| dc.description.abstract | Strategic planning has long been used as a tool for transforming and revitalizing
corporations, government agencies and NGOs. Recently, however, skepticism about
strategic planning has been on the rise. Political and economic uncertainty is the norm
and the pace of technological and social change has accelerated. There is some
disillusionment with planning efforts that can't keep pace. Yet few tools are better suited
to help address the staggering array of challenges brought about by a changing
environment. A successful strategic planning process will examine and make informed
projections about environmental realities to help an NGO anticipate and respond to
change by clarifying its mission' and goals; targeting spending; and reshaping its
programs, fundraising and other aspects of operations.
This was a case study at Compassion International Kenya (ClK) .The study set out to
investigate and document the strategic planning process at ClK. It involved an in-depth
and comprehensive investigation of the organization's strategic planning processes. The
research utilized both primary and secondary data. Primary data was collected using preplanned
and unstructured interview guide. Secondary data was collected through a
comprehensive desk review of the strategic plans and other strategic planning related
documents at ClK. The data was used to supplement the information gathered from the
in-depth interviews and therefore helped put the study in the right context. The data
collected from the study was qualitative and as such content analysis was used to analyze
the data.
The study revealed that CIK has put in place a strategic planning process unique to its
context. The process is a deliberate in which top executives are the ones involved in the
deliberations of the strategic planning process and then communicate it down the
organization for implementation. The process is initiated by the Board Members, led by
Strategic Planning Committee and facilitated by an external Consultant but the Country
Director (CD) is the one principally responsible for the success of the strategic planning
process. As such the CD plays a very crucial role in the process.
The strategic planning process at CIK is constrained by such factors as donors stringent,
rigid and imposed conditionalities, low commitment of the board members, and the use
of the consultant from a private sector background who has a limited knowledge with
NGOs and is therefore not very effective. The study also revealed that CIK also leave out
the members of staff, local church partners and the community in the crucial strategic
planning formulation workshops. The study also points out lack of a comprehensive
mechanism to enhance creativity and innovation in the strategic planning process.
In order to improve the strategic planning process at CIK, the study recommends the
involvement and participation of staff, local church partner and the community in the
process of strategic planning. The study also recommends the employment of both the
bottom up and the top down approach to encourage flow of ideas from bottom towards
the top. This will go along way in motivating lower people and making them to own up
the process. Both the management and the members of the board also need to allocate
more time to strategic issues and strategic thinking. | en |
