Challenges facing implementation of strategic plans in Nairobi city county, Kenya
A strategic plan can be valuable to an organization only if its implementation is properly executed. Implementation is the most essential part of the strategic planning process. To guarantee survival and success, firms do not only need to formulate strategies that seek to constantly maintain a fit between the organization and its environment but also must ensure appropriate process of execution of strategy at all organizational levels. This study was set out to examine the challenges facing the implementation of strategic plans in Devolved Governments using a case study of NCCG. The study adopted a case study research design to conduct an in-depth analysis of the challenges that faced implementation of strategic plan at the Nairobi City County Government. The study used both primary and secondary sources of data. Primary data was collected using interview guides consisting of open-ended questions. The interviewees comprised of 10 top managerial employees who were Four Chief Officers three Directors and three Deputy Directors. Secondary qualitative data was sourced from the NCCG documented strategies through review of relevant documents; key among them the County’s (2015-2025) strategic plan. Data collected was analyzed through content analysis and it was used to extract key themes, arguments and concepts in the qualitative data collected from the ten respondents at the Nairobi City County Government. The study concludes that the challenges faced by Nairobi City County in implementation of strategic plans involved leakages in revenue collection, inadequate finances to invest in modern technology, lack of adequate and qualified employees, failure by the executive to involve the employees in key decisions, a mechanistic organisational structure, organisational culture, poor leadership and political interference. The study further concludes that to deal with strategy implementation challenges, Nairobi City County should: decentralize its functions to the Sub-counties and Wards, institute training and development programmes to change employees’ culture, provide rewards and recognition to employees, allocate adequate funds and resources, elect and appoint competent and incorruptible leaders who represents change, system integration, adopting a flexible organisational structure and use of a two-way communication approach. The study recommends that Nairobi City County should ensure budgetary allocation with a 100% absorption rate to ensure adequate utilization of funds set aside for the implementation of strategic plans. This will enable the top management to support all the activities that concern strategic plans and provide an enabling environment for the employees to contribute effectively towards implementation of strategic plans. The findings obtained in this study are unique and specific to Nairobi City County and cannot be used to make generalization for all the 46 counties in Kenya. In future researchers should investigate the challenges that face implementation of strategic plans in all the fourty seven counties in Kenya and hence relate findings and identify common features in the units of the devolved governments.
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