A Management Blueprint for Overcoming Challenges Associated with the Implementation of Construction Projects in Lamu County

Abstract

Kenya’s 2010 Constitution introduced devolution, creating 47 counties tasked with delivering localized development. Yet, in Lamu County, the implementation of construction projects has faced persistent challenges, undermining service delivery and socio-economic transformation. The objectives under study included: i.) To assess factors affecting the implementation of construction projects in Lamu County, (ii) To determine the challenges associated with project funding, managerial involvement, public participation, and devolution policies in the implementation of construction projects in Lamu County, (iii) To establish ways of overcoming the challenges facing the implementation of construction projects in Lamu County, and (iv) To develop a management blueprint for the implementation of construction projects in Lamu County. The research adopted a descriptive design, targeting all 390 employees of the Lamu County Government across eight ministries, who were involved in the delivery of construction projects. Data were collected through questionnaires and interviews, analyzed using SPSS for quantitative insights, and thematic analysis for qualitative perspectives. Findings revealed that project funding remains inconsistent, with budgets prepared but often inadequately aligned to project needs, while disbursements from the national treasury are frequently delayed or insufficient. Managerial involvement was found to be limited, with weak oversight, poor coordination, and inadequate technical capacity among county staff. Public participation, though mandated by law, was largely tokenistic, with citizens consulted but rarely empowered to influence decisions. Effective participation requires inclusivity, transparency, continuous engagement, and feedback mechanisms that ensure community input shapes outcomes. Devolution policies, while designed to empower counties, were hindered by conflicting national-county mandates and weak policy coherence. The study contributes a context-specific management blueprint integrating financial planning, participatory governance, leadership accountability, and policy alignment. Practically, this blueprint offers county governments, policymakers, and development partners a structured framework to enhance project success rates, reduce resource wastage, and strengthen citizen trust. For Kenya’s devolved units, the implications are significant: aligning budgets with realistic funding flows, institutionalizing meaningful public participation, and building managerial capacity are critical to sustainable project delivery. By situating Lamu’s experience within broader national challenges, the study provides actionable strategies for improving development outcomes in marginalized counties and advancing Kenya’s devolution agenda.