CHAPTER ONE

INTRODUCTION

1.1 Background of the study

Projects remain the instruments of choice for policymakers in national and international development. In Africa and other third world countries, development projects play a great role in providing basic social services such as infrastructure building, provision of basic education, agricultural extension, raising public awareness on different development issues such as gender equity, environmental protection. In particular, development projects aim at filling development gap where governments fall short. However, the poor performance of projects and the disappointment of project stakeholders and beneficiaries are always apparent and common in numerous projects (Kwak, 2002)

According to the World Bank, the project failure rate in African countries was over 50% by the year 2000 this was according to Meltzer Commission Report, 2000.  Kwak (2002) points out that in most cases World Bank projects fail to achieve their goals due to problems that could be termed as managerial and organizational issues. Specifically, managerial and organizational issues can further be broken down into imperfect project design, poor stakeholder management, delays between project identification and start-up, delays during project implementation, cost overruns, coordination failure, and so forth (Youker, 1999; Fortune & White, 2006, 2000; Gunawan & Ahsan, 2010). 

 In addition, the World Bank’s private arm, the International Finance Corporation has discovered that only half of its African projects succeed. In an independent rating, the Independent Evaluation Group (IEG) claimed that 39% of World Bank projects were unsuccessful in 2010 (Chauvet et al., 2010). 

Surprisingly, the focus of most international development research to date has been narrow, with emphasis on examination Projects and Project Management in general without looking into Non-Governmental projects in particular. Notably, the focus has not taken into consideration the size of this industry sector ($120 billion U.S. a year in 2009), project proliferation, and the questionable outcomes of projects (Crawford & Bryce, 2003; Roodman, 2006; Gunawan & Ahsan, 2010). In most cases, the project outcomes do not meet the felt needs or if they do, such needs are not sustainable. Mainly, this is the case even after the expenditure of billions of FCFA in development projects. Very little has been written about international development project success, success criteria and critical success factors (Diallo, & Thuillier, 2004; Diallo, & Thuillier, 2005; Khang, & Moe, 2008; Ika et al., 2010).

Projects are considered delayed when their stipulated completion durations have not been achieved. The inability to complete projects on time and within budget continues to be a chronic problem worldwide and is worsening (Ahmed et al, 2002). According to Ashley et al (2008) the trend of cost overrun is common worldwide and that it is more severe in developing countries. The subject of completion of project is therefore a universal concern that affects all parties to a development project. It is thus in the interest of the project management as an emerging profession to address all the factors that affect completion of construction project.

 Projects have a variety of reasons to experience delay. An investigation to find out the reasons for the delays was conducted in Hong Kong where a questionnaire was developed on factors that were identified in previous findings. The analysis of the findings indicated the difference in perception of the factors that was between the key stakeholders of the project. There was general agreement about the relative importance of delay factors such as unforeseen ground conditions (Kumaraswamy et al, 1998). The delays can be controlled by improving productivity and factors that affect productivity are dealt with the purpose of further increasing productivity and thereby reducing delays. The conclusion of the investigation is ranking of the factors and factor categories that are considered by various project stakeholders. The areas of disparity between the stakeholders are indicated by their experiences, prejudices and ineffective communication. Thus, the project scope factors can be supported by effective communications between all stakeholders. Projects are considered delayed when their stipulated completion durations have not been achieved. The inability to complete projects on time and within budget continues to be a chronic problem.

The problem of delays in the execution of projects is a global phenomenon. In South Arabia, Assaf and Hejji (2006) found that only 30% of construction projects were completed within the scheduled completion dates and that the average time overrun was between 10% and 30%. In Nigeria, Ajanlekoko (2006) observed that the performance of the construction industry in terms of time was poor. Odeyinka and Aibinu (2006) have shown that seven out of ten projects surveyed in Nigeria suffered delays in the execution of projects. They cited many note worthy causes of delays such as weather conditions, shortage of resources, shortage of materials and equipments, financial difficulties faced by project managers and clients and poor contract management. Al-Momani (1996) carried out quantitative analysis on projects delays in Jordan. The results of this study indicated that the main causes of delay in execution of public projects were related to designers, weather, use changes, site conditions, late deliveries and economic conditions.

In Cameroon, the present state of the projects falls short of meeting domestic and international quality standards and the performance demand expected. Projects have problems with planning techniques and management as well as limitation of funds and time. The critical problems are inability to complete the projects on schedule, low quality work and cost overrun. In general, most (if not all), projects experience time overrun and cost overruns during their execution phase

Several factors contribute to delays on project and analyzing the causes of delays is an essential task for ameliorating potential conflicts or claims. There is strong evidence of inconsistent performance of projects awarded by both the public and private institutions in Cameroon and Fako Division in particular. Projects are reported failing across all the key performance measures of cost, time and quality.

However, despite their noble intentions and dedicated efforts, NGOs frequently encounter challenges that hinder the timely and efficient execution of their projects. One of the most persistent and impactful issues faced by NGOs in the Buea Municipality is the problem of project execution delays. These delays can have far-reaching consequences, affecting the overall success and impact of the projects, as well as the trust and credibility of the NGOs involved.

Delays in execution of projects are considered to affect many players in the entire nation and the division in particular, especially, on private funded projects.  As such, there is the urgency to find out the causes and effects of these delays and alternative remedies which could effectively put an end to project delay problems.

Between 10% and 15% of all aid to developing countries (over $6 billion) is channeled by or through Non- Governmental Organizations (NGOs) as highlighted in a briefing paper by the Overseas Development Institute (1996). Further, the emergency assistance accounts for a significant (and in recent years rising) share of total NGO aid flow, the majority of NGO aid is currently provided for development projects and programs. With these large amounts of funding being pumped into development projects, there is a dire need to have systems in place to ensure that projects are successful

Until recently, there has been little evidence with which to judge the contribution NGOs make to the development in countries and in particular in communities. Very few NGOs, big or small, have a portfolio of representative evaluations of past projects that they place in the public domain. Where assessments have been carried out, especially using external evaluators, assessments have commonly focused on ‘problem’ projects, constituting an unrepresentative sample that understandably NGOs have not wished to distribute widely. Uncertainty about how to evaluate impact, combined with the high cost of undertaking evaluations that sometimes exceeds the cost of the project itself, has constrained NGOs from commissioning more impact assessments. The motivator for this study is largely due to personal observation and low performance of projects in terms of cost and time. These include projects owned by the government and the private sectors.

1.2 Problem Statement

In today’s world, project execution plays an important and integral role to enhance the nation’s competiveness and development. In Cameroon, it is a very rare case that large projects are completed on the time specified or agreed upon, most projects either suffer abandonment or suspension. There have been increasing voices against the low execution rate, delay in execution and abandonment of projects in Cameroon by NGOs

According to ODI (1995, NGOs, and Official Donors despite the success stories, we find NGOs still facing numerous problems in making an impact. A large majority of the time the projects introduced is not sustainable, and once the NGO leaves the project area, the situation goes back to previous case. In other cases, the projects do not meet the clients’ felt needs. Usually, NGOs tend to achieve their objectives without looking at the needs of the beneficiaries

The Buea Municipality in Cameroon, like many other developing regions, heavily relies on Non-Governmental Organizations (NGOs) for the implementation of crucial development projects aimed at improving the quality of life for its residents. However, a recurring challenge that hampers the successful completion and impact of these projects is the issue of delays in project execution by these NGOs.

Despite the significant resources and efforts invested in these projects, the persistent delays in their execution raise concerns about their overall effectiveness. The root causes of these delays could stem from various factors such as bureaucratic hurdles, funding constraints, logistical challenges, community dynamics, and organizational inefficiencies within the NGOs.

These delays in project execution not only have immediate repercussions on the timely delivery of vital services and facilities to the communities in the Buea Municipality but also have broader long-term effects on the overall development trajectory of the region. The lack of timely completion of projects can lead to cost overruns, loss of community trust, suboptimal utilization of resources, and diminished project outcomes.

Furthermore, the negative impacts of delays extend beyond the specific projects themselves to potentially exacerbate existing social, economic, and environmental challenges faced by the communities in the Buea Municipality. It is crucial to delve deeper into understanding the multifaceted effects of these delays to guide future decision-making and intervention strategies.

Therefore, the central problem to be addressed in this research dissertation is to comprehensively examine and analyze the effects of delays in project execution by NGOs in the Buea Municipality. By addressing the problem of delays in project execution, NGOs in the Buea Municipality can enhance their effectiveness and maximize the positive impact of their initiatives on the community. Furthermore, this research can contribute to the broader field of project management and provide valuable lessons for NGOs operating in similar contexts, helping them overcome challenges and achieve their development objectives more efficiently.

1.3 Research Questions

To what extent does delays affect project execution of the activities of NGOs in the Buea Municipality?

1.3.1 Specific research questions

1. How does communication affect project execution of the activities of NGOs in the Buea Municipality?
2. How does delay in financial disbursement affect project execution of activities of NGOs in the Buea Municipality?
3. Does stakeholder engagement affect project execution of the activities of NGOs in the Buea municipality?

1.4 Objectives of the Study

The main objectives of this study is to examine the effect of delays in project execution on the activities of NGOs in the Buea Municipality

1.4.1 Specific Research Objectives

1. To analyze the effect of communication in project Execution on the activities on of NGOs in the Buea municipality
2. To examine the effect of delays in financial disbursement in project Execution on the activities of NGOs in the Buea municipality.
3. To examine the effect of stakeholder engagement in project Execution on the activities of NGOs in the Buea municipality.