Browsing by Author "Mansaray, Kangoma Fodie"

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    Beyond Tokenism: Quantifying the Participation-Sustainability Nexus in Rural Community Development Projects in Sierra Leone
    (RSIS International, 2026) Mansaray, Kangoma Fodie
    Despite decades of investment in Community-Driven Development (CDD) to facilitate post-conflict recovery, the longevity of rural projects in Sierra Leone remains a significant challenge. This study investigates the empirical link between multidimensional community participation and project sustainability in Nongowa Chiefdom, Kenema District. Utilizing a mixed-methods approach (N=200), the research evaluates how different rungs of participation—ranging from consultation to resource contribution—affect long-term viability. The results indicate a "participation paradox": while symbolic engagement (consultation) is high (M=4.11), functional engagement (resource contribution) is significantly lower (M=3.71). Crucially, cross-tabulation analysis reveals that 81.4% of respondents reporting high participation levels perceived high project sustainability, compared to only 1.2% in the low-participation cohort. The study concludes that moving beyond tokenistic involvement toward active co-investment is a mechanical necessity for ensuring that development benefits endure beyond external funding cycles.
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    The Project Management Paradox: Reconciling Internal Monitoring Excellence with External Donor and Political Pressures in Sierra Leone
    (RSIS International, 2026) Mansaray, Kangoma Fodie
    In the international development sector, project success is often viewed through the lens of technical efficiency. However, in resource-constrained environments like Sierra Leone, project managers face a “paradox” where high internal managerial competence is often undermined by external systemic pressures. This study utilizes data from 200 stakeholders in Nongowa Chiefdom to evaluate the interplay between leadership, Monitoring and Evaluation (M&E) systems, and external influences. Findings indicate that while M&E is ranked as the \#1 determinant of success, its effectiveness is hampered by donor reporting burdens and elite capture. Surprisingly, the study finds that high political interference correlates with high project effectiveness, suggesting that political “buy-in” is a functional necessity in the local governance landscape.