Introduction: Kenya – A democracy in retreat?

Kagwanja, Peter; Southall, Roger

doi:10.1080/02589000903216930

Cited by 62 publications

(29 citation statements)

References 13 publications

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“…The AOP policy was designed and adopted in the early days of a popularly elected National Rainbow Coalition (NARC) government that had replaced many years of the previous unpopular leadership. The newly elected NARC government, while enjoying high levels of public goodwill, was keen to correct the perceived poor policies of the former regime (Kagwanja and Southall, ). Within the health sector, NARC had one MoH, and the minister in‐charge was one of the key leaders of the coalition that had formed the government.…”

Section: Discussionmentioning

confidence: 99%

Health sector operational planning and budgeting processes in Kenya—“never the twain shall meet”

Tsofa

Molyneux

Goodman

2015

Health Planning & Management

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SummaryOperational planning is considered an important tool for translating government policies and strategic objectives into day‐to‐day management activities. However, developing countries suffer from persistent misalignment between policy, planning and budgeting. The Medium Term Expenditure Framework (MTEF) was introduced to address this misalignment. Kenya adopted the MTEF in the early 2000s, and in 2005, the Ministry of Health adopted the Annual Operational Plan process to adapt the MTEF to the health sector. This study assessed the degree to which the health sector Annual Operational Plan process in Kenya has achieved alignment between planning and budgeting at the national level, using document reviews, participant observation and key informant interviews. We found that the Kenyan health sector was far from achieving planning and budgeting alignment. Several factors contributed to this problem including weak Ministry of Health stewardship and institutionalized separation between planning and budgeting processes; a rapidly changing planning and budgeting environment; lack of reliable data to inform target setting and poor participation by key stakeholders in the process including a top‐down approach to target setting. We conclude that alignment is unlikely to be achieved without consideration of the specific institutional contexts and the power relationships between stakeholders. In particular, there is a need for institutional integration of the planning and budgeting processes into a common cycle and framework with common reporting lines and for improved data and local‐level input to inform appropriate and realistic target setting. © 2015 The Authors. International Journal of Health Planning and Management published by John Wiley & Sons, Ltd.

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Section: Discussionmentioning

confidence: 99%

Health sector operational planning and budgeting processes in Kenya—“never the twain shall meet”

Tsofa

Molyneux

Goodman

2015

Health Planning & Management

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“…It should be noted that the 'very high hostility' category should only be used within the context of Indonesia's electoral violence. It is no way comparable to high-profile elections violence in other countries referred to in the introduction; for example, the 2007/08 post-elections violence in Kenya saw up to 2,000 people killed and as many as 300,000 displaced from their homes (Kagwanjaa and Southall, 2009). …”

Section: Score 4: Very High Hostilitymentioning

confidence: 96%

Explaining Collective Violence in Contemporary Indonesia

Tadjoeddin¹

2014

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“…It should be noted that the 'very high hostility' category should only be used within the context of Indonesia's electoral violence. It is no way comparable to high profile elections violence in other countries referred to in the introduction; for example, the 2007/08 post-elections violence in Kenya saw up to 2000 people killed and as many as 300,000 displaced from their homes (Kagwanjaa and Southall 2009). …”

Section: Score 4: Very High Hostilitymentioning

confidence: 96%

Electoral conflict and the maturity of local democracy in Indonesia: testing the modernisation hypothesis

Tadjoeddin

2012

Journal of the Asia Pacific Economy

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This paper constructs an electoral hostility index for 282 local direct elections (PILKADA) of district heads during 2005-2007 and examines the socio-economic determinants of local democratic maturity in Indonesia. There are 67 PILKADAs (out of 282) categorised as having medium, high or very high levels of electoral hostility. The picture is dominated by hostilities directed towards the local elections commission after voting day. The large sample quantitative analysis employs ordered logistic regression. The results show some evidence in support of the modernisation hypothesis in the context of Indonesia's local democracies. Higher PILKADA hostility or less mature local democracy tends to be experienced by districts with lower income, higher poverty incidence and less urbanised. The results also imply that democracy cannot be deepened in the absence of economic development.

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Introduction: Kenya – A democracy in retreat?

Cited by 62 publications

References 13 publications

Health sector operational planning and budgeting processes in Kenya—“never the twain shall meet”

Health sector operational planning and budgeting processes in Kenya—“never the twain shall meet”

Explaining Collective Violence in Contemporary Indonesia

Electoral conflict and the maturity of local democracy in Indonesia: testing the modernisation hypothesis

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