Governance Mechanisms and Performance of the Peat Power Plant Project in Gisagara District, Rwanda

Abstract

This study examined the associations between stakeholder management, project control, regulatory practices, and the perceived performance of the Peat Power Plant Project in Gisagara District, Rwanda. A descriptive, cross-sectional research design incorporating quantitative and qualitative approaches was adopted. Data were collected using structured questionnaires, with 138 valid responses obtained from 150 distributed questionnaires, representing a response rate of 92.0%. Quantitative data were analysed using descriptive statistics, Pearson correlation, and multiple linear regression in SPSS version 25. The findings revealed significant positive correlations between perceived project performance and stakeholder management (r = .865), project control (r = .646), and regulatory practices (r = .870), all p < .001. Multiple regression analysis, controlling for project accountability, indicated positive associations between project performance and stakeholder management (β = .311), project control (β = .179), and regulatory practices (β = .301), all p < .001. The four-predictor regression model explained 85.6% of the variance in perceived project performance (R² = .856). The study concluded that stakeholder management, project control, and regulatory practices were significantly associated with perceived project performance. It recommends strengthening stakeholder engagement, systematic project monitoring, and regulatory coordination to support effective governance of energy infrastructure projects.

Keywords: Stakeholder management, project control, regulatory practices, project performance, peat power plant, Rwanda