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UNIVERSITY OF NAIROBI COLLEGE OF EDUCATION AND EXTERNAL STUDIES FACULTY OF EXTERNAL STUDIES DEPARTMENT OF EXTRA-MURAL STUDIES COURSE TITLE: FUNDAMENTALS OF MANAGEMENT COURSE CODE: LDP 603 ASSIGNMENT: DISCUSS THE MAIN ELEMENTS OF KENYA VISION 2030 AND HIGHLIGHT THE FACTORS THAT ARE LIKELY TO INFLUENCE ITS IMPLEMENTATION PRESENTED TO: PROF. H. J. KIDOMBO DATE OF SUBMISSION: NOVEMBER, 2013 PRESENTED BY: Name GROUP 2 MEMBERS Chepkoech Agnes Okayo Percila Ringera Aron Sumba K Gilbert Otieno Yvonne Muriithi P Kimaru NJuguna Isaac Macharia Janet Mose Loise
Submitted in partial fulfilment for the award of Masters of Arts Degree in Project Planning and Management TABLE OF CONTENTS Introduction 1. 1 The idea for the development of a long term vision for the country was borne after the successful implementation of the Economic and Recovery Strategy for Wealth and Employment Creation (ERS) (2003 – 2007) that saw the economic growth of the country rise from a mere 0. 6% GDP 2002 to 6. 1% GDP 2006. The vjston 2030 development process was launched by the former president H. E.
President Mwai Kibaki on 30th October 2006 where a National Economic and Social Council (NESC) as formed and mandated to formulate the plan. The completed blue print was then launched on 10th June 2008 along with its first implementation plan, the Medium Term Plan 2008 – 2012. The Vision aims to transform Kenya into a newly industrializing, “middle-income country providing a high quality life to all it citizens by the year 2030”. The Vision was developed through an all-inclusive and participatory stakeholder consultative process, involving Kenyans from all parts of the country and even those in the diaspora.
The vision is based on three pillars, the conomic, the social and the political. The overarching vision is, “A globally competitive and prosperous nation with a high quality of life by the year 2030. ” The second Medium Term Plan (2013 – 2017) was launched on 3rd October 2013 by President Uhuru Kenyatta under the theme Transforming Kenya: Pathway to Devolution, Socio-Economic Development, Equity and National Unity 1. 2Foundation for Kenya Vision 2030 The economic, social and political pillars of Kenya Vision 2030 are anchored on reforming 10 key sectors that form the foundation of society for socio-political and economic growth.
The 10 sectors are as follows; Macroeconomic stability for long term development Continuity in governance reforms Enhanced equity and wealth creation opportunities for the poor Infrastructure (Transport, ports, telecom etc) Energy Science, Technology and Innovation (ST’) Land reforms Human Resource Development Security Public Service 2. VISION 2030 PILLARS Economic Pillar – moving the economy up the value chain The economic pillar 2. 1 aims to achieve a sustained growth rate of 10% GDP over the Vision period.
This requires significant investment and development of other key supportive sectors that ill increase national savings to about 30%, strengthen the informal sector that currently employs 75% of the Country workers to create more employment, raise productivity and distribution and increase owner’s incomes and public revenues. GDP growth rate to 10% by 2012. These sectors are Tourism, Value added agricultural production, a revamped Retail and Wholesale trade, Manufacturing, Business Process Outsourcing and Financial services.
These sectors usually contribute 57% of the countrys GDP and account for approximately half of the countrys total formal employment. Under the second MTP a seventh sector on oil, gas and mineral resources has been introduced following the discovery of oil in commercial quantities in Kenya in addition to substantial deposits of core, iron ore, rare earth minerals and other minerals. 2. 2 Social Pillar – investing in the people of Kenya The social pillar seeks to create a Just, cohesive and equitable social development in a clean and secure environment.
Under the theme “Investing in the people of Kenya”, the social pillar identifies broad sectors as critical for the quest to transform the ountry through provision of social services. The pillar aims at providing social services in education, health, water and sanitation, environment and natural resources, housing especially in urban areas, gender, youth, sports and culture. The vision makes provisions for affirmative action for youth, women, people living with disabilities and previously marginalized groups. 2. 3 Political Pillar – moving to the future as one Nation This pillar is the most significant in promoting good governance.
It is guided by constitutional supremacy, people’s sovereignty, equality of citizens, public articipation in government, national values and culture, separation of powers and decentralization. This pillar envisions a democratic system that is issue based, people centred, results oriented and is accountable to the public. The pillar covers the rule of law – the Kenya Constitution 2010, electoral and political processes, democracy and public service delivery, transparency and accountability, security, peace building and conflict management 3.
FACTORS INFLUENCING IMPLEMENTATION OF VISION 2030 Though a lot has been achieved during the first MTP that ended in 2012, including romulgation of the new Constitution in 2010 and passing of relevant bills, there were some challenges that hindered the achievement of some targets especially in the economic and social pillars. For example the national GDP of 2012 was only 4. 6% as opposed to the target of 10%. Most of these factors will continue to hinder the implementation of the second MTP targets. Below are some of these factors; 3. Limited Funding and global financial crisis The economy heavily relies on foreign financing of its development programmes. Given the current global financial crisis the country will need to rethink its evelopment paradigm with a view to shifting financing of development from domestically generated resources as opposed to over reliance on foreign financing. 3. 2 Management of political transitions and reform of institutions Every five years, the country engages in a general election to choose its leaders.
Many a times, the countrys economy is polarised during the electioneering period especially after the 2007 post-election violence. It is therefore imperative that institutions are reformed so that the economy and social order is not disrupted during elections, and that here is continuity in the implementation of the vision irrespective of whoever takes projects in the Energy sector These high costs will remain a hindrance to the implementation unless investors through PPP are engaged to leverage the government’s funding of this enabling sector. . 4 Conflicts arising from volatile borders Many of the Kenya’s borders remain insecure due to inter-clan conflicts, cattle rustling, threat of A1-Shaabab, conflicts related to land ownership, sharing of scarce natural resources. These conflicts are exacerbated by the climate change where the ycles of drought are becoming unpredictable. Illegal fire arms easily find their way to the country through these borders exacerbating the conflicts.
The sharing of County government leadership especially in the Northern Kenya has also brought another dimension of the inter-clan conflicts as some clans felt short-changed. These conflicts are likely to hinder the implementation of some of the flagship projects earmarked for MTP 2 as some of the resources will be diverted to deal with the conflicts. 3. 5 Stiff competition from other tourist destinations Kenya faces stiff competition in the tourism sectors from other countries in Africa especially South Africa, Morocco and Egypt.
This is likely to affect the number of tourists expected to visit Kenya thereby reducing the resources expected to be generated from this sector. Efforts to encourage domestic tourism are in high gear to try to address this difference. 3. 6 Expensive price of land The price of land is likely to affect the social pillar of the Vision as most people cannot afford land for construction decent and affordable housing and also the government s having difficulty obtaining land to construct some of the flagship projects including sports stadia. . 70thers Other factors that are likely to hinder the implementation of the Vision 2030 include the slow procurement process in government, implementation of devolution, inadequate human capacity, high enrolment in schools raising the teacher-pupils ratio, cultural practices that hinder gender equity in education and employment, high levels of corruption, politicization of resettlement after eviction of communities from catchment areas, ICC cases involving the President and his deputy at the Hague,
Increased poaching, low capacities in youth polytechnics etc, References Central Bureau of Statistics, 2003: Kenya Demographic and Health Survey Government of the Republic of Kenya 2013: Kenya Vision 2030 Second Medium Term Plan, 2013 – 2017 Government of Kenya, Ministry of Planning and National Development 2007: Kenya Vision 2030 Government of Kenya, Ministry of Planning and National Development 2003: Economic Recovery Strategy for Wealth and Employment Creation, Government Printer, Nairobi Government of the Republic of Kenya 2008: Kenya vjston 2030 First Medium term Plan 2008 – 2012