Strategic Planning Practices and Service Delivery of Nairobi City County Government, Kenya
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Date
2025-05
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Kenyatta University
Abstract
The county government of Nairobi’s key objective is to improve the livelihoods of the citizens who lives within and surrounding towns from the capital city of Kenya. However, the various strategies developed have faced impediments that are as a result of inefficiencies in the provision of services which take more turn-around time than required, thereby increasing the overall operations costs. The general objective was to determine the effect of strategic planning practices on service delivery of Nairobi City County Government. The specific objectives were to examine the effect strategy formulation, strategy scanning, action planning and strategic goal setting on service delivery of Nairobi City County Government. Transformation leadership theory, theory of management by objectives, and institutional theory are the main theories of the study. The study adopted descriptive research design. The target population comprised of 24 directors, 127 departmental managers and 319 senior operations staff in ten departments in Nairobi County government. The sample size was determined through Yamane (1967) sampling formula to have 23 directors, 96 departmental managers, and 177 senior operation staff in ten departments. The senior managers were interviewed while departmental supervisors and operations staff answered questionnaires. A pre-test study was done in Kiambu County government whose respondents comprised of 2 directors, 10 departmental managers, and 18 senior operation staff in the ten departments. Validity was measured through content, construct, and criterion validity while Cronbach Alpha Coefficient was used to measure reliability. Analysis of quantitative date was done using SPSS software to generate descriptive statistics like frequencies, percentages and mean, while inferential statistics like Pearson Correlations and multiple regression analysis were used. Analysis of the qualitative results from the interviews were done using thematic method. Notably, tables, figures and explanations were used to present the findings. The study found out that the county government had still not yet been able to overcome corruption threats effectively when developing strategies being formulated. On strategy scanning, there was unsupportive reward structure demotivating the required management staff from enhancing efforts to come up with unique strategies that could spur excellence service delivery. On action planning, increased political influence still interfered with the incorporation of the strategies to the operations. On strategic goal setting, budgets in support of the set goals were insufficient to validate on the need for developed strategies hence negatively affecting the amounts of allocated resources. The recommendations on strategy formulation are that the county government leadership should ensure that there is consistent training made to the strategic management on how to effectively develop strategies. On strategy scanning, the county revenue board should develop clear strategies that aims at allocating some percentage of the revenue to support the rewarding structure on most effective strategies. On action planning, the management should develop clear work policy that seeks to separate politics and the management of the county government. On strategic goal setting, the county government’s leadership should develop more training on articulate methods of budgetary preparation,that is supported by facts.
Description
A Research Project Submitted to the School of Business, Economics and Tourism in Partial Fulfillment of the Requirement for the Award of the Degree of Master of Business Administration (Strategic Management) of Kenyatta University, May 2025.
Supervisor
Samuel Maina