COUNTY GOVERNMENT OF BOMET COUNTY FISCAL STRATEGY PAPER 2025/2026 ii FOREWORD The County Fiscal Strategy Paper lays down the foundation for the preparation of the budget and medium term expenditure framework in accordance with Section 117 of the Public Finance Management Act 2012. The document sets out the County Governments economic policies and key priority programs to be implemented in the upcoming financial year budget and Medium-Term Expenditure Framework (MTEF) in line with the County Integrated Development Plan 2023-2027. This strategy paper offers mechanisms for achieving sustainable growth and development through efficient service delivery in Bomet County. The County priorities and goals outlined herein are based on the County Integrated Development Plan (CIDP), Governor’s manifesto and the County Annual Development Plan for Financial year 2025/2026. The expenditure priorities in the Sector ceilings in this Fiscal Strategy Paper have been aligned to the Budget Policy Statement, specifically the strategic interventions articulated in the Bottom-up Economic Transformation Agenda (BETA) and anchored on the Fourth Medium Term Plan of the vision 2030. Measures will be put in place to ensure prudent expenditure and revenue management to improve the county government’s fiscal position. The County Government will adopt new measures aimed at improving own source revenue collection. This includes implementation of the Revenue Enhancement Strategy, adoption of new revenue system, improving technical capacity of staff in Revenue Department and development of revenue bills and policies which are aimed at strengthening local revenue performance. The new administrative measures already in place and policy strategies set to be implemented are expected to create a significant positive impact on own source revenue collection. The County Treasury, therefore, will identify various streams of revenue that are meant to tap resources in achieving the target. The measures being put in place will zeal potential loopholes on revenue leakages. The sources of County revenue in the Medium Term will be Equitable Share from National Government, Local Revenue Collections and conditional/unconditional allocations as well as loans and grants from development partners. This Paper, therefore, puts into perspective how the County anticipates to utilize its scarce resources in the FY 2025/26 and in the Medium Term. HON. ROSA CHEPNGETICH COUNTY EXECUTIVE MEMBER FOR FINANCE, ICT & ECONOMIC PLANNING iii ACKNOWLEDGEMENT The County Fiscal Strategy Paper for FY 2025/2026 has been prepared in accordance with Section 117 of the Public Finance Management (PFM) Act, 2012. The paper outlines the current state of the economy and outlook over the medium term, broad macroeconomic issues, the medium term fiscal framework, resource envelope, key strategic priorities and policy goals as well as a summary of the Government’s spending plans as a basis for the FY 2025/26 Budget Estimates. The document outlines prudency and transparency in management of public resources through adherence to the fiscal responsibility principles in line with the Constitution and the Public Finance Management (PFM) Act, 2012. During preparation of this document, a number of stakeholders played key roles and I wish to appreciate the efforts and sacrifices made which enabled its successful completion. To begin with, I am particularly grateful to His Excellency, the Governor, Dr. Hillary Barchok for his lead role, general direction and guidance in developing this document. I also wish to recognize and appreciate key contribution from the members of the County Budget and Economic Forum who took their time to scrutinize and contribute on key matters of concern. Special appreciation goes to the County Executive Committee Members, Chief Officers, Directors and heads of departments for their invaluable input in developing the departmental priorities and programmes for financial year 2025/2026. I wish to appreciate the guidance and the role played by my department’s staff led by the Director of Budget & Economic Planning, Mr. Ronald Sang and the Director of Monitoring & Evaluation, Mr. Eric Kirui and the entire team of technical officers, namely: Thombo, Jemimah, Alphonse, Phylis, Patricia, Doris, Gilbert, Terer, Charles, Simon and Dr. Amos who took their time and dedication to prepare the document. I also wish to sincerely, thank the Sub-County administrators, public participation and civic education staff for their support during public participation events. Finally, I wish to appreciate the members of the public and members of other interested groups who turned out in large numbers during the public participation events to give their comments and contributions. Your contributions were instrumental and they informed the final document. MILCAH C. RONO CHIEF OFFICER ECONOMIC PLANNING iv EXECUTIVE SUMMARY The 2025 County Fiscal Strategy Paper (CFSP) traces the Counties Fiscal performance for 2023/2024 and Mid-year 2024/2025 for various County departments and agencies to form the basis for projecting the county fiscal outlook in respect to county revenues, expenditures and macro- economic parameters for FY 2025/26 and the medium term. The paper aligns with the Kenya Budget Policy Statement (BPS) 2025, which outlines national fiscal priorities, ensuring that Bomet County's strategies remain consistent with the national development agenda. Specifically, the paper shall provide the following information: 1. A description of budget implementation for the period 2023/24 and mid-year 2024/2025 including revenue and expenditure performance. 2. A description of any changes to the budget during the year, such that may have necessitated revision of the approved financial plan. 3. An overview of the expected revenue and expenditure totals for the coming year, based on an assessment of the economy and any other determinants. 4. Ceilings on the amount of money each sector will get in the upcoming budget and the basis for such capping. 5. A discussion of fiscal risks and their mitigation In particular, the Chapters of The CFSP is divided into four chapters as follows; Chapter One discusses the current economic outlook at the global stage as well as at the regional and National level. It further explains the current state of economic parameters in Bomet county. Chapter two indicates the sectorial priorities that each sector intends to implement in the next financial year and corresponding interventions Chapter three summarizes consolidated fiscal policy and framework for FY2025/26 and MTEF, and the main measures the County Government will take in budgetary allocations. Chapter Four presents indicative budgets ceilings for each department and an overview of the expected revenue and expenditure totals for the coming year, based on an assessment of the economy and any other determinants. It further indicates priorities of spending for each department. The annexes attached provides allocations for every programme, itemized budgets, list of projects, CBEF contributions and members of the public views. v RATIONALE FOR CFSP 2025/2026 The underlying principle for the County Fiscal Strategy Paper is to pin-point the exact fiscal direction to be pursued during the County budget process, with binding policy recommendations on budget formulation and implementation in the medium term. Additionally, the paper gives direction in supporting economic development and growth within the county, promoting initiatives that stimulate job creation, entrepreneurship, and investment in key sectors of the economy. The Bomet County Fiscal Strategy Paper specifies the broad strategic priorities and policy goals that guide the County government in preparing its budget for the coming financial year and over the medium term. vi LEGAL BASIS FOR THE PUBLICATION OF THE COUNTY FISCAL STRATEGY PAPER The County fiscal strategy paper is prepared in accordance with Section 117 of the Public Financial Management Act, 2012. The law states that: (1) The County Treasury shall prepare and submit to the County Executive Committee the County Fiscal Strategy Paper for approval, and submit the approved Fiscal Strategy Paper to the County Assembly, by the 28th February of each year. (2) The County Treasury shall align its County Fiscal Strategy Paper with the national objectives in the Budget Policy Statement. (3) In preparing the County Fiscal Strategy Paper, the County Treasury shall specify the broad strategic priorities and policy goals that will guide the county government in preparing its budget for the coming financial year and over the medium term. (4) The County Treasury shall include in its County Fiscal Strategy Paper the financial outlook with respect to county government revenues, expenditures and borrowing for the coming financial year and over the medium term. (5) In preparing the County Fiscal Strategy Paper, the County Treasury shall seek and take into account the views of; (a) The Commission on Revenue Allocation; (b) The public; (c) Any interested persons or groups; and (d) Any other forum that is established by legislation. (6) Not later than fourteen days after submitting the County Fiscal Strategy Paper to the County Assembly, the County Assembly shall consider and may adopt it with or without amendments. vii FISCAL RESPONSIBILITY PRINCIPLES IN THE PUBLIC FINANCIAL MANAGEMENT ACT In line with the Constitution, the Public Financial Management (PFM) Act 2012, sets out the fiscal responsibility principles to ensure prudency and transparency in the management of public resources. Section 107(2) of the PFM Act states that: 1) The County Government’s recurrent expenditure shall not exceed the county government’s total revenue 2) Over the medium term, a minimum of 30% of the County budget shall be allocated to development expenditure 3) The County Government’s expenditure on wages and benefits for public officers shall not exceed 35 percent of the county government’s total revenue 4) Over the medium term, the County Government’s borrowings shall be used only for the purpose of financing development expenditure and not for recurrent expenditure. 5) Public debt and obligations shall be maintained at a sustainable level as approved by the County Assembly 6) Fiscal risks shall be managed prudently 7) A reasonable degree of predictability with respect to the level of tax rates and tax bases shall be maintained, taking into account any tax reforms that may be made in the future viii ABBREVIATIONS AND ACRONYMS AGMs – Annual General Meetings AI - Artificial Insemination AIMIS – Artificial Insemination Management Information System BIDP – Bomet Integrated Development Plan BIDP - Bomet Integrated Development Programme BPS - Kenya Budget Policy Statement CA – County Assembly CBEF-County Budget Economic Forum CBET - Competency Based Education and Training CBK - Central Bank of Kenya CBK – Central Bank of Kenya CBM - Christian Mission for Blind CBOs – Community Based Organization. CBROP – County Budget Review and Outlook Paper CCIs – Child Care Institutions CCIS - Climate institutional support CCRI - Climate Change Resilience Invest CCTV – Closed-Circuit Television CCU - County Climate Change Unit CFSP - County Fiscal Strategy Paper CHPs - Community Health Promoters CHPs - Community Health Promoters CIDPs - County Integrated Development Plans CIDU – County Irrigation Development Unit COG – Council of Governors COTs - Certificate of Transport CPSB – County Public Service Board DMSP - Debt Management Strategy Paper ECDE – Early Childhood Development and Education. FLLoCA – Financing Locally Led Climate Action FMD - Foot &Mouth Disease FY – Financial Year GAVI – Global Alliance for Vaccines and Immunization GBV – Gender Based Violence GCP - Gross County Product GCP - Gross County Product GDP - Gross Domestic Product ix HDU – High Dependency Unit HIV/AIDS – Human Immunodeficiency Virus ICT – Information and Communication Technology IDEP – African Institute for Economic Development and Planning IFMIS – Integrated Financial Management and Information System IGRTC – Inter- Governmental Relation Technical Committee IT – Information Technology KABDP - Kenya Agriculture Business Development Project KDSP - Kenya Devolution Support Programme KEMSA - Kenya Medical Supplies Authority KfW – Kreditanstalt für Wiederaufbau KICOSCA – Kenya Intercounty Sports and Cultural Association KISIP – Kenya Informal Settlement Project KNBS - Kenya National Bureau of Statistics LAN – Local Area Network LIS - Land Information System LPO – Local Purchase Order LREB – Lake Region Economic Block LSD - Lumpy Skin Disease MOU – Memorandum of Understanding MPC - Monetary Policy Committee MSEs - Micro and Small Enterprises MTEF – Medium – Term Expenditure Framework NAVCDP - National Agriculture Value Chain Development Project NI - Nutrition International NTSA – National Transport and Safety Authority PDP - Part Development Plans PFMA - Public Finance Management Act PPDA – Public Procurement and Asset Disposal Act. PWDS – Persons Living with Disabilities. QASO – Quality Assurance and Standards Officer REREC – Rural Electrification and Renewable Energy Corporation SHA - Social Health Authority SNIs – Special Needs Institution TB – Tuberculosis VTCs – Vocational Training Centre WASH - Water Hygiene and Sanitation x TABLE OF CONTENTS FOREWORD ........................................................................................................................................................... ii ACKNOWLEDGEMENT ..................................................................................................................................... iii EXECUTIVE SUMMARY .................................................................................................................................... iv RATIONALE FOR CFSP 2025/2026 ......................................................................................................................v LEGAL BASIS FOR THE PUBLICATION OF THE COUNTY FISCAL STRATEGY PAPER ................................ vi FISCAL RESPONSIBILITY PRINCIPLES IN THE PUBLIC FINANCIAL MANAGEMENT ACT ............................. vii ABBREVIATIONS AND ACRONYMS ............................................................................................................ viii TABLE OF CONTENTS .........................................................................................................................................x CHAPTER ONE: MACRO ECONOMIC POLICY FRAMEWORK MACROECONOMIC REVIEW AND FORECASTS ...........................................................................................................................................................12 1.1 Global Economic Prospects ............................................................................................................................12 1.2 Domestic Economy ........................................................................................................................................13 1.3 Inflation .........................................................................................................................................................14 1.4 Interest rates ..................................................................................................................................................15 1.5 Bomet County Economic Performance and Outlook ................................................................................15 1.5.1 Sectoral Contributions to GCP ............................................................................................................16 1.5.2 Fiscal Performance ................................................................................................................................16 1.5.3 Contribution of Main Economic Activities to Bomet County GCP ..................................................16 1.5.4 Challenges and Mitigation Strategies ..................................................................................................17 1.6 County Development Status ........................................................................................................................17 CHAPTER TWO: STRATEGIC PRIORITIES AND INTERVENTIONS .............................................................25 2. 0 Alignment of Strategic Priorities with the National Objectives in the Budget Policy Statement ..................25 2.1 County Priorities .............................................................................................................................................29 Administration, Public Service and Special Programmes ..............................................................................29 2.2 Agriculture, Livestock, Fisheries and Cooperatives ..................................................................................29 2.3 Economic Planning, Finance and ICT ........................................................................................................30 2.4 Education, Vocational Training, Youth and Sports ...................................................................................31 2.5 Gender, Culture and Social Services ...........................................................................................................32 2.6 Health Services..............................................................................................................................................33 2.7 Lands, Housing and Urban Planning .........................................................................................................34 2.8 Roads, Public Works and Transport ...........................................................................................................35 2.9 Trade, Energy, Tourism, Industry and Investment ...................................................................................35 2.10 Water, Sanitation, Environment, Natural Resources and Climate Change ..........................................37 xi 2.11 Municipality ................................................................................................................................................38 CHAPTER THREE: FISCAL AND BUDGET FRAMEWORK ............................................................................40 3.1 Overview ............................................................................................................................................................40 3.2 County fiscal policy ............................................................................................................................................40 3.3 Proposed Budget Framework for FY2025/26 MTEF ................................................................................42 3.4 Revenue projections .....................................................................................................................................43 3.5 Expenditure projections ...............................................................................................................................43 CHAPTER FOUR: MEDIUM TERM EXPENDITURE FRAMEWORK ..............................................................44 4.1 Resource Envelope ........................................................................................................................................44 4.2 Medium Term Expenditure Sector Baseline Ceilings Classified by Sector .............................................45 4.3 Medium Term Expenditure by Vote and Economic Classification ..........................................................46 ANNEXES ................................................................................................................................................................. i ANNEX 1: ALLOCATIONS PER PROGRAMME FOR FY 2025-2026 ............................................................ i ANNEX 2: ITEMIZED BUDGET FOR FY 2025-2026 ...................................................................................... iv ANNEX 3: LIST OF PROJECTS FOR FY 2025-2026 ...................................................................................... lvi ANNEX 4: HIGHLIGHTS OF CBEF CONTRIBUTIONS ON CFSP 2025 ................................................ lxxii ANNEX 5: HIGHLIGHTS OF PUBLIC PARTICIPATION CONTRIBUTIONS ON CFSP 2025 ........... lxxv 12 G D P g ro w th ra te CHAPTER ONE: MACRO ECONOMIC POLICY FRAMEWORK MACROECONOMIC REVIEW AND FORECASTS 1.1 Global Economic Prospects The global economy remained resilient in 2023 despite the disruptions emanating from the residue effects of COVID-19, the Russia-Ukraine conflict and tightened monetary policies in a number of economies. However, Global growth is projected at 3.2 percent in 2024 and 3.3 percent in 2025 from 3.3 percent in 2023. The outlook reflects economic recovery in China, Euro area and UK, despite a slowdown in activity in the USA and Japan. Reports by IMF indicate that in the United States, underlying demand remains robust, reflecting strong wealth effects, a less restrictive monetary policy stance, and supportive financial conditions. The main risks to the global growth outlook relate to disruptions to the disinflation process, potentially triggered by new spikes in commodity prices amid persistent geopolitical tensions, a possible resurgence of financial market volatility with adverse effects on sovereign debt markets, a deeper growth slowdown in China and an intensification of protectionist policies which would exacerbate trade tensions, reduce market efficiency, and further disrupt supply chains. Growth in the advanced economies is projected to remain stable at 1.8 percent in 2024 and 2025 from 1.7 percent in 2023. Growth in emerging markets and developing economies is projected to remain stable at 4.2 percent in 2024 and 2025, with divergence across major economies. At the regional level, growth in Sub-Saharan Africa is expected to rebound to 4.2 percent in 2025 from 3.6 percent in 2024 and 2023. This growth is driven by improved economic activities as the adverse impacts of prior weather shocks subside and supply constraints gradually ease World GDP growth rates WORLD GDP GROWTH 7 6 5 4 3 2 1 0 2021 2022 2023 2024 2025 Projected 13 World inflation rate eased from 6.8 per cent in 2023 to 5.9 per cent in 2024. This was primarily due to the partial reversal of the significant rise in energy prices, coupled with the easing of supply chain disruptions. Global headline inflation is expected to decline to 4.2 percent in 2025 and to 3.5 percent in 2026, converging back to target earlier in advanced economies than in emerging market and developing economies. 1.2 Domestic Economy The Kenyan economy is currently recovering from the effects of negative and persistent global and domestic shocks that had pushed the economy to its lowest activity level. The real Gross Domestic Product (GDP) grew by 5.6 per cent in 2023 compared to a revised growth of 4.9 per cent in 2022, mainly driven by the strong performance in the agriculture sector, a slight recovery of the manufacturing sector, and the resilience of services sector. The Kenyan economy remained strong and resilient in the first three quarters of 2024 despite its growth being relatively slower than the corresponding period in 2023. In the first three quarters of 2024, the economic growth averaged 4.5 percent (5.0 percent Q1, 4.6 percent Q2 and 4.0 percent in Q3). The growth is projected to grow to 5.4 percent in 2025. Trends in Kenya GDP growth rate in percentage GDP GROWTH 8 7 6 5 4 3 2 1 0 Year 2021 2022 2023 2024 2025 Projected GDP growth 6.3 3.5 3.3 3.2 3.3 Source: Economic Survey 2024 14 1.3 Inflation The overall year-on year inflation is within the Government target range of 5±2.5 percent largely driven by easing food and fuel prices. Overall Inflation is expected to fall to 6.2% in 2024 and 5.5% in 2025 from 7.7 % in 2023 as food and global inflation both decline. Monetary policy is expected to be accommodative due to projected stable inflation and exchange rates Other factors expected to support low inflation include the pass-through effects of the strengthening exchange rate, decreases in electricity and pump prices and the CBK monetary policy stance. Food inflation remained a key driver of overall year-on-year inflation though it declined to 4.8 percent in December 2024 from 7.7 percent in December 2023. The easing of food prices was supported by increased food supply arising from favorable weather conditions, continued Government interventions particularly through subsidized fertilizer, and the general easing of international food prices Fuel inflation declined to -1.0 percent in December 2024 from 13.7 percent in December 2023. The decline largely reflected the easing global oil prices and appreciation of the Kenya Shilling’s which resulted in a downward adjustment of pump prices; and lower electricity prices Source: Economic Survey 2024 Trend in inflation rate over the years Year 2018 2019 2020 2021 2022 2023 2024* 2025* GDP GROWTH 5.6 5.1 -0.3 7.6 4.9 5.6 5.2 5.4 7.7 7.7 6.1 5.2 5.4 2019 2020 2021 2022 2023 15 The foreign exchange market remained stable in the first half of 2024 despite increased global uncertainties, effects of a stronger U.S. Dollar and geopolitical tensions in the Middle East. The Kenya Shilling exchange rate was weaker at the turn of the year but strengthened against the U.S. Dollar from mid-February 2024 through August 2024. It strengthened by 10.15 per cent, 8.55 per cent and 9.55 per cent against the US Dollar, Sterling Pound, and the Euro, respectively in August 2024 compared to a similar period in 2023. It exchanged at an average of Kshs 129.32 per US dollar in August 2024 compared with Ksh 143.93 per US dollar in August 2023(CBK, 2024). 1.4 Interest rates Given that inflation is below the mid-point of the target range and the exchange rate has stabilized, the Central Bank of Kenya through the Monetary Policy Committee (MPC) has gradually eased monetary policy by lowering the Central Bank Rate (CBR), initially to 12.75 percent from 13 percent in August 2024 to 12.0 percent in October 2024 and further to 11.25 percent in December 2024. The easing of the monetary policy stance is aimed at improving credit to the private sector thereby supporting economic activities. Commercial banks experienced an increase in both average lending and deposit rates in the year leading to October 2023, reflecting a tighter monetary policy position. The average lending rate rose from 12.4 percent in October 2022 to 14.2 percent in October 2023, while the average deposit rate increased from 7.0 percent to 9.1 percent over the same period. As a result, the average interest rate spread narrowed from 5.4 percent in October 2022 to 5.1 percent in October 2023. Short-term interest rates rose in the year leading to December 2023, reflecting a tight monetary policy position and limited liquidity in the money market. The interbank rate climbed from 5.4 percent in December 2022 to 11.7 percent in December 2023, while the 91-day Treasury Bills rate increased from 9.3 percent to 15.8 percent over the same period. The introduction of the interest rate corridor in August 2023 has aligned the interbank average weighted rate with the Central Bank Rate, enhancing the effectiveness of monetary policy transmission. As of December 2024, the Central Bank of Kenya (CBK) had reduced its benchmark lending rate to 11.25%, down from 12.75% in August 2024. This series of rate cuts aimed to stimulate economic growth amid a slowdown in the first half of 2024. Commercial banks' average lending rates remained relatively high despite these reductions, at 16.89% in December 2024, slightly down from 17.22% in November 2024. In the 2025 Budget Policy Statement (BPS), the Government of Kenya has outlined a fiscal policy focused on fiscal consolidation and economic transformation. The key objectives include reducing the budget deficit, enhancing revenue collection, and prioritizing strategic investments to stimulate growth. 1.5 Bomet County Economic Performance and Outlook The Gross County Product (GCP) is a disaggregation of the Gross Domestic Product (GDP) by county, indicating Bomet County's contribution to the national economy. According to the Kenya National Bureau of Statistics (KNBS) 16 - Gross County Product (GCP) 2024, Bomet County's economic growth has shown steady improvement over the years, supported by key sectors such as agriculture, trade, and manufacturing. Economic Growth Trends Bomet County’s GCP accounted for approximately 1.5% of the national GDP in 2024, reflecting a 4.2% growth compared to the previous fiscal year. The county's economy remains agriculture-driven, with tea, dairy, and horticulture playing a pivotal role in contributing to county revenue. 1.5.1 Sectoral Contributions to GCP Agriculture: The dominant sector in Bomet County, contributing approximately 67% of the county’s GCP. Key cash crops such as tea and coffee, as well as dairy farming, drive economic activity and employment. Trade and Commerce: The trade sector has expanded, supported by increased market access, infrastructure development, and rising entrepreneurship, particularly among Micro and Small Enterprises (MSEs). Manufacturing: Although relatively small, the manufacturing sector is growing due to value addition in agriculture, including tea processing and milk production facilities. Public Administration and Services: Contributes significantly to local employment, with county government operations stimulating demand for goods and services. 1.5.2 Fiscal Performance According to the Bomet County Expenditure Report 2024, the county’s revenue sources included: National Transfers: Accounting for 78% of total revenue. Own Source Revenue (OSR): Improved by 12.5% following enhanced revenue collection mechanisms. Development Partners & Grants: External funding played a crucial role in infrastructure projects and social programs. 1.5.3 Contribution of Main Economic Activities to Bomet County GCP Bomet County’s economic structure is primarily driven by key sectors such as agriculture, trade, and manufacturing. The KNBS-GCP 2024 and Bomet County Expenditure Report 2024 highlight the main contributors to the county’s economic growth as follows: Agriculture (67%) – The leading economic activity in Bomet County, with major contributions from tea, dairy, and horticulture. Agricultural output plays a crucial role in employment and county revenues. Trade and Commerce (15%) – Expansion in local and regional trade, supported by improved infrastructure and market access. Manufacturing (10%) – Growth in agro-processing industries, including tea factories and dairy processing plants, has enhanced economic diversification. Public Administration and Services (8%) – Government services, education, and health sectors contribute to employment and public service delivery. Source: KNBS-GCP 2024, Bomet County Expenditure Report 2024 17 The economic activities driving Bomet County’s Gross County Product (GCP) include agriculture, trade, manufacturing, and public services. Based on data from the KNBS-GCP 2024 and the Bomet County Expenditure Report 2024, the main economic contributors to the county’s GCP are outlined below: and input subsidies to boost food security and exports. Infrastructure Development: Road improvement projects enhancing market connectivity. Youth and SME Support Programs: Increased investment in business incubation and microfinance to stimulate employment. Climate Resilience Initiatives: Enhancing disaster preparedness to mitigate economic shocks. 1.5.4 Challenges and Mitigation Strategies Despite the positive outlook, Bomet County faces economic risks, including: Climate Change: Unpredictable weather patterns affecting agriculture. Mitigation: Increased adoption of climate-smart agricultural practices and insurance schemes. Revenue Mobilization Constraints: Limited local revenue collection capacity. Mitigation: Strengthening enforcement measures and diversifying revenue streams. Inflationary Pressures: Affecting consumer purchasing power and cost of inputs. Mitigation: Supporting price stabilization mechanisms and promoting value chain efficiencies. Bomet County's fiscal strategy aims to sustain economic growth, enhance service delivery, and ensure fiscal discipline in alignment with the Kenya Budget Policy Statement 2024. 1.6 County Development Status This section provides a summary of development activities and initiative undertaken by the County over the last financial year per every department. With devolution effectively commencing in March 2013, the County Government has made key milestones in implementing the devolution process including the preparation of County budgets, County Sector Plans and County Integrated Development Plans (CIDPs), the establishment of various County departments and the recruitment of public service personnel to propel the county economic growth and development. The main challenges to the implementation of the devolution process to date include large budget deficits, as the funding requirements in the CIDPs exceed the transfers received as equitable share from the central government. The deficits might be mitigated by raising local taxes, to which the Counties are entitled to by the constitution. Department of Administration, Public Service, Devolution and Special Programs. i. Medical cover of staff and state officers-The County Government has signed an agreement with a medical insurance provider and is in process of its implementation. ii. The office plans to continue collaborating with the National Government administration on security matters, peace building and mobilization of the community including enhancing County Policing Authority to enable them discharge their duties effectively. 18 iii. Other areas of collaboration with the National Government are technical assistance in such areas like performance contracting, resource utilization and audit. iv. The department reduced the number of liquor outlets from 930 to 783 across the county and enhanced enforcement and compliance. v. Successfully passed out 107 graduates of recovering drug addicts at Bomet (Koiwa) rehabilitation center. vi. Successfully conducted performance management system. vii. The Governor’s residence was re-tendered and commencement of the second phase is ongoing. viii. The department trained 50 Governor’s staff and 25 communication staff. ix. Acquisition of enhanced medical cover to all the county staff (at the tail end) x. Successful payment of service gratuity to 171 sub ward administrators and 40 ECDE assistants. xi. The department successfully conducted 30 body retrievals, evacuated 100 families, responded to 30 fire incidents and extended compassionate assistance to a tune of Ksh 8million. xii. Audited 19 ward offices across the county and report developed. xiii. Promotion of 355 staff in various departments. xiv. Recruited 76 staff for various departments. xv. Sensitized staff of various departments on Ethics, values and principles of public service xvi. Improvement of CPSB job application portal. xvii. Review of Staff Establishment to enhance service delivery. xviii. Enhanced terms of service for ECDE teachers. Department of Agriculture, Livestock, Fisheries and Cooperatives Agriculture, Livestock and Fisheries i. 84,500 tissue culture bananas, 45,000 mangoes, 500,000 pyrethrum seedlings, 32kg of coffee certified seeds, 960 poly tubes and 30,000 avocados procured and distributed to the farmers ii. 15,624 households and 2,000 pupils (4-K Clubs) were supported with assorted vegetable seeds and multi-storey bags for establishment of kitchen gardens. iii. Under BIDP programme, the department procured and distributed 20,000 kgs of high iron and zinc beans in Nogirwet irrigation scheme. iv. 14 Tea buying centres were supported with building materials in Mutarakwa. Chesoen, meregi and Silibwet township wards. v. Eight veterinary staff were trained on Artificial Insemination (AI) and Artificial Insemination Management Information System (AIMIS) in preparation to roll back subsidised AI across the county vi. 143,559 animals vaccinated against priority notifiable diseases; Foot &Mouth Disease (FMD) 18,966, Anthrax and Black-quarter (BQ) 68,745, Lumpy Skin Disease (LSD) 21,455 and Rabies 34,393, across the county. vii. The county supported 21 farmer groups on sweet potato vines for bulking yellow-fleshed varieties in Sigor and chebunyo wards. 19 viii. Coffee nurseries were established in 17 coffee cooperative societies. Coffee nurseries are from Mutarakwa, Siongiroi, Kongasis, Sigor, Nyangores, Longisa, Kipsonoi, Kapletundo, Rongena/minaret, Ndanai/Abosi wards. ix. Coffee pulping plant in Oldabach, Mutarakwa ward was constructed. x. 76 dips were supported with acaricides. xi. Constructed 2 slaughter houses in Chebunyo and Kapkelei-Kipsonoi. xii. Constructed Kapkwen livestock sales yard in Nyangores xiii. Renovated 12 cattle dips xiv. Two fish hatchery greenhouses were installed on the broodstock ponds xv. 800 tilapia broodstock and 12000 monosexed tilapia fingerlings were purchased xvi. 13 fishing nets (Gill and seine) were purchased xvii. 200 kgs of formulated fish feeds were purchased for the brood stock xviii. 4 pond liners were purchased to support Bomet East sub county model fish farm. Cooperatives and Enterprise Development i. The department of cooperatives had the following achievements: ii. Ndarawetta Irish Potato Plant in Mogindo, Ndarawetta ward is now in final phase of construction with auxiliary facilities now ongoing. The project is expected to do value addition for Irish potatoes for increased returns to farmers. iii. 3 phase electricity and plumbing works is on completion stage in Chebunyo milk processing plant which will pave way for the installation of the machinery. iv. 33 cooperative societies were registered during the year to bring to a total of 723 cooperatives registered to date and only 68 cooperatives held their AGMs v. 61 cooperative societies were audited. Revenue generated from audit fees shared between National and County government at rate of 30% and 70% respectively generated revenue of Kshs 65,000 for the county. vi. Trained 5500 cooperative officials and members on cooperative management, business enterprises, compliance and taxation of cooperatives. vii. Pending bills paid by the department was Kshs 11,170,320 out of total pending bills of 31,088,662. Department of Economic Planning, Finance and ICT i. Developed quarterly, half yearly and annual monitoring and evaluation reports ii. Formulated annual development plan for FY 2024/2025 iii. Developed departmental work plans and procurement plans iv. Developed CFSP 2024/2025, PBB 2024/2025, CBROP 2023, budget circular 2024/2025, budget implementation reports 2023/2024, debt management strategy paper 2024 v. Developed departmental work plans and procurement plans for FY 2024/2025 vi. Successfully installed LAN cabling in Kapletundo, Kipsonoi, and Sigor ward offices vii. Delivered and installed ICT equipment (18 desktops) at Siwot Vocational Training Centre 20 viii. Successfully recruited 20 ICT officers and conducted a comprehensive training program to enhance their capacity in service delivery ix. Procured and issued 18 laptops and other ICT equipment to enhance productivity and support the operational needs of various officers, ensuring they have the necessary tools to perform their roles efficiently. x. Timely preparation of quarterly, half-year and annual financial reports to minimize audit queries xi. Sensitization of accountants on Accrual reporting templates and standards xii. Undertook continuous risk-based audits resulting to enhanced internal controls xiii. Implementation of internal and external audit recommendations. xiv. Developed departmental cash flows, work plans and procurement plans Department Education, Youth, Sports and Vocational Training. Education and Vocational Training i. The department constructed 21 new ECDE Classrooms and completed 1 stalled ECDE classrooms. ii. Furnish 40 ECDE Centres with adequate and appropriate furniture, facilitated employment of additional 150 ECDE teachers, supplied teaching / learning materials (Chalks, crayons, manila Papers, and registers) to 1223 centres and also supplied milk to all 53,331 learners in 1223 ECDE Centres. iii. Procurement and issuance of sports equipment and Governors’ tournament successfully completed at the ward level. iv. Construction of gate house, powerhouse, and ablution block at Tegat Talent Centre. v. Supported 250 bright needy students with full scholarship, cash Transfers amounting to Kshs 24,249,947 to 33 VTCs as capitation and review of support for the needy Act 2020. Youth and Sports i. Held the inaugural Bomet Youth Conference in April where the County Governmental sign an MOU with youth enterprise fund for tender application with LPO financing, youth trained on Digital opportunities and business ideas for funding. ii. Levelled playing fields (Kapkwen in Nyongores Ward, Kaplong in Chemagel Ward, Ndanai in Ndanai Ward, Kitoben in Singorwet Ward, Kaboson in Chebunyo Ward and Kirimose in Embomos Ward). Each Ward will have one field being leveled. iii. Completed and equipped Tegat talent center. Department of Gender, Culture and Social Services i. Participated in 16 Days of Activism launch and created awareness to over 500 people at Kapkwen market ii. Reached and sensitized 200 PWDS on disability mainstreaming and compliance during UN day celebration at Mogogosiek Ward iii. Mentored 1500 girls and supported with over 3000 sanitary pads 21 iv. Conducted Male engagement forum on GBV awareness and land and birth rights for single mothers v. Distributed 550 crates of certified eggs to women groups for economic empowerment vi. Distributed 25 incubators to PWDs groups vii. Trained over 2,000 self Help Groups, CBOs, Women and PWDs on entrepreneurship, financial literacy and group dynamics. viii. provided psychosocial support and counselling to over 200 GBV survivors ix. Participated in world Human Rights Day consultative forum at Tipton tea on GBV x. Assessed and distributed assistive devices to PWDs. xi. Supported Special Needs Institutions and Charitable Children’s Institutions. xii. Distributed water tanks to women living with disabilities xiii. Distributed seeds and fertilizers to vulnerable and marginalized groups xiv. Supported vulnerable girls with sanitary pads xv. Supported community- b a s e d organizations and other vulnerable groups with tools of empowerment xvi. Organized exchange programs for groups engaging in various economic activities xvii. Rebranded Silibwet community Library xviii. Completed the second phase of Mugeni cultural centre xix. Participated in cultural competition during KICOSCA games xx. Participated in Kenya music and festival training for adjudicators Department of Health Services i. The County ensured a consistent supply of health products and technologies by improving stock control measures and implementing timely redistribution strategies, which helped reduce the expiry of commodities. It also developed and secured approval for key health policies, including the Ambulance and Referral Services Policy, Community Health Service Policy, Facility Improvement Financing Policy, and Food and Nutrition Security Policy. ii. Significant progress was made in health infrastructure, with the development of projects such as the Mother and Child Hospital, Ndanai Hospital and Kapkoros Hospital. The County enhanced revenue collections by introducing new revenue streams within health services sector and successfully completed and operationalized several health facilities, including Keronjo Dispensary, Chepwostuiyet Dispensary, Tegat Sub-County Hospital, Cheleget Dispensary, and the WASH Hub at Bomet Health Centre. Additionally, maternity wings were operationalized at Sibaiyan, Rongena, Silibwet, Kiromwok, Bomet Health Centres, and Belgut Dispensary. iii. A functional Water, Hygiene, and Sanitation (WASH) Hub was established to manage real-time WASH information, while the Rongena and Cheboin laboratories were completed and made operational. The County expanded Baby-Friendly Initiatives to all sub-counties and launched the Integrated Management of Acute Malnutrition (IMAM) program across all sub-county hospitals. iv. Partnerships and collaborations were strengthened in various preventive and promotive programs, including a Nutrition program with Nutrition International, WASH initiatives with Dig Deep Africa and Nyayo Tea Zone, the Expanded Program on Immunization (EPI) supported by GAVI, 22 and the Eye Unit renovation supported by the Christian Mission for the Blind (CBM). These efforts collectively improved healthcare delivery, infrastructure, and community health outcomes across the County. v. One of the key achievements was the upgrading of three major healthcare facilities: Kapkoros Sub- County Hospital, Ndanai Sub-County Hospital, and Sigor Sub-County Hospital. At Kapkoros Sub- County Hospital, the construction of new inpatient and maternity wings was completed, equipped with modern amenities and state-of-the-art medical equipment. Ndanai Sub-County Hospital saw expanded female, male, and pediatric wards, along with the installation of a Tele Doc Machine for remote consultations and the deployment of a state-of-the-art ambulance for emergency response. Sigor Sub-County Hospital underwent comprehensive upgrades, including the addition of a radiology unit, surgical ward, male and female wards, a pediatric unit, a utility wing, and a complete two-theater unit. vi. The adoption of telemedicine technology represented a groundbreaking development, with five Tele Doc Machines distributed across various healthcare facilities. This innovation enabled patients to receive expert consultations from specialists worldwide, bridging the gap between rural healthcare facilities and global medical expertise. vii. The county’s partnership with the Kenya Medical Supplies Authority (KEMSA) ensured a steady supply of essential health products and technologies, including both pharmaceutical and non- pharmaceutical items. This collaboration was instrumental in improving health outcomes and strengthening the county’s healthcare system. viii. In the realm of health insurance, Bomet County emerged as a leader in the registration of the Social Health Authority (SHA), thanks to the tireless efforts of Community Health Promoters (CHPs). Their dedication ensured that every resident was registered and had access to healthcare services, positioning Bomet as a model for other counties. ix. The county also made significant progress in addressing nutrition and food security with the successful launch of the Bomet Multi-Sectoral Food and Nutrition Security Policy during FY2024/2025. Developed in collaboration with various stakeholders, this policy aimed to improve food security and enhance the nutritional well-being of residents. x. These efforts collectively marked a transformative period in the region’s healthcare system, reflecting a commitment to building a resilient, efficient, and patient-centered healthcare system. By prioritizing equity, efficiency, and sustainability, Bomet County is poised to create a healthier, more resilient future for all its residents. Department of Lands, Housing, Urban Development and Municipality i. Acquired 65 acres of land ii. 50 parcels public land surveyed iii. Prepared 5 Part Developments Plans in Sotik and Bomet – affordable housing, industrial park parcels iv. Renovated one house in Sotik v. Commenced construction of 220 units of Affordable Housing in Bomet vi. Fenced of Bomet Cemetery vii. Constructed 1 km of Storm water drain in Kipkoibet market 23 viii. 3 Public toilets constructed in Chebirbelek, Kamureirto ix. Outsourced Garbage collection process going on well and is making positive impact x. Development Control Committee has been constituted xi. Revenue from Hire of Garbage collection trucks which is a new source of revenue xii. Transfered functions to Bomet Municipality xiii. Established Sotik Municipal by swearing in Board Members xiv. Established Ndanai, Mogogosiek and Mulot Town Committees xv. Valued Assets in the County with IGRTC xvi. Dump site Land dispute with prison resolved xvii. Sotik Land Committee Draft report completed and forwarded to County Attorney for legal Opinion xviii. Some 9 urban areas were mapped for Land tenure improvement component under Kenya Informal Settlement Project (KISIP) II which it is anticipated to be done in FY 2024/25 Department of Roads, Public Works and Transport i. Improved road connectivity by the construction and maintenance of approximately 250 kilometers of Murram roads across all the 5 sub counties. ii. Prepared designs, bill of quantities and estimates for county construction projects approximating to 130 projects iii. Conducted project supervision for county construction projects approximating to 71 iv. Completed construction of the offices and material testing lab with finishes. v. Completed and operationalize Zero Two footbridge and one more footbridge ongoing. vi. Constructed a service bay at the main workshop. vii. Fleet management system was installed and operationalized Department of Trade, Energy, Tourism, Industry and Investment i. Constructed 2 fresh produce markets in Longisa and Ndanai and fenced 1.fresh produce market in Sigor ii. Constructed 9. No boda boda shades in Kapkwen, Nyambugo, Chebugen, Kap fundi Area, Kwandap Cherotich, Chepngaina, Chemengwa, Boito and Ngariet Junction iii. Installed 24 conventional floodlights iv. Maintained 20 conventional floodlights v. Installed 7. solar floodlights vi. Fenced Chepalungu Forest for ecotourism activities vii. Procured camping tents for Chepalungu ecotourism center viii. Participated in Gotab Gaa Investment forum Department of Water, Sanitation, Environment , Natural resources and Climate Change Completed Projects: 24 i. Water pan desilting works in Arap Ngetich, Kap Kamanda, Kap India, Kapsaiyalel, Kapmabwai, and Bartegan. ii. Pipeline extension in Sigor (Tolilet-Mismis). iii. Arwa water pan desilting completed. Significant Progress: i. Chebangang’ Water Project nearing completion (80%). Ongoing Projects: i. Several pipeline extensions in Sigor, Itare, and Kaptebengwet. ii. Multiple water pan projects (Kabokiot/Kiptunoi, Kiplabotwa Dispensary, Kamuguleiya, Kapsigilai, Sagaldit, and Kap Knighty). iii. Desilting works at Kapasinendet, Kipkurion, Chepkesui, and Kimatisio water pans. 25 CHAPTER TWO: STRATEGIC PRIORITIES AND INTERVENTIONS 2. 0 Alignment of Strategic Priorities with the National Objectives in the Budget Policy Statement Sector Budget Policy Statement 2025(BETA) County Priorities Administration, Public Service, Devolution and Special Programs Champion broader engagement through timely and open communication and public participation throughout public policy making process including to enhance accountability and renew political and social support Strengthening Leadership Accountability and De-Personalising Politics by implement various initiatives and strategies geared towards enhancing transparency, accountability and leadership effectiveness. Ensuring inclusive and participatory development planning. Through a fair administrative justice and non-discrimination while undertaking development projects. Roads, Public Works and Transport Expand road and bridges in the country to enhance transportation networks, support inclusive green growth and improve overall connectivity across the country. Build robust quality road network across the county to enhance production Promote development of high-quality road infrastructure and buildings The county government of Bomet aspires to develop high quality infrastructure that will support sustainable development Gender, Culture and Social Services Provided financial inclusion and capacity building for women through the Hustler Fund in women-led cooperative societies, chamas, merry-go-rounds and table banking initiatives Prevent and protect women against domestic violence Promote and protect rights and welfare of PWDs Gender mainstreaming through increase opportunities and participation of women and disadvantaged groups; Empower Women, PWDs and youths with business opportunities; Increase access to education for PWDs and girl child Children services and Social protection - Sensitize the public on forms of gender-based violence, effects and consequences, accelerate fight against FGM and GBVs and develop strategies for social protection Provide shelter to extremely vulnerable groups and access to basic amenities Economic Planning, Finance and ICT Promote investment in the digital superhighway and the creative economy Support extension of National Fiber Optic Backbone infrastructure to ensure Use of ICT for Socio-Economic Empowerment for Youths, Women and PWD; Automation of all County processes 26 universal broadband availability; Digitize and automate all critical Government processes throughout the country. The county programs will enhance efficiency and access to government services by automating major County operations and the establishment of communication and interactive platforms; Levying reasonable charges to businesses Water, Sanitation, Environment, Natural Resources and Climate Change Intensify investments in: construction of water pans, small, large and mega dams and associated irrigation infrastructure Environmental conversation and management efforts by implementing the National Tree Growing Programme. Climate change mitigation and adaptation efforts, through strengthening actions to prevent deforestation, halt and reverse biodiversity loss, combat desertification and restore degraded landscapes Enhance Access to Safe and Clean Water Supply; Expansion and Upgrading of Existing Infrastructure, Development of New Water Supply Schemes, Spring Protection, Water Harvesting and Storage, Groundwater Exploration &Development and Irrigation Support i.e Support existing irrigation schemes (e.g., Nogirwet, Kaboson and Chebaraa) Sustainable Management of Environment and Natural Resources by; Environmental Protection and Resource Management, Climate Change Mitigation, Adaptation and Resilience Mainstream climate change issues in its programs and across all the sector. Increase Access to Sanitation Facilities Agriculture, Livestock, Fisheries and Cooperatives Facilitate the holistic development of the livestock sector and anchor all its value chains in a sustainable strategic platform i.e support the dairy sub-sector Revitalize the tea and coffee sub-sector Ensure food security in the country, reduce the cost of living and expand economic opportunities for the youth. Enhance trade in livestock and livestock products, fish productivity, animal health and welfare Improve agricultural productivity and farm incomes Promotion of cash and food crops Enhanced safety of animal food and food products meant for human consumption. Improve market access for agricultural produce through cooperatives and value addition 27 Health Services Promote achievement of the universal health coverage by enacting the Social Health Insurance Act, 2023; ii) Primary Health Care Act, 2023; iii) Facility Improvement Financing Act, 2023; and iv) Digital Health Act, 2023. Enhance healthcare delivery, ensure the security of medical supplies, scale up the scope of existing programmes such as Edu Afya and offer prenatal care (Linda Mama Programme) Implement strong institutional and strategic measures to extend the impact of Universal Health Coverage by developing the biomedical, pharmaceutical, and medical supplies production industries. Enhance administrative and health support services Increase access to curative and rehabilitative health services by providing free primary healthcare at dispensaries, health centers and hospitals upon registration of SHA. Increase access to preventive and promotive health services Enhancement of Access to Reproductive Health Services: Strengthening and Revitalization of Health Infrastructure through Completion of ongoing county health facility projects, upgrading sub- county hospitals, Establishing the Bomet Oncology and Research Centre, renovating, equipping, and operationalizing health facilities. Increase availability of human capital in the public health sector through prioritize employment of skilled health workers, promotion of primary health care and engaging community health promoters (CHP) who provide direct care in households across the county. Education, Youth, Sports and Vocational Training Enhance access to quality and relevant education Boost education and training outcomes in the country i.e; resolving uncertainty around the Competency Based Curriculum (CBC); Capitation and bursary Scheme; Establishment of polytechnics; Higher Education Loans Scheme Undertake education reforms; Expand infrastructure development in all learning institutions; Strengthen linkages between industry and training institutions in order to enhance access to education at all levels. Increase provision of quality basic education in ECDE through recruitment and training of ECDE teachers; Enrolment of school children of pre-primary age in schools; provision of school milk feeding programme; Rehabilitation and equipment of both ECDE and VTCs schools; providing water to ECDE, sanitation and hygiene facilities; Improve access to quality vocational training and skills by; providing infrastructure development funding to VTCs; Recruitment and promotion of VTC personnel Developing, equipping and improve access to sporting facilities Improve youth empowerment through training on entrepreneurial skills; provision 28 of tools of trade; identify linkages/networking for job opportunities. Trade, Energy, Tourism, Industry and Investment Revamping and improving competitiveness of local industries by focusing on value chains development. Promote clean cooking and energy saving technologies such as solar, biomass etc. Promotion of cottage industries; Provide land for industrial park; Support start-ups; Creation of a conducive business environment for trade to thrive Promote clean, affordable, and quality alternative renewable energy sources for inclusive green growth and transformation. Industrial Development and Promotion through Provision of critical infrastructure requirements for Micro, Small Enterprises include, worksites, workspaces, common user facilities, storage facilities, incubation centers. Lands, Housing and Urban Planning (LHUP) and Municipalities Housing and Settlement; Facilitate delivery of affordable houses and enable low-cost housing mortgages, Implementation of the Kenya Urban Settlement Program Phase II that will strengthen the capacities of urban municipalities to improve delivery and resilience of urban infrastructure and services. Support planned rural settlements with essential infrastructure, and promoting climate-resilient housing designs to foster inclusive green growth Land Use Planning- Provision of land for development (Affordable housing units in Chepalungu sub-county) Improve Urban Infrastructure and Utilities, Improving administration and management of public land Improve housing development Enhance land disputes resolutions; Ensure access to land for housing; Promote housing cooperatives Land information management system; Development and implementation of County spatial plan, urban spatial plan; Development of Part Development Plans(PDP) for municipal and neighborhood as well as recreational facilities. 29 2.1 County Priorities Administration, Public Service and Special Programmes Priority 1: Citizen Service Delivery Interventions: i. Completion of administration offices and residential buildings ii. Establishment of citizen service centers in every sub-county office and sub county hospitals iii. Equipping county offices iv. Establish County registry and resource center v. Purchase of government motor vehicles and equipment vi. Conducting legal clinics and legal audits vii. Develop complaints and feedback mechanism viii. Develop service charters ix. Creating an effective and efficient workforce Priority 2: Response to disasters and coordinating flagship projects Interventions: i. Build fire stations in major urban areas and equipping them ii. Stakeholder sensitization on disaster preparedness iii. Conducting disaster drills iv. Recruit disaster management officers 2.2 Agriculture, Livestock, Fisheries and Cooperatives Priority 1. Improve agricultural productivity and farm incomes Interventions: i. Enhance dissemination of agricultural information ii. Promotion of cash and food crops iii. Development of horticulture – subsidy of seedlings. iv. Promotion of alternative food crops v. Enhance adoption of technology and youth participation in agriculture Priority 2. Enhance livestock and fish productivity, animal health and welfare Interventions: i. Improvement of livestock genetics through provision of subsidized AI services. ii. Disease and vector control through livestock vaccination and provision of cattle dip services. iii. Improvement of livestock feeds production and feeding programs iv. Stocking and restocking of fish ponds v. Enactment and enforcement of animal welfare policies Priority 3. Enhanced safety of animal food and food products meant for human consumption. Interventions: i. Improvement of county abattoirs. ii. Inspection of livestock food products. Priority 4. Enhance trade in livestock and livestock products 30 Interventions: i. Establishment and continuous improvement of county livestock sales yards ii. Issuance of livestock movement permits iii. Issuance of certificate of transport (COTs) and dispatch notes for livestock products Priority 5. Policy, Planning and General Administrative Services Interventions: i. Support development and review of policies geared towards smooth implementation of development programs and efficient service delivery ii. Provision of goods and services that facilitate programme implementation and services delivery Priority 6. Improve market access for agricultural produce through cooperatives and value addition Interventions: i. Promotion and strengthening of cooperative societies ii. Improve market access through marketing outlets. iii. Promotion of value addition and agro-processing iv. Development of market infrastructure and information system. v. Promoting the development of an enterprise fund to support cooperative societies to access credit through revolving funds. 2.3 Economic Planning, Finance and ICT Priority 1: Enhance policy formulation, coordination, planning, monitoring and evaluation Interventions i. Coordinating the development of county planning and budget documents. ii. Finalize the development of the County statistical abstract. iii. Domesticate the draft model Monitoring and Evaluation Policy iv. Completion of flagship projects Priority 2: Enhance Financial Management Interventions i. Strengthen Internal Control Systems to enhance Fiscal discipline ii. Automate Internal Audit Services iii. Capacity build Risk Management and Audit Committees iv. Undertake Capacity building of staff on reporting standard and procurement processes v. Sensitization of special groups on the requirements for compliance with PPDA vi. Construct centralized storage space to cater for delivery of bulk goods vii. Enforce adherence to project contract/completion period to reduce pending bills Priority 3: Increase own source revenue Interventions: i. Enhance full automation of all revenue streams ii. Full operationalization of revenue collection and enforcement framework iii. Development of supporting revenue administration legislation 31 iv. Implement approved valuation roll Priority 4: Improve access to ICT services and Internet Connectivity Interventions i. Increase the development and deployment of ICT infrastructure, provision of ICT equipment and connectivity across the County ii. Formulation or adoption of ICT policies, regulations and standards iii. Procurement/Development/enhancement of integrated Management Information Systems to support e-government processes. Amongst the systems include enhancement of Revenue Collection and Management System, Hospital Management and Information System and Process Automation iv. Undertake capacity building of county ICT technical and non-technical staff on various ICT skills, emerging trends and competencies v. Set up Local Area Network through data cabling and internet connection for a number of county offices/facilities vi. Support ICT innovations among the youth in the County through various trainings and innovation fora. 2.4 Education, Vocational Training, Youth and Sports Priority 1. Provision of quality education in ECDE Interventions: i. Establish and construct ECDE infrastructure. ii. Coordinate the feeding programme in ECDE. iii. Facilitate recruitment and promotion of ECDE Staff. iv. Provide curriculum support to ECDE teachers. v. Mobilize community support and partnership networks. vi. Improve ECDE data management. vii. Develop County Education ECDE Act and Policy Guidelines viii. Develop and provide ECDE teaching and learning materials. ix. Expand the provision of adequate and appropriate furniture in ECDE Priority 2. Provision of quality vocational skills training in VTCs Interventions: i. Providing infrastructure development funding to VTCs ii. Continuous improvement of Scheme of Service for VTC Personnel iii. Recruitment and promotion of VTC personnel iv. Development of VTC Policy v. Providing Tuition Support, Grants and Bursaries to VTC Trainees vi. Adoption of CBET (Competency Based Education and Training) curricula in VTCs vii. Creation of more linkages and partnerships with government and non-governmental agencies. viii. Integrate VTCs for persons with disabilities and other disadvantaged groups. Priority 3. Enhance access, retention and transition 32 Interventions: i. Increasing funding for bursaries and capitation subsidies. ii. Partner with stakeholders for support. iii. Establish a robust monitoring system for beneficiaries. iv. Establish a mentorship programme for trainees. v. Improve parental/guardian engagement. vi. Psychosocial support to beneficiaries Priority 4. Improve legal frameworks and policies Interventions: i. Develop Youth policy ii. Develop Quality Assurance and Standards Policy Guidelines. iii. Review existing policies and legal frameworks. Priority 5. Improve access to Sports facilities. Interventions: i. Facilitate Assessment of Sporting facilities and implement the reports. ii. Mapping of Sports facilities. Priority 6. Developing and equipping sporting facilities Interventions: i. Development of stadia, playing fields, Arts and Talent Hubs. ii. Partnering with donors to sponsor teams. Priority 7. Improve youth empowerment Interventions: i. Training on entrepreneurial skills. ii. Provision of tools of trade. iii. Identify linkages/networking for job opportunities. 2.5 Gender, Culture and Social Services Priority 1. Gender Mainstreaming Interventions: i. GBV Policy development. ii. Sensitizing the public on gender mainstreaming. iii. Marking of relevant international days. iv. Enhance Socio Economic empowerment for women. v. Mapping on gender compliance. vi. Establishment of Sub County GBV Safe spaces. vii. Sensitization on Prevention of Gender based violence (GBV). viii. Mentorship of boys and Girls. Priority 2. Children services and Social protection Interventions: i. Psycho-social Support to children, youth and other vulnerable groups. 33 ii. Fight against gender- based violence iii. Establish Child rescue centre iv. Skills trainings for PWDs v. Provision of tools of trade to PWDs and women vi. Provision of assistive devices vii. Food and ratio for SNIs and CCIs viii. Support to vulnerable households ix. Ensure Compliance on disability inclusion x. Marking of relevant international days xi. Construction and equipping of children recreation facilities Priority 3. Preserve and promote cultural heritage and Museums Interventions: i. Mapping of cultural centers, and museums, ii. Establish Cultural and community multipurpose halls iii. Sensitization of community in retrogressive cultural practices iv. Promotion of culture through music festivals/competition and extravaganza v. Conduct cultural exchange and dialogues vi. Strengthening of traditional governance structures Priority 4. Library services and Archives Interventions i. Equip community libraries ii. Establish database and archives in Libraries iii. Construct additional libraries iv. Strengthen film industry and local radio station 2.6 Health Services Priority 1: Strengthening Health Administration, Policy, Planning, and Support Services: Interventions i. Support the development and domestication of existing health bills and policies. ii. Ensure effective coordination of healthcare services. iii. Improve health financing mechanisms. iv. Address gaps in human resources for health. Priority 2: Enhancement of Curative Health Services: Interventions i. Introduce new and specialized medical services, ii. Ensure a consistent supply of pharmaceutical and non-pharmaceutical products and technologies across all county health systems. Priority 3: Improvement of Preventive and Promotive Health Services: 34 i. Establishing functional primary healthcare systems ii. Ensure effective implementation and coordination of all preventive health programs. Priority 4: Enhancement of Access to Reproductive Health Services: i. Integrated approach to reproductive health services, including cancer care, family planning, immunization, and maternal and child healthcare services. Priority 5 Strengthening and Revitalization of Health Infrastructure: i. Completion of ongoing health facility projects, ii. Upgrading sub-county hospitals, iii. Establishing the Bomet Oncology and Research Centre, iv. Renovating, equipping, and operationalizing health facilities. 2.7 Lands, Housing and Urban Planning Priority 1: Administration, Planning and Support Services Interventions i. Policy Development a) County Public Land Management policy, b) County land surveying and mapping policy); c) Develop Land Information/Management System (LIS) d) Land Subdivision Policy e) Development Control Policy) f) Development of Housing policy ii. Capacity Building / Consultancy Services Priority 2: Improving administration and management of public land Interventions i. Expand land bank ii. Secure public land through titling, beaconing and fencing iii. Digitization of Land Data iv. Land Valuation v. Land Clinics Priority 3: Land Use Planning Interventions i. Prepare physical plans for urban areas; ii. Preparation of Physical Advisory Plans for Institutions iii. Part Development Plans (ownership documents for public land); iv. Development Control; and v. Enforcement of development control. 35 Priority 4: Improve Urban Infrastructure and Utilities Interventions i. Opening up access roads. ii. Development of public toilets in urban centers. iii. Avail and designate solid waste disposal site / sanitary landfills at least in every sub-county. iv. Provision of storm water drains. v. Provision of street lighting in urban areas. vi. Construction and maintenance of markets. vii. Establish recreational parks in all urban areas. Priority 5: Improve housing development Interventions i. Affordable Housing development. ii. Estate Management. iii. Securing Government Houses/Buildings. 2.8 Roads, Public Works and Transport Priority 1. Policy planning and general administration services Interventions: i. Enhance efficiency of public works. ii. Improve quality control in built infrastructure. iii. Enhance consumption of local materials for construction. Priority 2. Construction and maintenance of roads Interventions: i. Improve establishment and beaconing of Road reserve. ii. Increase road connectivity. iii. Improve road surface quality and durability. Priority3. Development and maintenance of other public works Interventions: i. Improve road interconnectivity. ii. Improve preservation of environment. iii. Enhance involvement of local labour. Priority 4. Development of county transport infrastructure. Interventions: i. Improvement of efficiency in repair and maintenance of the county fleet (heavy machinery, motor vehicles, tractors and motorcycles) ii. Operationalization of the fleet management system. iii. Completion and equipping of county workshop. iv. Improvement of general workshop safety. 2.9 Trade, Energy, Tourism, Industry and Investment 36 Departmental Priorities and Strategies 1. Trade Sub Sector Priorities Priority 1: Providing accessible, affordable and decent infrastructure including amenities and services for MSEs Interventions i. Promote proper county physical planning standards ii. Provision of critical infrastructure requirements for Micro, Small Enterprises include, worksites, workspaces, common user facilities, storage facilities, incubation centers. This also include provision; road networks, energy, ICT, water and sanitation, waste management facilities iii. Promote investments in business parks. iv. Provision of business incubation infrastructure Priority 2: Provision of adequate and affordable business management training, access to business information and to inculcate entrepreneurship skills to traders Interventions i. Strengthening business management and entrepreneurship programs with different stakeholders; financial institutions, government departments, development agencies, technical institutes and universities ii. Enhancing capacity building of the traders; iii. Enhancing collection and dissemination of data and information to traders Priority 3: Consumer Protection Interventions i. Promotion of fair trade practices in the county through compliance with Weights and Measures Act and other subsidiary legislations ii. Ensure accurate verification equipment iii. Sensitize of traders on need to use verified and stamped weights iv. Enforcement and prosecution 2. Energy Sub Sector Priorities Priority 1: Electricity Reticulation Intervention i. Electricity connection to public facilities, street lighting/floodlights installation Priority 2: Promotion of renewable Energy Technologies /alternative energy options Interventions ii. Development of energy center and sensitization on renewable energy options iii. Feasibility studies on hydropower generation in identified sites 3. Tourism Sub Sector Priorities Priority 1: Product Development Interventions: i. Develop and promote tourism niche products in the county to exploit the existing tourism potential. ii. Undertake community sensitization on sustainable tourism investment and conservation. 37 iii. Establish legal and regulatory framework. Priority 2: Promotion of tourism products and sites Interventions i. Marketing campaigns for tourism products through road shows ii. Annual Tea tourism marathon and conservation iii. Promoting destination marketing through symposium, sports and cultural days iv. Tourism investment forums 4. Industry Sub Sector Priorities Priority 1: Promote establishment of industries Interventions: i. Develop a strategic framework ii. Establish an industrial park and cottage industries iii. Support research and innovation iv. Capacity building on value addition initiatives v. Establish institutional, policy and regulatory framework vi. Establish financing schemes Priority 2: Industrial Infrastructure Development i. Construction of industrial infrastructure ii. Provision of equipment and tools 5. Investment Sub Sector Priorities Priority 1: County Resource Mapping and Profiling Interventions i. Compile investment opportunities. ii. Develop county investment policy. iii. Develop county investors’ guide/handbook/county business agenda Priority 2: County image building, branding and marketing of county products Interventions i. Organize Investment conferences, trade fairs and exhibitions 2.10 Water, Sanitation, Environment, Natural Resources and Climate Change Priority 1: Enhance Access to Safe and Clean Water Supply Interventions:  Expansion and Upgrading of Existing Infrastructure: i. Expand and upgrade existing water supply schemes. ii. Extend the pipeline distribution network to institutions (schools, health and market centers) and 1,000 No households.  Development of New Water Supply Schemes: i. Develop new water supply schemes, including intake works, treatment facilities, storage reservoirs, and ancillary works. 38  Spring Protection: i. Protect 30No springs from pollution and contamination from surface runoff and other sources.  Water Harvesting and Storage: i. Provide 60No storage tanks to promote water harvesting and storage in public institutions. ii. Enhance water harvesting and storage through the construction and/or de-silting of 26No water pans.  Groundwater Exploration and Development: i. Conduct groundwater exploration and drill 5No boreholes in potential areas.  Irrigation Support: i. Support existing irrigation schemes (e.g., Nogirwet, Kaboson and Chebaraa) by expanding irrigation distribution lines to increase food production. 20Ha of land is targeted to be brought under irrigation in the fiscal year 2025/26. Priority 2: Increase Access to Sanitation Facilities Interventions:  Wastewater Infrastructure Development: i. Partner with development partners to develop wastewater infrastructure in Sotik Town. ii. Extension of wastewater sewer networks within Bomet town. iii. Construct decentralized wastewater facilities in major market centers. Mogogosiek and Mulot market centers are among those targeted.  Wastewater Management Promotion: i. Promote effective wastewater management within the County by offering exhauster services. ii. Purchase additional exhausters to improve service coverage and efficiency. Priority 3: Sustainable Management of Environment and Natural Resources Interventions:  Environmental Protection and Resource Management: i. Implement programs to protect the environment and natural resources. ii. Plant water-friendly trees in strategic locations e.g. in protected springs. iii. Develop and enforce relevant regulatory frameworks for environmental protection.  Climate Change Mitigation, Adaptation, and Resilience: i. Develop and implement climate change mitigation, adaptation, and resilience programs. ii. Support climate-friendly income-generating activities e.g. avocado, mango and fish farming iii. Restore and rehabilitate derelict and degraded catchment areas, hilltops, and wetlands 2.11 Municipality Priority 1: Administration, Planning and Support Services Interventions i. Development and enforcement of municipal plans & Development Controls ii. Capacity Building for municipal staff and Board members. iii. Collect rates, taxes, levies, fees, duties and surcharges. Priority 2: Land Use Planning, Development Control and Environment Interventions i. Policy Development (Land Subdivision Policy, Development Control Policy); 39 ii. Prepare physical plans for urban areas; iii. Preparation of Integrated Strategic Urban Development Plan and Digital Maps iv. Part Development Plans (ownership documents for public land); v. Development Control; vi. Zoning and management of public lands. vii. Development and Implementation of Urban Strategic Development Plan for Municipalities viii. Roads Signage ix. Digitization of Land Data x. Land Valuation xi. Municipal land surveying and mapping policy); xii. Increase land bank; xiii. Develop Municipal Land Information/Management System (LIS); and xiv. Secure municipal land through titling, beaconing and fencing Priority 3: Improving Engineering and Disaster management Interventions i. Improvement of access roads to bitumen standard ii. Opening up and improving access roads; iii. Policy Development, iv. Maintenance of waste water infrastructure in the Municipality; v. Avail and designate solid waste disposal site / sanitary landfills at least in municipality vi. Provision of storm water drains; vii. Provision of street lighting in Municipalities; viii. Construction and maintenance of markets; ix. Establish fire station in Sotik Municipality; x. Other infrastructure maintenance. Priority 4: Improve Community Services Interventions i. Sports and Talents development ii. Establish recreational parks in Municipality; iii. Development of cemetery iv. Enforcement of laws v. Infrastructure maintenance vi. Library services vii. Administrative support services Priority 5: Sotik Municipality Interventions i. Operations and Maintenance ii. Policy Development iii. Capacity Building / Consultancy Services 40 CHAPTER THREE: FISCAL AND BUDGET FRAMEWORK 3.1 Overview The section summarizes consolidated fiscal policy and framework for FY2025/26 and MTEF, and the main measures the County Government will take in budgetary allocations. The Fiscal responsibility is important in ensuring that there is prudent and transparent management of public resources. For spending to increase on a sustainable trajectory to meet these basic standards, the revenue collection has to improve in terms efficiency of collections and widening of revenue bases so as to match the growing demands. Over the medium-term, a minimum of 30% of the County budget shall be allocated to development expenditure. The County is committed to standardize the recurrent expenditure and devote more resources to development. Nevertheless, as a prudent fiscal policy over the medium term, the County’s borrowings shall be used only for the purpose of financing development and not for recurrent expenditure. The County also takes cognizance the fiscal risks arising from contingent liabilities, liquidity risk arising from failure to maximize own source revenue collections, high County Public wage bill of the total budget and potential changes to transfers of equitable share from the national treasurer. Further, the most recent financial reports have informed the figures in this chapter in terms of analysis of past, current and future values in the context of Revenues and Expenditures. Lastly, explicit time-based quantitative fiscal goals and targets together with qualitative objectives for at least this budget year and the subsequent outer two FYs. Largely, estimates of the fiscal impact of all proposed changes in revenue and expenditure have been prepared. 3.2 County fiscal policy In the FY 2025/26 and over medium term, the County will focus on maintaining a balanced budget. This will be achieved through re-prioritizing expenditures from recurrent to development and enhancing local revenue performance. 3.2.1 Adherence to Fiscal Responsibility Principles In line with the Constitution, the PFMA, 2012 and in keeping with the prudence and transparent management of public resources, the County Government has continued to adhere to the fiscal responsibility principles as set out in the statutes as follows: (i) Over the medium term, a minimum of 30% of the Budget shall be allocated to development expenditure. The County’s development budget allocation over the medium term is above 30 percent, which is the minimum requirement. In FY 2022/23 the County allocated 29 percent to development and 33 percent in FY 2023/24. Delayed release of funds drags the county in implementing its procurement plans. 41 Development is expected to increase as county is committed to investing in high impact programmers’ and projects. (ii) The county government's expenditure on wages and benefits for its public officers shall not exceed a percentage of the county's total revenue. On wages and benefits, the share to County revenues was 38 percent in the FY 2022/23 and is at 40 percent in the FY 2023/24. This expenditure item is projected to increase over the Medium Term as the county government plans to promote staff in the lower cadre. (iii) Over the medium term, the County Government’s borrowings shall be used only for the purpose of financing development expenditure and not for recurrent expenditure. It is prudent for a government to procure external financing using a fiscal policy only for development projects. Although the County envisages maintaining a balanced budget, it will seek to adhere to borrowing guidelines as set out in the PFM regulations if need arises. (iv) Public debt and obligations shall be maintained at a sustainable level as approved by County Assembly (CA) and guaranteed by the National Government. The County’s borrowing level is guided by section 107 (2) (e) and section 107 (4) PFM Act. Section 107 (2) (e) states that the county debt shall be maintained at a sustainable level as approved by the CA. Section 107 (4) further states that every county government shall ensure that its level of debt at any particular time does not exceed a percentage of its annual revenue specified in respect of each FY by resolution of the CA. Over the medium term the County will continue to maintain a balanced budget where total revenue equals total expenditure i.e. preparation of FY 2025/26 budget does not envisage borrowing to finance the budget. The focus will be to ensure the sustainability of current debt. Nevertheless, if need be, the County will adhere to laid down laws by the County Assembly, as well as guidelines passed by the National assembly. (v) Fiscal risks shall be managed prudently. The County Government also takes into account the fiscal risks arising from contingent liabilities, liquidity risk arising from failure to maximize local revenue targets and high county wage bill. The County government continues to put measures in place to enhance revenue collection, mainly: through restructuring, automation and widening of revenue base 3.2.2 Fiscal Reforms The County will continue pursuing its policy objectives within the financial context established by fiscal responsibility principles. The progress made in the context of strategic priorities will continue to be regularly reviewed to establish the parameters for the Budget, with a continued focus on the level of expenditure on County development and the reduction of debt levels. In the FY2025/26 County government will be enacting and implementing the following fiscal structures to enable it to be fully compliant with PFM Act, 2012:  Administration and efficiency in revenue collection, by formulating revenue administration regulations and reviewing fees, levies and charges legislations in order to simplify and modernize them. It will also sensitize public on the importance of paying taxes, decentralize revenue collection to sub counties and ward levels, implement digital banking platforms and training of revenue staff. This is expected to increase revenue collection in the medium term. 42  Expenditure efficiency and effective implementation of budget programs through public participation for all projects and programmes and promote Public Private Partnership engagement to boost development in the County. To accelerate this, the county will re-organize its structures to focus more on increased development expenditure with raft measures put towards reducing recurrent expenditure to devote more resources to development.  Prioritization of programmes and projects. The County will shift its focus to implementation of prioritized programmes aimed at economic recovery and fast track completion of all stalled/ongoing projects. On the revenue front, the County Government is expected to put in place measures to enhance revenue collection. These include: i. Enhancing cooperation and support from other departments to improve infrastructure and service delivery. ii. Full automation of the revenue collection. iii. Operationalization and Sensitization on Enactment Revenue Bills aimed at improving efficiency in revenue collection systems. iv. Strengthening internal control systems, building capacity as well as restructuring to ensure qualified personnel for maximum output. v. Continued strengthening and equipping County inspectorate unit to enforce all streams. The County Government continues with rationalization of expenditure to improve efficiency and reduce wastage through full implementation and or utilization of; IFMIS; a Human Resource model for Personnel Management; a Fleet Management System for the monitoring of the County motor vehicles, Mapping Model to manage all Single Business Licenses. In addition, the County Government is planning to acquire monitoring and evaluation system to support in project implementation. The County will continuously build competencies of the finance staff on IFMIS functions through trainings and roll out and use of process manuals. It is therefore imperative to continue restructuring expenditure systems to ensure efficiency and create fiscal space required to fund the county needs. 3.2.3 Deficit Financing Policy The County is implementing a balanced budget over the medium term but any deficits that may occur will be addressed through a supplementary budget in line with section 135 of the Public Finance Management Act, 2012. 3.3 Proposed Budget Framework for FY2025/26 MTEF The budget framework for FY2025/26 is set against the background of ADP and the MTEF. Allocations from the National Government to the County Government are projected to marginally increase by 4.68% from 7.015 Billion to 7.343 Billion as indicated in the Budget Policy Statement (BPS) 2025/26 43 3.4 Revenue projections The total projected revenue for the county government of Bomet for the FY 2025/2026 is Ksh. 9.32 Billion, which comprises of Ksh 7.3 Billion being estimate of National equitable share, Ksh 1.4 Billion being estimate of conditional allocation and grants, Ksh 394 Million projected own-source revenue and Ksh 170 Million Appropriation-in-Aid under F.I.F. 3.5 Expenditure projections Total expenditure for the FY 2025/26 is projected at Ksh 9.32 Billion as compared to Kshs 8.13 Billion in the FY 2024/25 budget. Recurrent expenditures are projected at Kshs 6.49 Billion as compared to Kshs 6.51 Billion in the 2024/25 FY budget. The wage bill for the County Government (inclusive of Government entities) is projected as Kshs 3.42 Billion. Expenditure projections on goods and services for sectors/ministries amount to Kshs 2.66 Billion in the FY 2025/26. The ceiling for development expenditures amounts to Kshs 2.83 Billion in the FY 2025/26. Most of the outlays are expected to support water, public service, healthcare, agriculture and infrastructure development. 44 CHAPTER FOUR: MEDIUM TERM EXPENDITURE FRAMEWORK 4.1 Resource Envelope The resource envelope is based on the revenue projections provided below. In the absence of borrowing this is limited to national revenue allocations, Conditional allocation and locally mobilized resources. Overall, national revenue allocations will account for 79 percent of the total budget resources, with local revenues accounting for 4 percent, Appropriation-In-Aid accounting for 2 percent and Conditional Allocations accounting for the 15 percent. Given the revenue constraints at the national level, the county will map additional revenue streams, fast track approval of valuation roll and implement the new revenue collection system (Bomet Pay) to scale up on the local revenue to meet development expenditure needs. County Revenue Proposed Estimates FY 2025/2026 Projection FY 2026/2027 Projection FY 2027/2028 Equitable share +Local Revenue+ Balance C/F 7,870,223,714 9,410,268,457 9,595,073,826 Equitable share 7,343,223,714 8,811,868,457 8,988,105,826 Local Revenue 357,000,000 428,400,000 436,968,000 Appropriation in Aid(AIA) 170,000,000 170,000,000 170,000,000 Conditional Grants from National Government Revenue 75,020,259 950,259 76,520,664 Community Health Promoters 74,070,000 - 75,551,400 Conditional Allocation for Libraries 950,259 950,259 969,264 Conditional allocations to County Governments from Loans and Grants from Development Partners 1,332,557,886 1,359,209,044 1,359,209,044 Primary Healthcare in Devolved Context 8,482,500 8,652,150 8,652,150 Kenya Urban Support Programme (KUSP) - UIG 35,000,000 35,700,000 35,700,000 IDA Kenya Urban Development Grant (UDG) 18,278,289 18,643,855 18,643,855 KDSP (Level 1 ) 37,500,000 38,250,000 38,250,000 KDSP (Level 2 Grant) -Development 352,000,000 359,040,000 359,040,000 WASH - Health & Water- DIG DEEP 80,000,000 81,600,000 81,600,000 Kenya Water, Sanitation and Hygiene (K- WASH) Program 197,903,000 201,861,060 201,861,060 Nutritional International 15,000,000 15,300,000 15,300,000 HSSF Danida 20,056,500 20,457,630 20,457,630 IDA Kenya/Climate Change Resilience Invest (CCRI) - BAL C/F - - IDA Kenya/Climate Change Resilience Invest (CCRI)KfW 85,000,000 86,700,000 86,700,000 IDA Kenya/Climate Change Resilience Invest (CCRI) 130,126,688 132,729,222 132,729,222 45 IDA Kenya/Climate Change Institutional Support (CCIS) 11,000,000 11,220,000 11,220,000 Fertilizer Subsidy Program 131,684,382 134,318,070 134,318,070 REREC Matching Funds - - Agriculture Sector Development Support Programme (ASDSP) 1,716,655 1,750,988 1,750,988 Livestock Value chain support project - GRANTS 57,294,720 58,440,614 58,440,614 IDA World Bank-Value Chain NAVCDP 151,515,152 154,545,455 154,545,455 Total Revenue 9,317,801,859 10,766,827,760 11,027,131,534 4.2 Medium Term Expenditure Sector Baseline Ceilings Classified by Sector The baseline indicates allocation of resources to the different sectors of the county. As provided in the table below, Public Service division has the largest share at 40.3% followed by Health Services with 11.2 %, Water with 8.4% and roads with a share of 5.4 % of the allocations signifying the importance the county attaches to development and delivery of services in these sectors. Ceilings Per Department Ceilings Per Department Sector Ceilings for FY 2025.2026(Kshs) County Executive 116,837,661 Deputy Governor 28,000,001 County Attorney 37,742,267 County Public Service Board 35,366,923 Public Service 3,715,000,000 Devolution and Special Programs 404,500,000 Administration 101,781,830 Finance 107,135,488 Economic Planning 180,000,000 ICT 50,287,036 Municipality 90,000,000 Lands, Housing and Urban Planning 268,507,906 Gender, Culture and Social Services 56,353,900 Health Services 1,042,894,742 Agriculture, Livestock and Fisheries 478,116,225 Co-operatives and Enterprises 80,067,191 Water Sanitation and Environment 777,529,662 Education and Vocational Training 369,435,675 Youth and Sports 50,000,000 Roads, Public Works and Transport 500,118,083 Trade, Energy, Tourism, and Investment 62,203,459 County Assembly 765,923,810 Total 9,317,801,859 46 4.3 Medium Term Expenditure by Vote and Economic Classification Proposed Estimates FY 2025-2026 BUDGET SUMMARY SECTOR PROJECTION FY2025/2026 PROJECTION FY2026/2027 PROJECTION FY2028/2027 COUNTY EXECUTIVES 116,837,661 119,174,414 121,557,903 Personal emoluments - - - Operation & maintenance 116,837,661 119,174,414