Making Devolution Work for Service Delivery in Kenya

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Making Devolution Work for Service Delivery in Kenya

finances, and decision-making. They also need this information in formats that are accessible, timely, and relevant to citizens’ needs and priorities. • The second element relates to citizen participation in decision-making and service delivery oversight. Citizens need opportunities to participate in decision-making, articulate their needs and priorities, and provide feedback on service delivery outputs and quality. • The third element relates to accountability. Ultimately county governments and frontline service providers will respond to citizen priorities and feedback if citizens have meaningful opportunities to hold them to account for their decisions and actions, as well as for their lack of action. These three core elements underpin a virtuous cycle of strengthened citizen engagement and improved service delivery (figure 6.1). Transparency. Transparent information across the full cycle of planning, budgeting, and implementation, as well as basic information about citizen rights and service delivery standards, is critical to meaningful and effective citizen engagement. This includes information about government plans, budget allocation, fiscal transfers, and service rules and standards, as well as comparative service access and quality metrics. Transparency and the requirement to regularly publish information on government programs, finances, and performance is usually mandated in legal provisions (such as public financial management [PFM] laws) and in sectoral legislation (such as the Water Act or local government regulations). However, rules and regulations about information transparency are rarely sufficient in themselves in ensuring that citizens have adequate access to information about service delivery. National and local governments also require systems and the technical capacity to systematically collect and distribute this information in formats that are accessible, comprehensible, and timely. It is often also critical to incentivize compliance by linking the collection and publication of information to fiscal transfers and the annual budget cycle. Civil society and other nongovernmental organizations (NGOs)—such as think tanks, the media, and academia—often play important intermediary roles in analyzing and presenting data in forms that are relevant and salient to ordinary citizens. FIGURE 6.1

Elements of social accountability systems Government

Transparency: information for citizens

Accountability

Citizens

Source: World Bank 2012.

Participation and feedback: information from citizens


Articles inside

A.4 Service delivery oversight, management, and systems

4min
pages 180-181

A.1 Functions and responsibilities

5min
pages 170-172

A.3 County resource allocation and use

5min
pages 177-179

Major achievements and challenges

10min
pages 154-157

Delivering the future promise of devolution

2min
pages 167-169

The role of development partners

2min
page 166

Policy options to make devolution work for service delivery

18min
pages 158-165

Introduction

1min
page 153

References

2min
pages 151-152

Conclusions

2min
page 149

6.6 Project management committees

2min
page 148

MCA elections

3min
page 145

the civil service

2min
page 143

communication

2min
page 140

Makueni County

3min
page 144

6.1 Elements of social accountability systems

4min
pages 136-137

Citizen engagement and service delivery

2min
page 135

Introduction

2min
page 134

Key Messages

1min
page 133

5.1 Categories of staff on county payrolls in Kenya, FY2018/19

2min
page 127

5.1 Initiatives to improve HRM in Makueni County

2min
page 128

References

1min
page 132

Overarching HRM frameworks

2min
page 126

Capacity building

2min
page 129

Staff performance

2min
page 125

with equitable share funding per capita in FY2018/19

1min
page 118

as a share of FY2019/20 total, by county

1min
page 117

Key messages

1min
page 115

allocation and use of resources

2min
page 112

4.14 Budget execution rates, by county, FY2014/15–FY2018/19

6min
pages 108-110

4.6 Postdevolution asset and liability management remains incomplete

2min
page 106

4.5 Participatory planning in public financial management

2min
page 105

FY2019/20

1min
page 104

expenditure in Kenya, by county, FY2018/19

1min
page 102

4.4 Weaknesses in the structure of budgets at the county level

5min
pages 100-101

4.3 County budget cycle in Kenya after devolution

2min
page 98

4.1 Performance-based conditional grants

2min
page 92

4.2 County creditworthiness

2min
page 95

counties in Kenya, FY2017/18

1min
page 91

Allocation and use of resources at the county level

2min
page 96

spending

2min
page 97

Key messages

1min
page 83

by county, FY2017/18

2min
page 89

3.7 Deficiencies in ECDE information management

2min
page 75

3.8 Quality assurance in the ECDE sector

2min
page 76

Conclusions

2min
page 80

Intergovernmental relations

2min
page 77

under devolution

2min
page 73

3.9 Intergovernmental coordination in the agriculture sector

2min
page 78

County management of sector service delivery

2min
page 69

3.6 Information management in the devolved health sector

2min
page 74

perspectives B3.1.1 Institutional arrangements in the urban water and sanitation

3min
page 66

delivery, by sector

2min
page 59

Disparities in county expenditure on devolved services

2min
page 54

References

1min
pages 31-32

FY2017/18

1min
page 57

Devolution of functions

2min
page 64

2.9 Total county per capita spending, FY2013/14–FY2017/18

1min
page 44

Context

1min
page 23

Kenya

2min
page 65
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