REPUBLIC OF KENYA COUNTY GOVERNMENT OF NYERI DEPARTMENT OF FINANCE AND ECONOMIC PLANNING PROGRAMME BASED BUDGET FOR FINANCIAL YEAR 2020/21 June, 2020 COUNTY VISION A wealthy county with happy, healthy and secure people. COUNTY MISSION To create and sustain an environment that unlocks potential of the people of Nyeri to achieve progressive socio-economic growth by running an open government STRATEGIC OBJECTIVES  Improve productivity in agriculture and overall food and nutrition security  Promote shared economic growth and job creation  Enhance good governance and active citizenry  Enhance basic infrastructure for effective service delivery  Promote sustainable use of natural resources  Improve financial sustainability and resilience  Provide accessible and quality health care services  Scale up institutional development, transformation and innovation CORE VALUES  Patriotism - Our devotion to the county and its aspirations will be manifested in what we say and what we do  Innovativeness – We nurture and support creativity and the development of new ideas, products and processes in delivery of services  Teamwork We deliberately work together, collaboratively and across sectors to deliver services to the citizens of Nyeri and win their approval  Integrity - We are open, honest and trustworthy in dealing with all our stakeholders and especially the citizenry at all times  Accountability - We honor our commitments to our stakeholders by doing what we say we will do Page | 2 TABLE OF CONTENTS COUNTY VISION .......................................................................................................................................... 2 COUNTY MISSION ....................................................................................................................................... 2 EXECUTIVE OFFICE OF THE GOVERNOR AND DEPUTY GOVERNOR ............................................. 4 OFFICE OF THE COUNTY SECRETARY/ HEAD OF PUBLIC SERVICE .................................................. 6 FINANCE AND ECONOMIC PLANNING ................................................................................................ 10 LANDS, HOUSING, PHYSICAL PLANNING AND URBANIZATION .................................................... 15 HEALTH SERVICES ...................................................................................................................................... 19 GENDER, YOUTH AND SOCIAL SERVICES ............................................................................................. 30 COUNTY PUBLIC SERVICE AND SOLID WASTE MANAGEMENT ...................................................... 34 AGRICULTURE, LIVESTOCK AND FISHERIES ......................................................................................... 39 TRADE, INDUSTRIALIZATION, TOURISM & COOPERATIVE DEVELOPMENT ................................ 48 EDUCATION, SPORTS, SCIENCE AND TECHNOLOGY ........................................................................ 54 WATER AND IRRIGATION ........................................................................................................................ 60 COUNTY ASSEMBLY OF NYERI ................................................................................................................ 65 COUNTY PUBLIC SERVICE BOARD ......................................................................................................... 69 TRANSPORT, PUBLIC WORKS, INFRASTRUCTUREAND ENERGY .................................................... 74 Page | 3 EXECUTIVE OFFICE OF THE GOVERNOR AND DEPUTY GOVERNOR Part A. Vision People oriented and transformative governance for results. Part B. Mission To provide overall leadership in governance and performance management of resources for sustainable development and service delivery. Performance Review including the major achievements for the period and expenditure trends; The office has the responsibility of ensuring smooth, efficient and effective delivery of services to the public. Major achievements for the department included:  Effectively and efficiently coordinating the management and administration of county affairs  Creating intergovernmental liaison mechanism and people representation at national and international levels  Ensuring effective and efficient service delivery  Enhancing information collection and dissemination  Ensuring compliance to the constitutional and legal requirements  Effective and timely response to unforeseen happening and disaster management  Development and implementation of policies and regulations  Agenda setting in both the legislative and executive functions Constraints and challenges in budget implementation and how they will be addressed in FY 2020/21;  More capacity needed for the preparation of departmental budget.  Downtime in end to end procurement process  Failure by unit to forward their requisition in time for initiation of procurement  Inadequate financial resources Major services/outputs to be provided in medium term period FY 2020/21 – 2022/23 and the inputs required (the context within which the budget is required)  Ensure efficiency in service delivery  Enhance information collection and dissemination.  Ensure compliance to the constitutional requirements.  Effectively respond to unforeseen happening. Part D: Programme Objectives The Departmental Programmes and the strategic objectives are: S/No. Programme Strategic Objective 1. Management of County Affairs To ensure seamless county administration, policy development and implementation for effective and efficient service delivery Part E: Summary of Expenditure by Programmes, 2020/21– 2022/23 (Kshs. Millions) Programme Budget 2019/20 Estimates Projected Estimates 2020/21 2021/22 2022/23 Programme 1: Management of County Affairs SP 1. 1 Administrative Support Services 149,920,638 144,752,337 151,989,954 159,589,452 Total Expenditure of Programme 1 149,920,638 144,752,337 151,989,954 159,589,452 Page | 4 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Budget 2019/20 Estimates Projected Estimates 2020/21 2021/22 2022/23 Current Expenditure 149,920,638 124,752,337 130,989,954 137,539,452 Compensation to Employees 77,325,252 82,936,454 87,083,277 91,437,441 Use of goods and services 46,950,829 20,815,883 21,856,677 22,949,511 Current Transfers Govt. Agencies Other Recurrent 25,644,557 21,000,000 22,050,000 23,152,500 Capital Expenditure - 20,000,000 21,000,000 22,050,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development - 20,000,000 21,000,000 22,050,000 Total Expenditure of Vote …… 149,920,638 144,752,337 151,989,954 159,589,452 Part G: Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Millions) Expenditure Classification Budget Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: Management of County Affairs Current Expenditure 149,920,638 124,752,337 130,989,954 137,539,452 Compensation to Employees 77,325,252 82,936,454 87,083,277 91,437,441 Use of goods and services 46,950,829 20,815,883 21,856,677 22,949,511 Current Transfers Govt. Agencies Other Recurrent 25,644,557 21,000,000 22,050,000 23,152,500 Capital Expenditure - 20,000,000 21,000,000 22,050,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development - 20,000,000 21,000,000 22,050,000 Total Expenditure of Vote …… 149,920,638 144,752,337 151,989,954 159,589,452 Sub-Programme 1: Administrative Support Services Current Expenditure 149,920,638 124,752,337 130,989,954 137,539,452 Compensation to Employees 77,325,252 82,936,454 87,083,277 91,437,441 Use of goods and services 46,950,829 20,815,883 21,856,677 22,949,511 Current Transfers Govt. Agencies Other Recurrent 25,644,557 21,000,000 22,050,000 23,152,500 Capital Expenditure - 20,000,000 21,000,000 22,050,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development - 20,000,000 21,000,000 22,050,000 Total Expenditure of Vote …… 149,920,638 144,752,337 151,989,954 159,589,452 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) Delivery Staff details Staff establishment in Expenditure Estimates unit FY 2019/2020 Position/Title Job Author In position Actual 2020/21 2021/22 2022/23 Group ized 2019/20 Office of Governor F1 1 1 11,088,000 11,088,000 11,100,000 11,120,000 the Deputy Governor E5 1 1 7,455,000 7,455,000 7,480,000 7,500,000 Governor Chief of Staff S 1 1 3,005,100 3,005,100 3,015,000 3,030,000 Head of Performance S 1 0 - 3,005,100 3,015,000 3,030,000 Management Economic Advisor R 1 1 2,436,768 2,436,768 2,446,767 2,456,767 Legal Advisor R 1 1 2,436,768 2,436,768 2,446,767 2,456,767 Political/Tourism/Culture R 1 0 - 2,436,768 2,446,767 2,456,767 advisor Page | 5 Director Governor's Press R 1 1 2,436,768 2,436,768 2,446,767 2,456,767 Deputy Director Q 1 1 2,198,210 2,198,210 2,205,000 2,215,000 Administration Services Administrator-Performance N 1 1 1,375,368 1,375,368 1,385,368 1,395,368 Management Principal Information N 1 0 - 1,375,368 1,385,368 1,395,368 Officer Chief Protocol Officer M 1 1 1,177,980 1,177,980 1,187,980 1,197,980 Personal Assistants M 2 2 2,355,960 2,355,960 2,365,960 2,375,960 Liaison Officer Manager M 1 0 - 1,177,980 1,187,980 1,197,980 Personal Secretaries L 2 2 2,023,824 2,023,824 2,033,824 2,043,824 Performance Analysts L 4 0 - 4,047,648 4,067,648 4,087,648 Clerical Officers K 2 2 1,564,152 1,564,152 1,574,152 1,584,152 Information Officers J 2 2 1,214,640 1,214,640 1,224,640 1,234,640 Executive Drivers H 2 1 899,280 899,280 900,000 920,000 Drivers G 4 4 1,599,504 1,599,504 1,610,000 1,620,000 Messenger/Tea-Girl E 2 2 582,192 582,192 592,192 602,192 Cooks E 2 2 582,192 582,192 592,192 602,192 Gardeners E 2 2 582,192 582,192 592,192 602,192 Support Staff D 7 4 1,726,464 1,726,464 1,968,468 1,988,468 Sub-County Administrators P 8 2 10,525,482 9,002,920 10,475,920 10,575,920 Ward Administrators K 30 6 20,059,408 15,150,308 16,608,652 16,908,652 Gross Expenditure (Kshs.) 77,325,252 82,936,454 86,354,604 87,054,604 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2019/20- 2021/2022-23 Programme Delivery Key Outputs (KO) Key Performance Target Target Target Target Unit Indicators (KPIs) (Baseline) 2019/20 2020/21 2021/22 2022/23 Name of Programme: Management of County Affairs Outcome: Smooth, efficient and effective delivery of services to the public for social economic development SP 1: Administrative Governor’s Public Engagement No. of forums 300 310 320 330 Support Services Office forums Projects initiated -No. of projects 0 1 2 3 initiated OFFICE OF THE COUNTY SECRETARY/ HEAD OF PUBLIC SERVICE Part A. Vision To lead the management of a public service able to effectively deliver on the Government objectives. Part B. Mission To provide the Governor and his Executive Secretaries (cabinet) with sound policy advice and support, and promote a whole-of-government approach resulting in improved governance for the benefit of the County. Part C. Performance Overview and Background for Programme(s) Funding Achievements The Mandate of the Office of County Secretary is to coordinate and facilitate the business of the County Government of Nyeri generally and to support the effective functioning of the Executive Committee specifically. The Office also ensures an adequate degree of inter-departmental consultation on proposals for Executive Committee, manages the quality and content of information reaching the Executive Committee and Executive Committees by reviewing all materials in advance and briefing the Governor on key issues coming to the Executive Committee. As Head of the County Public Service, the Office provides stewardship to the overall County performance and related county-wide governance systems. The Office of the County Secretary currently has six directorates under it which are: Public Administration, Legal Unit, Alcoholic Drinks Control, Civic Engagement & Public Participation, Inspectorate Unit and ICT. Page | 6 The Office within the FY 2019/2020 has effectively organized the business of the Executive Committee, communicating and following up on implementation of Cabinet decisions as well as coordinating inter-departmental and county organs communication. The Office has managed to organize several performance review workshops and joint synergy sessions with the County Executive Committee, Chief Officers and County Assembly Members. This has immensely contributed to the creation of sound operational systems, policies and strategies for better governance and performance of the County. In the year under review, the Office spearheaded the implementation of the Automated Integrated Performance Management System which facilitated the online signing of Performance Contracts at the Executive level cascaded to Chief Officers and the Directorate level. In fulfilling its mandated to enhance staff capacity and motivation, the Office managed to formalize the adoption of the scheme of service for County Inspectorate Officers which will facilitate the realignment of staff in this directorate and recruitment of Officers as well. The Department has had a challenge of shortage of key personnel in various units including Legal Unit, Public Administration and Inspectorate. The Office through the Legal Unit managed to undertake the amendment of the Nyeri County Alcoholics Drinks Control and Management Act which will streamline the licensing of liquor outlets and subsequently improve on revenue collection for the County. The Legal Unit further facilitated development of over 15 departmental policies which have been forwarded to the County Assembly for adoption. Under the Public Administration Unit, the Office managed to complete construction of Ward Offices in; Wamagana, Mugunda and Mahiga Wards respectively. Construction of a Ward office in Thegu River Ward has stalled. The delay in completion of this project was occasioned by a protracted land dispute which is yet to be resolved by the National Land Commission. The Major outputs expected in the MTEF period 2020/21 FY is improved and prompt customer and client response, improved workspace for sub county and Ward Officers, enhanced performance development, monitoring and evaluation for improved efficiency, enhanced civic education, better policy formulation and dissemination. For effective performance of the County Public Service, the County Secretary’s Office is also expected to provide leadership to public sector transformation initiatives. The Office will also endeavor to improve countywide ICT infrastructure. Challenges  Inadequate budgetary provision  Staff capacity challenges Part D : Programmes Objectives Programme 1: Coordination of County Functions and Public Service Management  SP1. 1 Administration, planning and support Services Program Objectives - To facilitate efficient and effective organization of Government business and communication of policies and other decisions of the Executive Committee - To lead the public sector in delivering government’s priorities in a responsive, timely, efficient and effective manner through creation of an enabled and robust public service Page | 7 - To facilitate efficient and effective coordination of Government business at the Sub County Level - To coordinate public participation and civic education at the sub county and Ward Level - To facilitate the control, regulation and licensing of alcoholic drinks outlets. Programme 2: ICT Infrastructure Development  SP 2. 1 ICT Infrastructure Development Program Objectives - To enhance county ICT infrastructure, facilitate effective government communication and enable efficient connectivity of all county installations. Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23 (Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: Coordination of County Functions and Public Service Management SP 1. 1 Administration, planning and support services 308,391,164 309,896,359 325,391,177 341,660,736 Total Programme 308,391,164 309,896,359 325,391,177 341,660,736 Programme 2: ICT Infrastructure Development SP 2. 1 ICT Infrastructure Development 0 23,456,907 24,629,752 25,861,240 Total Programme 0 23,456,907 24,629,752 25,861,240 Total Expenditure of Vote ------- 333,353,266 350,020,929 367,521,976 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure 300,883.383 283,353,266 297,520,929 312,396,976 Compensation to Employees 69,904,800 79,104,800 83,060,040 87,213,042 Use of goods and services 230,978,583 204,248,466 214,460,889 225,183,934 Current Transfers Govt. Agencies Other Recurrent - - Capital Expenditure 7,507,781 50,000,000 52,500,000 55,125,000 Acquisition of Non-Financial Assets 0 29,000,000 30,450,000 31,972,500 Capital Transfers to Govt. Agencies Other Development 7,507,781 21,000,000 22,050,000 23,152,500 Total Expenditure 308,391,164 333,353,266 350,020,929 367,521,976 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: Executive Services Current Expenditure 300,883.383 283,353,266 297,520,929 312,396,976 Compensation to Employees 69,904,800 79,104,800 83,060,040 87,213,042 Use of goods and services 230,978,583 204,248,466 214,460,889 225,183,934 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 7,507,781 50,000,000 52,500,000 55,125,000 Acquisition of Non-Financial Assets 35,000,000 36,750,000 38,587,500 Capital Transfers to Govt. Agencies Other Development 7,507,781 15,000,000 15,750,000 16,537,500 Total Expenditure 308,391,164 333,353,266 350,020,929 367,521,976 Sub-Programme 1: Administration, Planning and general support services Current Expenditure 300,883.383 270,896,359 284,441,177 298,663,236 Compensation to Employees 69,904,800 68,913,238 72,358,900 75,976,845 Use of goods and services 230,978,583 201,983,121 212,082,277 222,686,391 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 7,507,781 39,000,000 40,950,000 42,997,500 Acquisition of Non-Financial Assets 29,000,000 30,450,000 31,972,500 Page | 8 Capital Transfers to Govt. Agencies Other Development 7,507,781 10,000,000 10,500,000 11,025,000 Total Expenditure 308,391,164 309,896,359 325,391,177 341,660,736 Sub-Programme 2: ICT Infrastructure Development Current Expenditure 12,456,907 13,079,752 13,733,740 Compensation to Employees 10,191,562 10,701,140 11,236,197 Use of goods and services 2,265,345 2,378,612 2,497,543 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 11,000,000 11,550,000 12,127,500 Acquisition of Non-Financial Assets 6,000,000 6,300,000 6,615,000 Capital Transfers to Govt. Agencies Other Development 5,000,000 5,250,000 5,512,500 Total Expenditure 23,456,907 24,629,752 25,861,240 Total Expenditure for the Programme 333,353,266 350,020,929 367,521,976 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) Delivery unit[1] Staff details Staff establishment in Expenditure estimates 2019/20 Position J/G Authoriz In Actual 2020/21 2021/22 2022/23 title ed position 2019/20 Office of County County Secretary T 1 1 2,784,000 2,784,000 2,923,200 3,069,360 Secretary Chief Officer S 1 1 2,700,000 2,496,000 2,502,000 2,513,000 Director Administration R 1 - 1,438,140 2,120,640 2,135,200 2,160,003 Assistant Director P 1 1 1,438,140 1,438,140 1,510,047 1,585,550 Cabinet (EXCOM) K 1 - 1,199,680 1,438,140 1,510,047 1,585,050 support services Officer Secretary K 2 2 663,590 2,399,360 1,259,664 1,322,650 Driver H 2 2 2,403,240 663,590 696,770 731,608 County Attorney’s County Attorney S 1 - 1,438,140 2,403,240 2,523,402 2,649,570 Office Legal Officer Litigation P 2 1 3,599,040 1,438,140 1,510,047 1,585,550 Legal Researcher K 1 - 788,886 699,360, 759,665 822,650 Legal Clerk J 1 1 663,590 663,590 696,770 731,608 Public Sub County / Ward Q 8 2 22,102,302 22,102,302 23,000,020 24,000,210 Administration Administrators 30 8 N Inspectorate Inspectorate R- 135 89 20,603,210 25,486,178 26,523,124 30,153,125 Officers C Civic Unit Civic Unit N 4 3 4,446,052 4,032,720 4,120,135 4,320,123 Administrators Alcohol Unit Alcohol Unit R 1 4,138,140 4,918,080 5,102,201 5,230,120 Administrators K 4 ICT Chief ICT Officer M 2 2 2,416,136 2,253,600 2,300,532 2,650,321 ICT Officer N 1 1 1,450,000 1,344,240 1,530,203 1,605,201 Computer Programmer K 1 1 918,220 699,360 745,203 758,123 Administrative Assistant H 1 1 420,480 432,320 435,203 75,190,506 79,801,160 81,780,550 87,909,025 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2019/20- 2020/21 Programme Delivery Key Outputs (KO) Key Performance Indicators Target Target Target Target Unit (KPIs) (Baseline) 2020/21 2021/22 2022/23 2019/20 Name of Programme: Coordination of County Functions and Public Service Management Outcome: A well capacitated workforce delivering services in an efficient and effective manner. SP 1.1 County ExCom Meetings No. of meetings 48 54 60 64 Secretary Page | 9 Staff trainings No. of 3 6 6 6 training/retreats/meetings Policy Analysis No. of Policies developed 2 4 6 8 Operational Sub County No. of refurbished and 0 7 - - and Ward Offices equipped Sub county and Ward Offices Operational Motor No. of motor vehicles 0 67 - - Vehicles repaired Name of Programme: ICT Infrastructure Development Outcome: An enhanced County ICT infrastructure. SP 2.1 ICT ICT Hubs No. ICT Hubs constructed 0 2 4 4 Directorate Connected Sub- County No. of Sub County Offices 0 8 0 0 Offices installed with Local Area network Enhanced security at the Installed CCTV security 0 1 1 1 County Headquarters system FINANCE AND ECONOMIC PLANNING Part A. Vision A leading sector in monitoring, evaluating and overseeing the management of public finances and economic affairs of the county Part B. Mission To provide overall leadership and policy direction in resource mobilization, management and accountability for quality public service delivery. Part C. Performance Overview and Background for Programme (s) Funding Major achievements for the period  Preparation and submission of the Finance Bill, 2019.  Preparation of the Annual Development Plan for the FY 2020/21.  Preparation and submission of the quarterly Budget Implementation and Financial Reports:  Preparation and submission of the County Budget Review and Outlook Paper (CBROP), 2019.  Preparation and submission of the County Fiscal Strategy Paper, 2020  Preparation and submission of financial statements for 2018/2019  Preparation and submission of quarterly financial statements for the FY 2019/20  Upgraded ICT server which is expected to hold more data and enhance connectivity with all sub counties thereby facilitating speed and efficiency in service delivery.  Enhancing the revenue management system by procuring smart phones configured with Nyeri pay system. This will enhance revenue collection by way of receiving fees & charges electronically and report on real-time to reduce collusion and corruption among staff and tax payers.  Installation of CCTV Cameras at cess collection points which will be configured with Nyeri pay for surveillance and report real-time activities in the field. This is expected to reduce corruption and loss of revenue.  To reduce congestion, the department is refurbishing and expanding the revenue collection banking hall, cash and billing offices  The county treasury has also procured and customized two containers for storage of motor bikes and the impounded items/ goods Page | 10  Construction of sign posts with signboards advert meant to educate citizens on how to use Nyeripay system on payment fees and charges. This will improve service delivery where customers will save time and the hustle of looking for collectors. Constraints and challenges in budget implementation and how they will be addressed in FY 2020/21;  The outbreak of the Covid-19 coronavirus pandemic has greatly affected the planned activities since efforts have been directed to its control and prevention thereby hampering the planned activities. The will be need to assess the impact and develop ways of saving the county from economic impacts of this pandemic in FY 2020/21.  The continuous recruitment of staff and the court ruling directing that casual staff be put on contract has greatly put pressure on the county wage bill and the overall county budget despite the shrinking resource basket  Limited capacity within the community to actively participate in development activities prioritization. In 2020/2021 more emphasis will put on common interest groups and stakeholders to improve community prioritization of development needs.  Strained budgetary provision. In FY 2020/2021 focus will be on putting up mechanisms to increase and enhance local revenue and seeking support from development partners.  Non adherence to budget preparation and implementation guidelines by departments and other spending units. Capacity building and training programmes will be up-scaled in FY 2020/2021 to ensure adherence to fiscal responsibility principles. Major services/outputs to be provided in medium term period 2020/21 – 2022/23 and the inputs required (the context within which the budget is required)  Involvement of stakeholders in county economic planning and budgeting  Strengthen the newly established County Budget and Economic Forum  Establish an integrated county M & E system and strengthen the M&E unit.  Strengthen and enhance the dissemination and feedback mechanism.  Enforce compliance to PFMA, 2012, PP&ADA, 2015 and other statutes governing public finance utilization and management  Timely preparation of the annual budgeting and economic planning documents.  Enhancing and continuous capacity building the County Audit Committee. Part D: Programme Objectives S/No. Programme Strategic Objective P1 General Administration Planning and To ensure efficiency in departmental administration, policy Support Services development and implementation P2 Public Financial Management To ensure prudence and efficient use of financial resources. P3 Economic and Financial Policy To ensure Quality economic and financial policies and planning Formulation and Management documents P4 Revenue Mobilization To enhance local revenue collection. Part E: Summary of Expenditure by Programmes, 2019/20 – 2022/23 (Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/2023 Programme 1: General Administration Planning and Support Services SP 1. 1 Administration and personnel services 494,105,163 479,655,530 503,638,307 528,820,222 Total Expenditure of Programme 1 494,105,163 479,655,530 503,638,307 528,820,222 Programme 2: Public Financial Management SP 2. 1 Financial Accounting 12,350,000 9,451,687 9,924,271 10,420,485 Page | 11 SP 2. 2 Procurement compliance and reporting 9,000,000 6,887,869 7,232,262 7,593,876 SP 2.3 Internal Audit Services 9,980,000 7,637,881 8,019,775 8,420,764 Total Expenditure of Programme 2 31,330,000 23,977,437 25,176,309 26,435,124 Programme 3: Economic and Financial Policy Formulation and Management SP 3.1 Economic planning and policy formulation 17,320,000 10,194,046 10,703,748 11,238,936 Total Expenditure of Programme 3 17,320,000 10,194,046 10,703,748 11,238,936 Programme 4: Revenue Mobilization SP 4.1 Revenue Mobilization 34,495,000 38,746,483 40,683,807 42,717,998 Total Expenditure of Programme 4 34,495,000 38,746,483 40,683,807 42,717,998 Total Expenditure of Vote ------- 577,250,163 552,873,496 580,517,171 609,543,029 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/2023 Current Expenditure 547,250,163 520,873,496 546,917,171 574,263,029 Compensation to Employees 260,892,021 229,789,476 241,278,950 253,342,897 Use of goods and services 286,358,142 291,084,020 305,638,221 320,920,132 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 30,000,000 32,000,000 33,600,000 35,280,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 30,000,000 32,000,000 33,600,000 35,280,000 Total Expenditure of Vote …… 577,250,163 552,873,496 580,517,171 609,543,029 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/2023 Programme 1: General Administration Planning and Support Services Current Expenditure 464,105,163 447,655,530 470,038,307 493,540,222 Compensation to Employees 260,892,021 229,789,476 241,278,950 253,342,897 Use of goods and services 203,213,142 217,866,054 228,759,357 240,197,325 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 30,000,000 32,000,000 33,600,000 35,280,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 30,000,000 32,000,000 33,600,000 35,280,000 Total Expenditure 494,105,163 479,655,530 503,638,307 528,820,222 Sub-Programme 1:1 Administration and personnel services Current Expenditure 464,105,163 447,655,530 470,038,307 493,540,222 Compensation to Employees 260,892,021 229,789,476 241,278,950 253,342,897 Use of goods and services 203,213,142 217,866,054 228,759,357 240,197,325 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 30,000,000 32,000,000 33,600,000 35,280,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 30,000,000 32,000,000 33,600,000 35,280,000 Total Expenditure 494,105,163 479,655,530 503,638,307 528,820,222 Programme 2: Public Financial Management Current Expenditure 31,330,000 23,977,437 25,176,309 26,435,124 Compensation to Employees Use of goods and services 31,330,000 23,977,437 25,176,309 26,435,124 Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Page | 12 Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/2023 Capital Transfers to Govt. Agencies Other Development Total Expenditure 31,330,000 23,977,437 25,176,309 26,435,124 Sub-Programme 2:1 Financial Accounting Current Expenditure 12,350,000 9,451,687 9,924,271 10,420,485 Use of goods and services 12,350,000 9,451,687 9,924,271 10,420,485 Other Recurrent Total Expenditure 12,350,000 9,451,687 9,924,271 10,420,485 Sub-Programme 2.2 Procurement compliance and reporting Current Expenditure 9,000,000 6,887,869 7,232,262 7,593,876 Use of goods and services 9,000,000 6,887,869 7,232,262 7,593,876 Other Recurrent Total Expenditure 9,000,000 6,887,869 7,232,262 7,593,876 Sub-Programme 2:3Internal Audit Services Current Expenditure 9,980,000 7,637,881 8,019,775 8,420,764 Use of goods and services 9,980,000 7,637,881 8,019,775 8,420,764 Other Recurrent Total Expenditure 9,980,000 7,637,881 8,019,775 8,420,764 Programme3: Economic and Financial Policy Formulation and Management Current Expenditure 17,320,000 10,194,046 10,703,748 11,238,936 Use of goods and services 17,320,000 10,194,046 10,703,748 11,238,936 Other Recurrent Total Expenditure 17,320,000 10,194,046 10,703,748 11,238,936 Sub- Programme 3:1 Economic planning and policy formulation Current Expenditure 17,320,000 10,194,046 10,703,748 11,238,936 Use of goods and services 17,320,000 10,194,046 10,703,748 11,238,936 Other Recurrent Total Expenditure 17,320,000 10,194,046 10,703,748 11,238,936 Programme 4: Revenue Mobilization Current Expenditure 34,495,000 38,746,483 40,683,807 42,717,998 Compensation to Employees Use of goods and services 34,495,000 38,746,483 40,683,807 42,717,998 Other Recurrent Total Expenditure 34,495,000 38,746,483 40,683,807 42,717,998 Sub- Programme 4:1 Revenue Mobilization Current Expenditure 34,495,000 38,746,483 40,683,807 42,717,998 Compensation to Employees Use of goods and services 34,495,000 38,746,483 40,683,807 42,717,998 Other Recurrent Total Expenditure 34,495,000 38,746,483 40,683,807 42,717,998 Gross Expenditure 577,250,163 552,873,496 580,517,171 609,543,029 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DELIVERY STAFF DETAILS STAFF EXPENDITURE ESTIMATES UNIT[1] ESTABLISHMENT IN FY 2019/20 POSITION JOB AUT IN SUPPLEMEN 2020/21 2021/22 2022/23 HORI POSITIO TARY TITLE GROUP ZED N 2019/20 Finance and County Executive secretary T 1 1 3,120,000 3,276,000 3,276,000 3,439,800 Economic Planning Chief Officer S 1 1 2,700,000 2,835,000 2,835,000 2,976,750 Page | 13 Economic Director of Economic Planning R 1 1 1,980,000 2,079,000 2,079,000 2,182,950 Planning and Budgeting and Deputy Director – Economic Q 1 0 Budgeting Planning, Monitoring and Evaluation Deputy Director – Budgeting Q 1 0 Principal Economist P 2 0 Snr Economist I N 2 0 Snr Economist/ Statistician II M 3 0 Economist/ Statistician I L 4 2 2,040,000 2,142,000 2,142,000 2,249,100 Economist/ Statistician II K 5 0 Principal Library Assistant N 1 0 Chief Library Assistant M 2 0 Senior Library Assistant L 2 1 1,020,000 1,071,000 1,071,000 1,124,550 Assistant Office Administrator K 1 1 948,000 995,400 995,400 1,045,170 Snr. Driver G 3 2 1,300,000 1,365,000 1,365,000 1,433,250 Snr. Clerical officer G 1 0 Cleaning supervisors/Support F 1 1 605,000 635,250 635,250 667,013 staff Finance & Chief Officer S 1 1 2,700,000 2,835,000 2,835,000 2,976,750 Accounting Director Accounting & Financial R 1 1 1,980,000 2,079,000 2,079,000 2,182,950 Reporting Deputy Director- Accounting & Q 1 0 - Financial Reporting Assistant Director P 1 0 - Principal Accountant N 5 0 - Chief Accountant M 3 0 - Senior Accountant L 6 3 3,060,000 3,213,000 3,213,000 3,373,650 Accountant 1 K 20 2 9,480,000 9,954,000 9,954,000 10,451,700 Finance Officer L 2 0 - Assistant Accountant General P 5 0 - Chief Accounts Clerk/Ifmis J 5 0 - Accounts Clerk/Ifmis Officers G 15 2 1,300,000 1,365,000 1,365,000 1,433,250 Office Administrator Assistant L 1 0 - Office Administrator H 2 0 - Records Management Officers H 2 0 - Chief Clerical Officer/Ifmis J 3 0 - Clerical Officers Ii E 2 2 1,160,000 1,218,000 1,218,000 1,278,900 Clerical Officers I F 1 1 605,000 635,250 635,250 667,013 Driver Ii E 1 0 - Drivers D 2 1 432,000 453,600 453,600 476,280 Support Staff D 2 2 864,000 907,200 907,200 952,560 Director Internal Audit R 1 0 - Deputy Director Internal Audit Q 1 0 - Assistant Director Of Internal P 1 1 1,620,000 1,701,000 1,701,000 1,786,050 Audit Principal Auditor N 3 2 2,640,000 2,772,000 2,772,000 2,910,600 Chief Internal Auditor M 6 1 1,176,000 1,234,800 1,234,800 1,296,540 Senior Internal Auditor L 10 1 5,100,000 5,355,000 5,355,000 5,622,750 Internal Auditor I K 25 2 1,896,000 1,990,800 1,990,800 2,090,340 Internal Auditor Ii J 10 3 2,340,000 2,457,000 2,457,000 2,579,850 Internal Auditor Iii H 15 0 - Driver A-G 2 1 1,300,000 1,365,000 1,365,000 1,433,250 Support Staff A-D 1 0 - Director Supply Chain R 1 1 1,800,000 1,890,000 1,890,000 1,984,500 Management Services Senior Assistant Director Supply Q 1 0 - Chain Management Services Assistant Director Supply Chain P 3 3 4,320,000 4,536,000 4,536,000 4,762,800 Management Services Senior Procurement Officer N 3 2 2,400,000 2,520,000 2,520,000 2,646,000 Senior Supply Chain L 10 1 5,100,000 5,355,000 5,355,000 5,622,750 Management Assistant Procurement Officer G 1 2 1,300,000 1,365,000 1,365,000 1,433,250 Director Revenue Officer R 1 0 1,980,000 2,079,000 2,079,000 2,182,950 Deputy Director Q 1 0 - Page | 14 Principal Accountant N 2 0 - Sub County Revenue Officer M 7 0 8,232,000 8,643,600 8,643,600 9,075,780 Office Administrator Assistant L 2 1 2,040,000 2,142,000 2,142,000 2,249,100 Revenue Inspectors K 2 0 - Senior Office Administrator N 1 1 1,320,000 1,386,000 1,386,000 1,455,300 Assistant Chief Accountable Document K 1 1 948,000 995,400 995,400 1,045,170 Officer Revenue Supervisors K 21 10 9,480,000 9,954,000 9,954,000 10,451,700 Senior Clerical Officer K 20 0 - Office Administrator K 1 1 948,000 995,400 995,400 1,045,170 Clerical Officer Accountable K 10 0 - Documents Revenue Collectors/Attendants B-G 200 182 186,600,000 195,930,000 195,930,000 205,726,50 0 Support Staff C-G 29 20 16,133,088 16,939,742 16,939,742 17,786,730 Employers Contribution 30,000,000 35,822,388 37,613,507 39,494,183 (Pension) TOTAL 323,967,088 329,789,476 346,278,950 363,592,897 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2019/20- 2022/23 Programme Delivery Key Outputs (KO) Key Performance Indicators (KPIs) Target Target Target Target Unit (Baseline) 2020/21 2021/22 2022/23 2019/20 Name of Programme: General Administration Planning and support Services Outcome: Efficiency and effectiveness in delivery of services SP 1 : Administration and Personnel Services Timely implementation Percentage of projects and 60% 70% 75% 80% of programmes and programmes implemented within projects stipulated time Name of Programme: Public Financial Management Outcome: To ensure prudency in management of public funds SP 1 : Financial Accounting Effective support in Percentage of projects and 65% 70% 80% 90% delivery of services programmes implemented SP 2: Procurement Compliance and Reporting Compliance with rules Rate of projects and programmes 75% 85% 90% 95% and regulations implementation and reports presented SP: 3 Internal Audit Prudent utilization of No. of management issues raised 12 9 6 4 resources Name of Programme: Economic and Financial Policy Formulation and Management Outcome: To link economic planning to budget preparation and implementation SP 1 : Economic Planning and Policy Formulation Effective management of Percentage of reports produced on 100% 100% 100% 100% the budget process time Timely M&E reports Percentage of reports produced on 100% 100% 100% 100% time Production of planning No. of planning documents and 7 7 7 7 and policy documents policies produced LANDS, HOUSING, PHYSICAL PLANNING AND URBANIZATION Part A. Vision: To be a leading agency in sustainable land management for development and prosperity. Part B. Mission: To develop an integrated framework for spatial planning and infrastructure development to support social, economic and environmental wellbeing. Page | 15 Part C. Performance Overview and Background for Programme(s) Funding Departments’ Performance Review including the major achievements for the period and expenditure trends; The department had the following projects during the financial year 2019/2020:  Preparation of County spatial plan  Planning for 10 colonial villages  Planning for Marua and Ihururu market centres  Upgrading the GIS lab  Infrastructure projects (Asian quarters bus terminus)  Capacity development (purchase of equipment training)  Construction of municipal roads  Preparation of Nyeri municipality valuation roll  Planning for Mukurweini and Narumoru towns Constraints and challenges in budget implementation and how they will be addressed in FY 2020/21; 1. The inadequate budgetary allocation has caused most of the projects in planning, surveying and housing not to be implemented. The county treasury to review the budgetary allocation 2. Political interference on the valuation roll has delayed the completion and approval of the Nyeri municipality valuation roll hence denying the county the opportunity to collect rates. The executive to engage further with the local leadership to facilitate the completion. 3. Delay in approval of county budget resulting in late implementation of projects and programs. 4. Delay in disbursement of funds especially for the donor funded projects Major services/outputs to be provided in medium term period FY 2020/21 – 2022/23 and the inputs required (the context within which the budget is required) 1. Security of Land tenure for residents in colonial villages and town centres. 2. Well maintained and managed county government residential houses. 3. Solution on land matters including boundary disputes. 4. Management of urban areas through planning and development control. 5. Land records management system. 6. Improved Urban infrastructure services within the Municipality 7. Enhanced capacity development for the Nyeri municipality administration Part D: Programme Objectives Programme Strategic Objectives 1. General Administration Planning Administration and Personnel services and Support Services 2. Physical Planning Services To ensure security of tenure and sustainable management of land 3. Land Policy and Planning To promote orderly development through regulation of land use and facilitate formalization of settlements and security of land tenure 4. Housing Development and Human To provide access to decent, adequate and affordable housing through Settlement maximizing of underutilized space in county government residential estates. 5. Municipal Board Administration To ensure access to improved urban infrastructure by the increasing urban populace and their related activities. Page | 16 Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23(Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 P1: General Administration Planning and Support 30,964,409 64,158,703 67,366,638 70,734,970 Services SP 1.1. Administration and Personnel services 30,964,409 64,158,703 67,366,638 70,734,970 P 2: Physical Planning Services S.P 2.1: Preparation of town plans P3: Land Policy and Planning 678,453,906 8,500,000 8,925,000 9,371,250 SP3.1 Land policy formulation, planning and 678,453,906 8,500,000 8,925,000 9,371,250 Implementation P4: Housing Development and Human 16,668,856 1,000,000 1,050,000 1,102,500 Settlement SP 4.1 Government Buildings 15,997,203 1,000,000 1,050,000 1,102,500 P5: municipal board administration 328,463,880 344,887,074 362,131,428 SP5.1: municipal board administration 328,463,880 344,887,074 362,131,428 TOTAL 725,415,518 402,122,583 422,228,712 443,340,148 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure 46,961,612 43,122,583 45,278,712 47,542,648 Compensation to Employees 30,964,409 30,964,409 32,512,629 34,138,261 Use of goods and services 15,997,203 12,158,174 12,766,083 13,404,387 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 678,453,906 359,000,000 376,950,000 395,797,500 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 678,453,906 359,000,000 376,950,000 395,797,500 Total Expenditure of Vote …… 725,415,518 402,122,583 422,228,712 443,340,148 Part G: Summary of Expenditure by Programme, Sub-Programme and Economic classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration, planning and support service Current Expenditure 46,961,612 43,122,583 45,278,712 47,542,648 Compensation to Employees 30,964,409 30,964,409 32,512,629 34,138,261 Use of goods and services 15,997,203 12,158,174 12,766,083 13,404,387 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 678,453,906 359,000,000 376,950,000 395,797,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 678,453,906 359,000,000 376,950,000 395,797,500 Total Expenditure 725,415,518 402,122,583 Sub-Programme 1: Administration and personnel services Current Expenditure 40,726,682 29,158,703 30,616,638 32,147,470 Compensation to Employees 30,964,409 25,000,529 26,250,555 27,563,083 Use of goods and services 9,762,273 4,158,174 4,366,083 4,584,387 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 35,000,000 36,750,000 38,587,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 678,453,906 35,000,000 36,750,000 38,587,500 Total Expenditure 719,180,588 64,158,703 67,366,638 70,734,970 Page | 17 Programme 2: Land Policy and Planning Current Expenditure 6,234,930 3,500,000 3,675,000 3,858,750 Compensation to Employees - - Use of goods and services 6,234,930 3,500,000 3,675,000 3,858,750 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 5,000,000 5,250,000 5,512,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 5,000,000 5,250,000 5,512,500 Total Expenditure 6,234,930 8,500,000 8,925,000 9,371,250 Programme 3: Housing Development and Human settlement Current Expenditure 1,000,000 1,050,000 1,102,500 Compensation to Employees Use of goods and services 1,000,000 1,050,000 1,102,500 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 1,000,000 1,050,000 1,102,500 Programme 4: municipal board administration Current Expenditure 9,463,880 9,937,074 10,433,928 Compensation to Employees 5,963,880 6,262,074 6,575,178 Use of goods and services 3,500,000 3,675,000 3,858,750 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 319,000,000 334,950,000 351,697,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 319,000,000 334,950,000 351,697,500 Total Expenditure 328,463,880 344,887,074 362,131,428 Total Expenditure for the vote 725,415,518 402,122,583 422,228,712 443,340,148 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DIRECTORATE/ STAFF DETAILS STAFF ESTABLISHMENT EXPENDITURE ESTIMATES SECTION IN FY 2019/20 POSITION JOB AUTHORI IN Actual 2020/21 2021/22 2022/23 TITLE GROUP ZED POSITION 2019/20 Executive CECM T 1 1 3,128,500 3,316,210 3,514,583 3,724,857 CO S 1 1 2,497,040 2,646,862 2,804,474 2,971,542 Physical planning Director R 1 1 2,263,840 2,399,670 2,543,051 2,695,034 Principal planner N 2 1 1,304,040 1,382,282 1,519,911 1,610,745 Senior planners L 4 3 2,637,306 2,795,544 2,963,277 3,141,074 Physical planners k 6 2 1,382,724 1,465,687 1,553,629 1,646,846 Structural Engineer R 1 1 2,377,840 2,520,510 2,770,961 2,936,259 Building inspectors K 6 5 3,583,447 3,798,454 4,026,361 4,267,942 Administrative officer j 2 2 1,802,550 1,910,703 2,093,418 2,214,010 Administrative K 2 1 718,840 761,970 837,767 887,793 officer(secretary) Clerical officers B,C,E,F,G 10 9 5,296,027 5,613,788 6,171,567 6,527,250 &H Enforcement officers D& J 7 6 3,490,747 3,700,192 4,054,587 4,286,488 Technician Support staff C &G 2 2 637,820 676,089 743,298 787,416 Land & survey Director R 1 1 2,191,840 2,323,350 2,462,151 2,609,280 Land surveyors J&K 5 4 3,428,290 3,633,987 3,991,386 4,227,269 cartographers M 4 4 4,067,511 4,311,562 4,736,497 5,016,953 drivers D&G 5 3 903,000 957,180 1,051,698 1,114,079 Housing & real estate Principal housing office N 2 1 1,048,440 1,111,346 1,221,881 1,294,834 management Page | 18 Housing officer K 2 1 691,362 732,844 776,814 823,423 Estate manager L 1 1 879,102 931,848 987,759 1,047,024 Superintendent K 2 2 1,347,120 1,427,947 1,569,542 1,662,995 building Procurement officer G 1 1 416,320 441,299 485,029 513,890 Nyeri Municipality Municipal manager Q 1 1 1,895,280 2,008,637 2,129,155 2,256,544 administration CAPHO M 2 2 3,273,600 3,469,296 3,816,226 4,044,479 SPHA K 2 1 1,323,000 1,402,020 1,542,222 1,634,395 drivers A,C,D 5 4 1,914,871 2,024,113 2,226,524 2,354,466 Clerical officer c 1 1 608,527 643,094 707,404 747,903 Support staff c 61 51 11,174,000 11,832,440 12,542,386 13,282,930 messenger B 1 1 636,607 672,859 740,145 782,609 Labourer’s A ,B 10 9 5,003,894 5,288,330 10,493,011 11,106,793 TOTAL 71,923,485 76,200,116 87,076,713 92,217,120 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2019/20- 2022-23 Programme Delivery Key Key Target Target Target Target Unit Outputs Performance Indicators (KPIs) (Baseline) 2020/21 2021/22 2022/23 (KO) 2019/20 Name of Programme; Land records management Outcome: SP1.1;Acquisition of Geo Survey Updated land Reports on acquired and captured 0% 40 70 100 data data base Geo data P2; Planning and policy formulation P2.1;Surveing and Physical Approved land -planning reports 10% 50 80 100 registration of market planning& use plans and -Beneficiary list center survey survey plans P2.2;planning for Physical Approved plans -planning reports 0 100% 0 0 Mukurweini and Naromoru planning -Beneficiary list -Stakeholder minutes P3;land property and management P3,1completion of Nyeri Housing/Estate -Actualizing the -report on resolved disputes 40% 70 100 0 valuation roll management valuation court -Approved roll P4;Provision of physical infrastructure P4.1-construction of Asian Municipal board Completion of -implementation 45% 95 100 0 transport termini 1st phase of Committee report -completion certificates P5;Municipal board Administration P5.1 capacity development Municipal board -Training -Training reports 10% 80 90 0 -Equipment bought P5.2 solid waste Municipal board Tonnes of -collection schedules 30% 60 90 100 management waste collected -weekly reports per day P6 Ward projects P6.1 Roads rehabilitation Municipality No of km -Inspection reports 100% 100 100 100 board rehabilitated -completion reports P6.2 surveying of Ruthagati Physical Approved -Stakeholder meetings 0 70% 100 0 village planning Survey plan -Beneficiary lists P7;Housing development &Human settlements P7.1 Fencing of Mukurweini housing Completed -completion certificates 0 0 50 100 and Naromoru estates boundary walls HEALTH SERVICES Part A. Vision: An efficient and high quality health care system that is accessible, equitable and affordable for all. Part B. Mission: To promote and provide quality integrated preventive, promotive, curative, rehabilitative and palliative services to all Nyeri County residents. Page | 19 GOALS  An efficient and high quality health care system that is accessible, equitable and affordable for all.  To promote and provide quality integrated preventive, promotive, curative, rehabilitative and palliative services to all Nyeri county residents. Part C. Performance Overview and Background for Programme (s) Funding Health is a social and constitutional right and has a direct effect to the individual and household economy. In order to access health may compromise other economic activities such as family education and food security. The President of the Republic of Kenya identified Universal Health Coverage (UHC) as one of the “Big Four” initiatives. This strategy aims at ensuring all households can access a defined package of health services that the people need without suffering financial hardships. UHC through Primary Health Care (PHC) approach is the world‘s proven cost efficient and effective way of providing better health for improved outcomes. Level one program will be deliberately funded with a view to strengthening community health services including early screening of non-communicable conditions, health with a different approach of National rollout of UHC in all 47 Counties. The MOH is expected to conclude the UHC essential benefit package to define the roadmap. Health insurance significantly plays an important role in mobilizing resources for the health sector. However, a decline in health insurance during the pilot phase was noted following the removal of all charges in health facilities. It is important to continuously advocate on communities not to abandon health insurance as it is the sure way to access health services with ease. Nyeri facility density is fairy above the national average and therefore construction and operationalization of new health facilities may not be a high priority in the medium term. The Total health budgetary requirement for FY 2020/21 is estimated at Ksh. 3,876,887,459 Billion. This amount includes grants from THS-UCP Ksh 27,614,815, DANIDA Ksh. 15,390,000, Level 5 Ksh. 407,861,272 and other partner supported programs. During FY 2019/2020, the department was allocated Ksh. 2,869,352,371; Recurrent Budget 2,664,135,137 and Development Ksh. 205,217,234. During the FY 2020-2021 health budget has reduced to Ksh. 2,646,102,815. The National Population and Housing Census 2019 revised down wards the projected County Population from the projected 846,603 to 759,164. This affected the total county equitable share from the National Government. This reduction will have negative impact on health since the UHC support has been scaled down from Ksh 780,801,105.82 to 118,000,000. During the period, partner support decreased significantly following the reorganization of USAID funded projects. APHIA Kamilisha closed shop in Nyeri. During the financial 2019/2020. The budget was shared among three program areas:- I. Health System Strengthening and Support services II. Preventive and Promotive Health Services III. Curative & Rehabilitative Services Page | 20 The following is summary of grants allocated to the department which forms part of the budget provisions. S/No Revenue Source Estimated Amount 1. Danida/World Bank Rural Health Facilities support for O&M 22,500,000 2. THS/UHS World Bank Support RMNCAH 27,614,815 3. Grants to Level 5- County Referral Hospital 407,861,272 4. Compensation for user fee forgone 13,701,379 TOTAL 47,1677,466 Source: County Allocation of Revenue Act 2019 The department has recorded major improvement in the following key areas: Area of Milestone realized intervention Service delivery  Strengthening programs on patient safety and quality of care through trainings and practice. Rollout of Kenya Quality Model of Health (KQMOH) in hospitals  Completion of pilot phase of UHC followed by the ntional role out.  The County has held successive inreach camps at the County Referral Hospital in collaboration with external specialists in, orthopaedic, hernia and endoscopy with a view to reduce patients waiting time. The camps were funded under uhc grants  During the pilot Phase Ksh.780.801, 115 UHC grant was allocated to the county. This went a long way in procuring Medicines and Technologies systems strengthening and capacity building of CHVs.  Scale-up training of 2510 CHVs to strengthen level 1 services  mentorship programs for RHF staff - Nurses ,clinical officers and Laboratory Technologists at the CRH to strengthen their capacity to deliverhealth services  Train of health workers in hospitals and RHFon emergency prepared and response in view of COVID-19 pandemic Infrastructure Accomplished projects development  Installation of a modern 16 slice CT scan at the Nyeri County Referral Hospital by the National and Government improvement  Operationalization of Othaya Hospital Level 6  Operationalization of 3 Rural health facilities (Gatahithi, Kiambogo, and Kinyaiti  Installation of fully automated clinical chemistry analyzer for Karatina, Mukurwe-ini and Mt. Kenya Hospitals  Installation and commissioning of dental units for Nyeri County Referral Hospital, Karatina and Mt Kenya Hospital  Installation of Coagulation Analyzers for Nyeri County Referral Hospital, Karatina, Mukurwe- ini, Othaya and Mt. Kenya Sub-County Hospitals  three-seater modern waiting bay seats for Nyeri County Referral Hospital  Installation of Mortuary Refrigerated Cabinet , Six Bodies for Karatina Hospital  Biochemistry Analyzers for Six Rural Health Facilities (Wamagana, Ngorano, Karaba, Warazo, Karemeno, Gichira)  Installation of 3 Parts Hematology Analyzers for Five Rural Health Facilities (Thangathi, Mweiga, Wamagana, Nyeri Town, Karemenu) with a view to strengthen model health centres  Construction of Isolation ward Mt Kenya Hospital  Cabro works at Mukurweini Hospital drive and car park  construction of a new modern and OPD ablution block at Karatina Hospital Page | 21 Area of Milestone realized intervention  Purchase of supervision Vehicle for the County Health Headquarters through support from THS/UCP  Suction Machines for Hospitals through support from THS/UCP  Construction of 175 beds New Naromoru Level 4 Hospital through support from KDSP Recruitment of  Improved workers relations through engagement with Unions, fast-tracking of promotions health workers under the common cadre and re-designation of officers as per schemes of service  Support staff for higher trainings – (Medical Officers and other HCW) for including other short courses and on job trainings.  Recruitment of 104 staff through UHC support for one year contract Constraints and challenges in budget implementation in FY 2019/2020 The department is losing staff through retirement and natural attrition. This cohort is not replaced immediately and this is affecting service delivery and succession management. Inadequate staffing levels has affected some areas of service delivery such as operationalization of HDU and Endoscopic services at the County Referral Hospital. The Department has been employing skilled casual workers on short term contracts to mitigate the shortage under the UHC grants. APHIA Kamilisha- USAID funded HIV program concluded their support in Nyeri. CHS funding has been reduced drastically at a time when the incidence of HIV in the County is showing an upward trend from 4.3% to 5.1% according to County HIV Estimates (KAIS 2018). Other challenges include;  Late disbursements of approved budget funds including grants  Inadequate capacity of some contractors to deliver projects in time  Over centralization of the procurement unit causing delays in hospital procurements for essential supplies Recommendation for implementation of financial year 2020/2021 budget The department will carefully invest available funding based on its priorities and strategic direction. The department will embark on the National rollout of UHC following the successive implementation of the pilot phase. i. Fast tracking process of replacement of staff leaving service due to retire or natural attrition in order to create stability in the human resource management. ii. Fast track promotions and re-designation of health workers to minimize service disruptions iii. Enforce medical equipment service contracts to reduce the down time of essential equipment. iv. Advocate for semi-autonomous status for some hospitals especially the county referral hospital v. Start a full-fledged amenity hospital to leverage on clients with health insurance Major services/outputs to be provided in medium term period 2019 through 2021 and the inputs required Broad service outputs Program area Output remarks Community  Improved service delivery through a  Progressive investment in this area will health services PHC approach and involvement of reduce burden of curative services and 251 community units Page | 22 Program area Output remarks improve early detection and prevention of health and health related conditions. Preventive and  Halt and reverse the trend of Non . Advocate for community enrollment to promotive communicable condition in the health insurance services to strengthen services county(diabetes, Hypertension, early management of chronic ailments cancer etc) and mitigate the Refurbishment of RHF for improved work emergency and reemergence of new environment. communicable diseases Curative and  Improved curative, diagnostics and  Strengthen preventive and routine rehabilitative rehabilitative services maintencae of essential medical services equipment.  Strength and equip Hospital maintenance units in order to respond to routine servicing and preventive maintenance of medical equipment including Cold Chain Management System  Strengthen and support specialized services to respond to the emerging needs clients in the county and beyond at CRH  Support procurement of vital medical equipment to minimize referrals out of the county and RHFs  Strengthen in reach medical camps at CRH for thematic surgical operations to reduce clients waiting time Part D: Programme Objectives Programme 1: Health systems Administration Planning and Support services Objective: To strengthen health systems, general logistical and other support for efficient service delivery Outcome: efficient and effective health system PROGRAM 2.0: Preventive and Promotive Health Services Program Objective: To provide effective and efficient preventive and promotive health interventions across the county Program Outcome: Effective and efficient preventive and promotive health interventions within the county PROGRAM 3.0 Curative & Rehabilitative Services Program Objective: To provide effective and efficient preventive and promotive health interventions across the county. Program Outcome: Effective and efficient preventive and promotive health interventions within the county Part E: Summary of Expenditure by Programmes2019/20-2022/23 (Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/2022 2022/23 Programme 1: General Administration, Planning and Support services SP 1. 1 Administration, Planning and general 2,570,532,700 1,992,540,164 2,092,167,172 2,196,775,531 support services SP 1. 2. Health Services 324,004,870 697,752,651 732,640,284 769,272,298 Total Expenditure of Programme 1 2,894,537,570 2,690,292,815 2,824,807,456 2,966,047,829 Page | 23 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Projected Estimates Expenditure Classification Estimates Estimates 2021/22 2022/23 2019/20 2020/21 Current Expenditure 2,664,135,137 2,498,492,815 2,623,417,456 2,754,588,329 Compensation to Employees 2,107,360,734 2,046,540,164 2,148,867,172 2,256,310,531 Use of goods and services 221,769,533 451,952,651 474,550,284 498,277,798 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 230,402,433 191,800,000 201,390,000 211,459,500 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 230,402,433 191,800,000 201,390,000 211,459,500 Total Expenditure of Vote …… 2,894,537,570 2,690,292,815 2,824,807,456 2,966,047,829 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration, Planning and Support services Current Expenditure 2,664,135,137 2,498,492,815 2,623,417,456 2,754,588,329 Compensation to Employees 2,107,360,734 2,046,540,164 2,148,867,172 2,256,310,531 Use of goods and services 556,774,403 451,952,651 474,550,284 498,277,798 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 230,402,433 191,800,000 201,390,000 211,459,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 230,402,433 191,800,000 201,390,000 211,459,500 Total Expenditure 2,894,537,570 2,690,292,815 2,824,807,456 2,966,047,829 Sub-Programme 1: Administration, Planning and general support services Current Expenditure 2,340,130,267 1,936,504,164 2,033,329,372 2,134,995,841 Compensation to Employees 2,107,360,734 1,638,678,892 1,720,612,837 1,806,643,478 Use of goods and services 232,769,533 297,861,272 312,754,336 328,392,052 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 230,402,433 56,000,000 58,800,000 61,740,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 230,402,433 56,000,000 58,800,000 61,740,000 Total Expenditure 2,570,532,700 1,992,540,164 2,092,167,172 2,196,775,531 Health services Current Expenditure 324,004,870 561,952,651 590,050,284 619,552,798 Compensation to Employees 407,861,272 428,254,336 449,667,052 Use of goods and services 324,004,870 154,091,379 161,795,948 169,885,745 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 135,800,000 142,590,000 149,719,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 135,800,000 142,590,000 149,719,500 Total Expenditure 324,004,870 697,752,651 732,640,284 769,272,298 Total Expenditure for the Programme 2,894,537,570 2,690,292,815 2,824,807,456 2,966,047,829 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position CEC T 1 1 3,120,000 3,193,176.00 3,195,091.91 3,197,648 Page | 24 Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position Senior Deputy Director S 5 4 2,700,000 21,909,120.00 21,922,265.47 21,939,803 Medical Services 11/ Chief Medical specialist 11 Chief Officer S 1 1 2,573,760.00 2,573,760.00 2,575,304.26 2,577,364 Deputy Director Medical R 8 8 25,456,606 35,246,400.00 35,267,547.84 35,295,762 Services Senior Assistant Director of Q 6 3 19,032,976 12,780,000.00 12,787,668.00 12,797,898 Pharmaceutical services/Pharmaceutical Specialist 1 Senior Assistant Director Q 6 2 21,027,443 4,664,400.00 4,667,198.64 4,670,932 Nursing Services Senior Assistant Director Q 5 3 10,653,780 12,780,000.00 12,787,668.00 12,797,898 Dental Services/Dental Specialist 1 Deputy Director of Q 3 2 48,956,038 3,475,920.00 3,478,005.55 3,480,788 Administration Deputy Director Medical Q 20 13 4,606,716 55,380,000.00 55,413,228.00 55,457,559 Services/ Senior medical specialist Assistant Director Nursing P 8 4 24,171,806 8,224,800.00 8,229,734.88 8,236,319 Services/Senior Principal Registered Nurse Assistant Director of P 15 10 105,757,986 29,653,200.00 29,670,991.92 29,694,729 Pharmaceutical services/Pharmaceutical Specialist 2 Assistant Director Medical P 15 8 16,635,982 23,722,560.00 23,736,793.54 23,755,783 Services/ Medical specialist 11 Assistant Director Dental P 6 3 9,152,911 8,895,960.00 8,901,297.58 8,908,419 Services/Dental Specialist 11 Senior Pharmacist N 12 6 30,040,737 17,668,800.00 17,679,401.28 17,693,545 Senior Dental Officer N 8 5 10,719,386 14,724,000.00 14,732,834.40 14,744,621 Senior Assistant Chief Health N 3 1 3,114,533 1,538,400.00 1,539,323.04 1,540,554 Administrative Officer Principal Medical Laboratory N 5 1 22,838,427 1,920,240.00 1,921,392.14 1,922,929 Services Officer/ Principal Medical Laboratory Technologist 2 Principal Medical Engineer/ N 5 1 24,687,455 1,862,400.00 1,863,517.44 1,865,008 Principal Medical Engineering Technologist 2 Principal Assistant N 5 1 16,727,213 1,862,400.00 1,863,517.44 1,865,008 Occupational Therapist Principal Accountant N 3 1 3,416,059 1,298,640.00 1,299,419.18 1,300,459 Medical Officer N 85 70 57,381,932 206,136,000.00 206,259,681.60 206,424,689 Pharmacist M 7 1 5,503,650 2,713,800.00 2,715,428.28 2,717,601 Medical Officer M 20 9 2,751,345 6,106,050.00 6,109,713.63 6,114,601 Deputy Chief Orthopedic M 4 1 19,545,720 1,564,800.00 1,565,738.88 1,566,991 Technologist Chief Registered Nurse M 72 59 8,674,855 95,452,560.00 95,509,831.54 95,586,239 Chief Registered Clinical M 34 26 1,797,835 43,024,800.00 43,050,614.88 43,085,055 Officer/Chief Clinical Officer Chief Radiographer M 5 2 1,944,632 3,261,600.00 3,263,556.96 3,266,168 Chief Physiotherapist/ Chief M 20 15 4,908,977 23,472,000.00 23,486,083.20 23,504,872 Assistant Physiotherapist Chief Pharmaceutical M 3 1 32,677,839 1,582,800.00 1,583,749.68 1,585,017 Technologist Chief Medical Laboratory M 15 9 52,648,962 14,785,200.00 14,794,071.12 14,805,906 Officer/ Chief Medical Laboratory Technologist Chief Medical Engineer/ M 3 1 8,074,809 1,564,800.00 1,565,738.88 1,566,991 Senior Medical Engineering Technologist / Senior Page | 25 Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position Medical Engineering Technician 1 Chief Human Resource M 3 1 10,255,468 1,126,800.00 1,127,476.08 1,128,378 Management Officer 11/Chief Human Resource Management Assistant Chief Assistant Office M 2 1 730,554 1,126,800.00 1,127,476.08 1,128,378 Administrator Chief Accountant M 2 1 51,591,296 867,360.00 867,880.42 868,575 Chief Assistant Public Health M 45 32 16,821,879 51,002,880.00 51,033,481.73 51,074,309 officer/ Chief Public Health Officer Chief Assistant Occupational M 10 7 16,871,259 10,953,600.00 10,960,172.16 10,968,940 Therapist Assistant principal Dental M 3 1 15,988,727 1,486,800.00 1,487,692.08 1,488,882 Technologist Senior Registered Nurse L 150 135 2,293,705 194,967,000.00 195,083,980.20 195,240,047 Senior registered Clinical L 25 7 1,626,603 10,537,800.00 10,544,122.68 10,552,558 Officer Senior Pharmaceutical L 6 3 10,141,783 4,361,400.00 4,364,016.84 4,367,508 Technologist Senior Nutrition & Dietetics L 6 4 10,171,633 6,043,200.00 6,046,825.92 6,051,663 Officer/ Senior Nutrition & Dietetics Technologist Senior Medical Social Worker L 5 1 1,701,228 1,446,000.00 1,446,867.60 1,448,025 Senior Medical Laboratory L 20 11 132,270,352 16,650,480.00 16,660,470.29 16,673,799 Technician 1 Senior Medical Laboratory L 20 15 25,408,421 22,707,000.00 22,720,624.20 22,738,801 Officer/ Senior Medical Laboratory Technologist Senior Medical Engineer/ L 10 7 15,365,761 10,512,600.00 10,518,907.56 10,527,323 Senior Medical Engineering Technologist / Senior Medical Engineering Technician 1 Senior Health Records and L 10 7 78,853,926 9,675,960.00 9,681,765.58 9,689,511 information management Assistant Senior Health Administrative L 5 2 1,556,243 2,475,600.00 2,477,085.36 2,479,067 Officer Senior Enrolled Nurse 1 L 200 116 1,558,354 167,527,200.00 167,627,716.32 167,761,818 Senior Dental Technologist L 3 2 1,679,864 2,924,400.00 2,926,154.64 2,928,496 Senior Community Oral L 3 2 81,610,815 2,808,000.00 2,809,684.80 2,811,933 Health Officers Senior Assistant Public Health L 32 26 1,429,999 36,972,000.00 36,994,183.20 37,023,779 Officer/Senior Public Health Officers Senior Accountant L 3 1 3,654,431 729,240.00 729,677.54 730,261 Senior L 4 2 14,033,072 2,878,800.00 2,880,527.28 2,882,832 Physiotherapist/Senior Assistant Physiotherapist Senior Human management L 2 1 884,238 935,400.00 935,961.24 936,710 Officer /Senior Human Resource Management Assistant Senior Assistant Occupational L 3 1 14,562,481 1,470,000.00 1,470,882.00 1,472,059 Therapist Telephone Supervisor K 0 1 18,890,431 694,320.00 694,736.59 695,292 Technical instructor 1 K 0 10 50,189,313 7,377,600.00 7,382,026.56 7,387,932 Senior Public Health Assistant K 50 40 7,923,129 51,638,400.00 51,669,383.04 51,710,719 Senior Medical Laboratory K 5 6 1,366,462 7,246,800.00 7,251,148.08 7,256,949 Technician 2 Senior Health Records and K 10 4 23,912,249 5,149,440.00 5,152,529.66 5,156,652 information management Assistant Page | 26 Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position Senior Enrolled Nurse[2] K 50 23 27,729,719 27,989,160.00 28,005,953.50 28,028,358 Registered Nurse[1] K 70 65 7,856,180 79,099,800.00 79,147,259.88 79,210,578 Registered Clinical Officer1 K 60 41 915,324 - - - Radiographer 1 K 12 3 28,480,588 3,584,160.00 3,586,310.50 3,589,180 Physiotherapist 1/ Assistant K 3 1 15,317,575 1,218,840.00 1,219,571.30 1,220,547 Physiotherapist 1 Pharmaceutical Technologist K 10 1 12,764,646 1,261,800.00 1,262,557.08 1,263,567 1 Occupational Therapist 1/ K 9 3 20,269,920 3,584,160.00 3,586,310.50 3,589,180 Assistant Occupational Therapist 1 Nutrition & Dietetics Officer K 5 3 2,107,356 2,943,000.00 2,944,765.80 2,947,122 1 / Nutrition &Dietetics Technologist/Nutrition & Dietetic Technician 1 Medical Laboratory Officer/ K 12 6 21,853,092 7,246,800.00 7,251,148.08 7,256,949 Medical Laboratory Technologist 1 Medical Engineer / Medical K 3 1 34,161,547 1,215,240.00 1,215,969.14 1,216,942 Engineering Technologist 1/ Senior Medical Engineering Technician 2 Health Administrative Officer K 3 1 20,514,641 934,320.00 934,880.59 935,628 I Dental Technologist 1 K 4 1 11,082,714 1,194,720.00 1,195,436.83 1,196,393 Community Oral Health K 3 1 42,017,256 1,287,360.00 1,288,132.42 1,289,163 Officers 1 Assistant Public Health K 20 5 815,924 6,454,800.00 6,458,672.88 6,463,840 Officer 1/ Public Health Officers Assistant Office K 2 1 854,303 694,320.00 694,736.59 695,292 Administrator 1 Accountant 1 K 5 2 666,408 1,316,880.00 1,317,670.13 1,318,724 Supply chain management K 4 1 647,219 694,320.00 694,736.59 695,292 Officer 1/ Supply Chain Management Assistant 1 Orthopedic Technologist 1 K 5 2 15,491,045 2,396,640.00 2,398,077.98 2,399,996 Telephone Supervisor 2 J 0 3 949,775 1,643,040.00 1,644,025.82 1,645,341 Registered Clinical Officer 11 J 62 44 716,780 48,544,320.00 48,573,446.59 48,612,305 Radiographer 11 J 9 5 5,263,606 4,693,800.00 4,696,616.28 4,700,374 Pharmaceutical Technologist J 30 21 1,036,600 20,905,920.00 20,918,463.55 20,935,198 2 Orthopedic Technologist 2 J 6 3 28,439,907 2,913,840.00 2,915,588.30 2,917,921 Nutrition & Dietetic J 8 5 7,439,884 4,675,800.00 4,678,605.48 4,682,348 Technician 2 Medical Social Worker 2 J 10 7 1,098,606 6,515,040.00 6,518,949.02 6,524,164 Medical Laboratory J 6 4 992,625 4,030,080.00 4,032,498.05 4,035,724 Technician 1 Medical Engineering J 8 5 930,586 4,881,600.00 4,884,528.96 4,888,437 Technologist 2/ Medical Engineering Technician-1 Health Administrative Officer J 5 3 2,052,411 2,415,600.00 2,417,049.36 2,418,983 II Enrolled Nurse[1] J 25 8 25,139,367 7,699,200.00 7,703,819.52 7,709,983 Dental Technologist 11 J 5 3 7,120,979 2,893,320.00 2,895,055.99 2,897,372 Community Oral Health J 7 2 3,474,394 1,943,040.00 1,944,205.82 1,945,761 Officers 2 Community Health Assistant J 5 1 12,510,274 995,520.00 996,117.31 996,914 2 Chief Clerical Officer J 12 7 759,996 4,502,400.00 4,505,101.44 4,508,706 Assistant Public Health J 42 31 4,760,709 30,228,720.00 30,246,857.23 30,271,055 Officer 11 Assistant Occupational J 5 2 1,023,594 1,895,040.00 1,896,177.02 1,897,694 Therapist 2 Page | 27 Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position Assistant Physiotherapist 11 J 7 4 2,015,632 4,048,320.00 4,050,748.99 4,053,990 Supply chain management J 2 2 691,067 1,167,360.00 1,168,060.42 1,168,995 Officer / Supply Chain Management Assistant 2 Registered Nurse[2] J 220 178 666,408 171,307,200.00 171,409,984.32 171,547,112 Medical Laboratory J 40 20 1,098,766 20,150,400.00 20,162,490.24 20,178,620 Technologist 2 Health Records and J 20 6 559,122 5,973,120.00 5,976,703.87 5,981,485 Information assistant 1 Assistant Office J 4 2 623,559 1,167,360.00 1,168,060.42 1,168,995 Administrator 2/Office Administrator 1 Senior Telephone Operator H 0 1 7,364,888 464,040.00 464,318.42 464,690 Senior Clerical Officer H 6 4 1,000,185 1,854,240.00 1,855,352.54 1,856,837 Senior Charge hand Tailor H 2 1 1,159,116 460,320.00 460,596.19 460,965 Registered Clinical Officer 111 H 62 49 5,444,782 53,037,600.00 53,069,422.56 53,111,878 Radiographer 111 H 15 6 5,544,459 5,045,760.00 5,048,787.46 5,052,826 Public Health Assistant 11 H 50 2 12,080,951 1,794,720.00 1,795,796.83 1,797,233 Pharmaceutical Technologist H 20 2 9,879,072 1,848,960.00 1,850,069.38 1,851,549 3 Orthopedic trauma H 15 3 3,471,716 2,640,240.00 2,641,824.14 2,643,938 technologist 111/Orthopedic trauma technician 11 Nutrition & Dietetic H 10 2 44,944,525 1,794,720.00 1,795,796.83 1,797,233 Technician 3 Medical Social Worker 3 H 10 3 80,553,995 2,692,080.00 2,693,695.25 2,695,850 Medical Engineering H 8 3 1,675,459 2,640,240.00 2,641,824.14 2,643,938 Technologist 3/ Medical Engineering Technician-2 Enrolled Nurse[2] H 65 49 1,666,747 47,157,600.00 47,185,894.56 47,223,643 Community Oral Health H 5 2 5,313,573 1,760,160.00 1,761,216.10 1,762,625 Officers 3 Chief Driver H 3 2 43,860,643 1,067,280.00 1,067,920.37 1,068,775 Assistant Public Health H 2 1 13,295,022 897,360.00 897,898.42 898,617 Officer 111 Assistant Office H 6 5 7,897,252 2,395,800.00 2,397,237.48 2,399,155 Administrator 3/Office Administrator 1 Supply chain management H 5 3 7,648,562 1,437,480.00 1,438,342.49 1,439,493 Officer 3/Supply Chain Management Assistant 3 Registered Nurse[3] H 160 132 84,295,503 127,036,800.00 127,113,022.08 127,214,712 Medical Laboratory H 40 13 2,817,322 11,665,680.00 11,672,679.41 11,682,018 Technologist 3 Medical Laboratory H 5 6 6,235,890 5,384,160.00 5,387,390.50 5,391,700 Technician 2 Health Records and H 5 8 5,303,068 75,043,296.00 75,088,321.98 75,148,393 Information assistant II Telephone Operator I G 0 1 13,570,871 396,960.00 397,198.18 397,516 Senior Driver G 2 1 25,589,480 473,160.00 473,443.90 473,823 Orthopedic trauma G 5 3 8,476,305 2,556,000.00 2,557,533.60 2,559,580 technician 111 Enrolled Nurse [3] G 35 4 14,610,429 3,579,840.00 3,581,987.90 3,584,853 Clerical Officer I G 23 18 20,854,883 7,609,680.00 7,614,245.81 7,620,337 Cleaning Supervisor 1 G 15 9 19,273,302 3,924,720.00 3,927,074.83 3,930,216 Artisan 1 Building/ G 0 2 1,590,274 814,320.00 814,808.59 815,460 Driver 1 F 5 3 11,207,141 1,208,880.00 1,209,605.33 1,210,573 Cook 2 F 8 5 994,610 1,590,000.00 1,590,954.00 1,592,227 Clerical Officer II F 20 7 1,005,571 1,747,200.00 1,748,248.32 1,749,647 Cleaning Supervisor 2a F 12 12 1,016,259 4,579,200.00 4,581,947.52 4,585,613 Artisan 1 Tailor F 2 2 3,271,202 660,720.00 661,116.43 661,645 Housekeeping Assistant 2 F 3 2 2,599,081 636,000.00 636,381.60 636,891 Page | 28 Staff details Staff establishment in FY 2018/19 Position J/G Author In 2019/20 2020/21 2021/22 2022/23 Title ized position Support Staff E 8 29 2,885,328 9,837,960.00 9,843,862.78 9,851,738 Supervisor/Cleaning supervisor 2b Mortuary Attendant2b E 18 8 1,112,077 2,051,520.00 2,052,750.91 2,054,393 Driver 2 E 24 18 21,517,984 6,760,800.00 6,764,856.48 6,770,268 Artisan 3 Building E 0 1 6,776,064 330,360.00 330,558.22 330,823 Senior Support Staff/Cleaning D 25 3 637,209 972,000.00 972,583.20 973,361 Supervisor 3 Driver 3 D 25 2 7,410,992 703,800.00 704,222.28 704,786 Copy typist 3 D 0 2 1,363,413 1,338,960.00 1,339,763.38 1,340,835 Clerical Officer 3 D 0 2 406,896 1,232,400.00 1,233,139.44 1,234,126 Clerical Officer 4 C 0 1 994,610 634,800.00 635,180.88 635,689 Labourer A 0 4 1,005,571 1,799,520.00 1,800,599.71 1,802,040 TOTALS 1676 2,107,360,734 2,201,230,512.00 2,202,551,250.31 2,204,313,291 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2019-2020-2022-20223 Programme 1: Health systems Administration Planning and Support services Objective: To strengthen health systems, general logistical and other support for efficient service delivery Outcome: efficient and effective health system Sub- Outcome Baseline Key Performance indicators Programme An efficient 2019- 2020- 2021- 2022- Total Budget health systems 2020 2021 2022 2023 250 Amount FIF revenue collected( in 150M 100M 90M 80M million ksh million) 45,286,171 50 % of facilties with updated asset 70% 80% 90% 100% register maintained. 1 No. of stakeholder meetings 1 1 1 1 Held 90% % of health facilities with 96% 100% 100% 100% functional health committee/ hospital boards SP 1. 2 Human Motivated 40% Level of Client/service provider 69% 70% 75% 80% 302,224,062 Resource & health satisfaction index beyond 70% Capacity workforce Development Sp 1 3. Quality Improved Quarterly % of facilties submitting timely 95% 100% 100% 100% 600,000 assurance, quality of care HMIS and & Complete reports every monitoring program month and evaluation Reports 6 Quaterly Data Quality 4 4 4 4 Audits(QDA) conducted 2 No quaterly support supervison 4 4 4 4 meetings 1 No quartely performance review 4 4 4 4 meetings Programme 2 : Preventive and Promotive Health Services Program Outcome: Effective and efficient preventive and promotive health interventions within the county Program Objective: To provide effective and efficient preventive and promotive health interventions across the county Sub- Outcome Baseline Key Performance indicators Programme SP-2. 1- Improved life 52 Under five Mortality rate per 40 35 35 30 5,945,000 Communicable expectancy 1000 Disease 39 Infant mortality rate per 1000 33 30 28 25 Prevention 110 Matenal mortality rate per 1000 117 110 105 100 and Control 89.40% TB Cure rate 86.30% 88% 90% 92% 1300 HIV incidence rate 1300 800 700 650 Page | 29 Reduced 85% Immunization coverage 79% 92% 93% 95% prevalence of Vaccine- Preventable diseases SP2.2: -Non- Reduced 24% % of facilities screening for 45% 60% 70% 80% 876,000 communicable burden of ill NCD’s disease health 5.70% Facility mortality rate 5.50% 5.20% 5% 4.70% Control and associated Prevention with NCD’ 55000 No. of population screened for 70,000 80,000 90,000 100,000 NCD SP: 2. 3- Reduced 88% % of skilled deliveries conducted 74% 92% 93% 95 27,614,815 Reproductive maternal in our health facilities Health and mortality 73% Family Planning Uptake 74% 79 80 80 Family 61% % of pregnant women attending 70 73 75 75 planning 4 ANC visit Services SP Improved 251 % of functional community units 251 251 251 251 2.4Community community 12,138,400 Health and 12% Incidence of under 5 mal- 8% 7% 6% 5% Outreach nutrition Services SP 2.5 Solid Improved 0 Promote WASH 0 0 0 0 1,978,760 waste water and management sanitation practices Programme 3: Curative and Rehabilitative services Program Outcome: Effective and efficient preventive and promotive health interventions within the county Program Objective: To provide effective and efficient preventive and promotive health interventions across the county. Outcome Baseline Key Performance indicators SP 3.1 Improved 50% % of fully functional ambulances 13% 90% 100% 100% 1,886,622,02 Emergency response to 40% % of hospitals with functional 80% 80% 100% 100% 4 and Referral medical emergency response teams Services emergencies 0 Functional isolation unit 0 1 1 1 Patient safety Reduction in 10% % of facilities on Infection 20% 80% 85% 90% and quality health care prevention and control program improvement associated infections, reduction of medical harm Laboratory 20% % of hospitals with a functional 20% 50% 70% 80% acreditation quality improvement and patient for improved safety program quality of care TBD Incidence of surgical site 5% infections 0 No. of hospital labs accredited 1 1 1 1 SP 3.2 Support Increased 10% % of healthcare facility with 6% 5% 4% 2% 347,425,582 Services access to stock out of essential drugs and clinical services supplies 50% % of healthcare facilities with 65% 70% 75% 80% laboratory services 40% % of hospitals with specialized 20% 20% 20% 20% services GENDER, YOUTH AND SOCIAL SERVICES Part A. Vision To be the leading County in promotion of gender equality, equity, provision of efficient social services and disaster management for high quality of life Page | 30 Part B. Mission To formulate, co-ordinate and implement responsive policies and plans on gender, youth and social services for sustainable social economic development. Part C. Performance Overview and Background for Programme(s) Funding Major Achievements for the period During the year 2019/2020, the following were accomplished;  Co-ordinated and participated in word mental health day and National day for persons with disability.  Staff development through capacity Building  Hosted the vulnerable persons during the Christmas tree  Care and protection of the orphaned and vulnerable children in Karatina Children Home  Completion of phase one of Ihururu rehabilitation center.  Support for vulnerable persons with building materials and food rations.  Partnership with ALMASI on Kuza Kazi programme  Recruitment staff Constraints and challenges in budget implementation and how they will be addressed in FY 2020/2021 S/No Constraints/Challenges Remedy for F/Y 2020/21 1 Lengthy procurement procedures Procurement Plan to be developed; Start procurement early 2 Poor performance/availability of the e- Start procurement early procurement system 3 Insufficient/ Limited funds Organize joint activities Source for development partners; Increased departmental allocation for project implementation 6 Lack of some policies and legislations Develop and enhance approval; Draft legislations and forward to the assembly for enactment Major services/outputs to be provided in MTEF period 2020/21 – 2022/23 and the inputs required The following are the major services/outputs to be provided during 2020/21- 2022/23: 1. Construction of Dining Hall and Multipurpose Recreational Hall at the Karatina Children home. 2. Full support of the Karatina Children Home. 3. Re-introduction and Implementation of BIMA-AFYA Scheme. 4. Capacity building to all staff members. 5. Establishment/improvement of 2 fire stations; 6. Setting up water hydrants in the sub counties 7. Establishment of the Leather production training center and hub 8. Completion and equipping of the Ihururu Rehabilitation center; Part D: Programme Objectives S/No. Programme Strategic Objective 1. General Administration and Policy To ensure effective departmental administration, policy development Development and Implementation, and implementation Disaster Management, BIMA-AFYA To prevent loss of life and property through prompt response to Management disasters. To assist the vulnerable members of society. Page | 31 Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23 (Kshs) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and Planning services SP 1. 1 Administration and personnel 106,468,597 104,909,974 110,155,473 115,663,246 services Total Expenditure of Programme 1 106,468,597 104,909,974 110,155,473 115,663,246 Part F: Summary of Expenditure by Vote and Economic Classification (Kshs) Projected Estimates Expenditure Classification Estimates Estimates 2021/22 2022/23 2019/20 2020/21 Current Expenditure 70,968,597 64,909,974 68,155,473 71,563,246 Compensation to Employees 48,783,436 48,783,436 51,222,608 53,783,738 Use of goods and services 22,185,161 16,126,538 16,932,865 17,779,508 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 35,500,000 40,000,000 42,000,000 44,100,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 35,500,000 40,000,000 42,000,000 44,100,000 Total Expenditure of Vote …… 106,468,597 104,909,974 110,155,473 115,663,246 Part G: Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Millions) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and Planning services Current Expenditure 70,968,597 64,909,974 68,155,473 71,563,246 Compensation to Employees 48,783,436 48,783,436 51,222,608 53,783,738 Use of goods and services 22,185,161 16,126,538 16,932,865 17,779,508 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 35,500,000 40,000,000 42,000,000 44,100,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 35,500,000 40,000,000 42,000,000 44,100,000 Total Expenditure 106,468,597 104,909,974 110,155,473 115,663,246 Sub-Programme 1: Administration and personnel services Current Expenditure 70,968,597 64,909,974 68,155,473 71,563,246 Compensation to Employees 48,783,436 48,783,436 51,222,608 53,783,738 Use of goods and services 22,185,161 16,126,538 16,932,865 17,779,508 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 35,500,000 40,000,000 42,000,000 44,100,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 35,500,000 40,000,000 42,000,000 44,100,000 Total Expenditure 106,468,597 104,909,974 110,155,473 115,663,246 Part H: Details of Staff Establishment by Organization Structure DIRECTORATE/ STAFF DETAILS STAFF ESTABLISHMENT EXPENDITURE ESTIMATES SECTION IN FY 2019/20 POSITION JOB AUTHO IN Actual 2020/21 2021/22 2022/23 RIZED POSITION 2019/2020 TITLE GROUP (2019/2020) Social CECM T 1 1 3,962,700 3,962,700 4,160,835 4,368,877 Directorate Page | 32 DIRECTORATE/ STAFF DETAILS STAFF ESTABLISHMENT EXPENDITURE ESTIMATES SECTION IN FY 2019/20 POSITION JOB AUTHO IN Actual 2020/21 2021/22 2022/23 RIZED POSITION 2019/2020 TITLE GROUP (2019/2020) Social C.O S 1 0 2,772,000 2,772,000 2,910,600 3,056,130 Directorate Social Director of R 1 1 2,226,672 2,226,672 2,338,006 2,454,906 Directorate Administration Social Principal N 1 1 1,483,272 1,483,272 1,557,436 1,635,308 Directorate Administrator Social Chief Social Welfare M 8 2 2,506,632 2,506,632 2,631,964 2,763,562 Directorate Officer Social Social Welfare K 30 5 3,385,830 3,385,830 3,555,122 3,732,878 Directorate Officer[1] Fire section Fire Station Officer H 3 1 877,653 877,653 921,536 967,613 Social Records H 4 1 487,242 487,242 511,604 537,184 Directorate Management Officer[3] Social Copy Typist[1] F 1 902,286 902,286 947,400 994,770 Directorate Social Clerical Officer[1] F 8 1 865,053 865,053 908,306 953,721 Directorate Social Clerical Officer[4] C 8 1 229,530 229,530 241,007 253,057 Directorate Social Youth Instructor[3] F 1 1 882,855 882,855 926,998 973,348 Directorate Social Labourer[2] A 4 2 2,325,076 2,325,076 2,441,330 2,563,397 Directorate Fire section Leading Fireman F 2 1,702,920 1,702,920 1,788,066 1,877,469 Fire section Fireman[1] E 50 1 259,183 259,183 272,142 285,749 Social Labourer[1] B 4 2 1,389,660 1,389,660 1,459,143 1,532,100 Directorate Social directorate Sports technician[1] H 0 1 487,242 487,242 511,604 537,184 Fire section Senior Messenger C 12 1 677,250 677,250 711,113 746,669 Fire section Fireman[2] D 20 9 8,011,090 8,011,090 8,411,645 8,832,227 Social Driver[1] C 4 3,793,120 3,793,120 3,982,776 4,181,915 Directorate Social Labourer[1] B 4 2 944,186 944,186 991, 395 1,040,965 Directorate Fire section Driver(3) D 2 513,072 513,072 538,726 565,662 Fire section Clerical Officer[3] D 8 1 689,850 689,850 724, 343 760,560 Fire section Assistant Divisional J 4 1 940,653 940,653 987,686 1,037,070 Fire Officer Fire section Fireman[3] C 50 1 624,582 624,582 655,811 688,602 Fire section Fireman Trainee B 20 1 585,270 585,270 614,534 645,361 Social Housekeeping F 5 1 700,560 700,560 735,588 772,367 Directorate Assistant[2] Social Support Staff[1] C 20 10 3,654,520 3,654,520 3,837,246 4,029,108 Directorate Fire section Fire Engine Operator F 10 3 903,477 903,477 937,478 984,351 48,783,436 48,783,436 49,495,702 53,772,110 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/21- 2022/23 Programme Delivery Unit Key Outputs (KO) Key Performance Indicators Target Target Target (KPIs) (Baseline) 2021/22 2022/23 2020/21 Programme:1 General Administration and Policy Development and Implementation Promote effective result based Administration Efficient and effective Meeting deadlines 4 4 4 management and administration department BIMA AFYA Program Beneficiaries List of beneficiaries Number of persons - 5,000 5,000 benefited Support to vulnerable persons Social Acknowledgment Number of social visits 1500 2000 2500 Welfare section forms from support done beneficiaries Training of Fire Officers Fire department Number of officers Increased officers trained 40 60 100 trained on disaster issues Page | 33 COUNTY PUBLIC SERVICE AND SOLID WASTE MANAGEMENT Part A. Vision To be the lead in Public Service Management and Creating a Sustainably Managed, Healthy and Clean Environment. Part B. Mission To provide efficient and quality Services in Public Service and Solid Waste Management for the County Citizenry. Part C. Performance Overview and Background for Programme(s) Funding During the period 2020-2021, the Department was able to;  To coordinate the provision of responsive and effective services to the public;  To ensure effective and efficient Public Service Management;  To promote ethics and integrity in public service delivery;  To Create a Clean, Healthy and Conducive Environment; Major Achievements County Public Service  Engagement of 178 Interns who were distributed to the various Departments to gain hands on experience, and payment of their monthly stipend;  rd thOrganized the Launch of the 3 Cohort of Interns that was held on 14 January 2021  rdInduction programme for the 3 Cohort of interns for orientation purposes and to sensitize st them on rules and regulations in Public Service on 21 January 2021  ndHeld a farewell for 170 Interns of the 2 cohort who had successfully completed the th Internship programme on 30 September 2020;  Digitization of human resource records continued;  Customization of Competency Framework;  Formulation of employee’s job description;  Pre-retirement training for the retiring officers was carried out;  thPreparation staff salaries done on time (Payroll closure on or before 10 day of every month);  Installation of the rolling cabinet;  Offering attachment opportunities for graduates;  Adherence to the performance management plan;  Review of Job evaluation as per the SRC guidelines for the third cycle 2021/2025;  Trained staff from all department on how to undertake job evaluation and preparation of job descriptions;  Coordination and Management of final benefits payable to the employees;  Complied with workplace guidelines on COVID- 19 Pandemic; Page | 34  Training of Trainers on stress management and counselling skills for Human Resource Professionals and Line Managers;  Convening the County Human Resource Advisory Committee (CHRAC) Meetings;  Implementation of promotions as per the County Public Service Board’s approval.  Preparation of individual statement for all staff Members for the gratuity contributions; Solid Waste Management  Fencing of two existing dumpsites and a proposed waste transfer station;  Management of dumpsites through waste pushing and compaction, and waste sorting;  Mapping of illegal collection points through GIS;  Purchase of a skip loader and 12 skip containers; and  Planting of trees along perimeter wall of Karindundu dumpsite Constraints and Challenges:  Insufficient funding;  Late disbursement of funds as well as attainment of Bill of Quantities for projects;  Delay in digitization of Human Resource records;  Lack of sufficient funds for staff Training;  Inadequate transport facilitation in the Department due to shortage of vehicles thus hindering supervision.  The effects of Corona Virus Disease (Covid-19) that hindered service delivery;  Rainy weather affecting implementation of both works and services;  IFMIS down time affected the implementation of programs and services;  Regular break down of the waste collection trucks; and  Long distances travelled to dispose waste affecting sequence and efficiency of collection. Major Services/output in the Medium Term Period FY 2021/22 – 2023/2024  Processing and forwarding of the payroll on time every month;  Finalization of the digitization of staff records and updating of the digitized staff records;  Recruitment, induction, placement and capacity building and subsequent discharge of interns in each financial year;  Participate in the implementation of Voluntary Early Retirement in liaison with the County Public Service Board through training and vetting of staff who will be willing to exit through that programme;  Participate in the implementation of Staff Establishment in liaison with the County Public Service Board and all other Departments to ensure motivation of staff through re-designations and promotions and matching of staff with their skills;  Conduct Training Needs Assessment (TNA) for HR Officers;  Capacity building of the HR Officers to bridge the Gaps identified in TNA;  Conduct skills gap analysis through Technical Assistance under KDSP through: o Consolidating the County skills gap; Page | 35 o Defining tasks and processes related to the job; and o Guiding on recruitment plan.  Training of Human Recourse Officers on: o Integrated Payroll Personnel Database (IPPD) and IPPD data clean up; o pension management; o Staff welfare;  Purchase of necessary equipment, including Purchase of two (2) rolling cabinets, laptops and desktop computers;  Installation of records management unit work station  Coordination of staff welfare issued through the County Human Resources Advisory Committee (CHIRAC);  Have an environmentally and socially acceptable county solid waste disposal space fully equipped for recycling and material recovery;  Meet the minimum 10 requirements for waste management as regulated by having appropriate and adequate waste collection and transportation facilities;  Have modern methods of waste collection and management system;  Roll out capacity building of all waste handlers; and  Sensitize the community on waste separation from the source. Part D: Programme Objectives Programme Strategic objective General Administration, policy  To ensure effective and efficient County Public Service Management; development and implementation  Administration and planning services. Solid Waste Management To provide effective and efficient Solid waste management services Part E: Summary of Expenditure by Programmes, 2021/22 – 2023/24(KShs. Millions) Programme Estimates Estimates Projected Estimates 2020/21 2021/22 2022/2023 2023/2024 Programme 1: General Administration, policy development and implementation SP 1. 1 Administration and planning services 96,882,054 106,985,107 112,334,362 117,951,080 Total Expenditure of Programme 1 96,882,054 106,985,107 112,334,362 117,951,080 Programme 2: Solid Waste Management SP 2. 1 Solid Waste Management Services 102,845,754 83,900,000 88,095,000 92,499,750 Total Expenditure of Programme 2 102,845,754 83,900,000 88,095,000 92,499,750 Total Expenditure of Vote ------- 199,727,808 190,885,107 200,429,362 210,450,830 Part F. Summary of Expenditure by Vote and Economic Classification (KShs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2020/21 2021/22 2022/2023 2023/2024 Current Expenditure 110,727,808 109,385,107 114,854,362 120,597,080 Compensation to Employees 94,916,279 94,916,279 99,662,093 104,645,197 Use of goods and services 15,811,529 14,468,828 15,192,269 15,951,883 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 89,000,000 81,500,000 85,575,000 89,853,750 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 89,000,000 81,500,000 85,575,000 89,853,750 Total Expenditure 199,727,808 190,885,107 200,429,362 210,450,830 Page | 36 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (KShs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2020/21 2021/22 2022/2023 2023/2024 Programme 1: General Administration, policy development and implementation Current Expenditure 81,882,054 101,485,107 106,559,362 111,887,330 Compensation to Employees 70,384,325 94,916,279 99,662,093 104,645,197 Use of goods and services 11,497,729 6,568,828 6,897,269 7,242,133 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 15,000,000 5,500,000 5,775,000 6,063,750 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 15,000,000 5,500,000 5,775,000 6,063,750 Total Expenditure 96,882,054 106,985,107 112,334,362 117,951,080 Sub-Programme 1: Administration and planning services Current Expenditure 81,882,054 101,485,107 106,559,362 111,887,330 Compensation to Employees 70,384,325 94,916,279 99,662,093 104,645,197 Use of goods and services 11,497,729 6,568,828 6,897,269 7,242,133 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 15,000,000 5,500,000 5,775,000 6,063,750 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 15,000,000 5,500,000 5,775,000 6,063,750 Total Expenditure 96,882,054 106,985,107 112,334,362 117,951,080 Programme 2: Solid Waste Management Current Expenditure 28,845,754 7,900,000 8,295,000 8,709,750 Compensation to Employees 24,531,954 Use of goods and services 4,313,800 7,900,000 8,295,000 8,709,750 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 74,000,000 76,000,000 79,800,000 83,790,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 74,000,000 76,000,000 79,800,000 83,790,000 Total Expenditure 102,845,754 83,900,000 88,095,000 92,499,750 Sub-Programme 1: Solid Waste Management Services Current Expenditure 28,845,754 7,900,000 8,295,000 8,709,750 Compensation to Employees 24,531,954 Use of goods and services 4,313,800 7,900,000 8,295,000 8,709,750 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 74,000,000 76,000,000 79,800,000 83,790,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 74,000,000 76,000,000 79,800,000 83,790,000 Total Expenditure 102,845,754 83,900,000 88,095,000 92,499,750 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DIRECTORATE / STAFF DETAILS STAFF ESTABLISHMENT IN SECTION FY 2020/2021 POSITION TITLE JOB AUTHO IN POSITION 2021/2022 2022/2023 2023/2024 GROUP RISED COUNTY PUBLIC SERVICE MANAGEMENT " CECM 8 1 1 3,947,500 4,144,875 4,352,119 " Chief Officer S 1 1 2,307,280 2,422,644 2,543,776 " Director HRM R 1 1 1,907,280 2,002,644 2,102,776 " Ward Administrator N 1 1 1,278,880 1,342,824 1,409,965 " Chief Record Management Officer M 1 1 1,119,440 1,175,412 1,234,183 Page | 37 " Chief HRM Assistant M 4 4 4,477,760 4,701,648 4,936,730 " Chief Assistant Office Administrator M 1 1 1,119,440 1,175,412 1,234,183 " Senior Assistant Office L 1 1 956,040 1,003,842 1,054,034 Administrator " Senior Assistant Establishment L 1 1 956,040 1,003,842 1,054,034 Officer " HRM& Development Officer (1) K 2 2 1,470,480 1,544,004 1,621,204 " Principal clerical Officer K 1 1 735,240 772,002 810,602 " Senior Administrative Officer K 1 1 735,240 772,002 810,602 " Assistant Establishment Officer K 1 1 735,240 772,002 810,602 " Assistant Office Administrator (2) J 1 1 637,120 668,976 702,425 " Supply Chain Management Officer J 1 1 637,120 668,976 702,425 (2) " Accountant (3) J 1 1 637,120 668,976 702,425 " Administrative Officer (2) J 1 1 637,120 668,976 702,425 " Senior Clerical Officer H 1 1 466,240 489,552 514,030 " HRM Assistant (3) H 1 1 513,400 539,070 566,024 " Clerical Officer (3) D 1 1 922,260 968,373 1,016,792 " Senior Driver (3) D 1 1 802,320 842,436 884,558 " Clerical Officer (3) D 1 1 639,012 670,963 704,511 " Support Staff (1) C 2 2 517,880 543,774 570,963 " Head Messenger C 1 1 517,880 543,774 570,963 " Clerical Officer (4) C 1 1 517,880 543,774 570,963 " Driver (1) C 1 1 517,880 543,774 570,963 " Sergeant C 1 1 517,880 543,774 570,963 " Labourer (2) A 1 1 608,527 638,954 670,901 " Interns (Stipend) 200 200 28,000,000 29,400,000 30,870,000 " TOTAL 58,835,499 61,777,274 64,866,138 SOLID WASTE MANAGEMENT " Chief Officer S 1 1 2,307,280 2,422,644 2,543,776 " Director R 1 1 1,907,280 2,002,644 2,102,776 " Ward Administrators N 1 1 1,278,880 1,342,824 1,409,965 " Chief Assistant P.H.O M 4 4 6,443,760 6,765,948 7,104,245 " Senior Assistant P.H.O L 3 3 4,522,320 4,748,436 4,985,858 " Senior P.H.O L 1 1 1,555,440 1,633,212 1,714,873 " Senior Public Health Assistant K 1 1 1,299,240 1,364,202 1,432,412 " Senior P.H.O (1) K 1 1 1,299,240 1,364,202 1,432,412 " Cleansing Supervisor (1) G 1 1 396,040 415,842 436,634 " Senior Office Assistant G 1 1 396,040 415,842 436,634 " Cleaning Foreman G 1 1 396,040 415,842 436,634 " Copy Typist (1) F 1 1 396,040 415,842 436,634 " Senior Cleaning Supervisor D 1 1 346,420 363,741 381,928 " Fireman (2) D 1 1 346,420 363,741 381,928 " Driver (3) D 3 3 1,039,260 1,091,223 1,145,784 " Support Staff (1) C 1 1 251,440 264,012 277,213 " Cleaning Supervisor C 1 1 616,370 647,189 679,548 " Support Staff 1 C 126 126 7,886,971 8,281,320 8,695,386 " Support Staff (2) B 11 11 2,668,520 2,801,946 2,942,043 " Labourer (1) B 2 2 485,185 509,445 534,917 " Driver II B 1 1 242,593 254,722 267,458 " Total 36,080,780 37,884,819 39,779,060 94,916,279 99,662,093 104,645,198 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2021/22- 2023/24 Programme Delivery Key Output Key Performance Indicator (KPI) Target Target Target Target Unit (KO) (Baseline) 2021/2022 2022/2023 2023/2024 2020/2021 Programme 1: Management of County Human Resources Outcome: Effective and Efficient Public Service Sub-Programme 1: Public Service Management Management of IPPD Monthly By-  Monthly Payroll Achieved √ √ √ County Payroll Products  Monthly Deductions for various parties (KRA, SACCOs, Welfare, NHIF, NSSF, Banks, etc.- Page | 38 Programme Delivery Key Output Key Performance Indicator (KPI) Target Target Target Target Unit (KO) (Baseline) 2021/2022 2022/2023 2023/2024 2020/2021 Integration and IPPD Updated staff No of Data integrated and/or Achieved √ √ √ Activation of IPPD Data activated into payroll Employees Data Management of Records Updated HR No of HR Records Updated as Achieved √ √ √ Human Resource Management Records per need Record Coordination Pensions Updated  Monthly Pensions Achieved √ √ √ and /IPPD Monthly Deductions Management of Pensions and  Monthly Gratuity Final Benefits Gratuity Computations Payable To Deductions By- Employees Products Addressing HR Advisory Number of Notices and Minutes of CHRAC Achieved √ √ √ Matters Through CHRAC Meetings CHRAC Meetings Held Coordination of Staff Welfare Updated Staff No of County Employees Achieved √ √ √ County Staff Unit Medical and Covered by Medical and Welfare through Insurance Insurance Covers medical and insurance covers Managing the Staff Welfare Recruit, induct Number of Interns recruited, Achieved √ √ √ County Unit and Deploy 200 inducted and deployed to Internship interns various Departments Programme Implementation HR Implemented Reports and Records Achieved √ √ √ of CPSB Directorate HR Matters Decisions on HR Matters Programme 2: Solid Waste Management Outcome: Effective and Efficient Solid Waste Management Services Sub-Programme 2: Solid Waste Management SP2.1 Solid waste Solid Waste Clean No. of tonnage collected and 25,000 39,000 45,000 49,000 collection and Management environment disposed disposal SP2.2 Dumpsite Solid Waste Well managed No of dumpsites managed 4 4 3 3 management Management dumpsite Completion rate of construction 0 100% 100% 100% at dumpsite SP2.3 Purchase Solid Waste Increased No. of trucks purchased 0 2 2 2 of trucks and Management garbage trucks machinery fleets Increased waste No of skips procured 0 15 15 20 collection points Increased waste No of machinery procured 0 1 1 1 recycling AGRICULTURE, LIVESTOCK AND FISHERIES Part A. Vision To ensure food and nutrition security to the county citizen and job creation. Part B. Mission To improve agricultural productivity through promotion of innovative, competitive and sustainable Agriculture, Livestock and Fisheries production systems Part C. Performance Overview and Background for Programme(s) Funding Achievements during year 2019/2020 During the 2019/20 financial year, the department did the following activities: Page | 39  Enhancing collaboration and partnerships with all stakeholders in the Agricultural Sector. These incudes world bank and SIDA funded projects that include Kenya Climate Smart Agriculture Project and Agriculture Sector Development Support Program  Promotion of modern technologies in aquaculture by restocking of ponds and dams with fingerlings provision of fish feeds for fish cages culture.  To enhance food and nutrition security the department implemented various ward specific projects i.e. construction of produce collection shed (Mukurweini West), provision of Hass Avocado seedlings worth 1 Million (Iriani), construction of milk collection Centre (Ruguru and Mweiga), Equipping Mweiga Slaughter House (Mweiga), procurement of manure worth 2M to improve coffee sector (Mahiga) etc.  Capacity building on appropriate agricultural technologies, Plant clinic and soil testing services.  Improvement of livestock breeds by procurement of improved indigenous poultry breeds and dairy goats.  Enhancing mechanization services in the county by rehabilitation of machineries and procurement of tractor and equipment for the AMS Naromoru.  Packaging of climate change resilient technologies through the Kenya Climate Smart Agriculture Project (KCSAP) and funding groups under micro projects and sub projects.  Promotion of high yielding breeds and breeding by provision of free artificial insemination services.  Vaccination of animals against notifiable diseases, provision of acaricides to 22 community cattle dip and renovation of Karatina Slaughter house to enhance veterinary public health.  Maintenance and expansion of fruit tree nursery that has been established at Wambugu ATC to provide disease free seedlings.  To secure Wambugu ATC the department started phase 1 of fencing the institution. Constraints and challenges in budget implementation  Inadequate funding  High costs and poor quality of farm inputs  Unreliable weather patterns and effects of climate change  Low staff: farmer ratio.  Inadequate transport facilities.  Aging workforce affecting succession management  Low adoption of technologies by clients  Poor research-extension –farmer linkage Mitigation strategies  Increase in resource allocation to the department  Subsidizing on farm inputs  Recruiting more technical officers  Packaging climate change resilient technologies  Capacity building of the technical staff  Improvement in water conservation mechanisms  Procurement of more vehicles.  Strengthen research extension farmer linkage Page | 40 Major services/outputs to be provided in medium term period 2020/21 – 2022/23 and the inputs required  Increased production and productivity of dairy, poultry, goats, pigs and rabbits.  Enhanced diseases and pests control in both livestock and crops.  Improved aquaculture development.  Improved food security and household income.  Reduced post-harvest losses  Enhanced extension services through embracing PPP  Embracing multi-sectoral approach to extension  Increased capacity building of staff  Increased revenue collection through mechanization services. Part D: Programme Objectives Programme 1: Agricultural Management Objective: Create enabling environment for improved and efficient service delivery to diversify agricultural production for increased income and enhanced food security. Programme 2: Wambugu ATC Objective: To provide quality agricultural training services and facilities for enhancing agriculture development in Nyeri County and beyond. Programme 3: AMS Naromoru Objective: To offer mechanization services to the Agricultural Sector. Programme 4: Livestock Production management Objective: To increase livestock production and productivity for increased income. Programme 5: Veterinary Services Objective: To Manage and control pests and diseases in animals to safeguard human and animal health. Programme 6: Fisheries development and Management Objective: To raise the income from aquaculture by 10% through increased fish production and value addition. Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23 Programme Supplementary Estimates Projected Estimates Estimates 2019/20 2020/21 2021/22 2018 /19 Programme 1: Agricultural Management SP 1. 1 Administration and planning services 329,391,892 502,491,602 527,616,182 553,996,991 SP 1.2 County Agriculture Extension Programme 2,636,680 2,275,000 2,388,750 2,508,188 Total Expenditure of Programme 1 332,028,572 504,766,602 530,004,932 556,505,179 Programme 2: Wambugu ATC SP 2.1. Farm Development and Training 33,346,988 24,262,000 25,475,100 26,748,855 Total Expenditure of Programme 2 33,346,988 24,262,000 25,475,100 26,748,855 Programme 3: AMS Naromoru SP 3.1 Development of Agricultural Land for Crop Production 8,903,922 8,929,794 9,376,284 9,845,098 Total Expenditure of Programme 3 8,903,922 8,929,794 9,376,284 9,845,098 Programme 4: Livestock Production management SP 4. 1 Provision of extension Services to Livestock farmers 10,007,680 22,426,000 23,547,300 24,724,665 Page | 41 Total Expenditure of Programme 4 10,007,680 22,426,000 23,547,300 24,724,665 Programme 5: Veterinary Services SP 5.1 Breeding, Disease Surveillance and Control 28,971,680 25,765,000 27,053,250 28,405,913 Total Expenditure of Programme 5 28,971,680 25,765,000 27,053,250 28,405,913 Programme 6: Fisheries development and Management SP 6.1 Provision of extension Services to Fish farmers 7,669,680 7,749,000 8,136,450 8,543,273 Total Expenditure of Programme 6 7,669,680 7,749,000 8,136,450 8,543,273 Total Expenditure of Vote …… 420,928,522 593,868,396 623,561,816 654,739,907 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Millions) Expenditure Classification Estimates Estimates Projected Estimates 2019 /20 2020/21 2021/22 2022/23 Current Expenditure 164,517,572 201,270,924 211,334,470 221,901,194 Compensation to Employees 121,024,480 121,380,480 127,449,504 133,821,979 Use of goods and services 43,493,092 79,890,444 83,884,966 88,079,215 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 256,410,950 392,597,472 412,227,346 432,838,713 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 256,410,950 392,597,472 412,227,346 432,838,713 Total Expenditure of Vote …… 420,928,522 593,868,396 623,561,816 654,739,907 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Millions) Expenditure Classification Estimates Estimates Projected Estimates 2019 /20 2020/21 2021/22 2022/23 Programme 1: Agricultural Management Current Expenditure 143,927,622 186,469,130 195,792,587 205,582,216 Compensation to Employees 118,938,572 121,250,480 127,313,004 133,678,654 Use of goods and services 25,489,050 65,218,650 68,479,583 71,903,562 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 187,850,950 318,297,472 334,212,346 350,922,963 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 187,850,950 318,297,472 334,212,346 350,922,963 Total Expenditure 331,778,572 504,766,602 530,004,932 556,505,179 Sub Programme 1.1: Administration and planning services Current Expenditure 141,540,942 184,194,130 193,403,837 203,074,028 Compensation to Employees 118,688,572 121,100,480 127,155,504 133,513,279 Use of goods and services 22,852,370 63,093,650 66,248,333 69,560,749 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 187,850,950 318,297,472 334,212,346 350,922,963 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 187,850,950 318,297,472 334,212,346 350,922,963 Total Expenditure 329,391,892 502,491,602 527,616,182 553,996,991 Sub Programme 1.2 County Agriculture Extension Programme Current Expenditure 2,636,680 2,275,000 2,388,750 2,508,188 Compensation to Employees 250,000 150,000 157,500 165,375 Use of goods and services 2,386,680 2,125,000 2,231,250 2,342,813 Current Transfers Govt. Agencies Other Recurrent Page | 42 Expenditure Classification Estimates Estimates Projected Estimates 2019 /20 2020/21 2021/22 2022/23 Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 2,636,680 2,275,000 2,388,750 2,508,188 Programme 2: Wambugu ATC Current Expenditure 9,746,988 5,762,000 6,050,100 6,352,605 Compensation to Employees 1,775,908 Use of goods and services 7,971,080 5,762,000 6,050,100 6,352,605 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 23,600,000 18,500,000 19,425,000 20,396,250 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 23,600,000 18,500,000 19,425,000 20,396,250 Total Expenditure 33,346,988 24,262,000 25,475,100 26,748,855 Sub-Programme 1: Farm Development and Training Current Expenditure 9,746,988 5,762,000 6,050,100 6,352,605 Compensation to Employees 1,775,908 Use of goods and services 7,971,080 5,762,000 6,050,100 6,352,605 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 23,600,000 18,500,000 19,425,000 20,396,250 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 23,600,000 18,500,000 19,425,000 20,396,250 Total Expenditure 33,346,988 24,262,000 25,475,100 26,748,855 Programme 3. AMS Naromoru Current Expenditure 2,903,922 1,929,794 2,026,284 2,127,598 Compensation to Employees 60,000 Use of goods and services 2,843,922 1,929,794 2,026,284 2,127,598 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 6,000,000 7,000,000 7,350,000 7,717,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 6,000,000 7,000,000 7,350,000 7,717,500 Total Expenditure 8,903,922 8,929,794 9,376,284 9,845,098 Sub-Programme 1: Development of Agricultural Land for Crop Production Current Expenditure 2,903,922 1,929,794 2,026,284 2,127,598 Compensation to Employees 60,000 Use of goods and services 2,843,922 1,929,794 2,026,284 2,127,598 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 6,000,000 7,000,000 7,350,000 7,717,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 6,000,000 7,000,000 7,350,000 7,717,500 Total Expenditure 8,903,922 8,929,794 9,376,284 9,845,098 Programme 4: Livestock Production Management Current Expenditure 2,047,680 1,626,000 1,707,300 1,792,665 Compensation to Employees 200,000 100,000 105,000 110,250 Use of goods and services 1,847,680 1,526,000 1,602,300 1,682,415 Current Transfers Govt. Agencies Page | 43 Expenditure Classification Estimates Estimates Projected Estimates 2019 /20 2020/21 2021/22 2022/23 Other Recurrent Capital Expenditure 7,960,000 20,800,000 21,840,000 22,932,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 7,960,000 20,800,000 21,840,000 22,932,000 Total Expenditure 10,007,680 22,426,000 23,547,300 24,724,665 Sub- Programme 4.1: Provision of extension Services to Livestock farmers Current Expenditure 2,047,680 1,626,000 1,707,300 1,792,665 Compensation to Employees 200,000 100,000 105,000 110,250 Use of goods and services 1,847,680 1,526,000 1,602,300 1,682,415 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 7,960,000 20,800,000 21,840,000 22,932,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 7,960,000 20,800,000 21,840,000 22,932,000 Total Expenditure 10,007,680 22,426,000 23,547,300 24,724,665 Programme 5: Veterinary Services Current Expenditure 3,971,680 3,765,000 3,953,250 4,150,913 Compensation to Employees Use of goods and services 3,971,680 3,765,000 3,953,250 4,150,913 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 25,000,000 22,000,000 23,100,000 24,255,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 25,000,000 22,000,000 23,100,000 24,255,000 Total Expenditure 28,971,680 25,765,000 27,053,250 28,405,913 Sub-Programme 5.1 Breeding, Disease Surveillance and Control Current Expenditure 3,971,680 3,765,000 3,953,250 4,150,913 Compensation to Employees Use of goods and services 3,971,680 3,765,000 3,953,250 4,150,913 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 25,000,000 22,000,000 23,100,000 24,255,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 25,000,000 22,000,000 23,100,000 24,255,000 Total Expenditure 28,971,680 25,765,000 27,053,250 28,405,913 Programme 6: Fisheries development and Management Current Expenditure 1,669,680 1,719,000 1,804,950 1,895,198 Compensation to Employees Use of goods and services 1,669,680 1,719,000 1,804,950 1,895,198 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 6,000,000 6,000,000 6,300,000 6,615,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 6,000,000 6,000,000 6,300,000 6,615,000 Total Expenditure 7,669,680 7,749,000 8,136,450 8,543,273 Sup-Programme 6.1 Provision of extension Services to Fish farmers Current Expenditure 1,669,680 1,719,000 1,804,950 1,895,198 Compensation to Employees Use of goods and services 1,669,680 1,719,000 1,804,950 1,895,198 Page | 44 Expenditure Classification Estimates Estimates Projected Estimates 2019 /20 2020/21 2021/22 2022/23 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 6,000,000 6,000,000 6,300,000 6,615,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 6,000,000 6,000,000 6,300,000 6,615,000 Total Expenditure 7,669,680 7,749,000 8,136,450 8,543,273 Total Expenditure of Vote …… 420,928,522 593,868,396 623,561,816 654,739,907 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) Delive Staff details Staff establishment in Expenditure estimates ry FY 2019/20 unit Position Job Authori In Supplementar Estimates 2021/22 2022/23 zed position y Estimates 2020/21 2019/20 Title Group Head County Executive Secretary T 1 3,421,729 3,490,000 3,664,500 3,847,725 quarte r Chief Officer S 1 2,497,534 2,591,800 2,721,390 2,857,460 Principal Agricultural Officer N 2 2,392,938 2,791,920 2,931,516 3,078,092 Senior Office Administrative Assistant L 2 1,039,994 2,073,600 2,177,280 2,286,144 Agriculture Officer K 2 1,548,720 1,662,000 1,745,100 1,832,355 Chief Clerical Officer J 2 874,250 1,208,960 1,269,408 1,332,878 Clerical Officer I G 1 396,636 453,640 476,322 500,138 Clerical Officer Scale 14 1 749,050 748,000 785,400 824,670 Senior Support Staff F 2 674,842 668,720 702,156 737,264 Support staff D 1 275,500 280,300 294,315 309,031 Driver G 2 832,640 907,280 952,644 1,000,276 Driver II F 2 668,720 668,720 702,156 737,264 Driver III D 1 551,000 280,300 294,315 309,031 Driver Scale 17 3 1,710,000 1,782,000 1,871,100 1,964,655 Labourer Scale 17 2 484,000 1,188,000 1,247,400 1,309,770 25 18,593,809 20,795,240 21,835,002 22,926,753 Agricu Director Crops Resource R 1 2,088,520 2,297,372 2,527,109 2,653,464 lture Deputy Director Q 4 8,316,160 9,147,776 10,062,554 10,565,682 Assistant Director of Agriculture P 5 9,209,600 10,130,560 11,143,616 11,700,797 Principal Agricultural Officer N 13 18,714,640 20,586,104 22,644,714 23,776,950 Senior Superintendent Agriculture N 2 2,673,520 2,940,872 3,234,959 3,396,707 Administrator N 1 1,336,760 1,470,436 1,617,480 1,698,354 Chief Agricultural Officer M 5 6,516,480 7,168,128 7,884,941 8,279,188 Engineer I (Agriculture) L 1 951,720 1,046,892 1,151,581 1,209,160 Chief Superintending Agriculture M 3 3,258,240 3,584,064 3,942,470 4,139,594 Chief Assistant Agricultural Officer M 16 16,291,200 17,920,320 19,712,352 20,697,970 Senior Assistant Agricultural Officer L 10 10,468,920 11,515,812 12,667,393 13,300,763 Agricultural Officer K 1 774,360 851,796 936,976 983,825 Chief Assistant Agriculture K 18 13,938,480 15,332,328 16,865,561 17,708,839 Assistant Agricultural Officer I K 1 774,360 851,796 936,976 983,825 Assistant Office Administrative I L 1 951,720 1,046,892 1,151,581 1,209,160 Hospitality Officer K 1 774,360 851,796 936,976 983,825 Assistant Agricultural Officer II J 11 4,997,520 5,497,272 6,046,999 6,349,349 Assistant Agricultural Officer III H 4 1,248,960 1,373,856 1,511,242 1,586,804 Hospitality Officer J 1 555,280 610,808 671,889 705,483 Senior Clerical Officer H 1 456,280 501,908 552,099 579,704 Chief Driver G 2 832,640 915,904 1,007,494 1,057,869 Senior Support Staff G 1 416,320 457,952 503,747 528,934 Artisan G 1 416,320 457,952 503,747 528,934 Page | 45 Delive Staff details Staff establishment in Expenditure estimates ry FY 2019/20 unit Position Job Authori In Supplementar Estimates 2021/22 2022/23 zed position y Estimates 2020/21 2019/20 Agricultural Assistant I H 2 912,560 1,003,816 1,104,198 1,159,408 Support staff E 3 886,800 975,480 1,073,028 1,126,679 Support staff C 2 517,880 569,668 626,635 657,967 Artisan Grade II F 1 334,360 367,796 404,576 424,805 Driver I F 2 668,720 735,592 809,151 849,609 Driver II E 2 591,200 650,320 715,352 751,120 Plant Operator III E 2 591,200 650,320 715,352 751,120 Labourer Scale 14 1 749,050 823,955 906,351 951,669 Labourer Scale 17 3 3,420,000 3,762,000 4,138,200 4,345,110 Labourer Scale 18 3 1,452,000 1,597,200 1,756,920 1,844,766 125 116,086,130 127,694,743 140,464,219 147,487,433 Livest Senior Assistant Director of Livestock Q 2 4,158,080 4,573,888 5,031,277 5,534,405 ock Production Assistant Director Of Livestock P 1 1,841,920 4,052,224 4,457,446 4,903,191 Production Principal Livestock Production N 3 4,010,280 4,411,308 4,852,439 5,337,683 Officer Chief Livestock Production Officer M 1 1,086,080 1,194,688 1,314,157 1,445,573 Chief Assistant Livestock Production M 5 5,430,400 7,168,128 7,884,941 8,673,435 Officer Senior Livestock Production Officer L 2 1,903,440 2,093,784 2,303,162 2,533,478 Senior Assistant Livestock Production L 3 2,855,160 3,140,676 3,454,744 3,800,218 Officer Chief Assistant Office Administrative M 1 1,086,080 1,194,688 1,314,157 1,445,573 Assistant Livestock Production Officer K 1 774,360 851,796 936,976 1,030,674 I Chief Livestock Production Officer K 1 774,360 851,796 936,976 1,030,674 Senior Livestock Production Assistant J 2 1,110,560 1,221,616 1,343,778 1,478,156 I Livestock Production Assistant II H 1 456,280 501,908 552,099 607,309 Livestock Health Assistant G 3 1,248,960 1,373,856 1,511,241 1,662,365 Clerical Officer G 1 416,320 457,952 503,747 554,122 Senior Support Staff F 2 668,720 735,592 809,151 890,066 Driver F 1 334,360 367,796 404,576 445,034 Senior Support Staff E 2 591,200 650,320 715,352 786,887 Driver E 1 295,600 325,160 357,676 393,444 Senior Subordinate Staff D 2 551,000 606,100 666,710 733,381 Support Staff B 2 505,640 556,204 611,824 673,006 Labourer I Scale 17 4 2,280,000 2,508,000 2,758,800 3,034,680 41 32,378,800 38,837,480 42,721,229 46,993,354 - - Veteri Deputy Director Veterinary Services R 1 2,088,520 2,297,372 2,527,109 2,779,820 nary Assistant Director Of Veterinary P 2 3,683,840 4,052,224 4,457,446 4,903,191 Services Chief Veterinary Officer N 5 6,683,800 7,352,180 8,087,398 8,896,138 Senior Assistant Livestock Health L 4 3,806,880 4,187,568 4,606,325 5,066,957 Officer Chief Livestock Health Assistant K 54 41,815,440 45,996,984 50,596,682 55,656,351 Hides And Skin Leather Development K 1 774,360 851,796 936,976 1,030,673 Officer Assistant Livestock Health Officer J 2 1,110,560 1,221,616 1,343,778 1,478,155 Animal Health Assistant H 2 912,560 1,003,816 1,104,198 1,214,617 Assistant Leather Development H 1 456,280 501,908 552,099 607,309 Officer III Senior Office Administrative Assistant M 1 1,132,800 1,246,080 1,370,688 1,507,757 Office Administrator I K 1 774,360 851,796 936,976 1,030,673 Charge Hand H 1 456,280 501,908 552,099 607,309 Driver H 1 456,280 501,908 552,099 607,309 Livestock Health Assistant II G 9 5,828,480 6,411,328 7,052,461 7,757,707 Junior Livestock Health Assistant F 2 668,720 735,592 809,151 890,066 Supply Chain Management Assistant G 1 416,320 457,952 503,747 554,122 Page | 46 Delive Staff details Staff establishment in Expenditure estimates ry FY 2019/20 unit Position Job Authori In Supplementar Estimates 2021/22 2022/23 zed position y Estimates 2020/21 2019/20 Senior Support Staff F 2 668,720 735,592 809,151 890,066 Laborer Scale 17 2 1,140,000 1,254,000 1,379,400 1,517,340 Charge Hand H 1 456,280 501,908 552,099 607,309 Laborer Scale 18 2 968,000 1,064,800 1,171,280 1,288,408 Driver E 1 295,600 325,160 357,676 393,444 Support staff D 1 275,500 303,050 333,355 366,691 Senior Support Staff E 2 591,200 650,320 715,352 786,887 Support Staff II B 2 505,640 556,204 611,824 673,007 101 76,644,260 83,563,062 91,919,369 101,111,306 - - Fisheri Fisheries Officer K 6 4,646,160 5,110,776 5,621,853 6,184,038 es Fisheries Assistant I J 5 2,776,400 3,054,040 3,359,444 3,695,388 Assistant Fisheries Officer III H 2 832,640 915,904 1,007,494 1,108,243 Fisheries Assistant II H 8 3,330,560 3,663,616 4,029,977 4,432,975 Charge Hand (Building) H 1 416,320 457,952 503,747 554,122 Clerical Officer I H 1 416,320 457,952 503,747 554,122 Cleaning Supervisor IIB E 1 295,600 325,160 357,676 393,444 Labourer I Scale 17 1 570,000 627,000 689,700 758,670 Labourer II Scale 18 3 1,452,000 1,597,200 1,756,920 1,932,612 28 14,736,000 16,209,600 17,830,558 19,613,614 GRAND TOTAL 320 258,438,999 287,100,125 314,770,377 338,132,460 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/21- 2022/23 Programme Delivery Unit Key Outputs (KO) Key Performance Indicators Target Target Target Target (KPIs) (Baseline) 2020/21 2021/22 2022/23 2019/20 Programme 1: Agricultural Management 1.1 Administrative Headquarter Procured manure Quantity of manure 363 and planning procured Tonnes Services Procured seedlings No. of seedlings procured 8,000 8,000 Procured seeds Quantity of seeds 10 10 procured(tons) Renovated cattle dip No. of cattle dip renovated 0 8 Renovated Coffee No. of coffee factory 0 6 factory renovated 1.2 County Directorate of Procured subsidized No. of bags procured 0 8,000 5,000 agriculture Agriculture fertilizer extension (Crops Procured Fungicide and Quantity of Chemicals 10 15 development) Insecticide procured in Lts Programme 2 Wambugu ATC SP2.1 Farm Wambugu Procured certified potato Quantity of potato seeds 860 bags 2 acres - - development ATC seeds procured Quality seedlings No. of seedlings produced 50,000 50,000 50,000 50,000 produced Expansion of irrigation Area under irrigation 0 2 acres - - infrastructure expanded Renovated hostels No. of hostels renovated 0 5 - - Programme 3: AMS Narumoru SP 3.1 AMS Procured Machinery No. of Machinery procured 1-Tractor 1 chisel - - Development of Naromoru 1- Baler plough, 1 Agricultural Land trailed for Crop harrow, Production and a ripper Programme 4: Livestock Resources Development SP 4.1 Provision Directorate of Procured milk cooler No. of coolers procured 1 4 - - of extension Livestock Procured Milk packaging Quantity of packaged 0 30 tons Services to Production materials material procured Livestock farmers Procured breeding stock No. of breeding stock 20,000 10,000 10,000 procured Page | 47 Programme Delivery Unit Key Outputs (KO) Key Performance Indicators Target Target Target Target (KPIs) (Baseline) 2020/21 2021/22 2022/23 2019/20 Programme 5 :Veterinary Services SP5.1 Breeding Directorate of Procurement of A.I. Number of AI doses 12,000 15,000 16,000 disease veterinary Equipment, liquid surveillance and services nitrogen and semen. control Directorate of Procurement of vaccines Number of animals 65,000 66,000 70,000 veterinary and vaccination of vaccinated services animals for disease and vector control. Rehabilitated slaughter No. of Slaughter house 2 2 houses and slab rehabilitated Rehabilitated cattle dip No. of dips rehabilitated 0 10 and constructed crushes and crushes constructed Programme 6: Fisheries Development and Management 6.1 Provision of Directorate of Purchased fingerings for Number of fingerings 255,000 300,000 extension services Fisheries farmers and fishing gear procured and distributed to fingerling to fish farmers. farmers s TRADE, INDUSTRIALIZATION, TOURISM & COOPERATIVE DEVELOPMENT Part A: Vision Transform Nyeri County into a Sustainable, middle income, investor friendly and world class tourist destination providing all citizens a high quality of life. Part B: Mission To create a sustainable socio-economic environment for a globally competitive investment climate, world class tourist destination and a strong co- operatives sector through investment facilitation, tourist product development and enabling policy and legal framework. Part C: Performance Overview and Background for Programme(s) Funding Performance Review The sector direction in terms of performance has been and still remains as:-  Focusing on value addition and market development  To strengthen cooperative movement to enhance governance  To promote and develop tourism in Nyeri County for increased economic growth as well as market tourism attractions sites  Provide Affordable finance to business.  Promotion of producer business groups  Facilitate development of cottage industries  Establishment of a one stop shop for business services and tourism information  Funding for some of the above programmes was carried over from the National government. These are like the JLB.  To provide consumer protection through sensitization forums, enforcement and verification programs. To promote and develop tourism in Nyeri County for increased economic growth as well as market tourism attractions sites Page | 48 Major achievements for the period and expenditure trends;  Support to county enterprises through county Enterprise Development fund, where 18 beneficiaries have accessed the fund. Additional 26 files have been approved for second disbursement of the loan scheme.  Allocating trading spaces to approximately 1,200 traders.  Investment promotion by developing an investment profile where 500 copies have been distributed.  The Department is developing the following markets in the financial year 2019/2020. Kamakwa stalls, Mudavadi market extention roof, Kaheti stalls, Ihwagi market sheds, Mihuti Market sheds, Kiawara market fencing, Ichamara Market sheds, Ithakahuno market sheds and Kiharo market toilet.  The Department has continued to engage investors through the Nyeri County Investment Portal.  Operationalized Cultural Centre/Wangari Maathai Park by constructing washrooms for PLWD’s and making other improvement.  Developed a monument and will be installed at Wangari Maathai Park to increase visitor numbers to the site for enhanced economic growth. The centre will also be used to host County events as well as local community to generate revenue from leasing the facility for events.  Organized and participated in EXPOs namely; During the Dedan Kimathi Commemoration day at Kahigaini, ASK show and World Tourism day at Whisper Park to sensitize community on the role of tourism in job creation.  The directorate marketed Heritage and Tourism Diversity documentary on social media YouTube for the purpose of creating awareness on the sites and tourism potential in Nyeri County.  In providing technical and advisory support to stakeholders the directorate has offered support to two Cultural groups namely; Mt. Kenya Cultural Group in Mathira East and Kigera Cultural Group in Tetu sub county.  In collaboration with scouts union, the department organized and participated in Scouts Founders Day held at Baden Powel Historical Garden Nyeri town.  In collaboration with Dedan Kimathi Foundation, the department organized and participated in rd 63 Commemoration event of Field Marshal Dedan Kimathi at Dedan Kimathi Secondary school, th Tetu sub County. It is a calendar event held on 18 February to remember the hero and the struggle for independence.  The directorate has also developed drafts policies on local tourism, heritage and cultural as well as respective bills on the same.  Held co-operative day celebrations which provided a forum for co-operatives to showcase and celebrate their achievements towards improving the welfare of their members.  Capacity building for 860 co-operatives leaders to enhance corporate governance. Co-operative leaders continued to be educated and trained on governance and compliance to co-operative laws and regulations. Plans for the annual activity are ongoing.  Undertook co-operative extension services including co-operative education, registration and promotion of co-operatives, attending to statutory meetings, conducting co-operative audit and overseeing co-operative elections to enhance co-operative development. Page | 49 Constraints and challenges in budget implementation  Shortage of Technical staff in the Directorate of Tourism  Delayed Bills of Quantities development has delayed projects implementation.  Inadequate budget for co-operative and tourism promotion. More allocation required for the activities.  Due to Covid-19 pandemic some activities/programme have been suspended i.e burn of mass gathering which led to rescheduling of the planned annual capacity building of co-operatives and th porters and guide, 5 Cultural and Tourism Festival, as well as youth talent training.  Inadequate transport facilitation during field activities due to shortage of drivers Part D: Programme Objectives 1. General administration and policy development and Implementation Objective: Ensure timely efficient and effective delivery of public services and Access to information relating to trading, industrialization and 2. Tourism Development Objective: To promote and develop tourism in Nyeri County for increased economic growth as well as market tourism attractions sites in the county. 3. Culture and Arts Objective: To promote and develop all aspects of visual arts, performing arts and educate the public on all aspects of tangible and intangible cultural heritage 4. Trade Development Objective: To develop wholesale and retail markets infrastructure as critical to achievement of the projected 10% economic growth in vision 2030 5. Industrial Development and Investment Objective: Capacity building for industrial development and quality service delivery to attract Local and Foreign Industrial Investments 6. Cooperative Development Objective: To strengthen Cooperative movement through Capacity Building to enhance good governance Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23 (KShs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and Policy Development and Implementation SP 1. 1 Administrative support services 109,120,440 126,655,440 132,988,212 139,637,623 Total Expenditure of Programme 1 109,120,440 126,655,440 132,988,212 139,637,623 Programme 2: Tourism Promotion SP 2. 1 Tourism Promotion 34,292,834 22,285,000 23,399,250 24,569,213 Total Expenditure of Programme 2 34,292,834 22,285,000 23,399,250 24,569,213 Programme 3: Co-operative Development SP 3.1 Cooperative development and Management 2,195,077 6,598,370 6,928,289 7,274,703 Total Expenditure of Programme 3 2,195,077 6,598,370 6,928,289 7,274,703 Total Expenditure of Vote …… 145,608,351 155,538,810 163,315,751 171,481,539 Page | 50 Part F: Summary of Expenditure by Vote and Economic Classification (KShs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure 57,185,517 51,538,810 54,115,751 56,821,539 Compensation to Employees 40,750,440 40,750,440 42,787,962 44,927,360 Use of goods and services 16,435,077 10,788,370 11,327,789 11,894,179 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 88,422,834 104,000,000 109,200,000 114,660,000 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 88,422,834 104,000,000 109,200,000 114,660,000 Total Expenditure of Vote …… 145,608,351 155,538,810 163,315,751 171,481,539 Part G: Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and Policy Development and Implementation Current Expenditure 44,520,440 47,655,440 50,038,212 52,540,123 Compensation to Employees 40,750,440 40,750,440 42,787,962 44,927,360 Use of goods and services 3,770,000 6,905,000 7,250,250 7,612,763 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 64,600,000 79,000,000 82,950,000 87,097,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 64,600,000 79,000,000 82,950,000 87,097,500 Total Expenditure 109,120,440 126,655,440 132,988,212 139,637,623 Sub-Programme 1:Administrative support services Current Expenditure 44,520,440 47,655,440 50,038,212 52,540,123 Compensation to Employees 40,750,440 40,750,440 42,787,962 44,927,360 Use of goods and services 3,770,000 6,905,000 7,250,250 7,612,763 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 64,600,000 79,000,000 82,950,000 87,097,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 64,600,000 79,000,000 82,950,000 87,097,500 Total Expenditure 109,120,440 126,655,440 132,988,212 139,637,623 Programme 2: Tourism Development Current Expenditure 10,470,000 2,285,000 2,399,250 2,519,213 Compensation to Employees Use of goods and services 10,470,000 2,285,000 2,399,250 2,519,213 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 23,822,834 20,000,000 21,000,000 22,050,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 23,822,834 20,000,000 21,000,000 22,050,000 Total Expenditure 34,292,834 22,285,000 23,399,250 24,569,213 Sub-Programme 1: Tourism Promotion Current Expenditure 10,470,000 2,285,000 2,399,250 2,519,213 Compensation to Employees Use of goods and services 10,470,000 2,285,000 2,399,250 2,519,213 Current Transfers Govt. Agencies Other Recurrent Page | 51 Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Capital Expenditure 23,822,834 20,000,000 21,000,000 22,050,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 23,822,834 20,000,000 21,000,000 22,050,000 Total Expenditure 34,292,834 22,285,000 23,399,250 24,569,213 Programme 3: Co-operative Development Current Expenditure 2,195,077 1,598,370 1,678,289 1,762,203 Compensation to Employees Use of goods and services 2,195,077 1,598,370 1,678,289 1,762,203 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 5,000,000 5,250,000 5,512,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 5,000,000 5,250,000 5,512,500 Total Expenditure 2,195,077 6,598,370 6,928,289 7,274,703 Sub-Programme 1: Cooperative development and Management Current Expenditure 2,195,077 1,598,370 1,678,289 1,762,203 Compensation to Employees Use of goods and services 2,195,077 1,598,370 1,678,289 1,762,203 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure - 5,000,000 5,250,000 5,512,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 5,000,000 5,250,000 5,512,500 Total Expenditure 2,195,077 6,598,370 6,928,289 7,274,703 Total Expenditure for the Vote 145,608,351 1,598,370 1,678,289 1,762,203 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DELIVERY STAFF DETAILS STAFF ESTABLISHMENT EXPENDITURE ESTIMATES UNIT[1] IN FY 2020/2021 POSITION JG AUTHORIZ IN Actual 2020/21 2021/22 2022/23 TITLE ED POSITION 2019/20 Administrati CECM T 1 1 3,063,060 3,216,213 3,537,834.30 3,891,617.73 on Chief Officer S 1 1 2,522,520 2,648,646 2,913,510.60 3,204,861.66 Office Administrative J 1 1 544,194 571,404 628,544.40 691,398.84 Assistant[2] Senior Clerical Officer J 2 1 544,194 571,404 628,544.40 691,398.84 Supplies chain H 1 1 409,449.60 429,922.08 472,914.29 520,205.72 Management Assistant 3 Typist 11 Scale 13 1 1 677,250 711,112.50 782,223.75 860,446.13 Supplies chain K 1 1 677,250 711,112.50 782,223.75 860,446.13 Management Assistant Junior Market master SCALE 1 1 544,446 571,668.30 628,835.13 691,718.64 13 Senior Messenger SCALE 1 1 578,844 607,726.20 668,498.82 735,348.70 17 Labourer 1 SCALE 1 1 542,666.25 569,799.60 626,779.56 689,457.52 17 Driver 3 scale 17 1 1 578,844 607,786.20 668,564.82 735,421.30 Driver 11 1 1 250,362 262,880.10 289,168.11 318,084.92 Driver 111 1 1 223,587 234,766.35 258,242.99 284,067.28 Support staff C 1 1 195,867 205,660.35 226,226.39 248,849.02 Page | 52 DELIVERY STAFF DETAILS STAFF ESTABLISHMENT EXPENDITURE ESTIMATES UNIT[1] IN FY 2020/2021 POSITION JG AUTHORIZ IN Actual 2020/21 2021/22 2022/23 TITLE ED POSITION 2019/20 Trade County Trade Director R 1 0 2,080,121.40 2,184,127.47 2,402,540.22 2,642,794.24 Promotion Assistant Director p 1 0 1,550,600 1,580,000 1,738,000 1,911,800 Trade Principal Trade Officer N 1 1 1,022,792.40 1,073,932.02 1,181,325.20 1,299,477.72 Chief Trade M 1 1 1,022,792.40 1,073,932.02 1,181,325.22 1,299.457.74 Development Officer Trade Development K 1 0 634,426 688,274.30 757,101.73 832,811,903 Officer 1 Trade Development J 3 0 1,575,504 1,654,279.20 1,819,707.12 2,001,677,832 Officer Fair Trade Chief Weights and M 1 1 1,022,792.40 1,073,932.02 1,181,325.22 1,299.457.74 Promotion Measures Officer Weights and Measures J 3 2 1,492,646.40 1,567,278.72 1,724,006.59 1,896,407.25 Officer Weights and Measures J 1 1 497,548.80 522,426.24 574,668.86 632,135.75 Assistant Weights and Measures H 1 1 394,669.80 414,403.29 455,843.62 501,427.98 Assistant Enterprise Principal N 1 1 1,022,792.40 1,073,932.02 1,181,325.22 1,299.457.74 Developmen Industrialization t Officer County Director R 1 1 2,469,192 2,716,111 2,987,722.10 3,286,494.31 Tourism Tourism Senior Tourism Officer L 1 1 1,022,792.40 1,073,932.02 1,181,325.22 1,299.457.74 Developmen t Culture and Cultural Officer 11 J 1 1 634,426 688,274.30 757,101.73 832,811,903 Art Administrator officer II Scale 10 1 1 580,976.40 580,976.40 639,074,04 702,981.44 Cooperative Director Co-operative R 1 1 2,469,192 2,716,111 2,402,540.22 2,642,794.24 Developmen Development, t Deputy Director Co- Q 1 0 2,080,121.40 2,184,127.47 2,402,540.22 2,642,794.24 operative Development Principal Cooperative N 1 1 922,194 968,303.70 1,065,134.07 1,171,647.48 Auditor Principal Cooperative N 1 0 922,194 968,303.70 1,065,134.07 1,171,647.48 Officer Chief Co-operative M 8 2 1,022,792.40 1,073,932.02 1,125,071.42 1,237,578.56 Officer Chief assistant Co- M 3 3 1,022,792.40 1,073,932.02 1,125,071.42 1,237,578.56 operative Officer Chief Co-operative M 1 1 668,247.30 701,659.70 771,825.67 849,008.24 Auditor Risk and Compliance K 1 1 668,247.30 701,659.70 771,825.67 849,008.24 Officer I Senior Cooperative L 1 1 1,048,068 1,100,471.40 1,210,518.54 1,331,570.39 officer Senior cooperative L 1 0 1,048,068 1,100,471.40 1,210,518.54 1,331,570.39 Auditor Cooperative Auditor 1 K 1 1 668,247.30 701,659.70 771,825.67 849,008.24 office Administrative H 1 0 409,449.60 429,922.08 472,914.29 520,205.72 Assistant 2 Senior clerical officer H 1 1 409,449.60 429,922.08 472,914.29 520,205.72 Chief clerical officer J 1 1 525,168 551,426.40 606,569.04 667,225.94 Cleaning services 1A F 1 1 250,362 262,880.10 289,168.11 318,084.92 42,511,200 44,850,695 47,999,001 3,711,938,407 Page | 53 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/20- 2022/23 Programme Delivery Unit Key Outputs Key Performance Target Target Target Target (KO) Indicators (KPIs) (Baseline) 2020/21 2021/22 2022/23 2018/19 Name of Programme 2 (Tourism Development) Outcome: SP2.1 Promotion of Tourism Nyeri county -No of Exhibitors 50 Exhibitors 100 150 200 Tourism Cultural and Exhibitors Exhibitors Exhibitors Tourism -No of Cultural groups 10 cultural 10 cultural 10 cultural 10 cultural festival participate groups groups groups groups -No of Investors 20 New 25 New 30New 35 New investors investors investors investors SP2.2 Infrastructure Tourism -Tourism -No of Tourism sites 0 6 8 9 Development attraction opened operationa operationa operational Sites opened l Sites l Sites Sites opened -No of Tourists opened opened -Entry points recorded 0 100 150 200 tourists installed tourists tourists - No of Entry Points 2 Entry 0 0 Installed points installed Name of Programme 3 Culture and Arts Outcome: SP3.1 Cultural Culture Annual -No of Innovations 5 Innovation 7 9 11 management Innovation show cased Innovation Innovation Innovation and Talent -No of Talents 20 talents 25 talents 30 talents 35 talents festival held identified identified identified identified identified Name of Programme: 4.1 Cooperative development and management SP 4. 1: Cooperative Cooperative Annual No of exhibitors 0 exhibitors 30 50 60 development and international No of cooperative exhibitors exhibitors exhibitors management cooperative participating and 115 128 140 150 day awarded cooperatives cooperativ cooperativ cooperatives participated es es to to Capacity No of Management participate participate participate building of Committee members 800 trained 460 to be 900 to 100 to be cooperatives Trained trained trained trained to enhance governance Name of Programme 1: (Trade Development) Outcome: SP5.1 Trade Promotion Trade Exhibitions -No of Exhibitors 5 Exhibitors 10 15 20 Exhibitors held attend Exhibitors Exhibitors -No of exhibitors 2 4 6 8 facilitated Exhibitors Exhibitors Exhibitors Exhibitors SP5.2 Market Trade Operational -No of Operation 10 Markets Rehabilitat Rehabilitat Rehabilitate Infrastructure Markets Markets completed Constructed ed and e at least at least 20 Development Constructed constructe 10 Markets Markets d 12 Name of Programme 6 (Industrial Development and Investment) Outcome: SP6.1Promotion of Industrializatio Operational -No. of Operational 0 1 2 4 Enterprise Development n Jua Kali Jua Kali Sheds Operation Operation Operational Sheds completed al Jua Kali al Jua Kali Jua Kali Constructed Sheds Sheds Sheds EDUCATION, SPORTS, SCIENCE AND TECHNOLOGY Part A. Vision A globally competitive education, sports, training, research and innovation service for sustainable development. Part B. Mission To provide, promote and coordinate quality education, sports, and training for sustainable social – economic development. Page | 54 Part C. Performance Overview and Background for Programme(s) Funding/ Major Achievements for the period During the year 2019/2020, the following were achieved;  Upgrading of ECDE classrooms and stadiums fencing  Recruitment and capacity building of employees and BOMs.  ECDE teaching & learning material and outdoor play equipment provided  Over 15,000 students benefited in Elimu Fund Bursaries  YPs offering National Vocational Certificate in Education and Training (NVCET) were assisted with examination materials.  Capacity building workshops for Youth Polytechnics Managers and BOMs  Capacity Building workshop for ECDE Teachers  Provision of teaching and learning materials to ECDE Centres Constraints and challenges in budget implementation and how they will be addressed in FY 2020/21 S/No Constraints/Challenges Remedy for F/Y 2020/21 1. L ack of means of transport in the department Provide sufficient vehicles 2. L engthy procurement procedures Improve efficiency in the procurement process. Procurement Plan to be developed early. Start procurement early. 3. L ack of adequate office space Look for more office space, staff Sharing of offices 4. In adequate working tools and equipment Procure enough 5. In adequate furniture and storage facilities Provide appropriate furniture and storage. 6. In adequate staff in the department Recruit more to close the gap. Major services/outputs to be provided in MTEF period 2020/21 – 2021/22 and the inputs required The following are the major services/outputs to be provided during 2019/20 2020/2021:  Capacity building education officers on IT  Sports infrastructure to be upgraded and expanded  Increase infrastructural development in VTCs  Rebrand Vocational Training Centers and face lift.  Increase tools and equipment  Recruit and maintain adequate teaching force for VTCs  ECDE classrooms and toilet rehabilitated and equipped  ECDE teaching & learning material and outdoor play equipment provided  Recruitment and capacity building of employees and BOMs.  Increase Elimu Fund Bursaries.  Provide reliable means of transport to improve efficiency and effectiveness in service delivery. Part D: Programme Objectives S/No. Programme Strategic Objective P1 General Administration and Policy To ensure efficiency in departmental administration, policy Development and Implementation development and implementation P2 ECDE Management To provide a holistic child development and education P3 Youth Training and Development To improve effectiveness and efficiency in education and training P4 Youth affairs and sporting services To provide holistic development of the youth through sports. Page | 55 Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23 (Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and policy development and implementation SP 1. 1 Administrative Support Services 215,277,573 118,388,573 124,308,002 130,523,402 SP 1. 2. County Bursary fund 100,000,000 100,000,000 105,000,000 110,250,000 Total Expenditure of Programme 1 315,277,573 218,388,573 229,308,002 240,773,402 Programme 2:ECDE Management SP 2. 1ECDE Management 73,649,000 33,217,496 34,878,371 36,622,289 Total Expenditure of Programme 2 73,649,000 33,217,496 34,878,371 36,622,289 Programme 3: Youth Training and Development SP 3. 1Youth Training and Development 67,248,974 56,339,894 59,156,889 62,114,733 Total Expenditure of Programme 3 67,248,974 56,339,894 59,156,889 62,114,733 Programme 4: ICT Infrastructure development SP 4. 1ICT Infrastructure development 11,534,000 Total Expenditure of Programme 4 11,534,000 Programme 6: Recreational and sporting services SP 6. 1Recreational and sporting services 26,395,775 50,050,000 52,552,500 55,180,125 Total Expenditure of Programme 6 26,395,775 50,050,000 52,552,500 55,180,125 Total Expenditure of Vote ------- 494,105,322 357,995,963 375,895,761 394,690,549 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure 321,914,348 279,495,963 293,470,761 308,144,299 Compensation to Employees 208,768,573 109,368,573 114,837,002 120,578,852 Use of goods and services 13,145,775 21,177,496 22,236,371 23,348,189 Current Transfers Govt. Agencies 100,000,000 148,949,894 156,397,389 164,217,258 Other Recurrent Capital Expenditure 172,190,974 78,500,000 82,425,000 86,546,250 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 172,190,974 78,500,000 82,425,000 86,546,250 Total Expenditure of Vote …… 494,105,322 357,995,963 375,895,761 394,690,549 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration and policy development and implementation Current Expenditure 315,277,573 218,388,573 229,308,002 240,773,402 Compensation to Employees 208,768,573 109,368,573 114,837,002 120,578,852 Use of goods and services 6,509,000 9,020,000 9,471,000 9,944,550 Current Transfers Govt. Agencies 100,000,000 100,000,000 105,000,000 110,250,000 Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 315,277,573 218,388,573 229,308,002 240,773,402 Sub-Programme 1.1: Administrative support services Current Expenditure 215,277,573 118,388,573 124,308,002 130,523,402 Compensation to Employees 208,768,573 109,368,573 114,837,002 120,578,852 Use of goods and services 6,509,000 9,020,000 9,471,000 9,944,550 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Page | 56 Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Capital Transfers to Govt. Agencies Other Development Total Expenditure 215,277,573 118,388,573 124,308,002 130,523,402 Sub-Programme 1.2: County Bursary Fund Current Expenditure 100,000,000 100,000,000 105,000,000 110,250,000 Compensation to Employees Use of goods and services Current Transfers Govt. Agencies 100,000,000 100,000,000 105,000,000 110,250,000 Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 100,000,000 100,000,000 105,000,000 110,250,000 Programme 2:ECDE Management Current Expenditure 2,349,000 5,717,496 6,003,371 6,303,539 Compensation to Employees Use of goods and services 2,349,000 5,717,496 6,003,371 6,303,539 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 71,300,000 27,500,000 28,875,000 30,318,750 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 71,300,000 27,500,000 28,875,000 30,318,750 Total Expenditure 73,649,000 33,217,496 34,878,371 36,622,289 Sub-Programme 2.1: ECDE Management Current Expenditure 2,349,000 5,717,496 6,003,371 6,303,539 Compensation to Employees Use of goods and services 2,349,000 5,717,496 6,003,371 6,303,539 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 71,300,000 27,500,000 28,875,000 30,318,750 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 71,300,000 27,500,000 28,875,000 30,318,750 Total Expenditure 73,649,000 33,217,496 34,878,371 36,622,289 Programme 3: Youth Training and Development Current Expenditure 1,358,000 50,339,894 52,856,889 55,499,733 Compensation to Employees Use of goods and services 1,358,000 1,390,000 1,459,500 1,532,475 Current Transfers Govt. Agencies 48,949,894 51,397,389 53,967,258 Other Recurrent Capital Expenditure 65,890,974 6,000,000 6,300,000 6,615,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 65,890,974 6,000,000 6,300,000 6,615,000 Total Expenditure 67,248,974 56,339,894 59,156,889 62,114,733 Sub-Programme 3.1: Youth Training and Development Current Expenditure 1,358,000 50,339,894 52,856,889 55,499,733 Compensation to Employees Use of goods and services 1,358,000 1,390,000 1,459,500 1,532,475 Current Transfers Govt. Agencies 48,949,894 51,397,389 53,967,258 Other Recurrent Capital Expenditure 65,890,974 6,000,000 6,300,000 6,615,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 65,890,974 6,000,000 6,300,000 6,615,000 Total Expenditure 67,248,974 56,339,894 59,156,889 62,114,733 Page | 57 Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 4: ICT Infrastructure development Current Expenditure 1,534,000 Compensation to Employees Use of goods and services 1,534,000 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 10,000,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 10,000,000 Total Expenditure 11,534,000 Sub-Programme 4.1: ICT Infrastructure Development Current Expenditure 1,534,000 Compensation to Employees Use of goods and services 1,534,000 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 10,000,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 10,000,000 Total Expenditure 11,534,000 Programme 5: Recreational and sporting services Current Expenditure 1,395,775 5,050,000 5,302,500 5,567,625 Compensation to Employees Use of goods and services 1,395,775 5,050,000 5,302,500 5,567,625 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 25,000,000 45,000,000 47,250,000 49,612,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 25,000,000 45,000,000 47,250,000 49,612,500 Total Expenditure 26,395,775 50,050,000 52,552,500 55,180,125 Sub-Programme 5.1: Recreational and sporting services Current Expenditure 1,395,775 5,050,000 5,302,500 5,567,625 Compensation to Employees Use of goods and services 1,395,775 5,050,000 5,302,500 5,567,625 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 25,000,000 45,000,000 47,250,000 49,612,500 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 25,000,000 45,000,000 47,250,000 49,612,500 Total Expenditure 26,395,775 50,050,000 52,552,500 55,180,125 494,105,322 357,995,963 375,895,761 394,690,549 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) Staff Establishment Delivery In FY 2019/20 unit[1] Staff details Expenditure Estimates Authoriz In 2019/2020 2020/21 2021/22 2022/23 Position title JG ed position County executive T 1 1 3,960,000 3,960,000 4,158,000 4,365,900 Administration secretary Chief officer S 1 1 2,772,000 2,772,000 2,910,600 3,056,130 Senior personal secretary L 1 1 902,021 1,002,021 1,052,122 1,104,728 Personal secretary K 1 1 827,537 927,537 973,914 1,022,610 Clerical officer K 827,537 927,537 973,914 1,022,610 Driver F 2 4 1,113,488 1,113,488 1,169,162 1,227,621 Page | 58 Support staff F 1 403,944 403,944 424,141 445,348 Support staff C 2 393,120 393,120 412,776 433,415 Casuals 1,695,518 600,000 630,000 661,500 Sub total 12,895,165 12,099,647 12,704,629 13,339,861 Education and Director R 1 1 2,196,102 2,196,102 2,305,907 2,421,202 training County education and P 1 1,870,728 1,870,728 1,964,264 2,062,478 training officers Sub-county principal N 8 9,339,840 12,339,840 12,956,832 13,604,674 education officers Sub county youth L 6 2 1,725,120 3,966,438 4,164,760 4,372,998 training officers Instructor I K 7 7 4,753,560 5,753,560 6,041,238 6,343,300 Insrtuctor G 17 17 5,981,834 7,481,834 7,855,926 8,248,722 Instructor Ii J 7 7 3,599,400 3,599,400 3,779,370 3,968,339 Instructor Ii H 43 43 17,373,901 17,373,901 18,242,596 19,154,726 Ecde Teachers - 800 800 134,505,000 136,505,000 143,330,250 150,496,763 Sub Total 181,345,485 191,086,803 200,641,143 210,673,200 Sports Director R 1 1 2,196,102 2,196,102 2,305,907 2,421,202 Sports Technician L 1 902,021 902,021 947,122 994,478 Sports Officer G 2 840,000 840,000 882,000 926,100 Secretary H 2 984,000 984,000 1,033,200 1,084,860 Clerical Officer G 2 840,000 840,000 882,000 926,100 Support Staff G 1 420,000 420,000 441,000 463,050 subtotal 6,182,123 6,182,123 6,491,229 6,815,791 Totals 208,168,573 209,368,573 219,837,002 230,828,852 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/21- 2022/23 Programme Delivery Unit Key Outputs Key Performance Target Target Target Target (KO) Indicators (KPIs) (Baseline) 2020/2021 2021/2022 2022/2023 2019/2020 Programme1: General Administration and Policy Development and Implementation Programme Delivery Unit Key Outputs Key Performance Target Target Target Target (KO) Indicators (KPIs) (Baseline) 2020/2021 2021/2022 2022/2023 2019/2020 SP1:1 Administration Salaries Paid Number of employees. 208,168,573 200,422,793 218,577,001 229,505,851 Administrative Staff remuneration Support Services SP1.2 County Administration Bursary  Public participation 13,813 18,200 19,110 20,066 Elimu (Bursary distributed to report. Fund) needy cases  List of beneficiaries  Cheques Movement register Programme2: ECDE Management SP 2:1 ECDE Management Recruitment of Education and Training and Number of officers 8 - - Training and Training Education recruited and trained Education officers Officers recruited and trained Infrastructure ECDE Centres ECDE Centres Number of ECDE 60 60 60 60 support of ECDE rehabilitated Centres rehabilitated centres and equipped and equipped Purchase ECDE Centres ECDE Centres Number of ECDE 450 500 500 500 Teaching & issued with Centres issued with Learning Teaching & Teaching & learning materials and learning Materials outdoor play Materials equipment Human ECDE Centres Teachers Number of officers and 600 800 800 800 Resource trained and teachers capacity built Capacity capacity built building Recruitment of ECDE Centres Care givers No. of ECDE Care - - ECDE Care recruited takers recruited givers Programme3: Youth Training and Development Page | 59 SP3:1 Youth Vocational Improved Renovation and ICT Hubs in Training and Training infrastructure reinforcement of 3 VTCs Development in VTCs Buildings to create ICT 3 Classes hubs in 3 VTC’s Reinforced. Renovation of Tools and Buildings and equipment rebranding 1 VTC in each sub-County Tools and Equipment distributed to 37 VTC’s, Support for initiation and implementation of production Units and Income Generating Activities. Programme4: Youth Affairs and sporting services SP4:2 Youth Directorate of Youth Sporting Sub-County 2 2 2 Affairs sports activities Competitions No of competitions held No of disciplines involved WATER AND IRRIGATION Part A: Vision Sustainable access to clean, safe and adequate water in a clean and secure environment Part B: Mission To promote, conserve, protect the environment and improve access to water for sustainable development Part C. Performance Overview and Background for Programme(s) Funding Performance Review The water sectoral goals have always been to:  Conservation of water catchment areas and flood flows  Increase water storage capacity.  Exploitation of ground water potential  Reduction of Non-Revenue Water  Extension of pipelines  Inclusive of modern farming methods in the design for irrigation projects Departmental achievements for the period and expenditure trends; The department has been involved in construction of water infrastructure in the county that include water storage tanks, extension of water pipeline for different water projects in the county, drilling of boreholes and equipping (18 No. covering about 1200 households), water pans excavations and construction of water treatment plants eg Narowasco and Teawasco (Titie). Extension of the community water based project has been ongoing where about 5,000 households will covered in the previous 2020/2021 FY. Also minor irrigation will be practiced at household at around 1/16 an acre per household. Page | 60 Spatial data collection of all water works is ongoing to enhance water infrastructure mapping which will enhance resource mobilization and allocation The department has also held meetings with other partners like Upper Tana (IFAD Project), National Irrigation Authority, Upper Tana (IFAD Nairobi Water Fund), TARDA, Tana Water Works Agency in order to request for project funding. The Department has also collaborated with Agriculture department to implement projects under SIVAP and KCSAP. Investors’ presence in the water sector has been encouraged and works by AMREF and LEFTIE in Kieni West has been significant. The Directorate of environment had its focus on enhancing environmental management in the County. This was done and achieved through;  Environmental screening of all county projects as well as environmental impact assessments and audits undertaken for various county Projects  Environmental inspections to ensure compliance, control and carry out sensitization on environmental issues e.g. noise and water pollution, forest patrols and tree felling approval services.  Undertaking of environmental impact assessment for 6 county proposed projects and environmental audits for various county operational projects Constraints and Challenges: Some of the challenges and constraints experienced in the budget implementation include:  COVID 19 hindered field inspections and other activities  Increased illegal forest activities – illegal logging, encroachments  Inadequate transport facilitation due to shortage of vehicles hindering supervision  Inadequate resources to carry out environmental activities Mitigation strategies  Increase in resource allocation to the Directorate;  Recruiting of forest rangers/ guards  Procurement of inspection/ supervision vehicle Major Services/output in the Medium Term Period FY 2021/22 – 2023/2024 The Directorate seeks to:  Have sustainably managed natural resources – forests, water, quarries etc- through increasing environmental awareness community trainings as well environmental inspections and patrols  Fully comply with environmental management standards for the sake of its citizenry through regular inspections, patrols and monitoring Constraint in budget implementation Inadequate transport facilitation was experienced due to shortage of vehicles IFMIS down time affected the implementation of programs and services Low departmental funding affected planned programmes. Page | 61 Part D: Programme Objectives S/No. Programme Strategic Objective P1 Water Services Extension of Water Services and Improving Irrigation activities P2 Environment Management Environment and Natural resources Management and Protection P3 Climate Change Climate Change Mitigation and adaptation Part E: Summary of Expenditure by Programmes, 2020/21 – 2022/23(Kshs. Millions) Programme Estimates Estimates Projected Estimates 2020/21 2021/22 2022/23 2023/24 Programme 1: Water Services SP 1. 1Administrative Support Services 76,410,989 239,798,948 251,788,895 264,378,340 Total Expenditure of Programme 1 76,410,989 239,798,948 251,788,895 264,378,340 Programme 2: Environment Management SP 2. 1 Environmental conservation, protection and 100,869,171 5,524,324 5,800,540 6,090,567 management Total Expenditure of Programme 2 100,869,171 5,524,324 5,800,540 6,090,567 Programme 3: Climate Change SP 3. 1 Climate Change Mitigation and adaptation 85,954,348 90,252,065 94,764,669 Total Expenditure of Programme 3 85,954,348 90,252,065 94,764,669 Total Expenditure of Vote ------- 177,280,160 331,277,620 347,841,501 365,233,576 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2020/21 2021/22 2022/23 2023/24 Current Expenditure 76,410,989 75,724,101 79,510,306 83,485,821 Compensation to Employees 65,499,777 65,499,777 68,774,766 72,213,504 Use of goods and services 10,911,212 10,224,324 10,735,540 11,272,317 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 100,869,171 255,553,519 268,331,195 281,747,755 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 100,869,171 255,553,519 268,331,195 281,747,755 Total Expenditure 177,280,160 331,277,620 347,841,501 365,233,576 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (KShs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2020/21 2021/22 2022/23 2023/24 Programme 1: General administration, Policy Development and implementation Current Expenditure 76,410,989 72,079,777 75,683,766 79,467,954 Compensation to Employees 65,499,777 65,499,777 68,774,766 72,213,504 Use of goods and services 10,911,212 6,580,000 6,909,000 7,254,450 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 100,869,171 167,719,171 176,105,130 184,910,386 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 100,869,171 167,719,171 176,105,130 184,910,386 Total Expenditure 177,280,160 239,798,948 251,788,895 264,378,340 Sub-Programme 1: Administration and planning services Current Expenditure 76,410,989 72,079,777 75,683,766 79,467,954 Compensation to Employees 65,499,777 65,499,777 68,774,766 72,213,504 Use of goods and services 10,911,212 6,580,000 6,909,000 7,254,450 Current Transfers Govt. Agencies Other Recurrent Page | 62 Expenditure Classification Estimates Estimates Projected Estimates 2020/21 2021/22 2022/23 2023/24 Capital Expenditure 100,869,171 167,719,171 176,105,130 184,910,386 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 100,869,171 167,719,171 176,105,130 184,910,386 Total Expenditure 177,280,160 239,798,948 251,788,895 264,378,340 Programme 2: Environment and Natural resources management and protection Current Expenditure 2,374,324 2,493,040 2,617,692 Compensation to Employees Use of goods and services 2,374,324 2,493,040 2,617,692 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 3,150,000 3,307,500 3,472,875 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 3,150,000 3,307,500 3,472,875 Total Expenditure 5,524,324 5,800,540 6,090,567 Sub-Programme 1: Environmental conservation, protection and management Current Expenditure 2,374,324 2,493,040 2,617,692 Compensation to Employees Use of goods and services 2,374,324 2,493,040 2,617,692 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 3,150,000 3,307,500 3,472,875 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 3,150,000 3,307,500 3,472,875 Total Expenditure 5,524,324 5,800,540 6,090,567 Programme 3: Climate Change Current Expenditure 1,270,000 1,333,500 1,400,175 Compensation to Employees Use of goods and services 1,270,000 1,333,500 1,400,175 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 84,684,348 88,918,565 93,364,494 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 84,684,348 88,918,565 93,364,494 Total Expenditure 85,954,348 90,252,065 94,764,669 Sub-Programme 1: Climate Change Mitigation and adaptation Current Expenditure 1,270,000 1,333,500 1,400,175 Compensation to Employees Use of goods and services 1,270,000 1,333,500 1,400,175 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 84,684,348 88,918,565 93,364,494 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 84,684,348 88,918,565 93,364,494 Total Expenditure 85,954,348 90,252,065 94,764,669 Total Expenditure for the vote 177,280,160 331,277,620 347,841,501 365,233,576 Page | 63 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) STAFF DETAILS STAFF EXPENDITU ESTABLISHMENT IN RE FY 2020/21 ESTIMATES DIRECTORA POSITION/ TITLE JOB AUTH IN Actual 2021/22 2022/23 2023/24 TE/ GROUP ORIZE POSITION 2020/21 SECTION D Water CES T 1 1 3,947,500 3,947,500 4,144,875 4,352,119 Services. Chief Officer S 1 1 2,307,280 2,307,280 2,422,644 2,543,776 Director Water and R 1 1 1,887,600 1,887,600 1,981,980 2,081,079 Irrigation Principal Superintend N 4 1 1,114,320 1,114,320 1,170,036 1,228,538 Irrigation Principal Superintend N 3 1 1,048,440 1,048,440 1,100,862 1,155,905 Water Chief Superintendent M 11 8 5,719,654 5,719,654 6,005,637 6,305,918 Water Engineering Superintendent Water M 1 1 1,108,080 1,108,080 1,163,484 1,221,658 Engineering Chief Assistant Office M 1 1 1,072,320 1,072,320 1,125,936 1,182,233 Administrator Snr. Office Administrator K 1 1 683,520 683,520 717,696 753,581 Assistant Principal Clerical Officer- K 2 2 1,367,040 1,367,040 1,435,392 1,507,162 General Office Chief Clerical Officer J 1 1 492,260 492,260 516,873 542,717 Superintendent (Electrical) K 3 3 1,347,120 1,347,120 1,414,476 1,485,200 Supt. Water /Ground K 5 5 4,483,720 4,483,720 4,707,906 4,943,301 Water Telephone Operator G 1 1 416,320 416,320 437,136 458,993 Snr surface water Asst H 2 2 912,564 912,564 958,192 1,006,102 Snr water supply H 1 1 456,280 456,280 479,094 503,049 Operator Snr. Supt. Water L 14 5 2,849,168 2,849,168 2,991,626 3,141,207 Snr. Supt. Irrigation L 1 1 951,720 951,720 999,306 1,049,271 Technical inspector III H 1 1 783,150 783,150 822,308 863,423 Snr. Lab Technology L 1 1 1,027,720 1,027,720 1,079,106 1,133,061 Cleaning Supervisor 1 G 3 3 1,228,560 1,228,560 1,289,988 1,354,487 Secretarial Assistant II G 1 1 416,320 416,320 437,136 458,993 Copy Typist 3 D 1 1 650,600 650,600 683,130 717,287 Water Bailiff Assistant I E 1 1 295,600 295,600 310,380 325,899 Meter Reader F 1 1 334,360 334,360 351,078 368,632 Snr. Charge hand Building K 1 1 683,520 683,520 717,696 753,581 Snr. Personal Secretary L 1 1 1,027,720 1,027,720 1,079,106 1,133,061 Snr. Inspector water Eng. J 3 3 1,665,840 1,665,840 1,749,132 1,836,589 Principal driver J 1 1 555,280 555,280 583,044 612,196 Chief driver H 1 1 456,280 456,280 479,094 503,049 Snr. Clerical Officer H 5 5 2,081,400 2,081,400 2,185,470 2,294,744 Driver II B 1 1 585,990 585,990 615,290 646,054 Clerical Officer 1 G 3 3 1,245,960 1,245,960 1,308,258 1,373,671 Supply Chain H 1 1 456,280 456,280 479,094 503,049 Management Assistant II Mason III E 1 1 294,600 294,600 309,330 324,797 Driver grade II E 1 1 334,360 334,360 351,078 368,632 Clerical officer 11 F 1 1 322,000 322,000 338,100 355,005 Support Staff C 1 1 263,500 263,500 276,675 290,509 Water Supply Operator III E 2 2 677,840 677,840 711,732 747,319 Superintendent (Building) K 8 8 4,231,520 4,231,520 4,443,096 4,665,251 Superintendent K 4 4 2,261,311 2,261,311 2,374,376 2,493,095 (Mechanical) Water Supply Operator F 2 2 856,360 856,360 899,178 944,137 Charge hand Plumber H 1 1 440,680 440,680 462,714 485,850 Artisan 1 Building H 1 1 456,280 456,280 479,094 503,049 Artisan 1 Building G 1 1 390,793 390,793 410,333 430,849 Page | 64 Snr. Ground water H 1 1 635,884 635,884 667,678 701,062 Assistant Snr. Charge hand Building H 1 1 635,884 635,884 667,678 701,062 Inspector 57,460,497 57,460,497 60,333,522 63,350,198 Environment Environmental Field K 8 5 3,417,600 3,417,600 3,588,480 3,767,904 Management Officers Environmental Planning K 8 2 1,367,040 1,367,040 1,435,392 1,507,162 Officers Foresters K 8 2 1,367,040 1,367,040 1,435,392 1,507,162 6,151,680 6,151,680 6,459,264 6,782,227 Climate Director Climate Change R 1 1 1,887,600 1,887,600 1,981,980 2,081,079 Change 1,887,600 1,887,600 1,981,980 2,081,079 65,499,777 65,499,777 68,774,766 72,213,504 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2021/22- 2023/24 Programme Delivery Key Outputs (KO) Key Performance Indicators (KPIs) Target Target Target Target Unit (Baseline) 2021/22 2022/2 2023/2 2020/21 3 4 Programme 1: Water management Outcome: SP1.1increase Water Water Distribution -Km of pipeline constructed 68 120 72 80 water services services network increased in -No. of intakes constructed 2 1 2 3 Nyeri county -No of Dams/Pans rehabilitated 1 1 3 2 - No of medium Dams constructed 0 0 1 2 - No. of new boreholes Sunk and 5 2 4 5 equipped SP 1.2 Increased Water Construction of -No. of tanks constructed 4 7 6 3 water storage services storage works in -No of Plastic Tanks purchased and Nyeri county issued (10m3) SP 1.3 Improved Water Water treatment - No. of Water Treatment 0 0 0 1 water quality services plants constructed Works constructed -power installation at the treatment 1 2 0 0 works 0 2 1 0 -Improvement of waste water drainage at the treatment works and line supply connection SP 1.4Increased water Extension of sewer -No. of acres Procured for sewage 0 0 0 0 sewerage services lines in Nyeri county treatment works coverage major towns SP 1.5Reduced water installation of solar -No of boreholes equipped with 15 5 4 2 cost of services panels at drilled renewable energy sources operations borehole sites in Nyeri county SP1.6 collaboration with -Promote strong collaborations with 4 5 4 4 Financial key stakeholders in national government, donors, support the sector to enhance communities and private public delivery of services partnership SP 1.7 irrigation increased land under -No of Acres under irrigation 1080acres 1500acr 1000Acr 250 Food security services irrigation in Nyeri es es acres Improved county SP 1.8 Irrigation water use -No of Green houses and Drip - - - Improved water efficiency at the Irrigation systems use efficiency household level COUNTY ASSEMBLY OF NYERI Part A. Vision To be an effective, efficient & transformative Assembly Part B. Mission To provide efficient and effective oversight, representation, and law making functions for the welfare of the people of Nyeri County. Page | 65 Part C. Performance Overview and Background for Programme(s) Funding Major achievements for the period 2019/20 During the period under review, the Assembly achieved the following;  Capacity building for MCAs and staff through various training programmes.  6 Bills passed.  28 Motions approved.  Completion of the main gate. Constraints and challenges in budget implementation and how they will be addressed in FY 2019/20; Constraints and Challenges  Delayed disbursement of funds by the National Treasury.  Inadequate IT infrastructure.ie network connection failure.  Delayed procurement procedures due to lack of technical staff especially on development projects where expertise is required.  Lack of adequate staff.  Inadequate office space. How to address the above constraints and challenges;  Liaise with the County Treasury in order to address the delayed release of funds.  Recruitment of additional staff.  Installation of fiber optic cable.  Going paperless by embracing e-technology.  Construction/Refurbishment of office block. Major services/outputs to be provided in medium term period 2019/20 – 2021/22 and the inputs required. Input Output Installation of Biometric Register Enhanced accountability Construction of Office Block Sufficient Office working Space Upgrading of Hansard system and installation of Enhanced awareness and improved quality of broadcasting system Hansard reports Chamber and office refurbishment Conducive working environment Police post enhanced security Office furniture Equipped office Construction of Speaker`s and official residence Accommodation for the state officer. Part D: Programme Objectives Programme: General administration and policy Development and implementation Strategic objective: To ensure smooth, efficient and effective delivery of services. Part E: Summary of Expenditure by Programmes, 2020/21– 2022/23 (Kshs. Millions) Programme Budget Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General administration and policy Development and implementation SP 1. 1. Administration, Planning and support 424,487,468 756,085,232 793,889,494 833,583,968 services SP 1.2. Mortgage services 25,000,000 30,000,000 31,500,000 33,075,000 SP 1.3 Legislation, representation and oversight 259,959,781 Total Expenditure of Vote ------- 709,447,249 786,085,232 825,389,494 866,658,968 Page | 66 Part F. Summary of Expenditure by Vote and Economic Classification (KShs. Million) Expenditure Classification Budget Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure Compensation to Employees 223,082,534 231,838,642 243,430,574 255,602,103 Use of goods and services 411,364,715 474,246,590 497,958,920 522,856,865 Current Transfers Govt. Agencies Other Recurrent 25,000,000 30,000,000 31,500,000 33,075,000 Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 50,000,000 50,000,000 52,500,000 55,125,000 Total Expenditure of Vote … 709,447,249 786,085,232 825,389,494 866,658,968 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Budget Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General administration and policy development and implementation Current Expenditure Compensation to Employees 223,082,534 231,838,642 243,430,574 255,602,103 Use of goods and services 411,364,715 474,246,590 497,958,920 522,856,865 Current Transfers Govt. Agencies Other Recurrent 25,000,000 30,000,000 31,500,000 33,075,000 Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 50,000,000 50,000,000 52,500,000 55,125,000 Total Expenditure 709,447,249 786,085,232 825,389,494 866,658,968 Sub Programme 1.1:Administration,planning and support services Current Expenditure Compensation to Employees 67,899,698 231,838,642 243,430,574 255,602,103 Use of goods and services 306,587,770 474,246,590 497,958,920 522,856,865 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 50,000,000 50,000,000 52,500,000 55,125,000 Total Expenditure 424,487,468 756,085,232 793,889,494 833,583,968 Sub Programme 1.2: Mortgage Services Current Expenditure Other Recurrent 25,000,000 30,000,000 31,500,000 33,075,000 Total Expenditure 25,000,000 30,000,000 31,500,000 33,075,000 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) STAFF ESTABLISHMENT EXPENDITURE ESTIMATES IN FY 2019/20 POSITION TITLE JOB AUTHO IN ACTUAL 2020/21 2021/22 2022/23 GROUP RIZED POSITION 2019/20 Page | 67 Speaker T 1 1 4,851,000 4,851,000 5,093,550 5,348,228 Clerk S 1 1 4,389,654 4,389,654 4,609,137 4,839,594 D/Speaker R 1 1 2,475,000 2,475,000 2,598,750 2,728,688 Deputy Clerk R 1 1 2,557,920 2,557,920 2,685,816 2,820,107 Finance Officer Q 1 1 2,138,520 2,138,520 2,245,446 2,357,718 Accountant Q 1 1 2,138,520 2,138,520 2,245,446 2,357,718 Human Resources Officer Q 1 1 2,138,520 2,138,520 2,245,446 2,357,718 Principle Legal Officer Q 1 1 2,138,520 2,138,520 2,245,446 2,357,718 Principle Procurement Officer Q 1 1 2,138,520 2,138,520 2,245,446 2,357,718 Members of County Assembly P 44 44 104,868,816 104,868,816 110,112,257 115,617,870 CASB Members P 2 2 3,480,000 3,480,000 3,654,000 3,836,700 Budget Officer P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Hansard Officer P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Senior Clerk Assistant P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Senior Internal Auditor P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Senior Clerk Assistant P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Assistant Dir Security Services P 1 1 1,911,720 1,911,720 2,007,306 2,107,671 Payroll Manager N 1 1 1,225,800 1,225,800 1,287,090 1,351,445 Supplies Assistant N 1 1 1,225,800 1,225,800 1,287,090 1,351,445 Senior Clerk Assistant 2 N 2 2 2,451,600 2,451,600 2,574,180 2,702,889 Principle ICT Officer N 1 1 1,225,800 1,225,800 1,287,090 1,351,445 Principle Office Administrator N 2 2 2,451,600 2,451,600 2,574,180 2,702,889 Personal Assistant to Speaker M 1 1 940,200 940,200 987,210 1,036,571 First Clerk Assistant 2 M 8 8 7,757,760 7,757,760 8,145,648 8,552,930 Chief Sergeant at Arms M 3 3 2,744,280 2,744,280 2,881,494 3,025,569 Chief Human Resource Mgnt M 1 1 914,760 914,760 960,498 1,008,523 Senior Accountant 1 M 1 1 969,720 969,720 1,018,206 1,069,116 Legal Clerk L 1 1 916,200 916,200 962,010 1,010,111 Senior Hansard Reporter L 2 2 1,687,200 1,687,200 1,771,560 1,860,138 Maintenance Officer L 1 1 916,200 916,200 962,010 1,010,111 Transport Officer 1 L 1 1 981,720 981,720 1,030,806 1,082,346 Transport Officer 1 L 2 2 1,952,880 1,952,880 2,050,524 2,153,050 Personal Secretary to Speaker L 1 1 927,120 927,120 973,476 1,022,150 Senior Sergeant at Arms L 1 1 820,920 820,920 861,966 905,064 Asst Sergeant at Arms 1 J 3 3 1,464,840 1,464,840 1,538,082 1,614,986 Supply Chain Mngt Officer J 1 1 488,280 488,280 512,694 538,329 Office Administrative Asst J 1 1 488,280 488,280 512,694 538,329 Driver H 1 1 435,720 435,720 457,506 480,381 Office Attendants H 2 2 822,720 822,720 863,856 907,049 Senior Support Staff G 2 2 727,200 727,200 763,560 801,738 Office Attendant E 1 1 315,180 315,180 330,939 347,486 Cook E 2 2 509,640 509,640 535,122 561,878 Gardeners D 1 1 238,620 238,620 250,551 263,079 Ward Secretaries 44 44 10,560,000 10,560,000 11,088,000 11,642,400 Ward Messengers 44 44 10,448,000 10,448,000 10,970,400 11,518,920 Ward Security Guards 44 44 12,027,920 12,027,920 12,629,316 13,260,782 Employers Contribution 9,661,264 18,417,372 19,338,241 20,305,153 Total 207 223,082,534 231,838,642 243,430,574 255,602,103 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/21- 2022/23 Programme Delivery Key Outputs (KO) Key Performance Target Target Target Target Unit Indicators (KPIs) (Baseline) 2020/21 2021/ 2022/ 2019/20 22 23 Name of Programme: General administration and policy development and implementation Outcome: Harmony in delivery of services for both internal and external stakeholders SP 1. 1. County Workshops for No. of 18 20 22 24 Administration, Assembly capacity building workshops planning and Training/Courses No. of Courses 24 28 30 32 support services Office & Chamber Status of renovations 0 20% 65% 100% refurbishment Plenary sittings No. of sittings 89 124 140 164 Committees’ meetings No. of meetings 117 132 142 162 Bills No of bills approved 6 8 12 16 Page | 68 Motions No of motions 28 44 48 52 approved Regulations No of regulations 0 2 4 6 approved SP 1.2 County Loans approved and No of loans issued and 11 13 15 18 Mortgage services Assembly disbursed instalments paid COUNTY PUBLIC SERVICE BOARD Part A. Vision The Board`s vision is ‘To be a trend setting, ethical and dynamic institution that enables delivery of quality public service.’ Part B. Mission The Board`s mission is, ‘To support and enable Nyeri County Government deliver professional, ethical and efficient services through a transformed public service’. Part C. Performance Overview and Background for Programme(s) The Board during the period under review managed to; a) Establish and abolish various offices in the county public service b) Appoint persons to hold or to act in offices of the county public service and confirmed appointments. c) Exercised disciplinary control over, and remove, persons holding or acting in those offices d) Prepared regular reports for submission to the county assembly on the execution of the functions of the Board. e) Promoted in the county public service the values and principles referred to in Articles 10 and 232 of the Constitution. f) Evaluated and reported to the county assembly on the extent to which the values and principles referred to in Articles 10 and 232 of the Constitution are complied with in the county public service. g) Facilitated the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties h) Advised the county government on human resource management and development i) Advised county government on implementation and monitoring of the national performance management system in counties. j) Made recommendations and enquiries to the salaries and Remuneration Commission, on behalf of the county government, on the remuneration, pensions and gratuities for county public service employees. The major constraints/ challenges experienced in the implementation and how they will be addressed; (i) County Staff Establishment The Board intends to review the county establishment. This review will entail the following;- a) Review the optimal staff establishment for departments b) Undertake workload analysis to ascertain the optimal manpower demands for departments. c) Conduct a HR & skills audit of all staff to establish their skills and competencies and deploy them accordingly, design, seek approval & offer an early retirement package to the staff who are due for retirement or those who lack the competencies required. d) Training the residual staff for career development and enhance performance. e) Ensure that appraisals are conducted effectively for monitoring purposes. f) Implement the Voluntary Early Retirement programme to address the escalating wage bill. Page | 69 (ii) The County at large has had challenges in that the level of unemployment of educated youths is high. This will be addressed through the following: a) The County Government to continue with the Internship program to ensure that fresh graduates imparted with skills and experience can be absorbed in the job market. b) The County Government partner with other institutions in order to expand the absorption of interns. (iii) There has been a challenge of office space, with the Board unable to create working stations for the board members. Further, storage of documents is affected by the limited rented space. The Board has identified a premise where it can relocate its offices. This premise will ensure that there is minimal cost being incurred in form of rent, and that the Board can create more office space for the board and the Secretariat. Funds for rehabilitation of the offices as well as build other offices are required for the financial year 2020/2021. (iv) Complacency in adherence of Values and Principles The Board plans to sensitize all staff and the general public on regulations, policies prudence utilization of public resources and prompt service delivery. The Board is currently conducting baseline survey on compliance of values and principles. This will inform the Board on the way forward to ensure that compliance with values and principle of public service (v) Low productivity This is as a result of poor work ethics and lack of supervision. The Board has budgeted for training on change management, supervisory skills, senior management and senior leadership course. Further, there will be training on performance management framework that will include the utilization of the Government Human Information System (HRIS) on performance management. Utilization of this module in performance management will increase effectiveness of the performance system. All the staff will be mapped in this system, and individual targets, outputs and training projections will be registered in the system. (vi) Limited use of technology The Board has observed that there is resistance of use of technology in the county at large. This results in to massive use of paper to store information as well as communicate in form of hard copy letters, memos and circulars. This can however be reduced by communication through emails as well as storage of soft information. The Board is in the process of using technology to enhance efficiency and effectiveness. This will commence by; a) Launching the E-Recruitment portal that is already developed, and is awaiting procurement of a server to host the system and then launching; b) Implementation of the GHRIS performance Management module; c) Digitization of submission of the declaration of income, assets and liabilities(DIALS) d) Digitization of records (vii) Limited financial resources The Board is faced with resources that cannot support all of its essential programmes. It will be critical that the Board’s budget is harnessed so that these programmes are well supported. (viii) Aging workforce The County is faced with an aging workforce, with over 50% of the staff aged over 50 years. The Board will address this challenge through the following: a) Implementation of the Voluntary Early Retirement programme, with good package to attract officers who have served for long and are due to retire; b) Encouraging departments to recruit at the entry levels Page | 70 c) Continue with the internship programme. (ix) Disciplinary handling There has been a challenge in the handling of disciplinary cases in the county public service. This has resulted industrial disharmony and the county incurring costs out of the improper handling of the disciplinary cases. The Boards intends to handle this through the following: a) Training of supervisors on disciplinary handling b) Constituting departmental disciplinary committees c) Appointment of human resource officers to handle HR matters at the department levels. Part D: Programme Objectives The Board`s program is; - General Administration and Human Resource Management The Board`s strategic objective is ‘Transformation of Public Service to ensure prompt, sustainable, productive, effective and efficient service delivery’ Part E: Summary of Expenditure by Programmes, 2019/20 – 2022/23(Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: (General Administration and Human Resource Management) SP 1. 1 Administration and planning services 36,966,959 39,546,848 41,524,190 43,600,400 Total Expenditure of Programme 1 36,966,959 39,546,848 41,524,190 43,600,400 Part F. Summary of Expenditure by Vote and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2002/23 Current Expenditure 36,966,959 39,546,848 41,524,190 43,600,400 Compensation to Employees 24,043,988 28,756,480 30,194,304 31,704,019 Use of goods and services 12,922,971 10,790,368 11,329,886 11,896,381 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development Total Expenditure of Vote …… 36,966,959 39,546,848 41,524,190 43,600,400 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration, policy development and implementation Current Expenditure 36,966,959 39,546,848 41,524,190 43,600,400 Compensation to Employees 24,043,988 28,756,480 30,194,304 31,704,019 Use of goods and services 12,922,971 10,790,368 11,329,886 11,896,381 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 36,966,959 39,546,848 41,524,190 43,600,400 Sub-Programme 1: Administration and planning services Current Expenditure 36,966,959 39,546,848 41,524,190 43,600,400 Compensation to Employees 24,043,988 28,756,480 30,194,304 31,704,019 Use of goods and services 12,922,971 10,790,368 11,329,886 11,896,381 Page | 71 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 36,966,959 39,546,848 41,524,190 43,600,400 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DIRECTORATE/ STAFF DETAILS STAFF EXPENDITURE ESTIMATES SECTION ESTABLISHMENT IN FY 2019/20 POSITION JOB AUTHO IN 2019/20 2020/21 2021/22 2022/23 TITLE GR RIZED POSITI OUP ON COUNTY Chairperson T 1 1 2,927,604 3,063,396 3,063,396 3,216,566 PUBLIC SERVICE Vice Chair person S 1 1 2,421,204 2,542,200 2,542,200 2,669,310 BOARD Board Members ( 4 ) S 4 4 9,338,604 9,805,812 9,805,812 10,296,103 Secretary S 1 1 2,091,600 2,196,000 2,196,000 2,305,800 HR Manager R 1 1 2,048,760 2,120,640 2,120,640 2,226,672 Legal Officer P 1 1 1,417,320 1,578,000 1,578,000 1,656,900 Principal Admin Officer P 1 1 1,417,320 1,578,000 1,578,000 1,656,900 Personal Assistants - for L 1 0 - 739,320 739,320 776,286 the Board and Secretary Admin Officer L 1 1 739,320 818,160 818,160 859,068 HR Officer - Recruitment K 1 1 620,040 637,680 637,680 669,564 and Selection HR officer - Establishment K 1 1 620,040 637,680 637,680 669,564 & General Matters Legal Clerk K 1 1 620,040 637,680 637,680 669,564 ICT Officer K 1 0 - 620,040 637,680 669,564 Records Officer J 1 1 479,640 494,760 594,760 624,498 Accounts Clerk H 1 0 - - - Clerical Officers ( 2) H 2 1 274,680 291,240 377,472 396,346 Driver - 2 E 2 2 488,640 528,000 528,000 554,400 Support Staff D 2 1 244,320 264,000 264,000 277,200 25,749,132 28,552,608 28,756,480 30,194,304 Part I: Summary of the Programme Outputs and Performance Indicators for FY 2020/2021 Programme Delivery Unit Key Outputs (KO) Key Performance Target Target Target Target Indicators (KPIs) (Baseline) 2020/21 2021/22 2022/23 2019/20 Objective 1 :- Institutional Capacity Building and Development Effective Develop an Organizational structure Existence of an   delivery of the organizational with a clear chain of organizational Board’s structure command structure mandate Efficient and Establish Board Committees in place 4 committees     effective committees established delivery of Capacity Building -Improved Industrial % reduction in labour     services. for the Board relations in the County disputes -Change management -Good negotiation skills -Good interview and selection skills -Dispute resolution skills i.e. mediation and reconciliation. -Performance management skills -Values and principles -Induction of new employees Page | 72 Improved Monitoring of - Monitoring compliance Implementation of the     workplace compliance of the of the service charter and service charter and relations with Board Service Code of conduct in place Code of conduct – elaborate charter and code already in existence responsibilities o f c o n d u c t i n p la c e Efficient and Improve the work Office spaces and modern % of staff     effective place environment ICT infrastructure accommodated and delivery of and Digitization provided supplied with ICT services. of activities infrastructure Well Develop Communication, Public Existence of a well-     understood communication, Relations and knowledge articulated policy institution public relations management policy offering high and knowledge quality services management policy Objective 2:- HR management Job satisfaction Staff Rationally deployed No. of officers   and increased Rationalization personnel deployed productivity Development of No. of schemes of Schemes of Harmonized schemes of service formulated service service Harmonized Monitoring of HR manual and planning The Manual and     training and HR compliance of guidelines planning guidelines improvement the Developed produced identification HR manual and process other HR planning guidelines Digitization of Digitization of E-processes No. of E-systems in     processes recruitment use. processes Digitization of performance management framework Digitization of DIALS Effective Formation of Committees formed and Number of    identification, departmental functioning operational planning and disciplinary committees implementation committees of capacity building programmes. Fast tracking, reporting and dispensation of disciplinary cases Increased Performance GHRIS performance module No. of staff appraised  productivity management functioning through GHRIS framework Strategic Objective 3: Building a high performing, engaged and customer focused public service Reduced Develop Service charters No. of service charters    corruption departmental developed and incidences and service Charters. displayed increased public Conduct 4 % improvement in satisfaction baseline surveys customer satisfaction. Baseline Survey Improved customer (on Customer & satisfaction employees satisfaction and on Values & principles) Liaison with    various stake holders Page | 73 Effectiveness and Performance Annual performance Quarterly M & E     efficiency in management contracts and appraisals Reports service delivery Frameworks on performance Customer satisfaction, Adherence to values and principles. No. of structured meetings with Chief Officers No. of staff appraised and signed performance contracting Increased Encourage Higher targets achieved No. of celebrated     efficiency and innovation in departments and customer service delivery individuals satisfaction in service delivery Objective 4: Change management in public service -Adherence to Sensitize on -Reduced cases of -% reduction in     rules and values and indiscipline and audit discipline cases as well regulations principles of queries as the audit queries governance and -Reduced public service to -Reduction in discipline -% improved in service incidences of public servants as cases delivery malpractices per article 10 and -Improvement in service -% enhancement of 232 of the delivery utilization of public constitution. -Prudent utilization of resources public resources % improved -Improved accountability accountability and and transparency transparency -Reduction in :- -% reduction in -Absenteeism absenteeism -corruption & Fraudulence % improvement in customer satisfaction % reduction in corruption& fraudulent cases Expectations of Capacity build Staff sensitized and capacity Data on the number of    devolution employees to build to have a shared staff sensitized and inculcated to all develop a vision of the county capacity build public servants positive attitude TRANSPORT, PUBLIC WORKS, INFRASTRUCTUREAND ENERGY Part A: Vision A world class provider of cost-effective physical infrastructural facilities and services Part B: Mission: To provide efficient, affordable and reliable infrastructure through design, construction, maintenance and effective management for sustainable economic growth and development of Nyeri. Part C. Performance Review including major achievements for the period and expenditure trends; i. Repairing drainage ii. Re-carpeting of roads and parking spaces in Nyeri town iii. Carried out the marking of the parking spaces in town iv. Maintenance and the upgrading of access road to gravel standard. v. Completed two foot bridges and six box culverts hence improving accessibility and connectivity within the county. Page | 74 vi. In the area of street lighting more markets were installed with street lights and high masts flood lights Constraints and challenges in budget implementation and how they will be addressed in FY 2020/21;  Low staffing levels for technical and professional personnel. This shall be addressed through employment of some technical and professional personnel.  Delays in processing of tenders/quotations for projects, imprests and payment of procured services. To be addressed through fast tracking procurement processes in the Department.  Unreliable transport for officers supervising project due to inadequate supervisory vehicles. This shall be addressed by purchasing vehicles for the department in FY2019/2020.  Long down time for equipment with mechanical problem. Major services/outputs to be provided in MTEF period 2019/20 – 2021/22 and the inputs required  Improved Accessibility and Connectivity within the county by maintaining and upgrading more access road and constructing more bridges.  Improving security and extended working hours will be achieved by installing more street lights and high mast flood lights and maintaining the existing ones. Part D: Programme Objectives Building Construction and Civil works Services To ensure that public buildings and civil works in the county are properly designed, constructed and maintained. To ensure accessibility within neighborhoods through construction of bridges (wards, villages) County access and Feeder Roads Improvement To ensure accessibility and effective communication. Electricity Accessibility and Connectivity To Increase access to electricity services at the household, institution and public areas. Part E: Summary of Expenditure by Programmes, 2018/19 – 2019/20 (Kshs. Millions) Programme Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Programme 1: General Administration Planning and Support Services SP 1. 1: Administration and Personnel Services 83,015,830 70,673,322 74,206,988 77,917,338 Total Expenditure of Programme 1 83,015,830 70,673,322 74,206,988 77,917,338 Programme 2: County access and Feeder Roads Improvement SP 2. 1 Transport Management and safety 710,375,643 571,875,577 600,469,356 630,492,824 Total Expenditure of Programme 2 710,375,643 571,875,577 600,469,356 630,492,824 Programme 3: Building Construction and Civil works Services SP 3. 1. Infrastructure Development 31,950,000 80,000,000 84,000,000 88,200,000 Total Expenditure of Programme 3 31,950,000 80,000,000 84,000,000 88,200,000 Programme 4: Electricity Accessibility and Connectivity SP 4. 1 Street lighting 142,654,680 164,467,657 172,691,040 181,325,592 Total Expenditure of Programme 4 142,654,680 164,467,657 172,691,040 181,325,592 Total Expenditure of Vote ------- 967,946,153 887,016,556 931,367,384 977,935,753 Part F. Summary of Expenditure by Vote and Economic Classification (KShs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/21 2021/22 2022/23 Current Expenditure 130,935,093 73,712,576 77,398,205 81,268,115 Compensation to Employees 58,304,272 63,186,687 66,346,021 69,663,322 Page | 75 Use of goods and services 72,630,821 10,525,889 11,052,183 11,604,793 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 837,061,060 813,303,980 853,969,179 896,667,638 Acquisition of Non-Financial Assets Capital Transfers to Government Agencies Other Development 837,061,060 813,303,980 853,969,179 896,667,638 Total Expenditure of Vote …… 967,946,153 887,016,556 931,367,384 977,935,753 Part G. Summary of Expenditure by Programme, Sub-Programme and Economic Classification (Kshs. Million) Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/2021 2021/22 2022/23 Programme 1: General Administration Planning and Support Services Current Expenditure 83,015,830 70,673,322 74,206,988 77,917,338 Compensation to Employees 58,304,272 63,186,687 66,346,021 69,663,322 Use of goods and services 24,711,558 7,486,635 7,860,967 8,254,015 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 82,465,830 70,673,322 74,206,988 77,917,338 Sub-Programme 1: Administration and Personnel Services Current Expenditure 82,965,830 70,673,322 74,206,988 77,917,338 Compensation to Employees 58,304,272 63,186,687 66,346,021 69,663,322 Use of goods and services 24,161,558 7,486,635 7,860,967 8,254,015 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development Total Expenditure 82,465,830 70,673,322 74,206,988 77,917,338 Programme 2: County access and Feeder Roads Improvement Current Expenditure Compensation to Employees Use of goods and services Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 710,375,643 571,875,577 600,469,356 630,492,824 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 710,375,643 571,875,577 600,469,356 630,492,824 Total Expenditure 710,375,643 571,875,577 600,469,356 630,492,824 Sub-Programme 2. 1: Transport Management and safety Current Expenditure Compensation to Employees Use of goods and services Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 710,375,643 571,875,577 600,469,356 630,492,824 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 710,375,643 571,875,577 600,469,356 630,492,824 Total Expenditure 710,375,643 571,875,577 600,469,356 630,492,824 Programme 3: Building Construction and Civil works Services Current Expenditure Page | 76 Expenditure Classification Estimates Estimates Projected Estimates 2019/20 2020/2021 2021/22 2022/23 Compensation to Employees Use of goods and services Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 31,950,000 80,000,000 84,000,000 88,200,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 31,950,000 80,000,000 84,000,000 88,200,000 Total Expenditure 31,950,000 80,000,000 84,000,000 88,200,000 Sub-Programme 3.1: Infrastructure Development Current Expenditure Compensation to Employees Use of goods and services Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 31,950,000 80,000,000 84,000,000 88,200,000 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 31,950,000 80,000,000 84,000,000 88,200,000 Total Expenditure 31,950,000 80,000,000 84,000,000 88,200,000 Programme 4: Electricity Accessibility and Connectivity Current Expenditure 47,919,263 3,039,254 3,191,217 3,350,778 Compensation to Employees Use of goods and services 47,919,263 3,039,254 3,191,217 3,350,778 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 94,735,417 161,428,403 169,499,823 177,974,814 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 94,735,417 161,428,403 169,499,823 177,974,814 Total Expenditure 142,654,680 164,467,657 172,691,040 181,325,592 Sub-Programme 1: Street lighting Current Expenditure 47,919,263 3,039,254 3,191,217 3,350,778 Compensation to Employees Use of goods and services 47,919,263 3,039,254 3,191,217 3,350,778 Current Transfers Govt. Agencies Other Recurrent Capital Expenditure 94,735,417 161,428,403 169,499,823 177,974,814 Acquisition of Non-Financial Assets Capital Transfers to Govt. Agencies Other Development 94,735,417 161,428,403 169,499,823 177,974,814 Total Expenditure 142,654,680 164,467,657 172,691,040 181,325,592 Total Expenditure for the Vote 967,946,153 887,016,556 931,367,384 977,935,753 Part H: Details of Staff Establishment by Organization Structure (Delivery Units) DIRECTO STAFF DETAILS STAFF EXPENDITURE ESTIMATES RATE/SEC ESTABLISHMENT IN TION FY 2018/19 POSITION JOB AUTHO IN 2019/20 2020/21 2021/22 2022/23 TITLE GROUP RIZED POSITION Administra County Executive T 1 1 5,183,680 5,211,680 5,472,264 5,745,877 tion Secretary Chief Officer S 1 1 3,325,360 3,739,840 3,926,832 4,123,174 QS R 1 1 2,147,320 2,222,200 2,333,310 2,449,976 Architect Q 1 1 1,768,960 1,831,600 1,923,180 2,019,339 Engineer 1(LA) N 1 1 1,289,508 1,313,508 1,379,183 1,448,143 Asst. Director Q 1 1 1,768,960 1,831,600 1,923,180 2,019,339 Admin Administrator J 1 1 925,275 949,275 996,739 1,046,576 Page | 77 Snr Off..Admin Asst L 1 1 1,002,960 1,048,560 1,100,988 1,156,037 Snr.Secretary J 1 1 925,275 949,275 996,739 1,046,576 Administrative H 1 1 510,592 546,808 574,148 602,856 Assistant Chief Clerical J 2 2 1,098,160 1,102,160 1,157,268 1,215,131 Officer Cleaning G 2 2 942,608 1,015,712 1,066,498 1,119,822 Supervisor 1 Cleaning E 1 1 728,800 803,440 843,612 885,793 Supervisor 2 Senior Messenger B 1 1 600,000 600,000 630,000 661,500 Driver G 2 2 728,800 803,440 843,612 885,793 Driver B 1 1 600,000 600,000 630,000 661,500 Snr.Driver II E 4 4 3,126,664 3,126,664 3,282,997 3,447,147 Plant Operator III D 9 9 1,530,900 1,825,700 1,916,985 2,012,834 Support Staff I C 4 4 1,374,640 1,547,440 1,624,812 1,706,053 Artisan/Driver D 7 7 4,927188 4,927,188 5,173,547 5,432,225 PUBLIC Superintendent K 4 2,138,920 2,138,920 2,245,866 2,358,159 WORKS Building Snr.Arch. Asst. L 4 3 2,831,960 2,851,960 2,994,558 3,144,286 ROADS Roads Inspector H 4 4 1,947,520 1,952,320 2,049,936 2,152,433 SECTION Roads F 8 8 6,768,240 6,768,240 7,106,652 7,461,985 Foreman/Artisan Asst. Works Officer H 1 1 864,000 967,651 1,016,034 1,066,835 Technical J 2 2 1,904,862 1,904,862 2,000,105 2,100,110 Insp/Works Off. Electrical Senior L 2 1 688,920 898,052 942,955 990,102 Section Superintendents Chief M 1 1 1,156,800 1,202,640 1,262,772 1,325,911 Superintendent Superintendents K 15 6 3,340,960 3,352,960 3,520,608 3,696,638 Inspector 1 H 1 1 510,592 614,460 645,183 677,442 Inspector 2 G 1 1 708,000 708,000 743,400 780,570 Mechanica Snr.Spt. Mechanical N 1 1 1,091,640 1,126,320 1,182,636 1,241,768 l Section Superintendents K 6 4 2,226,840 2,234,840 2,346,582 2,463,911 Mech Fire Fireman G 1 1 364,400 469,372 492,841 517,483 Services Section 61,049,304 63,186,687 66,346,022 69,663,324 Part I: Summary of the Programme Outputs and Performance Indicatorsfor FY 2019/20- 2021/22 Programme Delivery Key Key Performance Target Target Target Target Unit Outputs Indicators (KPIs) (Baseline) 2019/20 2020/21 2021/22 (KO) 2018/19 Name of Programme 1: General administrative services Outcome: Functional efficient timely delivery of services. SP 1.1 Chief Efficient Enhance service Working Enhanced Enhanced Enhanced Administration Officer timely delivery within department. High training of staff training of staff training of staff and Personnel delivery of the department. level of service services services delivery Initiate training of staff Administrative Enhanced service Encourage staff to Encourage staff Encourage staff Encourage staff support services delivery to other get licensed by to get licensed to get licensed to get licensed departments. professional bodies by professional by professional by professional bodies bodies bodies -Capacity Prompt Building reporting. -Compensation to Employees Name of Programme 2: County Access and Feeder Roads Improvement Outcome: Improved road access in the county. County No. of 275 300 350 400 roads Kilometers of Page | 78 Office of graded and the Chief graveled Officer Name of Programme 3: Electricity Accessibility and Connectivity Outcome: Increased access to public lighting. SP2.1Street Office of Enhanced No. of Kms and 20 20 20 20 lighting the Chief lighting in trading centres Officer business served with premises, street light. Street Lighting markets No. of High 3 3 3 3 and highly mast structures populated installed High Mast flood estates No. of street lighting light automation Automation of street lights Segments Page | 79