Influence of Strategic Levers On Change Intervention in Nairobi City County Government

Abstract

The dynamic governance landscape of Nairobi City County Government necessitates the implementation of effective strategic change interventions to address persistent urban challenges and improve public service delivery. The purpose of this study was to examine the influence of school resources on the attainment of CBC set goals among grade 7 learners in public primary schools in Kajiado Central Subcounty, Kenya. Specific objectives included; to determine the influence of stakeholder engagement on change intervention in Nairobi City County Government. To establish the influence of strategic resource allocation on change intervention in Nairobi City County Government. To analyze the influence of strategic partnerships on change intervention in Nairobi City County Government. To investigate the influence of organizational culture on change intervention in Nairobi City County Government. Grounded in Stakeholder Theory, Resource Dependence Theory, Social Exchange Theory and Denison’s Culture Profile Theory, the study adopted an explanatory research design using a quantitative approach. The target population comprised 6,899 county personnel across top, middle and operational levels, from which a stratified random sample of 378 respondents was drawn. Data were collected using structured questionnaires and analyzed through multiple linear regression to establish the statistical significance and influence of the strategic levers on change intervention. The findings revealed that all four strategic levers significantly influenced change intervention in Nairobi City County Government. Stakeholder engagement emerged as a critical determinant, with strong communication channels, feedback mechanisms, and stakeholder representation contributing to enhanced transparency and public trust. However, inclusivity in decision-making processes remained a challenge. Strategic resource allocation was found to moderately support change interventions; while alignment with strategic goals and competency-based human resource allocation were evident, issues such as budget rigidity and inequitable distribution hampered effectiveness. Strategic partnerships were observed to facilitate change through shared governance and external expertise, although their sustainability and alignment with long-term objectives required strengthening. Organizational culture, particularly aspects of adaptability and involvement, was recognized as a significant enabler of change. Yet, interdepartmental silos and inconsistent collaboration impeded cohesive action across departments. The study concludes that for Nairobi City County Government to achieve sustainable and impactful change, a more deliberate and integrated approach to managing these strategic levers is required. Stakeholder engagement should be institutionalized through participatory governance frameworks; resource allocation systems must adopt flexible and equitable budgeting models; strategic partnerships should be guided by long-term goals and robust governance mechanisms; and cultural transformation programs need to be embedded into the County’s operational fabric to promote cross-functional collaboration and innovation. The study recommends the formulation of a formal stakeholder engagement policy, the introduction of adaptive budgeting tools, regular evaluation of partnerships against strategic benchmarks, and targeted cultural development initiatives to enhance change-readiness. From a policy perspective, the study advocates for a holistic and inclusive model of strategic change that embeds transparency, accountability and responsiveness within the public sector.