Factors influencing the Vision Delivery Board in coordinating the implementation of Kenya vision 2030
Njire, Scholla Wanjiku
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Kenya Vision 2030 is a long-term national development blueprint whose overarching goal is to transform the country into a newly industrializing, globally competitive and prosperous economy with a high quality of life for all its citizens by the year 2030. In February 2009, the government of Kenya established the Vision Delivery Board as a special purpose vehicle to coordinate the implementation of the Vision 2030. Whereas Vision 2030 has been fully adopted as the basis of development planning in Kenya for over a decade now, evidence available does not show the existence of an incisive study that assesses the performance of the Vision Delivery Board in supporting the realization of the Vision. This study is intended to fill this knowledge gap by examining the factors that influence the performance of the Vision Delivery Board in coordinating the implementation of Kenya Vision 2030 plans, projects and programmes. Insights gained from such a study are of critical importance to the government, citizens and all stakeholders because of the Vision’s promise to all citizens of a high quality of life in a clean and secure environment. The study focused on stakeholders who, on account of their position, are deemed to have a close association and knowledge of the Vision Delivery Board and Vision 2030. The research employed a qualitative approach using a questionnaire as the primary data collection instrument on the target population comprising the Board members and senior Staff in the public sector. A structured questionnaire was administered to the selected sample of 51 subjects where 40 responses were received attaining a 78% response rate. The study found that the Vision Delivery Board continues to successfully provide strategic leadership and coordination in the implementation of Kenya’s vision 2030. It also identified gaps in the constitution of the Board with the key finding being that private sector ought to be more involved in the Board. A large proportion, 93 percent, of the respondents indicated that the composition of the Board had a greater impact on the Board’s ability to influence the achievement of Vision 2030 goals. In addition, the study established that there is a need for more involvement of government ministries, implementing agencies and private sector participants in the entire Vision 2030 process from preparation of documents and schedules to implementation of the Vision 2030 projects. Further research should be conducted on the key factors that have enabled achievement of similar development plans in other jurisdictions.