From Kibera to the Presidency

From Kibera to the Presidency

In 1990, newly arrived in Nairobi and waiting to join Kenyatta University, Eliud Owalo moved into the sprawling informal settlement because he had no relative who could host him. Determined not to burden his parents, he settled for what he could afford: A rickety, one room shack. Food was scarce. Sleep even scarcer. Then came the fall he has never forgotten. He had been navigating the muddy, slippery paths when his foot got caught in a small hole. As he tried to free himself, he lost his balance and fell squarely into an open sewer.

It took him a few stunned seconds to register what had happened. He lay briefly in flowing sewage, trying to gather his wits as life carried on around him with a peculiar normalcy. No one stopped to help, perhaps each consumed by their own struggle. He staggered to his feet, brushed off the grime, and straightened his clothes.

Raised in Gangu village in Asembo, Owalo’s childhood dream was big: Move to Nairobi and build a good life. After completing his A-levels at St Mary’s Yala, he arrived in the city of endless lights, only to discover a reality that demanded nerves of steel and iron resolve. Kibera was a world where survival itself required special techniques: How to walk, breathe, and sleep amid congestion and scarcity.

Life there was unrelenting. He learnt to sleep coiled into tight corners on a bare floor. He queued for pit latrines shared by multiple households, negotiating cramped spaces and rusty doors with his long frame

The rains were the most terrifying. Narrow pathways turned into treacherous death traps, breaking limbs. Makeshift homes of rough timber, rusted iron sheets, and cartons flooded easily, turning sleep into an art. Some houses perched over sewer lines, forcing residents to watch effluent swell into raging rivers beneath their floors.

Each time he ventured beyond Kibera, Owalo’s resolve hardened against the obscene inequalities its residents endured. He made a private vow: To work hard, gain an education, create wealth and use it to empower the poor across Kenya. A strong academic foundation at Oboch Primary School and Maseno School had already taught him discipline. Kibera gave him purpose.

Even his strict parents, Rt Rev Archbishop Gideon Charles Owalo of the Nomiya Church, and his mother Eudiah Perez Owalo, never knew the extent of his hardship. Determined to stand on his own, he kept this chapter to himself.

The trauma sharpened his focus. He earned a Bachelor of Arts in Economics and Business Studies from Kenyatta University, followed by a Master of Business Administration in Human Resource Management from the University of Nairobi. He is presently completing a PhD in Strategic Management at the same institution.

“In 2019, when I ran for the Kibera parliamentary seat, I did so with the passion of someone determined to bring change,” he says. “I lived the reality and challenges that millions of Kenya’s poor face every day.”

That Kibera sojourn would shape the man and the public servant he became as ICT Cabinet Secretary. It had turned him into a staunch advocate for basic human rights and the rule of law, propelling him into partnerships with communities across the country in pursuit of a fairer, more equitable Kenya.

When he recently resigned as Deputy Chief of Staff in Charge of Delivery and Government Efficiency and declared his interest in running for President in 2027, it became clear that he had been planning meticulously. He had already established a private secretariat, complete with hi-tech communication infrastructure, a data and call centre. He is ready to roll.

Owalo has built networks and grassroots connections. In February 2025, he organized the Nyanza International Investment Conference (NIIC) that assembled over 20,000 participants. The conference brought together all six Nyanza Governors, various Members of Parliament, Senators and MCAs, EU Ambassadors, top government officials, local entrepreneurs, and international investors. Deputy President Prof Kithure Kindiki was the Chief Guest. The conference positioned Nyanza as “investment-ready” under a Public-Private Partnership (PPP) model.

 Owalo says he will tap into the over 1.5 million followers of Nomiya Church his grandfather Nabii (Prophet) Johana Owalo founded in 1907 as the first independent African indigenous church in Kenya. He explains: “In Luo Nyanza, there are two major institutions: Jaramogi Oginga Odinga and the Nomiya Church. Nomiya is an integral stakeholder in any political formation in Kenya’s politics. It is bigger than any political movement in Luo Nyanza whose support one needs to be elected.”

Owalo knows that to sit at the political power negotiation table, he needs a strong following. He has urged all youths and followers of Nomiya Church to acquire national identity cards and register as voters in readiness for the 2027 general elections. The Church, with followers in

Kenya, Uganda and Tanzania, blends Christianity with bits of Islam and African traditional and cultural beliefs. Its headquarters is in Oboch village in Rarieda. The founder’s mausoleum is now part of the National Museums of Kenya and a tourist attraction.

In April 2023, Owalo hosted hundreds of farmers’ representatives and key stakeholders from the sugarcane, rice, and cotton sectors across Migori, Homa Bay, Siaya, and Kisumu counties, at his home in Asembo. He knows that agriculture is Nyanza’s largest employment base and that sugarcane and fishing sectors are emotive issues that make or break political careers.

Fishing and Lake Victoria are a sacred inheritance and a vital part of the Nyanza’s identity and daily lifeline. Owalo convened a meeting with Beach Management Units (BMU), officials from Busia, Siaya, Kisumu, Homa Bay, and Migori counties, at his Asembo home. He invited the then Cabinet Secretary for Mining, Blue Economy, and Maritime Affairs, Salim Mvurya, to address the fishing community’s challenges and grievances.

In April 2023, through the Asembo Caucus, Owalo assembled teachers from the six counties of Nyanza, and the regional and national KNUT representatives. They discussed teachers’ welfare as well as education policy.

Like a great hunter, Owalo moved stealthily, mobilizing womenfolk from Nyanza. In three years, he has hosted over 2,500 representatives from more than 900 women’s self-help and professional groups. He has helped them form Saccos to address their economic challenges.

In 2023, he mobilized professional women from across Nyanza and established the Professional Association of Nyanza Women (PANY), with membership of over 2000. He is the Patron of PANY, whose launch was attended by then US Ambassador to Kenya Meg Whitman, Indian High Commissioner Namgya Khampa, Labour CS Florence Bore, and Deputy Speaker Gladys Shollei. First Lady Rachel Ruto later launched PANY’s strategic plan.

Owalo has been building trust, fostering loyalty, and forging emotional and electoral bonds.

As ICT Cabinet Secretary, he cultivated ties with Heads of State, global tech leaders, donors, and multinationals. He hosted football icons Andy Cole, formerly of Man-United, and former Chelsea legend John Obi Mikel, to discuss sports development.

Owalo served as Raila Odinga’s Head of Presidential Campaign Secretariat and Chief Campaign Manager in 2013. He worked with CORD co-principals Kalonzo Musyoka and Moses Wetang’ula, and briefly joined Musalia Mudavadi’s ANC, before linking up with William Ruto in 2020. Prior to joining the Public Service, he had served as a consultant for 23 years, cutting a niche in the market as one of Africa’s most-sought-after strategists.

On November 8, 2025, the Eliud Owalo Foundation assembled over 400 high profile guests to unveil its philanthropic vision and Board of Trustees. The board launched its Ksh14.3 billion Strategic Plan (2026– 2028), aimed at transforming education, healthcare, environment and

climate action, while empowering women and youths. In his village, the Foundation partnered with the Safaricom M-Pesa Foundation to rehabilitate Kametho and Oboch Primary and Junior Secondary schools at the cost of Ksh70 million.

Then he pulled the magical wand. He touched the heart of the Luo community and other Kenyans by becoming the single biggest sponsor of Gor Mahia FC, whose fanatical following is said to exceed 20 million. In the last 10 years, he has invested over Ksh50 million, covering the

club’s title-winning bonuses, defraying players’ payment arrears and operational costs, and purchasing a Ksh23 million modern bus for Gor. In April 2025, he was appointed Gor Mahia’s Deputy Patron, and thereafter Patron following Raila Odinga’s demise. He has pledged to mobilise funds for a 60,000-seater Gor Mahia stadium with training pitches, player accommodation facilities, a four-star hotel, modern gym, indoor arena, and a full recovery centre.

He established the Gor Mahia Legends Welfare Fund, contributing Ksh1 million in seed capital to support the retired players. Owalo has also supported other football clubs such as AFC Leopards, Shabana FC, Vihiga United, Nzoia Sugar and Kakamega Homeboyz.

Those who worked under him at the Ministry of ICT and as the Government’s Delivery and Efficiency Czar generally describe him as a workaholic teetotaler who sustains an intense work ethic, ordinarily arriving at his office by 5am and scheduling meetings as early as 5.30am.

Just like his grandfather Prophet Johana Owalo, Eliud Owalo is described as a fearless, fiercely independent leader and risk-taker.

The road ahead is still treacherous, but he is unflinching in his resolve. Each time he thinks of that fall in Kibera, Owalo remembers that he still has promises to keep for other Kenyans.

Kenya’s Digital Economy Is On The Horizon

Kenya’s Digital Economy Is On The Horizon

As we reflect upon the achievements of the first year of the Kenya Kwanza Government, I would like to take stock of the Digital Superhighways’ contributions to the socio-economic transformation of our country, which is well and truly on course under the leadership and tutelage of H.E. the President, Dr. William Samoei Ruto CGH. 

Kenya’s Digital Masterplan 2022-2032 recognizes infrastructure as the foundation upon which all Information, Communication, and Digital Technologies and any progress emanating thereof are anchored. It is for this reason that under the Infrastructure Pillar, we have embarked on laying 100,000 kilometers of fibre-optic cable countrywide, including to currently unserved and under-served areas to provide access to an estimated 8.5 million homes and businesses, 1,450 wards, 400 police stations, 13,000 health facilities, 40,000 public schools, markets, and other public institutions over the next five years. Without Digital Infrastructure, Kenya cannot benefit from the Fourth Industrial Revolution and the disruptive technologies and trends such as the Internet of Things (IoT), robotics, virtual reality (VR), FIN-TECH, e-commerce, 5G technologies and artificial intelligence (AI) that are the new frontier for economic transformation globally.

Working with partners in the private sector over the last twelve months, I am pleased to report that the MIC-DE has successfully rolled out an additional 8,419 Kms of fiber-optic countrywide. Expanding our fibre optic cable nationwide is a significant precursor to our digital transformation journey. Having recently successfully negotiated World Bank Funding for the Kenya Digital Economy Acceleration Program (KDEAP) Worth USD.570M and additional funding worth Ksh.5B from the Universal Service Fund to support our programs, we project to add another 10–15,000 Kms in the next 1 year to NOFBI.

To realize the full utility value of the NOFBI, it must bring socio-economic transformation to citizens by opening up opportunities for job creation, support business, and e-commerce, education, innovation, access to online and GoK e-services, e-health, e-agriculture, and the creative economy while also spurring inclusive growth. This requires providing internet connectivity to the people via last-mile connectivity, which connects the main backbone and the users. Consequently, GoK, partnering with the private sector ISPs, is installing 25,000 free public WIFI hotspots in public places countrywide, providing affordable internet connectivity to millions of Kenyans. So far, the MIC-DE has installed 518 Free WIFI Hotspots countrywide. This is bound to expand exponentially as we expand NOFBI countrywide.  

The uptake and subsequent benefit from this ICT Infrastructure and its inherent technologies is directly proportionate to the ICT literacy of the users. Our Digital Masterplan emphasizes investing in digital skills to optimize digital opportunities and socio-economic transformation. Consequently, over the last 12 months, the MIC-DE has provided connectivity to 116 educational institutions, primarily TVETs and, equipped them with 11,400 internet access devices, and trained 390,968 individuals through the Jitume and Ajira programs. This has registered a tremendous success rate, with 119,462 youths gaining employment in digital and physical ICT-related jobs through this intervention. 

To further enhance access, promote innovation and use of emergent digital technologies, and offer ICT literacy, we purpose to establish 1,450 digital innovation hubs, one in each ward. To date, we have successfully operationalized 247 hubs with access to high-speed internet and learning centers with a capacity for 30 – 100 cohorts, workstations, innovation labs, Wi-Fi hotspots, and Co-working Spaces. These hubs can potentially train 300 youths and create a corresponding number of digital jobs at a minimum, giving an average of 1,500 digital jobs per constituency. The MIC-DE has been working with Members of Parliament to amend the NG-CDF Act to enable utilization of CDF for OPEX sustenance of the hubs. I’m pleased to report that Parliament has already passed the amendment and is now awaiting assent.

Thanks to enhanced connectivity and access, in the last 12 months, the MIC-DE has digitalized and fully onboarded 13,482 GoK services. Kenyans can now access GoK services from the comfort of their homes. The Presidency is also leading from the front in adopting Digital Services, and as of January 2023, all cabinet meetings have since gone digital. To enable citizens to access GoK and other digital services seamlessly and securely in both the public and private sectors, the GoK is pursuing a digital identity to facilitate virtual consumption of government services. We have also recently intervened in the market to facilitate inclusive connectivity and access by partnering with the private sector to facilitate local assembly and provision of affordable smartphones to MSMEs and those at the lower end of the economic pyramid. The manufacturing plant was launched by H.E. the President, on October 30, 2023, and is now operational, producing low-cost smartphones at around Ksh. 7,500. 

In the media realm, the MIC-DE is already revitalizing the Kenya Broadcasting Corporation (KBC) by modernizing the TV Centre, increasing FM Radio coverage with 20 additional transmitters, and procuring new Outside Broadcasting TV and Radio vans. Ongoing efforts also envisage upgrading the Digital Terrestrial Broadcasting Infrastructure through a partnership between the Kenyan and Spanish governments.

On revitalization of the Postal Corporation of Kenya, the corporation is undergoing restructuring to ensure efficient and optimal operations. We are targeting e-commerce and financial services. On the other hand, enhanced marketing of POSTA’s services is bearing fruit. In the last year, the PCK has generated over Ksh.200 million in revenue through delivery of passports nationwide. It is also working with the Department of Immigration to offer a one-stop service when one applies for a passport. In the past year, PCK has earned Ksh. 600 million for logistics services provided to the Government, expanded its EMS (Expedited Mail Services) offering, and increased new contracts that will see a projected increase from Ksh.600M in FY 2022/2023 to Ksh.900M in 2023/2024. It also delivers medical and related supplies to medical facilities in collaboration with KEMSA. The contract is expected to be worth about Ksh.295M. 

To ensure the successful implementation of its programs, the MIC-DE recognizes that it must operate within a conducive legal, policy, and regulatory framework and has either developed or progressed vital legislation in this respect. Some key achievements in this regard are the approval and the gazettement of amendments to the National ICT Policy Guidelines 2020, which removed the mandatory requirement for foreign companies investing in the ICT sector in Kenya to seek 30% local shareholding and the National Addressing System Policy and Bill, among others. To further align the industry’s operations to its operating environment, we have recently constituted a sector working group to review sectoral legal and policy frameworks and recommend wide-ranging changes and alignments shortly.

While a lot of work remains to be done, the progress made so far is encouraging. According to the World Bank, Kenya’s ICT sector’s growth has outperformed every other sector, expanding by 23% annually during the last decade. The industry is now six times larger than it was at the beginning of the decade. With your participation and support, we look forward to an empowered, digitalized and globally competitive Kenyan society. Our Digital and 24-hour economy is in the horizon.

The writer is the Cabinet Secretary, Ministry of Information, Communications and the Digital Economy in Kenya.

Capacity Building for Successful Devolution

Capacity Building for Successful Devolution

OPINION ARTICLES

BY ELIUD OWALO

This year, Kenyans will be watching to see what their Governors will do to conciliate the expectations of the local electorate. Indeed, the 2017 – 2022 regime of Governors face higher expectations from Kenyans – if the way the former crop of Governors were  criticized for poor service delivery is anything to go by. This, as we all know, culminated in many of them being overwhelmingly voted out by an angry electorate. From a macro-level perspective, what happens in the Counties in 2018 is crucial because successful implementation of the third Medium Term Plan (2018-2022) of the Kenya Vision 2030 requires collaboration with and active participation by the County Governments.

The National Government has already pronounced that it will focus its development Agenda on four main areas, namely; growing the manufacturing sector; expanding access to universal health coverage; providing affordable and decent housing; and enhancing food and nutrition security. In all these thematic areas, the County Governments have a role to play – and especially in the area of health which is now a largely devolved function. The Counties are also critical in the realm of food and nutrition security. For this reason, a positive intergovernmental relation (in 2018 and beyond) between both levels of Government is crucial to the success of not only devolution but also the national development agenda.

It therefore becomes imperative to undertake an End-Term evaluation to determine the extent of implementation of the 1st Cycle County Integrated Development Plans (CIDPs) and address the challenges that have bedeviled devolution since 2013 so that the strategic issues emanating therefrom are addressed moving into the future. The Challenges faced together with the lessons learnt and performance gaps witnessed should subsequently inform the development of the 2nd Cycle CIDPs covering the 2018-2022 period. One of the key challenges encountered by the Counties so far has been the weak governance framework  and inadequate operational capacity, which has had  detrimental effects in most of the County Governments with  the major one being inability to absorb and optimally utilize the allocated and disbursed budgetary provisions.

On one hand, reports from the Controller of Budget and National Treasury advance the argument that most Counties have perennially underutilized their budgetary resources, yet on the other hand there is the argument by the County Governments blaming the National Treasury for limited funding or delayed release of the funds. But undoubtedly, other challenges facing Counties like low performance of own-source revenue, poor quality of County policies and laws, and poor service delivery can all be attributed to a large extent, to the weak technical and institutional capacity in most of the Counties.

Capacity building of the Counties therefore becomes a key area that needs attention of the Governors in 2018. It should also be an area of interest and focus for complimentary support by the National Government, for obvious reasons. First, improved capacity at County level will enhance the policy, planning, budgeting and program execution continuum at the County level. This would not only improve absorption of development funds, but also enable the Counties to conform to the fiscal responsibility principles spelt out in the Constitution and the Public Finance management Act, 2012 to ensure that at least 30 percent of their budgetary allocations go into development and not more than 35 percent goes into salaries. Capacity building would also improve the quality of the County Integrated Development Plans (CIDPs) which are the core policy blueprints that guide development at County level. Better quality CIDPs would translate to more effective functional Strategic Plans and Annual Work Plans which guide the day to day operations of the County Government Departments, hence better service delivery.

Also central is the fact that better human resource capacity will lead to improved County policies and laws, hence better utilization of local resources and improved service delivery. Furthermore, addressing the capacity challenges at County level will not only strengthen accountability and  fiscal discipline but also enhance own-source revenue collection and management as well as improved management of assets.

What then are the opportunities abound for County Government in terms of capacity building that they need to exploit?. First is to appreciate that there is a mix of public servants in the Counties. The first category is the public servants who were inherited from the National Government and relatively have some good level of skills and understanding of Government operations. However, they still need to be capacity-enhanced to adopt the best practices for County Governments. The other category of staff is those who were employed by the County Governments upon inception in 2013 mainly to reward political supporters. We know as a fact that most of these were largely employed based on County regional dynamics, clannism, nepotism and other non-professional considerations. They therefore require greater training support than the aforementioned one.

Considering the responsibilities of County Governments, capacity building programs need to be tailor-made to address specific capacity gaps identified through formal capacity needs assessment. However, there are some cross-cutting capacity building areas that would be applicable to all Counties. These include: Training Needs Assessment(TNA);approaches to public engagement in policy and budgeting processes; County profiles and their application in county planning; the medium-term expenditure framework (MTEF) budgeting process; Organizational Design; Strategic Planning; performance management; Job Evaluation; Staff Rationalization;  Management of Strategic Change; Proposal and Report Writing; Resource Mobilization; Project Management; Monitoring,Evaluation and Reporting; the Labour Laws; Legislative Drafting;Internal-Auditing;and cross-cutting issues such as gender, HIV/AIDS and disability mainstreaming; among others.

Most significantly, the Counties need to undertake demand-driven training programmes based on the Mandate and Core Business of the County Governments that is adequately informed by their respective areas of comparative advantage as opposed to supply-driven training programmes based on personal staff desire. In effect, the Counties should undertake staff development programmes arising from a comprehensive Training Needs Assessment (TNA) that is effectively-aligned to the County Integrated Development Plans (CIDPs) and the corresponding functional Strategic Plans. The County Governments should also undertake periodic Training-Impact assessment to justify the funds utilized on training during the preceding activity period so that any future training is purely informed by value-proposition.

The writer is a Management Consultant

Is Ending Hunger A Reality Or Mirage?

Is Ending Hunger A Reality Or Mirage?

OPINION ARTICLE
BY ELIUD OWALO

Among the seventeen United Nations Sustainable Development Goals (SDGs); Goal 2 seeks to end hunger, achieve food security and improved nutrition and promote sustainable agriculture. How one prays that this  goal can come to pass – for, hunger is one of the most unfortunate incapacitations in the world; as it dehumanizes mankind, makes one desperate, and if not mitigated, leads to very excruciating death through malnutrition. No wonder many have been prosecuted for engaging in crime, particularly theft in search of food. Recall that even the Holy Bible says we should forgive those who steal to quench hunger. Indeed, it is by nature of its importance that food security is ranked second among SDGs.

The SDG on food security seeks to end hunger and all forms of malnutrition by 2030, a tall order given the rising world population, the increasing incidences of drought and other environmental calamities, partially attributed to global warming. A critical look, therefore, at the UN’s  target of realizing food security and proper nutrition by 2030 begs a lot of questions. Indeed, one may perhaps ponder what miracle(s) can be performed to realize food security goal that has been perennially elusive.

On a more practical level, the question to ask is – how effective will local plans in this regard be and will the plans be translated into viable and executable strategies and programs in line with the globally spelt out approaches for accomplishing the SDG on ending hunger? Are we  able to, among other things, double agricultural productivity and incomes of small-scale food producers, ensure sustainable food production systems and progressively improve land and soil quality?

Therefore, as concerted efforts are made to ensure that all Kenyans are fed – and not just with ugali – but with food varieties that improve their nutritional levels, we must at the onset evaluate and address the challenges that hinder greater growth of the sub-sectors that produce foodstuffs for Kenyans, key among them being crop and livestock husbandry on one hand and fishing and aquaculture on the other. The phrase that “agriculture is the back-bone of the economy” has grown with the country since independence and it conspicuously appears in almost all Government policy documents and development blueprints. Unfortunately, we have never been able to re-engineer agriculture into a high and sustainable growth trajectory, hence the perennial inability to realize food security in the country.

For example, looking back in the last five years, the 2017 Economic Survey indicates that the contribution of “Growing Crops” sub-sector to the country’s Gross Domestic Product (GDP) was 18%, 18.4%, 19.7%, 23.1% and a projected 25.9% in 2012, 2013, 2014, 2015 and 2016 respectively. In the same period, “Animal Production” sub-sector contributed 5.5%, 5.3%, 5.1%, 4.7% and a projected 4.4% respectively. The contribution of the “Fishing and Aquaculture” sub-sector was standard at 0.7% in 2012, 2013 and 2014, then declined to 0.6% in 2015 and a projected 0.5% in 2016. These trends are representative of the oscillating nature of the performance of food producing sub-sectors in Kenya.

In the circumstance, Kenya must take more innovative, radical and integrated approaches to tackling food insecurity as well as improving nutrition level. As a first key measure, it is critical to engage all actors – farmers; agri-food businesses; the private sector; civil society and other stakeholders – so as to effectively assume their respective roles and contribute to the national food security targets. Indeed, if we as a Country fail to provide a mechanism for engagement, then the rich views, skills and experience of key stakeholders in the food production sub-sectors will not inform the strategies that will be formulated and subsequently deployed, a sure first step to failure.

We should also be alive to the fact that agriculture is a largely devolved function and dominates economic activity in the rural areas. This calls for well collaborated approaches of the National and County Governments to promote rural transformation and improve urban–rural linkages, critical aspects for enhancing food and nutrition security. For this reason, the two levels of Government need to target investments in infrastructure, in food systems capable of delivering safe, sustainable and nutritious food to the markets, and in expanding economic opportunity for rural and peri-urban populations along the supply chain.

We must also appreciate that nations that are food secure have invested heavily in research and subsidization programs for food production inputs. Generally, research in agriculture and other sectors in Kenya is underfunded. Subsidy programs are also largely adhoc and reactive to drought situations. This largely explains why food production sectors are either static or retrogressing. The situation has been worsened by increasing pressure on arable and grazing land, which has culminated to conflicts amongst communities in various parts of the country. Addressing these challenges calls for more commitment of additional resources on research to inform innovation and creativity that can facilitate new farming tools and methods, promote new agricultural practices that provide more consistent yields, improve sustainability, conserve water and soils, maintain or increase biodiversity, or improve resilience to droughts and floods.
Apart from research, food production programs which can meet the food and nutrition demands for all Kenyans require huge amounts of resources. This will remain a major constraint if the Country is unable to finance the food production programs in the wake of competing needs, over-commitment of resources in numerous infrastructural projects, a quickly narrowing debt space and underperformance of domestic revenues. Finally, and very important, is how we will overcome the challenges of capacity, ethics and poor work culture among public servants entrusted with implementing the programs that are expected to deliver food and nutritional security to Kenyans. We need decisive, innovative and radical measures to make Kenya a more food-secure nation or the well authored plans will remain nothing but a mirage.

The Writer is a Management Consultant