Influence of Stakeholders’ Involvement on the Success of the Peat Power Plant Project in Gisagara District, Rwanda

The study assessed the influence of stakeholders’ involvement in project initiation, planning, implementation, and monitoring on the success of the peat power plant project in Gisagara District, Rwanda. Stakeholder Theory and the Theory of Change guided the study. Descriptive and correlational designs were adopted using quantitative and qualitative approaches. From a population of 3,624 individuals, 360 respondents were selected using stratified and random sampling techniques; 351 questionnaires were completed and returned, yielding a response rate of 97.5%. Questionnaires, interviews, and documentary reviews provided the data. Descriptive statistics and multiple linear regression were computed using IBM SPSS Statistics Version 25. In the order of the study objectives, stakeholder involvement in initiation (B = 0.281, t = 4.391, p < 0.001), planning (B = 0.314, t = 4.423, p < 0.001), implementation (B = 0.342, t = 5.029, p < 0.001), and monitoring (B = 0.298, t = 4.515, p < 0.001) were positive and statistically significant predictors of project success. Implementation had the largest standardised coefficient (β = 0.334). Together, the four predictors explained 65.9% of the variance in project success, and all four null hypotheses were rejected. The findings indicate that stakeholder involvement throughout the project lifecycle is associated with better project outcomes. The study recommends a formal Stakeholder Mapping and Engagement Plan that defines responsibilities, supports participatory resource planning and implementation, and incorporates stakeholder feedback into progress reviews.