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{
    "id": 833351,
    "url": "https://info.mzalendo.com/api/v0.1/hansard/entries/833351/?format=api",
    "text_counter": 340,
    "type": "speech",
    "speaker_name": "Tigania West, JP",
    "speaker_title": "Hon. John Mutunga",
    "speaker": {
        "id": 13495,
        "legal_name": "John Kanyuithia Mutunga",
        "slug": "john-kanyuithia-mutunga"
    },
    "content": "the key issues we need to realise, which comes up in this Report, is the nature of the collaborative approach in implementation of NG-CDF projects. The NG-CDF committees that have been appointed at the constituency level overseen by Members of Parliament cannot work alone because they do not have all the machinery and mechanisms to work alone. They can only work in collaboration with the Government. The process of managing this fund is, first of all, they have to come up with the projects that have got to be done within a constituency. These projects are submitted as a plan for the year to the NG-CDF headquarters and then there is an approval process. I am bringing up this issue to highlight the fact that when it comes to implementation, we have different institutions involved. In terms of construction, we have the Ministry of Works, which advises on what is supposed to be done and then gives a report on the estimated costs of doing that particular project. These reports must be produced before implementation commences. One of the things that the Report brings out, which is really fundamental, is the fact that the interdependence of implementation causes delay. Once you cause delay, people basically will question why the delay and why their area is not working. One of the things we would like to appreciate is that the NG-CDF does not end with the financial year. At least, it has a spillover effect to the other financial year, and that can give the possibility for the fund to be implemented. The other issue that has also come out is the failure or deliberate attempt not to comply with the requirements of the law, especially when it comes to implementation. I would like to cite only two. One of them that is clearly cited in this particular Report is the internal public sector accounting standards that in some cases are not followed. Once we have an implementation process that does not follow the given guidelines of a country, then we have a problem. During training of Fund Account Managers, emphasis is made on some of these issues and provisions of the Public Procurement and Asset Disposal Act of 2012, which needs to be complied with in full. Probably, it can also cause delays because the procurement procedures in this country need to be looked into. The other issue that is coming up in this particular Report, which is worth mentioning, is that of following up the procedures themselves. It is notable that the Report clearly cites an approved project implementation and also reallocation of resources without approval. As far as Government money is concerned, although the Member of Parliament is supposed to oversee this, some of these things just slip through. We need to call for caution among all the Fund Account Managers; that, projects should not be implemented before they receive approval. I believe the NG-CDF Board at the headquarters approves projects expeditiously. Therefore, we cannot blame them for the delay. So, we should not have projects sneaked in or reallocations done which have not followed the due process. There is also an issue which has come out, which is worth mentioning – failure to basically surrender imprests. Looking at NG-CDF, very little goes through imprest. Most of the money is supposed to be spent on projects, and the money disbursed directly to the implementing parties. Third parties who have won tenders implement. How much money is given out as imprests given that only 6 per cent of NG-CDF money is used for administrative activities? This also throws caution to the managers. We need to ask ourselves about the credibility of these managers. It is important for these managers to be coached properly and also to be seriously vetted. This is because if you cannot, as a manager, surrender imprest, how do you expect third parties to comply with the law? How can you, as a manager, enforce compliance when you are not able to surrender imprest in time? The electronic version of the Official Hansard Report is for information purposes only. Acertified version of this Report can be obtained from the Hansard Editor."
}