An analysis of the factors that influence successful management of the constituency development fund (cdf). The case of gatanga constituency, kenya
Kenya’s Constituency Development Fund (CDF) Act has been hailed as one of the most critical legislations and indeed one of the few landmark achievements of the ninth parliament and indeed of the NARC Government. Increasingly, however, concerns about the utilization of funds under this program are emerging. Most of them revolve around issues of allocative efficiency, rampant abuse and mismanagement in CDF operations, which has given rise to an increasing number of complaints from the public. However, while majority of CDF Committees countrywide are embroiled in acrimony and even legal battles, a few enjoy appreciation from their constituents and have even been recognized by various stakeholders for best management practices. These Committees have had excellent performances in the management of the funds towards the achievement of the intended purpose and as such have been able to attain real economic and resources decentralization. The question therefore is why some Constituencies are doing well in managing CDF. The specific objective of the study was to assess the extent to which achievement of CDF objectives has been a success factor in the management of CDF in Gatanga Constituency, one of those that have been rated among the successful ones in the management of CDF. The study, which took place between June, 15 jmd July 31, 2009 adopted a cross sectional survey to meet its objectives. The population of interest was the various stakeholders in the CDF activities and the data collected was analyzed using descriptive and correlation types of data analysis. The study noted that Constituents generally felt that if CDF was well managed, it would change the face of the country in terms of providing social infrastructure. The study also revealed that though majority of the constituents were generally satisfied with CDF management since it was established in the year 2004. However, management needs improvement in terms of both the projects and resources. Planning, organizing, compositions of CDF committees also require major improvement to bring about more successful completion of specific project goals and objectives. The CDF’s National Management Committee (NMC) and Ministry of Finance should also ensure committee compliance to laid out procedures for project selection. It is hoped that the findings of this study will inform national policy dialogues and reforms in the CDF management.