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When Media Bias Becomes a Threat to Kenya’s Fragile Peace

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By FCPA Hesborn Omollo

Kenya’s democracy depends as much on the integrity of our media as it does on the ballot box. Yet in the aftermath of this July’s Saba Saba Day unrest when at least 31 Kenyans lost their lives and youth groups attacked nine police stations our leading broadcasters have served viewers a steady diet of anti-government narratives. Ninety percent of airtime cast the State as villain. In a nation still healing from violence, this isn’t vigorous journalism it’s a spark on dry tinder.

We cherish freedom of expression. Our 2010 Constitution enshrines it. But it draws a clear line: no propaganda for war, incitement to violence or hate speech. The Media Council Act and the Kenya Information and Communications Act place duties on newsrooms and broadcasters to be fair, balanced and accurate. Penal provisions make it a crime to incite disaffection against the Government or to spew hate that fractures ethnic harmony. When these laws live only on paper, they fail their most vital test: preserving public order in times of crisis.

So what happens when regulation is idle? When complaints to the Media Council of Kenya (MCK) stagnate in limbo and the Communications Authority watches in silence while broadcasters flout licence conditions? Citizens grow cynical. Trust in institutions erodes. The same stations mandating protests one night become the arbiters of national truth the next never held accountable for fanning flames.

In a democracy as delicate as ours, unchecked bias is not a harmless oversight; it is a threat. It undermines confidence in security agencies, provokes further unrest and encourages extremists who feed on chaos. If we fail to demand redress now, we accept a media landscape where spin eclipses facts and tribal narratives drown out common purpose.

Our recourse is clear and legally grounded. First, every citizen or public officer who witnesses unbalanced coverage must file a complaint with the MCK. Under the Media Council Act, its Complaints Commission can order corrective broadcasts, issue public reprimands and refer repeat offenders to the Communications Authority. Second, civil society should leverage Article 22 of the Constitution to bring public interest litigation. The High Court has the power to compel action from both MCK and the CA, even to suspend licences that jeopardize peace.

Third, Parliament must step up. The Departmental Committee on ICT should summon errant broadcasters for inquiry, publish quarterly compliance reports and strengthen the Media Council Act with interim powers such as the “right of reply” order that enforce balance while investigations proceed. Finally, a nationwide media-literacy campaign will empower citizens to spot bias and demand accountability, turning passive viewers into active watchdogs.

Some will argue this smacks of censorship. It is not. It is the flip side of freedom: responsibility. Just as the press demands to hold Government to account, the public has a right to hold the press to its own standards. In a fragile environment scarred by bloodshed, our laws demand no less.

Kenya stands at a crossroads. We can tolerate sensationalism that deepens divides, or we can insist on journalism that informs, contextualizes and heals. If the Saba Saba tragedy taught us anything, it is that words carry weight. When those words amplify anger rather than understanding, we all pay the price. Let us wield our legal tools and civic voice to ensure that our media, at its best, unites rather than divides this country we all call home.

Let’s replace shoot to kill with dialogue

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Junior Secondary Schools

Let’s replace shoot to kill with dialogue

By Billy Mijungu

If there was ever a time the government needed to invest heavily in modern crowd control equipment, that time is now. The growing civil unrest, led by a new wave of unyielding and deeply frustrated youth, demands a more humane and thoughtful response than brute force.

It is time for the state to acquire barriers, mobile fences, barbed wires, high-pressure water trucks, sonic crowd dispersal systems, smoke repellents, and public access restriction tools that prioritize safety and minimize fatalities. This is not the era for bullets. This is the moment for barricades, precision, and wisdom.

The sanctity of human life remains an absolute constitutional principle. It is not negotiable. The role of security agencies must be to protect, not to provoke. And yet, there is a worrying rise in rhetoric from certain quarters of government and politics that encourages lethal force.

Psychopathic politicians and political actors, often detached from reality, are riding on dangerous language. They call for shoot to main or shoot to kill, casually using phrases that flirt with massacre and suppress the very constitutional order they swore to defend.

Let us not mince words. Kenya is at a dangerous tipping point. The Gen Z resolve, informed by bitter experiences, joblessness, failed promises, and perceived elite impunity, is unlike anything the nation has witnessed before. This generation is articulate, digitally organized, emotionally charged, and morally outraged. And most tragically, they are ready to die.

Numerous demonstrators have recorded chilling instructions on how their dead bodies should be handled in case they do not return home. This is not rebellion for show. It is rebellion borne out of betrayal.

Any leader who advises the President to take a hardline stance through violent suppression is handing him a poisoned chalice. If state forces continue to fire live rounds into crowds, if the bodies keep piling, if the voices are ignored, then a day will come when the international community, not just Kenyans, will ask for change at the very top.

They may ask the President to step aside and allow another from within his own party to complete the term. That is not fiction. It has happened elsewhere, and history does not forgive those who ignore the warning signs. Nothing under the sun is impossible.

A presidential advisor or Cabinet Secretary worth their salt should be a mirror and compass. They must tell the President the hard truths. They must whisper to him not what he wants to hear, but what the country desperately needs to hear. It is true that President Ruto has made visible strides in infrastructure, economic reforms, and regional diplomacy.

He has outpaced his predecessors in ambition and visibility. But the question remains, at what cost? The people have been pushed too hard. The burden is heavier than ever before. And the mechanisms for accountability are too weak to hold the system together under the weight of this unrest.

This is a moment for courage, not cruelty. This is a time for restraint, not revenge. And if anyone still believes that a shoot to kill order or a shoot to main strategy will restore order, they are grossly mistaken. The only outcome such a strategy will guarantee is bloodshed, international condemnation, and a fast-track to a possible President Kindiki.

The future of this country lies in dialogue, empathy, and respect for life. Leaders must rise to the occasion and disown the rhetoric of violence. Because once the trigger is pulled, and the people’s blood is spilled, no amount of justification can cleanse the consequences.

We must not go down that road.

Governor calls for a united effort to address growing climate change crisis

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By Anderson Ojwang 

Kakamega Governor Fernandes Barasa has called on stakeholders in environment and climate change to unite in combating the growing climate crisis.

Speaking at a breakfast meeting at a hotel in Nairobi, Barasa said climate change crisis was no longer a distant threat but a daily reality affecting every aspect of development.

He said the impact of climate change challenges had been witnessed in all sectors including agriculture, health, infrastructure, and food security.

 He noted that Western Kenya, once a reliable food basket, was now facing erratic weather patterns, prolonged droughts, and biodiversity degradation.

“We are staring at food crisis in the region.

Previously, the farmers could easily determine the planting and harvesting seasons.

This is no longer a reality and has contributed to food insecurity in the region,” he said.

The Governor outlined Kakamega’s climate action framework, anchored in the 2023–2027 County Integrated Development Plan (CIDP) and supported by legislation such as the Kakamega County Climate Change Act (2020), Climate Change Policy, and General Regulations.

He highlighted ongoing partnerships with the national government and non-state actors, citing tree-planting initiatives and the Kakamega Forest Ecosystem Restoration Program as key milestones. 

“We are home to Kenya’s only tropical rainforest. Protecting it is a duty we owe the entire country,” he said.

Governor Barasa also announced that Kakamega County will host the Climate Change and Agri-Expo Summit, set for 7th–10th October 2025 in Kakamega County. 

The summit will bring together partners to explore practical solutions around sustainable agriculture and climate resilience. 

He urged stakeholders to support the county’s efforts, emphasizing that climate change affects all, regardless of borders or political affiliations.

“Let us act now to protect our people and our planet,” he appealed.

The meeting was graced by Environment Secretary Dr. Sally Kimosop, who represented the Chief Guest, CS Environment, Climate Change, and Forestry Dr. Deborah Mulongo Baraza, other esteemed partners, and county officials.

Broad Based government delivers as KRA surpasses target by 6 percent

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By Anderson Ojwang

The decision by President William Ruto and former Prime Minister Raila Odinga to form broad-based government is paying dividends.

The ODM experts in Treasury and Economic Planning Mr. John Mbadi and Energy and Petroleum Mr. Opiyo Wandayi are turning fortunes in their respective ministries.

While Wandayi has stabilized energy and petroleum sector with reduction in power outage and stabilizing if fuel prices, Mbadi is making the economy to roar back to life once again.

Performance by various listed companies in the Nairobi stock exchange have recorded improved businesses and profits.

And now Kenya Revenue Authority recorded revenue growth by 6.8% despite the tough Economic Environment.

A report by Commissioner General of The Kenya Revenue Authority (KRA) Humphrey Mulongo said the authority surpassed the revenue target of Kshs.2.555 trillion for the Financial Year 2024/2025 after collecting Kshs. 2.571 Trillion.

The performance is a growth of 6.8% and a performance rate of 100.6%, compared with the Kshs. 2.407 Trillion collected in the last financial year.

Economic Environment the revenue performance reflects the prevailing economic indicators especially the GDP growth of 4.7% (Economic Survey) with notable growth recorded in key sectors like agriculture, forestry and fishing, financial and insurance activities, transportation and storage, and real estate.

Further, overall inflation eased to average at 3.6% in 2024/25 compared to 6.3% in 2023/24, while exchange rate of the Kenya Shilling against the US Dollar strengthened to an average of Kshs 129.35/US$ in the current year under review down from Kshs 144.1 in the previous year.

In addition, international oil prices per barrel dropped by 12.5%, with these factors leading to aggregate downward adjustment of local fuel pump prices for both petrol and diesel by 11.8% and 12.2% respectively.

However, other factors moved contrary to expectations, thus impacting revenue negatively.

For example, the first half of the Financial Year 2024/25 was characterized by numerous economic headwinds, including shelving of the Finance Bill 2024, high bank lending rates, global tariffs war, and international conflicts.

In particular, overall import values recorded weak growth of 0.04%, affected by drop in import values of fuels and lubricants, and food and beverages which recorded declines of 16.4% and 14.6% respectively.

Further, export values declined by 2.0% especially from horticulture (-2.5%) and tea (-15.4%).

In addition, access to credit by the private sector remained constrained due to higher commercial bank lending rates in the current year compared to the previous year.

However, a downward adjustment in lending rates is anticipated following the Central Bank of Kenya’s decision to lower the benchmark rate to 9.75% in June 2025.

As at the end of December 2024, credit extended by commercial banks to the National Government grew by 13.9 per cent, while credit to the private sector declined by 1.1 per cent. This contraction in private sector credit dampens the prospects for investment and expansion across key economic sectors.

Notwithstanding these challenges, KRA’s robust measures yielded a significant revenue collection turnaround in the second half of the financial year.

Revenue grew by 9.1%, compared to the 4.5% growth recorded in the first half of the financial year.

Revenue Performance for FY 2024/25

Exchequer Revenue
The Exchequer Revenue grew by 4.5% after KRA collected Kshs. 2.323 trillion compared to Kshs. 2.223 trillion collected in the previous financial year. This translates to a performance rate of 99.0%, against a target of Kshs. 2.347 Trillion.

Agency Revenue
KRA also collected Kshs. 248.276 Billion on behalf of other government agencies, surpassing the target by Kshs. 40.465 Billion. This translated to a performance rate of 119.5%.

Domestic and Customs Revenue Performance
Domestic Revenues registered a growth of 4.8% after KRA collected Kshs. 1.688 Trillion against a target of Kshs. 1.721 Trillion. This translates to a performance rate of 98.1%.

Customs Revenue recorded a performance rate of 105.9% with a collection of Kshs. 879.329 Billion against a target of Kshs. 830.368 Billion. This translates to a revenue growth of 11.1%, compared to the same period in FY 2023/2024.

Performance of Key Tax Heads

Domestic VAT: Domestic VAT collection stood at Kshs. 327.336 Billion, reflecting a growth of 4.2% compared to the previous year. In the first half of the FY, KRA collected Kshs. 148.374 Billion. In the second half of the FY, KRA implemented a raft of VAT compliance initiatives to seal revenue loopholes, enabling the collection of Kshs. 178.962 Billion. These initiatives included strict VAT registration controls and verification of declarations.

Betting Taxes: Excise Tax on betting services surpassed the target after registering a surplus of Kshs. 1.945 Billion with a performance rate of 117.2%. The tax head collected Kshs. 13.233 Billion against a target of Kshs. 11.288 Billion. Betting Tax also registered a performance rate of 103.7% after collecting Kshs. 5.70 Billion against a target of Kshs. 5.495 Billion.

Pay As You Earn (P.A.YE): KRA collected Kshs. 560.963 Billion from P.A.Y.E, signifying a growth of 3.3%. Despite the slow growth, the tax head recorded a performance rate of 99.0%. The slow growth was attributed to utilisation of adjustment vouchers by taxpayers to offset tax liabilities and policy impacts, which included adjustment of SHIF and Housing Levy from relief to allowable deductions before tax computation.

Corporation Tax: Corporation Tax grew by 9.9% compared to 4.9% in the last financial year, after KRA collected Kshs. 304.833 Billion against a target of Kshs. 321.080 Billion. The performance was boosted by a number of sectors, including ICT, manufacturing, financial, real estate, wholesale and retail among others.

Domestic Excise: The tax head recorded a performance rate of 97.2%, with a collection of Kshs. 69.385 Billion. The performance is attributed to a decline of revenue remittance from manufacturers of beer and tobacco products by 13.9% and 8.9% respectively. KRA continues to enhance compliance measures in the sector.

It is important to note that Section 47(2)(b) of the Tax Procedures Act, Cap 469B, stipulates that approved claims not settled within six months shall be offset against existing and future tax liabilities. In line with this provision, adjustment vouchers amounting to Kshs 49.673 Billion were utilized by taxpayers to settle tax obligations across various tax heads in FY 2024/25. This reflects a significant increase from Kshs 24.845 Billion utilized during the corresponding period in the previous financial year.

Significant amounts of adjustment vouchers were utilized across various tax heads, with Corporation Tax accounting for Kshs 28.622 Billion, PAYE for Kshs 10.422 Billion, and Domestic VAT for Kshs 6.510 Billion, among others.

Revenue Mobilisation Strategies

Ninth (9th) Corporate Plan Implementation
During the period under review, KRA continued implementing its 9th Corporate Plan, which runs for a period of five years. Over this period, the organisation is focusing on enhancing revenue collection, increasing customer satisfaction, digitalising revenue administration and strengthening human resource management.

Technology Adoption
KRA has continued to leverage disruptive technology to enhance efficiency, transparency and effectiveness in revenue collection. These innovations are part of KRA’s broader digital transformation and tax modernisation strategy to improve compliance, reduce leakages and enhance taxpayer experience.

Some of these technologies include Electronic Tax Invoice Management System (eTIMS), which has minimized VAT fraud; improved tax compliance; simplified VAT filing and payment process; facilitated tax base expansion and increased tax revenue. KRA recently rolled out eTIMS fuelstations system, designed specifically to streamline operations and address compliance challenges previously experienced within the industry.

KRA has also deployed Artificial Intelligence (AI) to analyse scanner images. This has helped in interception of smuggled goods and sealed revenue leakages.

Simplification of Processes
Simplicity is one of KRA’s Core Values, aimed at eliminating complexities that taxpayers experience. The Authority has simplified filing of returns through VAT auto-population and adopted mobile and digital payment platforms to streamline tax payments.

In addition, the introduction of a Centralized Release Office (CRO) has made cargo clearance at the ports easier and more efficient. This has subsequently improved cargo clearance time from an expected average of 110 hours to 43 hours and enabled KRA to collect Kshs.22.7 Billion.

Organisational Restructuring
KRA has implemented organisational restructuring within its functional areas of revenue, technology and service to create an agile and responsive tax administration framework, strengthen the digital infrastructure for data-driven decision-making and automation, and to improve taxpayer engagement and support.

Among these changes included integration of the Large and Medium Taxpayers into a core functional area, and the Micro and Small Taxpayers as another core functional area. The changes provided more personalised support to address taxpayers’ unique needs.

The functional areas have also supported tax base expansion in alignment with the Medium-Term Revenue Strategy.

Long-Term Objectives
Moving forward, KRA will increasingly rely on data analytics, Artificial Intelligence, Machine Learning and the Enterprise Application Programming Interface (API) platform. Through this platform (GavaConnect), KRA has so far rolled out the Electronic Rental Income Tax System (eRITS).

This initiative is a vital part of KRA’s long-term strategy to simplify tax processes, improve transparency and expand Kenya’s tax base. The API platform facilitates seamless integration between KRA’s systems and third-party platforms, allowing businesses, developers and service providers to automate tax-related services.

Revenue Collection Measures
Revenue growth for the period under review was attributed to implementation of a number of measures, including the following:

Taxation of Digital Economy (DST/SEP, VAT on Digital Market Supply-DMS, DAT)
Taxation of the digital economy for the period under review recorded a performance rate of 112% after netting Kshs. 14.3 Billion, which translates to a 32% growth from the Kshs. 10.8 Billion collected in FY 2023/24. These taxes are collected from non-resident taxpayers in the digital economy, including multinational digital companies. KRA’s initiatives under this strategy include a robust recruitment of non-resident taxpayers and deployment of technology to ensure compliance.

Tax Base Expansion: This aims to on-board taxpayers previously not paying taxes and convert inactive taxpayers into active taxpayers. The programme enabled KRA to collect Kshs. 24.9 Billion in revenue. Some of the initiatives under TBE include launch of the Electronic Rental Income Tax System (eRITS) that has provided visibility of rental properties, rental income and occupancy status; recruitment of landlords under the Monthly Rental Income (MRI) programme through a taxpayer mapping process (Block Management System – BMS); recruitment of additional taxpayers and provision of additional tax obligations based on their income.

Taxation at Source: Through this programme, KRA has integrated with other systems, allowing for an almost real-time collection of information and revenue directly at the source. Some of the interventions under this strategy include:

Integration of Betting and Gaming Companies into KRA tax system: The integration has given KRA real-time access to 141 companies in the gaming and betting sector. This enabled both Excise Tax on betting services and Betting Tax to surpass the FY 2024/25 target.

Debt Collection: KRA enhanced collection from debt programmes on non-compliant taxpayers, mobilising a total of Kshs. 141.261 Billion in FY 2024/2025. This performance is attributable to follow-ups on demand notices and the debt instalment plans agreed upon with taxpayers.

Tax Amnesty: A total of 3,512,835 taxpayers benefitted from the programme after they were granted waiver on penalties and interests amounting to Kshs 95.645 billion. Through the programme, KRA collected Kshs. 29 Billion after 116,144 taxpayers voluntarily declared and paid.

Trade Facilitation: In its commitment to efficiency and effectiveness in reduction of cargo clearance times, KRA has enhanced the iCMS capabilities to allow for Pre-Arrival processing of documents using the Bill of Lading as the base document for declaration of Customs entries. Additionally, KRA has spearheaded the formulation of joint Service Level Agreements (SLAs) for sea clearance cargo with 23 Partner Government Agencies (PGAs). This will improve efficiency in clearance of sea imports and exports by ensuring predictability and accountability. KRA has also established three trade facilitation centres along the Northern Corridor — Kainuk, Lodwar and Kakuma. These centres are dedicated to supporting cargo monitoring and facilitating trade with South Sudan, Ethiopia and Uganda.

Dispute Resolution Framework: KRA uses the Alternative Dispute Resolution (ADR) framework as a trade facilitation mechanism by ensuring amicable resolution of tax disputes, as opposed to protracted legal processes. For the period under review, 970 cases were concluded, enabling release of Kshs. 15.296 Billion. This demonstrates KRA’s commitment to promoting compliance through non-adversarial mechanisms. KRA also collected Kshs. 65.09 Billion through litigation processes.

Anti-Corruption Measures: KRA’s interventions to combat corruption and seal revenue leakages include implementation of the iWhistle programme, which facilitated collection of Kshs. 6.8 Billion from 821 cases reported anonymously; profiling of tax evaders and review of refunds and debt management processes. Internally, KRA conducts lifestyle audits on staff and runs robust internal awareness campaigns to ensure staff uphold integrity in their work. Through the iWhistle, 45 staff integrity cases were reported and action taken.

Customer Support Programmes: These programmes are aimed at building partnerships and increasing engagements to ensure the public fully participates in revenue administration measures. In FY 2024/25, KRA held a total of 37 engagements with different sectors, nine sensitisations, 15 public participation sessions and nine roundtables. These initiatives have played a key role in equipping individuals and other entities with relevant information on taxation.

Conclusion
Despite the challenging economic environment in FY 2024/2025, taxpayers exhibited resilience and voluntarily paid their taxes to support the country’s economic transformation. As at 30th June, 2025, KRA recorded 79% on-time filing.

On behalf of the KRA Board of Directors and staff, I appreciate all Kenyans for remaining committed to honouring their tax obligations, which plays a key role in Kenya’s economic sustainability and development.

As KRA commemorates its Pearl Anniversary this July, the organisation celebrates remarkably significant milestones over the last 30 years, growing revenue collection from Kshs. 122.066 Billion in 1995 to more than Kshs. 2.5 Trillion this year.

KRA remains committed to simplifying tax payment processes and ensuring a positive taxpayer experience. KRA emphasizes its unwavering dedication to upholding integrity and professionalism in all interactions with taxpayers.

EDITED BY: HOPE BARBRA

Factories to close for three months over cane shortage in Upper and Lower Western Region

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By Reporter

Acute cane shortage in the Lower and Upper Western catchment has forced the Kenya Sugar Board (KSB) to direct a temporary three-month closure of all factories in the region.

In a circular addressed to the Managing Directors of Nzoia, Butali, West Kenya, Mumbai, Busiav, West Kenya and West Kenya Naitiri Unit Sugar Companies,
KSB Acting Chief Executive Officer Jude Chesire said the move was aimed at allowing the cane to mature and ease the pressure on the scarce commodity.

He said the closure will be for a period of three months.

“The Upper and Lower Western Sugarcane Catchment areas are currently facing an acute shortage of mature sugarcane to support milling operations.

This is due to inadequate cane development to match the milling capacity of the factories, which has resulted in the harvesting of immature cane.

This has consequently led to sugarcane farmers incurring losses due to lower cane yields associated with immature cane harvesting,” he said.

Chesire said in his letter that it was established that both the Lower and the Upper Western Sugarcane Catchment areas had a severe shortage of mature cane, and it was therefore resolved that milling operations in the Western Region be temporarily stopped to allow cane to mature.

Chesire said during the intervening period, the Board shall, within two months, undertake a cane availability survey to inform the milling capacity of each factory upon the resumption of operations.

“All millers should aggressively develop cane to ensure adequate supply of raw material in future,” Chesire said in his letter.

Kenya Set to Join the League of Oil Exporters: A Transformational Leap or Just Another Mirage?

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Junior Secondary Schools

By Billy Mijungu

Kenya is inching closer to a historic economic turning point. The country is on track to become a full fledged oil exporter, with commercial production set to commence in the coming years.

Crude oil from South Lokichar in Turkana County is expected to flow through the planned Lokichar Lamu pipeline, an 825 kilometre artery capable of transporting up to 80000 barrels of oil per day. If timelines hold, the first commercial exports could kick off between 2025 and 2026.

For a country struggling with ballooning public debt, chronic revenue shortfalls, and widening fiscal deficits, the promise of oil could not come at a more critical moment. With every supplementary budget and every new Finance Bill, it becomes more apparent that Kenya’s tax base alone cannot sustain its growing appetite for expenditure.

The prospect of oil revenue injects hope and hard currency into an economy under immense pressure. Yet, this is not Kenya’s first brush with oil dreams. In August 2019, the country shipped its maiden 200000 barrels of crude oil worth 12 million dollars to Malaysia.

It was a test, a symbolic step signaling that Kenya had joined the ranks of oil producing nations. That milestone came seven years after the 2012 discovery of commercially viable oil reserves in Turkana, estimated at 560 million barrels.
The upcoming phase, however, is different.

This time, it is not symbolic. It is about sustained, large scale commercial production and that brings with it a different scale of opportunity and responsibility.

Oil revenue could be transformational if managed with discipline and transparency. It offers a new fiscal lever, one that could ease the tax burden on ordinary citizens, fund infrastructure projects, support social safety nets, and bolster foreign exchange reserves. Done right, it could shift the trajectory of the economy and accelerate Kenya’s march toward middle income status.

But oil is as much a curse as it is a blessing. History across Africa is littered with nations that were lifted and ruined by the very resource they hoped would save them. From Nigeria to Angola, mismanagement, corruption, and overreliance on oil revenue created distorted economies and fragile democracies.

Kenya must not fall into that trap. As we prepare to extract wealth from Turkana’s drylands, we must also prepare the institutional architecture to manage it. This includes transparent revenue sharing mechanisms with host communities, a Sovereign Wealth Fund with clear oversight, and legislation that compels accountability.

Moreover, the geopolitical and environmental realities of oil must not be ignored. The global push toward clean energy is gaining speed. Oil prices are volatile, subject to political disruptions and market dynamics. Betting the entire economy on oil is a risky proposition in a world racing toward decarbonization.

Kenya must treat oil as a bridge, not a crutch, a tool to stabilize and diversify the economy, not one to replace sound fiscal planning or long term investment in knowledge, technology, and green energy.

For Turkana County, historically marginalized and underdeveloped, oil brings an unprecedented opportunity for inclusion. But only if the people of Turkana are seen not as spectators but as shareholders. They must benefit directly from the resource under their feet, through infrastructure, education, healthcare, and employment.

The oil dream is alive once again, but the dream must come with a plan. Kenya must rise to this occasion not with hubris, but with humility, discipline, and foresight.
The opportunity is enormous. The consequences of failure, even bigger. Let oil not be our undoing, let it be our turning point.

Former KFCB Boss Ezekiel Mutua asked to return Sh27 million in fake salary increase

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By OPCS Press Team

The former head of the Kenya Film Classification Board, Mr Ezekiel Mutua, has been asked to return the Sh27 million paid to him as an irregular salary increase during his second term of office.

In a ruling by the State Corporations Appeal Tribunal, Mr Mutua was surcharged the amount after the KFCB board increased his salary from Sh348,840 to Sh1,115,850 when he was given a second term, and drew the illegal increase for three years.

Mr Mutua had been surcharged by the Inspectorate of State Corporations (ISC) Sh27,612,360 on 8th October 2024 for the irregular salary increase under Section 19 of the State Corporations Act, terming the increase as a loss of public funds.

The Inspectorate of State Corporations had claimed that the term of service for Mr Mutua was irregularly and unlawfully renewed without input from the Salaries and Remuneration Commission (SRC), State Corporations Advisory Council (SCAC), and approval of the Cabinet Secretary.

“Inspectorate of State Corporations noted that the board’s decision to increase the CEO’s salary … on a ‘personal to self’ basis was unlawful and irregular and that Mr Mutua ought to be surcharged as a consequence, having sat in the Board and benefited directly.”

The Inspectorate of State Corporations further argued that to promote uniformity, the government usually issues circulars regularly to guide the implementation of the SRC Act within the public sector.

But after the surcharge, Mr Mutua challenged the matter at the State Corporations Appeal Tribunal.

And in its ruling late last month, the tribunal upheld the James Warui-led Inspectorate of State Corporations’ surcharge, and instructed Mr Mutua to pay back to the government Sh27 million for the irregular salary increase by almost three times his previous pay.

According to the ruling, Mr Mutua served his first term from 26th October 2015 up to 21st October 2018, and nearing the expiry of his first term, he requested a renewal. The board chair wrote a letter dated 14th May 2018 to the Cabinet Secretary for Sports and Heritage for the CEO’s contract renewal.

In his response, the Sports Cabinet Secretary replied in a letter dated 29th May 2018 that he did not intend to have the contract renewed.

“However, and contrary to the Cabinet Secretary’s response, the board, through a letter of 7th June 2018, went ahead to renew the contract of Mr Mutua as the CEO for a further 3 years with effect from 26th October 2018,” read part of the ruling.

Following the renewal of his term, the KFCB board directed the Human Resource and Administration Committee to review and provide guidelines on the salary increment of Mr Mutua, based on his past performance.

In a meeting on 31st January 2019, the ruling noted that though the Human Resource Subcommittee had divergent opinions on the salary increase, the majority of the board approved the salary increment.

On the same day, the ruling noted, “in order to actualise the increment, the Board wrote to the Cabinet Secretary for his approval to effect the Board’s decision.”

However, the Cabinet Secretary wrote back in a letter dated 30th April 2019, declining to approve the salary increase.

“The Cabinet Secretary also directed the Board to recover any amounts that may have been paid in respect of the proposed salary increment in case the Board had implemented it,” said the ruling.

It added, “From the facts of the matter, it appears that the Board never implemented the directions of the Cabinet Secretary to stop the increment and recover the amounts that may have been paid, which then gave rise to the instant matter.”

In his defence, Mr Mutua said that he was given the second term by the board, which also went ahead to award him a salary increase, and therefore, he was personally not at fault.

Mr Mutua argued that he continued “to work and earn a salary without any objections, reservations and/or queries from the Cabinet Secretary, and it made him believe that he was discharging his duties legitimately and he had been properly appointed by the board.”

Also surcharged alongside Mr Mutua was Mr Nehemiah Kipkoech, a board member of the KFCB, for the irregular approval of the former CEO’s salary increment.

“Based on the documents filed before the Tribunal, it is also not in dispute that the board of the KFCB, for which Mr Kipkoech decided to increase Mr Mutua’s salary.”

The tribunal’s ruling further said that failure to comply with the law and procedure rendered the increment unprocedural, null, and void.

Is President Ruto’s projects unsettling opponents ?

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By FCPA Hesbon Omollo.

The pace at which President William Ruto is transforming Kenya has unsettled those eyeing his seat in 2027. It is therefore unsurprising that efforts to sow instability and distractions have intensified.

Yet, the President’s unwavering focus on the Bottom-Up Economic Transformation Agenda (BETA) continues to yield tangible results. The healthcare reforms—once fiercely opposed—have now been successfully implemented, demonstrating his resolve and delivery discipline. The shift from consumption subsidies, which disproportionately benefited maize millers and oil importers, to production-focused support has led to lower prices of essential commodities, bumper harvests, and enhanced food security.

The Affordable Housing Programme has already triggered significant structural and economic shifts. Meanwhile, the Climate WorX initiative has filled a critical gap in social protection, offering vulnerable youth meaningful engagement and income opportunities.

Despite formidable challenges, the President has navigated each with clarity and purpose. The Finance Bill, which had sparked unrest among Gen Z, has since been revised into a more popular version—effectively neutralizing attempts to exploit it for chaos. Kenya’s economy continues to grow, our debt-to-GDP ratio is declining, and our continental ranking has improved from seventh to sixth. Notably, pension savings have doubled in just two years—matching the cumulative savings since independence.

However, recent commemorative events have been marred by violence and looting, particularly in the Mount Kenya region. The Saba Saba demonstrations, once symbolic of democratic progress, have been co-opted by anarchic elements—allegedly under the influence of a former President and shielded by a partisan media landscape dominated by entrenched interests.

While isolated cases of police excesses merit review, the broader context reveals a deliberate weaponization of violence against law enforcement. In this climate, President Ruto’s speech this morning was both timely and necessary—reaffirming the foundational principle that the state must retain the monopoly on legitimate force. Anything less invites disorder and lawlessness.

It is time to reset, recalibrate, and reaffirm our national stability.

Living in the Shadows: Why Kenya Must Act Now to Save Sight

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By Moses Kidi

When Naomi Chepkorir, a 68-year-old grandmother from Bomet, began losing her sight, it wasn’t dramatic. First, the letters in her Bible blurred. Then came the stumbles in her kitchen, the missed steps on the garden path. Eventually, the world faded into a fog. Naomi withdrew from her church group, stopped tending her farm, and began relying entirely on her daughter. “I felt like a burden,” she recalls. “I couldn’t even see my grandchildren anymore.”

Naomi believed, like many others in rural Kenya, that blindness was just part of growing old. But during a community health visit, she was screened and diagnosed with cataracts, a treatable eye condition. After a short surgery, her vision was restored. Her life, once paused, began again.

Naomi’s story is not unique. Across Kenya, millions are gradually losing their sight due to preventable or treatable eye conditions. Yet only a fraction access care in time. According to the Kenya National Eye Health Strategic Plan 2020–2025, about 15.5% of the population, roughly 7.5 million people require medical attention for eye problems. The most common causes include cataracts, uncorrected refractive errors, and allergic conjunctivitis that are all manageable if detected early.

A Crisis in Plain Sight

Walk into many rural health centres in Kenya, and you’ll find no eye care professional. Even in better-equipped facilities, basic tools like eye charts or slit lamps are often missing. Most children are never screened for vision problems. Older adults silently adjust to a world growing dimmer.

In many counties, there are no dedicated budgets for eye health, no functioning optical shops, and no clear referral systems. Community surveys show that more than half of people with visual impairments have never sought care not because they don’t want it, but because they don’t know services exist, can’t afford them, or live too far away.

The effects ripple across society. Children fall behind in school not because they lack intelligence, but because they can’t see the blackboard. Workers are sidelined by eye problems that could be solved with a pair of glasses. Parents can’t recognise their children’s faces. Behind each statistic lies a life dimmed by neglect.

Why the System Is Failing

The problem isn’t only about access, it’s structural. Kenya’s health system still treats eye care as a luxury or specialist service, not a core part of primary health care. Most counties lack integrated eye health strategies. Eye care is often left out of school health programs and community outreach. Most frontline health workers lack even basic training in eye screening.

There’s also a human resource crisis. Kenya has far too few ophthalmologists, optometrists, and ophthalmic nurses. Equipment is outdated or absent. Even simple medications and consumables are often out of stock in public clinics.

Technology could help from mobile screening apps to digital referral systems, but most counties have yet to adopt these solutions at scale.

The High Price of Doing Nothing

The cost of inaction is enormous. Vision loss erodes education, productivity, independence, and mental health. It increases dependency among older adults, deepens poverty, and heightens the burden on caregivers especially women. It contributes to school dropouts and restricts economic participation.

Yet despite its wide-ranging impact, eye health remains absent from most county development plans. Until this changes, many like Naomi will continue to fall through the cracks.

A Vision for the Future

Change is possible and urgent. Imagine a Kenya where every child receives a vision screening in school. Where community health volunteers are trained to detect early signs of eye disease. Where every dispensary offers basic eye care. Where older adults like Naomi receive cataract surgery before blindness sets in.

This future begins with a shift in mindset: eye health is not a luxury. It’s a right. It’s essential to Universal Health Coverage and the Sustainable Development Goals. It’s the difference between exclusion and opportunity, dependence and dignity.

County governments must lead the way. They must invest in training, equip facilities, integrate eye care into routine services, and raise public awareness. No Kenyan should live in darkness because of where they were born or the cost of a pair of glasses.

Naomi’s story ends with hope but millions more are still waiting for light. The time to act is now.

By Moses Kidi

Health Policy Advocate.

480B That Never Was

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By Billy Mijungu

While the National Treasury may have disbursed the full sharable revenue of Ksh 480Bn for FY 24 25 including arrears as declared by CS John Mbadi, the reality on the ground remains grim. Disbursement may look good on paper, but accessing and utilizing these funds is still a nightmare for counties.

This points to a deeper, systemic failure in our public finance management policies that continues to frustrate timely service delivery and development.

What’s even more troubling is the timing releasing these funds at the edge of June, when the financial year is closing, and expecting counties to absorb and spend them according to their approved budgets is simply poor planning.

It’s a case of wrong calculations and misplaced priorities by the National Treasury. In fact, such last minute disbursement feels like throwing a rotten egg in the face of County Bosses, a mockery of devolution rather than support for it.

Year after year, the same script plays out. Counties wait endlessly for their share of the national revenue only for the money to arrive too late to be meaningfully used. Suppliers remain unpaid, essential services are disrupted, and planned development projects stall indefinitely. What value is there in disbursing funds that cannot be absorbed within the fiscal window?

This is not just an operational issue. It is a structural weakness in how we approach intergovernmental fiscal relations. The Treasury’s role is not just to release funds, but to ensure predictability and timeliness critical pillars for effective county planning. Late disbursement is tantamount to sabotage.

The consequence is a mounting pile of unutilized balances, hurried procurement, and a rush to beat closing deadlines that inevitably leads to poor quality spending, audit queries, and wasted resources. It creates the illusion of budget execution, while in reality it deepens inefficiencies and opens new doors to corruption.

If we are serious about strengthening devolution and achieving meaningful service delivery at the grassroots, then this culture must end. What counties need is not just funds, but funds on time. Not last minute disbursements but structured, predictable cash flow aligned to the planning and budgeting cycle.

Otherwise, 480 billion will remain what it has become this year a figure in a speech, a claim on a press release, and a ghost in the books of county governments.

It is time to rethink the architecture of our fiscal transfers, enforce accountability at both levels of government, and above all, restore integrity to the intergovernmental budget process.

Until then, Ksh 480B will be remembered not as a milestone in fiscal devolution, but as the 480B that never was.

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