Implementation of public-private partnerships at Kajiado county, Kenya
Strategy formulation has been widely regarded as the most important component of the strategic management process – more important than strategy implementation or strategic control. However, recent research indicates that strategy implementation, rather than strategy formulation alone, is a key requirement for superior organizational performance. The Government of Kenya (GOK) is currently implementing Vision 2030, the country's development blueprint covering the period 2008 to 2030. Recognizing that the required funds to fully support the country's development agenda and to meet the infrastructure deficit will require involvement of the private sector, the government has over the second half of the last decade exhibited a strategic shift towards partnering with the private sector, through a variety of avenues, key among which is the strategic adoption of Public Private Partnerships (PPP). There are extensive literatures on policy implementation and the management of change, which provide insights into strategy implementation in both public and private organizations. Nonetheless, writers in these fields have themselves recognized the lack of empirical research linking implementation processes where public and private partnerships are involved. The study thus set out to determine the extent of implementation of Public-Private Partnerships at Kajiado County. The study used a case study research design. The case study design facilitated the in-depth exploration of the extent of implementation of Public-Private Partnerships against the normal strategy implementation process specifically dwelling on Njaa Marufuku Campaign at Kajiado County. This study used both primary and secondary data. The primary data composed of the responses received from personal interviews with ten senior and middle management while the secondary data was from relevant literature review. The present study employed the qualitative type of analysis, specifically the content analysis. Results reveal that overall, the NMK initiative conforms its intervention to the strategy implementation process, and this has contributed to the established programme success. The three components guiding project selection and therefore activities within the NMK PPP strategy indicates the presence of a well laid down strategic plan. The NMK intervention is also found to observe a critical component in the strategy implementation process which is the clarity of goals. The tasks and activities are also defined and given focus by a set of predefined guidelines. A large number of the program implementers go through training prior to the onset of project implementation. Findings further imply that stakeholder roles in the strategy implementation process within the NMK intervention are clearly cut out hence enabling a well-coordinated implementation process. The intervention is further found to observe strategic meetings and stakeholder commitment is adequately established both from the government and private sector sides. As follow up to strategy implementation in various projects, the intervention was found to further carry out continuous monitoring and evaluation.