Strategy Evaluation and Control at Kenya Wildlife Service

Abstract

As demands for greater accountability and real results have increased, there is an attendant need for enhanced results based monitoring, evaluation and control of policies, programs and projects. Evaluation and control is a powerful management tool that can be used to improve the way organizations and in particular parastatals achieve results. Just as institutions need financial, human resources and accountability systems, parastatals also need good performance feedback systems. Organizations may successfully implement programs or policies but the big question is, “have they produced the actual, intended results? Have they truly delivered the promises made to their stakeholders? It is not enough to implement a strategic plan and assume that successful implementation is equivalent to actual achievement of the vision and mission. One must examine outcomes and impacts. The introduction of evaluation and control system takes decision makers a step further in assessing whether and how goals are being achieved over time. This study sought to investigate the process of strategy evaluation and control at Kenya Wildlife Service (KWS). A case study approach was used in order to get and in-depth insight of the process of strategy evaluation and control at KWS. Primary data and secondary data were used. Five respondents drawn mainly from the top management provided the required data collected through pre-pared interview guide comprising of open ended questions. Secondary data was sourced mainly from annual financial reports, seminal presentations and KWS Strategic Plan 2005-2010. The research findings indicate that KWS had a well thought out strategic plan that included all aspects of formulation, implementation, performance indicators, evaluation and control. A number of staff from key departments were involved in the formulation of the strategic plan. KWS had a formal process of strategy evaluation and control through monthly meetings, quarterly meetings and annual meetings. There were also interdepartmental reports filed with the Deputy Directors and CEO. However, it was realized that the feedback and action was not continuous as there was no specific unit responsible for evaluation and control. It was noted that most of the evaluation and control was in the form of budget and budget reallocations. It was realized that the organization was in the process of developing another viii strategic plan for growth and sustainability whereby some of the shortcomings were to be remedied for instance the establishment of an independent unit tasked with evaluation and control. The study relied solely on a few employees of KWS to establish the process of strategy evaluation and control. There is the risk that the employees may have portrayed the organization as doing better than the reality on the ground. The CEO and some deputy directors were not easy to interview as a result of their constant travel and busy schedule. It was not possible to access some reports which are normally filed with management to find out what action is normally taken on them. This may have limited the findings of the study. I would recommend a study to be undertaken especially on the new strategic plan being implemented on growth and sustainability to find out how the new independent unit for monitoring, evaluation and control is assisting the organization on undertaking evaluation and control. Finally it should be noted that constructing an evaluation and control system takes time, there will be many twists and turns along the road, but the journey and rewards are worth it. This is because, evaluation and control is a continuous work in progress for institutions for it provides them with a continuous flow of information which can help guide policy makers toward achieving the desired results