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.

Abstract: This study examined how stakeholder engagement affects project performance, focusing on Rwanda’s Green Gicumbi Project. Guided by stakeholder theory, it evaluated the impact of stakeholder involvement in planning, decision-making, and implementation phases. Using a mixed-methods approach, the study gathered data from 150 respondents, including project managers, team members, and local officials. Data analysis involved descriptive statistics, regression, and ANOVA. Findings showed that engagement in decision-making (mean = 3.675) and implementation (mean = 3.662) significantly improved project performance. Planning engagement (mean = 3.723) also had a positive, though slightly weaker, effect. Regression analysis revealed a strong positive correlation (R = 0.702) between stakeholder engagement and project performance, explaining 49.3% of the variance (R² = 0.493). The Durbin-Watson statistic (0.085) indicated positive autocorrelation. ANOVA results (F = 143.807, p = 0.000) confirmed the significant influence of stakeholder engagement. The study concludes that stakeholder engagement is essential for project success. It recommends prioritizing stakeholder involvement in all phases, improving decision-making, and integrating feedback into planning. Policymakers should promote supportive environments through training, incentives, and continuous engagement. These findings provide key insights for enhancing project outcomes through strategic stakeholder management.

Abstract: The study investigated the impact of budgeting on the implementation of inclusive education in public primary schools in Nandi County, Kenya. The target population comprised 831 headteachers, 4,156 teachers, and six Sub-County Directors of Education. A sample of 62 headteachers, 308 teachers, and six Sub-County Directors of Education was selected using stratified random sampling for headteachers and teachers, and purposive sampling for Sub-County Directors. Data were collected through questionnaires and interviews. Descriptive and inferential statistics, including multiple regression analysis, were utilized to analyze the data. The findings revealed that budgeting significantly influenced the implementation of inclusive education, with Pearson’s correlation coefficient (r = 0.591, p < 0.05) indicating a positive and significant relationship. Budgeting practices, including stakeholder involvement, preparation, and review cycles, and allocation of resources to priority needs, were critical in enhancing inclusive education outcomes. The analysis further revealed that 35% (R² = 0.350) of the variation in the implementation of inclusive education could be attributed to budgeting. Challenges highlighted included inadequate funds and poor teacher remuneration, which demotivated teachers. The study concluded that effective budgeting enhances the implementation of inclusive education and recommended increasing budget allocations, strengthening stakeholder engagement, and adopting monitoring mechanisms for accountability. The findings contribute to improving financial management practices in public primary schools and advancing inclusive education policies. Future studies should explore the influence of alternative funding models on the sustainability of inclusive education.