Challenges Faced by the Provincial Administration in Implementation of Vision 2030 Strategy in Magarini District, Kilifi County.
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Date
2013-08-30
Authors
Karani, Richard Chepkiyeng
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Abstract
The research focuses on the challenges faced by the Provincial Administration in the
implementation of Vision 2030 in Magarini District. The study aimed at investigating the
functions of Provincial Administration in the implementation of vision 2030. The study also
investigated the challenges encountered in implementing the vision, and finally, the study
suggests effective intervention strategies necessary for successful implementation of vision 2030
at Magarini District. On the subject of challenges faced by the Provincial Administration in the
implementation of vision 2030 in Magarini District of specific concern was the communities
reactions towards accommodation of the tenets of vision 2030 specifically in relation to
economic empowerment and challenges in different sectors ranging from agriculture, education,
health, gender youth empowerment (to mention a few). Primary data was collected by the use of
questionnaires dispatched to District Officers, Chiefs, Districts Agricultural Officers, Education
Officers and Women Group Members. The questionnaires had two sections, where section one
provided demographic information, while section two had questions on the objectives of the
study. Data was analyzed using descriptive statistics which includes frequencies, percentages,
and mean scores. The study results indicate that the structure of the organization directly affects
the implementation strategy of vision 2030. Resource insufficiency has a negative relationship,
same as human resource and communication. For the vision 2030 strategy to be well
implemented then enough resources need to 'be provided, human resource should improve in
their strategies since Their intriguing findings indicate that strategy implementation success
depends crucially on the human or people side of project management, and less on organization
and systems related factors. Communication should process should clearly explain what new
responsibilities, tasks, and duties need to be performed by the affected employees. It should also
include the reason why behind changed job activities, and more fundamentally the reasons why
the new strategic decision was made firstly. In implementation of 2030 strategy the provincial
administration should ensure there is an upward and downwards flow of communication.
Information flow should be promoted. A communication directorate should provide an effective
communication strategy.