| dc.description.abstract | Despite the contributions of non-profit organizations to peacebuilding initiatives, their efforts have often been hindered by limited cooperation from government agencies due to structural constraints. This study therefore examined the influence of stakeholder engagement strategies on the performance of community-based peacebuilding projects in Northern Kenya. The specific objectives were to establish the effect of building trust strategies, decision making inclusivity, capacity building, and conflict management strategies on the performance of community-based peacebuilding initiatives implemented by non-profit organizations in Northern Kenya. Anchored on the Stakeholder Theory, the study adopted a descriptive research design targeting 44 NGOs engaged in peacebuilding across the in Northern Kenya region. Using purposive sampling, one Reconciliation Program Officer and one Community Outreach Officer were selected from each organization, yielding a total of 88 respondents. Primary data were collected through structured questionnaires and analysed using descriptive and inferential statistics, including correlation and regression analyses. Findings were presented using frequency distribution tables. From the findings, it was established that stakeholders’ engagement strategies had a significant influence on the performance of community-based peace building projects by non-profit-making organizations in Northern Kenya. Building trust strategies were shown to be a major determinant of project success, although NGOs face persistent challenges such as historical grievances, ethnic tensions, and community skepticism, which often limit their effectiveness. Decision-making inclusivity also emerged as a critical factor, with top-down approaches and the exclusion of women, youth, minority clans, and persons with disabilities weakening project legitimacy and deepening divisions. Capacity building was found to significantly affect performance, as many communities lack the necessary skills and institutional structures to sustain peace efforts, and existing training programs often fail to match local realities. Conflict management strategies, including mediation, dialogue forums, and early warning systems, contributed to improved community relations, though their long-term impact was undermined by insecurity, political interference, and resource constraints. The study recommends that NGOs adopt participatory approaches that prioritize inclusive dialogue, cultural sensitivity, and community ownership to strengthen trust and project sustainability. Decision-making structures should be inclusive, ensuring active participation of marginalized groups and integrating local conflict resolution mechanisms to build legitimacy. Capacity-building efforts need to be context-specific, practical, and community-driven, with a focus on mentorship, institutional strengthening, and long-term partnerships to enhance local skills and structures. For conflict management, NGOs should collaborate closely with local governance systems, integrate indigenous practices, establish effective early warning mechanisms, and secure consistent funding and policy support to sustain peace building efforts in Northern Kenya. | en_US |
