Clean. Lean. Competent. Government.
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.)
My Plan for Business and 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. Under our 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. We will 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. Every application will either be approved, returned with clear feedback, or automatically escalated for resolution. 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: Any company that commits to spending at least 50% of what it 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 Restoring Confidence and Fighting Corruption. We will make it known — the era of corruption and incompetence in Kiambu’s public offices is over. Under my leadership: (1) County officers who delay, solicit bribes, or frustrate investors or citizens will face immediate disciplinary action, according to the law. (2) All approvals will be digitized, tracked, and auditable. (3) Monthly performance reports will be published so citizens can see how their government is performing. By restoring integrity and efficiency, we will make Kiambu the preferred investment destination not just in Kenya, but in East Africa. My Sports Development. Building a County of Champions. The Vision: 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 replicate the Texas model of distributed excellence — building accessible, first-class soccer and basketball facilities within the reach of every young person. Our philosophy is simple: Sports infrastructure should not be a monument to power, but a gateway to opportunity. Local Soccer Infrastructure: We will construct and upgrade community-level soccer facilities inspired by the model seen across Texas — clean, well-lit fields with proper drainage, artificial or hybrid turf, safe fencing, modern changing rooms, and digital scoreboards.
Each facility will be strategically located to serve:
– Towns with populations above 10,000, and
– Areas with at least two schools within a 10-kilometer radius.
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.
My Plan for Sports Development. Building a County of Champions. The Vision: 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 replicate the Texas model of distributed excellence — building accessible, first-class soccer and basketball facilities within the reach of every young person.
Our philosophy is simple: Sports infrastructure should not be a monument to power, but a gateway to opportunity. Local Soccer Infrastructure: We will construct and upgrade community-level soccer facilities inspired by the model seen across Texas — clean, well-lit fields with proper drainage, artificial or hybrid turf, safe fencing, modern changing rooms, and digital scoreboards.
Each facility will be strategically located to serve:
– Towns with populations above 10,000, and
– Areas with at least two schools within a 10-kilometer radius.
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.
Basketball Courts for Every Major Town. Basketball is growing rapidly across Kenya — especially among the youth in urban areas and secondary schools. We will invest in modern, outdoor basketball courts, designed for both school competitions and community recreation.
These courts will include:
– Weather-resistant synthetic flooring
– Proper lighting for evening play
– Seating stands and safe fencing
– Drainage and access for all users
Each town meeting the same population and school proximity criteria will receive one multi-purpose basketball facility, enabling joint school tournaments and community leagues. This approach will create dozens of hubs of talent and wellness, not just one showpiece.
Smart Efficient Construction — Not Waste. Our focus will be efficiency and replication, not extravagance. Instead of spending billions on a single stadium, we will:
– Use standardized, modular designs that can be built quickly and affordably.
– Employ local labor and materials to create jobs.
– Partner with corporate sponsors and school boards for maintenance and community programming.
Estimated investment:
– Soccer facilities (across ~20 target towns): KSh 2 billion
– Basketball courts (same coverage): KSh 1 billion
– Total Investment: KSh 3 billion, fully funded through reallocation of savings from governance and administrative reforms. The Impact: – Every child and youth in Kiambu will have access to a playable, professional-grade facility within 30 minutes of their home.
– Talent development will rise exponentially, with structured youth leagues and school-community partnerships.
– Public health and social cohesion will improve through active lifestyles and positive youth engagement.
– Kiambu will set the national standard for decentralized sports excellence — a model that brings opportunity closer to the people, not the politicians.
My Plan for Young Kenyans. The Problem We Refuse to Ignore: Today, unemployment among young adults in Kiambu County is a crisis of dignity. Thousands of bright, capable young people aged 18–30 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. We will change that. We 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. Kiambu Youth Skills and Bursary Program: Our government will allocate KSh 1.5 billion every year in bursaries and tuition support targeted specifically at young adults between 18 and 30 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
Every beneficiary will sign a commitment contract requiring them to complete the program and contribute back to the community through civic or internship service. 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.
These internships will:
– Give our youth real-world experience.
– Provide modest stipends to ease their financial burden.
– Build a pipeline of skilled, ethical public servants who will shape the next generation of governance in Kiambu. Kiambu Artificial Intelligence (AI) 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.
– Get mentorship from Kenyan and international tech professionals.
In short: as they learn, they’ll help make government work better. The Numbers and the Promise: Annual investment: KSh 1.5 billion
Total over 5 years: KSh 7.5 billion
Target beneficiaries: 200,000 young men and women
Average cost per beneficiary: ~KSh 37,500 over the program period
Coverage: Every constituency, every ward, every deserving youth.
This is not charity — it’s smart investment in human capital, the foundation of sustainable growth and prosperity. The Results: 200,000 young adults will gain education, skills, and work experience.
Local industries will benefit from a pipeline of skilled labor.
Innovation in county government will thrive through the AI program.
Poverty and hopelessness among the youth will decline dramatically.
Emergency and trauma care units;
Call me a rebel if you so feel inclined, but to me, Government has no other purpose other than serving citizens. And, I believe that in Government, efficiency is the name of the game. It has to be!
For that reason, I will make Kiambu the most efficient and transparent county in Kenya. Every shilling collected will be utilized with utmost prudence and accounted for — publicly.
My first order of business will be to manage the wage bill, aiming for a maximum spend of 25% of revenue on salaries and wages. This is more efficient than the “35% of revenue” legal limit, and the 55% spent by Gov. Wamatangi in his first two years in office, and it reflects my commitment to deploy the vast majority of revenue to provide services to citizens and develop the county. This will save citizens between KSH 6 and 7 billion annually, or around KSH 33 billion in 5 years, as can be seen on Table 2. We will then use KSH 7.5 billion of these savings to increase bursaries within the first 5 years. This is close to about 12 times the annual average under Gov. Wamatangi.
Within the first three years, every resident of Kiambu County will have access to a modern hospital within 30 minutes of travel.
Our people will no longer be forced to travel to Nairobi for specialized treatment.
We will create thousands of skilled health jobs, enhance local pharmaceutical demand, and restore public trust in the healthcare system.
This is not just a health plan — it is a moral declaration:
That Kiambu’s taxpayers deserve value for their money, and that healthcare is not a privilege for the connected few, but a right for every child, mother, and elder in this county.
We will audit 100% of contracts issued by the County Government since 2014 and seek justice for citizens. Over the past 10 years, citizens of Kiambu County have lost a lot of money to corruption, through inflated contracts, substandard work, such as some of the pictures on the left show. Every stolen or misused shilling is a stolen opportunity for a child, a hospital, a farmer, or a young entrepreneur. That era ends the day we take office.
We will institute a team to audit every single contract issued by the Kiambu County Government since 2014, in order to ensure that citizens got value for their money. Contracts ongoing but inflated will be cancelled or remedied through legal means, and contracts already closed but where citizens did not receive value for their money will be pursued legally, and cases of fraud and corruption will be referred to legal authorities.
Additionally, we will cut wastage by eliminating unnecessary trips, inflated contracts, and duplicate offices. We expect to save at least KSH 2 billion on travel in the first five years.
Summary of the Plan:
(1) Five Level V Hospitals, KSH 10 Billion in investments in 5 years. These will be located strategically to ensure easy access for citizens.
(2) Upgrade of 13 “Level IV” hospitals, at KSH 2.6 Billion in 5 years. Rehabilitate and modernize; training and equipment.
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:
- 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.
- 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.) - We will prioritize agri-industrialization — building value chains for coffee, tea, dairy, avocados, and macadamia so that farmers earn more from what they produce.
- We will support small and medium enterprises with affordable credit, transparent permits, and access to county markets.
The goal is not handouts — it is empowerment. Every Kiambu resident should have a fair shot at a dignified living.
My Plan for Sports Development. Building a County of Champions.
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 replicate the Texas model of distributed excellence — building accessible, first-class soccer and basketball facilities within the reach of every young person.
Our philosophy is simple: Sports infrastructure should not be a monument to power, but a gateway to opportunity. Local Soccer Infrastructure: We will construct and upgrade community-level soccer facilities inspired by the model seen across Texas — clean, well-lit fields with proper drainage, artificial or hybrid turf, safe fencing, modern changing rooms, and digital scoreboards.
Each facility will be strategically located to serve:
– Towns with populations above 10,000, and
– Areas with at least two schools within a 10-kilometer radius.
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.
- Basketball: Basketball is growing rapidly across Kenya — especially among the youth in urban areas and secondary schools. We will invest in modern, outdoor basketball courts, designed for both school competitions and community recreation. These courts will include (1) weather-resistant synthetic flooring (2) proper lighting for evening play (3) seating stands and safe fencing (4) Drainage and access for all users. Each town meeting the same population and school proximity criteria will receive one multi-purpose basketball facility, enabling joint school tournaments and community leagues. This approach will create dozens of hubs of talent and wellness, not just one showpiece.
- Smart, Efficient Construction — Not Waste. Our focus will be efficiency and replication, not extravagance. Instead of spending billions on a single stadium, we will (1) use standardized, modular designs that can be built quickly and affordably (2) employ local labor and materials to create jobs (3) partner with corporate sponsors and school boards for maintenance and community programming.
- We expect to invest: (1) KSh 2 billion in soccer facilities (across ~20 target towns), (2) KSh 1 billion in basketball courts (across ~20 target towns).
- Total Investment: KSh 3 billion, fully funded through reallocation of savings from governance and administrative reforms.
- Expected impact: (1) Every child and youth in Kiambu will have access to a playable, professional-grade facility within 30 minutes of their home. (2) Talent development will rise exponentially, with structured youth leagues and school-community partnerships (3) Public health and social cohesion will improve through active lifestyles and positive youth engagement. (4) Kiambu will set the national standard for decentralized sports excellence — a model that brings opportunity closer to the people, not the politicians.
Infrastructure and Public Services that Work
Our roads, markets, and water systems must work — not just exist on paper.
- We will review all stalled and ghost projects, recover stolen funds, and complete those that benefit the public.
- We will digitize permit and approval systems to eliminate bribery and delays.
- We will prioritize rural road connectivity, clean water, and reliable waste management — the basics that make daily life liveable.
- Every new project will be guided by value for money principles, not political connections.
Leadership that Serves, Not Consumes
Leadership must be about sacrifice, not self-indulgence.
- We will reduce the size of the Governor’s office and redirect those funds to public services.
- All senior officials will be required to publicly declare their wealth, annually.
- We will ban use of luxury vehicles for county executives and stop all foreign travel unless approved by an independent oversight board.
- We will lead by example — servant leadership, not entitlement.
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