The finding
The person experiences one journey. The state must be able to see the whole of it.
The selections move from service design, a trader’s payment and first contact with care to frontline conditions and shared service centres. They then examine the public workforce, risks across enterprises, oversight and the limits of artificial intelligence (AI) in public administration.
The evidence ranges from official reports and policy briefs to cross-sectional research and institutional argument. None measures the experience of Kenya’s counties directly or proves that one design will succeed everywhere. Each full reading states the limits of its evidence.
The administrative requirement
Give the whole journey an owner and the institution a route to correct it.
Begin with one consequential county service. Follow it from first enquiry through payment, referral, completion or appeal, including those who give up. Place alongside that journey the legal owner, budget holder, responsible staff, data custodian, contractor and authority able to correct a decision.
The same discipline applies to risk across public enterprises and before a new AI system is bought: public officials must be able to obtain evidence, question a supplier, distinguish a useful service from wider surveillance and change course when harm appears.