Enterprise development programmes in refugee hosting communities operate under conditions that can influence business performance in ways conventional monitoring systems may not fully capture. Market access, infrastructure limitations, financing constraints and institutional arrangements can shape how businesses operate and respond to development support.

In Kakuma and Kalobeyei, northern Kenya, understanding these conditions is important when assessing investments intended to strengthen local enterprises and economic opportunities. Financial support, technical assistance and business development interventions may generate measurable outputs, but these figures do not always explain how participating enterprises experience change.

For programme managers and investors, assessing impact therefore requires examining both reported results and the circumstances influencing them. This was the focus of an assignment undertaken by Impact Africa Consulting Limited (IACL) for AECF.

Examining the Kakuma Kalobeyei Challenge Fund

In 2025, IACL conducted a qualitative impact measurement assignment for the Kakuma Kalobeyei Challenge Fund, an AECF initiative operating in Kenya.

The engagement examined programme relevance, effectiveness, efficiency, sustainability and the factors influencing outcomes. It sought to understand implementation experiences, delivery performance and the relationship between programme interventions and emerging results.

An important consideration was distinguishing reported achievements from evidence of meaningful change. Programme monitoring can establish whether activities occurred and targets were met, while qualitative assessment provides an opportunity to investigate how participants experienced those interventions and what influenced the results.

This distinction informed the evaluation approach and the questions guiding the assignment.

Investigating performance through multiple perspectives

IACL began by examining programme documents, work plans, progress reports, monitoring information, results data and stakeholder records. This review established the available evidence and identified areas requiring further investigation.

The team engaged programme personnel, implementing partners, participating organisations, beneficiaries and other relevant stakeholders. These consultations provided perspectives on programme delivery, institutional arrangements, operational difficulties and experiences associated with the interventions.

The assessment considered intended and emerging results alongside delivery constraints, stakeholder expectations and sustainability considerations. It also examined gaps in the available evidence that could affect conclusions about programme performance.

Combining documentary analysis with stakeholder perspectives enabled IACL to examine how implementation conditions influenced programme experiences rather than relying exclusively on reported performance indicators.

Connecting evaluation evidence with programme decisions

The assignment required a structured approach to interpreting information from different sources. IACL developed evaluation questions, evidence matrices and consultation tools to organise the assessment and guide analysis.

The review considered performance patterns, implementation quality, institutional capabilities and factors affecting the achievement of programme objectives. Relevant standards and benchmarks informed interpretation, while limitations in available evidence were considered when developing conclusions.

This process supported the identification of findings and recommendations relevant to programme management. Particular attention was given to understanding which issues required management attention and how future monitoring could provide more useful information.

The resulting assessment connected stakeholder experiences with operational and institutional factors influencing programme delivery.

Making evaluation findings usable

Evaluation reports are valuable when their findings can inform decisions about existing interventions and future programme design. For the Kakuma Kalobeyei Challenge Fund, IACL developed analytical conclusions, practical recommendations and monitoring and learning guidance for AECF and relevant partners.

The work addressed implementation responsibilities, sequencing, performance measures, resource considerations and follow up priorities. Emerging findings were also reviewed and validated with stakeholders to improve their relevance and practical application.

The documented assignment establishes the evaluation process and its advisory outputs. It does not provide verified figures for jobs created, business revenue growth or changes in household incomes attributable to the programme.

These distinctions matter when communicating development results because programme performance claims should remain proportionate to the available evidence.

Lessons for enterprise development programmes

The Kakuma Kalobeyei assignment demonstrates the contribution of qualitative evaluation to understanding development interventions in complex operating environments.

Quantitative indicators remain important, but they may not adequately explain differences in participant experiences, institutional constraints or the conditions affecting business sustainability. Qualitative evidence can help programme managers interpret these patterns and identify improvements.

For organisations supporting enterprises in refugee hosting communities, evaluation design should therefore account for local market conditions, participant perspectives and implementation realities.

The value of impact measurement lies in explaining what changed, understanding the factors influencing those changes and providing credible evidence for better programme decisions.