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| Acknowledgements
The preparation of this strategic plan was initiated by Kangema Constituency Development Committee who felt that there was need to have a plan that would guide the constituency for the next five years. The development of the strategic plan involved wide consultations from many people in Kangema constituency and outside the constituency.
Several documents were reviewed including, Murang’a District Development Plan 2002-2008, Murang’a District Strategic Plan 2005-2010, Education reports, Agricultural reports and Health reports. Also data was collected from various government departments in Kangema and Murang’a. Consultative meetings were also held with Kangema Constituency Development Committee. Focused group discussions were held in all the 5 locations of Kangema Constituency with representation from all the sub locations, business people, interest groups, administration representatives and other professionals in the area. Finally a strategic Planning meeting was held in New Vybester Hotel in Thika from 27th August 2007 – 29th August 2007. Participants of the workshop included, District Officer, Education Officer, Youth Officer, Chairperson Maendeleo, representation of women groups, youth representatives, disabled people representatives, farmers, teachers, retired civil servants, business people, Agricultural Officer, Livestock Officer, political party representatives, religious leaders, opinion leaders, Town Clerk, Chairperson Kangema Town council, Chiefs, assistant chiefs, representatives of decentralized funds namely CDF, LATF, Bursary, HIV/AIDs, youth and women fund.
Various reports and papers were written which informed the strategic plan. We are grateful to Ms Evelyn Gathogo (Divisional Extension Agricultural Officer) Ms Susan Wamai (Town Clerk) Ayub Muthemba (Education Officer) ,Mr Gachoya (District Development Officer) and Mr. William Njuguna (Constituency Manager). We also thank the over 600 people who attended the focused group discussions at the locational levels.
The first draft of the strategic Plan was circulated to various people who gave their feedback and we would sincerely like to thank the following people in particular for the constructive feedback, Mr Maina Kanyonyo, Ms Muthoni Kibe and Mr Gachoya.
Also would also like to thank the workshop participants who sacrificed their time for this noble course namely, Pastor Kennedy Wanjohi, John Karime Njoroge, Njuguna Maina Daniel, Dishon Maina Kagunya, Jamlick Waweru Gichure, Paul N. Gachoka, Stanley Karobia, Geoffrey Wanyeki Warui, Elly John Kirigwi, Joseph Mbugiri Kimani, Joseph Kihoro Maina, Maina Kanyonyo, William Njuguna. M, Michael K.Kibet, Evelyn W. Gathogo, Samuel Karuma Kamau, John Nyingi Mwoha, Joseph D. Kamau, Kimani Mbaru, Gerald Olaka Alwang’a, Erastus Nyingi, Susan Muthoni Wamai, Jane Njoki Macharia, Duncan Kimwe Gikonyo, James Mwangi M., Faith Waithera Mwangi, Rev Benjamin Kibachio, Ayub K. Muthemba, Evan Mbuthia, Lucy W. Alucheri, Lydia W.Kuria, Lucy W. Njoroge, Peter K. Kamau, Daniel M. Wanyoike, Mary Watiri Kariuki, Sarah Njambi Irungu, Thomas M. Kirubi, Peter Waititu, John M. Gachau, Harrison M.Muchoki, Monica Muthee, James Murimi Gachugu, Samuel K. Macharia.
Lastly we would like to thank our facilitators/Consultants Mr. Peter Kahara and Lavinniah Muthoni who worked tirelessly to produce this strategic Plan.
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The Planning workshop in Thika- September 2007 |
Rationale for Strategic Plan
Kenya got its independence from the British government in 1963. After independence Kenya strived to eradicate three ills namely poverty, ignorance and disease. However like many African Countries, Kenya inherited a colonial administrative/development framework and for decades its development has been run from the center. This model has been counterproductive to the aspirations of the indigenous population and has not been effective in equitably distribution of resources to the rural areas where majority of people derive their livelihoods.
Various regimes have tried to restructure the economy to achieve economic growth and national development. However this has been due to pressure from international agencies and donors, which means that they do not reflect the wish of Kenyans. Consequently poverty levels have been rising.
In 2002 after the NARC government took power, they started implementing the Economic Recovery Strategy (ERS) for wealth and employment creation 2003-2007. The core poverty programmes seek to alleviate the sufferings of the poor by increasing incomes by opening up markets, improving quality of life by providing affordable health facilities, infrastructure, improving security by encouraging community policing and enhancing equal participation of boys and girls through Free Primary Education (FPE). The same government has also launched vision 2030, which is, along term plan aimed at transforming the lives of Kenya. The vision will be anchored on three pillars, namely: the Economic, Social and Political Aspirations.
To achieve this, the government transferred authority and responsibility from central government to local government/Constituency levels. This is commonly referred to as decentralization. Decentralization is driven by the desire to enhance efficiency in service delivery, the argument being that lower levels of government are nearer to the people and better able to establish their needs and to deliver them. Decentralization is also driven by equity concerns, whereby the central government attempts to even out regional differences through varied subsidization; decentralization can also aspire to foster economic growth by allowing localized decisions to prevail, an objective tied to efficiency argument. Also decentralization due to its nearness to the grassroots, it can foster participation since people feel closer to the government. Under this policy Kenyans have seen the introduction of various funds at constituency level name; CDF, LATF, CACC, RMLF, FPE, SSEBF, REPLF PEF, Youth Fund and Women Fund. Through access of these funds it is hoped that the country will achieve economic development and alleviate poverty.
To fully utilize the above resources and avoid duplication and competition the people of Kangema felt that there was need for a strategic plan for the constituency so as to guide development for the next five years. The Strategic plan have been developed through wide consultations from Sub location level where needs of the people and priorities were identified. The strategic plan is developed to in line with Vision 2030 and also with the Millennium Development Goals (MDGs).
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