MAKERERE UNIVERSITY

MAKERERE UNIVERSITY BUSINESS SCHOOL

MANAGEMENT PRACTICES, COMMUNITY PARTICIPATION AND

SUSTAINABILITY OF COMPASSION INTERNATIONAL AIDED
PROJECTS IN SOUTH WESTERN UGANDA

BY

NDAMIRA PEREZ

2017/HD10/1760

Email: [email protected]
Contact: 0702 060813

A RESEARCH PROPOSAL SUBMITED TO THE FACULTY OF

GRADUATE STUDIES AND RESEARCH IN PARTIAL
FULFILMENT OF THE REQUIREMENTS OF
THE AWARD OF A MASTERS’ DEGREE
OF BUSINESS ADMNISTRATION OF
MAKERERE UNIVERSITY

AUGUST, 2020

PLAN A

i
Declaration.

I, Damulira Perez hereby declare that this proposal is my original work and has not been
presented for a degree in any university.

Signature…………………………Date…………………

ii
Approval.

This proposal has been submitted for examination with our approval as university supervisors

Signed……………………………………. Date……………..

Makerere University Business School.

Prof. Vincent Bagire.

Signed ……………………………………Date……………….

Mr. Mugaya Silaji.

Makerere University Business School.

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Contents

Declaration......................................................................................................................................ii

Approval.........................................................................................................................................iii

SECTION ONE...............................................................................................................................1

1.1. Background of the study.......................................................................................................1

1.2 Statement of the Problem...........................................................................................................2

1.3 Purpose of the study...............................................................................................................3

1.4 Research objectives................................................................................................................3

1.5 Research questions.................................................................................................................3

1.6 Scope of the study..................................................................................................................4

1.6.1 Geographic scope................................................................................................................4

1.6.1 Subject scope.......................................................................................................................4

1.7 Significance of the study........................................................................................................4

1.8 Conceptual framework...........................................................................................................4

SECTION TWO..............................................................................................................................5

2.0 LITERATURE REVIEW..........................................................................................................5

2.1 Theoretical review..................................................................................................................5

2.1.1 Stakeholder theory...........................................................................................................5

2.2 Management practices............................................................................................................5

2.3 Community participation.......................................................................................................6

2.4 Project sustainability..............................................................................................................7

2.5 Relationship between the variable.........................................................................................8

2.5.1 Management practices and project sustainability............................................................8

2.5.2 Management practices and community participation......................................................9

2.5.3 Community participation and project sustainability.......................................................9

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 2.5.4 The mediating role of community participation between management practices and
project sustainability...............................................................................................................11

SECTION THREE.........................................................................................................................12

3.0 METHODOLOGY..................................................................................................................12

3.1 Research design....................................................................................................................12

3.2 Study population..................................................................................................................12

3.3 Sample size..........................................................................................................................12

3.4 Sources of data.....................................................................................................................13

3.5 Data collection instruments..................................................................................................13

3.6 Measurement of research variables......................................................................................14

3.7 Validity and reliability of research instruments...................................................................14

3.8 Data processing and analysis...............................................................................................15

3.9 Anticipated limitations.........................................................................................................15

REFERENCE................................................................................................................................16

QUESTIONNAIRE.......................................................................................................................18

Appendix: 2. Table for determining sample size of a given population........................................21

Appendix: 2. Research Budget......................................................................................................21

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Abstract

The study aimed at establishing the relationship between management practices, community
participation and the sustainability of compassion aided projects in south western Uganda. The
study adopted a cross sectional research design and a quantitative research approach using
inferential statistics. The population was 72 compassion aided international projects in 15
districts of south western Uganda. A sample of 60 projects was determined using Krejicie and
Morgan (1970) tables. Stratified and simple random sampling techniques were adopted. A self-
administered questionnaire was used to collect data. The study findings revealed; a significant
moderate positive correlation (r=0.547**, p-value<.01) between management practices and
project sustainability, a significant substantial positive correlation (r=0.658 **, p-value<.01)
between management practices and community participation, a significant substantial positive
correlation (r=0.753**, p-value<.01) between community participation and sustainability and
finally, community participation has full mediation role (β= 0.702, P<.01) between management
practices and project sustainability. The study concludes that: management practices is a
predictor of project sustainability since there is a significant moderate positive relationship
between management practices and sustainability of projects, management practices is also a
predictor of community participation in projects since there is a significant substantial positive
relationship between management practices and community participation, community
participation is a key determinant of project sustainability since there is a significant substantial
positive relationship between community participation and sustainability of projects and finally,
the study findings revealed that community participation has full mediation role between
management practices and sustainability of projects aided by compassion international in south
western Uganda. The study recommends that policy makers, stakeholders and managers of
projects aided by compassion international especially in south western Uganda; should improve
their management practices by training their staff and by enhancing both their financial and risk
management practices, they should also improve their community involvement by training
citizen on better decision-making techniques, sensitizing community members and by ensuring
effective communication with the community members and finally they should achieve better
project sustainability by ensuring that all their management practices are applied largely through
community members as a go between.

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SECTION ONE

1.1. Background of the study

Every project aims to meet the present and future human needs. It is good to look into the
fundamental issue inevitable to improve people’s quality of life and the question like what does
‘quality of life’ means? (Abdul, Faudzi, Rohana & Nazirah, 2014). For a project to be
sustainable, it should improve on the cost of living, safety, integrity, education, living standard
and rural development (PMD Malaysia, 2013). Social sustainability helps in harmonizing
evolution of civil society towards compatible cohabitation of culturally and socially diverse
groups that includes themes of equity, poverty reduction, livelihood, identity, sense of place,
participation and access, social capital, social cohesion, the benefits of social networks,
happiness and quality of life (Yung & Chan, 2012).
To attain thus, management practices have to focus on proper use and allocation of finances
through proper budgeting that is authorized by funders and all relevant stakeholders, this
achieves transparency and accountability. Training also helps to increase job satisfaction and
morale, increase employee motivation, reduces employee turnover and enhances company
image (Chand, 2018). Risk management calls for contingency planning that achieves greater
expectations of success, reduced guess work, elevates communication, better quality data for
decision making and fewer surprises (Ritchie, 2014).
Furthermore; community participation helps in identifying the overall objective of beneficiaries
to empower and facilitate improvements in the lives of the world’s poor people (Ndekha et el,
2003). Community building, consultation and bottom up decision making creates ownership,
achieves support as well as buy in through social change movements and this can be attained
through a process of inform, consult, involve, collaborate and empower, (Greame, 2012, 2016).
In Africa, Compassion International a Christian and non-government child development
organization is active in 26 countries as an Aid agency to improve the living standards of the
marginalized people (Jacky, 2014).
In E. Africa, the organization operates in Kenya, Rwanda, Tanzania, and Uganda with the
purpose of promoting the orphans, poor and refugees livelihood through education,
empowerment and prosperity.

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 In Uganda, compassion international has been operational since 1980 in the promotion of
children rights, provision of education requirements to the needy due to wars mostly in Northern
Uganda, HIV/ AIDS epidemic in the country as well as poverty caused by corruption, domestic
based violence and family break ups (Compassion International Uganda, 2020). In 1990, the
country ratified the Convention on Child Rights (CRC) obligating to implement and protect
children’s rights as stipulated in the CRC. Nonetheless, compassion international in the country
still suffers from; insufficient funding and this reduces the scope of impact in societies,
beneficiaries schools dropout, ignorance of some beneficiaries who assume that the organization
provides the beneficiaries entirely, de-motivated staff due to poor rewards and work environment
and poverty of parents/care givers who do not have enough funds to supplement the organization
(Jolly, 2016). Increasing child sacrifice, child labor, early marriages and in some instances child
headed families that deprive them of a decent living (Uganda Christian News, 2018), many
children and families still lack food and clean water, decent shelter, clothing and health care due
to obstacles like physical abuse, violence and HIV/AIDS scourge (Lemmy, 2017).
In South western Uganda, compassion international projects have faced challenges in attaining
their long term objectives including: vulnerabilities of rape on their beneficiaries due to poor
protection from communities, defilement and high rate of beneficiaries child marriages in order
to solicit dowry in Kiruhura district leading to early child birth and death during birth (Sheila,
2018), increasing number of orphans due to high prevalence rate of HIV/AIDS in Bushenyi
(Anthony, 2018) poor cultural practices and poverty in Rakai leading to increased number of
street kids and child marriages (World Vision, 2018; Musinguzi, 2009) as well as high rates of
beneficiaries school dropouts in the region due to poor stakeholder support (UNEB, 2017).
Whereas there is available literature concerning sustainability of projects, compassions’ situation
in south western Uganda remains frightening causing the gist for the current study.
1.2 Statement of the Problem

Compassion international has expanded to South western Uganda in order to promote education
by constructing schools and sponsoring needy Children through providing decent shelter, food,
clothing and health care that has benefited about 147,591 children (Jacky, 2014). However,
irrespective of these great achievements, the organization has faced difficulties in its operations
including: embezzlement of funds (Columbus, 2007), high school dropout rates at 47% (UNEB,

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2017 & Ezekiel, 2019), defilement and early child marriages at 18.2% in order to get dowry,
increasing cases of domestic violence due to poverty (Sheila, 2018), 7% HIVAIDS prevalence
rate comparing to 6% currently at national level (URN, 2018), poverty and poor cultural
practices (World Vision, 2018). This could be attributed to poor community participation and
management incompetence’s in the running of the projects.
Therefore, once nothing is done to solve the problems, the situation will worsen. Basing on the
above despair, the study seeks to investigate whether management practices and community
participation leads to project sustainability in compassion international aided projects in western
Uganda.

1.3 Purpose of the study

The purpose of the study is to establish the relationship between management practices,
community participation and the sustainability of compassion aided projects in south western
Uganda.

1.4 Research objectives

i. To establish the relationship between management practices and the sustainability of
projects in compassion aided projects in south western Uganda.

ii. Consider rephrasing as (To establish the relationship between

relationship between management practices and the sustainability of projects aided by
compassion international in south western Uganda)

iii. To establish the relationship between management practices and community

participation in compassion international aided projects in south western Uganda.
iv. To establish the relationship between community participation and the sustainability
of projects in compassion international aided projects in south western Uganda.
v. To investigate the mediating role of community participation between management
practices and the sustainability of compassion of international aided projects is south
western Uganda.

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1.5 Research hypotheses
HO1 There is no statistically significant relationship between management practices and the
sustainability of projects in compassion international aided projects in south western
Uganda

Consider rephrasing as (There is no statistically significant relationship

between management practices and the sustainability of projects aided by compassion
international in south western Uganda)

HO2 There is no statistically significant relationship between management practices and the
sustainability of compassion international aided projects in south western Uganda

HO3 There is no statistically significant relationship between community participation and

the sustainability of compassion aided project in south western Uganda

HO4 There is no statistically significant mediating role of community participation between

management practices and the sustainability of compassion international aided projects
in south western Uganda

1.6 Scope of the study

1.6.1 Geographic scope

The study will focus on south western Uganda because of the underlying problems affecting the
sustainability of projects in compassion international.

1.6.1 Subject scope

The researcher will focus on management practices, community participation and the
sustainability of compassion aided projects as independent and dependent variables respectively.

1.7 Significance of the study

The study would help policy makers to practice proactive planning by engaging all the associated
stakeholders in order to achieve sustainability of projects.
The study would contribute on the existing body of knowledge on the topic of management
practices, community participation, and project sustainability in Uganda.

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The study would provide a basis of benchmarking on how management practices and community
participation help projects to achieve buy in hence project sustainability.

1.8 Conceptual framework

PROJECT SUSTAINABILITY
MANAGEMENT PRACTICES

 Increased beneficiaries.
 Financial management.
 Financial and social support
 Training
 Organizational stability.
 Risk management.

COMMUNITYPARTICIPATION

 Decision making.
 Sensitization.
 Communication.

Source: Adopted from the works of (Agarwal & Kalmar, 2015, Karanja, 2014 & Greame, 2012,
2016) and modified by the researcher

The model above shows the relationship amongst the study variables i.e management practices,
community participation and project sustainability.

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The model assumes that for compassion international projects to be sustainable, community
participation should be at a center stage with exclusive management practices to properly control
the running of the projects

SECTION TWO

LITERATURE REVIEW

2.1 Theoretical review

2.1.1 Stakeholder theory

The study followed a stakeholder theory by Edward (2014) which calls for the involvement of all
stakeholder interests in the project because their opinions and influence helps to shape your
project, making you and the project to be in a much better position for success. The benefits of
involving stakeholders can shape the perception of your project, not only with all of your
extended stakeholders, but with the rest of the world. Freeman says that organizations, especially
corporations, need to stop thinking of the word “ethics” in only a negative fashion.

However, some critics, such as political philosopher Charles Blattberg, say the theory is
problematic. They claim that the interests of various stakeholders cannot be balanced against
each other. This is because stakeholders represent such a large and diverse group and you can’t
please every stakeholder. One or more stakeholders will have to take a backseat to other, more
dominant ones, which is likely to create discord hence disrupt the benefits associated with
stakeholder theory.

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2.2 Management practices
Management practices refer to the working methods and innovations that managers use to
improve the effectiveness of work systems. They include; training staff, risk management,
monitoring and evaluation, controlling and risk management (Luenendonk, 2017). All
organizations want to improve employee productivity, but how they examine their own
management practices determines the success or failure of sustainability through practicing
economic incentives, proper planning and budgeting, giving timely and constructive feedback,
training and development and participatory leadership (Lipman, 2013).

Traditionally, the project manager’s focus was to bring a project in on time and on budget. In
today’s changing environment, project managers need to be more financially savvy by
maintaining transparency and accountability in accordance to budget and risk management
techniques like hedging to guard against inflation (Cohen, 2000). Financial management refers to
the strategic planning, organizing, directing, and controlling of financial undertakings in an
organization. It helps in maintaining enough supply of funds for the organization, optimum and
efficient utilization of funds; financial management is also made up of certain elements like
proposal writing, financial planning, financial control and decision making (London school of
business and finance, 2018).

In addition, training involves an expert working with learners to transfer to them certain areas of
knowledge or skills to improve in their current jobs. As working environment takes a dynamic
view, there is a need for continuous training of staff to keep up with changing trends in their
respective fields. The advantages of conducting training amongst employees include; increased
job satisfaction and morale, increased employee motivation Increased capacity to adopt new
technologies and methods, reduced employee turnover, enhanced company image, e.g.,
conducting ethics training and risk management, e.g., training about sexual harassment and
diversity (PMI, 2016). Chand (2018) explains some of the impacts of training at work place like
economy in operations, greater productivity, uniformity of procedures and less supervision.

Furthermore, risk management is a key process for project control because it identifies all the
likely risks and call for proactive management to overcome with the help of contingency
planning and the following benefits are attained; escalations are clearer and easier, teams remain

8
focused, greater expectations of success, budgets rely less on guess work, communication is
elevated, better quality data for decision making and fewer surprises (Ritchie, 2014).

2.3 Community participation

A lot of community participation focuses on community development and community building;

first, involving community members is an important underpinning of many bottoms up
approaches which brings real problem identification and massive support. Second, a feature of
strong communities is high levels of social capital and community building often focuses on
encouraging people to be actively involved in their community through trainings, communication
and capacity building (Greame, 2012). Many organizations including schools, health services,
government departments, NGOs and planners need to consult communities about a range of
issues. By involving the community in meaningful ways, this consultation can be more than
tokenism.  A tool that many practitioners find useful is the spectrum public participation by the
International Association of Public Participation (IAP2) which flows from inform, consult,
involve, collaborate and empower (Greame, 2016).

Four popular community engagement methods are community meetings i.e. Public or Town Hall
meetings can be a valuable way of sharing information, the face-to-face nature of these events
provides a great opportunity to demonstrate openness and transparency to stakeholders., focus
groups encourage discussion and work well when reaching out to smaller or marginalized
stakeholder groups and surveys or questionnaires often ask yes/no (or scaled) questions to groups
of people in order to identify community opinion. They are useful for mass outreach in the
collection of quantitative data and online engagement is a useful way to reach and engage with
many stakeholders (SMIS, 2020).

2.4 Project sustainability

Sustainability is the ability of an organization to continue its mission or program far into the
future. All projects have to end eventually, but the project impact should continue and donors
want to see how the project and its impact will outlive their direct involvement in the project
(Alonzi, 2019). Financial sustainability helps in ensuring a steady flow of funds and generating
revenue for maintaining and continuing the organizations work (Upasana, 2019). Furthermore,
project leaders must promote sustainability empowerment approaches in the execution of

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projects through increasing the number of beneficiaries, financial support as well as group
functionality in order to gain support, buy in and ownership leading to project sustainability
(Lalam, 2018).

Organizational continuity is about taking responsibility for your organization and enables it to
stay on course whatever challenges it is faced with through building and improving resilience to
enable group initiatives to continue yielding benefits after phase out of external support
(Business Continuity Institute, 2017). Sustaining project outcomes is becoming increasingly
important because most donor funded projects are timed past which it is anticipated that the
beneficiaries would break even with the support given and live fuller lives and this can be
achieved through continuous financial support, groups functionality as well as organizational
continuity (Babirye, 2016). Social sustainability helps in harmonizing evolution of civil society
towards compatible cohabitation of culturally and socially diverse groups that includes themes
of equity, poverty reduction, livelihood, identity, sense of place, participation and access, social
capital, social cohesion, the benefits of social networks, happiness and quality of life (Yung &
Chan, 2012).

2.5 Relationship between the variable

2.5.1 Management practices and project sustainability

Agarwal & Kalmár (2015) research on sustainability in project management identified
transparency and accountability as key aspects project managers need to boost in order to ensure
considerations through reporting structures, extensive presentations and meetings with multiple
stakeholder groups. The same study pointed out risk management in order to reduce risks as a
management practice that propels prior management through contingency planning and having
an emergency communication. This leads to project success hence paving a way for
sustainability.

Karanja (2014). Study on the Influence of management practices on sustainability of youth

income generating projects in Kangema District in Kenya revealed that there was a positive
significant relationship between management practices and project sustainability as training of
project managers and staff in the day to day running of the projects should be streamlined to
ensure project team focus on purpose, strategy and sustainability of their projects within the

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constraints of time, cost, resources and quality output. This view was supported by Landale
(2006) who concurred with the findings that, training is the process of acquiring knowledge and
skills by target groups that enables them to operate effectively and efficiently.

Sanga (2009) argued that proper record keeping sustains and expands an organization and
without it the business runs a risk of hitting cash flow crunches wasting money and missing out
opportunities to expand. Madison (2009) also suggested that, one systematic approach for
attaining effective management performance is financial planning, budgeting and that
sustainability of any project lies in effective financial management right from the implementation
stage to post implementation phase.

2.5.2 Management practices and community participation

The study by Omunu (2001) on the challenges of community participation in development
projects in Luwero recommended that it is important to engage all stakeholders and interest
groups at community level because for the project to succeed there is need for mutual
interdependence and support. Issues of gender, disability, age and involvement of community
leaders are important to consider at all stages of the project cycle if the sustainability of the
projects is to be ensured.

Dierick et al (2017) research on community sensitization and decision- making for trial
participation in Gambia discovered that community sensitization meetings represent a first step
in getting access to the communities by creating the needed awareness which lobbies support
leading to community buy in. Therefore, community meetings may be seen as an effective tool in
providing first- hand, reliable information to communities as the information is cascaded to those
who could not attend the sessions leading to project success and sustainability. Many studies
have indicated and proved that if the community is involved in making decisions in relation to
community development projects, it can lead to better resources use and thus realise actual
development objective of sustainability (Wong, 2012: Casey et al., 2010 & Pozzoni 2016).

Mohamed et al. (2018) study to identify the determinants of community participation in

implementation of developmental projects in Mombasa county, Kenya had the majority of the
respondents agree with the idea that participatory decision making influences community
members’ participation in community projects implementation significantly. For maximum

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participation and involvement in community projects implementation, project leaders and
implementers should involve the local by having properly structured communication channels
and proper guided decision making (World Bank, 2014).

2.5.3 Community participation and project sustainability

Nodi (2017) study showed that participatory techniques such as participatory need assessment,
participatory planning and design, participatory implementation and participatory monitoring and
evaluation had positive impact on the sustainability of development projects and she encouraged
the participation of local communities in all stage of development projects as very important in
ensuring the sustainability of development projects.

Twebaze (2010) study established that the overall approach used to mobilize communities was
effective and successfully improved the participation of the user communities in the operation
and maintenance of the water facilities. Community mobilization is carried out in water supply
and sanitation programs to stimulate the community to be active in demanding what they need,
and actively participating in solving their own problems. community mobilization is used and
employs a number of tools namely promotional water and sanitation campaigns, use of
informational flyers, posters, electronic and the print media, staging drama shows, and media
talk shows.

The involvement of people in managing a community water project point sources (protected
springs, shallow wells, boreholes) assumes control and responsibility for the day-to-day running
of their water and sanitation facilities, routine and preventive maintenance is emphasized as
contrasted to repair after breakdown emphasized as contrasted to repair after break down. This
involves key areas: Involvement of the communities in the planning of the water supply and
sanitation projects, implementation, operation and maintenance of the projects, participation in
the evaluation and modification of the project and building closer relationships between
government water authorities and the people, this creates support and ownership leading to
project buy in hence assured project sustainability (Triple-s Uganda, 2012). The drive towards
public participation and decision-making at local levels was echoed more broadly in Agenda 21
as a result, the community based model became a central tenet of major policy and practitioner
discourses on rural water supply especially given the potential of the approach for improving

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participation and water governance in rural vulnerable communities in Africa (Schouten &
Moriarty, 2003).

Alaerts & Kaspersma (2009) recommended that capacity building in project areas through a
multi-dimensional approach involving four interrelated levels individual, organizational,
enabling environment, and civil society be considered for institutional and capacities
development interventions and this can also take the form of education, organizational
improvement, and awareness creation and understanding of water use and value by local
communities leading to empowerment and development hence fostering sustainability of
projects.

2.5.4 The mediating role of community participation between management practices and
project sustainability.
A study by Wanyera (2016) on the influence of community participation on sustainability of
community based projects in Kenya indicated that there is a strong positive correlation between
community participation and sustainability of community based projects; an increase in
community participation leads to an increase in sustainability of community based projects and
vice-versa and recommended that any development interventions targeting a community ought
therefore to ensure that the community participates in need analysis if the intervention is to be
sustained.

The findings by (Lalaam, 2018) study on stakeholder engagement, community participation and
project sustainability in water projects in Jinja district indicated that the relationship between
stakeholder engagements project sustainability is fully mediated by community and
recommended that all stakeholders should promote community participation by involving
beneficiaries in decision making, allowing them to volunteer and part take in decision making.
This allows them to support the project hence project sustainability.

Aga, Noorderhave & Vallejo (2017) study on Project beneficiary participation and behavioral
intentions promoting project sustainability: The mediating role of psychological ownership in
Netherlands showed that participants under the genuine participation condition (experimental
group) elicited higher positive behavioral intentions to sustain development projects than those
under the passive participation condition (control group). The finding further indicated that

13
psychological ownership mediates the relationship between project beneficiary participation and
behavioral intentions that promote project sustainability. The study recommended that
development projects should consider demand- driven and management-for stakeholders’
approaches, which seek to accentuate genuine participation by project beneficiaries, in the needs
assessment and planning stages of the project life cycle.

SECTION THREE

METHODOLOGY

3.1 Research design

This study will follow a cross sectional research design that involves the analysis of data
collected from sample of a population at a given time. The design was chosen because it allows
the researcher to form opinions of a cross sectional population about a subject in a better way
and data collected using the design will be analyzed quantitatively using inferential statistics.

3.2 Study population

The study population will consist of 72 compassion international aided projects in south western
Uganda that covers about 15 districts.

DISTRICT POPULATION
Hoima 4
Masidi 4
Kabarole 4
Kyenjojo 4
Kasese 8
Kiruhura 8
Greater Mbarara 12
Kamwengye 6

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 Greater Bushenyi 10
Kagadi 6
Rakai 6
Total 72
Source: Compassion international audit report (2018).

3.3 Sample size

Out of 72 compassion international projects in south western Uganda, 60 will be selected basing
on Krejicie and Morgan (1970) table for determining population sample. The sample will adopt a
stratified sampling to cover all the districts using a simple random sampling to select a
representative sample of the population from each district as indicated below:
DISTRICT SAMPLE
Hoima 3
Masidi 3
Kabarole 3
Kyenjojo 3
Kasese 7
Kiruhura 7
Greater Mbarara 9
Kamwengye 4
Greater Bushenyi 8
Kagadi 5
Rakai 5
Total 60
SOURCE: Compassion international audit report (2018).

3.4 Sources of data

The researcher will use a primary source of data and a self-administered questionnaire will be
employed where a unit of analysis comprising of 60 projects will be considered as well as a unit
of inquiry consisting of Project Director, Child Development Officer Health and Child
Development Office Sponsor. The selected respondents are assumed to be well knowledgeable

15
about the subject because of their strong association with every day running and management of
projects.

3.5 Data collection instruments

A self-administered, close ended and structured questionnaire will be used. This will be rated
using a 5 point Likert scale of strongly Disagree (1), Disagree (2), Neutral (3), Agree (4) and
strongly agree (5) because a likert scale enables the researcher to extract useful information from
the respondents on scenarios that have existed before. The questionnaire will be divided into
major sections to address every variable in this model that will include: background information,
management practices, community participation and the sustainability of compassion
international projects.

3.6 Measurement of research variables

Project sustainability will be measured in terms of increased beneficiaries, financial and social
support, group functionality as well as organizational stability (Alonzi, 2019, Yung & Chan,
2012 & Babirye, 2016).

Management practices will be measured in terms of: financial management, training, risk
management and monitoring and evaluation (Agarwal & Kalmar, 2015, Karanja, 2014 & Gomes
et al, 2015).

Community participation will be measured in terms of decision making, sensitization and

community empowerment (Greame, 2012, 2016, Faustin, 2016 & Elizabeth, 2018).

3.7 Validity and reliability of research instruments

Validity.
Validity is often defined as the extent to which an instrument measures what it purports to
measure. Validity requires that an instrument is reliable, but an instrument can be reliable
without being valid. For example, a scale that is incorrectly calibrated may yield exactly the
same, albeit inaccurate, weight values (Winter-stein, 2008). However, in order to counter the
likely challenges, the researcher will utilize the expert judgment of his supervisors to verify the
validity of the instruments and this will be done through contacting each supervisor to evaluate
the relevance of each item in the instruments of the objectives. The experts will rate each item as
either relevant or irrelevant. Validity will be determined using Content Validity Index (C.V.I).

16
C.V.I=Items rated relevant by the judges divided by the total number of items in the
questionnaire as shown hereinafter.
CVI = No. of questions rated relevant.
Total no. of questions.
Reliability
Reliability is the extent to which a research instrument yields consistent results across the various
items when it is administered again at a different point in time (Sekaran, 2003). According to
classical test theory, any score obtained by a measuring instrument (the observed score) is
composed of both the “true” score, which is unknown, and “error” in the measurement process.
The true score is essentially the score that a person would have received if the measurement were
perfectly accurate. The process of developing and validating an instrument in the large part
focused on reducing errors in the measurement process (Kimberlin, 2008). Cronbach‘s Alpha
Reliability Coefficient for Likert-Type Scales test will be performed. In statistics, Cronbach‘s
alpha is a coefficient of reliability. According to Sekaran (2003) some professionals as a rule of
thumb, require a reliability of 0.70 or higher (obtained on a substantial sample) before they use

an instrument. (adjust the wording accordingly to suit the table

below)

Table 3.3: Validity and reliability results

Variable CVIs Cronbach's Alpha values No of items

Management Practices .749 .830 15
Community Participation .805 .700 15
Project Sustainability .730 .756 15

3.8 Data processing and analysis

Data from the field will be processed and analyzed using Statistical Package for Social Scientists
(SPSS version 21). The data will be cleaned by checking for missing values and outliers. This
will be followed by testing the assumptions for parametric tests. Given the nature of the research
17
objectives and hypotheses, parametric tests will be used as the main analyses. Specifically,
Pearson correlation will be conducted to test the associations, while hierarchical regression will
be performed to test the contribution of management practices, community participation and the
sustainability of compassion international aided projects in sub western region.

3.9 Anticipated limitations

Low response rates
The researcher anticipates a slow response attributing to peoples negative perception on
research, and taking long time to return the questionnaires. However, to achieve this, the
researcher will explain the purpose of the study and employ a research assistant who will check
on respondents.
Financial constraints
The researcher anticipates a heavy cost associated with printing questionnaire, distribution and
picking them and data analysis which will be encountered during data collection and dissertation
writing.
Busy schedule of employees
Most employees have busy schedules and this may make it hard to fill the questionnaires in time
hence delaying the entire process.

18
 CHAPTER FOUR

PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.0 Introduction

This chapter presents findings of the study which was conducted establish the relationship
between management practices, community participation and the sustainability of compassion
aided projects in south western Uganda. The analyses and presentation of findings being
presented are in accordance to the study objectives, preceded by the response rate and findings
demographic characteristics. The first section presents the social background of both unit of
inquiry and unit of analysis, then the second section, shows the empirical analysis of the study
findings analyzed. The data was aggregated at project level using the project code as a breaking
variable
4.1 Response Rate

Basing on the population size of 72 compassion aided projects in south western Uganda, 60
projects were randomly selected. However out of the 60 expected projects, the researcher could
obtain data from 54 projects. Overall, the results indicated a response rate of 90.0%. This
response rate was representative enough since it covered above the recommended rate of above
80% for the face to face method of delivering and collecting data collection tools (Survey
Monkey, 2009 and Fan, 2010).

4.2 Demographic characteristics

4.2.1 Demographic characteristics for the unit of inquiry

The study considered the following demographic information as relevant to the study; gender,
age, highest level of education and time spent. The study recruited 3 Staff/Employees (Project
Director, Child Development Officer Health and Child Development Office Sponsor) of each the
54 projects hence making a total of 162 respondents who filled a questionnaire.

19
4.2.2.1 Gender of the Respondents

The table below presents the descriptive statistics on gender of the respondents.
Table 4.2: Gender of the Respondents
Gender Frequency Percent Cumulative Percent
Female 72 44.4 44.4
Male 90 55.6 100.0
Total 162 100.0
Source: Primary Data, 2020

Table 4.2 shows that the majority (55.6%) of the respondents were males while (44.1%) were
females. The results did not show a big variation (11.2 %) in gender representation between the
males and females and therefore the results showed a reasonable gender balance. This implies
that both males and females participated in the study and the findings are not gender biased.

4.2.1.2 Age Groups of Respondents

The table below presents the descriptive statistics of the age groups of the respondents.
Table 4.3: Age group of respondents
Age group Frequency Percent Cumulative Percent
18-30 yrs 46 28.4 28.4
31-40yrs 87 53.7 82.1
41-50yrs 17 10.5 92.6
above 50 yrs 12 7.4 100.0
Total 162 100.0
Source: Primary Data, 2020

Table 4.3 shows that the majority (53.7%) of the employees were aged between 31 and 40 years,
28.4% between 18 and 30 years, 10.5% were aged between 41 and 50 years and only 7.4% were
above 50 years of age. This implies that majority of the respondents were energetic and with

20
adequate commitment to work. The results also imply that all the respondents were adults and
there were no minors.

4.2.1.3 Highest Level of Education

The table below presents descriptive statistics on highest level of education of the respondents.
Table 4.4: Highest Level of Education of the respondents
Education Level Frequency Percent Cumulative Percent
Diploma 55 34.0 34.0
Degree 88 54.3 88.3
Post Graduate 17 10.5 98.8
Masters 2 1.2 100.0
Total 162 100.0
Source: Primary Data, 2020

Table 4.4 indicated that the majority (54.3%) of the study participants had studied up to degree
level, 34.0% had a diploma, 10.5% had a post graduate qualification and 1.2% has masters.
These results indicate that majority of the study respondents had reasonably good education
qualifications and the desired skills to provide appropriate reliable responses. They also had
capacity to cause better project sustainability.

4.2.2.4 Time spent with soft drinks companies by the respondents

The table below presents the descriptive statistics on time spent/experience of the respondents
with the soft drinks companies they were working for.

Table 4.5: Time spent/experience of the respondents

Time Spent Frequency Percent Cumulative Percent
Below 5 years 14 8.6 8.6
5-10 years 48 29.6 38.3
11-15 years 90 55.6 93.8
Above 15 years 10 6.2 100.0
Total 162 100.0

21
Source: Primary Data, 2020

Table 4.5 indicated that the majority (55.6%) of the respondents had been working for a period
ranging from 11 to 15 years, 8.6 % for a period below 5 years, 29.6 % for a period ranging from
5 to 10 years and 6.2% for a period above 15 years. Thus, majority had adequate work
experience and this implies that the responses they gave were reliable.

4.2.1 Demographic characteristics for the unit of inquiry (eg,

sources of funding, time spent operating, etc

4.3 Correlation analysis and hypothesis testing

Pearson correlation analysis was run in order to establish the relationship between the study
variables. Pearson product moment correlation index was used to determine the strength of the
relationship. The hypotheses were tested by comparing levels of significance. All the global
variables and their constructs were coded, aggregated and correlated. The study findings were
shown in tables 4.6, 4.7 and 4.8.

4.3.1 Relationship between Management Practices and Project Sustainability

Zero-Order correlation was used to establish the relationship between management practices and
project sustainability among compassion international aided projects in south western Uganda.
The zero-order correlation ranges from -1 to +1.

Table 4.6: Pearson Correlation Matrix

22
 1 2 3 4 5 6 7 8
Financial management (1) 1
Training (2) .451** 1
Risk management (3) -.053 .454** 1
Management Practices (4) .409** .824** .839** 1
Increased beneficiary (5) .426** .478** .250** .471** 1
Financial and social support (6) .762** .553** -.030 .398** .353** 1
Organisational stability (7) .821** .522** .151 .387** .480** .585** 1
Project Sustainability (8) .790** .642** .321** .547** .856** .735** .791** 1
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data, 2020

Study findings in table 4.6 indicate that the Pearson correlation between management practices
and sustainability of projects in compassion international aided projects in south western Uganda
was 0.547**and it is statistically significant at the 0.01 level for 54 projects. Further analysis
revealed that the constructs of management practices including financial management (0.790**, P
≤.01), training (0.642**, P ≤.01) and risk management (0.321**, P ≤.01) were also positively
correlated with sustainability of projects. This means that there is a moderate positive correlation
between management practices and sustainability of projects aided by compassion international
in south western Uganda, which is statistically significant. Since the P<.01, then the hypothesis
HO1 was rejected. The alternative “There is a significant relationship between management
practices and sustainability of projects aided by compassion international in south western
Uganda” was thus considered. This implies that an improvement in management practices, is
associated with an improvement in sustainability of projects aided by compassion international in
south western Uganda.

4.3.2 Relationship between Management Practices and Community Participation

Zero-Order correlation was used to establish the relationship between management practices and
community participation in projects aided by compassion international in south western Uganda.
The zero-order correlation ranges from -1 to +1.
Table 4.7: Pearson Correlation Matrix

23
 1 2 3 4 5 6 7 8
Financial management (1) 1
Training (2) .451** 1
Risk management (3) -.053 .454** 1
Management Practices (4) .409** .824** .839** 1
Communication (5) .635** .537** .156* .487** 1
Decision Making (6) .549** .665** .345** .643 .587**
**
1
Community empowerment (7) .291** .614** .425** .607 .527 .874**
** **
1
Community Participation (8) .494** .681** .380** .658 .713 .948 .954**
** ** **
1
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Source: Primary Data, 2020

24
Study findings in table 4.7 indicate that the Pearson correlation between management practices
and community participation in compassion international aided projects in south western Uganda
was 0.658**and it is statistically significant at the 0.01 level for 54 projects. Further analysis
revealed that the constructs of management practices including financial management (0.494**, P
≤.01), training (0.681**, P ≤.01) and risk management (0.380**, P ≤.01) were also positively
correlated with community participation. This means that there is a substantial positive
correlation between management practices and community participation in projects aided by
compassion international in south western Uganda, which is statistically significant. Since the
P<.01, then the hypothesis HO2 was rejected. The alternative “There is a significant relationship
between management practices and community participation in projects aided by compassion
international in south western Uganda” was thus considered. This implies that an improvement in
management practices, is associated with an improvement in community participation in projects
aided by compassion international in south western Uganda.

4.3.3 Relationship between community participation and project sustainability

Zero-Order correlation was used to establish the relationship between community participation
and project sustainability among compassion international aided projects in south western
Uganda. The zero-order correlation ranges from -1 to +1.

Table 4.8: Pearson Correlation Matrix

1 2 3 4 5 6 7 8
Communication (1) 1
Decision Making (2) .587** 1
Community empowerment (3) .527** .874** 1
Community Participation (4) .713** .948** .954** 1
Increased beneficiary (5) .371** .789** .686** .725** 1
Financial and social support (6) .426** .407** .188* .342** .321** 1
Organisational stability (7) .759** .644** .437** .632** .431** .565** 1
Project Sustainability (8) .611** .817** .615** .753** .845** .720** .767** 1
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).

25
Source: Primary Data, 2020

Study findings in table 4.8 indicate that the Pearson correlation between community participation
and sustainability of projects in compassion international aided projects in south western Uganda
was 0.753**and it is statistically significant at the 0.01 level for 54 projects. Further analysis
revealed that the constructs of community participation including communication (0.611 **, P
≤.01), decision making (0.817**, P ≤.01) and community empowerment (0.615**, P ≤.01) were
also positively correlated with sustainability of projects. This means that there is a moderate
positive correlation between community participation and sustainability of projects aided by
compassion international in south western Uganda, which is statistically significant. Since the
P<.01, then the hypothesis HO3 was rejected. The alternative “There is a significant relationship
between community participation and sustainability of projects aided by compassion
international in south western Uganda” was thus considered. This implies that an improvement in
community participation, is associated with an improvement in sustainability of projects aided by
compassion international in south western Uganda.

4.3.4 Mediating role of community participation between management practices and

project sustainability

Hierarchical regression analysis was undertaken to test mediating role of community

participation between management practices and project sustainability. The study applied Baron
and Kenny’s (1986) model for testing mediating role with multiple regression. According to
them, four conditions must be met to confirm the presence of mediation role;
Firstly, the predictor variable (management practices) must have a significant effect on the
mediator variable (community participation).
Secondly, the mediator variable (community participation) must have a significant effect on the
dependent variable (project sustainability).
Thirdly, the predictor variable (management practices) must have a significant direct effect on
the dependent variable (project sustainability).
Finally, the effect of the predictor (management practices) should not be significant (in case of
full mediation) or should be reduced in strength (in case of partial mediation) after being
controlled for the mediator variable.

26
Table 4.9: Hierarchical Regression
Model Variable Predictor Beta(β) R R2 AdjR2 Sig. F- Std.
(constructs) Change Error
1 Community Management
.658 .658 .433 .430 .000 .089
participation practices
2 Project Community
.531 .753 .567 .564 .000 .037
sustainability participation
Financial .606 .000 .201
management
Training .397 .000 .161
Project
3 Risk .301 .003 .124
sustainability management
Management .571 .540 .291 .287 .000 .070
Practices
Financial .107 .011 .143
management
Training .119 .012 .170
Risk -.106 .018 .183
Project management
4 sustainability Management .078 .262 .073
practices
.755 .570 .565
Community .702 .000 .049
participation
Source: Primary Data, 2020

Results from table 4.9 revealed that, according to model 1; the management practices (predictor
variable) has a significant substantial positive effect (β= .658, P<.01) on community participation
(mediator variable). Thus, first condition Baron and Kenny’s (1986) model is satisfied.
Results from table 4.9 also revealed that, according to model 2; community participation
(mediator variable) also had a significant moderate positive effect (β= .531, P<.01) on project
sustainability (dependent variable) hence satisfying second condition Baron and Kenny’s (1986)
model.
Results from table 4.9 further revealed that, according to model 3; Management practices
(predictor variable) had a significant moderate and direct effect (β= .571, P<.01) on project
sustainability (dependent variable). Furthermore, all the constructs of management practices
management practices including financial management (β= .606, P<.01), training (β= .397,
P<.01) and risk management (β= .301, P<.01) also had significant and direct effect on project

27
sustainability (dependent variable). This fulfills the third condition of first condition Baron and
Kenny’s (1986) model.

Finally, when management practices (the predictor variable) was controlled for community
participation (mediator variable), its effect on project sustainability was insignificant (β= .078,
P=.073>.01). In addition, all the all the constructs of management practices (financial
management (β= .107, P>.01), training (β=.119, P>.01) and risk management (β= -.106, P>.01))
became insignificant and had no effect on project sustainability (dependent variable). It was also
further revealed that the effect community participation (mediator variable) on project
sustainability (dependent variable) increased from (β= .531, P<.01) to (β= .702, P<.01) and
remained significant. Since the effect of management practices together with all its constructs
became insignificant, it implies that community participation has full mediation role between
management practices and sustainability of projects aided by compassion international in south
western Uganda. Therefore, the null hypothesis HO4 was rejected. This means that project
sustainability is better achieved when management practices applied through community
members.

4.4 Chapter Summary

Study findings revealed that both male and females participated with a variation of 11.2 %,
majority (53.7%) of the employees were aged between 31 and 40 years, majority (54.3%) of the
study respondents had reasonably good education qualifications and majority (55.6%) of
respondents had adequate work experience.

The study findings revealed that there is a significant moderate positive correlation (r=0.547 **, p-
value<.01) between management practices and sustainability of projects aided by compassion
international in south western Uganda.

The study findings revealed that there is a significant substantial positive correlation (r=0.658 **,
p-value<.01) between management practices and community participation in projects aided by
compassion international in south western Uganda.

28
The study findings further revealed that there is a significant substantial positive correlation
(r=0.753**, p-value<.01) between community participation and sustainability of projects aided by
compassion international in south western Uganda.

Finally, the study findings revealed that community participation has full mediation role
(β= .702, P<.01) between management practices and sustainability of projects aided by
compassion international in south western Uganda.

29
 CHAPTER FIVE

DISCUSSION, CONCLUSIONS, RECOMMENDATIONS, LIMITATIONS AND AREAS

FOR FURTHER STUDY

5.0 Introduction

This chapter presents the discussion of the study findings by comparing with previous related
studies and makes conclusions and recommendations basing on the findings in chapter four. The
chapter then provides suggestions for further studies basing on the gaps and limitations in the
findings. The chapter is also organized in chronological order of the research objectives.
5.1 Discussion of the findings

5.1.1 Relationship between Management Practices and Project Sustainability

The study findings also revealed that there is a significant moderate positive correlation
(r=0.658**, p-value<.01) between management practices and community participation in projects
aided by compassion international in south western Uganda. The findings are in agreement with
…. (20..) who revealed that ……..

The findings are also in line with …. (20..) who asserts that ……

The findings are further more consistent with the past studies of …. Et al (20..) who contends
that

30
5.1.2 Relationship between Management Practices and Community Participation

The study findings revealed that there is a significant substantial positive correlation (r=0.658**,
p-value<.01) between management practices and community participation in projects aided by
compassion international in south western Uganda. The findings are in agreement with …. (20..)
who revealed that ……..

The findings are also in line with …. (20..) who asserts that ……

The findings are further more consistent with the past studies of …. Et al (20..) who contends
that

5.1.3 Relationship between community participation and project sustainability

The study findings further revealed that there is a significant substantial positive correlation
(r=0.753**, p-value<.01) between community participation and sustainability of projects aided by
compassion international in south western Uganda. The findings are in agreement with …. (20..)
who revealed that ……..

The findings are also in line with …. (20..) who asserts that ……

The findings are further more consistent with the past studies of …. Et al (20..) who contends
that

31
5.1.4 Mediating role of community participation between management practices and
project sustainability

Finally, the study findings revealed that community participation has full mediation role
(β= .702, P<.01) between management practices and sustainability of projects aided by
compassion international in south western Uganda. The findings are in agreement with …. (20..)
who revealed that ……..

The findings are similar to those of …. (20..) who also found out that ……..

The findings are also in line with …. (20..) who asserts that ……

The findings are further more consistent with the past studies of …. Et al (20..) who contends
that

5.2 Conclusions of the study

5.2.1 Relationship between Management Practices and Project Sustainability

The study concludes that management practices is a predictor of project sustainability since there
is a significant moderate positive relationship between management practices and sustainability
of projects aided by compassion international in south western Uganda.

5.2.2 Relationship between Management Practices and Community Participation

The study also concludes that management practices is a predictor of community participation in
projects since there is a significant substantial positive relationship between management

32
practices and community participation in projects aided by compassion international in south
western Uganda.

5.2.3 Relationship between community participation and project sustainability

The study further concludes that community participation is a key determinant of project
sustainability since there is a significant substantial positive relationship between community
participation and sustainability of projects aided by compassion international in south western
Uganda.

5.2.4 Mediating role of community participation between management practices and

project sustainability

Finally, the study conclude that community participation has full mediation role between
management practices and sustainability of projects aided by compassion international in south
western Uganda

5.3 Recommendations of the study

The study recommends that policy makers, stakeholders and managers of projects aided by
compassion international especially in south western Uganda should improve their management
practices by training their staff and by enhancing both their financial and risk management
practices.

The study recommends that policy makers, stakeholders and managers of projects aided by
compassion international especially in south western Uganda should improve their community
involmement by training citizen on better decision-making techniques, sensitizing community
members and by ensuring effective communication with the community members

The study recommends that policy makers, stakeholders and managers of projects aided by
compassion international especially in south western Uganda should achieve better project
sustainability by ensuring that all their management practices are applied largely through
community members as a go between.

33
5.4 Study Limitations and Areas for Further study

5.4.1 Study limitations

 The study adopted a cross sectional design where data is collected at one point in time
and the findings from such studies are always limited to the current period only
 The study was restricted to a quantitative approach using a structured questionnaire to
elicit information from the respondents meaning that other features that can be observed
were not included in the findings.
 Given the limited content scope of the study, there are other variables which affect
project sustainability apart from management practices and community participation such
as government policy, economic conditions and managerial competency

5.4.2 Areas for Further study

 Longitudinal study could be done using the same study variables

 A similar study could be conducted using both questionnaires and interview guide as data
collection tools.
 A similar study could be conducted in a much wider area
 Further research should explore other determinants of project sustainability and if
possible, consider variables that need to be combined with these variables in order to
stimulate project sustainability

34
35
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37
QUESTIONNAIRE

MAKERERE UNIVERSITY

Dear respondent

RE: REQUEST TO PARTICIPATE IN A RESEARCH STUDY

I am Ndamira Perez a post graduate student pursing a Master’s Degree in Business

Administration. My focus of study is on “Management practices, community participation
and sustainability of compassion aided projects in south western Uganda” as a partial
fulfillment for the award of the Degree. You have been selected as resourceful person to aid the
study and I request you to take a few minutes off your busy schedule and answer the following
questions. Your response is purely academic and will be accorded maximum confidentiality.
Regards

Section A: demographic background data (please tick what is appropriate for you in the box
1. Gender
Male 1 Female 2

2. Age bracket
18-30 yrs 1 31-40yrs 2 Between 41-50yrs 3 Above 50 yrs 4

3. Highest level of education

Certificate 1 Diploma 2 Degree 3 Post 4 Masters 5 Others 6
graduate

4. Time spent working for the organization

Below 5 years 1 Between 5-10 years 2 Above 10 years 3

38
You lacking demographics for unit of
analysis
SECTION B: (Please tick what is applies to the extent you agree with the following statements.)
Strongly disagree=1 Disagree=2 Neutral=3 Agree=4 Strongly=agree
5
MANAGEMENT PRACTICES 1 2 3 4 5
Financial management
F1 The organization sets a budget to guide expenditure
F2 The organization exercises transparency and accountability
F3 The project complies with financial guidelines set by funders.
F4 Periodic financial reports are prepared for stakeholders.
F5 The organisation prepares periodic bank reconciliation statements

Training
T1 The organization has a training policy
T2 Employees are given education opportunities for development
T3 The organization carries out training needs analysis
T4 There is on job training for new recruits
T5 The organization provides delegation opportunities.

Risk management
R1 The organization has in place a contingency plan.
R2 There is internal auditing to control expenditure in the organization
R3 The organization employs an external auditor
R4 The organization has a monitoring and control mechanism in place
R5 The organization involves beneficiaries is project management

SECTION C: (Please tick what applies to the extent you agree with the following statements.)

Strongly disagree=1 Disagree=2 Neutral=3 Agree=4 Strongly=agree

5
COMMUNITY PARTICIPATION 1 2 3 4 5
Communication
C1 The project has in place a communication plan
C2 The project holds meeting with stakeholders
C3 The project writes letters to stakeholders
C4 The project has a progress report policy in place
C5 Beneficiaries write letters to their sponsors

39
 Decision making
D1 The project practices participatory decision making
D2 Community members are part of the planning committee
D3 Community members participate in project leadership.
D4 The organizations decision making process follows consensus
D5 Community members participate in problem identification.

Community empowerment
CE1 Community leaders are consulted in project operations
CE2 Community awareness programs are carried out
CE3 Employment opportunities are given to communities
CE4 Community leaders are part of the beneficiary selection committee
CE5 The project empowers communities through education

SECTION D: (Please tick what applies to the extent you agree with the following statements.)

Strongly disagree=1 Disagree=2 Neutral=3 Agree=4 Strongly=agree

5
PROJECT SUSTAINABILITY 1 2 3 4 5
Increased beneficiary
IB1 The project has added new beneficiaries
IB2 The project attracts new funders to push its mission
IB3 The project has increased scope to cover vocational beneficiaries
IB4 The project extends support to beneficiary’s guardians
IB5 The project has widened its coverage to tertiary level

Financial and social support

FSS1 The project gets financial support from volunteers
FSS2 The project attracts funding from international agencies
FSS3 The project has social support from communities
FSS4 Guardians compliment the organization on financing
FSS5 The organization gets support from civil society organization

Organizational stability
OS1 The organization employs skilled labor
OS2 The organization has a strong support from church
OS3 The project is supported by government
OS4 The organization is supported by the community
OS5 The project has a strong support from founders

40
 Thank you

Appendix: 2. Table for determining sample size of a given population

N S N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 256 300 341
20 19 120 92 300 169 900 269 3500 346
25 24 130 97 320 175 950 274 4000 351
30 28 140 103 340 181 1000 278 4500 354
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 191 1200 291 6000 361
45 40 170 118 400 196 1300 297 7000 364
50 44 180 123 420 201 1400 302 8000 367
55 48 190 127 440 205 1500 306 9000 368
60 52 200 132 460 210 1600 310 10000 370
65 56 210 136 480 214 1700 313 15000 375
70 59 220 140 500 217 1800 317 20000 377
75 63 230 144 550 226 1900 320 30000 379
80 66 240 148 600 234 2000 322 40000 380
85 70 250 152 650 242 2200 327 50000 381
90 73 260 155 700 248 2400 331 75000 382
95 76 270 159 750 254 2600 335 100000 384
`

Appendix: 2. Research Budget

Item Unit cost Total cost

1 Data entry and analysis 800.000/= 800.000/=
2 Stationery and printing 650.000/= 650.000/=
3 Binding 170.000/= 170.000/=

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4 Transport 600.000/= 600.000/=
5 Airtime 150.000/= 150.000/=
6 Internet 200.000/= 200.000/=
7 Grand Total 2,570,000= 2,570,000=

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