Decision-Making Processes and Operational Performance of Community-Based Organizations in Kajiado North Sub-County Kenya

Abstract

Community-based organizations (CBOs) depend on timely and legitimate decisions to allocate scarce resources, coordinate implementation, and maintain stakeholder confidence. This study examined the relationship between decision-making processes and the operational performance of CBOs in Kajiado North Sub-County, Kenya. A descriptive-explanatory design and convergent mixed-methods approach were used. The study covered all 31 registered and active CBOs. Quantitative data were obtained from 84 board officials, while qualitative evidence was drawn from 22 key informant interviews with project managers. Decision-making was assessed through participation, protocols, timeliness, transparency, stakeholder input, escalation procedures, and communication. Decision-making processes were positively associated with operational performance (r = 0.503, p < 0.001). The reported multiple regression coefficient was positive after adjustment for other organizational-design variables (β = 0.318, p = 0.005). Timeliness and transparency were relative strengths, but formal protocols and urgent-decision escalation were inconsistent. The findings suggest that stronger reported CBO performance accompanies timely decisions combined with clear procedures, participation, transparency, and communication. CBOs should document routine and urgent decision pathways, clarify authority, and review decision quality periodically.

Keywords: community-based organizations, decision-making, operational performance, participation, transparency, Kenya