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THARAKA NITHI COUNTY STRATEGIC PLAN 2012-2017
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THARAKA NITHI COUNTY STRATEGIC PLAN
2012 - 2017
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
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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
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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
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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
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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
Chairperson to co-opt additional
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of importance to the people, especially one which
touches on development
members
6. Transforming Meru through ICT Chairperson: Eng. Mugambi
Prof. E. Njoka
Chairperson to co-opt additional
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.