Category: GOVERNANCE AND OPINION

With a vision of building a self-reliant, united society, Isaac Okeno led an initiative to provide essential food supplies and educate residents on the importance of service to humanity. His commitment to giving back to the community is more than just a responsibility it’s a privilege.

On Wednesday, November 6th, 2024, Okeno’s outreach extended to seven locations: Rachilo, Oriang, Kindu, Milugo, Okode, Nyamgun, and Akonya. At each stop, the warm hospitality shown by the community left Isaac Okeno deeply appreciative and grateful.

‘’Together, we can create a better world by uplifting each other. Let’s work toward a brighter future, where our shared support makes life more bearable for all.’’ Said Okeno.

Additionally, Isaac announced an upcoming free medical camp, dedicated to improving healthcare access, especially for those affected by Sickle Cell and other conditions needing consistent care. His dedication to Sickle Cell awareness demonstrates his commitment to his community’s well-being and vision of accessible healthcare.

The meeting was met with enthusiasm, as residents expressed gratitude and optimism for Isaac’s vision of a supportive, empowered community

National Assembly Speaker, Moses Wetang’ula has expressed profound sorrow following the passing of Hon. Suleiman Murunga, the former MP for Kimilili.

Wetang’ula mourned Hon. Murunga as a dedicated leader who championed the rights of Kimilili residents, extending his condolences to Hon. Murunga’s family, friends, and constituents during this difficult time.

Murunga served as MP from 2013 to 2017, earning recognition for his unwavering commitment to his community.

He was an active Member of the Health Club and Catering Committee and also a prominent debater in the August House.

“As a Member of Ford Kenya, he represented his constituents with integrity and played a vital role as the party’s Director of Elections, influencing the nation’s political landscape,” Wetang’ula stated.

Wetang’ula further highlighted Hon. Murunga’s relentless advocacy for development and social justice, noting that his efforts significantly impacted many lives.

“Hon. Murunga was a champion for his community, particularly in education, providing bursaries to needy students and effectively utilizing the NG-CDF for development. His legacy will be remembered by those he served,” he added.

In his tribute, Wetang’ula urged other leaders to honor Murunga’s memory by continuing his work in advancing the interests of the people and strengthening democracy.

He emphasized on the importance of upholding the values that Hon. Murunga embodied throughout his public service.

Nairobians will remember Hon. Murunga for owning the famous Simmers Club.

“My thoughts and prayers are with his family and all who had the privilege of knowing him,” Wetang’ula concluded. “Rest in peace, Hon. Suleiman Murunga. You will be missed.”

Concerns have been raised over the State of Kisii Teaching and Referral Hospital (KTRH), with residents demanding a total overhaul of the management of the facility to improve delivery of service to the county and some of counties of Nyanza and other neighbouring counties.

While the facility is a level 5 Hospital, offering services to the residents of Kisii County and the neighbouring counties of Nyanza, there is uproar from residents and social media over the poor state of services offered at the facility.  

There is concern over the state of hygiene at the Hospital which, ironically, makes the hospital a potential source of diseases. The Ambulatory Services are non-existent as most of the 13 ambulances have stalled and made it near impossible for the facility to respond to emergencies.

On Wednesday, CEO Oimeke Mariita angered residents of the county when he claimed in a radio interview that he has transformed the facility, much to the chagrin to the listeners and residents.

“We’ve apparatus we use to measure the improvement of a hospital,” he claimed, adding that mortality rate in Kisii had reduced to 8 per cent from 10 per cent when he arrived.

“This is a sign of improvement.”

He also claimed that cleanliness is also a factor which he has changed.

“It was a rotten hospital. The surrounding communities and our doctors have changed the attitude, which has changed the perception of people about the Hospital. We’ve increased numbers of people with Private insurance. People in employment come to the hospital and receive the services through the VIP wings.”

He further revealed that the Orthopedic section has been transformed so is the Theater which saw the facility conduct 5,000 surgeries in the last one year.

“Equipment is working and when there is a breakdown we repair as soon as possible.”

Reports have indicated that KTRH is a loss-making venture especially in revenue collection, a fact that has bene blamed on the previous regime.

“We don’t charge our services to make profit but to sustain the service we provide. In fact, we have increased revenue because sealed all the leakages through which revenue was lost.”

Governor Arati has been on record saying that the hospital has been collecting a revenue amounting to over Sh200M quarterly from about 47M of the previous regime, meaning that the hospital is able to generate a sum of about 800M annually.

However, the hospital expenditure remains a puzzle for residents but the hospital CEO notes, “at the start of every financial year, we prepare a budget which has projections on revenue which we use to pay bills incurred by the hospital. The monies we spend are those we generate and when we fail to meet our revenue targets.”

Mariita added: “We get additional funds from the county executive to meet our budgetary projection. In the past the hospital never met its revenue target in the past over 1 and half years we’ve not asked even a single coin from the County Revenue Fund”

The KTRH Doctors Plaza which is alleged to have been completed in the past 2 years ago is yet to be operational. The Plaza has been the talk of the town, while the former Governor had said it construction works were completed, Mariita claims that it was not, and further accuses the past regime that it’s only paperwork that the hospital was 90 per cent complete.

In the Doctors’ Plaza, the roof was leaking and it wasn’t ready for occupation. The Management of the Hospital did an assessment and discovered it needed to be fit for purpose. 

“The assessment revealed that some structures and were not up to standards and it forced us back to the drawing board and this is where the conception of 100M and the contractor was awarded the contract to do the work.”

Amenity Wing, a specialized section where urgent emergency medical attention are provided on what looks like critical cases that need close monitoring, has had some long conversations much as many people have no knowledge of the facility and what it does.

Defending the Hospital, Mariita said, the important thing is that the hospital has an amenity wing.

“In every hospital like Kenyatta Hospital, amenity wing is an idea conceived by the ministry of Health to help public hospitals to render equal services across”

“Through these new services it’s only that some more rates came up because of introduction of news services which seems to be new rates but it’s not true.”

He added: “Since the inception of amenity wings in KTRH, Specialist doctors are always available in the hospital to offer services”

However, Mr Kevin Paul, rubbished Mariita’s claim that the hospital has not hiked rates. He said the facility charges a deposit of Ksh50,000 before one gets admission. 

“My son was rushed there recently because of suspected dehydration. They demanded Ksh50,000 before admission I had to take him back to another hospital. What I don’t understand is how they decided to admit my boy there immediately he arrived there.’’

A sad story emanated from the hospital where it’s said a dentist doctor at KTHR, Wycliffe Gikundi Mutwri fell ill while at work and was admitted at Mediforte Hospital.

His condition worsened after two days and was referred to KTRH where the its alleged that the hospital management refused to admit him at the ICU until he deposited a sum of Ksh50,000 and an extra Ksh 10,000 daily.

Gikundi tried to use his insurance but it was not working, being a county employee he’s covered by TRIDENT INSURANCE.

Later in the day the doctor’s condition deteriorated and it was after worried colleagues piled pressure that the authorities finally agreed to admit him, unfortunately it was too late.

Computed Tomography (CT Scan) 

The hospital CT Scan, reports from a sought from anonymous sources confirm that it has not been operational since March 2024, with patients forced to seek services from other facilities.

The CEO confirmed that as on 22nd, Oct 2024, that in the past one year, the machines have not been operational.

He launched investigations on the operations of the machines were commissioned but they are yet to release the report to the public.

“It’s only the ministry of health mandated to facilitate the CT scan machines and maintenance. the hospital is not allowed to interfere with any machine which is under Managed Equipment Service program (MES). We received a letter from the ministry giving us the go ahead to use and take care of the machines. We advertised the repair of the CT scan and we have awarded the tender.”

On the ICU and HDU which is an expensive service but remains a human right, Mariita claimed the hospital has an ICU with a capacity of 6 beds, 4 for Old and 2 for Children, and HDU with a capacity of 4 beds.

There have been accusations and allegations that there has been silent relationship with KTRH and private hospitals.

“When our hospital is full, we refer upwards and not the surroundings we do national referral Hospital systems we either refer to level 6 Hospital and it’s optional as we give reasons pertaining referrals.”

Oxygen Plant 

KTRH Oxygen plant stopped operating in 2022 December and the hospital was forced to procure the service from elsewhere yet it used to be the sole supplier of oxygen within Kisii and other areas.

KTRH has 3 Oxygen plants at the moment, two are not functional. The Sh.22M plant is dead. The facility is managed by Managed Equipment Service (MES) which is Managed with the Ministry of Health which is not functional.

KTRH has 5 theatre rooms amd Mariita said they only have one oxygen Plant which is sustaining the hospital. 

“We have 700 bed capacity and most of the time and 90-95 per cent beds are occupied for an approximation of 630 people and in ICU and HDU oxygen is needed” said Mariita.

In general wards, “At any given time, out of 630 patients 63 are on oxygen. The demand for oxygen in KTRH is absolutely high surpassing the plants we have. “Plans of adding Oxygen Plants?

Mariita stated, “For the short term, we are complimenting through buying cylinders and in the next budget we are projecting to buy another plant of 500 litres per minute “

Additionally, there has been claims meted on Mariita moving county staff out of KTRH.

He has rejected claims saying it’s only the mandate of the Health department under the supervisory of the Chief Officer who is the Chairperson of Departmental Human Resource Advisory Committee. (DHRAC). Saying he is only mandated to do internal rotations.

The hospital boss reports that “In theatre, already quarter one (July, August and September) we have managed to do 1,650 operations and if we continue with the same rate, by the end of this financial year we shall clock over 7,000 as compared to financial year, 4,202.”

The hospital has been accused of poor customer care services and poor hospitality disadvantaging the underprivileged.

KTRH is projecting to have a cardiologist to take the task of open-heart surgeries.

Without giving the timelines, Spine surgeon services have been introduced and the services are operating. Mariita, reports that neurosurgeon services and machines performing the tasks are set to kick off.

The Leader of Minority Hon Junet Mohamed has urged MPs to actively participate in the process of developing legislation proposals.

Hon Junet said it was important for the MPs to keenly be part of the process in the National Assembly from the beginning up to the end to ensure quality laws are enacted.

“I have noticed that some legislators only interacted with the Bills after being published. As a result, they lack a lot of information about the document because they have not been part of the process of making it,” said the Suna MP.

Hon. Junet made the remarks during the National Assembly Leadership retreat that kicked off in Nakuru on Monday.

The National Assembly Speaker Rt.Hon. (Dr.) Moses Wetang’ula opened the retreat whose theme is “Re-invigorating synergy in Leadership for accelerated discharge of the mandate of the National Assembly”.

Majority Leader Hon Kimani Ichungwa’h, Energy and Petroleum Cabinet Secretary Hon Opiyo Wandayi, and Clerk of the National Assembly Mr Samuel Njoroge also attended the session.

Hon Junet pointed out that the process of developing the legislative proposals was critical hence the need for unwavering attention of all the members.

He added that members of the public were fed on propaganda about many proposed legislations leading to an outcry that sabotaged the process being undertaken by the House.

“MPs as representatives of the people are mandated to create awareness about such legislative proposals and they can only do that effectively if they have information about the document,” he added.

About the Finance Bill 2023 that was withdrawn after the countrywide demonstration, Hon Junet noted that the Bill ran into trouble due to misinformation.

He added that in order to avoid a repeat of such a crisis Members ought to take their legislative mandate seriously.

The Minority Leader called for enhancement of capacity building for legislators to be able to sharpen their skills so as to discharge their mandate effectively.

“Members especially first timers require regular training on their roles as MPs and legislative process to be effective in their legislative duties,” he added.

While quoting former South Africa president Nelson Mandela who said “It is good to lead from the front but don’t leave your best behind”, Hon Junet noted that both veterans and first-timer MPs should move at the same pace on knowledge of their mandate as legislators.

On the retreat, Hon Junet noted that the exercise, the second of the 13th Parliament, was critical as it gave an opportunity to the Leadership of the House to evaluate the performance of the House and plan ahead.

“The retreat will empower Members to be able to discharge their duties more professionally, and effectively and help to cement unity and teamwork by Members as they discharge their duties,” he added.

After nearly three decades of waiting, former employees of Kenya Cooperative Creameries (KCC) face fresh obstacles in securing KES 204 million in unpaid dues, as Cabinet Secretaries and other government officials sidestep accountability, prompting sharp criticism by members of the Senate Committee on Labour and Social Welfare.

The drawn-out issue took a contentious turn when National Treasury Cabinet Secretary John Mbadi asserted that the Government is not obligated to settle terminal benefits and SACCO dues that KCC deducted but never remitted. Mbadi, notably absent from today’s Committee meeting, recommended via letter that the petition be dismissed, a stance that drew swift criticism from Committee members who described the approach as “grossly casual.”

Vice Chair Sen. George Mbugua expressed dismay at the Cabinet Secretary’s remarks, calling Mbadi’s absence and lettered recommendation a disservice to the aging petitioners.

“Even if it takes two years to see this through, we will not relent until justice is served,” he stated. “These elderly petitioners dedicated their lives to service; it’s unimaginable that CS Mbadi would recommend dismissing their plea without due consideration.”

Compounding frustrations, Co-operatives, and MSMEs CS Wycliffe Oparanya also missed the meeting, sending Principal Secretary Patrick Kilemi in his stead. The repeated absences sparked further calls for accountability.

Sen. Alexander Mundigi (Embu) proposed issuing final invitations to both Cabinet Secretaries to appear, warning that summons would follow should they not appear. Penalties—including fines of up to KES 500,000 or, ultimately, arrest—could follow if they fail to comply. Sen. Mundigi invoked the Parliamentary Powers and Privileges Act, underscoring the Committee’s authority to demand cooperation and the appearance of witnesses.

Sen. Miraj Abdullahi urged that Cabinet Secretaries be held financially accountable, suggesting a surcharge to reimburse petitioners who have now traveled multiple times from across the country only to encounter empty chairs at each meeting.

“These individuals have shown up at great personal cost; it’s time we make sure their expenses are covered by those responsible for these delays,” she argued.

Senators called for swift action come amid growing concern for the petitioners, many of whom are now elderly.

Sen. Crystal Asige and Mohammed Faki of Mombasa echoed Sen. Mundigi’s proposal highlighting the urgency of resolving the matter to avoid further protracted delays.

MPs also brought together representatives from the Attorney General’s Office, New KCC Company Secretary Irene Mbito, and the petitioners, ended with a clear message from the Senators: as long as it takes, they are prepared to pursue the matter to its conclusion, ensuring that the petitioners’ decades-long wait for justice finally ends.

The Kenyan government is implementing a sweeping new policy aimed at drastically reducing the cost of its vast vehicle fleet, a move projected to save billions of shillings annually.  The Government Fleet Management Department (GFMD) policy, unveiled by the National Treasury, introduces stricter regulations on vehicle allocation and usage across all levels of government, from national ministries to county administrations.

For years, Kenya has grappled with inefficient and costly management of its government vehicles.  The lack of a centralized system, coupled with inconsistent regulations scattered across various circulars, has resulted in significant financial losses. 

In his introduction to the draft, Treasury Cabinet Secretary John Mbadi outlined some of the obstacles facing the government vehicle sub-sector, stating, “Additionally, there is no centralized data repository for government transport assets, resulting in inefficient asset sharing among ministries.” He further highlighted the lack of tracking for vehicle purchases, maintenance, and fuel consumption.

“The consistent allocation of over Kshs. 10 billion annually since 2018/2019 highlights the ongoing need for effective reform,” Mbadi stated, noting that despite high expenditure – peaking at Kshs. 17.7 billion in 2016/2017 – service delivery hasn’t improved commensurately.  Challenges include fuel misuse, high maintenance costs, and vehicle obsolescence.

The GFMD policy directly addresses these inefficiencies.  It significantly reduces the number of vehicles allocated to top government officials.  Cabinet Secretaries will now receive two vehicles each. Principal Secretaries, heads of parastatals, and Chief Executives will receive one vehicle each.  Senior officers will utilize vehicles from a centralized pool, promoting shared resources and reducing overall fleet size.  Commissioners and board members will use their private vehicles and claim reimbursement for official travel.  A similar structure is implemented at the county level.

The new policy builds upon previous reform attempts, which were hampered by inconsistencies and implementation difficulties.  A 2013 initiative, while aiming to address rising costs, procurement flaws, misuse, theft, and inefficient utilization, faced operational hurdles.  The GFMD policy aims to rectify these shortcomings by creating a robust framework for government transport management.  Beyond cost reduction, it also aims to enhance local vehicle assembly and stimulate economic growth.

The policy details procedures for acquiring, providing, maintaining, and disposing of government assets, including the use of private vehicles for official travel. It establishes a clear implementation plan, identifies key stakeholders, and incorporates a robust monitoring and evaluation framework. 

In a departure from past reform efforts, the policy proposes the creation of a dedicated Fleet Management Department to oversee and coordinate all government fleet activities.  As CS Mbadi writes in the draft document, “GMFD outlines detailed procedures for the acquisition, provision, maintenance, and disposal of government moveable assets, including the use of private vehicles for official travel.  It also details an implementation plan, identifies key stakeholders, and establishes a monitoring and evaluation framework.  Crucially, it proposes the creation of a Fleet Management Department to coordinate government fleet activities.”

GFMD’s vision is “World Class Fleet Management for Efficient Public Service Delivery.”  Its scope extends to all government transportation, including vehicles from development partner programs and projects, and even livestock used for transport in some areas. 

The policy acknowledges that high costs are driven by factors including ineffective procurement resulting in unsuitable vehicles, weak regulations leading to vehicle misuse, poor management of vehicles acquired through development partnerships, and the absence of a central coordinating body for fleet operations.  Further contributing factors include fuel and spare parts mismanagement and theft, unequal asset distribution, and extremely low vehicle utilization (averaging just 48.8%).

The policy draws on best practices from countries like Malaysia, Australia, and Rwanda, adapting effective fleet management standards to the Kenyan context.  It emphasizes modernization, safety, and evidence-based decision-making, anticipating the integration of technology-based solutions, such as geo-fencing, to improve tracking and streamline operations. 

GFMD aims to create greater certainty and predictability in future amendments by addressing inconsistencies in existing regulations. 

According to Principal Secretary Dr. Chris Kiptoo, “This policy which was subjected to rigorous public participation, will improve government transport service delivery, free up financial resources, streamline procurement, and optimize economies of scale through improved inter-agency coordination.  It will also institutionalize a clear separation of roles within the transport function. Furthermore, the policy will curb escalating maintenance and overall transport costs, enhance fleet utilization, improve the safety of government officials, and ensure a responsible process for acquiring and disposing of transport assets.” 

The overall goal, he says, is to achieve better value for money and cost-effectiveness through optimal vehicle allocation and utilization. The expectation is that the implementation of the GFMD policy will result in substantial cost savings and improved efficiency within the Kenyan government’s transport system.

The success of the GFMD policy hinges on rigorous implementation and consistent oversight.

While the projected cost savings are substantial, challenges remain. Addressing entrenched bureaucratic inertia, ensuring widespread buy-in from government officials accustomed to existing practices, and effectively utilizing technological solutions will be crucial for realizing the policy’s full potential.

Ultimately, the long-term impact of the GFMD policy will be judged not only by its financial achievements but also by its contribution to more efficient and transparent governance in Kenya.