Victor Ochieng’ Kosi

A 33 yeas of age, a result oriented program management professional focused on infusing program design and monitoring and evaluation for program outcomes. Has over 9 years’ experience in humanitarian, health and child protection programs. Skilled conducting research, monitoring program accountability, planning and disaster management. Proven ability to deliver high quality monitoring and evaluation systems that guarantee value for money, effectiveness in tracking of outcomes and supporting program teams in learning and decision making.

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Project Summary

Influence of Program Design on Performance of Community Led Action for Children Project in Kisumu County, Kenya

Research Supervisors

Dr. Stephen Okello

Prof Maria Anyango

The purpose of this study was to assess the influence of program design on performance of community led action project with a case study of community led action for children

project in Kisumu County, Kenya. The study had four objectives namely: to establish the effect of design of parenting education pillar on performance of the CLAC project, to establish the relationship between design of infrastructure development pillar on performance of the CLAC project, to establish the association between design of the

transition strategies on performance of the CLAC project and to establish the influence of design of advocacy pillar on performance of the CLAC project. The study relied on the community action model as a theoretical framework and targeted a population of 2983 parents that led to a sample of 341 parents and included the project manager. The

study established that the design of the community led action for children project influenced performance of the project to a low extent. The design of parental education influenced 12.5% of the performance of the project, the design of infrastructure

development influenced11.2% of the performance of the project, the design of the transition strategies influenced 15.1% of the performance of the project and the design of

the advocacy strategies influenced 2% of the performance of the project.