W e are fast approaching Kenya Kwanza administration’s mid-term.
Since coming to office, almost all of the government’s major policies and projects have faced setbacks in form of litigations, declared as unconstitutional, or faced widespread unpopularity and opposition due to being out of touch with citizens’ realities.
In an era where new technologies are redistributing and decentralising power, the traditional role of a government in policy-making is being significantly altered.
The central authority that the government once held and the traditional top-down governance model are now being contested by new technology-enabled sources of competition, such as innovative approaches by the civil society and private sector.
In Kenya, these advancements have empowered individuals with information and tools previously unimaginable, creating a fertile ground for a more informed and connected citizenry, and enabling citizens to engage with each other, share ideas, and drive change on a scale never seen before.
As witnessed in the last few months, the government has increasingly faced heightened public scrutiny and pressure to evolve its approach to public engagement and policy design.
Citizens, armed with instant access to information and a platform to voice their concerns, are relentlessly expecting greater accountability and participation in decision-making processes, and are not letting the government get away with illegalities.
This shift demands a more flexible, responsive, and transparent approach to governance, one that the government seems to be struggling and unprepared to implement.
President William Ruto chairs the first meeting of the newly constituted Cabinet in September 2024. (Image: State House Kenya)
The national and county governments need to therefore navigate the complexities of a more engaged and empowered populace, by re-evaluating their strategies and operations.
As observed, the prevailing public distrust is making it difficult for the government to implement policies effectively, as scepticism and resistance from the public hinders cooperation and compliance.
To begin with, rebuilding public trust in such a context will require deliberately prioritising measures that demonstrate accountability, inclusivity, and responsiveness.
Transparency remains the central issue, and the government needs to consistently embrace radical openness.
By embracing collaboration with non-state actors, the government can integrate, for example within the e-Citizen platform, which is projected to earn the government a billion shillings daily, systems that can provide real-time dashboards where citizens can track progress on initiatives and spending.
Tackling corruption and mismanagement is another critical area. Independent oversight prosecution institutions: EACC, ODPP, Judiciary, DCI, Parliament, need to be seen taking swift, public action against corruption, especially attaining conviction or impeachment of those found guilty. This will assure citizens of ethical governance practices, and signal a commitment to accountability and integrity.
Addressing public concerns, acknowledging past mistakes openly and outlining corrective actions would build a culture of honesty and demonstrate accountability and a commitment to change.
Public participation in decision-making is another essential pillar for restoring trust. It should not be the case of always throwing the baby with the bath water (nullification) due to a failure to engage the public right from the policy design stage, such as the Finance Bill, 2024.
Government officials and politicians should not be subjected to so much hostility educating not only themselves, but also the public about the benefits of enacted policies after the fact, for example the SHIF/SHA.
As a way of curing this, Parliament needs to expedite the processing of the Public Participation Bill, 2024, having considered and included the valuable input from the public, and the government to subsequently ensure it is implemented across all responsible authorities at the national and county levels.
A key indicator would be establishing feedback mechanisms that show measurable changes resulting from public input to further reinforce responsiveness and demonstrate that the government is valuing citizen voices.
Encouraging state functionaries to adopt a citizen-first mind-set and the appreciation of collective intelligence will build a culture of trustworthiness.
Delivering tangible results is equally important for building credibility.
Citizens’ positive experience in accessing public goods and services is the best organic mass publicity a government can get. They just need to see their government’s commitment to meeting their needs in action, not just promises.
The Government Delivery Unit ought to prove its value to Kenyans, by ensuring that the government focuses on quick, highly visible projects that address the prevailing pressing issues in the country, such as addressing the health and education crises, improving public infrastructure, especially roads and reducing service delivery bottlenecks.
The improved turn-around-time in applying and getting a passport, for example, is very commendable.
Consistent service quality in healthcare, education, and social programs is going to build trust, as would regular reporting on measurable progress toward long-term goals under the Bottom-Up Economic Transformation Agenda (BETA), like agriculture and MSME economy.
Reinvigorating communication channels is essential for restoring trust between the government and citizens.
The national and county governments need to proactively engage with the public through diverse platforms, including social media, traditional media, and community meetings, to address concerns and counter misinformation effectively.
Given its vast communication infrastructure and personnel, the government is underperforming on this.
Proactive and well-coordinated communication would ensure the public remains informed about policies, their rationale, and expected outcomes.
Elected and appointed leaders can also adopt a humanized approach by being visible, approachable, and empathetic, reinforcing the perception of a government that listens to its people and genuinely cares about their needs and aspirations.
Just as Kenya is at this almost mid-term period, the country is gradually being sucked into the 2027 elections politics and campaigns. Will this claw back on what has been achieved? What does this portend for government performance?
The achievement of policies that will improve the lives of Kenyans therefore hinges on the ability of the government to, with utmost agility; implement these measures, so as to rebuild public trust and credibility.
This will demonstrate a commitment to serving Kenyans and adapting to the demands of the modern-day informed and engaged citizenry.
Robertson Kabucho
Head of Programmes, Kenya & Ethiopia, Hanns Seidel Foundation
