This archive report was first published on 16 October 2019.
As Kenyans, we have been fed a diet of scams, fraud, and thievery, which has led to the downfall of many key institutions. The reconstruction of these institutions is not just about rebuilding brick and mortar structures, but also about restoring the skills and labor that went into building them over the years.
Those with long memories will recall the efficient management of Kenya Power and Lighting Company under Julius Gecau and others. Similarly, the defunct Nairobi City Council was run with sound management principles. These institutions were simpler and less complex, but they set a standard for good governance.
The running of the country depends on competent and honest people and well-functioning institutions. The more we have, the greater the heights of achievement. However, if our institutions are creaking under the strain or struggling to function now, what will they be like in 2030 and beyond?
Take Nairobi City County, for instance. Walking into its offices today, one experiences a stuttering administration under siege. The relevant departments are there, but productivity is low, and morale is low among the staff. Obtaining the services it offers is often an exercise in futility, and even getting a rate demand statement requires dedication and patience.
The city county is an example of an institution functioning at a fraction of its capacity. Kenya Power is another. But what we forget is that many public sector institutions have been run down, cannibalized, or destroyed over the years. The energy sector, with its various operations controlled by the Department of Energy, is another example. This 'state-captured' sector is almost entirely owned and controlled by the government, with the exception of Kenya Power, which is half-owned by private shareholders.
Many county governments have been consigned to the same fate. They are relatively new institutions inheriting what little was left of their local government predecessors. Institutional building needs time and effort, neither of which has happened. The story is the same with many parastatals, including the Kenya Pipeline Company, the Kenya Forest Service, and the Kenya Ferry Services.
What comes out clearly is that the appointing agency must not be the parent ministry and must be delinked from and independent of it. Their management and operations must be subject to strict professional rules and regulations and accountable to an independent board.
