Monitoring and Evaluation Dynamics and the Performance of Community Development Projects in Kibera Sub-County, Kenya

Abstract: Kibera has hosted community development projects (CDPs) run by non-governmental organisations, faith-based groups and government for decades, yet visible improvement in residents' living conditions has been slow, and weak monitoring and evaluation (M&E) is a frequently cited explanation. This study examined the effect of four M&E dynamics, namely capacity building, stakeholder involvement, planning and budgetary allocation, on the performance of community development projects in Kibera Sub-County, Nairobi, anchored on the resource-based view, stakeholder theory and dynamic capabilities theory. A descriptive design was adopted. A sample of 432 respondents, comprising 384 residents drawn by stratified random sampling across Kibera's wards and a census of the project, finance, procurement and human resource managers of the 12 ongoing projects, was surveyed, and 340 usable questionnaires were returned (78.7 per cent). Data were analysed using descriptive statistics, Pearson correlation and multiple linear regression. The four dynamics jointly explained 71.4 per cent of the variance in project performance (F(4, 335) = 208.62, p < .001). M&E capacity building had the largest effect (B = 0.473, β = .421, p < .001), followed by M&E planning (β = .245) and stakeholder involvement (β = .239), while budgetary allocation was significant but contributed little independently (β = .070, p = .023). Capacity building was the least developed of the four practices, with only two-thirds of respondents agreeing that training is provided, so the practice with the largest effect is also the one with the most room for improvement. Projects were rated more successful at meeting deliverables than at improving beneficiaries' economic lives, which suggests that M&E in these projects tracks outputs more closely than outcomes. The study recommends that implementing organisations treat M&E training as a recurring investment, move stakeholder involvement beyond design into the routine use of community feedback, and tie M&E plans to outcome indicators as well as to deliverables. Keywords: monitoring and evaluation; capacity building; stakeholder involvement; M&E planning; M&E budget; community development projects; informal settlements; Kenya. Title: Monitoring and Evaluation Dynamics and the Performance of Community Development Projects in Kibera Sub-County, Kenya Author: Mellen Wamboi Marende, David M. Nzuki International Journal of Management and Commerce Innovations ISSN 2348-7585 (Online) Vol. 14, Issue 2, October 2026 - March 2027 Page No: 105-112 Research Publish Journals Website: www.researchpublish.com Published Date: 29-October-2026 DOI: https://doi.org/10.5281/zenodo.23764710 Paper Download link (Source) https://www.researchpublish.com/papers/monitoring-and-evaluation-dynamics-and-the-performance-of-community-development-projects-in-kibera-sub-county-kenya