Making Devolution Work for Service Delivery in Kenya

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Making Devolution Work for Service Delivery in Kenya

BOX 3.9

Intergovernmental coordination in the agriculture sector The agriculture sector has set up four coordination mechanisms: • A ministerial-level Intergovernmental Forum on Agriculture • A Joint Agricultural Steering Committee to ­replicate the ministerial-level forum but ­comprising technical teams

• The Joint Agricultural Sector Consultation and Coordination Mechanism, which brings together all stakeholders in the sector, including the private sector, civil society, and development partners • The Agriculture County Executive Committee Members Caucus to enable counties to ­coordinate.

Role of the judiciary The judiciary has played an effective role in settling disputes between levels of government. Although the judiciary is not part of the devolved structure of government, the courts play an important role in the implementation of devolution. The constitution vests the supreme court with advisory powers to provide guidance when there are conflicts between various entities. The other courts also have jurisdiction to determine matters concerning disputes between various agencies, including disputes over mandates. Disputes between the two levels of government and between the county assemblies and their executives have been reaching the courts for arbitration. In some instances, the courts have prevented disputes from paralyzing service delivery in the counties. These have included disputes between the National Assembly and the Senate over their respective roles in the division of the revenue bill; disputes between the national and county governments over the division of health functions; or disputes over the responsibility for roads in the counties. In most cases, the courts have rendered judgments that by and large favor devolution. Some of the filed cases have challenged the national government’s actions in continuing to retain functions intended for the counties or establishing new or parallel institutions to carry out functions assigned to the counties. The role the courts have played in resolving these disputes has thus effectively safeguarded devolution and helped to further its objectives.

Weaknesses and recommendations Coordination and cooperation between the national government and county governments can be strengthened. The operations of both cross-sectoral and sector forums have had mixed results. For example, although the Intergovernmental Budget and Economic Council (IBEC) functions effectively, it is almost solely focused on crisis management during the division-of-revenue process and does not effectively cover the broader range of fiscal and PFM issues that need discussion across national and county governments, including the design of conditional transfers. The failure to effectively agree on how to manage conditional grants has led counties to complain of inadequate and inconsistent


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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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