Wajir leaders need focus strategy

An ariel view of Wajir town. (kulanpost) 

By: Prof Osman Warfa 

The dimension of governance in Wajir County is based on subcounty level variables measuring perceptions of governance. Reer Wajir excel in negative perceptions of clan governance as they face challenges of grasping devolution. Governance quality in Wajir County has changed significantly showing evidence suggesting poor socioeconomic performance. And there is strong observed correlation between economic development and governance and discontent to governance predictable in prevailing situation.

Our leaders preside over county that excel in poverty and income inequality as the most imperative determinants of the county economy. They take advantage of the illiterate masses, misinformed and poorly educated tenderprenuers. Empirical evidence suggests a robust and negative correlation between the presence of a sizable natural resource sector and the level of democracy in governance. The resource abundance is not only an important determinant of democratic governance, but also partially determines the success of democratic consolidation. There is increased insecurity, ever-cascading grand corruption, high unemployment, increasing clan polarization, discrimination, grinding poverty levels and inter and intra-institutional inertia, lethargy and perpetual conflicts affecting the executive, county assembly and communities. What is Wajir county strategic vision for governance and economic growth?

Strategic vision is not just words and no action or wordsmithing excise aimed at catchy slogan. To achieve economic prosperity, county leaders have to look into the future and address pathway to economic growth and not provide unclear empty rhetoric.

Leaders need to focus on what they expect county to achieve in five or ten years down the road and not gimmick or charm words. The strategic vision must be specific in providing panoramic view of how to achieve economic growth.

The strategic vision must spell out the direction the county is headed and the destination must be clear.

A focus leader ought to run the county as a corporation and act as the president or CEO of corporation.A clear and entrepreneurially astute strategic vision is required for economic growth.

A competent leader cannot function effectively as strategy maker without a future concept of economic growth. Rather, it is an exercise in thinking strategically about the future.

It is a skill to come up with a coherent and powerful picture of where an economy ought to be in five or 10 years.

When leader’s vision conveys “can do” attitude, then the vision is truly capable of guiding managerial decision making, shaping the strategy, and impacting economy growth and have real managerial value at both micro- and macroeconomic level.

According to the World Bank, the best way forward for Kenyan counties is to develop comprehensive strategies to fight macroeconomic volatility on several fronts, including improving a county ability to absorb external shocks.

Obviously, macroeconomic volatility will reduce growth in economic output, and affects future consumption. This effect is clear in poor counties that are financially and institutionally weak.

Macroeconomic volatility is clearly linked to a lack of economic improvement.

Thus the need to reassess the county development strategy, as it was enunciated at the time of attaining devolution.

In the first place, this is occasioned by the shortfall in external resources and deterioration in the terms of economic activities and intercounty payments not to mentioned mismanagement of natural resources – resource abundant counties such as Turkana appears resources cursed.

Secondly, it is also occasioned by the need to place a great emphasis on the elimination of mass poverty, food shortages, unemployment, and insecurity in the county from East to West and North to South.

Since the enunciation of their development plans at the down of devolution there is increased concern for more concrete formulation of the twin objectives of growth and equality only on paper in their development plans.

In fact, their poor economic performance such as food shortage, inflation and insecurity has its most serious effects on the poorest section of the population among North counties.

It follows from the forgoing analysis that the development strategy for the decades ahead should have both short- and long-term phases.

In the short run, the strategy must meet the challenges posed by food shortage, shortage of critical input like clean water source and diversify fuel source, hunger, security constraint and illumination of disease like Malaria.

They must aim at moderating the impact of the worse effects of their poor performance on the poorest sections of the population. In the long run, the strategy must not only take into account the long run effects of the poor economic performance, but how to avoid its impact. The short and long term strategies must be woven together in a consistent framework.

Leaders need to think, plan, and make-decision strategically.

Wajir economic development goal ought to promote greater progress towards sustainable and propoor directed by improving the design and implementation of development strategies. The specific development objectives should be anchored on

(i)       identifying the factors determining a county choices of development pathways;

(ii)     develop typologies that capture the defining characteristics for economic growth;

(iii)    identifying the conditions for successful policy changes in strategic sector of the county economy that have experienced successful economic growth and can decrease poverty;

(iv)    identifying the types of development strategies that make sense with different conditions by examining the role of agriculture/livestock and the linkages between agriculture/livestock, the rural and urban informal sector, and pastoral economy at the county level;

(v)    develop analytical tools that are useful for the county undertaking strategic planning in the agricultural sector and animal husbandry;

(vi)   assessing the characteristics of successful economically relevant strategies;

(vii)   developing strategic planning for agricultural sector, including comprehensive conceptual frameworks, analytical tools, decision and knowledge management systems; and

(viii)   supporting efforts to incorporate technology on development options and strategies into their strategic planning and implementation processes to minimize food shortage and insecurity.

We need to have focused strategic plan to overcome hopelessness, poverty, hunger, unemployment, diseases, and insecurity by eradicating confused and inconsistent pronouncement by poor leaders without strategy. That is of course fodder for insecurity, dreamland for crime, drugs, socioeconomic instability, radicalization or criminalization of the impoverished and desperate youth, and fertile ground for breeding terrorism.