Challenges to the successful implementation of e-governance systems in Africa: A case of Taita Taveta County, Kenya

Mberi, Tabitha; Sevilla, Joseph; Olukuru, John; Mutegi, Lorna; Weru, Tracy

doi:10.23919/istafrica.2017.8102313

Cited by 3 publications

(4 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Taita Taveta County has experienced numerous incidents of mismanagement, as reported by members of the County assembly, and as evidenced by successive impeachment motions against the County Governor (Gathumbi, 2018). During the fiscal year 2018/2019, the office of the County executive was almost immobilized, with the County assembly vehemently declining to pass any expenditure bill on the assembly floor (Mberi, Sevilla, Olukuru, Mutegi & Weru, 2017). Such stand-offs between the Governor's office and the County assembly have cast a shadow on the progressive intentions of the 2010 Constitution (Kimathi, 2017).…”

Section: Taita Taveta and Makueni Countiesmentioning

confidence: 99%

Stakeholder’s Involvement Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya

Jumanne,

Njoroge,

Moi

2023

AJPPA

View full text Add to dashboard Cite

Purpose: The existence of devolved administrative structures is critical in protecting public officials from abusing power. It is therefore essential to ensure that there is effective implementation and operation of these structures in Kenya now that devolution has been introduced. So far, the underlying cause of inadequate service delivery has been poor operationalization of structures in these devolved administrative entities that has been caused by ineffective managerial practices. The objective of the study intended to bridge the existing gap by establishing the scope of stakeholder involvement when it comes to devolved administrative structures; the effect of on the relationship of the stakeholder’s involvement on devolved administrative structures. Methodology: The study utilized Institutional Theory, which depicts an institution as networks that rely upon each other to build up unified systems that concern shared reliance. Target population was 500 participants from Taveta and Makueni counties. Purposive and Stratified Random Sampling techniques were utilized, where a sample ofi223 was drawn from the Target population. The design deployed in the study was descriptive research that sought to produce answers to phenomenon’s questions. Data was presented using tables and narrations. Findings: The instrument’s reliability was tested using Cronbach’s Alpha reliability of 0.7 that which was acceptably reliable. Quantitative and qualitative analytical methods were used, as data was coded in SPSS and analysed using the STATA. Multiple Linear Regression was used to test the effects of stakeholders’ involvement practices on the devolved administrative structures. Objectively, it was found that, a significant relationship existed between stakeholders’ involvement practices and devolved administrative structures. Recommendations: The study recommends that major decision-making processes adhere to prescribed guidelines and be guided by proper behaviour and clear principles.

show abstract

Section: Taita Taveta and Makueni Countiesmentioning

confidence: 99%

Stakeholder’s Involvement Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya

Jumanne,

Njoroge,

Moi

2023

AJPPA

View full text Add to dashboard Cite

show abstract

“…In the recent past, Taita Taveta County has had countless incidences of mismanagement reports emanating from the members of the County assembly and successive impeachment motions against the governor (Gathumbi, 2018). In 2018 to 2019 fiscal year, a dysfunctional and almost paralyzed County executive was left at the mercies of the County assembly who vehemently were declining to pass any expenditure bill on the floor of their assembly (Mberi, Sevilla, Olukuru, Mutegi & Weru, 2017). This conflicting execution of powers almost tainted the image of the good willed 2010 constitution (Kimathi, 2017).…”

Section: Introductionmentioning

confidence: 99%

Public Accountability Practice and Devolved Administrative Structures in Selected Semi-arid Counties in Kenya

Jumanne¹,

Njoroge²,

Moi³

2023

AJPPA

View full text Add to dashboard Cite

Purpose: Devolved administrative structures serve a critical role in insulating public officials against power abuse and enhancing the stability of the political environment. Since the inception of devolution in Kenya, proper operationalization of devolved administrative structures ought to be in place. The problem lies in the operationalization of devolved administrative structures that has led to poor service delivery. This study intended toibridge the gap by determining the effect ofipublic accountability practices on theidevolved administrative structures. Methodology: The study incorporated institutional theory explaining an institution as entities that are dependent on each other to form complete systems that are concerned with internal interdependence. The target population was 500 respondents from Taita Taveta and Makueni Counties. Purposive sampling was utilized to sample the top leadership who are mandated to oversee functions in the devolved administrative setups; the governor’s, deputy governors, speakers of county assembly and clerks of county assembly. Random sampling technique was utilized to sample members of county assemblies, county executive members, chief officers, county public service board members, directors, sub-county administrators, ward administrators, and village administrators Findings: The study found significant relationship betweenipubliciaccountability andidevolvediadministrativeistructures. Recommendation: This study recommends that top leadership in Counties must come up with project ideas which are persuasive and create improvement of devolved administrative structures that give persuasive transformation.

show abstract

“…Resistance to change (Napitupulu et al, 2017;Otieno and Omwenga, 2015;Deakins et al, 2010;Ebrahim and Irani, 2005) Lack of suitable legal framework/ Dwivedi, 2009) Lack of financial resources (Napitupulu , et al, 2017;Deakins et al, 2010;Mberi et al, 2017;Ebrahim and Irani, 2005) Lack of clear vision and strategy (Kigwana et al, 2017;Hatsu and Ngassam 2016) Lack of ICT skills/ professional staff (Ahmed, 2013 ;Bhuiyan, 2010;Gagnon et al, 2010) Lack of coordination among organisations (Napitupulu , et al, 2017;Alkhilani, 2014;Gagnon et al, 2010) Complex or poor organisational structure (Verkijika and Wet, 2016;Al-Fakhri et al, 2008;Altameem et al, 2007) Insufficient support from the top management (Jadi and Jie, 2014;Bhuiyan, 2010;Lau et al, 2008;Altameem et al, 2007) Negative attitude towards technology (Elaswad and Jensen, 2016;Chalhoub, 2010) Lack of e-communications with all constituents for e-service delivery (Hatsu and Ngassam 2016;Fedorowicz et al, 2010;Zhang et al, 2005) Security of confidential data Privacy of personal data (Elaswad and Jensen, 2016;Alenezi et al, 2013;Fedorowicz et al, 2010;Al-Fakhri et al, 2008;Basu, 2004) Use of outdated technology (Alenezi et al, 2013;Gagnon et al, 2010) Poor technological infrastructure (Elaswad and Jensen, 2016;…”

Section: Barriers Referencesmentioning

confidence: 99%

“…The absence of a legal framework meant there was a lack of an umbrella under which eGovernment operations and electronic transactions were carried out legitimately. Mberi et al (2017) consider the development of a legal framework to be an essential element for successful adoption of eGovernment in the public sector. However, as the data collection of the research progressed, it was found that regulatory issues were more recognised as a crucially important factor for eGovernment adoption.…”

Section: Laws and Legislationmentioning

confidence: 99%

A New Model for eGovernment in Local Level Administrations in Libya

Forti¹

View full text Add to dashboard Cite

The assessment of eGovernment capability has often focused on assessing website functions and their use, whereas relatively little attention has been given to other aspects of local authority operations, particularly back-office processes. The study provides a literature review, from which a model for the assessment of eGovernment at individual process level is derived. The study provides a maturity stage model for analysing eGovernment based on technology deployment, organisational capability and process efficiency dimensions. For each of these three dimensions, a number of key change factors are identified and assessed to allow a positioning of the organisation in the stage model; and this is applied at individual process level within the organisation, as well as for the organisation as a whole. This research reports on the use of the model in two case studies - Sabratha local authority and Rujban local authority in Libya. The study illustrates the potential of the model in assessing eGovernment readiness and identifying opportunities for investment and change. It highlights the need for process improvement to accompany technology deployment, and the key role of organisational factors in bringing about the necessary change for the move to e-Government. The potential of the three-dimensional maturity model for developing appropriate strategies and plans for a transition to eGovernment is evidenced in the case studies. At Sabratha and Rujban local authorities, processes are generally not well developed, although in terms of technology deployment and organisational capability, there are some processes which have a reasonable basis from which to move forward. It is clear, however, that process maturity is generally weak in the local authorities studied, and this area needs appropriate focus and investment to allow the authorities to transition to an eGovernment in a planned and effective manner.

show abstract

Challenges to the successful implementation of e-governance systems in Africa: A case of Taita Taveta County, Kenya

Cited by 3 publications

References 6 publications

Stakeholder’s Involvement Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya

Stakeholder’s Involvement Practices and Devolved Administrative Structures in Selected Semi-Arid Counties in Kenya

Public Accountability Practice and Devolved Administrative Structures in Selected Semi-arid Counties in Kenya

A New Model for eGovernment in Local Level Administrations in Libya

Contact Info

Product

Resources

About