that they were very satisfied with the computing environment in the organization. 45.4% of the
respondents indicated that they were satisfied with the variety of services provided by information
technology in the organization. It was evident that majority of the respondents were dissatisfied with
the computing environment in the organization. 45.4% of the respondents indicated that they were
dissatisfied with the quality and reliability of services provided by the information technology in the
organization against 42.5% respondents who indicated that they were satisfied. 39.4% of the
respondents indicated that they were dissatisfied with the variety of services provided by the
information technology in their organization. Only 21.2% of the respondents indicated that they
were satisfied with the variety of services provided by the information technology in their
organization.
Table 4.19: Level of Satisfaction With Regard To Information Technology
Overall, am satisfied with the
Computing environment in my
organization.
Very satisfied
18.2%
Somewhat satisfied
27.3%
Neutral Dissatisfied
6.1%
12.1%
Very dissatisfied
36.4%
Overall, am satisfied with the variety
of services provided by the IT in my
organization implementation
21.2%
24.2%
15.2%
27.3%
12.1%
Overall, am satisfied with the quality
and reliability of services provided by
the IT in my organization.
15.2%
27.3%
12.1%
36.4%
9.1%
43
4.5.8 Correlation between Satisfaction of IT Services and Quality and Reliability of Services
Provided By IT
The relationship between whether the respondent was satisfied with the variety of services provided
by the information technology in the organization, and whether he was satisfied with the quality and
reliability of services provided by information technology in the organization were presented in
Table 4.20. Spearman‟s correlation coefficient was 0.807 which showed there was a strong positive
relationship between the level satisfaction with the variety of services provided by information
technology, and the level of satisfaction with the quality and reliability of services provided by
information technology in the organization. The correlation was two tailed and significant at 1%
level.
Table 4.20: Correlation between satisfaction of IT services and satisfaction with the quality
and reliability of services provided by IT
Overall, am satisfied
with the quality and
reliability of services
Overall, am satisfied with the
provided by the IT in my variety of services provided by
Spearman's Overall, am satisfied
Correlation
rho
with the quality and
Coefficient
reliability of services
Sig. (2-tailed)
provided by the IT in my
organization
N
Overall, am satisfied
Correlation
with the variety of
Coefficient
services provided by IT Sig. (2-tailed)
in my organization
N
**. Correlation is significant at the 0.01 level (2-tailed).
44
organization
IT in my organization
1.000
.807**
.
.000
33
33
.807**
1.000
.000
.
33
33
4.5.9 Protection of Information in Computers
The researcher also requested the respondents to indicate how they protected their work or
information in the computers. The study established that those who had computers in their
organization 40.0% indicated that they used passwords at logon as shown in Table 4.21. 32.5%
respondents said they used anti-virus. 10% of the respondents indicated that they used other methods
such as used of back-ups for protection. Only 2.5% of respondents who said they used no protection,
thus posing their work or information at risk. Therefore, majority of the respondents used passwords
at logon. This was an indicator that majority secured their work on computers from un-authorized
access.
Table 4.21: Protecting Information in the Computer
Responses
Total
4.6
N
Percent
Percent of Cases
No protection
1
2.5%
5.6%
Use of anti-virus
13
32.5%
72.2%
Use of passwords at logon
16
40.0%
88.9%
Encrypting files
1
2.5%
5.6%
Disallowing file sharing
3
7.5%
16.7%
Keep of unprotected wireless
networks
2
5.0%
11.1%
Others
4
10.0%
22.2%
40
100.0%
222.2%
Monitoring and Evaluation Practices and Project Implementation
The researcher sought to examine the influence of monitoring and evaluation on project
implementation by civil society organization in Imenti North Subcounty.
45
4.6.1 Monitoring and Evaluation Progress of HIV/Aids Projects
The researcher requested the respondent to describe monitoring and evaluation of the progress of
HIV/Aids projects in the organization. The findings in Table 4.22 indicate that 27.3% of the
respondents responded to donor monitoring guidelines. This could be because either they did not
have monitoring procedures, or they did not want their monitoring guidelines interfere with those of
the donor. It is common practice that when an organization receives donor funding, and there is
difference between organization and donor monitoring guidelines, donor monitoring guidelines
prevails. 45.5% of the respondents indicated that the organization had monitoring procedures.
However, only 27.3% of the respondents indicated that monitoring processes were documented and
data used for decision making, donor reporting and to provide feedback to the community. This was
an indicator that just a few organizations had a high capacity with regards to monitoring and
evaluation progress of HIV/Aids projects.
Table 4.22: Monitoring and Evaluation Progress of HIV/Aids Projects
Frequency
Percent
Responds to donor monitoring guidelines only
9
27.3
Organization has monitoring procedures
15
45.5
Monitoring processes are documented and data
used for decision making, donor reporting and to
provide feedback to the community
9
27.3
Total
33
100.0
46
4.6.2 Crosstabulation between Organization and M&E Progress
Crosstabulation between different types of organization is shown Table 4.23. It is evident that
majority of respondents at 66.7% from non-governmental organization indicated that monitoring
processes were documented and data used for decision making. This was in sharp contrast to
respondents from community based organization who indicated, at 13.0%, that monitoring processes
were documented and data used for decision making. Half of respondents from faith based
organizations indicated that monitoring processes were documented and data used for decision
making. We can conclude that monitoring and evaluation in community based organizations was
weak.
Table 4.23: Cross Tabulation of Type of Organization and M&E Progress
How can you describe M&E of the progress of projects in your organization
Responds to donor
monitoring
Organization has
guidelines only
monitoring procedures
Monitoring processes are
documented and data used for
decision making
Total
NGO
16.7%
16.7%
66.7%
100.0%
CBO
30.4%
56.5%
13.0%
100.0%
FBO
25.0%
25.0%
50.0%
100.0%
27.3%
45.5%
27.3%
100.0%
Total
4.6.3 Users of Monitoring and Evaluation Reports
The researcher also requested the respondents to indicate who they considered as the potential users
of monitoring and evaluation reports. The question posed by the researcher was a multiple choice
question and therefore the respondent had the liberty to indicate more than one potential user. The
findings are presented in Table 4.24. The findings indicate that 28.6% of respondents indicated that
the potential users of monitoring and evaluation reports were donors. This could have been because
majority of civil society organizations received funding from both local and foreign donors and
therefore, most donors would like to know how their funds had been put into use. 27.6% of the
respondents indicated government (Constituency Aids Control Coordinator, District Aids Steering
Committee) as the main users of monitoring and evaluation. This could be partly due to the fact that
majority of the organizations especially community based organization receive funding from the
government under Total War Against Aids program. Some organizations which did not receive
47
funds from the government have also partnered with Ministry of Public Health in order to build
synergies and avoid duplication of work, thus considered government as potential user of M&E
reports. Only 18.1% of the respondents indicated that M&E reports were used by beneficiaries.
11.4% indicated that the reports were used by the management. This was a very low figure
considering that the management should use M&E reports to make decisions.
Table 4.24: Potential Users of Monitoring and Evaluation Reports
Responses
N
Percent
Donors
30
28.6%
Management
12
11.4%
Beneficiaries
19
18.1%
Staff
14
13.3%
Government(CACC,
DASCO)
29
27.6%
Others
1
1.0%
105
100.0%
Total
a. Group
48
4.6.4 Rating of Donor M&E Requirements by Respondents
The researcher also asked the respondents to indicate how they rated monitoring and evaluation
reporting requirements from donors. From Table 4.25, 37.5% respondents rated donors monitoring
and evaluation reporting requirement as strict. 62.5% of the respondents indicated that donors
monitoring and evaluation requirement as strict. On average it can be inferred that donors
monitoring and evaluation was very strict. The median of donor monitoring and evaluation rate
showed that donor monitoring and evaluation reporting requirement was very strict.
Table 4.25: Donor Monitoring and Evaluation Rate
Frequency
Percent
Strict
12
37.5
Very strict
20
62.5
Total
32
100.0
49
4.6.5 Stakeholders Involved In Planning M&E
The study established that 16.1% of the respondents indicated that donors were involved in planning
the M&E of the projects as shown in Table 4.26. 48.4% of the respondents indicated that project
implementation staff were involved, whereas 11.3% of respondents indicated that community were
involved in the planning process of M&E. 24.2 % of the respondents indicated that project
beneficiaries were involved. It was evident that majority of organizations did not involve
beneficiaries. This was an indicator that most of the organizations were yet to embrace participatory
monitoring and evaluation.
Table 4.26: Stakeholders Involved in Planning the Monitoring and Evaluation of The
Projects
Responses
N
Percent
Donors
10
16.1%
Project implementation staff
30
48.4%
Community
7
11.3%
Project beneficiaries
15
24.2%
62
100.0%
Total
a. Group
50
4.6.6 Challenges Facing Monitoring and Evaluation
The researcher requested the respondents to indicate what they considered as the challenges facing
monitoring and evaluation. The study established that 40.0% of the respondents indicated lack of
adequate training on M&E as a major challenge affecting them as shown in Table 4.27. A higher
percentage of 41.7% of the respondents indicated lack of funding as the major challenge affecting
monitoring and evaluation. Only 1.7% of the respondents indicated that monitoring and evaluation
was not viewed as a priority by the organization. 16.7% indicated that lack of inadequate M&E
strategies as a challenge affecting monitoring and evaluation in the organization.
Table 4.27: Challenges Facing Monitoring and Evaluation
Responses
N
Percent
Lack of adequate training on M&E
24
40.0%
Lack of funding for M&E
25
41.7%
Not viewed as a priority by the organization
1
1.7%
Inadequate M&E strategies
10
16.7%
60
100.0%
Total
4.7
Training on Project Management and Project Implementation
The researcher sought to establish influence of training on project implementation in Imenti North
Subcounty.
4.7.1 Respondents Level of Education
The study established that majority of the respondents at 39.4% indicated that they were tertiary
graduates as shown in Table 4.28. 21.2% of the respondents were university graduates, 27.3% of the
respondents were secondary school graduates and 12.1% of the respondents were primary school
graduates. It was evident that majority of respondents, 66.7%, from NGOs were university
graduates. This could be attributed to stringent requirements that NGOs used when hiring
employees. All faith based organization respondents were tertiary graduates. Majority of respondents
at 39.1% from community based organizations were secondary school graduates. Due to their nature
of operations which was small in scale, unlike non-governmental organizations whose scale of
51
operations were in other sub counties, majority of community based organizations projects were
normally implemented project officers whose level of education was below that of university
graduates.
Table 4.28: Crosstabulation of Level of Education and Type of Organization
Level of education
Primary Secondary Tertiary (College) University
NGO
CBO
17.4%
39.1%
FBO
Total
Total
33.3%
66.7%
100.0%
30.4%
13.0%
100.0%
100.0%
12.1%
27.3%
39.4%
100.0%
21.2%
100.0%
4.7.2 Trained On Project Management
The researcher also wanted to establish whether the respondents had ever been trained on project
management practices. From Table 4.29, 63.6% of the respondents indicated that they had been
trained on project management. 36.4% of the respondents indicated that they had never been trained
on project management. It can be concluded that majority of the respondents had been trained on
project management. The researcher also sought to know which key areas the respondents were
trained on. Majority of the respondents indicated that they have been trained on project financial
management and project implementation. A few respondents indicated that they had been trained on
aspects of leadership and monitoring and evaluation. Most of the respondents were trained through
workshops mostly organized by well established NGOs in the subcounty and the government.
Table 4.29: Trained On Project Management
Frequency
Percent
Yes
21
63.6
No
12
36.4
Total
33
100.0
52
4.7.3 Mode of Training
The study established that 76.2% of the respondents were trained through workshops. 19.0% of the
respondents indicated that the mode of training was off-the job. 4.8% of the respondents indicated
that the mode of training was on-the job. Majority of the respondents were trained through
workshops as shown in Table 4.30.
Table 4.30: Mode of Training
Frequency
Percent
On-job training
1
4.8
Off-the job training
4
19.0
Workshops
16
76.2
Total
21
100.0
4.7.4 Areas Respondents Would Like To Be Trained On
Researcher went further to request the respondent to indicate the areas they would like to be trained
on. Majority of the respondents indicated that they would like to be trained on monitoring and
evaluation, and proposal development so that their proposals can be attractive to potential donors. A
few of the respondents indicated that they would like to be trained on strategic management,
financial management and how to make projects sustainable.
4.8
Risk Management and Project Implementation
The researcher sought to establish how risk management by civil society organizations influence
implementation of HIV & Aids projects in Imenti North Subcounty Kenya.
53
4.8.1 Risks Faced By Organization
From Table 4.31, 48.3%, of the respondents indicated that their organization had ever faced
environmental risk. 37.9% of the respondents indicated technological risk, whereas 6.9% of the
respondents indicated that their organization had ever faced political risk and legal risk. It can
therefore be deduced that majority of the organizations had ever faced environmental risk.
Table 4.31: Risks Ever Faced By the Organization
Responses
N
Percent
Percent of Cases
Technological
11
37.9%
50.0%
Political
2
6.9%
9.1%
Legal risk
2
6.9%
9.1%
Environmental risk
14
48.3%
63.6%
29
100.0%
131.8%
Total
4.8.2 Crosstabulation between Type of Risk and Organization.
From Table 4.32 it is evident that environmental risk took a huge share of all the risks ever faced by
the organization. This was attributed to the fact that a significant high number of organizations at
24.4% (Table 4.5) carried out mitigation of socio-economic impact projects which were dependent
on environmental factors. Community based organizations had ever faced most of the risks at 59.1%.
This high percentage was attributed to a high percentage of 45.5% of environmental risks. Majority
of the organizations under study have had no legal and political risks, with NGOs almost having 0%
in each of the two types of risks.
Table 4.32: Distribution of Risks in Organizations
Risks
Total
Technological
Political
NGO % of Total
18.2%
.0%
.0%
13.6%
27.3%
CBO % of Total
27.3%
4.5%
9.1%
45.5%
59.1%
FBO
% of Total
4.5%
4.5%
.0%
4.5%
13.6%
% of Total
50.0%
9.1%
9.1%
63.6%
100.0%
54
Legal risk Environmental risk
Total
4.8.3 Risk Mitigation
From Table 4.33, 25% of the respondents indicated that they avoided the risks by changing the
project plan. Respondents indicated that this was done through adding some more time and resources
on the project. 45% of the respondents indicate that they adopted the risk. 25% of the respondents
indicated that they transferred the risk to a third party. It is evident that majority of the respondents,
therefore, usually adopted risk, that is, they accepted the risk by taking no action.
Table 4.33: Risk Mitigation
Frequency
Percent
Cumulative Percent
Avoidance
5
25.0
25.0
Adoption (no action taken)
9
45.0
70.0
Transfer the risk to another
party
5
25.0
95.0
Other
1
5.0
100.0
Total
20
100.0
4.8.4 Risk Management
The study established that 69.7% of the respondents agreed that the organizational management
encouraged the reporting of events in order to identify the risks as shown in Table 4.34. 18.2% of the
respondents strongly agreed. 12.1% of the respondents remained neutral on whether the
organizational management encouraged the reporting of events in order to identify the risks. 54.8%
of the respondents agreed that the organization effectively communicated the risk to stakeholders.
3.2% indicated that they strongly agreed that the organization effectively communicated the risk to
stakeholders. 32.3% of the respondents remained neutral, whereas 9.7% of the respondents disagreed
that organization effectively communicated the risk to stakeholders. This indicated that
communication of risks to stakeholders was fairly good. 54.5% of the respondents agreed that the
organization evaluated and recorded the risks when making important decisions. 15.2% indicated
that they strongly agreed. 30.3% of the respondents remained neutral. This indicated a good number
of respondents normally evaluated and recorded the risks when making important decisions. Only
30.3% of the respondents agreed that the organization had enough data on events that it could learn
from its own mistakes. 12.1% of the respondents strongly agreed that the organization had enough
55
data on events that it could learn from its own mistakes. 33.3% of the respondents disagreed that the
organization had enough data on events that it could learn from its own mistakes. We can deduce
that majority of the respondents agreed that their organizations management encouraged the
reporting of events in order to identify the risks. Majority of the respondents also agreed that their
organization effectively communicated the risks to stakeholders. Also we can deduce that majority
of the respondents agreed that their organizations evaluated and recorded the risks when making
important decisions such as launching of new projects. However, majority of the respondents agreed
that their organizations do not have a risk review process after implementing of the mitigation
measures for the identified risk. Also, a significant number of respondents indicated that their
organization do not have enough data on events that it could learn from its own mistakes.
Table 4.34: Aspects of Risk Management
Strongly disagree
Disagree
The organization management
encourages the reporting of
events in order to identify
the risks
The organization effectively
communicates
the risk to stakeholders
9.7%
The organization evaluates and
records the risks when making
important decisions (e.g. launch
new projects, development
of strategic plans)
The organization has a risk
review process after
implementation of the mitigation
measures for identified risk
The organization has enough
3.0%
data on events
that it can learn from its own mistakes
34.4%
33.3%
56
Neutral
12.1%
Agree
Strongly agree Total
69.7%
18.2%
100%
32.3%
54.8%
3.2%
100%
30.3%
54.5%
15.2%
100%
31.2%
34.4%
33.3%
18.2%
100%
12.1%
100%
4.9 Summary
The study revealed that majority of the civil society organizations had both vision and mission
statements. This was represented by 93.9% of the respondents who indicated that their organizations
had both vision and mission statements. However, only 29.0% of the respondents indicated that their
organization had vision statement agreed by all members and used to guide mission and projects, and
mission statement used to guide decisions about projects. The study established that 45.5% of the
respondents indicated that they did not have computers in their organizations. The study established
that only 27.3% of the respondents indicated that monitoring processes were documented and data
used to inform management decisions, donor reporting and to provide feedback to the community.
The study also established that only 63.6% of the respondents had been trained on project
management. 54.5% of the respondents agreed that the organization evaluated and recorded the risks
when making important decisions
57
CHAPTER FIVE
SUMMARY OF FINDINGS, DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1
Introduction
This chapter presents summary of findings, discussion of the key findings, conclusions drawn from
the findings, and recommendations.
5.2
Summary of the Findings
This section presents the key findings of the study.
5.2.1 Strategic Planning
The study revealed that majority of the civil society organizations had both vision and mission
statements. This was represented by 93.9% of the respondents who indicated that their organizations
had both vision and mission statements. However, only 29.0% of the respondents indicated that their
organization had vision statement agreed by all members and used to guide mission and projects, and
mission statement used to guide decisions about projects. 45.2% indicated that either the
organization had a vague idea of the vision and mission, or can describe the vision and mission but
they had never been agreed upon or written down. The study also revealed that 78.3% of the
respondents indicated that community based organizations either did not develop work plans, or
developed work plans for some guide to project implementation.
5.2.2 Adoption of Information Technology
The study established that 45.5% of the respondents indicated that they did not have computers in
their organizations. 18.2% indicated that they had between one and two computers. This was evident
from the mean of 2.61 and a standard deviation of 5.062 working computers. However, majority of
the respondents (45.7%) indicated that they had phones which they used for communication
purposes. 14.3% indicated that they had printers. 14.3% also indicated that they used other
information technology facilities such as modems, projectors and wi fi routers to implement projects.
5.2.3 Monitoring and Evaluation Practices
The study established that only 27.3% of the respondents indicated that monitoring processes were
documented and data used to inform management decisions, donor reporting and to provide
feedback to the community. 27.3% of the respondents indicated that the organization responded to
58
donor monitoring guidelines only. The study also established that project beneficiaries were
involved in planning monitoring and evaluation of the projects at 24.2%. 48.4% of the respondents
indicated that they involved project implementation staff in planning M&E of the projects. The study
also established that most of the respondents (41.7%) indicated that lack of funding for monitoring
and evaluation as a challenge facing M&E in their organizations. 40.0% of the respondents indicated
that lack of adequate training on monitoring and evaluation influenced project implementation.
5.2.4 Training on Project Management
The study established that majority of the respondents (66.7%) in nongovernmental organizations
were university graduates. In community based organizations majority of the respondents (39.1)
were secondary school graduates. In faith based organizations majority of the respondents (39.4)
were tertiary college graduates. The study also established that only 63.6% of the respondents had
been trained on project management. Majority of the respondents (48.5%) indicated to have been
trained through workshops. Majority of the respondents indicated that they would like to be trained
on monitoring and evaluation, and proposal development. A few of the respondents indicated that
they would like to be trained on strategic management, financial management and how to make
projects sustainable.
5.2.5 Risk Management
The study revealed that majority of respondents at 48.3% indicated that they faced environmental
risk when implementing HIV/Aids projects. 37.9% indicated that they had ever faced technological
risk. Environmental risk had ever faced majority off the civil society organizations at 63.6%. The
study also revealed organizations mitigate the risk by adopting the risk at 45.0%. 25% indicated that
they transferred the risk to another party. The study also revealed that 36.3% of the respondents
disagreed that the organization has enough data on events that it can learn from its own mistakes.
5.3
Discussion of the Findings
This section focuses on detailed discussion of the findings of the study.
5.3.1 Strategic Planning
The study sought to determine the influence of strategic planning by civil society organizations on
implementation of HIV & Aids projects in Imenti North Subcounty Kenya. The study found out
majority (93.9%) of the civil society organizations had both vision and mission statements.
59
However, it was found that only 29.0% of the civil society organizations had vision statement agreed
by all members and used to guide mission and projects, and mission statement agreed by all
members and used to guide decisions about projects. According to AKDN (2004) agreeing on a
vision binds the members of the organization together, clarifies its ideals, invites commitment and
provides momentum. It was also established that 22.6% of the organizations had a vague idea of the
vision and mission, or could describe both the vision and mission but never agreed upon or written
down. This agree with Angelica (2001) who states that civil society organization without a clear
vision and mission will likely find itself engaged in projects that have little connection to the
community it seeks to serve. Anheier and Toepler, (2010) recommend that a mission statement
serves as a reference to review strategy, solves strategic dilemmas and may help in evaluation.
People in nonprofit organizations usually aim to help change the society in some way, and therefore
they are often imbued with a strong sense of mission. This recommendation by Anheier and Toepler,
(2010) is relevant to civil society organizations in Imenti North Subcounty which do not have vision
and mission statements. The study also established that a significant number of organizations knew
the necessary interventions to be carried out but had not developed work plans. An few had
developed work plans for some guide to project implementation. As Gerstein, (2006) recommends,
the most important thing any organization can do to ensure success is to have a vision or plan.
5.3.2 Adoption of Information Technology
The study sought to establish how adoption of information technology by civil society organizations
influences implementation of HIV & Aids projects in Imenti North Subcounty Kenya. The study
established that majority of the respondents could not access computers in their organization. The
mean number of working computers was 2.61 and a standard deviation of 5.062. From this measure
of dispersion it was inferred the number of computers within the organization was not well
distributed. This agrees with a study done by Chege and Wanjiku (2010) who found that though
some organizations had ICT infrastructure and access to computers, there was not a great deal of
internet access - and where it was available, it was plagued with slow speeds and unreliable access
Many organizations opt to go to cyber cafes to access information technology facilities. This could
have a negative effect on the organization in that the secrets of the organization could be known to
unauthorized people, especially once the information lands in the wrong hands. Lack of adequate
resources, dependency on donors, and high cost of acquiring information technology facilities such
as computers, projectors, printers among other IT facilities could be the reason why civil
60
organizations have not adopted technology fully. Adonis, (2012) states that information technology
has not only made communication cheaper, but also much faster and at anytime within a 24 hours
cycle. The wonders of text message, email and auto-response, backed by computer security
applications, have opened up scope for direct communication regardless of the language of the
company or person on either side. This can be of much help to civil society organizations in Imenti
North Subcounty implementing HIV/Aids projects; based on the study which had found that 45.5%
of the organizations do not had computers. Tsai, (2003) argues that the inherent power of
information technology is its capability to enable an organization to carry out things in ways that
were never possible. By adopting information technology, civil society organizations would not only
safe on time, but also resources which they can channel to other areas or projects. Adonis, (2012)
emphasizes that computers are an integral part of socio-economic development and an essential tool
to our very survival. They serve as efficient data storage systems and excellent information
processors.
5.3.3 Monitoring and Evaluation Practices
This study sought to establish extent of monitoring and evaluation practices by civil society
organizations implementation of HIV & Aids projects in Imenti North Subcounty. The study found
out that 44.5% of the organizations had monitoring procedures. 27.3% of the respondents indicated
that their organizations responded to donor monitoring guidelines only. The study established that
very few community based organizations documented monitoring processes and data used for
decision making, donor reporting and to provide feedback to the community. This agrees with IIED
(1998) that the current lack of documentation is a key obstacle to more innovative and wider use of
all that participatory monitoring and evaluation appears to offer. The capacity for M&E in nongovernmental organizations is better compared to that of community based organizations. The study
also established that majority of NGOs had monitoring processes documented and data used for
decision making. This agrees with Long, (2001) who recommends that regular documentation and
analysis off lessons learned in a project are essential in order to improve practice and build an
institutional memory. The study revealed that 30.4% of the community based organizations indicated
that they responded to donor monitoring guidelines only, which was an indicator that their capacity
in monitoring and evaluation was weak. This agrees with a study done by Dhakal (2007) which
established that though NGOs were able to create their institutional space, various factors such as
61
lack of effective coordination, and lack of monitoring and evaluation affected NGOs for efficient
management.
5.3.4 Training on Project Management
The study established that majority of the respondents, 63.6%, (Table 4.29) were trained on project
management. Majority of the respondents indicated that they had been trained on project financial
management and project implementation. A few of the respondents indicated that they had been
trained on monitoring and evaluation and leadership. These trainings were normally conducted
through workshops. The study also established that majority of the respondents would like to be
trained on M&E and proposal development in order to improve on the performance of projects.
Community monitoring and evaluation are important for learning about the achievement from
original problems faced by local development projects being implemented. This is in agreement with
Roberts, (2007) who recommends that some projects may benefit if their participants are trained in
project management. Taylor, (2006) argues that organizations are now being more selective about
whom they choose to put in the project management pool, and they are beginning to ensure that
these people have the requisite skills, training and experience. Taylor, (2006) recommends that a
project manager must have a strong, active, and continuous interest in teaching, training, and
developing subordinates.
5.3.5 Risk Management
The study sought to establish how risk management by civil society organizations influence
implementation of HIV & Aids projects in Imenti North Subcounty. The study established that
environmental risk was the most common among civil society organization in Imenti north
subcounty. This was due to the fact majority of the organizations implement mitigation of socioeconomic impact projects which were heavily dependent on environmental factors such as weather.
Majority of the respondents, 87.9% indicated that they agreed that the organization management
encouraged reporting of events in order to identify risks. 69.7% of the respondents also indicated
that they agreed that the organization evaluated and recorded the risks when making important
decisions such as launching of new products. Civil society organizations should take possible actions
in advance to reduce the effect of risk. Tusler, (1996) recommends that for all those risks which are
deemed to be significant, it is important for an organization to have an emergency plan in place
before it happens. Effects of risks identified should be tracked and managed to a successful
62
conclusion. This can greatly help civil society organizations in Imenti north subcounty. Sharma,
(2010) emphasizes that risks that are not mitigated can cause the project to go over-budget and overschedule. To successfully reduce a project risk, a project manager needs to develop risk mitigation
strategies for the risks identified. By assessing project risks, a project manager can prioritize then
develop appropriate risk mitigation strategies. Since the study established that some organizations
did not have a risk review process after implementation of the mitigation measures for identified
risk, the above emphasis would be of great help as it will enable them review risks once they have
implemented the mitigation measures.
5.4
Conclusions
The study concludes that though majority of the organizations had vision and mission statements in
place, not all civil society organizations had vision statement agreed by all members and used to
guide mission and projects, and mission statement agreed by all members and used to guide
decisions about projects. This could be partly because some organizations such as non-governmental
organizations had vision and mission statements developed by senior management based outside the
area under study. Furthermore, majority of the civil society organizations especially community
based organizations which form the bulk of organizations which implemented the HIV/Aids projects
did not develop work plans just because they knew the necessary interventions to be carried out.
Also a good numbers of the organizations had developed work plans for some guide to project
implementation. This influenced implementation of HIV/Aids in the subcounty. The study
established that majority of the organizations had not adopted information technology. This was
indicated by the distribution of information technology facilities especially computers in the
organizations with many organizations especially community based organizations indicating that
they relied on the services of cyber café to do report writing and data analysis. This was not only
costly to the organization, but also time consuming thus making implementation and decision
making about the projects difficult. Low adoption of technology by civil society organizations also
provides a barrier to the learning of practices from other organizations in the world. This correlates
positively with lack of access to internet in the organization which can make organization access and
share information with other organization implementing HIV/Aids projects across the world.
The study also concludes that civil society organizations carry out monitoring and evaluation but in
different ways. Majority of non-governmental organization carried out M&E process, document data
63
which in turn was used to inform management decisions, donor reporting and to provide feedback to
the community. However, most of community based organizations had the general monitoring
procedures, and others dance to donors tune by responding to donor monitoring guidelines only. It
was also evidenced that lack of adequate training on monitoring ad evaluation affected
implementation of HIV/Aids projects. This was as a result of majority of the respondents indicating
that they would like to be trained on monitoring and evaluation to ensure successful reporting and
implementation of the projects. This study also concludes that environmental risk affects most civil
society organization implementing projects. Organizations did not have enough data on where they
could learn from their own mistakes to avoid future risks. Also most organizations did not have a
risk review process after implementation of the mitigation measures for the identified risk. This
aspect of risk management influenced implementation of HIV/Aids projects by civil society
organizations Imenti North Subcounty.
5.5
i.
Recommendations
The study determined that majority of the respondents had a vague idea or could describe the
vision and mission statements but they have never been agreed upon or written down. This
study therefore recommends that civil society organizations especially community based
organizations should trained on importance of strategic planning. This can be done through
collaborations with well established civil society organizations.
ii.
The study also established that adoption of information technology was very low in civil
society organizations thus influencing implementation of HIV/Aids projects. This study
therefore recommends that CSOs should seek support for information technology facilities
such as computers, printers and modems which are beyond their reach from well established
organizations, corporates and well wishers.
iii.
The study revealed that there was very low documentation and use of data to inform
management decisions, donor reporting and to provide feedback to the community. Civil
society organizations either responded to donor monitoring guidelines only or had general
monitoring procedures. Monitoring and evaluation was not participatory and majority of the
organizations involved project implementation staff in planning the monitoring and evaluation.
This study, therefore, recommends that civil society organizations should be capacity build on
64
monitoring and evaluations guidelines with more emphasis on reporting and participatory
M&E.
iv.
The study also established that organizations did not have enough data on events that they
could learn from their own mistakes. The study also revealed that organizations effectively
communicated the risks to stakeholders on average. This study recommends that civil society
organizations should be encouraged to communicate the risk to relevant stakeholders, develop
a risk review process so as to ensure projects are successfully implemented.
5.6
i.
Recommendations for Further Research
The study recommends further studies on influence of project management practices in other
sub counties for generalization.
ii.
The study recommends further research studies on monitoring and evaluation practices on
organizations implementing HIV/Aids projects.
iii.
The study also recommends an in-depth study on gender role in community based
organizations implementing HIV/Aids projects.
65
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71
APPENDICES
APPENDIX I: Letter of Transmittal
Samuel Githika Mucheru,
P.O Box 406 00300 Nairobi.
Cellphone: 0734197503
Dear Respondent,
RE: LETTER OF TRANSMITTAL
I am a student at the University of Nairobi pursuing a Masters of Arts degree in Project Planning and
Management. As part of my final year I am required to carry out academic work in the form of a
research study.
My aim is to conduct a study on influence of project management practices on implementation of
HIV & Aids projects: A case of civil society organizations in Imenti North sub-county. The study
will be guided by 6 sections which include; personal information, planning, information technology,
monitoring and evaluation, training and risk management. The information given will be treated with
utmost confidentiality and will not be used for other purposes except the study.
The findings of this study may be used by civil society organizations, National Aids Control Council
(NACC), Ministry of Public Health, Ministry of Planning and Vision 2030 which are key players in
development projects, and other development partners to formulate policies and decision making in
the region. This will lead to successful implementation of projects which will not only help the
beneficiaries but also the larger community.
Attached please find a questionnaire that requires you to provide information by answering questions
honestly and accurately. You may not record your name anywhere in the questionnaire. The
information given will be treated with utmost confidentiality and will not be used for other purposes
except the study. Your assistance will be highly appreciated.
Thank you.
Samuel Githika Mucheru
University of Nairobi
Reg. L50/77616/2012
72
APPENDIX II: Questionnaire for Project Managers and Project Coordinators
Please respond to each question by putting a tick or writing in the space provided. DO NOT indicate
your name anywhere in this questionnaire. All responses you shall give will be handled with utmost
confidentiality.
SECTION A: BACKGROUND INFORMATION
1.
Gender
[]
2.
3.
Male
[]
Female
[]
18-30
[]
41-50
[]
31-40
[]
Above 50
[]
FBO
Age
Type of organization
[]
4.
5.
NGO
[]
CBO
How long have you worked in this organization?
[]
Less than one year
[]
10-15yrs
[]
1-5yrs
[]
Above 15yrs
[]
6-10yrs
Please tick the nature of activities carried out by your organizations. (You can tick more
than one)
[]
Behavior change communication (BCC)
[]
Mitigation of socio-economic impact (e.g. orphans and vulnerable children support,
income generating activities, etc)
[]
Support, care and treatment of the sick
[]
HIV/Aids advocacy and human rights
[]
Others (Specify)…………..
SECTION B: STRATEGIC PLANNING
6.
Does your organization have a vision statement?
[]
Yes
[]
No
73
7.
If No, explain why.
8.
If Yes is the vision statement clearly understood, agree by all members of the
organization?
9.
[]
Have a vague idea of the vision
[]
Can describe the vision but they have never been agreed upon or written down
[]
Vision written down, but few people consulted
[]
Vision statement agreed by all members and used to guide mission and projects
Does your organization have a mission statement?
[]
Yes
[]
No
10.
If No, explain why.
11.
If Yes is the mission statement clearly understood, agree and approved by all members of
the organization?
12.
[]
Have a vague idea of the mission
[]
Can describe the mission but they have never been agreed upon or written down
[]
Mission written down, but few people consulted
[]
Mission statement agreed by all members and used to guide decisions about projects
Does your organization have work plans?
[]
Not aware of need of one
[]
The organization knows the necessary interventions to be carried out but has not
developed a work plan.
[]
The organization knows the necessary interventions; has developed a work plan for
some to guide project implementation
[]
The organization knows the necessary interventions; has developed a work plan to
guide project implementation.
74
13.
14.
Does the organization clearly assign lead responsibility for action plan implementation to a
person or, alternately, to a team?
[]
Yes
[]
No
To what extent do you agree with the following statements?
Strongly
disagree
The organization follows a defined set of procedures
in its strategic planning process.
Sufficient resources are allocated for implementation.
The organization planning process based on criteria
by which options can be compared and selected.
The organization sets clearly defined and measurable
performance standards for each plan element.
15.
Disagree
Neutral
Agree
Strongly
agree
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
In your opinion, what challenges does your organization face during planning process?
SECTION C: INFORMATION TECHNOLOGY
16.
Which information technology facilities do you have access to in your organization?
[]
Computer(s)
[]
phones (mobile, CDMA etc)
[]
Others (specify)……….
[]
Printer(s)
17.
How many computers do you have in your organization?
18.
On a weekly basis, approximately how many hours do you use a computer in your work?
[]
Less than 1 hour
[]
1-5 hours
[]
6-10 hours
[]
11-20hours
[]
21-40hours
[]
More than 40 hours
75
19.
20.
Which of the following activities do you do with your computer in your organization?
[]
Document preparation (report writing)
[]
Email
[]
Browsing the internet (social media e.g. facebook, twitter etc)
[]
Programming/data analysis
[]
Systems/network administration
[]
Presentation graphics (e.g powerpoint)
To what extent are you satisfied with the following statements?
Overall, I am satisfied with the computing
environment in my organization.
Overall, I am satisfied with the variety of services
provided by the information technology in my
organization.
Overall, I am satisfied with the quality and
reliability of services provided by the information
technology in my organization.
21.
Very
satisfied
Somewhat
satisfied
Neutral
Dissatisfied
Very
dissatisfied
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
How do you protect your work/information in your computer? (Tick all that apply)
[]
No protection
[]
Use of Anti-virus protection
[]
Use of passwords at logon
[]
Encrypting my files
[]
Disallowing file sharing
[]
Keep off from unprotected wireless networks
[]
Other (specify)
76
22.
To what extent do you agree with the following statement? I know who to contact when I
have a technology question or problem.
[]
Strongly agree
[]
Agree
[]
Neutral
[]
Disagree
[]
Strongly disagree
SECTION D: MONITORING & EVALUATION PRACTICES
23.
How can you describe monitoring and evaluation of the progress of HIV/AIDS activities
in your organization?
[]
[]
[]
[]
24.
25.
No monitoring undertaken
Responds to donor monitoring guidelines only
Organization has monitoring procedures
Monitoring processes are documented and data is used to inform management
decisions, donor reporting and to provide feedback to the community
Does your organization prepare progress reports?
[]
Yes
[]
No
Who do you consider as the potential users of monitoring and evaluation reports? (You
can tick more than one)
26.
[]
Donor
[]
Management
[]
Beneficiaries
[]
Staff
[]
Government (e.g. NACC, DASCO)
[]
Others (specify)……………
How do you disseminate monitoring and evaluation findings? (You can tick more than
one).
[]
No dissemination
[]
On the notice board
[]
Report to the donor
[]
Report to the beneficiaries
[]
Other (Specify)…………………
[]
77
Community meetings
27.
28.
29.
How can you rate monitoring and evaluation reporting requirements from your donors?
[]
Not strict
[]
Less strict
[]
Strict
[]
Very strict
Which of the following stakeholders do you involve in planning the monitoring and
evaluation of the Projects? (You can tick as many as possible).
[]
Donors
[]
Project implementation staff
[]
Community
[]
Project beneficiaries e.g. orphans
[]
We do not involve any stakeholders
In your opinion what do you think are the challenges facing monitoring and evaluation in
your organization?
[]
Lack of adequate training on monitoring and evaluation
[]
Lack of funding for monitoring and evaluation
[]
Not viewed as a priority by the organization
[]
Inadequate monitoring and evaluation strategies
[]
Others (specify)………….
SECTION E: TRAINING ON PROJECT MANAGEMENT
30.
31.
State your level of education
[]
Primary
[]
Tertiary (college)
[]
Secondary
[]
University
Have you ever been trained anything on project management?
[]
Yes
32.
If Yes, which areas were you trained on?
33.
What was the mode of training?
[]
No
[]
on-job training
[]
off-the job training
[]
workshops
[]
others (specify)
78
34.
Do you feel such training programs are helpful in bringing about development and
efficiency in your organization?
[]
35.
Yes
[]
No
Which areas would you like to be trained on?
SECTION F: RISK MANAGEMENT
36.
37.
38.
Which of the following risks have ever faced your organization?
[]
Technological (e.g. hacking, introduction of new technology)
[]
Political risk
[]
Legal risk (e.g. court case)
[]
Environmental risk (e.g. floods, drought, diseases etc)
[]
Other (specify)
Which measures do you use to mitigate the risks?
[]
Avoidance
[]
Adoption (no action taken)
[]
Transfer the risk to another party (e.g. sub-contracting)
[]
Other (specify)
To what extent do you agree with the following statements?
Strongly
disagree
The organization management encourages the
reporting of events in order to identify the risks.
The organization effectively communicates the risk to
the stakeholders.
The organization evaluates and records the risks when
making important decisions (e.g. launch new projects,
development of strategic plans).
The organization has a risk review process, after
implementation of the mitigation measures for
identified risk.
The organization has enough data on events that it can
learn from its own mistakes.
Disagree
Neutral
Agree
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
THANK YOU FOR YOUR TIME AND COOPERATION
79
Strongly
agree
APPENDIX III: List of Civil Society Organizations Implementing HIV & Aids projects in
Imenti North Subcounty
NON-GOVERNMENTAL ORGANIZATIONSs
International Peace Initiative
Save the Child Kenya
Food for Hungry Kenya
Meru Hospice
Timau Family Programme (Affiliated To Child Fund)
Kenya Red Cross-Meru Branch
Ripples International
Family Health Options
FAITH BASED ORGANIZATIONS
ACK Timau Youth Project
MCK Kaaga Synod
Diocess of Meru-Samaritan Care Foundation
SUPKEM-Meru District Council
MCK Murerwa Child Development Centre
COMMUNITY BASED ORGANIZATIONS
Majengo Support Group
MCK Gachua SHG
Naari by Grace-Buuri
Hope Buuri
Naari Mwangaza Support Group
MCK Kiamwitari Support Group
Faith Rays of Hope Support Group
Nthimbiri HCBCC
Kinoru-Mwiteria Support Group
80
Kagendo Orphans Support Group
Kiirua Dispensary PLWHAS
Baraka Gakoromone Support Group
Kimeru Oasis
Triple K PLWHIV
Meru Youth Arts Programme
Buuri Community Development Initiative
Arise and Save CBO
Kiirua Mutethia Muungano CBO
Giaki Sub district Hospital Support Group
North Imenti PLWHAS Support Group
Nchoroiboro Community Health Workers CBO
Mugene Kithoka CBO
Mutindwa Theatrix
Ruiri Farm Support Group
Blessings Class Support Group
St.Pauls Support Group
Gakurine Mwangaza Support Group
Bariki Support Group
MCK Ntakira HBCC
Muchui Mother for Orphans CBO
Source: Imenti North Constituency Aids Control Council Office
81
APPENDIX IV: Krejcie and Morgan Sample Size Determination Table
N
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
S
10
14
19
24
28
32
36
40
44
48
52
56
59
63
66
70
73
76
N
100
110
120
130
140
150
160
180
190
200
210
220
230
240
250
260
270
270
S
80
86
92
97
103
108
113
118
123
127
132
136
140
144
148
152
155
159
N
280
290
300
320
340
360
380
400
420
440
460
480
500
550
600
650
700
750
S
162
165
169
175
181
186
181
196
201
205
210
214
217
225
234
242
248
256
Note: “N” is population size
“S” is sample size.
82
N
800
850
900
950
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2200
2400
2600
S
260
265
269
274
278
285
291
297
302
306
310
313
317
320
322
327
331
335
N
2800
3000
3500
4000
4500
5000
6000
7000
8000
9000
10000
15000
20000
30000
40000
50000
75000
100000
S
338
341
246
351
351
357
361
364
367
368
373
375
377
379
380
381
382
384