Investigating reasons for failing to implement strategic plans in the Ministry of Regional and Local Government, Housing and Rural Development.

Abstract

The main purpose of this study was to investigate the factors influencing the ineffective implementation of strategic plans in the MRLGHRD and identify possible remedies to improve the situation. The study was guided by four objectives and data were collected to answer the research questions. An administered questionnaire were used, both descriptive (qualitative) and quantitative data were collected and analysed in order to answer the questions of the study. The study also used a combination of both primary and secondary data to evaluate the MRLGHRD’ strategic plan implementation. A randomly study was conducted from a total of 247 identified staff members on the Ministry’s staff establishment (MRLGHRD, 2012). The focus of the study was mainly the operational staff members in the MRLGHRD such as: Permanent Secretary, Deputy Permanent Secretary, Directors, Deputy Directors, Middle Managers/Chiefs and Non- supervisors. The accessibility population was made up of 127 people selected at randomly. The study revealed the response rate and the nonresponse rate of 69% and 31% respectively (table 8). This turnout was good because the researcher managed to achieve the objectives of the study. Based on the findings, the study found out that strategic plan implementation is influenced by the following major factors as indicated on table 12. The study revealed that 68% of the respondents strongly agreed that lack of commitment and teamwork is one of the major factors affecting the strategic plan implementation in the Ministry. Followed by 63% respondents strongly agreed that the organisational structure and culture are not aligned to strategy and 59% strongly agreed that employee’s performance not measured meaning no appraisal system (reward system) in the Ministry to motivate staff members to deliver quality services. 51% of respondents strongly agreed that the budget for the ministry is not enough to execute its programmes/projects as set in the strategic plans, and the budget is not allocated accordingly to where it needed mostly; inadequate leadership to direct strategy implementation; organizational culture; lack of appropriate technology to support the implementation; shortage of staff to implement strategic plan and poor involvement of key stakeholders. However, based on the research findings the following are the major key recommendations that were made for the MRLGHRD consider: There is a need to conduct an urgent skills audit within the Ministry and revise the organisational structure. All those in management level should be equipped with the necessary leadership skills, which will help in the successful implementation of the Ministry’s strategic plans. Allocation of funds including donor funded programmes should be in line with the set strategies (priorities), thus help the Ministry to be focused and implement the strategies to achieve desired results. Bureaucracy should be minimised because it destroys the whole concept of strategic plan especially when one does not understand the subject matter, then the whole system will collapse since there is none to explain it better. Government to create strong monitoring and evaluation systems and effective strategic plan implementation teams to coordinate and monitor the implementation process in all O/M/As. Finally, strategic plan implementation and reward system cannot be treated separately, therefore the study suggested that there is a need to introduce and implement the reward system in the Public Service of Namibia to motivate staff members to deliver quality services to its customers.