Gregg Talley is the CEO and President of Talley Management Group. He is serving as a mentor to Small and Medium Entrepreneurial Resource Centre in Kenya through CIPE’s Knowhow Mentorship program.
I have the good fortune of traveling to Kenya annually to see friends and family. But now, thanks to CIPE, I have another great reason to visit. I met with the CEO and founder of my KnowHow Mentorship mentee association, the Small and Medium Entrepreneurial Resource Centre (SMERC), June Gathoni, in Nairobi on my trip this March.
We all know the value of face to face meetings and this proved itself again to be true for us. While we had many productive calls and have been able to deliver on the value of the mentorship, the ability to sit together and discuss our lives, challenges and plans for the future proved invaluable to us both. We now have a personal connection that will remain well beyond the life of this mentorship program.
Like any small to midsize program, June has A LOT going on and has to balance management of the day to day with the bigger picture role she has for the future growth and sustainability of the organization. Luckily, SMERC is completely aligned with the KENYA 2030 Plan envisioned by the national government.
Even better, SMERC has “sandals on the ground” in the counties where much of the devolution of government programing and spending is being focused. We have been working on how June and SMERC can raise their visibility within academia, the corporate sector, and government in Kenya.
By David Owiro. This post originally appeared on IEA Kenya’s blog.
If you have ever taken a walk around the major towns in Kenya you will come across warning notices and signboards announcing to the world that “this plot/land is not for sale” or that “this property is not for sale.” Also, if you are a keen reader of the daily newspapers you will come across, in the back pages, notices announcing “caveat emptor or buyer beware” on some parcels of land. These are often put up by individuals seeking to enforce their property rights by deterring members of the public who are likely to be defrauded by unscrupulous groups or individuals.
And now, the National Land Commission, which is the body mandated by the constitution of Kenya to hold public land in trust, has also began placing adverts warning members of the public against buying land without carrying out background searches or relying on certificates of titles.
The reason all this is happening is that people have taken advantage of the previously weak property rights regime that allowed for exploitation and manipulation of official land and property records in order to defraud unsuspecting members of the public.
Washington, DC area ChamberLINKS participants (from left to right): Frida Mbugua (Kenya), Mariana Araujo (Venezuela), and Nini Panjikidze (Georgia).
This week five young professionals from different countries arrived to the U.S. to partake in CIPE’s ChamberLINKS program. The program, which is taking place for the fifth year, matches rising young stars from chambers of commerce and business associations around the world with similar organizations in the U.S.
This year’s participants and placements include:
For the following six weeks, these participants will shadow senior staff of their host organizations to observe and take part in the daily operations of successful associations.
Through the ChamberLINKS experience, the participants will gain valuable skills such as advocacy, membership development, and events management. At the same time, these international participants will provide their U.S. hosts with intercultural understandings such as insights into how associations operate in other nations.
The program also has a long-term impact because the participants bring back what they learned from their experiences to their home organizations after the program ends. For instance, Kipson Gundani, a 2012 ChamberLINKS program participant, raised funds and created momentum to start several new initiatives at the Zimbabwe National Chamber of Commerce (ZNCC) based on his experience at the Ponca City Chamber of Commerce in Oklahoma. This included internship programs connecting 50 university students with ZNCC members, evening networking events for ZNCC members, and improving the Chamber’s governance systems by making the board selection process more transparent.
Everyone involved in the program –the international participants, the host organizations, and CIPE – are excited to see what the participants will learn from the next six weeks.
Maiko Nakagaki is a Program Officer for Global Programs at CIPE.
Mathare slum in Nairobi, Kenya — one of the biggest in Africa. (Photo: IRIN)
Naledi Modisaatsone is a CIPE-Atlas Corps Think Tank LINKS Fellow at the Urban Institute
The concept of “smart cities” has become synonymous with developed countries. When people talk about smart cities they often mean high-tech urban innovators in North America, Western Europe or East Asia. Africa is not featured on the list.
This situation, however, has been changing following the recognition that smart city thinking is not necessarily about being high tech, but rather about cities that efficiently drive sustainable economic growth, competitiveness, prosperity and a better life for their citizens.
A report by Deloitte defines a smart city as “when investments in human and social capital, traditional (transport) and modern information and communications technology ICT infrastructure fuel sustainable economic development and a high quality of life, with a wise management of natural resources”. In that way Africa is right at the heart of the conversation.
The UN Habitat Global Activities Report 2013 states that in 2009, Africa’s total population for the first time exceeded one billion of which 395 million (or almost 40 per cent) lived in urban areas. Around 2027, Africa’s demographic growth will start to slow down and it will take 24 years to add the next 500 million, reaching the two billion mark around 2050, of which about 60 per cent will be living in cities. Africa should prepare for a total population increase of about 60 per cent between 2010 and 2050, with the urban population tripling to 1.23 billion during this period.
These demographic shifts will present policy makers in Africa with unprecedented challenges in handling of urbanization given that infrastructure networks and public services are already overwhelmed. African cities wishing to uplift their populations into the 21st century are going to have to start focusing today on what the city of tomorrow will look like.
How will Africa position its cities as drivers of sustainable growth using technology?
New “malls” in downtown Nairobi offer opportunities for small business. But are their property rights being respected?
By David Owiro
Over the past few years, residents of Nairobi’s central business district (CDB) have noticed an interesting phenomenon. The previously large commercial premises on the main streets and avenues have been subdivided, converting them to mall-type premises that allow for subletting to many micro, small, and medium businesses. This phenomenon is, however, not unique to the CBD. This model, I’m made to understand, was borrowed from India, where mostly fabric traders sell their wares under one roof. The concept has spread to Eastleigh estate in Nairobi and can also be observed in some of the major towns in Kenya.
The Institute of Economic Affairs (IEA) carried out a qualitative survey of small businesses who operate in such mall-type commercial premises in Nairobi’s CBD to determine the impact of the property rights regime on their businesses, and the findings point to a deeper policy problem. In spite of the recent property rights reforms brought about by the new constitution, the study found poor enforcement of property rights, agency coordination problems, and low awareness levels among small businesses, leading to exploitation, abuse of tenant rights, and a hostile business environment.
Network members attending the meeting in Abidjan.
Experience shows time and again that business associations are more effective in their advocacy when they work together in coalitions, networks, or alliances, whether formal or informal, to advance the interests of their members. When the time is right to join forces depends on a number of factors, chiefly among them being the degree of maturity of the association leaders and executives who understand that together they are stronger and their concerns are more likely to be heard than if they work and engage with decision-makers individually.
Willingness to join forces is a prerequisite for a group to affect change, but it is not the only one. It is equally important for the associations that embark on such an enterprise to be built on a solid structure, to follow sound governance principles, to meet members’ needs and to use adequate tools to present members’ issues and proposed solutions in a transparent and professional manner.