Factors influencing project implementation in non governmental organisations: a case of world scout bureau, Africa regional office Nairobi, Kenya

Abstract

The purpose of this study was to establish the factors influencing project implementation in Non - Governmental Organisations. The study was carried out in World Scout Bureau, Africa Regional Office based in Nairobi County in Kenya and had the following objectives: to establish the extent to which techni cal factors influence project implementation in World Scout Bureau, Africa Regional Office , to e xamine the extent to which managerial factors influence project implementation in World Scout Bureau, Africa Regional Office , to evaluate the extent to which or ganisational structures influence project implementation in World Scout Bureau, Africa Regional Office and to assess the extent to which factors attributed to donor policies and practices influence project implementation in World Scout Bureau, Africa Regio nal Office . The target population of this study included all cadres of ARO staff. The total population in the study was 25. A descriptive research design was adopted. Complete sampling was used in this study where the total population took part in the stud y. The study made use of closed ended questionnaires, interview schedule and observation guide as instruments of data collection. Questionnaires were used to collect data from all the employees wh ile interview schedule was used to collect data from department heads. Observation was applied throughout ARO. Data was analysed qualitatively through content analysis. Quantitative data was first coded then analysed using Statistical Package for Social Sciences (SPSS). After interpretation, the f indings were presented in tables using frequencies and percentages. The study revealed that technical factors, managerial factors, organisational structures and factors attributed to donor policies and practices influenced project implementation at ARO . Th ough qualified ICT personnel were in place, it was concluded that they were not directly involved in project management since gaps like lack of data management systems to support project implementation were witnessed . The study revealed that ARO largely ad apted a functional organisational structure, which was not effectively responding to the project management needs and standards for better performance. Where as existence of policies and programmes that would support project implementation coupled with wid e awareness of the same among the ARO staff was acknowledged, the study found out that there were gaps in the implementation of such policies to enhance project performance. The study therefore concluded that NGOs need to invest in technical, managerial, o rganisation structures and issues related to donor policies and practices which continue to affect better project performance. Major recommendations were that; NGOs should invest in project staff by equipping them with knowledge, skills and attitudes to en able them deliver their mandates effectively, adequate and qualified human resources should be availed to manage different projects so as to enhance project performance, NGOs should invest in upgrading their technology infrastructure to support project imp lementation and NGOs should invest in better collaboration with donors and financiers to ensure cross cutting accountability and also encourage downward accountability. Areas for further re search work included a study on: factors influencing donor accounta bility in project management and factors contributing to lack of senior management support in projects. These would highlight the issues underlying the failure of project implementation and inform decision makers on the necessary action s to be taken .