The influence of stakeholder participation on the performance of strategic plans in Tanzania’s local government authorities

Juma H. Uledi; Chacha A. Matoka; Venance S. Shilingi

doi:10.51867/asarev.3.1.4

Authors

Juma H. Uledi The Open University of Tanzania, Tanzania Author https://orcid.org/0009-0005-6085-0861
Dr. Chacha A. Matoka The Open University of Tanzania, Tanzania Author https://orcid.org/0000-0003-0498-3465
Venance S. Shilingi The Open University of Tanzania, Tanzania Author https://orcid.org/0000-0001-8162-615X

DOI:

https://doi.org/10.51867/asarev.3.1.4

Abstract

This study examines the influence of stakeholder participation on the performance of strategic plans in Tanzania’s local government authorities (LGAs). Despite the widespread adoption of strategic planning frameworks, many LGAs continue to experience gaps between planning and actual performance, reflected in challenges related to service delivery, resource utilization, goal achievement, and timeliness. Guided by stakeholder theory, this study conceptualizes stakeholder engagement through three dimensions: participation in strategic planning, communication and information sharing, and collaboration and partnerships. This study adopted a quantitative approach, and data were collected from 120 respondents from seven district councils. The targeted population involved key stakeholders involved in strategic plan implementation, including executive directors, heads of departments, planning officers, and monitoring and evaluation officers. The study employed purposive sampling and simple random sampling techniques. Structured questionnaires were used to capture perceptions of stakeholder participation practices and strategic plans. Data were analyzed using descriptive statistics, correlation analysis, and multiple regressions. Correlation results indicate significant and positive relationships between all dimensions of stakeholder participation and performance outcomes (p < 0.001), with communication and information sharing demonstrating comparatively stronger associations with service delivery and overall performance. Regression analysis further confirms that stakeholder participation is a strong predictor of strategic plan performance, explaining a substantial proportion of the variance in performance outcomes. The study concludes that inclusive and interactive stakeholder participation mechanisms play a central role in enhancing the effectiveness of strategic plans in Tanzania’s LGAs. The findings provide empirical support for stakeholder theory within the local government context and underscore the importance of institutionalizing participatory approaches, transparent communication, and collaborative partnerships. The study contributes to policy and practice by offering evidence-based insights to guide LGAs in strengthening stakeholder participation as a pathway to improved strategic plan implementation and sustainable service delivery. Furthermore, local government authorities should institutionalize stakeholder participation by establishing formal structures such as stakeholder forums, participatory committees, and regular public consultations to ensure continuous engagement throughout all phases of the strategic planning cycle. Additionally, communication and information sharing mechanisms should adopt both digital and traditional platforms, including community meetings, notice boards, and mobile-based communication.

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