CALEB MWAMISI: Ruto has raised bar high with his bigger plans on service delivery

Kenya’s development has for too long been caught in a familiar cycle where urgent solutions are consistently delayed and promises postponed until the next electoral season.

Each administration arrives with grand declarations of change only to fall into the same trap of deferring action, underpinned by warped political expectations that view real progress as something to be handed down later rather than acted upon immediately.

This has bred a culture where development is perennially sidelined, and the illusion of progress is traded for political expediency. Yet, in this well-worn pattern, President William Ruto stands out as a very strategic politician who has charted a different course.

From the outset of his tenure in 2022, Ruto distinguished himself by setting far more ambitious plans than those of his predecessors. His vision was not simply to maintain the status quo or offer incremental improvements but to raise the bar considerably, demanding of his government a level of delivery unprecedented in recent Kenyan history.

What is particularly notable is the way he has created a sense of deliberate pressure within his own administration, compelling it to act with urgency and precision.

This is not pressure imposed in an authoritarian manner but a conscious leadership strategy that holds the government accountable through clear targets, public expectations and a constant drive for results.

By publicly committing to expansive programmes and creating a culture of accountability, President Ruto has effectively shifted the political landscape.

He has moved beyond mere rhetoric, signalling that this administration will be judged not by promises but by tangible achievements.

In doing so, he has placed his government under a constructive form of pressure, one that motivates action rather than paralysis. This approach is a subtle application of reverse psychology in governance: by expecting and demanding delivery, he has left the system with no room for complacency or excuses.

At the heart of this strategy lies the Kenya Kwanza development agenda, built around five key pillars that are designed to transform the country before the end of this term in 2027 and beyond. These pillars—agriculture, micro small and medium sized enterprises, housing and settlement, universal health coverage and the digital and creative economy—are comprehensive in scope and ambitious in their objectives. Each pillar addresses fundamental aspects of Kenya’s socioeconomic challenges and offers a blueprint for inclusive growth and sustainable development.

Agriculture remains the backbone of Kenya’s economy and a key focus of this administration. The government has revitalised fertiliser subsidies, expanded irrigation schemes and strengthened agricultural extension services to improve productivity, particularly in regions that have historically lagged behind. These measures are already beginning to show results in increased yields and incomes for farmers, signalling a shift from dependency on rain-fed agriculture to more resilient farming systems.

The pillar on micro small and medium-sized enterprises, which form the economic backbone for many Kenyans, has seen targeted support through the Hustler Fund, easing access to credit for entrepreneurs and small businesses.

Furthermore, changes in government procurement policies are encouraging the participation of smaller enterprises in public projects, fostering entrepreneurship and job creation at the grassroots level. This is a deliberate effort to broaden the economic base and reduce inequality.

Housing and settlement, once a politically sensitive area, has become a flagship pillar with the rollout of affordable housing projects across all counties.

The administration has encouraged savings through mandatory contributions, facilitating access to mortgage financing and overseeing the construction of quality housing units.

The momentum in this sector speaks to the government’s commitment to addressing the perennial challenge of urbanisation and inadequate shelter, which affects millions of Kenyans.

Universal health coverage is another critical pillar, with the transition from the National Health Insurance Fund to the more comprehensive Social Health Insurance Fund marking a major reform in the health sector.

This shift aims to provide equitable access to healthcare services, reduce out of pocket expenses and improve health outcomes, especially for vulnerable populations.

Pilot programmes in several counties have expanded rapidly, demonstrating the government’s intention to deliver on promises of accessible and affordable healthcare.

Lastly, the digital and creative economy pillar recognises the growing importance of technology and innovation as engines of economic growth. Investments in digital infrastructure, skills development and support for creative industries have created new opportunities for youth employment and international partnerships.

This pillar is not only about economic diversification but also about positioning Kenya as a regional hub for technology and creativity.

It is no coincidence that on June 4, Chief of Staff and Head of Public Service Felix Koskei, who has been central to the coordination of government projects, convened the monthly meeting with Principal Secretaries with renewed urgency.

His message was unequivocal urging government officials to direct their energy towards delivering tangible outcomes, particularly in the four most impactful areas of agriculture, housing, health and micro, small and medium sized enterprise growth.

Emphasising the need to eliminate bureaucratic bottlenecks and curb corruption, he reminded the senior officials that government delivery must take precedence over political optics. The shift, he noted, must be from the politics of promises to the politics of performance.

The effect of this pressure is already palpable. There is a newfound discipline in government circles, a recognition that time is no longer a luxury but a scarce resource.

The President’s regular engagements with CSs and his readiness to hold public dialogues demonstrate a leadership style that embraces scrutiny and welcomes accountability. This environment compels government officials and agencies to act decisively and transparently.

Yet, the story of Kenya’s development is not solely about government action. It is also about the role of Kenyans themselves in sustaining this momentum. Citizens across all sectors—civil servants, entrepreneurs, workers, professionals and ordinary citizens—must see themselves as partners in this national project.

The President’s raising of expectations is a call to collective responsibility. Development is not a gift bestowed from above but a shared endeavour that requires support, collaboration and constructive pressure from the public.

In this way, the pressure that once seemed a challenge to the government has become a catalyst for progress.