As Kenya continues to navigate the complex legacy of devolution, the debate persists: should we keep 47 counties, reduce them to 14 as proposed in the Naivasha Draft, or revert to 8 regional units as initially suggested in the Bomas Draft?
These options are backed by passionate advocates, but they risk diverting attention from the underlying issues: public wastage, entrenched corruption, and weak leadership — not the number of counties — that truly undermine our governance.
Looking back at key constitutional milestones, we had the Bomas Draft Constitution (2004), centered around devolving power into 8 regional units, designed to decentralize authority but with rational unit sizes.
The Naivasha Draft (2010) slimmed this to 14 regions as a politically viable middle ground. Ultimately, the 2010 Constitution enshrined 47 counties, reflecting a clear intention to enhance representation, close historical inequalities, and bring government closer to citizens.
Without question, devolution has had its successes, what I would refer to as “devolution’s promises” in the sense that some counties have enhanced access to hospitals, schools, roads, and agricultural assistance, especially in Northern Kenya and other marginalized areas. But these gains are undermined by systemic failures, exposing the fragile reality of devolution in bad hands.
Kenya Doesn’t Need Fewer Counties, It Needs Integrity And Accountable Leadership
According to the Commission on Revenue Allocation, since 2013, county governments have received a combined Sh3.62 trillion. Tragically, as of June 2022, only 26.5% of revenue was allocated to development, while 41% went to salaries. Some counties blew as much as 62% of their budgets on wages—far exceeding the legal ceiling of 35%.
The Controller of Budget revealed that between July 2022 and March 2023, only 12% of funds were spent on development projects; a staggering 56.7% was devoted to salaries alone. In the fiscal year ended June 2023, counties spent Sh17.4 billion on travel expenses—money that could have funded entire towns’ budgets.
The more we learn, the more we shock ourselves. For example, the Auditor General’s reports have uncovered alarming cases of Mismanagement.
- 8 North Rift counties (e.g., Baringo, Samburu, Kericho, Nakuru) misused Sh5.4 billion with little or no supporting documentation.
- Kiambu County paid for 60,000 chicks but received only 22,500; misdirected allowances, procurement flaws, and a payroll linked to personal emails raised red flags.
- In Nakuru, discrepancies in employee compensation alone were flagged at Sh6.9 billion, plus questionable legal fees and travel expenses.
- Nairobi County couldn’t account for Sh6.7 million in hospital revenue, had Sh6.9 billion in stalled projects, and improper garbage collection contracting.
- Trans Nzoia, Makueni, Tana River, and others wasted millions on undelivered goods, stalled construction, and irregular procurements.
- Lack of internal controls has cost counties in Nyanza billions through misappropriation; audit committees are conspicuously missing.
Also Read: Governors and CS Mbadi Respond After Controller of Budget Banned County Bursaries
Reducing the number of counties may appear financially prudent—but it doesn’t deter corruption. As long as accountability remains elusive, wastage simply scales. Fewer counties would mean larger fiefdoms, not necessarily more responsible governance.
The root is not structural but an institutional weakness. Our problem is not too many counties; its licensed opportunists operating with impunity across all levels. Counties fail when their leaders do not face consequences. I’m convinced that fewer counties won’t solve anything!
In that sense, and before chasing the illusion of efficiency through downsizing, we must confront the real shortcomings and ask ourselves:
- Why do public officials continue to steal with impunity?
- Why are oversight institutions like the EACC, Auditor-General, and Controller of Budget under threat?
- Why does leadership prioritize allowances and per diems over development?
Also Read: Counties Yet To Receive May Revenue Allocation From National Treasury
Once we start addressing these questions, we will come to a realization that what Kenya needs is not fewer counties, but Zero corrupt leaders
Therefore, we must shift the conversation from structural reform to leadership and institution-building: Strengthen oversight institutions, ensuring they are financially independent and protected from political interference.
Enforce real consequences: prosecuting those guilty of theft, recovering stolen assets, and eliminating impunity. Reprioritize spending by cutting frivolous allowances, travel, and bloated wage bills. Commit resources to roads, clinics, water, and schools. Empower citizens—both at home and in the diaspora—to demand better, scrutinize budgets, and refuse normalization of abuse.
In conclusion, the argument over whether Kenya should have 47, 14, or 8 counties risks obscuring the real issue. The challenge is not in how many counties we have, but in how those counties are managed.
I firmly believe that Kenya doesn’t need fewer counties. It needs leaders who serve, institutions that work, and citizen accountability. With integrity and oversight, 47 counties can serve as engines of development; otherwise, fewer counties simply concentrate the problem.
It’s time we stopped chasing boundary solutions and started demanding leadership that delivers. Devolution will only fulfill its promise when governance is accountable, transparent, and just.
Dr. Kimani Karangu is an educationist, patriot, President of Kenya-Canada Diaspora Leadership Forum (KCDLF)
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