Effect of Strategic Management Practices on the Utilization of Community-Level Hiv Data in Kiambu County, Kenya

Abstract

This study examined the influence of strategic management practices on the utilization of community-level HIV data in Kiambu County, Kenya. It focused on four key dimensions: strategy

formulation, strategic leadership, resource allocation, and data collection approaches. A mixed- methods design was employed, combining quantitative data from 273 Community Health

Promoters (CHPs) with qualitative insights from eight Sub-County Community Strategy Coordinators (SCCSCs). Quantitative analysis involved descriptive statistics, simple and multiple linear regression, while qualitative data were analyzed thematically to contextualize statistical patterns. The findings indicated that data collection approaches were the most significant predictor of HIV data utilization, demonstrating a strong positive statistical relationship. Strategy formulation also showed a significant influence, highlighting the importance of structured, locally adapted planning processes. Strategic leadership was moderately associated with data use, though its impact was hindered by weak supervisory structures and episodic engagement. Resource allocation exhibited the weakest statistical influence, but qualitative evidence emphasized the practical effects of unpredictable funding, reliance on personal resources, and donor dependency. Qualitative findings also revealed that community-generated data were often underutilized due to limited feedback loops, poor integration into formal plans, and insufficient training and supervision for CHPs. The study concluded that while strategic frameworks and leadership orientations are necessary, they are not sufficient for sustained HIV data use. Utilization is more determined more by the robustness of operational systems, routine supervision, and the ability to adapt strategic intent to local contexts. The study recommended that county health departments strengthen planning tools, institutionalize leadership support structures, establish dedicated budgets for community data functions, and invest in training and digital infrastructure for CHPs. These improvements are essential to enhancing the value of community-level HIV data for evidence-based programming in Kenya’s decentralized health system. The findings contribute to the broader discourse on strategic management by demonstrating how internal capabilities, when aligned with frontline realities, can transform data availability into actionable insight.