Abstract

This paper advances that collective action and consciousness is key to good governance. The paper takes cognizance of the fact that good governance is a multi-organizational task that calls for collective responsibility from a wide range of stakeholders as no single actor has the knowledge, resources and capacities to govern alone in this complex and fragmented society. The paper specifically centres on corruption as one of the key factors that has contributed to the evils be- devilling the governance of Nairobi city. The paper therefore explores ways in which state and non-state actors can provide better urban governance and particularly through combating corruption. Three groups of non-state actors form the heart of this discourse: Civil Society Organizations (CSOs) with specific reference to the Christian Church; the Citizenry and the private sector.

The discussion is guided by a set of key questions: Who should act as the voice of the people in the quest for good governance in Kenya? What is collective action and consciousness? Who are the actors and what are their roles? Does the diversity of governance actors and of agendas complicate addressing the governance issues? The paper argues a case for collective action in promoting better governance in the public sector. The paper contends that the coming together of like-minded organizations for a common cause involves bringing to the table knowledge, financial resources and technical expertise that help create solutions that are seemingly credible, acceptable and sustainable. Detriments to collective action form the third part of the paper.

The study used both primary and secondary sources of data. For secondary data, the paper employed extensive literature review of published material, survey reports. Primary data was collected using using a questionnaire. The findings of the study established the challenges facing Nairobi city governance included inequality, sanitation and sewage, solid waste management, poor housing, high levels of unemployment, poor service delivery, pollution, crime and safety issues, disaster management, operations and maintenance of public facilities. These challenges were attributed to corruption, cartels, poor leadership, political intrigues, poor enforcement of laws, population influx alongside rapid urbanization and bureaucracy. Outdated by- laws and weak legal framework were rated to be the least of the factors. The main forms of corruption included bribery and cartels followed by embezzlement and misappropriation of public funds, grabbing of public property, conflict of interest and fraud. Citizen engagement—public participation, sensitization, proper planning, prioritization, access to information and enforcement were identified as key strategies worth considering in good urban governance. The practical implications are that urban governments should have strong positive leadership and involvement of stakeholders.