CHAPTER FOUR

4.0 DATA ANALYSIS, PRESENTATION AND INTERPRETATION.

4.1 Introduction

This chapter contains findings of the effects of CDF funded projects on the performance of CDF
funded projects at Mukuru Promotional Centre, Nairobi County. A general analysis of data
generated from response of the targeted respondents was done and discussed in this chapter. In
analyzing the data, the responses to the items in the questionnaire, the researcher assigned each
response a number. The data collected were then analyzed, by use of descriptive statistics where
there was frequency distribution. Percentages were calculated and displayed in tabular form.

4.2 Background Information

This section entails the interpretation of the demographic information of the respondents. The
information includes age, gender, working experience and level of education. The reason for this
was to enable the researcher to know kind of the respondents he is dealing with. Questionnaires
were distributed to the respondents to fill.

4.2.1 Gender of the Respondents

The researcher carried out the research to determine the gender of the respondents as it plays a
major role in the employment in many organizations. The gender of the respondents was
analyzed in table 4.1

Table 4.1 gender of the respondents

Gender Frequency Percentage

Male 36 72
Female 14 28
Total 50 100
Source: Author (2017)

From the findings it’s evident that the majority of the respondents are male 72% and the
remaining 28% are female. In spite of high gender disparity in the organization, gender does not
affect the integrated management of the organization and the management of the organization as
a whole, the reason is that the management and decisions making are on the employee
competence and qualifications

4.2.2 Age of the respondents

The researcher established the age of the respondents so as to know the age of the employees in
the organization. Age determined the technical knowhow of a person. The researcher was also
able to know what kind of person he was dealing with in terms of old, mature or young. The
specific information was analyzed and presented in table 4.2

Table 4.2 Ages of the respondents

Age Frequency Percentage

Below 20years 0 0
21-40years 23 46
41-60years 18 36
60 and above years 9 18
Total 50 100
Source: Author (2017)

This therefore implies that majority 46% of the respondents are aged between 21-40years. This
therefore explains the fact that the employees are mature and are capable of knowing the effects
of CDF funded projects on performance of CDF funded projects. Moreover, it is evident that the
majority of the employees are in their productive years. This facilitates efficiency in management
as well as efficiency in organization profitability.

4.2.3 Level of education of the respondents

It was important to establish this information so that the researcher could establish employee
understanding on the effects of CDF funded projects on performance of CDF funded projects in
the organization.
Table 4.3 Level of education

Level Frequency Percentage

Primary 0 0
Secondary 13 26
College 27 54
University 10 20
Total 50 100
Source: Author (2017)

From the above table, it is evident that most of the employees are educated. Those with the
certificate and diplomas from colleges were 54%, university graduates with the degree were
20%, and those with the secondary certificates were 26%. None of the employees had primary
level of education.

4.2.4 Working experience

The researcher wanted to establish working experience of the employees so as to verify whether
the employees indeed distinguish the concept of project management. The information was
presented in table 4.4

Table 4.4 working experience

Years Frequency Percentage

Less than 6 months 8 16
6 months- 1 year 17 34
2-3 years 23 46
3 years and above 2 4
Total 50 100
Source: Author (2017)

From the above table it shows that a good number of employees have a working experience, 46%
of employees has a working experience of 2-3 years, followed by 34% of employees whom have
worked for 6 months-1 year, 16% of the employees have working experience of less than 6
months and 4 employees have experience of 3 years and above. Most of the employees have a
working experience of 2-3 years and they have knowledge on effects of CDF funded projects on
CDF funded projects.

4.3 Specific objectives

4.3.1 Effects of planning on CDF funded projects

The researcher found it necessary to find out the effects of planning on CDF funded projects.

Table 4.5 Effects of planning on CDF funded projects

Effects of planning on CDF funded projects A UD D Total

Project team takes time to plan time, cost and Fre 30 15 5 50

resources adequately
% 60 30 10 100

Failure to plan adequately reduces project’s Fre 45 4 1 50

chances of successfully accomplishing its goals
% 90 8 2 100

Planning of new projects is a collective Fre 33 12 5 50

responsibility that involves all stakeholders
% 66 24 10 100

Project team estimate work needed to effectively Fre 48 1 1 50

manage risk
% 96 2 2 100

Planning reduces costs Fre 23 18 9 50

% 46 36 18 100

Planning helps to achieve competitive advantage Fre 28 12 10 50

% 56 24 20 100

From the above table 4.5, it was established that majority (60%) of the respondents agreed that
the effects of planning on CDF funded projects, was that Project team takes time to plan time,
cost and resources adequately, while 30% were not sure. The remaining 10% disagreed to the
opinion.

From the results majority (90%) of the respondents agreed that CDF funded projects reduces,
operational costs whereas 8% were not sure. The remaining 2% of the respondents disagreed to
the opinion.

According to the study findings, 66% of the respondents agreed that CDF funded projects
Planning of new projects is a collective responsibility that involves all stakeholders, whereas
24% were not certain. The remaining 10% of the respondents disagreed.

For the case of Project team estimate work needed to effectively manage risk, majority 96% of
the respondents agreed that CDF funded projects reduces the rising costs of fuel, 4% were not
sure and the remaining 2% disagreed that Project team estimate work needed to effectively
manage risk.

From the results, 46% of the respondents agreed that CDF funded projects Planning reduces
costs while 36% were not sure whether planning reduces costs. The remaining 18% disagreed
that planning reduces costs.

From the findings, majority (56%) of the respondents agreed that planning helps to achieve
competitive advantage while 24% were not sure. The remaining 20% of the respondents
disagreed that planning helps to achieve competitive advantage.

4.3.2 Effects of monitoring and evaluation on CDF funded projects

Table 4.6 Effects of monitoring and evaluation on CDF funded projects

Effects of monitoring and evaluation on CDF A UD D Total
funded projects

Monitoring and Evaluation projects is a collective Fre 30 20 0 50

responsibility that involves all stakeholders
% 60 40 100

Outside facilitator conduct the project audit Fre 44 3 3 50

ensuring confidentiality thus allowing the team
% 88 6 6 100
members and other stakeholders to be honest

M& E ensures sustainability of the project or Fre 45 4 1 50

recommends changes in the project to ensure the
% 90 8 2 100
goals and objectives are achieved

Frequent M& E the effects of the completed or Fre 32 12 6 50

ongoing projects to see whether the benefits
% 64 24 12 100

CDF funded projects enhances delivery services Fre 25 22 3 50

% 50 44 6 100

Through monitoring and evaluation there is high Fre 36 14 0 50

chance of party involved satisfaction
% 72 28 0 100

From the findings, table 4.6 shows that a majority (60%) on the respondents agreed that CDF
funded projects Monitoring and Evaluation projects is a collective responsibility that involves all
stakeholders while 10% were not certain whether CDF funded projects Monitoring and
Evaluation projects is a collective responsibility that involves all stakeholders

The results also showed that through CDF funded projects there is outside facilitator conduct
the project audit ensuring confidentiality thus allowing the team members and other stakeholders
to be honest where am majority (88%) agreed to the opinion while 6% were not sure. The
remaining 6% disagreed that through CDF funded projects there is outside facilitator conduct
the project audit ensuring confidentiality thus allowing the team members and other stakeholders
to be honest.

For the case of M & E ensures sustainability of the project or recommends changes in the project
to ensure the goals and objectives are achieved, majority (90%) of the respondents agreed while
8% were not sure whether M & E ensures sustainability of the project or recommends changes in
the project to ensure the goals and objectives are achieved. The remaining 2% disagreed that M&
E ensures sustainability of the project or recommends changes in the project to ensure the goals
and objectives are achieved.

From the results, majority 64% agreed that CDF funded projects Frequent M& E the effects of
the completed or ongoing projects to see whether the benefits while 24% were not certain if
Frequent M& E the effects of the completed or ongoing projects to see whether the benefits. The
remaining 12% disagreed.

For the case of CDF funded projects enhances delivery services, majority (50%) agreed while
44% were not sure whether CDF funded projects enhances delivery services. The remaining 6%
disagreed that CDF funded projects enhances delivery services

According to the study findings, majority (72%) of the respondents agreed that through
monitoring and evaluation there is high chance of party involved satisfaction while the remaining
28% of the respondents were not sure whether through monitoring and evaluation there is high
chance of party involved satisfaction.

4.3.3 Effects of Stakeholder participation on CDF funded projects

Table 4.7 Effects of Stakeholder participation on CDF funded projects

Effects of Stakeholder participation on CDF A UD D Total

funded projects

Fund are inadequate to ensure CDF funded Fre 39 10 1 50

projects are successful
% 78 20 2 100
There is high corruption of funds allocated to Fre 35 9 6 50
CDF funded projects
% 70 18 12 100

The funds allocated are not used to progress the Fre 47 2 1 50

valuable and most important CDF projects
% 94 4 2 100

The funds allocated are not used to progress the Fre 48 1 1 50

valuable and most important CDF projects
% 96 2 2 100

Funding improves the living standard Fre 30 16 4 50

% 60 32 8 100

Table 4.7 shows that majority (78%) of the respondents agreed that Fund are inadequate to
ensure CDF funded projects are successful while 20% were not sure whether factors Fund are
inadequate to ensure CDF funded projects are successful. The remaining least (2%) of the
respondents disagreed that Fund are inadequate to ensure CDF funded projects are successful.
From the results majority (70%) agreed that there is high corruption of funds allocated to CDF
funded projects whereas 18% were not certain that CDF funded projects There is high corruption
of funds allocated to CDF funded projects. The remaining 12% disagreed that There is high
corruption of funds allocated to CDF funded projects.

For the case of The funds allocated are not used to progress the valuable and most important
CDF projects , majority (94%) agreed while 4% were not sure whether The funds allocated are
not used to progress the valuable and most important CDF projects . The remaining 2%
disagreed that The funds allocated are not used to progress the valuable and most important CDF
projects .

From the findings, majority (96%) of the respondents agreed that The funds allocated are not
used to progress the valuable and most important CDF projects while 2% were not sure. The
remaining 2% disagreed that The funds allocated are not used to progress the valuable and most
important CDF projects .
From the results, 60% of the respondents agreed that CDF funded projects Funding improves the
living standard while 32% were not certain. The remaining 8% disagreed that Funding improves
the living standard.

CHAPTER FIVE

5.0 SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter presented the summary of findings, conclusions, recommendations and proposal for
further studies made. The findings in this chapter were consistent with research objectives and
questions. This followed the conclusion made from the discussion. Recommendations under
study were then drawn and finally suggestions for further research were made.

5.2 Summary of Findings

5.2.1 Background Information of the Respondents

From the findings it’s evident that the majority of the respondents were male at (72) than the
female. Therefore the study revealed that more male respondents participated in the study than
the female. In spite of high gender disparity in the organization, gender does not affect the
integrated management of the organization and the management of the organization as a whole,
the reason is that the management and decisions making are on the employee competence and
qualifications

The age of the respondents revealed that majority (46%) of the respondents are aged between 21-
40 years. This therefore explains the fact that the employees are mature and are capable of
knowing the effects of CDF funded projects on performance of CDF funded projects. Moreover,
it is evident that the majority of the employees are in their productive years. This facilitates
efficiency in management as well as efficiency in organization profitability.
From the results, it is evident that most of the employees are educated. The findings showed tha
a majority of the respondents attained that college level of education at (54%) followed by
secondary certificated and university graduates with the degree. None of the employees had
primary level of education.

From the findings, it showed that a good number of employees have a working experience.
Majority of the respondents (46%) of employees’ had a working experience of 2-3 years,
followed employees whom have worked for 6 months-1 year. The least of the respondents have
working experience of less than 6 months and 3 years and above. Most of the employees have a
working experience of 2-3 years and they have knowledge on effects of CDF funded projects on
CDF funded projects.

5.2.2 Effects of planning on CDF funded projects

From the results, it was established that majority (90%) of the respondents agreed that CDF
funded projects reduces, operational costs followed by the respondents who agreed that CDF
funded projects Planning of new projects is a collective responsibility that involves all
stakeholders. Moreover the respondents also agreed that Project team takes time to plan time,
cost and resources adequately. The least of the respondents agreed that CDF funded projects
reduces the rising costs of fuel, planning helps to achieve competitive advantage and that CDF
funded projects Planning reduces costs.

5.2.3 Effects of monitoring and evaluation on CDF funded projects

From the findings, table 4.6 shows that a majority (90%) of the respondents agreed that M& E
ensures sustainability of the project or recommends changes in the project to ensure the goals
and objectives are achieved followed by the respondents who said that Through monitoring and
evaluation there is high chance of party involved satisfaction and CDF funded projects Frequent
M& E the effects of the completed or ongoing projects to see whether the benefits. The least of
the respondents agreed that outside facilitator conduct the project audit ensuring confidentiality
thus allowing the team members and other stakeholders to be honest and that CDF funded
projects enhances delivery services.

5.2.4 Effects of Stakeholder participation on CDF funded projects

From the results, a majority (96%) of the respondents agreed that The funds allocated are not
used to progress the valuable and most important CDF projects and it improves the key
performance indicators followed by the respondents who agreed that The funds allocated are not
used to progress the valuable and most important CDF projects. Besides, the respondents also
agreed that Fund are inadequate to ensure CDF funded projects are successful and There is high
corruption of funds allocated to CDF funded projects. The least of the respondents accepted that
CDF funded projects Funding improves the living standard and that CDF funded projects
increases logistic planning process and it improve competitive market positions. Finally, the
respondents also agreed that CDF funded projects enhances loading and material handling
complexities, helps in meeting customer requirements, and through CDF funded projects
organizations can achieve a competitive advantage.
5.3 Conclusions

For logistics and distribution companies the rising cost of fuel has meant that they need to
become efficient in the way that they plan their transportation routes and schedules. The
traditional methods of CDF funded projects do not address real time events that affect businesses
every day. To accommodate customers short-notice requirements, route availability, and vehicle
issues, CDF funded projects has to be able to quickly respond to any event to ensure the lowest
cost of transportation. In general it was concluded that indeed CDF funded projects affects
performance of CDF funded projects in Mukuru Promotional Centre, Nairobi County.

On establishing the effects of CDF funded projects on operational costs of supply chain, the
study concluded that Project team takes time to plan time, cost and resources adequately Failure
to plan adequately reduces project’s chances of successfully accomplishing its goals and
Planning of new projects is a collective responsibility that involves all stakeholders. Besides, it
was also established that Project team estimate work needed to effectively manage risk, Planning
reduces costs and helps to achieve competitive advantage.

On determining the effects of CDF funded projects on delivery speed of supply chain, the study
concluded that CDF funded projects Monitoring and Evaluation projects is a collective
responsibility that involves all stakeholders and Outside facilitator conduct the project audit
ensuring confidentiality thus allowing the team members and other stakeholders to be honest.
The study also concluded that M& E ensures sustainability of the project or recommends
changes in the project to ensure the goals and objectives are achieved and Frequent M& E the
effects of the completed or ongoing projects to see whether the benefits. Moreover, CDF funded
projects enhances delivery services and through monitoring and evaluation there is high chance
of party involved satisfaction.

5.4 Recommendations

Following the study findings it is clear that the CDF funded projects is the best system to adopt
in order to enhance performance of CDF funded projects in organizations. To achieve maximum
benefits from CDF funded projects, the researcher recommends the following recommendations;

i. The researcher recommends that Mukuru Promotional Centre, Nairobi County should
ensure that CDF funded projects is available in the organization to help in meeting
customer requirements.
ii. The researcher also recommends that CDF funded projects should be enhanced in
organizations to achieve a competitive advantage.
iii. The researcher also recommends that factors affecting CDF funded projects should be
identified to enhance loading and material handling complexities.
iv. Finally the researcher recommends that CDF funded projects should have appropriate
rules and regulations to high corruption of funds allocated to CDF funded projects

5.5 Suggestions for Further Studies

Further studies should be conducted on;

i. The factors affecting CDF funded projects on organizational performance

ii. Role of CDF funded projects on CDF funded projects in organizations.
iii. Effects of CDF funded projects on operations management systems