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Q&A
(a) FIVE Functions of the Intergovernmental Relations Technical Committee (IGRTC) in Kenya
(5 marks – 1 mark each)
1.
Facilitating Intergovernmental Relations
IGRTC promotes consultation and cooperation between the national and county
governments in the execution of their functions.
2.
Resolving Intergovernmental Disputes
It assists in the resolution of disputes that may arise between the two levels
of government or between counties.
3.
Conducting Research and Analysis
The committee conducts studies on intergovernmental relations and provides
recommendations to improve collaboration and service delivery.
4.
Harmonizing Transfer of Functions
It facilitates and oversees the transfer of functions, powers, and resources
between national and county governments in line with the Constitution.
5.
Capacity Building and Technical Support
IGRTC provides technical support and capacity building to governments to
strengthen intergovernmental relations and ensure smooth service delivery.
(b) FIVE Contributions of Research to Public Policy Development and Innovation
(5 marks – 1 mark each)
1.
Evidence-Based Decision Making
Research provides empirical data that helps policymakers make informed and
rational decisions.
2.
Problem Identification and Analysis
It helps identify root causes of public issues and offers insights into
possible solutions.
3.
Policy Design and Evaluation
Research informs the design, testing, and evaluation of policy alternatives to
determine what works best.
4.
Innovation and Improvement
It fosters innovation by introducing new ideas, technologies, or approaches
that improve policy outcomes.
5.
Monitoring Trends and Impact
Research tracks social, economic, and political trends, allowing for adaptive
and responsive policymaking.
(c) FIVE Approaches to Enhancing Public Confidence in Fiscal Transparency and Accountability
(5 marks – 1 mark each)
1.
Open Budgeting Processes
Publishing budget proposals, allocations, and expenditure reports promotes
transparency.
2.
Independent Audit and Oversight
Ensuring external audits and empowering oversight bodies like the
Auditor-General to report publicly.
3.
Public Participation
Engaging citizens in budget-making and fiscal oversight increases trust and
accountability.
4.
Real-Time Financial Reporting Systems
Using ICT tools such as Integrated Financial Management Information Systems
(IFMIS) improves accuracy and accessibility.
5.
Enforcement of Anti-Corruption Laws
Taking strict action against misuse of public funds enhances confidence in
government financial management.
(d) FIVE Components of a Strong Monitoring and Evaluation (M&E) System for Effective Policy Implementation in the Public Sector
(5 marks – 1 mark each)
1.
Clear Objectives and Indicators
Well-defined goals and measurable indicators help track progress and outcomes
effectively.
2.
Data Collection and Management Tools
Robust mechanisms for collecting, storing, and analyzing data ensure
evidence-based evaluation.
3.
Stakeholder Engagement
Involving relevant stakeholders ensures inclusivity, ownership, and credibility
of the M&E process.
4.
Regular Reporting and Feedback Mechanisms
Timely reporting allows for continuous learning and course correction during
implementation.
5.
Institutional Capacity and Resources
Adequate staffing, funding, and technical skills are necessary for effective
M&E operations.
Q&A
(a) FOUR Roles of County Governments in Improving Service Delivery within Kenya’s Devolved System (4 marks – 1 mark each)
1.
Provision of Basic Services
County governments are responsible for delivering essential services such as
health care, water, sanitation, early childhood education, and local
infrastructure.
2.
Planning and Development
They prepare County Integrated Development Plans (CIDPs) that guide resource
allocation and development priorities.
3.
Revenue Collection and Resource Management
County governments collect local revenues (e.g., property rates, business
permits) and manage allocated funds for efficient service delivery.
4.
Promotion of Local Economic Development
They support local businesses, agriculture, and markets to enhance economic
growth and job creation at the grassroots level.
(b) THREE Measures Public Entities Could Undertake for Efficient Resource Utilisation in Procurement
As Guided
by the Public Procurement and Asset Disposal Act, 2015
(6 marks – 2 marks each)
1.
Competitive Bidding and Transparency
Entities must use open tendering as the default procurement method to promote
fairness, competition, and value for money.
2.
Procurement Planning and Budget Alignment
Proper planning ensures procurement activities are aligned with approved
budgets and development priorities, preventing wastage and duplication.
3.
Contract Management and Performance Monitoring
Monitoring suppliers’ performance ensures timely delivery, adherence to
specifications, and accountability in the use of public funds.
(c) FIVE Platforms to Institutionalise Citizen Engagement in Governance Processes
(10 marks – 2 marks each)
1.
Public Barazas (Community Forums)
These are open public meetings where citizens engage with county officials to
discuss policies, budgets, and development plans.
2.
County Budget and Economic Forums (CBEFs)
Institutionalized under the Public Finance Management Act, CBEFs provide
structured engagement between citizens and county governments during budgeting
processes.
3.
Digital and Online Platforms
Websites, mobile apps, and social media channels allow real-time feedback,
access to information, and participation in public consultations.
4.
Participatory Budgeting
Citizens are directly involved in setting budget priorities and deciding how a
portion of the public budget should be spent.
5.
Citizen Oversight Committees
These are groups established to monitor public projects and service delivery,
ensuring transparency and accountability at local levels.
Q&A
(a) FIVE Ways in Which Judicial Review Contributes to Good Governance in Public Administration
(5 marks – 1 mark each)
1.
Ensures Legality of Government Actions
Judicial review allows courts to assess whether public officials and
institutions act within the scope of their legal authority, promoting rule of
law.
2.
Promotes Accountability
Public officials can be held accountable for unlawful or unreasonable
decisions, deterring abuse of power.
3.
Protects Fundamental Rights
Individuals can challenge administrative actions that infringe on
constitutional rights, safeguarding civil liberties.
4.
Encourages Transparency
Judicial scrutiny of administrative processes promotes openness and compels
agencies to follow due procedures.
5.
Enhances Public Trust in Institutions
By providing a legal remedy against arbitrary decisions, judicial review builds
public confidence in governance systems.
(b) FIVE Theoretical Perspectives That Have Shaped the Development of Public Policy
(5 marks – 1 mark each)
1.
Rational Choice Theory
Assumes that policymakers make decisions by logically weighing costs and
benefits to achieve optimal outcomes.
2.
Incrementalism
Suggests that policy changes occur gradually through small adjustments rather
than sweeping reforms.
3.
Elite Theory
Argues that public policy is primarily influenced and shaped by a small,
powerful group or elite rather than the general population.
4.
Pluralism
Views policy development as a result of competition and negotiation among
various interest groups within society.
5.
Institutionalism
Emphasizes the role of formal institutions (laws, government structures) and
historical contexts in shaping public policy decisions.
(c) FIVE Components of the Legal and Institutional Framework That Support Public Resource Management
(10 marks – 2 marks each)
1.
Public Finance Management (PFM) Laws
Legal frameworks such as Kenya’s Public Finance Management Act, 2012 regulate
budgeting, expenditure, and financial reporting, ensuring transparency and
discipline in resource use.
2.
Office of the Auditor-General
This independent institution audits government accounts and reports on the use
of public resources, enhancing accountability and oversight.
3.
Parliamentary Oversight
Parliamentary committees (e.g. Public Accounts Committee) scrutinize government
spending and hold officials accountable through hearings and reports.
4.
Controller of Budget (CoB)
The CoB oversees budget implementation by authorizing withdrawals from public
funds and ensuring they conform to the law and approved budgets.
5.
Anti-Corruption and Ethics Bodies
Institutions like the Ethics and Anti-Corruption Commission (EACC) investigate
mismanagement and corruption in the use of public resources, promoting
integrity in public service.
Q&A
(a) FIVE Challenges That Public Administration Faces in Kenya (5 marks – 1 mark each)
1.
Corruption and Lack of Integrity
Widespread corruption undermines service delivery and erodes public trust in
institutions.
2.
Bureaucratic Inefficiencies
Lengthy procedures, red tape, and outdated systems hinder timely
decision-making and implementation.
3.
Inadequate Resources
Limited financial, human, and technical resources constrain the ability of
public institutions to meet their mandates.
4.
Political Interference
Public administration is often influenced by political interests, affecting
objectivity, professionalism, and continuity.
5.
Weak Monitoring and Evaluation (M&E) Systems
Poor data collection, weak accountability frameworks, and lack of feedback
mechanisms limit performance tracking and improvement.
(b) FIVE Principles of Corporate Governance Applicable to Public Sector Institutions
(5 marks – 1 mark each)
1.
Accountability
Public officials and institutions must be answerable for their actions,
decisions, and the use of public resources.
2.
Transparency
Processes and decisions must be open to scrutiny to promote trust and reduce
corruption.
3.
Integrity and Ethics
Public officers should uphold ethical standards and act in the public interest
at all times.
4.
Participation and Inclusivity
Stakeholders, including citizens, must be involved in decision-making to ensure
policies are responsive and inclusive.
5.
Rule of Law
All actions by public sector institutions must conform to the Constitution and
applicable laws, ensuring fairness and justice.
(c) FIVE Reasons That Justify the Need for Public Participation in Governance Processes
(10 marks – 2 marks each)
1.
Promotes Democratic Legitimacy
Involving citizens in governance affirms democratic ideals, giving the public a
voice in decisions that affect their lives.
2.
Enhances Policy Responsiveness
Public input ensures that policies and programs are aligned with community
needs and priorities, improving relevance and effectiveness.
3.
Strengthens Accountability and Transparency
Citizen oversight deters mismanagement, encourages ethical conduct, and ensures
that leaders are answerable for their actions.
4.
Builds Trust in Government
Active engagement improves communication and understanding between citizens and
public institutions, fostering trust and cooperation.
5.
Encourages Innovation and Inclusivity
Citizen participation brings diverse perspectives and local knowledge that can
inspire innovative solutions and ensure marginalized groups are represented.
Q&A
(a) FIVE Principles of Public Finance Management in Kenya
(5 marks –
1 mark each)
As provided under Article 201 of the Constitution of Kenya, the
principles include:
1.
Openness and Accountability
Public finances must be managed transparently, with accountability to the
public.
2.
Equitable Sharing of Resources
Revenue raised nationally shall be shared equitably between national and county
governments.
3.
Prudent and Responsible Use of Public Money
Public funds must be used efficiently, economically, and effectively.
4.
Participation of the People
The public must be involved in financial decisions, including planning and
budgeting.
5.
Fairness in Revenue Raising and Expenditure
The burden of taxation shall be shared fairly, and public spending shall
promote equity.
(b) FIVE Roles of County Executive Committees (CECs) in Kenya
(5 marks –
1 mark each)
As per Article 183 of the Constitution and the County Governments Act, 2012,
their roles include:
1.
Implementing County Legislation
CECs oversee the execution of laws passed by the county assembly.
2.
Managing County Administration and Departments
They supervise the functions and operations of various departments within the
county.
3.
Developing Policy Proposals
They formulate policies for consideration by the county assembly.
4.
Ensuring Service Delivery
CECs ensure efficient and effective delivery of services to county residents.
5.
Preparing and Managing Budgets
They coordinate the development and implementation of county plans and budgets.
(c) FIVE Legal Provisions that Support Devolution in Kenya
(5 marks – 1 mark each)
1.
The Constitution of Kenya, 2010 – Chapter 11
Establishes the system of devolved government and outlines its principles and
structure.
2.
County Governments Act, 2012
Provides for the powers, functions, and responsibilities of county governments.
3.
Public Finance Management Act, 2012
Governs how national and county governments manage public finances.
4.
Intergovernmental Relations Act, 2012
Provides a framework for cooperation and dispute resolution between national
and county governments.
5.
Urban Areas and Cities Act, 2011
Regulates the governance and management of urban areas within counties.
(d) FIVE Factors That Hinder Public Policy Analysis in Kenya
(5 marks – 1 mark each)
1.
Limited Data and Research Capacity
Inadequate access to reliable and up-to-date data undermines evidence-based
policy analysis.
2.
Political Interference
Policy decisions are often influenced by political interests rather than
objective analysis.
3.
Weak Institutional Frameworks
Many government agencies lack the capacity and tools for effective policy
evaluation and formulation.
4.
Inadequate Funding for Research and Evaluation
Budgetary constraints limit investment in analytical tools and expert
personnel.
5.
Lack of Public Participation and Stakeholder Engagement
Failure to involve citizens and key stakeholders leads to policies that may not
reflect public needs or realities.
Q&A
(a) FIVE Roles Played by County Governments in the National Budget Formulation Process
(5 marks – 1 mark each)
1.
Submission of County Budget Proposals
Counties provide input on priority areas and development needs to inform the
national budget through sector working groups and other consultative forums.
2.
Participation in Intergovernmental Budget Consultations
County representatives engage in intergovernmental forums (e.g., IBEC –
Intergovernmental Budget and Economic Council) to discuss resource allocation.
3.
Identification of Local Development Needs
County governments gather citizen input through public participation forums to
guide national priorities at the grassroots level.
4.
Implementation Feedback and Reporting
Counties provide feedback on the implementation of previous budgets, helping
shape adjustments in future national allocations.
5.
Contribution to Medium-Term Planning
County Integrated Development Plans (CIDPs) and Annual Development Plans (ADPs)
contribute to national planning frameworks like the Medium-Term Expenditure
Framework (MTEF).
(b) FIVE Benefits of Developing a Privatisation Programme During the Privatisation Process
(5 marks – 1 mark each)
1.
Strategic Planning and Clarity
A privatisation programme outlines clear objectives, timelines, and methods,
reducing confusion and resistance.
2.
Transparency and Accountability
It enhances openness in the process, builds public trust, and reduces
opportunities for corruption or favoritism.
3.
Stakeholder Engagement
A well-developed programme ensures that stakeholders, including employees and
citizens, are informed and consulted.
4.
Attracting Investors
A structured plan makes the process more predictable and attractive to private
investors, boosting competition and efficiency.
5.
Monitoring and Evaluation
The programme provides a framework for tracking progress, measuring outcomes,
and adjusting strategies where necessary.
(c) FIVE Contemporary Approaches to Public Policy in the 21st Century
(10 marks – 2 marks each)
1.
Evidence-Based Policy Making (EBPM)
Policies are developed based on empirical data and research, ensuring decisions
are informed by facts rather than assumptions or ideology.
2.
Participatory and Inclusive Policy Making
Citizens, civil society, and stakeholders are actively involved in the policy
process, enhancing legitimacy and responsiveness to public needs.
3.
Digital Governance and E-Policy Tools
Use of digital platforms (e.g., data analytics, online consultations) improves
efficiency, accessibility, and citizen engagement in the policy cycle.
4.
Collaborative and Networked Governance
Government partners with NGOs, private sector, academia, and international
bodies in co-designing and implementing policies, moving beyond siloed
bureaucracies.
5.
Sustainability and Green Policy Approaches
With growing environmental concerns, policies increasingly focus on
sustainability, climate change adaptation, and green economy transitions.
Q&A
(a) FOUR Committees of the National Assembly That Oversight Public Finances
(4 marks – 1 mark each)
1.
Public Accounts Committee (PAC)
Examines reports of the Auditor-General and ensures accountability for the use
of public funds by government ministries and departments.
2.
Public Investments Committee (PIC)
Reviews financial and operational performance of state corporations and
government investments to ensure value for money.
3.
Budget and Appropriations Committee (BAC)
Oversees the national budget process, reviews the Budget Policy Statement, and
makes recommendations on allocation of public resources.
4.
Finance and National Planning Committee
Handles matters related to public finance, revenue collection, taxation, and
overall financial management policy.
(b) FOUR Procedures Followed by Government When Engaging in a Privately Initiated PPP Proposal
(8 marks –
2 marks each)
As guided by the Public Private Partnership Act, 2021, the procedures
include:
1.
Submission of Unsolicited Proposal
The private party submits a detailed proposal to the relevant contracting
authority, outlining the project scope, feasibility, and expected benefits.
2.
Screening and Evaluation by Contracting Authority
The authority evaluates the proposal’s technical, financial, and legal
viability to determine alignment with national priorities.
3.
Approval by the PPP Committee
If deemed feasible, the proposal is submitted to the PPP Committee for
approval, which includes a value-for-money analysis and risk assessment.
4.
Competitive Procurement Process
Once approved, the government conducts a competitive bidding process (Swiss
Challenge or similar) to ensure fairness and allow other interested parties to
compete or challenge the proposal.
(c) FOUR Disadvantages of Adopting the Delivery Unit (DU) Approach in Public Sector Performance
(8 marks – 2 marks each)
1.
Undermining Existing Institutional Structures
DUs can create parallel systems that bypass line ministries, leading to
duplication of roles and undermining institutional authority.
2.
Limited Institutionalization
Delivery Units are often created as temporary, politically driven entities,
making them unsustainable once leadership changes.
3.
Overemphasis on Short-Term Results
DUs tend to focus on quick wins and visible outcomes, which may neglect
long-term systemic reforms and capacity building.
4.
Resource Intensiveness and Cost
Setting up and running DUs requires significant financial and human resources,
which may divert funds from essential service delivery.
Q&A
(a) FIVE Sources of Authority in Public Administration
(5 marks – 1 mark each)
1.
Legal Authority (Rational-Legal)
Derived from laws, constitutions, statutes, and formal rules that define the
roles and powers of public administrators.
2.
Traditional Authority
Based on long-established customs, cultural practices, or societal norms, often
observed in local or indigenous governance structures.
3.
Charismatic Authority
Originates from the personal qualities, leadership traits, or influence of
individuals who inspire loyalty and obedience.
4.
Delegated Authority
Granted to public officials or agencies by higher authorities (e.g., Parliament
or the President) to perform specific duties.
5.
Expert Authority
Arises from specialized knowledge or technical expertise held by public
officials or professionals in specific fields (e.g., health, finance).
(b) FIVE Strategies to Address Ethical and Integrity Challenges in Public Sector Governance
(5 marks – 1 mark each)
1.
Establishing and Enforcing Codes of Conduct
Clear ethical guidelines help public servants understand expected standards and
reduce unethical behaviour.
2.
Strengthening Oversight Institutions
Empowering bodies like the Ethics and Anti-Corruption Commission (EACC) ensures
investigation and prosecution of unethical conduct.
3.
Promoting Transparency and Accountability
Public access to information and regular reporting mechanisms reduce
opportunities for misconduct and build public trust.
4.
Ethics Training and Capacity Building
Regular training equips public officers with knowledge and skills to handle
ethical dilemmas and foster a culture of integrity.
5.
Whistleblower Protection Mechanisms
Ensuring legal protection for individuals who report corruption or unethical
practices encourages disclosure and deters impunity.
(c) FIVE Criticisms of Administrative Theory in Public Administration
(10 marks – 2 marks each)
1.
Overemphasis on Hierarchy and Centralization
Classical administrative theory (e.g., Fayol, Weber) focuses on rigid
structures, which can stifle innovation, flexibility, and responsiveness in
modern governance.
2.
Lack of Consideration for Human Behavior
Early theories treat workers as mechanical parts of an organization, ignoring
motivational and psychological aspects emphasized in human relations theory.
3.
Cultural and Contextual Insensitivity
The theory assumes a one-size-fits-all model of administration, which may not
suit diverse political, social, or cultural environments, especially in
developing countries.
4.
Neglect of Political and Social Dynamics
Administrative theory often separates administration from politics, failing to
acknowledge the real-world political influences on decision-making and
implementation.
5.
Inflexibility in Complex Environments
The focus on rules and procedures can make public organizations less adaptive
to complex, dynamic, and unpredictable policy environments of the 21st century.
Q&A
(a) FIVE Reasons Why Declaration of Assets by Public Officers Might Not Be Effective in Enhancing Public Sector Governance
(5 marks – 1 mark each)
1.
Lack of Verification Mechanisms
Asset declarations are often not independently verified, allowing public
officers to under-declare or conceal wealth without consequence.
2.
Weak Enforcement and Sanctions
Inadequate follow-up or punishment for false declarations undermines the
purpose of the process.
3.
Limited Public Access to Declarations
When declarations are not made public, transparency is reduced, and the public
cannot hold officers accountable.
4.
Political Interference and Protection
High-ranking officials may be shielded from scrutiny due to political
connections, rendering the system ineffective.
5.
Loopholes in the Legal Framework
Vague or outdated laws may fail to clearly define what should be declared or
how to deal with non-compliance.
(b) FIVE Ways Public Officers Should Conduct Themselves According to the Code of Conduct and Ethics
(5 marks – 1 mark each)
1.
Integrity and Honesty
Public officers must act with integrity, avoid conflicts of interest, and
refrain from engaging in corrupt practices.
2.
Accountability
They must be answerable for their actions and decisions, especially in the use
of public resources.
3.
Professionalism
Officers should perform their duties diligently, competently, and in a
non-partisan manner.
4.
Respect for the Law
They must observe and uphold the Constitution and all other applicable laws in
the course of their duties.
5.
Respect and Courtesy
Public officers must treat colleagues, subordinates, and members of the public
with respect, fairness, and courtesy.
(c) FIVE Alternative Forms of Conflict Resolution as Promoted by the Constitution of Kenya, 2010
(10 marks
– 2 marks each)
As per Article 159(2)(c) of the Constitution, courts shall promote
alternative dispute resolution (ADR) mechanisms:
1.
Mediation
A neutral third party helps disputing parties reach a mutually acceptable
agreement through guided discussions.
2.
Arbitration
Disputes are resolved by one or more arbitrators whose decision (award) is
legally binding and enforceable.
3.
Negotiation
Parties engage directly to discuss their differences and attempt to reach a
settlement without involving third parties.
4.
Conciliation
A conciliator meets with the parties separately and together to resolve their
dispute, offering proposals but not binding decisions.
5.
Traditional Dispute Resolution Mechanisms (TDRMs)
Involves the use of cultural or community-based methods (e.g., elders’
councils) to resolve disputes in a manner that respects traditions and customs,
provided they are not contrary to the Constitution or human rights.
Q&A
(a) FOUR Principles of Public Participation as Outlined in the Constitution of Kenya, 2010
(4 marks –
1 mark each)
Key principles derived from Articles 10, 174, and 232 include:
1.
Inclusivity
All citizens, including marginalized and minority groups, must be given equal
opportunity to participate in decision-making processes.
2.
Transparency and Accountability
Public participation processes must be open, and information should be readily
available to citizens to enable meaningful engagement.
3.
Access to Information
The public must have timely and accurate access to information to make informed
contributions.
4.
Respect for the Rule of Law and Constitutional Values
Participation must align with the values of democracy, human rights, and good
governance as enshrined in the Constitution.
(b) SIX Roles of Governance Audits in Management of Government Affairs
(6 marks – 1 mark each)
1.
Assessing Compliance with Legal and Ethical Standards
Governance audits review whether institutions comply with constitutional,
legal, and regulatory frameworks.
2.
Evaluating Leadership and Organizational Structures
They assess whether leadership promotes efficiency, transparency, and
accountability.
3.
Measuring Effectiveness of Governance Systems
They examine the performance of institutional systems in achieving set
objectives and public service delivery.
4.
Identifying Governance Risks and Weaknesses
Audits highlight risks such as corruption, poor leadership, or institutional
failures that need corrective action.
5.
Promoting Transparency and Accountability
Governance audits ensure public officers are accountable for their actions and
the use of public resources.
6.
Supporting Strategic Decision-Making
Audit findings inform policy and administrative reforms aimed at improving
governance and institutional performance.
(c) FIVE Challenges Encountered in Public Policy Formulation in Developing Countries
(10 marks – 2 marks each)
1.
Limited Data and Research Capacity
Inadequate access to reliable data and weak research institutions hinder
evidence-based policymaking.
2.
Political Interference
Policies are often shaped by short-term political interests rather than
long-term public needs or expert analysis.
3.
Inadequate Public Participation
Citizens are often excluded from the policymaking process due to weak civic
engagement structures or lack of awareness.
4.
Resource Constraints
Financial, technical, and human resource limitations restrict governments'
ability to formulate comprehensive and effective policies.
5.
Institutional Weaknesses
Fragmented or underdeveloped bureaucracies can lead to poor coordination,
implementation gaps, and policy inconsistency.
Q&A
(a) FOUR Areas in Which the Government Should Be Involved
(4 marks –
1 mark each)
These are areas where market mechanisms are inefficient or fail entirely
(market failures):
1.
Provision of Public Goods
Services such as national security, public infrastructure, and street lighting
cannot be provided efficiently by the private sector due to non-excludability
and non-rivalry.
2.
Regulation and Consumer Protection
The government must regulate markets to prevent monopolies, protect consumers,
and ensure fair competition.
3.
Social Services and Welfare
Education, healthcare, and social protection programs are essential services
where equity and accessibility must be guaranteed, even if not profitable.
4.
Environmental Protection
Governments must intervene to address externalities such as pollution and
climate change through policies and enforcement of environmental regulations.
(b) THREE Drawbacks of Applying Political Economy Concepts in a Country
(6 marks – 2 marks each)
1.
Potential for Policy Bias and Elitism
Political economy analysis may overemphasize elite interests and power
structures, potentially sidelining grassroots perspectives and reinforcing
inequality.
2.
Complexity and Lack of Clear Policy Guidance
The focus on power dynamics and political bargaining can complicate
decision-making, offering limited actionable recommendations for policy reform.
3.
Resistance from Political Actors
Implementing politically sensitive reforms revealed by political economy
analysis may face strong resistance from vested interests, slowing or blocking
necessary change.
(c) FIVE Aspects of the Interface Between National and County Governments (Constitution of Kenya, 2010)
(10 marks – 2 marks each)
1.
Devolved Functions and Shared Responsibilities
Article 6 and the Fourth Schedule of the Constitution outline distinct but
complementary roles of both levels of government in service delivery, such as
health, agriculture, and transport.
2.
Intergovernmental Relations and Cooperation
Article 189 promotes consultation and cooperation between the two levels of
government, supported by structures such as the Intergovernmental Relations
Technical Committee (IGRTC).
3.
Equitable Revenue Sharing
Article 202 provides for equitable sharing of national revenue between national
and county governments, while Article 203 outlines criteria for allocation.
4.
Dispute Resolution Mechanisms
Article 189(3) and the Intergovernmental Relations Act mandate alternative
dispute resolution (ADR) mechanisms before litigation, ensuring harmony and
efficiency.
5.
Legislative Oversight and Supervision
National institutions like the Senate provide oversight over county
governments, while counties are constitutionally protected from undue
interference, preserving autonomy within the framework of national unity.
Q&A
(a) FIVE Strategies to Mitigate Challenges in Implementation of Public Policy
(5 marks – 1 mark each)
1.
Strengthening Institutional Capacity
Build the technical, financial, and human resource capacities of implementing
agencies to enhance effective delivery.
2.
Stakeholder Engagement and Public Participation
Involving stakeholders (citizens, civil society, private sector) ensures
buy-in, reduces resistance, and promotes shared ownership.
3.
Effective Communication and Awareness Campaigns
Clearly communicating policy goals, benefits, and procedures helps to manage
expectations and reduce misinformation.
4.
Monitoring, Evaluation, and Feedback Mechanisms
Continuous tracking of progress and incorporating feedback allows timely
adjustments to improve implementation.
5.
Political Will and Leadership Commitment
Ensuring strong leadership and consistent political support helps align
institutions and resources toward policy goals.
(b) FIVE Opportunities for Best Practices in Reporting (Resources, Performance, and Results)
(5 marks – 1 mark each)
1.
Adoption of International Reporting Standards
Using frameworks such as IPSAS (International Public Sector Accounting
Standards) enhances transparency and comparability.
2.
Timely and Regular Reporting
Regular updates on resource use and performance keep stakeholders informed and
support accountability.
3.
Integration of Financial and Non-Financial Data
Combining financial reports with performance indicators provides a holistic
view of institutional effectiveness.
4.
Use of Digital and Open Data Platforms
Leveraging technology allows wider access, increased data integrity, and
enhanced citizen engagement.
5.
Performance-Based Budgeting and Reporting
Linking expenditure to outcomes promotes value for money and aligns reporting
with strategic objectives.
(c) FIVE Principles of Result-Based Management (RBM) in Public Administration
(10 marks – 2 marks each)
1.
Focus on Results, Not Just Activities
RBM emphasizes achieving tangible outcomes and impacts rather than merely
completing tasks or disbursing funds.
2.
Clear Definition of Goals and Indicators
Public programs must have well-defined objectives, indicators, and targets to
measure progress and success effectively.
3.
Performance Monitoring and Evaluation
Systematic tracking and evaluation of progress enable evidence-based
decision-making and continuous improvement.
4.
Accountability for Results
Public officials and institutions are held accountable for delivering expected
outcomes, fostering transparency and performance.
5.
Learning and Adaptation
RBM encourages using results and lessons learned to inform future planning and
improve ongoing programs.
Q&A
(a) FIVE Benefits of Public Policy in National Development
(5 marks – 1 mark each)
1.
Promotes Socio-Economic Growth
Well-designed policies guide investment in key sectors like health, education,
and infrastructure, fostering development.
2.
Addresses Public Needs and Problems
Public policies are tools to solve national challenges such as unemployment,
insecurity, or inequality.
3.
Ensures Resource Allocation and Utilization
Policies help prioritize and distribute limited resources efficiently and
fairly.
4.
Strengthens Governance and Institutional Frameworks
Public policy establishes rules and systems that enhance accountability,
transparency, and service delivery.
5.
Enhances National Cohesion and Stability
Inclusive and equitable policies promote unity and reduce conflict across
diverse social and ethnic groups.
(b) FIVE Strategies for Successful Public Participation
(5 marks – 1 mark each)
1.
Creating Awareness and Civic Education
Educate citizens on their rights and the importance of participation to foster
informed engagement.
2.
Using Multiple and Inclusive Engagement Platforms
Employ public forums, digital tools, media, and local structures to reach all
population segments.
3.
Ensuring Accessibility and Inclusivity
Participation venues and materials should accommodate people with disabilities,
the elderly, and marginalized groups.
4.
Timely and Transparent Information Sharing
Provide adequate, clear, and timely information to enable meaningful public
input.
5.
Incorporating Feedback in Decision-Making
Show how public input has influenced outcomes to build trust and sustained
engagement.
(c) FIVE Actors in Public Policy Formulation and Their Roles
(10 marks – 2 marks each)
1.
Government (Executive Branch)
Ministries and agencies initiate and implement policies, set national
priorities, and allocate resources through legislation and administrative
action.
2.
Legislature (Parliament/County Assemblies)
Elected representatives debate, amend, approve, or reject policy proposals,
ensuring legitimacy and representation of public interest.
3.
Civil Society Organizations (CSOs)
CSOs advocate for specific issues, provide policy input based on grassroots
realities, and monitor policy impacts on communities.
4.
Interest Groups and the Private Sector
Business associations, unions, and lobby groups influence policy to protect or
promote their sectoral interests.
5.
The Public/Citizens
Through public participation, petitions, and consultations, citizens influence
policy priorities and provide legitimacy to the process.
Q&A
(a) FOUR Challenges Facing Implementation of Public Sector Reforms in Kenya
(4 marks – 1 mark each)
1.
Resistance to Change
Public officers and institutions may resist reforms due to fear of job losses,
accountability, or disruption of entrenched interests.
2.
Inadequate Funding
Limited financial resources hinder effective rollout and sustainability of
reform initiatives.
3.
Weak Institutional Capacity
Lack of skilled personnel, systems, and infrastructure affects reform
implementation and service delivery.
4.
Political Interference and Lack of Commitment
Reforms are often influenced by political interests, and inconsistent political
support undermines long-term reform goals.
(b) SIX Benefits of Organisational Governance in Public Institutions
(6 marks – 1 mark each)
1.
Enhances Transparency and Accountability
Good governance structures promote openness in decision-making and responsible
use of public resources.
2.
Improves Service Delivery
Effective governance ensures resources are efficiently managed to meet public
needs.
3.
Promotes Ethical Leadership
Governance frameworks foster integrity, professionalism, and ethical conduct
among public servants.
4.
Strengthens Public Trust
When institutions are well-governed, citizens have greater confidence in
government operations.
5.
Reduces Corruption and Mismanagement
Clear policies, checks, and balances help prevent misuse of funds and abuse of
office.
6.
Supports Compliance with Legal and Regulatory Frameworks
Governance systems ensure that institutions operate within established laws and
uphold public sector standards.
(c) FIVE Problems Likely to Be Brought About by Climate Change in Developing Countries
(10 marks – 2 marks each)
1.
Food Insecurity
Changes in rainfall patterns and increased droughts reduce agricultural
productivity, threatening food supply and rural livelihoods.
2.
Increased Health Risks
Rising temperatures and extreme weather events increase the prevalence of
diseases such as malaria, cholera, and respiratory illnesses.
3.
Water Scarcity
Droughts and changing hydrological cycles affect water availability for
domestic, agricultural, and industrial use.
4.
Damage to Infrastructure
Floods, storms, and sea level rise damage roads, buildings, and energy systems,
straining public finances and reducing economic output.
5.
Displacement and Conflict
Climate-induced migration due to resource scarcity can lead to displacement of
populations and increased tensions over land, water, and other resources.
Q&A
(a) FIVE Models of Public-Private Partnership (PPP)
(5 marks – 1 mark each)
1.
Build-Operate-Transfer (BOT)
The private sector designs, finances, builds, and operates a facility for a
period, after which it is transferred to the government.
2.
Build-Own-Operate (BOO)
The private party finances, builds, owns, and operates the facility or service
indefinitely, often under regulation.
3.
Design-Build-Finance-Operate (DBFO)
The private partner handles the design, construction, financing, and operation
of the project for an agreed period before transferring it to the public
sector.
4.
Lease-Develop-Operate (LDO)
The government leases an existing asset to a private partner, who refurbishes,
operates, and maintains it during the lease period.
5.
Service Contract
The government contracts a private entity to provide specific public services
for a fee and limited duration without transferring infrastructure ownership.
(b) FIVE Considerations for Incorporating Good Leadership, Integrity, and National Values in Public Service Governance
(5 marks – 1 mark each)
1.
Enforcement of Ethical Codes and Standards
Public officers must adhere to established codes of conduct to uphold
accountability and transparency.
2.
Promotion of Constitutional Values
Upholding values such as equity, inclusiveness, human dignity, and patriotism
in daily operations and decision-making.
3.
Leadership Development and Mentorship
Investing in leadership training and succession planning to build a strong
ethical leadership pipeline.
4.
Merit-Based Appointments and Promotions
Ensuring recruitment and career progression are based on competence and
performance, not favoritism or politics.
5.
Whistleblower Protection and Anti-Corruption Mechanisms
Creating safe channels for reporting unethical conduct and ensuring swift
action against violations.
(c) FIVE Features of Administrative Systems
(10 marks – 2 marks each)
1.
Hierarchy and Chain of Command
Administrative systems are typically organized in tiers with clear lines of
authority and responsibility from top leadership to lower staff, ensuring order
and accountability.
2.
Rule-Based Operation
Actions and decisions are governed by formal rules, laws, and procedures to
ensure consistency, predictability, and legal compliance.
3.
Impersonality and Objectivity
Decisions are made based on merit, policy, or rules—not personal
preferences—ensuring fairness and uniform treatment of all citizens.
4.
Division of Labour and Specialization
Functions are divided among departments or units based on expertise, allowing
for efficiency, professionalism, and improved service delivery.
5.
Accountability and Record-Keeping
Administrative systems are structured to maintain proper records and enforce
mechanisms for performance review, transparency, and audit trails.
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