THE INFLUENCE OF CIVIC EDUCATION ON PUBLIC PARTICIPATION IN GOVERNANCE OF DEVOLVED GOVERNMENTS: THE CASE OF NAIVASHA SUBCOUNTY, NAKURU COUNTY, KENYA.
Abstract
The purpose of this study was to explore the influence of civic education on public participation in the devolved government unit of Naivasha Sub-county, Nakuru County. The study used a descriptive research design with a target population of 253,225 residents whereby a sample of 157 respondents was drawn and classified into eight strata based on their wards through stratified random sampling. Each stratum had respondents in the same proportion as that of the ward population in relation to the Sub-county population. Snow ball sampling was used to administer research instruments to the respondents with the start point being the area ward administrator. The study used mainly primary data that was collected using self-administered semi-structured questionnaires. A cronbach’s alpha reliability test was used on the instrument whereby a coefficient of 0.7 and above was considered acceptable. The results found the instrument as reliable. Data was analyzed for descriptive and inferential statistics using Statistical Package for Social Sciences software. The analyzed data was presented using tables. The study established that civic education had a positive correlation to public participation. The study found out that civic education levels among the residents was low, majority of them had not received any civic education training and were not familiar with the enactments guiding civic education and public participation in county governance. The study recommended that the county should enact a civic education act as well as have further research of the variable conducted in other counties.
Key words: Civic Education, Public Participation, County Government, Governance
CITATION: Ndegwa, S. N., & Minja D. (2018). The influence of civic education on public participation in governance of devolved governments: the case of Naivasha Sub County, Nakuru County, Kenya. The Strategic Journal of Business & Change Management, 5(4), 2246 - 2230.
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DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.1021
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