Kenya’s Vision 2060 must go beyond setting long-term national ambitions and place implementation, accountability and measurable outcomes at the centre of the country’s development agenda, according to Maureen Ochang, President of the Project Management Institute (PMI) Kenya Chapter.
Ochang, who serves on the Steering Committee guiding the development of Vision 2060, says Kenya’s long-term development plan will ultimately be judged by the changes it delivers in the daily lives of citizens rather than by the quality of the vision document itself.
As Kenya prepares to look beyond Vision 2030, she argues that the country needs to strengthen its ability to translate national priorities into well-managed programmes and projects capable of delivering measurable economic and social benefits.
Project management as a national capability
Kenya has developed ambitious programmes and projects across infrastructure, healthcare, education, housing, energy, agriculture and technology. However, translating these ambitions into tangible and sustainable results has remained a recurring challenge.
Ochang says Vision 2060 should recognize project management as a strategic national capability rather than simply a technical or administrative function.
A national development vision, she argues, effectively represents one of the country’s largest and most complex projects. It requires clearly defined objectives, stakeholder alignment, resource mobilization, risk management, milestones, accountability and benefits realization.
The difference is the scale and duration involved. Vision 2060 will span decades, multiple political administrations and generations.
Turning national priorities into projects
The proposed long-term vision will need to translate broad national priorities into coherent portfolios of programmes and projects.
These priorities include infrastructure development, universal healthcare, quality education, affordable housing, food security, clean energy, climate resilience and digital transformation.
According to Ochang, each priority should be supported by clearly defined outcomes, ownership structures, resources, timelines, risks and accountability mechanisms.
This approach would allow national ambitions to be connected more directly to implementation and measurable results.
Better project selection and value for money
Ochang also calls for greater discipline when determining which projects Kenya should undertake.
A project can be technically feasible, attractive to stakeholders and capable of attracting financing without necessarily being the best use of limited public resources.
She argues that project selection should therefore consider strategic alignment, value for money, affordability, sustainability, implementation capacity and the benefits ultimately delivered to citizens.
This would place greater emphasis on the long-term value of public investment rather than simply the ability to finance or complete individual projects.
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Measuring success beyond completion
One of the key principles proposed for Vision 2060 is a broader definition of project success.
Completing a road, hospital, school, water system or digital platform on time and within budget remains important. However, Ochang argues that completion alone should not determine whether a project has succeeded.
Projects should also be evaluated according to the public value they create, including improved services, lower costs, greater efficiency, better livelihoods, resilience, inclusion, sustainability and citizen satisfaction.
The central question should therefore extend beyond whether infrastructure was delivered to whether it actually improved connectivity, healthcare, education, productivity, livelihoods and access to essential services.
Accountability for development outcomes
Vision 2060 should embed accountability for outcomes, according to Ochang.
This means government and other stakeholders should track not only project outputs but also the economic and social benefits generated after implementation.
Such an approach would shift attention from the construction or launch of projects towards the actual impact experienced by citizens.
For example, building a hospital would be only one measure of progress. Its broader performance would also depend on whether it improves access to healthcare and contributes to better health outcomes.
Protecting long-term projects from political transitions
The 34-year timeframe of Vision 2060 presents another major implementation challenge.
Ochang says nationally significant projects should not be repeatedly disrupted by political transitions. Kenya will need governance systems capable of preserving institutional memory and supporting evidence-based decisions on whether projects should continue, be modified or be terminated.
Such systems would help ensure that long-term investments are assessed according to performance and national interest rather than being determined primarily by changes in political administration.
Building Kenya’s project management talent
The complexity of future national projects will also require greater investment in project management skills.
Future projects are expected to involve areas such as artificial intelligence, advanced infrastructure, climate adaptation, digital transformation, smart cities and public-private partnerships.
These projects will require professionals capable of managing more than budgets and schedules.
They will also need expertise in stakeholder management, technology, contracts, uncertainty, change management and risk.
Developing this talent will therefore be an important component of Kenya’s capacity to implement Vision 2060.
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Learning from Vision 2030
Ochang says the development of Vision 2060 also provides an opportunity for Kenya to undertake an honest assessment of Vision 2030.
The country should examine what worked, what did not work and the reasons behind both outcomes.
The objective, she argues, should not be to assign blame but to strengthen institutional learning.
Successful projects can provide lessons that should be replicated, while delayed, over-budget or unsuccessful projects can reveal weaknesses that need to be addressed in future programmes.
From national ambition to national delivery
Ochang says her participation in the Vision 2060 Steering Committee has reinforced her belief that Kenya has significant expertise and ideas that can contribute to the country’s long-term development.
The critical challenge is strengthening the bridge between ideas and execution.
For the project management profession, this means contributing not only to individual projects and organizations but also to the systems through which Kenya plans, invests and delivers national development.
If effectively implemented, Vision 2060 could become more than a statement of national aspiration. It could provide a disciplined framework for long-term delivery.
The Kenya of 2060 will ultimately be shaped by thousands of programmes and projects that are planned carefully, financed responsibly, implemented professionally, monitored transparently and assessed according to the lasting value they create for citizens and future generations.
About the author
Maureen Mbithi, PMI Kenya Chapter Board President, is an exceptional leader in the realm of project and portfolio management. This professional has consistently driven outstanding results, delivering projects on time, under budget, and to the highest quality standards. She has successfully managed a strategic project portfolio worth KShs. 2.3B, delivering all projects within the customer quality and risk threshold while saving 16% on budget.
Her focus on strategic alignment has seen the organization realize 149% of its targeted benefits for the year. Additionally, she has spearheaded agile transformations, significantly enhancing execution speed and driving faster value creation. Her efforts have resulted in a 100% governance score, reflecting their commitment to robust portfolio governance. With a keen focus on continuous improvement, they empowered 67% of their team to attain Project Management Professional certifications and 83% to achieve Prosci Change Management certifications.
Her ability to foster a culture of excellence has been key in transforming organizational capabilities. She has received recognition for her outstanding contributions. She has also received multiple awards for excellence in project delivery and benefits management, demonstrating my ability to blend strategic vision with operational precision.
