STRATEGIC PLANNING PRACTICES AND SERVICE DELIVERY PERFORMANCE AT STATE DEPARTMENT FOR ROADS IN KENYA

Strategic planning has become an essential tool for enhancing performance and accountability within Kenya’s public sector. This study examined the influence of strategic planning practices specifically strategic plan formulation, strategic plan implementation, monitoring and evaluation (M&E), and stakeholder involvement on performance among parastatals in Kenya. A convergent parallel research design was applied with a target population of 58 respondents from 29 department across the 4 state corporations namely Kenya National Highways Authority, Kenya Rural Roads Authority, Kenya Urban Roads Authority and Kenya Roads Boards operating under state department for roads. A census approach was adopted due to the manageable population size and the need for comprehensive insights. Data was collected using structured questionnaires and analyzed using means and standard deviation and inferential statistics. The most influential strategic planning practice impacting service delivery is strategic plan implementation while stakeholder engagement contributes positively to service delivery through being able to increase transparency, collaboration, ownership and responsiveness. The study concludes that strategic planning practices are critical determinants of service delivery among state corporations under the State Department for Roads in Kenya. Strategic plan formulation significantly contributes to improved service delivery. Strategic plan implementation is the most influential strategic planning practice affecting service delivery. Monitoring and evaluation play a significant role in enhancing service delivery by promoting accountability, performance tracking, and continuous improvement. Stakeholder involvement positively influences service delivery by enhancing transparency, collaboration, ownership, and responsiveness. The management of state corporations should institutionalize structured stakeholder engagement mechanisms during strategic plan formulation. Organizations should establish continuous environmental scanning systems to identify emerging economic, technological, political, and social factors that may influence road infrastructure development and service delivery. Timely disbursement of funds and proper budgeting mechanisms should be prioritized to minimize project delays and improve service delivery efficiency. State corporations should strengthen leadership capacity through continuous management training and performance accountability frameworks. Senior managers should actively champion strategic initiatives, monitor implementation progress, and ensure that employees remain focused on achieving organizational goals. Future studies should investigate the influence of organizational culture on service delivery in state corporations.