The Lower Eastern Times Opening The Third Eye
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By: Patrick Karanja, Journalism student, Jewel Technical College
In recent years, public gatherings in Kenya have followed a predictable pattern. Town centres are awash with branded T-shirts, hired buses transport supporters from one region to another, and rehearsed chants trail political leaders wherever they appear.
These displays are often showcased as evidence of popularity and public support. However, beneath the spectacle lies a troubling reality: the growing misuse of public resources to create appearances rather than deliver real development.
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The practice of assembling “rented crowds” is not new, but its acceptance points to a disturbing shift in governance. Political theatrics are increasingly replacing genuine public service, with leaders prioritising visibility over impact.
Government activities meant to focus on service delivery are turned into costly events complete with media campaigns, allowances and logistics, all funded by taxpayers.
One major concern is excessive spending on non-essential government activities. Meetings are frequently held in expensive hotels despite the availability of public facilities. Workshops, retreats and benchmarking trips consume millions of shillings, yet often yield little to show for it. Although such expenses are justified as capacity-building or stakeholder engagement, audit reports consistently highlight poor accountability and minimal value for money.
Development tours present another example. While they are promoted as opportunities for leaders to assess projects and engage citizens, many resemble political rallies. Long motorcades, heavy security, hired crowds, entertainment equipment and promotional materials transform routine government duties into expensive shows. In some cases, the same faces appear at multiple events, raising doubts about their authenticity and purpose.
Procurement remains one of the main avenues for misuse of public funds. Oversight reports frequently cite inflated contracts, delayed projects and incomplete or unusable infrastructure. Roads are launched repeatedly but remain impassable. Public buildings are unveiled with great fanfare yet lie idle. Costly digital systems are procured but fail to improve efficiency. The focus is often on launching projects rather than completing them.
The consequences of such mismanagement are severe. Money spent on image-building is money diverted from essential services. Public hospitals continue to lack medicines and equipment. Schools struggle with overcrowding and staff shortages. Youth unemployment remains high despite repeated announcements of empowerment programmes that generate headlines but few lasting opportunities.
More concerning is how extravagance has become normalised. Lavish spending is often defended as routine, while demands for accountability are dismissed as political hostility. Citizens who question the use of public funds are sometimes branded unpatriotic or disruptive. In this climate, real or manufactured crowds become a convenient shield against scrutiny.
Oversight bodies such as the Auditor-General, parliamentary committees and investigative agencies continue to expose irregularities. However, enforcement is inconsistent. Reports detailing billions of shillings in questionable spending are released, briefly discussed and soon forgotten. Prosecutions are slow and convictions rare, creating a culture of impunity where misuse of public funds is treated as a low-risk offence.
The youth, who make up the majority of the population, are among those most affected. Funds intended for training, innovation and job creation are often swallowed by administrative costs and publicity. Watching leaders prioritise optics over results, many young people grow disillusioned with public institutions, threatening long-term democratic participation and social cohesion.
Still, responsibility does not lie with political leaders alone. Citizens, media and civil society organisations have a vital role to play. Investigative journalism, sustained public pressure and civic education are key to shifting attention from spectacle to substance. Development should be measured not by crowd sizes or applause, but by tangible improvements in people’s lives.
Kenya’s challenge is not a shortage of resources, but a lack of discipline in how those resources are managed. When public money is used to manufacture approval instead of solving real problems, public trust erodes.
True leadership does not depend on hired crowds or constant publicity. It is demonstrated through functional systems, completed projects and accountable use of public funds. Until performance-driven governance gives way to transparency and results, the crowds may continue to cheer—but the nation will continue to bear the cost.
