Strategic Plan Implementation and its Effect on Internal Efficiency in Public Secondary Schools in Kisumu and Uasin Gishu Counties, Kenya
Nyangia, Onyango Ezekiel
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In an education system whose environment is dynamic, turbulent and unique, strategic plan implementation is instrumental in ensuring internal efficiency. Despite Kenyan Government heavy investment and several initiatives in secondary education, internal efficiency remains elusive in post primary government schools. The study purpose being establishing effect strategic plan implementation has on internal efficiency in government post primary schools within Kisumu and Uasin Gishu counties. The research objectives were: establishing effect of stakeholders’ knowledge of vision and mission declarations on internal efficiency, determining the effect of achieved key performance indicators in curriculum and instruction on internal efficiency and to find out the effect of key performance indicators in physical infrastructure on internal efficiency in government owned post primary schools within the study locale. General Systems Theory by Ludwig Von Bertalanffy guided the investigation which utilized a convergent parallel mixed-methods design. This investigation targeted a population of 2226 consisting of 371 principals, 1484 teachers and 371 PA chairpersons. With the help of Slovin’s formula, 57 public secondary schools were selected using stratified sampling technique hence 57 principals, 57 PA Chairpersons were purposively sampled; and 228 teachers, simple randomly sampled yielding a sample size of 342 (15.4% of target population) for quantitative strand. Out of the 57 sampled public secondary schools, 9 schools were further purposively sampled to yield 9 principals, 9 PA chairpersons and 36 teachers (54 respondents) for qualitative strand. Interview schedule, document analysis observation schedule and Questionnaires being research instruments employed. Quantitative strand utilized questionnaires, for principals; teachers and PA chairpersons, which were piloted to determine validity and reliability. Semi-structured interviews for principals, PA chairpersons and teachers; together with the document analysis and researcher’s observation schedule being useful in collecting qualitative data. The two types of data were collected in different strands but in one phase to validate the findings by comparing findings from the two strands as expected of the research design employed in this study. The two strands of data collected were analyzed separately. The analysis of quantitative data was done through the assistance of SPSS using descriptive as well as inferential statistics. Thematic analysis was applied on qualitative data and reported in narrative form. The analyzed results of quantitative and qualitative data were then mixed during overall interpretation and discussed side by side for comparison according to objectives. It was established that all stakeholders had knowledge of the school vision and mission statements, however, principals were more aware than the rest. The overall awareness of all stakeholders was moderate and had more effect on grade promotion rate than on retention rate at R2 = .529 hence moderate effect on internal efficiency. It was further established that achieved KPIs in curriculum and instruction was moderate and had more effect on grade promotion rate than on retention rate at R2 = .440 hence moderate effect on internal efficiency. Finally, it was established that there was improved status of physical infrastructure in terms of completed and ongoing activities; and the level of achieved KPIs in physical infrastructure was great and had greater effect on grade promotion rate than on retention rate at R2 = .993. Overally, multiple regression analysis also revealed that the independent variables had greater effect on grade promotion rate than on retention rate at R2= .993 hence greater effect on internal efficiency in public secondary schools in the study locale. It was concluded that strategic plan implementation has positive high effect on internal efficiency in public secondary schools. Hence need for consistent sensitization of stakeholders on school vision and mission statements; increased resources from both government and stakeholders for implementation. Schools should also use their plans as a resource mobilization tool.