Strategic Planning Practices and Accountability for Accomplishment in Ethiopian Public Sector: Trajectory Probing

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Published: 31-08-2026
DOI: https://doi.org/10.46404/panjogov.v7i2.7216
Keywords:
Accountability, Implementation, Strategic plan, Performance

Main Article Content

Bereket Solomon Hadgu
Ethiopian Public Service University
Jemila Hussen Mohammed
Ethiopian Public Service University

Abstract

The global environment is characterized by fierce competition and technological innovations. In this turbulent and dynamic global environment, governments throughout the globe are reforming and modernizing their public sectors in order to meet the increasing citizens’ demand. Consequently, strategic planning and accountability systems for the accomplishments of the desired results have become critical elements of the public sector performance. Nevertheless, the implementation of long-term strategic plans and accountability for failure to meet the expected results are not well discovered and empirically supported in the public institutions. Therefore, this study has explored the existing practices of strategic plan preparation and implementation and the factors that affect strategic plan implementation and accountability systems in the public sector. A concurrent mixed methods approach has been used in the research. In order to fulfill the aims of this research, information was gathered from 585 randomly selected participants. Descriptive and inferential statistical techniques were used for data analysis procedures. Based on the results, the study confirmed that the existing strategic planning practice is found to be of moderate level. In addition, the implementation and evaluation components of strategic management framework have also been found to be in moderate and weak levels respectively. In addition, this study has found that organizational culture, leadership and communication are the main factors that affect the implementation of strategic plan. However, organizational structure has generated insignificant result concerning factors that affect strategic plan implementation. Based on the results, it has been recommended that strengthening accountability mechanisms and implementation should be given priority by public sector leaders. In addition, availing all the necessary resources for successful strategic plan preparation and implementation is critical. 

Article Details

Issue

Vol. 7 No. 2 (2026): PanAfrican Journal of Governance and Development (PJGD)

Section

Research-based/ Original Articles
Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Author Biographies

Bereket Solomon Hadgu, Ethiopian Public Service University

Dr. Bereket Solomon Hadgu is an Assistant Professor, researcher, and public sector consultant at Ethiopian Public Service University, with over 18 years of professional experience in management, academic instruction, and civil service advisory. He holds a PhD and MA in Public Management from Ethiopian Public Service University and a BA in Management from Bahir Dar University. His primary research interests center on public service reform, organizational restructuring, anti-corruption strategies, public sector ethics and accountability, leadership, human resource management, knowledge management, artificial intelligence in governance and strategic management.

Jemila Hussen Mohammed, Ethiopian Public Service University

Dr. Jemila Hussen is an Assistant Professor in the Department of Public Management at Ethiopian Public Service University in Ethiopia. She specializes in public management, focusing her research on leadership, anti-corruption, human resource management, gender and governance, digital governance, and public sector reform. Her academic and consultancy work also addresses institutional capacity building, ethics, and sustainable human resource management in the public sector.

How to Cite

Bereket Solomon Hadgu, Jemila Hussen Mohammed
Strategic Planning Practices and Accountability for Accomplishment in Ethiopian Public Sector: Trajectory Probing. (2026). PanAfrican Journal of Governance and Development (PJGD), 7(2), 36-57. https://doi.org/10.46404/panjogov.v7i2.7216

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