BEST OF KENYA - Volume 2

CENTRAL BANK OF KENYA Vision: To be a World Class Modern Central Bank

• Monetary Stability • Financial Stability • Payment & Settlement Systems

MISSION Formulate and implement monetary policy directed to achieving and maintaining stability in the general level of prices.

To foster the liquidity, solvency and proper functioning of a stable market-based financial system.

To formulate and implement foreign exchange policy.

To hold and manage its foreign exchange reserves.

To formulate and implement such policies as best promote the establishment, regulation and supervision of efficient and effective payment, clearing and settlement systems.

To act as banker and adviser to, and as fiscal agent to the Government and To issue currency notes and coins.

B E S T O F k e n ya

Pillars of Central Bank

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The Bank Secretary Central Bank of Kenya, Haile Selassie Avenue P O Box 60000-00200, Nairobi Email to: comms@centralbank.go.ke

GVPedia.com

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BEST OF

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‘Best of Kenya’ Vol II — Vision 2030 edition

We have good reasons to put out Best of Kenya Volume II. When we published Volume I of Best of Kenya, Kenyans were searching for a new constitution. We are gratified to report in Best of Kenya Volume II that Kenya has a new constitution and is reborn as a nation.

Publisher: Global Village Publishers (EA) Limited Commercial Director: Simon Mugo Business Manager: James Ombima

We were driven by a desire to help get Kenya back on track after the political upheaval of late 2007 and early 2009, when we embarked on Volume I. We are happy to report in this volume that resilient Kenya has overcome the economic slide occasioned by that upheaval.

The economy, which nosedived from a 7 per cent growth in 2007 to 1.9 per cent in 2009, has rebounded and will grow at 6 per cent in 2011. Armed with a new constitution and a resurgent economy, Kenyans are, once again, facing the future with confidence.

With the economy growing at between 7 and 10 per cent, the enablers for Vision 2030 should be in place by 2015 and Kenya will be ready for take-off. Vision 2030 is the Government’s blueprint for transforming Kenya into a Middle Income Country.

The year this should happen is 2030 and, like most Kenyans, we want Kenya to wake up to that reality in that year. The Vision offers enormous opportunities for Kenyans to embark confidently on the road to prosperity by themselves and with the support of the private sector.

This in turn throws up vast opportunities for investors to join in and participate in the determined transit of Kenya into the league of the developed economies. That is why Best of Kenya Volume II is anchored on Vision 2030.

We have in Best of Kenya Volume II explained in detail what the Vision entails, what its pillars and drivers are and how Kenyans and their economic, political and social lives relate to it. On whatever page you are, you are always close to Vision 2030.

We therefore have very good reasons for bringing you Best of Kenya Volume III. Welcome and stay with us.

Sales Team: Derrick Wanjawa, Joseph Ngina, Steve Otieno, Rachel Bitutu, Irene Mwangi, Phelix Njagi, Antony Kyeva Editorial Director: W Kwendo Opanga Editorial Team: Patrick Wachira, Jane Mwangi, Carol Kiiru, Antony Bera Photography: Yahya Mohammed, Kenya Tourism Board, Department of Film Services, Kenya Film Commission Creative Direction: Raphael Mokora Administration: Josephine Wambui, Charles Kimakwa Disclaimer: Every effort has been made to ensure the accuracy of the information in Best of Kenya Vol. 2.

Neither Best of Kenya nor Global Village Publishers (EA) Limited can take responsibility for any errors or omissions.

All rights reserved: Copyright 2011. No part of this publication shall be reproduced, copied, transmitted, adapted or modified in any form or by any means. This publication shall not be stored in whole or in art in any form in any retrieval system.

Contact details:

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Foreword From the Minister of State for Planning, National Development and Vision 2030 I am pleased and proud to write the foreword to Best of Kenya Volume II. Best of Kenya Volume II is a private sector publication that is anchored in and gives voice to Vision 2030, the Government’s blueprint for transforming Kenya into a Middle Income Country by 2030.

Vision 2030 is based on social, political and economic pillars which are in turn grounded in macroeconomic stability, continuity of reforms in governance, enhanced equity and wealth creation opportunities for the poor, infrastructure, energy, science and technology and innovation. One of the Vision’s major economic objectives is to increase and sustain Kenya’s Gross Domestic Product growth rate at 10 per cent annum.

Politically, the Vision aspires to democratic and accountable governance that is issuebased, people-centred, and result-oriented, respecting the law and protecting the rights of the people. Socially the Vision promotes a just and cohesive society with social equity and in a clean and secure environment.

Vision 2030 was designed to survive successive governments and remain insulated against political whims and it is the desire of the top leadership of this country to see that the Vision is implemented to its end. This is the very reason why each and every other policy document that comes out including the newly promulgated constitution through the Bill of Rights has to embrace the Vision. The constitution is a major pillar in the political, social and economic reform of Kenya, which is crucial to its development.

It is important to emphasise that contrary to mistaken belief in some quarters, Vision 2030 is not predicated on donor funding. The Vision is independent of donor funding and, indeed, it has 97 flagship projects many of which are all detailed to be public-private partnerships. The role of the private sector in realization of Vision 2030 is therefore crucial.

Notice that 95 per cent of the funds for Vision 2030 are to be generated locally and which explains why the national budget is aligned to the Vision. I am profoundly encouraged to see these facts brought out clearly in this book. I congratulate Global Village Publishers EA Limited for taking the initiative to position Vision 2030 locally and globally as a driver of changing the lives and livelihoods of Kenyans.

I welcome and appreciate the positive and patriotic coverage the Vision has been given in Best of Kenya Volume II. The Ministry shares the comprehensive and encouraging assessment of the Vision as portrayed in the book which is made the more remarkable by the fact that the Best of Kenya books beautifully position and market Kenya as an investor and visitor destination.

Vision 2030 opens up huge opportunities for investment in order to help spur Kenya’s development and prosperity and Best of Kenya Volume II graphically and dramatically captures this in its well-written, painstakingly edited and brilliantly designed and illustrated pages. This book is an invaluable marketing and public relations instrument for Kenya. It takes Kenya to would be investors and visitors.

Hon. Wycliffe Ambetsa Oparanya, EGH, MP Minister of State for Planning, National Development and Vision 2030

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ChapterS Best of Kenya Water Management

Chapter 2

Chapter 1

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Kenya at a Glance

Agriculture

Energy

Information and Communication Technology

Chapter 6

Chapter 9

Chapter 10

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150

Chapter 5

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82

Shopping and Retail

180

Chapter 14

Chapter 13 Best of Kenya

Education and Training 188

Media and Marketing

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Dining and Eating Out

Chapter 3

Chapter 4

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66

Hotels and Resorts

Banking and Finance

Chapter 7

Chapter 8

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104

Corporate Profiles

Property and Real Estate

Chapter 12

Chapter 11

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174

Transport and Logistics

210

Meetings and Conferences

Chapter 15

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Chapter 1 Kenya at a Glance

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‘Best of Kenya’ On Track, On Time Anchored on Vision 2030 We have good reasons to put out Best of Kenya Volume II. When we published Volume I of Best of Kenya, Kenyans were searching for a new constitution. We are gratified to report in Best of Kenya Volume II that Kenya has a new constitution and is reborn as a nation.

We were driven by a desire to help get Kenya back on track after the political upheaval of late 2007 and early 2009, when we embarked on Volume I. We are happy to report in this volume that resilient Kenya has overcome the economic slide occasioned by that upheaval.

The economy, which nosedived from a 7 per cent growth in 2007 to 1.9 per cent in 2009, has rebounded and will grow at 6 per cent in 2011. Armed with a new constitution and a resurgent economy, Kenyans are, once again, facing the future with confidence.

With the economy growing at between 7 and 10 per cent, the enablers for Vision 2030 should be in place by 2015 and Kenya will be ready for takeoff. Vision 2030 is the government’s blueprint for transforming Kenya into a Middle Income Country.

The year this should happen is 2030 and, like most Kenyans, we want Kenya to wake up to that reality in that year. The Vision offers enormous opportunities for Kenyans to embark confidently on the road to prosperity by themselves and with the support of the private sector.

This in turn throws up vast opportunities for investors to join in and participate in the determined transit of Kenya into the league of the developed economies. That is why Best of Kenya Volume II is anchored on Vision 2030.

We have in Best of Kenya Volume II explained in detail what the Vision entails, what its pillars and drivers are and how Kenyans and their economic, political and social lives relate to it. On whatever page you are, you are always close to Vision 2030.

We therefore have very good reasons for bringing you Best of Kenya Volume III soon. Welcome and stay with us.

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Kenya at a Glance

Kenya is located in Equatorial East Africa and shares borders with Uganda to the west, Tanzania to the south, Sudan to the northwest, Somalia to the northeast and Ethiopia to the north.

The country covers an area of approximately 58,650 square kilometres.

The topologically is diverse: The eastern

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region slopes gently to the coral-backed seashore; the western portion rises more abruptly through a series of hills and plateaus to the rift valley, and then slopes westward to the lowest part occupied by Lake Victoria.

a series of beautiful beach hotels offering world class accommodation.

The country’s coastline is approximately 536 kilometres at the Indian Ocean with

On the plateau, the weather is hot and dry with temperatures during the day

There are two rainy seasons, the long rains from March to May and the short rains in October and November.

of between 25 degrees and 30 degrees Celsius.

shakers, small harps, the Wandindi and the Nyatiti, widely popular in western Kenya.

The Kenyan people, the Bantus, Nilotes and Cushites migrated from various parts of Africa. The nilotes consisting of the Kalenjin, Maasai, the Luo, Turkana and Iteso moved from the west of Lake Turkana into Kenya.

The Luo’s migrated from southern Sudan to Uganda and settled on the shores of Lake Victoria.

The popularity of music, both local and international, spiralled in Kenya particularly in 1960s with the arrival of both independence and the electric guitar. At the time, there were definite influences from South African jazz, Zimbabwean highlife guitar and the distinctive rumba from the Congo.

The Bantus moved from the Congo Forest and settled in myriad places, between the hills and mountains of Central Kenya.

Later on a hybrid form of vibrant music, the fast and rhythmic benga, evolved widely in the country and to date is common.

Britain colonised Kenya and in 1962, the Lancaster Constitutional Conference was held in London, giving birth to the first Constitution. Kenya finally achieved internal self government on June 1st, 1963, celebrated annually as Madaraka Day.

The most items of art and craft are found in almost all parts the country at galleries or shops. They include Masaai bead jewellery and figurines, music instruments, gold and silver jewellery, soapstone sculptures, wooden carvings, tribal masks and paintings as well as batiks and kikoys – a traditional wraparound “kanga” used mostly by women.

On December 12th, 1964 (now celebrated as Shujaa Day), Kenya was declared a republic with Jomo Kenyatta as the first president, a position he held until his death in 1978. The then vice President Daniel Moi took over power and ruled until December 2002 when he handed over power after 24 years to incumbent president, Mwai Kibaki.

Kenya has total population 38,610,097 – comprising of 19,192,458 males and 19,417,639 females according to last year’s census.

Some 26,122,722 people (67.7 per cent) of the population live in rural areas whereas 12,487,375 (32.3 percent) live in urban areas.

The national language is Kiswahili and the official languages are Kiswahili and English.

Indigenous languages are also widely spoken and vary depending on region.

A total of 198,119 people are attending university, (115,094 male and 83,026 female). Another 1,796,467 students are attending secondary school, 9,425,390 in primary school and 2,247,071 are attending pre-primary school.

Kenya is rich in traditional dishes and varieties depending on the region. Maize, and its various products, forms the staple for upcountry regions while rice is the main dish in the coastal region.

The Maasai eat a lot of meat, while communities living in the Rift Valley consume a lot of milk.

Among Kenyans, culture is one of the crucial factors in defining their music. Instruments used for traditional music include the African drum (Ngoma), a variety of rattles and

Kenyans are legendary long distance runners and win most of the marathon meets in the world. The athletes are well known for their achievements that date back to early 1960s and continue to win in Olympics and Commonwealth Games besides other meets.

The outstanding beauty of Kenya is well known and it continues to attract tourists in large numbers. From the savannah in the south, the deserts of the north, to Lake Victoria – the second largest freshwater lake in the world – in the west, the tropical beaches in the east and the snow capped peaks of Mount Kenya is evidence that Kenya has a great variety to offer to visitors.

In game parks and reserves one is likely to view the elephant, the rhino, the buffalo, the leopard, the lion, the hippo, and crocodile.

Giraffes, numerous species of antelopes and birds can be viewed almost all year round. Indeed, Lake Nakuru is the greatest ornithological spectacle in the world and home of the world famous flamingo.

The white rhino, the waterbuck, the grevy zebra, baboon, hyena, warthog, pelican and several others are available, making the country one of the most visited in the region.

Kenya produces cut flowers almost exclusively for export, supplying 98 percent of its 40 types of flowers to European countries. Carnation, statics, astromeria and roses are the most predominant flowers grown, mostly in fertile lands surrounding Lake Naivasha. Kenya is the only place in the world that can produce best straight rose stem.

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Kenya Faces Future With Confidence Kenya has put the catastrophic political events of late 2007 and early 2008 that pushed the country to the precipice of economic collapse behind it

All indications are that Kenya is on track towards the creation of wealth and prosperity in line with its long- term development blueprint commonly known as Vision 2030.

The political objective of Vision 2030 is to build an issue-based, people-centred, resultoriented and accountable democratic system.

New Constitution

On the economic front, Vision 2030 aims to maintain a sustained growth of 10 per cent per annum over the next two decades.

Socially, the Vision seeks to build a just and cohesive society enjoying equitable social development in a clean and secure environment.

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There is a new enthusiasm among the Kenyan people occasioned by the promulgation of a new constitution in August of 2010.

President Mwai Kibaki and Prime Minister Raila Odinga, accredited diplomats and captains of industry have welcomed the

basic law as a fine document that will spur economic growth.

The management of the plebiscite by the Independent Interim Electoral Commission and the successful conclusion of the poll helped restore the confidence of Kenyans in the ballot.

The Grand Coalition Government, hastily put in place in 2008 to stop the country from bleeding from what has come to be called post-election violence (PEV), appears to

have overcome the teething problems of 2009 and early 2010.

Tenth Parliament Kenya’s Tenth Parliament is easily the most assertive the country has seen. Its televised live debates have grabbed the people’s imagination and renewed their confidence in the institution of Parliament as a check on the Executive and custodian of democracy.

Parliament and the Kenya Anti-Corruption Commission as well as civil society with the support of diplomats in Nairobi and media scrutiny have brought fresh impetus and urgency to the fight against corruption.

This has delighted trade partners, donors, the World Bank, International Monetary Fund, businesses and ordinary people alike.

Kenya’s banking system, which was saddled with a high level of non-performing loans in the 1990s and early 2000s and witnessed heightened disruption and serial crises, has, under the guidance of the Central Bank, stabilised.

Credit Risk Management The Credit Risk Management Guidelines issued by the Central Bank in 2005 and the Risk Classification of Assets and Provisioning of 2006, have facilitated the strengthening of credit risk standards by banks.

This is evidenced in the ratio of gross nonperforming loans, which stood at 7 per cent at the end of September of 2010.

A notable and welcome feature in most parts of the country, and especially in the capital Nairobi, is the construction, rehabilitation and expansion of the road network. Survey after survey by reputable opinion pollsters gives the coalition government high marks for road building.

In its strategy for Kenya titled The World Bank in Kenya: Challenges and Opportunities, the World Bank states that correcting major infrastructure bottlenecks will help boost growth.

by the Ministry of Finance, had put their act together with a view to attaining the goals of Vision 2030, the government’s blueprint for transforming Kenya into a Middle Income Country by 2030.

As per the articles of association, Kenya, as a member of the IMF, has agreed to subject its economic and financial policies to the scrutiny of the international community.

The IMF provides country surveillance for the Central Bank of Kenya and visits the country twice a year to review its economic programme and policies.

“Since then, performance has been sluggish as witnessed by the decline in growth of GDP to a mere 1.7 per cent in 2008. The country is now faced with the challenge of restoring the economy back to the growth path that had been realised before the crisis.”

The Governor of Kenya’s Central Bank, Prof Njuguna Ndung’u, said in an interview in November of 2010 that the economy is “still on a recovery path, retracing its previous growth trajectory when it peaked 7.1 per cent in 2007”.

Global Competitiveness Report

Monetary Fund Managers of Economy In October of 2010, the International Monetary Fund projected that Kenya would register a 5.5 per cent economic growth where the government had itself projected a growth of between 4.5 per cent and 5 per cent in 2010 in the Budget Strategy Paper of June 2010.

The IMF’s report was confirmation that the managers of Kenya’s economy, led

The report was also a source of great encouragement and inspiration for the managers of the economy because, in his foreword to the Ministry of Finance’s 2009-2012 Strategic Plan, Deputy Prime Minister and Minister for Finance Uhuru Kenyatta wrote thus of the effects of the post-election violence:

In November of 2010, the Global Competitiveness Report prepared by the World Economic Forum named Kenya the second most competitive economy among the five East African Community member countries.

From the report, Kenyan businesses and entrepreneurs emerge as beneficiaries of greater business sophistication and innovation in product delivery. It also gives Best of Kenya

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Kenya high marks in efficiency enhancers such as labour market efficiency and developed financial markets.

that they enjoy and use the new constitution as a safeguard for their freedoms, civil rights and democratic governance.

This was followed up the same month by the New York-based rating agency Standard & Poors, which raised Kenya’s sovereign rating from B to B+ because it said the country’s political risk had fallen considerably since the upheaval of late 2007 to early 2008.

Devolution of Power

Standard & Poors Specifically, Standard & Poors said: “The stable outlook reflects our expectation that the ruling coalition will continue working together on political and macroeconomic issues, and that political instability will not significantly hinder our projections of economic growth.’’

Standard & Poors also gave high marks to Kenya’s new constitution, especially because it makes clear the demarcation of power between the presidency, Parliament and other pillars of government.

For the agency it was revealing that the referendum to adopt the new constitution was carried out peacefully, barely two years since the post-election violence of 20072008.

The new constitution devolves power to the regions, which is meant to empower local communities to participate in their governance and help shape the direction of their economic development while maintaining Kenya as a unitary state.

Devolving power and decision-making processes to the regions has given rise to heightened search for development strategies for the regions. Professionals from Kenya’s new 47 counties have since the promulgation of the constitution held regular caucuses especially to identify the leadership competences necessary to help unlock the economic potential of their regions.

Putting in place a new constitution is a major and shining achievement of the coalition government for it was not only desired and fought for by Kenyans for about two decades, but was also integral to the healing process necessary to put Kenya back on course after the post-election violence.

Migration and Remittances

The conduct of Kenyans in the lead-up to the referendum of August 2010 was an indicator that they were eager to maintain the peace

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It is not only foreign firms and international agencies that are giving Kenya and Kenyans

something to smile about and a future to look forward to.

Still in October, the World Bank’s report titled Migration and Remittances Fact Book 2011 showed that Kenyans abroad — also known locally as Kenyans in the Diaspora — would have remitted Sh136 billion to the country by the close of 2010.

The significance of this figure lies in the fact that at Sh136 billion in 2010, the remittances of Kenyans overseas would overtake tourism (Sh100 billion), horticulture (Sh71 billion) and tea (Sh70 billion) as earners of foreign exchange for Kenya.

It is also significant that the Government of Kenya in its proposed new foreign policy document by the Ministry of Foreign Affairs declares boldly that “Diaspora diplomacy recognises the importance of harnessing the diverse aspects, dynamics and potential of not only Kenyans living abroad but also Africans in the Diaspora which now encompasses the Sixth Region of the African Union”.

Kenya Tourism Board Tourism figures as of July 2010 from the Kenya Tourism Board (KTB) showed that there were 600,227 arrivals, up from the 579,668 recorded in July of 2007, of which the Board says optimistically: “These

current figures portend a bright future for us and we hope to record best arrivals towards the end of the year.”

New Desired Destination, Best Hotels in China, Airliner of the Year, Most Popular Destinations and the Best Cruise Liner.

The Governor of the Central Bank of Kenya said in November that these cumulative tourist arrivals had increased from 599,718 in July of 2010 to 701,182 in August 2010.

Kenya beat African rivals South Africa, Zimbabwe, Zambia, Tanzania, Uganda and Tunisia which were all eligible for selection by the veterans of travel, trade and internet browsing who voted in the competition.

Tourism activities in Kenya are concentrated on wildlife, which accounts for 70 per cent of gross tourist earnings and 5 per cent of the Gross Domestic Product. Indeed, seven of Kenya’s parks receive about 80 per cent of visitors to the country.

According to KTB projections, and in line with Vision 2030, the tourism sector has immense investment opportunities for both local and foreign investors available, which include the development of three resort cities in Isiolo, Diani and Kilifi.

New Desired Destination Travel and Cuisine magazine gave Kenyans a promising start to 2011 when it voted Kenya the New Desired Destination 2010 in China. Kenya was awarded this new status alongside Spain, Turkey, Egypt and Italy.

The Travel and Leisure Awards is a prestigious accolade because it has only five categories of prizes. These are

World Heritage Sites KTB is also keen on the development of the World Heritage Sites of Lamu, Mt Kenya and Sibiloi as tourist destinations as well as health spas at geothermal sites and business and conference tourism.

That the numbers of visitors picked up significantly so soon after the political upheaval of 2007 and 2008, and the global economic downturn, is a confidence booster not only for the tourism sector but also for the government and country because tourism is hardest hit by instability.

This boost is a godsend because tourism is one of the six economic pillars identified by the government as central in driving the economy to a 10 per cent per annum growth, crucial for the attainment of Vision 2030.

In this respect Kenya aims to be one of the top 10 long-haul tourist destinations

in the world. The other economic pillars include agriculture, wholesale and retail trade, manufacturing, business process outsourcing and financial services.

Not surprisingly, the economy’s resurgence in the second quarter of 2010, says the Central Bank, was driven by a strong recovery in agriculture (5.8 per cent), building and construction (18 per cent), manufacturing (6.8 per cent) and financial intermediation (16 per cent).

These four sectors approximately accounted for 60 per cent of the GDP growth recorded for the second quarter.

Kenya is proud that the World Bank’s strategy report, The World Bank in Kenya: Challenges and Opportunities, declares that the country is not aiddependent.

Millennium Development Goals The growth of the economy is crucial for the attainment of Millennium Development Goals (MDGs) whose target date is 2015.

According to the World Bank, Kenya is on track on three of the eight MDGs. These are free primary education (MDG 2), gender equality (MDG 3) and reduction of HIV/Aids, malaria and other diseases (MDG 6).

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Varied and Valued Heritage of Splendour Kenya’s varied landforms, seascapes and landscapes give the country its unique climate, beauty, identity, culture and heritage. These include the coastline, coral reefs, freshwater and salty lakes, savannah grasslands, snow-capped mountain peaks, extinct volcanoes, forests, rivers, lakes, wildlife and fertile soils

The Great Rift Valley Estimated to have formed some 20 million years ago, the Great Rift Valley, as it was named by Scottish explorer and geologist John Walter Gregory, is one of the world’s most breathtaking and awesome natural phenomena. The Rift, like the Great Wall of China, is visible from space.

The uneven floor of the Rift Valley with its numerous depressions houses lakes Nakuru (home of the flamingoes), Naivasha (around which are some of Kenya’s most lavish flower farms), Bogoria (with its hot springs), Turkana (also known

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as the Jade Sea because of the colour of its water) and Magadi (well-known for soda).

At Lake Naivasha, the cliffs of the Rift Valley rise to 1,900 metres (6,232 feet) and then descend to 580 metres as the Great Rift heads into Tanzania. The Rift Valley is at its lowest near Lake Turkana, where there is virtually no distinction between it and the surrounding desert.

Some of the richest soils in Kenya which form the best farmlands of wheat, maize and tea are found in the Rift Valley as are the driest parts of the country.

The Rift Valley is home to most of Kenya’s fossil record. The sites where this fossil record is found are significant tourist attractions.

Kenya’s fossil record begins at 7 million years, which makes the country the only one in the world — apart from Ethiopia — with the longest human origins record.

The Rift Valley is regarded as the hot spot of evolution, with hundreds of documented sites preserving the physical and cultural evolution of the human species and its ancestors.

Mt Kenya Peaking at 5,199 metres (17,000 feet), Mt Kenya is Kenya’s highest mountain and the second highest in Africa. Its three snowcapped peaks — Batian, Lenana and Nelion — give the mountain a distinctive look. It was classified as a UNESCO World Heritage Site in 2006. The mountain supplies over 7 million people with water and attracts thousands of tourists every year.

Nicknamed the Mountain of the Breast or Mountain of Illusion, Mt Elgon, Kenya’s second highest mountain is cut into two by the Kenya/Uganda border. Its highest peak (4,155 metres) in Kenya is named Koitoboss.

Mt Elgon is a water catchment area for the River Nzoia, which drains into Lake Victoria, and the River Turkwel, which drains into Lake Turkana. It is home to Mt Elgon National Park.

Mt Longonot It hosts a caldera — a large hole at the top — and is volcanic. It is part of

the Mt Longonot National Park, which is home to varied and valued animal species, including zebra and giraffe. The crater’s floor is covered in forest made up mainly of small trees. Mt Longonot is believed to emit carbon dioxide into the atmosphere.

Mt Suswa Shaped like a shield, volcanic Suswa, like Mt Longonot, is found in the Rift Valley.

The Aberdares They are a volcanic range that runs for about 100 kilometres and forms the eastern wall of the Great Rift Valley.

The highest peaks, Ol Donyo Lesatima (3,999 metres) and Kinangop (3,906 metres), are separated by moorland at 3,000 metres. The range is a water catchment for the Tana and Athi rivers, which flow into the Indian Ocean and are a source of most of Kenya’s hydropower.

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River Tana Covering 440 miles, it is Kenya’s longest river. On the Tana are found most of Kenya’s hydro-power stations.

River Sabaki The Athi-Galana-Sabaki is Kenya’s second longest river, covering 390 kilometres.

15th Century), the Ruins of Pate Island in Lamu and the Ruins of the Fort at Siyu, also on Pate Island.

Faith-based sites include St Paul’s Church in Rabai, the Methodist Church in Mazeras and Emmanuel Church in Frere Town, Mombasa.

The rocks feature the Weeping Stone of Kakamega and Kit Mikayi (Stone of the Elder Wife) in Bondo.

River Ewaso Ng’iro Forests of Kenya Some call it the Ewaso Nyiro.

Kakamega Forest Lake Victoria This is a freshwater lake. It is the world’s second largest freshwater lake by area after Lake Superior (between the Canadian province of Ontario and the US state of Minnesota), which makes it Africa’s largest freshwater body. Lake Victoria covers the East African countries of Kenya, Uganda and Tanzania. It is the source of the River Nile.

With over 300 bird and 400 varieties of butterfly it is reputed as Kenya’s most fascinating destination for butterfly and bird lovers. It is found in western Kenya.

Aberdares Forest Has a wealth of wildlife, including elephant, rhino, waterbuck, reedbuck, wild pig, dik dik and the increasingly rare mountain bongo.

largest existing portion of the tropical rain forest that covered a great part of East Africa. It is found at the coast.

Shimba Hills Forest

Kenya’s Heritage Sites Arabuko Sokoke Forest They include the Vasco da Gama Pillar in Malindi, Fort Jesus in Mombasa (both of which were built by the Portuguese circa

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Gazetted in 1943 as a protected area and as a strict nature reserve in 1960, it is the

Also found at the coast, it has unique vegetation consisting of rain forests and grasslands broken by woodlands and costal bushes.

Famous Wildlife Elephant (the stately giant), rhino (weighs a ton or 2,240 pounds, gives impression of being armour-plated), hippo (nocturnal herbivore with king-size mouth and bite), buffalo (fiery temper), lion (king of the jungle), giraffe (tallest of them all), zebra (of the famous stripes), wildebeest (nicknamed clown of the wild), flamingo (pretty in pink), crocodile (survived the dinosaurs), cheetah (primed for speed), leopard (known for stealth, speed and surprise), hyena (bonecrusher extraordinaire) and many more.

SOURCE: Guide to Kenya’s National Heritage and Culture, published by the Government of Kenya, Ministry of State for National Heritage and Culture and printed by the Kenya Literature Bureau in 2009, Kenya: Portrait of a Country, published for the Central Bank of Kenya in 2008 by Transafrica Press and Best of Kenya Volume I. Best of Kenya

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New Constitution Ushers in Era of Great Expectations Basic Law heralds the re-birth of Kenya The basic law is a delight for campaigners for human rights, especially because of the Bill of Rights. It is categorical that the rights and fundamental freedoms in it belong to each and every individual and are not granted by the State and are thus inalienable.

Indeed, the Bill states that it is the fundamental duty of the State and all its organs to observe, respect, protect, promote and fulfil the rights and freedoms in it. These are captured under, but are not limited to: • • • • • • • • • • • •

After the acrimony and cacophony of the campaigns came the excitement and anxiety of the voting and then the delight and relief of a peaceful end to a twodecade-long search. Kenyans woke up to a new constitution on August 5 of 2010.

Times have truly changed: Now one can acquire the citizenship of another country and still be Kenyan; that is, one won’t lose one’s Kenyan citizenship on becoming the citizen of another country.

In 1990 the passport, property of the State, could be confiscated at the stroke of a pen or wave of officious hand; permission to travel could be denied at a whim; and one could be refused foreign exchange at the eleventh hour.

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On August 27. 2010, President Mwai Kibaki, before a large and cheering audience graced by a galaxy of foreign dignitaries, held the new basic law aloft and promulgated it. That ushered in a new Kenya; a new era of hope, renewed optimism, broader horizons and great expectations.

Democratic Values The Constitution is designed to entrench democratic values and governance, end ethnic tensions, devolves power to the regions, unveils a comprehensive Bill of Rights and clearly demarcates power between the Executive, Legislature and Judiciary.

• • • • • • • • • • • • •

The right to life Equality and freedom from discrimination Human dignity Freedom and security of the person Slavery, servitude and forced labour Privacy Freedom of conscience, religion, belief and opinion Freedom of expression Freedom of media Access to information Freedom of association Assembly, demonstration, picketing and petition Political rights Freedom of movement and residence Protection of right to property Labour relations Environment Economic and social rights Language and culture Consumer rights Children Persons with disabilities Youth Minorities and marginalised groups Older members of society.

However, because women have been marginalised —especially when it comes to the right to property — the provisions on the family attracted huge interest. Under the family, one proviso states: “Parties to a marriage are entitled to equal rights at the time of the marriage, during the marriage and at the dissolution of the marriage.”

Another proviso states that Parliament shall enact legislation that recognises “marriages concluded under any tradition, or system of religious, personal or family law; and any system of personal and family law under any tradition, or adhered to by persons professing a particular religion’.’

The Constitution aims to end all forms of impunity and embeds holding of public officers to account in Kenya’s body politic. In this regard, the Constitution vests in officers of the State the responsibility to serve the people rather than the power to rule them.

Leadership and Integrity The new law demands that officers of the State be people of integrity and gives the following as the guiding principles of leadership and integrity: a) Selection on the basis of personal integrity, competence and suitability, or election in free and fair elections; b) Objectivity and impartiality in decision making, and in ensuring that decisions are not influenced by nepotism, favouritism, other improper motives of corrupt practices; c) Selfless service based solely on the public interest and demonstrated by honesty in the execution of public duties and declaration of any personal interest that may conflict with public duties; and, d) Accountability to the public for decisions and actions; and discipline and commitment in service to the people.

The Cabinet Cabinet positions, previously used to reward political cronies, will no longer be competed for by Members of Parliament. The Cabinet, which previously could be unwieldy in size, will now be made up of only the President, the Deputy President, AttorneyGeneral and not more than 22 Cabinet secretaries.

The president shall nominate the Cabinet secretaries, but these will be vetted by Parliament. Similarly, the president will no longer have the final word on the appointment of senior

public officers such as judges and heads of parastatals. Nominees will be vetted by Parliament.

Parliament will not be a rubber stamp and, as a sign of things to come, an already assertive Tenth Parliament is ruffling feathers in the Executive, which it is supposed to keep in check on behalf of the people of Kenya.

However, MPs will be aware that the new Constitution confers on their respective electorates the power (right, it says) to recall them before the end of their term. Parliament will enact legislation to provide for the grounds on which an MP may be recalled.

Public Finances On public finances, the Constitution is clear that there shall be openness and accountability, including public participation in financial matters; and that the public finance system shall promote an equitable society. Therefore: • The burden of taxation shall be shared fairly; • Revenue raised nationally shall be shared equitably among national and county governments; and • Expenditure shall promote the equitable development of the country, including by making special provision for marginalised groups and areas.

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Vision 2030: Blueprint for Economic Take-off

economic pillar aims to maintain a sustained economic growth rate of 10 per cent per year over the next 20 years; the social pillar focusses on building a society in which all people are educated, healthy and hunger-free, while the political pillar concentrates on building democratic, people – centred systems of government from the grassroots to the national level.

THE VISION The Kenya Vision 2030 is the most comprehensive and focused development blueprint ever produced by the Kenya Government since independence in 1963. Because it covers all sectors of the economy and all regions of the country, it far surpasses all previous blueprints which tended to focus on the development of the so called high value areas at the expense of the arid and semi-arid sections of the country.

This blueprint aims to transform Kenya into a newly- industrialising middle-income country that provides a high quality of life

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for all its citizens by 2030. For this goal to be reached, the country’s economy would have to grow at an average rate of about 10 per cent per year over the next 20 years.

To successfully realise the Vision and ensure the timely implementation of all its projects, a Vision Delivery Secretariat, under a Director General, has already been created within the Ministry of Planning and National Development. The secretariat reports to the Vision 2030 Delivery Board, which oversees its policy initiatives.

The Vision is based on three pillars: economic, social and political. The

The economic, social and political pillars are anchored on success in 10 specific areas. These are: building a strong and steadily- growing economy; reforming the way Kenyans are governed; helping the poor, building a modern network of roads, railways, ports, airports, water and sanitation facilities and telecommunications; developing new energy projects and exploiting the potential of science, technology and innovation fully.

The others are developing the country’s human resources fully; reviewing the relationship between the people and the land on which they live and farm; building a society free of danger and fear; and creating a world – class public service system.

Under the economic pillar, emphasis will be laid on six major sectors: tourism, retail and wholesale trade, agriculture, manufacturing, business process offshoring and financial services.

Specifically, during the Vision period, Kenya will be aiming to be among the top 10 longhaul tourist destinations in the world dealing with the high end of the market.

In agriculture, the emphasis will shift to adding value to the country’s agricultural products while further specific efforts will be made to lower operating costs in the wholesale and retail sector.

Kenya will also be aiming to become the provider of choice of manufactured goods for the East and Central African region and to create the most vibrant and competitive financial services sector in the region. It will also be venturing into the new sector of business process offshoring by providing specialised services via the internet to individuals or companies overseas.

Under the social pillar, emphasis will be laid on seven specific areas: education and Best of Kenya

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training; health; water and sanitation; the environment; housing and urbanization; gender, youth, sports and culture; and equity and poverty eradication.

Specifically focusing just on education and health, Kenya will aim to provide the best education possible for the highest numbers while at the same time ensuring that all its citizens can access whatever medical services they need at the lowest possible cost.

Under the political pillar, Kenya aims to transform itself into a truly democratic country in which race, ethnicity, religion, gender or economic status do not affect the fundamental political rights of any citizen.

The constitution will be supreme; the sovereign power will repose and belong to

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the people; all people will participate in all the structures and systems that govern them and there will be a constitutional separation of powers between the judiciary, executive and parliament.

substantial margins. But why should anyone, foreign or local, choose to invest in Kenya between now and 2030?

In this regard, a new, people-driven constitution, which upholds all these fundamental principles and contains a special Bill of Rights, was promulgated in August, 2010 paving the way for much more dramatic developments under the Vision’s political pillar.

With a current estimated gross domestic product (GDP) of about $30 billion, Kenya has one of the largest, most diversified and broad-based economies in the whole of Africa and certainly in the East African region.

Why invest in Kenya?

If the overall strategic goals of Vision 2030 are to be achieved, the levels of both local and foreign investment in the Kenyan economy will have to be increased by very

Here are just a few reasons why:

It is easier to travel from Kenya by air to any part of the world than it is from any other country in the East and Central African region.

Kenya has a very deep pool of educated and skilled manpower. No other country

Where to Invest The Vision 2030 blueprint has identified numerous sectors within the Kenyan economy that are ideal for initial or additional foreign or local investment. These investment-friendly sectors cover the whole range from tourism, agriculture and transport to energy, communication, building and construction to pharmaceuticals.

There are also a number of emerging sectors including eco-tourism, telecommunications equipment and fisheries which could be of special interest to the non-traditional investor.

If one was going to invest in Kenya between now and 2030, here are some of the areas, selected just from the energy sector, in which such money would be safest, competition least and returns highest. in East and Central Africa can match it in terms of the technical or professional potential of its manpower.

The Kenyan economy is now fully liberalised across the board. All government controls have been removed in all sectors including agriculture, transport, manufacturing and financial services.

Manufacturing Transformers The government plans to connect one million customers to the national power grid by 2012. To do this, it will require at least 60,000 new transformers and the capacity to repair at least 2,000 others annually. Any investor who puts his or her money in this area is unlikely to go wrong.

Geothermal development

All government departments are now subjected to performance contracting, which has enabled the public sector to operate more effectively and better support private business and investment.

The country has the most developed stock market in the East and Central African region.

The estimated geothermal energy potential in the country’s Rift Valley region alone is between 4,000 and 7,000 mega watts (mw). Out of this vast potential, only 163 mw has so far been developed for the generation of electricity. Under the Vision 2030 projections, at least an additional 490 mw should have come on-stream

from this source by 2019. No specific investors have been identified yet.

Coal - fired plant The Kenya Government has commissioned a feasibility study on the establishment of a 300mw coal power plant in Mombasa. It would require from 0.9 to 1.1 million tonnes of coal a year, all of which would have to be landed at the Mombasa port and transported to the power station. No investors have yet been identified for this project.

Renewable Energy A lot of investment opportunities currently exist in Kenya in the renewable energy sector. These include the production of solar electricity generators and wind power equipment. The annual market demand for the photo voltaic panels is now about 500 kilowatt at peak and is projected to grow at 15% annual. In addition, a wind map for the whole country has already been developed.

Nuclear Power Nuclear power generation has been identified as a potential source of affordable electricity for spurring economic growth. For a start, the private sector will be given an opportunity to develop a 300 – 1,000 mw nuclear power plant over the next 7 years.

Private sector players with the necessary experience and resources are being sought to commence work forthwith.

More than 100 investment opportunities across the Kenyan economy have already been identified. Details can be found in the Vision 2030 investments booklet.

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On Track to Achieving Vaulting Vision 2030 Best of Kenya interviewed Dr James Mwangi, Chairman of the Vision 2030 Delivery Board, on the status of the Vision

Q: How committed is Government to Vision 2030?

A: The best indicator that the Government is fully committed to the realisation of Vision 2030 comes from the fact that President Mwai Kibaki never tires of reminding the people of Kenya of the importance of the Vision, which is to transform Kenya into a Middle Income Country by 2030.

Indeed, the President has made realisation of the Vision his legacy. It is evident that the President is committed to giving the Vision the right platform and foundation for its realisation. You will realise that Vision 2030 is insulated from mainstream government — which means that it is not vulnerable to political cycles and whims.

It is also important to note that Prime Minister Raila Odinga’s energy, enthusiasm for the Vision as well as his co-ordination similarly point to a commitment to give the blueprint a strong foundation on which subsequent governments will build towards attaining the Vision.

The third point, which could well be the first, is that the country’s Budget is aligned to Vision 2030. The decision by the Government to do this is the clearest indicator yet of its commitment to the Vision.

Q: Did you say Vision 2030 is sufficiently insulated against the whims of politics and politicians? How? A: Vision 2030 is mainstreamed in the Constitution through the Bill of Rights, which guarantees citizens the highest attainable standard of health, clean and safe water, goods and services of reasonable quality, shelter and education; to mention but five.

The Bill of Rights is the equivalent of Vision 2030’s social pillar, which rests on the premise that investment in human capital is paramount for economic development. The Constitution is the main frame of Vision 2030 — it is the Constitution that insulates the Vision from political whims.

Q: Is Vision 2030 predicated on donor funding? How enthusiastic are donors about Vision 2030?

A: May I begin by disabusing sceptics and critics of this notion. May I state

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unequivocally that it is not true that Vision 2030 is predicated on donor funding. Vision 2030, I am proud to say, is independent of donor funding; it is predicated on local resources. Indeed, 95 per cent of the resources for the Vision are to be generated locally, which is why the Budget is aligned to Vision 2030.

The views of donors are not paramount, but those of the private sector and participation of the private sector are crucial. This is why the 120 or more flagship projects of Vision 2030 are all detailed to be private, public sector partnerships (PPP).

Kenya’s private sector is already playing a significant role in Kenya’s road to becoming a Middle Income Country; already Kenya’s banks, for example, are stalwarts in the region and telecommunications companies are making the sector globally competitive.

By bringing the private sector into play through concessions and the public through infrastructure bonds, we have liberated ourselves from donors. Crucially, I would like to state that, as a country, by aligning our Budget to Vision 2030, we have aligned donor funding to Vision 2030.

Q: How does the Board raise funds?

A: Vision 2030 is mandated to raise funds through infrastructure bonds and we have already attained Sh50 billion of which Sh18 billion has been earmarked for energy development and the balance allocated for roads, irrigation and water.

Q: Is the Vision an integrated programme?

A: We are talking about a very integrated programme. The new Constitution stands out as the grandest achievement under the political pillar of Vision 2030. This pillar recognises that the governance system is crucial to the achievement of Kenya’s development agenda.

Regarding education, the school curriculum is being reviewed in line with Vision 2030, which means the Vision is to be inbuilt in Kenya’s education system.

Health centres around the country are being aligned to decentralisation of Vision 2030.

Turning to agriculture, to which I have alluded above in relation to money being set aside for irrigation, we aim to have a massive 1 million acres under irrigation.

This means more than the doubling of the Mwea and Bura schemes, which are themselves priority projects.

Under Vision 2030, Kenya aims to have an innovative, commercially-oriented and modern agricultural sector.

there are new hotels coming up all over the country and why leading global hotel brands are queuing up to invest in Kenya.

Needless to say, infrastructure is crucial to Vision 2030 and Kenya has over the last seven years witnessed the highest and most aggressive level of infrastructure development since independence.

Q: In a word, you are saying that Vision 2030 is on track? Is the economy humming along in a comforting way?

Indeed, Kenya is not extending roads; it is creating new roads and, a closer look will reveal something else: the country is being connected better with Uganda, Sudan, Ethiopia and Tanzania.

Kisumu’s upgrade to an international airport, capable of handling the new Boeing Dreamliner, is underway and design work on the Lamu deep sea port has already started.

The second and third phases of the expansion of the Jomo Kenyatta International Airport are underway and the design work for the Mombasa-Malaba high speed commuter train is now on track.

This picture will be incomplete without mention of the eight-lane, double-deck Thika Highway, which should be finished by 2011.

As for Information Technology (IT) or ICT, Kenya has witnessed the fastest growth and innovation in this sector in the region. Vision 2030 states clearly that a competitive economy must embrace ICT and the Board of Vision 2030 is happy to note that Kenya is referred to as the Silicon Valley of banking and telecommunications in the region.

On energy, Kenya has opted for clean energy, green energy, and this is where geothermal power generation comes in.

We have the highest endowment of steam in the world, which, coupled with wind power in Turkana, will see the country produce 2,000 kilowatts of power by 2015, double the current level.

May I mention that the Kipevu plant will add 84 megawatts to the grid, and Kindaruma is set to increase production by 50 per cent. The upshot of all this is that, with increased energy, manufacturing will be stepped up considerably.

Q: How about tourism? According to Vision 2030, Kenya aims to be one of the top 10 long-haul destinations in the world?

A: The recovery of Kenya’s tourism from the slump of 2007/2008 has been remarkable. In fact, the tourist arrivals for 2010 surpassed those of 2007. It is why

A: As far as the enablers go, I can say confidently that we are on track and they all will be in place by 2015. By 2015 most of the projects I have talked about and many others will be completed and Kenyans will see the Vision taking shape and take their place to play their active roles in it.

The World Bank projected that Kenya’s economy would grow by 5.4 per cent in 2010 and rise to 6 per cent in 2011, I am of the view that it will perform better than that for both years. The country has got the microeconomics right; inflation is down to 3 per cent, the exchange rate is stable and interest rates are friendly.

It speaks volumes about the confidence Kenyans have in their economy that remittances from the Diaspora surpassed the Sh150 billion mark in 2010.

We are back on track towards an annual 10 per cent growth target which stood at 7 per cent in 2007, but was slowed by the political upheaval we have come to call the post-election violence.

Q: Are you persuaded that enough has been done to address the factors that led to the political upheaval of 2007/2008, with a view to ensuring it is not repeated?

A: These have been addressed under what is commonly known as Agenda IV, by which we are as a country supposed to ensure constitutional, electoral, judicial, police and public sector reforms.

These have been undertaken and are still being done. The Government is committed to reforms and the score card in 2010 was both favourable and positive.

Q: Lastly, are Kenyans ready to play their role in Vision 2030 or, rather, will they be ready come 2015, when all enablers are in place?

A: We are working closely with the Brand Kenya Board, which is creating a national value system for Kenyans in order that they may fit in the new Kenya Vision 2030 is creating. Together with Brand Kenya we wish to impress it on Kenyans that it is vital that we embrace values that will enable us to fit in a global system with high standards of living.

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Around The World With Best of Kenya The perfect gift for country and nation branding

Over the last one year Best of Kenya Volume I has earned for itself the reputation of the best public relations and marketing book for country, people, government and businesses this country and nation brand has yet seen.

And the book has been to places not even we at Global Village Publishers EA Limited

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would have imagined in 2008, when we launched the book concept and then began to put Volume I together.

Whenever Prime Minister Raila Odinga has travelled overseas on official duty, he has always taken with him copies of Best of Kenya Volume I, which he has gifted his

hosts as a prime promotional and marketing instrument for Kenya.

On the December 2010 trip that took him to the UN Climate Change Conference in Cancun, Mexico, the Prime Minister showed and gifted the dignitaries who paid him courtesy calls at his temporary offices

Best of Kenya Volume I as Raila took her through the book.

When the Prime Minister held a media briefing with the Kenyan delegation to Cancun, he said that their foremost duty at the conference was to seek what is good for Kenya collectively and individually. “When you see leaders coming here and convening small meetings with others before moving onto the bigger negotiating table, they are doing it because they know what is good for their countries. We are here to seek what is good for Kenya. We must never lose sight of that.� at the Moon Palace with Best of Kenya Volume I. Among the dignitaries who visited the Prime Minister was the Danish Minister for Climate, Energy and Gender Equality, Lykke Friis, who was seen on local television and in newspapers admiring

Best of Kenya gives prominence to investment opportunities available in this country and, by celebrating and showcasing public and private sector success stories, positions the country as one in which businesses thrive. The books also promote Kenya as a reputable visitor destination.

Previously, the Prime Minister has gifted his hosts in Japan, Hong Kong, Egypt and Germany with Best of Kenya. We at Global Village Publishers EA Limited are proud to report that the Prime Minister holds Best of Kenya in high regard.

We are grateful to the Prime Minister for launching the concept of Best of Kenya in 2008 and to the Deputy Prime Minister and Minister for Local Government, Mr Musalia Mudavadi, for launching the book in 2010.

We are also proud of our humble role in helping market Kenya, its businesses, entrepreneurs, government and people to the world.

With Best of Kenya Volume II, we are endeavouring to take that effort to the next level.

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Ministry of Regional Development Authorities Managing Natural Resources, Empowering Communities

The Ministry of Regional Development Authorities (MORDA) Permanent Secretary, Engineer Carey Orege, explains, exists to provide policy guidance, build capacities, and ensure oversight management, coordination and development support to Regional Development Authorities (RDAs).

rather from all the RDAs and preparation of quarterly reports form an essential part of the monitoring and evaluation process to enable the Ministry to measure performance and institute corrective measures in a timely way,” Eng. Orege says.

MORDA also monitors and evaluates the implementation of programmes and projects in RDAs to ensure that targets are achieved within the time allocated and that set objectives are delivered efficiently and effectively.

Kenya has six RDAs: the Kerio Valley Development Authority (KVDA), Lake Basin Development Authority (LBDA), Ewaso Ng’iro North Development Authority (ENNDA), Ewaso Ng’iro South Development Authority (ENSDA), Tana and Athi Rivers Development Authority (TARDA) and Coast Development Authority (CDA).

“Regular collection of data and the analysis of it from across the country, or

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RDAs have the mandate of promoting integrated development within their areas of jurisdiction through the implementation of integrated programmes and projects such as the provision of hydro-power, flood control, water supply for irrigation, domestic and industrial use as well as environmental conservation.

MORDA and RDAs, therefore, have the critical roles of helping Kenya alleviate poverty, balance regional development and reduce regional disparities in development through wealth creation, equitable distribution of resources, creation of employment and urban planning.

agencies that deal with agriculture, water, the environment, wildlife, forestry and natural resources.

As Eng. Orege puts it, MORDA’s objectives dovetail with those of the ministries of Agriculture, Fisheries, Tourism, Local Authorities and many others and must, of necessity, work closely with them to contribute to the national good and goals of poverty alleviation and realisation of the Millennium Development Goals.

In pursuit of its mandate MORDA focuses on the following specific programmes and/ or projects that contribute to Vision 2030, the Government’s blueprint for transforming Kenya into a Middle Income Country (MIC):

Hon. Frederick O. Gumo, EGH, MP, Minister for Regional Development Authorities

• Facilitate the implementation of the strategic programmes of the RDAs • Upscale Rural Development Services that includes implementation of rural development projects and feasibility studies for integrated basin-based programmes at the Ministry level • Facilitate optimal RDAs recurrent budgets • Optimise its staffing capacity • Upscale operational activities covered under its use of goods and services.

This is aptly captured in the MORDA mission statement which is “to facilitate and co-ordinate the RDAs in the execution of participatory, integrated basin-based development programmes through policy guidance and capacity building for sustainable utilisation of natural resources”.

The activities of MORDA and RDAs also aim to empower the local people to take advantage of their natural resources, available water, new and improved methods of farming and animal husbandry to increase the acreage under crops and animals under their care and increase their revenues.

For a ministry and authorities whose activities revolve around basins, water, its availability and use, exploitation of land and use of local natural resources to improve lives and livelihoods, conservation of the environment is an integral part of their operations.

That is why MORDA and RDAs have close links with other Government ministries and

Hon. Katoo Ole Metito MGH, MP, Assistant Minister for Regional Development Authorities

MORDA’s objectives are, therefore, to: • Promote and implement integrated regional programmes and projects through utilisation of basin resources and resource mobilisation such as from the Exchequer, Development Partners and Public-Private Partnerships (PPP), among others • Establish mechanisms for integrated planning at regional and local levels • Formulate and implement policy guidelines for economic utilisation of resources in consultation with relevant agencies

Eng. Carey Orege, CBS, Permanent Secretary, Ministry of Regional Development Authorities

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• Develop resource utilisation charters for conflict resolution, arising from regional jurisdictions • Establish all-inclusive mechanisms for mobilising local communities to participate effectively in regional, and benefit from, resource utilisation within the regions

This is encapsulated in Eng. Orege’s acknowledgment to the Ministry’s 2008 to 2012 Strategic Plan in which he states: “The strategies and objectives set out in this Plan aim to strengthen the core mandate of the Ministry, as well as invest in strategic initiatives that will lead to pre-eminence in six critical areas”.

• Develop and implement a framework for monitoring and evaluating regional development activities

He identifies these strategies as:

• Build and strengthen the capacities of regional development institutions at all levels

• Institutional strengthening and operational efficiency

• Strengthening integrated regional programmes

And looking back on the goals MORDA set itself for the 2008- 2010 period, the Ministry reports that it measures its achievements and those of the RDAs through access to water resources, sustainable utilisation and management of natural resources, agricultural and livestock production, fisheries and aquaculture production.

Towards this end Minister Fred Gumo, while pointing out that there is a lot more to be achieved, reports that MORDA’s success includes, but is not limited to: Increased access to water:

• Strengthen infrastructure and service linkages between existing and new market centres and towns.

Resource mobilisation and integrated basin-based development for efficient use of local resources towards the realisation of the objectives of Vision 2030 form a key plank in the strategic planning and execution of programmes by both MORDA and the RDAs.

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• Effective resource mobilisation up-scaling of RDAs on-going programmes for sustained growth • Promoting effective corporate governance with RDAs • Strengthening collaboration, partnerships and networks • Promoting the corporate image of RDAs and MORDA.

Completed in 2004, a study that resulted in the implementation of the Kimira-Oluch irrigation and water supply project that targets 3,000 households in Homa Bay and Rachuonyo Rehabilitation of 40 wells in Gem Constituency in Siaya County Construction of one weir across the River Yala in Siaya County which was taken over

by Dominion Farms Ltd. The water is used for irrigation, domestic purposes and livestock.

This project is to be up-scaled for generation of hydro-power

Ministry Leads The Pack In Becoming Iso-Certified The Ministry of Regional Development Authorities became the first government ministry to acquire ISO (International Organisation for Standardisation) certification. The acquisition was ample proof that the Ministry had not been ranked second best in performance evaluation results in the 2006-2007 year by fluke and that teamwork, hard work and efficiency had become the greese lubricating the vehicle of service delivery.

ISO certification is a modern management tool geared towards enhancing and sustaining both efficiency and effectiveness in the manner that resources are utilised in an organisation to ultimately achieve customer satisfaction. A sharp sense of focus by ministry staff, coupled by management support has seen to it that the overall aims and objectives are being addressed and achieved step by step, in line with the quality manual and departmental procedures adopted along the journey towards the ISO certification.

And as a result, customer satisfaction has risen from an initial 78 per cent in 2006-7 to 82.5 per cent in the 2008-9 financial year, according to a baseline survey.

Construction, completion and commissioning of 77 water supply facilities for use under Ewaso Ng’iro North Natural Resource Project; Check dams constructed under TARDA as well as the installation and commissioning of 10 water pumps by the Authority A 1.5 kilometre-long water supply pipeline laid at Kimao Dam in Baringo County.

Sustainable use and management of natural resources: Two regional master plans developed for Ewaso Ng’iro North Development Authority (ENNDA) and Ewaso Ng’iro South Development Authority (ENSDA) and process of data collection is ongoing in the four other authorities.

The Master plans have proved to be a usueful resource material for government departments, NGOS, Development partners operating in the two regions. Countries in these regions will no doubt find them useful.

• 3,715,000 tree seedlings were produced across all the authorities for conservation and commercial forestry • 26 acres of commercial woodlots were established • 51 tree nurseries established by TARDA • 50 hectare forest cover established in Ewaso Ng’iro North • 4.4 million trees planted by TARDA Improved Agricultural and Livestock production: • 339 high yielding breeding animals given to farmers • 1,030 acres of land rehabilitated and support for crop production under irrigation in Malindi (150 acres), Marakwet (200 acres) and Central Pokot (680 acres) Best of Kenya

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• 225 acres of rangeland was re-seeded with indigenous perennial grasses • 600 acres under integrated Tea Development in Trans-Mara were planted and target some 500 households.

Increase output from capture fisheries and aquaculture: • 970,000 fingerlings were produced and sold to farmers to improve fish farming and income generation • 97 community ponds and two landing sites were rehabilitated Eng. Charles Mwanda Director, Regional Development Authorities

• 104 new ponds were constructed RDA

FLAGSHIP PROJECT NAME

TARDA

• High Grand Falls Multi-Purpose Reservoir • Munyu Multi-Purpose Reservoir and Kibwezi Irrigation Project • Upper Tana Catchment Afforestation and Conservation Project

LBDA

ENNDA

• Nandi Hydropower Integrated Development Programme • Magwagwa Multipurpose Dam Development Project • Webuye – Teremi Multipurpose Project • Programme On Development Of Gum Arabic And Gum Resins • Northern Kenya Integrated Abattoir Development Project • Wajir Integrated Development Programme

ENSDA

• Lower Ewaso Ngiro River Basin Integrated Multipurpose Project • Integrated Mau Catchment’s Conservation And Development Project • Integrated Greater Mara Tourism Development Project

CDA

• Improvement of Food Security In The Coast Province • Lake Chala Integrated Water Resource Project • Mwache Dam Multi-Purpose Development Project

KVDA

• Turkwel Multipurpose project: Downstream Riverine Conservation and irrigation • Development of Arror Integrated Multipurpose Project

The above projects, all multi-purpose & integrated, have been approved by the Cabinet and will be implemented over an 8 - year period at a cost of Ksh 250 billion

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• 247 farmers were trained in aquaculture • Fishermen were provided with 400 pieces of fishing gear in Lake Turkana • Three savings and credit schemes were established at the Coast to assist fishermen in mobilising funds.

• Championing Development in Regions The Department of Regional Development (DRD) was established in 2007 to address capacity challenges in projects conception & formulation, provision of oversight to projects & programmes, Monitoring & Evaluation and general supervision of Regional Development Authorities (RDAs).

• The Department is the Ministry’s technical arm and has the following specific functions:

• Review the current Regional Development Policy to enhance coordination • Review the various RDAs’ Acts of Parliament to improve governance and harmonise these with the new constitution.

• RDAs are already implementing projects under the following programmes:

• Tana Delta Irrigation Project rehabilitation funded by GoK • Commercialisation of LBDA Rice Complex funded by GoK • Gum & Resins factory being built in Wajir

by ENNDA, funded by GoK • Commercialisation of Camel Milk in Northern Kenya by ENNDA, funded by GoK

• Regional Development Planning • Development of river banks, water bodies and catchment areas • Community Support and Empowerment • Integrated River Basin Based Development

• Formulation, coordination and implementation of River Basin - Based Integrated Regional Development Policies and Strategies for sustainable utilisation of natural resources.

• Provide policy guidance, capacity building, oversight, management & development support to RDAs. • Coordinates issues related to regional/ international protocols, agreements and conventions in liaison with other ministries/stakeholders.

• Coordinates Integrated Regional Development projects and programmes.

• Enhances linkages with development partners, public/private sector institutions and other stakeholders.

• Interprets and enforces adherence to the Regional Development Authorities Acts and related statutes in line with the Ministry’s goals and objectives.

• Facilitates resource mobilisation in Regional Development Authorities (RDAs) • Develop and implement a framework for monitoring & evaluating regional development projects and programmes.

Regional development is critical to socioeconomic progress by ensuring balanced and equitable development of all regions through planning and implementation of multi-purpose and integrated programmes and projects.

The jurisdiction of the RDAs cover the following respective areas:TARDA: Covers about 138,000 Km2 of the area drained by the Tana and Athi Rivers catchments.

• Spearhead restructuring of RDAs for efficient and effective service delivery

• Construction of a Tea factory in Narok by ENSDA, funded by GoK • Dairy Milk Processing factory at the Coast

by CDA, funded by GoK. • Mango Processing factory at the Coast by CDA funded by GoK The Department is undertaking feasibility studies, detailed designs & preparation of tender documents to ensure the projects are well designed and sustainable.

The above flagship projects will cost over Sh 250 billion. This money will come from GoK and Public/Private Partnership. These projects will result in the following benefits:-

KVDA: Covers about 96,285 Km2 the area drained and bounded by watersheds of Kerio, Turkwell, Arror, Perkera, Embobut, Weseges, Wei-Wei, Muruny rivers and their tributaries.

• Creation of over 1 million jobs (213,000 direct and 956,000 indirect)

LBDA: Covers about 39,000 Km2 of areas in the Lake Victoria catchments in Western, Rift Valley and Nyanza Province of Kenya.

• Improved water storage and supplies by 15,746 billion cubic metres for domestic, livestock, fisheries and industrial use.

ENNDA: Covers about 209,576 Km2 of the area drained and bounded by Ewaso Ng’iro North River Basin.

• Stepped up flood control measures to avert human loss and property destruction by over Sh 10 million annually.

ENSDA: Covers about 47,000 Km2 of the area drained and bounded by Ewaso Ng’iro South River Basin.

Increased multi-purpose water storage reservoirs by 8.1 billion cubic metres for hydropower generation, feeding 630 MW into the national grid.

• Food security enhanced through 283,000 ha of land under irrigation

CDA: Covers about 83,681 Km2 and the Exclusive Economic Zone (EEZ) of 200 nautical miles, the immediate coastal hinterland.

The department is currently implementing the following projects:

The Department will be strengthened to: • Effectively facilitate RDAs’ to initiate and manage integrated projects

• Drought mitigation measure for Northern Kenya through purchase of cattle by ENNDA funded by GoK

• Kimira and Oluch Small Farm Irrigation Project funded by AFDB & GoK • Ewaso Ng’iro North Natural Resources Conservation Project funded by AFDB & GoK

For further details please contact: Parmanent Secretary Ministry of Regional Development Authority P.O. BOX 10280, 00100 NAIROBI Tel: +254-20-2724646 Email: psmrd@regional-dev.go.ke Web: www.regional-dev.go.ke Best of Kenya

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Coast Development Authority: Quality of Life is Our Business All our projects aim to enhance sustainable development, food security and poverty eradication

holidays for ship-builders in order to attract investors.

The beauty of this planned project is that its success will in turn give rise to many other industries on which it will depend to grow and thrive. These will in turn lead to creation of jobs in the region and therefore increase its competitive edge with regard to wages and raising the living standards of the people.

Ship-building will contribute significantly to Vision 2030, the Government’s blueprint for transforming Kenya into a Middle Income Country (MIC) by 2030. According to Mangi, ship-building will also enable Kenya to grow its economy at a rate higher than the projected 7 per cent per year that is crucial to realisation of the Vision.

CDA believes that the concept of a free port is one whose time has come and this should enable the Coast region and Kenya as a country to not only compete with Dubai, for example, but also have a competitive edge over neighbours with whom it shares the Indian Ocean.

A ship-building industry will go in tandem with a free port.

Established in 1990, the Coast Development Authority (CDA) has as its prime objective the improvement of the living standards of all people of Kenya’s Coast region without impairing their resource potential.

This is why CDA targets self-sufficiency in food production, creation of wealth from available resources and provision of meaningful opportunities for public participation and development on a sustainable basis as key drivers of this objective.

From the outset, it is clear that the accent is on the Authority’s use of the resources available in its area of jurisdiction to achieve its objective. The sea and basin feature prominently in the Authority’s on-going (see Best of Kenya Volume I), planned and envisaged projects.

The Indian Ocean offers Kenya unique opportunities which the CDA seeks to

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exploit and add to its growing portfolio of development projects, according to Mr James Kahindi Mangi, the Managing Director.

“We plan to generate wind and wave energy. Yes, high tides can be used to generate electricity, but as things stand now they go to waste. This resource is unique to us and we intend to enter into a public/ private partnership with investors to use it to generate power.”

The other opportunity the sea offers Kenya is ship-building. This is an industry that has been instrumental in the rise of South Korea and Singapore as economic tigers. China is also on the rise as a major ship-building country.

Ship-building therefore is on the CDA cards as a project that will fundamentally change the economy of the Coast region and Kenya as a whole. CDA plans to introduce tax

Also on the CDA cards is deep sea fishing, because, as Mangi tells it, Kenya’s fishing industry is not developed. Towards this end CDA seeks to work jointly with the Government to license investors to help develop the industry. This way CDA will ensure that fish farming flourishes as will aquaculture.

While Kenya’s Coast is world famous as a tourist destination, CDA says there is still a lot that needs to be done to maintain and improve on this status of the region.

This is also occasioned by the fact that competition for Africa-bound tourists is stiff, with Botswana, South Africa, Zimbabwe and Uganda giving Kenya a run for its money.

Improvement of tourism will increase hotel and, or bed capacity. This is why CDA plans to buy some of the hotels which have been closed, rehabilitate them and bring them back to working condition. This will create jobs for the local people and bring in foreign exchange.

Mr. James Kahindi Mangi Managing Director

The work to be done involves cleaning up of the beaches and seashore so that Kenya’s can compete with the white beaches of Australia. CDA takes the view that hoteliers would be interested in funding this clean-up because it will have a bearing on the number of visitors and therefore bed capacity.

Kenya’s Coast region has an abundance of fruits, especially mangoes, but fruit processing as an industry has yet to be developed. CDA’s work in this area is cut out because most of the produce is not put to commercial use. CDA is committed to constructing self-sustaining fruit processing industries.

The Authority has also turned its attention to reviving cashew nut processing at the Coast.

CDA recognises this as a very lucrative industry as is evidenced from the proceeds of the many small-scale operations.

CDA plans to bring all these small-scale farmers together, preferably under a cooperative society, and build factories for them, help in capacity building, market their produce for them and put the industry back on a profitable and self-sustaining footing.

The same goes for rice and maize farmers.

The region under CDA’s jurisdiction grows a lot of rice and maize, but there are not enough mills to turn this into commercial farming. CDA will irrigate the land and give farmers seeds to enable them to take advantage of this opportunity.

Regarding irrigation, Mangi is categorical: “We have the resources — all the big rivers, apart from Nzoia, pour into our region and you have noticed recently that when the snow on Mt Kilimanjaro melts it drains into Kenya. We have the potential to pump a lot

of water into our towns which now depend on boreholes.”

In this regard, among the planned riverbased initiatives CDA is keen on include the Mwache Dam Multi-purpose Development Project in Kinango District, which will create a dam for irrigation as well as generate hydro-electric power.

It will also be important for distribution of water for domestic use. Similar projects planned are the Sabaki River Integrated Development Programme on the Sabaki River near Malindi and the Lake Chala Integrated Water Resource Project in Taita Taveta.

All these projects aim to enhance sustainable development, food security and poverty

eradication by increasing irrigated land for agricultural production and conserving catchments.

The rehabilitation of the Mariakani Milk Scheme is central to CDA’s plan to encourage dairy farmers in Tana River and Ijara as well as commercialise the activity.

This will also give rise to animal fattening and their export to the Middle East and elsewhere.

For further details please contact: Managing Director Coast Development Authority PO Box 1322 MOMBASA Tel: +254-020-8009196 Web: www.cdakenya.org Best of Kenya

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Ewaso Ng’iro North Development Authority (ENNDA) We aim to enhance sustainable development, food security and poverty eradication through our varied projects

The development goals of the Ewaso Ng’iro North Development Authority (ENNDA) include: • • • • • •

Poverty alleviation Food security Income generation Wealth creation Creation of rural employment Conservation and management of the environment and natural resources.

The area under ENNDA’s jurisdiction covers what was previously North Eastern Province; Marsabit, Moyale, Isiolo, Meru North and Meru Central of the previous Eastern Province; the Samburu and Laikipia areas of what was Rift Valley Province and the Nyeri North and Nyandarua North areas of what used to be Central Province.

Established in 1989, ENNDA is tasked with achieving these goals in the Ewaso Ng’iro North River Basin. It is an area that covers approximately 209,576 square kilometres, the equivalent of 36.4 per cent of Kenya’s land area.

To its credit ENNDA, with the support of the United Nations Centre for Regional Development, has documented data and information on the basin’s social, economic and geological make up. It has also identified the basin’s potential in key sectors as well as constraints to economic exploitation of the potential.

Over 90 per cent of the basin is made up of arid and semi arid lands (ASAL), where the main economic activity is pastoralism.

Pastoralists form 48 per cent of the population and the remaining 52 per cent is made up of agro-pastoralists.

The Authority has also developed water for livestock and urban settlement in order to sustain livelihoods based on livestock.

It has, in this regard, engaged the African Development Bank for six years and attained funding to the tune of Sh2.4

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billion. ENDDA has developed 110 water points.

In order to help alleviate poverty, ensure food security, create wealth and employment as well as conserve and manage natural resources, ENNDA’s elaborate mission statement commits the authority to contribute to development in the area through promotion of: • Agro-industry development • Sustainable exploitation and management of natural resources • Promotion of tourism and sustainable use of the environment to alleviate poverty • Enhancement of food self-sufficiency • Resource conservation and, • Creation of employment.

The instruments for the realisation of these objectives are the various programmes and projects that ENNDA has embarked on.

They include, but are not confined to:

promotion of resource-based investment for the benefit of communities.

The objectives of the Master Plan are to:

Mr. Rashid Amin Managing Director

Ewaso Ng’iro North Natural Resources Conservation Project The specific objectives of the project are to alleviate poverty through enhanced resource conservation with specific focus on improving the availability of water. The project has put in place 73 rain harvesting facilities for schools, constructed 78 boreholes and has 30 water pans under construction.

Under this project 10 river gauging stations and six meteorological stations have been installed along the Ewaso Ng’iro River North.

ENNDA has nurtured 300,000 indigenous tree seedlings and 2,700,000 exotic tree seedlings as well as procuring and distributing 3,500 bee hives and honey harvesting kits.

ASAL-based Livestock and Rural Livelihoods Support Project This project’s four objectives include improvement of sustainable rural livelihoods, food security, improvement of livestock productivity and marketing and support for drought management.

In a bid to achieve these goals ENNDA has constructed 14 water pans each with a capacity for 30,000 cubic metres, rehabilitated nine shallow wells which are also equipped with hand pumps and surveyed and designed 43 water pans in 23 districts.

• Identify the region’s resources and their level of utilisation • Suggest strategies to enhance utilisation of these resources • Provide a spatial framework for provision of adequate infrastructure and services • Provide framework for sustainable human settlements • Analyse existing institutional structures and propose measures to enhance their efficiency • Examine the role of socio-cultural practices in development • Develop an integrated plan for the region • Identify institutions and actors for implementation of the plan.

ENNDA has identified seven areas that offer investment potential in its area of jurisdiction. Leading the group is the Wajir Integrated Development Programme, which seeks to supply clean drinking water to Wajir Town and green the town and other urban areas in order to create the microclimate to enhance life in these areas.

The project also seeks to encourage widespread afforestation with subsequent soil and water conservation and also promote conjunctive use of ground and surface water to satisfy the demands for domestic, livestock and industry use.

The outputs of this project include the development of a multi-purpose dam on the Ewaso Ng’iro North River at Archers Post to generate 40 megawatts of hydro-power, develop a water supply and sewerage system for Wajir and its satellite towns and irrigate 2,000 hectares in the lower catchment areas.

Next, the Chalbi Desert Integrated Development Project targets harnessing the enormous wind power potential in the desert and its extensive salt deposits. The wind power in the area can be harnessed to produce up to 250 megawatts of energy which can then be fed into the national grid.

Only 8 per cent of the basin’s settlements are linked to the grid but, with Chinese investors having been identified, the Authority is confident a PPP agreement will be worked out. Energy will have the added value of driving water development. Power will also drive the exploitation of salt deposits.

Regional Development Master Plan The overall goal of the plan is to achieve equitable and balanced social economic development through the promotion of sustainable use of resources and the

ENDDA also seeks to conserve the fragile environment in the Hurri Hills and to tap the groundwater potential for domestic use and for development of irrigation schemes at Kalacha and Maikona.

This way the Chalbi Desert Integrated Development Project will contribute 100 megawatts of hydro-power to the national grid and give impetus to the manufacture of salt and glass as well as attracting tourists.

The Development of Gum Arabic and Gum Resins Industry to feed Kenya’s paint and food industries will be a big boost for the basin, Kenya and ENDDA. Kenya imports nearly all quantities of gum resins, usually in a refined form.

Regarding Gum Arabic, available data shows that what is exported from Kenya fetches Sh150 per kilogramme in the world market, which suggests that this would be a profitable venture to bring capital into northern Kenya. The Authority plans to establish factories in Wajir, Isiolo and Marsabit.

The Lower Ewaso Ng’iro North Irrigation Development Project is the Authority’s flagship for Vision 2030. Its prime objective is to harness the Ewaso River to provide water for irrigation in the lower parts of the basin.

This will increase the area under irrigation from the current 6,256 hectares and put the potential 19,330 hectares within reach. With reliable water supply the dusty and often dry areas of the basin can be turned into bread baskets.

Though still at the proposal stage ENDDA’s Northern Kenya Central Abattoir Development Project should benefit from a ready supply of livestock in northern Kenya and a ready market for domestic fresh meat, chilled meat and corned beef for both local and export markets.

The $250,000 studies for this project have been funded by the Arab Development Bank. The Authority anticipates that the bank will be keen to fund the project to implementation.

ENDDA has huge potential for construction of cement and limestone-based products factories because there are vast quantities of raw materials in the region such as the gypsum deposits at El Wak and the lime deposits in Wajir. This is why the authority is keen on a Wajir Cement Factory.

The last investment opportunity, which could well be the first, is Brick and Tile Development in Isiolo, Garissa and Wajir. This project would produce stabilised soil bricks which would reduce the cost of building houses in the basin and reduce the destruction of trees and forest products for construction.

For further details please contact: Managing Director Ewaso Ng’iro North Development Authority Tel : 254-20-2724646 Email: psmrd@regional-dev.go.ke Best of Kenya

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Ewaso Ng’iro South Development Authority (ENSDA) Founded in 1991, the Ewaso Ng’iro South Development Authority (ENSDA) is the youngest of Kenya’s six Regional Development Authorities

Given the high poverty levels, heavy disease burden, scarce water resources, rapid resource depletion and poor infrastructure in its area of jurisdiction, ENSDA, like its older and more established counterparts, has its work cut out — the dire need to improve livelihoods through resource mobilisation.

However, with 120,000 hectares, the area is home to Kenya’s largest wheat belt; has 50 per cent of the country’s livestock population, attractive tourist destinations, large tracts of maize fields and about 10 per cent of the country’s population.

also established the only AI semen bank in the region, the aim being to improve the breeds and milk production.

The Authority has concentrated its efforts mainly on nurturing pedigree improved bulls while also enabling local bulls survive trying climatic conditions and diseases.

It has introduced organic manure which is now processed and packaged locally.

It is the first such project in Kenya. Its importance lies in turning what many see as waste into a source of income for mainly women.

That places varied demands on the Authority, chief among them being ensuring that local people benefit from the proceeds accruing from visits to the reserve.

Under the Integrated Greater Mara Tourism Project, ENSDA aims to enhance conservation of the environment, alleviation of poverty and eco-tourism. This is why the Authority is keen on diversifying tourism products, creating new circuits in the reserve, improved ticketing, sharing of benefits and distribution and improved land use.

Not surprisingly, ENSDA has mainly invested its resources in water and livestock development and boasts providing 500,000 cubic metres of water to 100,000 people and for 245,000 livestock and wildlife.

The Authority estimates that this initiative will create employment for an estimated 3,000 people mainly women and young men by 2012.

Therefore where previously women and young men who sold beads by the roadsides and acted individually, ENSDA has grouped them together and plans to establish an artefact centre for their use.

Through artificial insemination (AI), ENSDA has introduced 4,000 improved bulls and

The world famous Masai Mara Game Reserve falls in ENSDA’s area of jurisdiction.

Again, previously, where there were multiple entrances into Maasai dwellings

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Mr. Charles T. Sunkuli - Managing Director

(manyattas) now there is only one entry point, which makes it easier to monitor the movement of visitors and account for the monies accruing.

The Authority has embarked on the branding and pricing of the Mara, with a view to ensuring that the benefits accruing to the Government and the local people increase from the current 1 per cent to 10 per cent.

ENSDA’s planned projects include: The Olkejuado River Dryland Multipurpose Development Project: It aims to dam the flood waters of the Kajiado River through three cascading dams with a capacity of 3,000,000 cubic metres to irrigate 6,000 hectares of farmland. The Authority’s experts say that this is the only way to have water in the region.

This damming will supply water to 8,000 households and 45,000 livestock and wildlife units. It will also control flooding and contribute to enhancement of food security, availability of pasture and generation of hydro-power.

Initial estimates put the cost of the project at Sh1.6 billion.

Lower Ewaso Ng’iro South River Multi-purpose Project This involves the damming of the River Ewaso Ng’iro, which starts in the Mau Forest and therefore enable the irrigation of 10,000 hectares of dry land of northern Mara as well as generate 180 megawatts of electricity.

The objective of the project is to enhance sustainable development, food security,

flood control and generation of hydropower.

Both the Olkejuado and Lower Ewaso projects are funded by the Ministry of Regional Development Authorities and both, say ENSDA experts, have the potential of transforming livelihoods in Narok and Kajiado counties.

Mogor River Multi-purpose Project The uniqueness of this ENSDA project lies in the fact that it seeks to transfer water from an area of the Narok County where it is readily available (high availability) to one where it is not readily available (water deficient).

The water so transferred will be used to irrigate 15,000 hectares of farmland for horticulture.

ENSDA’s other planned projects include the Sand River Multi-purpose Dam, Mau Catchment Rehabilitation and the Mau Forest Conservation.

All these focus on creation of clean, secure and sustainable environment, river catchment rehabilitation and enhancement of food security.

For further details please contact: Managing Director Ewaso Ng’iro South Development Authority Tel: +254-020-8082493 Web: www.ensda.go.ke Best of Kenya

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Kerio Valley Development Authority (KVDA) Established in 1979 the Kerio Valley Development Authority (KVDA) had its work cut out. Poverty is severe in its area of jurisdiction, with 51 per cent of the population living below the poverty line

Fish harvesting in Turkwel dam. Kerio Valley Development Authority (KVDA) has been helping the capacity building on the fishermen

Water is scarce, resulting in frequent conflict between nomadic and livestock keeping peoples; there is little food security, road networks are inadequate and the area is prone to environmental degradation.

But 31 years on, KVDA can proudly report that its work has impacted profoundly both socially and economically on the people and region in which it is situated. The Authority can confidently declare that it is on track to realise its vision, which is “to realise sustainable and equitable socioeconomic development in the region”.

What were previously regarded as closed districts have been opened up by the KVDA. For example, the 26-kilometre stretch from the main road to Lodwar, which previously took agonisingly long hours, is now covered in just minutes.

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and Sigot town, for example, already has Internet facilities.

irrigation kicks in, the Turkana will be less nomadic and more sedentary.

KVDA’s area of jurisdiction is bounded by the drainage systems of the Turkwel and Kerio rivers, which drain into Lake Turkana and the Lakes Baringo-Bogoria drainage system, the Suguta-Lake Lokipi drainage system and the Tarach-Lotikipi drainage system.

Ultimately, the Turkwel Multi-purpose (Downstream Riverine Conservation and Irrigation) project aims to enhance sustainable development, food security, flood control and hydro-power generation.

The Turkwel Dam Conservation Project caused the Pokot to adopt fishing and this has contributed significantly to the reduction of cattle rustling. The Pokot and the Turkana have built schools which they share and this has helped bring the two communities together.

Quite apart from fishing and fish-farming (fish ponds), the Turkana now also practice bee-keeping, which economic activities have helped improve lives and livelihoods. When

KVDA’s Italian-funded Sh980 million, 275-hectare Wei Wei Integrated Irrigation Development Project is rated by the United Nations as the greatest success of desert management. It is renowned for enhancing sustainable development, food security, flood control and is also aimed at hydro-power generation.

It has settled 275 families on 275 hectares and their annual income is estimated at Sh50 million. Their seed is supplied by the

Mr. Francis C. Kipkech, Ag. Managing Director

Kenya Seed, Western Seed and East Africa Seed companies. The third phase of the scheme, which covers 325 hectares and will settle 325 families when completed, is also funded by an Italian Government loan to the tune of Sh980 million.

Under the Economic Stimulus Programme, the 800-acre Pjokou/Sangat Project in West Pokot will settle 35 families while in Marakwet (Tot) East 250 acres will be under sprinkler irrigation. The purpose is to improve on traditional methods of irrigation.

Bags of seed maize harvested at weiwei irrigation project, Below: Honey processing at Rokoch factory in Eldoret

The Arror Integrated Multi-purpose Project will bring 300 acres under sprinkler irrigation with the aim of improving livestock production (at a Livestock Multiplication Centre) through the introduction of modern livestock breeds and also improve pasture.

In the long term, the Arror project is aimed at enhancing sustainable development, food security, flood control and power generation.

Honey processing at Rokocho factory in Eldoret

Water pans (small dams) are also a feature of KVDA’s approach to improving lives and livelihoods. The water pans are used for livestock, which has greatly improved grazing patterns and helped reduce cattle rustling and conflict between communities over water and pasture.

The Cherangany Hills Watershed Conservation and Rehabilitation Project, as the name suggests, aims to conserve and rehabilitate watershed conservation and sustainable natural resource development.

These water pans in Baringo, East Pokot, Marigat and Koibatek are also used as sources of water for the local people and for irrigation.

The foregoing explains why the Authority is convinced that its mission is apt, primed as it is to “identify, plan and co-ordinate the implementation of integrated development programmes by using available resources to improve the living standards of the people”.

KVDA is active in honey collection and processing. The Authority’s Acacia Honey is certified by the Kenya Bureau of Standards.

KVDA currently produces 20 tonnes of honey annually and intends to step up this to 360 tonnes through the Economic Stimulus package. Towards this end, the Authority is building a honey refinery in Eldoret.

For further details please contact: Managing Director Kerio Valley Development Authority P.O.Box 2660 Eldoret 30100 ELDORET Tel: +254-(053) 20 633661-4 Email: kvda@kenyaweb.com

A jar of KVDA pure acacia honey which has been awarded diamond mark of quality

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Lake Basin Development Authority (LBDA) Spearheading Progress in the Western region, enhanced fish farming, electricity generation, control of floods and irrigation to boost food production are among LBDA’s listed priorities identified Sondu Miriu as an energy area, but the 180 megawatt project has since been taken over by KenGen, Kenya’s electricity generating company.

According to LBDA, when completed the Magwagwa Multi-purpose Dam together with Sondu Miriu should control flooding and provide sufficient water for the irrigation of the Kano and Nyakach plains.

The site of the Magwagwa Dam is the Sondu Miriu River in the counties of Nyamira and Buret. When completed the dam will regulate the flow of the river, conserve catchments, provide water for 600,000 people and employ 100 others.

It will also conserve 3,160 square kilometres of land as well as help irrigate 15,000 hectares and produce 120 megawatts of hydro-power.

Together the Magwagwa and Sondu/Miriu projects will also supply clean water for domestic purposes and for livestock to the local communities as well as help boost the development of fisheries, agriculture and tourism.

Conversely, control of flooding will contribute significantly to conservation of the environment.

Sealing of packed rice at Kibos rice mill

Formed in 1979, the Lake Basin Development Authority, better known by its acronym LBDA, seeks to accomplish the following in its 20082012 Strategic Plan: • Create 250,000 jobs, both directly and indirectly; • Cover 120,000 hectares of farmland; • Store 18 million cubic metres of water; • A multi-purpose water storage capacity of 1,175 billion cubic metres; • Irrigate 70,000 hectares of farmland specifically for food security; • Save Sh1 billion per year through control of flooding; and, • Generate 228 megawatts of power per day.

The Lake Basin Region, LBDA’s area of jurisdiction, which covers 39,000 square kilometres, does not lack for water. It has five major rivers – Yala, Nzoia, Sondu, Nyando and Migori - that drain into Lake Victoria. And, the lake’s own waters cover 4,000 square kilometres.

The abundance of water, especially from the rivers, is both a blessing and challenge. Flooding

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is a major source of destruction of settlements, farmland, infrastructure and environmental degradation. This explains why for LBDA construction of dams is important because it helps control flooding, stores water for irrigation and generates electricity.

It is clear that LBDA’s projects revolve around water and electricity. Indeed, the authority is clear that the driving factor in the development of the Lake Basin Region - which covers what were until August 2010 the provinces of Nyanza, Western and parts of Rift Valley - is energy.

That explains why LBDA would target a daily generation of 229 megawatts of power as priority in its current Strategic Plan and it is why the authority’s key planned projects include the Magwagwa Multi-purpose Dam, Nandi Forest Multi-purpose Dam, Webuye-Teremi Multipurpose Dam and Renewable Energy: Bio-Fuels and Mini-hydropower Generation.

All these projects are aimed at enhancing sustainable development, food security, flood control and power generation. It was LBDA that

Situated in Bungoma East, the Webuye-Teremi Multi-purpose Dam, whose hydro-power capacity will start at 30 megawatts with planned expansion, will provide water for irrigation, supply clean water to the Webuye County Council and its environs and mitigate flooding downstream.

It will also conserve 8,240 square kilometres of land, supply water to 600,000 people, with 8,000 households benefiting from water for irrigation.

On River Yala, LBDA plans a 20 megawatt hydro-plant at Kibunjoyi in Nandi South.

It will also provide water for an estimated 800,000 people, conserve 17,000 square kilometres of land and enhance the development of fisheries, tourism and irrigation in Kapsabet and Kakamega and all the way to Lake Victoria.

LBDA also plans to construct mini-hydropower projects such as the 18 megawatt Kuja/Migori project in Rongo which is expected to provide water for irrigation of

Eng. Kabok P. Aguko-Acting - Managing Director

Fish species at Kiboswa fish ponds

Packaging of rice at Kibos rice mill

20,000 hectares which will benefit 10,000 households.

authority’s aim is to grow this into an industry.

purchasing and milling over 7,200 tonnes of paddy per year.

The project will also conserve 300 square kilometres of catchment and create 25 jobs.

This shows why LBDA says it is committed to integrated community initiatives and development. The authority had this as its original mission statement:

Western, Nyanza and Rift Valley regions of Kenya have great potential for tourism.

To tap into this and develop it into a major revenue earner for the people in its jurisdiction LBDA has embarked on the development of Ruma National Park, Simbi, Nyaima, Otok, Ogot, Ramogi, Kit Mikay, Mt Elgon and Kakamega Forest as tourist attractions.

LBDA has made development of inland fisheries and fish farming a priority. The authority seeks to reverse the dwindling resources of Lake Victoria. It has six centres for fish farming whose objective is to develop productive capture fisheries.

Conservation is a key component of LBDA’s management of water resources. Its Regional Catchment Conservation and Rehabilitation Programme is aimed at rehabilitating degraded catchments and protecting riverbanks.

The authority has committed significant resources to conservation in Mt Elgon, the Mau and Cherangany areas which are crucial to protecting water resources.

Towards this end LBDA has started tree nurseries and is also training youth groups in producing quality tree seedlings for the twin purposes of reforesting and to benefit local communities through bio-fuels. The

“To spearhead development in the Lake Basin Region by undertaking integrated planning and sustainable management of the resources through the participation of the local people as key stakeholders.”

And in its 2008 to 2012 Strategic Plan LBDA has sharpened this mission statement to read thus: “To catalyse the economic development of the Lake Basin Region in Kenya through promotion and implementation of resource-based investments and effective river basin-based integrated community development initiatives.”

It is why it seeks to commercialise its Rice Mills at Kibos. This will be achieved through upgrading milling capacity utilisation to over 30 per cent of the design capacity and to attain a 10 per cent capital return on investment, and supporting farmers by

This should encourage private investors to establish eco-lodges and other attractions in the area as well as promote conferencing.

Through donor and Government funding and private, public partnerships (PPP), LBDA will change the life and livelihoods of the people of the Lake Basin Region.

For further details please contact: Managing Director Lake Basin Development Authority P O BOX 1516 KISUMU Tel: +254-057-2027227 Email: lakebasin@swiftkisumu.com Best of Kenya

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Tana and Athi Rivers Development Authority (TARDA) Established in 1974, as the Tana River Development Authority, and subsequently in 1981 incorporating the Athi River, the Tana and Athi Rivers Development Authority (TARDA), is the oldest regional authority in Kenya

Masinga Resort Club and Hotel run by Tana & Athi Rivers Development Authority (TARDA)

Better known by its acronym TARDA, its area of jurisdiction covers approximately 138,000 square kilometres, roughly 1/3rd of Kenya, and serves a population of 15 million.

• Maintain liaison among development partners and/or stakeholders.

TARDA was formed chiefly to enhance strategic planning and utilisation of the water and other resources in the Tana and Athi Rivers basin.

To undertake integrated planning, multipurpose development and management of the Tana and Athi Rivers Basin’s water and land-based resources in order to improve the socio-economic wellbeing of the people in the region.

TARDA’s area of operation includes the areas that were until August 2010, when the new Constitution came into place, known as Nairobi, Central, Eastern, Coast, North Eastern and Rift Valley provinces.

Mandate and Functions: • To advise the Government on development and maximisation of the use of the basin’s water and other resources • To develop and maintain a comprehensive resources data base • Initiate such studies/surveys necessary to assess alternative water and land demands • Develop and undertake projects

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Mission

The High Grand Falls Reservoir will hold water from seven rivers and create the potential for irrigation of 20,000 hectares.

It is a multi-purpose project that will also act as a tourist attraction, enhance food security, create wealth for the local people and help improve lives and livelihoods.

In line with Vision 2030, TARDA’s flagship projects include the High Grand Falls MultiPurpose Reservoir Project, the Tana Integrated Sugar Project and Catchment Conservation.

The Tana Integrated Sugar Project (TISP) is a $350 million investment in partnership with Mumias Sugar Company, which will greatly enhance Kenya’s sugar production under the BOT (Build, Operate and Transfer) agreement between the two institutions.

The project will revert to TARDA after 25 years.

The High Grand Falls project has the potential of producing and contributing 500 megawatts of hydro-power to the national grid. When completed, this Sh80 billion project will control flooding when there is abundant rain and also have water available for use when there is little or no rain.

TISP will comprise 4,000 hectares of rice; 16,000 hectares of sugar; construction of a sugar factory, installation of a 34-megawatt cogeneration unit, installation of an ethanol plant, livestock on 5,000 hectares complete with a feedlot and 8,000 hectares under trees for conservation.

Mr Peter O. Bwogero, Ag. Managing Director

A bumper harvest of maize at the TARDA TDIP irrigation project

TARDA’s other programmes include, but are not limited to: • The Kiambere Irrigation Project which covers an area of 150 hectares which comprise 60 hectares of overhead irrigation and 90 hectares of drip irrigation.

The project’s objectives are threefold; generation of revenue, creation of employment and contribution to the growth of the agricultural industry and related activities in the area.

To overcome the twin challenges of inappropriate irrigation intake and old infrastructure and farm equipment, TARDA has a opted for a four-way forward plan comprising a floating pontoon initiative, rehabilitation of infrastructure, refurbishment of farm machinery and equipment and engagement with the private sector through public private (sector) partnerships (PPP).

A V.I.P Tent at Masinga Resort

• The Masinga Irrigation Project which covers 60 hectares and whose objectives are similar to the Kiambere project. Availability of water is a challenge, which is why TARDA is installing a floating pontoon to generate the water for irrigation as well as rehabilitating infrastructure and replacing machinery.

• The Kibwezi Irrigation Project covers an area of 170 hectares of which 51 hectares are already developed. About 2.5 hectares of this is made up of farm infrastructure; 4.5 hectares is under drip irrigation for production of grapes; 7.5 under vegetables and tree crops; 3 hectares under mangoes; 4.75 for citrus mini sprinklers and, 28.75 hectares have been set aside for overhead irrigation for vegetable production.

TARDA aims to have a total of 13,000 hectares of the greater Kibwezi Irrigation Project towards which end it is gathering data and rehabilitating

infrastructure and the water pumping systems and seeking PPP. • In its bid to promote the livestock industry TARDA has the 659-hectare Emali Livestock Multiplication Project. The project makes available superior and desired breeding stock and imparts management skills to farmers.

• With an installed capacity of 30 metric tonnes, the Kitui Honey Refinery aims at promoting the apiculture industry as an alternative source of income for the local people.

• Environmental conservation is a major undertaking of TARDA and towards this end the authority maintains five nurseries with a total holding capacity of 2.5 million seedlings atMasinga,TanaBridge,Kiambere,Machakos and Wote.

Other catchment conservation efforts by TARDA include the construction of check dams and water pans, terracing and tree seedling production, planting and management.

• TARDA’s Masinga Dam Resort is the Authority’s bold contribution to Kenya’s tourism because the facility targets mainly local clientele and therefore has in its sights local tourism.

The resort, which has been in operation since 1990, has 46 rooms as well as 20 VIP tents, conference facilities and 30 ordinary tents.

For further details please contact: Managing Director The Tana And Athi Rivers Development Authority Tel: +254-020-341782/4/7/8 E-mail: info@tarda.co.ke Best of Kenya

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Ministry of Fisheries Development

The Minister for Fisheries Development Hon. Amos KIngi accompanied by the Minister for Internal Security Prof. George Saitoti and the Perliament Secretary Ministry of Fisheries Prof. John Ntiba Inspects a fish pond in Kajiado North Constituency

Vision A vibrant sustainable fisheries industry that effectively contributes to food security, industrialisation and wealth creation

implemented under The Economic Recovery, Poverty Alleviation and Regional Development Programme (ERPARDP)

constituencies, and construction of another 100 ponds in 140 constituencies that were under phase 1;

Phase 11 covers 160 constituencies, an additional 20 over the previous figure.

Construction of shallow three shallow reservoirs in each of the 160 Constituencies;

Under Phase 1, some 200 fish ponds were constructed and stocked in the 140 constituencies. The programme has registered considerable success with the increase in aquaculture production as well as easing pressure on our traditional fishing sources.

• • • •

Mission To facilitate sustainable management of fishery resources and products for accelerated socio-economic development During the last financial year 2009/2010, the Government injected Sh 1.12billion to implement the fish farming enterprise and productivity programme under the auspices of the Economic Stimulus Programme (ESP) in 140 Constituencies across the country.

Aquaculture in Kenya During the current 2010/2011 financial year, the Government has allocated Sh 2.866 billion for Phase 11 of the Fish Farming Programme.

These funds will be used in;

The Fish farming Enterprise Productivity Programme (FFEPP) phase 11 which is being

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Purchase of liners for fish farmers; Purchase of fingerlings; Purchase of fish feeds and Construction of 80 mini fish processing, cold storage and marketing facilities

Construction of 300 ponds in an 20 additional

Aquaculture is the growing of aquatic organisms in warm fresh waters, cold fresh waters and in marine waters. Globally, aquaculture production is competing at 50:50 % with the capture fisheries production. However, aquaculture

production in Kenya is only 2.5% of the national fisheries production.

The Basis for Aquaculture as a Business Traditionally, Kenyans have engaged in aquaculture to provide food at the household level. There is need to invest in it as a business. In particular, one needs to make two very important decisions, on site selection and fish species to be farmed.

Site selection The suitability of the site is important and the following checklist is a useful guide: • Do you wish to farm marine water fish or fresh water fish?

• Is the site well drained and well above flood-prone areas?

• Does the site have a slope suitable for proposed design of the production facilities?

• Does the site have soil suitable for pond construction (if earth ponds are planned)?

• Does the site have sufficient and good quality water supply?

Species selection

in Kirinyaga District and Sangoro Fish farm in Kisii District.

Warm fresh water species If one is farming in an area with warm fresh water areas, the species to select are: • • • •

Tilapia, Catfish Common carps Ornamental fishes such as gold fishes and Koi carps.

The Fish Farming Enterprise Productivity Programme This project is being implemented in 140 constituencies where some 28,000 fish ponds will be constructed at a cost of Kshs 1.12.billion under the Economic Stimulus Programme (ESP). This was initiated by the government to address vagaries occasioned by the world economic recession.

of up to 200 nautical miles. The marine fish production potential is estimated at 150,000 MT per year. The potential, therefore, is huge.

Aquaculture potential in the country is enormous (currently contributes 2.5 % to our fishery while it has potential to contribute close to 50 % to Kenya’s fishery output). Being a food production sub sector, aquaculture can positively contribute towards food security, generate income and create the much needed gainful employment for the youth.

Cold fresh waters If one is farming in an area with cold water areas, the species to select is Trout. The particular species in Kenya is the Rainbow trout.

Marine water areas In marine salt waters, the species to chose are: • • • • • • •

Prawns Oysters Sea weeds Milk fish (Chanos chanos) Grey mullet (Mugel cephalus) Red tilapia-for the Blackish waters Groupers-for cage culture in the open sea

The regions selected are endowed with water resources that include springs, wetlands, rivers, water reservoirs and temporary water bodies.

Aquaculture is practiced in some parts of these areas but in limited scale.

Phase II of this project will integrate harnessing rain water at the household and institutional levels to upscale aquaculture productivity and encourage production of irrigated crops and livestock keeping around fish ponds.

The Ministry recognizes that aquaculture growth and development (the fastest growing of the production sectors in the world – at 18.8 % per year) will play an important role in addressing the problems of the youth and at the same time improve food production, alleviate poverty and create employment.

Fisheries research facilities Why aquaculture?

The Ministry of Fisheries has three research facilities, cold water fish farm at Kiganjo, warm water fish farm at Sagana

Kenya has a 640 Km of coastline and a declared Exclusive Economic Zone (EEZ)

Goals of the project To produce food, create employment and generate income, particularly for the unemployed youth and the associated households, through sustainable aquaculture enterprises.

Project sustainability To encourage sustainability, the Ministry shall: 1. Enter into Memorandum of Understanding (MOU) with private fish hatcheries for the supply of quality fingerling supply to the clusters 2. Encourage fingerling production and feed formulation enterprises at Cluster level to eventually minimize the role of the Ministry

Tel: +254 020 2716103 www.fisheries.go.ke Best of Kenya

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Co-operatives Reclaim Key Role in Rural Development Largely neglected in the 1990s, Kenya’s co-operative sector has recently undergone a major transformation and rightly lay claim to its rightful place as a driver and force of rural development

The co-operative movement has great potential in changing the lives of rural people. In fact, it is already doing so. The government has introduced many positive policies whose results are becoming obvious. I t is hoped that this endeavour coupled with an effective public relations policy will improve the perception of the sector and inspire confidence so that it can play its rightful role in improving the lives of Kenyans, especially farmers.

In many sectors, this is already happening, with the result that farmers are getting better returns for their sweat. The net effect of this is, of course, to position Kenya as an investor destination of choice.

Governance has continued to improve and more men and women of integrity are

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being elected to co-operative management committees and as qualified people are employed. In fact, it has never been so good since the good old days.

immediate effect was to raise milk prices from about Sh6 to Sh25 per litre. Farmers now have cash in their pockets to meet their daily needs.

The 2004 Co-operatives Act made it hard for criminals to continue serving in committees or boards. The Co-operative Tribunal has speeded up justice in the sector. Fair elections are now held regularly.

This trend will continue and more dairy cooperatives are cropping up in the farming landscape. Value addition will continue as we see more dairy co-operatives coming up.

Members are expressing themselves freely through the AGMs and FM radio stations and, the government and management committees are taking these views seriously.

The co-operative officers are now, slowly but surely, getting a better deal from their employers.

Kenyans remember, as they say, the days when “coffee was coffee”. Along the way the sector collapsed due to poor government policies, corruption and mismanagement.

The farmers became poor as payment became less and less both in real terms and in predictability. Coffee cartels appeared and squeezed the farmer’s even further.

During the last few years the Kenya Cooperative Creameries (KCC) was restructured and new KCC created as a parastatal. The

The Kenya Planters Co-Operative Union (KPCU), for all practical purposes, died in all but name.

In the recent past, farmers, with the encouragement of the Co-operatives Ministry, have created the Co-operative Coffee Exporters Limited (KCCE).

During the first season of operation, KCCE faced many problems. Slowly but surely, it is making progress as the aim was to ensure farmers got better returns.

Success Story In the Mount Kenya region, coffee farmers are paid up to Sh67 per kilogramme. By controlling only 15 per cent of exportable coffee, the KCCE initiative has forced even the competition to double or triple payments to farmers.

This is a major contribution by the cooperative movement. With this success

story, it is now easy for farmers to trust us to restructure KPCU for their own benefit. A lean KPCU, but a more efficient one, will become another cooperative success story.

The coffee debt waivers that are currently being working on will bring financial stability to this sector. The previous write-offs did not cover the loans that coffee unions had given to their farmers. The waivers will now clear these loans, and the farmers will concentrate on raising the quality and quantity of coffee. This will bring wealth to the farmers and by extension, the country.

Sugar is another sector that has, over the year, left the farmers in Nyanza and Western Kenya almost in dire straits.

Corruption, mismanagement, wrong

government policies have all made their contribution.

That is why the co-operative sector welcomes privatisation of the sugar mills by the the government. The co-operative movement hopes to play a positive role in the future success story of Nzoia, Muhoroni, Chemilil and Sony sugar companies.

The co-operative movement in other countries plays a key role in agricultural extension services, horticulture and irrigation. Kenya expects to follow suit as well in the coming years.

The co-operative movement has picked up the pieces and momentum to make its rightful contribution to the realisation of Vision 2030 - the government’s blueprint for transforming Kenya into a Middle Income Country.

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Ministry of Co-operative Development and Marketing About 63 per cent of Kenyans directly and indirectly depend on co-operative-related activities for their livelihood. The sector has mobilised more than KSh170 billion in savings

The Co-operative movement in Kenya is one of the strongest and most diverse in Africa. That is the reason the Government established a specialised ministry to coordinate activities in the important sectors of the economy.

Co-operatives have made a great contribution towards Kenya’s socioeconomic development.

Since the pre-independence era, co-operative societies and unions in Kenya have been involved in offering a wide variety of economic and social services that include provision of credit facilities, insurance, housing, education,

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building and construction, mining, land purchases, agriculture and transport.

Kenya has had one of the most vibrant and dynamic co-operative sectors in Africa.

From agricultural and livestock co-operative societies in the rural areas to the savings and loan co-operatives in the urban centres, the main thrust is to provide quality but affordable services to members.

It is now clear to most Kenyans through civic education programmes that the cooperative movement has a significant role to play both in their own personal lives and in the overall national development strategy.

Ministry of Co-operative Development and Marketing

The co-operative movement will be an important instrument in the achievement of the ambitious goals spelled out in the Vision 2030 socio-economic blueprint.

National bodies such as the Kenya National Farmers’ Union (KNFU) and the Kenya Union of Savings and Credit Organisations (KUSCO) along with the Co-operative Insurance Services (CIS) provide both valuable services and training to members of co-operative societies.

The Ministry of Co-operative Development and Marketing ensures the co-operative movement is properly managed and

continues to develop and prosper for the benefit of the majority of poor and middleincome Kenyans.

It is recognised by the Government that the co-operative movement can be a major catalyst to national socio-economic development and play a major role in the attainment of the goals of Vision 2030.

Co-operatives, both in urban and in rural areas, provide ample opportunities for savings and income generation for members in all social and economic classes. Higher productivity in rural parts of the country where agriculture and livestock rearing are the main activities can be ensured through the formation and development of cooperatives.

The Ministry of Co-operative Development and Marketing was re-established in 2003 to promote the sector’s development. It had the onerous task of resuscitating a once-vibrant network of co-operative societies and unions facing virtual collapse due to neglect and mismanagement.

This scenario was attributed to the inadequacies of the Co-operative Societies Act No.12 of 1997.

Since the Ministry was re-established, the co-operative sector has made tremendous achievements towards wealth and employment creation. Currently, there are more than 12,000 registered co-operative societies with a membership approaching 8 million. Many of the co-operative societies and unions are gradually returning to a state of sustainability.

About 63 per cent of Kenya’s population directly and indirectly depend on co-

operative-related activities for their livelihood.

The sector has mobilised more than KSh170 billion in savings, which translates into about 31 per cent of all national savings.

The main objective of the Ministry’s Service Charter is to clearly spell out guidelines to the public on the types of services offered.

These guidelines include service delivery targets, quality and timeliness, and clients’ rights and obligations.

Under the leadership of the Minister for Cooperative Development and Marketing, the Hon Joseph Nyagah, EGH, MP, Assistant Minister Linah Jebii Kilimo and Permanent Secretary Seno Nyakenyanya, the cooperative movement in Kenya is now widely considered to have a very bright future.

Vision To be a leading agent for a globally competitive co-operative sector.

Mission To provide a commercially-oriented cooperative sector through an enabling policy and legal framework for sustainable socioeconomic development.

Mandate • Co-operative Policy Formulation and Implementation • Co-operative Legislation and Registration • Provision of Co-operatives Extension Services • Co-operative Education and Training • Co-operative Financing Policy • Co-operative Savings, Credit and Banking Services Policy • Co-operative Governance

• Co-operative Tribunal • New Kenya Cooperative Creameries (New KCC) • The Co-operative College • Co-operative Marketing, including value addition processing • Promotion of Co-operative Ventures Recent Achievements by the Ministry: • The Ministry has achieved a great deal since it was re-established in 2003.

Listed below are just some of its major achievements: • Review and amendment of the Cooperative Societies Act. • Formulation of the Ministry’s Policy and Legal framework.

• Production of the Ministry Strategic Plan.

• Revival of the New KCC. • Reconstruction and resuscitation of the Kenya Farmers Association (KFA).

• Creation of Ethics and Governance Department to oversee transparent and accountable management of co-operative societies.

• The Ministry, in conjunction with the Ministry of Agriculture, is in the process of reviewing the Coffee Act to improve production and marketing of coffee.

• The Ministry has drafted the Sacco (Savings And Credit Co-operatives) Bill, which is already at the Attorney General’s Chambers for onward processing before passage in Parliament.

• The Ministry has facilitated computer training for staff at its headquarters in Nairobi.

Tel: +254 (020) 2731531-9 Email:info@cooperative.go.ke www.co-operative.go.ke Best of Kenya

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New KCC Life’s Daily, Dairy Goodness!

REGISTERED TRADE MARK

NEW KENYA CO-OPERATIVE CREAMERIES LTD

Font Names; Registered Trade Mark: Arial New Kcc: Clarendon BlK BT

Quality control

New Kenya Co-operative Creameries Ltd has enjoyed unrivalled success in its core business of procuring high quality raw milk from farmers, processing, packaging and marketing the milk and milk products.

NKCC is the oldest and largest dairy processor in East Africa and its products have consistently graced shelves in supermarkets as well as in small outlets at village level to meet consumer needs.

New Kenya Co-operative Creameries Ltd and its predecessor, Kenya Co-operative Creameries Ltd has served Kenyan farmers and consumers with distinction since 1925.

Milk Collection and Processing Network NKCC has milk collection and processing networks of 9 factories, 14 cooling plants and several satellite coolers strategically located in milk catchment areas where 90% of the total milk produced in Kenya comes from. This gives the company access to huge supplies of milk from Kenya’s finest pastures.

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Processing plant

farm level through processing to the final product so as to maintain high quality products in the market.

New KCC’S market leadership in East and Central Africa is crowned by the certification of its products and processes such as the diamond mark of quality and International quality certification bodies such as Super Brands and Halal.

A farmer with his livestock

Empowering the Farmer There are over one million dairy farmers in the country who form a vital part of what is a booming billion-shilling dairy industry that supports millions both directly and indirectly. New KCC, on its part, has paid out over Sh 15 billion to dairy farmers since 2003, while directly and indirectly supporting millions others. In a bid to retain and grow its milk supply base, the company has also partnered with various institutions including banks, insurance companies and providers of various dairy farm inputs to ensure that its partnering farmers have access to the products and services provided by these institutions at affordable prices through check off system.

New KCC is committed to being an instrument of farmer empowerment. We guarantee to receive all good quality milk from the farmers throughout the year at the most convenient locations and pay promptly at competitive prices.

Processing and Quality Certification New KCC ensures stringent hygienic measures during the whole process from

New KCC is ISO 22000:2005 certified for Food Safety Management Systems, underlining the company’s commitment to its core values among them providing high quality products, innovation, and excellence.

New KCC is the first HALAL Certified dairy in Eastern and Central Africa.

Our Range Of Products Over the years, the company’s range of products has grown in tandem with an ever growing consumer base with diverse tastes with regard to milk and milk products.

• Long life milk: KCC UHT, KCC Tetra Fino and KCC Tamu.

• Ghee: KCC superfine Ghee • Powder Milk: Safariland full cream and Safariland skimmed milk In addition to creameries mentioned above the company has in place, sales depots strategically located in Nairobi, Mombasa, Kisumu, Nanyuki, Nakuru and Eldoret to ensure efficient distribution of our products wherever and whenever they are needed from the smallest kiosk to the largest institutions.

NKCC is committed to high quality and unmatched customers service to all its supply chain partners including the dairy farmers and all its valued esteemed consumers which is captured in our company spirit of providing ‘Life’s goodness everyday’.

Tel: +254 (020) 3980000, Email: info@newkcc.co.ke www.newkcc.co.ke

NKCC process the widest range of premium dairy products in the region. The product range has been carefully selected to meet the taste and preference of consumers in all market segments and is of guaranteed taste perfected over time. This includes:• Fresh milk: KCC Gold Crown premium milk and KCC fresh milk • Fermented milk: KCC MALA • Flavoured fermented milk: KCC Mala • Yoghurt: KCC Yoghurt delite • Butter: KCC pasteurized butter • Cheese: KCC Gouda, KCC Rindless Cheddar, KCC Tavern and KCC processed cheddar. And the latest addition of herbal cheese available in four distinct variants: Sweet Chili, Garlic, Mixed Herb and Black Pepper • Flavoured long life milk: KCC Shake Best of Kenya

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Designed To Fashion A Greater Capital The Ministry of Nairobi Metropolitan Development

When it was formed in 2008, critics hastily dismissed the Ministry of Nairobi Metropolitan Development as unnecessary political baggage for the taxpayer and even predicted that it would be a flop.

But the first Minister to hold the docket, Mr Mutula Kilonzo, now Justice Minister, shrugs off such insinuations: “We want to transform Nairobi into a major wealth creation hub that will change the lifestyle of its residents”.

Pointing out that his vision for the city was practical, structured and grounded in law, Mutula gave clear signs that he had honed his plan and was committed to the ideals of a successful Nairobi Metropolitan.

Long before he was redeployed to the Ministry of Justice, Mutula had led the ministry in drafting the legal policy that will guide the implementation to move the Nairobi Metropolitan vision forward.

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The region known as Nairobi Metropolitan covers over 32,000 km², which includes the city core and 14 other surrounding independent local authorities with an estimated population of over 6.3 million people.

And before he was posted to Justice, Mutula had vowed: “I am thinking beyond 2030 and way past the 40 kilometres that will be the initial limits of the metropolitan area, up to 100-kilometre radius.”

This means that besides an increased geographical area, the population projections of the Metropolitan may rise depending on the dictates of this envisioned expansion.

The Ministry envisages the Nairobi region will be the best managed metropolis in Africa, providing a high quality of life to all its residents, visitors and investors.

The Ministry has been mandated to, among other things, ensure “preparation and enforcement of an integrated spatial growth and development strategy and actualisation of strategic programmes for the provision of social, economic and infrastructural services within the region.”

The vision being developed is based on a model of Nairobi that will set a precedent for the rest of the continent and the world. The proposed model of the Nairobi Metropolitan area is based on three key pillars.

The first is improved governance. The basic problem with African cities is poor governance because it tends to create instability and many problems. And experts warn that no city can flourish in a perpetual state of disorganisation.

Among the critical governance measures to be put in place is the introduction a

metropolitan police force that will be equipped with special social skills to engage the public with minimal conflict.

Beefing up security through the installation of closed circuit television (CCTV) at strategic points in the city is among issues being considered. It is projected this would eliminate petty crime in city streets by threequarters.

Another important ingredient the metropolitan police will be trained in is that residents are creators of wealth and not enemies or criminals.

The third key pillar is better planning which will address the rapidly increasing population. Planners at the Ministry estimate Nairobi will have about 12 million people by 2030, hence the need to deal with demands like mass transportation and affordable housing.

Congestion remains one of the key problems facing city planners because of the sharp increase in the number of vehicles in recent years and the lack of parking space, particularly in the Central Business District.

The second pillar stands on creating wealth to improve the lifestyle of residents so that “no resident of Nairobi will have any reason at all to live in a slum”.

The Ministry plans to expand the road network and construct bypasses to decongest the city. By expanding the reach of the metropolitan area, developers will have the incentive to put up affordable housing units in places such as Thika and Machakos.

The best way out is creating a 24-hour city that will help in boosting wealth creation.

To woo investors the Ministry plans to push for a single permit regime as a way of

removing obstacles to business. In addition, there are plans to create information and communications technology centres in line with the Government’s overall ICT policy.

The metropolitan region is a desirable investment destination due to a number of key strengths which include:

• • • •

Its low cost of living Good quality skilled labour Attractive social environment Attractive ecosystem

The only city with two National Parks in the world

P.O. Box 30130 - 00100 NAIROBI, KENYA Tel: +254-20-317224/317235 www.nairobimetro.go.ke Best of Kenya

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The Ministry of Roads Ministry is charged with the responsibility of managing Kenya’s roads

The Kenya Government recognises the importance of infrastructure in spurring economic development and as a key component of a sound business environment. It also contributes to poverty reduction through employment and wealth creation by facilitating mobility of people, goods and services.

The road transport system carries over 96% of freight and passenger traffic, thereby increasing the demand for an efficient road network. It is expected that road transport will continue to be dominant. Successful transition to Vision 2030 calls for an efficient and effective infrastructure to enhance accessibility to transport, telecommunications, energy, water, sewerage, sanitation and metrological services. There are about 177,800 kilometres of road network, out of which 63,575 kilometres are classified.

The roads traverse rich and expansive agricultural lands that produce tea, coffee, milk and flowers and vast national reserves with rare species of plants and animals that

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provide enormous potential investment in tourism and hospitality industry.

The Northern Corridor is the country’s primary transport artery with the highest transport activities. It runs from the seaport of Mombasa and connects Kenya to Uganda, Tanzania, Rwanda, Burundi, South Sudan and Ethiopia. It also interconnects the industrial towns of Mombasa, Nairobi, Thika, Nakuru, Kisumu and Eldoret.

During the implementation period of the Economic Recovery Strategy for Wealth and Employment Creation 2003-2007 (ERS), 29 road projects, covering over 3,000 km, were completed at an estimated cost of Sh 50 billion. Another 60 projects, comprising about 4,000 km at a cost of Sh 80 billion, are ongoing and in various stages of completion.

In addition, there are ongoing road works in various local authorities.

A deliberate effort has been made to ease the Nairobi city’s traffic congestion by constructing the Nairobi-Thika highway and opening up the Northern, Southern

MINISTRY OF ROADS Enhancing connectivity

and Eastern bypasses and several interconnecting links within the city. Other bypasses are planned for Mombasa, Kisumu, Nakuru and Eldoret to allow vehicles avoid the Central Business District.

There are also labour-based road works going on, implemented through the Roads 2000 Programme. The objectives of the Programme are to open up rural areas to allow delivery of farm produce to markets and encourage investment in agro-based processing to create employment.

Vision 2030 flagship projects A number of projects have been identified and earmarked for construction and rehabilitation during Vision 2030, Kenya’s blue print to achieve a middle in-come, industrialised state by 2030.

One of the strategies for achieving the Vision is by improving regional connectivity. The projects, aimed at enhancing connectivity, include the development of a new transport corridor from Lamu port to Southern Sudan

Hon. Franklin K. Bett EGH MP, Minister for Roads

Eng. Michael S. M. Kamau, CBS, HSC, Permanent Secretary in the Ministry of Roads

and Ethiopia, Athi River-Namanga into Tanzania and Isiolo-Moyale road connecting Kenya to Ethiopia, among others.

Other projects include development of a computerised information management system to manage road development and maintenance and monitoring operations at weigh bridges. It also involves establishment of a rapid bus transit system within the Nairobi Metropolitan region.

construction of by-passes in Nairobi and Mombasa, strengthening Kenya Roads Board and reclassifying existing roads.

Strategic Plan Legal and institutional reforms have been initiated, culminating in the Kenya Roads Act 2007 as well as the Roads Sector Investment Programme and Strategy. The Programme is designed to modernise the roads network at a cost of Sh 1.8 trillion.

The Roads Sector Investment Program and Strategy identifies activities that will provide efficient road transport. These include construction and rehabilitation of roads, concessioning of sections of the Mombasa-Malaba highway and conversion to dual carriage-way, rehabilitation of rural access roads, development of roads under the East African Road Network Project,

The aim of the Ministry, in the medium term, is to improve both quality and quantity of existing facilities to generate more economic growth. In the long run, the aim is to provide an enabling environment for physical infrastructure facilities, geared towards vibrant agricultural and industrial growth. This is expected to contribute significantly towards the current Government’s policy, as recognised in Vision 2030’s economic pillar.

The sector aims at improving the quality and quantity of existing facilities in order to contribute to sustained economic growth, projected to be over 10 per cent per annum by 2012.

This will provide necessary support to the six key sectors which have been prioritised to drive the Kenyan economy towards achieving the Kenya Vision 2030 goals.

The 2030 Vision envisages a country firmly interconnected through a network of roads, railways, ports, airports, water ways and telecommunications.

Three Roads Authorities; The Kenya National Highways Authority (KeNHA, The Kenya Urban Roads Authority (KURA) and The Kenya Rural Roads Authority (KERA) are tasked with the responsibility of implementing all the strategies, programmes and projects prioritised in the RSIP.

P.O. Box 30260 - 00100, Nairobi.

Tel: 020-2723101, Email: info@roadsnet.go.ke www.roads.go.ke Best of Kenya

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The Ministry of Foreign Affairs Professional diplomats manage the nation’s international relations

The Ministry of Foreign Affairs (MFA) was established after Kenya became Independent in 1963 to articulate the nation’s foreign policy. For a long time, Kenya pursued a foreign policy based on fundamental principles of promotion of peaceful coexistence, respect for the sovereignty and territorial integrity of other states and preservation of national security, peaceful settlement of disputes, non-interference in the internal affairs of other states, nonalignment, national interest and adherence to the Charters of the United Nations and the Organisation of African Unity (OAU) now the African Union (AU).

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Kenya has now shifted its foreign policy orientation and the new strategy rests on four interlinked pillars of economic diplomacy, peace diplomacy, environmental diplomacy and Diaspora diplomacy.

developed a self-assessment mechanism, the Performance Contract, to facilitate delivery of efficient and effective services within predetermined targets.

1. OUR MANDATE

For the Ministry to successfully effect these principles and effectively implement its core mandate and functions, a Service Charter has been developed. The Charter sets out what the Ministry is and what it does, and records its commitment and that of its staff to provide its clients with the highest quality services that a modern Foreign Service will permit. The Ministry of Foreign Affairs has

To develop and implement Kenya’s Foreign Policy.

2. OUR VISION A peaceful, united and prosperous Kenya, participating fully in a just and equitable world.

Mr. Patrick Wamoto, Acting Parmanent Secretary, Foreign Affairs

3. OUR MISSION To pursue the interests and values of the Kenyan people and those of Africa, through effective diplomatic engagement.

4. OUR CORE VALUES The values that guide us in discharging our duties are: Patriotism, Team Spirit, Collective Responsibility, Professionalism, Discipline, Dignity, Integrity, and Equity.

Security/Political Peace and stability are a pre-requisite to social and economic development. The government’s commitment to guarantee the security of its people and the preservation of national integrity and sovereignty within secure borders underlies the desire to advance national interests by guaranteeing a secure political environment.

5. OUR CORE FUNCTIONS

people will contribute towards building a competitive market and conducive environment for the flow of investment to the region.

Inter-Governmental Authority on Development (IGAD) IGAD has concerted energies in addressing the issue of drought and development.

Economic Advancement or Development Foreign Policy, Joint Commissions with other countries, International and Regional Organisations, Kenya Missions Abroad, Foreign Missions in Kenya, Treaties, Conventions and Immunities, State and Official Visits, Protocol Matters, Consular Matters, Peace Initiatives, Pan-African Affairs, Commonwealth Affairs, International Jobs and Kenyans in the Diaspora.

Multilateralism Economic development has played a dominant role in shaping Kenya’s foreign policy. The need to pursue an open economic policy and the foreign capital and investment flows, inter-alia FDI and ODA, has influenced Kenya’s approach to foreign policy Geo-Political Factors

Foreign Policy Orientation Kenya’s foreign policy has been designed and guided by the following basic and universally recognised norms: • Respect for the sovereignty and territorial integrity of other states and preservation of national security.

• Good neighbourliness and peaceful coexistence.

• Peaceful settlement of disputes.

• Non-interference in the internal affairs of other states • Non-alignment and national self-interest • Adherence to the Charters of the UN and OAU/AU

Kenya’s foreign policy in the region has been shaped by factors such as the presence of overlapping ethnic communities across borders and the fact that Kenya is a littoral state of the Indian Ocean, which influences relations with landlocked neighbours.

Kenya supports multilateralism through the United Nations and has always preferred a multilateral approach in confronting problems on the international stage.

Kenya fully subscribes to the charters of the United Nations and the African Union and seeks to work with like-minded states in the promotion of a new international political and economic order.

Commonwealth Kenya is a member of the Commonwealth, a voluntary association of 54 independent states, comprising about one-quarter of the world population.

Kenya and Regional Integration OAU/AU COMESA Kenya attaches great significance to the Common Market for Eastern and Southern Africa, as it provides a market for its manufactured products.

Kenya subscribes to the Charter of the AU and has been an active member since 1964. Kenya has been at the forefront of regional conflict resolution initiatives in Africa.

East African Community Kenya’s foreign policy has been guided and shaped by its own national interest, grouped into three main categories:-

The revival of the East African Community with a potential market of 83 million

Tel: +254 (020) 318888 www.mfa.go.ke Best of Kenya

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Chapter 2 Water Management

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Athi Water Services Board (AWSB) A World First: A mobile phone-based water-billing system using the MPESA system, Kenya is the first country piloting these innovative systems that herald a new era in sustainability on all levels — technical, financial, environmental and social

The Athi Water Services Board (AWSB) embodies the enormous strides made in the water industry today.

It is one of the eight state corporations created to bring about efficiency, economy and sustainability in the provision of water and sewerage services in Kenya under the Ministry of Water and Irrigation.

The Board wass created under Section 51 of the Water Act 2002 and covers an area of about 15,000 square kilometres, serving a population of over 4.5 million.

It is mandated to improve water services provision in line with its maxim: Our Community is our Number One Priority.

In addition to planning, developing and expanding water and sewerage structures, it also owns, holds and monitors water and

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sewerage service and contracts relevant services to providers. The AWSB covers Kiambu East, Kiambu West, Gatundu and Thika.

Committed to Innovation Thr Athi Water Services Board piloted a new innovation with Grundfos Lifelink last November on an automated borehole that focuses on ensuring revenue collection, hence providing a solution to the challenges of unaccounted-for water. Kenya is the first country piloting these innovative systems that herald a new era in sustainability on all levels — technical, financial, environmental, and social.

The solar-powered borehole is driven by and works with a pre-payment system based on M-PESA. The end-user receives a water key

in the form of a chip. The key can be loaded with money from any M-PESA account.

Once the user is at the tapping station, they insert the chip, and water flows automatically until the chip is removed. The tapping station automatically deducts the amount of credits used and transfers the money in a closed payment system.

The pilot project was funded 50% by the Athi Water Service Board and 50% by Grundfos Lifelink. It was handed over to the Rujwasco Water Service Provider to service and run the project and to ensure that the communities around would have access to water.

Excellent Service Delivery The Board operates with the unique vision to expand coverage with a strong focus on improving access to water services in

urban informal settlements and to the rural poor. It also aims to contribute to poverty reduction, promote gender equity, sensitise communities to good health and hygiene practices, promote HIV/Aids awareness and conserve the environment.

It also seeks to appoint viable and well managed water service providers and see that they have appropriate systems by enforcing quality monitoring, ensuring they have maintenance systems and procedures to minimise interruptions to supplies. It ensures they have accurate and efficient billing systems, remain customer-focused in all their activities and evaluate performances against targets for the Board and service providers.

The Athi Water Services Board is currently implementing different projects to meet the demand for water services such as rehabilitation of water infrastructure that will lead to secure sources for its jurisdiction and increase water production, rehabilitation of existing production and transmission facilities.

Several infrastructure development projects have been initiated to increase the supply of water to Nairobi, Kiambu, Limuru, Gatundu and Thika.

can be used to effectively harvest water to supplement what is received in the household/institution. Towards this campaign, AWSB distributed 900 tanks and also helped in the guttering process.

The Board is confident that the fast pace of infrastructure development will realise amazing strides in the quest to offer sustainable services to the people of Nairobi and its environs. It is strongly committed to maintaining a strong sense of stewardship, as these projects roll out, and ultimately benefit the wider population.

On March 12, 2009, President Mwai Kibaki launched the Kazi Kwa Vijana (KKV) Programme to facilitate the creation of opportunities to enable Kenyan youth to be gainfully employed and to earn a decent livelihood. Following the formation of this programme, AWSB has been at the forefront of employing youths to mitigate the current high unemployment rate that could likely lead to incidences of insecurity and rising crime rates.

In May 2010 AWSB embarked on a massive rainwater harvesting campaign in Nairobi, Thika, Kiambu, Limuru and Gatundu.

The campaign is targeting institutions and individuals who own premises that

AWSB commenced project operations on 1st April, 2009, with a budget allocation of KSh38 million for Phase I. AWSB, through the KKV Programme, has greatly helped 2,830 youths in getting short-term

employment opportunities and this has evidently reduced crime and poverty.

The Board is committed to implementing different projects to meet the demand for water services such as rehabilitation of infrastructure that will lead to secure water sources for its jurisdiction and increase production and rehabilitation of existing transmission facilities.

Over and above this is the rehabilitation and expansion of the Ruai Treatment Works to increase waste water collection, transmission and treatment, preparing a water service master plan for Nairobi and improving water and sewerage distribution networks through extensions and rehabilitation.

Tel: +254-20-2724292/3, 2711342, 2727238/439/440/441/442, 2727616 Email: info@awsboard.go.ke www.awsboard.go.ke Best of Kenya

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Rift Valley Water Services Board

Introduction Rift Valley Water Services Board is one of the eight Water Services Boards established under the Water Act, 2002.

The Board is responsible for the efficient and economical provision of water services within its area of service as authorised by the Water Services Provision License and as mandated by Section 53(1) of the Water Act, 2002.

previously managed by the Ministry of Water & Irrigation as well as those that were being managed by the National Water Conservation & Pipeline Corporation. Since then the Board has appointed 11 Water Services Providers (WSPs) to manage water service provision on agency basis. This policy decision has enabled the Board to concentrate on making strategic investment decisions as well as regulate the WSPs. Water Service Providers

The Board’s area of jurisdiction spreads over the counties covering the original 8 larger districts ofTurkana,WestPokot,Baringo,Keiyo,Koibatek, Nyandarua, Nakuru and Narok. According to the 2009 Census, the Board’s area has population estimated at 6 million people.

The Board commenced operations in 2004, initially by taking over all operations

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The long term sustainability of the Board depends on appointing viable Water Service Providers. RVWSB’s strategy is to build the capacity of contracted WSPs through training, development of management tools and recruitment of Corporate Management Teams (CMTs). So far, CMTs have been recruited for 6 water companies - Nakuru

Water and Sanitation Services Company, Narok Water and Sanitation Company, Naivasha Water and Sanitation Company, Nakuru Rural Water and Sanitation Company, Eldama Ravine Water and Sanitation Company and Lodwar Water and Sanitation Company.

WSPs within RVWSB area produce a total of 2.3 million m3 per month out of which about 1.04 million m3 per month is sold through 53,868 water connections out of which 27,322 are metered. The WSPs collect an average of Sh 61 million per month.

Nakuru Water and Sanitation Services Company (NAWASSCO) is our leading WSP. It produces 1.07 million m3 of water per month out of which 503,312 m3 is sold. The WSP has 22,587 water connections out of which about 95% are metered.

Mission To provide efficient, adequate, sustainable and affordable water supply and sanitation services to all through continuous improvement and expansion.

The Board is on cause to achieving its MDG targets for both rural and urban areas. By the year 2015, the urban coverage will be 81% and the rural coverage will be 64%.

Projects

Vision To achieve excellence in the provision of quality water and irrigation services and to be the leading Water Service Board in the country.

Strategic Objectives 1. To strengthen the institutional capacity of the Board to enable it to meet its mandate.

2. To increase access and coverage to safe water and sanitation services in urban and rural areas.

3. To ensure efficient utility management and economic utilisation of available water.

4. To enhance the Board’s financial resource base to ensure operational sustainability.

5. To minimize conflicts and disputes among water service users.

6. To mainstream cross-cutting issues.

The water supply and sanitation subsector falls in the MDG 7 which is ensuring environmental sustainability and specifically improve access to safe and quality drinking water, as well as liquid waste disposal. The specific target for the subsector is to half by 2015 the proportion of the population without access to safe and clean drinking water.

The Board is also implementing a number of projects as follows: Rift Valley Water Supply and Sanitation Project, funded by the Government of Kenya and the African Development Bank at a cost of Sh 2 billion. The project scope will include rehabilitation and augmentation of Nakuru Town water supply (Sh 1.2 Billion), rehabilitation and expansion of water supply and sanitation in 5 towns (Sh 490 Million) and rural schemes within the Board area (Sh 360 Million).

Muhonia Turasha water supply, funded by the government of Japan is another, which will cost Sh 19.6million.

Ol Kalou water supply, at a cost of Sh. 115 million will involve development of new water sources, transmission and main storage for Ol Kalou town.

Kisawel self-help project, funded by the Italian government, will cost Sh 33.9 million and will see the construction of Kisawel self-help water project: intake, rising mains, distribution lines and storage.

The Njambini-Ngwataniro project, costing Sh 49 million and funded by the Italian government will involve augmentation of Njambini-Ngwataniro water project featuring nine storage tanks, and a 37km pipeline.

Sigor water supply project funded by the Italian government at Sh 40.1 million.

Chemususu water dam project (being developed by National Water Conservation & Pipeline Corporation (NWCPC) is funded by the government of Kenya at a cost of 4.9 billion and will involve construction of 45m high rock fill embankment. It will impound 11million cubic meters of water and capable of producing 35000m3/day. Other sections include side channel spillway and diversion culvert.

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Chapter 3 Hotels and Resorts

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Mombasa Continental Resort (MCR) Where the World Blends Ultimate Luxury at Sea Level MCR provides spectacular views of the Indian Ocean in a stunning setting that offers the resort holiday experience of a lifetime — you will want to go there again and again...

The MCR offers one of the region’s — indeed the world’s — greatest resort holiday experiences.

by the coral reef, and the view from the upper-floors rooms quite another, a longer perspective and a view of the wider sea.

conference facilities cocoon the discerning holidaymaker and conventioneer in the very lap of luxury.

It has 177 sea-facing rooms offering breathtaking views of the Indian Ocean on Shanzu Beach, Mombasa.

To see the sea for the first time from MCR’s beach and 177 balconies is to experience a veritable epiphany. To see it by moonlight on a starry night is to be transported out of yourself and to feel the vastness and beauty of Creation.

The Resort is the setting of many local and international conferences, seminars, workshops, corporate hospitality events as well as exquisite seaside weddings, birthdays, anniversaries, themed lunches and nights.

Offering five-star luxury, the Resort is set on 8.3 superlatively landscaped acres with a 300-metre-long front view of the Indian Ocean. MCR’s well-tended palm trees and flower beds, superbly well-appointed rooms, amenities, restaurants, bars club and

The entertainment ranges from colourful traditional dancers, drummers and singers, offering all the rollicking rhythms and lyrics of Kenya’s diverse 42 communities as well as modern live bands belting out both local and global hits.

Its three Presidential suites and fourth-floor rooms offer a view of the sea that shows you the planet’s curvature, an experience that one ordinarily enjoys only from military aircraft at elevations of more than 40,000ft above sea level. It’s a stunning scene.

The white-sands beach offers you one view of the continental sea, clearly demarcated

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The Resort has outlets to match every mood and appetite.

pizzas and creative cocktails and is also an all-day snack and coffee bar.

A superb main restaurant, The Frangipani, greets the sun in the morning and offers all-day dining, starting off with a continental breakfast that offers the best of Europe and the best of Africa in a uniquely Kenyan setting. Lunch is always a feast at The Frangipani, a repast fit for Royalty. Dinner takes place in a magical setting by the sea, made all the more special by high tide and, occasionally, the full moon in a cloudless sky.

The Governor’s Lounge is the place to go for a formal fine dining experience.

The Dhow Terrace, an extension of The Frangipani, offers a special seafood experience on a breeze-kissed sea-facing deck with its own bar.

The Poolside Bar & Grill, also sea-facing and breeze-cooled, is famed for its sizzling, juicy

The Resort has five bars, with the Dhow, Pool and Quarterdeck offering you scintillating cocktails of your choice. At the beachfront Madafu Bar you are literally treading on water when the tide is in as you sip your cool cocktail, made all the more enjoyable by the direct sea breeze.

The superb accommodations are divided into: • 3 Presidential suites • 6 junior suites • 93 twin rooms • 73 king bedrooms • 2 handicap bedrooms

The luxurious and tastefully furnished rooms are equipped with spacious ensuite bathrooms, telephones, mini-bar, programmable safes, wired Internet, and individually-controlled central airconditioning.

Contact The Mombasa Continental Resort: Shanzu Beach, Mombasa PO Box 10649, Bamburi Mombasa – 80101, Kenya Tel: +254-20-219-1750 Fax: +254-20-219-1753 Nairobi Sales Office: Tel: +254-20-341-797 Fax: +254-20-221-4853 Email: reservations@mcr.kengahotels.co.ke salesnrb@mcr.kengahotels.co.ke

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Northcoast Beach Hotel Northcoast Beach Hotel is a 4-star facility, situated in Kikambala (along the Mombasa-Malindi road) about 25km from Mombasa town and approximately 27km from the Moi International Airport

The Northcoast Beach Hotel for training and income generation

Introduction

getaway where work-related stress simply melts away.

Northcoast Beach Hotel is a 4-star facility, situated in Kikambala (along the MombasaMalindi road) about 25km from Mombasa town. The hotel faces the Indian Ocean and rests on white sandy beaches.

The Hotel, previously operated as Le Soleil Beach Club, is owned and managed by Kenyatta University and aims at becoming a centre of excellence in the provision of upmarket hospitality services and facilities.

Kenyatta University has invested handsomely in major refurbishments and renovations, transforming the face and ambience of the Hotel and in the process creating a homely environment for holiday makers and clients.

The structure and spectacular interior décor inspire a heavenly mood, a superlative

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The Hotel comprises 94 standard rooms, 17 suites, 12 deluxe rooms, 1 presidential suite, 3 big conference centres with airconditioning and en-suite facilities as well as a state-of-the art executive boardroom with a capacity for 25 people.

The hotel is ideal for holiday makers, businesspeople, conferences, team- building and bonding retreats, high-flier blue-chip board meetings, groups, newlyweds and family anniversaries. Fine meals, great entertainment and an abundance of animation activities are added features. The hotel is truly a seductive blend of rare beauty.

• • • • • • • • • • • • • • •

• In-Room Amenities • Private bathrooms and toilets en-suite • Air conditioning

•

Television Hair dryers Direct telephone Reading lamp Telephone Balconies Mini bar (in suites) Micro-waves (in suites) Sea or Garden view Mosquito nets and odourless electrical repellents in all rooms Facilities / Services Available 123 well-appointed rooms with Satellite TV Presidential Suite with private garden & lawns Spectacular quality restaurants, 3 wellappointed bars Seminar / Conferencing facilities (Seating capacity 50-150) Executive Boardroom (Seating capacity 25)

Guests enjoy a leisurely game of volleyball in the pool at the hotel

One of the executive conference rooms

Group transfers on request at a small charge.

Any other information will be provided on request.

Kikambala, Mombasa – Malindi Road P.O.Box 89926,Mombasa Kenya (East Africa) Tel: +254 20-2037784/5 Cell: +254 722 209458, +254 733 409430 Fax +254 20 2023523 Email: gm@northcoastbeachhotel.co.ke www.northcoastbeachhotel.co.ke M CERTIFICAT TE IO YS

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• Full-board accommodation • Buffet lunch/dinner /2 tea breaks with snacks • Conference Hall • Stationery (pens, writing pads) • ½-litre bottles of mineral water per session • TV/video • 1 soft drink (300ml soda or fruit juice) during lunch • Overhead projector/screen • Mints • LCD and PA system with cordless microphone at an extra cost

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• Banqueting facilities (ideal for product launching, staff parties, wedding receptions, cocktails, etc) • Room Service 24 hours • Round-the-clock security surveillance boosted by in-based Administration Police • Outside catering • Email services through our business centre • Hot Spot wireless Internet connectivity in the conference rooms & Hotel • Laundry Services • Modular Swimming Pool • Animation & Team Building Activities • Gymnasium • Sauna /steam • Massage parlour • Boutique/amenity shop • Beauty & hair salon • Barber shop • VIP lounge • Water sports (outsourced) • Excursions to places of interest, including reef walks • Children & baby day care (on request) • Serene and quiet location ideal for relaxation and a haven for writers • White sandy beachfront • Sweetwater borehole with modern treatment plant to supplement the council water supply • 500 KVA standby generator in case of power outages • Seminar/Conferencing • Booking within this category attracts special rates due to additional service expectations.

• We care and are willing to discuss your budgets and advise you according to your needs/requirements.

• A bevy of professional staff to care for your every need awaits your arrival.

• Residential Conferencing

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Chapter 4 Dining and Eating Out

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Kisumu Hotel Owned and managed by Maseno University and sitting next to Lake Victoria, it simply is the undisputed Star of Lakeside Hospitality

A discerning visitor to Kisumu City, Kenya’s third largest metropolis of around 600,000 inhabitants on the shores of Lake Victoria, the second largest fresh water body on earth, will probably be directed to the Kisumu Hotel, which is under the ownership and management of Maseno University, for the best food, accommodation, as well as the most appropriate social gathering and conference facility.

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Kisumu, which was once known as Port Florence when the Kenya-Uganda Railway, “the Lunatic Express�, reached the lakeshore in 1901, is a city now renowned for its vigour and hospitality to all comers.

The people are friendly and easy-going.

There are various interesting sites for the visitor to enjoy both within and outside the city. Kisumu Hotel (Maseno University) forms an ideal starting point for any

touristic expeditions in the lake region and the hinterland.

One of the oldest and finest structures, Kisumu Hotel (Maseno University) was once the leading accommodation facility in the lakeside city during the 1960s and 1970s until it fell on bad times during the 1980s. Under the new ownership and management of Maseno University,

Kisumu Hotel (Maseno University) was an old and dilapidated structure with crumbling structures until it was bought by Maseno University. Following extensive renovation that took two and a half years, the hotel is now the pride of Kisumu City, indeed it is The Star of Lakeside Hospitality.

The snow-white exterior of the hotel is unmistakable while the interior ambiance has been vastly improved along with the service, cuisine and accommodation. It is now the most popular facility in Kisumu City, able to accommodate 100 to 130 guests in exceptional comfort.

is readily available with several taxi ranks and other means of transport stationed conveniently within the vicinity.

A large new multi-storey conference complex has been constructed behind the completely renovated structure of the hotel. Modern conference facilities and equipment have been installed to enable meetings of up to 600 delegates to run in one place. This is apart from several other conference rooms that are conveniently set for meetings.

There is also an adjacent hall that can accommodate 500 conference participants at once.

Hotel and Teaching Lab

which prides itself as the “Fountain of Excellence�, the hotel facility is even better and more accommodating than during its previous glory days.

Located along the main thoroughfare of Kisumu City, the Jomo Kenyatta Highway within the Central Business District and within a short walking distance of all the most important administrative offices,

There are 80 large, well ventilated and tastefully furnished single and double rooms at the hotel, three of which are executive suites, including one that is fit for presidential accommodation. Several lounges, an expansive dining area and corridors/ walkways that exude class have become the hallmarks of Kisumu Hotel (Maseno University).

The youthful management of the hotel, led by the General Manager are all graduates of Maseno University. The management is properly tuned to providing the best possible service available in a high class tourist hotel.

The waiters and other service personnel don impressive attire, are prompt and polite to guests. Transport to and from the hotel

The hotel serves as a training facility.

Maseno University has the Department of Eco-tourism, Hotel and Institution Management which offers a wide range of undergraduate and postgraduate courses in the fields of hospitality and ecotourism. In all the courses requiring practicals the Hotel is used as a Teaching Lab. The hotel and conference facilities provide a major boost for practical work for the academic courses on hospitality and related programmes offered by Maseno University.

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The Jacaranda Hotel ‘We Care for You’ In both Nairobi and Mombasa the Group’s hotels’ breathtaking allure is idyllic and unforgettable

The Jacaranda Hotel has a long history of hosting international and local business as well as leisure travellers dating back to the early 1960s, when it was popularly known as the Agip Motel.

Set within four acres of beautifully landscaped lawns surrounded by lush gardens and Jacaranda trees, this is the serene environment that welcomes you to the hotel.

An oasis of calm, the Jacaranda is situated in the heart of Westlands, just five kilometres from the capital city’s Central Business

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There is a choice of 125 tastefully furnished en suite rooms suitable for business travellers, leisure travellers, safari groups, conference groups, newly-weds, couples and families.

delegates within the most convenient conference packages. The varied conference rooms have enjoyed a season of unrivalled bookings that are tailored to suit the Theatre, Boardroom or Fishbone/ Classroom style set up. These include the Wariara Conference Centre (WCC), the Palm Room, Jacaranda Room, Acacia Room, Jacaranda Conference Centre (JCC), and Boardroom.

If you are planning a conference, workshop or meeting, the capable and flexible sales and marketing or banqueting team plans with you, thus enabling you to host your

The Jacaranda has carved a niche as the well-appointed home for corporate events.

It provides the exceptional choice for office events ranging from product launches, to

District. The hotel is conveniently adjacent to major utilities, banks and next door is the biggest shopping mall in East Africa, the Sarit Centre.

Describing itself as one of Nairobi’s best-kept secrets, the Safari Café is a particularly attractive pavilion-style airy restaurant, with its comfortable wicker chairs, lofty wood-panelled ceiling, flowers and candle-lit tables. At breakfast, guests can enjoy a selection of mouth-watering buffet or a la carte menu at lunchtime and at dinner time it is soothing piped music, candlelight and a choice of sizzling setmenu or a la carte.

The Safari Bar is an elegant and spacious lounge, overlooking the swimming pool and surrounded by beautifully landscaped lawns. It is ideal for a relaxing sun-downer, a pre-dinner or after-dinner tête à tête.

Open from 10am to 10pm daily.

Pizza Garden

cocktail parties and end-of-year parties, special luncheons and dinners.

Weddings The hotel’s breathtaking allure is idyllic for a grand garden wedding reception laid out on the expansive lawn. The evening party can be held in the spacious Conference Centre, complete with special lighting for photo sessions amongst the lush green gardens, plus free nights at either the Indian Ocean Beach Resort or Lake Elementaita Lodge for the first honeymoon evening.

It has gradually become a social port of call for Nairobians, visitors and tourists who would love to eat, drink and have a taste of the city’s hearth, high life and hospitality in an unpretentious but upmarket joint. It has become a favourite rendezvous, a vibrant informal restaurant open from Monday to Sunday, which incorporates a children’s’ playground (very popular on weekends) and a lively night club with theme nights to cater for fans of contemporary African music dubbed the Rumba Afrique, rock, soul, jazz, old school and the latest hits.

The Gym Body, Mind & Soul Wellness. The Jacaranda’s top-of-the-range gym ensures you stay as actively engaged as you desire to. The Gym & Spa is all about you! The gym is in a custom-made new building adjacent to the hotel and is surrounded by a luxurious pool and beautiful, well-tended gardens.

Designed and equipped to meet your most discerning expectations, the Jacaranda Gym & Spa can proudly stand its ground against the best in Nairobi. There is free underground parking and an entrance conveniently separated from the hotel one.

The gym features the 2010 edition Life Fitness equipment and highly skilled professional instructors guaranteed to help you meet all your fitness goals and covers total fitness, controlled weight loss and body toning. At hand is a supporting cast of personal trainers combining high density workouts and nutritional counselling with the motivation needed to reach and maintain long-term personal goals. Every lesson is structured to build cardiovascular endurance, improve strength and increase flexibility. Activities include aerobics, sport conditioning, traditional cardio-training, dance fitness, spinning, step and athletic training. Clients can enjoy stretch and relaxation, yoga, and T’ai chi — an ancient mind-body exercise.

The Spa

The restaurant has built a reputation for finger-licking pizzas from a traditional brick oven. You can indulge in a large array of burgers, grilled items, vegetarian dishes and exciting snack items. Drive or walk in and in under 15 minutes you will be served with a hot steaming dish from the unique African buffet Monday to Friday.

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creating a healthier lifestyle. Services include massage, body treatment, facial and foot spas, manicure and pedicure.

Jacaranda Indian Ocean Beach Resort Dani At the site of the 16th Century Kongo Mosque, 40km south of Mombasa, lies the Jacaranda Indian Ocean Beach Resort, overlooking the powder-white sands of Diani Beach and the Tiwi River estuary.

Spaciously set amongst more than 25 secluded acres of swaying coconut palm groves and magnificent old stoic baobabs, the exclusive resort hideaway recreates the bygone opulence of the rich Sultans of Zanzibar, who once ruled Kenya’s Swahili coastline.

Surrounding the grand Moorish-style arches of the main buildings are scattered smaller, whitewashed makuti-roofed structures of the 100 air-conditioned Deluxe Club rooms. The ‘village styled’ clubrooms all face the beach bordering the warm turquoise-blue waters of the Indian Ocean.

The resort offers a shimmering and refreshing assortment of facilities for the tourist or vacationer raring to go.

Restaurants and Bars Spices — The airy first floor restaurant, overlooking the ocean, specialises in a rich exotic potpourri of masterpieces from the shores of the Indian Ocean. It serves a full Anglo-American buffet breakfast and eight course table d’hôte dinner.

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Ocean Terrace — An Al fresco-styled, poolside patio restaurant serving light meals throughout the day. Specialties include sandwiches and mouth-watering dishes from the Tandoori oven.

Bahari Cove — An open-air, a la carte restaurant practically on the beach featuring the finest shellfish and seafood Swahili style. A snack lunch menu also available, one may choose to dine on the boat, in the main restaurant or out on the patio.

Jungle Village — The authentic traditional Kenyan restaurant. The Village creates gracious dinner banquets, set in openair bomas, with soft-glowing lanterns and crackling bonfire all accompanied by enticing African entertainment. Operates only during theme evening dinner set-ups.

Sultan’s Lounge — The scents of liquors, brandy and wine makes this the ultimate place for aperitifs just before your dinner and a mature drink before you retire for the night.

Coconut Willy’s — The elegant, spacious bar looks out over the swimming pool and serves a variety of cocktails. It is open from 10am to 6pm every day.

Bahari Cove — Is an exclusive dhowshaped floating restaurant (during high tides) open for lunch and dinner from Tuesday to Sunday.

Dhow Bar — right on the beach with its own collection of multi-trunked baobabs, serves cocktails and all beverages at happy

have provided shade, in which the hotel has built a terrace that is used as a giant chessboard, wedding venue, dance floor, dinner and cocktail. In addition there’s a delight for the young ones at the kid’s club, where your child is well taken care of while you rest at the beach. This facility has a daily tailored programme for children and has special out-of-resort adventure tours. hour prices. It is a perfect place for a couple of sundowners.

The Jacaranda pulses with vim, allowing one to soak up the serenity. It stands out as being amongst the favourite Mombasa beach hotels, perfect for water sports. There is world-class deep sea fishing, while the marine parks offer superb scuba diving in the warm, clear waters of the Indian Ocean.

Windsurfing, catamaran sailing and water skiing are all on tap. Swimming is safe all year round and non-motorised water sports are free of charge.

Diving is another treat where free pool dive training precedes the ocean experience.

Diving by the creek is by a trained team.

Guests will kit up for this rare treat.

Lake Elementaita Lodge Set on over 100 acres, the Lake Elementaita Lodge still retains the feature and atmosphere of an early colonial home originally built by the white settler Lord Galbraith Cole in 1916. It lies luxuriously on the contours of the primordial Lake Elementaita.

Ideal for tourists, family getaways, retreats or conferences, the lodge has 33 tastefully furnished twin and double bedrooms, each with a fire place, bath and shower. The balcony is also furnished with ideal seats, where you enjoy the panoramic view of the lush flower gardens.

Restaurants and Bars

For the perfect weddings, replete with striking venues, the resort meticulously plans and personalises those un-forgetful moments. From a larger guest attendance to a small intimate wedding, the hotel provides an African touch and imaginative surprises for the wedding couple. The honeymoon package leaves the couple happily ensconced as it ensures they are pampered to an unabashedly romantic dinner, special room turndown, massage and champagne breakfast.

Other unique offerings include the allure of the unfettered bliss provided by the Weaver’s Garden, where the dawn is greeted by chattering weavers. A cool evening accompanied by croaking frogs is what you need to appreciate nature. The over 600-years-old massive twin baobab trees

The best-kept secret is the warm hospitality; serving both international and local cuisine from the Lord Cole restaurant with a variety of a la carte, BBQ and buffet menus. The Lord Cole Bar is the perfect spot to watch the sun set as you enjoy your cocktail.

Conferencing The lodge offers the perfect setting for conferences in a relaxed country atmosphere. The conference room is fully equipped to meet the needs of the most discerning conference groups and can accommodate 50 people.

Enjoy a nature walk to the lake, with over 500 species of birds. It is the perfect place to reconnect with nature. Other activities

include, horse riding, game drives to Lake Nakuru National Park, swimming and balloon safaris.

Weddings If your dream is to get married amid nature, then this is the perfect place, with various unique spots near the lake for those looking to that memorable marriage proposal.

Tel: +254 (020) 4448713/ 4/ 5/ 6/ 7 www.jacarandahotels.com Best of Kenya

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Ranalo Foods Ltd - KOSEWE Epitomising authentic Kenyan cuisine and the fusion of culture and modernity in perfect ambience

Ranalo Foods (Osewe’s or Kosewe) is a restaurant that resonates with a sense of warmth and bona fide cultural quintessence and taste, a place that serves Kenyaninspired cuisine.

It has over the years become the wellappointed eatery for many, renowned for its pleasant and spacious ambience not forgetting the much sought after traditional delicacies that have been described as finger-licking good.

The wide variety of mouth-watering and delectable dishes attract people from all walks of life - from top government officials or the tourist in search of the true taste of

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Kenya or the office clerk looking to have a hearty meal.

The fish and Osuga (a traditional vegetable) deemed as an Osewe classic, is perhaps the most popular. Others swear by the fish in coconut stew and the fried Tilapia. Whatever the customer preference, the food at Kosewe is outstanding.

Kosewe is more than the average African food restaurant. It’s cosmopolitan and stylish ambience albeit devoid of up market gloss, offers a delightful experience. The outdoor space and distinct separate well-stocked bar area, complete with a live band, makes it a lively place to socialise.

Osewe, the proprietor is a humble, selfeffacing man with a refreshingly candid sense of humour. This shines through as he engages his customers who are a reflection of Kenya’s multi-ethnic composition and its position as a globally popular tourist destination. It is not hard to see why they keep coming back for more - not only for the food but the tales that keep them enraptured, something that is a truly and authentically Kenyan experience.

Since he started with less than a shilling some 30 years ago, today the man is a household name. Together with his beautiful and very resourceful wife, they run the restaurant in perfect symbiosis and harmony, producing the very best in customer service. Osewe started his business on a very small scale, buying several kilogrammes of meat, usually pork ribs and roasting it for sale at Kaloleni, a city suburb, using a charcoal grill, known as jiko in Kiswahili. It was hard work and the returns at the initial stages were not so good.

It was in 1979 that Osewe took the initial steps towards establishing his now flourishing business. After operating for some years in the open at Kaloleni, the enterprising and unrelenting Osewe rented

a place in one of the former Kenya Railways godowns near the Nairobi Railway Station.

Being close to Nairobi’s Central Business District, it was an ideal place for business expansion.

most prestigious media house, and set up the current Ranalo Restaurant and Club.

As the business at the Nairobi Railway Station expanded rapidly during the early 1990s, the imaginative Osewe was already thinking big. Noticing that the place was becoming too small for the large and growing numbers of customers who came for lunch, he made plans to expand and sought a bigger and more comfortable place within Nairobi’s CBD for an even more impressive restaurant.

Osewe’s love and oneness with this place is evident as he looks to diversify in the coming year. The Osewe children are coming on board albeit gradually to turn it into an all-family business. This will upgrade their menu to have Indian, Chinese and European cuisine.

In 1996 he rented an expansive lounge on the first floor of the Cameo Cinema building on Kenyatta Avenue – bang in the centre of Nairobi. It was an ideal place to put up a cleaner, better and more comfortable restaurant to offer traditional dishes to both the working Kenyan middle class and tourists.

The popularity of Ranalo at the Cameo Cinema building led to Osewe looking for an even more accommodative place. He soon moved to the building along Kimathi Street, close to the imposing Nation Centre, headquarters of Eastern Africa’s largest and

It is a place that embodies the joyful and lively spirit of Nairobi’s day and night life.

Osewe credits the restaurant’s success to God and to his customers who have made it what it is today. He readily welcomes competition simply because, he says, one person cannot cover the entire market.

Service at Ranalo is prompt and of the highest quality. There’s no magic to it. In today’s society where people are very health conscious, Ranalo Foods is reputed for its nutritious offerings. This is why white meat especially fish is the more popular meal.

Kimathi Street Balfour House, 1st Floor P.O. Box 10268, 00100, GPO NBI. Tel: +254-020-2249728 0721323238 Best of Kenya

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Chapter 5 Shopping and Retail

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Growing Middle Class Spurs Shopping Mall Culture

Kenya’s rapidly growing middle class has in the recent past seen the retail business segment rise to become one of the anchors for the country’s economic growth.

Nairobi, East Africa’s largest city, the commercial hub and Kenya’s industrial and political heart, has helped to pump-up this growth.

The city is home to a fascinating variety of people and a timulating mix of cultures which means there is a buzz about the capital.

A wide variety of shopping experiences are found in Nairobi and other major towns in Kenya. They are good places to pick up souvenirs and handicrafts. Throughout Nairobi and its suburbs, there is a range of

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supermarkets, shopping centres and malls, large open markets and city stores.

The largest shopping centres are the Sarit Centre and The Mall, very modern malls in Westlands, the Yaya Centre near Hurlingham and The Village Market in the diplomatic district of Gigiri. These malls house a wide selection of shops, western-style food courts, halls and cinemas.

In addition, The Village Market offers two mini golf courses, Friday’s Maasai market where local crafts and curios can be obtained, and games of bowling. Within the city centre, there is the City Market, selling a great selection of produce, including fruit, vegetables, flowers, fish and meat. There is also a wide variety of handicrafts.

Kariakor Market, located just outside town, is another excellent market for handicrafts, in particular for good and reasonable priced sisal basketwork.

This very lively market is named after World War II Carrier Corps (locally corrupted as Karia-kor) who were once stationed here.

It is renowned as the best place to sample traditional Kenyan foods. There are many small shops and eateries attached to the market that specialise in a wide range of traditional cuisine.

The appropriately named Biashara (Business) Street is the core of downtown Nairobi’s retail shopping district. It is made up of endless small shops and cafes. On Biashara Street, many shops deal in handicrafts and

few, are able to access banking services, pay for electricity and water as well as shop at their doorsteps.

Buru Buru estate has remained a key shopping centre for its residents and neighbours. Apart from Uchumi and Tuskys supermarkets, institutions such as Cooperative Bank, Kenya Commercial Bank and K-Rep have set up branches here while Standard Chartered, Equity and Barclays banks have ATM points.

especially cloth from the Coast, with good tailoring services available. Baby care items are available too.

Here, you will get fabrics, textiles and kikoys (brightly colored rectangles of woven cotton - the East African version of a sarong or wrap, traditionally worn by men but now popular with people of all ages and sexes).

Groceries and general shopping can be obtained from Nakumatt, Tuskys, Uchumi, Ukwala, Naivas or Chandarana supermarkets and a number of other chains of smaller supermarkets which offer a wide selection of items at reasonable prices.

The City Market has a good range of items from souvenir Kiondo (colourful woven

sisal bags), jewelry, wood, and soapstone carvings to simple cuisine like meat, fish, and fruits. However, shopping at City Market will test any shopper’s bargaining abilities.

For shoppers eager to avoid the hustles of the CBD and its traffic jams, expansive shopping centres continue to mushroom in residential areas to take advantage of a growing middle class and a bulging population.

Supermarkets, commercial banks and micro finance institutions are among the various businesses that have found shelter in these neighbourhoods.

For example, residents of Buru Buru, Ongata Rongai, Karen, Komarock, Kayole, to name a

At Komarock Estate, Naivas Supermarket has turned its surrounding area into a flourishing shopping centre. A number of banks have branches or ATMs here. There is a post office as well as a Nairobi Water Company office where residents pay their water bills.

Naivas has another branch at Donholm, targeting residents of Tena, Umoja, Innercore and Donholm estates. In the opposite direction, in Ongata Rongai, the Rongai Mall and Tuskys business centres host varied businesses and banks. They target residents of the neighbouring peri-urban areas of Kiserian and Magadi and institutions of higher learning in the area.

Indeed, most junctions on major roads and highways have shopping centres that serve to take goods and services closer to the people away from Nairobi’s Central Business District.

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Variety to Value, Service to Savour You Need it, They’ve Got It!

A bustling retail outlet, Nakumatt boasts a chain of superstores in strategic locations delivering quality, value, service, variety and lifestyle that’s true to its marketing mantra — You Need it, We’ve Got It! Nakumatt is committed to providing a variety of affordable quality brands as well as excellent and superior quality service to its customers. It prides itself on conforming to local and international laws, policies and regulations governing business. The company endeavours to build on developing skills in its employees and maintaining customer satisfaction through continuously understanding their needs, improving their lifestyles and delivering value.

As the largest retail market player in Kenya, Nakumatt has now expanded to the wider East African region with ultramodern

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supermarkets, raising the branch tally to 32 outlets. Nakumatt City Centre UTC Mall in Kigali, Rwanda and Nakumatt Uganda Limited is in keeping with its promise to extend its market reach. In addition it has opened doors to six of its new branches in Diani in Mombasa, Nanyuki, Kakamega, Eldoret, Langata and Kiambu.

Its passion for retail excellence has steered the provision of the largest variety and highest quality of local and international brands at reasonable and uniform prices in the region. These come with unmatched service by warm, friendly and always helpful staff, in a modern ambience of a pleasant shopping experience. Ample and secure parking and an exciting customer rewards programme for shoppers with the Nakumatt Smart Card continuously enhance lifestyles and deliver value.

Nakumatt Deli Corner

Front view of Nakumatt Diani, located alonf the Kenyan coast line, which is a major tourist destination

A key element of Nakumatt is its customer focus and continual improvement.

Nakumatt’s top management has given its commitment through a quality policy statement: “Nakumatt Holdings Limited is committed to providing a variety of affordable, quality brands as well as excellent and superior quality service to our customers”.

Nakumatt have distinguished themselves on a strategic differentiating aspect system that incorporates corporate governance and social investments. Its corporate governance is championed across the company and involves the directors, management and staff.

On the social investment front, a KSh150 million CSR budget has enabled Nakumatt to touch lives in the environmental, cultural, educational and health sectors.

On the other hand, in keeping with its environment and quality policy, Nakumatt’s stringent environment and quality policy and processes ensure that customers access products and goods that meet world environment and quality standards.

Nakumatt have always maintained a lead when it comes to novelty and re-inventing the wheel to provide a wholesome shopping experience for its customers.

This is through 24-hour service in eight of its chain stores throughout the country.

Nakumatt’s wide variety is legendary — the superstores stock a variety of more than 50,000 local and international products to cater for the more than 154 nationalities who shop with them.

The Nakumatt wedding registryis a small wonder that has brought about convenience. It ensures a couple receives gifts they really want to receive, thereby letting them plan their homestead with

Spacious vegetable section

ease. Also the buyers know exactly what gift to purchase for the couple because the couple has already chosen them.

The celebrated Cybercash Card has provided exciting customer rewards in the Smart Card programme where shoppers enjoy various benefits. Shoppers enjoy a fully-paid-for insurance cover for one year, goods for value against points, discounts with service providers, random surprise birthday, off-peak-time double points and redemption of points for cash.

Then there is the Nakumatt Wine Club where shoppers enjoy benefits that include double smart points, discount offers on selected wines and spirits, invitations to exciting cocktails and wine-tasting events and educative information on wines.

Smart Newsmagazine is targeted at the well informed, intelligent and prudent smart shoppers who wish to get the best value for money and at the same time indulge in the good things in life.

They are regular, loyal customers who love to shop in an atmosphere that offers a great shopping experience. Target segments include businesspeople, housewives, children, teenagers, young adults, all of whom have realised the prudence of shopping not just to get basic necessities, but to add value to their money and their lifestyle.

The responsibility for managing the company at the top level rests with the Nakumatt Board of Directors, who meet regularly to provide corporate guidance and review operation strategies all geared towards providing excellent services to their customers.

Awards and Certifications Nakumatt Holdings have, in keeping with global standards, bagged a string of internationally-recognised awards and certifications, confirming worldclass superiority.

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Some of these include: • The Price Waterhouse Coopers East Africa Most Respected Service Sector Award • Kenya Bureau of Standards ISO 9001:2000 Quality Management System • Planet Retail Global Ranking • East Africa Superbrand • GCR Credit-rating Best of Kenya iinterviewed Nakumatt Managing Director Atul Shah. Excerpts: Q: How old is Nakumatt and how would you describe the story ofthe supermarket so far?

A: Nakumatt was born out of Nakuru Mattresses. Nakumatt is short for Nakuru Mattresses. Nakuru Mattresses was registered in 1965. We took over the business in 1978 and we were only in Nakuru

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and Eldoret until 1987 when we set up a small store in Nairobi on Ukwala Street. Then it was known as Nakuru Mattresses, Nairobi.

In 1991 we had our first branch.

This was the first so-called hypermarket or supermarket. It was small; only 4,500 square feet. This is what is Nakumatt Mega today and which is approximately 125,000 square feet. So, just like babies grow so has this store.

At the moment we have 28 stores in Kenya, three in Uganda and one in Rwanda.

This year, we plans to put up one more in Rwanda, one in Uganda and at least four more in Kenya. So, six stores are planned to be operational this year.

development in Dar-es-Salaam was stopped, so if it gets underway again then we will have a branch in Dar next year. We will also have a branch in Arusha where we have already identified a site. Bujumbura is the next stop, then Juba.

Q: That’s rapid expansion.

A: No, that’s opportunity. Yes, we have gone through financial issues because of expanding too fast, but the cost of opportunity was higher. We had some financial issues but we have now recovered.

The banks have supported us; one of the banks thought we were expanding too fast, but they did not reckon with the opportunity value. All the banks have realised the opportunity value that we espouse.

Q: You haven’t mentioned Tanzania.

A: We will open our first store in Tanzania in June in Moshi. Why Moshi? Because

When a location is available, you don’t begin asking questions about when because the location is there and then. If

ATUL SHAH: Nakumatt’s Managing Director

you look at Nairobi, we have three circles; the CBD, then the middle circle where we have Nakumatt Mega, Nakumatt Junction and Westgate and the outer circle in which you find us in Embakasi, Galleria, Karen and Village Market. Kiambu Road is coming this year, and the new Thika, which is due next year. The three circles cover Nairobi very well; take any road out of Nairobi and you will find us.

Q: What would you attribute the success of Nakumatt to?

A: We are successful because Nakumatt is one big family. We have 4,700 people working with us in Kenya. We are all concerned about how Nakumatt can be even bigger and better. Everybody here, apart from a few professionals, has grown from, say, a shop attendant to become a manager, or a driver to become a manager, or a turn-boy to become a supervisor.

Nakumatt is therefore something everybody is attached to; everybody looks at it as their own; to which they belong.

Second, we have always tried to align ourselves to, and adopt the requirements of our shoppers and given them the most attractive and cleanest environment in which to shop, in the right locations and everything that goes with customer requirements and satisfaction. We also appreciate that our customers have been very supportive. Our suppliers have also been very supportive because when we started looking for better-looking stuff and bar codes; when we demanded world class products and standards for goods and packaging; local manufacturers rose to the challenge and continue to give us world class quality.

Q: When you talk of 4,700 employees, that’s the number you employ directly?

A: That’s the number for Kenya. We are 5,000 as an East African family.

Q: How many suppliers could you be talking about?

A: The suppliers we deal with on an inand-out basis daily will be about 700. Out of these, we have supported about 150 suppliers from being cottage industries to significant manufacturers.

Q: Nakumatt stores are found mainly in shopping malls. That’s deliberate I think, what’s the reason for that?

A: Yes, our stores are in shopping malls.

There is a lot to do in shopping malls and many people will be found in such places, but if we were stand-alone businesses perhaps there would be times when we would not have many shoppers. There is a lot to do in shopping malls for anybody and everybody to be there.

A: The returns on setting up a good hypermarket is about eight years; the returns on setting up a supermarket would be about six years; to set up a convenient store, like UKay, would be between three and four years. So it depends on the class of supermarket you go for, but, of course, we are going for a mixture of all three.

Of course, the 24-hour stores have been very successful, because congestion in Nairobi and the pressure of time led us to think about convenient shopping hours.

This would have meant staying open up to midnight or 2 o’clock, but then there are issues of unavailability of public transport to take staff at home at that time of the night.

So we opted for 24-hour shopping. Our busiest time is between 9 pm to 1 am. This is the biggest basket value time. Families come to shop at this time. They have time on their hands; there is no pressure on them; there is no work; there is no traffic, there is no congestion. Twenty-four hour shopping has helped bring families together.

Q: Is location everything?

A: Ninety per cent of your work is done if you have the right location. If you stay in Karen, for example, you can shop at Nakumatt Junction, Nakumatt Karen, Nakumatt Prestige, Nakumatt Mega, Nakumatt Galleria; you have a choice depending where you are, going or coming from.

Q: Looking at your investment across East Africa, how much money are you talking about? Are you getting a return on your investments?

Previously we would close our stores at 8.30 pm and there would be many customers at the doors pleading to be allowed in because they were held up in traffic. So we made a deliberate decision to alleviate the suffering of our customers because traffic snarl-ups and congestion are not their fault. We are happy to note that the government is tackling infrastructure to make mobility easy.

Tel: +254-20-650137 www.nakumatt.net Best of Kenya

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Westgate Shopping Mall One Dream, One Westgate Consumer paradise that is also the ultimate destination for leisure, pleasure and full-time entertainment

Westgate, Nairobi’s premier shopping mall, is one of the largest in East Africa and offers the best variety in fashion, food, entertainment and services.

covers 350,000 square feet of specialist retail space designed to the latest international retail standards.

optometrist, dentist and communication/ mobile services among others.

Located on Mwanzi Road in Westlands, Westgate boasts a serene and safe environment, and just a 10-minute drive from the city centre.

It houses over 85 stores and these include ultra-modern cinemas, a state-of-the-art casino, a 110,000sq ft flagship superstore, world class restaurants, food court, kids’ jamboree corner and much more.

The Westgate Shopping Mall receives thousands of shoppers daily and is a onestop convenient shopping destination for both local and international leisure seekers.

The stores are open from 8am to 8pm., seven days a week.

Westgate is a shopper’s paradise and the ultimate destination for leisure, pleasure and full-time entertainment. This expansive mall

Services offered at Westgate include drycleaning, banking, forex bureau, courier services, photo studio, beauty salon,

Shoppers are bound to enjoy great evenings and entertainment at the mall’s restaurants and casino, which are open till past midnight.

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They are also assured of ample parking and 24-hour security. The shopping mall has incorporated a kiosk concept whereby 20 wagon-shaped kiosks are placed strategically on each floor and shoppers can have their pick from a selection of unique products such as fashion accessories, gift items, interior accessories and confectionery.

The kids’ jamboree corner on the second floor is the ultimate children’s dreamland.

Located by the food court, the kids’ corner keeps the young ones occupied while the

parents shop. Some of the attractions at the jamboree corner include ultra-modern rides, swings, a play pen, and bouncy castle.

Children play under the supervision of two round-the-clock child-minders.

Westgate provides lifestyle-oriented shopping options and shoppers are engaged in a variety of events every day of the week. The mall has in place an exciting weekly events programme that is tailored to offer shoppers a more-than-just-shopping experience.

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Monday — ‘Out of Interest Talks’, 11am12:30pm at Artcaffe on the 1st floor.

Tuesday — Maasai Market, 9 am-6pm on the 2nd floor roof-top parking.

Wednesday & Thursday — Chap Chap Craft Fair, 9am-7pm in-mall.

Friday — Friday Food Festival, 9am-7pm, in-mall.

During ‘Out of Interest Talks’ shoppers enjoy talks given by guest speakers on a myriad of topics from fashion to health, wellness to travel, beauty to business, to mention but a few. The Westgate Maasai Market, on the other hand, boasts more than 300 vendors and is a one-stop for the best African items such as curios, fashion accessories, art and clothes.

The Chap Chap Craft Fair offers a selection of unique crafts such as interior décor, gifts and children’s items. The Friday Food Festival presents an opportunity for shoppers to sample local and international delicacies. Over the weekend, shoppers

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enjoy entertainment from a live band at the mall’s food court.

Westgate gift vouchers are the perfect gift for every occasion. Valued at Sh500 and Sh1,000, the gift vouchers are available at the management office located on the first floor. Westgate gift vouchers can be redeemed in all the outlets at Westgate. www.westgate.co.ke is a guide to the best of Westgate Shopping Mall. It is a valuable source of current information about the Mall.

By logging on to the website, shoppers are updated on events, promotions, activations and news about the Mall.

Westgate Shopping Mall is the best destination for style and pleasure. There’s nothing like it in East Africa.

Every day at Westgate is a holiday!

Tel: +254-020-374 6172/3, +254-020-374 2932, 020 374 2951 E-mail: info@westgate.co.ke www.westgate.co.ke Best of Kenya

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Chapter 6 Agriculture

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Nyayo Tea Zones Development Corporation The Best Performing State Corporation in 2008/2009

ISO 9001:2008 CERTIFIED

President Mwai Kibaki presents the Best Performing State Corporation trophy to the Managing Director, Nyayo Tea Zones Development Corporation, Dr. Anne Kinyua after the parastatal was ranked the best in the Government Performance Evaluation for the 2008/09 Financial Year.

Looking on is Prime Minister Raila Odinga.

Success Story

Mission

The Nyayo Tea Zones Development Corporation reaffirmed its reputation as the kingpin of public service performance contracts when it was named the Best Performing State Corporation in the 2008/2009 contract period.

To effectively protect the gazetted forest cover, achieve high quality tea and fuel wood production, and build a profitable Corporation

This excellent rating reiterates the preceding adjudication as the Second Best Performer in the State Corporation’s category in the 2006/2007 financial year and confirms the Corporation as one of the success stories in the recently introduced public service performance contracting.

The Corporation is guided by the following core values in the conduct of its business: integrity, professionalism, teamwork, commitment and respect for each other.

Vision To be a leader in conservation of forests and protection of the environment

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Core Values

Background and Mandate The Nyayo Tea Zones Development Corporation was established in 1986 as a State Corporation to protect and conserve the country’s gazetted forests. The Corporation is mandated to promote forest

conservation by providing buffer zones of tea and assorted tree species to check human encroachment on forestland.

This is achieved through the establishment of buffer belts of tea and assorted tree species around the gazzeted forests. The Corporation operates in 17 zones across the country. The tea zones not only help protect and conserve the forests but they also help in the rehabilitation of ecologically fragile areas.

The buffer is a unique concept that has been very successful and is a shining example of innovative approaches to solve the problem of human encroachment on the forest land which also allows for harmonious existence between agricultural activities, conservation and communities living adjacent to the forests.

In the process, the Corporation makes profits from tea and fuel wood proceeds thus generating its own revenue. Some of the proceeds from tea and fuel wood are ploughed back into the communities through monetary disbursements to Community Based Organisations in the Corporation’s 17 zones to enable them to engage in afforestation and income-generating activities so that the communities can become custodians of forest protection instead of being agents of destruction.

So far, the Corporation has disbursed KSh96 million to support 104 CBOs in both the Afforestation and Income Generation Activities programmes. These community programmes have not only economically empowered communities living adjacent to forests but also greatly reduced their reliance on forest products for their livelihood.

The Corporation also provides employment to the local communities, contributing much to the prevention of forestland destruction by offering alternative sources of income to improve livelihoods.

The Corporation’s Achievements Since its establishment, the Corporation has planted 3,436 hectares of tea and 5,235 hectares of assorted tree species which have acted as a buffer and have successfully stopped human encroachment on forestland.

The Corporation has also been able to increase its annual green leaf production from 3 million kilogrammes in the 1990s to the 19 million kilogrammes realised in the 2009/10 Financial Year.

The Corporation currently has a workforce of 400 permanent employees and engages between 8,000 and 12,000 workers on a casual basis in its tea plantations in the zones.

The Corporation has been self-sustaining and its net assets base has grown to KSh3.5 billion, excluding the value of land.

As part of making the Corporation sustainable through value addition, the Corporation has constructed its first tea factory at Kipchabo in Nandi Central District. A second factory, whose plans are at an advanced stage, will be constructed at Gatitu in Kirinyaga.

The Corporation has empowered communities living adjacent to the forests in the zones where it operates and turned them into custodians of forests instead of being agents of destruction.

Performance Milestones

Corporate Social Responsibility

The Corporation was ranked the Best Performing State Corporation in the Performance Contract results for the 2008/2009 financial year. During the previous evaluation in the year 2006/2007 Performance Contract award it was ranked the second best performing parastatal.

The Corporation has constructed several communal tea buying centres in the zones where it operates to assist the communities sell their tea.

The Corporation was also ranked the Best Performing Parastatal in the Commercial/ Manufacturing Sector in both the 2006/07 and 2008/09 public Service Performance Contract results.In the 2009/10 Seven Fundamentals of Institutional Management Evaluation Results conducted by the Ministry of Agriculture, the Corporation emerged the Best Overall in Expenditure Control In June 2009, the Corporation attained the International Quality Management Systems ISO 9001:2008 Certification.

The Corporation is also involved in the construction of rural access roads in the zones which have enabled farmers to ferry their produce to the markets.

We also undertake community sensitisation on the importance of forest conservation and protection of the environment.

P.O. Box 48552-00100, Nairobi.

Tel: 020 315650-7 Cell: 0722509801, 0735337954 E-mail: info@teazones.co.ke www.teazones.co.ke Best of Kenya

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Tea Board of Kenya Kenya Tea: Uniquely Refreshing, Exceptionally Healthy!

ISO 9001:2008 Certified

Kenya Tea “Mark of Origin”

VISION To make Kenya tea the preferred tea in the world.

MISSION To promote the production and marketing of high quality tea to the domestic and international market.

Tea Board of Kenya is the government agency responsible for regulation and

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promotion of the Kenya tea industry. Its core functions include: • Regulation, control, improvement of cultivation, processing and trade of tea • Control of pests and diseases • Investigation of, research into, and co-ordination of training in all matters relating to the tea industry • Promotion of Kenya tea and • Collection, collation and dissemination of industry information.

Sicily K. Kariuki, Managing Director

The History The first tea (Camellia sinensis) seedlings were introduced to Kenya from India by one G.W.L. Caine in 1903, and planted in Limuru, near Nairobi. The tea bushes planted then have grown into large trees, forming an historical feature on what is now Unilever’s Mabroukie Tea Estate. Commercial cultivation of tea in Kenya began in 1924.

Currently, Kenya prides itself as one of the world’s leading black tea producer.

shoots are plucked in regular cycles ranging from seven to 14 days. Tea is manufactured using Cut, Tear and Curl (CTC) method to ensure maximum cuppage per unit weight. Good agronomical and manufacturing practices are consistently applied, making Kenya the leading producer of the best black tea in the world.

Teas with medium to very fine qualities are the attributes that make Kenya tea the most sought after beverage in the world.

Planted Area and Production

Tea Growing in Kenya Kenya is the third largest producer and the leading exporter of tea in the world, contributing 23 per cent to the global market. Tea is grown on the highlands (1500m-2700m), with alluvial soils, giving it a unique quality and taste. There is no application of pesticides and chemicals, therefore guaranteeing health and safety to consumers.

Growing Conditions Kenya’s tea growing regions are endowed with ideal climate. Tropical, volcanic red soils; well distributed rainfall ranging between 1200 mm to 1400 mm per annum and long sunny days are some of the climatic features of the tea growing regions.

Planting Material Tea is planted through vegetative propagation of high-yielding, well-adapted clones. Over 49 varieties have so far been developed by the Tea Research Foundation of Kenya (TRFK). No chemicals are used.

Fertilizers are regularly added to replenish soil nutrients.

The tea planted area covers over 158,000 hectares, with production of about 345 million Kilogrammes Tea and The Kenyan Economy The tea sector is the second leading foreign exchange earner, contributing about 26 per cent of the total foreign exchange earnings. It supports livelihoods of more than 5 million Kenyans directly and indirectly. Tea growing and manufacture are carried out in the rural areas thereby contributing significantly to development of rural infrastructure as well as enhancing the economic well-being of rural communities.

Titus G. Kipyab, Chairman of the Board of Directors

Tea and Human Health Tea has been proven to be a healthenhancing beverage. A natural drink, tea contains no additives, preservatives or artificial colouring, and is cholesterolfree when taken without milk or sugar.

Research findings show that polyphenols or flavonoids found in tea have powerful anti-oxidant properties, which could reduce the risk of developing certain diseases including cancers, heart and dental ailments.

Plucking, Manufacture and Quality Distinct, high quality teas are made from the upper two leaves and a bud. Young

Tel: +254-020-2536869/86 www.teaboard.or.ke Best of Kenya

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Kenya Tea Development Agency Holdings Limited The World’s Cup of Tea

Global Leader in Quality Teas

The world over, Kenyan tea has won acclaim for consistent high quality, distinctively rich flavour and delightful aroma. At the heart of it all is the Kenya Tea Development Agency Ltd (KTDA) — working with over 500,000 small-scale tea farmers to produce quality teas for its customers and create wealth for its shareholders.

Kangaita tea factory in Kirinyaga County: home of KTDA’s specialty teas

KTDA’s defining characteristic is the fact that it is 100 per cent owned by small-scale tea farmers. It is a unique model, which has empowered small-scale tea farmers to own multi-billion-shilling businesses.

The history of KTDA is as rich as the tea it produces. It dates back to 1957, when the first small-holder tea factory was set up at the foothills of Mt. Kenya in Ragati, Nyeri county. The factory was managed through a management agreement with multinational tea companies.

On June 30, 2000 KTDA (the Authority) was transformed into a private company, KTDA (the Agency) Ltd and registered under the Companies Act. The year 2010 saw the re-structuring of the Agency, leading to the establishment of KTDA Holdings Limited and KTDA Management Services (MS) Limited, a subsidiary of KTDA Holdings Limited. KTDA (MS) currently manages 65 tea processing factories spread in all tea growing regions across Kenya.

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The agency works with tea factories to manage costs, enhance efficiency in farm and production processes and invest prudently in order to secure the farmers’ financial future.

This is demonstrated by the fact that all KTDA-managed factories have been ISO: 9001:2008 certified for efficient management systems while more than 90% of the factories have attained the more comprehensive ISO 22000:2005 for Food Safety Management System. The 562,000 small-scale tea farmers are individual shareholders of the factory companies, which in turn are corporate shareholders of KTDA Ltd. Currently one of the biggest, most influential and well managed companies in Kenya, KTDA has continued to post historic increases in farmers’ earnings. It recently reached an unprecedented KSh38.2 billion for the 2009/2010 financial year, up from KSh25.4 billion posted the previous year.

For the first time in the history of tea growing in Kenya, farmers earned an average of

KSh43.02 per kilo of green leaf delivered, making them among the highest paid smallscale tea farmers in the world.

In order to keep pace with the ever changing business environment and maintain market leadership, KTDA has established a research and development department that is focused on initiatives for cost reduction such as process automation, alternative energy and resource efficiency and enhancement of product value, quality and safety.

To enhance efficiency in tea processing, reduce operational costs and to further improve the quality of made teas, all KTDAmanaged factories have installed a technology known as Continuous Fermentation Unit (CFU). Another technology, Electronic Weighing Solution (EWS), has been introduced in all KTDA managed factories.

The technology has revolutionised the way tea is collected, weighed and transported to the factories. It saves on time and human resources by having accurate data captured once at source. It also makes automated

Continuous Fermentation Unit (CFU)

reconciliation between weights of green leaf delivered to the factory and weights of the leaf at the buying centre possible.

As a responsible corporate citizen, KTDA set up the KTDA Foundation on April 17, 2010.

The Foundation is a non-profit entity that will raise funds for investment in education, health, the environment, water and sanitation as well as infrastructure improvement and undertake grower education. This should lead to job creation and poverty alleviation among communities where KTDA operates.

SUBSIDIARY COMPANIES As part of its business and product diversification strategy, KTDA has over time set up the following subsidiaries: KTDA Management Services (KTDA MS) KTDA MS manages the 65 tea processing factories through management agreements with the respective Factory Companies.

Chai Trading Company Limited (CTCL) CTCL’s core mandate is warehousing, blending, trading and export. It is now one of the top 10 buyers at the weekly Mombasa Tea Auction and is a member of the East African Tea Trade Association (EATTA).

Kenya Tea Packers(KETEPA): KETEPA’s core business is tea blending, packaging and distribution of made tea for local and overseas markets. KETEPA, a household name in Kenya, was formed 33 years ago (1977) and is majority owned by KTDA. KETEPA is the biggest tea blending, packing and marketing company in Kenya today.

Majani Insurance Brokers (MIB) MIB is involved in insurance brokerage services.

It is a leader in microinsurance and has launched innovative low-premium products with its underwriters for the benefit of its retail customers. The company has grown from its humble beginnings into a financially strong brokerage with business spread across all classes of insurance, including Life and General Business.

Greenland Fedha Limited (GFL) GFL core business is provision of affordable credit to farmers. It began its operations in September 2009 as a non-deposit-taking microfinance company. Its mandate is to provide affordable financing, initially to small scale tea farmers, and to increase access to financial services among the lower income and rural households in Kenya’s tea growing areas.

KTDA Power Company The newest whollyowned subsidiary of KTDA Holdings, having been incorporated in January 2010, it invests in the energy sector and manages small hydro-power projects owned by Factory Companies). The pilot Imenti Mini-hydro Power Plant, a project of Imenti Tea Factory in Meru, was completed in December 2009.

The hydro plant is capable of generating 1MW of electricity, out of which the factory consumes about 0.5 MW and the surplus sold to the national grid under a power purchase agreement with the national distributor, Kenya Power and Lighting Company (KPLC). Plans to develop 12 other mini-hydro power plants across the tea growing regions are underway.

They are expected to generate a total of 22 MW when complete.

These subsidiary companies are investments on behalf of the shareholders. Dividends declared from profits made by these subsidiaries are eventually paid to farmers through their respective Factory Companies.

Lerionka Tiampati, CEO, KTDA Holdings

Electronic weighing machine

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Small-scale farmers plucking Tea leaves

of manufacturing to ensure production of the best quality teas.

So what are the unique elements that make Kenyan tea popular and much-sought-after around the world? The answer lies in the good agricultural practices, all-year round warm climatic conditions, volcanic soils and sufficient rainfall which allows for plucking all year round.

It is against this backdrop that KTDA has established pride of place among the principal international markets for Kenyan tea.

“Our key markets at the moment are Pakistan, Egypt, the United Kingdom, Afghanistan, Yemen and Sudan, among others,” he says.

Kaptumo Tea Factory one of KTDA’s managed Factories in Nandi County

Producing quality tea is our Focus, says Group CEO KTDA Group CEO Lerionka Tiampati irrevocably states that a key plank of KTDA’s commitment is the effective management services to the smallholder tea sub-sector in the production, processing and marketing of high quality teas. “Our objective is to meet and exceed our customers’ expectations in providing high quality products and associated services.”

Tiampati attributes KTDA’s success to the more than 560,000 small scale tea farmers, who are also the shareholders of the factories to which they deliver tea. “We shall endeavour to continually maintain and improve efficient and effective Quality Management Systems meeting both the regulatory and international requirements.”

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KTDA has been at the centre of efforts to uplift the livelihoods of the smallholder tea farmers.

The phenomenal success is a demonstration that local people have the capacity to change the face of their communities.

Kenya is the leading exporter of black CTC (curl, tear and cut) teas, with small scale tea farmers, through KTDA, accounting for more than 60 per cent of Kenya’s tea exports and 13 per cent of global exports. During the 2010 calendar year, tea reclaimed its position as the top foreign exchange earner for Kenya, ahead of tourism and horticulture.

“We export 95 per cent of our teas and our success is pegged on putting great emphasis on production of the best quality tea, Mr Tiampati says, adding that quality control is paramount and a self-checking mechanism has been installed at every stage

KTDA is now expanding its markets to United Arab Emirates, Russia and Iran.

As far as Vision 2030 is concerned, Mr. Tiampati states that KTDA is focusing a lot more on improving productivity per unit. It is also focussing on product and market diversification as well as venturing into value addition to increase earnings for farmers.

“We are also leveraging ICT to enhance efficiency and effectiveness of our operations and adopting a modern governance structure,” he says.

KTDA has truly transformed the livelihood of thousands of small-scale tea farmers and continued to stir development in the rural areas of Kenya.

“The tea industry has served this country well, the challenge now is how it can be sustained into the future,” observes Tiampati.

Stephen M. M’Imanyara, Chairman, KTDA Holdings

Palleted teas for export

Transportation of green tea leaves

Innovation is the key to Sustainability, says KTDA Chairman The Kenya Tea Development Agency has over the years encouraged farmers to carefully pluck the best teas, two leaves and a bud, to produce the world’s best CTC teas; something the Group Chairman Stephen M’Imanyara lauds as the mark of distinction that gives KTDA teas a global appeal. “The required quality is achieved by maintaining a “fine plucking” standard of two leaves and a bud.” he says. Findings of research conducted by the Tea Research Foundation of Kenya (TRFK) have shown that concentration of chemical compounds that contribute to tea quality are highest in the young shoots and decline in the older fibrous leaf and stalk.

Quality Control at the KTDA headquartres in Nirobi

The Chairman says that the tea industry remains the leading foreign exchange earner for Kenya and contributes up to 4 per cent of the GDP. Small-scale farmers contribute more than 60 per cent of that success. The industry does not only provide livelihoods for a significant percentage of the population (estimates place this at 4 million people) across the value chain, but also plays an invaluable role in stabilising our economy.

The Chairman enthuses that KTDA makes an invaluable contribution to rural industrialisation and the overall economy of Kenya. Factories, he says, are major industrial installations providing employment and livelihood to millions of people across the value chain.”

As a result, in many parts of the country, tea remains the most profitable cash crop and therefore the contribution of this industry to rural economies cannot be underestimated.

The KTDA structure has also enabled farmers to access critical inputs such as fertiliser, at affordable prices due to economies of scale.

The farmers then get to pay for the inputs in easy instalments over a period of time without significantly affecting their monthly earnings.

“To ensure that our farmers remain in business amidst the many challenges and threats, we have to keep innovating, particularly on technology, value addition and new tea varieties.”

Over the years farmers have accumulated assets worth over KSh38 billion. In a bid to scale up this figure, Mr M’Imanyara says KTDA continues to enhance efficiency and productivity along the value chain and also diversify its business to safeguard the future for the farmers. To do this effectively, he continues, farmers who are also the shareholders of their factories are encouraged to retain some money every year for purposes of future investment.

Looking forward, the KTDA Chairman observes that in order to remain ahead of the pack, they have to keep investing in research and new technology. “We are working to fully automate all our factories to make them efficient and reduce costs. We are also working with the Tea Research Foundation to develop new tea varieties that are high yielding in light of decreasing land sizes. Furthermore, we are exploring new markets to avoid overreliance on the traditional markets. Some of these markets largely consume green and orthodox teas, hence the need to diversify our products from the traditional black CTC teas.”

Tel: +254 20 3227000 Email: info@ktdateas.com www.ktdateas.com Best of Kenya

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Chapter 7 Corporate Profiles

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Coca-Cola: The World’s Most Valuable Brand At Coca-Cola, our business succeeds when communities thrive - The Coca-Cola system

Established in 1886, The Coca-Cola Company operates in more than 200 countries, and markets nearly 500 brands and more than 3,000 beverage products around the world. These products include sparkling (carbonated soft drinks) and

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still beverages, such as waters, juices and juice drinks, teas, coffees, sports drinks and energy drinks. In Africa alone, we operate in all the territories in the continent. We are a global business that operates on a local scale in every

community where we do business. In each one of the countries in which we operate, we employ local people, source local ingredients and produce and sell our products locally, thereby directly and indirectly creating millions of jobs,

Voted for 11 years in a row by Interbrand as the world’s Most Valuable brand, CocaCola’s enduring commitment is to refresh consumers by delivering the highest quality, best tasting variety of beverages to satisfy every lifestyle, life stage and occasion.

Our footprint in Africa Coca-Cola began operations in Africa in 1928, in South Africa. Local production began in 1949 in Tunisia. By the 1960s, Coca-Cola had gained a foothold on the continent, establishing presence in Mozambique, Ethiopia, Kenya and Djibouti.

By 1970, Coca-Cola was available and enjoyed in virtually all African countries.

We have four of the world’s top five nonalcoholic sparkling beverages, namely Coca-Cola, Diet Coke, Fanta and Sprite.

Today, we have more than 160 bottling plants on the continent and are one of the largest private sector employers.

In Kenya, Coca-Cola’s footprint spans over 60 years. Our beverages are manufactured, packaged, merchandised and distributed by our seven bottling partners – Nairobi Bottlers, Coastal Bottlers (Mombasa), Equator Bottlers (Kisumu), Mount Kenya Bottlers (Nyeri), Rift Valley Bottlers (Eldoret), Kisii Bottlers and Beverage Services Kenya (Industrial Area Nairobi), creating an unmatched reach in the Fast Moving Consumer Goods (FMCG) sector.

Sustainable Success Coca-Cola is one of the leading blue-chip companies that have embraced inclusive business practices or sustainability to achieve success, on a global scale. We work closely with our customers, who distribute our offerings – sparkling beverages, water and juices, to our consumers.

investment and economic opportunities.

We create global reach with local focus because of the strength of the Coca-Cola system, which comprises our Company and our independent bottling partners, which are more than 300 worldwide.

The recently announced Fruit project with local farmers in Kenya and Uganda and work on sustainable water sources, are highlights of what we view as doing business in a way that benefits the long term interests of the different facets of the communities in which we operate while at the same time growing the economic value of our local businesses.

We define sustainability as creating meaningful benefits for society as we

Nathan Kalumbu, Business Unit President CocaCola East & Central Africa explains the company’s sustainability strategy

manage and grow our business – in effect, an inclusive business model.

“We strive to embed sustainability into every aspect of our business. Our business model ensures that we create employment and entrepreneurial opportunities for thousands of Kenyans. Our system creates value for everyone who touches our products along the value chain and contributes positively to the economy,” says Nathan Kalumbu, Business Unit President Coca-Cola East & Central Africa.

Our commitment to integrated sustainable business practices is broadly supportive of the developmental agenda of the Kenya Government as espoused in the long term development strategy paper – Vision 2030.

This is also why we are passionate about the sustainability of the communities in which we do business. If extreme poverty and hunger can be eradicated, the goal of achieving universal primary education becomes more viable. If gender equality and women’s empowerment issues are addressed, the improvement of maternal health and the reduction of child mortality become possible.

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“This model is especially beneficial for economic development because it populates the so-called “missing middle” with competitive business opportunities.

Research shows that small and medium enterprises, such as MDCs, are the engine of macro economic growth since every dollar invested in a small enterprise generates $12 (Sh900) of activity in the local economy,” says Mr Kalumbu.

The small businesses that are serviced by MDCs also benefit from the model because they gain a product supply that is reachable, affordable, and reliable. Small retailers get better customer service and more frequent deliveries. For these cash-based, high turnover businesses, being able to purchase small quantities with frequency is a real advantage.

Additionally, the MDCs have proven to be an important opportunity for women. In Kenya, MDCs have created entrepreneurship opportunities for over 300 women, who own or manage these businesses. These opportunities build the skills, confidence, and social status of women in our communities.

Similarly, we see environmental sustainability as a priority to communities where basic needs of hunger, health-care and education have been realised. In focusing on our core business, we are in effect helping to make a real change to the lives of many people.

Live For a Difference (L4AD) The framework for our commitment to sustainability is called “Live For a Difference” or L4AD. Live for A Difference is a way for us to think holistically and globally about sustainability efforts throughout the Coca-Cola system. It is a modern expression of our company’s heritage of caring about our people and the planet. It includes goals, metrics and principles for our work in developing beverage benefits; supporting active & healthy living programs; building sustainable communities; improving environmental programmes for our operations; and creating a safe, inclusive work environment for our employees.

Inclusive Business model As economies grow, prosperity is not spread to everyone. We have designed business practices that will ensure that those who traditionally would otherwise not be in the

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mainstream of entrepreneurship find a place in our value chain or supply chain with the ultimate aim of improving their own life and that of their family.

Micro Distribution Centres (MDCs)

There are also innumerable multiplier effects. MDC owners can use their contracts with Cola-Cola to secure financing for business expansion and for mortgages and educational loans. Owners report that MDCs enable them to better educate their children, and provide them with the business knowhow and confidence to initiate additional investment opportunities.

The Farmer as a local business partner

In a bid to expand the reach of our brands to consumers everywhere, we continually review our distribution models.

Infrastructural challenges in Kenya, remain a key concern for product accessibility in the country. In many cases, roads are not suitable for heavy trucks and small shops cannot store bulk deliveries of products.

We therefore work with local entrepreneurs to build distribution centres that function as hub points from which products are delivered using low cost means- such as bicycles, pushcarts, motorcycles or small hybrid vehicles- to hard-to-reach small retail outlets in urban and peri-urban centres across the country.

Early in 2010, The Coca-Cola Company entered into a partnership with the Bill & Melinda Gates Foundation to enable 50,000 mango and passion fruit farmers in Kenya and Uganda participate in the Coca-Cola supply-chain for the very first time. Of the 50,000, about 37,000 farmers are in Kenya. The project aims to support smallholder farmers by building their capabilities and providing access to credit facilities to improve fruit yields, enabling farmers to double their average daily income from Sh95 to sh190 per kg. It will also enable us increase local supply of juice and improve local processing infrastructure to allow for the development of the company’s local juice business while also potentially providing surplus product to our global system.

Although this business model is present in more than 15 African countries, in Kenya, we have over 700 MDCs. A typical MDC supports an average of 200-400 stores.

Each store owner supports a family base of between 4-11 people. Coca-Cola MDCs in Kenya serve about 100,000 stores, reaching over a million people with our products daily.

Small farmers are being empowered to capitalise on the increased local and global demand for juice by supplying fruit that meets the needs of local buyers. The programme aims to enable growers to lift themselves out of poverty by doubling their incomes with gains from improved productivity and the sale of fruit for

processing as well as of fruit for the fresh market. Increased incomes often result in better health, increased education opportunities for children and greater empowerment for women, among other benefits. Increased production of fruits can help to secure local food supply and improve nutritional intake of rural populations.

Drops of Hope.

Waves of Change.

A variety of measures are in place to help ensure that the benefits for participating farmers continue accruing beyond the 4-year lifespan of the project.

tccaf.org

“We are helping farmers to set up and strengthen business-oriented producer groups, the farmers will have lasting networks for pooling resources and saving on transaction costs. These organisations will also serve as information centres for future farmers to learn best practices. The project will also establish a sustainable supply chain between farmers, juice processors, and Coca-Cola that will last beyond 2014”.

Not only is this endeavour helping to secure jobs but it is also addressing issues of food security, poverty and hunger.

Our Commitment to be waterwise The Coca-Cola Company has committed to return to communities and nature an amount of water equivalent to what we use in our beverages and their production by 2020.

We will do this by Reducing, Recycling and Replenishing.

To achieve our water stewardship goal, we are focusing our efforts in three areas: • Reducing our water use ratio while growing our unit case volume. We have a global target to improve water-use efficiency by 20 per cent by 2012.

• Recycling water used in our manufacturing processes and returning it to the environment at a level that supports aquatic life. Eighty eight per cent of our bottling operations comply with this stringent wastewater treatment standard, and we have pledged 100 per cent compliance by the end of 2010.

• Replenishing water in communities and nature through the support of healthy watersheds and community water programs to balance the water used in our finished beverages.

In response to the severe water challenges faced by the nearly 300 million Africans living without access to clean water, The Coca-Cola Company launched the Replenish Africa Initiative (RAIN). RAIN aims to provide over 2 million people

No single organization can resolve Africa’s water crisis but the collective efforts of many can create waves of change.

The Coca-Cola Company has launched RAIN, the Replenish Africa Inititative, a $30-million, six-year commitment to help provide access to safe drinking water to Africans.

If one organization can help, others will follow. Help us protect Africa’s most precious resource, water. To learn more about RAIN, visit tccaf.org.

in Africa with access to clean water by 2015. RAIN is The Coca-Cola Company’s contribution to helping Africa achieve the United Nation’s Millennium Development Goal on access to clean water and sanitation. RAIN has been made possible by a 6 year $30 million commitment

by The Coca-Cola Company. RAIN will leverage this investment and aims to attract dollar for dollar match funding over its 6 year lifespan. Already RAIN has secured 100 per cent matching funding for all current projects from the US Agency for International Development (USAID) and others and continues to seek additional cofinance partners for subsequent years.

In Kenya, we have undertaken several such projects aimed at increasing access to sustainable safe water and sanitation services in communities and schools, promoting behavior change and point-ofuse drinking water treatment, strengthening governance of water resources as well as expanding economic uses of water by the poor.

Coca-cola East and Central Africa Tel: +254 9020) 3253 545 www.thecoca-colacompany.com Best of Kenya

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The Avenue Group of Healthcare Providers - Avenue Hospital

Avenue Hospital Located on First Parklands Avenue, is a 70-bed modern facility with male and female wards, a dedicated paediatric wing, maternity ward, psychiatric wing, semiprivate and private rooms, and theatre and mortuary services. It is open 24 hours a day, seven days a week.

Avenue Healthcare In response to a growing need in the medical services market, Avenue Healthcare started Kenya’s first Managed Healthcare Plan, bringing both preventive and curative medical services to groups at an affordable, per capita annual fee.

The idea of bringing medical services to the workplace with a 24 hour hospital, out- and in-patient back-up has been very successful.

Avenue Healthcare now serves over 800 companies through six outpatient clinics,

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including three in Nairobi: at Avenue Hospital in Parklands (also has a Special Clinics centre), Nakumatt Lifestyle Building in the City Centre and P.J. Place on Enterprise Road, Industrial Area.

In Mombasa the clinic is located at the Aga Khan Doctor’s Plaza on Nyerere Road, in Kisumu at Al-Imran Plaza on Oginga Odinga St. and the Thika Clinic is next to Diagnostic Imaging Clinic on Kenyatta Highway. Plans are underway for a new clinic in Nakuru.

Avenue Rescue’s courses include CPR, Emergency Medical Technician (1 course) as per the Kenya Council of Emergency Medical Technicians curriculum and a basic first aid course in Kiswahili specifically for domestic staff.

No promotional or sporting event is complete without Avenue staff, tents and standby ambulances.

Avenue Homecare

Informative talks and presentations on pertinent health issues are a popular feature of Avenue Healthcare’s services to company staff.

Avenue Rescue Services

Avenue Homecare’s Patient attendants provide affordable quality medical care at home. The attendants work under the supervision of qualified Avenue doctors and nurses.

Avenue Rescue offers ambulance and medical taxi services with a fleet of 4 fully equipped ambulances, and 5 medical taxis fitted with two-way VHF Radio communication systems.

The services are offered to the terminally ill; elderly; substance; post-surgery patients and general convalescents on a 12 hour or 24 hour, daily, weekly or monthly basis.

Benefits • Services offered by patient attendants are cost effective and include one weekly visit by a qualified nurse.

• The home environment is familiar and comfortable for the patient, which enhances recuperation • Ensures total privacy and freedom for patients • Reduces the risk of cross infection The Avenue Group Mission To provide high quality medical care at an affordable price Motto: Respect, Service and Excellence We insist on respect for all human beings regardless of financial status, race, tribe, and national origin, religious or political beliefs. This applies to our clients as well as in interpersonal relations among staff, and between staff and management.

We are committed to provide the best service to patients, relatives and friends, doctors and company clients.

Continuous striving to improve and achieve excellence in the provision of medical services.

Responsibility As providers of essential services we believe we have a responsibility to the community that supports us and to assist those in need.

• Emergency care is provided to anyone in need, regardless of ability to pay.

• We believe in co-operation with health authorities

Prepaid Medical Schemes The Full Cover Outpatient Plan includes unlimited visits to any Avenue Healthcare facility, all prescribed drugs and dressings, x-rays, ultrasound, CT Scans, laboratory tests and specialist consultations on referral.

The Avenue Health Maintenance Plan includes the unlimited benefits of the Full Cover Outpatient Plan, plus inpatient care at Avenue Hospital to limits ranging from Kshs.100,000 to 500,000 per year.

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Occupational Health & Safety Audits, KEPI regime vaccinations, and prophylactic antimalarials on request.

In-house Clinics Management of an in-house staff clinic includes doctor’s visits furnishing and basic equipment at Avenue Healthcare expense, maintenance of an in-house pharmacy with stocks of drugs and dressings and optional part time or full time nurse. The in-house clinic can be offered with the prepaid schemes at a small additional fee per member, on a fee-for-service basis, or at a monthly rate.

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Credit Facility Services Available to companies for outpatient care at any Avenue clinic and inpatient care at Avenue Hospital, directly or through insurance companies.

In-patient Management Negotiated rates with specialists and strict control over management of inpatients

by Avenue Healthcare doctors’ controls runaway medical costs to companies. This service is available at Avenue Hospital, or any other hospital in Nairobi.

Avenue’s Firsts in Kenya • First Private, Self Contained Psychiatric Facility (1990) • First Home-Based Nursing Service (1994) • First Medical Equipment Rental (1994) • First Provider-Based HMO (1995) • First Managed Health Care System (1996) • First Emergency Medical Technicians Training Course (2000) • First Medical Taxi Service (2005) Patient Rights Patients have the right to: • Receive superior health care regardless of race, tribe, and national origin, sex, age, financial status, religious beliefs and cultural preferences.

• Be treated with respect and courtesy at all times.

• Have personal privacy respected and

medical records handled confidentially.

• Know the names, qualifications and professional responsibilities of their health care providers.

• Receive treatment appropriate to the patient’s choice, age, physical, spiritual, emotional, cultural and intellectual needs.

• Receive information about diagnosis and treatment plans in a language easily understood, with explanations of

alternatives including risks, benefits, and burdens of each.

• Participate in decisions involving their health care and give informed consent to treatme

Tel: +254 020 3745750 / 3742907 E-mail: admin@avenuehealthcare.com doctors@avenuehealthcare.com www.avenuehealthcare.com Best of Kenya

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‘Not A Grain Wasted’ – The Art and Science of Bulk Handling Operations

Grain Bulk

Handlers LTD Grain

Terminal

The Grain Bulk Handling Complex in Mombasa serves an average of five ships a month without any delays and handles over 2 million tons of grain in 12 months, destined to the entire region and enough to be carried by 57 ships

Mr David Harris, the man who helped build the World Bank-funded Grain Bulk Handling Complex in Mombasa, says the facility, the only one of its kind in the country, has saved Kenya and the region a fortune in losses that used to be incurred before its arrival 10 years ago.

“On the contrary, bulk handling takes grain from a ship direct to the silos in a system monitored to the kilo and to the ton, without wasting a single grain, helping the Kenya Revenue Authority (KRA) to know exactly what to charge duty on,” says Mr Harris.

Among the areas in which huge savings have been realised is leakage of grain in the previous archaic and unwieldy bagging system. The wastage was massive. The bags too were expensive while filling and emptying them was time-wasting.

“A grain terminal is a very important piece of equipment for any port — or country that has to import grain such as Kenya. Doing it by the bagging method, straight off the ship, is cumbersome and expensive,” he says.

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“It has greatly eased congestion at the port. It would take 1,166 trucks each with a capacity of 30 tons as many as five days to unload a single ship carrying 35,000 tons of grain. Fancy the congestion if more than one ship has to be unloaded at a time.

“Moreover, grain brought in bulk as opposed to the one brought in bags makes it possible for ships to turn around and unload quicker, which is considerably cheaper, bearing in mind that ‘shipping time’ and ‘in port’ are two crucial factors in the industry,” he explains.

“Expensive congestion aside, ships had to wait and that was costly, forcing many ship operators to abandon the port altogether.

“All that changed with the bulk handling technology. Take last year, for instance. The complex served an average of five ships a month without any delays. We handled over 2 million tons of grain in 12 months destined to the entire region, enough to be carried by 57 ships.

“Were the facility not there, five of the 12 available berths at the port would have been devoted to nothing else but grain, causing terrible inconvenience to other port users,” notes Mr Harris.

Mr Harris describes the recent clamour for an additional terminal as “uncalled for” and a misconception that the existing complex is a monopoly. “We are not a monopoly at all. There are still the on-quay bagging operators. Our accounts are monitored, audited and copies taken to the port every year.”

He says there would be no cost advantage to the nation if a second facility were to be built to compete with the existing one. Neither is the facility operating at full capacity.

“Currently we can handle 600 tons of grain per hour. That translates to 14,400 tons a day. With new machines that we shall soon have in place, our capacity will rise to 21,000 tons per day, an additional 7,000 tons.”

Mr Harris advises millers in Mombasa and Nairobi to build silos to accommodate bulk grain. “What are needed are more silos, of which we have made provisions for nine more to hold some 45,000 tons. Millers’ silos in Nairobi, in particular, would help us

ship bulk grains by rail to the advantage of importers from Uganda and beyond.”

Mombasa in 1998. Construction work took 13 months.

He says the facility serves the region as far as afield as southern Sudan, Burundi and Rwanda.

The Grain Bulk Handling Limited Chairman, Mr Mohamed Jaffer, thanks the Kenya Government for the support it gave to the project from the start. He says his ultimate goal is to export grain through the facility when irrigation as a farming option becomes a reality to give Kenya surplus grain.

Mr Harris, who today is a consultant at the complex where he was formerly the General Manager, had worked for the World Bank through Mersey Docks and Company Limited in Maputo, Mozambique, before he was picked to help put up the World Bank-funded US$35 million complex in

“I look forward to the day we shall use 90 per cent of our water currently flowing to the sea and the lakes for agriculture,” he says.

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Grain Bulk

Handlers LTD Grain

Terminal

Grain House, the headquarters of GBHL in Mombasa

Herewith excerpts from an interview Mr Jaffer Mohamed gave on the occasion of GBHL’s tenth anniversary in 2010 Q: What put the idea in your mind to establish this grain terminal at the port of Mombasa?

A: It happened like this: Back in 1976, my family business, then known as Jaffer & Jaffer Ltd., set up the Inland Container Depot, which was one of the first container depots in Mombasa. But even before that, back when there was still the old East African Railways and Harbours Corporation, we had leased a plot from them to set up a timber storage yard, and also used these same premises for the manufacture of pallets — those wooden frames on which cargo is placed

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in warehouses, so that it is easy to take it up using a forklift. That, I would say, was really the beginning of my being involved in port-related business.

Well, in 1983, mobile bagging operators were introduced in the port for quayside bagging of bulk grain and fertiliser. The first company to enter into this line of business was called Nectar. Later other companies also joined in. Some of them used our Inland Container Depot to store their containers, and this is how I came to be aware that there was a need for more efficient offloading of grain and fertiliser from the ships. It is out of that insight that the plan for creating Grain Bulk Handlers arose in my mind. Later, I was to go to the great port at Hamburg in Germany, and see exactly how it was done. But

even before I visited the grain terminal at Hamburg, I already knew what could be done.

Somehow, right from the start, I knew I could do this. I just knew. I also understood right from the start that it would not be easy, but I was determined to do it.

Q: It was a very long journey from November 13, 1984, when you first applied to the Kenya Port Authority for the way-leave from your plot just outside the port, to the berths at Kilindini, so as to make it possible for you to handle bulk grain and fertiliser imports; to February 14, 2000, when you handled your first ship. That’s a clear 16 years.

Many investors would have given up long before 2001. What kept you going?

Chaiman of GBHL, Mr Mohomed Jaffer

A: All I can say is that I was convinced that I could bring this project to a successful conclusion, and that I was determined to succeed in this. I never for one moment doubted that I would succeed. As you say, there were so many steps involved in this; so many conditions to be fulfilled, some raised by the financiers, others by the Kenya Ports Authority, others by various government agencies. I had to employ very many professionals at different stages of this journey, as international lenders require a very large number of professional reports for a project of this kind.

I also travelled a great deal to the US, the UK, and France, negotiating for the money which was needed to set up this grain terminal. All this had to be done before the financiers would commit the first dollar to the project. And it was not easy.

I have sometimes thought that I would have made far more money if I had dedicated those 16 years to just expanding ongoing businesses rather than starting something completely new like Grain Bulk. But I have no regrets. I set out to establish a worldclass grain terminal at the Kilindini port here in Mombasa, and I was able to achieve this.

That gives me a great deal of satisfaction, and I do not feel any regret about other opportunities that I missed during the years I was struggling to make Grain Bulk a reality.

Q: In an article on GBHL which featured in The Wall Street Journal late last year, you are quoted as having said that you look forward to the day when your grain terminal will be converted into a grain exporting facility, and that you believe that Kenya will one day again be a grain exporting country. Could you elaborate on this?

A: Kenya is at present harvesting only 6 per cent of the water it receives as rainfall. The rest, a full 94 per cent, flows into lakes and seas. I believe that if we could follow the example set by Israel and adopt modern techniques for harvesting rainwater and channeling it into irrigation projects, there is a huge opportunity to increase our acreage of land under productive agriculture (of which at present we are in fact only cultivating about 39 per cent).

So I was not just saying this off the top of my head. This is something I have given much thought to. I believe that, with the right policies, we can have Kenya returning to being a net exporter of grain, as it was in the early years of Independence. All we need is the right land use policies.

Q: Finally, there have been reports that you plan to set up a fertiliser handling terminal at Kilindini. What can you tell us about this?

A: At the present time, a major aspect of the cost of fertiliser to farmers is the cost of transport. In some cases we even get fertiliser free from some rich nations, but when you factor in the cost of transport, then you find that farmers still have to pay quite a bit for it. And part of these transport costs are right here at the port.

At the moment, fertiliser can be offloaded at a rate of about 1,800 to 2,000 tons a day. So a 20,000-ton ship would take 10 to 12 days to completely offload its cargo at the current terminal.

With the new fertiliser handling terminal that I would like to establish, a 20,000-ton ship would take just one day to offload, leading to enormous savings in the final cost of that fertiliser when it eventually gets to the farmer on the ground.

It’s a wonderful project, which would have a huge impact on the lives of millions of small-scale farmers, and I am very disappointed that it is taking so long to get it started, purely on account of bureaucratic delays.

Tel: +254 41 2230233/5/8 2230183/4/5 www.grainbulk.com Best of Kenya

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Municipal Council of Mombasa The Council is tasked with maintaining and improving Mombasa’s rich heritage and history with a view to positioning the coastal city as the destination of choice for leisure and adventure lovers looking to a rare holiday and exotic delight

Mission: To facilitate improved and sustainable service delivery, economic empowerment of communities, attract investment and provide residents and visitors with an enjoyable environment worthy of an exemplary city and holiday destination.

Vision: To be a leading Holiday destination and City in the World The coastal city of Mombasa is one of Africa’s most sought-after tourist destinations, and boasts some of the best beaches in the world.

Located on Kenya’s eastern coastline bordering the Indian Ocean, Mombasa has become immensely popular for its exotic beaches, diverse marine life, world-class hotels and friendly people.

Described variously as a piece of rare exotic delight, and a tourist’s haven, Mombasa has attracted visitors from all over the world and continues to do so.

Mombasa’s rich history dates back to the 16th Century, when it was ruled by the

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Portuguese, Arabs and British - which peoples have all influenced the town’s culture. The attractions that still exist include historical ruins such as Fort Jesus and the Old Town.

next think of going on vacation, doing some travelling, or simply enjoying yourself, think about Mombasa and all that it has to offer.

We promise you the time of your life!

History

Mombasa’s beaches offer an array of activities for children and adults alike, such as deep-sea fishing and water sports. Tours of the town, safaris in game parks, and camping can all be planned through travel agencies. Hotels also incorporate these activities as part of their entertainment, with the aim of making the trip to Mombasa the ultimate holiday experience!

Complementing its diverse culture, Mombasa’s restaurants offer a stunning array of tastes sprinkled across the town.

Delicacies include freshly-caught seafood made to order on a dhow while you watch the sunset and listen to the live band playing your favourite songs.

The nightlife in Mombasa is always exciting, and the clubs and casinos can keep you going all night long. So when you

Mombasa has been in existence as an established town for some 30 centuries according to records by ancient Phoenicians, Egyptians and Chinese historians. The town is located on longitude 390 41’ East and latitude 40 3’ South.

The gross surface area of the municipality is approximately 260 Km2 extending 25 kilometres along the coast and 16 kilometres inland.

It is characterised by incised creeks, which surround the island. Mombasa has been ruled in turn by native Africans, Arabs, Portuguese, and the British. Colourful Mombasa, an Island city with a blend of the ancient and the modern, is the principal port and the main gateway to Kenya, Uganda, Rwanda and Burundi. It is the oldest city and second in importance to Nairobi (the capital city).

Mombasa Municipal Council was established in 1928 as a Board by the Local Government amendment Ordinance.

Some of its responsibilities include provision of primary schools, health, roads maintenance and town planning, sports, welfare, street lighting, cleansing services, housing and other social services.

Town Clerk Tubmun Otieno says the council strives to serve the population well, despite an inadequate revenue base of the Sh1.3billion collected annually.

He says the future is looking up, what with the introduction of counties under the new constitution, which will see the national government assisting with financial resources to enhance service provision.

The Council has cleared a Sh 2 billion debt portfolio in three years, sufficient proof that its 2,600 employees will, no doubt steer service provision to new heights in 2011 and beyond.

town. The best hotels can be found along the North Coast, where hotel rooms are a few feet from the warm sandy beaches. Most of the newer hotels are situated on the South Coast and further along the North Coast.

Transport

Security All the streets of Mombasa are now well lit, courtesy of the Municipal Council, offering visitors a chance to sample the cool night life at various entertainment spots in a secure environment.

Mombasa Airport The Moi International Airport is an architectural symbol of Mombasa’s growing investment in tourism. It has been newlyrenovated, and a new terminal has been built to facilitate larger aircraft and increased passenger traffic.

Mombasa was a very influential port in the 15th Century, and has played a significant role in laying the foundations of the nation that it is a part of today. Some of its attraction sites include: • • • • • • • •

Old Town Fort Jesus Mombasa Tusks Hindu Temple Mamba Village Bamburi Nature Trail Bombolulu Workshops Gedi Ruins

Mombasa has many hotels along its white sandy beaches as well as in the heart of

Kenya Railways offers train services throughout the country, primarily between Nairobi and Mombasa. Passengers who choose to travel via rail have the option of travelling either by first or second class. A trip from Nairobi to Mombasa usually takes around 6 hours by bus, and 1 hour by plane, during which time a variety of wildlife can be seen at a relatively close distance.

The Central Police Station is located at the heart of the town, and regular patrols are carried out on foot as well as in vehicles.

Location: East Coast of Kenya about 500 kilometres away from Nairobi (The Capital) Size: 2755 square kilometres.

Climate: Warm, humid to hot.

The main form of transport is the minibus, commonly referred to as “matatus”, followed by the three wheel “Tuk Tuk”. Both forms of transport are highly used by the locals. A ride in a “matatu” can be a quite fascinating experience. Taxis can be found almost anywhere in the town.

Temperature: Ranges from 23-31 degrees centigrade.

Population: 939,370.

Shopping

Major Economic Activities: Fishing, Tourism, Industrial and manufacturing commercial activities.

Local hand-crafted items, traditional African and Arabic clothing and souvenirs can be bought in the city as well as on the beachfront from tourist shops and local vendors respectively.

Tel: +254 (041) 2311025, (041) 2316499 P.O Box 90440 - 80100 Mombasa, Kenya info@mombasamunicipal.org www.mombasamunicipal.org Best of Kenya

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The Kenya Tourist Board Tourism has many faces. From eco- and cultural to waterbased and sports to conference and cruise, the holiday travel and hospitality sector has something for everyone

Current performance KTB has been working hard to deliver tourist numbers. Following the recession, tourist arrivals by air and sea in the last two years have been on an upward trend and even surpassed the 2007 levels — the best performing year.

As of July 2010, the performance stood at 3.5 per cent, translating INto 600,227 arrivals, up from the 579,668 recorded in 2007. These current figures portend a bright future for KTB and the number of tourist arrivals was on the upswing as the year closed.

per cent of GDP. Seven of Kenya’s 26 parks receive about 80 per cent of visitors to the country.

Product diversification With stiff competition from South Africa, which has positioned itself as one of the most desired leisure destinations in the world, there is obviously need for a change of tack and approach.

Product diversity

Kenya’s traditional products have been beach and wildlife safaris, which are very strong. But, with a view to expanding the product base and taking advantage of our diversity as a destination, niche products are being developed.

Tourism activities in Kenya have concentrated on wildlife, which accounts for 70 per cent of gross tourist earnings and five

Towards this end, KTB is developing several tourism products as part of the tourism diversification strategy: eco-tourism, cultural

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tourism, water-based tourism, sports tourism, conference tourism and cruise tourism, all aimed at boosting the sector.

New tourism circuits in western and northern Kenya have been initiated as part of the diversification process.

There are tourism opportunities in Garissa.

Tourists can enjoy water-based activities on Lake Turkana and the area is rich in cultural tourism. Rahole National Park, Sibiloi National Park and the Aruale Animal Conservancy are all tourist sites in the northern region.

The place has comfortable and pleasant accommodation facilities, an indication of the great potential existing in the region.

As a way of opening up other parts of the country as tour sites and marketing them, this year’s World Tourism Week was held in

Garissa as a precursor to the declaration of the northern circuit as a high potential tourism spot.

Marketing strategy Because of the dynamic nature of the tourism sector, KTB marketing strategies are not static. Apart from word-of-mouth during exhibitions, trade shows and media adverts, we have also invested heavily in on-line marketing. We have launched sub-sites in a number of languages so as to reach out to a huge number of potential visitors.

To leverage on Kenya’s beach and wildlife safari product, KTB is now marketing by selling experiential concepts. We have an advert in which we use the word Jambo. It is the first word a visitor learns when they come to Kenya. When you offer things that are experiential, it creates an emotional connectivity and it becomes difficult to switch.

Apart from international tourists, KTB is also looking to attract more domestic tourists. Currently about 70 per cent of our

tourists come from outside the country.

However, we are keen in reversing the trend by refocusing our efforts on domestic tourism, which currently contributes about 30 per cent of total revenue generated from the sector.

Investment opportunities With Vision 2030 having a clear roadmap of where Kenya should be, the tourism sector certainly offers immense investment opportunities. Already, Nairobi boats two new hotels — the Crowne Plaza in Upper Hill and Sankara in Westlands. More investors are setting up facilities with the most recent being Simba Colt diversifying into the hospitality sector with plans to put up several hotels in Kenya.

Under Vision 2030’s FMTP, some flagship projects for 2008-2012 include development of three resort cities (Isiolo, Diani and Kilifi), development of World Heritage sites as tourist destinations (Lamu, Mt Kenya and Sibiloi), and health spas at geothermal sites, business and conference tourism.

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KTB’s Service Charter The purpose of the Service Charter is to communicate Kenya Tourist Board’s commitment to provision of quality and efficient service to its customers and stakeholders

It highlights KTB’s role in positioning Kenya as an outstanding tourist destination. It gives insights about our core functions, values and sets standards of service delivery to ensure stakeholders satisfaction.

OUR MANDATE The mandate of the Board is to: • Promote and market Kenya as a tourist

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destination locally and internationally; • Establish public relations services to address issues of concern to the tourism industry, and facilitate the resolution of conflicts within the industry; • Monitor the quality and standards of facilities available to tourists and advice both the private sector and relevant Government agencies on how to improve the facilities; • Work in partnership with national,

regional and international organizations as well as local authorities in the country to improve the tourism environment; • To initiate education and awareness programmes on tourism locally and as well as abroad; • Develop and maintain professional personnel to deal with issues that adversely affect Kenya’s image in the tourism industry;

OUR VISION Achieving global recognition for Kenya as an outstanding tourism destination OUR MISSION To drive and support the effective promotion of marketing of Kenya’s tourism products professionally and transparently while enriching the lives of Kenyans and visitors alike.

OUR CORE VALUES Our corporate culture is based on our core values – the beliefs and behavioral qualities that will not be compromised: • • • • • • • • •

Integrity and Professionalism, Quality Customer Service, Competence, Discipline and Team spirit, Social Responsibility, Productive Partnerships, Employee Relations, Excellence, Innovativeness, Dynamism and Creativity Zero Tolerance to corruption and impunity

OUR CUSTOMERS • • • • • •

Employees Tourists Tourism Industry Media People of Kenya Diplomatic Corp and government agencies

COMMITMENTS ON SERVICE DELIVERY TO THE EMPLOYEES NO.

SERVICES RENDERED

TIMELINE

1.

Provision of conducive work environment and resources

Continuous

5.

Conduct staff appraisals

Annually

6.

Enhance skills through relevant capacity development.

Continuous

7.

Communication of policy changes.

Immediately

8.

Respond to feedback/complaints

7 days.

TO THE GOVERNMENT NO.

SERVICES RENDERED

TIMELINE

1.

Fulfillment of our mandate

Continuous

2.

Submission of performance Contract Reports to the relevant Government Authorities.

Quarterly Annual

3.

Submission of Annual Financial Statements

30th September

4.

Release tourist data to various publics

Continuous

5

Remit taxes due

Continuous

OUR SERVICES TO THE TOURISM INDUSTRY We are dedicated to meeting our mandate to promote Kenya by delivering an extensive range of services as listed below: • Destination Marketing Services • Tourism Statistics, Research and Information Services • Media liaison and Tourism sector Crisis Management Services • Web advertising services • Destination Training for Source Market Travel Trade • Product Value Added Advisory Services • Customer Obligation • Treat our staff with courtesy and respect • Attend scheduled meetings punctually; • Respond to requests for information appropriately • Respect our values

NO.

SERVICES RENDERED

TIMELINE

1.

Offer advisory services

Continuous

2

Release planned marketing activities

September

3.

Develop and establish strategic partnership in the implementation of marketing activities

Continuous

TO THE SUPPLIER NO.

SERVICES RENDERED

TIMELINE

1.

Ensure compliance with the Public Procurement and Disposal Act 2005.

Continuous

2.

Payment for goods and services

30 days

TO THE PEOPLE OF KENYA REVIEW OF SERVICE CHARTER In light of the changing circumstances, the Board will subject this Service Charter to regular reviews with a view to improving its service delivery.

To help us serve you better please contact us on:

Tel: +254-20-2711262 www.magicalkenya.com

NO.

SERVICES RENDERED

TIMELINE

1.

Treat the general public courteously and professionally

Continuous

2.

Respond to enquiries.

Telephone Email Letters Walk In

3rings 24hrs 7 days Promptly

3.

Conduct media briefings

Quarterly

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Chapter 8 Banking and Finance

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Banking and Insurance In the East African region, Kenya has the most developed banking and insurance sectors

There are more than 43 commercial banks and a myriad of other financial institutions including micro-finance outfits and savings and credit cooperative societies popularly known as Saccos. There are almost a similar number of insurance companies in Kenya.

During the period ended April 2010, the sector’s assets stood at KSh1.5 trillion, with gross loans and advances at KSh799.5 billion. Deposits increased to KSh1.1 trillion supported mainly by branch expansion, receipts from exports and remittances from abroad.

About a decade ago, the banking industry was recovering from a major crisis that had seen several banks collapse. The crisis instigated a raft of reforms, with the Central Bank of Kenya (CBK) tightening its regulatory controls. A much more stable and secure banking industry has emerged as a result.

The industry also registered a pre-tax profit of KSh19.5 billion, in the four months to April 2010 compared to KSh48 billion in 2009.

Banks are currently posting good returns against the backdrop of the ongoing economic recovery as businesses and households increase borrowing to finance capital expenditure and consumption.

CBK reports indicate that the gross nonperforming loans book has improved with the stock of NPLs easing by 10.9 per cent (KSh62.3 billion) in May 2010 from (Sh69.9 billion) in May 2009.

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Currently all the banks meet the minimum capital requirement of Ksh250 million, however the new capital requirement of KSh1 billion which is to be implemented by the year 2012 may be out of reach for many small banks. This is expected to prompt mergers and acquisitions among banks and other financial institutions.

In an effort to bring down the cost of offering financial services to the Kenyan public, CBK together with other stakeholders have put in place a business model aimed at broadening financial inclusion to the majority of Kenyans at a lower cost – the Agent Banking Model.

It is envisaged that this model will enable banks to leverage on additional cost effective distribution channels to offer financial services.

Second, the cost of screening and monitoring existing and potential borrowers will decline with the introduction of Credit Reference Bureaus.

Other notable regulatory frameworks are the enactment of the Proceeds of Crime and Money Laundering Act and the AntiMoney Laundering Act, aimed reducing the vulnerability of Kenya’s financial sector to potential abuse.

The Monetary Policy Committee (MPC) has since September 2009 been implementing decisions aimed at sending signals to the market on the need to expand credit to the private sector at affordable interest rates.

This has been achieved by lowering Central Bank rates and Cash Ratio requirements.

Insurance Kenya’s insurance industry is governed by the Insurance Act and regulated by the Insurance Regulatory Authority (IRA).

According to available records from IRA, in 2007, there were 43 insurance companies and 2 locally incorporated reinsurance companies licensed to operate in Kenya.

Kenyan insurance companies generally report high loss ratios. Between 2004 and 2007, the loss ratios for the industry as a whole ranged between 56 per cent and 60 per cent. Insurers have traditionally relied on investment income to cushion underwriting results.

As at the end of 2008, the combined assets of Kenya’s 43 insurers amounted to KSh46.12 billion, or nearly $2 billion. Both the non-life and the life segments sustained double-digit growth over the last five years.

Life premiums account for about one third of the total.

The three largest non-life companies – The Jubilee, APA and Kenindia – together speak for about one-quarter of total premiums written in the segment. APA is the consolidation of Apollo with Pan Africa’s nonlife operations.

AIG’s Kenyan subsidiary – now renamed Chartis – is one of the 10 largest non-life firms.

Aside from Sanlam’s involvement with Pan Africa, Old Mutual – another giant from South Africa – has a life operation in Kenya. Four major Indian insurers – New India Assurance, Oriental Insurance, United India Insurance and Life Insurance Corporation of India – are minority shareholders in Kenindia.

Figures published by the Association of Kenya Insurers (AKI) indicate that private and commercial motor insurance respectively generated gross premiums of KSh6.103 billion and KSh9.322 billion in 2008. The next largest lines were personal accident (KSh7.070 billion), fire-industrial (KSh4.323 billion) and workers’ compensation (KSh2.145 billion).

In 2008 the industry made a net profit before tax of KSh5.05 billion, with total assets of around KSh146.12 billion.

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Central Bank Upbeat As Fiscal Reforms Bear Fruit

Best of Kenya interviewed Prof Njuguna Ndung’u, the Governor of the Central Bank of Kenya (CBK) on the health of the banking system. Excerpts: Q: Kenya’s banking system, under the guidance of CBK, appears to have put the upheavals of yesteryears behind it and is stable. Is this a fair assessment of the situation?

A: The sector has grown in leaps and bounds over the past few years with adequate capital and liquidity buffers. For instance as at the end of September 2010, the core capital to total risk weighted assets ratio stood at 18.6 per cent above the statutory minimum of 8 per cent. The liquidity ratio at the same date stood at 46.7 per cent above the statutory minimum of 20 per cent.

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Q: What specific policy measures would you attribute this to?

A: I would categorise the policy measures in institutional reforms and strengthening of the legal and regulatory framework.

With regard to institutional reforms, the Government has strengthened the operational independence of the Central Bank by ceding operational supervisory powers from the Ministry of Finance to the CBK. On the regulatory front, the Central Bank embraced Risk Based Supervision (RBS) in 2004 to proactively identify high risk banks and deploy appropriate supervisory resources. Central Bank has taken a four pronged approach of advising, partnership, regulating and developing the market.

Q: After 12 years shareholders of the National Bank of Kenya will be getting a dividend. NBK has come a long way and for some this shows clearly that the Central Bank as supervisor of the system has been strict and particular especially with regard to bad debt portfolios. Would you agree with this observation?

A: The banking sector was saddled with non performing loans in the 1990’s and early 2000s. However, the Central Bank strengthened the guidelines and requirements for banks with regard to credit risk management. In 2005, Credit Risk Management Guidelines were issued and revised guidelines on Risk Classification of Assets and Provisioning were issued in 2006. These guidelines have facilitated the strengthening of credit risk standards

Governor CBK Prof. Njuguna Ndung’u

by banks. This is evident in the ratio of gross non performing loans to gross loans which stood at 7.0 percent at the end of September 2010.

Q: The International Monetary Fund projects that Kenya’s economy will grow by 5 percent this year which is a percentage point higher than the Government had projected, but certainly the kind of information the CBK was happy to hear. Shall Kenya sustain the growth?

A: It is incorrect to state that the revised growth rate of 5 per cent is one percentage point higher than what Government had projected. In fact the Budget Strategy Paper of June 2010 indicated the economy was forecast to grow by between 4.5 per cent and 5.0 per cent in 2010.

The economy is still recovering, retracing its previous growth trajectory when it peaked 7.1 per cent in 2007. Indeed, this is in line with the projected growth rate of 10 per cent and above for the realisation of Vision 2030.

The target growth of 4.5 per cent to 5 per cent is achievable: • A revised GDP growth rate for Q1, 2010 of 4.8 per cent up from the previous estimate of 4.4 per cent and a Q2 growth rate of 5.4 per cent (figures released by the KNBS) • The economy’s resurgence in Q2 was driven by a strong recovery in the following sectors: • Agriculture (5.8%), • Building and Construction (18%), • Manufacturing (6.8%) • Financial intermediation (16%).

These four sectors approximately accounted for 60% of the GDP growth for the Q2.

Available high frequency sector data underscore the increased optimism on economic performance for the year 2010:

• Increased cumulative tourist arrivals (from 599,718 in July 2010 to 701,182 in August 2010).

• Increased Government spending on Infrastructure • Increased tea earnings (from Ksh 5 Billion in August 2009 to Ksh 6.58 Billion in August 2010.

• Increased electricity generation (by 0.5% from 568.54 KWh in August to 571.30 KWh in September 2010).

• Increased total consumption of petroleum products (by 2.6% from 257.7 thousand MT in August 2010 to 264.3MT in September 2010).

• Increased Coffee auctioned at the Nairobi Coffee Exchange (from 1,699 MT in June 2010 to 5,140 MT in August 2010).

Finally there has been increased optimism in the economy (on account of the promulgation of the new constitution and its on-going implementation as well as the expanded EAC market that took effect from July 2010).

Q: Kindly explain the role of the Central Bank and Kenya’s banking system to the success of Vision 2030?

A: The financial sector is one of the six sectors in the economic pillar of vision 2030.

• Maintaining macroeconomic stability whose elements include price stability, low interest rates and stable market determined exchange rates.

• Enhancing financial inclusion.

The CBK plays a facilitative role of enhancing the capacity of financial institutions to mobilize resources. It has undertaken the following initiatives; • Introduction of Agent banking and use of Point of Service devices • Facilitated the introduction of new products based on ICT, e.g. mobile phone money transfers, etc.

• Introduction of Credit Reference Bureaus • Other financial sector reforms, e.g., regulating Deposit Taking Micro Finance Institutions (DTMFIs) and SACCOs. What would pose a threat to the vision and how would CBK respond?

External shocks to the financial sector stability: The CBK conducts macroprudential and micro-prudential regulation and supervision to ensure conformity with best practices. This enables early identification of risks.

Vision 2030 envisages an average annual growth rate of 10% over the next two decades, requiring increased levels of savings and investment from the current 1520 percent of GDP to over 30 percent as a share of GDP.

Response to other shocks requires concerted efforts from other stakeholders in government. These shocks include:

The financial sector is expected to mobilise and channel substantial resources required for investment.

Unfavourable climatic conditions that could create supply constraints leading to high food and energy prices.

The role of CBK in facilitating realisation of some of the goals of vision 2030 is centred on the following:

External shocks such as volatility of oil prices

Tel: +254 20 2861000 www.centralbank.go.ke Best of Kenya

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The Privatisation Program

Mombasa Beach Hotel - One of the nine hotels in the approved program.

Our Vision To be an agent of change, transforming Kenya into a vibrant economy that empowers its citizens economically Our Mission To create attractive investment opportunities and effectively manage a privatisation program that attracts private investment, raises revenue, generates wealth, enhances capital markets, encourages broad participation in the economy by Kenyans and reduces dependency on government financial resources.

The Privatisation Commission is mandated to formulate, manage and implement the country’s privatisation programme.

The establishment of the Privatisation Commission in January 2008, following enactment of the Privatisation Act in 2005

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and a number of legal and institutional structures established under the Act constitutes a major reform in the governance of the country’s privatisation programme.

A key departure from the institutional framework which was in place during the implementation of the first phase of the privatisation programme, between 1992 and in 2002, is the creation of a Commission with a majority membership from the private sector. The new framework also established a Privatisation Appeals Tribunal to which any bidders aggrieved by the Privatisation Process can appeal. This proviso seeks to shorten the dispute resolution period.

The 2005 Act entrenches the privatisation process in the law, clearly outlining key steps to be followed during the process, specific documentation and submissions to be made to the Cabinet and approvals which must be obtained from the Cabinet before implementation.

The preparatory process culminates in the approval of the transaction by the Cabinet, followed by a presentation (by the Minister for Finance) of a report on the detailed privatisation proposal approved by the Cabinet to the relevant Committee of Parliament. Once approval is granted, the Commission announces the approved transaction.

After approvals from respective regulatory authorities, the Commission invites interested investors and implements the remaining stages in a competitive manner except in cases where legal rights exist with respect to which specific actions are taken to ensure fair value is realized from the assets to be privatised.

On 30th June 2009, following completion of the documentation of its policies, procedures and processes, the Commission became ISO Certified, enhancing clarity in its decision making

Mr Solomon Kitungu Executive Director/ CEO, Privatization Commission

processes and transparency in its operations.

Sugar cane farming: Five Sugarcane factories are in the approved programs

The programme implemented from 1992 up to 2002 boasts of several institutions, some ailing at the time, which were able to mobilize resources and to deal with historical and governance issues threatening their existence.

Following privatization, institutions such as the Kenya Airways and the Kenya Commercial Bank have experienced tremendous growth and made outstanding contribution to the country’s development.

identify additional candidates for inclusion in the programme.

The programme will, therefore, continue to be reviewed from time to time to include new candidates or to exclude old ones once decision is made not to privatise them after adequate preparatory work has been carried out to justify the most fitting options.

and Lodges and Hotels Ltd. (KTDC – 63.44%) and various KTDC Associated Companies.

• Financial Sector: National Bank of Kenya Limited; Consolidated Bank of Kenya Limited and the Development Bank of Kenya Limited.

The Commission believes that privatisation can only be a successful and sustainable development tool if it results in win-win situations. Under such circumstances, through privatisation a country should be able to mobilise required resources to enhance its productive capacity while at the same time offering viable investment opportunities that attract private sector capital.

• Manufacturing and processing: Chemelil Sugar Company Ltd; South Nyanza Sugar Company Ltd; Nzoia Sugar Company Ltd; and Muhoroni and Miwani Companies that are currently under receivership; Agrochemical and Food Corporation Ltd; Kenya Wine Agencies Ltd; East African Portland Cement Company Ltd; Kenya Meat Commission; the New Kenya Cooperative Creameries and Numerical Machining Complex.

The investments in the approved programme, including their current preparatory and implementation status and key objectives can be downloaded from the commission website (www.pc.go.ke).

These institutions can be placed in four main categories:

The law opens privatisations to both Kenyans and non-Kenyans except in cases where the Minister for Finance may direct the Commission to limit participation to Kenyans and/ or in cases when the Minister sets aside a specified minimum level of participation by Kenyans.

The Privatisation Act provides for a programme consisting of a basket of transactions into which new transactions can be added or old ones removed from time to time upon Cabinet approval. In December 2008 the Cabinet approved an inaugural programme consisting of twenty seven public investments whose privatisation required to be prioritised.

• Infrastructure: Kenya Electricity Generating Company; Kenya Pipeline Company; Isolated Power stations; and Kenya Ports Authority (privatization of the Eldoret Inland Container Terminal, outsourcing of stevedoring services and development of Berths No. 11-14 in Mombasa).

Preparatory and implementation work on individual transactions is in various stages.

We welcome all investors to visit our website www.pc.go.ke or to call our offices on our telephone numbers +254-20-2212346/7/6/8.

As preparatory work and actual implementation takes place on investments in the approved programme, the Commission is required to and has commenced review of the remaining public sector owned/controlled investments to

• Tourism Sector: Public Sector investments in hotels through the Kenya Tourist Development Corporation (KTDC) which include: Kabarnet Hotel; Mt. Elgon Hotel; Kakamega Golf Hotel Limited; Sunset Hotel Limited; Kenya Safaris

Remarkable benefits accrued to most of the 164 enterprises which were partially or fully privatised during that period and to the country. Nevertheless most of these investments were small in size and were not relying on Government resources hence minimum impact to the Country’s budget and the resources mobilised through the programme. Subsequently, privatization of five more corporations took place between 2003 and the end of 2007 which involved major Government investments such as Kenya Electricity Generating Company, Kenya Re, Telkom Kenya, Kenya Railways and Mumias Sugar Company (second offer).

Our offices are on the 11th Floor of Extelcoms House, Haile Selassie Avenue, Nairobi.

Enquiries can also be send to our enquiries address

Tel: +254 20 2212346/7/8 ed.ceo@pc.go.ke or info@pc.go.ke Best of Kenya

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Postbank After a century of wealth creation through savings, the story of this bank is the story of Kenya

The growth of Postbank has been, in a word, spectacular. Reliability and efficiency have been instrumental in turning it around. It now boasts a large, solid and diversified customer base with a history of unparalleled feats and a record of many firsts.

Postbank, as the Kenya Post Office Savings Bank is now popularly known, has experienced phenomenal growth with its focus as “The Bank of Choice” neatly dovetailing with Vision 2030 in the noble quest of taking banking closer to Kenyans.

Postbank recognises the importance of innovation and opportunity. Almost everyone can trace their first banking experience to Postbank — millions of Kenyans have been served by this bank since 1st April, 1910, when the first account was opened in the then Savings Bank. Millions of Kenyans have held an account at Postbank. About 8 out of every 10 account holders in any bank today started their banking at Postbank. It boasts 1.2 million active account holders. Its balance sheet showcases a formidable asset base standing at KSh17 billion, a 10 per cent growth rate from 2009.

Postbank traces its history from 1910 when it opened its doors to the first customer and was fashioned as a savings department within the then colonial set-up. The Colonial Government in the East African Protectorate identified the name to mobilise savings for development. The region operated a uniform currency until the 1970s, when one could withdraw or deposit money in any part of the region during the East African Community days.

With the breakup of the community in 1977, the Kenya Government established the Kenya Post Office Savings Bank. Since then, Postbank has been in the forefront in providing savings and retail banking within the mandate of inculcating a savings culture among Kenyans.

Postbank is primarily engaged in the mobilisation of savings for national development. Other major services offered by the Bank include: local and international money transfer services, collection and disbursement services for local and multinational organisations in both public and private sectors, utility payments and a local and international VISA credit card under the sponsorship of a commercial bank. The Bank’s extensive coverage is an essential

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MD Nyambura Koigi

ingredient in Kenya’s success as a major financial hub.

Celebrating a Century of Savings The Kenyan spirit of enterprise and hard work has shaped the framework of a glorious centenary. Postbank is truly a financial institution that was there yesterday, is there today and will be there into the future.

Indeed, the story of Postbank is the story of Kenya.

A Bank of Many Firsts The Bank is revered for its pioneering efforts to bring the benefits of modern financial services to Kenyans pegged on convenience and innovation. In 1910, it was among the first locally incorporated and indigenous banks. Over the years, Postbank has been able to accelerate growth in customer deposits by adopting a new service delivery technological platform which facilitates fast customer service.

Postbank offers customers paperless banking services through the use of Point of Sale Terminals (POS) at all teller locations across its 92 branches and over 50 agent locations. Postbank is the pioneer, offering Kenyans simplified banking services through the Teller POS, including instant issuance of Postbank Cash Xpress debit cards. In this new system, Postbank offers paperless banking as no forms are completed for all banking transactions. The card and the PIN number are all that are needed to transact business.

Through the use of automated teller machines (ATMs) and those of partner institutions such as Kenswitch and Pesapoint, Postbank customers have access to over 658 ATMs as service points. This way, Postbank leverages on the strengths of the two ATM networks.

It was the first bank to introduce remittances in 1995 through Western Union money transfer service that allows customers to send and receive money from anywhere across the globe. Postbank was also the first financial institution to become an M-Pesa agent.

of Point of Sale (POS) terminals and working in partnership with retail and other outlets to extend banking/financial services to communities across the country. Enhancing access to finance and mobilising savings are part of the bigger picture in the financial pillar of Vision 2030.

Postbank is among the first financial institutions to be ISO 9001:2000 certified in line with initiatives to improve service quality within the requirements of the Ministry of Finance. To her customers, this means quality of services and high standards that meet their expectations. Postbank also launched a Service Charter that captures the Bank’s commitment to high standards of service in all aspects of business.

Under a similar initiative of the WSBI/Bill & Melinda Gates Foundation to access finance, Postbank Kenya is also currently providing technical support to Lesotho Postbank in a project involving the bank’s automation and expansion.

The Bank developed the Service Charter as a promise to its customers in line with its mission of providing accessible and sustainable banking and related financial services.

Postbank has also been among the pioneering public institutions that have embraced the open office plan in line with government policy.

Banking the Unbanked across the Continent In an effort to take services closer to the majority of the unbanked and under-banked Kenyans, Postbank is currently rolling out an innovative branchless banking model using agents. The project, being implemented through a partnership with WSBI (World Savings Bank Institute) and the Bill & Melinda Gates Foundation, involves the deployment

The Next Century In the auspicious journey towards the next century and beyond, Postbank can look back with pride as having carried out its mandate successfully, through expansion of its outreach and development of products and services that meet the expectations of customers.

In providing these services, we are guided by a shared vision and values of professionalism, diligence, integrity, teamwork and respect towards customers and stakeholders.

Postbank House , Market Lane off Banda street,city centre P.O.Box 30311 00100 Nairobi Tel: +254 (020) 2803333/341/350/248 +254 (020) 2803000 www.postbank.co.ke Best of Kenya

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EQUITY BANK The cutting edge of the banking industry

Bank

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Your Listening, Caring Partner

Its partnership with mobile phone operators Safaricom, Telkom and Yu has created mobile money platforms that are unprecedented in terms of size, convenience and efficiency. These products are slowly transforming this financial market into the ‘Silicon Valley’ of East Africa.

In its 20 years in operation, Equity has demystified banking from the rich-manpreserve image it used to have to a necessity for all and sundry.

Armed with the confidence of the people of East Africa as its greatest asset, Equity always seeks to enhance this confidence by continually producing cutting-edge products which make banking easy and relaxed, friendly and fast and convenient.

According to Equity Bank’s Managing Director and Chief Executive Officer, Dr James Mwangi, “The convergence of mobile telephony and banking has the potential of bringing over 18 million Kenyans into formal banking and making Kenya the country with the highest number of bank accounts in Africa”.

Equity’s M-Kesho account, which was unveiled in May 0f 2010, is a partnership between the Bank and Safaricom, East Africa’s leading mobile telephony company.

Equity Bank’s Managing Director and Chief Executive Officer, Dr James Mwangi

In the recent past, Kenya’s financial system has experienced remarkable financial innovation and expansion, effectively bringing in a huge segment of the population, previously cut off from the formal financial system, into the banking halls.

The banking landscape is quite different from what it used to be years back. Gone are the days when the big boys in the credit business, comprising large multinational banks, would suddenly raise their minimum account balance requirements, pushing out a huge chunk of small savers from the financial system.

The entry of Equity Group into the market has opened up space in retail banking, roping in small and micro savers into the system.

A lot of reforms have been undertaken in the sector that has led to proliferation of financial products, activities and organisational forms that have improved and increased the efficiency of the financial system.

Advances in technology and changing economic conditions have also created

impetus for this change as Equity Bank strives to create products for those at the lower ends of the income pyramid.

Equity Bank has been at the forefront of establishing auto branches in areas previously shunned by the so-called high street banks, including residential areas.

It is the Bank’s rapid growth and expansion into previously ‘unbankable’ segments that has inspired an emergence of more innovative financial products, including Mkesho, an electronic money transfer platform that partners the Bank and mobile phone operator Safaricom Limited.

The past few years have also seen the proliferation of new products in the area of Islamic banking, automatic teller machines (ATMs), plastic and electronic money, amongst others within the banking sector.

On the cutting edge of all this innovation is Equity Bank, whose reputation as the most people-friendly bank is firmly entrenched.

M-Kesho offers Safaricom’s subscribers who use its M-Pesa money transfer service the chance to open and operate a bank account, save withdraw, access loans and microfinancing from their mobile phones.

With this service Kenyans can open an Equity account with as little as Sh100 and at no operating cost. The service is convenient, efficient, secure and available and, above all, offers all Kenyans affordable banking solutions.

M-Kesho has also taken the concept of branchless banking a notch higher.

This is a distribution channel strategy used for delivering financial services without relying on the brick and mortar, or physical branches.

Put another way, branchless banking is Equity’s use of technology to bring more people into financial inclusivity.

M-Kesho aims to inculcate a savings culture in Kenyans by giving them the opportunity to save and borrow money without necessarily visiting a bank and knowing their savings are secure with Deposit Protection Insurance.

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Ac us t ome rt r ans acngatane qui t yage nc yout l e t

Public Procurement Oversight Authority: Ensuring Fidelity to Spending Procedures

When The Public Procurement and Disposal Act, 2005, came into being, the Public Procurement Oversight Authority (PPOA) conducted two baseline surveys in 2007 to determine the state of the public procurement system.

First, it conducted a study of the public procurement situation using the Methodology of Assessment Procurement Systems from the Organisation for Economic Co-operation and Development – Development Assistance Committee (OECD-DAC).

Out of a maximum aggregate of 158 marks of the Baseline Indicators, Kenya scored 104 marks, equivalent to an overall achievement level of 66%. This could also be viewed as the global positioning of the results of the public procurement reforms in Kenya.

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Secondly, PPOA in conjunction with the Kenya National Bureau of Statistics, conducted a Baseline Survey on Procurement of Common-User Items by Public Entities. PPOA introduced a Price Reference Guide on pilot basis and found that pilot entities using the Guide were able to save 40% of costs.

The OECD-DAC Methodology of Assessment of Procurement Systems was based on four pillars:Pillar I: Legislative and Regulatory Framework The Pillar assessed the existence, availability, quality and use of the legal and regulatory framework from the highest level (Act and Regulations) down to the more detailed operational procedures, guidelines, model tender documents, and standard conditions

of contract. Key strengths noted included a sound legal framework in place. PPOA developed standard tender documents for goods, works and services.

Open tenders accounted for an almost equivalent though slightly higher proportion of the total procurement spend than restricted tenders, followed by quotations.

Thus placing open tenders somewhat closer to its intended status as the default procurement method. Despite these findings, assessment confirmed the trend of relying excessively on procurements through RFQs. PPOA developed the Public Procurement General Manual and the Public Procurement Users Guide to simplify application of the Procurement Law. It further developed eight other sector-specific procurement manuals in Insurance, Project Management, Health, Schools and Colleges, ICT, Procurement

PPOA issued circulars to all procuring entities on formats for procurement planning and the statutory reporting requirements.

It also launched its official website www. ppoa.go.ke to enable all stakeholders to electronically and easily access all procurement information and documents.

The portal, www.tenders.go.ke was started to advertise all tenders at an electronic onestop shop.

PPOA also conducted a county-wide campaign to sensitize all stakeholders on the public procurement law and has successfully conducted Annual Public Procurement Stakeholders Consultative Forums since 2007, to improve the public procurement and disposal system.

Pillar III: Procurement operations and market practices Having assessed the legal/regulatory and institutional systems guiding public procurement system, Pillar III looked at how these systems operated at the level of the implementation as well as on the procurement market in Kenya.

Records, Non-Intellectual Services, and Works. PPOA also embarked on reviewing all the Standard Tender Documents.

Pillar II: Institutional Framework and Management Capacity This pillar assessed how the procurement system as defined by the legal and regulatory framework was operating through the institutions and management systems and practice in the public sector. The findings of the assessment pointed to the key assets of the institutional framework and management capacity in Kenya.

It emerged that the legal framework supports integration of procurement planning in the budget formulation process; PPOA had been established as the authoritative public procurement oversight body; and procedures for performance evaluation were in place.

Based on the assessment findings, several strengths were identified: procurement decision making authority was fully delegatable; steps had been taken towards developing a professional procurement workforce; dialogue between government and private sector on matters of procurement was considered open and constructive.

To address existing weaknesses PPOA introduced the Market Price Index, updated periodically to assist accounting officers make informed decisions and to counter the menace of overpricing.

Recently, PPOA launched the web-based Market Price Index to inform on the regional and national market prices. PPOA also trained over 2,800 youth organisations; 239 procuring entities, several SMEs; and sponsored the training of procurement officers in both short and long-term courses to build their professional capacity. To ease the tender security requirements PPOA in consultation with the Insurance Regulatory Authority issued a list of approved insurance companies to issue bid bonds.

Pillar IV: Integrity and Transparency of the Public Procurement System The integrity and transparency of a public procurement system relied on a number of control mechanisms, including an effective control and audit system, an efficient appeals mechanism, a comprehensive information sharing system enabling interested stakeholders to conduct social audit, and effective ethics and anticorruption measures. Without such control mechanisms, flaws in the procurement system would not be detected and addressed.

The fourth pillar of the assessment therefore measured the existence of adequate control systems and related practices.

The assessment identified a number of factors, which had contributed positively to strengthening the control systems of Kenya’s procurement systems.

The study found that Kenya had a sound internal audit mechanism established and complied with; and a well-functioning and independent complaints review and appeals mechanism.

PPOA has embarked on a rigorous drive to address weaknesses by enforcing Public Procurement Laws through procurement assessments and audits; developing an E-procurement framework to increase transparency and efficiency in the procurement system and developing an internal procurement performance monitoring tool (IPPMT).

Also, PPOA introduced a monthly publication of all public procurement contract awards in the daily newspapers of nation-wide circulation and developed a Code of Ethics to be observed by all participants of the public procurement and disposal process.

All in all, the state of public procurement in Kenya is vibrantly moving towards increasing value for the Kenyan tax-payers’ money and still going strong in facilitating economic growth and attainment of Vision 2030 goals.

P.O. Box 58535-00200, Nairobi Tel:+254 (020) 3244000 /2213106/2213107 info@ppoa.go.ke www.ppoa.go.ke Best of Kenya

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Chapter 9 Energy

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KPLC Lights Up Kenyan Landscape As the organisation charged with the responsibility of transmitting, distributing and retailing electricity in Kenya, the Kenya Power and Lighting Company (KPLC) has made great strides in achieving its mandate

Transmission and Distribution KPLC is responsible for ensuring that there is adequate line capacity to maintain supply and quality of electricity across the country.

The interconnected network of transmission and distribution lines covers about 41,486 kilometres.

National grid The national grid is operated by a network linked by a 220 kV and 132 kV transmission line. There is a limited length of 66 kV transmission lines. The national grid impacts on the future growth of the energy sector because any new generation capacity must take into consideration the existing network and its capacity to handle new loads.

Efficiency Efficiency of the transmission and distribution network continues to be enhanced in both technical and nontechnical aspects. Technical improvements include re-conductoring of lines, installation of capacitors, and construction of additional feeders and substations. Non-technical improvements include introduction of electronic meters, improvement of meter reading accuracy, fraud control and resolution of billing anomalies.

Our Mission Powering people for better lives.

Our Core Values • Our core values signify: • Customer First • One Team • Passion • Integrity • Excellence Our Quality Policy

Supply and Demand of Electricity KPLC has more than 1,500,000 customers who consumed over 5,432 gigawatt hours of electricity in 2008/9. During the year, the maximum daily electricity peak demand recorded was 1,072 MW.

KPLC is committed to providing high quality customer service by efficiently transmitting and distributing high quality electricity that is safe, adequate and reliable at cost effective tariffs.

Expansion Our Vision KPLC reinforces the power transmission and distribution network by constructing additional lines and substations.

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To provide world class power that delights our customers.

The Board, Management and staff of KPLC are committed to effective implementation and continual improvement of the Quality Management System that complies with

KPLC MD & CEO, Eng. Joseph Njoroge

ISO 9001:2008 in order to consistently meet its customers and other stakeholder’s requirements and expectations.

1936: EAP&L obtains generating and distribution licenses for Uganda, thereby entrenching its presence in the East African region.

History and Milestones 1875: Seyyied Bargash, the Sultan of Zanzibar, acquires a generator to light his palace and nearby streets.

1948: The Uganda Electricity Board (UEB) is established by the Ugandan Government to take over distribution of electricity in the country.

1908: Harrali Esmailjee Jeevanjee, a wealthy merchant in Mombasa, acquires the generator and transfers it to the Mombasa Electric Power and Lighting Company.

1954: The Kenya Power Company (KPC) is created - to be managed by EAP&L - for the purpose of transmitting power from Uganda through the Tororo-Juja line.

1908: Around the same time, an engineer, Mr Clement Hertzel, is granted the exclusive right to supply electricity to the then district and town of Nairobi. This leads to the formation of the Nairobi Power and Lighting Syndicate.

1964: EAP&L sells its majority stockholding in TANESCO to the Government of Tanzania.

1922: The two utilities in Nairobi and Mombasa are merged under a new company incorporated as the East African Power and Lighting Company (EAP&L).

1932: EAP&L acquires a controlling interest in the Tanganyika Electricity Supply Company Limited (TANESCO).

1983: With its operations confined only to Kenya, EAP&L is renamed The Kenya Power and Lighting Company Limited (KPLC).

1997: The functions of generation are split from transmission and distribution.

The Kenya Power Company, which has been under the management of KPLC since 1954, becomes a separate entity responsible for public-funded power generation projects.

1998: The Kenya Power Company is re-launched as the Kenya Electricity Generating Company (KenGen).

2004: The Energy Sector Recovery Project (ESRP) is started to rehabilitate and reinforce the transmission and distribution network in order to improve the quality and reliability of supply, reduce system losses and increase access to electricity.

2007: Rural Electrification Authority (REA) is established to speed up the implementation pace of the rural electrification programme.

2008: Kenya Electricity Transmission Company (KETRACO) is incorporated by the government to accelerate transmission infrastructure development.

2008: The government incorporates the Geothermal Development Company tasked with developing steam fields to reduce upstream power development risks so as to promote rapid development of geothermal electric power.

Tel: +254 020 3201000 www.kplc.co.ke Best of Kenya

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KenGen Fires Up Kenya’s Economic Development Electricity generator leads the way in providing the energy that powers Kenya’s development

The Kenya Electricity Generating Company Limited (KenGen) is the leading electric power producer in Kenya, generating about 80 per cent of electricity consumed in the country.

The company generates electricity from hydro, geothermal, thermal and wind sources. Hydro leads the way, with an installed capacity of 677.3MW, which is 72.3 per cent of the company’s installed capacity.

KenGen is in direct competition with four Independent Power Producers (IPPs)

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who, between them, produce about 18 per cent of the country’s electric power.

The company has a workforce of 1,500 staff in different parts of the country.

With its wealth of experience, an established corporate base and a clear vision, the company intends to maintain leadership in the liberalised electric energy sub-sector in Kenya and the Eastern Africa Region. KenGen Headquarters are located at Stima Plaza Phase III, Kolobot Road, Parklands in Nairobi.

Hydro-power constitutes around 60 per cent of the total electricity generated in Kenya.

The bulk of this electricity is tapped from five generating plants along River Tana also known as the Seven Forks. The five stations - Kindaruma, Kamburu, Gitaru, Masinga and Kiambere – combined have an installed capacity of more than 400 MW. Sondu Miriu Power Station in Nyanza produces 60 megawatts, while Turkwel Gorge Power Station in north-western Kenya has an installed capacity of 106 MW. There are also several small hydro stations -

Mesco, Ndula, Wanjii, Tana, Gogo Falls and Selby Falls - all built before independence in 1963 - with a combined generation output of 40 MW. Geothermal energy is generated using natural steam tapped from volcanic-active zones in the Rift Valley. Some 127 MW is fed into the national grid from three geothermal plants located at Olkaria.

Thermal (fuel) energy is generated in power stations at Mombasa and Nairobi and other small off-grid stations in Garissa and Lamu.

KenGen’s installed capacity is projected to increase by 1342 MW between 2004 and 2018/2019 and will comprise geothermal (503 MW), hydro (220.6 MW) and thermal (568.7 MW).

National consumption of electricity has risen from 4.9 billion kilowatt hours in 2003/2004 to 5.1 billion in 2004/2005, and 6.9 billion kilowatt hours in 2009/2010 and should rise to 11.8 billion in 20/9/20.

Background Kenya is highly dependent on hydroelectricity. Hydroelectricity plants provide more than 70 per cent of all output.

The main hydro stations are : Kindaruma (44 MW), Gitaru (225 MW), Kamburu (94.2 MW), Masinga (40 MW) and Kiambere (144 MW).

The Turkwel Gorge Hydroelectric Station in Turkana District has a capacity of 106 MW while Sondu Miriu in Nyanza produces 60 MW. In the recent past, hydro-power generation has been affected by recurrent droughts owing to climate change. This has therefore necessitated in the diversification of power generation modes, with a focus on clean, renewable energy, especially geothermal and wind.

KenGen is planning a 280MW geothermal project, with a total cost of $1.3 billion. It

is expected that the company will have improved its capacity by about 400MW in the next four years. This represents a major strength in that KenGen will have improved its capacity to generate power from about 1,000MW to 1,500MW. In addition, it recently commissioned 5.2 megawatts of wind-generated electric power and is planning to increase its wind capacity to 25MW by the end of 2012 in Ngong near Nairobi.

The improvement in electricity generation capacity is a direct result of the restructuring and internal transformation that KenGen has undergone in the recent past. |Thecompany’s capacity to bring in additional finance is also a major strength.

KenGen is also planning a 600-MW coal plant for which a joint venture partner has been identified. It is expected that the project will be ready for commissioning by 2015.

KenGen has adopted a geothermal strategy which will see it develop approximately 280WW of energy from 2013.

Going forward, it is envisaged that up to 140 MW will be installed from geothermal resources every year for the next 8 years from 2014.

KenGen came into being in 1997 when the management of Kenya Power Company was formally separated from that of the KPLC, with the former charged with the task of generating power while the latter assumed the task of its distribution.

KPC was thereafter renamed KenGen, which is now 70 per cent government owned while the rest is owned by the public through the Nairobi Stock Exchange.

KenGen is poised to play a leading role as Kenya angles towards attaining a middle income economy as envisaged in Vision 2030 and also in the journey towards the attainment of the Millennium Development Goals (MDGs).

Tel: +254 020 3666000 www.kengen.co.ke Best of Kenya

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Rural Electrification Authority Connects The Countryside The provision of high quality and affordable power connectivity to all Kenyans and the achievement of high standards of customer service through community participation will underwrite long-term sustainability and socio-economic development

The Rural Electrification Authority (REA) is one of the youngest State corporations in Kenya, having been established under Section 66 of the Energy Act (No 12 of 2006) as a result of the Government’s Sessional Paper No. 4 of 2004 on Energy.

The establishment of the Authority was based on the realisation that there was still very low energy connectivity in most of rural Kenya that required urgent attention in order to achieve the goals of the Economic Recovery Strategy formulated in 2003.

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The Authority was therefore created and became operational as a body corporate in 2007 with the objective of accelerating the pace of rural electrification, a function previously undertaken by the Ministry of Energy.

Statistics on the provision and access of electricity have tended to paint a grim picture of Kenya’s rural areas, which for many years have been largely marginalised in critical infrastructural facilities such as electricity, roads, health centres, water and sanitation.

Mr. Zachary Ayieko CEO

The level of connectivity in Kenya has remained low with over 80 per cent of the rural population remaining without electricity.

REA estimates that only 12 per cent of the rural population is connected to the na tional electricity grid despite the fact that the Rural Electrification Program has been running since 1973.

REA’s main mandate is to accelerate the pace of rural electrification in order to promote sustainable socio-economic development. Under the Energy Act, REA is mandated to undertake the following functions: 1. Manage the Rural Electrification Programme Fund. Develop and update the rural electrification master plan. It shall also promote the use of renewable sources of energy, including small hydros, wind, solar, biomass, geothermal, hybrid systems and oil-fired components taking into account specific needs of certain areas, including the potential for using electricity for irrigation and in support of off-farm income-generating activities.

2. Provide sufficient supplies of energy to the majority of Kenya’s population through the Rural Electrification Programme. This has become a priority for the Government as it strives to fulfil the lofty goals of its Vision 2030 socio-economic development blueprint.

3. Implement and source for additional funds for rural electrification in order to ensure that the programme meets its intended goals.

4. Manage the delineation, tendering and award of contracts for licences and permits for rural electrification projects and services.

The primary goal of Vision 2030 is to transform Kenya’s economy from a poor agriculture-based one to a middle-level industrialised country within the next two decades. Elelctricity has been identified as one of the critical drivers of this vision

and the creation of REA means that Kenya is now poised to ensure that the majority of the people can be fully integrated into the national development effort through the incremental provision of affordable electricity to the rural areas. REA is determined to ensure that no part of the country will be without electric power in the next two decades.

The CEO Mr. Zachary Ayieko holds the view that for Vision 2030 to be attained all Kenyans must have electricity in order to improve their quality of life. “We intend to connect all public facilities by 2012 and ensure that every kenyan has elelctricity by 2030 .,” says he.

A rural electrification masterplan undertaken

by REA in 2008 identified 20,000 public facilities without electricity. By June 2010 a total of 12,094 or 60% of these facilities which include secondary schools, markets and health centres had been electrified.

Currently, Ministry of Energy statistics indicate that three out of four poor people live in rural areas. Many essential institutions such as public secondary schools and health centres do not have access to electric power.

Our Mission To efficiently provide high quality and affordable electricity connectivity in all rural areas and to achieve high standards of customer service through advancing community participation to ensure longterm sustainability and socio-economic development

Our Motto Lighting up rural Kenya Our Values Professional Integrity and Excellence: Our staff shall carry out their duties with integrity and excellence, in a professional manner and always seek to improve the professional standards and ethics required by respective professional duties Customer Focus: Our staff shall perform their duties with total commitment and deliver timely quality services to their customers in order to build and maintain public confidence in service delivery Team Work: Our staff shall remain open and proactive in identifying any issues and recommendations that contribute to empowering them and enhance their motivation to serve the people of Kenya as a team Respect for People: Our staff will at all times treat other people with utmost respect, courtesy and fairness in their service delivery to the people.

Passionate: Our staff shall be driven by the passion of ensuring that every Kenyan gets electricity.

Commitment to Staff Welfare: The REA Board of Directors will provide a conducive working environment to staff in order to ensure efficient service delivery to customers.

Our Vision To be the provider of quality and affordable electricity to all in the rural areas.

Tel: +254-020-4953000 www.rea.co.ke Best of Kenya

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Kenya Pipeline Supplies Oil Products That Keep Wheels of Growth Turning Firm operates and maintains the Mombasa-Nairobi and Western Kenya systems that transport refined oil products

Storage tanks at Pump Station No 10: Nairobi Terminal

The System The Kenya Pipeline Company (KPC) was established in 1973 to construct a pipeline system to transport refined petroleum products from Mombasa to the hinterland.

The Company was also charged with the responsibility of operating and maintaining the system.

Construction of the Mombasa — Nairobi system commenced in October 1976 and was completed and commissioned in February 1978. Following its success and the need to enhance supply of petroleum products to Western Kenya and the neighbouring countries, KPC constructed the Western Kenya Pipeline Extension (WKPE), from Nairobi - Nakuru - Eldoret and Kisumu. The WKPE was commissioned in March 1994.

KPC safely and efficiently transports Motor Spirit Premium (MSP), Motor Spirit Regular (MSR), Automotive Gas Oil (AGO), Jet A-1 and

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Illuminating Kerosene (IK). It plays a critical role in ensuring an efficient and reliable supply of petroleum products for economic growth and development in Kenya, Uganda, Rwanda, Eastern Democratic Republic of Congo, Northern Tanzania, Burundi and Southern Sudan.

System Capacity The Mombasa - Nairobi Section consists of a 450-kilometre 14 -inch diameter pipeline.

The initial installed flow rate of the system was 440,000 litres per hour (translating to delivery of 3.85 billion litres per year). The products flow is controlled at Pump Stations (PS) at Changamwe Mombasa, (PS 1) through which products are received into the pipeline system, Maungu near Voi (PS 3), Mtito Andei (PS 5) and at Sultan Hamud (PS 7). The design and construction of the Mombasa - Nairobi pipeline system had a provision for the installation of additional pump stations at Samburu (PS 2), Manyani

(PS 4), Makindu (PS 6), Konza (PS 8) to increase the flow rate.

There has been a marked increase in the pipeline traffic, rising from 879,776 m3 in 1978 to 4,317,439 m3 in the year 2009/10.

The rise in demand has been driven by increased economic activities in the region.

Consequently, the Mombasa - Nairobi Pipeline system reached its threshold in 2005/06 with a flow rate of over 424,000 litres per hour.

It then became clear that the initial installed flow rate of 440,000 litres per hour could not meet the rising demand for oil products. As a short term measure, the Government allowed road tankers to lift petroleum products from Mombasa to Nairobi, other destinations in Kenya and the neighbouring countries.

Studies show the demand for products from neighbouring countries will reach 4.6 billion litres by 2030 under a “business as usual”

scenario. KPC estimates that demand for its petroleum products transportation services will increase by about 5 per cent annually, rising from about 4.5 billion litres in 2009/10 to 5.5 billion litres in 2013/14. The flow rate required on the Mombasa-Nairobi Pipeline to meet this through put is 522,000 litres per hour in 2009/10 rising to 640,000 litres per hour by 2013/14.

KPC embarked on a Capacity Enhancement Programme to construct new pump stations.

Commissioning of the four new pump stations on the Mombasa – Nairobi Pipeline System is a major milestone in the enhancement of the petroleum products supply logistics in the region. The project was funded by KPC’s internally generated funds at a cost of USD 111.4 million.

The Capacity Enhancement Projects are critical to the achievement of Kenya’s Vision 2030 by ensuring uninterrupted supply of refined petroleum products. It is also in line with KPC’s goal to be “a globally predominant petroleum product handling and related services provider”. The enhanced capacity will reduce the number of petroleum tankers plying Kenyan roads and the associated road damage, carnage and maintenance costs.

Projects Completed in the Last Five Years Information, Communication and Pipeline Control Systems Upgrades SAP Systems: An ERP application which effectively automated financial transactions processing and reporting, procurement, human resource, plant maintenance among others at a cost of Kshs 191 million; Micro Wave Backbone: For MombasaNairobi pipeline to provide communication links independence within the pipeline network at a cost of Kshs133.1 million; Control Systems upgrade: At PS 3 (Maungu), PS 5 (Mtito Andei), and PS 7 (Sultan Hamud) to allow for enhanced local and remote operation at a cost of 930,556 Euros; Tank Gauging: For Pump Stations 9 (Embakasi), 10 (Nairobi Terminal) and 12 (Moi International Airport) to improve product inventory and quality measurements on real time basis and online at a cost of USD 502,952; Local Area Network (LAN): Project to enhance sharing of resources and improve communication through installation of Fibre Optic cable terminal equipment and LAN components linking 14 sites within KPC at a cost of about USD 1.6 million;

Laying of the Line IV pipeline (Western Kenya Pipeline Upgrade )

Scada upgrade and Pipeline Leak Detection System: To enhance pipeline monitoring and control products within the pipeline system at a cost of USD 1.4 million;

standards, exceeding customer expectations and optimizing value through continous innovation”.

KPC Motto

VHF Network for Western Kenya Pipeline: To improve communication along the Right of Way for security purposes at a cost of KSh 37.5 million; Construction of Jet A-1 Tanks: At Eldoret and Kisumu at a cost of USD 8.6 million to improve operational flexibility and issue “ready into lane quality” Jet A-1 products at Kisumu and Eldoret depots; Kenpipe Plaza: The project which stalled in 2002 was revived and completed in September, 2006; Morendat Training and Conference Centre (MTCC): Is fully utilised offering such services as training, conferencing, fitness, accommodation and recreation; Eldoret Sewerage System: Was initiated in March 2005 and completed in November 2005 at a cost of KSh 17 million. It provides a sewerage system to the Eldoret Depot and neighbouring residential estates in Eldoret; Nairobi Terminal Borehole and Water Supply System: The Project was undertaken to alleviate the perennial water shortage at Nairobi Terminal, occasioned by low pressure from the main water supply. The cost of the project was KSh 7.2 million; KPC Vision “To be a globally predominant petroleum product handling and related services provider” KPC Mission “We efficiently receive, store, transport and deliver petroleum products and provide related services while adhering to international

‘To do our best always’ Core Values • • • • • • • •

Integrity Transparency Accountability Diligence Team spirit Loyalty Care for the Environment Operating Service Principles

Maintaining and promoting the highest standards of professionalism; Promoting efficient, effective and economic use of resources; Providing effective, impartial, fair and equitable services; Being responsive to stakeholders’ needs; Being transparent and accountable in provision of services; Adhering to good corporate governance; Handling our stakeholders with dignity, courtesy and utmost respect; Respecting and protecting confidential information provided by our stakeholders; and, Promoting dynamism and innovative practices through continuous improvements of systems and processes.

Tel: + 254 020 2606500 / 4 Email: info@kpc.co.ke www.kpc.co.ke Best of Kenya

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Chapter 10 Information and Communications Technology (ICT)

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Information and Communications Technology (ICT) The information and communications sector has been identified as one of the pillars of Vision 2030, the government’s long-term plan for transforming Kenya into a Middle Income Country

The benefits of a reliable and efficient telecommunication network have been proved to lead to positive and quantifiable economic benefits.

Nairobi, the capital city of Kenya and East Africa’s commercial hub is now home to

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several global technology giants such as Microsoft, Hewlett Packard (HP), Google, Nokia and Samsung.

stood at 51 per cent as at the third quarter of 2009/2010, a fact attributed to the availability of low-denomination calling cards.

Figures from the industry regulator, the Communications Commission of Kenya (CCK), indicate that mobile penetration

The telecommunications sector was liberalised in 1998, ending a decades-long monopoly enjoyed by Telkom Kenya (now

1999 and, recently, Yu owned by Essar Telecom Kenya, in 2008.

10 per cent GDP growth by 2012 and sustaining the rate thereafter.

The subscriber base has increased from fewer than 6,000 in 2000 to more than 20 million in 2010, with about 80 per cent of the Kenyan population covered.

BPO has been identified as the flagship project for the sector. However, for it to yield the expected outcomes, other enabling projects must be put in place.

The number of fixed wireless stood at 325,022, a decline from more than 400,000 last year while the number of main fixed lines stood at 245,791, a decline from 247,082 in the second quarter of the same year.

The BPO sub-sector has been targeted to increase its contribution to the country’s gross domestic product in the medium term by $300 million, while creating more than 7,500 jobs for young professionals.

Techno city

The decline is detrimental to the growth of the fixed line services as it has been a key contributor to the fixed service market, considering that there is a nationwide coverage of fixed wireless services coupled with its huge capacity to deliver data services.

Kenya has more than 6 million internet users while the number of subscribers is about 3.5 million, up from less than a million about two years ago.

The increase in the number of internet subscribers is accelerated by the provision of data services through GPRS/EDGE and 3G networks of mobile operators. Mobile service contributes to more than 90 per cent of the total internet subscriptions.

Broadband is still at a nascent stage in the country. The number of broadband subscriptions is about 7,000.

Regulatory and Policy issues The Kenyan government acknowledges the potential of ICT to help grow a knowledge-based economy, and has developed the ICT Sector Plan to enable its people, and investors to get involved.

Orange after the buyout by France Telecom, which owns 51 per cent).

The liberalisation saw the entry of Safaricom (with 78 per cent market share) and Kencell (changed to Zain and now Airtel reflecting ownership changes) in

The plan, based on Kenya’s Vision 2030, will see the implementation of four major programmes: Business Process Outsourcing (BPO), national ICT infrastructure, e-government strategy and the development of local digital content.

Under Vision 2030, ICT will be a major contributor to attaining the target of a

Situated 60 km outside of Nairobi, Malili will be the site of Kenya’s first smart city, a city built for technology firms that will propel Kenya into the global ICT arena.

The Kenyan equivalent of Silicon Valley, the Malili Technopolis is a technology business park project aimed at transforming the Kenyan economy using IT-enabled services (ITES) by 2030.

The technopolis will host a BPO park, a financial district, a science park, a worldclass convention centre, a mega mall and several hotels. It will also have schools, hospitals and recreational facilities, plus a high-speed train link to the Jomo Kenyatta International Airport that will take just 11 minutes.

World-class connectivity For the sector to really thrive and reach its full potential, Kenya’s connectivity has to be up to speed. Thanks to the fruition of major infrastructural projects last year, the country now boasts a state-of-the-art ICT landscape, and is reaping the benefits.

All three of Kenya’s fibre-optic live international cables-The East Africa Marine System, (TEAMS), SEACOM and EASSyhave been installed, ensuring optimal connectivity.

The National Optic Fibre Backbone Infrastructure (NOFBI) Network Project complements the TEAMS, SeaCom and EASSy projects by ensuring maximum utilisation of capacity through connectivity to all districts in the country.

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Ministry of Information and Communication We are encouraging the growth of ICT and BPO/ITES because of its enormous potential to absorb our young people into gainful employment — His Excellency Mwai Kibaki, President of the Republic of Kenya

Best of Kenya interviewed Dr Bitange Ndemo (above left), the Permanent Secretary in the Ministry of Information and Communication on the development of ICT in Kenya. Excerpts:

A: The Government has installed more than 5,000 kilometres of fibre countrywide, from Isebania to Moyale, from Lamu to Lokichoggio, from Garissa to Busia and traversing all the other towns in-between.

Q: How far is Kenya as regards broadband/fibre optic cable connectivity?

Combined with what private investors have done, we have over 20,000km of terrestrial cable, criss-crossing the country.

A: With the arrival of the undersea optic cables, we are now well-equipped with the right costs and right technology. Bandwidth costs are not a hindrance anymore in doing business.

We are currently building on the last-mile connectivity, which will be an open access platform. The constraint is to get to people’s homes and we already have many investors working on this front.

Q: On last-mile connectivity, what is the progress?

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In general Kenya has several fibre cables forming a formidable network, including the East African Marine System (TEAMS — 1.28TB/s), SEACOM (1.28TB/s), EASsy (1.2TB/s), Lion (owned by Telkom/Orange) and satellite network (country coverage).

Q: How is Kenya faring in the roll-out of Digital Villages?

A: The Kenya ICT Board is facilitating the establishment of digital access centres,

to be known as Pasha (Swahili for information) Centres across the country.

Private investors such as Safaricom are also rolling out digital villages across Kenya to complement the Government’s efforts.

In the current arrangement with the Kenya ICT Board, an entrepreneur may obtain a loan from Family Bank up to a maximum of Sh3 million to set up or expand an existing digital access centre.

The Kenya ICT Board is liaising with public sector and local and international content providers who may want to access the public through the Pasha network.

The Board will also provide a technical consultant to support the technical setup and management. The Board will also offer branding and communication support

in order to manage the Pasha Brand and drive consumer interest and usage.

Q: What makes Kenya a preferred destination in business processing and outsourcing?

A: Outsourcing business in Kenya is the next ‘big thing’ in ICT circles and as a country we have staged aggressive marketing and now have formidable trained personnel.

Kenya’s highly educated, largely Englishspeaking population is also a plus for the country, thus there is nothing that should stop us from marching forward.

Kenyans have the right education and the right accent, which is a pre-requisite for success in the sector.

There should be no more excuses and the sector has all opportunities to grow as envisioned in Vision 2030, which identifies ICT as a key pillar for growth with Business Processing and Outsourcing taken as a key flagship project.

Q: Regarding ease of doing business in Kenya — how have we utilised ICTs in cutting down the number of licenses involved to start a business?

A: So far, digitisation of the Company Registry has made registration of businesses much faster. Cases of corruption due to manual systems in the Company Registry, Lands Registry and the Judiciary will be a thing of the past as digitisation of all records enters its final stages.

Q: Has e-Government become a reality or is it is still a pipe dream?

A: E-Government is a reality and has been for more than five years now. There are human resources, systems and structures that support e-government functions. The website www.e-government.go.ke, for instance, reveals some of the services on offer and what the Government envisages to achieve by going digital.

The Government of Kenya Shared Services Project is the first step in building a platform to enable the Government deliver improved services to citizens.

The IT Shared Services Centre will be implemented over a number of years, according to the Shared Services Roadmap.

Q: What will the Government achieve by going digital in its services?

A: An IT Shared Services Centre will allow Government to focus on core

responsibilities, enabling it to operate more efficiently, with IT services being provided by a dedicated organisation.

The benefits delivered through Shared Services include Economic, Strategic and Increased Quality to customers. These are benefits to both Government and citizens.

Q: The analogue-to-digital TV transition, where has Kenya reached?

A: Kenya is on track. The simulacast period (i.e. period of broadcasting in both analogue and digital formats) is ongoing.

By 2012, the country plans to completely switch over to the digital platform ahead of the global deadline of June 2015 spearheaded by the International Telecommunication Union.

Kenya is one of the few countries in Africa to embark on migration, having set 2012 as the deadline for the analogue television switchoff. The International Telecommunication Union’s Regional Radio Communications Conference (RRC 06) set 2015 as the global deadline.

Q: For investors, what other key benefits accrue from shared services?

A: The benefits can be summarised as follows: Responsiveness: A focused, specialised, service-oriented organisation ensures that Government needs and issues are addressed in a timely manner.

Economy of Skill: Dedicated IT Shared Service Centre allows for the development of specialised skills which can be leveraged across the Government.

Economies of Scale: Consolidated processes minimise the cost of delivering the same service across different Government departments/ministries.

Flexibility: A Shared Services Centre allows flexibility in service requirements over time. The Government will be able to tailor the service provided to its departments and ministries according to budget and requirements.

Standardisation: Standardised practices, processes and IT provide the ability to manage data, vendors and support services across Government.

Q: What is the latest on the Malili ICT Park?

A: The Master Plan is ready and the next phase is market sounding for master developers to express interest.

Government will start foundational and basic infrastructure in 2011, but meanwhile plans to secure the city-based Sameer Business Park to ensure BPOs keep running while awaiting completion of the Malili ICT Park.

Already, the Government has spent Sh1 billion to purchase 5,000 acres of land where it intends to put up an ICT park to house BPOs and other ICT businesses.

Kenya’s bandwidth capacity, regional economic and transportation hub to eastern and southern Africa also makes Kenya stand out as a preferred destination for many investors.

P.O. Box 30025-00100, Nairobi Tel: +254-20-2251152 +254-20-315147 www.information.go.ke Best of Kenya

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ICT Board Well Positioned To Reap Benefits of Outsourcing Kenya has entered the new decade with technology taking the lead in driving the economy

Staff of ICT Board with a trophy

Over the last decade, ICT has outperformed all other sectors of the economy by growing at an average of 20 per cent per year.

The benefits of ICT are starting to be felt in other sectors, laying the ground for exponential growth in the next decade.

According to the latest review by the World Bank, the passing of the new Constitution, continued strong macroeconomic policies and a favourable regional environment have created a new positive economic momentum.

Over the last three decades Kenya has experienced only two short episodes when economic growth exceeded five per

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cent and was sustained for at least three consecutive years — 1986-88 and 20042007.

But Kenya is again on the verge of experiencing another growth spurt. The country closed the last decade with economic growth standing at 6.1 per cent.

This is projected to keep growing in the new decade.

According to Eunice Kariuki, the Kenya ICT Board is proactively driving key sector developments, including content grants whose second release was in early 2011, the development of a BPO/ITES centre of excellence, whose implementation is at an advanced stage, incubation centres and software certification.

“All of these are at very advanced stages and they are paramount to scaling capacity to supply the ICT sector with guaranteed high quality talent and innovations,” said Ms Kariuki.

Already Kenya’s Ministry of Information is partnering with the World Bank to build centres of excellence to bridge the industry skills gap and improve employment opportunities.

This is the Government’s effort to take the burden of generating trained skills in Business Process Outsourcing (BPO) from the private sector.

The endeavour to set up a BPO Centre of Excellence with World Bank assistance is seen as a move by the Government to provide a

Mr Paul Kukubo, CEO, ICT Board

stimulus to the BPO industry that is supposed to generate over 80,000 employment opportunities and secure a part of over 2,000 graduates in computer science and technology churned out by the local universities annually.

The Centre of Excellence will have two key objectives: training of Kenyan trainers specific to the BPO/ITES industry and, training of students for employment in the BPO/ITES industry. The vision for the Centre is to eventually become a regional training hub for the BPO/ITES sector catering to training needs in the Africa region.

At present, the Kenyan BPO industry generates revenue worth $5 million (around Sh400 million) and jobs from the outsourcers in the United States contribute around 80 per cent of the total volume.

In 2009, a number of BPOs benefited from a satellite bandwidth subsidy to make them competitive in the global industry.

The World Bank pledged to fund the Kenya TransparencyandCommunicationInfrastructure Project (KTCIP) to the tune of Sh7.8 billion, a joint initiative by the Government of Kenya that is, among other things, supporting the creation of digital villages in rural and urban areas and accelerating the provision of e-government services as well as facilitating connectivity for the country’s emerging vibrant BPO industry.

This project seeks to harness the vast untapped potential of the rural sector by making ICTs more accessible and affordable to the wider population through the development and utilisation of ICT facilities in the rural areas.

The much-coveted Government Leadership Award was presented to Kenya’s Minister for Information and Communication, Hon Samuel Poghisio, at the 15th Annual Global Mobile Awards during the Mobile World Congress in Barcelona.

Mr Poghisio said Kenya is investing in mobile and ICT tools that will deliver modern and innovative socio-economic solutions for all citizens.

Kenya was recognised for deploying an open policy-making environment and for creating conducive investment opportunities for the communications sector.

The Communications Commission of Kenya (CCK) was also recognised — for its role in facilitating the landing of the two fibre optic cables TEAMs and SEACOM in 2009.

Kenya is among the world’s pioneers in the mobile money transfer domain, with over nine million subscribers.

Kenya bags global award Kenya has featured prominently in the ICT world and in March 2010 bagged a GSM international award.

It is in this context that Safaricom’s mobile money transfer service, M-PESA, was given the Best Mobile Money Service award during the same ceremony.

Airtel’s Zap money transfer service was awarded the Mobile Money for the Unbanked Award. This new category recognises innovative mobile banking around the world, which offers low-cost financial services to millions of people in countries where traditional financial services are not within easy reach.

GSM Association CEO Rob Conway emphasised that the Government Leadership Award acknowledges the leadership of the Kenya Government and its determination to improve the lives of Kenyans by making access to mobile broadband and ICTs more available and affordable.

With all projections of the innovative uptake of ICTs among Kenyans being on an upward trend, 2011 promises to be a year of exponential growth in the sector.

Telposta Towers 12th floor, Kenyatta Ave. P.O. Box 27150- 00100 Kenya Tel: +254-020-2211960, 2089061 +254-020-2211962 www.ict.go.ke Best of Kenya

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Malili ICT Park Will be Kenya’s Silicon Valley Enter decade of technological bloom and boom

The journey is unstoppable and the fruits are evident.

Kenya has entered the new decade with renewed and stronger-than-expected growth, courtesy of ICTs. The latest economic forecast by the World Bank shows Kenya could see an economic growth rate of more than 6 per cent in 2011, largely due to the revolution in the country’s information and telecommunications sector, strong macroeconomic management and investment in public infrastructure.

Dr Bitange Ndemo, the Permanent Secretary for Information and Communication, says the Master Plan is ready and developers will soon hit the ground.

This means once Malili Park is complete, the momentum will have been gained at Sameer Park and Kenya’s bid to become Africa’s ICT hub will be unstoppable.

The next phase is market sounding for master developers to express interest. The Government will start foundational and basic infrastructure in 2011.

According to Ms Eunice Kariuki, Deputy CEO, Kenya ICT Board, Malili’s core objective is to host BPO and ITES companies as well as university innovation centres to complete the supply chain.

The transformation of Kenya into a regional ICT hub will begin with the leasing of a 5,000-seat Business Process Outsourcing Centre at the Sameer Industrial Park along Nairobi’s Mombasa Road.

In its Vision 2030, the Kenyan Government identified ICT as a key economic pillar, with Business Processing and Outsourcing a key flagship project.

“We have put out our request to Treasury and we are optimistic everything will fall into plan,” says Dr Ndemo.

Already, the Government has spent Sh1 billion to purchase 5,000 acres of land (the Malili Ranch), where it intends to put up an ICT park to house BPOs and other ICT businesses.

The deal will be to prepare the ground for Kenya’s first technology city to be built on the 5,000 acres of land at Malili Ranch in Machakos, which neighbours Nairobi, the capital city.

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“Other complementary facilities will be developed, including housing, hospitality, education, health and recreational facilities, to create a sustainable ecosystem,” she said.

Kariuki said the Kenya ICT Board is proactively driving key sector developments, including content grants whose second release is scheduled for early 2011, the development of a BPO/ITES centre of excellence whose implementation is at an advanced stage, incubation centres and software certification.

which has expanded exponentially since it was introduced in 2005 by Kenya’s most profitable mobile phone operator, Safaricom.

According to Ms Jane Kiringai, Senior Economist for Kenya and co-author of the World Bank report, mobile money is one of the greatest success stories of Kenya’s ICT revolution.

Currently, more than 70 per cent of all adult Kenyans have access to financial services, compared to less than five per cent in 2006.

“One key reason for this success is that regulation followed innovation,” argues Ms Kiringai.

The report projected that 15 million Kenyans transferred US$7 billion, equivalent to 20 per cent of Kenya’s GDP, through mobile money in 2010.

Since 2000, mobile prices have plummeted and usage rates have increased exponentially.

Today, 9 out of 10 Kenyans have access to a mobile phone, and the introduction of mobile money, in which Kenya is already a global market leader, has brought financial access to millions.

“All of these are at very advanced stages and they are paramount to scaling capacity to supply the ICT sector with guaranteed high quality talent and innovations,” said Ms Kariuki.

Mr Ndemo is sure that Kenya’s bandwidth capacity and its status as the regional economic and transportation hub for eastern and southern Africa also makes it stand out as a preferred destination for many investors.

According to the World Bank report, the growth in ICT is significant and has outperformed all other sectors over the last decade. Without ICT, Kenya’s growth rate would have been only 2.8 per cent since 2000, barely exceeding population growth.

The report attributes the explosive growth in ICT to the liberalisation of the telecommunications sector, which induced competition and innovation, resulting in considerable investment and job creation.

The economic report, the third in a series, captures the emerging momentum for growth with a special focus on the Information and Communications Technology (ICT) revolution and mobile money.

The report argues that Kenya could develop into a regional hub of IT innovations and IT-enabled services due to its cost advantages, investment in enabling infrastructure — including fibre optic cables and a well-educated and urbanised labour force.

Mobile revolution

The report, Kenya on a Tipping Point, indicates that the benefits of ICT are starting to be felt in other sectors.

Among the many uses of cell phones, the most innovative is mobile money — money that is stored and transferred by mobile phone.

By the end of 2010 it was projected that two-thirds of Kenyans above 15 years would be using mobile money, transferring an estimated 20 per cent of GDP. Even internet access seems to have reached a tipping point, with an expected 8 million subscribers, many accessing it through mobile phones.

The remaining hurdle is to ensure Internet connectivity prices decline further to make the Internet accessible to the majority of Kenyans.

Only Kenya has introduced mobile money on such a large scale.

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Superlative Safaricom’s Outgoing CEO Speaks On Great Success Story For the last 10 years, he built Kenya’s biggest telecoms company from scratch to an enviable African corporate giant. Michael Joseph relives his experiences in this interview and shares insights

Safaricom CEO Bob Collymore and athletic legend Paul Tergat Share a moment during a past event.

The man at the helm of the most successful company in East and Central Africa was still riding the wave of success, making a happy exit and leaving behind a story of so many firsts that it looks like a cavalcade of champions, lights flashing, horns blaring.

Mr Michael Joseph, the founding Chief Executive Officer of Safaricom, retired in late 2010 after a decade at the helm. He has cast a larger-thanlife shadow over his competitors, secure that he leaves behind a legacy of success that will outlive him long after his sunset years.

broad range of first class products and services for mobile telephony, EDGE, broadband Internet, M-PESA, M-KESHO (in partnership with Equity Bank), banking and fax.

Pre-tax profits peaked at Sh20.9 billion in 2009, and revenue grew to Sh81 billion, making Safaricom easily the jewel in the crown of mobile telephony penetration and reach in Kenya and the region.

Safaricom’s subscriber base has leapt from a low of 16,000 in 2000 to an all-time-high of over 17 million subscribers at the end of 2009.

Occupying the perch of the eighth largest publicly listed telephone company in Africa, Safaricom is headed for even rosier times, perhaps buttressed by the catchwords of integrity, hard work and dedication as espoused

by Mr Joseph.

It is a leading provider of converged communication solutions in Kenya, offering a

The man who has replaced Mr Joseph, Mr Bob Collymore, inherits a company which

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now commands over 75 per cent of the mobile telephone market in Kenya.

Riding on the wave of success of the M-PESA concept, the first of its kind in the world, Safaricom is poised to roll out other new services in the market, which Mr Joseph says will give it even more headstart and give the competition a hard time.

M-PESA is itself a pioneering concept that allows telephone subscribers to have “money in their phones”, and to pay for goods and services.

Now, anyone with a cellphone and an account can operate from anywhere in the world and send or receive money within seconds. The concept has won the company awards and accolades.

Safaricom CEO Bob Collymore talks to Rukia Mkambe from Cheryl’s Children’s Home during the Safaricom Charity Race day at the Ngong Race Course

Mr Joseph is certain that the focus on the ordinary person has paid dividends heavily: “There are lots of reasons why we have succeeded. One is because we concentrate on the customer needs.

The man in the matatu (public transport vehicle) you know...that is our customer.

Our entire orientation was moulded by that”.

Of the M-PESA concept, Mr Joseph attributes its success to the fact that “we went out of our way to cover what was not covered before”. The result was a resounding success. “Many money products are trying to copy us — but nothing beats M-PESA. Nothing even comes close”.

Of all the awards they have won, Safaricom employees hold The Most Respected Company of The Year Award dearest. It has been won three times in a row.

The Company’s immediate focus is to assist the youth, especially musicians, to make a start in life: “The future belongs to them and we want to be associated with them. Ours is not a one-off with artistes.

We want to help them grow, support them.

That is the segment of the market we are targeting”.

On the price wars that hit the ceiling as the year drew to a close, Joseph is emphatic that when competitors brought down the cost of calling, the biggest player, too, had to as dictated by the situation.

He says that Safaricom was justified to charge what they were charging, up to Sh8 per minute on some tariffs — “This is a business, not charity. We had to pass the benefits to our subscribers and shareholders who want returns on their investment. When we started, the costs were higher and there were reasons to charge what we did”.

When the competitors brought down calling charges, “we had to because we could not allow our customers not to benefit from the charges”. In any case, he says, Airtell did not trigger the price wars. “The Communications Commission of Kenya lowered the interconnectivity charges and we responded.

Everybody else responded”.

Safaricom CEO Bob Collymore

Mr Joseph feels the prices may stabilise just where they are and neither move down nor up. And he rules out further price reductions from Safaricom, saying “if we went down further, we would be accused of using our dominance in the market”.

Mr Joseph has fond memories of the country: “Kenyans have been very welcoming...they are hospitable people. This is a great country and I have nothing but fond memories of those ten years”.

Mr Collymore who has replaced Joseph is a former Chief Officer in Charge of Corporate Affairs at Vodaphone. He has his plate full keeping the 737,000 shareholders happy.

Tel: +254 (020) 722 000000 www.safaricom.co.ke

Permanent secretary for Information and communication

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Huawei Technologies - Global Leader In The Convergence Age In Kenya as elsewhere, this telecoms giant whose products and services are used by fully one-third of the global population, enriches life through communications

Huawei is a leading telecoms solutions provider with comprehensive strengths in wireline, wireless and IP technologies.

Huawei has gained a leading position in the All-IP convergence age.

Our products and solutions have been deployed in over 100 countries and have served 45 of the world’s top 50 telecom operators, as well as one-third of the world’s population.

Through continuous customer-centric innovation, we have established endto-end advantages in telecom network infrastructure, application & software, professional services and devices.

Huawei’s vision is to enrich people’s lives through communication. By leveraging our experience and expertise in the telecoms sector, we help bridge the Digital Divide

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and give people the opportunity to join the Information Age, regardless of their geographic origin.

In order to tackle increasing climate challenges, Huawei has deployed a wide range of green solutions that enable customers to reduce power consumption and carbon emissions, contributing to the sustainable development of the social economy and the environment.

Huawei’s products and solutions encompass wireless products (LTE/HSPA/ WCDMA/EDGE/GPRS/GSM, CDMA2000 1xEV-DO/CDMA2000 1X, TD-SCDMA and WiMAX), core network products (IMS, Mobile Softswitch, NGN ), network products(FTTx, xDSL, Optical, Routers, LAN Switch), applications and software(IN, mobile data service, BOSS), as well as terminals (UMTS/CDMA). Major products

are designed based on Huawei’s ASIC chipset and utilise shared platforms to provide quality and cost-effective products.

Huawei in Kenya Huawei has been in the East Africa region since 1998, covering Kenya, Uganda, Tanzania, Ethiopia, Congo, Rwanda, Burundi, Somalia, and Djibouti. Kenya is the regional Headquarters for East Africa.

Around 65 per cent of Huawei employees are locals, creating more than 400 jobs both directly and indirectly.

Huawei has set up 22 regional headquarters globally. More than 3,000 trainees have benefited from the training centre, which helps our customers and local people to study advanced management and technologies.

We firmly believe in localising our global operations, and make it a point to hire local employees. This not only enhances our understanding of the local market, but also contributes to the local economy by increasing employment, especially in less developed regions.

Based on Huawei’s equipment and solution, Kenyans enjoy various quality and affordable services, including Mobile Broadband (MBB), Value Added Service (VAS), Voice Over Internet Protocol (VOIP) and ADSL through NGN, CDMA, GSMA, and UMTS. Huawei has been in the forefront in the introduction of 3G, LTE, and Android technologies in the Kenyan market.

Our Business Huawei will continue to invest and play a leading role in provision of All-IP Convergence strategy to ensure that end users are able to experience consistent communication services anytime, anywhere. Huawei is committed to enriching lives through communication.

We have built up product portfolios, including mobile network, broadband network, IP-based, optical network, telecom value-added service, and terminal.

Vision To enrich life through communications.

Mission To focus on our customers’ market challenges and needs by providing excellent communications network solutions and services in order to consistently create maximum value for customers.

Customer Focus Serving our customers is the only reason Huawei exists; customer demand is the fundamental driving force of our development.

High quality, excellent service, low operating costs, and giving top priority to meeting customer requirements to enhance their competitiveness and profitability.

Continuously performing management transformation to realise efficient processbased organisation operation for ensuring high quality end-to-end delivery.

Developing with our peers in the industry as both competitors and partners to jointly create a favourable environment and share the benefits of the value chain.

Research and Development Not only do customers need products and technology, but, more importantly, they need solutions that can bring them success in business. Huawei has already made the transition from being technology-oriented to being driven by customer requirements, from solely providing products to offering complete end-to-end solutions, allowing the development of our products to be driven by our customers’ success.

We continuously work towards improving our ability to innovate based on our customers’ needs. Huawei has been investing a minimum of 10% of our annual revenue into research and development, with 10% of that investment used for pre-research to stay at the forefront of new technologies and breakthroughs. At present, Huawei has already successfully rolled out products and solutions in areas including FMC, IMS, WiMAX and IPTV. In addition, we have re-structured the organisational framework of our product line, in anticipation of future network convergence and industry transformation.

Huawei provides complete end-to-end solutions in areas including the service and application layer, core layer, bearer layer, access layer, and terminals, thereby offering our customers distinct advantages to face network convergence.

Corporate Social Responsibility (CSR) The rapid rate of development and modernisation in the last century has come at the expense of our natural resources, which are being increasingly depleted. There is also an ever-widening gap between the rich and the poor, resulting from unbalanced social and economic development.

Therefore, sustainable development is now no longer just about the need to balance economic and social progress with concern

for the environment, but also encompasses human and social factors, including the fight against poverty.

We offer innovative communication solutions to people worldwide, in order to help people gain access to the Information Society. We continually strive to carry out our responsibilities as a corporate citizen, in order to ensure sustainable development.

As an integral part of the society in which we operate, Huawei firmly believes in contributing back to the local countries and communities in which we operate, and strongly encourages our employees to do likewise. We aim to use our expertise in the telecommunications field to enrich the lives of people worldwide who still have limited access to communications in a world where the ability to be connected is increasingly becoming a necessity.

Huawei has participated in CSR initiatives in Kenya that include, but are not limited to, the Safaricom Marathon, Beacon of Hope, Rhino Charge, Red Cross Society of Kenya, Gertrude’s Children’s Hospital, SOYA Awards, Safaricom Kenya Classical Fusion, Shelter Children Rehabilitation Centre, Nairobi Women’s Gender Violence and Recovery Centre, Computers for Schools initiative, and building schools for orphans.

Awards • Huawei in Kenya has also received the following awards: • Lewa Trophy 2009, 2010 for Highest Corporate Fundraiser for the Safaricom Marathon • Best Telecommunications Supplier Company of the Year Award KICTEA 2009

Tel: +254 2871000 www.huawei.com Best of Kenya

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Isols - Setting the Pace in ICT Security Solutions Award-winning firm ensures high performance protection and content security products and services. We deliver the world’s most immediate, solid and dependable protection against viruses, spyware, crime ware, hackers, phishing and spam

Isols Staff Never Dissapoint

In this age of technological revolution and spiralling threats from cyber criminals, businesses must ensure they operate within water-tight, secure networks.

That is our core passion at Isolutions Associates (Isols), an award winning Pan African ICT security solutions provider based in Nairobi.

Ours is a holistic approach to security as we offer end-to-end systems and data protection in anti-malware, firewalls, backups, network management and consultancy.

Founded in 2005, voted the Fastest Growing Company in the year 2010/11 and scooping position 15 in the year 2009 in Top 100 Midsized companies, we never take chances and we never compromise on security.

We have engaged in top tier partnerships with celebrated international firms such as Kaspersky, PGP, Netapp, Manageengine,

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Cyberoam, Tripwire and Websense. Our partnership has ensured we have the finest technical capacity.

•

Implement, reconfigure and manage security solutions from a wide variety of vendors.

Isols is the sole authorised dealer for most of these brands in Eastern Africa and is, in fact, making Kaspersky the security solution of choice in the region.

•

Customise service agreement solutions

Our Solutions Backup, storage and data recovery

We are trusted and we never disappoint. Our key clients in the East African region include, Kenya’s National Assembly, Safaricom, Kenya Revenue Authority, Kenya commercial Bank, Bank of Tanzania, Centenary Bank and a host of academic institutions, NGOS and government ministries.

We do not only perform regular backups but ensure you can timely retrieve your files when they are needed. That is why we can count on Netapp, Symantec Backup Exec and Zyxel Nas.

•

Develop sound IT security policies

Whether it is real-time or scheduled backups for file servers, Oracle, SQL or Exchange, these solutions will provide extremely efficient data protection.

•

Carry out vulnerability assessment of your network setup before recommending an IT security solution.

With our Backup Systems we offer proven solutions with sufficient experience to help customers retrieve crucial data.

Isols consultancy services:

few cases of downtime and other forms of outage.

Encryption If you reveal your secrets to the wind you should not blame the wind for revealing them to the trees – Kalil Gibran.

PGP (Pretty Good Privacy) secures emails, disks and volumes for the office and home computers. PGP technology is widely seen as the de facto standard for encryption.

It reduces the complexities of protecting business data by enabling organisations to deploy and manage multiple encryption applications cost effectively from a single management console.

Data leakage prevention

Mr James Kinyua, CEO, Isols

Our storage systems offer unmatched business agility, superior application uptime, simplicity of management, and breakthrough value for enterprises.

Corporate Anti-virus In an attempt to ensure airtight security for our corporate clients, we only choose high performance virus protection and content security products and services.

Our solutions have advanced centralised management capabilities that are scalable for any enterprise network or desktop.

In partnership with Kaspersky Lab we have ensured solid and dependable protection against malicious programmes. We deliver the world’s most immediate protection against IT security threats, including viruses, spyware, crime ware, hackers, phishing and spam.

Kaspersky Lab’s award winning antivirus, Windows, Linux, Netware, Exchange, Lotus, ISA server, Squid as well as smartphones are fully protected against viruses, worms, Trojans and other malicious codes.

Our content control/filtering solutions such as Kaspersky Antispam, Websense Email Security and Cyberoam appliances keep off unwanted mail and web content with extremely low false positives (error rates).

Firewalls and Unified Threat Management (UTMs) These protect your LAN and WAN from threats emanating from the internet. Our solutions, Cyberoam, Cisco ASA and Netasq provide top of the range threat protection while giving you complete visibility into ‘who is doing what’ in the network and allow policies to be created at the user level based on work profiles.

Our security appliances have been inspired by the UTM (Unified Threat Management) concept and, as such, integrate into all its appliances all the security functions that meet the needs of service providers, remote users and businesses of all sizes.

Network management and monitoring We ensure you do not face devastating downtime.

As the value and reach of data expands, so do those who would steal data. As stolen data leaves no vacuum its loss cannot be proven until its misuse is found. That is why you need a data loss prevention suite.

Websense data security suite prevents loss of confidential data by monitoring, detecting and blocking leakage through copying, sending and printing. It discovers where data is located in a network, monitors who is using the data and how they are using it, and helps protect the data, thus securing business processes, manages risk, and assists with compliance.

Change and Compliance Audit One small change in the company’s critical servers or devices such as routers, switches, firewall, servers, databases, directory services and applications can cause a huge difference in the performance of a system depending on whether the change is desired or not.

Tripwire provides comprehensive solutions that enable organisations mitigate security risks, automate compliance and increase operational efficiency while ensuring configurations remain in a known and trusted state.

Content filtering Research findings show that less than over half of internet usage during office hours is not work-related while 70 per cent of the emails in circulation is spam. In fact access to unwanted content by employees has been proven to reduce productivity, increase bandwidth costs and enhance network insecurity.

We empower you to manage LAN from a single console through remote logon monitoring traffic and assessing their networks for vulnerabilities with network management tool. Manageengine, for instance, gives you total network control and capacity to monitor activities as well as general health of servers, applications and network equipment to guarantee you

NHIF Building, Ground Floor Upper Hill, P.O. Box 11690-00100 Nairobi, Kenya.

Landline:+254-20-2715407/ 9 / 2715391 Cell-phone: +254-722331935 www.isolutions.co.ke Best of Kenya

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Chapter 11 Transport and Logistics

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A Flying Start With AIRKENYA EXPRESS “When once you have tasted flight, you will forever walk the earth with your eyes turned skyward, for there you have been and there you will always long to return” – Leonardo da Vinci

General Manager Captain Dino M. Bisleti

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Airkenya Express, is a leading domestic airline providing scheduled and charter flights in Kenya and the East African region.

eye. His attention to detail and cautious approach has led the company to its unparalleled success in Kenya and Tanzania.

Based in Kenya, Airkenya offers scheduled flights into the major game parks and coastal towns which include: the Masai Mara, Amboseli, Samburu, Meru, Lewa Downs, Nanyuki, Lamu, Malindi, Mombasa and Diani.

Airkenya Express has its hub at Wilson Airport, the busiest commuter aircraft airport in Africa. Airkenya boasts an exclusive passenger terminal offering clients a unique flying experience from the moment you check-in upto one’s final destination.

Airkenya also serves the international destination of Kilimanjaro in Tanzania.

Whilst Airkenya serves Kenya’s domestic destinations, Airkenya’s subsidiary Regional Air Services offers a similar operation in Tanzania.

Airkenya together with the Kenya Airports Authority, provide all the required security checks. Passengers flying with Airkenya can enjoy Kenya’s finest coffee at the Dormans Café located at the exclusive lounge and peruse the souvenir shop in a friendly and secure atmosphere.

At the helm of both Airkenya Express and Regional Air Services is Captain Dino Bisleti, also a pilot. Captain Bisleti overseas the operations of the two airlines with an eagle

Airkenya’s fleet includes: Dehavilland Dash 7, Dehavilland Dash 8, and Dehavilland Dash 6s and recently a brand new Cessna Grand Caravan was added to the fleet.

Whilst Airkenya’s scheduled flights are popular amongst the leisure, business and tourist travel markets, Airkenya also offers charter services into all parts of Kenya and the region.

At Airkenya, safety and security are of paramount importance. As one of Africa’s leading aviation airlines, Airkenya aspires to reach new heights of service delivery.

Our aircraft are thoroughly checked by highly trained engineers to ensure our passengers enjoy consistently smooth and safe flights.

Our excellent maintenance facilities have been approved by the Kenya and Tanzanian civil aviation authorities in accordance with international safety standards. These approvals, together with our dedicated ground team, have secured Airkenya an impressive track record in safety, reliability and professionalism.

Airkenya offers three daily flights serving eight airstrips into the world’s famous Masai Mara Game Reserve. The airstrips are located in close proximity to the many lodges and camps available in this grand reserve, making it convenient for the visitors to quickly reach their destination and make the most of their holiday’s time. The Masai Mara is famed for the annual wildebeest migration which generally takes place from mid June to end October.

Airkenya’s Dehavilland Dash 7, with a capacity of 50 seats, provides its customers with a comfortable pressurized flight and with its short take off and landing capability is able to serve all of the Masai Mara’s airstrips. This work horse has set Airkenya ahead of its competitors on this route.

Airkenya’s daily scheduled flights to the Samburu Game Reserve, Amboseli National Park, Nanyuki town, Meru National Park and Lewa Downs Game Reserve provide a unique game circuit. Kenya is also renowned for its long stretches of white sandy beaches and the warm waters of the Indian Ocean where Airkenya flies daily serving the coastal towns of Lamu and Malindi, and twice daily Mombasa and Diani.

Regional Air Services offers a similar operation in Tanzania. Regional Air’s base is in the northern Tanzanian town of Arusha which is the starting point of safaris into northern Tanzania.

Regional Air Services flies scheduled flights to Arusha, Kilimanjaro, Manyara, Seronera, Grumeti, Sasakwa, Kleins, Zanzibar, Dar-esSalaam, Saadani, Pangani, Mkomzai and on request charters flights within the region.

Airkenya has had the privilege to fly royalty, presidents, prime ministers and celebrities from all over the world on scheduled flights as well as private charters. Incentive Groups have arrived from far a field and Airkenya has had the pleasure of flying these groups into Kenya’s renowned game parks and coastal towns.

See Kenya, Fly Airkenya!

Airkenya Express Wilson Airport P.O. Box 30357 – 00100, NAIROBI Reservations: 254 20 391 6000 Administration Tel: 254 20 392 5000 Email: info@airkenya.com www.airkenya.com Best of Kenya

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Modern, Efficient Rail Transport For Kenya and East Africa Region Kenya Railways Corporation seeks to participate in national and metropolitan railway development  

A key mandate of Kenya Railways Corporation is to promote, facilitate and participate in national and metropolitan railway development. Our objective is to provide modern and efficient rail transport and logistics services for Kenya and the region.

National Railway Development

An artist’s impression of the proposed JKIA Station

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Kenya Railways has developed a national masterplan and contributed to the development of a regional one that is currently being implemented. The governments in the region are committed to developing an efficient railway system.

Agreements between countries are being put in place to ensure cross border development and operationalisation of the proposed network. In Kenya the first phase of the development will entail the development

Makindu Kibwezi

Lamu

Garsen

Limuru

Tsavo East National Park Tsavo West National Park

Limuru

Dakacha

Manyani

Taveta

Thika

Malindi

VOI

Kiambu Githurai

Kikuyu

NAIROBI

Embakasi Village JKIA

Kilifi Takaungu

Key:

Lunga Lunga

Existing Metre Gauge Railway line

Ramisi

Proposed Commuter Train Routes for Nairobi

Proposed Rail Commuter Services Network Coast Region

SUDAN

Athi River

Proposed JKIA Railway line

Ndavaya

Existing Metre Gauge Railway line

Mlolongo

Key:

Mombasa

Kinango

Proposed Standard Gauge Railway line

Nairobi National Park

Mumias Addis Ababa

Kakamega

Butere

Kapsabet

Yala

Nazaret

Siaya

ETHIOPIA

Nandi Hills

Kisumu Muhoroni

Wendo

Nakuru Kendu

Juba

Lokichogio

Kericho

Negale

Kisii Nimule Lodwar

Gulu

Luanda

Moyale Marsabit

UGANDA Kampala

Eldoret

Kasese

Nyahururu

Butere Rongai

Mbarara

Kisumu

Archers Post Nanyuki

Nakuru

Proposed Rail Commuter Services Network Kisumu Region

Garissa Bura

Nairobi Kigali Mwanza

Lamu

Voi

Arusha Moshi

Isaka Tabora

Mombasa

Key:

Kigoma Dodoma

Tanga Bagamoyo

Mpanda

TANZANIA

Proposed Standard Gauge Railway line Existing Metre Gauge Railway line

KENYA

Maralal

Tororo

Key:

Dar es Salaam Kidatu

Proposed Standard Gauge Railway line Existing Metre Gauge Railway line

Ifakara

the rail commuter service to Jomo Kenyatta International Airport and development of modern railway stations which will support other businesses. The existing locomotives hauled trains will be replaced with modern trains, to offer a faster, relaible and more comfortable service. Plans for rail commuter services will be extended to the cities of Mombasa and Kisumu.

www.krc.co.ke

Proposed SGR Network For Eastern Africa

of a line from Mombasa to Malaba on the Ugandan border with a branch line to Kisumu - Kenya’s main inland port on Lake Victoria. The procurement of this service has already commenced.

Commuter Rail Services Kenya has an established railway network which has not been fully exploited. To ease congestion around the major cities, Kenya Railways plans to expand and modernise the existing rail commuter service for Nairobi. The project also entails extending

Typical Interior Of A Modern Demu Coach

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Kenya Ports Authority Biggest regional port poised for growth

Since it was first developed during British colonial rule in the late 19th Century, the port of Mombasa has remained the main gateway for Kenya’s international trade.

With a history spanning many centuries, including when dhows called on the north side of Mombasa Island, Mombasa is today the premier port of call in the East and Central Africa region handling about 18.93 million tons of cargo in 2010 including 5.262 million tons of transshipment.

for larger vessels such as bulk carriers, container ships, motor vehicle carriers and luxury cruise ships.

For those in trade — the particular transshipment consignments — the port offers a broad range of shipping services to key destinations around the world. The port’s major markets encompass Western Europe, Asia, the Far East, America and the rest of Africa.

As Kenya’s biggest and busiest seaport, Mombasa is the doorway to a vast hinterland where people depend on agriculture for their livelihood. It serves Kenya, Uganda, Rwanda, Burundi, the Democratic Republic of Congo, southern Sudan, Ethiopia, Somalia and northern Tanzania.

The port also provides anchorage and storage for regular feeder services between Mombasa and Dar es Salaam, Durban, Mogadishu, Djibouti and Dubai. It is the best connected port of call in the East Africa region after Durban, with about 35 shipping lines calling and direct connectivity to over 80 seaports.

The port is a superb natural harbour with a first-class shelter and deep water berths

Container services are provided entirely by liner vessels, while other types of cargo

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are carried by a mixture of liner and RORO (Roll-on/Roll-off) vessels. The port is run by the Kenya Ports Authority, which was established on 20th January 1978 through an Act of Parliament. It is also a key boost to Kenya’s tourism industry whose abundant wildlife and scenery are easily accessible through air or by road.

The port’s proximity to the Moi International Airport makes it convenient to cruise liner passengers who wish to disembark and head back home by air, as well as those who come by air to board cruise liners at Mombasa. It is efficiently equipped to handle a wide range of cargo, including dry bulks such as grain, fertiliser, cement, soda ash and liquid bulks such as crude oil and oil products as well as bagged products (coffee, tea, sugar, etc) break bulks (iron and steel, timber), motor vehicles, machinery and containerised cargo.

The detailed designs and pre-qualification of firms to construct the second container terminal west of Kipevu Oil Terminal (KOT) has been completed. The first phase, which involves the construction of two berths for Post-Panamax and Panamax container ships of 60,000 DWT and 20,000 DWT respectively, is expected to be completed by 2015.

Imports declined by 1.9 per cent to 16.20 million tones, while exports and transshipment grew by 5.1 per cent and 50.5 per cent respectively.Port productivity improved, with the average container dwell time declining to 5.7 days in 2010 from 6.0 days in 2009. Ship turn-around time, however, increased to 4 days from 3.6 days due to the ongoing rehabilitation of berths 16-18 and the increased number of bigger container vessels served at the Container Terminal.

The Authority is also undertaking various measures to contain growing traffic.

The construction of Berth No 19 has been progressed to accommodate three standard size container ships. In addition, the conversion of berths 1114 into container handling facilities is underway.

Dredging and widening of the port channel and turning basin to a depth of 15 metres commenced in February 2011. Once completed, it will increase the port’s competitiveness by allowing larger vessels to call.

The implementation of an integrated security system that will improve security and safety of the port is also on-going.

In line with the new vision ‘World class seaports of choice’, KPA will ensure operational excellence and provide quality services that exceed customer satisfaction.

The Authority has subsequently upgraded its ICT infrastructure by acquiring new high memory servers for faster documentation and information management. The Authority will continue to work closely with other stakeholders to facilitate the implementation of the National Single Window System that will provide a common platform to all stakeholders. The ultimate goal is to achieve an e-port status.

To ensure equipment reliability and port efficiency, the Authority has continued making substantial investments in equipment modernisation. The delivery of ten Rubber Tyred Gantry cranes (RTGs) and four Reach Stackers in 2010 has enhanced yard operations and service delivery.

The remaining consignment, which comprises three Ship-to-shore Gantry Cranes (STS), 10 terminal tractors, floating craft which include two mooring boats and one pilot boat is expected by August 2011.

To further improve on service delivery, the Authority is in the process of establishing a one-stop centre for conventional cargo operations while the obsolete Portal Cranes will be replaced with Mobile Harbour Cranes.

To enhance efficiency, the port has roundthe-clock working schedules, a system interfaced with Kenya Revenue Authority (KRA) systems, enabling flawless movement of crucial documents between the two institutions.

There is also a Container Freight Stations (CFS) component where customers using CFSs can execute documents online. This is a brilliant IT system that helps in relieving saturated container terminals through smooth flow of information on container movement.

Tel: +254 41 2112999 www.kpa.co.ke Best of Kenya

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Chapter 12 Property and Real Estate

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Developing Kenya’s Housing Landscape Suraya Property Group Ltd is a locally registered development company that has over a period of four years grown to become one of the largest private development companies in Kenya

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Suraya’s Vision is to create contemporary lifestyles that change the way people LIVE, WORK & PLAY through innovative developments.

Our key pillar is the provision of adequate housing to the country and at the same time we aim to create a vibrant community lifestyle by providing employment.

Suraya’s model is based on partnering with large scale private landowners and converting parcels of land into commercially viable projects. In this respect, we have already completed Phase One

ofROSSLYNHEIGHTS,andPhaseTwoROSSLYN GARDENS along Redhill Road, Gigiri at a cost of KShs1.2 billion.

Currently Suraya is undertaking one of the largestprivatedevelopmentscalled“FOURWAYS JUNCTION” along Kiambu Road, near Runda.

Fourways Junction is a new upper middle class suburb that will have over 1,000 houses, a shopping mall, a 3 star hotel and low rise office parks. The project will cost KShs15 billion. The entire project is slated for completion in the next four years.

In line with Vision 2030, the projects that we are undertaking help to reduce traffic congestion in the Central Business District and open up new commercial and industrial hubs in the periphery. Ultimately, this helps to drive the development of the surrounding areas as envisaged in Vision 2030, the government’s blueprint for transforming Kenya into Middle Income Country.

Tel: +254 020-41 85 057 Cell: +254 712 219 106 www.suraya.co.ke Best of Kenya

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SECURING THE PROPERTY MARKET

The Junction Shopping Centre

Knight Frank commands the lion’s share of the higher end of the residential and commercial property market in Kenya. Based in Westlands, Nairobi, they manage over 600 residential units and over 3,000,000 square feet of commercial property in the country.

Knight Frank is an internationally renowned real estate consultancy. Their global network encompasses more than 165 offices in 43 countries across six continents.

With some 5,300 staff spread around the globe, they handle some £18.3 billion (US$36.1 billion) worth of commercial, agricultural and residential real estate each year. Their clients range from individual owners and buyers to major developers, investors and corporate organisations.

With a business turn-over of Sh280 million a year, it is self-evident that they are in control of a commanding portion of the property market

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and plan to remain the dominant player. Their presence accounts for between 40-50 per cent of the market share.

The MD, Mr Ben Woodhams, sees a brighter future based on the fact that the property market was largely unscathed by the global economic meltdown that ravaged the Western economies.

This is attributed to the fact that not many people lost their jobs and, consequently, not many banks had to foreclose on mortgages.

“When people lose their jobs, they are unable to service their loans, which means the banks are forced to sell their houses at knocked down rates, pushing the market down. This did not happen in Kenya”, says Woodhams.

The property market has grown from strength to strength as evidenced by the increased volume of trade since 2008. “Kenya’s situation is very strong and very buoyant. The economy is

growing rapidly so the supply will be absorbed by the demand” says the MD. In addition, another trend in the market is to take the retail trade, a fast growing sector, beyond the capital to Mombasa, Kisumu, Eldoret and Nakuru over the next few years.

An increased demand from ICT-based companies has also fuelled demand for properties, especially along Mombasa Road, which will be a hot spot.

A brighter future awaits a sector largely unscathed by the global economic meltdown that ravaged the Western economies.

Commercial Instructions Property Ambank House APA Arcade Commerce House Delta Corner Eden Square Geomaps ICEA Building IKM Landmark Plaza Lion Place Nairobi Park Purshottam Sameer Business Park Tulip House 14 Riverside Retail

Capital Centre City Mall, Nyali Oil Libya Plaza The Junction Shopping Centre T Mall Ukay Centre Westgate Shopping Mall Total

Area (sqft) 105,000 47,000 42,000 200,00 125,000 54,000 164,000 40,000 124,000 77,000 77,000 105,000 400,000 95,000 360,000 Area (sqft) 132,200 230,000 75,700 250,000 1 58,000 7 6,000 2 80,000 3 ,216,900

Property Management • Commercial — Over 3.0 million sq. ft.

• Residential — Over 600 Units Services Offered: • Financial Management • Administrative Management • Physical Management • Maintenance & Enhancement of Investment Value

Residential Instructions

Valuation

Property Units Riverside Park 151 CMM Gardens 16 St Austin’s Gardens 48 Arboretum View 19 Clanson Court 1 Pine Ridge Gardens 24 Greenwood Lane (Msa) 14 Ndemiland 17 Riverside Court 18 Rhapta Terraces 13 Arcade Gardens 22 Marula Gardens 6 Pearl of Riverside Gardens 10 APA/Apollo Insurance Residential Units 10 Single Units

Several

• Mortgage or Lending Purposes • Sales or Purchase • Rental Assessment • Insurance • Financial Reporting • Public Listing and Diversifications • Receivership • Statutory Valuations (Taxation) • Corporate Restructuring • Litigation

Annual Rent Roll • Commercial • Residential • Total

KSh 2.8 billion KSh 700 million KSh 3.5 billion

Project Management • Feasibility Studies • Construction Project management from inception to completion • Client Advisory/Monitoring services • Fit-out management • Office Relocation • Construction Program Scheduling • Site Acquisition for the Telecommunications industry Global Statistics Total Number of Staff Number of Countries Number of Offices African Offices

5,400 43 165 9

Knight Frank Africa

Clanson Court

• Botswana • Kenya • Malawi • Nigeria • South Africa • Tanzania • Uganda • Zambia • Zimbabwe

Nairobi: Lion Place, Waiyaki Way, Westlands • PO Box 39773-00623, Nairobi, Kenya Tel: +254 (0)20 4239000 • Mobile: +254 (0)722 523773, 733 603260 • Fax: +254 (0)20 4440040 • Email: info@ke.knightfrank.com Mombasa: Rex House, Moi Avenue • PO Box 88447-80100, Mombasa, Kenya Tel: +254 (0)41 2229048 • Fax: +254 (0)41 2229409 • Email: mombasa@ke.knightfrank.com www.knightfrank.com

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Chapter 13 Media and Marketing

iverside

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Great minds and extraordinary talent

Professional Marketing Services is the No.1 marketing agency for a discerning regional, national and international clientele.

Our reputation for providing effective, on target marketing solutions for your smallest and biggest needs is our greatest asset.

As an aggressive and agile firm, the PMS Group applies and redefines the fundamentals of communication strategies to help meet and exceed your business goals.

A Diamond Among Rocks

By maintaining the characteristics of a lean, mean and devoted small agency, we have grown our capacity to quickly get your brand to move to, and stay at No. 1.

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Professional Marketing Services Limited was established 15 years ago with the objective of providing exciting consumer promotions solutions to our clients. What started as a small outfit providing merchandising activities has now evolved to an award winning, all rounded marketing agency.

Joanne Mwangi, Group CEO

Lucy Mechemi, Group Finance & Administration Manager

Shanna Mahihu, Group Corporate Communications & Business Development Manager

Faith Mwangi, HOD, PMSA

Sandra Gikundi, HOD, Innovateus LTD

We have grown from strength to strength in this market, and have risen to being industry leaders in the identification and provision of new communication channels, as well as providing superior marketing services for our clients.

Trade & Consumer Promotions: Consumer promotions can provide your business with a short-term boost in product sales or services requested. However, promotions should be thought of as an‚ add-on to your existing brand advertising and marketing strategies. If you are considering running special consumer promotions, there is good rationale for incorporating them into your marketing mix. PMS specializes in creating and delivering bespoke solutions for consumer promotions and staff or trade incentives that exceed expectation. We make your budget go further and work harder.

“We have the ability to present each product or service to the marketplace in its best possible light and most positive manner”.

Reputation Management: Your reputation is an integral part of your business.

We specialise in reputation management techniques that promote good corporate and brand image for our clients.

“These awards are a culmination of hard work, professionalism and great team work”. Joanne Mwangi – CEO PMS GROUP Event Management: Properly planned, promoted,andexecuted,launches,conventions, conferences, seminars, and expositions can make your organization a “force to be reckoned with” in your marketplace. PMS has evolved with the current trends in the market and has managed to create and execute memorable& novel events for each of its clients.

Public Relations: When it comes to putting clients “in-the-news”, we have a proven track record. Our goal is to continuously cultivate the relationship with the media

as well as increase the mind-share of the brands and products. To-date our clients have enjoyed numerous awards and successes in the media from consumer publications, newspapers, TV and enterprise and mainstream media.

Advertising: PMS thrives on creativity and originality! Creativity is what has made PMS successful. We communicate our clients’ messages in fresh, imaginative ways, visually and verbally, without preconceptions or worn-out formulas. If a client’s product is best conveyed by a single word and striking visuals, that’s the way it’s done.

Trade Merchandising: We field a uniquely qualified team that includes outstanding talent from the hospitality industry and other complementary disciplines. Dedicated to exceeding your expectations, our team members are uncompromising in their attention to detail. With superior systems and processes, we take the hassle out of merchandising for our clients.

PMS Group prides its success to the diligent team lead by the CEO Ms. Joanne Mwangi.

Joanne’s hands on leadership skills and unmatched experience have ensured each member of the team strives at their field of expertise and deliverers incomparable work.

Ben Onderi, HOD, 3Marketeers ltd

At the PMS office located in Lavington, off Kin’gara road, the seamless flow of activity, and warm welcome exudes the professionalism and family nature of the workforce.

At Professional Marketing Services Limited ,we deliver an all round marketing experience; and put our clients a class above the rest.

Tel: +254 20 8071849 www.pmsgroupafrica.com Best of Kenya

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SilverBird: Theatres of Dreams Best of Kenya interviewed the SilverBird GM Sheria Saidi on the challenges and benefits of managing an enormous investment that influences the lifestyles of moviegoers and combats piracy and intellectual theft. Excerpts:

Q: How would you describe the position of movies and screens in Kenya, considering piracy and immediacy downplay your role in the cinema entertainment industry?

A: The state of cinema in Kenya is very versatile in terms of genres of movies available in the market. Immediacy is vital in this business and that has given the backstreet movies the edge in the market for some time now. You will also find movies that are yet to be released in the black market.

Piracy has grounded its roots here and you would sometimes come across parents

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stopping to buy pirated movies for their children. This vice is only being encouraged and this trend should be contained.

For the big movie production companies, Africa is a small market, because it does not generate huge profits. Case in point, Avatar was widely popularised and in its seventh weekend the movie grossed a total US$95.3 million overseas with these figures mainly from Italy and China.

Kenya, on the other hand, only gathered in $312,500 for the entire two months it was screened. The number of people who attended was 42,000.

Q: What are the steps taken to counteract this piracy effect?

A: Kenyans are aware of new movie releases and they want to watch these immediately.

At SilverBird, we have been able to counter this by acquiring the new hits as soon as they are released in the West. Being a large cinema operator, we are able to negotiate directly with the production companies for better prices and rates, thus cutting down on cost. Since production companies release new movies every Friday, we work on getting the same movies immediately.

Q: What is your core value system in regards to service delivery and customer satisfaction?

A: SilverBird is a trendsetter and market pacer. Through its top-notch facilities and efficient service we have ensured that we not only sell a product but an experience. We provide a package for the whole family where harmony is created. With 18 screens spread in Kenya, we are able to offer a great deal of movies showing simultaneously. We let every customer go home with an overwhelming experience of the movie.

We have a media store that provides all ages and authentic material. It stores only original music, books and movies. In this section customer satisfaction is guaranteed as the product is of quality and easily available. On September 23 SilverBird commenced its 3D multiplex in the Westgate Mall. This move was aimed at positioning it for upcoming 3D movies.

Q: When did SilverBird come into being and how do you fulfil your functions?

A: SilverBird was formed by the former directors of Avusa Africa who had pulled out of NuMetro and joined a group of West African investors. With an extensive presence in the West African nations, SilverBird was keen to expand through acquisitions in the new market, making it the third largest entertainment business in Africa.

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The objective was to provide lifestyle and entertainment services similar to those in developed countries. A key part of the strategy was to establish cinema theatres with multiple screens, thus boosting the number of movies screened. It was hard to show movies on a limited number of screens when they were in high demand. Today we operate 18 screens in Kenya and show at least four movies concurrently, thus different divisions of movie lovers are well catered for.

Q: What are some of the benefits and challenges technology has offered you in terms of business cost?

A: For example, we have been able to cut costs in 3D movies as they arrive in 500GB hard drive whereas traditionally 35mm projectors have motors, cogs and belts running leading to picture shake. The 2D equipment is bulky but 3D is well advanced and smaller and needs few people to operate.

The initial cost of setting up a 3D projector is very high but its much easier to run and the products are easily shipped.

Weekdays Adults - 800 Children - 750 Weekends (Friday evening to end of Sunday) Adults - 850 Children - 800

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Chapter 14 Education and Training

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Overview of Education Kenya’s first system of education was introduced by the British. But with the end of the colonial era in 1963, the government appointed a Commission to explore ways through which it could introduce changes that would reflect the nation’s sovereignty

The Commission said identity and unity were critical for a newly independent country. To achieve this objective, the content of history and geography taught before this was changed to reflect national cohesion.

Between 1964 and 1985, the education system was 7-4-2-3. This meant seven years of primary school, four of lower secondary, two of upper secondary and three of university. All schools had a common curriculum.

In 1981, the Presidential Working Party on the Second University was commissioned to look into the possibilities of setting up a second university in Kenya as well as reforming the entire education system.

The committee consequently recommended the adoption of a new education system.

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The report paved way for the replacement of the 7-4-2-3 system with the 8-4-4 system (eight years in primary, four in secondary and four in university).

The reason was to ensure that the system would take care of unemployed youths who could not go beyond primary education.

Although the 7-4-2-3 system theoretically ended with the introduction of the 8-4-4 system in 1985, the last batch of students from the former system graduated in 1992.

The pre-primary enrolment rose from 1.7 million in 2008 to 1.9 million in 2009 – an increase of 11.8 per cent. The gross enrolment rate increased from 59.8 per cent in 2008 to 60.6 per cent in 2009.

During the same period, ECDE registered an improvement with the Net Education Rate having increased from 42.1 per cent in 2008 to 49.0 per cent in 2009. The number of teachers increased significantly by 18.8 per cent from 78,230 in 2008 to 92,955 in 2009. The increment is attributed to ECDE teacher training colleges.

Early Childhood Development and Education (ECDE)

Primary Education

It takes two or three studying years. This is the most basic form of education in which a child starts learning to read and write as well as to identify objects, colours, animals and birds.

Before Free Primary Education (FPE) was introduced, pupils in public primary schools paid school fees, although at a subsidised rate. But the move did not augur well for pupils as a large number

and the communities. The number of KCSE candidates increased by 13.5 per cent from 297,301 in 2008 to 337,310 students in 2009.

The secondary education involves four years of study during which period the student is taught subjects that might turn out to be helpful in taking the higher secondary education.

Middle level colleges In 2009, the total enrolment in middle colleges was 71,513 as compared to 82,200 in 2008. The lower enrolment rate was due to upgrading of Kenya Polytechnic and Mombasa Polytechnic to university college status. The youth polytechnics had the highest enrolment recorded among middle colleges at 43.8 per cent followed by technical training institutes at 31.4 per cent.

Teachers training institutions Both primary and secondary school teachers have training centres. The total number of trainees in the colleges increased by 8.7 per cent from 24,228 in 2008 to 26,324 in 2009.

Universities

abandoned school due to lack of fees.

However, with the introduction of FPE, the number of pupils in primary schools has increased tremendously.

The gross enrolment rate increased from 109.8 per cent in 2008 to 110 per cent in 2009, while the net enrolment rose marginally from 92.5 per cent to 92.9 per cent over the same period. In terms of gender, the gross enrolment rate for boys and girls was 112.2 per cent and 107.8 per cent respectively compared 112.8 per cent for boys and 107.2 per cent for girls in 2009.

The improvement demonstrates that the country might achieve the Millennium Development Goals (MDG) target for universal primary education by 2015 despite regional disparities.

In the period, the number of pupils sitting their Kenya Certificate of Primary Education rose from 701,900 in 2008 to 727,045 in 2009 – an increase of 3.6 per cent. The primary to secondary schools transition rate increased from 59.9 per cent in 2008 to 64.1 per cent in 2009.

Secondary Education Since the government introduced free secondary education, the enrolment rate has increased by 9.1 per cent from 1,382,211 students in 2008 to 1,507,546 students in 2009. The support for infrastructure development increased the number of Form 1 places and therefore an increase from primary to secondary school.

The support for infrastructure is given by the Government, the African Development Bank

Student enrollment in both public and private universities increased considerably from 2005 to 2010. Total enrollment in both public and private universities rose by 44.7 per cent from 122,847 students in the 2008/09 to 177,735 students in the 2009/10 academic year.

Enrollment in public niversities increased from 100,649 students in the 2008/09 academic year to 142,556 students in 2009/10. Part time students constituted 32 per cent of the total in 2009/10 academic year.

Student enrollment in private accredited universities accounted for 19.8 per cent of the total in 2009/10 academic year as compared to 18.1 perc ent in 2008/09 academic ear. The increased intake by the Joint Admissions Board from 17,100 in 2008/09 to 21,100 in public universities is due to the establishment of several constituent colleges by respective universities Best of Kenya

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Kenyatta University Exceeds Expectations of Excellence This year we celebrate the 25th Anniversary since the attainment of full University status for Kenyatta University

Kenyatta University’s main entrance

attract individuals who wish to be globally competitive. And we have invested heavily in infrastructure and facilities to offer our students the best experience coupled with quality academic programmes and a nurturing environment in which our students learn and grow. Kenyatta University is the leading University in Kenya judging by the quality of our graduates. Our aim is not only to maintain this position, but to improve further and attain its vision of becoming a world-class University committed to quality and relevance.

New Administration Offices, Artistic Impression

Welcome to Kenyatta University

Our Mission: To provide quality education and training, through knowledge generation, research, innovation, creativity and community service.

Our Vision: To be a dynamic, inclusive and globally competitive centre of excellence in the provision of quality education and research for sustainable development.

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Kenyatta University is home to some of the world’s top scholars, researchers and experts in diverse fields. We pride ourselves in providing high quality programmes that

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When you come to Kenyatta University, you discover that you have arrived at a special place. The University’s main campus is set on a 1,100 acres pleasant and serene surrounding conducive to academic and intellectual growth.

What gives graduates of Kenyatta University an edge over their peers is our emphasis on practical hands-on knowledge and skills training imparted to our students.

Towards this noble end, Kenyatta University has established meaningful links with industrial partners, who guide the University on practical, professional requirements

which need to be built into programmes at Kenyatta University. As a result, the University’s courses give our graduates a distinct advantage in the workplace.

Already, many of our graduates are exposed to new employment opportunities by accessing industrial attachments during their study, or through course related placements.

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Prof. Olive Mugenda PhD, EBS Vice-Chancellor

Students in a Computer Lab

Artistic Impression: School of Economics

Historical Background This year we celebrate the 25th Anniversary since the attainment of full University status. In 1985, the University had only three (3) faculties; Education, Science and Arts offering Bachelor of Education (B.Ed), Bachelor of Science (B.Sc) and Bachelor of Arts (B.A) degrees only.

Today, the schools have grown to fourteen.

Student numbers have increased from 2000 in 1985 to over 30,000 in 2010. Initially built by the British Government as a military base, KU was converted into an educational institution in 1965.

The college was divided into two: senior secondary school and Teacher education. The latter involved itself with the training of nongraduate secondary school Teachers. The two sections were phased out in 1973 and 1975 respectively to pave way for the training of graduate secondary school teachers.

From a humble beginning with an enrolment of 200 students, the college’s population increased steadily to 2270 by 1980. Plans to upgrade KUC to a fully-fledged university had been floated. Suggestions were also made for the diversification of its academic activities other than restricting itself to teacher education only.

The quest for higher education especially at the University level among high school leavers exerted a lot of strain on limited facilities.

Artistic Impression: School of Law, Parklands Campus

As a response to this increasing demand for university education, the government embarked on plans to establish more universities. This culminated in the establishment of Moi University in 1984 while KUC developed into a fully-fledged university in 1985. Kenyatta University started with a student enrolment of 2339 and three faculties i.e. Education, Arts and Science. The bulk of the students were enrolled in the Faculty of Education.

• School of Engineering and Technology (SET) • School of Agriculture and Enterprise Development (SAED) • School of Economics (SEC) • School of Law (SL) • School of Hospitality and Tourism Management (SHTM) • Graduate School (GS) Campuses

Currently, the University has the following fourteen schools: Schools • School of Humanities and Social Sciences (SHSS) • School of Pure and Applied Sciences (SPAS) • School of Education (SE) • School of Environmental Studies (SES) • School of Applied Human Sciences (SAHS) • School of Business (SB) • School of Health Sciences (SHS) • School of Visual and Performing Arts (SVPA)

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Main Campus - Thika Road Mombasa Campus Kitui Campus Parklands Campus Nakuru Campus Nairobi City Centre Campus Nyeri Campus Ruiru Campus

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Kenyatta University

1. Research Excellence This has greatly improved, attracting high quality academics.

Beach Hotel, Kenyatta University Conference Centre and the Business and Student Services Centre.

8. Human Resource Development

2. Academic Programmes In 1985, the University started off with 3 schools which now stand at 14 by 2010.

KU has established the Centre for Capacity Development.

9. ICT

3. Increased Enrolment The student numbers have increased from 2000 in 1985 to 30,000 in 2010.

4. Infrastructure Development

This has been a significant area of focus as we develop systems and expand our capacity to access information and share it to enhance our management research, instructional, and service missions.

Students’ shuttle services bus

Open & e-Learning has enhanced access to higher education.

14. Transport Fleet Modernisation

In the last 5 years, the University has invested over Sh 5 billion in building new and renovating facilities, including over 20 major capital projects.

5. Partnerships / Linkages Kenyatta University has forged partnerships and acquired equipment and books worth millions.

6. University Campuses.

We have established campuses and regional centres in other parts of the country in order to enhance access. We now have 8 Campuses spread across the country.

10. Value-Based Leadership The Management has cultivated integrity in leadership and succeeded in institutionalising commitment to service and honesty.

11. Performance Contracting KU has excelled in performance contracts, becoming number one twice among all state corporations.

12. University Ranking Kenyatta University has improved its ranking both among African Universities and Universities worldwide.

7. Diversified Revenue Streams 13. e-learning Creative income generating ideas have been implemented including the Northcoast

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The creation of the Institute of Distance,

We have phased out old buses, lorries, tractors and saved on repairs and maintenance.

15. Corporate Governance The improved corporate governance structure has enabled us to specify the distribution of duties and responsibilities.

16. Marketing KU enjoys presence in major exhibitions, schools and media.

17. ISO 9001 : 2008 Certification Kenyatta University was the first Public University in Kenya to be ISO 9001 : 2000 certified and meets international standards for quality management.

Ten reasons to Make Kenyatta University the University of Choice

Kenyatta University has, since its inception, remained the choice university for many prospective students both secondary school leavers and professionals in the market seeking opportunities for quality higher education, career growth, broadening of individual and institutional horizons as well as accelerating the realisation of one’s potential.

This is because Kenyatta University stands for academic and professional excellence providing exceptional support for students in high quality learning environments across the country.

2. Excellent Career opportunities for our graduates Kenyatta University courses are marketresponsive, industry-relevant and learnerfocused. KU graduates are highly respected by employers. Multinational companies actively and often recruit on our campuses.

The Centre for Career Development and Placement organises industrial placements for the students. Our alumni today occupy their rightful positions in various national and international organisations in the academic, manufacturing, financial, agricultural, health and services sector, and all other sectors of the economy. KU qualifications are recognised and respected worldwide.

3. Impressive physical environment conducive to learning, research and social life Kenyatta University provides you with the state-of-the-art facilities to ensure that you get an unforgettable and unmatched university experience. The University has invested heavily in the construction of new facilities and the improvement of existing ones to ensure that our students get the best of their university experience. All our campuses offer excellent facilities to provide every opportunity to balance academic work with an active social life.

5. Diverse Student and Community Support Services Kenyatta University has a strong track record in student support. The University has put in place an elaborate student support system which is both inclusive and responsive to the needs of the diverse student population.

The Chaplaincy, the Counselling Centre, the Centre for Career Development and Placement and the Mentoring Programme all work to ensure that the welfare of the students is taken care of in all aspects.

The University also provides students with quality health services, excellent sporting and recreation facilities, support for students with special needs, financial aid to Orphans and Vulnerable Students (OVS), countrywide students community service outreach and extension programmes.

6. Teaching Excellence At Kenyatta University you will enjoy highquality teaching, recognised and accredited both nationally and internationally. Our courses are also accredited by professional bodies. The University’s teaching staff comprises renowned researchers and innovators in their respective fields. This enables our students to receive more focus and expert attention in all their courses. They are committed to bringing out the best in all students, thus ensuring a holistic and worldclass education.

7. Modern state-of-the-art learning resources and study facilities Kenyatta University has invested heavily in the development of capital infrastructure, academic and student welfare facilities as well as the general improvement of the learning environment in all its campuses.

A wide range of new state-of-the-art ICT installations, construction of new modern research laboratories, library, lecture halls, student hostels and a students’ centre are either ongoing or have been completed. The new 10,000 capacity post-modern library is expected to be operational by May 2011.

4. Flexible modes of learning It is possible to enroll for study at Kenyatta University through various learnerfriendly modes of delivery designed to accommodate each individual student’s unique circumstances. These modes of learning are:

careers, academic achievement as well as personal and professional growth. This means more opportunity, choice and flexibility for our graduates.

9. Growing Campus Network Being the leading higher education institution in the region, Kenyatta University pursues an active policy of widening access as well as creating more opportunities for the everincreasing number of qualified prospective students. Our network of campuses and regional centres are located all over Kenya.

This means that our programmes are within easy reach and for the comfort of the student.

10. Strong Emphasis on Innovative Research and Knowledge Transfer Kenyatta University has established itself as the leading research institution in the country and the region. We are a researchintensive University that pursues knowledge and solutions from a global perspective.

Our researchers have made important contributions that have brought real change to people’s lives.

KU offers a rich menu of courses across six (6) campuses, fourteen (14) schools and eight (8) regional centres across Kenya, offering industry-relevant programmes that impact on our graduates for life, shaping their

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Full-time/Regular mode, Open/Distance Learning Mode, Institutional-Based Programmes, e-learning programmes and the, Self-sponsored programme.

8. Highly Competitive, industry-current programmes

Students in a laboratory

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Africa’s Greenest School ‘Where Tomorrow Begins’ is much more than just a motto

Situated in the peaceful and tree-cloistered greenery of Lavington, equipped with a modern gym, computer lab and art studio, and backed by a philosophy to produce disciplined, responsible and caring graduates, is the eco friendly Nairobi International School, the very first school that is “going green” in Africa.

Nothing, none of the above, is by happenstance. All is planned and anchored in a clear vision: “When I made up my mind to start a school, I knew I wanted a happy school and I set out to create one. A happy school means happy staff, which means happy children, which in

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turn means happy parents and, therefore, a happy community.”

These inspiring and carefully chosen words are uttered with confidence and conviction

by Mrs Radhika Lee, the founder, principal and guiding light of Nairobi International School, better known by the abbreviation NIS. They point to something special.

It starts with the school motto. The NIS logo declares, ‘Where Tomorrow Begins’.

And, as Mrs Lee puts it, tomorrow starts with children because they are the future, if they are taught the right values and when they are at ease and peace with themselves.

Mrs Radhika Lee, Principal NIS

That something special comes with the calm and confidence that Mrs Lee exudes and inspires, itself borne of more than 20 years of teaching in varied schools in Kenya, dealing with children and their parents and fellow teachers and, evidently, an inbuilt desire and drive to excel.

She too is rare. She left her native India — State of Kerala to be exact — much to the chagrin of her parents and armed with her Masters, “desperate to work elsewhere’’ and inspired by Alex Hailey’s Roots as if she wanted to find herself. In her words: “There’s a reason why I made this decision.

God knows why He wanted me to come here. The great number of children that I have taught has touched my heart. I chose to come to Kenya to serve; I did not start this school for monetary gain.”

And there is something unique about Nairobi International School. This is found in the seven principles on which the school is founded and grounded and which are religiously observed by staff and students: • NIS students are expected to devote time and energy to the pursuit of academic achievement while also practicing the personal characteristics of respect, self-discipline and teamwork they see modelled around them in classrooms, playing fields and everywhere on campus; • The formation of character through practices that are morally and ethically demanding, with emphasis on developing the heart and soul of each child where self-discipline, generosity, compassion, understanding, respect and decency are invoked and practiced in and out of school; • NIS is a community formed by the contributions of unique individuals and in which everyone has an integral part to play and make an impact and in which each one has the ability to contribute to the greater good;

NIS basketball team with trophies won

• Given the varied athletic teams and religious/cultural traditions represented in the NIS student body, opportunities abound for students to strengthen their bodies and nourish their souls; • From the moment students sign the school pledge, they commit themselves to practising the school’s principles of personal growth, integrity, self-discipline and caring for others. Community service is, therefore, not simply a graduation requirement; • NIS seeks to give students room and opportunity to be creative re-thinkers as they will possess openness to different and better solutions, techniques to see the familiar in fresh light, ways of accessing deeper levels of thought, knowledge to create more ‘Eureka’ moments and the courage and will to push new ideas into practice; • NIS aspires to be a ‘smart school’ because technology is integrated in its curriculum in a wireless environment, where learning is collaborative, rich and negotiated, weaving a rich fabric of stimulation and evaluation.

Towards this end every student at NIS has a laptop. For those who cannot afford a laptop on their own, NIS has a laptop payment plan that enables parents to buy their children laptops through four instalments. It is a good spec laptop, with good processing power and licensed software to be used as a tool for education.

It is these principles that inform the NIS mission statement and the school’s dayto-day activities. They encapsulate the NIS motto: Where Tomorrow Begins.

Some of the values taught at NIS are as basic as etiquette and this includes making simple introductions, handshakes, conversation courtesies and social skills.

Under this programme students are also taught the etiquette of public places, being good guests and hosts and respect for self and others.

Phone etiquette, body language and confidence-building, dress codes, grooming, personal hygiene and self-image, handling peer pressure, as well as preparations for interviews and table manners form part of NIS’s elaborate etiquette programme.

NIS offers a British curriculum and its programmes include Junior School, Middle School, IGCSE and A-Levels. It is a muchsought-after curriculum because when NIS opened its doors to students in 2008 it started with a healthy population of 35 and just two years later this stands at over 200.

It is a day as well as boarding school, with a teaching staff of 35, an administration staff of 11 and 13 other staff it makes for a closeknit family. The staff owns the school. All one needs to do is to stay for a certain number of years and one begins to own shares in NIS. This is where tomorrow begins….

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Maseno University A “Fountain of Excellence”

Vision To be a Centre of Excellence in training, research and development Mission The Mission of the University is to foster and develop academic excellence in basic and applied research at all levels of study by training practice-oriented manpower, who can contribute effectively to social, intellectual and academic development in the community, the nation and the community of nations Core Values • An equal opportunity institution which

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is open to all qualified persons without distinction of ethnic origin, sex, sect or creed and no barrier based on any such distinction being imposed upon any person as a condition of his/her becoming or continuing to be a professor, lecturer, graduate or student of the University, or his/her holding any office therein • Excellence in all its endeavours • Integrity, transparency and accountability in all its undertaking

of study by training practice oriented manpower, who can contribute effectively to social, intellectual and academic development. The University is committed to communicating exhaustively with its customers, and internally with its employees, to continually improve its services, products, processes, methods, and work environment to ensure each customer is receiving the highest quality service or product at the committed cost and on time.

Quality Policy Statement Maseno University is committed to quality through teaching, research and development; providing timely services to foster and develop academic excellence in basic and applied research at all levels

In order to realise this commitment the University Management will monitor and review its quality performance from time to time through implementation of an effective quality management system based on ISO 9001:2008 standard.

Introduction Maseno became a full-fledged University in 2001, eleven years after its establishment as a Constituent College of Moi University.

After 10 years of existence as a full-fledged University Maseno now boasts of a number of well-conceived faculties, schools and academic departments offering a variety of degrees and diplomas in the Arts, and Social Sciences as well as the Biological and Physical Sciences.

Maseno University’s motto is, “Fountain of Excellence.” It has been a reservoir of knowledge since its establishment as a Constituent College of Moi University.

It is arguably the only institution of higher learning around the world that is situated astride the Equator.

The sprawling twin main campuses of the university, referred to as College Campus and Siriba Campus, are situated adjacent to each other on opposite sides of the road around 25 kilometres from Kisumu City along the main highway to Busia and on to Uganda. They are located among the picturesque rocky hills and lush green valleys of an area known as Maseno, close to the shores of Lake Victoria, the second largest fresh water lake in the world after Lake Superior.

A third campus - City Campus - is located in the Central Business District of Kisumu City.

Bondo University College (former Bondo Teachers Training College) became a Constituent College of Maseno University in December 2008.

As one of the fastest growing public academic institutions in Kenya, Maseno University has recently established a learning centre at Homa Bay County known as Homa Bay Town Learning Centre. It is based at SONYACO Plaza.

Academic Programmes The University offers market-driven academic and professional programmes that include the latest in Information Technology and Computer Applications. Technological, structural, and methodological innovativeness is at the core of all academic programmes at the University.

It is worth noting that all degree programmes at Maseno University have the component of IT (Information Technology). This is to keep pace with current trends in the world where IT skills are indispensable in the job market.

It therefore does not matter whether one is taking Physics or Eco-tourism, Hotel and Institution Management or History at Maseno University, the programmes are all with IT component. This has advantaged Maseno University graduates a great deal when they seek employment in all sectors.

The Faculties and Schools at the University currently include the Faculty of Arts & Social Sciences; the Faculty of Education; the Faculty of Science; the School of Environment and Earth Sciences; the School of Public Health and Community Development; the School of Development and Strategic Studies; the School of Medicine and the School of Graduate Studies.

Maseno University is the only public academic institution that does not carry out two separate programmes for regular (or government sponsored) and the so-called “parallel” (or self-sponsored) students as they are known in other Kenyan public universities. Both categories of students attend the same classes under the same academic staff. The University simply refers to the self-sponsored as “direct intake” students.

Physical Expansion One of the most imposing recent additions to the fast expanding Maseno University is the elevation of Bondo Teachers Training College to Bondo University College as a Constituent College of Maseno University. This was announced by His Excellency President Mwai Kibaki, during the 8th Graduation Ceremony in December 2008.

Bondo University College is 70 Kilometers from Kisumu City along the KisumuBondo Highway.

Kisumu City Campus, situated at the very centre of the lakeside metropolis, has an impressive 14-storey structure that Maseno University recently acquired.

The City Campus also houses the Maseno Information Technology Centre (MITC) which offers a wide variety of Information Technology (IT) and Computer courses.

The MITC is the largest and most sophisticated IT and computer centre in Kisumu City at the moment. It attracts a large number of full-time and part-time students.

The Homa Bay Town Learning Centre is another milestone achievement by Maseno University. The Centre is strategically located at SONYACO Building in Homa Bay Town, 66 Kilometers from Kisumu City.

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Maseno University boasts of ownership and management a tourist class hotel, the Kisumu Hotel (Maseno University), within the Lakeside City. It has excellent accommodation and conference facilities capable of hosting up to 120 guests. The modern conference complex, just behind the hotel, offers a number of meeting halls and equipment that can host several meetings and conferences simultaneously. The Conference Complex can hold up to 600 conference delegates.

Recent Developments Accommodation The University has carried out massive developments especially in regard to students’ accommodation facilities.

Maseno University is currently the only university in the country with modern, self contained and self – catering students’ accommodation units. The innovative self-contained living quarters have built-in kitchens that will enable students prepare their own meals at their convenient time. The University has also successfully completed the expansion of lecture halls, science laboratories and office space.

There is a comprehensive undergraduate curriculum for Bachelor of Medicine & Bachelor of Surgery (MB.ChB) degree which initially includes the Programmes for Dentistry, Pharmacology and Nursing. These academic developments place Maseno notches higher in its quest to offer key consultancy in medicine.

administration of the University is headed by the Vice-Chancellor as the Chief Executive Officer. Maseno University has registered numerous achievements that include expansion of both the human capacity base and physical facilities. Maseno University is undertaking a number of projects that are of direct benefit to the surrounding community.

Income Generating Projects

The forward looking and energetic administration under the leadership of the Vice–Chancellor, is constantly seeking various means to transform Maseno University into the hub of research and innovation, not only in Kenya but throughout the Eastern African region. The University is well placed to play a major role in development and the uplifting of living standards for the people in Kenya and other parts of the African continent.

The Lakeside Public University also has a number of educational as well as income generating projects. They include a large well maintained farm for various crops, a medium-sized dairy plant, a poultry enterprise, a large tree nursery, and a woodlot.

The Botanic Garden Maseno University’s Botanic Garden provides an opportunity for scholars and students of plant, biological sciences and horticulture to enhance the knowledge acquired in theories and practical lessons including research on plants with medicinal value. The Botanic Garden partners with local and international institutions with the aim of improving food security and biodiversity within.

The Vice-Chancellor is assisted in his administrative duties by three Deputy Vice-Chancellors in the three Divisions namely: Academic Affairs, Administration and Finance and Planning, Research and Extension Services.

Administration

Maseno University is planning to transform its City Campus into City Campus College.

The University administration has identified the need to maximise utilisation of space at the City Campus and expansion of academic programmes. This falls in line with the need to conform to the changes that exist in the education sector in the face of technological innovations and divergent student needs.

School of Medicine The School of Medicine is the youngest at Maseno University and thereby the pioneer School of Medicine in Kenya’s western region. It was started to boost training of medical doctors alongside other public Medical Schools in Kenya.

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Maseno University in accordance with its Act has a Chancellor appointed by H.E. the President of the Republic of Kenya and Commander in Chief of the Armed Forces.

The University has a well defined administrative and academic structure under the leadership of the University Council. The

Proposed Developments Proposed City Campus College

Currently the City Campus has programmes drawn from the Faculty of Arts and Social Sciences, Faculty of Education, School of Environment and Earth Sciences and the School of Public Health and Community Development. With the existence of such programmes being offered to the public, it is felt that the Campus has sufficient space and facilities to be elevated to the status of a City Campus College which shall be headed by a Principal. It is proposed that the City Campus College shall include the following Schools and Centres: • Learning Innovation Centre • Information Communication Technology (ICT) Services Centre • School of Business Studies • School of Development and Strategic Studies • School of Planning and Social Studies • Law School Centre for New and Renewable Energy Research The University intends to establish a Centre for New and Renewable Energy Research.

The Centre will be a multi-disciplinary setup encouraging contributions from both natural sciences and social sciences. The Centre is intended to provide a focused base for building national capacity with a goal of contributing towards the national/regional sustainable development in efficient and sustainable use of energy sources.

Harnessing “free” energy from the sun has undergone developments in many areas of renewable energy technology. It is therefore significant to exploit this mode of conversion

on a much bigger scale. The ideal plan is to have the Centre establish structures that will be used in researching and developing more efficient and reliable energy sources and gadgets to aid energy production and conservation in rural areas nationwide.

Bio–Fuels Research and Production Centre Plans are at an advanced stage to start a Bio-Fuels Research and Production Centre for both the University and the surrounding community.

An Ultra Modern Library The construction of an ultra modern library is already underway. It will be among the best in the world.

School of Fisheries and Marine Engineering There are plans to establish a School of Fisheries and Marine Engineering.

The Future With such achievements such as highly flexible study schemes and improved infrastructure Maseno University is on course in its quest to becoming a World Class University.

P. O Box, Private Bag, Maseno Tel: +254-057-351620 Email: vc@maseno.ac.ke directorpr@maseno.ac.ke www.maseno.ac.ke Best of Kenya

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Setting the Pace for Professional Examinations in Kenya and Beyond The Kenya Accountants and Secretaries National Examinations Board (KASNEB) blazes the trail in conducting high level exams

KASNEB was established to produce professionals to meet market needs both in the country and beyond its borders in various fields of expertise. It has continued to do so with commendable success over the years, churning out professionals now engaged in nation building and wealth creation.

Mission

Our products

To provide market-driven professionals by offering high quality examinations in accountancy, management, information technology and related disciplines.

Currently our products comprise the following examinations:

To develop syllabi, conduct professional and technician examinations and certification of candidates in accountancy, management, information technology and the promotion of its qualifications nationally and internationally.

(a) Professional examinations: • Certified Public Accountants (CPA) examination • Certified Public Secretaries (CPS) examination • Certified Information Communication Technology (CICT) examination • Investment and Securities Analysts (ISA) examination • Credit Management (CM) examination

Functions

Technician examinations:

• Prepare syllabi for accountancy, management, information technology and other related disciplines, arrange and conduct examinations and issue certificates to successful candidates • Promote recognition of its examinations in foreign countries • Consult with partner institutions and other stakeholders to perform its functions.

• Kenya Accounting Technicians Certificate (KATC) examination • Kenya Administration and Management Examination (KAME) • Certified Information Communication Technology (CICT) examination • Investment and Securities Analysts (ISA) examination • Credit Management (CM) examination.

Mandate Our corporate strategic plans have been formulated to ensure production of marketdriven professionals in accountancy, management, information technology and related disciplines.

KASNEB was established under Section 14 of the Accountants Act of the Laws of Kenya. The Certified Public Secretaries Act reaffirms KASNEB as the examining body for the Certified Public Secretaries examination.

Vision To be the preferred world-class professional examinations body in accountancy, management, information technology and related disciplines.

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Core values • • • • • • •

Excellence and meritocracy Accountability and transparency Honesty and integrity Competence and professionalism Team-work Social responsibility Equal opportunities and fair play

Our customers KASNEB recognises the key roles played by both the internal and external customers in the attainment of objectives. KASNEB will continue to enlist the support of the customers and nurture the existing cordial relations. The customers of KASNEB include: Staff Members of the Board and Committees Students • Current; both active and inactive • Potential parents/guardians/sponsors Partner institutions: • Statutory bodies such as Registration of Accountants Board, Registration of Certified Public Secretaries Board, ICPAK and ICPSK. • Other bodies including the Institute of Investment Professionals of East Africa [IIP(EA)] and the Institute of Credit Management (ICM).

Relevant professional bodies such as: • Eastern, Central and Southern African Federation of Accountants (ECSAFA) • International Federation of Accountants (IFAC) Other regional bodies such as: • East African Community (EAC) • Common Market for Eastern and Southern Africa (COMESA) • Government • Public • Employers Relevant professional firms such as: (i) Auditing firms (ii) Company secretarial firms

• Trainers • Examiners • Invigilators • Suppliers • Publishers • Authors • Media Expectations of our customers Our customers should expect the following: • High quality examinations.

• Transparent and high standard examinations processes • Graduates able to perform duties with competence and professionalism with high ethical standards and self discipline • Graduates who are acceptable in the market place both nationally and internationally • Quality and efficient service without discrimination or favour • Courtesy and timely response to requests and enquiries • Our expectations from customers • Observe our rules and regulations relating to examinations • Pay required fees and charges • Treat our staff with courtesy and respect • Provide us with the relevant information • Expect high quality service from us • Give us feedback on our service delivery

• Procure goods and services in accordance with the established procurement rules and regulations • Make payment for goods supplied and services rendered within two weeks of receipt of valid invoice

Our commitment to service delivery Feedback mechanisms We pledge to our customers to: • Hold examinations at the appointed time • Issue examinations timetables (authority to sit examinations) to candidates three weeks before the examination date • Issue students’ identification cards within two months of the application • Release examinations results to candidates within two months from the date of the examinations • Issue certificates to all successful candidates within one year from the date of the examination with effect from December 2007 examinations • Attend to all customers within the same day • Respond to written correspondence within fourteen calendar days from the date of receipt • Publish and circulate the KASNEB Newsline quarterly • Enhance the operations of the customer relations office and maintain a complaints and suggestion box • Keep the KASNEB website updated with relevant information

Our customers are encouraged to make compliments, suggestions, genuine criticisms and complaints to the Secretary in person, by post, telephone, fax or e-mail.

Review of the charter In consultation with our customers and stakeholders, we undertake to review our service charter annually in order to continuously enhance service delivery to our customers.

KASNEB Towers, off Hospital Road, Upper Hill Area, Nairobi.

P.O. Box 41362-00100 Nairobi, Kenya Tel: 2712640/2712828 Fax: 254-020-2712915 E-mail: info@kasneb.or.ke Cell: 0722-201214/0734-600624 www.kasneb.or.ke Best of Kenya

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The University of Nairobi: A Centre of Excellence Kenya’s first and best is also the region’s highest ranked among universities of the world

A section of the Administration Block of the Main Campus of the University of Nairobi

The University of Nairobi dates back to 1956, with the establishment of the Royal Technical College, which admitted its first students for technical courses in April of the same year.

At Kenya’s Independence in 1963, the idea of an inter-territorial university saw the creation of the University of East Africa and the Royal Technical College became a constituent College of the University. In 1970, through respective Acts of Parliament, the three East African states created a University each. Thus, the University of Nairobi was born.

In 1983 the University of Nairobi underwent a major restructuring exercise that created six colleges each headed by a principal. These colleges are: •

The College of Agriculture and Veterinary

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• • • • •

Sciences The College of Architecture and Engineering The College of Biological and Physical Sciences The College of Health Sciences The College of Education and External Studies The College of Humanities and Social Sciences

Vision A world class University committed to world class excellence

Kenyan people and the global community through the creation, preservation, integration, transmission and utilisation of knowledge.

Student and Staff Population Currently, the University of Nairobi has about 50,000 students pursuing different levels of degrees and diplomas both on fulltime and part-time bases through the following modes: face-to- face, distance learning, open learning and, most recently, e-learning.

These students are served by a 1,500-strong academic staff and about 2,500 technical, administrative and support staff.

Mission To provide quality university education and training and to embody the aspirations of the

About 12,000 of enrolled students are postgraduates and the remaining pursue undergraduate studies.

programmes are offered in the following faculties — schools, institutes and centres.

• • • • • • • • • • • • Prof. George A. O Magoha, Vice-Chancellor, University of Nairobi

• •

staff. Academic members of staff are involved in numerous research activities on their own or with collaborating partners. The University of Nairobi is open and welcomes collaborations and exchanges with other centres of excellence worldwide in areas of mutual interest. As a University, we shall continue to support research in pursuance of our goals.

• • • • • • • • • •

Corporate Social Responsibility Alumni With a strong 117,000-plus alumnus, an alumni association is in place to reunite former students with the alma mater and help in developing the University.

The University of Nairobi runs an active social responsibility programme that has seen it take its services to the public.

• • • • • •

The Centre for Biotechnology & Bioinformatics The Open and Distance e-Learning Centre The Faculty of Arts The Faculty of Agriculture The Faculty of Veterinary Medicine The Institute of Anthropology, African and Gender Studies The Institute for Development Studies The Institute of Diplomacy and International Studies The Institute of Nuclear Science The Institute for Tropical and Infectious Diseases The Population Studies Research Institute The Wangari Maathai Institute for Peace and Environmental Studies The School of Mathematics The School of Computing and Informatics The School of Biological Sciences The School of Physical Sciences The School of the Arts and Design The School of the Built Environment The School of Engineering The School of Business The School of Economics The School of Journalism and Mass Communication The School of Law The School of Continuing & Distance Education The School of Education The School of Dental Sciences The School of Medicine The School of Nursing Sciences The School of Pharmacy The School of Public Health

Expansion of Infrastructure Admission Requirements

Contribution The University of Nairobi has contributed to the development of high-level manpower in the country and indeed the entire world. At the moment, the University graduates about 7,500 in a wide range of courses students annually.

Research Activities Research remains the core in evaluating the performance of both students and

The increase in student admissions and number of courses offered has prompted the University to upgrade its infrastructure in order to cope with rising numbers and enable the institution to realise its full potential.

Faculties/Schools/Institutes The University of Nairobi offers various academic programmes to meet a variety of needs. The degree and diplomas as well as certificate

The admission requirements are set out and approved by the Senate.

Vice-Chancellor P.O Box 30197 00100 Nairobi Tel: 254-02-318262 Fax: 254-020-216030/212604 Email: vc@uonbi.ac.ke www.uonbi.ac.ke Best of Kenya

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Chuka University College on The Threshold of a Brave New World Nestled in a serene environment on the fringes of Mt. Kenya, Chuka University College enjoys near-tropical weather with plenty of sunshine and rainfall

Mineral-filled, crystal-clear waters cascade from the mountaintops, making Chuka a unique learning environment from both the scholarship and aesthetic perspectives.

Self-sponsored programmes tailored to meet the needs of the community are: • BA in Government and Public Administration • Diploma in Business Management • Diploma in Procurement Management and Logistics • Diploma in Education (Primary Option) • Diploma in Education (Full Time) • Certificate in Purchasing and Supplies • Certificate in Sales and Marketing • Certificate in Community Development

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• Certificate in Public Administration • Bridging in Mathematics, English and Kiswahili

acquisition of 550 acres of land donated by the community.

Philosophy

The establishment of the college was foretold in 1951 by a seer and philanthropist, Jerusha Kanyua, who prophesied that “a mountain shall come up at Ndagani”.

Education and training for social cohesion as well as human and economic development Vision

Though she received little formal education, Kanyua had a passion for education known across the ridges. Curiously, she was able to sing from hymn books and follow Bible verses despite being virtually illiterate. Her vision was fulfilled 58 years later.

Though the college is just over six years old, its beginnings were fast-tracked with the

Quality education, training and research for national and global development Mission To work with other stakeholders to provide, promote and co-ordinate life-long education, training and research for sustainable

be collected and marketed through Chuka University College • Free from most diseases that affect livestock • Survives with little care in harsh environment • Very friendly animal for tourist attraction • Skin is used to make leather Feeding The llama is a ruminant with a multichambered stomach and chews cud twice to help digest tough, fibrous vegetable matter.

Prof. E. N Njoka PhD

History development and a responsible citizenry.

Consequently, we will be able to generate, preserve and disseminate knowledge and offer exemplary education to contribute to, and innovatively influence national and global development.

In December 2009 four llamas (two males and two female) were donated by Don Hunt, Chairman of Mt Kenya Game Conservancy, to Chuka for breeding.

Faculty of Arts and Humanities

Courses offered

• • • • • • • • •

The Llama gets a new home in Kenya Faculty of Business studies The llama (scientific name Llama glama) belongs to the Camellidae family and is the largest member of this family. It is the principal beast of burden in the Andes Mountains of South America.

Reproduction • The llama is an induced ovulator, produces one young (called a cria) annually.

• Gestation period: eleven-and-a-half months • A mother can conceive approximately 48 hours after delivery • Recommended that for efficient production the farmer should have at least one adult male in the herd.

Benefits Can carry a load of 110lbs for 26 kilometres per day at an altitude of 16,404 feet.

Will be an ideal beast of burden for communities living on the slopes of Mt Kenya, the Aberdares and other highland areas.

• Ph - Education • M Ed - Curriculum and Instruction • M Ed - Education Management (Administration, Economics and Planning options) • M Ed - Guidance and Counselling • M Ed - Education Foundations • M Ed - Science Education • Post-Graduate Diploma in Education (PGDE) • BEd (Arts) • BEd (Primary Option) • Bachelor of Psychology • Diploma Programme • Diploma in Guidance and Counselling • Diploma in Education (Secondary Option) • Diploma in Education (Primary Option)

MBA — Master of Business Administration Options: • Accounting • Financing • Operations Management • Human Resource Management • MHRM — Master of Human Resource Management Bachelor of Commerce Options: • Accounting • Banking and Finance • Management Science • Human Resources Management • Marketing • Insurance and Risk Management • Co-operative Management Information System Diploma Programmes • Diploma in Business Management • Diploma in Procurement and Logistics Management

The faculty is offering service programmes to the faculties of Education and Commerce in: Geography History Kiswahili English Literature Religious Studies Mathematics Economics Communications Skills

Faculty of Agriculture and Environmental studies • BSc (Ecotourism and Hospitality Management) • BSc (Wildlife Enterprise and Management) • BSc (Animal Health and Production) • Bachelor of Agribusiness Management) • Diploma Programmes • Diploma in Farm Management • Diploma in Animal Health and Production Faculty of Engineering, Architecture, Science and Technology • • • •

BSc (Computer Science) BSC (Economics and Statistics) Diploma Programmes Diploma in Computer Science

Produce meat and milk Produces finest fur in the world which will

Faculty of Education and Human Resource Development

Tel: +254 731 620 266 www.cuc.ac.ke Best of Kenya

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Always A Pioneer And Innovator The essence of Makini Schools is excellence in both academic and co-curricular areas. Makini’s guiding philosophy is to provide holistic education based on Christian values in a supportive and pleasant environment

Dr Mary Okelo, Director Makini Schools

Makini excels in academic performance, leading with impressive results in national examinations and outstanding performances in sports and other co-curricular activities.

This is not by default but by design. The Makini Schools’ motto – Fanya kwa Makini – is Kiswahili for Work with Diligence. Every school programme and project is deliberate, planned and purposeful.

Makini has an excellent Board of Directors comprising highly esteemed and professional men and women of integrity as well as a very supportiveParents’/Teachers’Association(PTA).

Both the Board and the PTA are very involved in policy formation and the guidance of the School.

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The teaching staff is well-qualified and highly motivated. Teachers are friendly, caring and enjoy their work. Teaching is pupil-centred.

Lessons are focussed and inter-active with a view to fostering a love for learning. Progress is carefully monitored at all levels and teachers work closely with parents.

Makini is all about pioneering and innovation.

It was Makini that first introduced computers as an educational tool at primary school level in Kenya. The success of Makini is such that many schools, not only in Kenya but also in other countries, turn to it for best practices, a service offered free of charge.

It is a tribute to Makini’s strong mentoring programme that many of its former staff have

gone on to establish their own successful schools.

The pursuit of excellence at Makini starts at pre-school, where the classroom is reflective of the ethos of learning through play and practical activity. The primary school is an exciting, busy and friendly place for both pupils and staff and ensures that children learn through experience as well as having fun.

Makini believes in building high self-esteem in children and confidence in their abilities and strengths. It also encourages them to build friendly and considerate relationships with one another and with teaching and non-teaching staff.

Currently, Makini Schools comprise preschool; a primary school, a secondary section and a commercial college. But 30 years ago, it began as a nursery school with just 8 pupils under the leadership of the late Dr. Pius Okelo and Dr. Mary Okelo, the founding Directors. Dr Okelo is now a deservedly celebrated and much decorated icon locally and globally. In 2008, she was appointed Millennium Development Ambassador.

Makini is recognized for its consistent excellent performance in national examinations and cocurricular activities, making it a household name in Kenya and East Africa. From 1985 – the year that Makini enrolled its first candidates for the Kenya Certificate of Primary Education (KCPE) Examinations – results have been impressive.

It was the start of a history of solid achievements of which the Makini community is proud. Makini consistently heads the examination lists and has produced top pupils in the country in KCPE. It made history by becoming the first – and so far only – school in Kenya to produce the top girl in the country three times in a row. In 2000, Makini was not only No. 1 in the country but also made history when it won all the trophies in the Private Schools category at the Provincial Trophy Awards Ceremony. Since then, it has been top in the country 5 times and never been lower than 3rd.

Makini has not only shone academically but has performed equally well in co-curricular activities.

Pupils have represented Kenya on the national and international scene in sports such as Rugby, Swimming, Soccer, Motor Cross, Tae-kwondo and Chess.

Students regularly win in the annual Music Festival and Nairobi International Show as well as competitions in Art, Science Congresses and Maths Symposia.

The secondary section also does well in both academic and co-curricular activities. It has won the award for best mixed private school in Nairobi three years in a row. It was also chosen to launch The Global Travel and Tourism Partnership (GTTP) programme – the 2nd in Africa. Now students from 18 public secondary schools have joined the programme - a fine example of private/public partnership.

The College provides professional qualifications offered by ACCA, CIM and CIPR. It has also established itself as a trail-blazer and is the first institution in East Africa to offer the Chartered Institute of Public Relations (CIPR) programme.

Makini has won the African Enterprise Award and was the only educational institution among the top 100 mid-sized companies in Kenya in 2009. Makini was selected as a case study of success at Columbia University, USA, for their MBA programme. It is the only school in Kenya

to participate in the Global Fund Project and facilitated many successful seminars on HIV/ Aids awareness and prevention.

university scholarship because of his prowess in Rugby.

Educational outings form an integral part of school life. There are visits to parks and museums, complemented by talks by artists, authors and motivational speakers. There are annual trips to countries in Africa, Europe, the Middle East and Asia.

The School takes its social responsibility very seriously and the students are encouraged to give community service. Makini sponsors and offers scholarships to needy children. Students support various children’s homes and run to raise funds for charitable causes. They contribute to famine relief programmes and sponsor the Rhino Charge and other environment projects.

The atmosphere at Makini is a happy purposeful one. Pupils are cheerful, polite, articulate and self-confident. They believe that, once in Makini, they will succeed and achieve their goals. Consequently, the School produces high achievers in all fields.

Makini promotes the spiritual development of the children and fosters tolerance for different religions by encouraging children to follow the religion of their choice.

Makini counts among its alumni some of the best and brightest in Kenya. The Alumni Association was formed to foster these linkages.

Kenya’s first woman commercial pilot, Irene Mutungi, was a Makini product. Freda Laiboni also became the youngest in Kenya to receive her pilot’s licence while in Form four. A former Sports Captain, Leon Adongo, gained a

The development and training of staff are integral components of school life. Staff are encouraged to upgrade their skills and qualifications and up-date themselves in their respective areas. Makini conducts regular inhouse seminars and workshops.

Tel: +254-20-3874950 www.makinischool.com Best of Kenya

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Chapter 15 Meetings and Conferences

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Conference Tourism Poised For Robust Growth Massive potential yet to be exploited but things are looking up; tourist numbers are on the rise and in tandem with a steadily growing economy

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After he was sworn in in December 2002, President Mwai Kibaki frenzied Narc (National Rainbow Coalition) supporters stormed the Kenyatta International Conference Centre (KICC) and jumped into the pools and fountains, chanting “Mali Yetu!” – Our property!

Some even drank water from the fountains!

The act was symbolic.

Almost on cue, the victorious Narc Government embarked on a process of reclaiming the institution, which former ruling party Kanu had claimed as its own.

The once prestigious facility had hosted international conferences in the 70s and 80s but had become almost derelict.

KICC was thereafter refurbished and given a new lease of life. Barely a year down the line, it hosted one of the biggest international conferences ever on Kenyan soil, the Third International Conference on Aids and STIs in Africa (ICASA).

Over 7,000 delegates attended. The country benefited immensely through foreign exchange; monies spent on the delegates and by the delegates themselves. KICC has since been made a parastatal.

Being the largest and most equipped conference venue in the region, the KICC is doing roaring business, and is fully booked all year round. Clearly, conference tourism is picking momentum. Major hotels are cashing in on this model of tourism, currently the fastest growing in the world.

As a tourist destination, Kenya is head and shoulders above other countries in Africa.

From the crispy, white sandy beaches at the Coast to the parks teeming with wildlife, many a nature lover isn’t quite done without a visit to Kenya.

And what is more, the picturesque environment is the dream location for shooting movies. It is easy to understand why Kenya would be the automatic choice for the discerning conference organiser.

As opposed to other forms, conference tourism is driven by necessity: people and organisations meet to transact business.

Mr Duncan Muriuki, the CEO of Maniago Safaris: The Destination Management Company, says conference tourism, unlike luxury tourism is not optional. “Business must be transacted throughout the year, which is why conference tourism is so lucrative.”

Muriuki says Africa is yet to exploit her massive potential. “The future of conference

tourism is in Africa. Africa is a sleeping giant.” For this potential to be fully exploited countries need to develop capacity. For instance, Durban in South Africa is the premier destination for conference tourism in Africa. “This came about when authorities decided to develop the Durban Convention Centre.” Kenya comes in a respectable fourth after Egypt and Morocco.

By virtue of hosting a number of international bodies, including UNEP, Kenya has a distinctive advantage. Decent hotels are being built daily, which are a major boon as the demand for conference tourism increases.

Mombasa, given its warm weather and sandy beaches, would reap enormously if there was a facility to host 2,000 people.

“At 30,000, the bed capacity in Mombasa is higher than that in Nairobi. If only Mombasa had a conference facility such as KICC, Kenya would challenge South Africa for the top spot,” Muriuki explains.

Kenya boasts attractive five star hotels in exotic locations, with meeting rooms capable of hosting small and medium conferences.

Hotels such as Sarova Shaba would provide excellent opportunity for ‘jungle conferencing’, with the added attraction of game drives in which visitors can view wild animals.

According to Muriuki, it is not enough to host large conferences. Organisers have to plan the itineraries to give delegates time to sample local attractions. “When a person travels on an all expenses paid trip, they

carry extra money. You would be doing these delegates a great disservice if you do not give them time, out of the conference schedule, to buy souvenirs and gifts,” he explains.

When the visitors spend that money, it helps boost the host country’s economy.

The trickle-down effect reaches many more people, over and above those directly involved. These include taxi drivers, for example.

One of the best ways a country could reap the benefits of such high spending visitors would be to create an enabling environment where tourists feel safe to venture out. “This is where a working 24-hour economy comes in handy, since the delegates would have spent the entire day in meetings. Therefore, evenings would be the best times for them to go shopping,” Muriuki says.

Alternatively, the area surrounding the meeting venue could be turned into an open air market for curios and artifacts that Kenya is so famous for. Better still, a street could be closed to traffic, with the cooperation of local authorities and security agencies to provide security even at odd hours.

Above all, ordinary Kenyans should be sensitised on the importance and benefits of hosting tourists, which calls for civic education. Once the people realise that tourism is beneficial to them, they would be more amenable to tourists and would actually be active participants in preventing crime.

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Maniago Safaris: Kings Of Conference Tourism Tour operator and travel agent extraordinaire — a superlative one-stop shop for services provision and the sector’s only licensed film agent

As an undergraduate student at the University of Nairobi, Duncan Muriuki had a bird’s eye-view of the goings and comings at Lillian Towers, now Nairobi Safari Club. What really caught his eye were the Abercrombie & Kent (A&K) tour vans that would pick up and drop off tourists to and from their various destinations.

The practice then was for A&K and any other tour firm to source their employees from the specialist Utalii College, but Muriuki, a marketing graduate from the University of Nairobi, convinced them that he was the right man for the job.

A&K exclusively dealt with the high end segment of the tourism market.

So impressed was Muriuki with the organisational capability of A&K that he vowed to himself that he would one day work for the tour firm.

His very first assignment turned out to be a baptism of fire. At Lillian Towers they encountered a most agitated couple.

“This couple was on their honeymoon and it seemed that something had not gone according to their expectations,” recalls the soft-spoken Muriuki. The angry couple caused quite a scene at the hotel.

After completing his studies, Muriuki decided to pursue his dream and sought a job as a management trainee with A&K.

All this time the lady giving Muriuki the orientation was extremely courteous and not once did she raise her voice. “She

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eventually solved the problem and the couple was very happy,” recalls Muriuki.

Muriuki was impressed by the professional manner the lady sorted out the issue. He also got to learn the most important element in this type of business; that the customer is always right.

Within two years of joining the company, Muriuki had become the general manager at A&K. Today, after a change of name Muriuki is now the CEO of Maniago Safaris.

Sitting in his spacious first floor office along James Gichuru Road Muriuki says with some pride that Maniago is the leading conference organiser in the country: “All the rest come

in a distant second! We are the masters of conference tourism.”

He adds that theirs is a tour operator and travel agent all rolled into one.

He explains that Maniago, which has been in existence since 1999, is a one-stop shop for tour services provision, from booking flights and visas to airport transfers and accommodation. “If need arises, we also book local flights, and as for hotel accommodation we negotiate special terms with hotels to get special rates,” he says.

“Once our clients land here, theirs is just to sit back and have a good time. Remember we do this for a living, hence we have to do it well.”

Muriuki says Maniago specialises in large group handling. His eyes light up when he talks about how Maniago handled one of the biggest conferences ever to be held on Kenyan soil — the ICASA conference which was held at the Kenyatta International Conference Centre (KICC) in 2003.

“The conference had over 7,000 delegates and we handled everything,” he says. “So huge was the delegation that we had to book their accommodation as far afield as Thika.”

The challenge he says was to ensure that all the delegates got to the conference venues in good time and back to their hotels. There were also special cocktails, tours and excursions to be organised. In fact, Maniago put up a special website for the conference.

Muriuki says that the whole operation was carried out with military precision. Under ordinary circumstances this is a job that would have been handled by more than two different companies, but Maniago being what they are presented a radical proposal to handle everything and the conference organisers were satisfied that they would pull it off.

“We cannot afford to take chances,” he says. “A bad decision can cost you another conference.”

There are instances where Muriuki goes out of his way to meet the needs of a particular guest, often at his own cost. “The key here is to make your clients happy,” he says. “A happy client will most definitely recommend you to other clients who will give you business.”

A case in point is when Maniago organised the Africities Conference in Nairobi. One of the VIP delegates, a mayor from South Africa, insisted on being taken on a tour of Kibera. But there was a rider: The man wanted the trip to be

incognito; without the ordinary protocol accorded such VIP guests and minus conspicuous security.

Here Muriuki found himself in a dilemma; how to keep his client happy and ensure his security. Quick thinking saw him again activate his contacts, this time in the security sector, who provided undercover protection under the guise of guides. “At the end of it all everything turned out so well and I had a very happy client,” Muriuki says with a wide smile.

Muriuki acknowledges that their operations would not succeed without the support of his staff. “Our staff is the backbone of our company,” he says. “They are all well trained multilingual individuals, each with over 12 years’ experience.”

Maniago regularly trains their staff on how to handle stressful moments and to be able to understand the psychology of the client. Maniago has 33 core staff and more than 200 auxiliary staff.

Maniago has an added feather in their cap; they are the only tour operator in Kenya which is a registered film agent.

Here their job involves processing the necessary paperwork, including acquiring permits for filming equipment. Their first

major job was the shooting of the Spanish edition of the Survival series.

They scored again with the Spanish edition of the National Geographic Channel.

Maniago helped shoot a documentary on a rare cultural event; the Maasai generational change ceremony which takes place once in every 30 years.

All this was thanks to James ole Nairuko, an ordained Maasai chief, who also happens to be the cultural coordinator at Maniago.

“Culture is a very important aspect of our business,” says Muriuki.

It is not just about business and profits at Maniago; they also have a charitable side to them in the form of Angels of Hope Orphanage in Kirinyaga, which takes care of orphaned children from the area. One of the accountants employed by Maniago is a product of the orphanage.

Muriuki, who has an MBA in Marketing, was voted Tourism Personality of the Year in 2007. Maniago has offices in Madrid, US, Toronto, London and Japan.

P.O. Box 43401 – 00100 Nairobi, Kenya Tel: +254 20 4449461/2 Email: info@maniagotrvl.com www.maniagotravel.com Best of Kenya

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Building an African Network of World Trade Centers Africa Open for Trade – A Plethora of Business Opportunities

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Just as a wave gains huge momentum and power before crashing onto the shores of Africa’s dramatic coastline – so trade and growth are gaining huge momentum on this incredibly diverse continent.

Africa – as an emerging Market will continue to serve as a major growth engine of the global economy. However to achieve success and advance the African economies in a highly developed and competitive market, the individual African developing economies must pool their resources together and work alongside each other.

The World Trade Centers Association is on the forefront of this burgeoning trade. It is on the cusp of a wave that is constantly gathering more energy.

As ports and harbours are Africa’s gateway to the World; the World Trade Centers are the gateway to Africa.

Hence, the rationale for World Trade Centers springing up in numerous cities across subSaharan Africa.

The goal is thus simple: to increase trade with Africa through each of the regional World Trade Centers in this vast continent.

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With a worldwide network of businesses in more than 100 countries and 330 cities, the World Trade Centers Association has successfully increased trade all over the world. Now, their sites are set on Africa and the wealth of opportunities it has to offer.

World Trade Centers are powerhouses that amalgamate all the facilities and services necessary to transact international business and give companies (regardless of size) the expeditious access to international markets and a universal language to communicate with.

The Mochron Office for International Trade, that provides services to the World Trade Center Johannesburg and Cape Town, has as its primary objective to increase trade with Africa and hence to achieve this objective applied to the WTCA (World Trade Centers Association) for 12 additional WTC licenses in sub-Saharan Africa and more specifically the SADC region (over and above the existing two South African licenses – WTC Cape Town and Johannesburg).

These options were granted by the WTCA in New York to establish future WTC cities and are as follows: Angola (Luanda), Botswana (WTC Gaborone), DRC (WTC Kinshasa), Kenya (WTC Nairobi), Mozambique (WTC Maputo), Madagascar (WTC Antananarivo), Namibia (WTC Windhoek), Republic of Djibouti (WTC Djibouti), Rwanda (WTC Kigali), Tanzania (WTC Dar es Salaam), Uganda (WTC Kampala), Zambia (WTC Lusaka) and Zimbabwe (WTC Harare).

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The export of African natural resources, coupled with Value Add Processing on the continent, will in return stimulate the import of capital equipment and other foreign direct investment, as well as the engineering and manufacturing sectors. African business people have a deep-rooted pride and desire to use their own skills, creating direct wealth on the continent.

World Trade Center services, and multiple first mover opportunities.

Services

Trade facilitation reduces the transaction cost and complexity of International Trade and improves the trading and investment environment in a country, while at the same time enhancing government control. As a consequence, trade facilitation results in mutual benefits for both the public and private sector and thus, in the end, transforms into increased welfare for the individual citizens. In layman terms, this is where the action occurs; WTC trade deals are executed at this stage, which includes freight forwarding, shipping, shipping insurance, clearance, couriering, trade financing, trade project financing, legal/regulatory requirements, bonded warehousing, trade settlement, and full Import/Export management.

The Mochron Office for International Trade leverages the capabilities of 43 Sub-Sahara African countries to function and operate as a unified global business force.

Services offered by The Mochron Office for International Trade: • Trade Promotion • Transactional Trade Services and Trade Education • Import/Export Management • Financial and Risk Management Solutions Pertaining to Importing & Exporting • WTC Executive Club Offering exclusive business services including: around the clock Private Banking, Executive Travel, Personalised & Individualised Executive global introductions, reciprocal office facilities in more than 300 cities, fast track access to all

A crucial unprecedented service offering extended by the Strategic Business Unit – Trade facilitation – is an essential dimension in economic development in today’s globalised world, especially from a developing country’s perspective.

Together we can make a difference and achieve our individual growth objectives as well as achieve an increase of one percent of Global Trade with Africa which will earn the African continent approximately US$70billion in annual revenue (which equates to more than three times the current foreign aid donations it receives and 16 percent more than Africa requires to alleviate poverty on the continent.)

Business Opportunities Forty-three World Trade Center realestate opportunities and spin-off business opportunities across African countries have been created. Real-estate value for developers using the World Trade Center brand is significant both in occupancy rate and rental returns, while the spinoff business opportunities leverage the business network of every businessperson for sustained and regular deal flow.

The business opportunity with the Office for International Trade is therefore threefold: I. Real Estate Development: World Trade Centers are some of the most iconic buildings, which serve as landmarks in the respective cities where they operate. These buildings command rental rates at an average of 18 percent higher than similar buildings less than a street block away. Vacancy rates are in most cases 11 percent less than the market average. Countries like China are developing more than 120 WTCs because of the macro-economic impact this has on their country. The World Trade Center brand together with highimage/ impact events and large volumes of people who visit WTCs provide implicit value to tenants. WTC buildings consolidate international trade agencies and private sector firms involved in global trade and commerce, providing a single point of access – it is a visible location of mostly intangible services. The Office for International

Trade provides the services and management for the WTC projects it undertakes in Africa. The opportunity is for Real Estate Developers to capitalise on this opportunity without the need to run the operations of the WTC in Africa.

II. Export and Import: Companies across sub-Saharan Africa are invited to participate and grow their business globally, through the development of import and export trade both on the continent and off the continent. These companies will enjoy exposure through the region’s local WTC office to more than one million potential business partners at other WTCs globally. As the power of the World Trade Center network extends across countries and nations, each participating business is able to grow globally through The Mochron Office for International Trade and each regional WTC. The opportunities within a World Trade Center are not exclusive to big business. Each World Trade Center is required to engage local business to participate in every aspect of it is global success. As a professional person active in one of 150 selected regions, you are invited to apply for accreditation from The Mochron Office for International Trade. A successful accreditation will ensure your regional agency license. The agency represents The Mochron Office for International Trade and is the local partner that exclusively generates business

between that region and The Mochron Office for International Trade. Agency revenue will be generated through every transaction with The Mochron Office for International Trade. These range from Trade Missions, Trade Exhibitions, International Trade Deals, Trade Finance, World Trade Center Real Estate and much more.

To be qualified to carry this international accreditation and secure an agency license, applicants need to be mature businesspersons, who have held senior executive positions in business over a number of years. In most cases only experienced senior directors and managing directors can receive this accreditation – alternatively individuals with similar experience can apply. Applicants are required to attend training and assessments during a three week Regional Business School Training Seminar at the World Trade Center, followed by an interview with a panel of fully accredited businesspersons.

During this assessment period, The Mochron Office for International Trade ensures that its regional agents are experienced enough to talk business, to its international clients. A regional agent is part of the global team for The Mochron Office for International Trade and they are the contributors to the Africa one percent goal. To assist in ensuring the agency success, accredited agents are introduced to the CEOs of strategicbusiness Best of Kenya

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partners in their regions and to the CEOs of other World Trade Centers.

They are also automatically members of the World Trade Center Executive Club, receive sponsored international business travel, VIP conference passes, have access to World Trade Center technology platforms and office infrastructure. Only a select number of professional persons can be invited to secure an opportunity to grow their personal wealth and experience the challenges and excitement of international business.

III. Strategic Partnerships: Strategic Partners in each economic region of Africa are required to make trade as seamlessly as possible. It is efficiency that generates the profit which grows the value of local business and economies.

We therefore invite companies that provide business services related to: freight forwarding, shipping, customs brokers, business brokers, business consultants, accounting, legal, business development, international trade, import/ export, global sourcing, procurement, commodity traders, professional conference organising, international marketing and publishing, trade and credit risk insurance and trade finance to come forth. Strategic partnerships will be formed with a select number of these companies in each economic region. In addition, the Office for International Trade is also seeking partnerships with port authorities, customs offices, warehousing and banking partners across Africa.

It takes drive, ambition and superb business acumen to reach the highest echelons of the corporate world.

Invest in your future – invest in your continent – World Trade Center, your investment partner.

Julius Steyn, CEO World Trade Center Cape Town and CEO Mochron Investments

World Trade Center Crystal Towers, Century City Cape Town, South Africa Email: info@wtc.co.za Tel: +27 21 551 7170 / +27 87 944 4072 www.wtc.co.za

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Centre for Development and Growth African cross-road centers for trade, skills transfer and sustainable economic development. (Vision article)

These are the drawings and plans for the vision of building International Trade and Development Cities across Africa. These centers will become miniature commercial cities hosting local and international organizations that seek to play a significant role in the future economic growth and development for Africa.

The aim is to promote sustainable trade and development by harnessing international best practice and innovations while maximizing available local resources in manufacturing, employment and entrepreneurship.

The centre will assist in attracting and deploying the necessary future investments, international business relations and skills transfer required for

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would be a hub of activity for trade exhibitions, summits, diplomatic and cultural events.

Facilities will include a central reception hall manned by professional staff, on-site information and communication (ICT) facilities, banking, legal, translation, recruitment and postal services and multiple African governmental branches.

Amongst the array of other services offered within the centre will be: childcare, physiotherapist, dentist, optometrist, gym, banking, travel agencies, employment agencies and hairstylists. long term economic growth within the country and the surrounding region. The constant drain on our planet’s resources, high levels of greenhouse gases, toxins and non-biodegradable waste make future sustainable development imperative and companies that invest in local and regional production will be leading our future economy.

These new proposed developments will play an important role in achieving Governmental vision’s of rapid growth for knowledge and production based economies.

The centre will put the best companies and agencies at

one location, creating synergy, welcoming international trade, investment, skills and training.

Ideally located near the Sir Seretse Khama International Airport, with a variety of public and private facilities, hotels, restaurants, shops, and services on offer the centre will be a fantastic draw card for both business and entertainment.

Visitors will enjoy the vibrant character of the complex, which blends business, government, learning, networking, hospitality and the bridging of cultures.

Quality restaurants, cafés, hotels and other conveniences will

adjoin a spacious, lively central public piazza. Contemporary art and fixtures, natural greenery and abundant open space will contribute to the centre’s unique appeal. Access to plenty of onsite facilities and services as well as an international mix of people and skills will ensure that a working day in the centre is both inspiring and productive.

The centre will ultimately include 5 industry specific office and training parks, exhibition and conferencing facilities, 2 hotels, multiple low rise office towers and a host of restaurants, cafés and business services. The conference and hospitality areas

The primary goal of the International Trade and Development City is to bring businesses, governments, NGO’s, agencies, technologies and skills together and provide them with the environment and services they need to be successful.

The initial drawings, plans and feasibility studies for these future developments have been made possible with the following leading organizations within the industry.

Email: info@gvpedia.com www.wtcafrica.org

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Enjoy the Lavish Comforts of a Private Villa or Apartment

Villas in Africa is a collection of companies that specialize in providing the highest caliber of luxury short term accommodation rentals in select areas to an up market clientele Many of the superior villas and apartments in our portfolio are just a short walk from the world’s finest beaches,

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positioned to take advantage of awe inspiring ocean sunsets or twinkling city lights at night.

Our researchers are constantly monitoring the market, seeking top quality properties to add to our collection.

Our villas and apartments allow families to interact in one

spacious property, with some of our villas sleeping as many as 14. Staying in our self catering apartments and villas allow guests to prepare their favorite meals in a well equipped kitchen or barbeque area at any time of the day or night, dine al fresco or picnic on the property, laze on the deck by their own private rim

flow pool or indulge in a relaxing jacuzzi, all while feeling secure that they will not be disturbed.

The Villas in Africa websites offer high quality images, detailing every viewpoint, a comprehensive description of each particular property, detailing the layout and furnishings of

the accommodation as well as the main attractions of the area.

Visitors can also contact the friendly Global Villas consultants who are equipped to assist the visitor in selecting a property that suits their exact needs. Villas in Africa pride themselves in organizing any services that the visitor may require for their ideal

holiday, for example, a butler, domestic cleaning, a shopping service, health spa treatments, a personal trainer and chef, all would equip the accommodation with the luxuries of a hotel, but with that magical home away from home quality. They are also able to organize a range of tours and activities to suit every type

of vacation style, car rentals, airport transfers and even a daily point of service.

Everything is taken care of, all the visitors need do is sit back, relax and enjoy the lavish comforts of their private villa or apartment.

Email: info@villasinafrica.org www.villasinafrica.org www.southafricanvillas.org Best of Kenya

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Diplomat Africa Magazine

Dipl

mat

www.diplomatafrica.org

Sharing knowledge, future vision and inspiration in the pursuit of best practice in governance and leadership.

Diplomat is a quarterly print and online magazine about government and Industry and their role in promoting economic growth and the social well being of Africa. The magazine launched in East Africa first with now more than 5 issues under their belt. www.diplomatafrica.org has just launched as the wheels are now in motion for Southern Africa and West Africa to join our East Africa colleagues in reporting the whole story of Africa. The first Diplomat magazine for SADC will be launched in February 2011.

and the social well being of Africa.

African leaders need to promote and showcase their vision, national interests, missions, foreign policies and diplomacy successes.

The Role of the Magazine

The diplomatic community needs to promote and showcase their national interests, missions, foreign policies and diplomacy successes.

The magazine is about government and their role in promoting economic growth

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We focus on foreign affairs, trade, investment, business, energy, health, education, environment, security and culture.

Why?

Our Challenges SADC countries face various social, development, economic, trade, education, health, diplomatic, defence, security and political challenges.

Most of these challenges cannot be tackled effectively by individual members as we are all interlinked, we provide a platform whereby we can all be more effective in our approach in combating these challenges.

For example, the sustainable development that trade brings could be threatened by the existence of different product

Dipl

southern africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

SADC 2010 ONE TEAM 15 NATIONS

Promoting sustainable investment into Southern Africa Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

Dipl East africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

Resurgent

Rwanda

The Come-back Country

President Paul Kagame

Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

standards and tariff regimes, weak customs infrastructure and bad roads. As would political instability, education and health.

improvement of the standards of living and quality of life, freedom and social justice; peace and security for the peoples of Southern Africa.

The Member States recognise that achieving regional economic integration in Southern Africa requires them to put their full support behind SADC to act on behalf of all Southern Africans for their common prosperity, peace and unity.

This shared vision is anchored on the common values and principles and the historical and cultural affinities that exist amongst the peoples of Southern Africa.

SADC Vision The SADC vision is one of a common future, within a regional community that will ensure economic well-being,

To submit an article or report to be included in the launch edition of Diplomat Southern Africa and future editions please contact our editors.

Dipl

western africa

mat

www.DiplomatAfrica.org

Promoting economic growth and sustainability through leadership and diplomacy

Ghanaian Diplomat

Kofi Annan

Seventh Secretary-General

of the United Nations

www.DiplomatAfrica.org

Trade – Investment – Tourism – Energy – Environment – Health – Education – Security – Culture – Lifestyle

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BEST OF THE WORLD Welcome to the world’s premier platform for showcasing and networking governments, leading companies and entrepreneurs in business, tourism and lifestyle. Through our Best of publishing series and gvpedia.com we showcase an ever expanding Atlas of Success and Sustainability across multiple continents and industries.

Brand Image Branding a Nation, a City and its People GVP brands and builds the image of the world’s most exciting economic regions to affect a change in the perception of a nation, a city and its people by the rest of the world. This then promotes the region in terms of its investment opportunities, key industries, innovations, people, culture, tourism potential and international objectives.

Product - The Books Celebrate your success The ‘Best of…’ publishing series produces annual maxi format book publications in over 40 territories, from Bangalore to Belgium. These detail success stories of people and companies making positive inroads into the commercial fibre of both mature and emerging markets.

Growth and Opportunity Exchanging knowledge, skills and economies of scale in media With regional head offices in 5 continents, the organisation is currently involved in more than 40 territories where the ‘Best of’ series is published. GVP has a 5-year growth plan to develop a further 150 economic territories organically, through each continent’s regional head office, and through partnerships with companies and individuals that have the expertise to showcase their city, state or country.

More than 1000 000 unique readers from 165 countries “An encyclopedia of success stories from the world’s most interesting places, people and organizations.”

The www.gvpedia.com site was launched in 2008 so the success stories from the Best of the World print publications could all feature on an online platform. We have more than 8000 pages live and growing fast. In July 2009 we launched an online directory engine and an eBook library to complement our website which has opened up the scope for new publishing partnerships beyond the ‘Best of Series’ with new exciting books and magazines that focus on government, business and travel from around the world.

The books showcase entrepreneurial spirit; establishing powerful global networks and the creation of individual brand awareness by bridging cultures. The result is the ultimate interactive corporate gift and P.R. marketing tool for governments, companies, hotels and business people providing leading products and services for their region.

REGIONAL HEAD OFFICES

l Bangalore Best of Kenya

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l Cairo

l Copenhagen

l Dubai

l Gaborone

GVPedia.com Global Village Encyclopedia

l Johannesburg

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Participators Air Botswana Auto Track Ba Isago University College BEDIA BIFM - Botswana Insurance Fund Management Bokamoso Private Hospital Bothakga Burrow Botswana Botswana Accountancy College Botswana Consumer Fair Botswana Couriers Botswana Development Corporation Limited Botswana I.F.S.C Botswana Innovation Hub Botswana Insurance Company Botswana International University of Science & Technology Botswana Life Insurance Ltd Botswana National Sports Council Botswana Telecommunications Corporation Botswana Tourism Brand Botswana CA Group of Companies Camhouse Media Can Manufacturers Car World CEDA - Citizen Entrepreneirial Development Agency Civil Aviation Authority of Botswana - CAAB Cleaning Wizards Corporate Interaction Communication Consultancy Cresta Hotels Diamond Trading Company Botswana Dilli Matenge Architects Dimension Data Diplomat Magazine Distell Botswana Drupal Africa Elan Property Group Fairgrounds Holdings Fast + Furious International Flame Power Multimedia FOBEX - Food & Beverages Exhibition Gabcon Gaborone ICC Gaborone Sun GABZ FM Global Expo Botswana Global Village Partnerships Impression House International Trade & Development Centre Issues Fashion Studio Itekanele Health Scheme ITEX - Information Technology Exhibition Kefseddy Designs Ltd Kumi & Kekana Carpentry & Construction Works Leap Frog Loads of Living Lobatse Clay Works Minister of Trade & Industry Motiganz Diamond Group Mpho Laing MultiChoice Botswana Native Impressions Native Outdoor News Company Botswana Olsa Designs Orange Botswana PABAAP Pigeon Express PressPhoto Private Collection Recovery Vehicles Red Pepper PR & Communications Consultancy Seabelo Express Sefofane Air Charters Shrenuj Botswana Stanbic Bank Standard Chartered The Dalumi Group The Southern African Development Community - SADC The Wellness Parlour Tshimologo Business Services University of Botswana Urban Space Wilderness Safaris Yarona FM

58, 64 262 172 IFC, 128, 222, BC 147 116 252 138, 170 227 184 134 136 268 150 168 152 34 154, 272 60 2, 24 182 215 234 260 144 66 258 208 74 90 242 160 200 232 162 236 224 180, IBC 201 226 176 228 80 192 222 8 218 264 106 122 225 107 243 210 110 244 6 94 104 198 212 216 195 240 158 112 186 256 100 261 202 72 68 92 140 142 98 26 126 263 164 124 68, 82 188

CENTRAL BANK OF KENYA Vision: To be a World Class Modern Central Bank Pillars of Central Bank • Monetary Stability • Financial Stability • Payment & Settlement Systems

MISSION Formulate and implement monetary policy directed to achieving and maintaining stability in the general level of prices.

To foster the liquidity, solvency and proper functioning of a stable market-based financial system.

To formulate and implement foreign exchange policy.

To hold and manage its foreign exchange reserves.

To formulate and implement such policies as best promote the establishment, regulation and supervision of efficient and effective payment, clearing and settlement systems.

To act as banker and adviser to, and as fiscal agent to the Government and To issue currency notes and coins.

The Bank Secretary Central Bank of Kenya, Haile Selassie Avenue P O Box 60000-00200, Nairobi Email to: comms@centralbank.go.ke