Title: The Moderating Role of Policy Framework Compliance in the Relationship Between Planning Strategies and Project Outcomes: A Case of The Amal Housing Scheme in Garowe, Puntland, Somalia
Authors: Said Mohamed Ahmed, Dr. Elijah Omollo
Volume: 10
Issue: 9
Pages: 162-173
Publication Date: 2026/09/28
Abstract:
This study examined the moderating role of policy framework compliance in the relationship between planning strategies and project outcomes, using the Amal Housing Scheme in Garowe, Puntland, Somalia, as a case study. A descriptive correlational design combined a structured questionnaire survey with key informant interviews. From a target population of 650 project stakeholders, a sample of 248 was determined using Slovin's formula at a 5% margin of error and selected through stratified random sampling. Quantitative data were obtained from 230 valid respondents (92.7% response rate), while qualitative data were drawn from 16 key informant interviews (84.2% response rate). Descriptive results rated policy framework compliance good overall (Mean = 3.68, SD = 1.05), with adherence to government building regulations rated highest and prompt correction of policy deviations rated comparatively lowest. Policy framework compliance had a moderately strong, statistically significant direct correlation with project outcomes (r = 0.681, p < 0.01) and independently explained 46.4% of project outcome variance (R˛ = 0.464; ? = 0.681; F(1,228) = 197.5, p < 0.001). A combined multiple regression model showed that goal-setting, strategic initiatives, resource planning, and policy compliance jointly explained 65.0% of project outcome variance (R˛ = 0.650; F(4,225) = 117.1, p < 0.001). Introducing interaction terms (Goal×Policy, Strategic×Policy, Resource×Policy) raised the explained variance to 68.6% (R˛ = 0.686; F(7,222) = 82.9, p < 0.001), with all three interaction terms statistically significant, confirming that policy framework compliance significantly moderates, and amplifies, the effect of each planning-strategy dimension on project outcomes. The findings support Project Management Theory and Institutional Theory. However, a closer contextual reading revealed an execution paradox: despite compliance functioning as a powerful statistical driver and moderator, the scheme still incurred an average delivery delay of approximately 14 months and a 15-20% cost overrun, indicating that formal compliance was in places treated as a static, symbolic administrative hurdle rather than a continuously enforced operational discipline, and that formal municipal regulation had to compete with informal clan-based land tenure (Xeer) authority on the ground. The study recommends strengthened internal compliance audits, enhanced documentation and reporting procedures, and regulatory-compliance training for all project personnel, alongside deliberate reconciliation of formal municipal rules with customary land governance.