My Government
CLEAN GOVERNMENT
Our politics has normalized corruption, incompetence, and greed—driving decent people out of public service and hollowing out capacity. I will lead a clean, lean, and competent government and prove, month by month, that money once lost to insiders is now working for citizens. We will cut the bloat, hard-cap payroll at 25% of revenue, publish everything, and push the savings into bursaries, clinics, and roads you can touch.
When leaders blow past legal limits (e.g., the 35% wage-bill cap), citizens are robbed of services even if no one pockets cash. The implications are immediate and severe. For example, in 2022/23–2023/24, Kiambu’s payroll averaged ~55% of revenue—illegally high and morally indefensible—crowding out hospitals, roads, and social services. Pair that with ~KSh 882M in non-essential travel during these two years and you see how quickly billions vanish from frontline services. I will end this culture on day one.
LEAN GOVERNEMENT
Core principle: every shilling must do the most good, for the most people, the fastest.
- Wage bill reset to 25% of revenue. The law allows 35%; I will target 25%—a hard cap written into CEC performance contracts and quarterly published.
- Impact: saves KSh 6–7B per year versus a 55% baseline—~KSh 33B over 5 years.
- Slash waste quickly.
- Eliminate ghost workers; redeploy idle staff to service-heavy functions (clinics, licensing, field maintenance).
- Ban foreign travel for “training”- unless demonstrably unavoidable, default to virtual.
- Consolidate leases, vehicles, and duplicative directorates; pooled procurement for medicines, fuel, and ICT.
COMPTENT GOVERNMENT (Able to deliver services, development, accountability)
Ethos: Government exists to serve citizens—period. Competence is not optional.
- Service charters that bite. Each department has visible service menus with timelines and refund/penalty clauses; monthly scorecards published.
- Talent and tools. Appoint on merit, not loyalty. Train frontline teams on digital workflows, customer service, and preventive maintenance. Tie CEC/CO pay to KPIs.
- Data-driven management. Weekly ops reviews on a few metrics that matter: clinic stock-outs, permit turnaround, pothole closure times, ward project progress, and supplier payment days.
- Pay suppliers on time. 30-day standard with transparent pending-bills ledger; early-payment discounts to cut costs and rebuild trust.
- Community oversight. Ward development committees participate in planning, sign off on site-level milestones, and verify completion before final payments.
MY PLAN FOR HEALTHCARE
My plan to reduce wastage will save KSh 35 billion in five years, from the wage bill and travel expenses alone. From these savings, we will:
(1) invest in Five “Level 5 hospitals”. Kiambu has only one Level 5 hospital serving over 2.5 million people — an impossible ratio by any standard of public health. To fix this, my government will establish five fully equipped Level 5 hospitals, each serving approximately 500,000 residents and strategically located across the county to ensure equity of access. We will deliver “state of the art” facilities, at the most efficient pricing, which will become the envy of the country.
(2) Upgrade “Level IV hospitals” by investing KSh 2 billion during the first 5 years of my government to upgrade Level IV hospitals. Kiambu’s 13 Level 4 hospitals are a tragic reminder of what happens when public funds are looted under the guise of development. Built through grossly inflated contracts and poor workmanship, most of these facilities operate below acceptable medical standards.
My plan is to rehabilitate and modernize all 13 Level 4 hospitals, bringing them up to full operational efficiency. Level 4 hospital will receive an upgrade allocation of KSh 200 million, targeting: (1) structural repairs and compliance with health standards (2) Modern equipment and ambulances (3) Expanded maternity and outpatient wings (4) Reliable power and water supply and (5) Digitized inventory and accountability systems, and (6) Boosting frontline service providers (doctors and nurses, etc.)
MY PLAN FOR JOBS
Jobs, Investment, and a County that Works. Kiambu County will lead Kenya in creating a pro-business, pro-jobs environment. For too long, companies and entrepreneurs have been frustrated by corruption, endless approvals, and rent-seeking officials. A recent example is the attempted shakedown of Tatu City investors by current Governor Wamatangi – who reportedly held hostage requested plan approvals until he receives a KSh 4 billion bribe. Under my administration, that era ends.
We will make it clear — Kiambu is open for business.
Our goal is simple: attract investors, create jobs, and restore trust in government. This is how we will do it:
(1) One Stop Investment Office. Establish the Kiambu One-Stop Business and Investment Centre, a single office responsible for all county-level approvals, including business permits and licensing, land use and zoning applications, environmental and healthcare clearances. This office will operate under a 30-day service guarantee. No more waiting months or years for paperwork. No more bribes. Just a government that works.
(2) The Kiambu Investment Acceleration Program (“KIAP”). We will launch KIAP – a bold initiative to bring companies, factories, and start-ups to Kiambu and ensure they hire local residents, especially young people. Key features of the program include:
(a) Free county land leases: Companies spending at least 50% of what they would have paid in land lease fees on hiring young Kenyans for a minimum of two years will receive access to government-owned land at no cost for that lease period.
(b) Local employment guarantee: Firms must demonstrate that at least 70% of employees hired under this arrangement are Kiambu residents aged 18–35.
(c) Transparent agreements. All leases and commitments will be publicly disclosed online, ensuring accountability and deterring corruption.
MY PLAN FOR FIGHTING CORRUPTION AND RESTORING PUBLIC TRUST
I will make it known that the era of corruption and incompetence in Kiambu’s public offices is over.
(1) All County Government employees will under-go a re-orientation/training about the purpose of government in a civilized society. This is to ensure that purpose of government – which is to serve citizens – is understood, respected, and pursued at all times by those who are entrusted with the great honor of servicing fellow citizens.
(2) County officers who delay, solicit bribes, or frustrate investors or citizens will face immediate disciplinary action, according to the law.
(3) All procurement and government services will be digitized, tracked, and auditable.
MY PLAN FOR SPORTS DEVELOPMENT
In Kiambu, we will redefine sports development — shifting from wasteful ‘prestige projects’ to community-based, inclusive, and high-impact facilities that serve both students and the public. Instead of pouring billions into one underused stadium, we will build accessible, first-class soccer and basketball facilities within the reach of every young person.
We will do this by constructing and upgrading community-level soccer facilities in towns serving more than 10,000 people. This will yield lean, well-lit fields with proper drainage, artificial or hybrid turf, safe fencing, modern changing rooms, and digital scoreboards.
This ensures both school and community access, allowing our youth to train, compete, and grow their talent locally. By distributing facilities instead of centralizing them, we’ll eliminate the current inequality where only the elite access decent sports grounds.
In summary we will:
– Build and or upgrade soccer facilities (across ~20 target towns) by investing KSh 2 billion.
– Basketball courts (same coverage) by investing KSh 1 billion
Total Investment: KSh 3 billion, fully funded through reallocation of savings from governance and administrative reforms.
MY PLAN FOR YOUNG KENYANS
Today, unemployment among young adults in Kiambu County is a crisis of dignity. Thousands of bright, capable young people aged 18–34 complete secondary school or college only to find themselves idle, discouraged, and trapped in hopelessness. Our economy has been hijacked by corruption, waste, and poor planning — starving our youth of opportunity. I will change that.
I will invest in the minds and skills of our young people — not just in speeches, but in real, funded programs that open doors to a better life.
Under the Kiambu Youth Skills and Bursary Program, my government will allocate KSh 1.5 billion every year in bursaries and tuition support targeted specifically at young adults between 18 and 34 years old. This program will pay tuition and training fees for short and medium-term courses (up to three years) in accredited institutions across Kenya. Priority will go to programs that provide practical, job-ready skills, such as:
– Engineering and technical trades
– Information technology and artificial intelligence
– Healthcare and nursing
– Agriculture and agribusiness
– Hospitality, logistics, and creative industries
Guarantee of Opportunity: Paid Internships in Government: When these young people graduate, our administration will ensure that every one of them has access to an internship or apprenticeship opportunity within county government, affiliated agencies, or private sector partners. We will open doors — not just hand out certificates.
Innovation Program: To prepare our youth for the future, we will launch the Kiambu Artificial Intelligence Innovation Program (“KAIP”) — the first county-level AI learning and application initiative in Kenya. Under this program, young Kenyans will:
– Receive training in artificial intelligence, data science, and coding.
– Work alongside county officials to develop AI-based tools that improve how government delivers services — from healthcare analytics to traffic management and public finance transparency.
Under the Youth Business and Investment Program, we will target an allocation of 30% of tenders to youth businesses, in order to prepare the next generation of industry leaders for economic opportunities and success.