CHALLENGES

AFFECTING

DEVOLUTION

OF

PUBLIC

SECTOR

SERVICES IN LOCAL AUTHORITIES IN KENYA: CASE OF COUNTY

GOVERNMENT OF KERICHO

BY

VIOLA CHEBET KORIR

0725275021
REG NO: D53/CE/13082/2009

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE AWARD OF MASTERS DEGREE IN BUSINESS
ADMINISTRATION (STRATEGIC MANAGEMENT OPTION) BY THE SCHOOL
OF BUSINESS, KENYATTA UNIVERSITY.

NOVEMBER 2013

DECLARATION

I hereby declare that the work contained in this project is a result of my own investigation
and research. All sources used or quoted have been acknowledged. This project has not been
previously submitted in part or full for any other degree or to any other University.
Signature.....................................

Date.........................................

VIOLA CHEBET KORIR

D53/CE/13082/2009

I / we confirm that the work reported in this research project was carried out by the candidate
under my supervision as the university supervisor/supervisors.
Signature.........................................

Date.....................................

MR SHADRACK K. BETT
Lecturer / Supervisor: Business Administration Department

For and on behalf of Kenyatta University

Signature........................................

Date.......................................

DR STEPHEN MUATHE
Chairman Department of Business Administration
School of Business
Kenyatta University.

DEDICATION
I would like to dedicate this project to my husband Mr. Anthony Korir for both moral and
financial support, my father Mr. Henry Ngeny for basic education foundation which has
enabled me to reach this far, my mother Mrs. Nancy Ngeny for all prayers, sisters and
brothers for their encouragement and support and my children Kelvin and Ivy for their
understanding and patience during my absence as I undertook the MBA course.

ii

ACKNOWLEDGEMENT
I have been supported in the course of working on this research project by a host of people,
academicians, acquaintances and friends.
I would like to express my profound gratitude to my course mates, my supervisor and my
lecturer Dr Kilika who painstakingly read my drafts, provided comments and offered advice
along the way. I have been happy to incorporate all their suggestions and advice.
I also wish to record my grateful thanks to the Supreme God Almighty for the wisdom and
his mercy in enabling me to complete this proposal.

iii

TABLE OF CONTENTS
Declaration ...............................................................................................................................................i
Dedication .............................................................................................................................................. ii
Acknowledgement ................................................................................................................................ iii
List of tables......................................................................................................................................... vii
List of figures .........................................................................................................................................ix
Abreviations...........................................................................................................................................xii
Abstract ............................................................................................................................................... xiii
CHAPTER ONE:INTRODUCTION .................................................................................................. 1
1.1 Background of the Study .............................................................................................................. 1

1.1.1 Background to the Problem of Devolution ................................................................ 2

1.1.2 Background of Kericho County Council ................................................................... 2
1.2 Problem Statement ........................................................................................................................ 7
1.3 Objectives of the study.................................................................................................................. 7

1.3.1 General objective ....................................................................................................... 7

1.3.2 Specific objective ...................................................................................................... 7
1.4 Research Questions ....................................................................................................................... 8
1.5 Significance of the Study .............................................................................................................. 8
1.6 Limitation of the study .................................................................................................................. 9
CHAPTER TWO:LITERATURE REVIEW ................................................................................... 10
2.1 Introduction ................................................................................................................................. 10
2.2 Theoretical Review ..................................................................................................................... 10

2.2.1 Devolution of Public Sector Services ...................................................................... 11

2.2.2 Empowerment .......................................................................................................... 12
2.2.3 Resources ................................................................................................................. 12
2.2.4 Legislation ............................................................................................................... 15
2.2.5 Systems .................................................................................................................... 16
2.2.6 Training ................................................................................................................... 17
2.3 Empirical Review............................................................................................................................ 19
2.4 Critical Review of Major Issues...................................................................................................... 20
2.5 Summary and gaps to be filled by the study ............................................................................... 22
2.6 Conceptual Framework ............................................................................................................... 23

Figure 2.1: Conceptual Framework .................................................................................. 23

CHAPTER THREE:RESEARCH METHODOLOGY................................................................... 24
3.1 Introduction ................................................................................................................................. 24
iv

3.2 Study Design ............................................................................................................................... 24

3.3 Target population ........................................................................................................................ 24
3.4 Sample design ............................................................................................................................. 25
3.5 Data Collection procedures/instruments ..................................................................................... 26
3.6 Data Analysis .............................................................................................................................. 26
CHAPTER FOUR:DATA ANALYSIS AND PRESENTATION OF RESULTS ......................... 28
4.0 Introduction ................................................................................................................................. 28
4.1 General information .................................................................................................................... 28

4.1.1 Respondents gender ................................................................................................. 28

4.1.2 Respondents age distribution ................................................................................... 29
4.1.3 Respondents academic qualification ....................................................................... 30
4.1.4 Years of services ...................................................................................................... 31
4.2 Has activities been devolved ....................................................................................................... 32
4.3 RESOURCES ............................................................................................................................. 34

4.3.1 Availability of resources..........................................................................................34

4.3.2 Mobilization of resources ........................................................................................ 35
4.3.3 Budget support by central government .................................................................... 36
4.3.4 injection of resources by donors..............................................................................37
4.3.5 Donations by profit organisations............................................................................ 39
4.3.6 County programms are adequately fundend............................................................40
4.4 LEGISLATION..............................................................................................................41
4.4.1 laws for levying local taxes.....................................................................................42
4.4.2 government has enacted sound by laws for trafic controll......................................44
4.4.3 laws for business licences.......................................................................................44
4.4.4 Sound by laws for town parking .............................................................................. 45
4.4.5 Sound by laws for environmental protection ........................................................... 47
4.4.6 County assembly is fully operational ...................................................................... 48
4.4.7 Take short time to enact laws .................................................................................. 49
4.5 SYSTEMS................................................................................................................................... 50

4. 5.1 System linking the county with the central government ........................................ 50
4.5.2 System channelling resources to all sub counties .................................................... 51
4.5.3 System for posting staff ........................................................................................... 53
4.5.4 System for delivery of services ............................................................................... 54
4.5.5 System for procurement of all needed resources ..................................................... 55
v

4.5.6 System connecting the county with the population ................................................. 56

4.6 TRAINING ................................................................................................................................. 58

4.6.1 Training has been initiated ...................................................................................... 58

4.6.2 Staff sponsored for relevant training ....................................................................... 59
4.6.3 There is on job training ............................................................................................ 60
4.7 EMPOWERMENT ..................................................................................................................... 61

4.7.1 Staffs are allowed to initiate and implement programmes ...................................... 61

4.7.2 Staff appointed to committees and their contributions acknowledged .................... 63
4.7.3 Staff identifies and implements projects ................................................................. 64
CHAPTER FIVE :SUMMARY, CONCLUSION AND RECOMENDATIONS .......................... 67
5.0 Introduction ................................................................................................................................. 67
5.1 Summary of findings................................................................................................................... 67
5.2 conclusions.................................................................................................................................. 68
5.3 Recommendations ....................................................................................................................... 69
5.4 Room for further research ........................................................................................................... 70
APPENDIX I: QUESTIONNAIRE ................................................................................................... 75

vi

LIST OF TABLES

Table 3.1 Target population ................................................................................................... 255

Table 3.2 Sampling design ....................................................................................................... 26
Table 4.1 Respondents gender ................................................................................................ 28
Table 4.2 Respondents age distribution ................................................................................... 29
Table 4.3 Respondents academic qualification ........................................................................ 30
Table 4.4 Years of services ................................................................................................... 311
Table 4.5 Has activities been devolved.................................................................................. 322
Table 4.6 Availability of resources ........................................................................................ 344
Table 4.7 Mobilization of resources ..................................................................................... 355
Table 4.8 Budget support by central government .................................................................... 36
Table 4.9 Injection of resources by donors .............................................................................. 38
Table 4.10 Donations by profit organisations .......................................................................... 39
Table 4.11 County programmes are adequately funded ........................................................ 411
Table 4.12 Government has enacted sound by laws for levying local taxes ......................... 422
Table 4.13 Sound laws for traffic control .............................................................................. 433
Table 4.14 Sound laws for business licences ........................................................................ 444
Table 4.15 Sound by laws for town parking .......................................................................... 455
Table 4.16 sound by laws for environmental protection.......................................................... 47
Table 4.17 County assembly is fully operational..................................................................... 48
Table 4.18 Take short time to enact laws ................................................................................ 49
Table 4.19 System linking the county with the central government........................................ 50
Table 4.20 System channelling resources to all sub counties ................................................ 511
Table 4.21 System for posting staff ....................................................................................... 533
Table 4.22 System for delivery of services ............................................................................ 544
Table 4.23 System for procurement of all needed resources ................................................. 555
vii

Table 4.24 System connecting the county with the population ............................................. 566
Table 4.25 Training has been initiated ................................................................................... 588
Table 4.26 Staff sponsored for relevant training ..................................................................... 59
Table 4.27 There is on job training ........................................................................................ 600
Table 4.28 Staff allowed to initiate and implement programmes ........... Error! Bookmark not
defined.
Table 4.29 Staff appointed to committees and their contributions acknowledged ................. 63
Table 4.30 Staff identifies and implement projects ................................................................ 64
Table 4.31 Model summary.....................................................................................................65
Table 4.32 ANOVA...........................................................................................................66

viii

LIST OF FIGURES
Figure 2.1 Conceptual Framework..................................................................................23
Figure 4.1 Respondents gender.......................................................................................28
Figure 4.2 Respondents age distribution.........................................................................29
Figure 4.3 Respondents academic qualification.............................................................30
Figure 4.4 years of service..............................................................................................31
Figure 4.5 Devolved activities........................................................................................33
Figure 4.6 Availability of resources................................................................................34
Figure 4.7 Mobilization of resources locally..................................................................35
Figure 4.8 Budget support by central government..........................................................37
Figure 4.9 Injection of resources by central government...............................................38
Figure 4.10 Donations by profit organisations...............................................................40
Figure 4.11 County programmes are adequately funded................................................42
Figure 4.12Sound by laws for levying local taxes..........................................................43
Figure 4.13 Traffic control..............................................................................................44
Figure 4.14 Business licences.........................................................................................45
Figure4.15 Town parking................................................................................................46
Figure 4.16 Environmental protection............................................................................47
Figure 4.17 County assembly fully operational..............................................................49
Figure 4.18 County assembly takes short time to enact laws.........................................50
Figure 4.19 Linking the county with the national government.......................................51
Figure 4.20 channelling resources to all sub counties...................................................52
Figure 4.21 Posting of staff.............................................................................................53
Figure 4.22 Delivery of services....................................................................................54
Figure 4.23 Procurement of all needed resources...........................................................56
Figure 4.24 System connecting county with the population...........................................57
Figure 4.25 Training has been initiated..........................................................................58
ix

Figure 4.26 Staff sponsored for relevant training...........................................................60

Figure 4.27 On job training.............................................................................................60
Figure 4.28 Staff allowed initiating and implementing programmes.............................63
Figure 4.29 Staff contributions acknowledged...............................................................63
Figure 4.30 Staff implements projects............................................................................65

ABBREVIATIONS
UK- United Kingdom
CDF- Constituency Development Fund
CDFC-Constituency Development Fund Committee
GDP-Gross Domestic Product
TISA-The Institute for Social Accountability
ANOVAs- Analysis of Variances

xi

OPERATIONAL DEFINITION OF TERMS

Devolution- It is the statutory granting of powers from the central government of a sovereign
state to government at sub national level. It is a form of decentralization.

Public sector Part of the economy concerned with providing basic government services

Public service- Service which is provided by government to people living within its
jurisdiction. They are considered to be so essential to modern life that for moral
reasons their universal provision should be guaranteed.

County government-It is a geographical unit envisioned by 2010 constitution of Kenya as

unit of devolved government.

Empowerment-Increasing the spiritual, political, social, educational, or economic strength of

individuals and communities.

Conceptual framework- Theoretical structure of assumptions, principles and rules that hold
together the ideas comprising a broad concept.

Descriptive statistics- A discipline of quantitatively describing the main features of a

collection of information.

ANOVAs- Are a collection of statistical models used to analyze the differences between
group means and their associated procedures.

xii

ABSTRACT
Decentralization has not only transformed the structure of government but has also essentially
altered the political scenery in Kenya. The country has witnessed a gradual but
comprehensive transfer of power, responsibilities and resources from the central to local
governments. The exercise began as a shift from appointed to elected councillors and leaders,
initially of residence committees, and then later of local councils that have been formed in
rural areas and urban wards as vehicles for county government and popular participation.
Decentralization has also appeared in the form of devolution of major functional
responsibilities such primary education, health, water, and sanitation, and rural feeder roads
from the central to local governments. This study is important in pointing out the various
challenges devolution might face in Kenya. The findings of this study can be applied to other
counties in the country. This is because they have similar structures and system of
governance. This can help in finding and applying solutions as intended. The population
under this study is constituted by the entire political, technical and civic leadership of
Kericho County who are residing within the bounds of the said county at the time the study is
carried out. Stratified random sampling was employed to select 84 respondents from the
categories of sub-counties. Primary data sources were used in this study. The research
established that training of staff as well as empowerments of the residents have not been
effectively carried out. Resource mobilisation locally to generate resources is lacking despite
the poor funding of devolution services from the central government. In order for devolution
to succeed it is recommended that training, empowerment and mobilisation of resources
should be encouraged by the authorities. Systems should be established at local level to
ensure the devolved services reaches the ordinary citizens.

xiii

CHAPTER ONE

INTRODUCTION
1.1 Background of the Study
Devolution is one among several forms of decentralization, which is a characteristic of all
governments globally. One analyst distinguishes vertical decentralization, which offers a vote,
from horizontal decentralization, which also offers voice (Kauzya, 2007). Thus, it is not whether
governments decentralize, but rather, how and why they do considerations that are significant
for the choice between alternative modes of decentralization. Indeed, a study of decentralization
in 30 African countries concluded that:
It is significant to note that in no country was the claim to centralization as a preferred
organizational model made or implied, nor was decentralization considered undesirable, only
difficult to effect and sustain (Ndegwa, 2002: 17).
The Constitution of Kenya establishes a devolved governance system in accordance with the
principles and values of devolution articulated by Articles 174 and 175 of the constitution. The
Fourth Schedule of the Constitution sets out the functions and powers of the National and
County governments.
Devolution is articulated through the Constitution of Kenya and the devolution laws namely:
The Urban Areas and Cities Act, 2011 (UACA 2011);
The Transition to Devolved Government Act, 2012 (TDGA 2012);
The County Government Act, 2012 (CGA 2012);
The Public Finance Management Act, 2012 (PFM 2012);
Other laws that give effect to devolved government include The Elections Act, 2011.

1.1.1 Background to the Problem of Devolution

Devolution is hardly a new phenomenon. In the UK, The Act of Union 1707 provided that
Scotlands separate legal system, church and education system should continue to be respected.
Indeed, diversity is not an unintended consequence of devolution. It is the whole point of it.
The relationship with the devolved administrations should be entirely co-operative, and based on
free and effective communication. If it would be helpful to share information on a confidential
basis, you should not hesitate to do so, as long as the confidentiality is made clear to your
colleagues and as long as the information is exempt from disclosure under any information
laws. Tensions may arise for instance where, say, Kisumu Countys interest in a National
negotiation is not the same as the wider Nations interest. But these problems can be reduced, not
exacerbated, by clear and open communication.
Open and effective communication also ensures that colleagues are not surprised by Whitehall
announcements, followed as they always are by questions such as What are you doing on this in
Kericho County? Colleagues can respond constructively, even if they are pursuing different
policies, as long as they have prior warning.
Above all, we must not be patronising. We should ask whether a devolved administration wishes
to act in a certain way, and not suggest that they should do so or, even worse, tell them to do so.
1.1.2 Background of Kericho County Council
Kericho County is one of the 47 County Governments in the country established under the New
Constitution. It is located to the South West of the country within the highlands west of the Great
Rift Valley. It is located approximately 250 km from Nairobi and is the countrys leading
producer of tea and home to the largest tea plantations. It borders Uasin Gichu County to the
North, Baringo County to North East, Nandi County to the North West, Nakuru County to the
East, and Bomet County to the South. It also borders Nyamira to the South West and Kisumu
County to the West. The County is home to the Kipsigis people, who are a part of the Kalenjin
community. The Kipsigis are rated some of the most hospital and courteous people in the
country. Kericho Town is the headquarters of Kericho County. The county has a total population
of 758,339 persons as per the 2009 national population census.

1.1.2.1 History
The origin of the towns name has not been established. One theory is that it was home to the
regions first public hospital, built by the British at the dawn of the 20th century. Medicine in the
local Kipsigis language is referred to as Kerichek.The name Kericho is a corruption of the
Kipsigis word Kericheek. So the story goes that when the white settlers asked, who inhabit
here? they were told that the land belonged to Kaap Kericheek one of the Kipsigis clans. The
white man found the clans name a mouthful of a tongue-twister, and just named the place
Kericho. And to date Kericho has been the name of the Major town in this region bearing the
same name and, lately, County. Another school of taught states that the town was originally
home of a medicine man named Kipkerich while an other theory says the town was named after
a Maasai Chief, Ole Kericho, who was killed during the 18th century by the Abagusii.
Kericho County occupies a total land area of more than 2,439 square Kms. It has five
constituencies namely- Kipkelion, Ainamoi, Belgut, Soin and Buret.
1.1.2.2 Local Authority
It has five sub-counties namely; Urban Sub-county, Ainamoi Sub-county, Bureti Sub-county,
Londiani Sub-county and Kipkelion Sub-county. With the emergence of County Governments,
unlike other counties in the country which will have to struggle to generate revenue, Kericho
County is set to have a head start- thanks to its well established infrastructure, man power and its
high potential in agriculture.
The County which is now in place is being headed by the following:Governor - Hon. Professor Paul Kiprono Chepkwony
Deputy Governor - Hon. Susan Kikwai
Senator - Hon. Charles Keter
Women Rep - Hon. Hellen Chepkwony
1.1.2.3 Agriculture
Most of the economic activities within Kericho town and its environs revolve around
Agriculture. With a high altitude and virtually adequate rainfall, it is the country's leading tea

growing zone with a high concentration of tea factories. The change in altitude and factors cause
temperature to vary from 200 within the highlands to 280 along the border with Kisumu County
at Nyando district. The mean annual rainfall varies from 1800mm around Kericho town and the
whole forest area from 1400mm to 1800mm.There is no real break between short and long rains.
The County ranks highly among the highest potential agricultural Counties in the country. Out of
the total land area of 2,439 sq. Km, 2,195 sq. Km (90% total land area) is cultivable land. The
County can be classified into three zones, viz a viz, high, medium and low potential zones. The
high potential zone occupies about 52.2 % of the county area. The North area is suitable for
growing wheat, horticulture and Floriculture, pyrethrum and maize and dairy farming, while the
central section is mainly a tea zone, and pineapples besides growing pyrethrum, maize and
keeping dairy cattle and the newly introduced Stevia crop. The medium potential zone measures
about 27 % of the total county area and covers the North-Western parts of Kipkelion
constituency covering the rocky highlands below Tinderet forest and bordering Kisumu County
in Nyando at Fort-Ternan.This area is suitable for growing coffee and maize and for both beef
and dairy cattle. Towards the South, the zone stretches along the Western sections of Belgut and
Ainamoi where maize, Stevia, horticultural crops and sugar cane area grown. It is also home to a
number of multi-national tea companies operating in the area including Unilever Kenya Tea,
Williamson Tea and James Finlay Ltd, the leading producer and exporter of instant tea in the
world and Kenya Tea Packers limited (KETEPA).
1.1.2.4 Transport Network
Kericho County has a comparatively good transport network. Road is the main mode of transport
to and around the region. There are three main highways which cut across the county leading to
Kericho town, the Nakuru-Kericho, the Kisumu-Kericho and the Kericho-Sotik-Kisii highways.
The Mau Summit- Kericho-Kisumu highway which cut across the county is part of the 1,200 km
Northern corridor road, which is critical to the countrys economy as it is the link to the
agriculturally rich region. The Northern corridor road is considered the countrys main economic
artery that connects the port of Mombasa with the neighbouring Uganda and the Great Lake
region. Kericho town also has direct bus (matatu) links to Nakuru, Kisumu, Eldoret, Kisii and
Bomet towns. Rail transport is available from Kipkelion, Londiani and Fort-Ternan stations. Air
transport is also available through chartered light aircraft from Wilson Airport, Nairobi and
Kisumu and Eldoret International Airports. The main airstrip is Kerenga Aerodrome, located 6
4

Kms from Kericho town. Currently it is being upgraded and expanded to accommodate large
planes. There is also Marinyin airstrip, situated 10kms from Kericho town. The private airstrip is
owned and managed by James Finlay.
1.1.2.5 Communication and Media
Kericho town has a good communication infrastructure. It is home to one of the only two
satellite earth stations- Chagaik Satellite Earth Station, the other one being the main Longonot
Earth Station (the only available international link for Kenya). It is also served by a fibre optic
cable and covered by the fixed line operator Telkom Kenya and the four mobile operators Yu,
Safaricom,

Airtel

and

Orange

who

offer

voice

and

data

services.

The County is served by all major local TV stations namely KBC, KTN, K-24, NTV, Citizen
TV, Family TV, STV and Sayare. All FM station broadcasting from Nairobi are also available
including Radio Maisha, Capital, Easy, Kiss, Classic, Family, Hope, BBC, Citizen, KBC among
others. Local stations include Kass FM, Chamgei FM, KBC Kisumu, Radio Injili 103.7 FM,
Sayare TV and Radio, Light and Life 107.3 FM, Sema Radio and The Just FM.
1.1.2.6 Investment Climate
It also provides a good investment destination owing to good transport network, good
communication facilities, and big market within and around the district, affordable well educated
labour, excellent Security and adequate water supply. Several banking and micro finance
institutions have also been established in Kericho town and other major towns within the country
namely Litein and Londiani. They include, Barclays, Standard Chartered bank, Kenya
Commercial Bank, Co-operative Bank, Equity, K-Rep, Diamond Trust and Trans National and a
host of micro finance institutions and Savings and Credit Cooperative Societies (Saccos) namely
Kenya Women Finance Trust, Ndege Chai Sacco, the giant Imarisha sacco formerly Kipsigis
Teachers Sacco and Kericho Farmers Sacco among others.The region also boasts of large
commercial enterprises and hardware shops and supermarkets spread across the entire major
urban centres within the county namely- Tuskys, Ukwala, Stagematt, Uchumi and several mini
supermarkets. The town has not been left out in the tourism sector and it boasts of one tourist
class hotel-Tea Hotel and several guest houses with lodging facilities. Kericho town experiences
an acute shortage of commercial and residential houses. Most of the residential and industrial
plots are yet to be developed, a challenge the new county government will have to address.
5

However, the construction of magnificent commercial and residential houses and government
buildings within Kericho town and its environs are coming up at a very fast rate that former
visitors to the town might not recognise the town.
1.1.2.7 Education
Besides, Kericho County has several public and private Primary and Secondary schools, middlelevel- colleges and universities which are spread across the five constituencies forming the
county. These learning institutions include University of Kabianga, Kenyatta University Kericho
campus, and Moi University-Kericho satellite campus situated at Kericho Teachers Training
College offering degree courses while Kericho Teachers Training College is offering P1 courses.
Others are Kenya Highlands Bible College in Kericho town, which has been elevated into an
Evangelical University, Kenya Forestry College located in Kipkelion, Kenya Medical Training
College in Buret constituency and other several colleges offering courses in collaboration of
other universities, Kenya Institute of Management, Kericho Institute of Professional Studies,
Eland College - Kabarak University.Niskam Saint Puran Singh Institute (NSPSI) located behind
the Guru Nanak Nishkam Sewak Jatha (GNNSJ) Gurdwara and Kericho Technical Institute.
1.1.2.9 Religion
Kericho residents are mostly Christians. The most widespread church is the Africa Gospel
Church which has affiliations with The World Gospel Mission of the USA. The church has the
biggest church in the district in the town (Immanuel AGC) and heart centres at Cheptenye,
Chepkutung,

Keongo,

Kipkelion,

Londiani,

Kabianga,

Buret

and

Kaptebeswet.

The other churches present in the district include AIC, Catholic Church, Anglican Church, SDA,
Full Gospel and a host of Independent churches. Kericho is also home to Africa's largest
Gurudwara or Sikh place of worship. It is a monument, dedicated to the memory of "Baba Puran
Singh Ji of Kericho" who was the founder of the international charitable organization, Guru
Nanak Nishkam Sewak Jatha which promotes the spirit and practice of selfless service
("Nishkam sewa") in the name of Guru Nanak Dev Ji, the founder of the Sikh faith.
The site has been gazetted by the Government of Kenya as a place of spiritual significance.
Kericho also holds the Muslim faith with at least two mosques. There is also a Hindu population.

1.2 Problem Statement

One of the strategic goals of the National Government for the year 2012 was to enhance
devolution in all sectors in Kenya. While the study appreciates the extent of Kenyas devolution
of authority to various tiers of the local government, the level of empowerment through
democratization, participation, accountability, responsibility and efficiency, effective use of
resources is still a big debate.
Devolution is relatively new development in the country. Empirical studies on the behaviour of
this phenomenon both at the national and county levels are yet to be initiated. This has to lack of
authentic empirical evidence to enhance management of public affairs in era of the new
constitutional dispensation in Kenya. However, concerns are beginning to be registered raising
the need to study this aspect of devolution from an academic point of view. Thus, the purpose of
this study is to investigate the set of challenges affecting devolution of public sector services in
Kenya. Given the complexity of the concept as well as that of running national Government
affairs, attention will be given to studying the concept at a specific county level, namely; Kericho
County.
1.3 Objectives of the study
1.3.1 General objective
The general objectives of the study include:
To investigate the challenges affecting Devolution of the public sector services in Kericho
County Council.
1.3.2 Specific objective
The specific objectives of the study include to:
i.

Find out how training affects devolution of public sector services in Kericho County.

ii.

Determine the effect of finding resources in devolution of public sector services in the
Kericho County.

iii.

Establish the extent to which legislation affect devolution of the public sector services in
the County of Kericho.

iv.

Examine how systems affect devolution of public sector services in the County of
Kericho.

v.

Find out how empowerment affects devolution of public sector services in Kericho
County.

1.4 Research Questions

i.

How does training affect devolution of public sector services in Kericho County?

ii.

How do resources affect devolution of public sector services in Kericho County?

iii.

How does legislation affect devolution of public sector services in Kericho County?

iv.

How do systems affect devolution of public sector services in Kericho County?

v.

How empowerment does affect devolution of public sector services in Kericho County?

1.5 Significance of the Study

Devolution was introduced in Kenya soon after independence, but it did not last for long. It has
been introduced into the system of governance in Kenya for the second time in the countrys
history. Many consider it as a new concept and stands to face many challenges as time will go
by.
This study will be of importance in pointing out the various challenges devolution might face in
Kenya. The findings of this study will assist in finding targeted solutions to improve the
governance of the County Council of Kericho.
The findings of this study as well as recommendations can be applied to other counties in the
country. This is because they have a similar structure and system of governance. This can help in
finding and applying solutions as intended.
The research field also has limited studies on devolution in Kenya. This paper will therefore add
knowledge to research in this field.
The study only covers one county that is Kericho County in Rift Valley Province in Kenya. The
county was chosen on basis of proximity to the Researcher. The researcher can therefore travel
across the county with ease during the study with reduced limitations.

1.6 Limitation of the study

Financial constraints and time limits the study and hence the researcher will not be able to
interview some key players in the local authority such as constituencys national assemblys, the
senator and other officials.
Some respondents might not be in a position to understand some of the challenges they face. The
socio-cultural stereotypes of the residents in Kericho County would impinge on their attitudes
which might be expressed in the respondents. These might negatively affect the findings of the
study.

CHAPTER TWO

LITERATURE REVIEW
2.1 Introduction
This chapter will focus mainly on previous studies on devolved government systems. It will look
at both the theoretical and empirical evidences in devolved government studies in relation to this
topic of study.
2.2 Theoretical Review
Devolution describes the transfer of authority from a senior level of government to a junior level,
and can be viewed as both a theoretical concept and as an administrative process (Dacks, 1990):
viewed theoretically, devolution can be seen as an instance of decolonization which can be
usefully related to literature on political development.... Viewed as an administrative process, the
study of devolution can contribute to understandings of institutional change in general, and to
particular issues of development administration (p .5-6).
Devolution has been advocated as a political response to the ills plaguing fragile and plural
societies, such as, conflicts, inequalities, economic stagnation, corruption and inefficient use of
public resources. Besides, devolution is also implemented as a reaction to external pressure from
organised groups (or separatists). For devolution to be effective, however, the criteria of
subsidiarity and consensus must be observed (Dent, 2004; Kimenyi and Meagher, 2004). There
are several ways in which devolution impacts governance. First, by distributing authority over
public goods and revenues devolution makes it difficult for individuals or groups of official
actors to collude and engage in corrupt practices. Second, where devolution of authority takes
place along territorial and communal lines, it can foster effective cooperation within the
devolved units. As a result, local communities are able to mobilize social pressure against rent
seeking and corruption. Indeed, a growing number of countries have over the last three decades
further decentralised administrative, fiscal and political functions of central government to subnational governments. Some of these countries include the United Kingdom, Italy and Spain. In
10

many cases, devolution has also been driven by the need to bring government closer to the
people.
Devolution, including other forms of decentralisation, however, may not always lead to improved governance and economic performance. For example, devolution may reduce the ability
of the national government to redistribute resources and therefore the ability to assist the less
developed sub-national units. In addition, devolution may lead to the capture of local
governments by the political elites, especially if devolution rules and systems are not well
designed, and hence allow the local politicians to use the local resources to consolidate their hold
on to political power through patronage.
2.2.1 Devolution of Public Sector Services
The key economic rationales for decentralisation are well articulated by Musgrave (1959) and
Oates (1972). They argue that decentralisation may improve governance in public service provision by improving the efficiency of resource allocation. Further, they observe that sub-national
governments are closer to the people than the central government and as a result have better
knowledge about local preferences. Local governments are therefore better placed to respond to
the diverse needs of the local people. In addition, decentralisation narrows down the social
diversity and subsequently the variation in local preferences. This reduces the opportunities for
conflicts among different communities. Tiebout (1956) notes that decentralisation promotes
competition among the sub-national governments and thus enhances the chance that
governments will respond to local needs. As a result, countries are able to attain higher levels of
efficiency in the allocation of public resources.
Musgrave (1959) further states that decentralisation can enhance productive efficiency by promoting accountability, reducing corruption and improving cost recovery. First, by reducing
bureaucratic filters decentralisation minimizes the likelihood of conflicts between elected officials and civil servants. Second, hard budget constraints, usually set at the sub-national level,
compel local governments to minimize the costs of delivering public goods and to optimize on
cost recovery. Third, decentralisation motivates social cohesion, especially at the local level,
which in turn fosters cooperation that is critical in sustaining pressure against corruption. Fourth,

11

sub-national governments are better positioned to overcome information asymmetry and hence
tailor policies and service provision according to local preferences.
2.2.2 Empowerment

Thomas (1992:132), gives a brief definition of empowerment as a desired process by which

individuals, typically including the poorest of the poor, take control over their lives, thus
becoming agents of their own development. This is enhanced through training on promoting
development and working directly on projects designed and run collaboratively. For devolution
of power to be successful parties involved should be trained regularly in order to enhance
effective service provision.
While in Kenya, in spite of its elaborate devolution programme, still exhibits some central
government constraints on local decision making especially in areas of local taxation, including
the capping of local tax levels, thus affecting the resources available to support local
development initiatives these constraints have not extinguished the desire to development new
ways of involving people in the decisions that shape their lives at local level, and as Clarke and
Stewart (1992:9) observe empowerment is so much a theme of our tine that local authorities need
to develop strategies which increase public influence and control over the activities. In
reinforcing this view, the World Bank (1989:54-55), in a large-term perspective study carried out
in 1987, concluded this: many basic services are best managed at the local level even at the
village level- with the central agencies providing only technical advice and specialized inputs.
The aims should be to empower ordinary people to take charge of their lives, to make
communities more responsive for their development and to make governments listen to their
people.
By training/empowering the people throughout society to voice their concerns and take direct
action to achieve their ends, the trend is strongly in favour of more participatory politics, greater
accountability, and hence establishment of successful devolution.
2.2.3 Resources

Arguments favouring the devolution of resources to local levels of governance emphasize that
the enhanced decision-making power, authority and control over resources play a pivotal role
12

economic and social development (Cheema and Rondinelli, 2007). They contend that devolution
will result in increased citizen participation in local political processes where local governments
are perceived to have the capacity to make political and financial decisions affecting their
economic and social welfare (p.12). The improved allocation of resources is the most common
theoretical argument for decentralization (Azfar, Kahkonen, Lanyi, Meagher & Rutherford,
2004). By bringing government closer to local people, it is asserted that the government will be
better informed to local needs and preferences, resulting in increased accountability and
enhanced responsiveness of officials and government at the empowered local or regional level
(Oates, 1972, Brinkerhoff et al., 2007).
Land has been among the essential resources at the centre of inequality in Kenya. It is virtually
impossible to separate present inequalities in land ownership from the colonial land policies. The
land regime established by the colonialists' vested ultimate ownership and control of land in the
State. This was achieved through the 1902 and 1915 Crown Lands Ordinance in which Crown
Lands included almost all land in the territory. Indigenous occupants and users had no ownership
rights over land. Rather than reverse the property regime at independence, the post colonial
government simply renamed Crown Lands as Government Land. The powers previously enjoyed
by the governor were transferred to the Presidency. In effect, the Executive arm of the State
through the presidency and commissioner of lands has the exclusive power to make decisions on
the administration, disposal, and use of public land without reference to public representative
organs such as the National Assembly. Land rights activists argue that the state monopoly over
land undermines the democratic management of resources and violates the principle of
transparency in governance. In so doing it institutionalizes abuse of power and encourages
corruption. Administration of land under the Local Authorities has also been affected by the
same authoritarian and unaccountable management practices (Kenya Land Alliance -KLA,
2004a)
Political influences, abuse of power and mismanagement have thus played a big role in creating
inequality in land distribution in the country (Syagga, 2006). There have been situations where
contrary to the provisions of the law, land has been allocated by officers without the authority to
do so in particular the provincial administration and politicians. For the most part, Land has been
a resource to be dished out to politically correct people for personal enrichment. The irregular
allocation of land has not only created inequalities but interfered with protected lands with
13

ecological integrity, cultural relevance or strategic location (Syagga, 2006). Such lands include
forests and wetlands, such as the Mau Forest debacle the country is grappling with today. Illegal
allocations in urban areas have not only resulted in loss of public utility land such as playgrounds
and road reserves but to increased spread of informal settlements in which Kenyans live in
squalid conditions. Continued land policies in the country have done little to correct the
historical imbalances of the colonial land management system that neglected non-high potential
areas (Syagga, 2006).
It is for the afore-mentioned reasons that land rights activists have argued for the creation of an
independent body with constitutionally guaranteed powers to hold land in trust for Kenyans. This
would curtail the use of land for political patronage and rewards (KLA, 2004a; Syagga, 2006).
The proposed institution should provide for effective checks and balances within its structure in
the form of decentralised semi-autonomous and elected divisions at local levels (KLA, 2004a).
Among the principles to guide the allocation of financial resources in Kenya is equity, which as
noted above requires that equals be treated equally and unequals appropriately unequally the
only feasible approach to delivering the Bill of Rights (Sec 5.4). The same principle underlies the
CDF Acts allocation of its ring-fenced 3.5 per cent of national revenues. Yet, CDF shares 75 per
cent of its resources equally across the 210 constituencies, and only 25 per cent is distributed on
the basis of poverty incidence, resulting in an outcome that is grossly inequitable, given the wide
development disparities across the country.
It is important that Article 212s provision that county governments may borrow with a
government guarantee (with county assemblies approval) does not increase inequalities across
the counties. The traditionally wide revenue disparities across LAs are likely to be seen in the
comparative abilities of counties to generate own revenue, and in addition likely reflect their
relative prospects for servicing loans. Thus, the more developed counties which contribute the
most to GDP and have the higher potential for own tax revenues will likely be best placed to
borrow, further enhancing their capital base. Such concerns should also be factored into the
development of Article 203(2)s formula. Additional to this, Kenya is committing itself more
deeply into an East African Community in which it is the most developed partner.

14

2.2.4 Legislation
The first stage of the County implementation process comprises the development of policy and
legislation. This was done by the Taskforce on Devolved Government (TFDG) under the
Ministry of Local Government (MoLG). The TFDG was mandated to make recommendations on
necessary legislation and administrative procedures for a smooth transition to county
governments. The Taskforce prepared a policy report, a policy sessional paper and six devolution
Bills in 2011. Parliament has enacted several of these laws, including the Urban Areas and Cities
Act,2011, the Transition to Devolved Government Act, 2012 and the Intergovernmental
Relations Act, 2012 among others.
The assignment of responsibilities for public functions is tantamount to the distribution of
political power and is consequently important in every devolved system10.The Transition to
Devolved Government Act, 2012 establishes a framework for the transition to devolved
government in accordance with section fifteen(15) of the sixth schedule of the Constitution of
Kenya, 2010 (TISA, 2012).
Parliament also enacted the Intergovernmental Relations Act, 2012. The Act provides a
framework of consultations and cooperation between the national and county governments as
well as between county governments themselves. The Act also provides for the resolution of
intergovernmental disputes pursuant to Articles 6 and 189 of the Constitution.
There are few studies on legislation at the county levels, but are incorporated in political systems
of devolved governments.
There is no consensus on the perceived benefits of legally recognized self-government
(Belanger, 2008, Alcantara, 2008). There are also conflicting perspectives in the academic realm
regarding the desirability and potential consequences of devolution and political decentralization.
Arguments against decentralization fall into two categories, focusing either on national effects or
local effects (Azfar et al., 2004). At the national level, scholars have argued that the
establishment of sub-national (or sub-provincial/territorial) governments can lead to fiscal
deficits, as local government debts are reluctantly absorbed by the central government (Azfar et
al., 2004, Treisman, 2007). At the local level, rather than increasing democratic accountability, it
15

has been argued that local elites can benefit disproportionately from devolution, effectively
creating authoritarian enclaves in local settings (Diamond, 1999, Hutchcroft, 2001).
2.2.5 Systems
The powers and structures of devolution are provided in the ordinary law; they are more easily
amenable to modification or repeal than federal arrangements and herein lay one main distinction
between federalism and devolution. Federalism is the formal articulation of decentralized
governance within a nation's constitution (Barrett et al, 2007). The linkage between
decentralization and federalism stems from determining to what extent and the type of services
for which central authorities should transfer responsibility and resources to local levels in order
to most effectively serve the nation. Both the notion of federalism and decentralization are based
on the principle of subsidiarity which holds that a central authority should play a subsidiary role
performing only those tasks that cannot be effectively undertaken at a more local level. For
instance the economies of scale regarding the production of military and defence services favour
national provision and central governments are also better placed to correct inequalities in
resource endowments and capabilities across regions (Barrett et al, 2007). Another distinction
between devolution and federation is that in devolution the local unit remains linked to the
central government and other units in the political system through arrangements of mutual
support and reciprocity. Further, the centre always grants the autonomy (Oloo, 2006). As the
CKRC (2002a) elaborates, in a federal system the central and regional governments are not
subordinate to each other but coordinate.
In federalism therefore there are two distinct governments in a country, a central government and
a state government at the periphery or local level. The constitutional and legal sharing of power
between the two ensures overlap of functions is avoided. Usually each local unit is differentiated
from others through a common history, culture, economic organization and viability, politics and
linguistic characteristics. The local unit could be a country in its own right with capacity for selfreliance or could favour union status with others to reap an advantage of economies of scale
(Kibwana, 2002).
The basic characteristics that devolved governments should embody are firstly, that the local
units should have autonomy and independence from the centre. Secondly, the units ought to have
clear and legally recognized geographical boundaries over which to exercise authority and
16

perform public functions. Thirdly, they should be accorded corporate status and the power to
raise sufficient resources to carry out functions. Lastly, the local governments should be
perceived by the people as belonging to them. This means that in their provision of services, they
satisfy the needs and remain subject to the control, direction and influence of the locals (Oloo,
2006).
The Task Force on Devolution in Kenya (TFDK, 2011) recommended a limited role for the
Provincial Administration, possibly collecting taxes, supervising law and order, and promoting
statehood. Given its history, however, the Provincial Administration could only perform these
functions effectively after itself undergoing radical surgery to excise its current ethos. The
retraining of public servants already mooted at the Kenya Institute of Administration and related
government institutions would need to focus extensively on equipping such officers with the
capacity to deliver Articles 1 (Sovereignty of the people) and 10 (National values and principles
of governance), and Chapters 4 (Bill of Rights) and 6 (Leadership and Integrity). Local
Authorities (LA) are also consigned to the Sixth Schedule, where Article 18 mandates their
perpetuation, subject to subsequent legislation that must be enacted within five years (i.e., by
2015).
The degree of institutional transformation is perhaps nowhere greater than in Spain where a new
regional tier composed of 17 Autonomous Communities was established by the 1978
Constitution. Initially only the historical nationalities of Catalonia, the Basque Country, and
Galicia were expected to enjoy the highest degree of self-rule. However the remaining regions
have been closing the autonomy gap ever since (Sol- Vilanova 1990, 332). Transfers of
authority and competences to the regions have been followed by transfers of resources, resulting
in a rise in regional government expenditure from a mere 5% of GDP right after the first stages
of devolution in the early 1980s to more than 15% percent in 2001.
2.2.6 Training
Training is very necessary to both employees in the public sector and the locals. Local
government training and management is the level of democracy that is closest to the people and
allows local populace to actively participate in affairs which affect them directly.

17

The locals of the county should be trained on their democratic rights pertaining the public sector
services. County government can regulate matters that pertain to their local citizenry using their
own knowledge and local expertise. Reddy & Sabelo (1997:573-575) have identified five
ingredients which they describe as the hallmarks of classical representative county government
democracy training as practised in many countries. The first is popular consultative; the
implication here is that government requires the consent of the citizens whose rights it is bound
to respect and protect. The dignity of the individual is best manifested in the determination and
control of their own affairs. There must be a constant dialogue between the governors and the
governed at all times. Only then can peoples views and aspirations be ascertained and taken into
account in the policy-making process.
The second is popular participation, implying that individual full participation in making societal
choices and decisions is a natural outcome of the endowment of individual dignity because it
contributes to individual self development. Responsibility for the governing of ones own
conduct develops ones dignity. In particular, full individual participation within the local
government context contributes to the creation of community solidarity because everyone feels
involved in what is going on relative to their welfare. In this regard, on every issue, the views of
the majority should prevail. This popular participation may be achieved through meetings in
small and large communities, through prayers association, neighbourhood groups and other
social and political associations (Reddy & Sabelo, 1997:574).
The third is competition, whereby people with varying political views or ideological standpoints
must be allowed to articulate these views and canvass support for them on the platform of the
political party of their choice. Within the context of democracy therefore, elections are viewed as
an important vehicle for the free exchange of views in which the voter can make a choice. The
fourth is freedom of expression. According to Reddy &Sabelo (1997:575), another consequence
of the right to self- determination and popular participation is the necessity for freedom of
expression. Indeed there is no way to ascertain the popular will if the individual citizen is not
free to express his or her own opinion. The availability of wide- ranging views provides vital
information and assists in that popular control of government by creating a well informed
citizenry.

18

The fifth is equality. Equality before the law naturally extends to political equality, as all citizens
should have equal access to political power and influence in shaping policy. Ayoade Mni
(1992:11-12), states that in modern times the notion of equality has been expanded to include
equality of opportunity in many important aspects of life. In that respect, equality aims at
equality of opportunity in education, employment and social justice for the oppressed, neglected
and the disadvantaged. This expansion of the notion of equality is to ensure that each person has
an equal opportunity to develop his/her naturally endowed potential to maximum capacity.

2.3 Empirical Review

Empirical evidence on the impact of devolution depicts mixed results and in some cases it is
inconclusive. For example, a study of the federal state of India suggests that decentralisation
promotes government responsiveness in service delivery, especially if the media is very active at
the local level (Besley and Burgess, 2002). Another study of Italy indicates that devolution may
exacerbate regional disparities in public spending and economic outcomes (Calamai, 2009).
Azfar et al (2001) finds that local officials have limited authority to influence service delivery
while citizens' influence at the local level is hampered by limited information. As a result,
devolution does not achieve the desired effects of allocative efficiency.
Shackleton et al., (2002) suggest that arguments favouring devolution (specifically in relation to
natural resource management) typically amount to little more than rhetoric. We are cautioned
that general presumptions in favour of decentralization are hard to justify (Treisman, 2007,
p.246), as it is difficult to identify specific political conditions that will result in positive or
negative effects (Treisman). It has been further argued that political decentralization can result in
unfulfilled expectations and unanticipated problems (Grindle, 2007), and in some cases,
devolution of legal powers and administrative responsibilities to sub national units of
government has left some localities ill-prepared and unequipped to meet the demands placed
upon them in the complex intergovernmental system (McGuire et al, 1994, p.426).
When it comes to the economic factor, the key element devolution stands or falls upon is fiscal
decentralisation. How do the centre and the devolved units relate to each other when it comes to
money? This simple question belies the difficulty of resolving matters close to the heart of
19

devolved states - (i) who has the right to tax citizens and businesses? (ii) On what basis will
revenues generated be shared between the centre and the devolved units, and between the units
themselves? (iii) How does the national policy deal with regions and devolved units that generate
much more wealth than others? In other words, 'control over (Rao and Singh, 2006).

2.4 Critical Review of Major Issues

Despite the sound arguments for adopting a system of devolution, it is not without risks. If not
properly designed and implemented, devolution leads to the translation of central government
bureaucracies, inefficient utilization of resources and lack of accountability at the sub national
level (Barret et al, 2007).
Devolution may facilitate elite capture by local government and the persistence of anachronistic
institutions based on patron-client relations. If devolution rules and systems are poorly designed,
there is a risk that politicians at the local level could use resources at their disposal to perpetuate
themselves in power. They accomplish this by skewing allocations in favour of their kinsmen,
supporters, sycophants and all manner of political hangers-on to purchase political loyalty
(Barrett et al, 2007; Nasong'o, 2002). For instance, the legitimacy of the Constituency
Development Fund (CDF) has been compromised by the power vested upon the MP to
singlehandedly select members of the CDF Committee (CDFC).
Critics further argue that a centralized system of government suffers informational disadvantages
that negatively impact its capacity to provide an effective and balanced distribution of services
(Barret et al, 2007). This occurs predominantly where the distribution of resource endowments
within nations is heterogeneous. Additionally, where the needs, constraints and aspirations vary
across communities the central government is limited in its knowledge on the specific intricacies
of each region. The concept of rural development is grounded on the foregoing logic. Barkan and
Chege (1989), argue that rural development proceeds most rapidly where there exists a process
of consultation and bargaining between the rural groups and the state. In such a process the
macro-policy objectives of the state and the self-defined needs of rural residents are adjusted to
each other.

20

Critics (Imendi, 2009) further argue that devolution sets regions with poor resources, weak
market bases and capital towards further economic decline. Financial arrangements under the
Bomas draft specified that the national government would be responsible for collecting major
sources of revenue. The districts would then impose taxes or levies to be specified in an Act of
Parliament. From the afore-mentioned empirical study, it is evident that districts have an
inadequate revenue base to sustain themselves. In rural areas especially, there are few working
class citizens, hence fewer thriving businesses from which to levy taxes for income generation
and sustenance of recurrent expenses. As earlier observed with LAs, the high debt arrears they
face are the outcome of their inability to collect revenues due to them. They also lack competent
and reliable staff to effect and manage the collection. As an immediate solution, the councils
should diversify their sources of income generation and collect taxes they can competently
manage e.g. market gate charges. The national tax collector should deal with the more complex
taxes and levies.
Evidence from several countries indicates the devolving state powers to sub-national institutions
and entities, is done for different reasons and with different motivations. While one would expect
that the push for devolution would be after a carefully considered analysis of the pros and cons,
experience informs us that, more often than not, political and historical factors play a significant
part in the decision to devolve, and in the nature and type of devolution then set up. Theoretical
analysis of devolution proceeds from both ends. For example, in the analysis of fiscal
decentralisation undertaken by Oates, he emphasises that the 'basic issue is one of aligning
responsibilities and fiscal instruments with the proper levels of government'(Oates 1999). In an
analysis of Nigeria's system, Metz (1991) says that given the territorially delineated cleavages
abounding in Nigeria and the historical legacy of divisions among ethnic groups, regions, and
sections, the federal imperative was so fundamental that even military governments that were
characteristically Unitarian, hierarchical, and centralist, attached importance to the continuation
of a federal system of government (Metz 1991). Metz goes on to add that 'the federation began as
a Unitarian colonial state but disaggregated into three and later four regions. In 1967 the regions
were abrogated and twelve states created in their place. The number of states increased to
nineteen in 1976, and to twenty-one in 1987. In addition, in 1990 there were 449 local
government areas that had functioned as a third tier of government since the late 1980s'(Metz
1991). In the case of Papua New Guinea, At the time of independence in 1975, Papua New
21

Guinea embarked on a series of policies which, among other things, aimed to overcome two of
the legacies of the colonial experiences: the high degree of centralisation of political and
administrative power, and the great geographical inequality of wealth and distribution of
government services within the country. These policies were embodied in the creation of a
national planning system with mechanism of redressing spatial inequalities, and the creation of a
decentralised political system to provide a basis for wider participation in the political process
(Kulwaum, n.d).
2.5 Summary and gaps to be filled by the study
The adoption of the federal systems in Kenya through the enactment of a new constitution will
bring change in Kenyas system of governance. This governance is even being watched closely
after the recently concluded 2013 elections; that saw the election of five federal government
leaders. This has shifted attention to regional governments and everyone is watching. Previous
studies on Kenyas devolved governance were carried out when the country had a centralized
system of governance. This implies that there is quite limited information on her devolved
governance.
This study has critically looked at the various tiers of governments at the periphery level and its
effects on the public sector in Kenya. This has enriched the research bank on Kenyas devolved
governance, which is quite limited. As much as the findings of Musgrave (1959) have been
acknowledged, the study seeks to find more about the challenges that would hinder Musgraves
findings in federalism in Kenyan Contexts. Furthermore, most studies on federalism focus on
case studies. Case studies in Kenyas federalism are quite limited as the transition takes place.
The findings on the challenges on this study has thus brought into the picture clear paintings of
the challenges the Kenyan counties might be exposed to

22

2.6 Conceptual Framework

Figure 2.1: Conceptual Framework

(Independent variables)
(Dependent variable)

Resources
-Availability of natural resources
---_
-Mobilization of resources
locally
-Budget support by County govt
-Donations, grants and loans
Legislation
-Sound by-laws
-Short time to enact laws

Devolution of Public Sector

Services

Systems
-Clearly structured systems

Empowerment
-Staff initiates and implement
decisions
-Staff identifies projects and
suggests ways to implement
Training
-On job training programmes
-Continuous training to staff

Figure 2.1 above shows the conceptual framework of the study. It shows the relationship
between various factors that influence devolution and how they relate to devolution of public
sector services.

23

CHAPTER THREE

RESEARCH METHODOLOGY
3.1 Introduction
This chapter dwells on the research methodology used in the study. It entails a research design,
the study area, the target population and sample size, the procedure followed in the collection,
synthesis, and analysis of data, including details of where, when and how it was collected.
3.2 Study Design
Selltiz et. al. (1976:90) has defined a research design as the arrangement of conditions for the
collection and analysis of data in a manner that aims to combine relevance to the research
purpose with economy in procedure. It follows therefore that research designs differ depending
on the purpose of the research.
In this study, descriptive research design has been used. According to Cooper and Schindler
(2009), a descriptive study is concerned with finding out who, what, where and how of a
phenomenon without manipulating the subjects being studied in their environment. Descriptive
studies have not only been useful in determining the descriptive but also in determining the
relationships between variables during the study.
This study aims at collecting information from the residents and County Government officials
from Kericho County. Both primary and secondary sources of data have been used. Primary
sources of data include questionnaires and interviews. Secondary sources include journal articles,
Government reports, theses and dissertation, and books.
3.3 Target population
The population under this study constitute the entire political, technical and civic leadership of
Kericho County government who are residing within the bounds of the said county at the time
the study was be carried out. In total the county hosts a total of 391 staff in the categories of
public servants, elected members and those attached from the Transitional Authority. These are
distributed as:

24

Table 3.1 Target population

Categories

Population

Percentage

frequency
Urban Sub-county

150

38%

Ainamoi sub-county

117

29%

Bureti sub-county

54

13%

Londiani sub-county

26

6%

Kipkelion sub-county 24

6%

Elected members

30

8%

Total

391

100%

Employees

Source: Author, (2013)

3.4 Sample design
Mugenda & Mugenda (2003) recommends that a sample size of at least 10% of the target
population is convenient in a descriptive study. Kombo and Tromp (2005) add on by pointing out
that the sample population should have at least 30 respondents in order to have an accurate
analysis.
Determination of the sample was guided by the need to obtain a sample that is, as far as possible,
representative of the population as a whole. Since the target population involves individuals of
different cohorts, stratified random sampling was employed to select 84 respondents from the
categories of sub-counties. This sampling technique should be used when the population of
interest is not homogeneous; in this particular case the population of interest is composed of
various carders of employee groups, is above 10% of the target population and exceeds 30
elements.For the above target population of 391 a sample size of 20% will be taken. This is as
indicated in table 3.2 below.

25

Table 3.2 Sampling design

Employees

Population

Sample

Sample

frequency

ratio

size

Urban sub-county

150

0.2

30

Ainamoi sub-county

117

0.2

24

Bureti sub-county

54

0.2

11

Londiani sub-county

26

0.2

Kipkelion sub-county

24

0.2

30

0.2

15

Elected members

84

Total
Source: Author (2013)
3.5 Data Collection procedures/instruments

The study mainly employed primary sources of data collection as well as secondary sources.
The primary source is the research itself, which entail the use of interviews and questionnaires.
The secondary sources of data are existing literature mainly from government institutions.
3.6 Data Analysis
Data was analysed using both descriptive and inferential statistics. The means and standard
deviations were used to quantitatively describe the characteristics of the population and
variables. Multiple linear regression analysis was used to assess the relationship between the
independent variables and the dependent variable. The general model of this regression analysis
took the form:
= +1x1+2x2+3x3+4x4+i
Where: =Dependent variable: Devolution of public sector services
=Constant
26

1 - 4=coefficient of the independent variables

X1-X4= The independent variables
i= Error term
Data was captured on Microsoft Excel spreadsheet. It was then be cleaned, coded and analyzed
with Statistical Package for Social Science (SPSS). The findings were then presented in tables,
charts and graphs in relation to the topic of study.

27

CHAPTER FOUR

DATA ANALYSIS AND PRESENTATION OF RESULTS

4.0 Introduction
This chapter look at the results obtained from the field using the primary data collection
instrument. The results are presented in tables, bar graph and pie charts according to the
questions. The research also tried to fulfil all the objectives of the study.
4.1 General information
4.1.1 Respondents gender
The respondents gender sought to know and to understand the composition of employees in
terms of gender.
Table 4.1
Frequency

Valid

Percent

Valid Percent

Cumulative
Percent

Male

50

59.5

59.5

59.5

Female

34

40.5

40.5

100.0

Total

84

100.0

100.0

Figure 4.1

28

From the data obtained 59.5% of the respondents are male while 40.5% are female. This means
that the female gender is still lagging behind in elective posts as well as professional jobs within
the county.

4.1.2 Respondents age distribution

It was critical to know the age distribution of the employees in the county in order to determine
whether they are still productive or not.
Table 4.2
Frequency
24 years and below

Percent

Valid Percent

Cumulative
Percent

12

14.3

14.3

14.3

31-34

9.5

9.5

23.8

41-44

43

51.2

51.2

75.0

45-50

15

17.9

17.9

92.9

7.1

7.1

100.0

84

100.0

100.0

Valid
over 51
Total

Figure4.2

Majority of the respondents, 51.2% are of 41- 44 years with those above 51 years being the least
at 7.1%.This shows that they are of productive age and they are likely to work for the county for
29

long before retirement.9.5% are between at the age of 31-34 years, this implies that there are few
youths in employment posts in the county. Those at the age of 45-50 are at 17.9%, this implies
that the county have few employees heading towards retirement but still have some years to over
productive service as they train the newly employed since they have experience.

4.1.3 Respondents academic qualification

The level of education determines ones reasoning capacity and conceptual ability. This
contributes to an individuals ability to be more effective on their job. The level of education
therefore was sought to know whether the staff in the county are able to conceptualize when
delivering services to the people living in the county.
Table 4.3
Frequency

Percent

Valid Percent

Cumulative
Percent

Primary

7.1

7.1

7.1

Secondary

9.5

9.5

16.7

Certificate

10.7

10.7

27.4

31

36.9

36.9

64.3

24

28.6

28.6

92.9

7.1

7.1

100.0

84

100.0

100.0

Valid Diploma
bachelors degree
post graduate qualification
Total
Figure 4.3

30

It can be seen in table 4.3 above that a total of 72.6% the respondents and staff have academic
qualification above diploma level. Those with certificate level and below carry a small
percentage which is 27.4% of the respondents. This is an indicator that staff has adequate
academic qualification to implement devolution agenda.

4.1.4 Years of services

The years one has served in the office were important as it affect the kind of information
collected
Table 4.4
Frequenc
y

Percent

Valid
Percent

Cumulative
Percent

1-10 years

72

85.7

85.7

85.7

10-20 years

7.1

7.1

92.9

7.1

7.1

100.0

84

100.0

100.0

Valid over 30
years
Total

Figure 4.4

31

From table 4.4 above,it can be seen that 85.7% of the respondents have served for 10 years and
below.This is is mainly because devolution is a new system altogether.14.1% have served for 10
years and above meaning that some served previously in local government system.

4.2 Has activities been devolved

It was significant to find out whether the activities have been devolved to the county or not. This
assisted in the research on whether devolution has worked out.
Table 4.5
Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

10

11.9

11.9

11.9

SLIGHTLY

56

66.7

66.7

78.6

MODERATE

11

13.1

13.1

91.7

HIGH

4.8

4.8

96.4

VERY HIGH

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

32

79.8% of the respondents felt that activities have been devolved slightly or moderately.11.9%
felt that there is none which has been devolved .A very small percentage believed that
activities have highly or very highly devolved. This implies that residents are yet to reap and
feel the benefit of devolution as enshrined in the new constitution.

Figure 4.5

The respondents percentages at none which is 11.9% and at very high which is 3.6% imply
that some are not sure of the kind of activities to be devolved.

33

4.3 RESOURCES
4.3.1 Availability of natural resources
It was important to find out the availability of natural resources in the county. This helped in
knowing whether devolution has been successful since adequate resources help in the smooth
delivery of public services.
Table 4.6
Frequency

Percent

Valid Percent

Cumulative Percent

NONE

3.6

3.6

3.6

SLIGHTLY

8.3

8.3

11.9

MODERATE

9.5

9.5

21.4

HIGH

17

20.2

20.2

41.7

VERY HIGH

49

58.3

58.3

100.0

Total

84

100.0

100.0

Valid

Figure 4.6

A total of 78.5% felt that availability of resources in the county is very high and high. This
implies that the county is rich in resources hence there will be smooth delivery of services if
allocated well. There was a small verdict of a total of 11.9% of both none and slight resources
which imply that the county is well endowed with resources to effectively carry out the
devolution agenda.
34

4.3.2 Mobilization of resources

It was critical for the researcher to find out whether the resources can be mobilized from within
the county. This is because mobilization of resources from within the county leads to realising
the potential of the natural resources available in the county.
Table 4.7
Frequency

NONE

Percent

Valid Percent

Cumulative
Percent

10.7

10.7

10.7

SLIGHTLY

43

51.2

51.2

61.9

MODERATE

21

25.0

25.0

86.9

HIGH

9.5

9.5

96.4

VERY HIGH

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

Figure 4.7

It was established in table 4.7 that 61.9% of the respondents felt that the mobilisation of
resources are none and slightly which means that it does not fully realise the potential of the
natural resources available in the county.3.6% felt that mobilisation is very high which is a very

35

minimal percentage. The respondents who felt mobilisation is just high are 9.5%, which is still a
low percentage.

4.3.3 Budget support by central government

It was necessary to find out whether there is a budget support from the central government
or not since this is critical for the effective devolution.
Table 4.8
Frequency

NONE

Percent

Valid Percent

Cumulative
Percent

4.8

4.8

4.8

SLIGHTLY

16

19.0

19.0

23.8

MODERATE

53

63.1

63.1

86.9

HIGH

8.3

8.3

95.2

VERY HIGH

4.8

4.8

100.0

84

100.0

100.0

Valid

Total

36

Figure 4.8

It was established in table 4.8 and figure 4.8 above that 4.8% of the respondents gave a verdict
of none budget support by the central government, 19% felt that the budget support is slightly,
while 63.1% feel that the central government has given moderate support to the county in
devolving the services to the population .A total of 13.1% feel that the support by the central
government to budget is high and very high. This means that the government has not fully
given support to devolution of services.

37

4.3.4 Injection of resources by donors

It was important to find out whether there are resources from donors e.g. grants, loans, as

this can tell adequacy of resources in the county for the effective delivery of services to the
population. This is because injection of resources from donors shows a support for
devolution.
Table 4.9
Frequency

NONE

Percent

Valid Percent

Cumulative
Percent

9.5

9.5

9.5

SLIGHTLY

45

53.6

53.6

63.1

MODERATE

20

23.8

23.8

86.9

HIGH

9.5

9.5

96.4

VERY HIGH

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

Figure4.9

It was established in table 4.9 and figure 4.9 above that 9.5% of the respondents feel that there
are no injections at all, 53.6% feel that there is slight donations, 23.8% gave a verdict of

38

moderate injections by donors and a small number of 3.6% feel that the injections are very high.
This means that there is very little donor support to the county government.

4.3.5 Donations by profit organisations

It was significant to find out whether there were donations from profit organisations since this
really boost the efficiency of devolving services.
Table 4.10

Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

16

19.0

19.0

19.0

SLIGHTLY

48

57.1

57.1

76.2

MODERATE

10

11.9

11.9

88.1

HIGH

8.3

8.3

96.4

VERY HIGH

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

39

Figure4.10

The results produced in table 4.10 and figure 4.10 above indicate that 19% say there are no
donations, 57.1% feel that there is a slight donation, 11.9% feel that there is moderate
donations from profit organisations,8.3% feel that there is high donations and only 3.6% feel
that there is very high donations from profit organisations. This shows that profit
organisations have put some effort in supporting the county government.

40

4.3.6 County programmes are adequately funded

It was essential to find out whether the county programmes are adequately funded since
adequate funds is a sign that nothing will hamper the delivery of public sector services. If there
no funds delivery of public sector services will be very poor.

Table 4.11

Frequency

Valid

Percent

Valid Percent

Cumulative
Percent

STRONGLY
DISAGREE

34

40.5

40.5

40.5

DISAGREE

27

32.1

32.1

72.6

NEITHER

13

15.5

15.5

88.1

AGREE

8.3

8.3

96.4

STRONGLY AGREE

3.6

3.6

100.0

84

100.0

100.0

Total

41

Figure 4.11

The research findings from table 4.11 and figure 4.11 indicates that 40.5% strongly disagree
that county programmes are adequately funded, 32.1% disagree, 15.5% are not sure, 8.3% do
agree and a very small percentage of 3.6% strongly agree .This show that the county
programmes are not a adequately funded, something that will hamper the implementation of
devolution of public sector services in the county.

4.4 LEGISLATION
4.4.1 Government has enacted sound by laws for levying local taxes
It was very significant to find out whether there are sound by laws for levying local taxes in
the county government. This is because with sound by laws local taxes will be collected
efficiently hence increasing the countys income. Again with sound by laws shows that the
county is fully devolved and delivering public services efficiently.
Table 4.12
Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

46

54.8

54.8

54.8

SLIGHTLY

16

19.0

19.0

73.8

MODERATE

13

15.5

15.5

89.3

HIGH

8.3

8.3

97.6

VERY HIGH

2.4

2.4

100.0

84

100.0

100.0

Valid

Total

42

Figure4.12
The results produced from table 4.12 above, 54.8% of the respondents felt that there are no by
laws for levying taxes, 19% feel that there are slightly, 15.5% say that the bylaws are moderately
enacted, 8.3% gave a verdict that they are highly enacted and a small number of the respondents
of 2.4% felt the bylaws for levying taxes are very highly enacted. This means that very little has
been done in enacting bylaws for levying taxes.
4.4.2 Sound laws for traffic control
It was important to find out whether there are sound laws for traffic control. This isebecause
traffic control in the county shows that it delivering services to its population hence devolution
has been fully embraced.
Table 4.13

Frequency

Valid

Percent

Valid Percent

Cumulative
Percent

SLIGHTLY

12

14.3

14.3

14.3

MODERATE

17

20.2

20.2

34.5

HIGH

14

16.7

16.7

51.2

VERY HIGH

41

48.8

48.8

100.0

Total

84

100.0

100.0

43

Figure 4.13

It was established from table 4.13 and figure 4.13 that 16.7% returned a high opinion that
bylaws are there for traffic control, 48.8% returning an opinion of very high, 20.2% feels
that the enactment of traffic laws is moderate whereas 14.3% gave a verdict of slightly.
With a verdict of over 60 % returning a high or very high opinion it shows that traffic laws
enacted are adequate to oversee smooth operation of traffic in the county.
4.4.3 Sound laws for business licences
It was necessary to find out whether there are sound laws for business licences. This is
because a county is successfully delivering its services when it can control the businesses in
its territory and it also encourages investment.
Table 4.14

Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

12

14.3

14.3

14.3

SLIGHTLY

36

42.9

42.9

57.1

MODERATE

19

22.6

22.6

79.8

HIGH

13

15.5

15.5

95.2

4.8

4.8

100.0

84

100.0

100.0

Valid

VERY HIGH
Total

44

Figure 4.14

It was established from the research on table 4.14 and figure 4.14 above that the highest
percentage of the respondents which is 42.9% feel that bylaws controlling business have been
slightly enacted, 22.6% shows that there is moderate enactment,15.5% gave a response that they
are highly enacted, 4.8% felt that they are very highly enacted and those who have not felt any
laws for controlling businesses are 14.3%.This

implies that proper bylaws have not been

developed to encourage investment.

4.4.4 Sound by laws for town parking
It was essential to find out whether there are sound bylaws for town parking since proper parking
is a one way of delivering services to the population.

45

Table 4.15
Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

17

20.2

20.2

20.2

SLIGHTLY

20

23.8

23.8

44.0

MODERATE

35

41.7

41.7

85.7

HIGH

3.6

3.6

89.3

VERY HIGH

10.7

10.7

100.0

84

100.0

100.0

Valid

Total

Figure4.15

The research findings from table 4.15 and figure 4.15 reveal that 14.3% feels that the parking
laws have been enacted, 41.7% feel that the enactment is moderate, 23.8% feel that they are
slightly enacted whereas 20.2% say that no laws have enacted. This means that there could be
some laws enacted but not adequate solve issues of parking.

46

4.4.5 Sound by laws for environmental protection

It was critical find out whether there are laws for environmental protection because well
protected environment is conducive for investment and one way of effectively delivering
services to the population.

Table 4.16
Frequency

Valid

Percent

Valid Percent

Cumulative
Percent

STRONGLY
DISAGREE

21

25.0

25.0

25.0

DISAGREE

32

38.1

38.1

63.1

NEITHER

20

23.8

23.8

86.9

AGREE

2.4

2.4

89.3

STRONGLY AGREE

10.7

10.7

100.0

84

100.0

100.0

Total

Figure 4.16

47

The results produced from table 4.16 and figure 4.16 indicates that 10.7% strongly agree that
there exist sound bylaws for environmental protection, 2.4% agree that exist laws protecting
environment, 23.8% do not know whether there are laws or not, the highest rate of 38.1%
disagree that there are laws and 25% strongly disagree that there exist laws for environmental
protection. With a total of 63.1% disagreeing, which above half, this implies that county
government has not given adequate attention to environmental issues which then brings down the
delivery of services.
4.4.6 County assembly is fully operational
It was important to find out whether the legislating body is fully operational in the county. This
is because a fully operational county assembly makes it easy for bylaws to be passed which then
leads to efficient delivery of services.
Table 4.17

Frequency

STRONGLY DISAGREE
DISAGREE
NEITHER

Percent

Valid Percent

Cumulative
Percent

9.5

9.5

9.5

20

23.8

23.8

33.3

6.0

6.0

39.3

44

52.4

52.4

91.7

8.3

8.3

100.0

84

100.0

100.0

Valid
AGREE
STRONGLY AGREE
Total

Results from table 4.17 above indicate a high percentage, 52.4% of the respondents agree that the
county assembly is fully operational, 8.3% strongly agree bringing the percentage of those who
agree to be 60.4%. 23.8% disagree and 9.5% strongly disagree bringing the rate of those who
disagree to 32.3% which implies that there are some laws which are passed while some of the
respondents feel that the assembly is yet to be fully operational.

48

Figure 4.17

4.4.7 Take short time to enact laws

It was significant for the researcher to find out whether the county assembly takes short time to
enact laws. This is because taking short time means passing several laws within a short time
hence embracing faster implementation of devolution. Taking too long slows down the delivery
of services to the population within the territory of the county.
Table 4.18

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

19

22.6

22.6

22.6

DISAGREE

48

57.1

57.1

79.8

NEITHER

8.3

8.3

88.1

AGREE

8.3

8.3

96.4

STRONGLY AGREE

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

49

Figure4.18

4.5 SYSTEMS
4. 5.1 System linking the county with the central government
It was important to find out whether there was a clear system linking the county government with
the central government. This is because clear system is good for smooth devolution.
Table 4.19

Frequency

STRONGLY DISAGREE

Percent

Valid Percent

Cumulative
Percent

7.1

7.1

7.1

32

25.0

25.0

32.1

7.1

7.1

39.3

AGREE

21

38.1

38.1

77.4

STRONGLY AGREE

19

22.6

22.6

100.0

Total

84

100.0

100.0

DISAGREE
NEITHER
Valid

50

Figure 4.19

From table 4.19 and figure 4.19 it was established that 22.6% strongly agree that there is a
system linking county government with the national government, 38.1% agree. This brings the
total of those who agree to be 60.7%. 7.1% are not sure, 25.0% disagree and 7.1% strongly
disagree .About 32.1% disagree meaning that even though there could be system in place, they
are not adequate to fully link the county government with the national government.
4.5.2 System channelling resources to all sub counties
It was essential to find out whether systems channelling resources to all sub counties are in place.
This was sought because clear system for channelling resources shows that there successful
delivery of services.
Table 4.20
Frequency

STRONGLY DISAGREE

Percent

Valid Percent

Cumulative
Percent

6.0

6.0

6.0

DISAGREE

27

32.1

32.1

38.1

NEITHER

40

47.6

47.6

85.7

AGREE

8.3

8.3

94.0

STRONGLY AGREE

6.0

6.0

100.0

84

100.0

100.0

Valid

Total

51

Figure 4.20

It was established from the table that 47% returned a neither response. 38.1% gave a verdict of
strongly disagree and disagree. The distribution of responses is such that it is impossible to
conclusively say as to whether there is a good system in place or not. Majority of the respondents
either did not understand ways of channelling resources or the system is poor. A small figure of
6% strongly agrees and 8.3% agree that there are systems for channelling resources.

52

4.5.3 System for posting staff

It was critical to find out whether there is system for posting staff since this will show a well
functioning devolved government.
Table 4.2

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

27

32.1

32.1

32.1

DISAGREE

36

42.9

42.9

75.0

NEITHER

7.1

7.1

82.1

AGREE

10.7

10.7

92.9

STRONGLY AGREE

7.1

7.1

100.0

84

100.0

100.0

Valid

Total

Figure 4.21

32.1% of the respondents strongly disagree while 42.9% disagree that there is a good system for
posting of staff in the county. 7.1% are not sure whether there is system for posting staff or not,
10.7% agree and 7.1%.This implies that the population is not happy with the current system and
therefore need to be reformed to get a clear one.
53

4.5.4 System for delivery of services

It was necessary to find out whether there is a clear system for the delivery of services. This was
sought because clear system of delivering services shows the population receive services
comfortably.
Table 4.22

Frequency

Valid

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

39

46.4

46.4

46.4

DISAGREE

22

26.2

26.2

72.6

NEITHER

14

16.7

16.7

89.3

10.7

10.7

100.0

84

100.0

100.0

AGREE
Total

Figure 4.22

54

The research findings on table 4.22 and figure 4.22 above reveal that 46.4% strongly disagree,
26.2% disagree, 10.7% agree and none of the respondents strongly agree that there systems for
delivery of services.16.7% are not sure. On this majority of the respondents returned an
overwhelming verdict at 72% of either strongly disagree and disagree that there is a good system
for delivery of services. This implies service delivery is yet to meet the expectation of the
respondents.

4.5.5 System for procurement of all needed resources

It was necessary to find out whether there exists system for procurement of all needed resources.
This is because clear system of procurement of resources makes it easy to deliver services.
Table 4.23

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

34

40.5

40.5

40.5

DISAGREE

33

39.3

39.3

79.8

6.0

6.0

85.7

10

11.9

11.9

97.6

2.4

2.4

100.0

84

100.0

100.0

NEITHER
Valid
AGREE
STRONGLY AGREE
Total

55

Figure4.23

40.5% and 39.3% felt that that procurement system in the county is not yet effectively
operational. Only 2.4% and 11.9% of the respondents agree that there is good procurement
system. This means that the procurement system needed to be aligned so as to meet the
population expectations.

4.5.6 System connecting the county with the population

It was necessary to find out whether there is a clear system connecting the county with the
population because clear systems connecting population with the county means good delivery of
services.
Table 4.24

Valid

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY
DISAGREE

37

44.0

44.0

44.0

DISAGREE

25

29.8

29.8

73.8

NEITHER

11

13.1

13.1

86.9

AGREE

4.8

4.8

91.7

STRONGLY AGREE

8.3

8.3

100.0

Total

84

100.0

100.0

56

Figure 4.24

It was established from table 4.24 and figure 4.24 that a higher population of 44% of the
respondents strongly disagree and 29.8% disagree that there is a good system connecting the
county government with the population. 13.1%returned a verdict of neither.4.8% agree that there
is a system and 8.3% strongly agree that there is a system connecting the county with the
population. This implies that there exists a gap or a disconnection between the population and the
county government.

57

4.6 TRAINING
4.6.1 Training has been initiated
It was necessary to find out whether training has been initiated. This is because training is a very
crucial tool in delivering public sector services.
Table 4.25

Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

42

50.0

50.0

50.0

SLIGHTLY

29

34.5

34.5

84.5

MODERATE

10.7

10.7

95.2

HIGH

2.4

2.4

97.6

VERY HIGH

2.4

2.4

100.0

84

100.0

100.0

Valid

Total

Figure 4.25

58

The results on table 4.25 and figure 4.25 shows that 50% felt that no meaningful training has
been initiated to equip staff with the relevant skills necessary to implement devolution agenda.
34.5% of the respondents returned slightly opinion on the issue of training.10.7 % felt that there
is a moderate training, 2.4% was the percentage for both high and very high verdicts. This means
that the training is partially initiated.

4.6.2 Staff sponsored for relevant training

It was critical to find out whether staffs are sponsored for relevant training. This was sought
because relevant training equips the staff with relevant knowledge to deliver services efficiently.
Table 4.26

Frequency

Percent

Valid Percent

Cumulative
Percent

NONE

21

25.0

25.0

25.0

SLIGHTLY

44

52.4

52.4

77.4

MODERATE

13

15.5

15.5

92.9

HIGH

3.6

3.6

96.4

VERY HIGH

3.6

3.6

100.0

84

100.0

100.0

Valid

Total

59

Figure 4.26

Results from table 4.26 and figure 4.26 reveal that there has been no significant sponsorship for
staff training as shown by the research. Only 3.6% of the respondents feel that training is highly
sponsored, 3.6% felt that sponsoring staff to training is very high.25% say there is no
sponsorship, 52.4% feel there is slightly form of sponsorship and 15.5% feel that there has been
moderate form of sponsorship for training.

4.6.3 There is on job training

It was critical to find out whether on job training is there since it helps staff build the know how
in delivering services.

Figure 4.27

60

Table 4.27

Frequency

NONE

Percent

Valid Percent

Cumulative
Percent

7.1

7.1

7.1

SLIGHTLY

33

39.3

39.3

46.4

MODERATE

33

39.3

39.3

85.7

HIGH

6.0

6.0

91.7

VERY HIGH

8.3

8.3

100.0

84

100.0

100.0

Valid

Total

Results produced on table 4.27 and figure 4.27 indicates that 39.3% of the respondents feel that
there has been slight on job training initiated in the county with another similar 39.3 % giving a
moderate verdict. 6% feel the on job training is high, 8.3% feel that it very high. This indicates
that the county government is not equipped in manpower development which is necessary to
carry out its functions effectively.

4.7 EMPOWERMENT
4.7.1 Staffs are allowed to initiate and implement programmes
It was significant to find out whether staffs do initiate and implement programmes in the county.
This is sought because allowing the staffs to do so means empowering them to deliver services as
independent county officers, hence implementing devolution agenda.

61

Table 4.28
Frequency

STRONGLY DISAGREE

Percent

Valid Percent

Cumulative
Percent

10.7

10.7

10.7

18

21.4

21.4

32.1

8.3

8.3

40.5

AGREE

38

45.2

45.2

85.7

STRONGLY AGREE

12

14.3

14.3

100.0

Total

84

100.0

100.0

DISAGREE
NEITHER
Valid

Figure 2.28

The results obtained from table 4.28 and figure 4.28 reveals that the staffs have been allowed to initiate and
implement projects.14.3% of the respondents strongly agrees that staff have enough freedom to initiate
projects.45.2% just agree, 8.3% are not sure whether they are allowed or not, 21.4% disagree and 10.7%
strongly disagree that staff are allowed to initiate and implement projects.

62

4.7.2 Staff appointed to committees and their contributions acknowledged

It was significant to find out whether the staffs are appointed to committees and their
contributions acknowledged. This is because appointing staff to committees and acknowledging
their contributions is actually empowering them to deliver services.
Table 4.29

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

21

25.0

25.0

25.0

DISAGREE

37

44.0

44.0

69.0

NEITHER

9.5

9.5

78.6

AGREE

10.7

10.7

89.3

STRONGLY AGREE

10.7

10.7

100.0

84

100.0

100.0

Valid

Total

Figure 4.29

63

It was established that 25% of the respondents strongly disagree, 44% disagree that the staffs are
appointed to committees and their contributions acknowledged.10.7% strongly agree, 10.7%
agree that staffs are appointed to committees and their contributions acknowledged. 9.5% neither
agree nor disagree meaning that they are not sure or not aware of such appointments. This
implies that there is little empowerment of staff in the county.

4.7.3 Staff identifies and implements projects

It was important to find out whether staff can identify and implement. The ability of staff to
identify projects and implement is a show that devolution agenda is being implemented.
Table 4.30

Frequency

Percent

Valid Percent

Cumulative
Percent

STRONGLY DISAGREE

20

23.8

23.8

23.8

DISAGREE

40

47.6

47.6

71.4

4.8

4.8

76.2

18

21.4

21.4

97.6

2.4

2.4

100.0

84

100.0

100.0

NEITHER
Valid
AGREE
STRONGLY AGREE
Total

64

Figure 4.30

The research findings according to table 4.30 and figure 4.30 reveal that those who strongly
disagree are 23.4% and those who just disagree are 47.6%. 21.4% agree and only 2.4% strongly
agree. This implies that it is still very rare for the county staff to implement projects which they
might have identified. This research proves that there is still a challenge in empowerment of
staff. It also reveals that 4.8% are not sure or not aware about any implementation.

Table 4.31 Model summary

Model

.317a

R
Adjusted Std. Error
Change Statistics
Square R Square
of the
F
df1
df2
Estimate R Square
Change Change
.101

.005

.849

.101

65

1.049

Sig. F
Change
75

.408

Table4.32: ANOVAs

Model

Sum of Squares
Regression

df

Mean Square

6.054

.757

Residual

54.089

75

.721

Total

60.143

83

F
1.049

Sig.
.408b

The significance value is 0.408 which is more than 0.05 thus the model was statistically
insignificant in predicting the relationship between resource allocation, training and devolution.
The F critical at 5% level of significance was 4.26. Since F calculated (1.049) is smaller than the
F critical value (4.26), this shows that the overall model was insignificant. Therefore from this
research, its clear that the successful implementation of devolution can not only be attributed to
factors under this study but also other factors outside the scope of this study.

66

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMENDATIONS

5.0 Introduction
This chapter gives the summary of the research and recommendations that can be put in place to
improve service delivery to the population living in the county.
5.1 Summary of findings
There are quite a number of challenges facing the county government of Kericho as has been
revealed by this research. Funding is still a major issue as both the central government and other
donor agencies have only provided the bare minimum of the resources to kick start the
development agenda of the county. 63% of the respondents felt that the government has only
given moderate funding to the counting while another 51% felt that local resources has not been
adequately mobilised to ensure successful implementation of the devolution agenda. This is
despite the availability of natural resources within the county that can be tapped to speed up
development in the region.
Laws to facilitate smooth operation of the county in such areas as revenue collection, traffic
laws, parking laws and more so environmental laws are yet to be properly enacted to promote
investment and business in the region. 63% felt that environmental laws have not been properly
enacted. Another 80% agreed that county assembly takes unnecessarily long to enact laws that
can allow smooth operation of the county government. Where such laws are being enacted it
takes long for the county assembly to finish the long process that is required.
The link between the population and the county government is not well developed. There seems
to be a disconnection of the resident and the government functions as very few people
understand the operation of the county government structure. 74% of the respondents felt that the
system in place for channelling and linking the population with the county government as well as
that between the county and national government at the top is not well developed to facilitate
smooth operation and coordination of government functions.

67

Training programme in the county to equip the staff with the necessary knowledge to carry out
their mandate is lacking. 84% of the respondents said no meaningful training has been offered to
the employees to enable them acquire skills that is required foe devolution to succeed. On job
training has been offered only at minimum level despite the presence of many qualified colleges
and experts within the county. Sponsorship for staff to gain relevant knowledge is needed to spur
development in the region. Only 20% of the respondents felt that there has been some form of
sponsorship to various training institutions. This could be attributed to lack of enough funding
that has even hampered delivery of services to the residents.
Empowerment of county staff is very critical as it encourages innovation and creativity apart
from motivating the individual worker to help realise the organisation objectives. 71% of the
respondents felt that the staffs have not been involved adequately in decision making by the
county government. Very few have been included in key committees within the county. This has
led to low morale among the workers thereby affecting service delivery.
5.2 conclusions
On training the research established that for successful implementation of devolution agenda
training of staff, either on job training or sponsorship to various training institutions is
paramount. Devolution comes with a lot of challenges which can only be dealt with effectively if
capacity building is enhanced. Therefore the Kericho county government must put up measures
that promote manpower development if the county is to achieve vision 2030.
On allocation of resources, the research established that unless there is adequate funding either
by the county government through mobilisation of local resources, donor support or funding
from the central government, devolution will remain a pipe dream for many years to come. The
support from the donor community through sensitization of investment opportunities available
within the county should be encouraged. It is clear from this research that availability of
resources determines to greater extent the implementation of the devolution agenda.
On empowerment this research found out that implementation of devolution largely depends on
the level of empowerment given to the leaders, residents as well as the county staff. Involvement
of the residents in key decision making enhances good working relations and trust between the

68

county government and the general population. Empowerment therefore directly determines how
successful a county government is.
On legislation this research established that counties have not enacted laws and where they have
done the process takes too long to be completed. No government can carry out its functions
effectively without proper laws in place to govern its operations. Enactment of traffic, business
and general laws is key to devolution of public sector services in the counties.
On systems that links the population with the county government, the data obtained shows
existence of a poor system and structure that cannot effectively realise the county goals. The
structures in place as currently constituted provide no room for involvement of ordinary citizens
in determining or participating in the running of government affairs.
5.3 Recommendations
The county government should enact laws that would promote mobilisation of local resources
and revenue collection to boost its income so as to meet the expectation of the people. Also the
county assembly should expedite the time it takes to develop necessary legislation so as to
encourage investment.
For any organisation to succeed, training of staff is a key requirement. The county government
should have a training policy and a budget to facilitate training of staff in order to equip them
with the relevant knowledge to effectively offer services to the population.
Relation with donors should be improved to encourage any investment in the region. External
donors could help in such areas as capacity building and direct foreign investment. The county
key resource areas should be clearly identified in the strategic plan of the county to make it easy
for potential investors to bring investment to the county.
Employment laws and policies should clearly be defined to make the electorate have confidence
with the county authorities. Equal opportunities should be given to all residents regardless of
gender and religion but purely on merit.

69

5.4 Room for further research

The objective of the study was to assess the challenges facing delivery of public sector
services at the county level. Further study should be carried out to investigate other
challenges outside the scope of this study that could be affecting delivery services in the
counties in Kenya.
It could also be important to find out the role of elected leaders in promoting devolution of
public sector services. This is because its the elected leaders who actually run and develop
the policy to be followed in achieving the vision of the county. There role can therefore not
be wished away.

70

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APPENDIX I: QUESTIONNAIRE
I would be glad if you could take a few minutes to complete the questionnaire.
All information collected here is strictly for the purpose of analysis. No information
Questionnaire about devolution of public sector services in Kenya.
Dear participants,
I would like to take this opportunity to thank you for agreeing to participate in this survey. You
will find a few questions included in this survey questionnaire and of any individual will be
disclosed in any form.

SECTION A: GENERAL
1) (a)Gender : Male (

) Female ( )

(b)Your age bracket (tick where applicable)

24 yrs & below (
25-30yrs (

31-34 yrs (

35-40 yrs (

41-44 yrs (

45-50 yrs (

Over 51 yrs (

2) What is your highest education level? (Tick as applicable)

Primary (

Secondary (

Certificate (

Diploma (

Bachelors` degree (

)
75

Others (specify).....................................................................
3) Years of service / working period (Tick as applicable)
Less than one year (

1-10 yrs

10-20 yrs

20-30 yrs

Over 30 yrs

SECTION B: DEVOLUTION
5) Following the recent changes provided by the new constitution, some activities must be
devolved from central government to the counties. In relation to this county have the activities
been devolved? (Tick as appropriate)

None

Slightly

Moderate

High

Very High

76

SECTION: C. RESOURCES
6)
ITEM

SCALE
None Slightly Moderate High Very high

a) Availability of natural resources

b) Mobilization of resources locally
c) Provision of resources for budget supporting
by central government.
d) Injection of resources by donors e.g. grants,
loans.
e) Donations by profit organisations in the
country.

In general the county programmes are adequately funded (Tick where applicable)
Strongly
disagree

Disagree

Neither

Agree

77

Strongly Agree

SECTION: D LEGISLATION.
7) In this county, the government has enacted sound by-laws for:

ITEM

SCALE
None Slightly Moderate High Very high

a) Levying local taxes

b) Traffic control
c) Business licences
d) Town parking
e) Environmental protection

In general,

ITEM

SCALE
Strongly Disagree Neither Agree Strongly
disagree

a) The county assembly is fully operational

b) Take short time to enact laws

78

agree

SECTION E: SYSTEMS.
8) There is a clearly structured system in this county for:
ITEM

SCALE
SD

SA

a) Linking the county with the national

government.
b) Channelling resources to all sub counties
c) Posting staff
d) Delivering services
e)Procurement of needed resources for all the
sub counties
f) Connecting the county government with the
members of the county population

SECTION F: TRAINING
9) The county government has:
ITEM

SCALE
None Slightly Moderate High Very high

a)Initiated training exercise

b) Occasionally sponsored staff for relevant
training programmes
c) Offered on the job training on a continuous
basis

79

SECTION G: EMPOWERMENT

ITEM

SCALE
SD

10) The members of staff in the county are

given room to initiate and implement
decisions.
11) County staff are appointed to committees
and their contributions acknowledged
12) County staff identifies projects and suggest
ways to implement

80

SA