What Kibaki taught us and why the 47 counties need his wisdom

As we commemorate the third year of Kenya’s third President Mwai Kibaki’s passing, let’s pause and reflect on the powerful lessons he bequeathed us.

My first encounter with Mwai Kibaki was in 1980 during a prize-giving day at Kagumo High School, where I was in Form Two. I remember how impeccably dressed he was, with his well-fitting belt standing out. He was just 50 years young.

Decades later, it is evident to all that Vision 2030, the brainchild of Kibaki’s leadership, laid the groundwork for Kenya’s rapid growth during and immediately after his presidency. I was involved in designing Vision 2030 alongside former Nyeri Governor, the late Dr Wahome Gakuru.

When Kibaki assumed office in 2002, Kenya’s economy was reeling. The national GDP growth rate had dipped below 1.5 percent, and investor confidence was at its lowest. By 2007, under Kibaki’s stewardship, GDP growth had soared to 7.1 percent. He introduced the Economic Recovery Strategy for Wealth and Employment Creation, a plan that prioritised infrastructure, education, and institutional reform.

Kibaki’s government launched free primary education, which brought over 1.5 million previously out-of-school children into classrooms within the first year. This wasn’t a PR gimmick. It was a policy rooted in the belief that education could transform lives. Today, the generation that benefited from that bold step is powering much of Kenya’s workforce.

On infrastructure, Kibaki understood that tarmac could be a more effective tool for justice than fiery speeches. His administration expanded Kenya’s paved road network by more than 4,000 kilometres. The construction of the Thika Superhighway was not merely a feat of engineering. It was a signal that connectivity was key to inclusion. That project alone improved trade, reduced commute times by over 60 per cent, and unlocked real estate investment across central Kenya. And while many leaders centralise power, Kibaki stood apart. He believed in strong institutions, not strongmen. He allowed the Kenya Revenue Authority increased independence, leading to a dramatic surge in revenue collection: from Sh183 billion in 2002 to Sh707 billion by 2012. Perhaps Kibaki’s greatest gift to the nation was the example of restraint. He did not meddle in tenders. He did not create personality cults. He did not use his office to settle personal scores. When he left the presidency in 2013, no corruption scandals bore his name. Instead, he left behind roads, schools, and policies that continue to serve the nation. That legacy speaks volumes. 

Kibaki’s public sector management approach lies in his extensive use of conceptual frameworks to address every developmental challenge. These frameworks connected actions and resources – whether human, community, natural, or financial – to measurable outcomes, prioritising equity for all rather than benefits for the privileged few. Sadly, the Kibaki NARC development framework approaches did not last long enough to take root in the counties’ development planning. A sad example is the Nyeri County Integrated Development Plan (2023-2027), which does not contain a single outcome indicator to measure real change in the lives of people. The document does not contain any innovative development ideas or strategies.

Equally vital was the lesson from Kibaki that transformative change stems from deliberate policies, not fleeting political maneuvers. Today, as Kenya’s 47 counties chart their next chapter, we are once again drawing from his legacy. Not merely to remember, but to rebuild.

Nyeri, which is Kibaki’s home county, continues to brim with potential. Yet it remains plagued by political inertia, disjointed planning, and misplaced priorities. We must therefore return to Kibaki’s exemplary governance, not to idolise him but to internalise his model.

Kibaki taught us that visionary leadership does not need to shout. It needs to think, plan, and deliver. He showed us that respecting institutions is a foundation of stability, not a sign of weakness. He proved that policy, when grounded in data and executed with discipline, can outlast politics and transform generations.

As we confront the future, let us govern in a way that would have President Kibaki proud. Let us demand results, build systems, and silence the politics of distraction.