INFLUENCE OF STRATEGIC PLANNING PRACTICES ON PERFORMANCE OUTCOMES IN HEALTH SECTOR NGOS IN KENYA
Keywords:
Strategic Planning, Performance Outcomes, Health Sector NGOs, Dynamic Capabilities TheoryAbstract
Purpose of the Study: This study examined the influence of strategic planning practices on performance outcomes in health sector non-governmental organizations (NGOs) in Kenya. It specifically assessed how strategic planning processes, staff participation, resource allocation, performance indicators, and strategy review influence organizational performance, with the aim of generating evidence to strengthen strategic management within health NGOs.
Methodology: The study adopted a positivist philosophy and descriptive cross-sectional research design. A sample of 183 programme managers was drawn from 340 registered health sector NGOs using stratified random sampling. Primary data were collected through structured self-administered questionnaires and analyzed using descriptive statistics, Pearson correlation, and simple linear regression techniques.
Findings: Of the 183 questionnaires distributed, 175 were completed and returned, yielding a 95.6% response rate. The findings revealed that staff participation and resource allocation for strategic planning were relatively strong, whereas measurable key performance indicators and comprehensive multi-year strategic plans were comparatively weak. Correlation analysis established a weak but statistically significant negative relationship between strategic planning practices and performance outcomes (r = −0.178, p = 0.019). Regression analysis further confirmed that strategic planning practices significantly predicted performance outcomes (β = −0.178, t = −2.373, p = 0.019), explaining 3.2% of the variation in organizational performance and leading to the rejection of the null hypothesis.
Conclusion: The study concludes that strategic planning practices significantly influence performance outcomes in health sector NGOs in Kenya. However, effective planning must be supported by strong implementation, continuous monitoring, measurable performance indicators, and stakeholder participation. Strengthening these areas will enhance organizational effectiveness, accountability, and sustainable performance within the health NGO sector.
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