Abstract
Introduction: The contemporary business environment in which organizations operate is increasingly becoming uncertain and unpredictable, and it has been established that little is known of the implementation of strategic planning practices among not-for-profit organizations in developing countries, despite increased inability to meet estimated project timelines, quality and budget allocation.
 Purpose: This study aimed to examine how strategic management practices influence health NGOs' performance in Nairobi City, Kenya.
 Methodology: The study was grounded on theories that include: Ansoff's strategic success theory and stakeholder theory. The study was grounded on positivism research philosophy with a descriptive research design guiding the research. The study targeted the senior managers of the 98 health NGOs operating in Nairobi County. Stratified random sampling was used in the selection of the desired respondents. The sample participants for the research were 131 employees from health NGOs. The study relied on frequencies, means and standard deviation in presenting descriptive results. The inferential statistics used were correlation analysis, regression analysis and analysis of variance.
 Findings: The study results showed a positive and significant correlation between strategic planning, strategy evaluation and monitoring, and health non-governmental organizations' performance. The study concluded that strategy formulation as well as strategy evaluation and monitoring have a positive relationship with the performance of health NGOs.
 Recommendations: The study recommends that NGOs improve their strategic management practices by strengthening their collaborations with stakeholders, reviewing threats and opportunities and involving employees in strategic planning and implementation. The study recommends for further research work be conducted to review the influence of internal organization environment on NGOs' performance in Kenya.
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