Browsing by Author "SALOME WANGARI"

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    Digital Financial Innovation and Financial Inclusion in Commercial Banks in Kenya
    (THE CATHOLIC UNIVERSITY OF EASTERN AFRICA, 2025-09) SALOME WANGARI
    This paper mainly aimed at examining the causal relationship between digital financial innovation and financial inclusion in the banking industry in Kenya. General objective of this research was to examine the relationship between digital financial innovation and financial inclusion in commercial banks in Kenya. The specific objectives were: To establish the effect of mobile banking solutions, digital payment, agent banking services on financial inclusion in commercial banks in Kenya and To assess the influence of digital credit on financial inclusion in commercial banks in Kenya. A number of theoretical frameworks such as Financial Innovation Theory, Financial Intermediation Theory, Technology Acceptance Model (TAM) and Rational Choice Theory were used as the foundation of the study. Samples were taken as 39 commercial banks in Kenya and a five-year period (2013 to 2024). The census strategy was taken. Secondary data on financial inclusion, mobile banking, digital payment, agent banking services and digital credit via CBK Bank Supervisory reports, annual bank reports and Audited Financial Statements of individual banks of the concerned period. Secondary data was collected through data extraction checklist. In this research, secondary data was quantitative. Quantitative data was coded and keyed into Eviews version 10 to analyse. Particularly, the quantitative data analysis was used to establish inferential and descriptive statistics. Descriptive statistics appear in form of frequency distributions, percentages, standard deviation and mean. There were also Normality test and Diagnostic tests. These tests are Shapiro-Wilk Normality Test, autocorrelation test, heteroscedasticity test, linear test, Stationarity Test and Hausman test. To investigate the impact of independent variable on the dependent variable, regression analysis was employed. The regression coefficients reflected positive relationships with financial inclusion were all statistically significant, suggesting that a strong direct impact on increasing access to financial services in the country. Mobile banking solutions (beta=0.73934, p-value =0.0053), Digital payments (beta=0.534400 p-value 0.0408, Agent banking services (beta= 0.978870, p-value=0.0000) and Digital credit (beta=0.828504, p-value=0.0000). Future studies should investigate the expected benefits and challenges of digital financial innovations across different geographical areas (urban, peri urban, and rural contexts). Future studies could include the demographic groups such as women, youth, older adults, and low income individuals to gain a better understanding of their needs, and how digital innovations can be further leveraged to support their continued and enhanced financial inclusion.
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    STRATEGIC PARTNERSHIPS AND SERVICE DELIVERY IN NAIROBI CITY COUNTY GOVERNMENT, KENYA
    (THE CATHOLIC UNIVERSITY OF EASTERN AFRICA, 2025-09) SALOME WANGARI
    The national and devolved governments often struggled to deliver essential public services due to corruption and resource constraints, necessitating partnerships with other organisations to enhance service provision. This study assessed the effect of strategic partnerships on effective service delivery in Nairobi City County Government (NCCG). The research explored the impact of supplier partnerships, waste management partnerships, social services partnerships, and infrastructure development partnerships on the service delivery of NCCG. The study was anchored on four theoretical frameworks: Resource Dependency Theory, Transaction Cost Theory, Collaborative Governance Theory, and Social Network Theory, which collectively explained the dynamics and benefits of inter-organisational partnerships in public service delivery. Using a descriptive research design and a mixed methods approach, the study adopted a purposive sampling approach to target 138 respondents (18 department heads, 17 sub-county administrators, 18 sub-county commanders, and 85 ward administrators) based on their relevance to the study topic. Primary data was collected using structured questionnaires and interviews. In contrast, secondary data was retrieved from published works to triangulate findings and reinforce reliability. A pilot test of the questionnaires was conducted within the NCCG offices in Nairobi before full deployment to enhance the validity and reliability of the instruments. The reliability was measured using Cronbach’s Alpha, while validity was assessed through expert reviews and content validation techniques. For data analysis, the study utilised Statistical Package for the Social Sciences (SPSS) version 27 to conduct descriptive statistics (means, frequencies, standard deviations), inferential statistics (regression analysis, correlation), and diagnostic tests. The research applied qualitative and quantitative analysis techniques to evaluate the influence of strategic partnerships on service delivery in Nairobi County. The findings were presented using frequency tables and bar graphs. The results revealed positive and significant relationships between the four types of strategic partnerships and service delivery outcomes, supported by the following coefficients: supplier partnerships (r = 0.622, p < 0.01; β = 0.512, p < 0.01), waste management partnerships (r = 0.672, p < 0.01; β = 0.589, p < 0.01), social services partnerships (r = 0.635, p < 0.01; β = 0.527, p < 0.01), and infrastructure development partnerships (r = 0.704, p < 0.01; β = 0.638, p < 0.01). The qualitative findings supported these results, revealing that strategic partnerships enhanced service delivery by promoting trust, resource sharing, and community engagement, particularly in waste management and social services. Senior managers emphasised that public-private collaborations and stakeholder involvement substantially improved project efficiency and citizen satisfaction across Nairobi City County Government initiatives. Based on the obtained results, it is recommended that NCCG leadership strengthen partnership structures, expand public-private collaborations, enhance administrator capacity building, and establish robust monitoring mechanisms to sustain and improve service delivery outcomes across all sectors. NCCG should further fortify partnership frameworks, broaden public-private partnerships, boost administrator training, and implement effective monitoring systems to ensure sustainable service enhancement across all sectors.