We define corruption and show how it is perpetrated by answering the question: Is Kenya a corrupt country. We provide evidence to show that in deed corruption is widespread in the country. We demonstrate that devolution has had positive effects in local communities, albeit, along with the corruption vice. We that Kenya has both legal and institutional frameworks to fight corruption.

SDG#1 and #13 No poverty and Climate Action by the year 2030 are interconnected and a good discussion point at this conference. One priority action on poverty eradication is improving access to sustainable livelihoods, entrepreneurial opportunities and productive resources. Target 1.5 states that: “By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters. Target 13.1: “Strengthen resilience and adaptive capacity to climate related disasters: Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries” and Target 13.3: “Build knowledge and capacity to meet climate change: improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning.” Agribusiness remains central to food security, job creation, and inclusive growth in many low-income countries. Targeting women and youth (the buttress of African population) for climate-smart agribusiness can help eradicate poverty and mitigate the climate challenge. We reflect on six ongoing projects at Maseno University that engage women and youth in agribusinesses by mitigating both poverty and climate challenge. The key lessons learnt can be replicated in other regions.

Purpose: The purpose of the study is to help firms use strategy as an important tool helping both management and employees in control and evaluation of whether or not the institution’s objectives are met. Design / Method / Approach: The researcher used an exploratory study design, and the data was collected through organised interviews via telephone to gather everything that is relevant for the study.  Qualitative data collected was thereafter analysed by finding out similarities and differences among the responses collected from different institutions and conclusions made. Findings: The findings indicate that strategic management practices are useful predictor variables of performance. The composite R2 value of .714 which indicates that 71.4% variation of performance in parastatals in Kenya is as a result of strategic management practices. Of these practices, strategy implementation had the highest impact on performance. The least was strategy evaluation. Theoretical Implications: Strategic fit theory was used to analyse the performance of each parastatal. The researcher then presented the data using a descriptive approach by the use of illustrative quotes. Practical Implications: The performance of parastatals is good with both employees and consumers reporting high levels of satisfaction. Originality/Value: To achieve any organizational goals, a parastatal needs to plan, formulate and implement. The document is to encourage top management in parastatals to practice strategic management as it will have a positive impact on performance in parastatals in Kenya. Research Limitations / Future Research: Like many research studies, a small group of 14 parastatals was examined, and conclusions were made basing on the findings from this sample. This brought about a generalization that was applied to all other subjects in the field. This generalization appeared somewhat unfair judgement about other parastatals from where participants were not selected because different institutions may have different cultures and levels of professionalism, practice and performance when it comes to matters of strategic management. Paper type: Empirical