As the County Government of Siaya rolled out its 2025/2026 Performance Contracts with pomp and optimism, one question lingered in the minds of residents and analysts alike: Will this finally translate into better service delivery, or is it yet another ceremonial promise?
The signing ceremony, presided over by Governor James Orengo, brought together top county officials—County Executive Committee Members (CECMs), Chief Officers, Directors, and heads of departments—all pledging to deliver measurable results in the coming fiscal year. The event was framed as a renewed commitment to accountability and transparency. But beneath the speeches and signatures lies a complex web of challenges that have historically crippled Siaya’s service delivery.
Performance Contracts: A Tool or a Token?
Performance contracts, a concept borrowed from national government reforms initiated in the early 2000s, are designed to promote efficiency and measurable outcomes in public service. According to Governor Orengo, they are not “an annual ritual but a process designed to produce results.”
Yet, in Siaya, previous efforts to institutionalize these contracts have yielded mixed results. While some departments, notably health and finance, have shown marginal improvement in planning and reporting, many others continue to lag behind due to weak implementation frameworks and limited public follow-up.
“The contracts look good on paper, but the problem is in enforcement,” said a senior county officer who requested anonymity. “When officers fail to meet targets, there’s rarely any consequence. That’s where the system breaks down.”
The Promise vs. the Reality
Residents of Siaya have grown accustomed to pledges of transformation—roads that will be tarmacked, hospitals that will be upgraded, and clean water projects that will finally flow. Yet, for many, these promises remain unfulfilled.
In Ugunja, locals still grapple with perennial water shortages despite multiple budget allocations to the sector. In Gem, smallholder farmers complain of delayed distribution of subsidized farm inputs. And in Bondo, youth groups lament the slow rollout of the county’s promised empowerment fund.
“Every year we hear about performance contracts and strategic plans,” said Mary Atieno, a trader in Bondo. “But what we see on the ground doesn’t match the talk. We just want roads, water, and jobs.”
Governor Orengo’s Dilemma
For Governor Orengo, the 2025/2026 fiscal year represents a critical window to consolidate his legacy. Having faced mounting pressure from residents over slow project implementation and perceived bureaucracy, the governor appears determined to shake up his administration.
His statement during the signing event—“The Performance Contract is done to assess work and make necessary amendments”—hints at a more results-oriented approach. However, insiders suggest that some senior officers have resisted tighter oversight, viewing it as micromanagement.
Political analysts say Orengo’s success will depend on whether he can balance reform with pragmatism. “Performance contracting only works if there is political will to hold people accountable,” observed governance expert Dr. Fred Ochieng’. “If the governor shields underperforming allies, the contracts will remain symbolic.”
Follow the Numbers: Budgets and Accountability
The County Treasury’s budget for FY 2025/2026 allocates billions across key sectors—health, agriculture, infrastructure, and education. But budget absorption reports show that in past years, many departments failed to utilize funds effectively, citing delays in disbursements and procurement bottlenecks.
Transparency advocates argue that unless the county publishes quarterly performance reports for public scrutiny, the contracts will have little impact. “The people of Siaya deserve to see where each shilling goes and what outcome it achieves,” said Jane Odhiambo, a civil society activist based in Siaya town.
A Glimmer of Hope?
Not all is bleak. Some departments have begun showing initiative. The Department of Governance, Administration, and ICT, led by CECM Agunda Ochanda, has pledged to digitize service delivery and enhance internal monitoring systems. Ochanda urged officers to “adhere to the Performance Contract guidelines to ensure effective service delivery to Siaya residents.”
If implemented effectively, the digitization plan could reduce bureaucratic delays and improve data-driven decision-making—a step long overdue in Siaya’s public service system.
The Verdict: A Test of Will, Not Words
As the ink dries on the new performance contracts, Siaya County stands at a crossroads. The governor’s reform agenda has set the stage for transformation—but the outcome will hinge on follow-through, discipline, and transparency.
For the residents, the question remains the same: Will this year be different?
If the county’s top officials can turn their promises into tangible progress—better roads, clean water, efficient health services—then Siaya could finally break free from the cycle of rhetoric and underperformance.
Until then, performance contracts will remain just that—contracts on paper, awaiting translation into real service for the people they are meant to serve.
What is a Performance Contract?
A performance contract is a management tool used in the public sector to enhance accountability and service delivery. It outlines agreed-upon targets between a supervisor (like a governor) and subordinates (such as CECMs or Chief Officers) within a given timeframe. In Kenya, the system was introduced in 2004 as part of the public service reforms aimed at improving efficiency and measuring results.
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