Strategic Planning and Development Project Performance: Evidence from Garissa County Government, Kenya

Abstract

Persistent underperformance in the implementation of development projects in Garissa County Government necessitated this study, which aimed to assess the effects of strategic planning influences on the performance of county development projects. Guided by agency theory and the resource-based theory, the study examined how strategic planning practices shape project outcomes. A descriptive research design was adopted, targeting 345 employees of the county assembly. Using stratified random sampling, 123 respondents were selected. Data were collected using structured questionnaires, which was tested for validity using expert opinion and construct validity tests and reliability based on Cronbach’s alpha. Analysis was conducted using SPSS, applying descriptive and inferential statistics. The findings revealed that strategic planning had a moderately significant positive effect on project performance (p=0.042). The study concludes that enhancing project success requires deliberate investment in inclusive strategic planning frameworks that align with institutional vision and stakeholder needs. This has strong alignment between vision, goals, and resource allocation contributing to improved timeliness, efficiency, and citizen satisfaction. The study recommends strengthening project planning through participatory approaches, continuous training of planners, and integration of monitoring systems. Suggestions for further research include comparative studies across other counties and longitudinal studies to track long-term impacts of strategic planning.