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Ranguma tilts the equilibrium, opens old wounds in Kisumu county politics

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By Anderson Ojwang

The return of Kisumu’s founding governor, Jack Ranguma, in the county gubernatorial contest has destabilised the equilibrium and opened old wounds.

Ranguma’s return has stirred the political waters and displaced the already emerging political formations and alignments.

On Saturday, at a burial in Nyando, political temperatures rose and exploded, with Kisumu Central MP Dr Joshua Oron and his allies demanding that Ranguma declare his support for their candidate.

But the non-controversial governor, along with Nyakach MP Aduma Owuor, also an aspirant for the governor’s seat, left the burial in protest.

That marked the opening of the battle front, with Ranguma taking the battle to the doorsteps of Dr Oron, former gubernatorial aspirant Dr Hezron McOmbewa, former parliamentary candidate Patrick Ouya, and Ambassador Fred Outa over what he termed as betrayal of the people of Kano and Kisumu County at large.

100,000 strong votes for take-off

Governor Ranguma starts the race to recapture the seat with 100,000 strong votes in his pocket. In the 2017 general elections, Ranguma, then an independent candidate cheated out of the ODM ticket through the infamous Thurdibuoro polling centre, garnered 148,851 votes against then Senator Anyang’ Nyong’o’s 263,117 votes.

In 2022, Ranguma once again braved the strong ODM and the late Raila Odinga wave but lost to Nyong’o again, garnering 100,600 votes against the incumbent’s 319,967 votes.

Betrayal in the city

Ranguma over the weekend accused Dr Oron, Dr McOmbewa, Ouya, and Amb. Fred Outa of betraying the people of Kano by conniving and taking away the governor’s seat to Seme.

“It is Oron and his people who removed the leadership from the hands of Kano, and they cannot come here to pretend that they want to bring back the leadership. Why did they betray the people’s cause, and why did they leave the government they formed?” he asked.

Ranguma said Dr McOmbewa, despite knowing he could not win the gubernatorial race, opted to compete against him in the ODM primaries to spoil for him.

“I told him, ‘Dr McOmbewa, do not compete with me; go for the Muhoroni parliamentary seat.’ He refused, saying that was a small seat. Why is he now interested in the governor’s seat? Do not elect him. He was a spoiler and should never be trusted,” he said.

But Oron dismissed Ranguma, saying that in the 2013 ODM primaries, he mobilised to ensure that Ranguma’s victory was not stolen.

During that time, ODM had settled on Raila’s younger sister, Ruth Odinga, who ended up becoming Ranguma’s deputy in a power arrangement brokered by the ODM supremo.

“Some people ran away from the funeral because we had tough questions to ask them. I have supported my people. When Ranguma vied for governor in 2013, I was a wanted person, and I had to seek refuge in Homa Bay, for those who do not know. Why is he not supporting me now? In 2017, I was Ranguma’s chief agent. So I have supported Ranguma,” he said.

Kano’s preferred candidate

Ouya and UDA political activist Joshua Nyamori said the Kano clan had resolved to support Dr Oron as the sole gubernatorial candidate from the area.

“From all our votes, we must gather them and vote for Dr Joshua Oron, and that is the declaration,” he said.

Ouya told Ranguma that it was time he supported Dr Oron for the unity of Kano to reclaim the seat.

But Ranguma said there was no preferred candidate from Kano and that the people will decide at the ballot.

“You have come with a vuvuzela to be praised that Kano has endorsed you as the sole candidate. Which Kano is that? Did you hear where the people of Kano endorsed a candidate? Show me. We, the people of Kano, can sit and decide our future,” he said.

The expired drugs

Ranguma said there was a group of which he was the patron, including some of his betrayers, before the fallout.

“When I became the governor, I gave them a tender for drug supply after the victory. I was satisfied with my salary, and I decided to give them a tender to supply drugs. They supplied expired drugs, which were not fit for human use. That was the fallout and why they began to fight me,” he said.

Broad-based candidate

Kisumu County UDA chairman Mbuta Ayugi, speaking at the burial, said Dr Oron was the broad-based candidate.

“The candidate for the broad-based governor is Dr Joshua Oron. Let us unite behind Oron to bring development to Kisumu,” he said.

This declaration is likely to puncture Dr Oron given the changing political climate in Kisumu, with the majority of residents shifting allegiance to Siaya Governor James Orengo’s Linda Mwananchi faction of ODM.

Rating

Dr Oron was rating high in the gubernatorial contest, but the return of Ranguma is likely to alter the political equation.

Already, Kisumu Senator Prof Tom Ojienda, Kisumu Deputy Governor Dr Mathews Owili, Aduma Owuor, and Kisumu West MP Rosa Buyu have expressed interest in the seat.

Goodwill

Ranguma enjoys goodwill from Kisumu staff and the business community over his leadership style, which appealed to the majority.

He also has projects in his name in every corner of the county, and this could act as a plus in his pursuit of a final term.

Will Kano unite to recapture the seat, or will Nyakach have the last laugh?

Kisumu politics is likely to get juicy ahead of next year’s August general elections.

President Ruto rewards Gor Mahia with goodies

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By PHILLIP ORWA

President Ruto has rewarded Gor Mahia FC with Sh10 million following the club’s triumphant 2025/26 SportPesa Premier League title-winning campaign.

In addition, every member of the winning squad and technical bench will receive a token of Sh100,000.

The Head of State made the announcement during a luncheon hosted for the record Kenyan champions at State House, Nairobi.

While commenting on their achievement, the President said:

“Hosted Gor Mahia Football Club at State House Nairobi to celebrate their winning the 2025/2026 SportPesa Premier League title and bagging a historic 22nd league championship victory. This admirable achievement is a clear testament to the grit, consistency, determination, and discipline that K’Ogalo have shown season after season, bringing immense joy to their fanbase and the country. It is the product of unwavering unity and superb management, on and off the pitch, and a relentless drive to be the best.

For decades, Gor Mahia has been more than a club; it is part of Kenya’s identity. The team’s rich legacy continues to inspire young Kenyans to chase their goals, fully express their talents, work as a team, and strive for greatness and competitiveness.

As the team heads to the CAF Champions League, we are sure that Gor Mahia goes forth carrying the hopes and pride of the entire nation. May this milestone be the start of even bigger glories for the club and for Kenyan football. Hongera K’Ogalo.”

President Ruto also said that his administration plans to build and improve more stadia in order to help nurture sports talent.

“The government remains committed to backing our youth in sports. In the next year, we will be completing 28 new stadia. We will keep investing in modern, world-class sporting facilities across the country to give every young person in every part of the country an opportunity to realise their dreams.”

Adel Balala Sets the Pace After Round One of NCBA Royal Classic

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By PHILLIP ORWA

Nyali Golf & Country Club amateur Adel Balala took the lead after the first round of the NCBA Royal Classic, the second leg of the Sunshine Development Tour – East Africa Swing season being played at Royal Nairobi Golf Club over the weekend.

Balala carded an impressive 6-under par 66 to claim a one-shot advantage heading into Monday’s second round.

The Kenyan amateur made his intentions clear early in the round, producing a flawless opening nine that featured an eagle on the par-five third hole and a birdie on the seventh to make the turn at 3-under par.

He carried that momentum into the back nine with another birdie at the 10th, before a bogey at the 11th briefly threatened to stall his progress.

Balala responded impressively, picking up further birdies at the 12th, 15th, 16th and 18th holes to offset another dropped shot on the 14th and finish the day atop a highly competitive leaderboard.

Speaking after his round, Balala said: “I’m very pleased with how I played today. I stayed patient throughout the round, gave myself chances and managed to take advantage of most of them. The eagle on the third gave me a lot of confidence early on, and from there I focused on staying disciplined and sticking to my game plan. It’s only the first round, so there’s still a lot of golf to be played, but it’s always nice to put yourself in a good position heading into the next two days.”

Sharing second place is a three-way tie of Greg Snow, Daniel Nduva and Nelson Mudanyi, with the trio all carding 5-under par 67.

Muthaiga Golf Club’s Snow recovered from an early bogey on the third hole in spectacular fashion, reeling off four consecutive birdies from the fifth through to the eighth to vault himself into contention. He added further birdies on the 14th, 15th and 18th holes, with his only other blemish coming at the par-four 12th.

The strong finish leaves the former Sunshine Development Tour winner firmly in the hunt for his first title of the season.

On his part, Nyali Golf & Country Club pro Daniel Nduva’s round featured birdies on the fifth, 10th, 15th and 18th holes and a superb eagle on the 7th. His only dropped shot came on the first hole.

Mudanyi, meanwhile, produced one of the most aggressive rounds of the day, sinking six birdies on the 1st, 2nd, 6th, 11th, 12th, 15th and 16th holes. Despite bogeys on the 8th and 13th, the Muthaiga Golf Club professional remained firmly in contention and heads into the second round just one shot behind the leader.

Ken Abuto rounds off the top five on 2-under par 70, while England’s Elliot Bradley and Uganda’s Abraham Ainamani are the highest-placed international players after both carded rounds of 1-under par 71.

The tournament has attracted a strong field of 96 golfers from 11 countries, including professionals, elite amateurs, ladies and junior golfers competing for valuable Official World Golf Ranking (OWGR), World Amateur Golf Ranking (WAGR), and Sunshine Development Tour Order of Merit points.

Following round two action on Monday, the top 30 players plus ties will proceed to play the final round on Tuesday, where they will battle for the title and a share of the Sh2 million prize money on offer.

Migori celebrates promotion to Premier League as Migori Youth Football Club crowned NSL champions

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By Sandra Blessing

Migori was all celebration on Sunday. The stadium was electric, packed with cheering fans. The town came to a standstill. Dance and songs formed part of the evening in the border town.

The long-awaited dream finally came to pass. Even the political opponents – the grandson of Sin Akuru Kuku Lubanga, Governor Ochilo Ayako alias Oyundi, and his political opponent, Uriri MP Mark Nyamita alias “Dhi Dala Koso Ok Dhi” – joined in congratulating Migori Youth Football Club for winning.

Migori Youth, ahead of the game, had been docked three points and slid to second position in the National Super League table. On Sunday, they wrote history by edging out Equity FC 2-1.

Migori Youth FC were crowned the 2025/26 FKF National Super League champions.

Following yesterday’s victory over Equity Bank FC, Migori Youth Football Club secured the top spot with one match still to play, making them mathematically unreachable at the summit.

The team wrote on its social media platforms: “Countless sacrifices. Countless prayers.”

Equity FC, after the game, wrote: “Congratulations to Migori Youth Football Club on successfully securing promotion to the Kenya Premier League for the 2026/2027 season. Wishing you growth and success as you step into the top tier.”

In attendance at the stadium was the patron, Nyamita, who said history was written after a long journey of sacrifice and commitment.

“History written. As Patron, I’m proud beyond words. What a journey, all glory to God. It’s finally done. ‘The rung of a ladder was never meant to rest upon, but only to hold a person’s foot long enough to enable them to put the other foot somewhere higher’ – Thomas Henry Huxley,” he wrote.

Nyamita said the NSL title was theirs, earned through hard work, resilience, and an unwavering spirit. The dream continues.

“For Migori Youth FC, somewhere higher is KPL. For Migori Youth FC patron, somewhere higher is a better Migori County. For you, somewhere higher is maybe something you value or someone you hold close to your heart, or better service for us all,” he wrote.

Governor Ayacko wrote: “Congratulations Nyikwa Sinakuru Kuklubanga ma Dognam. Congratulations Migori Youth Football Club for your merited promotion to play in the Kenya Premier League. We are immensely proud of you.”

Dr Ayacko, while congratulating the team, said the Migori Stadium is almost complete to host the Premier League matches in the new season.

The Premier League champions, the mighty Gor Mahia, joined the celebration, with Chairman Ambrose Rachier welcoming the new kids on the block to the Premier League.

“I take this opportunity to congratulate Migori Youth FC and its leadership, including Mr Aziz, for having qualified for promotion to the top league. On behalf of Gor Mahia FC, I wish them every success in their football engagement,” he wrote.

The coach, Sammy Owano “Otulo”, who has served the club in various capacities over the years, led the team to the crown from 37 matches played: 25 wins, five draws, and seven losses, scoring 56 goals.

Migori Senator Eddy Muok Oketch was full of praise for the team for winning the Super League and qualifying for the Premier League.

“Today I want to proudly congratulate Migori Youth Talent Academy for making it into the Kenyan Premier League. It has been a tough season, but this team has worked incredibly hard. Particular accolades must go to AZIZ for his passion and great commitment to this team. What many people do not know is that since 2009, AZIZ tirelessly worked from his M-Pesa shop to help our boys kick the ball and be engaged. We partnered together to create the WFTA, which we later renamed MYTA,” he wrote.

Muok said for all the years, he has supported the great team while staying in the background to avoid political interference with the team.

“Now that they have made it to the Premier League, I wish to proudly inform my larger network to offer even more support to the team to enhance their performance. I also want to sincerely thank those who have supported the team so far. The management, the fans, sponsors, and the players themselves. KPL resource requirements are high, and strengthened partnership is what will make the team do well in the season. While I will still hugely support from the background, let us all pull together and make MYTA excel. Congratulations, boys!” he wrote.

CREATING A MODERN FISHING INDUSTRY THROUGH VALUE ADDITION IN MIGORI

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By Billy Mijungu

If there is one of the most underutilized sectors with the potential to deliver real economic freedom, it is the fishing industry in Migori.

A closer look at the opportunities reveals that fishing, in its raw form, already employs thousands of people who venture out day and night to cast their nets. However, this effort remains largely informal and low-return. Productivity, safety, and income levels can be significantly improved through investment in modern fishing boats, motorized vessels, GPS technology, and high-quality nets. Training fishermen on sustainable fishing practices would also ensure long-term viability of the resource.

Beyond the waters lies an even greater opportunity—the value chain. At fish landing sites, a secondary economy can thrive through structured investment in cold storage facilities, ice plants, and modern processing units. This would drastically reduce post-harvest losses, which currently eat into fishermen’s earnings, while creating employment for technicians, machine operators, transporters, and traders.

Value addition is the true game changer. Instead of selling raw fish at low prices, Migori can process fish into fillets, packaged products, fish oil, and other export-ready goods. Proper branding and certification would open doors to regional and international markets, particularly within East Africa and beyond.

The ripple effects extend further. Growth in the fishing industry will naturally stimulate the hospitality sector—hotels, restaurants, and local eateries—turning fishing zones into vibrant economic hubs. With proper planning, these areas can evolve into tourism attractions, combining fresh fish cuisine with cultural experiences around Lake Victoria.

Additionally, fish by-products present untapped industrial potential. Fish waste can be processed into high-protein animal feed, directly complementing Migori’s sugarcane sector and strengthening agro-industrial linkages. This circular economy approach minimizes waste while maximizing value.

Infrastructure remains key. Improved road networks, reliable electricity, and access to affordable financing will determine the speed at which this transformation occurs. Cooperative societies and public-private partnerships can play a crucial role in mobilizing resources and ensuring inclusivity, especially for small-scale fishermen.

There is also a need for strong policy direction. County leadership must prioritize the blue economy by creating investor-friendly policies, enforcing quality standards, and supporting innovation in fish farming (aquaculture) to supplement natural fishing.

With both a ready local market and strong export potential, Migori stands at a strategic advantage. Yet, despite this promise, the fishing industry currently contributes only a modest 1.2% to the Gross Domestic Product (GDP).

This must change.

Migori County has the opportunity to establish modern fishing industrial complexes—integrated hubs that combine harvesting, processing, packaging, storage, and distribution. Such complexes would not only unlock economic growth but also create thousands of jobs, increase household incomes, and position Migori as a leading blue economy powerhouse in the region.

The future of Migori’s economy may very well lie in its waters. What is needed now is vision, investment, and deliberate action.

How Charcon Properties Limited, engaged by Kisumu City Board, has presided over the decline in rent collection by Sh14,263,595, precipitating a near collapse

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By Anderson Ojwang

Kisumu City Board has witnessed a near collapse of property rent collections by Charcon Properties Limited from Sh20,447,477 in Financial Year 2023/24 to Sh6,183,882 in FY 2024/25.

This represents a sixty-nine point eight per cent (69.8%) reduction in a single financial year, occurring during the period in which Charcon Properties Limited was engaged as managing agent.

“The FY 2024/25 rent collection of Kshs. 6,183,882 represents the lowest recorded rent collection in the five-year period under review, and marks a decline of Kshs. 14,263,595 from the previous financial year — the steepest single-year collapse in any Own Source Revenue stream over the review period. This decline occurred in direct correspondence with Charcon Properties Limited’s engagement as managing agent,” the report read.

The Kisumu County Assembly Ad Hoc Committee was alarmed by the decline to Sh14,263,595 and summoned Managing Director, Mr Connel Osano, to appear personally before the committee for substantive interrogation.

“On the appointed date (7th May 2026), the Company sent Mr Martin Okumu (Head of Operations) and Mr Jairo Nyamwaya (Property Manager) without a letter of authority, which the Committee found unacceptable and recorded it as contemptuous disregard for the County Assembly’s oversight mandate,” the committee wrote.

The committee, in its engagement with the Kisumu City Board, revealed that revenue performance has consistently underperformed against targets over three years despite significant projection increases and despite delegation of revenue collection roles to the City Board; that revenue monitoring was mainly report-based rather than real-time; and that the city currently operates a billing-oriented system rather than a fully integrated revenue management system.

The committee found that Charcon Properties Limited was contracted to supervise rent collection on behalf of the City Board, and “that the County is in the process of procuring a new revenue system which did not appear materially different from the existing one as presented,” the committee wrote.

The committee found that the engagement of Charcon Properties Limited without adequate oversight mechanisms, performance benchmarks, remittance timelines, or contractual accountability provisions directly contributed to this outcome.

The committee further observed that the Kisumu City Board failed in its supervisory responsibility to monitor Charcon’s performance and enforce remittance of collected rents to the County Revenue Fund.

According to the Property Management Progress Report dated 3rd May 2026 and the handover documentation referenced, the following estates, residential blocks, and institutional houses were placed under Charcon Properties Limited’s management:

Residential Blocks — Estates and Housing Units:

  • Block 11 (Units 37, 38, 43, 46, 47, 47B, 47C, 47D, 48, 49 and 52)
  • Block 4 (Units 149A, 149B, 158A, 158B, 154A and 154B)
  • Block 8 (Units 79, 79A, 148A, 148B, 208, 208A, 258A, 258B, 258C, 258D, 258E, 258F, 259A, 259B, 259C and 259D)
  • Block 10 (Units A, B, C and D)
  • Block 12 (Units 91A, 91B and 91C)

Slaughter Houses:

  • Slaughter House A, Slaughter House B and Slaughter House C; and Kibuye Estate (approximately 45 units)

Institutional and Special Facilities:

  • Ober Kamoth Health Centre
  • Got Nyabondo Health Centre
  • Mama Ngina Children’s Home
  • Old Fire Station

On New Leases and Renewals:

The report records that lease renewals have been materially impeded by the non-availability of updated Finance Act rental rates. The report states: “Renewal of Tenancy Agreements and leases is further dependent on the new County Finance Act, which prescribes the updated rent rates to be applied. This document has not been availed to us, making it impossible to commence the latest round of lease renewals.”

On Maintenance:

The report identifies extensive maintenance deficiencies including: plumbing, electrical and structural repairs required urgently at Kibuye Estate; leaking roofs at Block 12-A and Block 12-B (requiring complete overhaul); non-operational plumbing at House 11/49; and the Ober Kamoth Health Centre units being described as uninhabitable due to absence of water and leaking conditions, rendering rent enforcement impossible until conditions are addressed.

On Occupancy:

Occupancy levels across estates remain high, with most units occupied despite ongoing disputes and maintenance challenges. Several units are non-revenue generating due to occupation by county departments, security personnel, and institutional users. Some units remain unoccupied due to dilapidated conditions, pending repairs, or unresolved ownership claims. A comprehensive physical verification exercise is stated to be ongoing.

On Non-Revenue Generating Units:

The report identified multiple units that were non-revenue generating, including: Houses 4/149, 4/149A and 4/149B — occupied by KIWASCO, whose headquarters were constructed on these sites; Houses 8/148 and 8/148A — occupied by the Governor’s security detail; Houses 8/208A and 8/208B — used by the County First Lady as offices; and Houses 8/258A through 8/259D — found to belong to NSSF and since demolished for modern housing construction. These units generate no rental income to the county.

On Senior County Employees in Default:

The report explicitly states that a significant number of county government employees in higher ranks, including County Executive Committee Members, have been unwilling to pay rent; that despite repeated follow-ups, many either ignore communication or remain non-responsive to official correspondence; and that this creates substantial challenges in enforcing tenancy obligations. Some tenants making payments through payroll check-off deductions continue to show arrears in their accounts, indicating gaps in remittance reconciliation between the payroll office and the rent accounts.

Findings

The committee found that the Property Management Progress Report dated 3rd May 2026 confirmed that Charcon Properties Limited was, throughout the reporting period, unable to enforce rent collection against a significant proportion of tenants, including senior county government employees and elected officials — and that this failure was compounded by unresolved ownership disputes, the non-availability of updated Finance Act rates, inadequate maintenance of managed properties, and a structural reconciliation deficit between Charcon’s accounts and the Revenue Board’s collection records.

The committee further finds that Charcon’s letter dated 20th November 2025 to Mr David Nandi requesting rent payment slips for September and October 2025 is direct evidence that the managing agent did not have a complete and current picture of rent collected and remitted to the county — a fundamental failure of agency accountability.

The committee found that property rent revenue collapsed by sixty-nine point eight per cent (69.8%) in FY 2024/25, representing a loss of Kshs 14,263,595 against the prior year’s collections. This collapse occurred during the period of Charcon Properties Limited’s engagement as managing agent.

As at April 2026, cumulative rent arrears across the managed portfolio stand at approximately Kshs 7,810,660, with a cumulative collection rate of approximately fifteen per cent (15%) over the fourteen-month reporting period.

How Kisumu County Government lost Sh34M in revenue collection during four days of system shutdown by Safaricom over non-payment of outstanding contractual arrears

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By Anderson Ojwang

The decision by the County Executive Committee Member (CECM) for Finance, Mr George Omondi Okongo, and the county finance department to ignore repeated demands by Safaricom PLC to pay outstanding arrears resulted in the system shutdown.

The four-day system shutdown came at a huge revenue collection cost to the county government, after it lost revenue amounting to Sh34,734,540.25.

During the four days of system shutdown, the daily revenue collection collapsed by 74 per cent, and after restoration, revenue collection suffered depression for some time.

Formal demand notices had been duly issued to the County Treasury prior to the suspension, yet the contractual obligations were not settled in a timely manner.

The County Assembly Ad Hoc Committee, chaired by Lumumba Owade, observed that “in February 2026, Safaricom PLC suspended the IRMS following the County’s failure to settle outstanding contractual obligations.”

The committee found that responsibility for the shutdown rests primarily with the CECM Finance and the County Treasury for failure to honour a known contractual obligation for which formal notice had been given.

“The accumulated arrears comprised approximately Shs. 27,000,000 in SaaS commissions charged at four per cent (4%) of revenue collected through the platform and a further Kshs. 5,300,000 for auxiliary services including internet connectivity and system maintenance, totalling about Kshs. 32,000,000,” read the report.

The report says Safaricom had sent out invoices substantiating the arrears, including Invoice No. 2738 dated 21st April 2026 (Kshs. 13,546,887.00 excluding VAT; Kshs. 15,714,388.92 inclusive of 16% VAT) for ‘Billing of SaaS (RMS Revenue Share) up until January 2026’; and Invoice No. B1-30022081830 dated 1st August 2025, billing Kshs. 23,227,300.00 for the monthly service fee for the period 1st to 31st July 2025.

“These figures confirm that the four per cent (4%) commission grows proportionally with revenue collected, making it an escalating and uncapped obligation,” read the report.

The committee found that the IRMS shutdown of February 2026, which caused a seventy-four per cent collapse in daily revenue collections over four days and a sustained depression of collections in the weeks following restoration, was directly caused by the county’s failure to honour its contractual obligations. The shutdown was foreseeable, preventable, and attributable to systemic failures in contract management and payment authorisation within the CECM Finance’s department.

Tendering process

The IRMS was procured through Tender No. CGK/FIN/OP/2023-2024/005, titled “Supply, Delivery, Design, Development, Installation, Deployment, Testing, Commissioning and Maintenance of a Fully Automated and Integrated County Revenue Management System.”

The tender was published with a submission deadline of 31st August 2023. The contract was signed on 31st October 2023, with the Chief Officer for Finance and the County Attorney as county signatories.

The committee noted that the County Attorney, as a signatory to the contract, bears professional responsibility for ensuring the contract’s compliance with procurement law – a responsibility that must be examined in light of the post-award commission introduction.

Undelivered contractual obligations

The tender specifications required delivery of a comprehensive system including: automated IFMIS integration; GIS and Mapping integration; an e-Construction module for Physical Planning; full cashless payment channels; enforcement support capabilities; a Self-Service Portal; and real-time reporting dashboards.

As of the date of this report, several of these contractual deliverables remain undelivered or non-functional.

Contract execution: Safaricom PLC and RevTech

The contract was executed between Safaricom PLC and the County Government of Kisumu. RevTech (Red Tech Innovation Limited, referred to as ‘RTI’) was not a direct party to the county-Safaricom agreement but is explicitly referenced in the agreement as a named partner.

RevTech owns the intellectual property rights to the BILA software, while Safaricom holds an exclusive, non-transferable licence to use it. Safaricom PLC is the principal contractor and bears all liabilities related to the system under the county contract.

Weaknesses

The existence of a backend sub-contractor with IP ownership introduces a significant risk to the county: if either Safaricom’s licence or its relationship with RevTech is terminated, the county’s access to the system software is immediately at risk.

The contract did not designate specific county officers for day-to-day communication, only listing the signatories. This structural omission meant that any county officer could formally communicate with Safaricom, including authorising system changes or data modifications.

The committee found that this design flaw directly enabled the issuance of unauthorised data deletion instructions by Revenue Board personnel, as documented in the findings relating to the 887,086 archived transactions.

Revenue leakage and off-system collection

The committee has established, with direct and documented evidence, that revenue was being diverted from the county’s revenue fund through informal cash-based collection arrangements operating entirely outside the IRMS.

The Kibuye Market field visit provided concrete and unambiguous evidence of this practice. The IRMS data cannot, therefore, be relied upon as an accurate or complete representation of actual revenue generated at Kisumu County’s markets and collection points.

Systemic non-compliance at collection points

The committee found that revenue collection at key market sites was characterised by widespread non-compliance, selective enforcement, and the systematic omission of mandatory levies, including parking fees.

A non-compliance rate of approximately sixty-three per cent (63%) was documented at Kibuye Market, and the committee has no basis to assume that this rate is exceptional or atypical of other collection points.

Contractual mismanagement and systemic risk

The county’s dependence on a single service provider for its entire digital revenue management infrastructure, without adequate contractual safeguards, performance benchmarks, data protection provisions or exit provisions, constitutes an unacceptable operational and legal risk.

The system procurement

The committee investigated the procurement and tendering process, execution of the contract by Safaricom PLC and its sub-contractor RevTech (Rev Tech Innovation Limited).

It also looked at the management and governance of the system during its operational life, its performance against objectives, the technical audit findings, and the accountability failures arising from the system’s administration.

System ownership

The platform was procured as a Software-as-a-Service (SaaS) arrangement, meaning the county would not own the software but would pay for its use on a commission-plus-service-fee basis.

The IRMS contract was awarded to Safaricom PLC and went live on 18th December 2023, with an initial focus on unstructured revenue streams.

Risk

The decision to adopt a SaaS model with a revenue-sharing commission was a significant policy choice that, as the committee’s review has established, carried substantial uncapped financial risk for the county.

The commission

The committee found that the SaaS commission-based model, adopted without any cap, performance linkage or sunset provision, created an open-ended and escalating financial obligation that was not adequately risk-assessed at the procurement stage.

Kisumu County Assembly Ad Hoc Report reveals rot at the Finance department

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By Anderson Ojwang

The heist. A well-planned and coordinated rip-off at the Kisumu County revenue and Kisumu City. The report by the Kisumu County Assembly Ad Hoc Committee gives an in-depth capture of how loopholes were created to allow for the heist.

In the report dubbed the “Revenue Performance and Root Causes Analyses on Integrated Automated Revenue Management System,” findings revealed gaps and loopholes in the system open to exploitation and corruption at the institution.

The committee investigated the Integrated Automated Revenue Management System (IRMS), the digital platform contracted by the County Government of Kisumu to automate and digitise its Own Source Revenue collection.

The system procurement

The committee investigated the procurement and tendering process, execution of the contract by Safaricom PLC and its sub-contractor RevTech (Rev Tech Innovation Limited).

It also looked at the management and governance of the system during its operational life, its performance against objectives, the technical audit findings, and the accountability failures arising from the system’s administration.

Establishment of the IRMS: Background and rationale

The County Government of Kisumu initiated the procurement of an Integrated Automated Revenue Management System as part of its broader strategy to modernise Own Source Revenue collection, eliminate cash-based revenue handling, improve real-time reporting, and seal documented leakages in the manual collection system.

Prior to this, the county’s revenue administration was characterised by manual receipting, inadequate audit trails, and significant opportunities for revenue diversion at the collection point.

The system was intended to provide a fully integrated, cashless revenue collection platform covering all major OSR streams, including markets, parking, bus parks, Single Business Permits, Outdoor Advertising, Land Rates, Physical Planning and e-Construction, and to support enforcement through real-time data access and geospatial mapping.

System ownership

The platform was procured as a Software-as-a-Service (SaaS) arrangement, meaning the county would not own the software but would pay for its use on a commission-plus-service-fee basis.

The IRMS contract was awarded to Safaricom PLC and went live on 18th December 2023, with an initial focus on unstructured revenue streams.

Risk

The decision to adopt a SaaS model with a revenue-sharing commission was a significant policy choice that, as the committee’s review has established, carried substantial uncapped financial risk for the county.

The commission

The committee found that the SaaS commission-based model, adopted without any cap, performance linkage or sunset provision, created an open-ended and escalating financial obligation that was not adequately risk-assessed at the procurement stage.

Tendering process

The IRMS was procured through Tender No. CGK/FIN/OP/2023-2024/005, titled “Supply, Delivery, Design, Development, Installation, Deployment, Testing, Commissioning and Maintenance of a Fully Automated and Integrated County Revenue Management System.”

The tender was published with a submission deadline of 31st August 2023. The contract was signed on 31st October 2023, with the Chief Officer for Finance and the County Attorney as county signatories.

The committee noted that the County Attorney, as a signatory to the contract, bears professional responsibility for ensuring the contract’s compliance with procurement law – a responsibility that must be examined in light of the post-award commission introduction.

Undelivered contractual obligations

The tender specifications required delivery of a comprehensive system including: automated IFMIS integration; GIS and Mapping integration; an e-Construction module for Physical Planning; full cashless payment channels; enforcement support capabilities; a Self-Service Portal; and real-time reporting dashboards.

As of the date of this report, several of these contractual deliverables remain undelivered or non-functional.

Contract execution: Safaricom PLC and RevTech

The contract was executed between Safaricom PLC and the County Government of Kisumu. RevTech (Red Tech Innovation Limited, referred to as ‘RTI’) was not a direct party to the county-Safaricom agreement but is explicitly referenced in the agreement as a named partner.

RevTech owns the intellectual property rights to the BILA software, while Safaricom holds an exclusive, non-transferable licence to use it. Safaricom PLC is the principal contractor and bears all liabilities related to the system under the county contract.

Weaknesses

The existence of a backend sub-contractor with IP ownership introduces a significant risk to the county: if either Safaricom’s licence or its relationship with RevTech is terminated, the county’s access to the system software is immediately at risk.

The contract did not designate specific county officers for day-to-day communication, only listing the signatories. This structural omission meant that any county officer could formally communicate with Safaricom, including authorising system changes or data modifications.

The committee found that this design flaw directly enabled the issuance of unauthorised data deletion instructions by Revenue Board personnel, as documented in the findings relating to the 887,086 archived transactions.

Revenue leakage and off-system collection

The committee has established, with direct and documented evidence, that revenue was being diverted from the county’s revenue fund through informal cash-based collection arrangements operating entirely outside the IRMS.

The Kibuye Market field visit provided concrete and unambiguous evidence of this practice. The IRMS data cannot, therefore, be relied upon as an accurate or complete representation of actual revenue generated at Kisumu County’s markets and collection points.

Systemic non-compliance at collection points

The committee found that revenue collection at key market sites was characterised by widespread non-compliance, selective enforcement, and the systematic omission of mandatory levies, including parking fees.

A non-compliance rate of approximately sixty-three per cent (63%) was documented at Kibuye Market, and the committee has no basis to assume that this rate is exceptional or atypical of other collection points.

Contractual mismanagement and systemic risk

The county’s dependence on a single service provider for its entire digital revenue management infrastructure, without adequate contractual safeguards, performance benchmarks, data protection provisions or exit provisions, constitutes an unacceptable operational and legal risk.

The series continues tomorrow.

What about Lake Victoria islands? Senator Kajwang’ on Ebola preventive measures

By
Western Insight Newsroom
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By Habil Onyango

For some time, the country has been on high alert for an Ebola disease outbreak following confirmed cases in neighbouring countries.

According to the latest reports, as of June 4, 2026, there were 452 confirmed cases and 82 deaths in the Democratic Republic of Congo (DRC), which is the epicentre of the disease. Additionally, there were 19 confirmed cases, one death, and one probable death case in neighbouring Uganda.

The government has assured Kenyans that the Ministry of Health has strengthened all key response pillars and heightened concern over the disease in the region, as well as the movement of Kenyans between neighbouring countries.

However, the matter is now causing worry among leaders, especially from the lake region counties bordering the already affected countries.

According to Homa Bay Senator Moses Otieno Kajwang’, the government should put in place adequate measures along the lake region to ensure that the disease does not enter through Lake Victoria.

Kajwang’ stated that Kenyan citizens, especially those along Lake Victoria, primarily do most of their business with citizens from the affected countries, putting their lives at risk of contracting the disease.

Kajwang’ questioned the measures the government has put in place to address the disease in case of an outbreak on the islands within the Nyanza region.

According to the senator, most lake users from Kenya buy timber from DRC to build their boats. Fishermen, especially on islands, often have contact with their Ugandan counterparts, despite trading with Tanzanian citizens. This exposes them to the risk of infection.

“Kenya’s Ebola epidemic response strategy must put her citizens first,” noted the Homa Bay Senator.

“Lake Victoria trade thrives on regular contact between Kenyans, Congolese, Ugandans, and even Tanzanians,” said Kajwang’.

“Islands such as Remba, Migingo, Sigulu, Ringiti, Mageta, and Mfangano, among others, are all melting pots of East Africa trade, both legitimate and otherwise,” he added.

The senator was speaking at Malela SDA Church, Ndhiwa Constituency, Homa Bay County, during a fund drive, accompanied by Seme MP Dr James Nyikal, hosted by MP Martin Owino.

According to Duale, Kenya has activated a nationwide Ebola preparedness plan covering surveillance, laboratory testing, case management, border screening, and emergency response coordination as the government seeks to prevent and contain any potential outbreak.

“How prepared are we if Ebola were to break out on those islands?” questioned the Homa Bay Senator.

Country preparedness to tackle Ebola in case of an outbreak

According to Health Cabinet Secretary Aden Duale, no Ebola case has been confirmed in the country, but preparedness measures are being strengthened to ensure rapid detection, isolation and response should the disease cross the country’s borders.

He said surveillance systems have also been strengthened across the country to improve early detection of suspected cases.

Duale revealed that the counties have also been directed to identify and operationalise isolation facilities, holding areas, and quarantine centres to ensure they can respond quickly if a suspected case is reported.

He highlighted the risks posed by the large number of Kenyans living and working in countries within the region, including Uganda and the Democratic Republic of Congo.

Contested Ebola patients at Laikipia Hospital

The government is already constructing and equipping 23 treatment centres across the country, including one at Laikipia Airbase which is being funded by the United States of America (USA).

However, the Laikipia project has triggered a legal, political and public debate over transparency, public participation and Kenya’s ability to manage a highly infectious disease.

According to Kajwang’, the facility should not only serve the Americans but all Kenyans.

According to Owino, who sits on the National Assembly Health Committee, the facility will serve all, including Kenyans and Americans.

“The CS for Health assured us when he appeared before Parliament that the Laikipia treatment centre will not only serve American citizens but everyone, including Kenyans,” said Owino.

Owino, however, warned Kenyans against engaging in politics regarding public health strategy programmes related to diseases, stating he has worked with the USA government for a long time and that the project benefits Kenyans.

He criticised those protesting against the project, citing the lack of public participation.

“When a pandemic or disaster is approaching, we do not need to wait and conduct public participation because the same people blaming the government for not doing so are the ones who will turn against the government once hit by the pandemic,” he said.

Owino advised the government to ensure they have the capacity in the established facilities for contact tracing and effective disease detection.

Nyikal, however, stated that they have no issue with the Laikipia treatment facility; the only concern was that some believed the facility was only meant to treat US citizens.

“We want the facility to serve all Kenyans, and if that is the case, it is acceptable; we have no other problem with it.”

Duale assured Kenyans that the facility is not exclusively for foreign nationals but is part of Kenya’s national public health preparedness and response framework.

“The hospital in Laikipia Airbase is not a quarantine centre for Americans only but one of the 23 treatment and isolation units planned under a Ksh 2.68 billion preparedness programme. We wish to assure Kenyans that Kenya remains Ebola-free, with surveillance and response systems fully operational to detect and respond swiftly to any potential public health threat,” said Duale.

THE POTENTIAL OF MIGORI SUGAR-BELT REGION UNTAPPED

By
Western Insight Newsroom
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By Billy Mijungu

The sugar belt region of Migori County stretches from Uriri, Awendo to Rongo, its political potential cannot go unnoticed but economically it sleeps. This contrast between political vibrancy and economic dormancy is what defines the paradox of this rich yet underutilized region.

The bastion of Agriculture, from Tobacco in Uriri to sugarcane all the way, the region stands as a backbone of primary production. In the Ministry of Finance, the County profile speaks for itself — a region also blessed with Gold minerals and historically recognized as the first region to have a factory for processing sugarcane. This is not just a legacy, but a foundation for a future industrial revolution waiting to be awakened.

With good leadership, Sony Sugar should be the anchor factory for more; it can be transitioned into a modern food technology company and drive the industrialisation agenda of the entire region. Think of how many industries can emanate from Sony Sugar: cogeneration (electricity and steam) could boost power reliability for both domestic and industrial use, production of ethanol for blending in biofuels, spirits, and supplies to medical industries — all largely unexplored opportunities.

Bio-fertilizer and compost production would strengthen local agricultural subsidy programs while improving soil health and sustainability. An animal feed factory would also come timely, supporting livestock farming across the region. Additionally, paper and pulp production for the packaging industry presents a viable opportunity, not letting go pharmaceuticals and specialty sugars which have high market value both locally and internationally.

Clearly, Sony is a sleeping giant of over 60 years in the region, and its stagnation can largely be attributed to leadership gaps and lack of strategic vision. Yet beyond large-scale industries, the ripple effect would be immense — I haven’t even covered the cottage industries that would emerge, from small-scale food processing to artisanal manufacturing and service-based enterprises.

The potential of the region is also boosted by local organized transport systems that terminate in the Migori CBD. This organic mobility network is an advantage that many regions lack. However, it calls for deliberate and decisive upgrading of infrastructure around mobility — better roads, modern transport hubs, and enhanced safety systems to improve efficiency and attract investment.

Furthermore, linking the sugar belt to regional and international markets through improved logistics corridors would unlock even greater economic value. Strategic partnerships between county governments, national institutions, and private investors would be key in transforming this potential into tangible growth.

Migori’s sugar belt is not just an agricultural zone; it is a future industrial corridor. What remains is bold leadership, policy alignment, and a shared vision to transform what has long been overlooked into a model of economic success.

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