Strategy implementation practices at center for Mathematics, Science and technology Education in Africa (Cemastea) in Kenya

Abstract

Despite having well developed strategic plans, strategy implementation has proved to be an uphill task in most organizations especially government institutions in Kenya. They have strategic plans meant to direct the implementation of their programmes but tend to face many challenges in execution. On the other hand government institutions that work in conjunction with strategic partners tend to implement their strategies with fewer difficulties. The objectives of this research were to identify strategy implementation practices at CEMASTEA, the challenges CEMASTEA is facing in strategy implementation and solutions adopted in response to the challenges. The findings of the study are a product of a detailed case study of the Centre for Mathematics Science and Technology Education in Africa (CEMASTEA) which is a model where the Government of Kenya in conjunction with a strategic partner, Japan International Corporation Agency (JICA) develop and implement strategies. Primary and secondary data collection methods were used in this study. Data was collected by way of interviews with key informants. Online sources and the organization information, education and communication materials were the secondary sources of data. The response received from the interviewees and data collected from online sources and organization records were analyzed using content analysis. The study established three major findings; first the partnerships and linkages have assisted CEMASTEA to implement its strategies. Through partnerships it has been able to meet the cost of programme materials, develop capacity for Kenyan personnel and establish linkages for skills transfer. The partnerships and linkages are complementary to the support from the Ministry of Education which finances recurrent expenditure. Secondly, it emerged that the human resource element is very critical in strategy implementation and by carefully managing the human resource element CEMASTEA has had a positive impact on its strategy implementation. This positive impact can be attributed to the recruitment, selection, training and motivation of staff. In addition, there is need to foster relationships within and outside the organization in order for organizations to succeed in strategy implementation. Where the needs of the individual and the demands of the organization are incompatible frustrations and conflict are bound to occur and strategy implementation cannot be achieved (Mullins, 2005). Finally, the study established that the internal and external environment in which CEMASTEA operates greatly affects the outcomes of strategy implementation. The internal environmental factors that affect its strategy implementation include; staff, culture and financial resources. On the other hand the external environmental factors that affect it mainly includes; political, economic, technological and legal. Indeed working with a strategic partner has a significant impact on strategy implementation. From the study CEMASTEA has greatly benefited from the input of strategic partners. It is highly recommended that other government institutions consider establishing strategic partnerships and linkages because this has been shown to greatly improve the outcomes of strategy implementation in government institutions.