Project Selection Strategy and the Performance of the NG-CDF Projects in Kenya

ABSTRACT:This study investigates the impact of project selection strategies on NG-CDF project performance in Kenya, emphasizing proactive planning, financial adaptability, and the mitigation of procurement challenges to enhance project efficacy and sustainability. An urgent overhaul of NG-CDF project selection processes is imperative in Kenya to address widespread issues of stalled projects and dissatisfaction, highlighting the critical need for enhanced implementation practices and stakeholder alignment. This study sought to assess the influence of project selection strategy on the performance of the NG-CDF projects in Kenya. The research was conducted in Kenya, focusing on the National Government Constituency Development Fund (NG-CDF) projects, utilizing a cross-sectional study design. The study targeted NG-CDF Fund Account Managers, Project Management Committee (PMC) members, and contractors involved in NG-CDF projects, with a sample size of 384 from 176,243 population determined using the Krejcie and Morgan formula. Data collection employed structured questionnaires to ensure consistency, while reliability was assessed using Cronbach’s Alpha. Validity was ensured through content and construct validation methods. Data analysis encompassed descriptive statistics for summarizing data characteristics and inferential statistics for making predictions based on the data. The key findings on project selection strategy reveal that a substantial percentage of respondents strongly agreed or agreed that NG-CDF projects align with strategic plans (67.8%), project members align with community goals (81.9%), and project design reflects community priorities (79.9%). Additionally, a significant proportion of respondents indicated that comprehensive feasibilities are conducted before project selection (67.1%), potential project risks are identified before implementation (72.1%), and legal and regulatory aspects are considered before project selection (75.9%). The study highlights how project selection strategies significantly impact project performance, with 33.2% of the changes in project performance being linked to variations in project selection. This study concludes that while positive perceptions exist regarding NG-CDF projects’ alignment with strategic plans and community goals, identified areas for improvement include stakeholder alignment, risk identification, legal compliance, and resource allocation and communication. This study recommends the implementation of stakeholder participation in project selection, enhancement of risk management and legal compliance in NG-CDF projects.

KEYWORDS:Community projects, Project Performance, Project Selection Strategy