Effect of Project Communication Practices on the Performance of the Child Protection and Education Project Implemented by World Vision International in Rutsiro District, Rwanda

This study examined the impact of project communication practices on the performance of a child protection and education project implemented by World Vision International Rwanda (WVIR). Specifically, to assess the effect of participatory communication on performance of a child protection and education project, to examine the effect of results-driven communication on the performance of a child protection and education project and to assess the effect of feedback mechanism communication on the performance of a child protection and education project in Rutsiro district. The theories guided this study are participatory communication theory, feedback intervention theory and goal-oriented communication theory. The study employed the descriptive and correlational research design. The target population was 142 people including project coordination staff, project team implementers, project promoters, project beneficiaries. The population was small and accessible; therefore, the census method was used. The data was collected using questionnaire and interview guide. The data was analyzed using qualitative and quantitative approches, including descriptive statistics and inferential statistics using SPSS version 25.0. Qualitative data was collected through interviews and analyzed based on responses. The findings revealed strong positive agreement with participatory communication (M=4.27), results-driven communication (M=3.75), and feedback mechanism communication (M=4.16). Regression analysis showed that for every one-unit increase in participatory communication, project performance increased by 1.354 units (p=0.000), while results-driven communication and feedback mechanisms had negative effects on performance, with decreases of -2.081 and -0.163 units respectively (p=0.000). These findings suggest that participatory communication significantly improves project performance, while results-driven communication and feedback mechanisms do not. Based on these findings, it is recommended that the project shares regular the project activities designed to foster trust and open communication among stakeholders and team members. Further, project should organize a regular communication training to equip project stakeholders with effective communication strategies for example how to provide feedback communication. Additionally, the project should encourage more proactive feedback through recognition programs and ensuring feedback.