Abstract: This study assessed the role of Stakeholder Engagement on success of community- based projects in Rwanda: a case of Volcano Belt Water Supply Project under WASH Program in Musanze District. The study was anchored on stakeholder theory, participatory development theory, and systems theory. The target population consisted of 286 stakeholders involved in implementation and management of community-based WASH projects in Musanze District, including community beneficiaries, local leaders, WASH committee members, project staff, and development partners. A sample size of 167 respondents was determined using the Taro Yamane formula. Quantitative data were analyzed using descriptive statistics, correlation analysis, and regression analysis with the help of SPSS. The descriptive results showed favourable and homogeneous assessments for decision making (overall M=4.157, SD=0.404), planning and design (M=4.241, SD=0.452), implementation of actions (M=4.157, SD=0.404), monitoring and evaluation (M=4.206, SD=0.414), and project success (M=4.157, SD=0.404). Stakeholder involvement in decision making had a positive and statistically significant effect on project success (B=0.292, t=4.787, p=0.000); planning and design also made a statistically significant contribution (B=0.202, t=3.885, p=0.000); involvement in implementation actions strengthened project success (B=0.242, t=3.408, p=0.001); and monitoring and evaluation remained a statistically significant predictor (B=0.197, t=3.031, p=0.003). The combined model explained 83.7% of the variation in project success. The study concluded that community-based WASH projects benefited when stakeholders influenced decisions, shaped plans, supported implementation and participated in performance review. It recommended institutionalising documented participation arrangements across the complete project cycle.

Abstract: This study examined the effect of stakeholder engagement on the performance of the Green Amayaga Project in Rwanda. It specifically assessed the influence of stakeholder participation in project planning, implementation, monitoring, and decision-making on project performance. A quantitative research approach was adopted, and data were collected from 183 respondents. The data were analyzed using descriptive and inferential statistics, including correlation, regression analysis, and ANOVA. The findings revealed a strong and statistically significant positive relationship between stakeholder engagement and project performance (R² = 0.979, F = 1673.801, p < 0.001). Effective stakeholder engagement enhanced coordination, communication, accountability, resource utilization, sustainability, and the achievement of project objectives. Despite these positive outcomes, the project experienced slight implementation delays and cost overruns, as reflected by a Schedule Performance Index (SPI) of 0.96 and a Cost Performance Index (CPI) of 0.94. The study concludes that effective stakeholder engagement is a critical determinant of project performance and sustainability. It recommends strengthening inclusive stakeholder participation, maintaining continuous communication, and ensuring active stakeholder involvement throughout all stages of the project lifecycle.

Abstract: The general objective of this study was to examine the effect of stakeholder management on sustainability of Takeda Project in Nyagatare District. This study specifically assessed the effect of stakeholder identification on the sustainability of Takeda Project, analyze the effect of stakeholder analysis on the sustainability of Takeda Project, evaluate the effect of stakeholder engagement on the sustainability of Takeda Project, and determine the effect of stakeholder communication on sustainability of Takeda Project in Nyagatare District. The researcher used SPSS (Statistical Package for the Social Sciences, version 28). The regression findings revealed that stakeholder identification had a positive and significant effect on sustainability of Takeda Project in Nyagatare District (B = 0.315, t = 7.362, p = 0.000), while stakeholder analysis also had a positive and significant effect on sustainability of Takeda Project in Nyagatare District (B = 0.357, t = 7.952, p = 0.000). The findings further showed that stakeholder engagement had a positive and significant effect on sustainability of Takeda Project in Nyagatare District (B = 0.096, t = 2.342, p = 0.021), and stakeholder communication had a positive and significant effect on sustainability of Takeda Project in Nyagatare District (B = 0.243, t = 5.570, p = 0.000). The study concluded that stakeholder management practices significantly contribute to project sustainability. The study recommended that Takeda Project management should maintain an updated stakeholder register showing stakeholder roles, contacts, interests, expectations, and level of involvement to strengthen coordination and sustainability.

Abstract: This study examined the effect of project management practices on the performance of the TVET empowerment project in Rwanda, with particular focus on TVET graduates participating in workplace learning at “T-Kay Ltd. Data were collected using documentary review and questionnaires. A correlational research design was employed to examine the relationships between the study variables. The findings revealed that project management practices were generally implemented effectively within the T-KAY Limited TVET Graduates Project. Scope management practices recorded strong performance and significantly influenced project performance (β = 0.193, p < 0.05). Monitoring and evaluation demonstrated a strong positive relationship with project performance (r = 0.775, p < 0.01) but exhibited a statistically insignificant independent effect in the regression model (p > 0.05). Risk management emerged as the strongest predictor of project performance (β = 0.546, p < 0.05), confirming the importance of effective risk identification, mitigation, monitoring and corrective interventions. Stakeholder engagement also demonstrated a strong positive association with project performance (r = 0.907, p < 0.01), although its independent contribution was statistically insignificant in the regression model. The study concludes that project management practices significantly influence the performance of TVET empowerment projects, with scope management and risk management emerging as key determinants of project success. The study recommends strengthening entrepreneurship support mechanisms, beneficiary-centered monitoring systems, proactive risk management approaches, and stakeholder collaboration in order to enhance project sustainability, employment creation, and fulfillment of beneficiaries’ expectations.

Abstract: This study examined the influence of project implementation strategies on the performance of the Kigali Informal Settlement Upgrading Project (KISUP) in Nyarugenge District, Rwanda. It assessed project design, stakeholder engagement, resource management, and monitoring and evaluation in relation to project performance. Guided by Stakeholder Theory, Contingency Theory, and Goal-Setting Theory, the study adopted a descriptive and correlational mixed-methods design. The target population comprised 477 KISUP stakeholders, with 217 sampled. Data were collected from 164 questionnaire respondents and 27 key informants. Quantitative data were analyzed using descriptive statistics, Pearson correlation, multiple regression, and ANOVA, while qualitative data were analyzed thematically. Results indicated high agreement on project design (M = 4.27), stakeholder engagement (M = 4.25), resource management (M = 4.27), monitoring and evaluation (M = 4.28), and project performance (M = 4.26). All four strategies correlated positively with performance. The regression model was significant, F(4,159) = 76.614, p < .001, explaining 65.8% of performance variance (R² = .658). Project design was the strongest significant predictor (β = .617, p < .001), followed by monitoring and evaluation (β = .356, p < .001). Stakeholder engagement and resource management were not significant independent predictors. The study concludes that effective front-end design and continuous monitoring are critical to KISUP performance. It recommends comprehensive planning, stronger feedback-oriented M&E, sustained stakeholder participation, and improved resource coordination.

Abstract: This study examined the effect of stakeholder-driven project management approaches on the integration of street vendors into Kigali’s formal systems, with specific reference to Corazon Market in Gasabo District, Rwanda. The study aimed to assess how stakeholder engagement influences the successful integration of street vendors into formal market structures. Adescriptive and explanatory research design was adopted using both quantitative and qualitative approaches to obtain comprehensive information regarding stakeholder participation and vendor formalization processes. The target population consisted of 338 stakeholders involved in the integration process, including street vendors, municipal officials, district officials, NGO representatives, and project management team members. A sample size of 183 respondents was selected, and data were collected using structured questionnaires and semi-structured interviews. Quantitative data were analyzed using SPSS version 23 through descriptive statistics, Pearson correlation analysis, and regression analysis, while qualitative data were analyzed thematically. The findings revealed that stakeholder engagement had a positive and statistically significant relationship with the integration of street vendors into formal systems, with a Pearson correlation coefficient of r = 0.644 (p < 0.01). Regression analysis further confirmed that stakeholder engagement significantly influenced street vendor integration, demonstrating that effective participation, communication, collaboration, and involvement of key actors contribute to improved formalization outcomes. The study recommends strengthening participatory decision-making mechanisms, improving communication channels, and establishing continuous engagement platforms among stakeholders involved in street vendor formalization initiatives. The findings provide valuable insights for policymakers, urban planners, and project managers seeking to promote inclusive urban development and sustainable integration of informal traders into formal economic systems in Rwanda.

Abstract: Agriculture remains a key pillar of Rwanda’s economy, contributing significantly to Gross Domestic Product and providing employment for a large proportion of the population. One Acre Fund supports smallholder farmers in Muhanga District through structured stakeholder engagement; however, the extent to which such engagement influences agricultural project performance remains insufficiently established. This study examined the influence of stakeholder engagement on the performance of agricultural projects implemented by One Acre Fund in Muhanga District, Rwanda. Guided by Stakeholder Theory, the study adopted a mixed-methods descriptive research design. The target population comprised 171 stakeholders, including project managers, coordinators, field officers, agronomists, and farmers. A sample of 120 respondents was selected using Slovin’s formula and proportionate stratified random sampling. Data were collected through questionnaires, interviews, and document reviews and analysed using descriptive statistics, Pearson correlation, regression analysis, and thematic analysis. Findings revealed a high level of stakeholder engagement, with an overall mean score of 4.41, while representation in decision-making recorded the highest rating (M = 4.54). Stakeholder engagement was significantly and positively correlated with farmers’ resilience (r = .786, p < .001), crop yields (r = .743, p < .001), beneficiaries’ satisfaction (r = .676, p < .001), and profitability (r = .579, p < .001). Regression analysis further demonstrated that stakeholder engagement significantly predicted agricultural project performance (β = .591, p < .001). The study concludes that stakeholder engagement is a critical determinant of agricultural project success. It recommends strengthening inclusive participation, continuous feedback mechanisms, and stakeholder consultation frameworks to enhance agricultural project implementation and outcomes.

Abstract: This study examined the effect of stakeholder engagement on project success, with a case study of the renovation of Amahoro Stadium in Kigali, Rwanda. The study objectives were: to examine the influence of project planning on project success; to analyse the effect of project execution mechanisms on project success; and to assess the effect of project decision making on project success. The target population was 150 project participants. The study applied Stakeholder Theory, Agency Theory, and the Resource-Based View (RBV). Both descriptive and inferential statistics were used, employing Pearson correlation and a multiple regression model. Correlations between project planning, project execution mechanisms, and project decision making were 0.925, 0.862, and 0.945, respectively (p < 0.05). Regression analysis revealed that project planning was not statistically significant (p = 0.105), while project execution mechanisms (p = 0.000) and project decision making (p = 0.000) were significant predictors of project success (R² = 0.904). The study concludes that stakeholder engagement significantly influences project success. It is recommended that the Ministry of Infrastructure actively engage citizens through awareness campaigns, training programs, and collaborative initiatives.

Abstract: This study examined the role of stakeholder engagement in shaping the performance of prison decongestion programs at Nairobi Remand Prison, Nairobi County, Kenya. Drawing on Performance Theory, Expectancy Theory, and Systems Theory, the research employed a descriptive design with a sample of 269 stakeholders, including prison officers, prosecution counsels, magistrates, and court clerks. Data collected through structured questionnaires and key informant interviewJournals achieved a 97% response rate and were analyzed using SPSS version 26 and NVivo 14. Results revealed that stakeholder engagement had a statistically significant and positive influence on program outcomes, contributing to reduced overcrowding, improved fairness in case handling, enhanced staff work conditions, and more efficient case processing. The study concludes that participatory engagement of stakeholders is critical to the effectiveness and sustainability of prison decongestion efforts. It recommends strengthening collaboration across justice sector actors, aligning stakeholder interests, and establishing feedback mechanisms to enhance accountability and long-term reform.

Abstract: Climate change poses a major threat to agriculture, livelihoods, and socio-economic development in East Africa, particularly in arid and semi-arid regions. To address this, IGAD has implemented climate adaptability projects in Kenya; however, challenges such as weak political support, limited institutional capacity, inadequate stakeholder engagement, and poor resource mobilization have constrained performance. This study examined the influence of monitoring and evaluation (M&E) drivers—political support, institutional capacity, stakeholder engagement, and resource mobilization—on the performance of IGAD’s climate adaptability projects in Kenya, grounded in Stakeholder and Institutional Theories. A convergent parallel mixed-method design was employed, targeting 757 respondents across nine projects. The sample comprised 263 staff and 12 key informants from partner organizations, with data collected using structured questionnaires and interviews. Analysis was conducted through SPSS v30.0 for quantitative data and thematic methods for qualitative data. Results revealed that the four M&E drivers collectively explained 78.3% of the variance in project performance (R² = 0.783), with institutional capacity as the strongest predictor. Introducing organizational coordination improved the model to R² = 0.796. The study concludes that all four drivers significantly influence performance and recommends strengthening political support, institutional capacity, stakeholder engagement, and resource allocation to enhance climate adaptability project outcomes.