Strategic Planning Within Non-governmental Organisations (Ngos) in Kenya

Abstract

This study set out to investigate and document the state of strategic planning within nongovernmental organisations (NGOs) in Kenya. NGOs playa crucial role in a country's economic development. One of the main purposes of strategic management is to assist organisations to gain a competitive edge. Strategic management is therefore essential for the survival of any organisation. The study reported here was conducted in 32 NGOs during the months of August, September and October, 2000. The objectives of the study were to: (a). Investigate (establish) and document the state of strategic planning within NGOs in Kenya. (b). Investigate (establish) and document the factors that influence strategic planning within NGOs in Kenya. The data was collected through a questionnaire containing both closed and open-ended questions. At least one senior manager in each organisation was contacted. 46 percent of the sampled (seventy) NGOs responded to the study. The data was then analysed and comparisons made with similar studies done in Kenya in different sectors. A summary and conclusion was then drawn after discussing the research findings. From the study, it was established that most of the NGOs in Kenya were generally involved in formal strategic planning practijes, These organisations valued planning as a tool in trying to position themselves in a changing donor-dependence environment. However, most of the NGOs in Kenya are still hooked into the old long-range planning which is somewhat historic and static. There is little evidence of strategic management in these organisations hence the limited use of the strategic management aspects. On the factors that-influence strategic planning in these organisations, a number of conclusions can be drawn from the study. The nature and characteristics of these organisations have been the main factors that influence planning in NGOs in Kenya.