Purpose: It was prudent that the Church of Uganda strategic plan 2025 was incorporated with a monitoring strategy intended to progressively track program performance and analyze activity implementation and foresee any difficulties so as to take timely corrective action.  This paper examined the relationship between monitoring and performance of Church of Uganda Projects in Namirembe Diocese. Methodology: A Cross sectional survey design was used on a study population of 117 respondents. 87 respondents filled the Survey questionnaires whose responses were analysed by using correlational and regression analysis by using PSPP software Version 1.2.0-g0fb4db. Key Informant interviews and an FGD were carried out and responses were analysed using content analysis and results presented as text. Findings: Descriptive findings highlighted that monitoring to some extent improves project performance (mean 3.12), This was further supported by the qualitative findings. Furthermore, inferential statistics confirmed that Monitoring had a significant positive relationship with Project performance (β=0.25, p= 0.014<0.05). Unique contribution to theory, practice and policy: In conclusion, this paper established that monitoring influences project performance. The weaknesses included; Diversion of funds from the intended projects, No assigned personels to directly monitor projects, Lack of monitoring skills and knowledge, Lack of transparency in the reports, inadequate salaries of the monitoring staff, conflict of interest in the businesses that are run on Church land. Therefore, to improve upon the performance of Church of Uganda projects, it is important to strengthen the monitoring mechanisms; financial monitoring, process monitoring and outcome monitoring. The non-existent monitoring framework will be developed with informed decisions from the study.

Purpose: Evaluation as a good management practice and an integral function of the project life cycle improves project performance (Shapiro, 2007; Nyonje et al, 2012; Shelber, 2014). The Church of Uganda planned various evaluations to determine the performance of the strategic plan 2025.  This paper examined the relationship between evaluation and performance of Church of Uganda Projects in Namirembe Diocese. Methodology: A Cross sectional survey design was used on a study population of 117 respondents. 87 respondents filled the Survey questionnaires whose responses were analysed by using correlational and regression analysis by using PSPP software Version 1.2.0-g0fb4db. Key Informant interviews and an FGD were carried out and responses were analysed using content analysis and results presented as text. The empirical results were presented in frequencies, percentages and summarized into tables. Findings: Descriptive findings highlighted that evaluation to some extent improves project performance (mean 3.1), This was further supported by the qualitative findings. However, inferential statistics revealed that evaluation had a non-significant positive relationship with Project performance (β=0.17, p= 0.188>0.05). Unique contribution to theory, practice and policy: In conclusion, this paper established that evaluation to some extent influences project performance. The weaknesses included; having impromptu evaluations of what has not been monitored, lack of evaluation skills and knowledge, lack of commitment from staff, lack of allegiance to the Diocese and only local parish focus, lack of having set Key performance indicators (KPIs) and baseline information. Therefore, to improve upon the performance of Church of Uganda projects, it is important to strengthen the evaluation mechanisms; baseline evaluation, mid-term evaluation and end-term evaluation. The non-existent evaluation framework will be developed with informed decisions from the study.

Purpose: The study investigated the relationship between Monitoring and Evaluation systems and performance of Urban local governments in Jinja District of Eastern Uganda. Specifically, the study focused on establishing the relationship between M&E systems inputs, M&E systems process, M&E systems outputs and performance of Urban local governments in Jinja District. Methodology: The study used a cross sectional study design employing both qualitative and quantitative research approaches. The population (112) of the study consisted of the Town clerks, Political leaders and Town council employees to which simple random sampling was applied. Quantitative data was collected from a sample of 76 respondents using researcher administered questionnaire. Responses were rated on a 5-Likert scale and analyzed for descriptive and inferential statistic using SPSS software presented in tables. Qualitative data was collected from 10 key informants using interview guides analyzed using content analysis and presented as text. Findings: Correlational analysis revealed that a significant and a strong positive linear relationship between performance of urban local governments in Jinja District and M&E systems inputs (r= 0.730**, p < 0.05), M&E system process (r= 0.814**, p < 0.05) and M&E system outputs (r= 0.739**, p < 0.05). Regression analysis showed a significant and positive influence of M&E system inputs (β=-.203, p=.001, <0.05), M&E system process (β=.071, p=.001, <0.05) and M&E system outputs (β=.315, p=.000, <0.05) on the performance of urban local governments in Jinja District. Unique contribution to theory, practice and policy: There are weaknesses in the M&E systems in urban local governments in Jinja District in terms of failure to track results despite the huge investments in area of M&E. Therefore, there is need to strengthen the M&E systems of urban local governments in Jinja district by; placing trained M&E human resource; developing M&E frameworks and developing costed M&E work plans Future studies should examine the perception of local government employees on the institutionalization of M&E system in the public sector of Uganda.

Purpose: The purpose of this study was to examine the influence of Monitoring and Evaluation (M&E) system components on the performance of National Non-Governmental Organizations (NNGOs) in Uganda: A case of Global Aim Uganda. The study focused on the i) influence of organizational structure on the performance of Global Aim Uganda (GAU), ii) influence of routine M&E on the performance of GAU and the influence of utilization of M&E information on the performance of GAU. Methodology: The study used a cross sectional study design employing both qualitative and quantitative research approaches. The population of the study consisted of the staff of Global Aim Uganda, implementing partners and project beneficiaries to which stratified random sampling was applied. 164 respondents (100% response rate) were reached for the survey and 15 respondents out of 17 (88.23% response rate) were reached for interviews. Qualitative data were collected using interview guides analyzed using content analysis and presented as text in normative form. Quantitative data was collected using researcher administered questionnaires. Responses were rated on a 5-Likert scale and were coded, cleaned and analyzed for descriptive and inferential statistic using SPSS software (version 20.0) presented in tables. Findings: Correlational analysis showed a significant and positive correlation between performance of Global Aim Uganda and organizational structure (r=.244**, p=.002, <0.05), routine M&E (r=.403**, p=.000, <0.01) and utilization of M&E information (r=.526**, p=.000, <0.01). Results from regression analysis revealed a non-significant and negative influence of organizational structure (β= -.013, p=.873, >0.05) on performance. While, there is a positive and significant influence of routine M&E (β=.199, p=.001, <0.05) and utilization of M&E information (β=.327, p=.000, <0.05) on the performance. The coefficient of determination (r2) between predictor variables and performance of Global Aim Uganda is 0.322 (32.2%). Unique contribution to theory, practice and policy: There is need to strengthen the M&E system components. These can be done through improved internal reporting, broadening the functions of the M&E unit, incorporating aspects of M&E in staff roles and responsibilities, conducting project specific baseline surveys, starting to conduct project evaluations and increasing the utilization of M&E information in decision making. Further study should focus on the M&E capacity of the organization.