Strategy Implementation Process and Performance of NGCDF Projects in Kenya: A Case of Kajiado NGCDF

Abstract

Project performance often suffers from inadequate planning and budgeting, which creates inefficiencies that can derail intended outcomes. In the National Government Constituency Development Fund (NGCDF) of Kajiado North Constituency, Kenya, these inefficiencies are exacerbated by unclear strategy implementation, resulting in delayed and incomplete projects despite considerable financial investments. This study sought to examine the influence of strategy implementation and project performance, with a particular focus on the roles of independent variable of planning, budgeting, and a moderating variable organizational culture. The research employed a mix of resource-based theory, institutional theory, and the balanced scorecard framework to form its theoretical basis. Data was collected from a total of 267 stakeholders, including project managers, government officials, and community representatives, with a stratified sample of 160 respondents providing the primary data. Both quantitative and qualitative methods were used to capture a holistic view of the issues at hand, and the data were statistically validated through measures like p-values and R-squared statistics. The study found that effective strategy planning had a significant impact on project performance, accounting for 68% of the variance in project outcomes (R-squared = 0.68, p < 0.05). Active engagement of stakeholders throughout the planning phase enhanced project performance, ensuring timely completion and adherence to scope. Additionally, sound strategy budgeting was found to improve project outcomes significantly (R-squared = 0.54, p < 0.05), although issues like financial mismanagement and constraints remained critical challenges. Organizational culture also played a critical role as a moderating factor, with teamwork, accountability, and innovation correlating positively with successful project execution (R-squared = 0.63, p < 0.05). Despite these positive correlations, obstacles such as inadequate skills among personnel and financial shortfalls hindered effective strategy execution. Recommendations to address these barriers included investing in capacity-building initiatives, strengthening financial management, and promoting continuous stakeholder engagement. The study's recommendations align with Kenya's Vision 2030 and contribute to achieving Sustainable Development Goals (SDGs), particularly SDG 9 and SDG 16, which emphasize improved infrastructure, governance, transparency, and accountability.