ASSESSMENT OF STRATEGIES USED IN ENHANCING SUSTAINABILITY OF PROJECTS: A CASE OF KENYA NATIONAL HIGHWAY AUTHORITY by Doris Njue A thesis presented to the School of Business and Economics of Daystar University Nairobi, Kenya In partial fulfilment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION in Strategic Management and Project Management October 2021 Daystar University Repository Library Archives Copy ii APPROVAL ASSESSMENT OF STRATEGIES USED IN ENHANCING SUSTAINABILITY OF PROJECTS: A CASE OF KENYA NATIONAL HIGHWAY AUTHORITY by Doris Njue 17-0641 In accordance with Daystar University policies, this thesis is accepted in partial fulfillment of the requirements for the Master of Business Administration degree. Date: __________ ___ Samuel Muriithi, PhD, 1st Supervisor ___________________ ____________________ Thomas Koyier, Msc., 2nd Supervisor __________________________ ____________________ Joseph Munyao, MSc., HoD, Commerce Department _____________________________ ____________________ Evans Amata PhD, School of Business and Economics Daystar University Repository Library Archives Copy iii Copyright©2021 Doris Njue Daystar University Repository Library Archives Copy iv DECLARATION ASSESSMENT OF STRATEGIES USED IN ENHANCING SUSTAINABILITY OF PROJECTS: A CASE OF KENYA NATIONAL HIGHWAY AUTHORITY I declare that this is my original work and has not been submitted to any other college or university for academic credit. Signed: _________________________ Date: __________ Doris Njue 17-0641 Daystar University Repository Library Archives Copy v ACKNOWLEDGEMENTS Firstly, I am extremely grateful to God who has given me the wholeness of spirit, soul and body during this thesis writing process. He strengthened, encouraged and gave me good health and wisdom to complete my thesis and I am thankful for His faithfulness. Secondly, I would like to appreciate my Supervisors, Dr. Samuel Muriithi and Mr. Thomas Koyier for their guidance, professional advice and invaluable support throughout the process of my thesis writing. Without their inputs, this thesis could not have been completed successfully. I would also like to appreciate all the lecturers who taught me during the course work period at Daystar University. Their guidance and ideas provided the framework and foundation upon which this thesis is structured. Thirdly, special thanks to my lovely husband, Zadock Olengo, my son, Neo Olengo and my daughter, Naya Olengo, for giving me all the support I ever needed and for standing and walking with me throughout my academic journey. Your moral and spiritual support is highly appreciated. You gave me the reason to work even hard when I felt like giving up. I also deeply appreciate my family; my mother, Sophie Njue, and my siblings for their love and encouragement during the study period. Last but not least, I wish to thank my colleagues, friends, and anyone not mentioned but supported me in one way in my endeavor to attain this academic success. I would wish to say thank you all and may God bless you abundantly. Daystar University Repository Library Archives Copy vi TABLE OF CONTENTS APPROVAL .................................................................................................................. ii DECLARATION .......................................................................................................... iv ACKNOWLEDGEMENTS ........................................................................................... v TABLE OF CONTENTS .............................................................................................. vi LIST OF TABLES ..................................................................................................... viii LIST OF FIGURES ...................................................................................................... ix LIST OF ABBREVIATIONS AND ACRONYMS ...................................................... x ABSTRACT ................................................................................................................... x CHAPTER ONE ............................................................................................................ 1 INTRODUCTION AND BACKGROUND TO THE STUDY ..................................... 1 Introduction ................................................................................................................ 1 Background of the Study ........................................................................................... 2 Statement of the Problem ......................................................................................... 11 Purpose of Study ...................................................................................................... 12 Objectives of the Study ............................................................................................ 12 Research Questions .................................................................................................. 12 Justification of the Study ......................................................................................... 13 Significance of the Study ......................................................................................... 13 Assumptions of the Study ........................................................................................ 14 Scope of the Study ................................................................................................... 15 Limitations and Delimitations of the Study ............................................................. 15 Definition of Terms .................................................................................................. 15 Summary .................................................................................................................. 16 CHAPTER TWO ......................................................................................................... 18 LITERATURE REVIEW ............................................................................................ 18 Introduction .............................................................................................................. 18 Theoretical Framework ............................................................................................ 18 General Literature Review ....................................................................................... 22 Empirical Literature Review .................................................................................... 40 Conceptual Framework ............................................................................................ 45 Summary .................................................................................................................. 47 CHAPTER THREE ..................................................................................................... 49 RESEARCH METHODOLOGY................................................................................. 49 Introduction .............................................................................................................. 49 Research Design ....................................................................................................... 49 Population ................................................................................................................ 50 Target Population ..................................................................................................... 50 Sample Size .............................................................................................................. 51 Sampling Techniques ............................................................................................... 51 Data Collection Instruments .................................................................................... 52 Data Collection Procedures ...................................................................................... 53 Pretesting .................................................................................................................. 53 Data Analysis Plan ................................................................................................... 56 Ethical Considerations ............................................................................................. 57 Summary .................................................................................................................. 58 CHAPTER FOUR ........................................................................................................ 60 DATA PRESENTATION, ANALYSIS AND INTERPRETATION ......................... 60 Introduction .............................................................................................................. 60 Daystar University Repository Library Archives Copy vii Analysis and Interpretation ...................................................................................... 60 Summary of Key Findings ....................................................................................... 90 Summary .................................................................................................................. 92 CHAPTER FIVE ......................................................................................................... 92 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ............................. 92 Introduction .............................................................................................................. 92 Discussion of Key Findings ..................................................................................... 93 Conclusions ............................................................................................................ 100 Recommendations .................................................................................................. 101 Recommendations for Further Research ................................................................ 102 REFERENCES .......................................................................................................... 103 APPENDICES ........................................................................................................... 116 Appendix A: Questionnaire ................................................................................... 116 Appendix B: Research Permit ................................................................................ 120 Appendix C: Introduction Letter ............................................................................ 121 Appendix D: Ethical Clearance ............................................................................. 122 Appendix E: Plagiarism Report ............................................................................. 123 Daystar University Repository Library Archives Copy viii LIST OF TABLES Table 3.1: Target Population ....................................................................................... 50 Table 3.2: Sample of the Study .................................................................................... 51 Table 3.3:Cronbach Alpha Coefficient ........................................................................ 54 Table 3.4: Item-Total Statistics .................................................................................... 55 Table 4.1: Response Rate……………………………………………………….........60 Table 4.2: Gender of the Respondents ......................................................................... 61 Table 4.3: Age Brackets of the Respondents ................................................................ 62 Table 4.4: Highest Level of Education ........................................................................ 62 Table 4.5: Period of Service ........................................................................................ 63 Table 4.6: Strategies for Sustainability of Projects ..................................................... 64 Table 4.7: Indicators of’ Sustainability of Projects in KeNHA ................................... 67 Table 4.8: Effect of Strategies on Sustainability of Projects in KeNHA ...................... 71 Table 4.9: Challenges Faced in Sustainability of Projects .......................................... 74 Table 4.10: Karl Pearson Correlation Analysis .......................................................... 77 Daystar University Repository Library Archives Copy ix LIST OF FIGURES Figure 2.1: Conceptual Framework ............................................................................ 46 Daystar University Repository Library Archives Copy x LIST OF ABBREVIATIONS AND ACRONYMS ERB Ethics and Research Board GoEs Government-Owned Enterprises ICT Information and Communications Technology KeNHA Kenya National Highway Authority NACOSTI National Council for Science and Technology NGO Nongovernmental Organization PM Project Managers RMS Resource Mobilization Strategy SPSS Statistical Package for the Social Sciences ABSTRACT Kenya National Highways Authority (KeNHA) is a Kenyan government authority that focuses on road infrastructural development projects. Formation of satisfactory and Daystar University Repository Library Archives Copy xi state of art infrastructure is crucial for developing nations to achieve economic development. The aim of this study was to assess strategies used in enhancing sustainability of projects in KeNHA. The objectives of the study were to; assess the strategies used in enhancing sustainability of projects in Kenya National Highway Authority, determine indicators of sustainability of projects in Kenya National Highway Authority, assess the effect of strategies on sustainability of projects in Kenya National Highway Authority, and establish the challenges faced by Kenya National Highway Authority in sustainability of projects. The descriptive study design was used in this study because it helped the researcher to collect large quantities of data from a large population in a cost-effective and reliable manner using questionnaires. Analysis was done using Statistical Package for Social Sciences (SPSS) version 26.0. The study established that research and development is one of the most effective strategies for sustainability of projects. Although adequacy of funding in KeNHA to facilitate sustainability of projects was another strategy, a small number of respondents agreed with the strategy. The study concluded that R&D team in KeNHA was considered as a strategy for sustainability of projects. The study established that economic, socio and environmental effects are indicators of sustainability of projects. The research recommends availability of adequate resource mobilization and effective research and development measures to enhance strategies, implementation and enhancement of sustainability effects. Daystar University Repository Library Archives Copy 1 CHAPTER ONE INTRODUCTION AND BACKGROUND TO THE STUDY Introduction Successfully implemented projects yield benefits to organizations in terms of proper resource utilization and therefore improve the development and growth of an organization (Chandra, 2017). This leads to enhanced performance of the organization and competitiveness sustainability. The organizations are also capable of having a clear direction, focus on their path of growth, and attract resourceful and competent human resource base (Krapfel, Sengupta, & Perry, 2014). Sustainability of projects relies on the organizational members particularly the top management thereby explaining the need for proper coordination in the whole management team (Eid, 2015). Sustainability of projects involves establishing strategies geared towards achieving the intended goals (Chandra, 2017). Projects’ sustainability is mostly hindered by the lack of appropriate strategies and insufficiency use of resources required for implementation (Kerzner, 2015). The road industry plays an important part in the expansion of the economy of any nation (Cavaye, 2016). The business environment within which road projects operate keeps on changing making it difficult for organizations reluctant to respond changes, to cope or hardly survive (Wafula, 2017). The immense competition and pressure in the road projects sector have led to an increase in the user requirement, environmental awareness and limitation of resources and increased competition for road projects (Sambasivan & Soon, 2015). This means that contractors are expected to cope with these changes and continuously improve the quality of services and overall sustainability of road projects (Dissanayaka & Kumaraswamy, 2015). The importance of the appropriate strategies required for road sustainability forms the foundation of this Daystar University Repository Library Archives Copy 2 study. In this chapter, the study overall contextual to the research, problem statement, scope and limitations and delimitations of the research are addressed. Background of the Study Formation of satisfactory and state of art infrastructure is crucial for developing nations to achieve economic development (DeGrassi, 2017). Accordingly, in developing countries, the growth of infrastructure has been extensively supported as a poverty moderation tool (Donou-Adonsou & Sylwester, 2016). Road construction schemes are vital for improving the standards of living of the citizens of a country. This is achieved through cutting down on transport costs and improving economic integration in the developing nations (Van de Walle, 2017). Better infrastructure is important since it facilitates access to social service facilities and at the same time providing income earning opportunities for the people. It is thus important to come up with good strategies that may enhance the infrastructure projects' sustainability (DeGrassi, 2017). There has been a huge problem of overseeing the sustainability of many infrastructure projects efficiently especially in the developing nations thereby hindering economic growth and development (Musau & Kirui, 2018). In response to this challenge, Ngundo (2018) argued the key to having the right strategies in place is critical of project success and sustainability. According to Ngundo (2018), most of projects fail due to lack of clear and consistent feedback to the stakeholders, a problem easily resolved by having the right strategies in place. At the global level, Arnaboldi, Azzone, and Savoldelli (2014) noted that the usage of proper project organization strategies is an effective way that can enhance better project performance. This is achieved through effectively completing the projects, realization of project objectives and project sustainability. For instance, the usage of proper project running strategies Daystar University Repository Library Archives Copy 3 in the Italian public sector was as a result of compression on the governmental regime to leave stiff administrative structures in favour of supple structures as revealed (Arnaboldi et al., 2014). Further findings from the United Kingdom, indicated the importance of establishing the roles and involvement of various stakeholders as they are vital towards the approval and application of better strategies (Akotia & Opoku, 2017). The government-owned enterprises (GoEs) commonly referred to as State-owned Entities are involved in overseeing government project implementation and sustainability in many African countries (DeGrassi, 2017). However, the sustainability of government projects has been a major concern amongst donor institutions (Naidoo, 2017). Although many countries register their improvements through huge investments and strengthening of their ICT sectors, there is slow growth in other infrastructure projects especially the road sector (Arvis et al., 2016). In Sub-Saharan Africa, Wells (2014) acknowledges that the major challenges limiting sustainability of infrastructure projects in Africa included poor quality work and inadequate maintenance of the projects. In Nigeria, Kolawole and Felix (2018) noted that government infrastructure projects tend to deteriorate a few years after commissioning because maintenance is either unplanned or not effectively pursued, thereby making sustainable management impossible to achieve. In South Africa, the factors limiting sustainability of road projects were lack of quality control over repair work and a failure to keep overhead administrative costs low (McKay, Terblans & Lawton, 2018). Daystar University Repository Library Archives Copy 4 Strategies A strategy is an action plan of a company, it mirrors the awareness of a company on where, when and how it is supposed to complete, contrary to whom and the purpose it is supposed to compete (Hrebiniak, 2016). It is fundamentally a plot of action or a strategy that has been chosen to outcome in a projected future result, for example, achievement of a goal or solution to a subject matter (Pearce & Robinson, 2013). A strategy is a focused laid down measure set to direct an organization in attaining competitive advantage (Hrebiniak, 2016). An organization is required to come up with appropriate strategies necessary for the facilitation of the organizations' day to day operations (Kimathi, 2015). Such strategies must be developed by involving all major teams if they have to have support in their implementation. Godwin (2014) argued that the necessity for coming up with a strategy has risen as a result of economic restructuring, globalization, the advancement of technology, deregulation and emerging industries and markets. Godwin further noted that implementers of a strategy have a better capacity of adapting to their outer surroundings, have more capacity of attracting quality workforce, have greater work satisfaction levels amongst their workers, and have more capacity of retaining their present human resources. The commercial setting in which an association runs changes fast, thus an association which does not maintain its policies to be updated cannot endure to be for an extensive time in the market. Subsequently, a well-organized plan is crucial in enhancing the profitability of an organization (Schmid & Adams, 2016). The degree of effectiveness of a strategy in any institution has an impact on its development, performance and sustainability. This comprises of the mission and aims of the institution where both external and internal examinations are carried out. The degree of effectiveness of a strategy incorporates the strategy selections, application Daystar University Repository Library Archives Copy 5 and management of an institution (Striteska & Spickova, 2014). Another course of planned application comprises of coming up with a company profile which mirrors its internal condition and competence. Additionally, skimming of the environment in doing business, identifying the strategic concerns of the organisation, choice of strategy and setting up of implementation, evaluation systems are positively related to project sustainability. In order to meet the need towards sustainable development various strategies are used to improve sustainability of road developmental schemes (Schmid & Adams, 2016). The strategies used to enhance sustainability of road construction projects in Africa include resource mobilization strategy; quality control, research and development, human resource development, good corporate governance, and stakeholders’ involvement (Mburu, 2017). According to KeNHA (2018), there are various strategies listed like environmental conservation and management, social safeguard in projects, resource mobilization, quality control and research and development. The study will adopt the following strategies to establish sustainability of KeNHA projects, namely resource mobilization strategy, quality control strategy, research, and development strategy Resource mobilization includes gaining monetary assets, planning HR, procurement of actual assets, local area association and interest, responsibility and straightforwardness, monetary bookkeeping, and the board (Riziki, Atera, & Juma, 2019). Quality control is a must for any project that harbours ambitions for success. Research and development (R&D) strategies includes activities that infrastructure projects undertake to innovate and enhance sustainability of projects (Nicholas & Steyn, 2017). Effective resource mobilisation, quality control and research and development of projects as strategies can enhance development, trust, participation, Daystar University Repository Library Archives Copy 6 management, efficiency, accountability and learning impacts of the projects (Naidoo, 2017). Sustainability The idea of maintainability was first utilized regarding normal assets and how they ought to be used. As information and human capacity have expanded over the long-haul assets have additionally expanded (Taneja, Pryor, & Zhang, 2014). Sustainability is the project’s capacity to remain relevant in order to offer goods and services to the public in the near future (Mukesh, Andy, & Louis, 2013). A sustainable project is where an organization plans ahead for its implementation and sustainability (Mukesh et al., 2013). For sustainability purposes, a project has to put forward a strong argument as to why it needs to be in place (Baldwin & Bordoli, 2014). Sustainability may be described as the project’s capacity in maintaining its benefits, services and operations in the course of its predicted life time (Schmid & Adams, 2016). Sustainability is a portion of strategic organization and a procedure by which organizations incorporate tools and frameworks for developing and implementing strategy frameworks that help the association think long haul just as deal with its everyday activities (Mukesh et al., 2013). The two tasks must be symbiotic and interlinked. There are several components with organizational identity, financial plans, long range strategic plans and fund-raising plan, staff development along with organization culture appearing as the major components to consider. The sustainability of a project depends highly on its capability to address problems within the community in which it plans to exist (Coombs, 2016). For an organisation to achieve sustainability it must have a clear vision that is consistent with existing needs within the community. Projects have to map clear strategic plans to Daystar University Repository Library Archives Copy 7 ensure sustainability. The benefits of having sustainability strategic plans have been pointed out as being numerous to organizations (Musyoki, 2018). Sustainability is important to an organization in that it ensures continuity in service provision. Sustainability to an organization is important in that it is capable of exercising proper governance where the checks and balances systems are present which make sure that the interests of the public are served (Baldwin & Bordoli, 2014). There are conditions that a venture should satisfy for it to be viewed as fruitful. A venture should be opportune that is finishing inside the specified time span, should be overhauled by the financial plan and should satisfy the quality guidelines that the customer has set. As indicated by Musyoki (2018) these expectations should be accomplished inside the given span for the public handover. The elements set forth obviously show that actualizing government projects is generally a difficult assignment for project supervisors. Baumgartner (2010) stated that manageability of activities are obtained if there is an administration framework that is prepared to do adequately assembling assets. These assets incorporate innovation, labour, funds, crude materials and data (Ebner& Baumgartner, 2010). Project maintainability can be gotten to through the investigation of three key pointers including fundamental markers, project advantages and social improvement markers. It is then from these markers, that is feasible to build up the various elements that influence project maintainability (Silvius & Schipper, 2010). The degree with which tasks accomplish wanted advantages assume a critical part towards surveying the achievement of ventures that thusly prompts maintainability if results are positive (Panda, 2007). Supportability is estimated regarding social, monetary and ecological manageability (Bukhala & Ganesh, 2016). Undertaking manageability in street projects Daystar University Repository Library Archives Copy 8 comprise of the social, financial and ecological effect out and about tasks to the residents (Musyoki, 2018). Social supportability is the commitment among all partners to guarantee addressing the necessities of current and future populaces and networks. The ideas of social maintainability include the local area by assessing the effect of development projects comparable to where clients reside, work, play, and participate in social exercises (Eizenberg & Jabareen, 2017). Monetary manageability implies the ability for monetary autonomy, and it guarantees that the undertaking-based exercises won't end because of any monetary reasons and they are strength to financial dangers. It is said to lessen family weakness (Banihashemi et al., 2017). The conceivable subsidizing for the exercises to proceed after the benefactor's financing should be arranged well. It needs to incorporate the monetary angles between various partners and establishments just as the more extensive financial circumstance and impacts in it brought about by the monetary undertaking exercises (Eizenberg & Jabareen, 2017). Ecological supportability covers every one of the components that may affect the common habitat and implies that the undertaking exercises utilize the normal assets with the constraints of nature's conveying limit. It incorporates likewise the versatility to natural perils (Yu, Zhu, & Sun, 2018). Strategies on Sustainability The objective of implementing strategies in projects is to enhance the implementation and sustainability of projects. David and David (2016) argued that with expanded interest of individuals as a system in projects, there is expanded feeling of proprietorship, and having a place by the partners and furthermore their eagerness to deal with the current undertakings in their separate regions. Baldwin and Bordoli (2014) further argued that the basis for participation of a community has been by improving empowerment, improving the response to the real wants of people, imparting the sense Daystar University Repository Library Archives Copy 9 of programmes’ ownership by local persons, stimulating sustainability as well as making cheap the programmes by letting mobilization of the domestic resources. As well, participation is thought to facilitate more equitability in distributing the benefits which come from the activities of development. In Nigeria, Zuofa and Ochieng (2016) showed that there was a positive critical connection between grassroots support being developed ventures and undertaking supportability as this improve quality control of activities. This was because grassroots participation of projects by households enhances their capacity to make informed decisions besides boosting their confidence in the project which can lead to project sustainability. In Ghana, Ahmed and Gasparatos (2016) indicated that community management model had a positive relationship with sustainability of projects. This is because community management model enabled the projects to minimize internal differences, increase technical knowledge and management experiences. Odenyo and James (2018) from Kenya showed that asset assembly affected manageability of ventures. Monetary assets, HR, actual assets, and local area support impacted supportability of tasks. Okun (2015) saw that quality control as a technique will recognize each undertaking and activities that need to be tried to ensure the quality assumptions for the task are attained. Similarly, quality control will bring together itself regarding the principles of quality that are laid out for the entity that conveys the responsibility and may introduce some distinct sorts of value control procedures. The policies may combine some quality scenarios, where quality is realistically projected and assessed same as several agenda. Once in a while review is utilized and cautious investigation is completed so every distinct component of undertaking is examined and assessed regarding the conveyance of quality. Quality control that is great is thorough in its Daystar University Repository Library Archives Copy 10 approach. It will therefore shroud a number of methods of assessing quality same as ensuring that quality is at the cutting edge of everyone’s musings in progression of the task which thusly upgrade project manageability. Ouma (2016) indicated that studies and improvement (R&D) as an approach make contributions to the improvement of revolutionary technologies, accordingly main to new services and products which can beautify the sustainability of tasks. Ouma (2016) indicated that the selection in R&D tasks is to choose certainly considered one among a fixed of abilities to obtain the objective, associated with all stages of the project, which encompass as a minimum competing element. The Kenya National Highway Authority This is a government-owned corporation that was created in 2007 under the Kenya Roads Act to manage, build, rehabilitate, and maintain state roads (Categories A, B & C roads). KeNHA’s emerging and ongoing projects of roads are focused on lessening congestion, reducing the costs and the time to travel towards enhancing connectivity around commercial areas, urban areas and in the cities. This supports the pillar of our economy and enables the nation to accomplish the long-haul goals on development, 2030 vision of Kenya (KeNHA, 2019). The network of infrastructure of Kenya is presently adjudged as having noble quality, sufficient connectivity, though low in density. Being the authority, KeNHA is addressing the concern by elevating the functionality and intensity of the network on roads within the nation for purposes of bringing the whole countrywide network of roads to a better motor able status. Currently, KeNHA happens to be executing strategies towards ensuring completion of the set projects in the course of the time stipulated so as to make sure that the public is capable of getting the value for money. That entails incorporation of the E-Procurement for purposes of facilitating efficient Daystar University Repository Library Archives Copy 11 process of tendering, closer supervision over every project and maintaining the existing networks of roads, and also consistent updates with development and public partners towards ensuring that they stay appraised with regard to the progress of implementation of the project (KeNHA, 2019). Statement of the Problem Lack of proper project sustainability plans has resulted in cost and time overruns and has been described as a major factor in the failure of Kenyan road projects (Deloitte, 2018). The steadiness of government projects and the eventual gains happens to be of great concern to the government since a huge amount of money is invested (Wafula, 2017). To safeguard the sustainability of a project, it is vital to have strategies that are properly thought-out to ensure project completion and sustainability (Khan, 2013). Despite the high importance of the road sector in Kenya, many of its projects encounter prolonged delays and thus go past the start time thus limiting their sustainability (Deloitte, 2018). Various challenges might undermine projects’ sustainability such as lacking close supervision and lacking technocrats (Wafula, 2017). Kenya National Highways Authority (KeNHA) has adopted various strategies in its operations. However, it’s not yet clear whether the above strategies have resulted to improved durability of road networks in Kenya and sustainability. The strategies include adoption of resource mobilization strategy, quality control strategy and research and development strategy. However, implementing the strategies has become more challenging, complex and difficult undertaking due to lack of resources for strategy implementation, poor communication and failure to follow up on the strategies adopted (Kariungi, 2014). There is therefore need for implementing better strategies that capture the industry dynamics so as to enhance project sustainability at KeNHA. Daystar University Repository Library Archives Copy 12 In regards to strategies and sustainability of projects in Kenya, a number of studies have been done. Wafula (2017) looked at the factors that affect road project success in Kenya, using a case study of road contractors in Machakos County, and found that capital availability, managerial abilities, organizational culture, and technical skills all had an impact on project performance. Ogweno, Muturi, and Rambo (2016) investigated the determinants of timely completion of Kenya Roads Board-financed Road construction projects in Kisumu County, finding that top management-related factors were more relevant in deciding timely completion. Following the aforementioned studies, which differ in context, it is clear that only a few studies have been conducted in this field. Therefore, the current study aimed assessing the strategies used in enhancing sustainability of projects in KeNHA Purpose of Study The aim of this study was to access strategies used in enhancing sustainability of projects, in KeNHA. Objectives of the Study i. To assess the strategies used in enhancing sustainability of projects in KeNHA. ii. To determine indicators of sustainability of projects in KeNHA. iii. To assess the effect of strategies on sustainability of projects in KeNHA. iv. To establish the challenges faced by KeNHA in sustainability of projects. Research Questions i. What were the strategies used in enhancing sustainability of projects in KeNHA Authority projects? ii. What were the measures of sustainability of projects in KeNHA? iii. What was the effect of strategies on sustainability of projects in KeNHA? Daystar University Repository Library Archives Copy 13 iv. What were the challenges faced by KeNHA in sustainability of projects? Justification of the Study In Kenya, road is the main mode of transport responsible for 93% of all Kenya’s passenger and freight traffic, but costs are high and hence important to ensure sustainability of the projects (Wafula, 2017). Developments within Kenya’s industry of road construction are elevating in variations, interdependencies and complexity of technology, size, and the interdependencies in clients’ demands. Provided the size of the network of roads, composition of the traffic and the expected future rates of growth, the call for Kenya’s investment in the road infrastructure is quite exorbitant and surpasses the nation’s fiscal financing capability and hence sustainability of road projects is important (Kariungi, 2014). A sustainable project possesses a capacity of surviving over a long span and at the same time fulfils its mission and achieves its vision. Enhanced sustainability implies broader funding sources and improved capacity towards delivering important services to the populations targeted. Effective resource mobilisation, quality control and research and development of projects as strategies can enhance development, trust, participation, management, efficiency, accountability and learning impacts of the projects (Naidoo, 2017). Thus, this study is important in assessing the strategies used in enhancing sustainability of projects in KeNHA. Significance of the Study This study would be significant to makers of policies in Kenya through the Kenyan Government as they would understand the best strategies to put in place and how the strategies can enhance the sustainability of government projects. The policy makers would understand the challenges in the sustainability of projects and how they Daystar University Repository Library Archives Copy 14 can support and have in place strategies for effective projects implementation and sustainability especially in the road sector. The study is significant to KeNHA as it would be able to put in place good and effective strategies that would in turn enhance their project sustainability and in turn lead to economic development and growth of the nation. KeNHA would also be able to know the specific challenges that affect sustainability of projects apart from lack of adoption of strategies and this would help the organization come up with effective remedies to solve the inefficiencies. Finally, the research findings would contribute significantly to the literature in project management and strategic management. The results would add to the knowledge and comprrehension of the subject of management of projects within the public segment and the recommendation from the research would form the basis for future research regarding the strategies used in enhancing sustainability of projects. Assumptions of the Study i. The respondents offered honest answers. To achieve this, personal responses were limited to general information thus preserving the confidentiality of the respondents. Respondents were granted anonymity and were asked to identify themselves in the distributed questionnaires. The study assumed that the issue of project sustainability is an issue of concern in government projects and especially KeNHA. This is because some projects have taken ages to be accomplished after their implementation and thus important to establish whether adoption of various strategies can help in sustainability of projects. ii. The stakeholders would implement the recommendations given. After analyzing and presenting the data, results of this research can now be shared to Daystar University Repository Library Archives Copy 15 KeNHA so that the organization can be able to implement the recommendations of the study. Scope of the Study The target population of this research was all 187 employees in the head office of KeNHA drawn from the operations, strategic, finance, procurement, ICT and project management departments. This is because the departments are directly involved in formulation, execution, and implementation of the necessary strategies. The research was carried out between December 2020 and July 2021. Limitations and Delimitations of the Study Some respondents may not provide full information out of fear that it would be used against them or their organization. The researcher ensured them that their knowledge was kept private and was not exchanged. The respondents could refuse to complete questionnaires out of fear that the information was used against them. The researcher approached the task by obtaining an introduction letter from the university and assuring them that the knowledge obtained was kept confidential and used exclusively for academic purposes. The analysis could encounter challenges in gathering information from participants; however, the researcher mitigated this by ensuring that the questions are objective. Definition of Terms Monitoring: This implies assessing and keeping an eye on the outputs and activities of the project and providing feedback in good time to the involved parties Daystar University Repository Library Archives Copy 16 (Naidoo, 2017). Monitoring in this study is defined as how KeNHA assess and keeps an eye on the outputs and activities of its projects. Project Sustainability: This refers to a venture’s capacity to running with less interference in the life cycle and delivering effectively on the target which is set (Chandra, 2017). Project sustainability in this study is defined as the life cycle and longevity of KeNHA projects. Project: A one off, non-routine, complex effort constrained by resources, budget, time and the specifications of performance designed towards meeting the needs of the customer (Chandra, 2017). Project in this study applies to the activities undertaken by KeNHA to achieve specific deliverables. Strategy: This denotes determining the fundamental long-haul goals of a business, and execution of various plans and appropriation of the necessary resources towards accomplishing the goals (Pearce & Robinson, 2013). Strategy in this study means action plans undertaken by KeNHA to achieve specific goals and objectives. Sustainability: It’s a development which is pursued with the goal of satisfying the current and future organizational needs (Pearce & Robinson, 2013). Sustainability in this study applies to KeNHA’s ability to remain relevant and meet the public needs without compromising their future generation’s needs. Summary This chapter presented an overview of the methods used to improve the sustainability of projects from a global, regional, and local perspective, followed by an overview of the KeNHA. The chapter also covered the problem statement, the intent of conducting the research, the research goals, the research questions, the study's importance, assumptions, limitations and delimitations, scope and the meaning of operational terms. Chapter two delves into literature review. Daystar University Repository Library Archives Copy 17 Daystar University Repository Library Archives Copy 18 CHAPTER TWO LITERATURE REVIEW Introduction Chapter two provides an overview relevant literature regarding the research topic. It includes a theoretical structure, strategies for improving sustainability, a measure of sustainability of projects, the effects of strategies for improving sustainability of projects, and an empirical analysis. Finally, in this chapter, the conceptual structure will be introduced. Theoretical Framework Theoretical frameworks provide the basis for understanding science. The purpose of a theoretical framework is to consider, predict, and explain phenomena (Cooper & Schindler, 2013). Within the confines of critical bounding assumptions, hypotheses question and expand current knowledge. In short, they are crucial in introducing and explaining why the research problem exists (Cooper & Schindler, 2013). This section examines theories that have been proposed in the literature and will be used to describe the phenomenon under investigation (Whetten, 2013). The McKinsey 7's model, project management competency theory, and sustainability theory were used to direct the research. The three theories were considered applicable in this study as they incorporate the project strategies critical to enhancing project sustainability. McKinsey 7’s Model Peters, Waterman and Philips developed the model in the 1980s while working as consultants at McKinsey (Cox, Pinfield, & Rutter, 2019). The model evaluates the firm's organizational design by analysing seven essential factors to ensure they are set up in a manner that would enable the firm achieve its set objectives (Coxet al., 2019). Daystar University Repository Library Archives Copy 19 The seven institutional areas are categorized into “hard” and “soft” areas in the model by McKinsey. Policies, processes and structure are easier to handle and define since they are hard elements as compared to soft elements. On the other hand, soft areas include personnel, styles, and common beliefs, which, while more difficult to maintain, are the backbone of the company and are more likely to improve the sustainability of the project. A strategy is a plan conceived by a corporation in order to obtain a strategic advantage and effectively prolong the life of a project. Structure defines how company divisions and sections are organized and gives details on whom responsibility is borne. Systems are the company's processes and procedures that show everyday operations and how decisions are taken (De Jong & van Dijk, 2015). Skills are the skill that a company's staffs excel at. Capabilities and competencies are also included. The staff factor discusses the form and number of workers that an organization will need, as well as how they will be hired, trained, empowered, and rewarded. The way top-level managers run the organization, how they communicate, what actions they take, and their symbolic meaning are all expressed by style. In other words, it is the leadership style of the company's executives. The McKinsey 7s model is based on common values. They are the norms and principles that govern employee behaviour and company conduct, and are thus the bedrock of any organization (Cox et al., 2019). The McKinsey 7s model can be used to improve the efficiency of almost any company or team. If something isn't working in an organization or team, it's possible that some of the components found by this classic model are out of alignment (Bharwani & Jauhari, 2017). McKinsey 7s model is a means that can be used to understand the strategies that an organization can use so as to achieve an organization objective (Simiyu & Auka, 2017). The fact that major decisions in organizations are made in an objective and Daystar University Repository Library Archives Copy 20 systematic approach the elements of the McKinsey model must be matched for the organization to work well (Bibeault, 2012)., The McKinsey model therefore its applicable to this study and was used as an analysis tool to evaluate relevant strategies used to enhance sustainability of projects. Project Management Competency Theory This theory was developed by Mclelland and McBer in the 1980s. These are the current traits that allow a person to perform their job or responsibilities in a superior manner, according to the authors' competency concept (Huka, 2013). The theory posits that capabilities are the skills, knowledge, attitude, and traits of an individual that affect how an individual accomplishes responsibilities (Rugenyi, 2016). Training and development have an effect on the success of a project as it improves competency. The model further provides the role played by competencies in M&E and management of the project processes (Joseph & Marnewick, 2018). To yield desired results and deliver projects within timelines, budge and cost, technical project managers must utilize knowledge, tools, techniques, and skills in an effective way (Huka, 2013). Project failure is often a result of traditional approaches that encourage small processes in work structure, and brings about control measures, future plans and rigid structures (Ryssel, 2013). The project lead must have project management skills such as ability to make different project processes function, ability to deliver different project stages with the quality expected, cost, timeline, and capacity to manage and reduce risks and properly manage physical, financial and human resources (Soderland, 2012). For a project lead to be competent, they must be knowledgeable in managing projects (Triestch, 2015). The technical competencies necessary for proper project management include the ability to recognize the conditions and criteria to be met for successful project performance, the ability to understand the goals that need to be completed, the Daystar University Repository Library Archives Copy 21 conditions, and requirements of a project, recognition and an understanding of the risks of the project for proper management. According to Garish and Huemann (2014), project leads must equip themselves with best management practices and tools to improve performance of projects. Edum- Fotwe (2011) further argued that to ensure projects perform to optimal levels; the project leads should have diverse plans for different projects. Project managers are adopting systemic structures to run their projects to guarantee consistent desirable outcomes and ensuring that project team is competent. Kometa (2013) suggested that companies need to assess the skills of those working on projects and that their competencies are documented in and a database that is continuously updated. Project management competency theory is critical in this study since it summarizes key competencies in project management that in turn enhance project sustainability. Sustainability Theory The argument in this theory, established by White (1996), is that resources in the world in which we live are finite. The definition of sustainability refers to people's ability to preserve and sustain a project or program's result using only their own assets or resources while not jeopardizing future generations' needs (Polasky et al., 2019). The idea of sustainable development and sustainability started to take shape in the World Commission on Environment Development (WCED) study "Our Shared Future," and later became popular with environmental conservation. Sustainable development is described as "development that meets current generation's needs without jeopardizing future generations' ability to meet their own needs" (McNabb, 2019, p. 15). According to the sustainability theory, the aim of sustainable development is to control the process of transition rather than to set a fixed end goal. It acknowledges that there are complexities, necessitating versatile and continuous processes. In the local Daystar University Repository Library Archives Copy 22 environment, it also embraces diversity and differences. Consideration of the social, political, economic, and cultural relationships that are essential to the development agenda is implicit in this definition. Sustainability, according to this theory, necessitates a large picture view of global thought and local action by stakeholders, as well as a constant critical review and fine-tuning of the small intricacies of the relationships that ultimately form these stakeholders (McNabb, 2019). Project management necessitates three main competencies: contextual, behavioural, and technological. In terms of the sustainability strategy, project leaders and teams need a greater degree of contextual competence, not to mention behavioural and technological competence (Crane, 2019). Human and social capital, according to sustainability theory, should be viewed similarly to natural resources. The efficient and successful use of these tools increases the project's long-term viability (Abreu, Alves, & Moreira, 2019). In this analysis, the theory was important since it helped outline the methods that used to improve sustainability of projects. General Literature Review General literature is intended to give readers a summary of the sources used when studying a specific subject and to show how the analysis fits into a broader field of study (Hancock & Algozzine, 2017). The aim of the study was to provide information on strategies used for enhancing sustainability of projects, in Kenya National Highway Authority. According to Mburu (2017), the strategies used in enhancing sustainability of government projects are resource mobilization strategy, quality control and research and development. Sustainability of projects is the dependent variable and is measured through the social, economic and environmental effects (Musyoki, 2018). The literature covered the effect of strategies on sustainability Daystar University Repository Library Archives Copy 23 of projects, moderating effect of organizational culture, organizational leadership and government policies on the effect of strategies on sustainability of projects. Strategies used in Enhancing Sustainability of Projects The ecosystem in which the project operates must be included in sustainability strategies. A successful sustainability plan must strive to ensure that the project's potential to prosper in the future is not jeopardized while also ensuring that the ecosystem is not harmed (Tessendorf, 2019). The long-term effect of a plan on the environment must also be taken into account in order to ensure that the strategy is effective in achieving its goals while still ensuring project sustainability (Nikologianni, Moore, & Larkham, 2019). The resource mobilization strategy, quality management strategy, and research and development strategy are the three key techniques used to enhance the sustainability of government programs (KeNHA, 2019; Mburu, 2017). Resource Mobilization The Resource Mobilization Strategy (RMS) includes all that needs to be accomplished in order to procure newly discovered resources in an organization, as well as increasing the number of available resources by better leveraging the ones already in place (Bamel & Bamel, 2018). According to Yamada (2017), RMS is a critical component in building a stronger organization. Unfortunately, competition for the funding given by donors is fierce, and an organization's ability to access resources is based on the degree of competition in the market, as well as how well it can compete with those in the same field and find new sources of resources in the setting. Despite the fact that certain companies have been deemed lucky because they have been able to outsource new and additional capital to operate their current operations, their future funding remains unclear. Daystar University Repository Library Archives Copy 24 Most organizations have no idea if their supporters will stop financing their programs and redirect the funds to other, more urgent needs. Donors may also be unable to provide resources at times, especially when business conditions deteriorate. The scenarios addressed create confusion about donor funds, making it difficult for organizations to run or operate their projects as required (Kanie & Biermann, 2017). Since resources can make or break a project, they must be used efficiently and effectively. The main explanation for this is that resources are difficult to come by, costly, or both (Davies & Challis, 2018). RMS can have a huge effect on the long-term feasibility of a project. The world in which resources are mobilized is becoming highly competitive. This is primarily due to the growth of development actors, as well as resource shortages caused by the recent global economic crisis. RMS, as a result, necessitates a mixture of experience and skills, as it has developed into a demanding exercise (Yamada, 2017). RMS is an integral part of a project's or program's implementation and effects. The unpredictability of donor funding causes an organization to abandon a project, making it impossible to carry out and sustain its programs in order to develop its services (Riziki et al., 2019). Many local agencies have made the mistake of relying too heavily on a single source of funding. This forces an entity to struggle to find new money if the former source of funding fails to exist, or the source dries up, causing its services to be terminated (Davies & Challis, 2018). Financial resources are funds needed by project implementers to purchase the requisite equipment and machinery for the successful completion of projects, as well as to cover other project-related expenses such as salaries and wages for employees (Winch & Leiringer, 2016). Physical resources are objects that take up space, have a monetary value, and are used in the organization's operations. The type and quantity of Daystar University Repository Library Archives Copy 25 physical resources available to a company can have a direct effect on the projects' long- term viability. Physical resources are used by product-based companies to provide products for sale and to operate the business. Physical resources are used by service- based organizations to promote the delivery of programs, such as providing a place to operate, equipment required for the service and resources to sustain the service (Rehm, Goel, & Junglas, 2017). Quality Control The use of strategies and practices to equate real quality results to expectations and determine acceptable action in response to a shortfall is known as a quality management strategy (Nanda, 2016). It is a method that examines individual project outcomes to see whether they meet applicable criteria and identifies various mechanisms for resolving the causes of poor performance (Gürel & Tat, 2017). The aim of quality control is to enhance quality, and it means monitoring project results to see whether they meet quality requirements or concepts based on the expectations of project stakeholders. Quality management also covers how well the project handles its scope, budget, and schedule (Banihashemi et al., 2017). The beneficiaries, donors, and other primary project stakeholders approve or reject the product or service provided in the first stage of the quality management strategy. After the recipients or donors have had a chance to analyse the product or service, acceptance occurs (Wang & Moini, 2016). The next step is to rework the rejected product or service to bring it into compliance with the criteria, quality specifications, or stakeholder expectations. Since rework is costly, the project should make every effort to do a good job with quality preparation and quality assurance to prevent the need for it. The donor will not be refunded for rework and all related expenses, and the company will have to pay Daystar University Repository Library Archives Copy 26 those costs (Samset & Volden, 2016). Following that, project stakeholders correct or take the appropriate measures to avoid more quality issues or failures based on quality control measurements. Adjustments are made to the systems that generate the results, as well as the decisions that result in defects and errors (Osman & Kimutai, 2019). Research and Development The success of research and development (R&D) ventures decides whether or not the company is evolving and being completely competitive. All projects must be completed within the time, expense, and performance constraints. R&D project managers who lack adequate training and understanding may be able to keep their projects on track in terms of time, expense, and efficiency, but they may alienate outside stakeholders to the point that follow-on (or production-type) contracts are non-existent (Karimi & Kadir, 2014). The R&D world is likely to be the most challenging and chaotic in which to handle a project. During R&D, a comprehensive plan with specified deadlines and predetermined costs must be set out such that project managers have the resources they need. Many R&D teams feel that they don't need R&D if they know how long the project will take to complete. The majority of R&D schedules are not comprehensive, but they do include significant milestones at which executives will determine whether or not more money or resources should be allocated (Ngundo, 2018). On R&D scheduling, there are two schools of thought, which differ depending on the project form, scope, and resources required. The first school of thought emphasizes the rapid pace of R&D. If the project is a one-person work, this can happen. R&D employees are generally upbeat and believe they can accomplish something (Hrebiniak, 2016). As a result, they have a proclivity for maintaining schedules that are both tight and optimistic. Projects with a small budget are more likely to be on time. Daystar University Repository Library Archives Copy 27 Project managers tend to avoid tight deadlines if they believe the functioning organization has a weak "window" for timely resource allocation. Another theory is that R&D personnel are aware that in the event of a crisis or fire on a profitable production line, they may lose their key functional project employees for a prolonged period (Chandra, 2017). R&D project management, according to the second school of thought, is not as mechanical as other types of project management, so all schedules must be flexible. Several positive results have resulted from spinoffs and other incidents where R&D project managers deviated from set plans (Karimi & Kadir, 2014). Of course, having too much independence may backfire because the person can try to be overly imaginative and "reinvent the wheel" (Osman & Kimutai, 2019). According to the second school, R&D project managers should not concentrate on narrow goals. Rather, the project manager should be able to see that by pursuing some of the tasks further, other potential goals can be met (Musau & Kirui, 2018). Sustainability of Projects Projects are considered sustainable if they can successfully fulfil set needs while benefiting the community without jeopardizing future generations' ability to meet their needs from the same projects (Kerzner, 2018). Since most projects fail after a short period of time, project longevity is a critical issue. Most initiated projects necessitate significant sums of money to meet project objectives, necessitating the need for their long-term sustainability (Baldwin & Bordoli, 2014). Project sustainability can be divided into various dimensions for instance institutional stability, the continued inflows of benefits, equitable sharing of benefits, Daystar University Repository Library Archives Copy 28 active community input, continued maintenance, and evaluation of the project structure. Project sustainability is important because it defines a project's ability to continue delivering different benefits to established target groups (Rothaermel, 2017). There are five major life cycle stages in assessing project longevity in infrastructure projects: initiation, preparation, implementation, performance and tracking, and closure (Marzouk & Azab, 2017). The main deliverables and participating workgroups are established during the initiation stage. The project team is beginning to take shape at this stage. The project manager must then give his or her approval before moving on to the comprehensive planning process. The planning process entails a more thorough development of the project to achieve the project's goal. All the work that needs to be completed is defined by the team. The project's tasks and resource requirements, as well as the plan for completing them, are described (Godwin, 2014). The project plan is put into effect at the implementation period, and the project's work is carried out literally on site. During each execution point, it is important to maintain control and communicate as required. The assessment of progress and results to ensure that things are tracking with the project management scheduling is all part of the performance and monitoring (Mburu, 2017). The final deliverables are delivered to stakeholders during the final closure, which includes handing over project documents to the company, terminating supplier contracts, releasing project capital, and communicating the project's closure to all stakeholders (Dyason, 2016). According to Bukhala and Ganesh (2016), a project is considered sustainable if it can efficiently meet set needs while benefiting the community without jeopardizing future generations' ability to meet their needs from the same projects. The capacity of a project to maintain healthy financial records immediately after initial financial support was stopped was used to determine its viability in the past. Short-term outputs are Daystar University Repository Library Archives Copy 29 highly respected by all stakeholders, to the point that they are able to devote capital to ensure the project's continued maintenance. This will ensure that the projects' outputs will be realized in the long run. Project sustainability ensures that accrued benefits are felt over a long period of time, allowing the social and economic inputs used in such projects to be justified (Bukhala & Ganesh, 2016). According to Silvius and Schipper (2015), project sustainability can be achieved if a management structure capable of mobilizing adequate resources is in place. Technology, manpower, finances, raw materials, and knowledge are all examples of these commodities. Project sustainability, can be calculated by analysing three main indicators: structural indicators, project benefits, and social development indicators (Silvius & Schipper, 2015). The various factors that impact project sustainability can then be determined using these metrics. Project teams should pay particular attention to these three measures, particularly during the planning process of planned projects if sustainability is to be achieved. The degree of project sustainability is influenced by available technology, project method, organizational structure, and culture (Kaimenyi & Wanyonyi, 2019). Projects that are built with already usable inputs in mind are more likely to be viable in the near term because they are more stable. The failure or ability of projects to achieve desired outcomes to target recipients is depicted by benefit indicators. The degree to which projects achieve desired benefits is important in determining project performance, which contributes to sustainability if results are positive (Rothaermel, 2017). Social Effect Social effect, also known as socio-cultural effect, is linked to social and cultural concerns like gender and equality, as well as widespread support and dedication to the Daystar University Repository Library Archives Copy 30 project's activities. It is linked to the personal level of beneficiaries, and project activities should be aligned with the local cultural characteristics to achieve such sustainability (Sierra et al., 2018). An infrastructure project contributes to sustainability in the short and long term, which can be measured using social improvement criteria and goals, respectively. The criteria are requirements to an intervention that must be fulfilled to obtain a sustainability standard. Social effect focuses on the human dimension of environment and seeks to identify the effect on people who benefited and loses. The major types of social effects are relating to lifestyle, cultural, community, quality of life and health related impacts (Jafari, Valentin, & Bogus, 2019). Economic losses and social costs from environmental degradation often occur long after the economic benefits of development have been realized. Most often, the development projects provide economic benefits and better living environment, but they also affect local people adversely. Such effects can be better understood with the aid of social impact evaluations. Any development policy must consider the economic development's environmental, social, and biodiversity impacts (Wateridge, 2015). This impact evaluation procedure aids in determining the positive and negative consequences of planned projects. The social impact assessment process helped government agencies understand how sociocultural, structural, historical, and political backgrounds affect the social development effects of individual projects in several ways (Rugenyi, 2016). External stakeholders and governmental agencies use community engagement techniques including public hearings to influence design decisions during the planning and design process. Although these social benefits may be intangible to developers, community experts claim they are just as important as financial and environmental benefits. Based on the study of the social life cycle of goods and materials, other factors Daystar University Repository Library Archives Copy 31 that should be considered include the effect of transient users such as the workforce and vendors. The project's performance in terms of time, expense, and community awareness improves because of the social sustainability effect. Social effect also applies to the architecture viewpoints that must be taken into consideration to ensure representation of under-represented groups (e.g., accessibility for the elderly and the disabled) (Ngundo, 2018). Economic Effect Economic effect is characterized as progress that uses benefit to enable a more sustainable society, such as higher wages, environmental modernization, and successful technologies (Marzouk & Azab, 2017). The transportation sector can be regarded as a significant component of the economy that has an impact on population growth and welfare. When transportation networks are efficient, they generate economic opportunities and benefits that support the entire economy. If transportation services are inefficient, it can cost money in terms of lost or missed opportunities. Direct effects of mobility reform, where transportation allows for greater markets and time and cost savings. Indirect effects of the economic multiplier effect, where the price of goods or services falls and/or the variety of commodities or services rises (Pescaroli & Alexander, 2016). Infrastructure upgrades and capacity additions will result in significant improvements in overall welfare. Reducing traffic congestion will boost efficiency and provide more leisure time, while bettering water quality can enhance public health. The benefits of providing more and improved infrastructure include both the expense of the infrastructure and its value above and above those costs, or customer surplus (Daniels, 2017. Furthermore, “spill over” benefits can accrue to nonusers, resulting in potential social welfare gains. A highway interchange project, for example, can reduce travel Daystar University Repository Library Archives Copy 32 times across an entire travel corridor rather than just on individual segments. Increased investment in the country's infrastructure would result in more infrastructure employees being employed (Kuria & Wanyoike, 2016). Environmental Effect Project funding opportunities can be enhanced if environmental protection is prioritized. Furthermore, a growing number of project stakeholders, as well as civil society in general, are requesting and expecting environmental protection to be incorporated into infrastructure projects (Ellram & Murfield, 2017). An environmentally sustainable frameworkmust preserve and maintain a secure resource base, prevent overexploitation of renewable resources, and preserve biodiversity (Bhandari, 2009). Construction projects, according to Rosen (2018), have an irreversible effect on the local environment because they not only consume a lot of energy but also produce a lot of waste, use a lot of non-energy related resources, and pollute the most. Since the environmental effect is indirect and long-term, it has consequences for the project's long-term viability in the community (Rau, Goggins, & Fahy, 2018). Transportation initiatives can have significant impacts on the environment and local communities if they are not discussed honestly in the planning and execution of projects and programs (Kerzner, 2018). It is important to transition to more environmentally friendly initiatives and services that provide additional benefits. Project stakeholders are increasingly demanding and requiring environmental protection to be incorporated into infrastructure projects (Hrebiniak, 2016). Currently, a range of regulatory incentives are forcing companies to use environmentally sustainable building practices to build the capacity to execute long-term projects within realistic budgets. Effect of Strategies on Sustainability of Projects Daystar University Repository Library Archives Copy 33 Sustainability of projects is critical to economic growth and development continuity of the benefits to the citizens hence the need for the right strategies to ensure sustainability of projects (Oyebanji, Liyanag, & Akintoye, 2017). Musundi (2015) established that increased resource networking permits a growth in the scale and scope of projects and, in some cases, can increase their professionalism and foster sustainability of projects. Governments' ability to meet long-term development goals is strengthened by improved resource mobilization. Infrastructure project sustainability is a highly dynamic mechanism involving a wide variety of quality management factors. Style, materials, equipment, topography, geology, hydrology, meteorology, construction technology, methods of operation, technological steps, management structures, and other factors all influence the quality of construction, which in turn increases the sustainability of infrastructure projects (Barfod, Leleur, & Greve, 2018). Poor control of these factors can result in quality issues due to the fixed project location, large volume, and different location of different projects. Construction companies could get the best economic results if they regulated the entire construction process and only adhered to the necessary quality standards and user-promising specifications, meeting quality, time, expense, and other factors (Hager, Golonka, & Putanowicz, 2016). Infrastructure companies must follow the quality-first philosophy and rely on quality standards, with a focus on artificial control and prevention, to produce more high-quality, safe, appropriate, and cost-effective composite goods and improve project sustainability (Qiang, Zuo, & Chang, 2018). To achieve inclusive growth, research and development is an important strategy. Infrastructure growth must be focused on long-term planning based on commercially feasible projects managed using commercial-based approaches, which necessitates Daystar University Repository Library Archives Copy 34 study (Yu, Zhu, & Sun, 2018). The infrastructure development research and development plan should be well-written, with long-term strategic objectives such as productivity, competition, clustering, and cost-benefit analysis, as well as economic and social development goals (Wateridge, 2015). Since the research and development team sets the criteria for performance and quality competitiveness benchmarking, all stakeholders should be encouraged to participate (Samset & Volden, 2016). Challenges Faced in Sustainability of Projects The lack of engagement from business leaders is one of the many big obstacles to project sustainability. Top management engagement and encouragement, appropriate organizational strategy that is agreed by all staff, and frequent management evaluations are all examples of the top management approach (Taneja, Pryor, & Zhang, 2014). If projects affect a substantial portion of an organization's finances, senior management participation is important (Wateridge, 2015). Due to a lack of interest and participation among business leaders, other programs can receive priority attention, which is counterproductive to the program. As a result, a lack of engagement among business leaders is a major barrier to effective program management (Coombs, 2016). The conventional approach to success in the construction industry, places a high priority on the ability to schedule and execute projects on time (Bukhala & Ganesh, 2016). Effective organizations are those that complete projects on schedule, within budget, and with the necessary quality standards met. Therefore, if a program fails to execute the practical tasks on time, the practice of programme management can be jeopardized (Eizenberg & Jabareen, 2017). The alignment, preparation, scheduling, and implementation of the functional projects in a program are done with great care, since an issue in one project can affect the other projects, which can then affect the entire program. Lack of cross-functional Daystar University Repository Library Archives Copy 35 working and teamwork in all the projects would become a major obstacle to the program's progress with this degree of synergy (Gasparatos, 2016). Awareness is a strategic resource that an organization must have in order to maintain a competitive advantage over time. Information will add to the firm's value through improving its ability to adapt to new and unexpected circumstances as it is developed and disseminated within the organization (Marzouk & Azab, 2017). A significant obstacle to project sustainability in the construction industry is a lack of experience in handling a portfolio of projects, risk management, and financial skills. Lack of cross-functional communication is also a problem; effective communication is characterized as the exchange of relevant information between groups of people with the intention of influencing beliefs or behaviour (Daniels, 2017). The greater the transition, the more detailed communication about the reasons and reasoning for it, the anticipated benefits, the proposals placed in place, and the proposed consequences is needed. Project sustainability is no different; it seeks to provide stakeholders or team members with timely and useful knowledge. Project sustainability is hampered by a lack of cross-functional coordination (Marzouk & Azab, 2017). The lack of an adequate metric or terms of benefit assessment would be a problem for organizations in ensuring the sustainability of their projects. Organizations would have to figure out what kind of benefits they want to accomplish through programs (Yamada, 2017). Even if the benefit measure has been identified, the company may be faced with the task of allocating appropriate human and financial resources to determine the project's benefits to make decisions (Hancock & Algozzine, 2017). Financial limitations can be faced by organizations running programs (McNabb, 2019). Financial constraints in procuring and managing a project can be a significant obstacle to its execution. Projects are complex systems that involve a high degree of Daystar University Repository Library Archives Copy 36 coordination and synergy among cross-functional projects, as well as many stakeholders with conflicting interests, posing a challenge to their long-term viability (Tessendorf, 2019). Organizational Culture Actions, norms, principles, opinions, informal or formal staff meetings, corporate checks, code of dress, and leadership are all examples of organizational culture (Dosi, 2016). The leadership models used by management are often referred to as organizational culture. It covers how managers invest their time, what they concentrate on, how they handle their staff, how they make decisions, and the atmosphere of the organization where they work. Employees who are informed about the organization's culture are more mindful of the company's way of doing things and its history. Employee commitment to the organization's principles and philosophies can be promoted by organizational culture, resulting in a sense of solidarity among employees (Ergun, 2018). A business with a good culture will boost the focus of its employees. Guidance, direction, and adaptability are all provided by organizational culture. It enhances mutual confidence and understanding, as well as the employees' cohesiveness, considering their diverse backgrounds. It offers a basic structure for applying management and strategy approaches (Haimes, 2016). Project managers should be able to work in a variety of cultures. When they start working for an organization, they must learn about the community as well as the subcultures in various departments, such as accounting and administration. They must also become acquainted with the cultures of other organizations with which they communicate during their operations. Regulatory agencies, government agencies, consulting firms, retailers, manufacturers, subcontractors, and community teams and associations are examples of such Daystar University Repository Library Archives Copy 37 organizations. A project manager must be able to read and speak the community in which they operate, making it simple for them to devise ideas, tactics, and answers that other team members can embrace and endorse (Karimi & Kadir, 2014). The organizational culture is often used as a monitoring mechanism to ensure that employee conduct is in line with what is required and anticipated, and that non- standard behavior is avoided. Organizations may do this by selecting, hiring, and retaining employees who share the organization's values and whose views are like those of the organization (Galpin, Whittington, & Bell, 2015). A company's culture should be developed if it wants to retain its role. The organization's community supports it and makes it easier for it to handle its capital. Organizational Leadership Any project that succeeds must have one person who is known as a champion for their leadership contributions and who ensures that the team gathers behind him to achieve the project's objectives (Cleland, 2015). According to Chaudhry (2012), leadership is a dynamic process in which one individual exerts control over others and encourages them to cooperate to achieve the set objectives. Others are influenced by the leader to be active partners in achieving the company's goals. The project manager, in the case of a project, is the leader who provides guidance while maintaining proper scheduling, preparation, and management of project activities through the application of appropriate processes and leadership skills (Heifetz & Laurie, 2014). Many businesses prefer that their project manager be a former employee who served in a particular role for a period before being promoted. Many work ads for top management positions state that prior experience in the same sector is a minimum prerequisite (Gehring, 2017). Daystar University Repository Library Archives Copy 38 According to Easton and Rosenzweig (2012), a project manager's (PM) experience will influence how the people under him work, which has an indirect effect on the organization's efficiency. The project manager ensures that the project is efficiently managed by preparing, coordinating, directing, and enforcing control mechanisms to ensure the project's progress. As a result, the manager should enforce proper controls during management to ensure that resources are adequately used and that progress toward project completion is made (Kloppenborg & Opfer, 2012). Even a well-designed project will fail, so leadership oversight is necessary to ensure that all of the planned procedures are followed and that the scheduled resources are used as intended to achieve the project objectives. Controlling the leadership often increases efficiency and makes it easier for the company and project to respond to changes and unforeseen risks (Pinto & Trailer, 2014). A combination of leadership and technical skills is necessary for a project to succeed (Zimmerer & Yasin, 2014). The majority of project management tasks, such as scheduling, monitoring, and preparation, are used to monitor the project's technical aspects. These practices, on the other hand, are unable to track leadership management skills such as motivating teams, team building, dispute resolution, communication, and relationship building. Leadership skills are needed for successful project management and the effective use of human capital to maximize project outcomes (Schmid & Adams, 2016). Government Policies Government policy, according to Nteere (2012), is the guiding concept that guides the measures taken to address public concerns. These activities are governed by rules, regulations, and administrative procedures. Pinto and Trailer (2014) offer another concept of government policy as "experimental or theoretical assumptions made about Daystar University Repository Library Archives Copy 39 what is required to solve a given issue or problem." Governments' efforts to establish and execute public infrastructure programs to gain citizens’ confidence and support have resulted in the passage of more policies in this region. Kerzner (2013) focused on projects that dealt with induced technology and noted that government sectors that focused on these projects relied on government policies to ensure that the projects were implemented within the provided guidelines and regulations. Although the policies provided do not make it a rule that the project recipients should be made part of the projects (Kerzner, 2013) is that the project should engage all the involved stakeholders to meet the projects post and pre-requirements. Governments come up with policies focusing on implementation of infrastructure projects to improve economic development, pursue social objectives and improve on the existing societal challenges (Nyakundi, 2015). Policies are also given in the implementation of projects to ensure that resources are spread equitably throughout the country to ensure equitable development (Kerzner, 2013). This goal can be attained for the least amount of money possible. According to Otieno (2016), successful policies that focus on project success should prioritize project efficacy, and the implementation process should ensure that the project meets the recipients' socio-economical, legislative, and institutional objectives, as well as the project's supporters. Furthermore, an effective strategy should push for effective execution, ensuring that the project is carried out within the budgeted budget. The resources should be used effectively, and stakeholders should be treated fairly. Project managers should avoid bias and discrimination, and if there are any confidentialities to be covered, they should be respected (Ting, 2016). According to Musyoki and Gakuu (2018), policies are given to aid in the effective execution of the project and to ensure that the project management processes Daystar University Repository Library Archives Copy 40 are transparent. Furthermore, such policies ensure that project-related decisions are clear and taken in accordance with established regulations, and that these decisions are based on accurate data. Transparency is a key factor in public infrastructure projects because it contributes to clarity and openness (Gatti, 2012). As a result, when the implementation process begins, government policies hope to serve as a connection between public infrastructure programs, budgeting, planning, and the achievement of financial targets. Government policies were critical in improving the implementation process of these projects in terms of efficiency, structure, scale, and conduct during the implementation period (Osman & Kimutai, 2019). Empirical Literature Review In Rivers State, Nigeria, Olori and Okide (2014) concentrated on achieving sustainable community development projects through community engagement. The researchers used a descriptive survey study method and a stratified random sampling methodology. Using the Pearson product moment correlation coefficient, a test-retest approach yielded a reliability index of 0.89. It was noted that community engagement in community development projects was poor, and as a result, most development projects did not last. Beneficiaries' active participation in project preparation and implementation contributes greatly to the project's long-term viability. In Rivers State, a range of factors have been described as impeding the long-term viability of community development projects. Lack of transparency and accountability among community leaders, weak leadership, low community engagement in development projects, and corruption were among these factors. However, there is a difference because the previous study concentrated on sustainable community development projects in a regional sense and left out the element of project sustainability strategies, Daystar University Repository Library Archives Copy 41 while the current study examines strategies used to enhance the sustainability of government road projects in Kenya. Rodolfo and Klotz (2015) concentrated on social sustainability issues in the planning and design of construction projects in Portugal. The thesis used a desktop analysis method to examine articles. It was discussed that a concept mapping approach can be used across the construction industry's entire spectrum. For example, both horizontal and vertical ventures should have a stakeholder management plan. These plans can be used in slightly different ways depending on the business sector but maintaining the processes at this level allows for the broadest applicability while also allowing for the ability to adapt the system to individual projects if required. Other considerations to consider when deciding the most important category include choosing processes that are relevant for achieving social sustainability outcomes and appropriateness for the form of construction project. However, there is a difference because the previous research concentrated on social sustainability issues during planning and design and was performed in a global context, while the current study examines methods used to enhance the sustainability of government road projects in Kenya. Morakinyo, Ibrahim, and Afolabi (2017) investigated the influence of project management strategies on road construction projects in Nigeria, using a systematic questionnaire to collect primary data. Secondary data was collected from a combination of published and unpublished sources. The findings were presented in descriptive and inferential form using frequencies, percentages, maps, mean, and chi-square analytical techniques. The most important step toward project management maturity is to set up project management operations that can be developed and used. A selection of project management techniques was used to recruit professional staff and guide efforts. Job Daystar University Repository Library Archives Copy 42 scope, time, energy, costs, efficiency, communication, risk, and contract procurement are some of the components and practices used in the construction industry. The previous study looked at the impact of project management techniques on road construction projects in a regional context, whereas the current study examines the methods used to improve the sustainability of government road projects in Kenya. Ouma (2016) investigated the factors that influenced the implementation of health projects in the Gedo Region of Somalia. The descriptive research method was used, and the target population consisted of 55 World Vision employees who worked on health projects in Somalia's Gedo region. Poor communication strategies, according to the findings, had a negative impact on comprehension, knowledge sharing among team members, the approval process, and communication between the project team and management, resulting in ineffective project execution. World Vision Somalia has a roadmap for implementation phases, according to the report, which assists in evaluating an organization's ability to adapt as well as the feasibility of potential change goals. The study discovered that World Vision Somalia had sufficient financial support for project implementation, resulting in successful project implementation, as finances are critical in the running of a project initiative in terms of promoting mission execution. However, there is a difference because the previous study looked at factors that affected the implementation of health projects in a regional sense, while the current study looks at strategies for enhancing the sustainability of government road projects in Kenya. Mburu (2017) used a descriptive research design with a stratified random sampling approach to assess the impact of project planning on the sustainability of road construction projects in Nairobi city county, Kenya: a case of China Wuyi Company Limited. Quality assurance, quality preparation, quality management, quality customer satisfaction, and quality continuous improvement were defined as essential elements of Daystar University Repository Library Archives Copy 43 project planning for ensuring the long-term viability of road construction projects. The process of managing timelines, from the scope statement to breaking activities down into tasks, allocating duration, developing a flow path, and establishing project timeline management, was critical in increasing project sustainability. Periodic organizational and management assessments, as well as monitoring of effects, effectiveness, and significance, were essential to the project's long-term viability. However, there is a difference since the previous study looked at the effect of project planning on the long- term viability of road construction projects, while the current study looks at the methods used to increase the long-term viability of government road projects in Kenya. Githua and Wanyoike (2015) used a descriptive design to evaluate the factors affecting the success of community water projects in Njoro Sub County, Kenya. Data was collected from a sample of 91 participants using structured questionnaires, and analyzed using both descriptive and inferential statistical techniques. It was discovered that increased participation of key stakeholders in community water projects resulted in imp