Strategy Implementation Factors and Sustainability of Ngo Funded Projects in Kenya: A Case of Kenya Climate Innovation Centre Group

Abstract

This research explores the critical role of strategy implementation factors in ensuring the sustainability of NGO-funded projects in Kenya. As the landscape of non-governmental organizations (NGOs) continues to phase many challenges specifically reduced donor funding which has negatively impacted project sustainability and threatedned the going concern of many NGOs, the need for effective strategy execution has become increasingly apparent. The study aims to identify and analyze the various implementation factors that contribute to the long-term sustainability of projects funded by NGOs, addressing challenges faced in the Kenyan context. The research is grounded in the Resource Based Theory, Systems Theory, and McKinsey's 7S's Model of Strategy Implementation. This research investigates the interplay between strategy implementation factors and the sustainability of NGO-funded projects in Kenya, anchored in the Result-Based View (RBV) theory. As NGOs navigate a complex environment characterized by resource constraints and diverse stakeholder needs, understanding how effective strategy implementation can lead to sustainable outcomes is paramount. The RBV theory provides a lens through which to assess how organizations can leverage their resources and capabilities to achieve desired results, while systems theory and the McKinsey 7-S model serve as complementary frameworks to analyze the internal dynamics that influence project sustainability.This study set out to establish the effects of strategy implementation factors on project sustainability by non-governmental organizations in Kenya, using the Kenya Climate Innovation Centre group as a case study.Data for this research was collected through a structred closed ended questionnraie, utilizing quantitative techniques. Surveys were distributed to project officers within Kenya Climate Innovation Centre. This approach allowed for a comprehensive understanding of the interplay between strategy implementation factors and project sustainability.A total of 112 project officers were surveyed for this descriptive and explanatory study. The data was analyzed using descriptive statistics (mean, mode, and standard deviation) and inferential statistics (correlations and regression) after it was entered into the Statistical Package for the Social Sciences (version 29) from questionnaires that served as primary sources of data collection. Tables and figures accompanied the presentation of the data, which revealed a positive correlation (R² =0.238, F = 86.392) between the independent variables and the sustainability of the project (p = 0.05) according to the analysis of variance. This study suggests that non-governmental organizations (NGOs) should look at new ways to measure the impact of strategy execution on organizational productivity.This study contributes to the existing literature by providing empirical evidence on the specific strategy implementation factors that enhance the sustainability of NGO-funded projects in Kenya. It offers practical recommendations for NGO practitioners, suggesting that they foster adoption of effective strategy implemenration factors and donor policies.In conclusion, the research emphasizes that for NGO-funded projects in Kenya to be truly sustainable, there must be a concerted effort to strengthen strategy implementation factors. This study aims to serve as a valuable resource for policymakers, NGO leaders, and academic researchers interested in enhancing the effectiveness and sustainability of development initiatives in Kenya and similar contexts