Arachi’s flowing heart of nationhood
As an elder, Mr. Arachi says that the country is staring at a big problem if we do not fight social ills at a personal and national
level. “Often we say that the law enforcers
are corrupt. We want to continue blaming
the Police as we tend to forget that they
are recruited from a sample of the society.
We must take a decisive action to eliminate
corruption as condoning a culture of
impunity will bring our country down,” he
On tribalism Mr. Arachi says that, surprising when a Kenyan wins a medal during an international competition, people celebrate together as one nation. But as soon as we stop celebrating we drop our arms, and
retreat to our ethnic cocoons.
We should be able to account for any action and where we go wrong we will be ready to discuss. This year, the Inspector General has finalised the Corruption Prevention Plan for the NPS and Human Rights Observance document that have now been availed to us.
Elevating Reforms in Kenyan Prisons
The Kenya Prisons Service (KPS) is a department within the Ministry of Interior and Coordination of National Government. As a uniformed and disciplined entity, KPS is established under the Prisons Act (Cap 90) and Borstal Institutions Act (Cap 92) Laws of Kenya.
Crime si poa. Crime does not pay; let us avoid any activities that may lead us into conflict with the law and hinder us from enjoying the services being provided to us by the various facilitators. We appreciate individuals and organizations for partnering with us and we urge more to continue partnering with us. The Kenya Prisons Service is doing a good job in an area that had previously been secluded. We are open and it is time for everyone to come on board.
PROMOTING TRADE DEVELOPMENT & ENTREPRENEURSHIP
The jurisdiction of branches is based on the newly formed administrative counties and provides suitable infrastructure for the country’s economic growth. The Chamber works in close collaboration with the government, stakeholders and business development organizations nationally, regionally and internationally. It is an affiliate member of the International Chamber of Commerce and Industry (ICCI), based in Paris, France, and a founder member of Pan African Chambers of Commerce and Industry (PACCI), East African Chamber of Commerce, Industry and Agriculture (EACCIA), the East African Business Council (EABC) and the Group of 77 Chambers of Commerce and Industry (G77 CCI), among others.
ERC Ensuring Energy Sustainability
In the normal market, the price movement should be by supply and demand. In some countries where there are no regulations, the prices fluctuate as much as three times a day, in Kenya regulation stabilizes the fluctuating Prices. This is because every 14th day of the month we put a Cap with the maximum prices that should be charged on petroleum commodities. We expect that the limits should not be exceeded; there are consequences if anybody is to exceed these limits. Competition by the oil companies should be within the Cap Limits that we have set. The stability of oil prices is related to how the international market prices behave.
What licenses does the Commission issue and what procedure is followed?
We regulate the power and petroleum sectors and thus issue licenses to people who wish to enter the market. In the petroleum sector we therefore license those who want to put up retail centres. We start by approving the designs to be used to construct the facility in order to ensure it is not a threat to the safety and security of citizens. After this we issue a supply license which can be revoked if abused. In the power sector we do the same. Here we look at the whole supply chain from transmission to distribution. We therefore work closely with power generators; with the biggest generator being KENGEN. We also have independent power producers in the market and we equally license them. For power transmission purposes we have licensed KETRACO and Kenya Power and Lighting Company (KPLC), whereas in distribution KPLC is the key player. Recently there was an application by a small solar company for the supply of power and we have issued them with a license. ERC therefore controls the market to ensure that consumers get value for money.
Cesare Mbaria Ensuring Accuracy at Survey of Kenya
What are some of the Milestones that SoK has achieved so far?
The issue of national titling program; since independence the government has issued 5 to 6 million titles while after three years we have been able to issue three million titles. A title is not worth the paper it is written on if you do not know where the exact piece of land is located and it is the Survey of Kenya that determines where the land is in form of coming up with registration forms. Survey of Kenya officers are all over the country collecting data in the field to bring to the titling Center for processing. We are now able to address and finalize the adjudication programs which we started way back in the 50’s. We also want the urban trading centers in the country side to have titles and we have come with objective ways of addressing this. Other achievements that we have attained include being able to survey and map our International boundaries particularly with Tanzania, Uganda and Ethiopia. We look forward to a continuation of doing the same with our neighbours; Somalia and the South Sudan. We have also modernized our processes; earlier we had different types of forces but today our operations are on an open plan basis. In Ruaraka where we have most of our production activities going on, we have a state of the art Kenya Geospatial Data Centre, which is now complete and we are equipping it to be able to come up with a state of the art modern process of mapping and producing data. As a department, we also have the Kenya Geodetic Referencing System, which is a new system that will help us geo-reference our property boundaries unlike before whereby the property boundaries were not well defined, this will enhance accuracy.
PROF. MARGARET KOBIA STEERING PSC THE ENGINE OF KENYA’S ECONOMIC DEVELOPMENT
The Public Service Commission is one of the key Commissions in Kenya, with the mandate of ensuring a competent workforce in the delivery of Public Service to the Mwananchi.
Prof. Kobia is the Chairperson Public Service Commission (PSC). As a lady heading a key Commission Prof. Kobia is an inspiration to young women aspiring leadership positions. She is true evidence that Leadership is an all gender position. Focused and result oriented are some of the words that best describe the lady ready to take on challenges as they came. For her challenges are an opportunity to perform even better and use the skills at hand to overcome them. Prof. Margaret Kobia delves into the role of Kenya’s Public Service Commission, the milestones that the Commission has accomplished since expansion of its role in the 2010 Constitution as well as some of the future plans of the Commission
PSC Address | P.O. Box 30095, 00100, Nairobi, Kenya | Harambee Avenue | Nairobi, Kenya Telephone: +254 (020) 2223901-5, 2227471-5 | Fax: +254 (020) 2214791 | Mobile: +254-724-253807 | +254-724-253807 | +254-735-800282 | +254-735-800282 Email: firstname.lastname@example.org
KAGRC Making the difference in livestock production
KAGRC Making the difference in livestock productionThe Kenya Animal Genetic Resources Centre (KAGRC) which is located in lower Kabete is an institution that was formed in 1946 as the Central Artificial Insemination Station (CAIS).
Technology has become a key aspect in our lives. Recently, Cattle chips have been identified as a way of ensuring safety in cattle among other things. What is your take on this?
The Electronic chip has three purposes. The Electronic Chip is a Radial Frequency Identification Device and thus acts as a disease control tool. Once inserted in the animal, it can be traced through a reader back to the source and thus traceability for disease purposes is achieved. In dairy, traceability for production purposes is identified so that it is easy to identify the best producing animal.
KIPPRA’s vital role in the country and region’s development
What is the core mandate and obligation of
The core function of the Institute is to conduct research, which informs policy and in turn contributes to the achievement of our national development goals. Our mandate involves conducting evidence-based research and capacity building by training young professionals (middle-cadre Kenyans with a Masters degree) drawn from both the public and private sector who spend one year at the Institute on hands-on training in matters of public policy. KIPPRA is also mandated to be a national hub for policy dialogue on different development challenges that our country faces. We have seven research divisions that conduct research on various sectors of the economy. They are: macroeconomics, productive, social, infrastructure and economic services, private sector development, governance, trade and foreign policy divisions. The macroeconomics division
deals with broad issues such as exchange rates, inflation, and monetary and fiscal policy for the country. We, therefore, work closely with the Government on issues relating to budgeting and other macro issues. The second division deals with the
productive sectors of the economy. These are: agriculture, livestock, fisheries, tourism, trade and natural resources such as mining. Another core function of the Institute is to conduct research on the social sectors of the economy such as education and health. In the education sector, we look at the quality of education, access to education and issues to do with enrollment and transition rates from primary, secondary to tertiary levels. The health sector is critical in human capital development and in this area we look at issues of disease burden in the country, mortality rates, access to healthcare, cost of healthcare facilities and affordability of medicines, especially to the poor We also conduct analysis on unemployment, poverty and the labour market - issues to do with job search behaviours. Another area we conduct research on is the private sector in Kenya. We look at such concerns as competition, the business environment, ease of doing business, access to credit and financial markets, which are critical for the private sector to thrive. We also conduct research on the infrastructure and economic services sector, which touch on the transport sector, including traffic jams and its implications; infrastructure, which entails issues such as sanitation and solid waste management, and the construction industry and its impact on people and the environment. We also conduct research on the housing sector. For example, we know that although decent housing is a basic human right, many people do not afford it. The UN, for instance, indicates that people should not spend more than 28 per cent of their income on housing yet in Kenya housing is very expensive and mortgages are way beyond the reach of the poor. This, therefore, pushes people to the slums and that is one of the reasons why the President, in conjunction with the Ministry of Devolution and Planning and the National Youth Service, has put in efforts to do slum clean-up and upgrade. The slum clean-up has been done in Nairobi in areas such as Kibera, Mlololongo and Kiandutu among others to make the slum areas livable
KIPPRA also conducts research on trade and foreign policy. This country puts a lot of emphasis on economic diplomacy and so we conduct research and recommend ways that diplomats can channel business to the country. Kenya is very key in peace diplomacy on the African continent and even beyond. For instance, Kenya has contributed significantly to the peace process in South Sudan. Kenya is a member of the InterGovernmental Authority on Development (IGAD) and therefore works closely with other IGAD member states to resolve conflicts and promote peace development in the continent. The last area of research that we are involved in is governance. We look at governance challenges on issues to do with land, management of value chains and elimination of bribes so that there is value for money in what we do. Besides this, KIPPRA has various research publications that can easily be downloaded from our website. One of the key research publications is the ‘Kenya Economic Report’, which we have been producing since 2009. These reports continue to receive huge downloads and we are currently putting together the sixth issue. The KIPPRA Policy Monitor is another publication that we use to communicate with the public on various topical and relevant issues in order to initiate policy dialogues and debates in the public and private sector, among our development partners, in communities and the civil society.
Postal Corporation of Kenya Using ICT to Enhance Efficiency in Service Delivery
The emergence of ICT has boosted our services; Posta Payment Services include remittance, transfers, forex bureaus and agency banking. Posta conducts moneytransfers and Financial Intermediary Services which means we are agents of financial institutions. We also do our own financial services which include money transfer; the money order is still there but we have new
money transfer business. We have established Posta Pay and we are agents of other money
transfer providers such as Safaricom’s Mpesa, Airtel, and Orange money among others.
We are also agents for banks who service we provide on an e -platform. Currently we have working relations with five banks. We recently launched Posta Pesa which is
where all money meets. This is the modern Post Office. Our distribution services include courier, commonly known as EMS, Posta Parcel and we also handle cargo i.e. clearing
and forwarding of the same.
Which are the products that you would say have
the most potential in PCK?
Courier and Parcels. Kenya is still developing her e- commerce, which is slowly growing, a factor that can be attributed to the lack of appropriate infrastructure i.e. the National Addressing System. The government is working on it and in a few years we shall have a very thriving e-commerce industry in the country; this is the future. E- Commerce has three dimensions; purchasing goods online/ electronic purchase, paying online and delivering physically. The Postal Corporation of Kenya on the epayments platform; Posta Pesa or the Switch has integrated five banks which carry about 60% of the financial transactions in this country. These are Kenya Commercial Bank, Cooperative Bank, National Bank, Barclays Bank and Credit Bank. The e-platform will also revolutionize Huduma Services in Kenya; Huduma is about service delivery to Kenyans.
The Huduma card which eventually every Kenyan will have, must integrate Posta Switch.
The Communications Authority of Kenya (CA) is PCK’s Regulator. How would you describe your
relationship with the Authority?
The Communications Authority of Kenya (CA) is the industry’s regulator. Postal Corporation of Kenya is the dominant player in the Postal Sector, i.e. Postal and Courier combined. We therefore have to be careful in how we run our activities. Whenever we have issues we share with the regulator and they are addressed appropriately. For instance the government initially planned to introduce the National Addressing System by having competitors charge five times what Posta charges for the
350 grams letter. This would mean that Posta as the designated operator would have an upper hand. This did not work because it emphasized more on the price rather than quality. The emphasis should however be on what is stopping the designated provider from providing quality service. However there is a new law that requires the establishment of a Universal Service Fund. This is under the Communications Authority of Kenya which has a Universal Service Advisory Committee which determines who they can give the responsibility to provide Universal service.
What is the future Strategic Plan of the
As part of its transformation agenda, Posta has developed a comprehensive Corporate Strategic Plan (CSP) for the period 2013 to 2016. The CSP is aligned with the Vision 2030 Medium Term Plan I and II and the Doha Postal Strategy. It defines Posta’s priorities, initiatives and projects as Posta seeks to achieve efficiency and competitiveness in delivering superior communication, distribution and financial solutions to customers and stakeholders. The goals underpinning Posta’s over-arching strategic direction include:
•Growing revenue by 27.32% annually
•Implement profit centre business model
•Enhance customer service and build strong corporate image
•Mainstream and leverage use of ICT
•Optimize Human Resource and entrenchCorporate Culture
•Institutionalize Enterprise Risk Management
However, Posta has undertaken a review of the 2013-16 in line with the Vision 2030 MTP II and in light of unexpected dynamics in the business environment calling for a review of some of the targets e.g. revenue. The revision
of the CSP enables Posta to better map out its current operating environment and frame key strategic issues that must be addressed. The revised Strategic Plan is an outcome of several processes including wide consultations within the corporation as well as within external stakeholders.
Hon. Dr. Julius Kones Ensuring Water Sustainability at NWCPC
What projects are underway towards the fulfillment of the Corporation’s mandate?
We have quite a number of projects underthe Vision 2030. Our mandate being to store water, we are charged with the
construction of large dams in the country. We are working on several large dams in the country which include Badasa Dam in
Marsabit which had stalled; Uma Dam in Kitui which is 60% complete. It however experienced some challenges and we are
working to ensure that it is completed.
The Corporation recently issued a contract for the construction of a 10 billion dam in West Pokot to serve the entire Pokot County.
There are also several dams which are under design; these include Koru Dam which is at the border of Kericho and Kisumu Counties. The dam is expected to serve the people of Kisumu as well as help in the irrigation along River Nyando. The Corporation is also undertaking other medium size projects in Nyandarau, Laikipia among other counties.
The priority area of focus is the Arid and Semi-Arid areas (ASALS); however this is not to mean that other areas are left out.For instance the Corporation is constructing a dam in Bomet County in order to harvest and store water to meet water demands for both Bomet and part of Kericho county residents.
Our other mandate is flood control in the flood prone areas. The Corporation has constructed dykes in River Nyando, in
Budalangi in Budalangi we are constructing check-dams and continue to construct dykes along the Nzoia river. In Garissa, Homabay, Migori and Turkana which are the flood prone areas, dykes construction is underway.
This year we started construction of dams in Narok County and parts of Baringo County in Mogotio; which are
areas that are also prone to flood.
What mitigation Strategies has NWPC put in place to reduce the effects of floods and drought?
We are involved in Water Conservation by constructing dams which conserve water which is then treated for domestic use. The same water can also be used for irrigation purposes depending on the project being undertaken Who are your partners and what are some of the State Corporations, government agencies
and Ministries that you work with?
We partner with most of the Water related bodies. Our work is mainly to construct after which we handover the completed
project, mainly to the water boards. We also work closely with water supplierssuch as the Nairobi Water Company.
We also work closely with the Water Regulatory Authority as well as NEMA whose standards we conform to. What are some of the major achievements you have made in your 2010-2015 Strategic Plan?
One of the major achievements in the Strategic plan is the completion of three key dams; Marubadam in Machakos, Kiserian dam and Chemususu Dam in Baringo County.
Your Vision is “To be a world class institution in water infrastructure development and management, what are you doing to achieve this?
We are adopting the use of modern technology in dam construction; dams can be weapons of mass destruction.
The Corporation is also installing modern equipment to monitor the safety of the dams.
A Closer Look at Meru County
The county has a population of 1,356,301 million people. The County’s Mission is ‘to facilitate
sustainable development and wealth creation in the County through commerce, technological innovations and industrialization that leverages on our skilled human resources, agriculture, wildlife, bio-diversity and cultural heritage.’
The Core Values which are the County’s guiding principles are:
• Integrity: Honesty and sincerity are an integral part of our operations. We shall uphold these through strict adherence to the moral principles underlying all our policies.
• Transparency and Accountability: We shall always endeavor to be transparent,answerable and liable at all times.
• Team work: We treat one another with respect and communicate openly. We create a workplace that fosters community, respects the uniqueness of each person, promotes employee participation to ensure their full contribution and appreciate the value of multiple perspectives and diverse expertise.
• Inclusiveness: In all our undertakings, we shall ensure inclusiveness; the county shall have people from diverse backgrounds or communities involved in the development. The county is learning-centred that value the perspectives and contributions of all people, and it incorporates the needs,assets, and perspectives of communities into the design and implementation of county programs. All groups and members of the county shall be treated equally and without exception
• Innovativeness: We thrive on creativity and ingenuity. We seek the innovations and ideas that can bring a positive change to the basin. We value creativity that is focused, data-driven, and continuously improving based on results.
• Hardworking: We shall be patriotic to the cause of the county and be guided by hardworking ethics in all our undertakings.
Dr. John Akoten Combating Counterfeits
The Kenya Anti Counterfeit Agency is the state corporation with the mandate of
combating counterfeit goods in the country. Almost celebrating its fifth birthday,
the parastatal has made tremendous achievements in fighting counterfeit goods and products. One of its key achievements is the destruction of counterfeit goods worth three hundred million shillings in December last year (2014).
Give us a brief account on the Kenya Anti- Counterfeit Agency
The Anti -Counterfeit Agency is a state corporation within the Ministry of Industrialization and Enterprise Development. It started operating in June 2010. It was established by the
Anti-Counterfeit Act No.13 of 2008 but it was not until 2009 that the Act was enacted and the first board appointed. In 2010 recruitment of the first batch of employees was conducted; 38 employees were recruited and over the years the number rose to 57. However this has fluctuated as people are always looking for greener pastures. The agency started operating officially in June 2010. We were housed by the Ministry and so basically the first year we were setting base and thus our operations begun to run more or less in the second year.
What is the role and mandate of the Agency?
The mandate of the agency is clearly outlined in the Anti-Counterfeit Act, 2008. In a nutshell we are bestowed with the mandate of combating counterfeits in the country but more specifically we conduct training programmes on combatting counterfeiting, enforce the counterfeit Act by implementing the provisions of the Act through seizures, arresting people who are counterfeiting various products and collaborating with national, regional and international organizations that are also
involved in the fight against counterfeits. We also sensitize and educate the public on counterfeiting through public awareness programmes such as outreach programmes and roadshows. We create awareness on Intellectual Property Rights so that the public are able to determine which are the genuine products and counterfeit products. Consumers need to beware that counterfeit products are there in the market and they should know where to purchase genuine products.
Counterfeiting affects all sectors of the economy; society and public and private institutions. We therefore educate and
sensitize all players including policy makers on the law and the challenges we are facing. The law enforcement agencies are very critical in the fight against counterfeits. We enlighten them on issues relating to counterfeiting so that they can understand their role in combating the vice and how they can partner with the agency in fighting counterfeits. We are working closely with other stakeholders in combating counterfeiting. These include associations like the Kenya
Association of Manufacturers (KAM). We also work closely with the manufacturers who are the Intellectual Property Right
(IPR) Holders. As per the law, they are required to lay a formal complaint with the agency and cooperate during seizure of
suspected counterfeit goods and during the prosecution process. We protect IPR holders so that they can enjoy benefits from those rights. Intellectual property rights include rights such as trademarks and copyrights. In a nutshell, counterfeiting is the infringement of those rights, akin to theft of those rights without the authority of the owner. The thief (counterfeiter) unlawfully uses the trademark of an IPR holder to make profits, and in so doing infringing on the rights of the manufacturer or holder of IPR.
Eng. John Olum Moving WRMA From Strength to Strength
Eng. Olum believes that leadership is about building confidence with the people that you work with, encouraging openness and free dialogue in order for teamwork to thrive. His words echo those of Jim Rohn, “The challenge of leadership is to be
strong but not rude; be kind, but not weak; be bold, but not a bully; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.” A civil engineer graduate of the University of Nairobi class of 1978, and having furthered his studies in Britain in 1981, Olum fits just perfectly into the seat of CEO at WRMA. Eng. John P. Olum is the Chief Executive
Officer at WRMA, now serving his second tenure at the Authority having turned around the State Corporation to have notable
The Water Act, 2002 created the Water Resources Management Authority (WRMA) as a semi-autonomous government institution mandated to manage water resources with specific functions and responsibilities. The Authority’s is the Lead Agency in the management of water resources in the country.
The Water Act, 2002 confers the following powers and
functions to the Authority:
a) To develop principles, guidelines and procedures for the allocation of water resources;
b) To monitor, and from time to time re-assess, the national water resources management strategy;
c) To receive and determine applications for permits for water use;
d) To monitor and enforce conditions attached to permits for water use;
e) To regulate and protect water resources quality from adverse impacts;
f) To manage and protect water catchments;
g) In accordance with guidelines in the national water resources management strategy, to determine charges to be imposed for the use of water from any water resource;
h) To gather and maintain information on water resources and from time to time publish forecasts, projections and information on water resources;
i) To liaise with other bodies for the better regulation and management of water resources;
j) To advise the Cabinet Secretary with respect to water resources regulation and management
In accordance with guidelines in the National Water Resources Management Strategy, (2010- 2016), the above functions entail:
1. Planning, management, protection and conservation of water resources
2. Planning, allocation, apportionment, assessment and monitoring of water resources
3. Issuance of water permits
4. Water rights and enforcement of permit conditions
5. Regulation of conservation and abstraction structures
6. Catchment and water quality management
7. Regulation and control of water use
8. Coordination of Integrated Water Resource Management (IWRM) Plan
The Water Resources and Management Authority’s Strategic Objectives are as follows:
• Strengthen monitoring networks to
enhance data collection and improve information management systems
• Improve the use of water resources management tools for effective water resources planning and allocation
• Strengthen stakeholder collaboration to enhance water storage and adaptation to climate change impacts
• Strengthen use of water resources management tools and collaboration for effective catchment protection and
• Build Staff capacity and improve working environment
• Enhance Resource mobilization and effective use of finances
Some of WRMA’s Recent Achievements can
be seen here.
• WRMA has facilitated the formation of 545 Water Resource Users Associations (WRUAs) country wide. (These are our stakeholders at the grass roots level )
• The Authoritys is Currently reviewing 6 Catchment Management Strategies to guide management and development of
water resources in the regions; the CMSs are being implemented through Sub Catchment Management Plans and Water Allocation Plans by the WRUA’s
• We have Rationalized and automated Water Resources Monitoring networks to ensure efficient and reliable data .
• The Institution has developed a Permit Database Management system and decentralized to sub-regional level
• We have put in place Effluent Discharge Control mechanism to ensure compliance
• WRMA has Developed a framework for engagement with the County Governments. We are in the process of Organising a comprehensive Capacity meteorological stations-where a total of 640 stations have been rehabilitated to date is also an achievement worth mentioning.
• Ground Water hydro-geological mapping in Turkana and Marsabit Counties, is an achievement for the Authority especially since the Groundwater hydro-geological mapping in Turkana has been completed using WATEX system technology with support from UNESCO.
• Formulation and implementation of its Strategic plan (2012-2017) is an exercise that has allowed for Strategic planning. Within this plan the organisation is committed to realise major milestones that will contribute significantly to the realisation of Kenya’s Vision 2030 in the water as well as other sectors.
• The Authority has constructed 17 new offices at both regional and sub-regional level to improve the work environment of staff Building exercise for the County officials.
Sarah Serem Spearheading Wage Bill Sustainability
SRC is a key Commission under the Ministry of Finance. What is its mandate?
The SRC came into being under the promulgation of the New Constitution in 2010. It is established under Article 230 with two crucial mandates:
1.) Set and regularly review the Salaries of all State Officers. The constitution under Article 260 defines who a state officer is.
2.) Advice the National and the county government on matters relating to remuneration and benefits.
As we undertake the two mandates we were also given principles within which to operate in and therefore as we set and advice we become alive to the principles that we must consider. One of it is that there is need to ensure that the total public wage bill is fiscally sustainable by the economy. This implies the critical role that it plays in the economy of this country.
The next principle is to ensure that the public service is able to attract and retain the skills required to offer these services to the people of Kenya. The third is the need to ensure there is recognition of productivity and performance in the undertaking of services to the people of this country. This therefore takes into account the fact that you cannot consume what you do not have. If you are compensating, you haveto reflect on issues of performance and productivity so that the country is able to give that which it has the capacity to sustain. Of importance as well is to ensure there is transparency and fairness as we undertake all these functions. We are all aware that prior to the establishment of SRC, issues of salaries were handled with high confidentiality.
What ate the Future Plans of the Commission?
We are developing the wage bill policy We are also developing a bill as the wage bill will need to be anchored on a legal
framework. We are moving to do a job evaluation for the public sector. We want to ensure that in the near future employees will be paid the value of their jobs; not for who they are but for what they are doing. We want to make sure there is harmony in the system; in the administration and management of the public wage bill; that the disparities that have existed have been eliminated and that there is stability in the labour market within the public sector.
As a parting shot, what message can
you give to Kenyans as a whole?
This is our country. Depending on the decisions we make now, we will be building bridges for our society into the future. If we make wrong decisions, definitely they will come to bite us tomorrow. It is the responsibility of each one of us to make the right choice today. I want to grow old with a legacy, knowing that there I made a commitment to my country but more importantly for our children, they need to inherit a country that has been developed. I have gone round this country and I think it is one of the best countries there is. We have enough resources to feed everyone, but there are in the hands of very few. If what we have is divided equally then the future is bright for us.