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{
    "id": 250721,
    "url": "https://info.mzalendo.com/api/v0.1/hansard/entries/250721/?format=api",
    "text_counter": 253,
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    "speaker": null,
    "content": "913 talking about office administration for administering, evaluating and auditing projects, as well as making sure that the projects are maintained, even after they have been completed. The problem is that after the projects are completed, the committee does not follow up to see if the projects are there or not. That can be dangerous. We should have enough resources like telecommunications equipment and staffing so that we can deliver what we promised our people. Regarding the element of the Emergency Fund, I know it is at the discretion of the committee after a year has elapsed, to decide on what to do with it. However, when there is an emergency on a particular day and the committee decides how funding will be done--- I can give you an example of an emergency case that occurred in my constituency. It took almost eight months for the emergency to be resolved, owing to bureaucracies between the National Management Office, the DDO and District Accounts Office (DAO). I am very keen in scrutinising the use of funds. I do not want to stop scrutinising them. However, I need to be facilitated rather than be clobbered and be perceived as wanting to take short-cuts. The possibilities of District Development Officers (DDOs) and District Accounts Officers (DAOs) wanting to take over the responsibilities of CDF should not be allowed. Their role should be advisory and see that procedures are followed, rather than controlling the funds. The Authority to Incur Expenditure (AIE) should be handled by the DDOs and DAOs. However, who should keep the books in terms of accounting, bank reconciliations and statements? Those are some of the problems we are experiencing in coordinating between the CDF offices and the DAOs and DDOs. The decision of deciding what projects should be done should be left, entirely, on the committee and not rejected by the National Management Committee. Projects concerning women affairs, youth affairs and the disabled people should be decided by the local rather than the national committee. It is important to have an audit from the national level, but also from a local level. I think hon. Members, as watchdogs of the people of Kenya, through this House, need to have integrity and be responsible for any penny spent in constituencies. We should not take advantage of situations, but complement situations. I do not believe it is at the discretion of any hon. Member, on any project, to make all decisions. Any decision made should be collectively made by all constituents, from the locational level to the constituency level. I should only give guidance, as a leader of that constituency. Recently, we have seen some Non Governmental Organisations (NGOs) coming in as watchdogs, alleging that people's money has been misused. They organise workshops and barazas, colluding with our rivals to jeopardise CDF projects. They sabotage the projects and incite people against hon. Members or a committee. Who has given that mandate to the NGOs? Who elected them and who funds them? We know that people outside CDF committees are funding them. They want to become loud-mouths so as to control CDF. The CDF projects are real, participative and democratic. They should be encouraged and allowed. We should also channel the roads' HIV/AIDS and bursary funds to the CDF, instead of creating very many committees and not managing them well. I have a problem with my roads committee. It is always wrangling. How do we solve that problem? We should put the committee under the CDF committee. When we have a bursary or the District Roads Committee (DRC) funds, they should be put under the CDF so that there is a clear system of auditing. With those few remarks, I support the proposal."
}