Challenges of Implementing Devolution and Planning Objectives by the Ministry of Devolution and Planning in Kenya

Abstract

The study sought to determine the challenges of implementing devolution and planning objectives by the Ministry of Planning and Devolution in Kenya. The research design for this study was a case study. The study used primary data which was collected using an interview guide. The interview guide contained three sections: part A contained questions on general information about the ministry, section B contained questions on strategy implementation process and section C contained questions on challenges of strategy implementation in the ministry of devolution and planning. A face to face interview was conducted with four respondents: two principal secretaries and their deputies. These respondents were deemed as key informants of the study because they were highly involved in the implementation of strategies in the ministry of devolution and planning and at the County governments. The data obtained from the interview guide was analyzed qualitatively using content analysis. The study further revealed that the ministry had developed mechanisms and strategy in achieving organizational objectives. The respondents indicated that the Ministry had made efforts in mobilizing resources from the government and its international development partners as well as the savings realized through better management of available resources. The study found that top management interest and support was significant in achieving of the objectives of the Strategic Plan. The study further concluded that the respondents interviewed concurred that there was weak collaboration and inadequate teamwork between the management and the employees. This study recommends the ministry should strengthen its human resources management and development through formulating and reviewing human resource policies and develop systems for efficient management and development of staff. This is achieved through developing and providing policy guideline for effective payroll management. The study recommends that the ministry should work in transforming quality and efficiency of public service delivery process reengineering by establishing one stop Huduma Centres in 47 counties to provide integrated public services. The study suggests that it would be interesting to carry out further in another ministry that is similar to the ministry of planning and devolution in terms of size and areas of intervention. Findings can then be compared to assess if there are any commonalities or unique factors. The study was limited to an in depth case study of the ministry of planning and devolution therefore, these findings are unique to this ministry and therefore cannot therefore be generalized to be a representation of all government ministries in Kenya