Strategic Planning Practices and Performance of National Sports Federations in Kenya

Abstract

Strategic Planning (SP) is a systematic process used to improve performance of an organization by prioritizing its use of resources according to identified goals. Organizations embracing SP tend to achieve varied levels of success depending on their level of commitment to SP practices. In developed countries, Sport organizations, both amateur and professional have integrated SP practices which has led to improved on field and financial performance. However, most NSFs in Kenya are struggling in their performance almost two decades after adoption of SP as a policy. Most NSFs frequently fall below their annual budgets by approximately 50-60%. Whereas studies conducted in Kenya positively link SP to improved performance of commercial firms, the relationship between SP and performance of NSFs in Kenya remains unknown. This paper presents findings of a study on status of SP and performance of NSFs in Kenya. A target population of 156 officials drawn from 39 NSFs was used. Out of a sample of 144 a total of 112 respondents returned filled questionnaires giving a response rate of 77.80% which was considered sufficient for a scientific study Content and construct validity were tested. Cronbach alpha for measurement items showed high reliability with the least established at 0.781. Financial performance was used as a measure of performance. Financial statements provided information on financial performance. Descriptive analysis using means, frequencies and standard deviations was adopted. The indicators used were extent to which NSFs had: established strategic planning platform; formulated strategies; developed clear implementation framework as well as their efforts in monitoring and evaluation. Combined means and standard deviations representing extent of agreement/disagreement with practices that promote strategic planning based on each strategic planning practice showed that strategic planning in NSFs is weak. Analysis of financial statements revealed poor financial performance confirming that strategic planning practices by NSFs were not geared towards improving their financial health.