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{
    "id": 1384866,
    "url": "https://info.mzalendo.com/api/v0.1/hansard/entries/1384866/?format=api",
    "text_counter": 832,
    "type": "other",
    "speaker_name": "",
    "speaker_title": "",
    "speaker": null,
    "content": "experience in agriculture. We consolidated eight different state corporations and formed one called the Agriculture and Food Authority (AFA). We did not do what was supposed to have been done to AFA in order to make it functional and improve its efficiency and effectiveness. Today, AFA is blamed for having not been functioning optimally. Therefore, everybody is blaming AFA for their problems. What we need to do is to make these regional bodies work. Let us revisit the issue of forming regional bodies. First, we are, of course, calling them regional, and they are regional in approach. Second, they respond to specific and peculiar needs of the region. Third, lunch is not necessarily cheaper in this particular respect, and I will tell you why. These bodies will still have the boards. If we are putting them under one management board or board of directors, then we will be solving a problem of the numbers. I will give eight different issues that make me say they are different. One is the levels of resource endowment in these areas. Kenya is different. No region is like the other in terms of natural resource endowment and human resource endowment; they are different. The scope of coverage of these regional bodies is different. They cover space depending on their functions and what they took in at any one point in time. The challenges that these bodies address or confront are different. So, putting them under one umbrella does not necessarily make the challenges uniform. The development needs of those areas are different, just as diverse as their beneficiaries. The beneficiaries are different and they have different perceptions and perspectives of development. The levels of support based on, of course, the requisite interpretation of the specific needs for support for the area are different. It depends on the extent to which support is interpreted and communicated effectively. The other issue that is important for us to look at is the functions, which will basically be guided by the missions of the authorities. Each of these institutions has a mission and a vision. We are talking about institutions like the ENSDA, KVDA, LBDA, TARDA and the Coast Development Authority (CDA). When you speak about these institutions, you are talking about areas that have been identified to be peculiar and areas that need to have specific focus. One of the objects of the Bill is to standardise functions of the regional development authorities with consideration of unique areas of operation. You have to standardise then bring in the uniqueness of an area. You cannot standardise different issues because they are different. The law-making process in this country is standard. Every law that comes up with an institution adopts the same approach. It will define the terms, give the major title, and look at the functions and the formation of the boards. Everything is the same. What shall we bring in that is new and different? These institutions were established to manage specific regions and specific sectors. Let us leave them to continue doing that. Let us support them. Let me bring in the factor of county governments. We should not forget the fact that counties are coming together to form regional development bodies. They are forming clusters of counties so that they may define a bigger function that cuts across counties. So, we cannot restrict ourselves to a county when it comes to development because development cuts across a region. Water flows across different counties. Roads link different counties, and production goes across counties. So, even counties are realising the need to have a regional focus. Having one legal framework to talk about all these regions is not solving any problem. These institutions have responsibilities that include advising, managing resources, and facilitating projects. What we should ask ourselves is whether they are effectively managing resources, effectively advising, and facilitating projects. A specific example is Tana Water Works. I do not know whether it is peculiar to Tana Water Works or it is across the country. The approach that Tana takes is, for instance, if they want to drill a borehole, they will have two different contracts. There is a contract for abstraction, getting to know that there is water and test pumping for 24 hours. Then they go back to the procurement process and procure another contractor to The electronic version of the Official Hansard Report is for information purposesonly. A certified version of this Report can be obtained from the Hansard Editor"
}