Challenges of Strategy Implementation at Nakuru County, Kenya

Abstract

Once strategies have been developed, they need to be implemented to produce results (Aosa 1992). According to Mizberg (1998), strategy implementation is the process of putting strategies into action. The implementation approach as pointed out by Okumus (2001) must accommodate a number of factors that include environmental uncertainty, organizational leadership, culture and structure, people, resource allocation and operational plans. This research sought to find the challenges faced by Nakuru County Government and how such challenges were addressed. County Governments in Kenya develop County Integrated Development Plans in line with the National Grand Vision 2030.This research adopted a case study research. The study used primary data. Respondents of the research included two Chief Officers, three Directors and the Deputy County Secretary. Primary data was collected using an interview guide. The data was analyzed using content analysis. The research revealed the main challenges impending strategy implementation in Nakuru County to include inadequate resources in physical, financial and human capital. Recommendations included strengthening of monitoring and evaluation department, improvement of public finances management, limitation of powers of the MCAs to legislation and oversight, hiring of County employees by Public Service Commission, allocation of funds for capacity building, implementing employee motivation strategies and expeditious disbursement of funds to County Governments. The limitations of the study included time constrain, fear of victimization by the respondent and financial constrain. Suggestion for further research included carrying out of replica studies in all other counties across the country to enhance comparison of the findings.