Multi-level governance of watersheds in Kenya under devolution framework: a case of Migori river watershed.

A research gap exists in the understanding of multi-level governance for watersheds in Kenya under the current devolved framework. This paper uses the Migori River watershed as a case study to elaborate on the institutional arrangement in the management of the watershed and how it influences the nature and level of coordination among the actors involved. The data was collected through semi-structured interviews and content analysis of secondary data. The target institutions were selected based on existing policy and legal frameworks, press releases, and published administrative reports. Respondents for the semi-structured interviews were identified through purposive and snowball sampling techniques. The qualitative data was then analysed through content analysis. After analysis of the nature of coordination, a panel of experts rated each coordination dimension based on a comparison between the findings and the baseline indicators. The results on the structure and roles of institutions revealed adequate representation of the river basin management actors, but the associations among actors are weak due to overlapping mandates and gaps in the administration processes of river basin management programs. Coordination exists, but it is not all-encompassing; whereas efforts to collaborate were noted, they were inconsistent and tended to be on a per-need basis due to a lack of a common forum for stakeholder interactions and a common management plan for a clear vision and direction of actors' activities. There is an unclear delineation of roles in the institutional structure and thus causing institutional complexity, which further undermines coordination. To address the coordination gaps, the paper recommends the creation of a management council for the watershed to provide a central forum for the stakeholders' interaction, with a designated lead agency that organizes and facilitates meetings, oversees communications, and manages any emerging challenges, gaps and opportunities in collective actions. [ABSTRACT FROM AUTHOR]