Strategic Planning and Performance of Non-Governmental Organization (NGO) Projects in Kajiado County, Kenya

Nambiro Michelle Naholi, Dr. Ezekiah Kimani

Abstract


This study investigated the Strategic Planning and Performance of Non-Governmental Organization (NGO) Projects in Kajiado County, Kenya. NGOs have increasingly become instrumental in supporting development efforts, particularly in underserved regions. However, despite significant financial investments from international and local donors, many NGO-led funded projects in Kajiado County have underperformed or failed to deliver sustainable outcomes. This persistent underperformance underscores the need to understand the internal strategic factors that contribute to or hinder successful project execution. The study specifically assessed the effect of four key dimensions of strategic planning—staff capacity and communication channels on the performance of NGO projects in the county. The study was grounded in Human Capital Theory and Communication Theory. A descriptive survey design was employed, and a quantitative approach was used to collect and analyse data. The target population consisted of 187 strategic personnel including project managers, human resource officers, and NGO coordinators across 62 NGOs operating in Kajiado County. Data were collected using structured questionnaires and analysed through descriptive statistics, correlation analysis, and multiple regression techniques using SPSS and STATA statistical software. The findings revealed that the two independent variables had a statistically significant and positive impact on the performance of NGO projects. The regression model explained 87.7% of the variance in project outcomes, indicating a high level of explanatory power and confirming that Strategic planning elements play a vital role in driving project success. The study concludes that Strategic planning is a critical determinant of project performance within the NGO sector. It recommends that NGOs invest more heavily in capacity-building programs, particularly in staff training. Enhancing communication mechanisms both internally among teams and externally with stakeholders is also essential for ensuring transparency, accountability, and alignment with project goals.

Keywords: Strategic Planning, Staff Capacity, Communication Channels, Project Performance 

Full Text:

PDF

References


Agyepong, I., et al. (2018). Adapting global strategies to local contexts: A study of Ghana's health sector. Journal of Health Management, 20(1), 1-15.

Ahmad, S., Rahman, M., & Khan, A. (2022). Human capital and organizational performance: A moderation study through innovative leadership. Journal of Business Research, 145, 412-425.

Alamsjah, F., et al. (2021). Strategic implementation in Indonesia: The role of local cultural values. Journal of Management, 47(1), 151-174.

Amoako, E., et al. (2020). Strategic planning in healthcare organizations in Ghana. Journal of Health Management, 22(1), 1-15.

Anderson, K., Moore, T., & Clark, J. (2023). Strategic human capital development in non-profit organizations. Human Resource Development Review, 22(1), 45-62.

Bai, Y. (2024). A study of theinfluence ofhuman capital investment on organizational performance. Highlights in Business, Economics and Management, 32, 210-216.

Brown, S. (2010). Flexibility in NGO projects: Implications for performance and success. Journal of Development Effectiveness, 2(3), 380–397.

Bryson, J. M., & George, B. (2020). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. Wiley.

Bryson, J. M., & George, E. (2020). Strategic planning and management for public and nonprofit organizations. Wiley.

Chen, L., & Liu, W. (2022). The influence of human capital on organizational performance. International Journal of Human Resource Management, 33(8), 1542-1568.

Cui, Y., & Ye, H. (2022). Strategic planning and organizational performance: A systematic review. Journal of Management, 48(1), 151-174.

Cui, Y., & Ye, J. (2022). Adapting strategic planning for workforce transitions in nonprofit organizations. Nonprofit Management Review, 14(2), 101–118.

Greer, C. R., Lusch, R. F., & Hitt, M. A. (2017). A service perspective for human capital resources: A critical base for strategy implementation. Academy of Management Perspectives, 31(2), 137-158.

Hasan, Y., Shamsuddin, A., & Aziati, N. (2020). Theinfluence ofmanagement support and internal communication towards successful strategic planning implementation in the public sector. International Journal of Supply Chain Management, 9(2), 1044-1051.

Indick, W. (2020). The logical positivism of the scientific method. Journal of Scientific Research, 18(2), 45-59.

Johnson, R., & Smith, M. (2020). Aligning HRD practices with organizational strategy in development contexts. Human Resource Development International, 23(4), 378-395.

Kimani, J. (2019). Strategic planning and implementation in Kenyan NGOs: A grassroots perspective. Journal of African Studies and Development, 9(3), 23-30.

Miller, A., Johnson, B., & Williams, C. (2022). Transformational leadership in development projects: A meta-analysis. Project Management Journal, 53(2), 134-149.

Morris, A., Jenkins, S., & Rowe, M. (2022). Navigating change: The role of strategic planning in dynamic environments. Journal of Strategic Management, 12(1), 33-47.

Morris, T., et al. (2022). Adaptive strategic planning in NGOs: A case study of organizational resilience. Journal of Nonprofit & Public Sector Marketing, 34(1), 1-18.

Mwangi, P. (2020). Implementation of strategic plans in Kenyan NGOs: Bridging the gap between planning and execution. Journal of Strategy and Management, 13(2), 58-71.

Ochieng, L., & Kimani, D. (2021). Socioeconomic impacts of NGO project failures in Kenyan counties. International Journal of Project Management, 39(4), 412-425.

Simon, M. K. (2019). The role of quantitative research in studies of educational practice. Educational Researcher, 36(6), 350-362.

Sull, D., Homkes, R., & Sull, C. (2018). Why strategy execution unravels—and what to do about it. Harvard Business Review, 96(2), 82-89.

Taylor, E., Davis, R., & Thompson, H. (2021). Digital communication strategies in development programming. Information Technology for Development, 27(3), 512-530.

USAID. (2023). Report on donor funding trends in Kajiado County, Kenya. Washington, D.C.: USAID.

Wachira, F. N., & Nzulwa, J. (2019). Factors influencing implementation of strategic plans in public secondary schools in Nairobi County, Kenya. International Academic Journal of Human Resource and Business Administration, 3(6), 443-460.

Williams, J., Brown, S., & Jones, T. (2021). Tailored training programs for development projects: A systematic approach. International Journal of Training and Development, 25(1), 67-84.


Refbacks

  • There are currently no refbacks.