Research proposal
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter reviews relevant literature related to the study. It begins with an overview of the theoretical framework underpinning the research, followed by a discussion of empirical studies on the factors influencing the utilization of monitoring and evaluation (M&E) findings. The review focuses on three main areas: technical capacity, financial capacity, and the quality of evaluation findings.
2.2 Theoretical Review
The study is anchored on the General Systems Theory (GST), developed by Ludwig von Bertalanffy in 1934 (as cited in Tamas, 1987). GST provides an analytical framework for understanding how planning influences performance. According to Bertalanffy (1968), a system is a set of interrelated elements that form a complex whole, composed of parts and sub-parts organized according to a particular scheme.
Key characteristics of a system include:
A system is composed of parts, sub-parts, and sub-systems.
The parts are interdependent, with changes in one component affecting others.
The relationships among parts are situated within the context of the whole.
A fundamental feature of systems is the input–output transformation process, which is vital for system survival. Inputs—such as information, money, materials, or human resources—are taken from the environment, transformed within the system, and released as outputs, usually in the form of goods and services (Bertalanffy, 1968). The system thus acts as a mediator between its environment and its outputs.
The theory has been widely applied in various disciplines, including community development. In the context of this study, inputs include technical, technological, and human resources for M&E, while the outputs are represented by the effective utilization of M&E findings within public health units.
2.3 Conceptual Review
This section reviews literature from different scholars in line with the study objectives and the conceptual framework.
2.3.1 Technical Capacity
Adequate Personnel
The sustainability of an M&E system relies heavily on the availability of skilled human resources. Developing a pool of competent evaluators requires more than short-term workshops; it calls for structured technical training combined with practical, on-the-job experience. Opportunities for such training can be accessed through government institutions, private organizations, universities, professional bodies, mentorship programs, and job placements (Acevedo et al., 2010).
Human capital with adequate skills and experience is essential for producing reliable M&E results. Effective human resource management is therefore necessary to ensure both the quantity and quality of M&E staff are maintained (World Bank, 2011). However, one of the major challenges facing M&E systems is the shortage of qualified professionals (Koffi-Tessio, 2002). Because M&E is still a relatively new professional field, demand for expertise continues to outstrip supply, making capacity-building initiatives—including standardized training programs—crucial (Görgens & Kusek, 2009).
The UNDP (2009) handbook stresses that technical expertise is indispensable for high-quality monitoring and evaluation. Staff need skills not only in M&E methods but also in research and project management (Nabris, 2002). Numerous toolkits, manuals, and handbooks have therefore been developed to support NGO staff in strengthening M&E capacity, fostering efficiency, and improving project impact (Hunter, 2009; Shapiro, 2011).
Qualified and Experienced Personnel
The success of an M&E system depends on having skilled individuals capable of carrying out technical tasks effectively. According to UNAIDS (2008) and Görgens & Kusek (2010), building M&E capacity requires structured training, mentorship, coaching, and internships. This capacity-building should cover not only technical skills but also leadership, communication, supervision, and advocacy.
Monitoring and evaluation conducted by untrained or inexperienced staff is likely to be costly, time-consuming, and yield irrelevant results (Nabris, 2002). UNDP (2011) also highlights that many civil society organizations (CSOs) in the Pacific struggle with weak M&E systems due to insufficient staff training. White (2013) notes that international NGOs (INGOs) often face challenges with limited staff capacity, where one officer is stretched across multiple projects, leading to burnout and high turnover rates. Mibey (2011) recommends that M&E capacity-building should be prioritized and integrated into projects as a core component.
2.3.2 Financial Capacity
Availability of Funds
Financial capacity refers to the adequacy of resources allocated to support M&E functions within an organization (USAID, 2015). This includes timely availability, sufficient disbursement, and accountability of funds. Without adequate financial support, M&E systems struggle to operate effectively.
For instance, in Ghana, a study by CLEAR (2012) revealed that despite progress in implementing a national M&E system, financial shortages continued to hinder operations. The report recommended strengthening institutional frameworks and harmonizing existing M&E mechanisms to ensure sustainability.
Timely Funding
Delays in fund disbursement negatively affect M&E performance. Koffi-Tessio’s (2002) study of Bank-financed projects across Burkina Faso, Kenya, Rwanda, Mauritania, and Mozambique revealed that financial constraints often prevented M&E systems from fulfilling their intended objectives
