What Went Wrong?This podcast series investigates Kenya&#39;s parastatals (or state-owned entities), it explores the reason for formation, journey and answers the question what went wrong.Which parastatal investigation would you like us to investigate? Tell us on twitter @AquteMedia using the hashtag #KeBlueprint or email us hello@aqute.co.ke

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Introducing Kenya's Blueprint

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This aims at improving the prosperity of all Kenyans through an economic development programme, covering all the regions of Kenya. It aims to achieve an average Gross Domestic Product (GDP) growth rate of 10% per annum beginning in 2012. To achieve this target, Kenya is continuing with the tradition of macro-economic stability that has been established since 2002. It is also addressing other key constraints, notably, a low savings to GDP ratio, which can be alleviated by drawing in more remittances from Kenyans abroad, as well as increased foreign investment and overseas development assistance (ODA).This aims at improving the prosperity of all Kenyans through an economic development programme, covering all the regions of Kenya. It aims to achieve an average Gross Domestic Product (GDP) growth rate of 10% per annum beginning in 2012. To achieve this target, Kenya is continuing with the tradition of macro-economic stability that has been established since 2002. It is also addressing other key constraints, notably, a low savings to GDP ratio, which can be alleviated by drawing in more remittances from Kenyans abroad, as well as increased foreign investment and overseas development assistance (ODA).Delivering the country&#39;s ambitious growth aspirations required a rise of <a href="https://www.investopedia.com/terms/n/nationalsavingsrate.asp" rel="nofollow">national savings</a> from 17% in 2006 to about 30% in 2012. It was also found necessary to deal with a significant informal economy employing 75% of the country&#39;s workers. The informal sector is being supported in ways that will raise productivity and distribution and increase jobs, owner&#39;s incomes and public revenues. Kenya has recorded an economic growth of 5.7 percent in the first quarter of 2018. This has been attributed to the trickle down effect of the &#34; Handshake &#34; leading to a stabilized political environment. The country is continuing with the governance and institutional reforms necessary to accelerate economic growth. Other critical problems being addressed include poor infrastructure and high energy costs. The six key sectors described below are being given priority as the key growth drivers for achievement of the economic vision:<ul><li>Tourism and mining</li><li>Increasing value in agriculture</li><li>A better and more inclusive wholesale and retail trade sector</li><li>Manufacturing for the regional market</li><li>B P O (Business Process Outsourcing)</li><li>Financial services</li></ul>It is notable that with each Government comes spheres of interest but with the change of guard this has not been necessarily so in Kenya. The New administration of Uhuru Muigai Kenyatta has rather picked some key economic deliverables in the vision in what in 2018 he has characterized as &#34;The Big Four&#34; being within the framework of Vision 2030.These are<ul><li>Universal Healthcare,</li><li>Manufacturing,</li><li>Affordable Housing and</li><li>Food Security</li></ul>Notwithstanding the same over 10,000 km s of road are to be tarmacked in the period 2013 to 2022 with 3000 km in progress by 2018.SGR (Standard gauge Railway) modernisation of Kenya Railway system on the southern Corridor phase 1 is complete from Mombasa to Nairobi while phase 2 Nairobi to Naivasha is in progress as of May 2018; with the longest Rail tunnel in Africa at Kibiko, Ngong in advanced stages.Under Lappset A key deliverable Under vision 2030, Isiolo Airport is complete as of 2017, while Konza City and Lamu Port have received renewed interest In #2018.Road works completed under vision 2030 include Mombasa Road, with major funds still being pumped in, Thika Super Highway or commonly known as( Kibaki Free Way ) due its convenience, Outerring Road, Southern Bypass, Eastern By pass and Northern Bypass. Others include Ngong Road expansion and Langata road expansion.Major malls with grade one offices in what has been characterised as Public Private partnership have been constructed and completed in Nairobi and its environs. This includes Garden city and TRM on Thika Superhighway, Two Rivers along the Northern And southern Bypasses.Vision 2030, A vision that showed the dreams and aspirations of Kenyans remains on course. However, Financing gaps remain and hold an ugly face to its successful completion. These challenges have been unmasked even more by unchecked corruption that continues to bedevil the East African State. Either the Funding from China has come as a blessing in disguise with Chinese loans and Money being better utilised under Chinese expatriates in projects ranging from airports, rail, road and increasingly trade.These have included major expansions of JKIA (Jomo Kenyatta international Airport) Moi airport Kisumu and Nairobi-Nakuru highway still in progress. Major roads in Kisumu, Mombasa and Nairobi are currently under major expansions as per vision 2030. Even more expansion of infrastructure in both the Northern and Southern Transport Corridor is currently in progress.This has included projects in power with renewable energy taking centre stage with geothermal in Okario, Naivasha and wind mills in Ngong Hills, Turkana and Marsabit. A major reliance of the country&#39;s power need is now in renewable energy sources with the country eager to attract funds from international partners as the tightening of monetary policy becomes severe post 2017 interest capping regime in Kenya&#39;s Banking sector. This has seen China emerge as the biggest holder of Kenyan foreign debt at more than 60% in May 2018 at over Ksh 700 billion. Indeed, the Chinese have partnered with Kenya towards attainment of vision 2030 goals.Investments in Technological hubs have led to Nairobi being termed as Africa&#39;s silicon Savannah with products such as Mpesa getting acclaimed globally. Developments in ICT have seen government services, financial services become more inclusive with the introduction of services such as Huduma Centres, Lipa na Mpesa. This has made Kenya jump directly from agricultural revolution to Information revolution within a decade.Industrialisation as per the big four that entails quality life for all Kenya&#39;s, has received renewed focus as per the big four agenda of the Jubilee Government of Kenyatta the second!Exploitation of Mineral wealth with major discoveries in Gold, oil, coal, Rare earths etc. with tens of trillions of shillings worth present a big boast towards funding of this ambitious Vision.The future of Kenya has never been any brighter!﻿Ad: Do you want to launch your podcast? We are happy to help you start your podcast contact us hello@aqute.co.ke to schedule a free consultation call.Subscribe to <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">our newsletter</a> for free to get more information and be updated when the next episode and season is released. <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">https://rebrand.ly/KeBlueprint</a>

Vision 2030 | 4: Economic Pillar

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Through this strategy, Kenya aims to build a just and cohesive society with social equity in a clean and secure environment. It, therefore, presents comprehensive social interventions aimed at improving the quality of life of all Kenyans and Kenyan residents. This strategy makes special provisions for Kenyans with various disabilities (PWDs) and previously marginalised communities. These policies (and those in the economic pillar) are equally anchored on an all-round adoption of science, technology and innovation (STI) as an implementation tool.Key sectors:<ul><li>Education &amp; training</li><li>The health system and maternal health</li><li>Water and sanitation</li><li>The environment</li><li>Housing and urbanisation</li><li>Gender, youth and vulnerable groups</li><li>Equity and poverty elimination</li><li>Reconciliation</li></ul>In this episode we explore education and health, and discuss what the goals were and where we are as a country in realizing the vision. Looking at issues such as free primary education, quality of education, funding education and key challenges in the two sectors such as the Corona Virus pandemic.In this episode you will hear from Prof Gituro Wainaina who was one of the experts in the formulation of Vision 2030. Other voices include those of Kenyans who shared their views about the vision.We&#39;d be happy to hear from you tweet us @AquteMedia or using #KeBlueprint for any questions or suggestions.Ad: Do you want to launch your podcast? We are happy to help you start your podcast contact us hello@aqute.co.ke to schedule a free consultation call.Subscribe to <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">our newsletter</a> for free to get more information and be updated when the next episode and season is released. <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">https://rebrand.ly/KeBlueprint</a>

Vision 2030 | 3: Social Pillar

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In the wise words of former President Daniel Moi &#34;Siasa Mbaya, Maisha Mbaya&#34; politics plays a critical role on an economy. Hence, it was critical to incorporate a framework for our politics.The political pillar vision for 2030 is &#34;a democratic political system that is issue-based, people-centred, result-oriented and accountable to the public&#34;. An issue-based system is one in which political differences are about means to meet the widest public interest. &#34;People-centred&#34; goals refer to the system&#39;s responsiveness to the needs and rights of citizens, whose participation in all public policies and resource allocation processes are both fully appreciated and facilitated. A result-oriented system is stable, predictable and whose performance is based on measurable outcomes. An accountable system is one that is open and transparent and one that permits the free flow of information. This vision is expected to guarantee Kenya&#39;s attainment of the specific goals outlined under Vision 2030&#39;s economic and social pillarsTo meet objectives outlined in the economic and social pillars, Kenya&#39;s national governance system is being transformed and reformed to acquire high-level executive capability consistent with a rapidly industrialising country. The country is adopting a democratic decentralisation process with substantial devolution in policy-making, public resource management, and revenue sharing through devolved funds. This has been achieved through the delivery of a new constitutional dispensation which came into effect in August 2010.Transformation within Kenya&#39;s political governance system under Vision 2030 is expected to take place across six strategic initiatives, whose overarching visions, goals and specific strategies for 2012 are as follows:<ul><li>Rule of law</li><li>Electoral &amp; political processes</li><li>Democracy and public service delivery</li><li>Transparency and accountability</li><li>Security, peacebuilding and conflict management</li></ul>In this episode you will hear from Prof Gituro Wainaina who was one of the experts in the formulation of Vision 2030. Other voices include those of Kenyans who shared their views about the vision.We&#39;d be happy to hear from you tweet us @AquteMedia or using #KeBlueprint for any questions or suggestions.Ad: Do you want to launch your podcast? We are happy to help you start your podcast contact us hello@aqute.co.ke to schedule a free consultation call.Subscribe to <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">our newsletter</a> for free to get more information and be updated when the next episode and season is released. <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">https://rebrand.ly/KeBlueprint</a>

Vision 2030 | 2: Political Pillar

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Kenya Vision 2030 (Swahili: Ruwaza ya Kenya 2030) is the country&#39;s development programme from 2008 to 2030. It was launched on 10 June 2008 by President Mwai Kibaki. Its objective is to help transform Kenya into a &#34;newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment.&#34;Developed through &#34;an all-inclusive and participatory stakeholder consultative process, involving Kenyans from all parts of the country”, the Vision is based on three &#34;pillars&#34;: Economic, Social, and Political. The Vision&#39;s adoption comes after the country&#39;s GDP growth went from 0.6% in 2002 to 6.1% in 2006, under Kibaki&#39;s Economic Recovery Strategy for Wealth and Employment Creation (ERS).The Vision 2030 development process was launched by President Mwai Kibaki on 30 October 2006 when he instructed the National Vision Steering Committee to produce a medium-term plan with full details on the development programmes that would be implemented in the first five years after the ERS expires on 31 December 2007. A consultative approach was undertaken through workshops with stakeholders from all levels of the public service, the private sector, civil society, the media and NGOs while in rural areas, provincial consultative forums were also held throughout the country.The objective of all these consultations was to provide an in-depth understanding of the country&#39;s development problems and the necessary strategies to achieve the 2030 goals.A similar process and methodology was followed in identifying projects and priorities in the social and political pillars. Detailed analysis was carried out under a consultative process in order to come up with strategies capable of resolving the social and political problems that Kenyans faced. To arrive at workable solutions, the team of experts learned as much as they could from countries that have achieved rapid growth and also improved the lives of their people greatly in a span of 20–30 years, The team made extensive use of information available from the government, Kenya&#39;s private sector, civil society and universities.In this episode you will hear from Prof Gituro Wainaina who was one of the experts in the formulation of Vision 2030. Other voices include those of Kenyans who shared their views about the vision.We&#39;d be happy to hear from you tweet us @AquteMedia or using #KeBlueprint for any questions or suggestions.Ad: Do you want to launch your podcast? We are happy to help you start your podcast contact us hello@aqute.co.ke to schedule a free consultation call.Subscribe to <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">our newsletter</a> for free to get more information and be updated when the next episode and season is released. <a href="https://rebrand.ly/KeBlueprint" rel="nofollow">https://rebrand.ly/KeBlueprint </a>

Vision 2030 | 1: Why the vision?

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This is season II of Kenya’s Blueprint. A look at our country&#39;s policies. What works, what doesn&#39;t, and What would have been done better. Season 2 is covered across 4 episodes exploring Kenya&#39;s Vision 2030.The vision was launched on 10 June 2008 by President Mwai Kibaki. Its objective was to help transform Kenya into a &#34;newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030 in a clean and secure environment.&#34; #KeBlueprintQuestions with a few years to the deadline.<ol><li>What did we want to achieve?</li><li>Have we achieved it?</li><li>Where did we fail, and why?</li></ol> These questions in the second season of Kenya&#39;s Blueprint. Engage us on social media using the #KeBlueprint<ul><li>Twitter - <a href="https://twitter.com/aqutemedia" rel="nofollow">@AquteMedia</a></li><li>Facebook - <a href="https://www.facebook.com/AquteMedia/" rel="nofollow">Aqute Media</a></li><li>LinkedIn -<a href="https://www.linkedin.com/company/aqutemedia/" rel="nofollow"> Aqute Media</a></li><li>Instagram - <a href="https://www.instagram.com/aqutemedia" rel="nofollow">@AquteMedia</a></li><li>Subscribe on our website <a href="http://www.aqute.co.ke" rel="nofollow">www.aqute.co.ke</a> and check other shows.</li><li>For more information email us hello@aqute.co.ke</li></ul> This is an Aqute Media original.

Kenya's Blueprint Season 2 | Vision 2030

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Despite the pandemic, we had an opportunity to speak to Prof Karuti Kanyinga, a Research Professor of Development Studies at the Institute for Developent Studies (IDS), University of Nairobi. He is an accomplished development researcher and scholar with extensive national and international experience. He has published extensively and is renowned for his contributions to scholarship and knowledge in governance and development.In this episode the focus was on the research paper that guided our entire season Revitalisation of Kenya Cooperative Creameries: The POLITICS of Policy Reforms in the Dairy Sector, in Kenya which he co-authored with Prof Rosemary Atieno.Additionally, we sat down with Robert Yawe who provided an account of the farmers and what the farmers might have differently.

Monopolizing Dairy | 5: Exclusive Interview with Prof Karuti Kanyinga & Robert Yawe

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As woes kept going on in KCC’s home, the private companies were slowly spreading their wings in the lucrative milk industry. At some point Molo was voted as the most preferred milk in Kenya over the long-term incumbent KCC.Notable brands like Tuzo, Ilara, Molo, Brookside, Fresha become a familiar look and competing space on the shop shelves. Tuzo went on to even sponsor Gor Mahia, increasing their brand even further.The many players in the milk industry were a smile ear to ear for the farmers, these companies provided a destination for selling their milk and also increased the buying price of the milk from the farmers. A consumer study carried out in December 2012 shows that Molo Milk, manufactured by Buzeki Dairy, commands 18 percent of the processed milk market followed by Brookside Dairy’s Tuzo and Ilara brands with 15 per cent each.Three Brookside Dairy brands — Tuzo, Ilara and Brookside — enjoy a combined market share of 42 per cent, according to the Consumer Insight survey.State-owned New KCC are placed at position five with a 10 per cent market share, ahead of Githunguri Dairy’s Fresha brand which controls nine per cent of Kenya’s fresh milk market.Brookside’s strategy to acquire Spin Knit and its Tuzo brand in 2010 has paid off as it has now become its flagship product alongside Ilara.The Ruiru-based milk processor – associated with the Kenyatta family – is Kenya’s largest milk processor with a processing capacity of 750,000 litres per day.Brookside, founded in 1993, has operations in Kenya, Uganda and Tanzania and exports to Comesa countries, southern Africa and the Middle East.

Monopolizing Dairy | 4: New Kids On The Block

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The collapse of KCC and the poor management of other economic institutions provided the growing political opposition with ammunition to fight the government. By the end of 2001, the opposition had formed a loose alliance comprising mainstream opposition political parties. They began mobilising support around issues such as economic decay, collapse of agricultural institutions such as farmers‟ bodies, decaying infrastructure, and widespread corruption among others. And in December 2002, Kenyans voted in support of the Presidential candidate, Mwai Kibaki, from the opposition coalition – NARC.The new President constituted a government in 2003. Members of the government included individuals whose political careers could be traced to their roles in activist movements and other pro-reform groups of civil society. The government reviewed its pre-election manifesto and the Poverty Reduction Strategy Paper to develop a national development strategy – Economic Recovery Strategy for Wealth and Employment Creation. Among the strategies identified as critical for economic recovery was revival of the agricultural sector and its institutions. This provided the entry point to rapid revival of various sectors. There were several reformers in the new government and some of them were keen to follow the party‟s blueprint for reforms.The taking back of KICC aroused huge public excitement and expectation. It inspired other cabinet Ministers to design strategies that would show results. Radical reforms were effected in several sectors.

What Went Wrong?

Monopolizing Dairy | 3: NARC Happened, Light at The End of the Tunnel for the Farmer

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Liberalisation of the Milk Industry; Nail on the Coffin1992 marked an end of an era for KCC’s 60 years monopoly, the milk market was opened; anybody would directly reach out to customers. Competition in the milk market led to sharply higher farm-gate prices, real rise in prices was noted between 1993 - 1995 from Ksh. 6 to Ksh. 14. However, the introduction of cost sharing for inputs and services as a result of the reduction in subsidies in the late 1980s meant that many farmers were not able to respond to higher prices due to problems accessing inputs and other support services.Whilst price increases as a result of liberalization were modest in real terms, liberalization also led to increased price volatility for producers. This is in part the inevitable result of replacing an administered pricing system with market competition. However, changes in the processing industry also contributed to this increased volatility. A receiver manager was appointed and a board appointed to run the body. In 2000, the receiver issued a tender for sale of KCC. Influential politicians allied to the government and the ruling party quickly formed a new company – KCC Holdings – claiming that they were dairy farmers. They submitted a tender to buy the company.They paid Ksh. 400 Million only to acquire the company and in March 2001 renamed it KCC – 2000 Ltd. They bought KCC at a low price yet assets value of KCC was estimated at about Ksh. 6 Billion.  Register on our <a href="https://aqute.co.ke/sign-up/" rel="nofollow">website</a> to receive more resources on the dairy sector. The content used on this episode is adapted from the The Revitalisation of Kenya Cooperative Creameries: The Politics of Policy Reforms in the Dairy Sector in Kenya by Prof Rosemary Atieno &amp; Prof Karuti Kanyinga

Monopolizing Dairy

Monopolizing Dairy | 2: Liberalisation of the Milk Industry; Nail on the Coffin

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The Making of an EmpireThis is the first episode of season 1 of Kenya&#39;s Blueprint. The episode takes a deep dive into what led to the formation of Kenya Cooperative Creameries.It explores the impact the Swynnerton Plan of 1954 had in the agricultural sector for the indigenous population.The 1958 act that led to illegalizing of commercial sale of raw milk through the Public Health Act and formation of Kenya Dairy Board that enforced the act.Register on our <a href="aqute.co.ke" rel="nofollow">website</a> to receive more resources on the dairy sector. The content used on this episode is adapted from the The Revitalisation of Kenya Cooperative Creameries: The Politics of Policy Reforms in the Dairy Sector in Kenya by Prof Rosemary Atieno &amp; Prof Karuti Kanyinga

Monopolizing Dairy | 1: The Making of an Empire

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What Went Wrong?First series, a deep look at KCC. First episode release on October 10, 2020.

*What Went Wrong?*

This podcast series investigates Kenya's parastatals (or state-owned entities), it explores the reason for formation, journey and answers the question what went wrong.

Which parastatal investigation would you like us to investigate? Tell us on twitter @AquteMedia using the hashtag #KeBlueprint or email us hello@aqute.co.ke