Clean Government
Problem: 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.
Standard we’ll set.
- Zero-tolerance controls: e-procurement only; no manual transactions, no cash advances without same-week reconciliation; open contract registry with vendor names, prices, delivery milestones, and payments.
- Real-time transparency: publish quarterly cashflow, wage bill, pending bills, and project dashboards—down to ward level.
- Independent audit muscle: empower internal audit to pre-clear high-risk payments; rotate procurement and finance officers; external citizen audit days each quarter.
- Conflict-of-interest firewall: mandatory asset and interest disclosures for the Governor, CECs, and procurement committees; any undisclosed conflict voids the award.
Red line. 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. We’ll end this culture on day one.
LEAN Government (Efficient on cost and resources)
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%; we 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.
- Freeze non-critical hiring; redeploy idle staff to service-heavy functions (clinics, licensing, field maintenance).
- Cap travel to essential only; default to virtual.
- Consolidate leases, vehicles, and duplicative directorates; pooled procurement for medicines, fuel, and ICT.
- One-month approvals. A single front-door for all county permits with a 30-day guarantee; silence past day 30 = automatic escalation and fee rebate.
- Project discipline. Stage-gate big projects: no move to the next milestone without proof of value delivered in the last one. Kill non-performing projects early.
Where the savings go (first 5 years).
- Bursaries: KSh 7.5B—nearly 12× the recent annual average—aimed at 18–30 year-olds in marketable skills.
- Educational facilities: KSh. 3 billion in “state of the art” educational institutions (pre-primary) and sports and recreational facilities. We will focus on smaller, modern, and easily accessible facilities such as soccer fields and basket courts that are close to citizens as opposed to expensive “white elephant” projects that have little utility.
- Medical facilities & roads: KSh 10 billion in 5 “Level V” facilities, and KSh. 2.6 billion in 13 “Level IV” facilities. Includes a multi-year baseline for equipment, medicines, and ward roads; publish unit-cost benchmarks so citizens can price-check delivery.
Competent 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, our 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.
Our 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.)