Implementing strategic plans for Constituency Development Funds CDF
Strategy implementation is the process of transforming strategic intentions into actions, then into acceptable results. It is one of the most vital phases in the decision making process; embracing all the actions necessary to put the strategy into practice. Successful strategy implementation is as critical and difficult as the strategic choice. It requires consideration of the resources to be used, human resource requirements, structure, systems and all other necessary variables. Strategic management and hence strategy implementation are context sensitive. Thus, the manner in which these are practiced in one area may not fully help in understanding their practice within other areas. This study focused on the public sector and within the context of Constituency Development Fund. Among strategic management studies that have been done, very few have focused on this sector even with the uniqueness the fund has. This study was designed to fill the gap by emphasizing strategy implementation in this context. This study seeks to look into whether the constituencies are applying the strategies they develop in the plans in achieving, carrying or realizing their objectives. Are constituencies applying the strategies they develop towards their operations and achievement of their objectives? Are the strategic plans guiding the implementation of the projects in the constituencies or they are just made to fulfill a requirement by the Board and the Ministry. Consequently, it purposed to achieve two objectives: to determine how the strategic plans relating to the Constituencies Development Fund are implemented; and to establish the challenges the fund faces in strategy implementation. The major findings of the study were that CDFCs adopt various practices in implementing its strategies. Embedded in the institutions' broad action plans and strategic plans are practices such as planning and control system, performance targets, direct supervision and some social cultural practices. This study established that whilst the practices that CDFCs Llse support its strategies, aspects of structure and culture, resistance to change, unsupportive processes and procedures, uncontrollable attitudes and non motivation of staff, inadequate training of staff and resources among others were major obstacles to successful strategy implementation. The findings of this study should be understood and evaluated in light of the limitations of the study.