Project Implementation Practices and Project Performance of the Integrated Housing Projects in Laikipia County, Kenya

Abstract

This study examined the effect of project implementation practices on the performance of the Integrated Housing Project implemented by Habitat for Humanity Kenya (HFHK) in Laikipia County, Kenya. Specifically, it assessed the effect of stakeholder engagement practices, Monitoring, Evaluation, Accountability and Learning (MEAL) practices, and project planning practices on project performance, and investigated the mediating role of organizational capacity in this relationship. A descriptive case study research design was adopted targeting a population of 128 respondents comprising HFHK project staff, community beneficiaries, and local government representatives directly involved in the project. A census approach was employed, yielding 101 completed questionnaires (79% response rate). Structured questionnaires with five-point Likert-scale items were administered and data analysed using IBM SPSS Statistics Version 26 through descriptive statistics, Pearson correlation, and multiple regression analysis. The study was anchored on the Ladder of Participation Theory, Empowerment Theory, and Systems Theory. Diagnostic tests for normality, multicollinearity, linearity, and homoscedasticity confirmed that all regression assumptions were satisfied. All three implementation practice variables significantly and positively influenced project performance. Stakeholder engagement practices had a statistically significant effect (β = 0.523, p < 0.05, R² = 0.274). MEAL practices recorded the highest individual R² (β = 0.602, p < 0.05, R² = 0.362). Project planning practices recorded the strongest bivariate correlation with performance (β = 0.582, p < 0.05, R² = 0.339). The combined model explained 46.0% of the variance in project performance (R² = 0.460, F = 21.456, p < 0.05). Organizational capacity partially mediated the relationship between implementation practices and performance, increasing the model's explanatory power to 55.5% (R² = 0.555, β = 0.174, p < 0.05). Development organizations should institutionalize participatory stakeholder engagement mechanisms, strengthen MEAL systems for real-time learning and adaptive management, and invest in comprehensive project planning to enhance performance and sustainability. Strengthening organizational capacity amplifies the benefits of all three implementation practices