[{"bbox": [97, 152, 1104, 207], "category": "Text", "text": "Kenyan female voters do not vote for women candidates. At the same time, female voter intimidation, notably through GBV, remains a challenge to women's political participation."}, {"bbox": [97, 219, 224, 243], "category": "Section-header", "text": "**Constraints:**"}, {"bbox": [97, 269, 1136, 404], "category": "Text", "text": "**Counties are not preparing performance management plans and reports.** While the county executive is required to design performance management plans to be submitted to County Assemblies annually as the framework for evaluating performance of the county public service and implementation of public policies, there is no evidence of existence of the plans among the 47 counties since 2013. Similarly, County Assemblies have not pursued this matter with the County Executives."}, {"bbox": [97, 427, 1136, 641], "category": "Text", "text": "**Lack of clear linkages in Public Expenditure Management (PEM) processes.** The PEM processes provide means of assessing implementation of policies, plans, and budgets and the impact of service delivery. As reported by independent oversight agencies, there is persistent lack of linkages in county governments planning, budgeting and budget execution processes. This manifest in implementation of unplanned projects and programmes resulting in pending bills, wasteful expenditure, corruption, and unfulfilled citizens' needs. Connected to this, county governments have not established long-term planning frameworks to inform medium-term plans and Medium-Term Expenditure Frameworks (MTEF) budgeting processes. On budget execution, it is also reported that county governments are not preparing quarterly financial and non-financial reports."}, {"bbox": [97, 665, 1136, 906], "category": "Text", "text": "**Weak technical capacities at county assemblies.** Constitutionally, County Assemblies are responsible for holding the executive to account through their oversight role. Technical staff that support Members of County Assemblies (MCAs) are expected to prepare synthesised reports along the PEM processes to facilitate informed approval of plans and budgets and oversight of budget implementation and service delivery. However, lack of adequate technical capacities among the technical staff hinders effective performance of these important roles. The assemblies also lack tools and guidelines to execute their roles. The tools and guidelines are necessary to ensure consistent and standardised approach to approval and oversight of PEM processes. Because performance management assesses service delivery through implementation of plans and budgets by the public service, inability of the county assemblies to appreciate the PEM processes affects effective performance management."}, {"bbox": [97, 928, 1136, 1142], "category": "Text", "text": "**Performance management not institutionalised at county level.** County Public Service Boards (CPSBs) are responsible for the public service at county level. Among other functions, the CPSBs are responsible for ensuring implementation and monitoring of the national performance management system in their respective counties. Despite these provisions, the CPSBs have not demonstrated this role manifesting as uncoordinated or lack of performance management systems at county level and the public service is not held to account on service delivery. Connected to this, the County Governments Act also requires establishment of County Assembly Service Boards (CASBs). There is no evidence that the CASBs have implemented performance management systems at the assemblies to hold the public service to account in performance of their roles."}, {"bbox": [97, 1152, 1136, 1416], "category": "Text", "text": "**Inadequate technical capacity of County Public Service (executive and assembly) on OSR processes.** County Executive are responsible for establishing structures necessary for the collection and administration of OSR while County Assemblies are responsible for enacting the OSR laws, the County Finance Bills, and providing oversight on revenue reports. Inadequate capacity impacts these functions. CRA has developed OSR training guidelines and there is need to support effective dissemination and further develop a curriculum that targets both county executive and assemblies. Design of the curriculum will ensure that the executive and the assembly will undergo mandatory continuous training on OSR processes for sustainability. To address inadequacy in County OSR policy and regulatory framework, CRA developed the County Revenue Legislation Handbook. This was intended to help Counties customise their OSR legislation, however, uptake of the Model Laws has been minimal across the 47 Counties."}, {"bbox": [97, 1430, 1136, 1511], "category": "Text", "text": "**Counties are using outdated valuation rolls as basis for collecting property rates.** Defunct local authorities established the valuation rolls, some as old as two decades, thus impacting the amount of property rates counties are collecting based on the old valuations that do not reflect the present market values."}, {"bbox": [97, 1523, 1136, 1631], "category": "Text", "text": "**Operationalisation of Equalisation Fund.** Despite significant legislative reforms to operationalise the Fund, there has been low impact in addressing gaps faced by marginalised areas. For instance, as reported in the first Stakeholder Engagement workshop in December 2022, CRA and the Board identified inadequacies in the guidelines used for identifying projects to be funded."}, {"bbox": [1038, 1681, 1144, 1706], "category": "Page-footer", "text": "Page 7 of 24"}]