POPULAR VERSION A Prosperous, United and Happy Society Popular Version COUNTY GOVERNMENT OF MERU Meru December 2019 Published 2019 by County Government of Meru Meru County Headquarters P.O. Box 120-60200 MERU, KENYA ©2019 Meru County Government All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any term, or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, without the prior permission in writing of the County Government of Meru ISBN 9966 137 722 Layout and Design by Ediprint Communications & Print Page Afrika Printed in Kenya by Government Press Haile Selassie Ave, P. O. Box 30128-00100 City Square, Nairobi City. This publication is a summary of Meru County’s long-term Strategy known as Meru Vision 2040. The publication briefly states the main goals of the Economic, Social, Political and Enablers Pillars that underpin Meru Vision 2040. It also summarises the major flagship projects to be implemented in the short term, medium term and long term of the vision that is from 2019-2040. 2 Table of Contents 1 A Vision for Meru 5 2 The Context for Meru Vision 2040 7 3 Linking Meru Vision 2040 To SDGS, 11 Africa’s Agenda 2063 and Kenya Vision 2030 4 Economic Pillar: For a Fast Growing and 13 Inclusive Economy 4.1 Agriculture Sector 13 4.2 Industry Development 18 4.3 Retail and Wholesale Trade 23 4.4 Tourism Development 24 4.5 Mining 26 4.6 Financial Services 27 5 The Social Pillar: For a Happy Society 30 5.1 The Family Unit 30 5.2 Health Services 32 5.3 Education & Technology 34 5.4 Social Protection 34 5.5 Culture & Heritage 37 5.6 Environment and Natural Resources 38 5.7 Youth & Sports 39 6 Political Pillar: Building a United and 43 Values-Based Society 6.1 Introduction 43 6.2 Leadership and Governance 45 6.3 Ethnicity and Conflicts 46 7 Enablers Pillar: A Well-Planned 53 and Industrialised County 7.1 Infrastructure 53 7.2 Water 59 7.3 Land 60 7.4 Services 61 7.5 Urbanisation 64 8 Implementation: Delivering the Vision 67 8.1 Implementation Timelines 67 8.2 Drivers of the Implementation 67 4 1 A VISION FOR MERU I. Where do we want to see Meru County, 20 - 100 hese are just but years from now? Ta few questions on the hearts and II. How do we make Meru County a place of choice to minds of the Ameru do business, to work, live and raise families? people every time we III. How do we empower Meru people to achieve their have contemplated fullest potential? about the future of our IV. How do we achieve internationally competitive society; questions if industry structures across our Agriculture, Health, strategically answered, Education, Tourism sectors among others? could advance our path towards both regional V. How do we ensure sustained wealth, health, and international happiness and well-being for all Meru people? prosperity. 5 VISION MISSION Building a happy, A Prosperous, cohesive and value United and Happy based society through Society excellence in county planning and inclusive development CORE VALUES I. Integrity and Honesty II. Accountability and Rule of Law III. Discipline and Hard Work IV. Courage and Innovativeness V. Inclusivity 6 2 THE CONTEXT FOR MERU VISION 2040 7 8 eru County’s development optimised as well as acknowledging gaps Mhas been characterised by that need innovative interventions. It is paradoxes and absolute the reconciliation of the existing context’s potential. On the one hand we demands, with a vision-fuelled supply, see glaring potential – the county already that this Vision has used to identify and ranks No. 6 contributor to the national prioritise projects across all of the 45 GDP out of the other 47 counties (KNBS, Meru County wards for the next 20 years. 2018), not to mention its rich agricultural Meru Vision 2040 is founded under 4 lands that already support 63 per cent of key pillars, namely Economic Pillar, Social all enterprises in the region among other Pillar, Political Pillar and the Enablers acknowledgeable attributes expounded Pillar The pillars are representative of the on in the rest of this document. On the various sectors including the Economic other hand, there are glaring challenges Pillar that emphasises on key focus areas across its socio-economic space and its of Agriculture, Industry, Tourism, Mining, serviced environment in aspects of land Financial Services, among others that use, infrastructure, public service, built will ensure an overall fast growing and environment and its mass movement inclusive economy. strategy management that needs to be optimised and/or innovatively re- The Social Pillar aims to emphasise invented to realise the county’s full on aspects that will ensure a high quality potential. of life and community happiness in Meru; aspects that cut across the family An in-depth situational analysis has unit, the health sector, education, social been undertaken across the County’s protection, Meru’s cultural heritage, the Social issues, Economics, Political aspects and its serviced environment in the ensuing sections of this document. This analysis in particular has aided in truly highlighting and revealing the county’s demands, its strong suits that can be 9 environment, youth empowerment and In April 2018, the Meru Social sports sectors. and Economic Council selected a high powered committee to spearhead The Political Pillar highlights Vision 2040. Various consultative transformational governance for a united meetings were held including pillar and value-based society being the key meetings, steering committees and the focus area for the pillar. County Executive to reflect feedback The Enablers Pillar engages cross- and opinions of a wide cross-section of cutting themes intended to facilitate Meru County’s key stakeholder groups and reinforce the other three Vision including – but not limited to – the youth, pillars. It aims to set out proposals for private sector, MCAs and MPs, the general Land Use, Infrastructure, Public Services, public through public participation, Buildings, Urbanisation and Movement professionals, national experts, the strategies for an overall well-planned clergy and entrepreneurs. In between and industrialised county. Each of these the consultative meetings, a technical proposals have been matched to a drafting team was formed to put all the delivery strategy spanning three terms views from the various meetings and _ short-term, middle-term and long- come up with a Vision 2040 document. term. The implementation strategy is This document therefore presents a supported by a results-based monitoring, summary Vision 2040 including the evaluation and reporting mechanism to flagship projects per pillar. track sectoral performance. 10 3 LINKING MERU VISION 2040 TO SDGS, AFRICA’S AGENDA 2063 AND KENYA VISION 2030 he drafters of the Meru Vision 1. Infrastructure T2040 have been alive to the need 2. Science, Technology and to have a document that integrates Innovationwell into broader national and global development goals, key among 3. Public Sector Reforms them the Sustainable Development 4. Tourism Goals (SDGs), Africa’s Agenda 2063 and more closely the Kenya Vision 2030. 5. Agriculture The Sustainable Development Goals 6. Trade (SDGs) are an urgent call for action by all 7. Manufacturing countries. Meru County in Kenya takes up this call to support Kenya achieve the 8. BPO (Business Process SDGs in the global partnership. Outsourcing) & ICT (Information Communication & Technology) SDGs are a universal effort to end poverty and other deprivations and seek 9. Financial Services to improve health and education, reduce 10. Education & Training inequality, and spur economic growth A link has been deliberately made – all while tackling climate change to tie Meru County’s development and working to preserve our rivers and efforts towards alignment with the key forests, which also form the backbone for aspirations of the Kenya Vision 2030 Meru Vision 2040. highlighted above, with the prioritisation Agenda 2063 has focus on of infrastructural development among other targets, infrastructural (including air, rail and road network), development (including high-speed promotion of agriculture and agricultural trains and air transport), free trade area, produce value addition, tourism, trade, security, financial institutions, the Great manufacturing, education and training, African Museum and the encyclopaedia science, technology and innovation, Africana. trade and financial services all featuring The Kenya Vision 2030 strategy prominently in the Meru Vision 2040 focuses on reforms and development document. across 10 key sectors: 11 Industrialisation 12 4 ECONOMIC PILLAR: FOR A FAST GROWING AND INCLUSIVE ECONOMY 4.1 AGRICULTURE SECTOR Agriculture is a critical anchor to the county’s economy and the achievement of the priorities under the Economic Pillar. The GOAL: Agriculture Sector comprises agriculture, livestock and fisheries. Up to 89 per cent of the households in the county practise To grow the Meru economy agriculture and 63 per cent of all by 15% per annum enterprises owned are in the agriculture through improved agricultural sector (Meru County Socio Economic productivity; increased value Indicators baseline survey, 2016). addition and industrialisation, Meru is strategically located in the tourism, trade; and Mt Kenya and Nyambene ranges, which appropriate infrastructural influence the volcanic soils, temperatures, development. humidity, relief rainfall and diverse ecological zones. The excellent climatic conditions including rich volcanic soils, favourable temperatures, good humidity and reasonable rainfall and the diverse ecological zones favour the production of a variety of commodities including wheat, potatoes, barley, millet, maize, Potato processing 13 sorghum, groundnuts, cereals, vegetables F Establish of operational agri- and fruits. industrial parks High grade tea, coffee, bananas, F Carry out monitoring, evaluation macadamia and miraa (Khat) are the key and reporting cash crops, while beef is important in the F Integrate gender, youth and PWDs lower parts of the county. in agri- projects Goals and strategies of the F Adopt climate smart agricultural agriculture sector practices F Increase value addition and agro- F Carry out youth mentorship for processing of agriculture product mindset change on agriculture and integration of youth in agricultural F Promote agriculture mechanisation processing F Develop adequate agricultural F Promote technology-led water policies harvesting and alternative methods F Carry out land amalgamation – one of water harvesting and use of ward two product approach solar pump F Carry out market research and data F Revive traditional crops e.g. maize, management for validity/reliability beans, millet, cassava, sorghum, etc F Promote farm planning, conduct F Increase tree cover in farmlands soil mapping and testing through sensitisation of farmers to practise sustainable agricultural F Zero rate irrigation pumps and drip practices. irrigation kits to promote irrigation F Promote Public Private Partnerships F Establish an efficient communication technology platform in agribusiness Tea picking F Increase employment in agri- industry and service provision F Mentor value chain cooperative societies to own some of the production and processing activities F Improve agri-marketing and sector financing 14 4.1.1 Livestock development technology in aquaculture, improving hatcheries management for good quality In the livestock sector, programmes fingerings, certification of producers will focus on livestock surveillance of fingerings for mono sex fingerlings, and disease control with emphasis capacity building of farmers, improving on prevention, reducing the cost of water resource management, processing production to have a competitive and marketing, increasing the area under advantage, commercialisation of fish production, improving the quality of livestock farming, improved breeding, fish feeds using the Eco -Tosha approach, improvement of feed, support of promoting local fish consumption and processing and marketing, supporting creating market linkages, and promoting farmers with agricultural equipment research and development in fishery (milk cans, cooling tanks, pasteuriser sector. machines, and generators) and with subsidised inputs – AI and veterinary Agriculture sector flagship services as well as cheaper animal feeds. projects The sector will undertake flagship 4.1.2 Fisheries development projects in its three sub-sectors as Programmes under fisheries development outlined below: prioritise integrating the latest Fish farm 15 A. Crop development 5. Establish an agricultural IT Plant Clinic such as the CABI Plantwise Short-term flagship projects for crop clinic model development: 6. Introduce new high value crops 1. Increase the production, value that would be processed into addition, warehousing and pharmaceuticals marketing of crops such as green grams, potatoes and bananas, 7. Establish mechanisation and macadamia, avocado, sunflower and Agribusiness Hubs where farmers cotton can get services for agriculture 2. Encourage production of herbs, 8. Develop Centres of Excellence spices and horticulture for the local for value chains and develop full market and for export services (training, soil testing, irrigation, input provision, 3. Roll out of conservation agriculture mechanisation, sorting and grading, as the quickest and cheapest storage etc.), including model farms approach to increase agricultural and market establishment productivity in the county 9. Establish agriculture value chain- 4. Establish consultation and value-added agriculture will focus information hubs on production or manufacturing processes, marketing or services Medium and long-term flagship that increase the value of primary projects for crop development agricultural commodities. This will 1. Enhance crop development: potato, increase appeal to the consumer banana, sorghum, sunflower, and the consumer’s willingness groundnuts, wheat, green grams, to pay a premium over similar etc. under suitable agro-ecological but undifferentiated products, zones generates higher return, allow penetration of new, potentially high- 2. Establish one major first class value market, extend the production nursery in each Sub-County for the season, or create brand identity or key crops in the respective Sub- develop brand loyalty. Counties. e.g. macadamia, avocado, tea, coffee, mangoes, etc. B. Livestock development 3. Promote tree crops - grapes, miraa, macadamia, avocado, tea and Short-term flagship projects for coffee livestock development 4. Process or manufacture plant of 1. Supply high yielding fodder and specific abundant crops in all areas. good quality seeds to dairy cow farmers to plant. 16 2. Enhance affordable Artificial 3. Enhance affordable Artificial Insemination (AI) and veterinary Insemination (AI) and veterinary services services. 3. Vaccinate at least 200,000 livestock 4. Establish a County Breeding annually Programme. 4. Increase milk production, 5. Vaccinate at least 200,000 animals collection, preservation and annually. processing 6. Introduce new goat breeds using AI e.g. Toggenburg goats. 5. Construct a County Tannery 7. Establish an agricultural IT Animal 6. Effectively equip livestock sales Clinic such as the CABI Plantwise yards clinic model. 7. Chicken (Indigenous) 8. Establish a County Agricultural bank • Training of chicken farmers; • Support 10 large-scale chicken C. Fisheries farmers per Ward per annum; • Implement ECO-TOSHA project. Short-term flagship projects for fisheries Medium and long-term 1. Enhance Aquaculture development flagship projects for livestock 2. Education and creation of awareness development on fish consumption 1. Supply high yielding fodder seeds and good quality to dairy cow Medium and long-term flagship farmers to plant on at least 40,000 projects for fisheries acres by 2040. 1. Enhance Aquaculture development. 2. Promote the production of first- class animal feeds in Meru County 2. Upgrade existing Fish Processing on PPPs initiative. Plant for value addition. Dairy farm 17 4.2 INDUSTRY DEVELOPMENT by a number of challenges including, over reliance on rain fed agriculture for The county has a number of factories raw materials needed for processing, mainly owned by the various tea, coffee inadequate and unreliable power, lack and dairy cooperatives societies that of adequate land, lack of baseline data process tea, coffee and milk respectively. on production & consumption patterns, There are a number of other small and potential, lack of data / information factories located in Meru town that of the resource potential in Meru, poor produce bread and animal feeds as well skills amongst the artisans and workers as the Njeru industries which processes in the sector. purple tea for export. The sector has remained under exploited given its potential to turn around the economic Goals and strategies standing of the people. Inadequate F Develop a policy, legal and capacity to process the raw materials institutional framework for available in the county remains a key industrialisation, challenge to overcome and a great opportunity for growth, development F Carry out capacity building for and for employment creation. artisans, The county has adequate raw F Enhance physical infrastructure materials for value addition across required for industrialisation, various sectors. With its strategic location, Develop reliable supply streams for proximity to the LAPSSET and increasing raw materials, urbanisation, this sector stands to boost F Promote value addition, the economy of the county immensely standardisation, product as a centre of commerce. However, the diversification and productivity potential impact of the sector is limited improvement, F Attract local and foreign industrial investments, F Improve access to affordable finance and credit facilities F Sensitise stakeholders, F Conduct market surveys F Create data banks F Facilitate patenting of innovations. Industrialisation flagship projects 1. Industrialisation/manufacturing Banana bread policy: The county will develop an Industrialisation/manufacturing 18 policy to guide the sector in the innovation and value addition in implementation of its programmes, the manufacturing sector. These anchored on competitive advantage, parks are developed to attract new placement of different industries companies, expand employment and how to attract private investors opportunities to citizens and attract into the industry. The policy will also Foreign Direct Investment (FDI). outline how to harness the locally The following will be the anchor available resources. activities in the industrial and 2. Exploration and exploitation technology parks: of mineral resources (iron) in i) Promotion of innovation; the county: The exploration and exploitation of mineral resources ii) Creation of platform for linkage as a flagship project is key to between academia and research unlocking the industry. This is institutions and industries; after the realisation that there are iii) Promotion of deliberate unexploited mineral resources such technology transfer; as iron ore deposits in some parts of the county. Iron is the foundation iv) Commercialisation of research of industrial development as the outputs; products from this industry are v) Technology incubation, transfer widely used in all sectors of the and development; economy including the construction industry and infrastructural projects. vi) Value addition. 3. Establishment of industrial 4. Development of cottage industrial and incubation centres/parks: clusters: The main focus will Industrial and incubation parks are be government intervention important vehicles for catalysing in promoting market-oriented Industrial park 19 research, value addition and sector has great potential of job marketing of regional specific creation and income generation products through the support locally and in the international of academia, the private sector markets. The lower zones of and related actors. The County the county have huge potential Government of Meru will focus on for producing cotton. The resource based and market-based County Government and other industries. development stakeholders will The sector will pursue the build capacity among the farmers development of industries, which to increase their productivity include: as well as revamp the Gaitu Ginnery. Establishment of other i. Meat, dairy and leather subsidiary cottage industries will industry: This will be through be encouraged. The County will establishment of meat processing promote production of cotton plants, abattoirs, tanneries in the lowlands of Tigania West, and other related industries in Tigania East and Imenti Central. Tigania West and Igembe North, and promotion of processing of iv. Assembly plants: The Vision dairy products. will venture into market-based industries. There is a high demand ii. Agro-processing programme: for digital gadgets, motorcycles, This will be either produce- vehicles and bicycles. The oriented or market-oriented. County Government through There is potential in agro- partnership with the private processing in crops such as tea, sector and other development coffee, nuts – macadamia & partners will establish industries groundnuts – legumes, cereals, for assembling the motorcycles, fruits (avocado, mangoes, grapes, bicycles and motor vehicles, bananas), vegetables, potatoes, production of their spare parts roots and tubers, livestock both and assembly of computers and dairy and meat and fisheries – other electronic gadgets. fresh water & aquaculture. In line with adoption of the Blue v. Ceramics industry: The cost of Economy the County Government building materials has been going of Meru will establish a fish high and in line with achieving the processing factory in Imenti vision of having every Mumeru South and Central Imenti. with a decent house there is need for industries to produce iii. Textile and apparel industry: affordable building materials. With This consists of three main value an abundance of raw material for addition chains, namely fiber the production of ceramics readily production, textile manufacturing available and the demand for the and clothes manufacturing. This same rapidly rising, it presents 20 an opportunity to explore this made from ‘Muringa tree’ and underutilised potential by setting Muuru’ – Meru Oak. There will up factories for the manufacture be promotion of bamboo in of commercial ceramics. These can furniture making for both local be sold for construction locally consumption and for export. with surplus leaving a possibility 5. Provision of renewable energy and for export. manufacture of Green products: vi. Tools, equipment and inputs: Energy is a key enabler of the There is also need for industries to sector and the supply of adequate produce farm and irrigation tools and quality energy to industries is and equipment as well as inputs an important factor in improving such as fertilisers, pesticides, competitiveness. The manufacturing insecticides for promotion of sector needs support to transition to agriculture. Investors also need a low carbon sources of energy and to produce sports equipment to enhance its resilience to climate with the view of promotion change impacts. sports and sports tourism. Meru County has huge unexploited vii. Furniture production: The vision potential in the generation of aims at creating a conducive green energy from solar, wind, environment for the production small hydro plants, biogas and of export quality furniture solid waste. Generation of these Power plant 21 renewable energy is targeted to be committed to protecting investors concentrated in the Igembe North, against all predatory factors during Igembe Central, Tigania West and their investment periods in line with Tigania East. Consequently, there the Kenyan Constitution. are opportunities in innovation 7. Development of SME parks: SME and manufacture of equipment, parks are transformative and high components and accessories for impact projects that are expected renewable energy generation to create jobs and wealth. For this including solar lamps, panels, to be realised, land will be required biogas digesters, burners, batteries, for development of the project in wind turbines among others. The the identified areas. SMEs in the proposed area for establishment of manufacturing sector form the the manufacturing plant is Igembe bedrock of industrialisation and it is Central. a recognised fact that SMEs play an 6. Ease of doing business: The business important role in many developing environment in any economy is an economies. important factor in determining the 8. Research, innovation and level of investments that take place, commercialisation: Research expansion plans for businesses, and development are essential in employment levels, revenue developing innovative capacity collected and the general well-being and commercialising research of the society. Currently, Meru’s findings for increased efficiency and business environment is hampered productivity. By 2040, the county by long processes for starting a will improve the existing research business and registering property, centres such as Mariene, Kaguru, challenges with enforcing contracts, Marimba among others and establish and high levels of corruption. new ones to allow for the expansion The County Government will of research and innovation. This will create an enabling environment be essential for creation of niche by automating processes to fasten products, increasing the products the approvals of development base, improvement of production plans, licenses and establishing processing and packaging the Utungati Centres in every Sub- technology through the following County, which will be a One Stop activities: Shop Centre to facilitate government i) Creation of a database of process. The government is commercialisable research committed to establishing a land findings from Universities and bank by acquiring land across the Research Institutions county to attract both local and foreign investors. The county is also 22 ii) Match making and creation vi) Coordination of the institutions of linkage between research responsible for product institutions and industry for research and development, commercialisation standardisation and development iii) Creation of a legal framework of standards, intellectual property for operationalisation of (i) and protection and provision of long- (ii) above, and protection of term financing and work sites. intellectual and copyrights iv) Creation of possibilities for 4.3 RETAIL AND WHOLESALE development of brands and /or TRADE trademarks and joint ownership possibilities between innovators The county has continued to support the and investors for or during growth of SMEs through implementation the incubation period with of policy framework, provision of clear transitional agreements affordable finance, and support in access and intellectual property right of tools and equipment, provision of protection market facilities and facilitation in creation of market linkages. SMEs within v) Branding and marketing the county have continued to benefit initiatives: These would be from the capacity buildings programmes aimed at enhancing productivity, offered by the Directorate of Trade. The quality and competitiveness of launching of County Traders SACCOs in SMEs products through provision each of the Sub-Counties has ensured of technology, design, product quick and affordable access to finance for development, standardisation, the entrepreneurs. protection of innovations Retail business 23 The county has continued to prosper • Promotion of market linkages in terms of retail and whole sale trade. • Facilitating patenting of innovations The types of businesses operating • Organisation and participation in Meru County include retail shops, in both local, national and wholesale shops that break the bulk of international exhibitions/fair fast consumer moving goods. There are beauty parlours, salons and barber shops, • Establishment of satellite markets boutiques and fashion shops that cater outside the county for the beauty and fashion industries. • Resource profiling In the financial sector, the county hosts several banks, including the Central Bank Retail and wholesale trade sector of Kenya and microfinance institutions. flagship projects The agriculture and building sectors are catered for by agro-processing factories/ Immediate to short-term plants, hardwares, and manufacturing. The 1. Market cleaning & maintenance other kinds of businesses include print programme and stationery, bookshops, health centres, 2. Construction of Modern Kiosks pharmacies and hospitals among others. 3. Upgrade of market infrastructure in all Sub-Counties Goals and strategies of trade sector 4. Establishment of an integrated SEZ • Initiating market clean up and to support value addition of Meru improvement programme products • Development of trade policy, legal 5. Establishment of branded Made in and institutional reforms for the Meru satellite markets development of the sector 6. Establishment of modern kiosks in • Promotion of growth and strategic places graduation of micro, small and 7. Upgrade of market infrastructure medium enterprises 8. Promotion of fair-trade practices • Promotion of fair trade practices 9. Evaluation and characterisation of towns in to the classified framework. • Sensitisation of stakeholders • Carrying out of market surveys and Medium to long-term creation of information data bank 1. Establishment of architecturally • Provision of trading infrastructure well-designed markets with kiosks. • Provision of business information 2. Establishment of special rotational and advisory services markets. • Enhancement of market garbage 3. Establishment of international disposal and collection produce markets in Buuri, Igembe South, Tigania West • Buildings of capacity for entrepreneurs 24 4.4 TOURISM DEVELOPMENT and other stakeholders. Currently, the Tourism Sector in the county is growing Meru County is one of the few regions with the promotion of Meru National in the country that has the big five – the park, Mt. Kenya National park, Lewa lion, elephant, rhino, leopard and buffalo. Downs Conservancy and Ngare Ndare There are also a variety of wild animals Forest Trust as the major tourist attraction not only in national parks, game reserves sites in Upper Eastern-Kenya. These sites or conservancies but also in the northern have sustained attraction of adventure grazing area where game has co-existed tourists and competitive sports like with communities for hundreds of years. the rhino charge and the Safaricom These are a variety of wildlife such as marathon. These sites offer additional baboons, giraffe, gazelle, cheetah, gravy activities including mountain climbing, zebras and different species of birds. canopy walks, camping, trekking, and These wildlife species are mainly found diving at waterfalls, bird watching and in the gazetted game parks and forests safari drives. such as the Meru National Park, Mt. Kenya National Park and Imenti forest. Goal and strategies for the In Meru County the Meru national Tourism Sector park and Lewa Conservancy are the F High level engagement of County wildlife conservation areas characterised Government with National by favourable ecosystems that are rich in Government agencies for resource flora and fauna. There are 39 profiled and allocation for projects beyond the mapped operational and potential tourist county functions attractions in the county. There has been a continued immense interest in tourism F Partnerships with the private product development by the county sector in promoting tourism Cable cars 25 F Intensive marketing of Meru County F Promote best practice in the industry as a tourism destination F Importing animals that are not F Resource mobilisation and prudent commonly found in the county utilisation of resources from the which would be placed in zoos and county budget sanctuary. F Training seminars and workshops Tourism sector flagship projects for service providers in the tourism and hospitality Immediate to short-term F Introduction of a Quality/Standards 1. Openning up and promotion of competition’s/event for service mountain tourism providers in the industry 2. Building of capacity for service F Promotion of investment in providers to raise service standards conference facilities to promote 3. Upgrading of tourist sites to exploit MICE (Meetings, Incentives, their potential Conference and Exhibitions) Tourism 4. Tourism development – marketing F Construction of Entertainment of Meru County as a destination of choice products such as amusement parks, theme parks, entertainment clubs 5. Sport tourism and specialty restaurants 6. Mountain tourism F Tourism product development Medium to long-term and diversification to reduce overdependence on traditional 1. Construction of a five-star facility at tourism product the Meru National Park 2. Construction of a 300-bed capacity premier conference facility Mountain climbing 4.5 MINING The main ongoing mining activities in the county include building stones mining in Imenti Central, Imenti south and some parts of Buuri sub county. Sand mining is carried out in lower parts of Tigania West and East and much potential in Kiagu area at the confluence of River Mariara and River Kathita. There has been inadequate mineral exploration, meaning that there is 26 potential for economic mineral deposits Flagship projects for Mining in the County. The Revision of the Sector Mining Act of 2016 created an enabling 1. Support for mapping and legislative framework for artisans and identification of mineral deposits in miners. There are abundant quarries and the county. other natural resources for this sector to tap from. 2. Support for the private sector development and exploitation Goals and strategies for Mining of available mineral resources Sector including the development of large ballast producing plants in various F Promote conducive working parts of Meru. environment for private sector 3. Support the development of F Developing enabling infrastructure building industry factories / plants in the areas with mineral wealth to utilising local mineral resources. support exploitation 4. Develop a resource map for all F Increasing mineral exploration mineral products of the County F Resource mapping across all the e.g. clay, Mwonyo. Murrum, quarry resource abundant areas stones and target investors. F Building of capacity of the artisans 5. Value addition of Mineral resources. and small-scale miners. 6. Marketing for mineral resources. Open-pit sand mining 27 4.6 FINANCIAL SERVICES total national number of insurances. The major insurance firms include APA, UAP, The county of Meru is privileged to host BRITAM, Jubilee, Kenya Alliance, Orient, a number of banks and other financial Heritage, Madison, Sanlam, Direct Line, institutions owing to the thriving Invesco, AON and CIC Insurance among economy. According to Meru county others. There is also a good command baseline survey, 2019 there are 24 of money in circulation due to the commercial banks cutting across the productive actives carried out in Meru. major towns of Meru, Maua, Nkubu and The challenges facing the financial Timau in the county. The Central Bank of service sector include: the prevailing Kenya has a currency centre which acts as low savings culture that hinders the a banker to the commercial banks located development of financial services; high in Meru to serve the entire Northern and interests thereby making cost of credit Eastern Kenya. expensive; operational legal frameworks Mobile money and banking agents of the Cooperative Societies Act (CSA); blend seamlessly into the daily economic the Savings and credit Societies Act (SSA) lives of consumers in the county of Meru, have not been amended to conform to the offering convenience and expanding assignment of devolved functions; and, access points to financial services. Some unreliable sources of information and data of the mobile money dealers include pertaining to financial services products. Safaricom’s “Mpesa”, Airtel’s “Airtel Access to various financial service money”, “Equity money”, “Mobicash” providers opens doors to many economic and “Tangaza”. It is perhaps because opportunities. More than one third of the of their importance and value that population in Meru County, about 39 per providers often prevent their agents from cent, have access to various financial servicing competitors and impose agent service providers. On the other hand, 25 exclusivity clauses, to protect market per cent have access to self-organised share, customer base, or costs incurred in groups, 26 per cent have access to mobile setting up their agent network. But such banking services while 15 per cent can rules can limit customers’ ability to easily access SACCOS. In addition, 14 per cent access a wide range of financial service have access to commercial banks and providers and to choose products based a further 4 per cent to micro-finance on quality, cost and preferences. institution. This shows there is need for The county has both mortgage and further effort to ensure increased access insurance companies. Housing Finance is to financial services in order to prevent the mortgage financial institution in the the county from being left behind county. According to the insurance annual development wise. (Meru Socio Economic report 2018, there are 28 insurance firms indicators survey, 2016) in Meru. This represents 47 per cent of 28 Goals and strategies for Financial 2. Provision of credit facilities Services 3. One hundred per cent automation F Enhancing access to financial of revenue systems services 4. Capacity building for SACCOs F Enhancing savings initiatives 5. Cooperative (SACCO) governance F Efficient financial service delivery F Improving stakeholder involvement Medium to long-term F Capacity build the stake holders 1. Consolidation of microfinance F Automation of county revenue institutions & SACCOs into a systems Regional Bank F Civic education and enforcement of 2. Introduction/attraction of the Meru County Finance Act. development financing. Financial Sector flagship projects Immediate to short-term 1. Financial literacy for the residents Road toll in development financing (PPP) 29 Advanced access to banking services Internet banking 30 5 THE SOCIAL PILLAR: FOR A HAPPY SOCIETY 5.1 THE FAMILY UNIT The family unit is considered critical in the society since it is fundamental in governance, culture and education. Through accomplishment of personal goals, individuals within the family contribute ‘family capital’ that enables them to achieve societal goals and ultimately contributes to the implementation of the 17 Sustainable Development Goals. The strategies for this sector are: families can meet and build i) Running a campaign on communal social capital. ‘strong fathers, strong families’; a. These social clubs can help ii) Introducing programmes that mitigate social evils such as train parents on basic parenting crime, alcoholism, and deal with education; the issue of drug abuse and iii) Encouraging a corporate culture reinforce the efforts of Nyumba that is sensitive to families Kumi. (parents); and, b. These clubs should also be iv) Building capacity for nannies and an avenue to encourage caregivers. sponsorship or adoption of children in extreme poverty. Family Unit flagship programmes B. Family environmental strategy: Set a tree-growing target for A. Family and community Social families and have family tree Clubs: Develop all-inclusive social planting days in the community. clubs in the communities where 31 Involving the family unit will 5.2 HEALTH SERVICES lead to increased responsibility on environmental awareness Poor health comes as a result of a and improved soil fertility and harmful environment, poor hygiene conservation. methods or unsuitable lifestyle choices. A healthy society therefore requires C. Youth: Find ways of changing collaborative efforts to educate mindset, harness linkages from the community on healthy living, professional bodies such as Ameru environmental conservation, and proper Professionals Association, wage war animal husbandry (to counter zoonotic against sloth, promote role models diseases). The strategies for this sector and study how current generation include the following: can overcome physical, mental and spiritual sloth, engage youth F Reducing maternal mortality rate; through the Meru Youth Service F Reducing infant mortality rate; (MYS) by offering critical life skills and sustainable employment F Increasing life expectancy; opportunities. F Increasing access to potable D. Capacity building of child care water; givers: Develop curriculum for F Reducing the FGM prevalence; nannies and house managers F Raising the number of residents offered through the TTIs and train aware of risk factors; unemployed youth through the MYS programme. F Increasing the number of people covered under the medical E. Develop the Mumeru Family insurance scheme; Pledge: F Increasing number of citizens a. It is my duty to get an education; engaging in exercise; b. It is my duty to contribute to a F Marketing Meru as a health better society; tourism destination; and, c. It is my duty to protect the F embarking on an aggressive environment; networking strategy that will d. It is my duty to protect my attract partnerships, increasing it culture; and, every consecutive year. e. I am responsible for extending peace in my community by Health Sector flagship projects caring for elders and avoiding Immediate to short-term crime. A. Community Health Campaign: Employing an aggressive youth workforce to conduct door to 32 door campaigns on Hygiene and and learning. This will also lead Sanitation as well as preventative to an upgrade of existing Level 4 health strategy. This can be linked hospitals to Level 5 to the Meru Youth Service E. Embrace E-health and Innovation. B. Universal Health Coverage: The Vision envisages a community health Medium to long-term strategy that will ensure a 30 per cent increase in immunisations and A. Manufacturing of pharmaceutical 80 per cent of people signed up to products: The medium-term the NHIF scheme. For this to succeed, flagship programme in the health the short-term flagship programme sector (2022-2030) will be to for the sector (2018-2022) will make essential drugs accessible require increasing the number of and affordable. The sector will health specialists and number of partner with major pharmaceutical nurses to the globally accepted companies to produce at least 30 patient:practitioner ratio. Specific per cent of the drugs required by investment at the Sub-County level the health centres. will include the following: B. Establishment of a Meru • Well-equipped Health Centre in gastrointestinal and cancer every Ward centre: This will be a longer-term flagship programme. The project • Level-4 hospital in every Sub- will be established to actualise the County reduction of non-communicable • Tele medicine- ICT connectivity of diseases – short and medium-term. all health facilities in the county. C. Establishment of traditional C. Healthy lifestyles strategy: medicine research and linkages Promote exercise & healthy eating. centre: Research on disease trends (disease trend monitoring), D. Upgrade all County and Sub-County link with traditional medicines; Hospitals: Converting Meru Level 5 integration of traditional medicine hospital into a Level 6-Parastatal so with conventional medicine, that it can be a centre of research 33 strengthening partnerships with in the changing and challenging global KEMRI. environment. D. Medi-tourism: The Vision projects Every Mumeru should understand that Meru County will have high- the importance of attaining an level quality medical facilities that acceptable education level. Moving to will be able to treat specialised 2040, every Mumeru needs to make a medical conditions currently being pledge to get an education. An educated treated outside the country. This citizenry will raise the levels of literacy will enable the sector to embark on in the community, thereby increasing the an aggressive marketing strategy to human development index. position Meru as a regional Hub for The goal of the Education and medical care. Technology Sector is “to increase access to education and training, improve 5.3 EDUCATION & quality and relevance of education, TECHNOLOGY reduce inequality and exploit knowledge and skills on science, technology and This strategic plan envisions that in innovation for global competitiveness”. 2040, 80 per cent of the Ameru will be This will be done through the following educated citizens. An educated Mumeru strategies: will be better placed to achieve their F Increasing enrolment rates at ECDE, full potential, contribute positively to primary and secondary levels; their county and country, and compete F Reducing the teacher-student ratio at all levels; F Establishing a national skills inventory in partnership with industry; F Reducing the instructor/student ratio; F Launching a positive communication campaign to encourage enrollment in Vocationa training centers and F Improving access to adult education classes. To fast-track, the achievement of the above interventions, a number of flagship programmes in the Education Sector will be rolled out for the period 2018-2040. 34 Education and Technology Sector flagship programmes Immediate to short-term A. Meru County Meals and Nutrition Programme: Meru County aims to increase enrolment at the basic level of education by offering a school feeding programme. This programme was introduced in 2018 and is scheduled to continue up to 2022.  Mobilise alumni to support education programmes (such as feeding programmes, infrastructure development and bursaries) in their old schools. Integrating children living with disability B. Universal Education: Tailor education to infuse strong values (integrity, honesty) and life skills Medium to long-term (sanitation, hygiene) on the A. Establishment of Model Vocational individual. Training Centres: To counter the a. Day care centres (crèche) declining number of artisans in the county and change the existing b. Universal ECDE negative perception of vocation c. Universal Primary Education training, the Vision plans to improve management of VTCs, develop a d. Universal Secondary Education County Education Master Plan that C. Inclusivity in education: Ensure will have an audit of what is lacking that the education system caters to in terms of infrastructure, technical special needs students equipment or human resource. It will also establish a link to the local D. ICT integration at all levels: this market such that the 60 per cent of will move the county forward in courses taught are directly linked to enhancing use of technology and local products. innovation B. Establishment of two training E. Craft centres in every Sub-County: institutes at County Level for Establish craft centres to teach instructors: The institutes would be crafts such as beading, pottery and set up to train high level isntructors weaving. 35 for growing vocational and technical Social Protection flagship institutes programmes C. Establishment of University linkages: This would aim to establish Immediate to short-term linkages with the universities to A. Enacting of laws against SGBV and make Meru County an educational retrogressive cultural practices: hub, improve industry by linking to This is an immediate flagship educational institutions, universities programme that aims at enforcing specialised in agro-food systems – laws that will help reduce reported industrial innovations, petroleum cases of Sexual, Gender Based gas expertise. Violence (SGBV) and outlaw D. Establishment of University practices such as FGM. College at every Sub-County: This B. Women Empowerment Programme- will raise literacy by supporting adult initiate 70 per cent into Business education at the Sub-County level Enterprise & Leadership: This immediate to medium-term strategy aims at empowering women to be 5.4 SOCIAL PROTECTION economically independent. Social Protection looks at improving the C. Functional PWD SACCO to provide well-being of affirmative groups in the loans to over 70 per cent of PWD community such as the elderly, persons members: Economically empower with disability (PWDS), marginalised persons with disability so as to persons, orphans and vulnerable include them in all spheres of children, street children and families and development. victims of gender based violence. D. Family and community Social The strategies in this sector include: Clubs: The social Protection sector F Increasing inclusivity in planning will champion the family social clubs and decision-making; to help mitigate social evils such as crime, alcoholism, and deal with the F Increasing engagement in business issue of drug abuse and reinforce among women and PWDs; the efforts of Nyumba Kumi. These F Reduction in cases of Gender clubs should also be an avenue to Violence; encourage sponsorship or adoption of children in extreme. F Reduction in FGM and early marriages; Medium to long-term F Reduction in number of street children; and, A. Home for the elderly in every Ward; F Partnerships with NGOs to source B. School for the handicapped in for PWD assistive devices. every Ward; and, 36 C. A rehabilitation centre per Sub- county, and educating individuals on the County. harms of FGM and corruption (change mindset). 5.5 CULTURE & HERITAGE The sector will focus on the following specific interventions: The Meru culture is also a strong tool F Increasing the number of heritage for integration into tourism revival sites and cultural centres and promotion in the county. Through celebration of culture, legislation and F Increasing the number of annual implementation of a County Cultural cultural festivals Policy, the Culture and Heritage Sector aims to bring immense cultural F Mapping out herbal practitioners benefits such as increased earnings and and medicine men elimination of threats of retrogressive F Promoting greater interaction cultural practices such as FGM. among men, women and the youth The goal of the Culture and Heritage F Building community mechanism to Sector is to promote positive cultural control drug abuse. values and practices through celebration of Kimeru culture, legislation and implementation of a County Cultural Culture & Heritage Sector Policy, mapping of Kimeru cultural flagship projects artifacts, values and practitioners in the Immediate to short-term A. Cultural festivals B. Establishment of a Kimeru Institute – This strategy hopes to increase the number of Kimeru speakers as well as the quality of Kimeru being used to communicate in the media and public spheres. It will include teaching Kimeru, encouraging Kimeru literature, music and poetry as well as setting a benchmark for Kimeru journalism. C. Encouraging Kimeru activities in schools: Introduce Kimeru books in local primary schools, competition of Kimeru songs, poems and dances and organising debates in Kimeru. Meru cultural dancers in action 37 Medium-term to long-term D. Recognising the role of prominent women in society (Mwariki) - Ariki: A. Setting up of Cultural Centres in The county will begin the process every Ward: These centres will of identifying Mwariki in the county encourage promotion of Kimeru and providing platform for them. songs in churches, functions and dowry ceremonies that encourage Meru culture. Cultural centres in 5.6 ENVIRONMENT AND the Wards could also be executed NATURAL RESOURCES through philanthropy, prominent and able persons in the community Meru County is an agriculture-based will be tasked to make a donation to economy, blessed with rich soils, their community, and these centres abundance of rivers and favorable climate. will be named after Heroes in the A clean green environment is particular Wards. Cultural centres instrumental for a healthy population and will be the centres for recording productive economy. However, due to of history, storing culture, to act as low level of awareness of environmental a place of recreation and sporting issues and lack of regulations and activities, to practise music and policies, the sector has experienced operate as educational centres. rampant pollution and mismanagement Cultural tourism will be based on of natural resources. age-set and gender events. The sector can benefit from new B. Documenting Meru Culture and available technologies in waste Material History: This strategy management. There is also an opportunity involves collecting pictures, artifacts to educate citizens on generation and and interviewing cultural icons in use of renewable energy from natural the society. sources such as biogas. C. Re-energising of the Njuri Ncheke The Goal of the Environment, Natural – In the traditional Meru community, Resources & Wildlife Sector is to have a the Njuri was seen as a traditional clean green environment through: system of governance for the Ameru. • Mapping of baseline survey of all Over time, its role has been taken natural resources in the county, over by government institutions. For • Educating the public on it to remain relevant, Njuri needs environmental initiatives, to recreate itself to sit in modern • Introducing a Waste Management governance systems and still fulfill System, its purpose in society. As the Kenyan • Rehabilitating the rivers, Constitution provides for alternative dispute resolution, the Njuri should • Increasing forest cover, take up its place in mediation at • Sensitising public on waste local & national level. separation, 38 • Establishing County Legal C. Climate Change Innovation and Framework on Environment, and Incubation hub: The long-term • Establishing an Environmental strategy is to employ the use of Monitoring Facility. technology in recycling organic waste in the spirit of circular Environment flagship projects economy A. Safeguarding encroachment and D. Enactment of an environmental reclaiming riparian areas: This is policy and enforcement of existing an immediate strategy to mitigate policies against drying of wetlands and E. Beautification of urban areas, rivers. highways ,rivers valleys and parks It also involves the potection of F. Agro-forestry: This aims to underground water systems to encourage commercial forests, and avoid seepage of toxic matter citizens to grow trees on hilltops as and lowering of the water table a cash crop /commercial forests B. Establishing 45 integrated tree G. Family environmental strategy nurseries: The medium-term strategy is to have an aggressive H. Environmental monitoring facility afforestation to be carried out I. Climate Change mitigation and through the Meru Youth Service and adaptation organised community groups a. one major tree nursery per Ward 5.7 YOUTH & SPORTS b. youth tree nurseries to offer Youth are the fastest growing employment to the youth demographic unit in the country and at the same time the most vulnerable. Youth play 39 Various stakeholders in the Youth F Increasing the number of youth Sector now recognise that Youth accessing affirmative action funds; Empowerment is crucial for a stable F Providing the youth with skills to society. The Youth & Sports Sector plans venture into self-employment and to encourage youth to join sporting increasing the number of youth disciplines to instil values of team work entrepreneurs by 20 per cent and reduce cases of idleness. annually; and, The goal of the Youth & Sports Sector F Establishing a Sports Council. is to promote youth empowerment and participation through the following strategies: Youth & Sports flagship projects F Constructing a stadium in every Sub-County; Immediate to short-term F Establishing a County talent A. Meru Youth Service (MYS): The academy; programme, initiated in 2018, is F Training on mindset change and projected to continue for the next 5 providing information that show years. The project targets to employ existing and available opportunities; 1,000 youths every cycle. Meru Youth Service 40 B. Rehabilitation of Sports Centres, baseball and archery so as to field construction of stadiums: The athletes to represent: number of stadiums in the county a. Baseball currently stands at 10, while the b. Archery number of active sports disciples is 10 with additional games such c. County Cycling & Motor Sports as archery planned for the period championships: for example, 2018-2022. The sector currently cycling and boda boda county holds 32 sporting tournaments per race year; this number is set to increase d. Mountain running to 55 by the year 2040. e. High altitude athletic training camp Medium-term to long-term f. Roller skating A. Establishing and strengthening g. Rugby new games in the county: The B. Talent centres: This will be linked to long-term strategy in the sector cultural centres. is to promote new games such as Archery 41 Rugby Skating SPORTS Cycling High altitude training 42 6 POLITICAL PILLAR: BUILDING A UNITED AND VALUES-BASED SOCIETY 6.1 INTRODUCTION The Constitution of Kenya 2010 provides for national values and The Political Pillar envisions a principles of governance to address united and values-based society longstanding challenges. It identifies with a 5 per cent annual growth accountability, participation, equity, rule in public participation, transparency, of law, and integrity, among others, as accountability, equity and adherence to principles and values to guide everyday rule of law. public life. This will be demonstrated through: The Meru Vision 2040 builds on F Good governance for all these national values and principles of institutions governance in building a ‘united and a values-based’ Meru county. The Vision F Fair distribution of public projects anchors on these values and principles among Sub-Counties and Wards to promote sustainable and inclusive F Equity and merit-based development in the county. The Vision recruitment and in service ensures no one person or region in provision the county is left behind in terms of development. F Peace and cohesion between communities both in and without Meru County Situation analysis Prior to the Kenya Constitution The Meru County Government has an 2010, imbalances in development executive arm, which provides leadership fuelled grievances of marginalisation in the management of the affairs of and poor service delivery. Bureaucratic the county. The County Assembly inefficiencies, limited public participation plays a legislative and oversight role. in decision-making, lack of accountability Meru County is also represented by a and transparency, marginalisation of Senator, Women Representative and certain segments of population, unequal nine Members of Parliament (MP) at the distribution of national resources, National Assembly. The elected MPs and patronage politics characterised represent the following contituencies: governance. South Imenti, Imenti Central, North Imenti, 43 ALTERNATIVE DISPUTE RESOLUTION 44 Buuri, Tigania East, Tigania West, Igembe 6.2 LEADERSHIP AND Central, Igembe South and Igembe North. GOVERNANCE The county has 11 gazetted Sub- In todays’ democracies, citizens elect Counties, namely Imenti South, Meru individuals to represent and lead them. Central, Imenti North, Buuri East, Buuri The elected talk on their behalf and make West, Tigania East, Tigania Central, Tigania most of the decisions that affect them in West, Igembe Central, Igembe South one way or the other. In this way, political and Igembe North; 28 Divisions, 133 leaders embody the beliefs, wishes and Locations and 351 Sub-Locations. There will of the populations they represent, are 45 Wards and 392 Villages, which are and must therefore act as citizens’ also used as administrative units. representatives. Ethnically, there are three sub- It is important to assess the kind of ethnic groups in the county, namely leadership values that we want as Ameru Imenti, Tigania and Igembe, each group and decide what culture of leadership we occupying a distinct region of the county. should be developing. Additionally, the major towns in Meru County are cosmopolitan with other Through the various programmes ethnic communities including the Somali, and projects targeting both leaders Borana, Turkana, Kikuyu, Indians and Luo and citizens, the Vison intends to build among others. on meritocracy in leadership that will allow “low” status group members and 45 communities to dream about improving clans. Linking with the Meru Social their social status, economic class, Economic baseline survey 2019, 45.2 and have a place in the hierarchy of per cent of conflicts are among family leadership, implanting the ideology that members, 11.9 per cent are conflicts everyone has a chance of succeeding if within the community, while 6.7 per cent they cultivate the required abilities are intra community related conflicts. Strategic political positioning of 6.3 ETHNICITY AND CONFLICTS Meru County The various groups in Meru County have Meru County is part of the Central Region co-existed harmoniously, but sub-tribal, Economic Bloc (CEREB), which brings ethnic, land, political and other conflict together 10 counties within the Mount related factors have affected relations Kenya region with a view to enhance between these groups. From the Meru social economic development for the Social Economic baseline survey 2019, well-being of residents of the region by 62 per cent of conflicts in Meru are family harnessing resources jointly and also related, 51 per cent land ownership, 23 enhancing the bargaining power with per cent politically motivated while 19 financiers and promotion of peace in the per cent are as a result of cattle rustling. region. Given the prominent position of Rivalry on sub-ethnic/tribal basis Meru County in the block, it should be shapes political competition thereby possible to exploit the opportunities making it difficult for leaders to develop offered by the counties in the block a collective solution to county problems. as well as those available nationally, This prevents implementation of regionally and internationally. coherent solutions to problems in the county. Furthermore, it makes it difficult Strategies objectives for leaders to work as one. i) Inclusive governance: Promotion These kind of conflicts are witnessed of inclusive governance will ensure mostly between the Tigania and that all groups and individuals Imenti, Tigania and Igembe, Imenti and participate in public affairs and Nyambene. This form of conflict has management of public resources fuelled grievances that continue to widen efficiently and effectively in order divisions among leaders especially to guarantee the realisation of during elections, as well as deepening consensus development, which divisions among the sub-ethnic groups. ultimately ensures a cohesive Rivalries prevent Meru county leaders county. from effectively influencing and seizing ii) Accountable leadership: opportunities that would benefit the Accountability requires a more county in terms of development. inclusive, courageous and The emerging conflicts also spill over transformational leadership where to individual members of the different the leaders are committed and 46 answerable to the values that and bringing services closer to the ensure unity of the people and people. creation of a prosperous county. (ii) Promotion of security initiatives: Political Pillar flagship projects The County Government will A Enactment of Vision 2040: The collaborate with the National County government of Meru will Government in managing security develop a policy guiding the issues in the county. The County implementation of Vision 2040. The Government of Meru will promote County assembly will enact a law peace building and reconciliation to insulate the Vision from political in order to improve conflict interference. The document will be management and ensure sustained a guiding blueprint for planning and peace within the county. development agenda the county iii) Improvement in the rule of law: The government. county will ensure compliance and B Civic Education and Citizen adherence to the law and promote Participation Programme: Under human dignity by advocating this Vision, the County Government respect for human rights. of Meru will set up a continuous civic (iv) Promotion of devolution and education programme with focus sharing of power and resources: on facilitating the Meru residents The principles and objects of to embed values and the spirit of devolution will ensure equitable the Constitution in the exercise distribution of resources, power of their sovereign power. The 47 programme will also enable citizens various non-state actors in the to participate in strengthening development of a programme public institutions and holding that will ensure continuous civic public officials to account. The education targeting the Meru programme will target both the county residents to be conducted community members through in various forums including various community institutions and religious forums, open forums, platforms, learning institutions and barazas among others. the non-state actors. c. Public Participation and Civic To achieve this, a number of activities Engagement System: To promote will be carried out including: continuous public engagement a. Enacting the Civic Education Meru County will put in place Act and Policy Framework: The an ICT system that will provide County Assembly of Meru will structured engagement among develop legislation to guide civic all groups and stakeholders education in Meru County. The seeking to identify, prioritise, Act will give a legal framework and recommend consensus as for the implementation of civic well as fact-based solutions to education in the county and a specific need, challenge, or guide the key implementers and problem. Through this system, drivers of Civic education. Meru the county will promote cost- county assembly. effective alliances with different stakeholders to form basis for b. Development of a curriculum structured citizen engagement and programmes to foster through sectoral groupings civic education: Meru County for proper policy formulation Government will collaborate with and citizen input towards the the National Government and development agenda. other non-state actors to develop a curriculum on civic education C. Honours and Awards Programme: that will be used in the roll out a. Nchamba/Nkatha awards: The of civic education programmes honours and awards is intended across the county in both public to recognise the outstanding men and private primary schools, and women who are contributing secondary schools and tertiary to development and growth of institutions within Meru. The roll Meru county and are able to do out will be done in collaboration this within their various scopes with Ministry of Education, civil of work, in localities both within society organisations, faith- and outside Meru County. The based organisations among honours and awards will be other stakeholders. Additionally, known as “Nchamba/Nkatha” the County Government of awards. Meru will collaborate with the 48 b. Meru cultural week: The Meru Cultural Week will seek to bring together, the different Meru cultures/ethnic groups); together in food/dance, innovation/ talent/, science/agriculture etc. This will be an annual event that will be carried out in 3-4 days to showcase the Meru cultural and heritage and advance harmony among the various ethnic groups. The event will be rotational across the eleven sub-counties. c. Mr and Miss. Meru: The Mr and Miss Meru County will be an Cultural dancers annual event that will take place during the cultural week. The The institutes will have two arms event is aimed at show casing which will include an academic and promoting fashion, beauty institution to offer formal and and talent amongst the youth certified courses and another from the various communities of arm to offer informal community- Meru. based programmes. The two d. Renovation and beautification arms will build capacities on of Nteere Mbogori Park: In community leadership, recognition of the Meru heroes governance, cohesion and peace and heroines, the Nteere Mbogori building, ethics among other Park will be renovated and courses and programmes. beautified with statues of heroes b. Leadership and Mentorship and heroines. programme: The institutes will D. Conflict Resolution Peace Building run a leadership mentorship and Security: programme, which will involve a. Establishment of institutes renowned leaders from the of leadership and ethics: The county and beyond who will County Government of Meru, be invited to a mentorship in collaboration with the Njuri programme regularly. The Ncheke, local, national and influential leaders will thereafter international civic society be paired with young leaders organisations, will establish for a period of one-year in a three institutes of leadership and mentorship programme. The ethics as centers of excellence in pool of these leaders will also be Meru, Maua and Mikinduri towns. drawn from the award winners 49 Nteere Mbogori Park of the Nchamba/Nkatha Awards Meru Vision 2040 aims to programme. promote ADR as a sounder c. Enhancing Alternative method of solving issues within Dispute Resolution (ADR) and the family, clan, community Traditional Dispute Resolution and even between Meru and (TDR): Alternative Dispute her neighbours. It is therefore Resolution (ADR) mechanisms important for the County refer to the set of mechanisms Government of Meru to join a society utilises to resolve hands in a mutual relationship disputes without resorting to with various stakeholders costly adversarial litigation (i.e. including Njuri Ncheke, religious through negotiation, conciliation, organisations, the Judiciary, mediation and arbitration). Most among other institutions, to of the African communities promote the active uptake of had their own unique dispute TDR and ADR mechanisms in resolution mechanisms. Similarly, conflict management in Meru each African community had a County, preferably through the council of elders that oversaw establishment of ADR Committees the affairs of the community, in all Wards. This therefore calls including ensuring that there was for an effective documented social order and justice in the policy and legal framework on community. In Meru, this is the ADR and TDR mechanisms in the Njuri Ncheke Council of Elders. county that will guide the various 50 processes borrowing heavily of life from Meru County and for the Njuri Ncheke dispute beyond. The purpose of this resolution framework. event is for leaders and citizens The Meru County Government and to hold open discussions on the the ADR/TDR implementation type of leadership that is desired stakeholders will partner with for the county and country, and the Judiciary to train mediator how to bring synergies into and the ADR Committees for leadership. During this event effective running of the ADR/TDR various renowned leaders from mechanism. The mediators will Kenya and beyond will be invited be drawn from religious groups, to lead and guide the discussions Njuri Ncheke elders, and other by giving keynote addresses. social groups within the Meru Each year the conference communities. organisers will coin a theme around which discussions will d. Annual leadership conference: revolve depending on the various Vision 2040 envisages to bring emerging issues within Meru and together Meru leaders and beyond. The conference will citizens in an annual leader’s provide a platform to nurture conference that will bring young visionary leaders who will together leaders from all walks propel Meru into the future. Performers in a cultural week 51 e. Formation of Sub-County expected to resolve most of the Development Associations: development related conflicts The associations will consist in the sub county, build the of local professionals, opinion capacities of emerging leaders in leaders, prominent investors the locality as well as foster peace and businessmen and women, and cohesiveness within the sub religious leaders among county and the neighbouring sub others from that specific Sub- counties. County. The associations will be Public participation 52 7 ENABLERS PILLAR: A WELL-PLANNED AND INDUSTRIALISED COUNTY One of the aims of Vision 2040 The strategies for achieving these is to increase the quality of goals include the following:and access to infrastructure F Investing in a good mix of energy services, legislative reforms and level sources; of satisfaction with security by 10 per cent annually in order to achieve a well- F Underground cabling of power planned and industrialised county. distribution infrastructure; This Pillar aims to enable development F Having private-sector-friendly in the county through focusing on 5 legislation and infrastructure that priority sectors, namely Infrastructure encourage both the generation and (Energy, Roads, ICT, Railway, and Airports), distribution of energy; Water, Land, Urbanisation and Services F Conducting civic education and (Public Service, Security, Legal Systems public participation especially and Disaster Management). across the scale of renewable power; F Developing an Energy Master Plan for the county; and, 7.1 INFRASTRUCTURE F Exploring damming for both water Infrastructure is a critical anchor of supply and energy. development. The strategic objective in this sector is to accelerate productivity Energy flagship projects and profitability of all sectors through access to sustainable and affordable A. Installation of lighting: Floodlights infrastructure in the county for purposes and street lights in all townships of realising the overall Vision 2040. and market centres by 2022. B. Green energy: Domestic solar lighting to replace the use of 7.1.1 Energy firewood and tin lamps for households by 2040. The main goal in this sub-sector is to improve access to clean and sustainable C. Development of power sources: energy in Meru County. Tapping hydropower from the 53 Hydro and solar power generation Advanced road network 54 various rivers in the county management plant in the county in through the development of mini- the short term. hydropower plants in the medium F. Development of wind and solar power term, with transmission lines for parks, and development and setting purposes of power distribution. up a county power grid by 2040 D. Widespread electricity distributin: Installation of transformers to ensure all households have access 7.1.2 Roads to electricity by 2030 in conjunction Roads are key enablers of economic with other agencies, i.e. Kenya Power growth and have productive interlinkages Rural Electrification and Renewable with other socio-economic activities Energy Corporation (REREC), etc. such as industrial, services, agricultural, E. Waste management: Development commercial, social institutions and of a recycling and solid waste households. Advanced road network 55 The goal in this sub-sector is the funding options including private sector development and management of roads and government partnerships, and in a sustainable manner so as to achieve pursuing technology-led and innovative accessibility for purposes of economic road design. development of the county. The strategies for achieving these 7.1.3 ICT goals include exploring funding options through private sector and government Digital development through the partnerships and pursuing technology- integration of ICT is a key driver of led and innovative road design. development in various sectors in the county as it ensures efficient and effective Roads flagship projects delivery of public services and creates an enabling environment for innovation and 1. Construction of a proper dual job creation. carriageway road from Nkubu, through Meru to Maua, with a branch ICT can be used as a tool to create from Ruiri to Isiolo Airport in order to: awareness, inform and educate the citizens on the relevant development F Tap into the much anticipated issues and activities of the County “Isiolo City” and Government, to profile Meru County as a F Enhance the export of regional and global hub for investments agricultural produce and other and tourism, to provide data and commodities from Meru County information to other sectors for better to the neighbouring counties, planning, and to enhance operations as well as the neighbouring of the County Government and reduce countries. operational costs by automating county internal services and processes. There is 2. Construction of tarmac backbone therefore need to focus resources into roads that achieve Inter-County ICT integration in the county. Road Connectivity, Inter-Sub-County Road Connectivity, Inter-Ward Road The strategic objective in this sub- Connectivity and Intra-Ward Road sector is the improvement of access and Connectivity affordability of ICT in Meru County (i.e. having full GSM network connectivity in 3. Development of well-planned mass areas that currently do not have mobile transport system in all major urban connection coverage) and ensuring that centres by 2040. all public institutions in the county are The key interventions for connected to fast and reliable internet achievement of these flagship projects by 2022. include identifying encroachments on road reserves, marking and expansion to ICT flagship projects enable the development of better urban 1. Building of a fibre-optic backbone centres with ease of mobility, exploring in every Ward by 2040, which will 56 Rail connectivity boost connectivity and access to 7.1.4 Railways Internet services. There is currently no railway line passing 2. Setting up Digital Villages, providing through Meru County. The existing railway free Wi-Fi in all Sub-County line nearing Meru County is the Nanyuki headquarters and key administrative line. The goals in this sub-sector are to and social institutions within connect Meru County to the old railway the County (e.g. hospitals, police (Nairobi-Nanyuki) and to the LAPSSET stations, market centres, cultural trunk and to create a major railway centres etc). terminus within Meru County by 2040. The key interventions include The strategy crucial to the attainment county services automation and of these goals is the lobbying of the integration, promoting awareness of the National Government for an extension ICT integrated services in the county, of the railway under the LAPSSET plan to development of a 4-year ICT strategy Meru County. for service delivery, development of a funding model for ICT strategy, Railway flagship projects development of a growth and monitoring 1. Development of a railway line for policy, and the development of an ICT passenger and cargo from Sagana, governance model in the county. 57 Airstrip 58 Embu, Tharaka Nithi and Meru to The key interventions in this sub Isiolo. sector will be to improve road networks 2. Development of a County Metro and to Isiolo airport and existing airstrips and an electric tram system to link Meru to secure the existing airport and airstrips to Isiolo Metropolis. in order to prevent their encroachment. 3. Extension of the Nanyuki railway line to Meru County. 7.2 WATER Water is a basic right of all citizens. 7.1.5 Airports/airstrips Meru County is endowed with several water resources (both surface and The only existing airport touching Meru underground) comprising rivers/streams, County is the Isiolo International Airport, springs, wetlands, lakes, ponds, dams, which straddles between Isiolo and Meru wells and boreholes among others. These Counties. There are several existing form the major sources of water for airstrips in Meru County. These include domestic use and irrigation in the county. Mulika airstrip, a civilian airstrip located If sustainably managed, the resources inside Meru National Park, Gaitu Airstrip can greatly benefit the county and the in Imenti Central Mitunguu, Nguthiru é country at large. Laing’o, Lewa Downs, and Kisima Farm The strategic objective of this sector Airstrip among other private airstrips is improvement of access to clean and within the horticultural farms in Buuri potable water, especially in the arid Sub-County. and semi-arid areas in the county; as The main goal in this sub-sector, citizens currently walk long distances to KWS and environmental management access potable water due to diminishing agencies allowing, is to the revamp the water levels and deteriorating quality existing airstrips in the county. of water resulting from encroachment of water catchment areas, intensive/ Airport/airstrip flagship projects unethical agricultural practices and human activities along the various water 1. Upgrading of 2 airstrips in Nyambene resources, as well as climate change. area in the short term (i.e. Nguthiru e Laing’o) Water flagship projects 2. Upgrading 2 airstrips in Imenti in 1. Development of a Water Sector the short term (i.e. Gaitu, Kieni kia Master Plan in the short term Ndege and Mitunguu) 2. Development of 1 dam in every 3. Harnessing air transport to revamp Ward the tourism industry in Meru County through the establishment of a five- 3. Development of a sewer system in star hotel in Meru National Park all Sub-County headquarters and 2 to support local and international other urban centres in every Sub- tourism. County. 59 4. Mapping and protection of all water boreholes; rehabilitating and protecting towers in the county by 2030 water catchment areas/water towers 5. Development of a sewer and storm and development of a water resource water drainage system in all urban database for effective and efficient centres by 2040 management of water resources in the county; and, initiating conservation 6. Water distribution to all urban and protection initiatives by involving settlements in the Wards various stakeholders for each and every 7. Development of the Water Sector water source. Master Plan by 2022 8. Establishment of a Water Sector 7.3 LAND Coordinating Committee – A multi- Land is a critical component of production agency committee co-chaired in any society, forming a base for most (if by the Governor and the County not all) of the other sectors to operate Commissioner. on. Land in Meru County is utilised for The sector interventions necessary agricultural, residential, educational, for achieving the above goals and public purposes, public utilities, flagship projects include: facilitating transportation, industrial, recreation, improved efficiency in water harvesting conservation and commercial purposes. methods; expediting the sinking, casing, The goals in this sector is the equipping and commissioning of achievement of better and efficient Water dam 60 Land development plan utilisation of land in Meru County through 2. Identification and acquisition land registration and title deed issuance of land for key industrial and and land banking; and acquisition of land commercial parks for public institutions, as well as securing 3. Repatriation of illegally acquired land for industry and commerce in every public land. Sub-County, with at least 3 centres for industrial parks and for purposes of potential investors in every Sub-County. 7.4 SERVICES The strategies that will aid in This sector is composed of four achieving this include: the development sub-sectors, namely Public Service of an Urban and Regional Land-Use Management, Security (Administration Master Plan; civic education on land use/ and Enforcement), Legal Systems and land policy through the promotion of Disaster Management. urbanisation in order to save agricultural land and stop the issue of sub-division; The strategic objective of the sector and repossession of illegally acquired is the improvement of the efficiency and public land. effectiveness of public service delivery; improved access to efficient legal systems Lands flagship projects and effective disaster management. 1. Development of a Land-Use Master Plan that underpins urban 7.4.1 Public Service Management planning and urban infrastructure The goal of this sub-sector is the provision development for growth and of quality public services steered by world- development of the county in the class human capital. This includes: increase short term in adequate and highly skilled workforce; 61 provision of quality and accessible 2. Capacity building of development county public services; achievement of committees – Town and Market 65 per cent employee empowerment; Committees. 85 per cent job satisfaction 100 per cent employees’ empowerment (i.e. employees say they are empowered to do their jobs); 7.4.2 Security and, 100 per cent compliance with the Economic development that results in affirmative action requirement under the high living standards is underwritten by Constitution. a calm and tranquil environment. There The strategies relevant to the is a need for the provision of adequate attainment of these goals include: security and enhancement of public establishment of at least one “Utungati” order through efficient and effective centre for each Sub-County; and administration and enforcement. In establishment of a Meru School of the past, the county has experienced Government to train the staff and offer issues such as cross border conflicts. other services to people in and out of the Meru County faces some of the highest county; incidents of crime in the country. Administration exists to facilitate Public Service Management coordination of County Government flagship projects functions from the county level all the way 1. Establishment of ‘Utungati’ Centres to the village level. The administrators in every Ward in this sector are the representatives of Security sulveillance room 62 the office of the Governor in the lower individuals and communities to claim levels of the government. They are the and demand their human rights as laid secretaries to the Sub-County and Ward down in international, regional and Development Committees. national instruments. However, it is not enough to have laws, these laws Enforcement exists to ensure must be implemented and there must upholding of the rule of law and be mechanisms for rights holders and defence of public interests, as well as claimants to seek justice and redress to ensure order and a secure business where these rights are not protected and environment. It is also charged with promoted or have been violated. protection of the county conservancies as well as tourist attraction sites. The The main goal in this sub-sector the enforcement mandate includes but is not achievement of functioning systems and limited to ensuring compliance with the mechanisms through which aggrieved county laws as well as any other laws and parties can settle disputes and grievances policies under its jurisdiction. and seek redress. The goals in this sector include: These goals shall be attainable capacity building of the Ward through: increase in number of county Development Committees and the cases/matters concluded and/or settled; Market Committees, especially on expansion and improvement of the environmental issues; and enhancement facilities of existing prisons to cater of border security between Meru and for the increase in population in the Tharaka Nithi. prisons in the short term and increase the number of prisons in tandem with The strategies relevant to the population growth in the long term; attainment of these goals include: and, enhancement of enactment and establishment of at least three gazettement of county laws. enforcement stations to all major towns; development and operationalisation of a closed end to end communication system Legal Systems flagship project for the enforcement and ranger service; Establishment of county courts by 2040 and, development and operationalisation of CCTV surveillance security systems for Meru, Maua and Nkubu, Laare, Timau 7.4.4 Disaster Management towns, etc. Despite the exposure to recurrent natural and human-induced hazards in Kenya, Security flagship projects her disaster management strategy has Modern Integrated Security System. largely remained reactive. This also rings true in Meru County. Disasters are more likely to occur when there are no 7.4.3 Legal Systems preparedness and response strategies in The existence of laws and justice place and resilience among communities systems provides a starting point for is low. There is therefore need to 63 promote disaster reduction through led to informal settlements in a number the use of technology, risk informed of towns. planning and development, creation of a disaster management awareness 8.5.1 Housing culture and capacity building for disaster preparedness and response at all levels. The goal in this sector is improved access The goal in this sector is the to decent and affordable housing using enhancement of preparedness and locally sourced sustainable building response to disasters in the county materials in the informal settlements in through: conducting research and all major towns and urban centres. maintenance of inventories of disaster management resources for development 7.5.2 Urban planning of early warning systems; conducting risk assessments; and, enhancement There cannot be sustainable of preparedness capacity for disaster development without well planned urban anticipation, response, recovery and centres. Spatial planning is an important reconstruction. tool to address the challenges in urban infrastructure. Disaster Management flagship In view of the inevitable urban growth projects that will be experienced in the county in 1. Establishment of a Disaster the near future, there is need for Meru Management Plan for every Sub- County to tap into ICT advancement County through the transformation of the existing Meru Municipality into a Smart 2. Establishment of a County Disaster City that uses ICT to increase operational Command Centre. efficiency, to share information with the public and to improve both the quality of 7.5 URBANISATION government services and citizen welfare. The goals in this sector include: Urbanisation has the potential to having policy and legal frameworks that improve economic opportunities and support urban development; planned, living conditions for the county if directed and controlled urban areas; properly managed. The pillar focuses integration of ICT in the urban ecosystem; on the urbanisation sector with a and adoption of PLWD-friendly house view to achieving sustainable urban designs. development through proper urban planning. These will be achieved through strengthening the existing master plan Rapid population increase and rural- for Meru Smart City and other towns/ urban migration have resulted in urban urban centres, and developing master growth in Meru County. Uncontrolled plans for the other towns and urban development and other social evils have centres in the county. 64 Urban housing Urbanisation flagship Projects 7. Development of a new well-planned 1. Development of a County Spatial centralised model city – a Smart City Plan – with the proposed location being the area from Tigania West, through 2. Construction of at least 10,000 low Ruiri-Rwarera to Ntumburi (within cost housing units in the County by close proximity of Isiolo Resort 2040 City) with a distinct/unique feature 3. Designation of public cemeteries of attraction such as education, for purposes of proper land use culture, research, energy etc. management. 8. Public Land banking for all the 4. Plan and designate land for public urban areas amenities (e.g. schools, markets, 9. Development of at least three sports arenas etc). (3) Urban Areas in each Sub- 5. Development of long-term physical County (including the Sub-County Master plan in all Sub-County Headquarters and two (2) others), headquarters and at least 2 major with the necessary urban planning. towns 6. Establishment of a factory for the production of alternative building materials to be used in housing 65 Smart city 66 8 IMPLEMENTATION: DELIVERING THE VISION In order to achieve the successful implementation within the initial 5 years, realisation of Meru Vision 2040, there is following the launch of the Vision; the need for clarity as to the responsibilities ‘Medium-term’ implementation period of various stakeholders involved in that shall run for the period beyond 5 implementation of the flagship projects. years and up to 10 years, while the ‘Long- The three main indicators for success in term’ implementation period shall cover implementation are meeting of timelines, the period beyond 10 years, leading up efficient allocation of resources and to the year 2040 when it is expected that meeting community expectations. This the Ameru will be a ‘Prosperous, United therefore calls for synchronised efforts and Happy Society’. from various agencies in the public and During the life cycle of the Vision, private sector to ensure that all who are strategies and action plans will be involved in the Vision’s implementation systematically reviewed and adjusted work towards the common goals. every 5 years in order for them to be The implementation will also be a aligned to the CIDP and in order to crucial function of the Meru Economic effectively respond to the changing and Social Council (MESC) which is the regional and local environment. think tank behind the programmes under Delivering this ambitious process of Meru Vision 2040. county transformation will require a fundamental shift from the notion of “Business As Usual” to “Business 8.1 IMPLEMENTATION Unusual” and the adoption of a new TIMELINES management philosophy within the implementing departments. The Meru vison 2040 is a long-term blueprint that brings focus on planning beyond the usual County Annual 8.2 DRIVERS OF THE Development Plans and the 5-year County IMPLEMENTATION Integrated Development Plan (CIDP). To ensure the timely implementation The implementation of the Vision is of the flagship projects, the Governor categorised into three implementation of Meru shall appoint a Vision 2040 periods, namely the ‘Short-term’ Delivery Secretariat (VDS) and a Vision implementation period that will cover 2040 Delivery Board (VDB). 67 8.2.1 Vision 2040 Delivery private sector to assist and collaborate in Secretariat the implementation of the Vision. The VDS shall be a lean technical team that will comprise of professionals 8.2.2 Vision 2040 Delivery appointed by the Governor from various Board key sectors, whose expertise in their The Vision 2040 Delivery Board shall respective sectors will be crucial in be appointed by the Governor and the implementation of the Vision. The shall consist of the Chief Officer of Secretariat shall report to and be under the relevant/key county departments, the overall guidance of the Vision 2040 chaired by the County Secretary, being Delivery Board. the Head of Public Service, all County The Vision 2040 Delivery Secretariat Executive Committee Members (CECM), shall have the responsibility of gathering as well as at least 5 external members information, assessing it, preparing co-opted and appointed by the Governor reports and conducting sequencing from various key sectors in the Meru and prioritisation of the projects to economy, who will be invaluable to the be implemented. The Secretariat shall implementation process. prepare and submit to the Vision 2040 It shall play a policy making and Delivery Board Quarterly Reports on the advisory role to the County Executive progress of implementation. It shall also Committee, in addition to approving or present and consult on any emerging advising on the recommendations of issues for which a decision by the Board the Vision 2040 Delivery Secretariats. may be required. The VDS will also The Board shall also conduct sector be required to prepare and submit an monitoring and make recommendations Annual Report to the MESC at the end of to the relevant line County Executive every year. Committee Member in charge of the The VDS will also provide strategic respective department. leadership and direction to the During the initial phase of the implementing departments in the implementation of the Vision, the realisation of Vision 2040. This includes MESC shall hold quarterly meetings, working closely with the key line together with the VDS and the Vision departments to develop the relevant Delivery Board, to assess the progress of development plans for the county as implementation of the Vision. per the proposed projects and project timelines. Additionally, the VDS will have strong linkages with existing institutions and organisations both in the public and 68 All enquiries relating to Vision 2040 can be directed through: Meru County Government Office of the Governor Email: mesc2040@gmail.com 69 This Popular Verion is a summary of Meru County’s long-term Strategy known as MERU VISION 2040. It briefly states the main goals of the Economic, Social, Political and Enablers Pillars that underpin Meru Vision 2040. It also summarises the major flagship projects to be implemented in the short term, medium term and long term of the vision; that is, from 2019-2040. All enquiries relating to Vision 2040 can be directed through: Meru County Government Office of the Governor Email: mesc2040@gmail.com County Government of Meru