INFLUENCE OF POLICY FRAMEWORK ON MITIGATING BUILDING FAILURES IN KENYA
Abstract
This study focused on establishing the influence of policy framework on mitigating building failures in Kenya. The study population was drawn from institutions in both the National and County Governments involved in Policy and Legal formulation, planning and enforcement as well as regulatory professional bodies in the building sector. The total target population was eight hundred and seventy-seven (877) respondents, within the two levels of government. The study used stratified random sampling technique in selecting the sample. The sample size was 275 respondents. Primary data which was largely quantitative and descriptive in nature was collected by use of structured questionnaires. The questionnaire was pilot-tested to test whether the instruments were reliable and valid before administering in the actual study. In analyzing the data, regression analysis was carried out to identify the significance of each study variable. Descriptive statistics such as frequencies, percentages, the mean, standard deviation and standard errors were used in describing the data. From the findings, it was clear that not all of the building professionals were aware of the building policies that were in place and being used and recommended that the institutions charged with the formulation and implementation of the building sector policies should involve the building sector professionals and stakeholders in the formulation, implementation and review of Sector Policies. The Study found out the existance of many policies in sector and recommended harmonization to a comprehensive and adequate policy that addresses all aspects of building process. The study suggested a further research to be conducted on the influence of governance framework on mitigating infrastructural project failures in Kenya.
Key Words: Policies, Building Failures
CITATION: Bucha, P. M., Juma, D., & Onyango, J. (2020). Influence of policy framework on mitigating building failures in Kenya. The Strategic Journal of Business & Change Management, 7(1), 326 – 340.
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DOI: http://dx.doi.org/10.61426/sjbcm.v7i1.1530
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