Evidence from NGO‑led Health Initiatives in Kenya
PEER REVIEWED PAPER
By Walubengo Wilberforce Wasike, PhD
and
Walubengo Sylvia Sarah
Kenya
Abstract
Monitoring and evaluation (M&E) systems play a critical role in project management by transforming project activities into measurable evidence for learning, accountability, and decision- making. In Kenya, non-governmental organisations (NGOs) implement a significant number of community-based health initiatives aimed at improving access to healthcare services and strengthening public health outcomes. However, many development projects continue to face challenges related to sustainability, cost overruns, delayed implementation, and limited community ownership.
Stakeholder engagement has increasingly been recognized as a critical factor in improving monitoring and evaluation systems and enhancing project success. Participatory monitoring and evaluation approaches allow beneficiaries, health workers, government officials, and development partners to contribute to project monitoring processes, thereby strengthening accountability, transparency, and decision-making.
This study examines the relationship between stakeholder engagement in monitoring and evaluation and project success in NGO-led health initiatives in Kenya. Drawing on stakeholder theory developed by R. Edward Freeman and results-based management frameworks promoted by international development institutions, the paper synthesizes empirical evidence from research studies and policy frameworks to explore how participatory monitoring and evaluation influences project performance.
The findings suggest that projects that actively involve stakeholders in monitoring and evaluation processes demonstrate higher levels of project completion, improved service delivery, stronger accountability mechanisms, and greater sustainability. Stakeholder engagement promotes community ownership of development initiatives and enhances the relevance of project interventions to local needs.
Despite these benefits, participatory monitoring and evaluation practices remain inconsistently implemented across development programs. Capacity constraints, resource limitations, and varying levels of institutional commitment continue to affect stakeholder participation in monitoring activities.
The paper concludes by proposing policy recommendations aimed at strengthening participatory monitoring systems in NGO-led health initiatives in Kenya. These include strengthening institutional capacity for participatory monitoring, investing in digital monitoring systems, and promoting collaborative governance structures that enhance stakeholder participation in development projects.
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How to cite this paper: Wasike, W. W. and Sarah, W. S. (2026). Enhancing Project Success through Stakeholder Engagement in Monitoring and Evaluation: Evidence from NGO‑led Health Initiatives in Kenya; PM World Journal, Vol. XV, Issue IV, April. Available online at https://pmworldjournal.com/wp-content/uploads/2026/04/pmwj163-Apr2026-Walubengo-Enhancing-Project-Success-through-Stakeholder-Engagement.pdf
About the Authors
Walubengo Wilberforce Wasike, PhD
Nairobi, Kenya
Walubengo Wilberforce Wasike, PhD, MCIPS, MKISM, MKAPM, MEPAK, MISDS is a seasoned scholar and development practitioner with over 20 years of experience in project planning and management, supply chain management, monitoring and evaluation, and institutional governance across the public, private, and nonprofit sectors. He holds a PhD in Project Planning and Management from the University of Nairobi, a Master’s Degree in Monitoring and Evaluation from Uganda Technology and Management University (UTAMU), and a Master of Business Administration (Project Management) from Kenyatta University. Walubengo has served in senior executive and board leadership roles at both national and international levels, mobilizing and managing substantial development financing for large-scale projects. He is an experienced university lecturer, researcher, consultant, and trainer, having taught at the University of Nairobi, Turkana University, and UTAMU, with strong interests in project governance, stakeholder engagement, performance management, and sustainable development.
Walubengo Sylvia Sarah
Nairobi, Kenya
Walubengo Sylvia Sarah is a Human Resource Management professional with academic training in leadership, management, and project management. She holds a Master’s degree in Management and Leadership and a Bachelor Management and Leadership (Human Resource specialization) from the Management University of Africa, Nairobi. She also holds a Diploma in Project Management and a Certificate in Business Management from the Kenya Institute of Management and Diploma in human resource Development from ICM -UK . Her professional experience includes project coordination, human resource administration, monitoring and reporting, and community-based project support, with a strong interest in applying management theory to practical organizational and development contexts.
