Kenya's Vision 2030 is a long-term development strategy for the country. The ultimate goal and mandate for all pillars of governance to adhere too. The bible for every man, woman and child, who call this nation its home. The aim of is to create "A globally competitive and prosperous country with a high quality of life by the year 2030, transforming Kenya into a newly-industrializing middle-income country, providing a high quality of life to all its citizens in all its citizens in a clean and secure environment" (Kenya Vision 2030) Implementation of the vision will be through medium-term plans of five year cycles. The vehicle the Government has chosen is Results Based Management. Results-Based Management (RBM) was introduced in Kenya in 2003 by the NARC Government. Several initiatives have been undertaken to institutionalize RBM in all MDAs. Due to this, there is a tremendous paradigm shift from processes to results. However, the systems in place have not only no clear guidelines of engaging stakeholders but also M&E systems in place measure only the outcomes and not how these outcomes were achieved. Thus making reporting ‘Results for Kenyans’ a tedious exercise. This study examined the impact of stakeholder engagement and the effectiveness of monitoring and evaluating in the achievement of Vision 2030. The study was conducted at the Public Service Transformation Department (PSTD). Stratified sampling was used to draw a sample of 30 government officers, and four key informants based on their departments and accountabilities. Both quantitative and qualitative data was collected using structured questionnaires, interview guides and direct observation. Quantitative data was then analyzed using SPSS and presented by way of frequency distribution tables, percentages, graphs, and models. Qualitative data was collated and presented in narrative form. The study found out there is similarities in both M&E and Stakeholder Engagement in there are systems in place. Both have established systems at the National level, (NIMES) for M&E and Public Private Partnerships there was none at the institutional level. Many of indicators for M&E are set at the top and imposed on the operational staff. Key informant interviews revealed that the existing system was not sustainable and would be an ideal point for entry of distortion and strategy dysfunction. Stakeholder Engagement has no policy or legislative framework to work from thus making the exercise look like a publicity stunt whenever Government seeks a consultative process especially when it comes to the ordinary "Mwananchi" (Swahili word for citizens/people). The study has established an urgent need to develop an institutional M&E system for tracking, measuring, evaluating and reporting the progress of results for Kenyans, a framework and policy to be created to encompass all manner of stakeholder engagement not only engagement with the private sector. This would make it easier on both the Institution that houses reform (PSTD) and the Central Government not only to gage how far or how near the country is attaining its ultimate goal of Vision 2030 but also reporting back and engagement with its stakeholders will be much easier, less tedious it would became "business as usual" thus creating accountability and transparency resulting in winning the war on Corruption.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:nmmu/vital:9059 |
| Date | January 2010 |
| Creators | Ondego, Rinah Talu |
| Publisher | Nelson Mandela Metropolitan University, Faculty of Business and Economic Sciences |
| Source Sets | South African National ETD Portal |
| Language | English |
| Detected Language | English |
| Type | Thesis, Masters, MA |
| Format | ix, 59 pages, pdf |
| Rights | Nelson Mandela Metropolitan University |
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