| dc.description.abstract | Every time local authorities in Kenya fail to
execute their duties effectively and efficiently,
shortage of finance is usually given as the reason
accounting for this failure. Another reason, and
which has led to some local authorities such as
Mombasa, Kisumu and Kiambu being dissolved, is
maladministration.
However, there are other underlying problems
which include: shortage of skilled man-power,
housing shortage, inadequate infrastructural
services and facilities, inadequate employment
opportunities, land shortage, etc. These problems
largely contribute to the failure of the growth
centre strategy in Kenya, to achieve its objective
of balanced development and equity in distribution
of economic and social benefits.
It is clear that if the high and middle level
centres have not been able to overcome such problems,
low level or small centres are least able to overcome
thern. The latter have little or no r'3sources at their
disposal to deal with these problems. And yet they
form the backbone to the human settlements strategy.
The success of the strategy depends on the success 0=
the service centres because they are stepping stones
to the growth centres. Thus if the rapid rural-urban
migration to Nairobi and Mombasa is to be effectively
arrested, there is need to reduce the gaps between
the large centres, the medium size centres, and
small centres.
The strategy that the. study suggests for
solving the problems identified are as varied as the
problems themselves. But most of them hinge on the
question of funds, and most are so interrelated that
they form a vicious circle. Thus, to provide more
land for the provision of more facilities and services,
funds are required to purchase the land and to service
it such that it is within the reach of all sections
of the society. Public participation is necessary
to ensure implementation of physical plans, and
especially to ensure success of development control.
Public participation would also help in deciding
whether: to acquire and compensate land owners in
monetary form or In kind; to extend boundaries and
leave the market to allocate land after zonation, or
t~ acquire and compensate both In kind and in monetary
form in terms of a plot within the town. Everything
should be done to avoid speculation. The best strategy
here, especially on leasehold land would be enforcement
of leasehold conditions, and the provision of an
effective inspectorate to police development control
measures.
The housing shortage should be seen against
the background of the land shortage, values, and
acquisition processes; infrastructural services;
the building code; and the income structure of the
society. The appropriate strategies in this field
would involve: controlling land-values; s00rtening
land acquisition procedures; providing either sites
with no services, or with limited services, promoting
self-help, cooperative ownership, and core housing;
relaxing building code regulations on standards and
materials; raising of incomes and extending loan
repayment periods. These measures would go a long
way towards meeting low income housing demands.
To provide more employment opportunities and to
raise people's incomes, the following strategies are
suggested .. More resources should be made available
to the small urban centres from the central government
and other agencies. Such parastatal bodies like the
National Housing Corporation, the Housing Finance
Company and the Industrial and Commercial Development
Corporation, should be strengthened.
The shortage of skilled manpower is a national
issue which should not be dealt with piecemeal. Thus
the government should participate in the provision of
technical manpower In local authorities, and especially
the small authorities. The Local Government Service
Commission (to be tabled in Parliament soon) should go
a long way towards streamlining local government
administration in Kenya.
The channeling of more resources to small urban
centres will help them to provide better infrastructure
and services to the public. However they should be
encouraged to explore and exploit local resources.
There are more sources of revenue which have not
been fully utilised in most local authorities. Local
authorities should be helped to explore these
sources and in drafting the necessary legal machinery
to cover the sources. The public should be involved
to ensure success of the decisions taken, as well as
to incorporate their ideas on the kind of services to
be provided, and how this is to be done more effectively. | en_US |
