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THARAKA NITHI COUNTY STRATEGIC PLAN 2012-2017

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THARAKA NITHI COUNTY STRATEGIC PLAN

2012 - 2017


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Table of Contents PREAMBLE……………………………………………………………………………………...3

ACKNOWLEDGEMENTS. ............................................................................ 4

CHAPTER ONE: INTRODUCTION ................................................................. 5

1.1 THARAKA NITHI COUNTY PROFILE .................................................................................... 5

1.2 BRIEF BACKGROUND AND HISTORICAL PROFILE................................................................. 6

1.3 JUSTIFICATION OF THE THARAKA NITHI COUNTY STRATEGIC PLAN 2012 - 2017 ........ 7

CHAPTER TWO: SITUATIONAL ANALYSIS .................................................. 7

2.1 CORE VALUES ................................................................................................................................. 8

2.2 CORE BUSINESS ............................................................................................................................ 10

2.3.0 INTERNAL AND EXTERNAL ANALYSIS. .............................................................................. 10

SWOT ANALYSIS ................................................................................................................................ 10

2.3.2 WEAKNESSES ...................................................................................................................... 12

2.3.3 OPPORTUNITIES .................................................................................................................. 13

2.3.4 THREATS .............................................................................................................................. 15

2.4 STAKEHOLDER ANALYSIS ................................................................................................... 16

2.5 THE NEED FOR CHANGE ............................................................................................................. 17

CHAPTER THREE: STRATEGIC ANALYSIS ................................................. 18

PROPOSED STRUCTURE OF IMPLEMENTATION MATRIX ........................................................ 31

MPA SUB-COMMITTEES AND THEIR Terms of Reference ............................................................. 36


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PREAMBLE

This strategic plan was developed by the Meru Professionals Association (MPA) through an all inclusive

and open process. The MPA strategic planning subcommittee was formed in March 2011 at Thiiri Centre

during a meeting of the consultative committee on leadership and governance. The members of the

strategic plan subcommittee were; Dr Mbaabu Mathiu (Chair), Mr. Phineas Kimathi, Bishop Lawi

Imathiu, and Mrs Beatrice Baariu. The ToR was to draw a strategic plan for each of the larger Meru

Counties; namely Meru and Tharaka Nithi.

The committee met several times between March and October 2011 to go through the documents together

and draft the plan. In between, various documents were reviewed for information. Among the key

documents were the 2009 national census report, district development plans, District strategic plans,

National environment action plans, National population and development plans and project documents

such as IFAD/MKEPP and the Tourism Master Plan for Tana Basin Ecosystem among others. In addition,

MPA and Meru leaders forums documents and resolutions such as the 2009 Chuka meeting resolutions,

2010 Marimanti meeting, 2010 Thiiri centre meeting and 2011 Maua meeting on education. This

information was collated and used in drafting the report. The drafts were circulated widely to Meru

leaders and MPA members for their comments and inputs. In addition, all the reports from the MPA

leadership and governance sub committees were incorporated plus information from the Meru North draft

strategic plan. The comments and suggestions from the MPA and Meru leaders meeting held at Chuka

University College on 3rd

March 2012 and MPA executive meeting of 26th May 2012 were used to

finalize this strategic plan.

As a way of structuring County efforts and streamlining start-up operations, leaders saw the need to

develop this blueprint to ensure organizational efficiency and sustainability of socio-economic and

political development of Tharaka Nithi County. It serves to guide leaders and managers at all levels in and

out of the county who are interested in the development of the Ameru people in process of attainment of

the set targets and realization of the stated strategic objectives. All participants will be held accountable

through proof of concept such that all initiatives, concepts, projects and plans will be in strict adherence

to the constitution of Kenya principles and persuading advice of Ameru leaders including Meru

Professionals under the umbrella of MPA

In conclusion, I would like to underscore the fact that there are other social organizations and interest

groups participating in development of Tharaka Nithi County. Ameru leadership embodies partnerships

and collaboration rather than competition. This Strategic Plan in anchored on the principle of

inclusiveness and unity of purpose aimed at achieving the highest possible standard of living in Tharaka

Nithi County specifically and Kenya in general.


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ACKNOWLEDGEMENTS

This strategic plan was developed by the Meru Professionals Association (MPA) through an all inclusive

and open process. The MPA strategic planning subcommittee was formed in March 2011 at Thiiri Centre

during a meeting of the consultative committee on leadership and governance. The members of the

strategic plan subcommittee were; Dr Mbaabu Mathiu (Chair), Mr. Phineas Kimathi, Bishop Lawi

Imathiu, and Mrs Beatrice Baariu with terms of reference to steer the development of a strategic plan for

each of the larger Meru Counties; namely Meru and Tharaka Nithi.

The entire MPA membership and Meru leaders have contributed immensely to this Strategic Plan in terms

of their ideas and resources. The subcommittee also benefitted from leaders and professionals who spent

time to go through the drafts and give their inputs. In this regard I would like to thank Prof. Irandu, Mr.

Gitonga Mutungi, Mrs. Charity Koronya, Prof Margaret Kobia, Mr Silas Kobia and Mr David Kinyua for

their inputs.

The process of developing this strategic plan has been inclusive and therefore many minds and hands

were involved. I would like to appreciate MPA members who developed the initial strategic plan drafts

and all the research teams most sincerely for their worthy contributions in terms of ideas that were needed

to craft this document. In addition to the Strategic Plan team, other Sub-Committees were;

Review and recommend a criteria for quality leadership,

Review and recommend ways and means of making the counties competitive and attractive to

investors,

Review and recommend ways and means of making the counties competitive and attractive to

investors,

Review and recommend ways and means of making Meru people economically empowered

Review viability and recommend investment in print and electronic media,

Consider ICT possibilities for county development,

Review progress and recommend initiatives to develop education.

This Strategic plan would not have been completed without the unreserved efforts of Dr. Mbaabu Mathiu

and Mr. David Kinyua M’Mugambi who defined the methodology of its development and provided the

leadership, technical advice, drafting and facilitation that was needed. I would like to thank them and all

those leaders and professionals who spent time to go through the document and give their inputs. In

particular, I would like to thank Prof. Irandu, Mr. Gitonga Mutungi, Prof Margaret Kobia, Mr Silas Kobia

and Mrs. Charity Koronya for their inputs and the members of the MPA Executive Committee for

dedicating their time and resources to the production of this document.

Finally, I wish to thank the MPA and Ameru leaders for giving us this opportunity and privilege of

serving the Ameru people while appreciating the role played by various Ameru leaders in generating and

crystallizing the many ideas into a coherent development path for the people of Meru and Tharaka Nithi

counties.

Prof. Jacob T Kaimenyi, Chairman, MPA


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CHAPTER ONE: INTRODUCTION

Kenya has been an independent country for about fifty years. During these years the country has made

commendable social, economic and political progress over the years. The political democratic space has

expanded and transparency enhanced. On 27th August 2010, Kenya promulgated a new constitution

ushering in a new dispensation. Among the gains of the Kenyan people was the devolution of power and

resources through the creation of counties.

The new constitution created 47 devolved County governments guarded by the principles of promoting

democratic culture and accountability in governance, fostering national unity and equitable sharing of

resources, accelerate economic growth to create wealth and the protection of interests and rights of

minorities. The key objective of the creation of the Counties is to enhance the participation of people of

Kenya in the exercise of powers of the state so that they can make decisions affecting their lives. The

decentralization of powers will enhance checks and balances in governance, and help to equitably

distribute and share national resources.

The Ameru people actively participated in the struggle for freedom from colonial domination and in the

political process that gave birth to the change of the post colonial constitution to the new one under

implementation. Tharaka Nithi County is among the 47 newly created devolved governance units.

1.1 THARAKA NITHI COUNTY PROFILE

Administration

Tharaka Nithi County shares common borders with Meru County to the North, North West and North

East, Kitui County to the East and South East, and Embu County to the South. It is located at latitude -

02.27324o

N and

longitude 37.882411

o E. The County has a total area of 2,638.8 km

2. It is made up of

Maara and Nithi constituencies (1089.3 km2) in addition to Tharaka South and North constituencies

(1549.5 km2). The constituencies are also districts.

Population

As per 2009 national census, Tharaka Nithi County has a total population of 365,330, of which 178,451

are male and 186,879 female. There are 88,803 households in the county and a population density of 138

people per Km2. Thirteen (13.6%) percent of the county’s population is under five years old while 5.2%

of the population is aged 64 yrs and above. The labour force (15-64 years) is 50% of the county’s

population.

Topography

The topography of the county is influenced by the volcanic activity of Mt. Kenya. Numerous rivers such

as Thuuci, Ruguti, Naka, Tungu, Nithi and Maara originate from Mt. Kenya Forest and traverse the

county flowing eastwards as tributaries of Tana River, which discharge its water into the Indian Ocean.

Most of the rivers from Meru county also pass through Tharaka on their way to the Tana river. The soils

are characterized by deep red loam soils, well drained and fertile.


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Climate

The altitude of the county ranges from 5200m on the peak of Mt Kenya to 500m in the lowlands of

Tharaka. The high altitude areas experience reliable rainfall while middle areas and lower regions receive

medium and unreliable rainfall respectively. The short rains of October to December are more reliable

than long rains which fall between the April and June. The lower attitude is classified as semi-arid.

However, there are unusual climate variability incidences arising from climate change.

Economic activities

The key economic activities revolve around crop farming. According to 2009 National census, 98.2%

percent of households in the county engage in crop farming. Coffee, tea and horticultural crops are the

major produce in high altitude areas while low altitude areas which are extensively dry are known for

livestock husbandry such as cattle, goats, sheep keeping and honey production. Millet, sorghum and

Cassava do well in the lowland areas as they are better adapted to the arid climatic conditions.

Potential

The county has great potential in dry land agriculture, mining (eg iron ore), water tourism, (Tana River

and Mutonga Dam) and the fishing industry.

1.2 BRIEF BACKGROUND AND HISTORICAL PROFILE.

Kenya’s new constitution brought a lot of positive legal, institutional and governance changes both short-

term and long-term. The short-term changes are already being felt. As the benefits permeate throughout

the country, the need to enlighten all communities of the evolving new dispensation and the inherent

opportunities at the County level is pertinent. This strategic plan was prepared to embrace the promises of

the new constitution and anchor the transformative changes, in social, economic and political

development in Tharaka Nithi County. The process was guided by the following principles

Extensive consultations with key and representative stakeholders

Gender equity and representation of all, including marginal and special needs groups.

Collaboration among County government, businesses and civic 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

Encourage creativity and innovation through incubation of ideas with potential

The private sector is the main generator of economic development in the county

This Tharaka Nithi Strategic Plan 2012-2017 was prepared through an all inclusive process and aims to

fast track socio-economic and political development of the county while improving the quality of

governance thereby reducing the barriers and risks of doing business and improving the wellbeing of the

people. The plan is based on review and assessment of the economic base and other determinants of

development in the County, leading to a better understanding of the opportunities for economic growth

and attracting investment. As part of this planning process, the strengths, weaknesses, opportunities and


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threats (SWOT analysis); the key factors that need to be addressed in order to achieve sustainable

development are analyzed. During the formulation of the Strategic Plan, the available natural and human

resources, the economic status of the County and its environment, its cultural and historical heritage and

comparative advantages, including the needs of the community were reviewed.

To achieve short and long-term development objectives, The Tharaka Nithi County leadership will keenly

implement the following objectives and strategies that have been stated and defined.

1.3 JUSTIFICATION OF THE THARAKA NITHI COUNTY STRATEGIC PLAN 2012 - 2017

The corporate culture in Kenya today calls for organizations to enhance institutional capacity for

sustainable, efficient and effective delivery of their mandates. Increasingly, organizations are adopting the

results based management frameworks that put emphasis on clear strategies and measurable actions. This

has led to major re-engineering of performance processes in both private and public organizations. Meru

Professionals Association undertook this strategic planning exercise as one means of institutional

anchoring of Tharaka Nithi County. The intention is to improve the leadership and management systems;

hence develop a framework for increased support for the socio-economic and political development of

Tharaka Nithi County while sustaining a mutually beneficial collaborative environment for different

shades of Tharaka Nithi leadership.

The key intention of the Strategic Plan is to provide a viable future direction in terms of the nature and

range of development services to deliver, resource mobilization, allocation and use and monitoring and

evaluation of progress. The plan process aims at providing a clear appreciation of the operating

environment of the County and determining its strategic niche through a process of focused strategies

aimed at guiding thoughts and shaping actions.

CHAPTER TWO: SITUATIONAL ANALYSIS

This strategic plan sets out the overall vision for socio-economic and political development of Tharaka

Nithi County informed by consolidated ideas collated from Meru Professionals and Leaders for

implementation by County Leadership. It also provides the mission, core values and strategic goals and

objectives; describes what the County is, what it does, and what it should do. More importantly the plan

details how socio-economic and political development can be achieved at quite a short time to reposition

Tharaka Nithi as a leading County and the reason why Tharaka Nithi County Leadership should adopt the

plan.


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2.1 CORE VALUES

Core values are basic guiding principles that should be respected when conducting the business of

Tharaka Nithi County. Tharaka Nithi Professionals and Leaders commit to the highest ethical standards

anticipated in the Kenya Constitution and embodied in Ameru traditions of social responsibility as

exhibited by cultural groups such as Njuri Ncheke and observance of human rights principles. A rights-

based approach to development recognizes that people become empowered to act on their own behalf and

demand their human rights as they take responsibility for their actions in a context of social reciprocity.

The traditional Ameru culture imposes unique responsibilities such that members of a community were

each other’s “keeper”. On the other hand each member of the community was expected to work hard in

order to benefit from the social and physical environment. Traditionally Ameru are expected to fully

account to the community demonstrating their contribution to improvement of their lives and that of the

community where they thrive. The proposed strategies and actions will mainly focus on developing an

environment that encourages individuals to be responsible, develop to their full potential and contribute to

the community wellbeing.

A human rights approach means going further than merely making money and providing financial support

for county services. It means walking the journey of life together with the beneficiaries of development

who must access relevant information, skills and opportunities to help them as they develop to their

fullest. It means helping to raise empowered people who are ready to take personal and community

responsibility. For the youth, this implies the need for progressive measures to remove barriers that hinder

their access to opportunities and the enhancement of their capacities to participate in making decisions

affecting their lives. Community commitment — at all levels, matched with sustained provision of

resources — is crucial for the success of programmes that address issues of development. The core values

envisioned in the Tharaka Nithi Strategic Plan can be summarized as follows:

Quality and Responsive leadership

In making and executing its commitments, the Tharaka Nithi County Leadership will strive to

ensure appropriate policies and deliver programme goals in the most efficient manner.

Professionalism, teamwork and excellence will be expected.

Inclusiveness, Equity and Equality

Tharaka Nithi County leadership will create structured means of representation for development

beneficiaries and stakeholders to participate in all policies, strategies and activities. Leadership

will also strive to ensure fair treatment of all irrespective of their social, economic or political

status and will advocate for equitable resource provision.

Vision A county of choice for investment where residents enjoy the highest quality of life under

a visionary democratic leadership.

Mission

To transform Tharaka Nithi into a middle-level income county with a high quality of

life and secure environment while strengthening unity of Professionals, Leaders and

Citizens to chart a united response to the challenges of development and provision of

quality services.


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Professionalism and integrity

Tharaka Nithi County leadership will operate a governance system based on consent of citizens,

who must therefore have the means to give or withhold that assent through regular elections.

Tharaka Nithi either has or can attract high caliber human resources to conform to the

requirements of the constitution and therefore meritocracy will be the guiding principle in

recruitment.

Transparency and accountability

Tharaka Nithi County leadership will establish mechanisms to ensure political office holders and

officials are answerable for their actions and use of County resources. The officials should expect

continuous monitoring of their performance by the beneficiaries, reference groups and

stakeholders. Outstanding performance will be celebrated in accordance to Ameru culture which

included public praise of community heroes and heroines.

Creativity, Innovation and Competitiveness

Tharaka Nithi County leadership shall encourage freedom of thought and strive to support

incubation of new ideas in support of human development. A community outreach office in all

institutions of higher learning in the County will be established to conduct collaborative research

to benefit the community.

United and Responsible citizenship

Tharaka Nithi County leadership shall strive to ensure effective beneficiary participation and

representations in all decision making so that they feel connected with their leaders and others in

the Greater Meru and Kenya to gain a sense of contributing something of value to the community

while reinforcing the belief that they have choices for the future and feel positive and comfortable

with their destiny.

Hospitable Customer Care and Respect for Human Rights

Visitors to Tharaka and Nithi attest to the hospitality of the people. It is expected to maintain and

exceed this tradition by ensuring respect of human rights buttressing the entire system of service

delivery.

Respect for and conservation of environment

Tharaka Nithi people are traditionally farmers and livestock keepers who have relied on the

physical environment for survival since time immemorial. Although environmental conservation

is almost a way of life as seen in the successful practice of agro-forestry in Nithi, communal

resources such as forests and wild animal habitats will be jealously guarded for the common

good.

Honesty

Ameru are a resolute people who uphold a tradition of honesty. This strength will be enhanced to

promote reliability in all business dealings in the county.


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2.2 CORE BUSINESS

The core business of the Ameru Professionals, Leaders and Citizens is to support a progressive county

leadership that will create a momentum of change or simply that which will accelerate “The Great Ameru

Transformation” and secure increased returns for investors and secure high quality of life for people

living and working in Tharaka Nithi.

Professionals, leaders and citizens commit to a united affront to issues and adoption of a more proactive

approach to enhance socio-economic and political development of Tharaka Nithi County while providing

a networking opportunity for Professionals and other Tharaka Nithi Community leaders.

2.3.0 INTERNAL AND EXTERNAL ANALYSIS.

Tharaka Nithi is endowed with a hard working people who have initiated and successfully implemented

several development projects; from farming and establishing businesses to implementing community

projects such as schools to group water projects and maintaining the traditional mutual social support

system. Although Ameru people are hospitable and resilient, analysts that include Professionals,

Government Officials working in Tharaka Nithi County-based leaders agree that at this point in time

Tharaka-Nithi county needs to change the development course to stem hopelessness that might follow

diminishing returns from traditional means of livelihood.

Tharaka-Nithi County will confront the inhibitors of community development and demand a share of the

environment pie. In the new dispensation only strong and courageous leaders will make an impact by

harnessing the community strengths and turning weaknesses into opportunities for improvement. The

following are some of the issues county leaders and managers will be expected to deal with as they

manage the Great Ameru Transformation.

SWOT ANALYSIS

2.3.1 STRENGTHS

Rich natural resource base

Tharaka Nithi County is endowed with an array of natural resources crucial for socioeconomic

development.

i. Forest resources

Most of the County forests are of the montane type found in the Mt. Kenya forest, Kiera hills and

Muunguni hills. The Kiera hills and Muunguni form part of the Nyambene complex. Other gazzetted

forests are Ntugi and Kijege. There are also a number of ungazetted forests such Mutaranga, Mutijwa,

Maatha, Tunyai, Nkarini, Kiagu, Gikingo, Muugi, Mariene, Kuiguni and Nyamantu Hills.

ii. Water resources

The county is well endowed with several permanent rivers: Thuuci, Ruguti, Naka, Tungu, Nithi, South

and North Maara plus lower Kathiita, Mutonga, Kithinu, Ura, Thingithu, Thanantu, Thangatha and


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Kuuru. These rivers, which create great potential for farming and power generation, are tributaries of

Tana River which drains into the Indian Ocean. The County has considerable ground water resources,

springs and streams, earth and sand dams, rain water and rock catchments. There are a numbers of

wetlands in the lower altitude areas.

iii. Wildlife resources

The major wildlife is found in the Mt. Kenya National park and forest reserve. These include the African

elephant, Leopard, Giant forest hog, the Bongo, the black fronted duiker, over ten species of ungulates,

the bush baby, the giant pouched rat, giant cane rat, Mole rat and the tree hyrax among others. High

populations of bats are found in Mala cave in Marimanti, Mt. Kenya forest is also an important bird area.

There are also a series of waterfalls that can be promoted for tourism as part of the Mt Kenya tourist

circuit.

Good agricultural base

The county has fertile soils and good climate which favors pastoralist and crop farming. The lower

altitude zone experience erratic rainfall hence favorable for dry land agricultural production. This zone is

also good for beekeeping and emerging livestock enterprises such as butterflies, chameleons, snakes and

crocodiles.

Strategic location for regional trade

Tharaka Nithi County is strategically located in Eastern Mt. Kenya with relatively good road links with

Meru, Embu and Kitui counties that can enhance regional trade.

Heritage of historical artifacts

Kijege and Ntugi Hills, have a well known history as a stopover points for migration of highland Bantus

(Meru, Kikuyu, Embu). Hence it is a reference point for historians. These are ripe for cultural tourism

development.

Potential for tested agricultural products

The county has two distinct broad climatic conditions of wet and dry. This gives the county an advantage

of producing a diversity of crops and livestock. The county is also favoured as an agricultural products

piloting zone. Irrigation agriculture is virtually unexploited and has huge potential.

Skilled and hardworking labor force

The local community is hard working and has over time, acquired skills which they use in exploiting local

resources and opportunities for their livelihood needs.

Hospitable people

The Tharaka and Nithi communities have rich cultural heritage which among others is friendly, easy to

adapt to and hospitable. The Chuka drummers are re-known countrywide and not least internationally.

Established institutions of higher learning

The county has credible institutions of higher learning with great potential for quality research in

agribusiness and livestock breeding.


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2.3.2 WEAKNESSES

The following are some of the observed challenges that the county resolve for effective and efficient

realization of it goal.

a) Poor water infrastructure

Nearly the whole County is straddled by perennial rivers including the Tana. However, despite the

apparent abundance of water resources, the county continues to be subject to periodic drought and food

insecurity. Little use is made of this water resource for domestic and irrigation. In addition, there is

mismanagement of existing boreholes, irrigation furrows, dams and pans. In addition, much of the rain

water largely goes to waste as it is not harvested.

b) Poor and inadequate physical infrastructure

The county physical infrastructure is not extensively and equally distributed in space. Road networks,

schools and other facilities are inadequate and the existing ones are in poor condition especially in drier

low altitude zones. This has made access to livestock and crop markets outside the district difficult.

c) Lack of value addition

The region produces varied agricultural products which are competitive in the local as well as

international markets. However, due to lack of value addition and branding industries, less income is

received in exchange. Fair and standardized agricultural production processes as per international

marketing standards are lacking.

d) Underdeveloped food industries

Inadequate food industries, lack of modern and appropriate technology leads to poor and low processing

and preservation of agricultural products resulting to post harvest losses. Perishables are most affected.

e) Inadequate market information

Inadequate market information and marketing skills among farmers and business community has

hampered the expansion of the produce markets. It has also exposed farmers to exploitation by

middlemen and brokers.

f) Relatively high illiteracy level

According to 2009 census, the primary school dropout rate was 47.79% and 32.75% for females and

males respectively. In secondary schools it was 3.52% female and 6.86% for male. These figures and the

high illiteracy levels are detrimental to the development vision of the county.

g) High environmental degradation

Environmental conservation is a prerequisite for sustainable social economic development. Degradation

of the natural resource base is a recipe for social economic disasters. Rivers springs and wetlands in the

region are crucial as they support key sectors such as fishing, irrigation, micro hydro power generation.


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h) Unemployment

According to 2009 Kenya National Population Census, 53.76% equivalent to 32,000 people have no

work. The labor force is made up of 50% of the county population.

i) Lack of common vision

There is differing understanding and prioritization of issues among leaders and local community. Also,

youth have not been adequately incorporated in the leadership and development initiatives.

j) Inadequate agro-extension services

Access to veterinary and agronomic services are limited especially at the drier zones. This reduces

productivity of crop and livestock agriculture.

k) Delay in issuance of property and land tenure rights

There has been unnecessary delay in land adjudication, registration of private and public properties and

issuance of titles. This has affected development in the county. People have to wait for years to get legal

ownership documents for their property. This means people can not the property for development credits.

l) Inadequate professional education and training institutions

The development of the County to achieve its goal will require homemade professionals and skilled

manpower. Unfortunately, there are inadequate local institutions and some of the existing ones are ill

equipped.

m) Inaccessible funding and credit facilities for businesses

Credit facilities and funding for business are very high and unfriendly for the local business people. The

information on such credit is also not readily available.

2.3.3 OPPORTUNITIES

Tharaka Nithi County has great potential for development due to diverse opportunities which are worthy

harnessing. Some of these are highlighted below.

High agricultural potential

The warm climate, fertile soils and prenty of both surface and underground waters gives the county

advantage of irrigated agriculture. The Tana River can also support alternative livelihood options in the

form of tourism, fishing and fish trading.

Potential for agricultural produce value addition

With appropriate infrastructure, the County has the capacity for value addition of its livestock and crop

produce. A primary target for value added products would be markets in other parts of Kenya and beyond.

For example, drier zones produce very high quality honey which can be processed, branded and marketed

locally and internationally to support the region’s economy.


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Highly promising aquaculture

Fish consumed within and around the county are mainly from aquaculture production. In addition, due to

decline in lake and marine fisheries as a result of overexploitation and pollution, aquaculture remains the

better option in meeting high fish demand. This sector received a boost from the government through the

economic stimulus program. However, with the presence numerous permanent rivers, the fish farming

potential of region is far from being realized.

Unexploited local and regional trade

Trade in livestock is yet to be exploited beyond the boundaries yet it is backbone of dry zone of the

region. In achieving Vision 2030, Kenya plans to create at least 10 wholesale hubs, 1,000 – 1,500

Producer Business Groups and build at least 10 ‘tier 1’ retail markets. Tharaka Nithi county, with its

agricultural potential, can benefit from these flagship projects.

Diversity of adequate renewable energy resources

i. Hydro-electric power generation

There is high potential for hydro electric power which if well harnessed, could help light up households,

power local agro-industries and sell to the national grid. Kabiri Micro hydro power project on Tungu

River proves this underlying potential. More potential for the development of micro-hydro electric power

stations exist in Gikwa; Naka River at Machui falls; Ururuni; Areni; Manyirani; Ruguti River; Nithi,

South Mara and lower Mutonga rivers.

ii. Wind energy

There is huge potential for wind energy especially in the lower parts of the county.

iii. Solar energy

Solar energy is slowly gaining popularity, though its initial cost is prohibitive to most locals.

iv. Biogas energy

Biogas has the potential but has not been fully tapped and developed. Steam energy is not in use though

there have been proposals by a tea factory to initiate its use.

Array of mineral resources

The exploration of Iron ore is ongoing and is expected to bring fortunes to the county. Mining of

building bricks, sand and ballast is done in different areas. However, there is need to ensure the

mining activities are environmentally sustainable and do not unnecessarily risk the lives of the

local people.

Devolved funds

There are devolved funds which aim to enhance developments at local levels. Women Enterprise

Fund and Youth Enterprise Funds have been of great developmental benefits at the constituency

level. In addition, there are plans to establish a Consolidated Social Protection Fund. The prudent

utilization of these and other proposed funding and attached opportunities at the county level can

help address poverty and inadequate jobs in the region.

Secure and peaceful environment

The county enjoys relatively high peace and security which is crucial for social economic development.


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Emerging livestock

Snakes, chameleons, tortoises, butterflies, bees and other emerging livestock have potential to provide

alternative income sources for households.

Possibility to promote county as destination for tourism

The historical sites, rivers and forests are potential sites for tourism. Sites along the river Tana are

particularly suited for tourism such as the proposed hydroelectric dam at the confluence of Mutonga and

Tana rivers. Another potential site is the Ura falls and wetland at the confluence of the Ura river and Tana

river. The lower Tharaka area also borders the Meru conservation area and has high potential for

eco/cultural tourism.

2.3.4 THREATS

These are external influences and forces which need to be proactively managed for sustainable social-

economic development.

Aridity and frequent droughts

Frequent droughts and aridity are a key constraint to rain-fed crop agriculture. This is a common

phenomenon especially in the arid zones. The consequence is crop failure and food insecurity

which in turn leads to poverty and reliance on food aids. This creates aid dependence syndrome

which is detrimental and a threat to the achievement of the County vision.

Climate change

Due to environmental degradation, the global climate is changing. The impacts are high in

developing countries. Economies relying on rain fed agriculture are the most affected due to

seasonal unpredictability and climatic factor variations. Community livelihoods which are wholly

climate dependants are more vulnerable.

Drug abuse

Alcohol is the most abused drug in the area. This reduces the individual productivity. It also

creates hopeless and moral decadence, a recipe for social vices which are threat not only to family

institutions but also the county progress.

Flooding of Tana River and its tributaries

During heavy rains, Tana River and tributaries flood risking the life and the property of the

adjacent communities

County brain drain

There is increasing migration of people from this county to other counties for better investment and/or

employment opportunities.


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STRENGTHS

Rich Natural Resource Base

Good Agricultural Base

Visionary Leadership

Strategic location for regional trade

Heritage of historical artifacts

Appropriate and favorable business

environment

Potential for tested agricultural products

Hardworking labor force

Hospitable people with rich cultural

heritage

Established institutions of higher

learning

WEAKNESS

Lack of common vision

Unemployment

High environmental degradation

Relatively high illiteracy level

Inadequate market information

Underdeveloped food industries

Lack of value addition

Poor and inadequate physical infrastructure

Inadequate agro-extension services

Poor water infrastructure

Inadequate professional education and training

institutions

In accessible funding and credit facilities for

businesses

Delay in issuance of property and land tenure

rights

OPPORTUNITIES

High agricultural potential

Agricultural produce value addition

Highly promising aquaculture

Unexploited local and regional trade

Diverse renewable energy resources

Array of minerals

Devolved funds

Secure and Peaceful Environment

Emerging livestock

Possibility to promote the County as

destination for tourism

Increasing external investor interest

THREATS

Aridity and Frequent Droughts

Flooding of Tana River and its tributaries

Climate Change

Drug Abuse

County brain drain

Slow establishment of county management structures

Insufficient legal framework to credit local

government

Divisive Politics

2.4 STAKEHOLDER ANALYSIS

Stakeholder

Stakeholder Expectations

County Leaders and

MPA Expectations

Meru County Leaders Support, Publicity and good image.

Advocacy for direct support.

Use of the Strategic Plan to

discharge duties to the

community

Accommodation of expert


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advice.

Beneficiaries Join communities in their efforts and

provide expertise in fields of

specialization, Keep an eye on the county

leadership

Work hard and smart, accept

advice, support leaders and be

assertive and demand services

Neighboring Counties Peaceful Coexistence, equitable use of

shared resources

Peaceful coexistence, peaceful

resolution of conflicts

Private Sector Supportive socio-economic and political

environment,

Facilitative business licensing

Improvement of infrastructure

Implement creative business

ideas and be involved in value

addition and create and market

appropriate brands

Donors/Partners,

NGOs, CBOs

Complementary role and collaboration in

areas of competitive advantage.

Support of initiatives and projects by

Professionals

Effective and accountable use of

disbursed grants.

Acceptance of the Association’s

unique strengths.

Funding for programmes.

Direct support of beneficiaries

identified by the Association.

Government of the

Republic of Kenya

Adherence to the constitution, offer

opportunities for people to create wealth

hence contributing to the attainment of

Kenya’s Vision 2030.

Facilitative political policy &

secure environment and a

consultative atmosphere for the

professionals to contribute

expertise

Involvement in the processes of

County and National leadership.

Cultural Leadership Ameru and professionals who respect and

are proud of their culture.

Propagate Ameru culture in and submit to

social cultural advice

Act as paragons of virtue and

guide Ameru, resolving conflicts

at the primary social level

Families Support and a conducive environment to

raise children and build happy families

To be responsible for their own

and community welfare as they

raise the next Ameru generation.

2.5 THE NEED FOR CHANGE

Kenya’s new constitution brought a lot of positive legal, institutional and governance changes both short-

term and long-term. The short-term changes are already being experienced. As the benefits trickle down

to the grassroots, the need to fast embrace the changes is eminent. The call to enlighten the local

community of the occurring changes and the inherit opportunities is long overdue as it is with the setting


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of County governance structures. To effectively and efficiently embrace the promises of the new

constitution and anchor the changes, an all inclusive and multifaceted plan is critical. It is in appreciating

this need, that this strategic plan was prepared. The preparation process was guided by the following

principle:

Extensive consultations with key and representative stakeholders

Gender equity and representation of all, including marginal and special needs groups.

Collaboration among County government, businesses and civic 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

CHAPTER THREE: STRATEGIC ANALYSIS

The Chapter Seven of the Constitution of Kenya on Devolution gives powers of self-governance to the

people and calls for enhancement of their participation in the exercise of the powers of the State and in

making decisions affecting them and “recognizes the right of communities to manage their own affairs

and to further their development”. The constitution anticipates the participation of individuals and special

interest groups such as professionals who were born or raised in Tharaka Nithi with a passion for the

development of the county. It is in view of these provisions that Meru Professionals Association with

support of other professionals and leaders have drafted a Strategic Plan for Tharaka Nithi County.

Meru Professionals have committed to contribute significantly to the wellbeing of society through

participation in the leadership processes to support attainment of the fullest potential of the people of

Tharaka Nithi County. It is hoped that the coming General Election will usher in a brand of leadership

that will inspire people’s confidence to chart the way for their own development. The proposed strategies

and activities of the professionals and county management aim at enhancing the capacity of the evolving

Tharaka Nithi County.

This chapter discusses the strategy framework Meru Professionals have proposed in order to fulfill

leadership and management commitment to the development of the County. The presentation includes the

core strategic issue, and objectives, strategies, and basic implementation matrix.

Strategic Issue

The Tharaka Nithi County embraces the Vision 2030 in achieving its long-term development goals. The

aim is to create a competitive and prosperous county with a high quality of life for the Tharaka Nithi

community and Kenya at large. The foundation to the county development lies on strongly anchored

social, economic and governance pillars. The social pillar aims at building a just, cohesive society that

enjoys equitable social development in a clean and secure environment with the emphasis on investing in

the people of Tharaka Nithi County. 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. The political pillar envisions a


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democratic system that is issue based, people centered, results oriented and accountable to the County

community and Kenyans at large.

The purpose of the Meru Professionals Association in developing this strategy is to provide a suitable

framework of implementing the Kenya Vision 2030 and ideas generated in many Meru Leaders forums

on development for the Ameru people. The intention is to create a complementing impetus for all players

in and outside the county who subscribe to the objectives of the Strategic Plan, to share experiences and

ideas, formulate and pursue appropriate strategies and accord the citizens of Meru County a suitable

environment for self and community development. The Tharaka Nithi County Strategic Plan is therefore

anchored on the need to 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

People”.

a) Strategic Objectives and Strategies

Five strategic objectives and their respective strategies will guide Tharaka Nithi County leadership in

building a strong framework to discharge its commitment effectively and efficiently in accordance with

expectations of the constitution and tenets of the Ameru Culture. The objectives are discussed here in

turn:

Objective 1.0: To promote values and issue-based, accountable leadership that is responsive to the

Tharaka Nithi County aspirations in social, economic and political spheres through implementation of

dynamic strategies and activities.

Objective 2.0: To build strong socio-economic and political leadership to enhance management and

development of the physical environment optimizing use of available community resources that will

support stable economic performance of over 10% GDP.

Objective 3.0: To enhance the benefits to the people accruing from successful social programmes such as

promotion of Ameru culture and identity, education, health and creating a harmonious society

Objective 4.0: To explore ways and means of growing the Central Government grants to finance an

ambitious “Transformative” development programme envisaged in this strategic plan.

Objective 5.0: To support Institutional Capacity Building of the new Tharaka Nithi County to reduce

time and money spent on start up activities by providing professional and technical support such as in

community resources mapping and development of plans.

3.1 OBJECTIVE ONE: IMPROVING GOVERNANCE AND LEADERSHIP

The Tharaka Nithi Strategic Plan is premised on the need for laying strong foundations in leadership,

economic, social and political spheres of the county. Tharaka Nithi County has to begin well in tandem

with the constitution which heralded a new Kenya. Beginning well implies foundations are made by

leaders who have the heart and art for leadership. These are leaders of integrity of heart and skillful

hands.


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Beginning well means progressing well. It means placing in the county leadership a genre and caliber of

people who will expect and accept working with many different types of people. Such leadership will

need certain values essential for effectiveness. Collaboration, listening, empowerment, shared leadership,

inclusivity and democracy are a few values that will build a successful county.

The newly promulgated constitution is a transformative guide on leadership structure and a basis for

social organization. In order to introduce the anticipated changes transformative leaders with the charisma

to draw people towards achievement of County goals will be needed.

Tharaka Nithi is known to have produced leaders of impeccable character in both private and public

practice and many more are maturing every day. There has however been hesitation to take up leadership

partly due to a culture that discourages self-proposal. Tharaka Nithi leaders will encourage existing and

budding leaders, who meet the stated criteria to vie, seek nomination or appointment to County, National

and International positions. To guide actions nine strategies are proposed under this objective to yield

results by:

Strategies for Leadership Strengthening

1: Ensuring only quality leaders are voted for, nominated or appointed by extensively publicizing the

criteria for effective leaders through civic education by Professionals and leaders throughout Tharaka

Nithi County.

2: Encouraging leaders to take up positions through recommendations by various leadership

organizations/groups focused on development of Tharaka Nithi County

3: Engaging the various leadership groups to meet in joint forums where County issues require resolution,

and exposing leaders with ideas to share them in such forums.

4: Calling on county leaders to be accountable to the people and to subject major community decisions to

review by professionals and through their leaders

5: Training, Coaching and mentoring leaders in institutions and leadership groups.

6: Public commissioning of all county leaders by both legal and faith based organizations

7: Signing an appropriately negotiated performance contract by Tharaka Nithi County leadership

8: Upholding positive Ameru traditions and recognizing cultural groups such as Njuri Ncheke in issues

like conflict resolution and in coaching and mentoring leaders

9: Encouraging all Religions to coach and mentor leaders and to play a vanguard role in maintaining

positive social values.

A committee to be known as the Joint Tharaka Nithi County Leaders Forum shall be established to

oversee the actualization of this strategic objective. The leadership strategy will involve exhibiting the

following characteristics:


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3.2 OBJECTIVE TWO: TO GROW THE COUNTY ECONOMY

The Greater Meru has for a long time been viewed as the land of plenty. During the first three decades

after independence, the region was one of the most prosperous regions in Kenya. Due to numerous

challenges since the late 1980s though, production of the cash-crop economy declined and with it the

livelihood of the people. According to 2009 Kenya National Population Census, 53.76% equivalent

to 32,000 people are jobless. The high unemployment rate places heavy a burden on the county

economy leading to unsatisfied needs and hopelessness which make youth susceptible to adopting

criminal behaviour and other social vices.

The Greater Meru is still one of the regions with great potential in Kenya. It is endowed with rich natural

resources such as fresh water from its many permanent and seasonal rivers, springs and streams, forest

cover and diverse agricultural activities. In order to be economically competitive, Tharaka Nithi County

will step up the existing economic activities and unlock the potential riches of the county for the benefit

of Tharaka Nithi and the country as a whole. To ensure a steadily growing economy the following

strategies are proposed:

Strategy 3.2.1: Establishing a thriving economy

The economic strategy will be to attract investments to create opportunities, income and wealth for the

people, to reduce the high levels of unemployment and poverty, especially among the youth. The County

will benefit by leveraging national resources intended for trade and industry under Vision 2030, where

Kenya will be required to create at least 10 wholesale hubs and 1,000-1,500 Producer Business Groups

and building at least 10 ‘tier 1’ retail markets. Other proposals that will lead to economic turnaround and

establishing a thriving economy will entail encouraging maximum output from local activities while

diversifying the agriculture-based economy through the following initiatives:

Strategies for a establishing a thriving economy

1: Ensuring quality and sufficient market for local products.

2: Promoting investment to add value to local products and provide employment

3: Maximizing output by use of modern farming methods (Seeds and other farm inputs e.g use of hand

tractors, modern beehives)

4: Educating the people on economical land use strategies such as group ownership of arable land and

“Community Living”

5: Introducing of high quality dairy and beef animals

Introducing new crop varieties and animal breeds e.g. exotic goats, beef cattle, fish farming

6: Conducting and using relevant research to inform economic policies and commerce and trade

strategies

7: Marketing county products locally, in Kenya, Africa and the World taking full advantage of the

various regional and international agreements but also opening new markets. This strategy means

residents specially will be encouraged to consume these products.


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Strategy 3.2.2: Increasing Value in Agriculture, Livestock and Fisheries

Tharaka Nithi County is well placed for agri-businesses. Although the bulk of trade is based on the

agricultural sector, trade in livestock such as sale of live animals or processed products is yet to be

exploited beyond the county boundaries. To reverse this, the following initiatives under this strategy are

proposed:

Strategies for increasing production and value addition

1: Marketing farm products after value addition and branding to improve the bargaining power of the

products in the local and international markets.

2: Standardizing agricultural production processes to match international marketing standards.

3: Adopting appropriate industrial technology, in food processing and preservation of agricultural

products such as mangoes, tomatoes, avocados, paw paws, passion fruits and dairy products.

4: Harnessing knowledge on appropriate post harvest practices and educating farmers accordingly to

reduce income losses for farmers and the county as a whole.

5: Blending modern farming methods with indigenous knowledge to maximize benefits to farmers and

the county as a whole.

6: Conducting research on soils, crop varieties and animal breeds suitable for different climatic and

ecological zones.

7: Encouraging the Ameru tradition that requires people to own livestock as a sign of maturity and

readiness to take adult responsibility.

8: Introducing new emerging livestock breeds with well known economic potential.

9: Diversifying agriculture, livestock and aquaculture by introducing new crops and high yield animals

10: Enhancing support to fish farming which has shown tremendous potential for growth. The numerous

permanent rivers in the county indicate a potential that is yet to be fully utilized. Fish sources in the

county are mainly from aquaculture production where tilapia and trout are the major species reared in

ponds. Due to decline in lake marine fisheries, aquaculture remains an important alternative to meet the

county’s demand for fish, hence the need for Tharaka Nithi County to exploit this potential.

Strategy 3.2.3: Empowering Investors in Trade and Industry

The Tharaka Nithi County is well endowed with a wide variety of agricultural cash and food crops that

include coffee, tea, bananas, yams, arrow roots, sweet potatoes, cotton, macadamia, and a wide range of

cereals, livestock and bee keeping products yet the county is one of the least industrialized in Kenya.

Tharaka Nithi County will vigorously pursue agri-businesses while diversifying the economy in trade and

industry, tourism and mining. In terms of quality the county will promote agriculture, livestock and

fisheries as a strategy to provide the highest possible nutritional value to feed people living, working or


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visiting the County and ensuring profitable returns from investments in the sector. The county leadership

will be expected to develop a crop by crop development plan with specific yield targets. Decisions on

management of special cash crops such coffee, horticulture and emerging livestock will be guided by

farmers’ interest first, before other interests are considered.

Strategies for attracting investments

1: Developing policies and plans for development of trade and industry

2: Promoting growth and development of wholesale and retail trade.

3: Establishing small operator retail markets through identification of market locations suitable for

development by the private sector and traders.

4: Initiating continuous business and entrepreneurial training and development of the county traders

particularly to enhance their customer oriented skills

5: Promoting private sector development through enterprise and entrepreneurship development,

improving business environment and promoting attractive investment climate, promote growth and

develop wholesale and retail trade, broadening and deepening the export base and markets.

6: Conducting continuous business research, consultancy and counseling services to provide accurate

information to support business decisions and create awareness among youth, women and other interest

groups on available business opportunities.

7: Establishing technology and business incubators

8: Establish export development fund and export insurance scheme.

9: Facilitating establishment of market linkages and integration of micro, small and medium enterprises

(MSMEs) into the market value chains by facilitating consultation with stakeholders.

10: Linking business start –ups with financial institutions.

11: Identifying and advising traders on borrower-friendly credit institutions

12:Organizing local and international trade exhibition for effective networking to promote cross border

trade

13:Promoting investment through enactment of facilitative county bylaws and registration related to

trade and commerce such as Single Business permits

14: Holding stakeholder forums and creation of synergy between public and private sector to improve

business environment by addressing constraints such as inadequate infrastructure.

Strategy 3.2.4: Exploiting Competitive Advantage

Tharaka Nithi County produces some of the highest quality farm products in Kenya and the Ameru

culture is well known for nurturing hospitable yet resolute people, a trait often exhibited by reliable

business people. This places the county in good stead to brand its unique products and people to secure

the highest possible returns. Other advantages include; the county’s strategic geographical location,

emerging markets, emphasis on value addition of exports and market diversification, and highly

committed professionals and membership of Kenya in regional trading blocs.


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Strategic Partnership in Capacity Building for Competitive Advantage

1: Expanding and strengthening partnership with the private sector

2: Improving the business and investment environment

3: Building capacity to monitor international trade malpractices

4: Diversifying from traditional commodity exports and increase share of emerging markets

5: Broadening and deepening the export base and markets through championing private sector

development

6: Advising on enactment of a legal framework to guide and facilitate the county’s operations, and

functional libraries and references centers.

7: Lobbying for budgetary allocation from the central government

8: Contributing to ICT infrastructure and to schools and supporting training,

9: Advising on office location and other start up arrangements

10:Working with entrepreneurs and county leadership to ensure best interests of Tharaka Nithi County are

secured at Local, National and International Levels

Strategy 3.2.5: Tapping Renewable Energy Resources

There is huge potential for wind energy especially in the lower parts of the county although not yet

exploited. Solar energy is slowly gaining popularity, though its initial cost is prohibitive to most locals.

Biogas has the potential but has not been fully tapped and developed. There is a micro-hydropower

station (Tungu Kabiri) and there is huge potential for more especially at Mutonga grand falls dam and the

Tana river.

Strategy 3.2.6: On infrastructure:

Cooperating with Government Agencies where the community and individuals donate land for projects,

road widening and service way leaves. Prioritizing projects through consensus ensuring community

participation and contribution in terms of funds, offering free labour, security and maintenance

Tharaka Nithi county must enhance its capacity for service delivery by developing its agencies for better

service delivery.

3.3 OBJECTIVE THREE: TO INVEST IN THE PEOPLE, THE SOCIAL SECTOR

The fact that no Government will adequately address all the needs of an individual, means Government

action is limited to creating opportunity for people to earn a decent living for themselves and family. The

Tharaka Nithi County vision and mission are based on faith in the hard working Ameru people. Ameru

take a lot of pride in their capacity to achieve for themselves. It is inconceivable therefore that Tharaka

Nithi County can develop without participation of the people. Opportunity for self development will stem

from a thriving local economy and empowering people to participate through implementation of strategies


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in nine key social result areas. These include 1) Education, Training and Information and

Communication, 2) Health, 3) Culture, Arts and Sports, 4) Housing and Urbanization, 5) Gender and

Vulnerable Groups 6) Youth Development, 8) Equity and Poverty reduction

Strategy 3.3.1: Education and training

The anticipated transformation of the Tharaka Nithi County will rely heavily on a knowledgeable and

skilled people with the right attitudes. Although the development of the County will depend largely on

enlightened citizens, a critical mass of professionals from the county operating at the national and

international levels will contribute significantly to the process. Education and training processes will also

generate reliable research evidence to apply in the various sectors of the County development. Education

and training will incorporate a strong Information and Communication Technologies ensuring that the

county is up-to-date and producing marketable experts.

Education will be offered in a context beyond the classroom. Evidence abounds that education is offered

by a number of players that include; Teachers, Parents, Community and its Leaders (including

professionals), Government functionaries, Faith Based Organizations, The Mass Media, and Peers. The

objective of education and training is to ensure each of these social institutions are accorded the space to

invest their best in nurturing the next generation of Ameru in the unending process of one generation

transitioning another. Tharaka Nithi County leadership will retain a management structure that takes into

account this principle.

a) To achieve the goals of education and training in a coordinated manner a Tharaka Nithi County

Education Forum will be formed to oversee education training and related matters. Specific

strategies include:

Strategies for Education and Training

1: Reducing drop-out rates for boys and girls before sitting for KCPE and KCSE examinations

2: Addressing the human resource development challenges such as inadequate teaching force and other

labour force

3: Ensuring leaders participating in Schools and Training Institutions are suitably qualified which means

an education equal to or higher than the teachers or trainers in institutions of learning and comply fully

with the criteria for good leadership.

4: Motivating increased quality of interaction between the teacher/trainer and learner and encouraging

professionals to “adopt” and work with learning institutions with view to mentoring teachers and learners

to improve performance.

5: Improving the quality of learning infrastructure such as physical equipment and acquiring new

technologies

6: Strengthening the human resource capacity by right recruitment, developing and retention.

7: Improving institutional culture to effectively respond to the management needs of the County

8 Conducting periodic customer satisfaction surveys

9 Optimizing use of opportunities in Universities and Colleges located within Tharaka Nithi County


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b) To achieve the goals of ICT in a coordinated manner a Standing Committee on ICT

Development will be formed to oversee training and related matters. Specific strategies include:

Strategies for ICT

1: Developing ICT curricula and training in all tiers of schools and institutions

2: Supporting private ICT training institutions

3: Ensuring automation of services in tandem with E-Government Strategy

4: Incubating ICT creativity and Innovation in specially identified institution

Strategy 3.3.2: Health

The health of a county’s people is important because poor health increases suffering, reduces human

energies and makes them less able to cope with and enjoy life. The effects of poor health goes far beyond

physical pain and suffering, to the extent that learning is compromised, returns to human capital diminish

and environments for entrepreneurial and productive activities are constrained. There is strong evidence

that poor health imposes immense economic costs on individuals, households and society at large.

Ensuring good health is basic to human welfare and a precondition and fundamental objective of social

and economic development.

Strategies for Health

1: Promoting healthy living, by increasing health education

2: Placing management of health facilities under County Leadership

3: Ensuring adequate and appropriately motivated health professionals to serve the people

4: Integrating healthy living concept in all activities of the county

5: Ensuring an efficiently operational referral system is in place.

6: Conducting relevant surveys including disease surveillance and designing appropriate response

7: Integrating health with other determinants such as family planning services

8: Attending to special needs of women and children in the context of reproductive health to stem

needless deaths

9: Encouraging residents to take health insurance premiums

10. Adopting appropriate strategies to combat major diseases in county

Strategy 3.3.3: Culture, Arts and Sports,

Belonging to a family and by extension community has the highest sentimental value not only for

personal gain but also personal contentment to an individual. It is therefore expected that this sense of

identity and belonging will foster willingness on the part of those born or raised in Tharaka Nithi County


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to serve the common good. Ameru Culture is still strong and will assist in mobilizing residents;

strengthening the community work ethics and advising on the rights and responsibilities of individuals as

they transition at every stage of life. Traditional conflict resolution mechanisms as provided for by Ameru

Culture will be promoted to stem costly litigation particularly on clan or family disputes and small claims.

a) Promoting the Ameru Culture

Ameru culture will be promoted and cultural institutions supported to ensure traditions, beliefs, norms,

ideals and aspirations of Tharaka Nithi County guide behaviour for the benefit of the individual and

community.

Strategies for promoting culture

1: Recognizing the role of Religions in personal and community development

2: Recognizing the role of cultural groups such as Njuri Ncheke and other elders as custodians of Ameru

Culture

3: Teaching of Ameru Culture in Institutions of learning in Meru

4: Celebrating Cultural Days

5: Encouraging residents to live by the dictates of culture and religion

b) Building strong community partnerships for secure and tranquil environment.

Tharaka Nithi leadership is conscious of the fact that no meaningful living can exist without security of

both people and their property. Although the county enjoys relative peace and security which is crucial

for social economic development, it is intended to keep continually vigilant. Internal conflict management

will be promoted to resolve intermittent internal disagreements based on real or perceived unfairness,

fear, misinformation, poverty, and sometimes superiority or inferiority complexes.

Building partnerships means driving home the fact that lack of access to resources affects everyone.

Many factors influence experiences and therefore a comprehensive perspective viewing experiences

holistically addresses various aspects of well-being including; economic well-being, physical well-being,

spiritual well-being, and social-psychological well-being.

Only a comprehensive set of strategies can effect lasting changes in the experiences of residents. To

develop such strategies, community groups shall identify the range of services that they need in order to

thrive. Although most groups will not directly provide the full range of services, they all can form

partnerships to help themselves and community as they get the help they need to deal with different issues

using different resources. The Ameru of Tharaka Nithi County will be encouraged to join social,

economic and political group partnerships to create a harmonious society and serve as a role model for

other Counties in Kenya.


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Strategies for building community partnerships and security

1: Enforcing technically sound farming practices to protect soil fertility and water catchment areas and

rivers, springs and wetlands against the threat of degradation and siltation.

2: Ensuring transparent dealings between individuals, groups, County leaders and Central government.

3: Ensuring that information of interest to the public is freely available to avoid suspicion and rumours.

4: Ensuring an open avenue is available for ventilating grievances by individuals or groups.

5: Addressing causes of poverty and availing opportunity for self development to all.

6: Ensuring public officials exercise uttermost caution and strictly abide by the constitution when dealing

with residents, expecting indulgence of the Ameru professionals as reference groups to ensure fair

treatment and upholding the dignity of all.

c) Promoting Art

The “creative industry” that seeks or values social outcomes, will be promoted for intrinsic value of arts

and creativity for entertainment, motivation and educating Tharaka Nithi people in areas such as health

and wellbeing, social inclusion, and educational achievements. Arts and creative initiatives are

significant for the development of communities in the economic, environmental, social, and cultural

domains. Art will be promoted through:

Strategies for promoting art

1: Setting annual Celebration Days, Book fairs, competations

2: Incorporating art in project designs to motivate behaviour formation or change

3: Identifying and designating a County Media for the promotion of Ameru art

4: Establishing quality and adequate leisure and therefore promoting positive use of free time.

5: Propagating the Ameru Culture through art

6: Conducting relevant research

7: Promoting a reading and writing culture by establishing libraries and supporting publishing

d) Promoting Sports

Sports can change lives and communities by providing space for the youth, and not only developing

themselves but spars cohesion in society. Sports can stimulate good leadership, teamwork, critical

thinking and networking and address suppressive societal ills and motivates team building in

communities; an important ingredient in the development agenda. Tharaka Nithi leadership will promote

sports through the following strategies:


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Strategies for developing sports

1: Identifying talent for development in avenues such as schools and college competitions

2: Rehabilitating and maintaining sports stadia in the county

3: Supporting development of sporting organizations in the county

4: Setting a fund for the development of sporting activities in the county

3.3.4: Housing and Urbanization

On Housing:

Strategies

1. Using locally available materials such as interlocking soil blocks using machinery procured on

communal basis

2. Increasing use of solar power for lighting using LED technology known for low energy

consumption.

3. Using shallow wells and damming of water-beds to preserve water

4. Encouraging grouping of housing to ease supply of services

3.3.5 Developing Appropriate Communication Media for Meru County

The following are the important considerations that should inform a well designed radio and electronic

media to serve the interests of Ameru community in the two counties of Tharaka Nithi and Meru.

Encouraging investment in print and electronic media, so as to articulate and disseminate

information of importance to the people, especially one which touches on development

3.3.6: Maintaining Gender Equity and Supporting Vulnerable Groups

The Constitution provides a good framework for the protection of every Kenyan and this will form the

primary guide in all affairs of the county. However in instances where progressive actions become

necessary to ensure compliance leadership will design appropriate strategies in consultation with

stakeholders to ensure equity.

3.3.7: Mainstreaming Youth Development

Traditionally Ameru prepared each generation to succeed another whether at family or community level.

Tharaka Nithi County youth will be fully integrated in a participatory leadership.


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Other initiatives will include establishing a consolidated social protection fund, rehabilitate or build one

youth empowerment centre in each constituency and build a county cultural centre to highest standards in

order to support performing arts.

3.3.8: Continual Improvement of Services

Maintaining a high standard of living means availability of adequate food, health care, adequate shelter,

infrastructure, quality Education, security for person and property, adequate leisure and adequate

opportunity for self development. To enhance the effectiveness of services, the following strategies will

be implemented:

Strategies for improving services

1: Carrying out research and benchmarking to improving on service quality

2: Establishing management systems and appropriately equipping service centers.

3: Developing and undertaking demand driven business development services

4: Initiating new and completing ongoing and stalled projects.

5: Decentralizing services as appropriate, to District, Constituency and Ward Levels

3.4 OBJECTIVE FOUR: MOBILIZING RESOURCES AND RELATED STRATEGIES

The primary resources for development will be taxes levied on economic and other activities in the

County and the Central Government grant. However Non-Profit Organizations will be encouraged to

support community projects. Under the Public-Private Partnerships the County Leadership will generate

resources for major projects. The county will stake claim on other devolved funds such as Women

Enterprise Fund and youth enterprise funds at the constituency level.

The real impact will be secured through prudent use of available resources and therefore County

Leadership shall optimize use of resources through careful planning and joint programming where this is

appropriate. The prudent utilization of funds and other resources at the county level can help address

poverty and inadequate employment in the County. Ameru professionals and leaders will dutifully

monitor use of resources for the benefit of the community.

3.5 OBJECTIVE FIVE: ORGANIZATION DEVELOPMENT AND CAPACITY BUILDING

The development of organizational structure, leadership arrangements, and county management is so

important a role to be left to one group alone. The contribution of professionals under the umbrella of

Meru Professionals Association and Tharaka Nithi professionals should be expected. Ameru professionals

will be ready to advice on management of relationships after considering the constitutional roles of MPs,

Senator, Governor and Team, Central Government, the professional competence levels of various actors,

and committees. The following questions will be considered:


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Who belongs at the Strategic level, Policy Level and Management/Operation levels?

What institutions are we talking about? And where are they located

What is the cost implications

How is professional balance to be achieved

What role will professionals play in resolving some of the questions

This strategic plan can only be complete when these are unambiguously analyzed and proposals made on

each of the following aspects:-

1. Preliminaries

2. Vision, Mission

3. Demonstrate knowledge of operating environment

4. Demonstrate clear understanding of the Issue, and objectives

5. Clear proposals (strategies) on tackling them (4 above)

6. Resources, financial (the money and other inputs)

7. The Structure, leadership arrangements, management,

While the above OUTLINE has been followed, emphasis has been on the ideas to make the envisaged

transformation a reality. Details of the facilitative processes (Strategic Objective 4 and 5) have barely

received proportionate attention. This is deliberate so as to give the incoming County Leadership an

opportunity to input on specific operational issues when they take office.

PROPOSED STRUCTURE OF IMPLEMENTATION MATRIX

ACTIVITIES OUTPUTS/R

ESULTS

PERFORMANCE

INDICATORS

ACTORS SOURCES OF

RESOURCES

Objective 1.0: TO IMPROVE GOVERNANCE AND LEADERSHIP

1.1 Establish database of

human resource and

their skills

MPA;

DCs and

Chiefs;

MPs

1.2 Establish Joint Meru

Leaders Forum

committee (JMLFC)

MPA;

DCs and

Chiefs;

MPs

1.3 Establish Meru

county interactive

website and a County

standing committee on

ICT

MPA and

County

Leaders

Objective 2.0: TO GROW THE COUNTY ECONOMY

2.1 Enhancing food

security

Carry out extensive

research on crop

varieties and

production

Use findings to

educate and train

Extension

officers:

District

Agricultur

al officers

MPA

GoK

FAO

NGOs


32 | P a g e

farmers

Control of crop pests

and diseases

Supply seed material

to local farmers

Increase acreage

under irrigation

Campaign for

diversification of

food production and

consumption

NMK,

KARI,

NGOs

Farmers

Local

administra

tion,

District

Agricultur

al

officers,

Extension

officers

NMK

KARI

MPA

FAO

GoK

Carry out research

on new and

traditional foods

Carry out

community

sensitization on

alternative food

Hold agricultural

field days

2.2 Expand markets for

agricultural produce and

Promote aquaculture

Expand fish ponds

and provide

affordable

fingerlings and feed

to farmers

Fisheries

officers

MPA

members

Local

farmers:

GOK ,

FAO

NGOs

Private

sector/investors

Sensitize, educate

and train farmers on

aquaculture

Establish storage

and cooling plant for

fish preservation

Carry out

market and

outlets research

Private-

public

sector

Ministry

of

Fisheries

Extension

Private

sector/investors


33 | P a g e

officers

Local

farmers

partnershi

p

Encourage farmers

to establish

cooperatives

Establish farm-

produce processing

plants

Promote innovative

value –addition

Eg. Manufacture

fertilizer and animal

feed from fish by –

products.

2. 3 Industrial

investment and trade

Carry out industrial

and investment

projects mapping

Mapping done

Maps

Resource

persons

Private sector

GoK

Development

partiners

Identify potential

investors in various

economic sectors

Investor

indentified

Documented

investors

Resource

persons

Market the potential

investment sectors

to investors

Establish private

public partnerships

Marketing

done

Market strategy

Resource

persons

2.4 Map all natural

resources and their

conservation status

Resource

persons

Promote

environmental

conservation

Mapping of

degraded areas

around the county

Ministry

of Water

and

Irrigation

Ministry

of

Agricultur

e

KFS, Local

community labour

Rehabilitate and

restore the degraded

habitats

o Create

incentives and

facilitate CBOs

to conserve

environment

Gov

Agencies;

NEMA,

KFS.

CBOs and

NGOs

Carry out soil Local


34 | P a g e

conservation

campaigns

throughout the

region

Communi

ties and

CBOs

Create extensive

environmental

awareness

NGOs

2.5 Expanding energy

network

Map the potential

renewable energy in

the county

Mapping done maps MPA,

MPs, and

DDCs

Ministry

of energy

and water

Private-

public

partnershi

ps

CDF,

Government of

Kenya

Development

partners

Develop alternative

sources of energy

Energy

sources

developed

Energy (watt)

Intensify rural

electrification

Electrification

done

Rural electrified

2.6 Improve and expand

infrastructure (road

network)

Infrastructure

expanded

Good infrastructure GoK GoK

2.7 Enhance ecotourism

Identify and map

tourist attraction

sites

KWS/KF

S

NGO/CB

Os

Rehabilitate and

equip the potential

sites

Promote and market

the hotspots to local

and foreign tourist

Objective 3.0: TO INVEST IN PEOPLE, THE SOCIAL SECTOR

3.1 Carry out a baseline

study of the education

standard and

performance in the

county.

Develop a proposal

for funding of

baseline study

Funds raised Winning proposals

Resource

persons

CUC

MUC

UoN

KEMU

UNESCO

CDF.

Establish Tharaka

Nithi Education

Forum

MPA and

County

leaders


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Carry out the

baseline study

Knowledge/inf

ormation

generated

Baseline study

report

Resource

persons

Establishing Model

schools:

Hold

stakeholders

consultation

meetings

Consultation

meetings

Report/resolutions MPA’s

education

sub-

committe

e

DEB

UNESCO

CDF

Establish 2

primary schools

as centers of

excellence

Schools built Equipped schools

Pupils excelling

3.2 Health care

financing

Carry out health

situation analysis

Analysis done Analysis report MPA;

partners;

communit

y

Resource

persons

MPA; partners;

community; MOMS;

and MOPHS .NGOs;

corporate and

overseas partners

Carry out

community

sensitization

Sensitization

done

Programs

Reports

Conduct NHIF

membership

campaigns

Campaigns

done

Mobilize funds for

health care

financing (

proposals to

potential partners)

Malaria prevention and

control

A situation analysis

on ITNs use

Resource

persons

MPA; FBOs; NGOs;

corporate partners

and overseas partners

Community

education and

sensitization.

3.3 Preserve and

develop Ameru culture

and practices

Indentify and

document the

Ameru culture and

traditions

District

Developm

ent

Committe

es

MPA and

DDCs

Youth Enterprise

Development Fund

CDF/NCIC

Safaricom

foundation

Map cultural talents

in the county

Empower and

encourage cultural

talents


36 | P a g e

Patent and market

Ameru culture,

talents and cultural

products

Objective 4.0: MOBILIZING RESOURCES AND RELATED STRATEGIES

4.1 Prudent utilization

of devolved and county

funds

County

Leaders

GoK and County

government

4.2 Establish and

develop private-public

partnerships

County

leaders

and

private

sector

Private / public

sector

Objective 5.0: ORGANIZATION DEVELOPMENT AND CAPACITY BUILDING

5.1 Establish and make

use of monitoring and

evaluation plan

Resource

persons

5.2 Establish

organization structure,

recruit and deploy staff

MPA and

county

leaders

Note: The list of activities is deliberately not exhaustive so that members and stakeholders can add.

The indicative budget for Strategic Plan is Ksh. 2.7 Billion yearly.

MPA SUB-COMMITTEES AND THEIR Terms of Reference

Terms of Reference Actors/Group members

1. Craft criteria for quality leadership to man the two

counties

Chairperson: Dr. G. Mwiti

Mr. Phares Ruteere

Prof. Daniel. N. Mugendi

Prof. J.T. Kaimenyi

2. Draw a strategic plan for each county Chairperson: Dr. Mbaabu Mathiu

Mr. Phineas Kimathi

Bishop Lawi Imathiu

Mrs. Beatrice Baariu

3. Explore ways and means of making the counties

competitive and attractive to investors

Chairperson: Florence Kajuju

Mr. Henry Kurauka

Prof. Magambo

Mr. Karani Mworia

4. Explore ways and means of making Meru people

economically empowered by inter alia, setting up a

bank

Chairperson: Dr. Eva Gichunge

Dr. Mary Mwiandi

Chairperson to co-opt additional

members

5. Encourage people to invest in print and electronic

media, so as to articulate and disseminate information

Chairperson: Prof. E. Mburugu



37 | P a g e

of importance to the people, especially one which

touches on development

members

6. Transforming Meru through ICT Chairperson: Eng. Mugambi

Prof. E. Njoka


members

7. Empower people through education to make informed

choices

Chairperson: Rev. (Dr.) S. Kanyaru

M’Impwii

Fr. David Kaberia

Councilor Rajab Osman Marete

Mr. Ibrahim Mutethia

Mr. Godfrey Muketha

Mr. Timothy Mutuma

CRITERIA FOR LEADERS OF THE COUNTY OF MERU

Be a Godly person, acknowledging the supremacy of Almighty God of creation

Portray high standards of professional ethics

Be known as a smart operative exhibiting a knack for excellence and hard work

demonstrated in the community s/he represents

Reflect unity in diversity, hence free from clan, tribal and racial biasness, the condition

necessary for national leadership

Be of unquestionable moral character, hence free from criminality, value abuses,

character assassination and drunkenness

Be well educated, a genuine scholar and exhibit proof of having used such qualification

wherever called upon to do so.

Have leadership and governance knowledge and experience having demonstrated

integrity, transparency and accountability in the process.

Be strong and courageous to fight against evils in society such as corruption, impunity

and other criminal activities and social including laziness.

Possess the five known cardinal virtues of leadership, namely: Courage, Self-control,

Prudence, Magnanimity and Humility.

Demonstrate major contribution in the development of Meru people

Be charismatic leader able to enthuse and mobilize followership to pursue common good

Demonstrable interest and capacity to translate thoughts into delivered performance by

drawing from the strengths of different experts and the community.

tharaka nithi county strategic planeast, kitui county to the east and south east, and embu county to...

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