Tharaka-Nithi County SP, 15th August,
2013
A Presentation of
Meru Professionals Association (MPA)
Draft 2012-2017 Tharaka-Nithi Strategic Plan
1. Introduction: Prof. Njoka – VC Chuka
University and Chairman, MPA
2. The Draft 2012-2017 Tharaka-Nithi SP: Prof.
Micheni
3. Next Steps – Dr. Mbaabu – Chair; Strategic
Planning Sub-Committee
Foundations of Strategic Planning
“All this” David said, “I have in writing from
the hand of the Lord upon me, and he gave
me understanding in all the details of the
plan.” 1st chronicles 28:19
“The dogmas of the quiet past will not work
in the turbulent future. As our cause is new, so
must we think and act a new” (Abraham
Lincoln)
Prof. Jotham Micheni
Why Strategic Planning?
The rationale for strategic planning and management
is that an agency requires a clear strategic direction to
achieve its objectives. This is summed up in the
maxim that,
“If
you do not know where you are going,
any road will take you there”.
Prof. Jotham Micheni
Governor and County Government
SP To the people of Tharaka Nithi County;
• A Solution to immediate, medium, long-term
needs
• An Umbrella – brings all the people on board
• A Symbol - conferring identity and dignity
• A Development soloist – calls the tune and
ignites!
Development of Tharaka Nithi:
Our song, Our dance
Tharaka-Nithi County Priorities/CSF
Immediate, Medium, and Long term measures to
ensure:
• Wealth Creation, Economic Development
• Food security
• Social Cohesion, security
• Education, skills development, Innovation
• Creating Jobs
• Health
• Shelter
Ameru Professionals Association
(Two Counties; One People)
• Academicians; Politicians, Entrepreneurs,
Cultural Leaders, Faith Based Leaders, Public
Service leaders,
• Strong Belief in Capacity of Tharaka-Nithi
County leadership and people
• Commitment to support.
• Home has highest sentimental value
• Aggregate of individuals actions; big impact
Ameru Professionals:
Friends of the Ameru Counties
• Use of own resources in support of
development in the two counties
• Works only within constitutional process of
participation
• Able Chairs: Prof Kaimenyi, Prof. Njoka
• Chairman SP Committee – Dr. Mbaabu Mathiu
(Peace Mediator, Environmental Governance)
MPA Executive Committee
Chairman: Prof. Njoka
Vice Chair: Prof Naituli
Treasurer: Dr Mary Mwiandi
Secretary: Mr Henry Kurauka
Members – Prof Micheni (Chuka), Prof Kithaka
(Tharaka), Prof marangu (Maara), among
others……
Consultations for Strategic Plans
• November 28th 2009 Chuka meeting
resolutions,
• March 13th 2010 Thiiri centre meeting and
• October 2nd 2010 Marimanti meeting,
• October 8th 2011 Maua meeting on education
• Chuka University College on 3rd March 2012
• MPA executive meeting of 26th May 2012 at
Jacaranda Hotel in Nairobi to finalize
Professionals Teams
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Draw a strategic plan for each county
Craft Criteria for Quality Leadership.
Making the counties competitive and attractive to investors.
Making Ameru people economically empowered
Making Ameru people empowered through education
Investment in electronic and mass media
Transforming Ameru through ICT
Health
Tourism, New Crops, animal breads and fisheries
Arts, Culture and publishing
Concept of inclusivity
Chairperson to co-opt additional members
• Extensive Consultations
• Chairpersons co-opted additional members
• to make informed choices.
Papers Submitted, Reviews and
Drafting of Strategic Plan
• Papers were received from all the Professional
teams as above
• Reviews and Comments; Prof Kithaka Wa
Mbeeria, Prof. E. Irandu, Prof. Jacob T. Kaimenyi,
Prof. Njoka, Mr. Gitonga Mutungi, Mrs. Charity
Koronya, Prof Margaret Kobia, Mr Silas Kobia and
Mr David K. M’Mugambi.
• SP Methodology and Facilitation: Dr. Mbaabu
Mathiu and Mr. David K. M’Mugambi
Tharaka Nithi County Strategic Plan
(Principles; page 6)
• Extensive consultations with key and representative stakeholders.
• Gender equity and representation of all, including marginalized and
special needs groups.
• Collaboration among County government, businesses and civil
society to sustain economic progress.
• Balance between economic progress and quality of life.
• Protection and support for existing businesses.
• Development of employment using internal resources as opposed
to external factors.
• Encouragement of creativity and innovation through incubation of
ideas with potential.
• The private sector is the main generator of economic development
in the county.
MPA Chairs
County Governments Primary
Responsibility
• Economic Development (Creating plenty from
little - wealth for many)
• Social Cohesion (A people at peace with
themselves)
• Service Delivery and creating confidence in
Government (Leadership and people)
Economy:
Determinants of Productivity Growth
(Business Environment)
•
•
•
•
•
Skills, Talent
Institutions
Regulations
Public Sector, Tax
Macros, National Gov, Regional, Africa
Economy:
Determinants of Productivity Growth
(Firm, Market Performance)
• Ideas, Innovation, entrepreneurship
• Savings, Investments, Financials, Markets
• Linkages, Groups, philanthropy, Diaspora
Social Cohesion
•
•
•
•
Change
Governance
Leadership
Participation
Kenya Vision 2030 & Devolution
Quality of life through 3 pillars
• Economy
• Social
• Political
At the County Quality of life is achieved through
• Economy
• Social Cohesion
• Service Delivery
Agriculture and the
Environment
Photo by Felix Masi
“Agriculture is a mainstay
of the Kenyan economy
and currently represents
24 per cent of GDP. ”
V2030
22
Agricultur
•
Better Agriculture
More profits,
Facilitates self reliant
• Modernize
• Fertilize for higher yields
• Improve income
• Reduce environmental degradation
Photo by The World Bank
• Progress on Vision 2030
23
Tharaka-Nithi County Strategic Plan
(Justification)
The Strategic Plan will provide
• viable future direction of development services
• resource mobilization, allocation and use,
• monitoring and evaluation of progress.
The plan process aims at providing a clear
• appreciation of the County environment
• determination of its strategic niche
• process of focused strategies aimed at guiding
thoughts and shaping actions. (See pg 7)
Proposed Vision
A county of choice for investment where
residents enjoy the highest quality of life
under a visionary and democratic leadership.
(see pg 8)
Proposed Mission Statement
• transform Tharaka-Nithi County into a high
income county
• achieve high quality of life and secure
environment,
• strengthen unity of Professionals, Leaders and
Citizens
• chart a united response to the challenges of
development
• ensure provision of quality services
Values
•
•
•
•
•
Quality and Responsive leadership
Inclusiveness, Equity and Equality
Professionalism and integrity
Transparency and accountability
Creativity, Innovativeness and
Competitiveness
• United and Responsible citizenship
• Hospitable Customer Care and Respect for
Human Rights
• Respect for and conservation of environment
Core Business
Provide a process for individuals and groups to
• Support Tharaka Nithi County Government to
accelerate “The Great Ameru
Transformation”
• Secure increased returns for investors
• Achieve the highest quality of life for people
living, visiting or working in Tharaka Nithi
County.
SWOT Analysis
• Tharaka-Nithi is endowed with a hard working
people
• Tradition of mutual social support
• Diminishing returns from traditional means of
livelihood.
• Harnessing the community strengths and turning
weaknesses into opportunities for improvement
• New dispensation, only strong and courageous
leaders will make an impact
Strategic Analysis
Core Strategic Issue
To create a competitive and prosperous county
with a high quality of life for the Tharaka-Nithi
community and Kenya at large
Address
“Weak and unsustainable socio-economic and
political development of Tharaka Nithi County
and strengthening of unity among leaders for
the wellbeing of Tharaka-Nithi Citizens”.
Objective 1:
To Improve Governance and Leadership
To promote values and issue-based, accountable
leadership that is responsive to the Tharaka
Nithi County aspirations in social, economic
and political spheres.
(Wanted: leaders of integrity of heart and
skillful hands. )
• 9 Strategies proposed. (See pg 20)
• Form: Joint County Leaders Forums
Strategic Objective 2:
To Grow the County Economy
To enhance management and development of the
physical environment, optimizing the use of
available community resources to support stable
economic performance of over 10% GDP.
The aim of economic pillar is to build Tharaka Nithi
County as an industrial and investment hub that
is competitive and attractive to investors and
industrialists while empowering the local people
to take the first economic opportunities.
Strategic Objective 3.3
To invest in people: The Social Sector
To enhance the benefits to the people accruing
from successful social programmes such as
promotion of Ameru culture and TharakaNithi identity, education, health and creating
a harmonious society
(Education, Health, Culture, Arts and Sports,
Housing and Urbanization, Communication,
special groups, gender,)
(see pg 24)
Strategic Objective 4:
Resources Mobilization
To explore ways and means of growing the
Central Government grants to finance an
ambitious “Transformative” development
programme envisaged in this strategic plan.
(Detailed resource mobilization strategies
required)
Taxation
Development funds Vs Recurrent expenses
Strategic Objective 5:
Capacity Building for Organization
Development
To support institutional capacity building of Tharaka Nithi
County in:
• Start up activities by providing professional and
technical support such as community resource
mapping and development of plans.
• Strategies for recruitment
• Strategies for service improvement (One-stop-shop?)
• Relations with NG in the County
• Training, Coordination issues
Diminishing Returns
WAY FORWARD
• Proposed resolution
• That the Draft 2012-2017 Tharaka-Nithi
Strategic Plan Framework developed by the
Meru Professionals Association
• Is adopted as reference document in the
County Integrated Development Planning
Process.
Draft Strategic Plan
• A living document to enrich County
development planning process
• Needs experts to guide the County Integrated
Development Plan (CIDP) planning process
• All leaders to be involved
• CIDP is required as tool to unlock the County
potential
• CIDP is also a statutory requirement
Strategic Plan Framework
Vs
County Integrated Development Plan
• Businesses have Strategic Plans
• Counties have Integrated Development Plans
• The Purpose is similar: To Start and Sustain
Development
• CIDP is a Strategic Development Plan
County Integrated Development Plan
(CIDP)
Participatory Process to integrate:
• Social, political, Institutional, Fiscal
• Economic, Sectoral production areas,
• Environmental,
• Physical
• Spatial dimensions
In development planning
Purpose
Resources used optimally for sustainability and viable service delivery
CIDP: Statutory Requirement
Supportive Authorities
• Constitution of Kenya 2010
• County Government Act, 2012;
• Urban Areas and Cities Act, 2011;
• Public Finance Management Act, 2012.
• National Land Policy
• National Government Policies
Next Steps - 1
Plan for the following:
• Social Development
• Economic Development
• Environment use and sustainability
• Physical planning, like land adjudication
• Spatial planning – future settlements, economic
hubs
(Define these in respect of Tharaka Nithi and enrich
the draft strategic plan)
Next Steps - 2
• Hold County Validation Conference (Already
taking place today?)
• Form Steering Committees
• Collate ideas
• Develop first draft of CIDP
• Submit for County Governor’s approval
• Send to Sub-County Forums
• Ensure Ward Priorities are captured
Next Steps - 3
• Receive agreed on Sub-County, Urban and Ward
priorities
• Collate Priories to remove overlaps
• Develop Final draft CIDP
• Develop Draft 2013-2014 Tharaka - Nithi County
Annual Work Plan
• Develop Draft 2013-2014 Sub-County, Urban and
Ward Plans
• County Governor approves all the plans.
Next Steps - 4
• CG Submits to stakeholders for validation
• 1 Meeting per Sub-County or 1 County
Conference with representatives
• 1 County meeting with selected stakeholder
representation.
• CG Submits final draft to County Assembly
• CG Submits Approved CIDP to relevant agencies
• CG Directs Implementation by departments
through County Executive
Immediate Steps
Need to agree on:
• Strategic Analysis
• Vision, Mission
• Broad Issues of concern and proposals
• Strategic objectives and Strategies
• Plan of Action with timelines (of the planning
process)
Transformation of Tharaka-Nithi
County is Possible; NOW