Reframing Household Information Access for Water Project Sustainability in Rural Kenya

Authors

  • Hezbon Abong Department of Development Studies, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya.
  • Fred K. Wamalwa Department of Development Studies, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya.

DOI:

https://doi.org/10.58425/jpms.v2i1.406

Keywords:

Household information access, participatory governance, community participation, sustainability, water project management, rural Kenya

Abstract

Aim: This study examines why increased access to household-level water-related information does not consistently translate into sustainable practices, using the Muhuru Community Water Supply Project (MUCOWAS) in Migori County, Kenya as a case study.

Methods: A mixed-methods approach was employed, combining 267 household reviews, 25 key informant interviews, and 3 focus group discussions. Quantitative data were analysed using Firth’s logistic regression to identify predictors of sustainable behaviour, while qualitative insights were derived through thematic coding of stakeholder views.

Results: The study found that household information access alone had little effect on sustainability; however, when combined with strong community participation and effective management structures, it significantly enhanced sustainable practices.

Conclusion: The study concludes that household information is only effective when communities are actively involved in interpreting and applying it within inclusive governance systems.

Recommendations: To enhance rural water project sustainability, project managers should embed household information access within participatory governance structures, using culturally tailored, inclusive communication strategies that empower communities as co-creators of project knowledge and accountability.

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Published

2025-09-14

How to Cite

Abong, H., & Wamalwa, F. K. (2025). Reframing Household Information Access for Water Project Sustainability in Rural Kenya. Journal of Project Management Studies, 2(1), 18–25. https://doi.org/10.58425/jpms.v2i1.406