INFLUENCE OF STAKEHOLDERS ROLE ON PERFORMANCE OF CONSTITUENCIES DEVELOPMENT FUND PROJECTS A CASE OF MANDERA CENTRAL CONSTITUENCY
Abstract
Many CDF projects experience cost overrun and thereby exceed initial contract amount. In Mandera central constituency, the number of CDF projects is increasing from time to time. However, it becomes difficult to complete projects in the allocated cost budget. Taking into account the scarce financial resources of the country, cost overrun is one of the major problems in Kenya. Statistics from the republic of Kenya report showed that Mandera central constituency had been experiencing cost overruns in its CDF projects. For instance, in the construction of school, and roads the cost escalated from 1.2 billion to 2 billion. Data from Republic of Kenya report showed that cost overruns led to stagnation of economic development and the realization of the vision 2030 showed that stakeholders influence was known to solve and intervene loss of money in the management of resources. The objective of the study was to investigate the influence of stakeholder’s role on performance of constituencies’ development fund projects a case of Mandera central constituency. The specific objectives of this study were to establish stakeholder involvement, resource allocation, political influence, governance planning. The study adopted descriptive research design. The target population of the study was 868 CDF committee members of Mandera central constituency which were comprise of Project Committee Members, Past/Present CDC members, Government Technical Officers, Religious Leaders, Teachers, Contractors, and Provincial Administrators. Content analysis was used to analyze the respondents’ views about the performance measurement and evaluation.
Key Word: Stakeholder Involvement, Resource Allocation, Political Influence, Governance Planning
CITATION: Hussein, A. B., & Gekara, M. (2020). Influence of stakeholders role on performance of constituencies development fund projects. A case of Mandera Central Constituency. The Strategic Journal of Business & Change Management, 7 (4), 1311 – 1323.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i4.1862
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