Nexus between Strategic Planning Practices and Service Delivery: An Evaluation of Nairobi City County Government, Kenya
| dc.contributor.author | Ochenge, Jennifer Moraa | |
| dc.contributor.author | Maina, Samuel | |
| dc.date.accessioned | 2026-02-02T07:44:07Z | |
| dc.date.available | 2026-02-02T07:44:07Z | |
| dc.date.issued | 2025-03 | |
| dc.description | Article | |
| dc.description.abstract | This study was carried out to examine the effect of strategic planning practices on service delivery of Nairobi City County Government, Kenya. The study used a descriptive research design. The target population comprised of 32 Senior directors, 264 departmental managers and 42,730 operations staff in ten departments in Nairobi County government. The sample size was determined through Yamane (1967) sampling formula to have 30 senior directors, 159 departmental managers, and 396 operation staff in ten departments. A pre-test study was done in Kiambu County government whose respondents comprised of 3 senior directors, 16 departmental managers, and 40 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 data was done using SPSS software. The results implied that there was a positive and significant relationship between strategic planning practices variables and service delivery. The study found out that the county government had still not yet been able to overcome corruption threats effectively when developing strategies being formulated. 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. Increased political influence still interfered with the incorporation of the strategies to the operations. 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 county government leadership should ensure that there is consistent training made to the strategic management on how to effectively develop strategies. The county revenue board should develop clear strategies that aim at allocating some percentage of the revenue to support the rewarding structure on most effective strategies. Management should develop clear work policy that seeks to separate politics and the management of the county government. The county government’s leadership should develop more training on articulate methods of budgetary preparation that is supported by facts. | |
| dc.identifier.citation | Ochenge, J. M. & Maina, S. (2025) Nexus between strategic planning practices and service delivery: An evaluation of Nairobi City County Government, Kenya. The Strategic Journal of Business & Change Management, 12 (1), 343 – 361. http://dx.doi.org/10.61426/sjbcm.v12i1.3192 | |
| dc.identifier.uri | http://dx.doi.org/10.61426/sjbcm.v12i1.3192 | |
| dc.identifier.uri | https://ir-library.ku.ac.ke/handle/123456789/32224 | |
| dc.language.iso | en | |
| dc.publisher | Strategic Journals | |
| dc.title | Nexus between Strategic Planning Practices and Service Delivery: An Evaluation of Nairobi City County Government, Kenya | |
| dc.type | Article |