Strategic Change Adopted by Kisumu County Government for Service Delivery

Abstract

Change in strategy is generally key both in public and private sector because organizations are open systems hence interact with both internal and external environment. Whether we are dealing with a bank seeking greater profitbability or a County government department that is responsible for energy and seeks to enure the County has clean and renewable energy. Organizational change would be considered less important if the change would be managed easily and success guaranteed. Both the National and County governments in Kenya continue to initiate various changes so as to tackle challenges that affect service delivery. The objective of this study was to identify the strategic change adopted by Kisumu County Government for service delivery. The research design adopted was a case study because the emphasis was an intensive examination of the affairs of Kisumu County Government. Primary data was collected through an interview guide and targeted 10 seniour County government officials drawn from each of the County departments and are involved in policy formulation. Secondary data was collected through performance evaluation reports and county government publications. Data analysis was done through content data analysis. From the results, it was evident County Government of Kisumu has instituted various strategies to improve service delivery. The strategic change adopted was line with the 10 point agenda for change contained in the County Integrated Development Plan ( CIDP). Challenges affecting service delivery included: Huge wagebill which stands at 48 percent compared to the recommended 35 percent. Political interference and delays in getting funds from the national treasury. To overcome these challenges, the study recommends a staff review and early retirement for the aging workforce. Regular engagement with political leadership to get their buy in and reduce resistance during policy formuation process. The financial challenges could be addressed by seeking alternative sources of funding such as floating of infrastuructre bond though the Nairobi Stock Exchange (NSE) and enhancing public-private partnership in implementing key projects.