MONITORING AND EVALUATION PRACTICES AND PERFORMANCE OF

CONSTITUENCY DEVELOPMENT FUND PROJECTS IN KIAMBAA

CONSTITUENCY, KIAMBU COUNTY, KENYA

DOREEN NJERI MATHENGE

D53/CTY/PT/28887/2013

A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS IN

PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF MASTER OF

BUSINESS ADMINISTRATION (PROJECT MANAGEMENT) OF KENYATTA

UNIVERSITY

2017

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 DECLARATION

This project is my own work and has not been presented for an award in another university.

This project should not be reproduced without the author’s and Kenyatta University’s

authority.

Signature: ___________________________ Date: ______________________

Doreen Njeri Mathenge

D53/CTY/PT/28887/2013

I confirm that the work presented in this project was carried out by the candidate under my

guidance as the appointed University supervisor.

Signature: ___________________________ Date: ___________________

Dr. Caleb Kirui,

Management Science Department

Kenyatta University.

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 DEDICATION

I dedicate this work to my husband, son, friends and family for their great support,

encouragement and prayers during this period of study.

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 ACKNOWLEDGEMENT

I wish to thank God for giving me this opportunity and resources to study. I also wish to

extend my sincere and deep gratitude to the following persons for their significant and very

constructive ideas and opinions that led to the success of this project; my supervisor Dr.

Caleb Kirui for his guidance and also for ensuring that I come up with a good document; My

husband for constantly pushing me to do my best; my boss and colleagues for flexible

working hours to go to school.

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 TABLE OF CONTENTS

DECLARATION ................................................................................................................. 1
DEDICATION .................................................................................................................... 3
ACKNOWLEDGEMENT .................................................................................................. 4
TABLE OF CONTENTS .................................................................................................... 5

LIST OF FIGURES ............................................................................................................ 8

LIST OF TABLES .............................................................................................................. 9
OPERATIONAL DEFINITION OF TERMS .................................................................. 10
ABBREVIATIONS AND ACRONYMS .......................................................................... 12
ABSTRACT....................................................................................................................... 13
CHAPTER ONE: INTRODUCTION .............................................................................. 14
1.1 Background to the Study ............................................................................................ 14
1.1.1 Constituencies Development Fund in Kiambaa constituency ............................... 15
1.2 Statement of the Problem ........................................................................................... 17
1.3 Objectives .................................................................................................................. 18
1.3.1 General Objective ................................................................................................ 18
1.3.2 Specific Objectives of the Study .......................................................................... 18

1.3.3 Research Questions ............................................................................................. 19

1.4 Significance of the Study ........................................................................................... 19
1.5 Scope of the Study ..................................................................................................... 19
1.6 Limitation of the Study .............................................................................................. 20
1.7 Organization of the Study .......................................................................................... 20

CHAPTER TWO: LITERATURE REVIEW .................................................................. 21

2.1 Introduction ............................................................................................................... 21
2.2 Theoretical review ..................................................................................................... 21
2.2.1 Stakeholder Theory – by Edward Freeman .......................................................... 21
2.2.2 Resource Dependence Theory - by Pfeffer and Salancik ...................................... 22
2.3 Empirical Review ...................................................................................................... 23

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 2.3.1 Community participation and Performance .......................................................... 23
2.3.2 Management Style and Performance .................................................................... 24
2.3.3 Political patronage and Performance .................................................................... 25
2.3.4 Human resource practices and Performance ......................................................... 27

2.3.5 Performance of CDF projects .............................................................................. 28

2.4 Summary of Literature Review and Research Gaps .................................................... 30
2.5 Conceptual Framework .............................................................................................. 32

CHAPTER THREE: RESEARCH METHODOLOGY .................................................. 33

3.1 Introduction ............................................................................................................... 33
3.2 Research Design ........................................................................................................ 33

3.3 Target Population ...................................................................................................... 33

3.4 Data collection Instrument ......................................................................................... 34
3.5 Data collection Procedure .......................................................................................... 34
3.6 Validity and Reliability of Research Instruments........................................................ 34
3.6.1 Validity of the Instrument .................................................................................... 34
3.6.2 Reliability of the Instrument ................................................................................ 35

3.7 Data Collection Procedure ......................................................................................... 36

3.8 Data Analysis and Presentation .................................................................................. 36
3.8.1 Regression model ................................................................................................ 37
CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION ...................... 38
4.1 Introduction ............................................................................................................... 38
4.2 Background Information ............................................................................................ 39

4.2.1 Respondents Gender ............................................................................................ 39

4.2.2 Respondents Age ................................................................................................. 39
4.2.3 Respondents Highest Educational Qualification................................................... 40
4.3 Community Participation Influence and Performance of CDF Projects ....................... 41
4.4 Management Style Influence and Performance of CDF Projects ................................. 42
4.5 Political Patronage Influence and Performance of CDF Projects ................................ 43
4.6 HRM practices Influence and Performance of CDF Projects ...................................... 45
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 4.2 Regression Analysis .............................................................................................. 47

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ...... 50

5.1 Introduction ............................................................................................................... 50
5.2 Summary ................................................................................................................... 50

5.3 Conclusion................................................................................................................. 52
5.4 Recommendations...................................................................................................... 53

REFERENCES .................................................................................................................. 54
APPENDICES ................................................................................................................... 57
APPENDIX I: RESEARCH AUTHORIZATION LETTER ....................................... 57
APPENDIX II: INTRODUCTION LETTER............................................................... 58

APPENDIX III: QUESTIONNAIRE ............................................................................ 59

APPENDIX IV: KIAMBAA CONSTITUENCY PROJECTS AS AT SEP 2016 ........ 62

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 LIST OF FIGURES

Figure 1: Conceptual Framework ....................................... .Error! Bookmark not defined.1

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 LIST OF TABLES

Table 4.1: Response Rate .................................................................................................... 38

Table 4.3: Respondents Gender ........................................................................................... 39
Table 4.4: Respondents Age ................................................................................................ 40
Table 4.5: Respondents Highest Educational Qualification .................................................. 40

Table 4.6: Community Participation Influence and Performance of CDF Projects ............... 41
Table 4.7: Management Style Influence and Performance of CDF Projects ......................... 42
Table 4.8: Political Patronage Influence and Performance of CDF Projects ......................... 44
Table 4.9: HRM practices Influence and Performance of CDF Projects ............................... 45
Table 4.10: Performance of CDF projects ............................................................................ 46
Table 4.11: Results of Multiple Regression ......................................................................... 47
Table 4.12: Summary of One-Way ANOVA Results of the Regression Analysis................. 48
Table 4.13: Regression Coefficients .................................................................................... 48

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 OPERATIONAL DEFINITION OF TERMS

Project : A collaborative enterprise or individual designed and

organized to meet a specific objective.

Monitoring and evaluation : A process that improves performance by improving results.

(M&E) M&E is a powerful accountability mechanism. Its

objective is to improve the current and the future

management of outcomes, impact and outputs.

Monitoring and evaluation : These are the independent variables used as indicators to

practices measure the dependent variable performance of the CDF

projects. These variables are factors/determinants of

project performance. They are community participation,

the management style, and political patronage and HRM

practices.

Performance : Is the dependent variable degree to which a CDF project is

successful inline with the stated objectives. To measure

performance indicators are selected before the

implementation of the project which will rate the targeted

outputs and outcomes at the end of the project.

Constituency Development : CDF is the fund that is set to support development projects

Fund (CDF) Projects in the constituency. It is expected to give equal distribution

of resources across all counties without bias in county

development brought about by politics.

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Capacity building (CB) : Capacity building or development is a concept approach to

development. Its focus is on understanding the obstacles

that prevent counties, governments, people, non-

governmental organizations and international organizations

from realizing their set development objectives.

Community participation : Is a proven approach to addressing community issues and

has been long utilized in project development in Kenya.

Political patronage : Is the giving of rewards or special favors like contracts,

government subsidies, public office jobs or any other

valued benefits by the sponsor (the one controlling the

awarding) to a client.

Management Style : Is a style of thinking and management, strategies of

information processing and knowledge ordering, used in a

variety of managerial operations that include planning,

organizing and control.

HRM Practices : Are the human resource approaches that involve reward

system, performance appraisal and career management

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 ABBREVIATIONS AND ACRONYMS

CB: Capacity Building

CD: Capacity Development

CDF: Constituencies Development Fund

CDFC: Constituencies Development Fund Committee

PMC: Project Management Committee

M&E: Monitoring and Evaluation

HRM: Human Resource Management

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 ABSTRACT

There have been numerous complaints by scholars, researchers, professionals and consultants
that CDF projects are not performing. The speed at which the government deals with the grey
areas of CDF funded projects management will determine the realization of the Kenya Vision
2030 whose main objective is to transform Kenya’s economy through the well-intended
devolved CDF fund projects. Devolution of resources to the decentralized government is a
national Government move. The issue is the management and organization of the CDF
projects because politicians control the disbursement of funds, the running of the projects and
dictate what is to be monitored and evaluated on a given project and in addition what the
stakeholders should be filled in on. some counties also lack total consideration for CDF
projects since some CDF projects are based on the political benefit and not the overall good
for the county therefore the constituents are denied their right to development as they are left
thinking it is a favor or goodwill of the politicians. Hence this study sought to find the
influence of Monitoring and evaluation practices and performance of constituency
development fund projects in Kiambaa constituency, Kiambu County, Kenya. The study was
guided by the following specific objectives; to establish the influence of community
participation, to determine the influence of management style, to establish the influence of
political patronage and to assess the influence of HRM practices on performance of
Constituency Development Fund projects in Kiambaa Constituency, Kenya. The study’s
target population was the 132 projects in the constituency. The study adopted a census data
collection procedure design since the target group was small and manageable. Self-
administered questionnaires were used for data collection. Data collected was analysed using
descriptive and inferential statistics were used to analyse the relationship between the
dependent variable and the independent variables. Multiple regression analysis with the aid of
Computer Statistical Package for Social Scientists (SPSS) software was used to analyse the
data and findings presented using frequency tables for analysis. Overall, Political patronage
had the highest effect on performance of CDF projects in Kiambaa. The findings of this study
indicate that 65.6% of the changes in M&E on project performance variables could be
attributed to the combined effect of the predictor variables. The study summarized and
concluded on the influence of monitoring and evaluation of constituency development fund
projects and recommended that the government should ensure the community (beneficiaries)
involvement in all M&E activities throughout the project life cycle, capacity building for the
community and an independent body set up to perform project audits.

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 CHAPTER ONE: INTRODUCTION

1.1 Background to the Study

Constituencies Development Fund (CDF) was established through an Act in 2003 as a public

funded contribution towards constituency developments. The concept of decentralization was

amplified in 2011, when the District Focus for Rural Development (DFRD) strategy was put

in place (Chitere & Ireri, 2006; Mapesa & Kibua, 2006). It is on the principle of local

participation in development projects that the Kenyan government officially adopted DFRD

policy in 2011. This was also based on the principle of complimentary relationship between

the government’s ministries and the local people, thus improving the productivity of

development work and increasing effectiveness in problem identification and project

implementation.

According to Mwenzwa (2007), the concept failed because it did not give local communities,

who were the beneficiaries, the opportunity to participate in development initiatives. For any

strategy, like DFRD, to survive and improve lives, beneficiaries must be fully involved in the

identification, prioritization, planning, implementation, monitoring and evaluation of

development that concerns them. CDF is thus another strategy which aims at devolving and

decentralizing development in the grassroots.

CDF was established in the year 2003 under the Constituencies Development Fund Act 2003

in the Kenya Gazette Supplement No. 107 (Act No. 11) and was later amended in the CDF

Amendment Act 2007 (TISA, 2011). CDF was established to increase community

participation in decision making where local affairs are concerned. As a fiscal decentralized

fund, it was initiated to provide infrastructure and amenities to the Kenyan citizens by

enlisting participation of the members of the community. The fund gets 2.5% of all the

government ordinary revenue collected in a fiscal year (Mwenzwa, 2007). 75% of the fund is
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divided equally among the 47 counties, with the remaining 25% distributed based on

population and poverty index (Musyimi, 2006).

Some of the weaknesses that have been cited through studies done on CDF in Kenya reveal

that there is political and administrative influences, top-down mentality and mismanagement

which have greatly hampered its success political influence on CDF management can be, and

has been, an avenue for corruption and embezzlement of funds meant for local development.

Mapesa & Kibua (2006) in some selected constituencies found that majority of constituents

thought that CDF funded projects were as a result of local politicians’ own development

gesture extended to the community. With this kind of mentality, it is expected that when such

funds are mismanaged, the local people may not know. The weaknesses with CDF

management stem from the failure to incorporate and actively involve grass root community

in development activities (Mwenzwa, 2007).

To ensure efficiency of CDF in improving the quality of life of local people, community

participation is key. The local people are best placed to make decisions concerning their

needs. Failure to be inclusive makes the community get alienated and this can be enough fuel

to ignite passivity and possible resistance to development initiatives (Mulwa & Nguluu

2006). It is on this premise that the study sought to find out whether members of Kiambaa

Constituency are involved in CDF funded projects.

1.1.1 Constituencies Development Fund in Kiambaa constituency

CDF is a devolved fund which was setup by the national government of Kenya because the

county government has a better understanding what the local citizens need. It was initialized

by the government through CDF Act and enacted by parliament in 2003. Its objectives were

to ensure constituency development to fight poverty at the counties by implementation of

projects that improve the community’s economy, equality in sharing of the national resources
15
and providing an opportunity for community to participate in project development, planning

and implementation. CDF was born from the concept of rural development policy of 1965

which was birthed at a ministry of economic planning and development conference whose

aim was to find ways of enhancing constituency development, employment creation and

education. CDF is aimed at achieving development and social economic growth in

constituencies by financing community projects and encouraging community participation.

The CDF Act that was amended 2013 asks that the counties initiate projects that will benefit

the community.

It further stipulates the allocation of resources to different activities such as Education

Bursary, Emergency – 5%, CDFC Administration, Monitoring and Evaluation 2%, recurrent

expenses 6%, Mocks and assessment schemes 25%, sports activities 2%, Environment

Activities 2%. Other CDF projects in Kenya are Free Primary Education (FPE), Economic

Stimulus Programmes (ESP), HIV/AIDS Fund, Rural Electrification Fund (REF), Road

Maintenance Fuel Levy Fund (RMLF), Free Secondary Education (TFSE), Local Authority

Transfer Fund (LATF), Secondary Schools Bursary Fund (SSBF), among others.

The responsibility of CDF projects M&E is left to the CDF board and the CDF Committee

who delegate to the Project Management Committee the functions of supervising the projects

going on. It is allowed for 3% of the total CDF allocation is used in the M&E of the projects

as well as CB (CDF Act 2013, section 31-3). A large number of people do not agree whether

CDF meets its set objectives, giving an indication that its success is questionable.

Similar studies conducted in the 47 counties indicate that allocation of CDF is not an easy

task since constituencies all have different needs and the poor means of effecting

accountability and transparency in distributing of CDF projects, in the various constituencies

some constituencies are left out. The major components of project initiation, selection and
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M&E are yet to be effectively managed by the CDF Committee. Monitoring and evaluation is

important in seeing to it that the goals and objectives set for the CDF projects are met. They

include initiation of the development projects at the constituency to fight poverty in the

community, promoting equality in sharing of the national and county resources and provide a

chance for the community to be involved in the project stage by stage.

1.2 Statement of the Problem

Kiambaa constituency receives funding from the national government and has been touted

among the poorly performing in CDF projects management according to the CDF Status

report TISA (2009).CDF contributes over 10% to all developments of Kenya though it has

been marred by repeated abuse of funds and poor implementation of projects leaving some

incomplete. There have been numerous complaints by scholars, researchers, professionals

and consultants alike that CDF projects lack clear guidelines on how they need to be

managed.

A research by Rutere (2009) reveals that procurement is also a cause of stalling of CDF

projects in North Imenti Constituency. A study by Wambugu (2008) in Dagoretti North

Constituency revealed that political patronage challenged implementation of CDF projects

and caused poor performance in the period of study. The speed at which the government

deals with the grey areas of CDF funded projects management will determine the realization

of the Kenya Vision 2030 whose main objective is to transform Kenya’s economy through

the well-intended devolved CDF fund projects.

Devolution of resources to the decentralized government is a move by the national

Government. The issue is the management and organization of the CDF projects because

politicians control the disbursement of funds, the running of the projects and dictate what is

to be monitored and evaluated on a given project. Also what the stakeholders should be filled
17
in on and some counties lack total consideration for CDF projects since some CDF projects

are based on the political benefit and not the overall good for the county therefore the

constituents are denied their right to development as they are left thinking it is a favor or

goodwill of the politicians. Projects that benefit other counties other than the host

constituency are declined and this causes friction between the project beneficiaries and the

constitutional framework which makes them frustrated and not support monitoring and

evaluation. Hence this study sought to find the influence of Monitoring and evaluation

practices and performance of constituency development fund projects in Kiambaa

constituency, Kiambu County, Kenya.

1.3 Objectives

1.3.1 General Objective

To investigate the influence of monitoring and evaluation practices and performance of

constituency development fund projects in Kiambaa constituency, Kiambu County, Kenya.

1.3.2 Specific Objectives of the Study

i) To establish the influence of community participation on performance of

Constituency Development Fund projects in Kiambaa.

ii) To determine the influence of management style on performance of Constituency

Development Fund projects in Kiambaa.

iii) To establish the influence of political patronage on performance of Constituency

Development Fund projects in Kiambaa.

iv) To assess the influence of HRM practices on performance of Constituency

Development Fund projects in Kiambaa.

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1.3.3 Research Questions

i. How does community participation influence performance of Constituency

Development Fund projects in Kiambaa?

ii. How does the management style influence performance of Constituency Development

Fund projects in Kiambaa?

iii. How does the political patronage influence performance of Constituency

Development Fund projects in Kiambaa?

iv. How do HRM practices influence performance of Constituency Development Fund

projects in Kiambaa?

1.4 Significance of the Study

The study helped to establish the influence of Monitoring and evaluation practices and

performance of constituency development fund projects in Kiambaa constituency, Kiambu

County, Kenya. It also shed light on ways to improve performance of constituency

development fund projects in Kiambaa constituency. The findings of the study will also be

used by other financial institutions and management organisations to duplicate the

recommendations made in Project monitoring and evaluation. In the future, researchers who

might be interested in this area of study may benefit by using this research as a point of

reference in study of similar area in project monitoring and evaluation.

1.5 Scope of the Study

The study was carried out in Kiambaa constituency, Kiambu County. Kiambaa is one of

twelve constituencies in Kiambu County. The constituency has twelve wards namely:

Kanunga Ward, Ndenderu Ward, Muchatha Ward, Kihara Ward, Cianda Ward, Kihingo

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ward, Kiambaa ward, Ndumberi ward, Riabai ward, Technology ward, Township ward,

Ting`ang`a ward.

1.6 Limitation of the Study.

The study was carried out on a small population in Kiambaa constituency, so as to generalise

the results for a large population the study involved more respondents from various levels of

the population. The limitations of the study were that some respondents left blank spaces,

others did not return their questionnaires in good time and other respondents were

withholding information. However, with the researcher having attached a letter of

introduction to each of the questionnaires giving the purpose of the research the respondents

were willing to participate.

1.7 Organization of the Study

This research was structured as follows: Chapter one provided the research background,

research objectives, significance of the study, scope, and the limitations encountered in the

course of the study. Chapter two presented literature review on the determinants of

constituency development fund utilization, evaluation, project monitoring and a conceptual

framework. Chapter three dealt with the methodology that was employed in the study.

Chapter four showed the data analysis, results and discussion. Finally chapter five gave the

summary of findings, conclusions and recommendations.

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 CHAPTER TWO: LITERATURE REVIEW

2.1 Introduction

This chapter commenced by reviewing recent studies conducted on project monitoring and

evaluation and empirical review on related literature.

2.2 Theoretical review

The study was based on two theories; the Stakeholder Theory and the Resource Dependency

Theory.

2.2.1 Stakeholder Theory – by Edward Freeman

The stakeholder theory emphasizes business ethics and organizational management that

address values and morals in organization management. It was initially done by Edward

Freeman in Strategic Management book; a Stakeholder Approach. It identified and modeled

groups (stakeholders of a corporation). It also gives methods which management can suggest

to the interests of the stakeholders. It addresses the "principle of what or who is important”.

Traditionally in company’s view, shareholders view, it’s only the shareholders or the owners

of the company are of importance, and the company has an agreement to let their needs come

first, so as to increase their value.

The theory of Stakeholder argues that there are third parties that are involved. They include:

unions of trade, associations of trade, the employees, suppliers, the community, government

organizations, sponsors, political parties and customers. Competitors affect the state of the

stakeholders and organization in general. Stakeholders’ view of strategy is market, resource,

social and political basis all integrated. Stakeholder theory defines specific stakeholders of an

organization and examines the how managers treat the stakeholders parties. This is the

descriptive and normative theory of identification of the stakeholder (Miles, 2012).

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The CDF projects serve interests of many stakeholders. This study therefore borrowed from

the stakeholder theory which explains that the stakeholder theory is very managerial since it

aids project managers on how to make the sense shared of the created values, and that which

gets its main stakeholders united as well as explaining the management’s role in promoting

interests of the stakeholder. The objective of CDF project monitoring and evaluation should

therefore not be focused on just political campaigns, wealth creation or profit maximization

for the stakeholders but also to enhance the local community growth and performance of

CDF projects (Armitage, 2012).

2.2.2 Resource Dependence Theory - by Pfeffer and Salancik

This theory elaborates on how the external factors (resources) affect the behavior of a

company or organization. External factors (resources) procurement is of importance for the

tactical and strategic management organizations. It postulates that organizations rely on

resources which are obtained from their environment and that the survival of such

organizations depends greatly on their ability to acquire and utilize the resources. The need

for resources and an outlet for finished products and services, have forced organizations to

depend on their environment, the environment in return has exerted influence on the entities

that depend on it (McGee, 2012).

Entities cannot survive if they are not guaranteed the continuous supply of the critical

resources which can be done by retaining multiple sources of supply, engaging in vertical

integration with the suppliers, creating joint ventures, and horizontal integration with

competitors. Furthermore, according to the input-output model, an organization’s survival

depends not only on the availability of resources in the form of raw materials, labour and

capital equipment but also social legitimacy for it to thrive (Westergard, 2012).

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The CDF projects body is therefore not an independent entity as it depends to a large extent

on the society from which it is operating and for which it serves. This argument was

reinforced further by the resource dependence theory which postulates that an organization

can have all the resources in form of raw materials, labour and capital from the environment

but if it is not accepted by the same society, it cannot succeed. The CDF projects are

therefore meant to benefit the constituents and all resources should be geared towards that

this is what monitoring and evaluation ensures.

2.3 Empirical Review

2.3.1 Community participation and Performance

According to a study by McGee (2006), local community participation is a solution to project

sustainability problem. Community participation improves project success and also makes the

projects effective and very efficient. Proponents of community participation of beneficiaries

leading to sustainability of community development projects have most often relied on case

studies to document the association.

According to Mansuri & Rao (2006), Community participation in project development is

crucial in the projects design and implementation phase. Community participation forms

Community Based Development (CBD) which is one of the fast growing mechanisms for

spearheading development aid. The goal of community participation in projects of

Community Based Development to reverse the existence of powerful relations in a way that

makes agency and give the community a voice and give them more control in project

development. This will therefore result in more allocation of CDFs in a way that is more

relevant to the community by responding to their needs, programs to reduce poverty levels, a

county government that responds and good delivery of public recourses, good maintenance of

23
community goods and assets, and finally a very informed and involved constituency that has

self initiative to development activities.

2.3.2 Management Style and Performance

Al-Mashari (2006) study on monitoring the project progress implication found out that when

the progress of implementation of projects is monitored constantly it provides direction for

the team involved in the project and defines the major roles of management at the top that is

important for project implementation to succeed. The importance of the top management

roles being defined in implementation of projects has a few variations hence their support and

commitment is reported by all the referenced researchers.

Zwikael (2006), on the study of the importance of the top management style on project

success found out that support from management from top level is important and viewed as a

success factor for management of a project. Emphasis on great top management style for

various projects is essential. great management from the top support in an organization

include various activities, creating an office for project management, designing the project

procedures which include initiation, training and total quality management support.

Young & Jordan (2008) imply that “top management style is needed is when making

decisions that are effective for risk management and to initiate changes in the business

process”. An important section of a project that is successful is top management style.

Management style (top- down) is essential for processes of business and risk management.

Great risk mitigation with support and commitment from the management at the top is

contingent. It plays a major role in influencing project success.

According to Henriksen (2006) on the study of approaches to project implementation found

out that management style formulated and decided strategies, mission and objectives for

24
project activities for management of risk, and the general objectives. The implementation of

Projects is not a top down management style but its success depends on the effort and

commitment of the middle management. The middle management wisdom must be

incorporated in strategy formulation. Ensuring that middle management is involved in the

strategy process, they are motivated to carry on with the project (Rapa & Kauffman, 2006).

2.3.3 Political patronage and Performance

According to Miles (2011) in his study on implications of political patronage on CDF project

performance found out that the national government decentralizing management of resources

has brought devolution to counties. However the structure of management and organization

of CDF projects is of concern because politicians want to control the funds disbursement and

the formulation of the project as well as dictate that which can be monitored and evaluated on

every project and decide what stakeholders should be filled in on. This has in return left some

constituencies behind when CDF projects are being allocated since they are based on political

favors and not needs of the community in general. This leaves the constituents in turmoil as

they think the CDF projects are the politicians mercy and goodwill. CDF projects that benefit

other constituencies other than the host are rejected and this frustrates the project

beneficiaries with the constitutional framework which makes them not support monitoring

and evaluation.

According to Riketta (2006), Projects success is subject to the commitment and support by

the team responsible for overseeing the project. Performance is negatively affected when

there is no commitment and understanding that is shared counters effort. Ostroff (2006)

argues that performance is dependent on commitment and the final project performance is

dependent on the commitment of individuals or participant of the project. Studies by Yoon &

Suh, (2006) in a Korean context, found a positive relationship between politicians

25
Commitment and perceived service quality. This suggests that the quality of citizenship

services is a function of the energy and loyalty that individual members devote to the project.

The inadequacy of an intrinsic drive to perform tasks also causes project failures in terms of

time overruns/ failure to beat deadlines.

Throughout the implementation process of CDF projects commitment and involvement

should be cultivated for and maintained. (Noble & Mokwa, 2013) put forward role

commitment as central factor which directly influence project performance committed project

members more often than not have no intentions to quit and who give their best to ensure the

success of the projects which saves the project costs and time. Also, costs of supervision are

mitigated if the project members are committed to their project tasks. Despite the numerous

researches that have examined performance and commitment, there is still a gap, and this

forms the basis for this study.

A literature review shows that although organizational commitment has been shown to be an

important predictor of performance (Riketta, 2006). Very few studies have examined this

phenomenon in a Kenyan perspective and more so in the CDF projects. It is therefore

important that commitment by project participants be understood as an ingredient to good

performance which in extending the research by frontiers of enhances it.

CDF projects are subject to political manipulation since allocation and approving of projects

is done in parliament or county assembly disregarding any auditing, financial checks and

balances. Politicians are in charge of approving the annual budget estimate. They spend some

of it and explain their expenditure through the Parliamentary Act Committee (CDF act,

2015). Politicians play a major role in CDF projects, and as long as they are involved their

decisions are clouded for survival in the political world. The members of the constituency are

not aware of the funds embezzlement since they cannot query, complain or demand
26
statements. The Parliament and county assembly members are obligated to take in part the

management, structure and oversight of CDF projects hence easy manipulation by the

national government.

2.3.4 Human resource practices and Performance

According to Wang (2006), organizations that are innovative treat HRM practices as a

strategy to encourage responsible teams, improve organizational culture, and cultivate good

relationship with people through empowerment and community participation. This creates

better relations and services. HRM practices plays an important role in motivating the project

leaders to show good attitude and behavior, which are needed to implement and support the

competitive strategy of a constituency.

According to Huang (2007), when organizations develop and introduce new projects, they

need a creative and innovative team that is flexible, tolerant and willing to take risk. This

team is well recognized in the constituency as it contributes to project on the basis of

community needs. Therefore, it is important for the constituency to implement supportive

HRM practices that motivate and stimulate project participants to be innovative. Based on

arguments put forward by scholars previously (Jiménez-Jiménez & Sanz-Valle, 2006;

Laursen & Foss 2006; Shipton, 2006), we expect a positive impact by HRM practices on

innovation of CDF projects.

According to Delery & Doty (2006), appraisal of performance increases project participant’s

satisfaction and commitment since they get an opportunity to discuss their performance and

project progress. This helps them perform better in the innovative projects since career

management helps the team to attain its objectives and goals. When the community (project

beneficiary) is satisfied with the management, it makes them motivated to perform and be

innovative. Training helps the project team improve ability, master knowledge and skills that
27
contribute to innovation of the project that lead them to perform effectively in the projects

performance.

A reward system promotes and recognizes constituencies with well performing CDF projects.

To motivate them to generate new project ideas, take risks and develop successful new

projects (Guptal & Singhal, 2013). A reward system encourages the project team to be

motivated increasing community participation in contribution of innovative ideas, which lead

to high performance. The process of recruitment includes getting the right competent

candidates by out sourcing and employment (Sparrow, Schuler & Jackson, 2013). It gives

best fit between project team and the community culture. Hence, high implementation level

of recruitment attaching CDF project team to community fit is likely to yield in great

performance of the projects.

2.3.5 Performance of CDF projects

Proper monitoring and feedback given on time helps in workmanship control and therefore

enhance the project quality. When every project activity is effectively monitored and the

instances of bad workmanship and misappropriation of resources whether labour, funds or

materials quickly reported, it helps achieve good quality projects as desired. Project

monitoring keeps track and records all resources used during the implementation phase Uitto,

(2014).

Project evaluation investigates the projects effectiveness in achieving its objectives and

determines the current project sustainability and relevance. Impact of the project is compared

with the set project planned objectives. Shapiro, (2014) argue that project monitoring is

necessary and important as it gives insight to the completion status of the project. A good

project can go badly if not monitored and evaluated well. By good monitoring and evaluation,

hiccups and delays can be identified quickly and easily by use of created reports periodically.
28
Hence monitoring and evaluation is important in management of CDF projects and should be

executed by well qualified persons.

Kursave, (2013) insinuates that control with M&E ensures that all changes made to the set

target are incorporated. Focus on efficiency, learning, flexibility and control aspects identifies

growth. It is observed that when proper control strategies with M&E are incorporated projects

remain on track with the set objectives. Gobeli & Larson, (2010) imply that, it is important to

identify key outcomes and outputs of the projects earlier on and what indicators will be used

to measure delivery. Claudia and Oleg, (2011) state that the management should monitor and

measure the projects qualitative and quantitative progress, all through the project period at

team and individual levels. This makes sure that issues are identified as early as possible and

successful means promulgated during the projects regulatory framework. There is lack of a

systematic research in this particular area to show the direct connection of CDF projects

performance and procurement.

As Faniran (2010) noted, the objective of performing project control strategies and M&E is to

finish the projects within a stipulated cost and time within the standards of quality specified.

Therefore this shows that you cannot separate control and M&E from performance of

projects. (Naoum, 2011, Ling & Chan, 2012) use project performance for the evaluation of

delivery of project objectives and effectiveness Further defining project performance as the

evaluation of projects success or failure using objectives, time, quality and cost as indicators

for stakeholders' satisfaction.

Project managers who are diligent and review progress of projects regularly against the set

plan, budget and the quality are successful. Issues are identified early to ensure measures to

correct them and stick to the projects objectives and plan when reviews are performed

regularly. Successful completion of projects needs the seamless effort of the projects team to
29
perform the various project roles, and it is the projects management who at the hem of the

projects network is in charge of driving the process. The projects management has to ensure

the projects network is maintained and monitor against loopholes in quality, cost and time for

the projects duration. To achieve this projects management uses a credible M&E system to

get feedback on projects possible and potential issues on time (Thomas, 2012).

2.4 Summary of Literature Review and Research Gaps

There is an issue on the CDF projects management structure and organization because

politicians take control of the funds disbursement and projects formulation thus influencing

the projects performance and the CDF Act that exists. This means there is influence on the

projects aspects being monitored and evaluated and the information stakeholders are filled in

on (Ongoya & Lumalla, 2006). Hence the study will investigate the influence of project

monitoring and evaluation practices on performance of Constituency Development Fund

projects in Kiambaa constituency.

A research by Gwadoya & Robinson, (2012) on influencing factors of effective

implementation of M&E practices in Kenyan projects funded by donors: Turkana county case

study reported that policies by donors, use of technology, adequate resources and competent

staff play a major role in determining the donor funded projects performance. A research by

Cliff, (2013) on M&E effect on public projects, noted that it has a big impact on their

performance. Therefore the research will investigate the influence of project monitoring and

evaluation practices on performance of Constituency Development Fund projects in Kiambaa

constituency.

Omanga (2010), on factors that affect CDF projects implementation in Lari Kabete

constituency reported that constituents thought CDF projects failed due to non-credible

procurement process. He noted that 70 % of the participants strongly agreed that the process
30
of procurement is influenced and therefore impacting the CDF projects performance

negatively and 30 % agreed that CDF projects fail due to other reasons not necessarily the

process of procurement. The research revealed further that 12 % of the CDF projects were

completed, 67 % of the CDF projects were in progress, 15 % had stalled and 6 % were

incomplete or abandoned. No indication of the number of incomplete or abandoned and

stalled CDF projects was done but (21 % in total) of the projects were concluded to be due to

failure of the procurement process.

This creates a knowledge gap that this research sought to fill. This study gives insight

because CDF projects should be community based and priority given to the urgent

constituency needs. Managing to ascertain the community benefits from the CDF projects

was not easy due to the numerous challenges the M&E teams encounter. Many researches

done by (Ongoya & Lumalla, 2006) on CDF projects issues focus on community

participation during the project initiation and implementation stages and no focus is on the

effects of M&E of CDF projects on performance. The study will give an insight on

Monitoring and evaluation practices and performance of constituency development fund

projects in Kiambaa constituency, Kiambu County, Kenya.

31
2.5 Conceptual Framework

The study can be conceptualised as follows:

Independent variables Dependent Variable

Monitoring and evaluation practices

Community
Community Participation
Participation
- Effectiveness

-- Presence
Effectiveness
- Contribution

- Presence

-Management
Contribution
Management Style (Top-down)
Style (Top-down) Performance
Performance of CDFof
Projects
CDF Projects
- Planning - Reliance (Quality)

-- Organizing
Planning -- Accountability (Time and cost)
Reliance (Quality)
- Control - Objectives of the projects

- Organizing -- Effectiveness
Accountability (Time and cost)

- Control - Objectives of the projects

Political
Political Patronage
Patronage
- Involvement
- Effectiveness
-- Commitment
Involvement
- Interference

- Commitment

-HRM
Interference
HRM Practices
Practices
- Performance Appraisal
- Reward System
-- Training
Performance Appraisal
- Reward System
- Training

Figure 1: Conceptual Framework

Source: (Researcher, 2016)

32
 CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction

This chapter discussed the research design, the study population, data collection methods,

data analysis and presentation.

3.2 Research Design

Based on (Kothari, 2009) descriptive research studies describe characteristics of a particular

individual or group. Chandran (2006) described research design as the understanding of

conditions for data collection and analysis in combination to their relationships with the study

to the procedures economy. Krishnaswamy (2009) implies that research design deals with the

procedure details that were adopted when carrying out the research. Descriptive survey was

used for this study because of the expected mass of qualitative data to be collected and

interpreted. The descriptive survey allowed for a good amount of information to be obtained

from a large sample which was the 132 projects.

3.3 Target Population

The target population is an aggregate of elements (people or projects) or an identifiable total

group that are of interest to the researcher Mugenda & Mugenda, (1999). The target

population for this study was the 132 CDF Projects in Kiambaa constituency as at September

2016.The CDF Projects Management Committee (PMC) and all the CDFC members who

include CDF projects head, monitoring and evaluation committee members(internal) and

three PMC from the CDF projects committee board, treasurer, chairman and secretary.

Community leaders selected from the twelve wards of Kiambaa Constituency. These are

women, religious and youth leaders. Kiambaa constituency has twelve wards namely;

Kanunga, Ndenderu, Muchatha, Kihara, Cianda, Kihingo, Kiambaa, Ndumberi, Riabai,

33
Technology, Township, Ting`ang`a. since the respondents were not many the researcher used

a Census.

3.4 Data collection Instrument

Questionnaires were used for gathering primary data for this study. Mugenda & Mugenda,

(2003) defines a questionnaire as a formal set of questions or statements created to gather

information from respondents that attain the objectives of the research. It was a structured

questionnaire and contained closed questions and one open question. The questionnaire was

self-administered therefore the researcher dropped and left them for the respondent. This

gave them adequate time to complete, since the researcher picked the questionnaires later.

The questionnaire applied the likert scale for items with the responses ranging from strongly

disagree, disagree, neutral, agree, strongly agree on a scale of 5, 4, 3, 2, 1 for rating and

testing respondents attitude. The questionnaires were divided into two sections. Section A:

discussing General Information, Section B: community participation and its influence to

performance, management style and its Influence to Performance, political patronage and Its

Influence to Performance and HRM practices and their Influence to Performance.

3.5 Data collection Procedure

This study conducted a census survey using questionnaires on the entire population since the

respondents were not many and the geographical location was manageable.

3.6 Validity and Reliability of Research Instruments

3.6.1 Validity of the Instrument

According to Mugenda & Mugenda, (2003), validity is a measure of relevance and

correctness. It is the meaningfulness and accuracy of inferences which are based on the

research results. Hence validity is the degree to which the results obtained from the data

34
analysis totally represent the study done. To ensure validity of the content, the researcher

consulted the assigned university supervisor and an expert on M&E then carried out a

detailed review of literature on the study topic. This ensured that content was represented

well in the questionnaires and appropriate for the census and that the questionnaires were

comprehensive for information gathering to attain the study objectives.

Pilot testing of research instruments is important because it reveals vague questions, unclear

instructions and enables the researcher to improve the efficiency of the instruments

(Nachmias & Nachmias, 2007). To enhance the validity of the instrument, pretesting was

done at the CDF offices in Ndenderu and Muchatha wards to determine whether the questions

were acceptable, answerable and well understood.

3.6.2 Reliability of the Instrument

Reliability is the measurement of the degree to which a research instrument yields consistent

results or data over several repeated trials. A reliable instrument is the one that produces the

expected results constantly when used more than one time on different samples from the

same population for data collection. A pilot study was done through administering

questionnaires to respondents in Muchatha and Ndenderu wards since the area was

geographically better placed.

Table 3.6: Reliability Analysis

Scale Cronbach's Alpha Number of Items

Community participation 0.715 6

Management style 0.878 4

Political patronage 0.945 8

HRM Practices 0.944 4

Performance 0.789 6

Average 0.854 6

Source: Researcher (2017)

35
The table shows that all four variables were reliable since their reliability scores exceeded the

threshold of 0.7 prescribed with an average mean score of 0.871. Cronbach`s Alpha was

established for every objective which formed a scale. Kiln (2007) defined threshold at 0.7 of

Alpha value therefore the benchmark of the research.

3.7 Data Collection Procedure

The researcher administered questionnaires by interviewing respondents. The researcher

sought approval for this study from Kenyatta University. A letter of introduction was

obtained by the researcher to conduct the study and the research began with recruitment of a

research assistant , briefing assistant on the study general and specific objectives, process of

collecting data and administration of the study instrument, pilot testing; data collection

instruments revision after pilot study, creating enough data collection copies, administering

the research instruments by interviewing or guiding, assessing the questionnaires that were

filled by serials and coding for analysis, analyzing of data and discussions, preparing the

summary, conclusions and giving recommendations.

3.8 Data Analysis and Presentation

Data was collected, examined and checked for completeness, consistency and clarity then

was analysed using descriptive and inferential statistics. Numerical data was coded and then

analyzed with the help of computer Statistical Package for Social Scientists (SPSS) software

and also multiple regression. A frequency table with varying percentages was used since the

study involved in-depth analysis of opinions to present the findings in line with the general

objective of the research and presented in narrative excerpts within the report later. The

procedure helped reduce and categorize mass quantity of data into more meaningful and

manageable units for interpretation.

36
3.8.1 Regression model

Multiple regression was preferred for this study whose main objective was to establish the

influence of Monitoring and evaluation practices and performance of constituency

development fund projects in Kiambaa constituency, Kiambu County, Kenya.

Y = β0 + β 1 X1 + β 2 X2 + β 3 X3 + β 4 X4 + e

Where;

Y= Monitoring and Evaluation of CDF Projects,

β0 = Constant,

β1, β2, β3 andβ4, = Regression Coefficients of independent variables,

X1 = Community Participation,

X2 = Management Style,

X3 = Political Patronage,

X4 = Human Resource Management Practices,

e =Error term of the model,

3.9 Ethical considerations

Confidentiality was promised to the respondents to ensure their dignity was respected in the

study. Their details were treated with the confidentiality promised and would only be

accessed by the assigned university supervisor and the researcher. They were told not to give

any names, national IDs or employee number details that could be used to identify them.

When the research was complete and final reporting done, the research tools used to for data

collection were destroyed.

37
 CHAPTER FOUR: DATA ANALYSIS, RESULTS AND DISCUSSION

4.1 Introduction

This chapter presents results of the research findings that were obtained from the

questionnaires. It is organized on the basis of summaries of findings of data together with

interpretations presented by use of tables indicating their frequencies, means, standard

deviations, and percentages and in some cases, relationships, with respect to the total

respondents for each question. There is a discussion section for research objectives detailed

comparison. A total of was 132 respondents from 132 CDF Projects in Kiambaa constituency

as at September 2016 were invited to participate in the survey, out of whom 114 completed

and returned the questionnaires.

This gave a response rate of 86% and was considered sufficient for data analysis and

generalization of the findings to the target population. The statistical authors have

recommended a response rate of at least 50% to be adequate. The response rate was therefore fit

for carrying out analysis of the study. A pilot study was carried out to determine reliability of

the questionnaires. It involved 4 respondents who were excluded from the main study.

Table 4.1: Response Rate

Number of questionnaires Number of questionnaires filled and Response Non-
administered returned rate response
rate

132 114 86 18

Source: Researcher (2017)

4.1.2 Reliability Analysis

By use of Cronbach’s Alpha to measure consistency internally by establishing whether

certain items within a scale measure the same construct reliability analysis was confirmed.

38
4.2 Background Information

Before data analysis of specific objectives, the study preliminarily analyzed essential

background information to form basis for subsequent inferences. The particular data included

respondent’s gender, age and level of education.

4.2.1 Respondents Gender

The study requested the respondents to indicate their gender, and the findings are tabulated in

Table 4.3.

Table 4.2: Respondents Gender

Frequency Percent

Male 63 55

Female 51 45

Total 114 100.0

Source: Researcher (2017)

It was revealed that majority (55%) of the respondents were female and 45% of the

respondents were male. These findings portray that even though there was gender disparity,

most of the responses emanated from the females on monitoring and evaluation practices and

performance of constituency development fund projects in Kiambaa constituency.

4.2.2 Respondents Age

Ths study investigated the age of the respondents and the findings were as presented in Table

4.4.

39
Table 4.3: Respondents Age
Frequency Percent

Below 25 years 18 16

26 – 30 years 24 21

31 – 35 years 54 47

36 – 40 years 18 32

Total 114 100.0

Source: Researcher (2017)

The findings indicated that most (47%) of the respondents were aged 31-35 years, 32% of the

respondents were aged 36-40 years while 21% were aged 26-30 years. This shows that the

responses were drawn from across adults and could therefore be relied upon for Monitoring

and evaluation practices and performance of constituency development fund projects in

Kiambaa constituency.

4.2.3 Respondents Highest Educational Qualification

The study requested the respondent to indicate their highest level of education as shown in

Table 4.5.

Table 4.4: Respondents Highest Educational Qualification

Frequency Percent

College 8 7

Secondary school 25 22

University 81 71

Total 114 100.0

Source: Researcher (2017)

From the findings 71% of the respondent indicated their highest education level University

level, 22% of the respondent indicated their highest education level as secondary school

level, and 7% of the respondents indicated their highest education level as College level. This

40
is an indication that the respondents engaged in this study on monitoring and evaluation

practices and performance of constituency development fund projects in Kiambaa

constituency were educated. This finding is as observed by Katz (2007) that those with higher

education are more successful as they have more knowledge and have modern managerial

skills making them more conscious of the reality of the business work.

4.3 Community Participation Influence and Performance of CDF Projects

The first specific objective was to establish the influence of community participation on

performance of CDF projects in Kiambaa. The respondents were asked to mark the

statements which best describes their disagreement or agreement as pertains the same. The

study used a Likert scale of 1 - 5 where; 5 = strongly agree, 4 = Agree, 3 = Neutral, 2 =

Disagree, 1 = strongly disagree. On the Likert scale, a score of 60% was a median of 3 and

was treated as a positive result while a lower score was treated as a negative result.

Table 4.5: Community Participation Influence and Performance of CDF Projects

Mean Std. Deviation
Community involvement in giving opinions concerning the running of the CDF
1.0702 .25657
projects.
Community participation in planning of CDF projects in your locality 1.0702 .25657
Community involvement in the development of the M&E tools for CDF projects. 1.8772 1.17602
Community involvement in M & E of the CDF projects. 1.9561 1.30615
Community involvement in deliberation of CDF projects. 2.0175 1.33026
CDF projects undertaken in your locality have involved the community in M &E
2.8860 1.13480
during implementation.
Average 1.8129 0.9101
Source: Researcher (2017)

The findings reveal an overall aggregate score mean of 1.8129 and 0.9101 standard deviation.

This implies that on average there was poor community participation aimed at influencing the

performance of CDF projects in Kiambaa hence a lower influence as depicted by low mean

values on statements relating to CDF projects undertaken in their locality have involved the

community in M &E during implementation (mean = 2.886). Community involvement in

41
deliberation of CDF projects (mean = 2.018). Community involvement in M & E of the CDF

projects (mean = 1.956). Community involvement in the development of the M&E tools for

CDF projects (mean = 1.877). Community participation in planning of CDF projects in your

locality and Community involvement in giving opinions concerning the running of the CDF

projects (mean = 1.070) each.

This implies that community particpation does not positively influence performance of CDF

projects in Kiambaa constituency due to a general low level of community involvement in the

M&E activities. This is contrary to the findings by Mansuri & Rao (2006), Community

participation in project development is crucial in the projects design and implementation

phase. Community participation forms Community Based Development (CBD) which is one

of the fast growing mechanisms for spearheading development aid.

4.4 Management Style Influence and Performance of CDF Projects

The second specific objective was to determine the influence of management style on

performance of CDF projects in Kiambaa. The respondents were also asked to mark the

statements which best describes their disagreement or agreement as pertains the same.

Table 4.6: Management Style Influence and Performance of CDF Projects

Mean Std. Deviation

Suggestions to the leaders of the constituency on planning, organizing and control for effective involvement in
2.2807 1.06853
the performance of CDF projects are taken into consideration.

CDF projects are affected by the governance and management style in Kiambaa constituency office. 3.5263 .74324

Top down management style applied in Kiambaa constituency allow the community to determine factors
3.6140 .72269
influencing progress of CDF projects.

Community involvement in appointment of CDF projects PMC and M&E committee members. 3.6842 .79061

Average 3.2763 0.8313

Source: Researcher (2017)

42
From the research findings an aggregate mean score of 3.2763 and 0.8313 standard deviation

depicts that on average the respondents were of the opinion that there was just enough

management style aimed at influencing the performance of CDF projects. Majority of the

respondents agreed that Community involvement in appointment of CDF projects PMC and

M&E committee members (mean = 3.684). Top down management style applied in Kiambaa

constituency allow the community to determine factors influencing progress of CDF projects

(mean = 3.614). CDF projects are affected by the governance and management style in

Kiambaa constituency office (mean = 3.526).

On the other hand, they disagreed that; Suggestions to the leaders of the constituency on

planning, organizing and control for effective involvement in the performance of CDF

projects are taken into consideration (mean = 2.281) each. This portrays that management

style of CDF community projects in Kiambaa constituency is a mixture of community

appointments and the governance of the constituency itself. However, there is a misfit

between the leaders allowing total involvement of the community members in the operations

of the projects. This also disagrees with the findings by Rapa & Kauffman, (2007) who

assert that by ensuring that middle management is involved in the strategy process, they are

motivated to carry on with the project.

4.5 Political Patronage Influence and Performance of CDF Projects

The third specific objective was to ascertain the influence of political patronage on

performance of CDF projects in Kiambaa. Respondents were asked to indicate their

disagreement or agreement with statements as they apply to them. The responses are

summarized and presented in the Table 4.8.

43
Table 4.7: Political Patronage Influence and Performance of CDF Projects
Mean Std. Deviation
Community members are not able to participate in CDF projects because of lack
3.5263 .95204
or education.
Politicians are heavily involved in CDF projects. 3.7080 .63642
CDF projects perform very well in your area no matter the political regime. 3.7544 .68565
Governance and political patronage influences performance of CDF projects 3.7632 .56916
Politicians claim ownership of CDF projects that have been completed by CDF. 3.8158 .49000
Political factors hinder the community from participating in CDF projects in your
3.8596 .49559
community.
Community allows equal representation in the CDF projects PMC and M&E
3.8772 .50027
committees.
Women and men equally participate in CDF projects in the same manner? 3.8938 .45045
Average 3.7748 0.5974
Source: Researcher (2017)

Based on the findings, the study revealed that the mean score stands at 3.7748 and 0.5974

standard deviation. This depicts that on average the respondents were of the opinion that political

patronage influenced performance. Also the respondents agreed that Women and men equally

participate in CDF projects in the same manner (mean = 3.894). Community allows equal

representation in the CDF projects PMC and M&E committees (mean = 3.877). Political

factors hinder the community from participating in CDF projects in your community (mean =

3.860). Politicians claim ownership of CDF projects that have been completed by CDF (mean

=3.816). Governance and political patronage influences performance of CDF projects (mean

= 3.763).

CDF projects perform very well in your area no matter the political regime (mean = 3.754).

Politicians are heavily involved in CDF projects (mean = 3.708). Community members are

not able to participate in CDF projects because of lack or education (mean = 3.526). This

depicts that there is high political patronage on performance of Constituency Development

Fund projects in Kiambaa especially with regard to equal participation of men and women,

representation in the CDF projects PMC and M&E committees and ownership of CDF

projects that have been completed by CDF. Likewise, Miles (2011) in his study on

implications of political patronage on CDF project performance found out that the national
44
government decentralizing management of resources has brought devolution to counties.

However the structure of management and organization of CDF projects is of concern

because politicians want to control the funds disbursement and the formulation of the project

as well as dictate that which can be monitored and evaluated on every project and decide

what stakeholders should be filled in on. This has in return left some constituencies behind

when CDF projects are being allocated since they are based on political favors and not needs

of the community in general. This leaves the constituents in turmoil as they think the CDF

projects are the politicians mercy and goodwill. CDF projects that benefit other

constituencies other than the host are rejected and this frustrates the project beneficiaries with

the constitutional framework which makes them not support monitoring and evaluation.

4.6 HRM practices Influence and Performance of CDF Projects

The fourth and last specific objective was to ascertain the influence of HRM practices on

performance of CDF projects in Kiambaa. Respondents were asked to indicate their

disagreement or agreement with statements as they apply to them. The responses are

summarized and presented in the Table 4.9.

Table 4.8: HRM practices Influence and Performance of CDF Projects

Mean Std. Deviation
Best performing wards in the constituency get more funds for their CDF projects. 3.5439 .91342
CDF projects PMC and M&E committee reward extra efforts for good
3.6491 .94992
performance.
The community moves forward when projects are completed. 3.6667 .98364
Support from the wards with well performing CDF projects helpful to get the poor
3.7544 .90780
performing ones motivated perform better.
Average 3.6535 0.9387
Source: Researcher (2017)

Based on the findings, the study revealed that the average mean is 3.6535 and 0.9387 standard

deviation. This depicts that on average the respondents were of the opinion that HRM practices

influenced the performance of CDF projects. Also the respondents agreed that Support from the

wards with well performing CDF projects helpful to get the poor performing ones motivated
45
perform better (mean = 3.754). The community moves forward when projects are completed

(mean = 3.667). CDF projects PMC and M&E committee reward extra efforts for good

performance (mean = 3.650). Best performing wards in the constituency get more funds for

their CDF projects (mean =3.544). This shows that CDF projects that perform better are

usually due to effective HRM practices and they are in turn rewarded. Likewise, Huang

(2007), when organizations develop and introduce new projects, they need a creative and

innovative team that is flexible, tolerant and willing to take risk.

4.7 Performance of CDF projects

Finally, the study sought to establish the performance of CDF projects. Respondents were

asked to indicate their disagreement or agreement with statements as they apply to them. The

responses are summarized and presented in the Table 4.10.

Table 4.9: Performance of CDF projects

Mean Std. Deviation
Quality of CDF projects is great. 1.9912 1.29325
CDF projects are completed in the stipulated time. 3.1930 1.26125
CDF projects are Reliable. 3.3596 .99670
The CDF projects PMC and M&E committee help keep the Project leaders
3.3596 1.03160
accountable.
The CDF projects are cost effective. 3.5526 .77679
CDF projects are performing well and community growth can be accounted for. 3.7193 .73483
Average 3.1959 1.0157
Source: Researcher (2017)

According to the findings, most of the respondents agreed that CDF projects are performing

well and community growth can be accounted for (mean = 3.7193). The CDF projects are

cost effective (mean = 3.553). The CDF projects PMC and M&E committee help keep the

Project leaders accountable and CDF projects are Reliable (mean =3.336) each. CDF projects

are completed in the stipulated time (mean = 3.193). However, they disagreed that Quality of

CDF projects is great (mean =1.991).

46
Performance of the CDF project can therefore be termed as doing well in terms of

accountability to the community andcost effectiveness. However, the areas of leadership

accountability, reliability, timeliness need to be checked on. The projects management has to

ensure the projects network is maintained and monitor against loopholes in quality, cost and

time for the projects duration. To achieve this projects management uses a credible M&E

system to get feedback on projects possible and potential issues on time (Thomas, 2012).

4.2 Regression Analysis

The main objective of the study was to establish the influence of Monitoring and evaluation

practices and performance of constituency development fund projects in Kiambaa

constituency, Kiambu County, Kenya. The study used multivariate regression analysis in

establishing this relationship. The dependent variable of the study was performance of

Constituency Development Fund projects in Kiambaa constituency, Kenya while the

independent variables were: community participation, management style, and political

patronage and HRM practices. The results from the regression analysis are discussed next.

Table 4.10: Results of Multiple Regression

Model R R Square Adjusted R Square Std. Error of the Estimate

1 0.813 0.660969 0.656073 0.312791

a. Predictors: (Constant), community participation, management style, political patronage and

HRM practices

Source: Researcher (2017)

R-Square is a commonly used statistic to evaluate model fit. R-square is 1 minus the ratio of

residual variability. The adjusted R2, also called the coefficient of multiple determinations, is

the percent of the variance in the dependent explained uniquely or jointly by the independent

47
variables. The findings of this study indicate that 65.6% of the changes in M&E on project

performance variables could be attributed to the combined effect of the predictor variables.

Table 4.11: Summary of One-Way ANOVA Results of the Regression Analysis

Model Sum of Squares df Mean Square F Significance

1 Regression 13.879 3 3.46975 14.36138 1.14459E-10

Residual 66.924 110 0.241603

Total 80.803 113

a. Predictors: community participation, management style, political patronage and HRM practices

b. Dependent Variable: project performance

Source: Researcher (2017)

The probability value of 0.001 indicates that the regression relationship was highly significant in

predicting how community participation, management style, political patronage and HRM

practices influenced project performance in Kiambaa Constituency. The Frequency is critical at

5% level of significance was 14.361 since F calculated is greater than the F critical (value =

2.830), this shows that the overall model was significant.

Table 4.12: Regression Coefficients

Model Unstandardized Coefficients Standardized Coefficients

B Std. Error Beta t Significance

1 (Constant) 3.77 0.337 11.187 0.000

HRM practices 0.637 0.109 0.528 5.844 0.000

Political patronage 0.655 0.047 0.608 13.936 0.000

Management Style 0.627 0.059 0.568 10.627 0.000

Community participation 0.518 0.048 0.470 10.792 0.000

a. Dependent Variable: Performance

Source: Researcher (2017)

The regression equation established that all factors taken into account (community

participation, management style, political patronage and HRM practices) constant at zero

48
performance of Constituency Development Fund projects in Kiambaa constituency will be

3.770. The findings presented also show that taking all other independent variables at zero, a

unit increase in board size would lead to a 0.637 increase in performance of Constituency

Development Fund projects in Kiambaa and a unit increase in Political patronage would lead to

a lead to a 0.655 increase in the performance of Constituency Development Fund projects in

Kiambaa. In addition, the findings show that a unit increase in Management Style would lead

to a 0.627 increase in performance of Constituency Development Fund projects in Kiambaa and

a unit increase in Community participation would lead to a 0.518 increase in performance of

Constituency Development Fund projects in Kiambaa. Overall, Community participation had

the least effect on the performance of Constituency Development Fund projects in Kiambaa,

followed by Management Style, then HRM practices while Political patronage had the

highest effect on performance of CDF projects in Kiambaa.

49
 CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter presents a summary of the findings, conclusions and recommendations of the

study. The study was guided by the following objectives; to find the influence of monitoring

and evaluation of constituency development fund projects, to establish the influence of

community participation, to determine the influence of management style, to establish the

influence of political patronage and to assess the influence of HRM practices on performance

of Constituency Development Fund projects in Kiambaa Constituency, Kenya.

5.2 Summary

The general objective was to investigate the influence of Monitoring and evaluation practices

and performance of constituency development fund projects in Kiambaa constituency,

Kiambu County, Kenya. The specific objectives were to establish the influence of community

participation, to determine the influence of management style, to establish the influence of

political patronage and to assess the influence of HRM practices on performance of CDF

projects in Kiambaa Constituency, Kenya.

The study ascertained that political patronage influenced performance of Constituency

Development Fund projects in Kiambaa as depicted by high mean score values on such

statements as; Women and men equally participate in CDF projects in the same manner,

Community allows equal representation in the CDF projects PMC and M&E committees,

Political factors hinder the community from participating in CDF projects in your

community, Politicians claim ownership of CDF projects that have been completed by CDF,

Governance and political patronage influences performance of CDF projects, CDF projects

perform very well in your area no matter the political regime, Politicians are heavily involved

50
in CDF projects, Community members are not able to participate in CDF projects because of

lack or education.

The study determined that HRM practices influenced performance of Constituency

Development Fund projects in Kiambaa as depicted by high mean score values on such

statements as;; Support from the wards with well performing CDF projects helpful to get the

poor performing ones motivated perform better, The community moves forward when

projects are completed, CDF projects PMC and M&E committee reward extra efforts for

good performance, Best performing wards in the constituency get more funds for their CDF

projects.

The study found out that there was poor community participation in CDF projects hence a

lower influence as depicted by low mean values on statements relating to CDF projects

undertaken in their locality have involved the community in M&E during implementation,

Community involvement in deliberation of CDF projects, involvement of the Community in

M&E of the CDF projects, involvement of the community in the development of the M&E

tools for CDF projects, Community participation in planning of CDF projects in your locality

and Community involvement in giving opinions concerning the running of the CDF projects.

In relation to the management style influence on performance of CDF projects in Kiambaa,

the study found out that it was agreed that; Community in appointment of CDF projects PMC

and M&E committee members, Top down management style applied in Kiambaa

constituency allow the community to determine factors influencing progress of CDF projects,

CDF projects are affected by the governance and management style in Kiambaa constituency

office. On the other hand, it was disagreed that; suggestions to the leaders of the constituency

on planning, organizing and control for effective involvement in the performance of CDF

projects are taken into consideration.

51
Finally, the study established a high performance of the CDF projects in relation to

community growth being accounted for as well as cost effectiveness of the projects.

Performance was average in relation to; The CDF projects PMC and M&E committee help

keep the project leaders accountable and CDF projects being reliable and completed in the

stipulated time. However, the Quality of CDF projects being great was lowly rated.

5.3 Conclusion

The study concluded that there is high political patronage on performance of Constituency

Development Fund projects in Kiambaa especially with regard to equal participation of men

and women, representation in the CDF projects PMC and M&E committees and ownership of

CDF projects that have been completed by CDF. CDF projects that perform better are usually

due to effective HRM practices and they are in turn rewarded. Performance of the CDF

project can therefore be termed as doing well in terms of accountability to the community

andcost effectiveness. However, the areas of leadership accountability, reliability, timeliness

need to be checked on.

Community particpation does not positively influence performance of CDF projects in

Kiambaa constituency due to a general low level of community involvement in the M&E

activities. Additionally, management style of CDF community projects in Kiambaa

constituency is a mixture of community appointments and the governance of the constituency

itself. However, there is a misfit between the leaders allowing total involvement of the

community members in the operations of the projects.

Overall, Community participation had the least effect on the performance of Constituency

Development Fund projects in Kiambaa, followed by Management Style, then HRM practices

52
while Political patronage had the highest effect on performance of CDF projects in Kiambaa.

The findings of this study indicate that 65.6% of the changes in M&E on project variables of

performance could be attributed to the effect of all the predictor variables combined.

5.4 Recommendations

Based on the conclusions, this study recommends that;

The government should ensure the community (beneficiaries) involvement in all M & E

activities throughout all the stages of the project life cycle.

Training to the beneficiaries to build up their capacity to participate productively in the M &

E is critical. This should ensure the financed projects address community priority needs and

sufficient community participation to ensure project ownership, sustainability and success.

An independent body should be set up by the government to be charged with compliance

audit to all the activities as outlined in the project proposal, M & E system and compliance to

donors’ guidelines. The beneficiaries must demand inclusion in all project activities and

participation in drafting progress reports to government.

53
 REFERENCES

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CDF Status report (2009). International Journal of Academic Research in Business and Social

Sciences (TISA). Prepared by The Institute for Social Accountability. Retrieved from

http://www.hrmars.com

Dorfman, M., Hanges, A. & House, R. (2012). A twenty year Journey into the Intriguing

World of Culture and Leadership. World Business Journal.

Fadare, S. O. (2013). Resource Dependency, Institutional, and Stakeholder Organizational

Theories in France, Nigeria, and India. School of Business and Leadership Regent

University.

Government of Kenya (2015). Constituencies Development Fund Regulations 2004:

Government Printers, Nairobi.

Government of Kenya (2007). Kenya Vision 2030: Government Printers, Nairobi.

Jones, S. H. (2008). The Blackwell Guide to effective stakeholder involvement. Blackwell

Publishing, Oxford, U.K.

Kerote, O. A. (2007). The Role of the Local Community in the Management of Constituency

Development Funds in Sabatia Constituency in Vihiga. University of Nairobi, Kenya.

Kelly, K., & Magongo, B. (2006). Report on Assessment of Monitoring and Evaluation of

Capacity of HIV/AIDS Organizations in Swaziland.

Kibua, T. N., & Mwabu, G. (2008). Decentralization and Devolution in Kenya: New

Approaches. University of Nairobi Press. Nairobi.

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Kimani, F., Nekesa, P., & Ndungu, B. (2009). Best Practices in Constituency Development

Fund (CDF). Collaborative Centre for Gender and Development. University of Nairobi Press.

Kothari, C. R. (2009). Research Methodology. Wishwa Prakashan, New Delhi.

Mapesa. M., & Kibua, N. (2006). An assessment of the management and utilization of the

Constituency Development Fund in Kenya. A Discussion Paper No. 076/2006. Institute of

Policy Analysis and Research, Nairobi Kenya

Miles, S. (2013).Stakeholders essentially contested or just confused? Journal of Business

Ethics 108 (3): 285–298.

Mungai, N. (2009). Civil Society’s Role in Enhancing Accountability and Community’s

participation in the management of Public Funds: The case of the constituencies

Development Fund in Kenya (MA Thesis).

Mugenda, O. M., & Mugenda, A. G. (1999). Research Methods: Quantitative and Qualitative

Approaches. Nairobi: Acts Press.

Mugenda, O. M., & Mugenda, A. G. (2003). Research Methods: Quantitative and Qualitative

Approaches. Nairobi: Acts Press.

Mulwa, F. W. (2007). Participatory Monitoring and Evaluation of Community Projects.

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Evaluation Methods. Government Printer Nairobi, Kenya.

National Management Committee (2015). Constituency Development Fund Implementation

Guide. Ministry Finance. Government Printer Nairobi, Kenya. [14b]

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National Constituency Development Fund (2015). Implementation Guide on CDF in Kenya.

Government Printer. Nairobi. Kenya.

Nguluu, B. G. (2006). Community Participation, Opportunities and Challenges in the

Implementation of CDF Projects in Kenya. Owners Printers Nairobi.

Ramesh, M. (2006). Role of Project Managers in Effective Monitoring and Evaluation

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56
 APPENDICES

APPENDIX I: RESEARCH AUTHORIZATION LETTER

57
APPENDIX II: INTRODUCTION LETTER

DOREEN NJERI MATHENGE

D53/CTY/PT/28887/2013

KENYATTA UNIVERSITY

NAIROBI.

To the Respondent,

Kiambaa Constituency, Kiambu County.

Dear Sir/ Madam,

RE: PARTICIPATION IN RESEARCH

I am a postgraduate student pursuing a Master’s Degree in Business administration (Project

Management) at Kenyatta University. As part of this course, I am performing a research on

the influence of Monitoring and evaluation practices and performance of constituency

development fund projects in Kiambaa constituency, Kiambu County, Kenya. Kindly assist

me by making time to fill in the questionnaire. The information provided will be treated with

utmost confidentiality and will be used solely for academic purposes. Please answer all

questions freely since from the information you will provide no one will identify you or give

details to any organization. I appreciate your contribution and participation, it is very

important for the success of my project.

Yours Faithfully

Doreen Njeri Mathenge

58
APPENDIX III: QUESTIONNAIRE

This questionnaire is intended to collect data on the influence of Monitoring and evaluation

practices and performance of constituency development fund projects in Kiambaa

constituency, Kiambu County, Kenya by verification of the following indicators. Community

participation influence performance, management style influence performance, and HRM

practices influence performance of Constituencies Development Fund projects in Kenya?

Section A: General Information

Gender: Male [ ] Female [ ]

Age

Below 25 years [ ] 26 – 30 years [ ] 31 – 35 years [ ] 36 – 40 years [ ] 41 – 45 years [ ]

46 – 50 years [ ] Over 51 years [ ]

What is your level of education? Primary school [ ] Secondary school [ ] University [ ]

Section B: Using a scale of 1 to 5 where 1 = strongly disagree and 5 = strongly agree. Please

tick (√) which best describes your opinion of the statement.

Community participation influence and performance of CDF projects

Statement 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = 1 2 3 4 5

Strongly Agree

1. Community involvement in giving opinions concerning the running of the

CDF projects.
2. Community participation in planning of CDF projects in your locality
3. CDF projects undertaken in your locality have involved the community in
M &E during implementation.
4. The involvement of Community in M & E of the CDF projects.
5. Community involvement in deliberation of CDF projects.
6. Community involvement in the development of the M&E tools for CDF
projects.
59
Management style influence and performance of CDF projects

Statement 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = 1 2 3 4 5

Strongly Agree

1. Suggestions to the leaders of the constituency on planning, organizing and

control for effective involvement in the performance of CDF projects are
taken into consideration.
2. CDF projects are affected by the governance and management style in
Kiambaa constituency office.
3. Top down management style applied in Kiambaa constituency allow the
community to determine factors influencing progress of CDF projects.
4. Community involvement in appointment of CDF projects PMC and M&E
committee members.
Political patronage influence and performance of CDF projects

Statement 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = 1 2 3 4 5

Strongly Agree

1. Governance and political patronage influences performance of CDF

projects
2. CDF projects perform very well in your area no matter the political
regime.
3. Politicians are heavily involved in CDF projects.
4. Women and men equally participate in CDF projects in the same manner?
5. Community allows equal representation in the CDF projects PMC and
M&E committees.
6. Politicians claim ownership of CDF projects that have been completed by
CDF.
7. Political factors hinder the community from participating in CDF projects
in your community.
8. Community members are not able to participate in CDF projects because
of lack or education.
HRM practices influence and performance of CDF projects

Statement 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = 1 2 3 4 5

Strongly Agree

1. Best performing wards in the constituency get more funds for their
CDF projects.
2. CDF projects PMC and M&E committee reward extra efforts for
good performance.
3. Support from the wards with well performing CDF projects helpful to
get the poor performing ones motivated perform better.
4. The community moves forward when projects are completed.

60
Performance of CDF projects

Statement 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = 1 2 3 4 5

Strongly Agree

1. CDF projects are Reliable.

2. The CDF projects PMC and M&E committee help keep the Project
leaders accountable.
3. CDF projects are performing well and community growth can be
accounted for.
4. Quality of CDF projects is great.
5. CDF projects are completed in the stipulated time.
6. The CDF projects are cost effective.

Do you agree that monitoring and evaluation of constituency development fund projects in

Kiambaa constituency, Kiambu County? Yes / No ______ please explain

___________________________________________________________________.

THANK YOU

61
APPENDIX IV: KIAMBAA CONSTITUENCY PROJECTS AS AT SEP 2016

1. House Ap E Administration on
Education Personnel Block
Bursary 10. Gatuikira Water House Ap
2. Construction of Project Personnel
Primary School Equiping Of 16. Kiambaa
and Purchase of Borehole,Pump Kawaida Water
Locker and Desks House Project
Provide 24 Storey Construction, Rehabilitate the
Classrooms, Buying And Water Project
Administration Laying Of /Purchase a Piece
Block and Other DistributionPipes of Land
Facilities Provide Water to Provide Water to
3. Primary School s Area Residents Area Residents
Desks 11. MugumoAp Post 17. Emergency
4. Donate Primary Construction of Reserve
School Desks Administration on Toilets and
5. Provide Desks to Block & Housing bathrooms need to
All Primary Units for Ap be provided for it
Schools Personnel to be operational
6. Office Running House Ap 18. Project
Expenses Personnel Monitoring And
Running Office 12. Ndenderu Health Evaluation And
Day To Day Centre Capacity
Office Location Building
7. Muchatha Construct Construction at
Dispensary Dispensary Roofing level
Construction of Offer Health 19. Thindigua
Dispensary & Facilities Primary School
Purchase of 13. Karura Construction of
Equipments kanyungu Water Classrooms
Offer Health Project Rehabilitation of
Facilities to Area Construction of School Plus Build
Residents Water Tank & A New Class
8. Riabai Ap Post Buy and Lay Room
Rehabilitate distribution Pipes 20. Lioki
Existing Provide Water to Community
Structures the Local Dispensary
Construct Houses Community Renovating and
for Ap Personnel 14. KiambaaWaguth Equiping the
9. Njunu u Water Project Dispensary
Administration Equip Borehole Improve Health
Police Post Provide Water to Facilities
Construction of 1 Area Residents 21. Kamiti Anmer
Bed roomed Units 15. KiharaAp Post Water Project
& Administration Construction of 4- Equip Borehole
on Block 1 Bedroom Unit Provide Water to
and Area Residents
62
22. Karunga Water Have a Sports Day Secondary
Project for the Youth School
Borehole Drilling Promote Youth 4 Construction of 2
and Equipping Positive Addiction Classrooms
Provide Water to 08/09 Sports Improve
the Community Activity Was Education
23. Ngegu Police Successful Facilities
Post 30. Gathanga 37. Kilooma Nursery
Construct Ap Post Administration School
Security Services Police Post Construction of
24. Riabai Construction of the Nursery
Secondary Houses for Ap School
School Personnel Improve Learning
Renovate Burnt House Ap Facilities
Dormitory And Personnel 38. Environmental
Fencing Of The 31. Machiri Primary Activities
School. School Plant Trees
Construction of Construction of a Plant Trees
Classroom Septic Toilet Maternity wing
ongoing Complete Set Of not in use due to
Dormitory for the 12Septic Toilets. huge cracks on the
School 32. Strategic Plan structure. The
25. Njoro Access Kiambaa Project building Has been
Road Strategic Plan for condemned
Re Carpet Rural Kiambaa 39. Kamiti Corner
Roads Constituency Ap Post
Provide Good Strategic Plan for Construction of
Roads Kiambaa Chiefs Office.
26. MugumoKamiti Constituency Constructing
Prison Road 33. Karuri Houses for Ap
Upgrading Secondary Personnel
Re Carpet Rural School Stadium House Ap
Roads Fencing the Personnel
Provide Good Stadium 40. KaruraKirienye
Roads Provide Security Road
27. Ndumberi Water to the School Rehabilitate Rural
Project 34. Muuru Road Roads
Rehabilitate the Re-Carpet Rural Provide Good
Water Project Roads Roads
Provide Water to Provide Good 41. KirienyeAp Post
Area Residents Roads Renovation of
28. Muchatha Water 35. Gachie Chiefs Administration
Project Camp Block and
Buy and Lay Construction of Construction of A
Distribution Pipes Chiefs Office P Residential
Provide Water to Offer Security Houses
the Local Services House Ap
Community 36. St Joseph Personnel
29. Sports Activities Gathanga
63
42. Kiamumbi Rehabilitate Rural 57. KanungaKaspha
Primary School Roads t Road
maryImmaculat Provide Good Rehabilitate Rural
Purchase Of Roads Roads
Pump,StorageTan 50. Kongo Primary Provide Good
k,Distribution School Roads
Pipes And A 3 Construction of a 58. General Gichore
Phase Power Line Septic Toilet Road
Provide Water Complete Set Of Rehabilitate Rural
43. Ndumberi 12Septic Toilets. Roads
Polytechnic 51. Riara Primary Provide Good
Rehabilitate the School Roads
Polytechnic Renovate the 59. Ngurwe Githima
Provide Education School Road
Facilities Improve Learning Rehabilitate Rural
44. Waguthu A P 52. St Ann Gichocho Roads
Post Leveling of Play Provide Good
Construction of Ground. And Roads
AP Houses Plant Grass 60. Thimbigwa
House A P Provide A Good Gathiri Road
Personnel Play Ground For Rehabilitate Rural
45. Kiambu Primary The Students Roads
School 53. Ndumberi Health Provide Good
Construction of Centre Roads
Septic Toilet Construction of 61. Kiambu District
Toilets for the Dispensary Hospital
School Provide Health Equip the Water
46. Kihara Market Facilities Output
Road 54. Kiamumbi Provide Water to
Rehabilitation Water Project the Hospital
Rehabilitate the Equip the 62. Kiambu
Road Borehole Township
Provide Good Provide Water to Secondary
Roads Area Residents School
47. NgaitaMaracha 55. Gichocho Water Construction of
Road Project Laboratory and
Rehabilitate Rural Buy and Lay Purchase of
Roads Distribution Pipes Laboratory
Provide Good Provide Water to Equipments
Roads the Local Provide
48. Kamuiru Road Community Laboratory for He
Rehabilitate Rural 56. Ack St School
Roads Emmanuel 63. Kiambaa Water
Provide Good Mugumo Road Project
Roads Re-Carpet Rural Emergency Was
49. Rehabilitation Of Roads To Purchase a
KabaeKarunga Provide Good Water Pump
Road Roads

64
 Provide Water to Construction of a Construction of
the Local Septic Toilet Septic Toilets
Community Toilets for School Toilets for the
64. GichochoRiabai 71. Kagondo Road School
Road Rehabilitate Rural 79. Kihara Sub
Rehabilitate Rural Roads District Hospital
Roads Provide Good Equip the Hospital
Provide Good Roads Offer Health
Roads 72. Wangunyu Facilities
65. Muchunu White Rweno Road Complete
College Road Rehabilitate Rural 80. NgeguIbonia
Rehabilitation and Roads Road
Drainage Provide Good Recarpet Rural
Re Carpet Rural Roads Roads
Access Roads 73. Kangoya Provide Good
66. Riabai Primary School Roads
Polytechnic Construct an 81. Ngegu Primary
Rehabilitate Exhaustible Toilet School
RiabaiPolytechinc Block Construction of
Classrooms Complete Set Of Toilets
Provide 12Septic Toilets. Toilets for School
Polytechnic 74. Chief Wandie 82. Gachie Primary
67. Loreto Primary Primary School School
School Constructin Of Construction of
Construction of Aseptic Toilet Septic Toilet
Septic Toilets Complete Set Of Toilets for the
Complete Set Of 12Septic Toilets. School
12Septic Toilets. 75. MakiuGachichio 83. Ndumberi Golf
68. Kawaida Water Road Club Stadiu
Project Rehabilitation and Fencing the Sports
Rehabilitate the Drainage Ground
Water Project Re Carpet Rural Beatifying the
Provide Water to Roads Sports Ground
the Local 76. Construction Of 84. Mahindi A P
Community Ndumberi Chiefs Post
69. Capacity Camp Construction of A
Building Construction of P Houses
Train Vocational Chiefs Camp House A P
Dev.Committee House Ap Personnel
Members Personnel 85. Riabai Coffee
Build Capacity 77. Karuri Health Factory To
Seminar Held On Centre Kihingo Road
7Th April 2006. - Equip the Health Rehabilitate Rural
Second Capacity Centre Roads
Building Held On Provide Health Provide Good
21/11/07 Facilities Roads
70. Kiambaa 78. Kasarini 86. Office Furniture
Primary School Primary School Equip Cdf Office
Office to Be Fully
65
87. Njunu Water Renovation of the 103. Rehabilita
Project Bridge tion Of Riara
Equip the Water Provide Good Bridge
Provide Water to Road Provide Good
the Local 96. Karuri Primary Roads
Community School 104. Ruaka A
88. Kibathi Primary Construction of a P Post
School Septic Toilet Relocation of the
Construction of Complete Set Of AP Post
Septic Toilets 12 Toilets. Provide Security
Complete Set Of 97. Gachie 105. Boro
12Septic Toilets. Secondary Road
89. Maria School Rehabilitate Rural
Immaculata Purchase of Roads
Children Centre Laboratory Provide Good
Construction of Equipments Roads
Septic Toilet 98. Cianda 106. Kiriguini
Block Secondary Road
Toilet for the School Rehabilitate Rural
School Equip School Roads
90. Kibubuti Laboratory Provide Good
Primary School Make the School Roads
Construction of Laboratory 107. Ndumberi
Septic Toilets Operational Secondary
Toilets for the 99. Kimuga Water School
School Project Repair Works On
91. Senior Chief Laying a Burnt Dormitory
Koinange Road Distribution Pipes To Improve
Rehabilitate Rural Provide Water to Boarding
Roads the Local Facilities
Provide Good Community 108. Karambai
Roads 100. Ngegu ni Road
92. AckNdumberi Water Project Re-Carpet Rural
Rehabilitate Rural Funds Re- Roads
Roads Allocated Provide Good
Provide Good 101. Muchatha Roads
Roads Kibecheni Road 109. Karunga-
93. Yamogo Road Recarpet Rural Ndumberi Road
Rehabilitate Rural Roads Recarpet Rural
Roads Provide Good Roads
Provide Good Roads Provide Good
Roads 102. Rehabilita Roads
94. Kambara Road tion Of 110. Gathanga
Rehabilitate Rural Kiamumbi Roads Bridge
Roads Recarpet Rural Construction of
Provide Good Roads the Bridge
Roads Provide Good Improve
95. TurituNdumberi Roads Infrastructure Re-
Bridge Facilities
66
111. KaruraM Well Leveled 124. Mungai
ahindi Road Playing Ground Chengecha
Re Carpet Rural and Emptying Of Primary School
Roads Septic Toilets for Level and Plant
Provide Good Re-Use Grass on the
Roads 118. Ask Show Ground
112. Kanunga Nyeri Well Leveled
Secondary To Represent Cdf Playing Ground
School Kiambaa 125. Kihara
Re-Construction 119. Kihara Zone Education
of Building S Water Project Office
Destroyed By Fire Buy and Lay 126. Office
Improving Distribution Pipes Laptop/
Boarding Provide Water to Computer
Facilities the Local Bought a Laptop
113. vocational Community 127. Office
Committee 120. KiambaaS Executive Table
Workshop ublocation Chiefs And File Cabinet
Train Vocational Office Purchased Of
Dev.Committee Construction of Office Table and
Members Chiefs Office File Cabinet
Train Locational Provide Security Purchased Of
Dev.Committee Services Office Table and
Members 121. Gacharag File Cabinet
114. Kiambaa e Secondary 128. Kiambaa
Township Water School Dispensary
Project Renovation of Reallocation
Rehabilitate the Classrooms 129. Youth
Water Project Provide Classes Development
Provide Water to for the School Activities
Area Residents 122. Kanunga 130. Kasphat
115. Transcons Police Post Ap Post
tituency Visit Completion of Construction of
116. St Monica Administration Administration
Childrens Home Base Block
Rehabilitate the Security Services 131. Machiri
Orphanage 123. Loreto Primary
Cater For More Kiambu Repair Works
Orphans Secondary Shool 132. Njunu
117. Thimbigu Repair Works On Police
a Primary School a Burnt Dormitory House Ap
Level and Plant To Improve Personnel
Grass on the Boarding
Playing Ground Facilities
and Exhaust Filled
Up Toilets

67