Financial decentralization and development management at the local level: The case of the district focus strategy in Kenya
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Date
1994Author
Njenga, Wilson Gachoki
Type
ThesisLanguage
enMetadata
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The study focuses on financial decentralization under the District Focus for rural development strategy and its implication for development planning at the local level. This is a case study of financial decentralization, research for which was carried out in Kirinyaga District in Central Province. The study postulated that financial decentralization h a s an r mp a c t on the management 0 f the d e v e lopmen t process at the district level. '"("he study was guided by four hypotheses which were all supported. Hypotheses one and three were supported by qualitative data while hypotheses two and four were supported by quantitative data. The study arrived at the conclusion that financial decentralization has an impact on Development Management at the local level. A review of decentralization efforts from the colonial period to the present period indicated that decentralization has not been very effective in improving development management at the local level. The colonial period indicates centralization of the development process with the centre retaining, control over finances. The first decade of independence brought nothing substantial by way of decentralization of development planning despite much official rhetoric about the need to decentralize management of the development process. The third decade of independence did not achieve much despite the much publicized experimental special Rural Development Programme which was abandoned in 1976. The District Planning Strategy had little impact on the rural areas. However, there was a shift ln attitude towards recognizing the legitimacy of local level contribution to planning. It is against this background that the District Focus Strategy for Rural Development was inaugurated on 1st July 1983 due to realization that there was a need for a coordinated approach to rural development where over 8 .•. 0 percent of the population resides. The District Focus Strategy has made various improvements in the field of Development Management at the local level such as increasing the amount of funds for rural development, releasing AlEs directly to district departmental heads, local procurement of goods and services and disaggregation of Ministry budgets. however, serious limitations continue to face Development Management at local level most of which are of an operational nature. The rate of project implementation has not improved with serious delays occasioned by both the centre and the local level. The procurement process at district level and payments from the District Treasury have developed serious red tape. There are various reports of misappropriation of public funds and improper award of tenders. There is a shortage of transport and staff houses at the district level. The centre continues to have the final say over which projects get funded. Lower level development committees have operational problems and have little say over funding for projects. The funding ceilings are too low for effective motivation of lower committees. The lower level committees are dominated by government officials and elite groups leaving no room for the participation of ordinary people. The district focus strategy thus has its successes and shortcomings. It needs various improvements in operational terms since most problems arise due to officials and institutions failing to discharge their responsibilities as stipulated in the guidelines. There is some indication that the new centralization at the District Level is tending towards the bureaucratic red tape which characterized the relationship between the localities and the centre.
Citation
Master of Arts degree in GovernmentPublisher
university of nairobi Faculty of Arts