| dc.description.abstract | Strategic planning simply put is where the organization wants to be the next year and in the near future. Strategic planning is important mainly because it enables an organization to clearly define the purpose of the organization which in the process leads to the establishment of realistic goals and objectives consistent with the set mission in a defined time frame within the organization's capacity and resources for implementation. There has been a concern that as much as organizations engaged in commercial activities partake strategic planning, the same has to be applied to the not for profit organizations both in the private and public sectors.
The public sector in Kenya has managed to embrace strategic planning though the realistic benefit cannot be ascertained as they offer the services to its citizens for free. The earlier studies have mostly paid more emphasis on organizations that engage in commercial activities and none has paid particular emphasis to the public sector and specifically devolved funds that are in Kenya. This study sought to gain deeper insight on strategic planning process and challenges faced during strategic planning at the Constituency Development Fund national management office.
The research was a case study research design involving the state run Constituency Development Fund with emphasis on the national management office that coordinates activities in all the Kenyan constituencies. Two respondents who work at the national management office were interviewed against an expected number of three and this was found to be sufficient and the results analyzed and presented.
The findings of the study are that the Constituency Development Fund national management office undertakes formal strategic planning with reference to the government Vision 2030 strategy alongside the Millennium development Goals. It was found that the fund sets up its mission and visions which are adequately communicated to all the stakeholders. There was found to be stakeholder involvement and their input was considered by the private consultant engaged to generate the strategic plan.
The challenges faced ranged from lack of all stakeholder participation, legal challenges, project implementation challenges and even weak linkage between the CDF and other technical departments. Among the steps being taken to address the challenges was holding stakeholder sensitization seminars and simplifying the strategic planning process.
It is recommended that stakeholders be involved in the policy making process and the strategic plans be simplified for easier understanding.
During the study, time was a major limiting factor and some respondents could not find time for the interview. In addition, the study dwelt on middle level management and not corporate management or functional staff members. There is need for further studies to be undertaken in the public sector devolved funds regarding the strategic planning process. In addition, there is need to undertake further research on factors that are affecting strategic plan implementation at the CDF. | en_US |
