| dc.description.abstract | Organizational structure and resulting capabilities are perhaps the last sustainable sources
of competitive advantage well managed organizations can have. The Constituency
Development Fund (CDF) is one of the devolved funds in Kenya. Prior to the
establishment of CDF the constituency was solely a unit of political representation in
Kenya, of which there are 210 in the country. CDF provides that at least 2.5% of
government revenue will be allocated to the fund, which is geared towards the alleviation
of poverty and promotion of local development.
The organizational structure dictates the chain of command, resulting in the reporting
structure that provides accountability of those at all levels within the organization. This
justifies undertaking the study on organizational structure and its relation to project
implementation. Though there have been attempts to address implementation problems
ailing CDF projects. Successful implementation of CDF projects is therefore a critical
component in ensuring that the objectives of Constituency Development Fund are
achieved. Little emphasis have been laid on the extent to which implementation of these
projects relate to organizational structure of CDF at constituency level. This therefore
creates the need to undertake this study that seeks to examine the CDF structure at
constituency level and implementation of CDF projects in terms of formalization and
centralization, with a focus on Kiambu County Kenya.
The study aimed at addressing this gap by examining structure of CDF and project
implentation at constituency level. The study employed a descriptive survey design
targeting all CDF projects implemented in 2011/2012 fiscal year. The target population
will be 389 CDF projects drawn from the constituencies within Kiambu County
implemented during 2011-2012 financial year, covering such sectors as education, health,
roads, security, water and sports and environment. Stratified random sampling was used
to select the projects to participate in the study with each stratum contributing 20% as the
sample size totaling to 78 respondents. The respondents were Project management
committee members to provide information on the extent of implementation. The study
used a questionnaire to collect primary data. The data was analyzed using both qualitative
and quantitative techniques by use of Statistical Package for Social Sciences. The study
found that the structure of CDF has a considerable level of influence as far as project
implementation in concerned. CDF structure has some level of formalization although is
not well brought out in the questionnaire response. Formalization of the structure is
eminent at National level and is characterized by well-defined job activities, well laid
rules and regulations that control how work is done, formal decision making, well
standardized job description, controlled rule and regulation. The level of formalization is
however less pronounced at constituency level | en |
