COUNTY GOVERNMENT OF BUNGOMA COUNTY FISCAL STRATEGY PAPER, 2021 BUILDING BACK BETTER: STRATEGY FOR RESILIENT AND SUSTAINABLE ECONOMIC RECOVERY February, 2021 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 ©2021 County Fiscal Strategy Paper (CFSP) To obtain copies of the document, please contact: Chief Officer, The County Treasury Municipal Building P. O. Box 437-50200 BUNGOMA, KENYA Tel: +254-20-2252-299 Fax: +254-20-341-082 The document is also available on the website at: www.bungomacounty.go.ke and www.bungomassembly.go.ke ALL INQUIRIES ABOUT THIS COUNTY FISCAL STRATEGY PAPER 2021 SHOULD BE ADDRESSED TO: CHIEF OFFICER, ECONOMIC PLANNING i BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 FOREWORD The 2021 County Fiscal Strategy Paper (CFSP), sets out the County priority programs and reforms to be implemented over the next three years (2021/22 to 2023/24). The programs and policies herein reflect the concerns of the people living in Bungoma and are anchored on the CIDP II (2018-2022). These priority programs will build on the cumulative achievements realized under the MTEF period 2017/18 – 2019/20. This CFSP is prepared against a backdrop of the COVID-19 Pandemic. As a result, global economy is estimated to have contracted by 3.5 percent in 2020 from a growth of 2.8 percent in 2019. Global growth is projected to pick up to 5.5 percent in 2021 reflecting expectations of an increase of economic activities in the large economies. On the domestic scene, Kenya has not been spared of the negative impact of the Pandemic. The resultant containment measures have adversely affected businesses and economic activities causing significant contractions in the services and industry sub-sectors. As a result, the Kenyan economy contracted by 5.7 percent in the second quarter of 2020 from a growth of 4.9 percent in the first quarter of 2020. Nonetheless, there has been an improvement in economic activity in the third and fourth quarters of 2020 following reopening of the economy. Consequently, growth is projected to bounce back to 6.4 percent in 2021 from the projected 0.6 percent in 2020. This economic recovery will be supported by the stable macroeconomic environment, turn around in trade as economies recover from Covid-19 Pandemic and expected favorable weather that will support agricultural output. To further reinforce this growth outlook, the National Government will roll out the Post Covid-19 Economic Recovery Strategy (ERS) to mitigate the adverse impacts of the Pandemic on the economy and further re-position the economy on a steady and sustainable growth trajectory. The County Government will leverage on the Post Covid-19 Economic Recovery Strategy through the Bungoma County COVID -19 Socio Economic Re-engineering Recovery Strategy 2020/21-2022/23. The focus of the policies in the aforementioned strategies is to provide an enabling environment for a resilient and sustainable economic recovery to continue safeguarding livelihoods, jobs, businesses and industrial recovery. In this respect, the budget framework has focused on the implementation of programmes and measures that ensure a more inclusive growth, foster macroeconomic stability and avail liquidity to the private sector including initiating innovative products to boost credit to Micro, Small and Medium Enterprises (MSMEs). ii BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 The prevailing unfavorable economic conditions adversely affected revenue performance. At the same time, additional expenditure requests for FY 2020/21 budget informed by emerging realities brought about by the emergence of Covid-19 Pandemic, necessitated re- alignment of expenditures to the available fiscal space. Going forward, we expect revenue collection in the FY 2021/22 to spring back supported by the improving economic environment, tax policy and revenue administration measures that have been put in place. Together with expenditure rationalization measures that have been instituted, the enhanced revenue will enable implementation of the CIDP II as well as the Post Covid-19 Economic Recovery Strategy and create fiscal space for priority programmes in the FY2021/22 and the Medium-Term Budget. This will promote sustainable economic growth and increase the quality of life and wellbeing of all residents of Bungoma County. ESTHER WAMALWA CECM- FINANCE AND ECONOMIC PLANNING iii BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 ACKNOWLEDGEMENT The policy intentions outlined in this CFSP have benefited from wide consultations. I would like to thank H.E. The Governor and H.E. The Deputy Governor for their guidance while developing this document. Much appreciation to the Cabinet Executive Committee Members for their invaluable input, Chief Officers who led the sector working groups effectively to shape the document. We appreciate the PFM staff whose contributions were useful. We also consulted a wide range of stakeholders and the general public in line with the requirements of the Public Finance Management (PFM) Act 2012 and the Constitution. We greatly value their support and I would like to extend my appreciation to all. EDWARD O. MAKHANDIA CHIEF OFFICER - ECONOMIC PLANNING iv BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 TABLE OF CONTENTS FOREWORD.......................................................................................................................................... ii ACKNOWLEDGEMENT ...................................................................................................................... iv EXECUTIVE SUMMARY .................................................................................................................... viii LEGAL FRAME WORK ........................................................................................................................ xi STATEMENT OF OBJECTS AND RATIONALE .................................................................................. xi I. RECENT ECONOMIC DEVELOPMENT AND STRUCTURAL REFORMS .................................. 1 1.1 Overview ................................................................................................................................... 1 1.2 Recent Economic Developments and Outlook ....................................................................... 1 1.3 African Economic Outlook ...................................................................................................... 2 1.4 Sub- Saharan Economic Outlook ............................................................................................ 2 1.5 East African Community Economic Outlook ......................................................................... 3 1.6 Country’s Economic Performance .......................................................................................... 3 1.7 Overview of County Sectoral Performance ............................................................................ 9 1.8 Risks to the Economic Outlook ............................................................................................. 13 II. BUILDING BACK BETTER: STRATEGY FOR RESILIENT AND SUSTAINABLE ECONOMIC RECOVERY ..................................................................................................................... 17 2.1 Preamble ................................................................................................................................. 17 2.2 Priority Pro-Growth Policy Measures .................................................................................... 17 2.3 Fiscal Performance ................................................................................................................ 30 2.4 Fiscal Policy ............................................................................................................................ 67 2.5 Structural Reforms ................................................................................................................. 67 2.6 Urban Development strategy ................................................................................................ 69 2.7 Service Delivery Unit ............................................................................................................. 70 2.8 The future steps ..................................................................................................................... 70 III. OVERVIEW OF COUNTY SECTORAL PERFORMANCE .................................................... 72 3.1 Overview ................................................................................................................................ 72 3.2 County Sector Performance .................................................................................................. 72 IV. ECONOMIC OUTLOOK ....................................................................................................... 76 4.1 Global Growth Outlook ......................................................................................................... 76 4.2 Domestic Growth Outlook .................................................................................................... 76 4.3 Risks to the Economic Outlook ............................................................................................ 76 v BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 4.4 The “Big Four” Plan ........................................................................................................... 80 4.5 Enablers for the “Big Four” Plan ............................................................................................ 84 V. BUDGET FOR FY 2021/22 AND THE MEDIUM TERM........................................................ 90 5.1 Fiscal Framework Summary .................................................................................................. 90 5.2 Revenue Projections .............................................................................................................. 90 5.3 Expenditure Projections ......................................................................................................... 91 5.4 Deficit Financing .................................................................................................................... 91 5.5 Details of Sector Priorities ..................................................................................................... 95 VI. COUNTY FINANCIAL MANAGEMENT AND DIVISION OF REVENUE ........................... 80 6.1 Compliance with fiscal responsibility principle ................................................................... 80 6.2 Enhancement of County’s Own-Source-Revenue ................................................................ 80 6.3 Prudent Management of Fiscal Risks .................................................................................... 82 6.4 Local Revenue Collection .................................................................................................. 83 6.5 Fiscal Transfers ...................................................................................................................... 84 6.6 Emerging Issues ................................................................................................................. 85 ANNEXES ............................................................................................................................................ 88 Annex 1: Total sector ceilings for MTEF period 2021/22- 2023/24 ................................................. 88 Annex 2: Recurrent Ceilings Analysis for MTEF Period 2021/22-2023/24 ..................................... 92 Annex 3: Resource Requirements for MTEF Period 2021/22-2023/24 ........................................... 98 Annex 4: Recurrent Allocation ....................................................................................................... 121 Annex 5: Development Allocation................................................................................................. 140 Annex 6: Sector priorities .............................................................................................................. 155 Annex 7: Resource sharing guidelines ........................................................................................... 162 Annex 8: County strategic development framework initiatives. .................................................. 163 Annex 9: Sub County Specific Public Participation Summaries .................................................. 165 LIST OF TABLES Table 1: Global Economic Growth, Percent .......................................................................................... 2 Table 2: Actual and Medium-Term Revenue Projections .................................................................. 32 Table 3: Actual revenue collections and realistic projections for FY 2020/21 ................................... 33 Table 4: Cumulative revenue performance for 1st half FY 2020/21 ................................................... 34 Table 6: Summary Statement of Appropriation: Recurrent and Development Combined ............. 67 Table 7: Summary statement of appropriation – Recurrent .............................................................. 67 vi BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Table 8: Summary statement of appropriation – Development ........................................................ 68 Table 9: Medium Term Revenue Projections ..................................................................................... 90 Table 10: Flagship and other projects funding projections ................................................................ 92 Table 11: Summary Budget Allocations for the FY 2021/22 - 2023/24 ................................................ 93 Table 12: Summary of Budget Allocations for the FY2021/22 – 2023/24 ............................................ 67 Table 13: National Government Unconditional Grants allocations summary .................................. 77 LIST OF FIGURES Figure 1: Trends in Kenya’s Economic Growth Rates, Percent ............................................................ 3 Figure 2: Sectoral Real GDP Growth Rates, Percent ............................................................................ 4 Figure 3: Economic Performance (Contribution to GDP) ................................................................... 5 Figure 4: Inflation Rate, Percent ........................................................................................................... 6 Figure 5: Kenya Shilling Exchange Rate ............................................................................................... 7 Figure 6: Short-Term Interest Rates, Percent ...................................................................................... 8 Figure 7: Development Allocation .................................................... Error! Bookmark not defined. Figure 8: County’s Own-Source-Revenue Performance .................................................................... 80 LIST OF CHARTS Chart 1: Revenue Performance First Half FY 2020/21 ......................................................................... 67 vii BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 EXECUTIVE SUMMARY This County Fiscal Strategy Paper contains information on: • Broad strategies, priorities and policy goals to be pursued by the County Government in the medium term; • County outlook on revenues and expenditure projections. The paper gives a summary of county achievements for the last 2 Financial years, while giving a forecast of what the county will prioritise in the next 3 years. FY 2021/22 Budget Summary The budget for FY 2021/22 is divided into Development Allocation of Kshs. 4,149,627,216 representing 33 percent and Recurrent allocation is at Kshs. 8,585,101,366 representing 67 percent. Economic classification takes the form of ; 1) Non-discretionary expenditures (Personnel Emoluments); this takes first charge and includes payment of statutory obligations such as salaries, pension and others. These expenditures are projected to account for about 40.9% of the Budget. 2) Operations – make up 26.5% of the FY 2021/22 budget 3) Maintenance - Departments are allocated funds for basic maintenance. This accounts for 1.2 % per cent of the budget Development expenditure; as already indicated, it is 33% of the total budget. Development expenditures are shared out on the basis of the sector plans and priorities and other strategic county considerations. The budget is distributed between the County Executive and County Assembly as follows; County Allocation Projection Government Arm 2021/22 2022/23 2023/24 County Executive 386,125,342 405,431,609 425,703,190 (Governor) County CDAs 11,267,905,925 11,831,301,221 12,422,866,282 County Assembly 1,080,697,315 1,134,732,181 1,191,468,790 Totals 12,734,728,582 13,371,465,011 14,040,038,262 viii BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 The indicative Resource Envelope for FY 2021/22 is Kshs 12,734,728,582. The indicative ceilings for County Ministries, Departments and Agencies are as detailed herein; DEPARTMENT CFSP ceiling Agriculture, Recurrent 412,786,288 livestock, fisheries Development 481,228,035 and co-op Sub Total 894,014,323 development Recurrent 279,880,994 Tourism and Development 36,981,650 Environment Sub Total 316,862,644 Recurrent 111,224,490 Water and Natural Development 413,342,147 Resources Sub Total 524,566,637 Recurrent 183,724,484 Roads and Public Development 1,432,377,397 works Sub Total 1,616,101,881 Recurrent 1,304,104,354 Education Development 410,509,384 Sub Total 1,714,613,738 Recurrent 2,937,157,475 Health Development 354,649,244 Sub Total 3,291,806,719 Recurrent 2,297,544 Sanitation Development 13,011,048 Sub Total 15,308,592 Recurrent 79,289,695 Trade, energy and Development 103,163,561 industrialization Sub Total 182,453,256 Recurrent 69,315,291 Lands, Urban and Development 81,730,292 Physical Planning Sub Total 151,045,583 Recurrent 14,297,820 Bungoma Development 109,887,700 Municipal Sub Total 124,185,520 Recurrent 12,570,066 Kimilili Municipal Development 191,089,400 Sub Total 203,659,466 Recurrent 34,484,101 Housing Development 15,664,025 Sub Total 50,148,126 Gender and Recurrent 83,464,198 Culture Development 8,579,874 ix BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 DEPARTMENT CFSP ceiling Sub Total 92,044,072 Recurrent 43,513,140 Youth and Sports Development 165,416,354 Sub Total 208,929,494 Recurrent 950,697,315 County Assembly Development 130,000,000 Sub Total 1,080,697,315 Recurrent 1,114,047,658 Finance and Development - Planning Sub Total 1,114,047,658 Recurrent 20,126,093 County Public Development - Service Board Sub Total 20,126,093 Recurrent 368,772,993 Governors Development - Sub Total 368,772,993 Recurrent 17,352,349 D/Governor’s Development - office Sub Total 17,352,349 Recurrent 290,600,645 Public Development 17,915,735 Administration Sub Total 308,516,380 Recurrent 8,163,766 Sub County Development - Administration Sub Total 8,163,766 Recurrent 201,730,607 County Secretary Development 140,000,000 Sub Total 341,730,607 Recurrent 25,000,000 ICT Development 44,081,370 Sub Total 69,081,370 Recurrent 20,500,000 County Attorney Development - Sub Total 20,500,000 Recurrent 8,585,101,366 TOTAL Development 4,149,627,216 Grand Total 12,734,728,582 Projections for FY 2021/22 is at 5%. Revenue is projected to grow by 5% annually. To achieve the outputs and outcomes documented in various county plans and policy documents, the County will continue to restrict growth in recurrent spending while x BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 doubling its effort in domestic resource mobilization. The Appropriation in Aid (AiA) is projected to grow by 10% in FY 2021/22. In addition, the modernized and automated revenue collection and management system will help remove administrative bottlenecks, improve compliance and boost revenue collection, thereby supporting our fiscal consolidation efforts. LEGAL FRAME WORK 1. The County Fiscal Strategy Paper (CFSP) is a Government policy document that sets out the broad strategic priorities and policy goals to guide the County Government in preparing the budgets for the subsequent financial year and over the medium term. 2. In the document, adherence to the fiscal responsibility principles demonstrates prudent and transparent management of public resources in line with the Constitution and the Public Finance Management (PFM) Act, 2012 3. The County Treasury pursuant to section 117(1) and (6) of the Public Finance Management Act (PFMA), 2012 is mandated to prepare and submit the Fiscal Strategy Paper to the County Assembly, by the 28th February of each year, and subsequently publish and publicize it not later than seven days after it has been submitted to the County Assembly. 4. In accordance to section 117(2) of PFM Act, the County Treasury has aligned the proposed revenue and expenditure plan to the national financial objectives contained in the National Budget Policy Statement (BPS) for 2021. In this regard, the fiscal policies are geared towards triggering a multiplier effect towards the achievement of the national theme of Unlocking Economic Potential by harnessing “The Big Four”. This will be achieved through; i Creation of a conducive business environment for investment, trade and job creation; ii Investing in infrastructure development to unlock growth potential; iii Investing in sectoral transformation for broad-based sustainable economic growth; iv Investing in human capital for shared prosperity and v Entrenching structural reforms. STATEMENT OF OBJECTS AND RATIONALE 5. The Fiscal strategy paper outlines the county’s fiscal policies in the context of prevailing macro-economic policies and outlook while articulating the County’s broad strategic priorities and policies for the fiscal year 2021/2022. 6. The proposed strategic policy priorities for the fiscal year 2021/2022 represent a consultative approach that has taken a keen consideration of the views and opinions of xi BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 the public, the Commission on Revenue Allocation and other stakeholders within our County. Indeed, ward-based forums were publicized and accorded to all Bungoma citizenry in each of the forty-five (45) wards and their inputs thereof greatly inform the strategic thrust of this Paper. 7. Details of development priorities have been articulated in the County Integrated Development Plan (2018-2022). This Fiscal Strategy Paper outlines economic policies and structural reforms as well as sector-based expenditure programmes that the county government intends to implement in the medium term in order to achieve the broader goal of the County government’s development agenda. The proposed fiscal framework ensures continued fiscal discipline and provides support for sustained growth, broad- based development that benefits all. 8. The County Fiscal Strategy Paper contains information on: • Broad strategies, priorities and policy goals to be pursued by the County Government (CG) in the medium term; • County outlook on revenues and expenditure projections. • an assessment of the current state of the economy including macroeconomic forecasts; • the financial outlook with respect to Government revenue, expenditures and borrowing for the next financial year and over the medium term; • The proposed expenditure ceilings for the Sectors, including those of the County Assembly. • Statement of Specific Fiscal Risks. 9. For the 2017/18-2020/21 MTEF period, the key achievement realized in the various sectors include: improved agricultural production as a result of reduced cost of farm inputs; made significant steps towards supporting growth of the dairy sector; improved quality of transport infrastructure; expanded educational infrastructure thereby enabling higher student enrollment and transition rates at both ECDE and Vocational Training Institutes; expansive provision of electricity to urban and rural communities; improved health care service delivery systems resulting in enhanced accessibility, availability and capacity of health services and strengthened the sports sector with the on-going modernization of Masinde Muliro Stadium. 10. On the Post-2015 development agenda, the Sustainable Development Goals (SDGs) and respective targets and indicators continue to be mainstreamed into the CIDP 2018-2022 based on key thematic areas that include advocacy and awareness creation; domestication and localizing SDGs; capacity building; stakeholder mapping and engagement; monitoring and reporting and resource mobilization. xii BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 I. RECENT ECONOMIC DEVELOPMENT AND STRUCTURAL REFORMS 1.1 Overview 11. Kenyan economy was adversely affected by the outbreak of Covid-19 Pandemic in the year 2020. The economy contracted by 5.7 percent in the second quarter of 2020 from a growth of 4.9 percent in the first quarter in 2020 as a result of the swift containment measures, which have not only disrupted the normal lives and livelihoods, but also to a greater extent businesses and economic activities. Economic growth is projected to recover to 6.4 percent in 2021 due to in part, the lower base effect in 2020. In terms of fiscal years, economic growth is projected to grow by 3.5 percent in FY 2020/21 and further to 6.2 percent over the medium term. 12. Year-on-year overall inflation remained within the Government target range of 5±2.5 percent in December 2020 at 5.6 percent compared to 5.8 percent in December 2019. This lower inflation was mainly supported by a reduction in food prices. The economy continues to register macroeconomic stability with low and stable interest rates and a competitive exchange rate that support exports. 13. The foreign exchange market has largely remained stable but partly affected by a significant strengthening of the US Dollar in the global markets and uncertainty with regard to the Covid-19 pandemic. Despite this, the current account deficit is estimated to improve to 5.1 percent in 2020 from 5.8 percent in 2019 mainly supported by an improvement in the trade balance. 1.2 Recent Economic Developments and Outlook Global and Regional Economic Developments 14. The global economy is projected to contract by 4.4 percent in 2020 from a growth of 2.8 percent in 2019 (Table 1). This economic outlook is worse than the growth reported during the 2008 - 2009 global financial crisis. The outbreak and spread of the Covid-19 Pandemic and the ensuing containment measures have devastated global economies. 1 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Table 1: Global Economic Growth, Percent Source of Data: October 2020 WEO; *Projections by the National Treasury 15. Advanced economies are projected to contract by 5.8 percent in 2020 from a growth of 1.7 percent in 2019. Significant contraction of the economy is projected in the United States (-4.3 percent), Japan (-5.3 percent) and the United Kingdom (-9.8 percent). Growth in the Euro area is expected to contract by 8.3 percent in 2020 from a growth of 1.3 percent in 2019. 16. The emerging markets and developing economies are also projected to contract by 3.3 percent in 2020 from a growth of 3.7 percent in 2019. All major economies are projected to contact in 2020 except China which is projected to grow by 1.9 percent, a slowdown from a growth of 6.1 percent in 2019. 1.3 African Economic Outlook 17. Africa’s GDP growth stabilized at 3.4 percent in 2019 and was expected to pick up to 3.9 percent in 2020 and 4.1 percent in 2021. The COVID-19 pandemic has dealt a disproportionately severe blow to the continent’s economic ambitions. Fortunately, the robust collaboration between African public and private sectors and particularly innovative financing measures from African development institutions have helped to address an urgent need for fiscal space. 1.4 Sub- Saharan Economic Outlook 18. The Sub-Saharan African region’s economy is projected to contract by 3.0 percent in 2020 from a growth of 3.2 percent in 2019. The impact of the COVID-19 crisis on growth has been larger for tourism-dependent economies. Commodity-exporting countries have 2 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 also been hit hard. Growth in more diversified economies will slow significantly, but in many cases will still be positive in 2020. 1.5 East African Community Economic Outlook 19. Growth in the East African Community (EAC) region is estimated to slow down to 1.0 percent in 2020 compared to a growth of 6.2 percent in 2019. This growth will be supported by positive growths in Kenya, Tanzania and Rwanda. Economic activities in Burundi and Uganda are expected to contract in 2020. 1.6 Country’s Economic Performance 20. Kenya’s economy was strong and resilient despite the challenging global environment prior to the outbreak of Covid-19 pandemic. The broad-based economic growth for 2018 and 2019 averaged 5.9 percent outperforming the 5.5 percent for the previous 5 years (2013 to 2017) and the average growth rate of 4.7 percent in the period 2008 to 2012 (Figure 1). 21. The Kenyan economy in 2020, was adversely affected by the outbreak of Covid-19 Pandemic and the swift containment measures, which have not only disrupted the normal lives and livelihoods, but also to a greater extent businesses and economic activities. As a result, our economy is estimated to slow down to around 0.6 percent in 2020 from a growth of 5.4 percent in 2019. Looking ahead, the economy is projected to recover and grow by about 6.4 percent in 2021 and above 6.2 percent over the medium term. Figure 1: Trends in Kenya’s Economic Growth Rates, Percent Source of Data: Kenya National Bureau of Statistics, 2020 3 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Quarterly GDP growth of 2020 22. The economy grew by 4.9 percent in the first quarter of 2020 compared to a growth of 5.5 percent in the first quarter of 2019. The slowdown in quarter one was as a result of the decline in economic activities in most of the country’s major trading partners due to the uncertainty associated with the Covid-19 pandemic. 23. The economy further contracted by 5.7 percent in quarter two of 2020 from a growth of 5.3 percent in the same quarter in 2019. The poor performance in the quarter was to a large extent negatively affected by measures aimed at containing the spread of the Covid- 19. As a result, the performance of most sectors of the economy contracted in the second quarter of 2020. However, the economy was supported by improved performance of Agriculture, Forestry and Fishing activities), Health Services and Mining and Quarrying activities. Figure 2: Sectoral Real GDP Growth Rates, Percent 24. The agriculture sector’s contribution to GDP growth was at 1.5 percentage points in the second quarter of 2020 compared to 0.7 percentage points over the same period in 2019. The sector recorded an improved growth of 6.4 percent in the second quarter of 2020 compared to a growth of 2.9 percent in the corresponding quarter of 2019. The sector’s performance was supported by a notable increase in tea production, cane deliveries, milk intake and fruit exports. 25. The non-agriculture (service and industry) sector contracted by 8.5 percent in the second quarter of 2020 down from a growth of 6.4 percent in a similar quarter in 2019. 4 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 The sector was adversely affected by the Covid-19 pandemic during the second quarter of 2020. As a result, the sector’s contribution to real GDP was -5.6 percentage points in the second quarter of 2020 compared to a contribution of 4.3 percentage points in the same quarter of 2019. 26. Services sector contracted by 11.0 percent in the second quarter of 2020 compared to a growth of 6.8 percent in the same quarter in 2019. The decline was largely characterized by substantial contractions in Accommodation and Food Services (83.3 percent), Education (56.2 percent), and Transportation and Storage (11.6 percent). Growth in the service sub-sector was mainly supported by financial and Insurance, Information and communication and Public Administration. The Services sub-sector contributed -5.4 percentage point to real GDP growth in the second quarter of 2020 compared to the 3.3 percentage point contribution in the same quarter of 2019. 27. The industry sector contracted by 1.0 percent in the second quarter of 2020 compared to a growth of 5.4 percent in the same quarter of 2019. This was mainly due to a decline in activities in the electricity and water supply and manufacturing sub-sectors. The industry sector was however supported by the Construction sector which grew by 3.9 percent in the second quarter of 2020. The industry sector accounted for -0.2 percentage points of growth in the second quarter of 2020 compared to 0.7 percentage point contribution to GDP in 2019 Figure 3: Economic Performance (Contribution to GDP) Source of Data: Kenya National Bureau of Statistics, 2020 5 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Inflation Rate 28. The inflation rate was at 5.6 percent in December 2020 from 5.8 percent in December 2019. This lower inflation was supported by a reduction in food prices. Year- on-year overall inflation rate remained low, stable and within the Government target range of 5+/-2.5 percent since end 2017 demonstrating prudent monetary policies. (Figure 4). Figure 4: Inflation Rate, Percent Source of Data: Kenya National Bureau of Statistics 2020 29. The major driver of the overall inflation has been food inflation, but its contribution to overall inflation has declined from 4.5 percent in December 2019 to 2.9 percent in December 2020 on account of a reduction in food prices. 30. Kenya’s rate of inflation compares favorably with the rest of Sub-Saharan Africa countries. In December 2020, Kenya recorded a lower inflation rate than Burundi, Ghana, Nigeria, Zambia and Ethiopia 31. The county shall take advantage of the favorable inflation rates to implement measures to stimulate investments in her productive sectors to support local revenue generation. Kenya Shilling Exchange Rate 32. The foreign exchange market has largely remained stable but was partly affected by a significant strengthening of the US Dollar in the global markets and uncertainty with regard to the Covid-19 pandemic. In this regard, the Kenya Shilling to the dollar exchanged at Ksh 110.6 in December 2020 compared to Ksh 101.5 in December 2019 (Figure 5). 6 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Figure 5: Kenya Shilling Exchange Rate Source of Data: Central Bank of Kenya 2020 33. Like most Sub-Saharan Africa currencies, the Kenya Shilling has remained relatively stable weakening by only 9.0 percent against the US Dollar. This stability in the Kenya Shilling was supported by increased remittances and adequate foreign exchange reserves. Interest Rates 34. Short-term interest rates remained fairly low and stable. The interbank rate declined to 5.1 percent in December 2020 from 6.0 percent in December 2019 in line with the easing of the monetary policy and adequate liquidity in the money market. The Central Bank Rate was retained at 7.00 percent on November 26, 2020 same as in April 2020 to signal lower lending rates in order to support credit access by borrowers especially the Small and Medium Enterprises, distressed by COVID-19 pandemic. (Figure 6). 35. The county shall explore possibilities of going for low interest concessional loans to finance her development Agenda as outlined in the Medium-Term Debt Management Strategy Paper. 7 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Figure 6: Short-Term Interest Rates, Percent Source of Data: Central Bank of Kenya Structural Reforms 36. The County has fully operationalized modules of the Integrated Financial Management Information System (IFMIS) rolled out by the National Treasury. The County also uses the Hyperion Planning and Budgeting Module to prepare the Programme Based Budget. 37. The County Government continues to fight against corruption and its adverse effects to the economy which include inefficiency, low productivity and high costs of doing business. The Government will implement measures articulated in National Call to Action against corruption as outlined in the Kenya Integrity Plan 2019-2023. The plan was developed by the Kenya Leadership and Integrity Forum (KLIF) and unveiled on the 9th December 2020 during the commemoration of the International Anti-Corruption day. The KLIF key stakeholders include the national government, county governments, private sector and the media among others. 38. Under the fiscal program are measures to increase the proportion of local revenue with the objective of fully financing the County’s budget in the long term. For effective and efficient management of financial resources, the County will continue to eliminate leakages and enhance revenue collection as well as rationalize expenditure. This will be achieved through continued measures to simplify licenses and fees levies, improve compliance and automation of revenue collection system in order to eliminate leakages and to widen revenue base. 8 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 39. The Government is also committed to strengthen expenditure control through Public financial management reforms aimed at upgrading efficiency, transparency and accountability in order to free fiscal space for priority social and investment projects. 40. The County Government will institute measures to contain the bloated wage bill so as to divert resources for development initiatives. These would include payroll cleansing and staff rationalization. The County Government will also enhance capacity of the County Government staff so as to encourage proper and transparent use of resources and enhance service delivery. 1.7 Overview of County Sectoral Performance Agriculture 41. The County Government invested significantly towards improved food and nutrition security especially amongst the vulnerable population in the county. Through its programmes and partnerships with development partners, the agriculture sector realized significant growth which led to: increased agricultural production and productivity; enhanced adoption of good agricultural practices and climate smart technologies; growth of producer organizations, enhanced market access and increased farmer incomes. These was achieved by subsidizing the cost of inputs to enhance access to farm inputs, adopting a multi-stakeholder approach to provision of extension services, capacity building of producer organizations, establishment of processing plants, and enhancing access to markets. 42. Going forward, the County Government will seek partnerships to operationalize the agro-processing plants, further enhance access to certified farm inputs amongst small holder farmers, enhance access to markets especially for cash crops produced locally, and hence reduce the cost of food in the county. Education 43. Infrastructural investments in the ECDE institutions has led to an increase in net enrolment in the ECDE schools with more children transiting to primary schools. Employment of ECDE teachers greatly improved the Teacher to Pupil ratio of 1:71. All ECDE schools undergo quality assessments by the sub county education coordinators to ensure a good educational foundation for the children. Investments in VTC infrastructure has led to an increase in enrolment and graduates in vocational training centers translating to more youths acquiring skills for empowered and productive lives. Health and Sanitation 44. The Kenya constitution stipulates that all citizens have a right to highest attainable standard of health. The department continues to provide quality and accessible health 9 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 services by increasing awareness and demand for services. Quality improvement teams are established across all levels of health facilities to consistently address quality gaps and ensure the delivery of health care services as per the national and international standards and policies. 45. On Universal health coverage, the department will increase NHIF household coverage from the current 1.3% to 10% through sensitization and increased linda mama enrolment. 46. Screening of various non communicable diseases like diabetes, hypertension, breast cancer, cervical cancer and prostate cancer has been scaled up at facilities and communities. Interventions aimed at reducing the burden of communicable diseases to a level that are of no major public health concern have been emphasized. This includes increasing; the proportion of fully immunized children, deworming of school children, TB treatment completion rate, access to prevention of mother to child transmission, provision of ARVs to HIV clients, the number of children and household using long lasting insecticide treated nets(LLITN). 47. People who smoke, consume alcohol or practice unsafe sex are at risk of contracting diseases and the department has strived to minimize exposure to these risk factors through counselling and provision of condoms. 48. On health infrastructure the department continues to improve the existing infrastructure through renovations, construction of new building and equipping them. Further the department maintains the existing vehicles and will procure new ones to ensure ease of mobility and referrals of patients and samples. 49. Cases of violence and injuries are on the rise and more efforts have been put in place to reverse these situations through sensitization, improved access to accident and emergency services in all health facilities. 50. Health work force have been motivated through timely remuneration, promotion and capacity building. Further the health products and commodities are procured in time and availed to health facilities. 51. The Health sector through support from the national government and development partners has invested to strengthen the health care service delivery systems, resulting in enhanced accessibility, availability and capacity of health services 52. The County has progressively recorded reduced incidences of diarrhea, female psychosocial stress, improved menstrual hygiene, improved school sanitation and reduced inequalities and discrimination especially for vulnerable populations on matters of sanitation 10 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Transport Infrastructure 53. Through county programmes and projects, in partnership with the Road Maintenance Fuel Levy Fund (RMLF), the County Mechanical and Transport Fund (MTF) programme and Kenya Urban Support Programme (KUSP), urban and rural access roads have been opened, expanded, graded, graveled, murramed and some upgraded to bitumen standards. This has resulted in reduction in congestion, transport costs, average travel times and an increase in volume of trade. In addition, the County has commenced works for the conversion of high traffic section of C-33 Mumias- Bungoma road into a dual carriageway between Sang’alo Junction and Kanduyi. This investment will unlock vast socio-economic potential along the corridor and boost urban renewal of Bungoma. Trade, Energy and Industry 54. This department focused on providing a conducive trading environment by ensuring consumer protection, extended trading hours through market/street lighting, implementing structured taxes, providing accessible e-platform services and automating revenue system. 55. The county has pursued avenues which generate affordable energy supply such as solar energy, biogas and rural electrification through public and private partnerships. 56. The sector has promoted industrialization through establishment of cottage industries such as animal feeds plants, peanut and tomato processing plants, tailoring shops, industrial park and chicken slaughter house. These has contributed towards poverty alleviation, job and wealth creation in the county. Housing 57. The housing sector formulated a housing policy to inform decisions on investment in housing and private sector involvement. Over the last three years, the sector renovated more than 48 county houses, completed the construction of one storey structure of eight-two bedroomed units. The sector supports the implementation of the National Government Big Four Agenda on housing which will progressively lead to the attainment of outcomes such as lower construction costs, effective utilization of public land, affordable home buyer financing and innovative developer financing using PPP models and approaches such as land swaps. Forestry 58. The county has implemented afforestation and re-afforestation programmes, especially in Mt. Elgon being one of the five water towers in Kenya, to enhance the forest 11 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 cover and protect water sources. The County forest cover constitutes 14.86% (45,049Ha) of the total county size(303,123Ha). Forest eco-systems benefit the community by providing services such as pollination, absorption of CO2, Nutrient formation, serving as partial recycler of waste from the environment, a source of recreation, beauty, spiritual and cultural values. Water 59. Universal access to clean and safe water for all is a pre-requisite for healthy population and food security. The sector has made significant achievements through; investments in gravity fed water system with support of the Korea Embassy, drilling and rehabilitation of boreholes, construction of water pans and provision of piped water to schools and market centres. The momentum to provide access to safe drinking water, water resource conservation, preservation and sustainable utilization will be sustained and scaled up. Gender, Culture, Youth and Sports 60. The county continues to embrace a gender responsive budget that works for everyone (women and men, girls and boys) by ensuring gender-equitable distribution of resources and by contributing to equal opportunities for all. Gender-responsive budgeting is essential both for gender justice and for fiscal justice. The government analyses its budgets for their effect on genders and the norms and roles associated with them. It also involves transforming these budgets to ensure that gender equality commitments are realized. The county has also implemented policies and regulations to curb gender inequality and empowerment of vulnerable groups. 61. The Department of Gender, Culture, Youth and Sports is working to put in place policies that will enable the re-introduction of the empowerment funds; BUCOWEF, BUCOYEF and BUCODEF for a more efficient running to maximize their impact on the society. These resources are designed to show how different actors can influence the budget cycle to promote gender-responsive budgeting at its different stages. It is intended to help groups in developing strategies to think through the actions to take at each stage of the government budget process. Economic Outlook Global Growth Outlook 62. World economic growth is projected to rebound to 5.2percent in 2021 from a contraction of 4.4 percent in 2020 mainly supported by a gradual strengthening in consumption and investment is also expected to firm up. Growth in the advanced economies is projected to improve to 3.9 percent in 2021 compared to a contraction of 12 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 5.8 percent in 2020 supported by improved growths in the major economies particularly the United States and the United Kingdom. Growth in the Euro area is also projected to improve to 5.2 percent from a contraction of 8.3 percent in 2020. Domestic Growth Outlook 63. The growth outlook for 2020 has been revised down from the initial projection of 2.6 percent in the 2020 Budget Review and Outlook Paper (BROP) following receipt of more recent indicators and taking into account the contraction of 5.7 percent in the second quarter and the World Economic Outlook figures released by the IMF. In this respect, economic growth for 2020 is now estimated at 0.6 percent in 2020 and recover to 6.4 percent in 2021 due to in part, the lower base effect in 2020. 64. Looking ahead, economic growth is projected to slow down to 5.5 percent in 2022 (due to in part the uncertainty associated with the 2022 general elections) and recover to 6.1 percent by 2024. In terms of fiscal years, economic growth is projected to grow by 3.5 percent in FY 2020/21 and further to 6.2 percent over the medium term. 65. This growth outlook for the calendar year 2020 and the FY 2020/21 and the medium term, will be supported by the stable macroeconomic environment, ongoing investments in strategic priorities of the Government under the “Big Four” Agenda, the ongoing public investments in infrastructure projects, the Economic Stimulus Program being implemented and the planned Post Covid-19 Economic Recovery Strategy, turn around in trade as economies recover from Covid-19 Pandemic and expected favourable weather that will support agricultural output. These factors will push up consumer demand and increase both public and private sector investment reinforcing the projected growth. 1.8 Risks to the Economic Outlook 66. Risks from the global economies relate to persistence of the Covid-19 pandemic and required lockdowns, voluntary social distancing and its effect on consumption, the ability of laid off workers securing employment in other sectors, rising operating cost to make work places more hygienic and safer, reconfiguration of disrupted global supply chains, extent of cross-border spill overs occasioned by weaker external demand and funding shortfalls. 67. On the domestic front, risks will emanate from weaker external demand, reduced tourist arrivals and containment measures due the Covid-19 pandemic. In addition, the economy will continue to be exposed to risks arising from public expenditure pressures, particularly wage related recurrent expenditures and the erratic weather-related shocks that could have negative impact on energy generation and agricultural output leading to higher inflation that could slow down growth. 13 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 68. The Government is continually monitoring these risks and taking appropriate monetary and fiscal policy measures to preserve macroeconomic stability and strengthen resilience in the economy. To cushion the country against the downsides of the risks, the Government is implementing an Economic Stimulus Package to protect lives and livelihoods. Implementation of the “Big Four” Agenda will unlock better growth, and positively impact on the lives of people through jobs creation and poverty reduction. The Government is also planning a Post Covid-19 Economic Recovery Strategy to return the economy on a stable growth path. Additionally, the diversified nature of our economy continues to offer resilience to any global challenges. COUNTY RISK AND MITIGATION FRAMEWORK NO RISK IMPACT MITIGATION FISCAL RISKS 1. Reduced Funding The demand for services and infrastructural The county will enhance development by the Government has been on an resource mobilization from increasing, which is inconsistent with the rate of both OSRs and development growth of the equitable revenues from the National partners to meet the targeted Government. In effect, Counties will be expected to revenues for FY 2020/21. develop resource mobilization strategies to bridge the gaps. 2. Delay in Delayed disbursement of funds leads to increase in Departments will prepare a Disbursement of county’s operating costs and pending bills procurement plan that is in Funds accumulations. line with the cash flow 3. Under- Under/Over use of county assets leads to wastage The county will ensure full utilization/Over- and portends risks that could undermine the enforcement government utilization of achievement of the county goal. assets management Resources frameworks to solve this. 4. Huge Pending bills Huge Pending bills have the effect of crippling a To avert this, the County will county’s ability to deliver in future. ensure it plans to implement projects in time to avoid increased costs. PROCESS RISKS 5. Planning and These risks relate to; project ownership and The county will ensure Implementation sustainability, project identification and timeliness in adequate public Process approval of county plans, budgets, policies and laws participation, time and by the county assembly. consultation is allowed for each of the laws, policies, plans and budget. 6. Procurement risk These relates to; developing specifications, selecting The county will enforce the the appropriate procurement methods, preparing spirit of the Public tender documents and advertising, evaluation and Procurement and Disposal selection of firms and individuals, negotiating the Act, 2015 contract, and contract administration. Technical departments’ in-charge of infrastructure projects will be required to design implementable work plans for execution. 14 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 NO RISK IMPACT MITIGATION 7. Accountability and This arises from incompetent personnel, poor The county will ensure Reporting supervision and weak internal audit oversight. competent trained staff with adequate supervision. Internal Audit Department will review financial statements and approve selection of accounting policies to be used. CAPACITY RISKS 8. Technical Risks. These risks are associated with engineering designs, The county will strengthen site-specific characteristics, construction and the design and BQ section to installation, and operation and maintenance. ensure quality estimates are done before tendering. 9. Budget Low absorption of budgets may delay delivery The county will undertake Absorption Risks envisaged socio economic transformation monthly and quarterly implementation reporting of all county projects and programmes to ensure planned projects and programmes are implemented and paid on time. Care will be taken to ensure financial procedures and procurement regulations are duly followed in implementation of the county projects and programmes. All county employees will be put on performance contracting and ensure targets set relate to county development plans and policies. 10. Legal Framework Weak or inadequate legal frameworks may pose great Each department will be Risk risks in delayed implementation of projects due to required to profile its entire litigations as a result of loop holes in the legal institutional legal framework. framework in the county institutions. 11. Management The design of programmes in the FY 2020/21 Budget The Department of Finance Risks envisages inter- and Economic Planning will departmental synergies for effective and successful strengthen the Sector implementation of the five thematic areas. The Working Groups to ensure Budget has been formulated in such a way that departments synergize in development programs design and initiatives are theme based and sectors will have to implementation. contribute to the achievement of the aspirations in the thematic areas. EXOGENOUS RISKS 12. Natural calamities The Budget will be cognizant of natural calamities The Public Finance like floods and famine which may befall the county Management Act, 2012 15 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 NO RISK IMPACT MITIGATION and force the county to rework its budget to section 110 provides for accommodate the situation. This will divert funds establishment of an from strategic areas and affect smooth emergency fund to allow for implementation of the programmes in the Budget. forward budgeting and appropriation for funds for emergencies or amendment of the budget through a supplementary. 13. Court cases. Litigations and court injunctions can also derail Strict adherence to the timely execution of the Budget. provisions of the law and These litigations can arise from county’s processes existing legal frameworks especially procurement where perceived unfair competition may land the county in a court of law. Orders to repeat the whole procurement process will expose the county to disadvantages of time value of money, increase operation costs and lose valuable time in delivering the Budget. 14. Political risks To effectively deliver the envisaged agenda for socio Continuous engagement on economic transformation, the Government requires with the County Assembly. policies and procedures that has to be approved by the County Assembly. At times there are delays in approval of these bills which may hamper 16 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 II. BUILDING BACK BETTER: STRATEGY FOR RESILIENT AND SUSTAINABLE ECONOMIC RECOVERY 2.1 Preamble 69. The 2021 CFSP was prepared during a period when the Covid-19 Pandemic has devastated global economies with Kenya and the county not being spared. On the domestic front, the economic impact of the Pandemic is already being felt across all sectors of the economy. Thus, 2021 CFSP is premised on the need to urgently overcome the immediate socio-economic challenges that the country and county faces today. 70. The 2021 CFSP, therefore articulates priority economic policies and structural reforms as well as sectoral expenditure programs to be implemented under the Medium- Term Expenditure Framework for FY 2021/22– 23/24 in order to achieve the County Government’s development goal of economic transformation for a shared prosperity. 71. The National Government is currently implementing an Economic Stimulus Programme - whose objective is to return the economy to the growth trajectory it was on pre-Corona by increasing demand for local goods and services, cushioning vulnerable Kenyans, securing household food security for the poor, and creating employment and incomes. The county government is in sync with this program at the county level and seeks to leverage on the measures set out for the benefit of citizens living in Bungoma. 72. The Big Four Agenda is designed to help achieve the social and economic pillars of our Vision 2030 and the development aspirations espoused in the Kenyan Constitution. Actualization of policies and programmes under each pillar is expected to accelerate and sustain inclusive growth, create opportunities for decent jobs, reduce poverty and income inequality and ensure that we create a healthy and food secure society in which Kenyans have access to affordable and decent housing. 2.2 Priority Pro-Growth Policy Measures 73. As indicated above, the 2021 CFSP, articulates measures that will stimulate growth, promote job creation, reduce poverty, and protect the vulnerable groups and businesses. To achieve these, the County Government will: • Roll out the Post-Covid-19 Economic Recovery Strategy • Harnessing the implementation of the “Big Four” Agenda for job creation; • Foster a conducive business environment; • Fast track development of critical infrastructure in the county. • Transform economic sectors for broad based sustainable economic growth; • Improve access to education, strengthen health care systems; 17 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 • Support youth, women and persons with disability to enable them actively contribute to the economic recovery agenda; • Implement structural reforms to enhance the efficiency of public service delivery while ensuring accountability 2.2.1 Implementing the Post-Covid-19 Economic Recovery Strategy 74. The county Government will tap into the National Government Post-Covid-19 Economic Recovery Strategy (ERS) whose fundamental pillar is a sound macroeconomic framework. The other key pillars include accelerated growth in private sector investment; enhanced allocations to strengthen health care systems; supported recovery and growth of MSMEs; full implemented ESP; up-scaled investment in ICT and digital infrastructure; facilitated clean, green and resilient growth; enhanced resilience of the economy to global supply chain shocks; and better disaster preparedness and management. 75. As part of the interventions to address COVID-19 Pandemic, the County Government in conjunction with the council of governors and KIPRA adopted the economic Stimulus Package in two phases. The first phase, which was introduced in the last financial year 2019/20 included a combination of tax and spending policy measures. The second phase which is ongoing in the current financial year 2020/21, involves spending measures that will stimulate economic growth. 2.2.1.1 Enhanced Budgetary Allocations to Strengthen Health Care Systems 76. The Covid-19 pandemic has overstretched the county’s health care system. To address this, the County Government has enhanced allocations to the health sector. The county received significant financial assistance from the National Government of Kshs 213,714,000. This was used to establish and equip five isolation centres at Webuye, Miendo, Ngalasia, Bumula and Malakisi health centres; capacity building of health workers and procurement of PPEs for health Staff. This was done though only Webuye isolation centre has been put to use so far. The National Government also availed Kshs 66M to pay allowances to frontline health staff. Development partners including the World bank, Afya Plus, Kenya pipeline, LREB also provided their timely non-financial assistance. The county Government highly appreciates this support as it has strengthened health care systems with the requisite equipment, supplies and medical personnel. 2.2.1.2 Support Recovery and Growth of MSMEs 77. MSMEs were severely impacted by the measures put in place by the National Government to contain the spread of the Pandemic such as restrictions on movement and curfews which has led to significant loss of business by MSMEs. The Post-Covid-19 18 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 ERS will prioritize renewed growth in the MSMEs. To complement this effort, the County Government is operationalizing the trade loan policy as its regulations have been approved. Training of local traders on best business practices is on-going. 78. MSME Credit Guarantee Scheme; MSMEs Capacity Building Programme; Finance Plus; 5K Initiative; and MSME ICT Platforms to improve productivity and competitiveness of MSMEs. 2.2.1.3 Climate change mitigation and Adaptation 79. The Department of Environment has prioritized the Climate change programmes through the formulation of the legal and institutional frameworks. During the review period FY 2019/2020 the department through the FLOCCA initiative has formulated the Climate change policy framework and attendant legislation to support its programmes. The climate change Unit has also been put in place to support as a secretariat to the ward committees, planning committees and the apex committee led by His Excellency the Governor. 2.2.1.4 Improved Economic Management and Governance 80. To improve economic management and governance the County Government will ensure strict adherence to PFM Act 2012, PIM regulations and the Public Procurement and Disposable Act 2015 and its regulations. Further, the County Government will strengthen transparency and accountability mechanisms to fight corruption through enhanced multi-agency anti-corruption efforts as articulated by the National Government. This will produce more tangible results in terms of prosecution, convictions as well as asset recoveries. 2.2.1.5 Strengthened County Capacity for Disaster Risk Management 81. The Covid-19 pandemic has exposed weaknesses of many countries including Kenya in their preparedness to deal with highly infectious diseases and pandemics. Currently the frameworks for responding to disasters are fragmented across several laws. To address this challenge, the County Government will utilize the Disaster Risk Reduction manual prepared earlier and develop staff capacity to facilitate effective and efficient response to disasters in a more coordinated manner. In addition, the County Government will enhance the adoption of the County Disaster Management Emergency Fund Regulations; speed up implementation of the Disaster Risk Financing Strategy; and strengthen County Disaster Management and Coordination Framework 82. Further, to respond effectively to pandemics the County Government will tap into the following programmes which will be implemented under the National Government Post Covid-19 ERS: County Level Emergency and/or Contingency Plans; County Disaster 19 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Risk Profiles; and development of urban resilience strategies to enhance disaster preparedness and management in the urban areas and urban water supply. 83. To address unforeseen risks, both man-made and natural, the county shall provide a contingency of at least 2% of the total budget for FY 2021/22. 2.2.2 Harnessing the “Big Four” Agenda for Job Creation 84. The County Government is implementing programmes /Projects / initiatives under the Big four pillars and the enabling interventions as the Government’s economic development strategy which aims at liberating the urban poor from the ‘poverty of dignity’ caused by poor housing and inadequate services; transitioning the youth from being ‘wage earners’ to ‘owners of capital’; building a holistic base of human capital that is food secure and health assured; and jump-starting the shift from being a county of net consumption to one of production leading to creation of jobs and improved livelihoods. 2.2.2.1 Supporting Growth of Manufacturing for Job Creation 85. The manufacturing pillar of the Big Four continues to provide the necessary training ground for the Kenyan youth to acquire skills so as to replicate them in various industries. In order to hasten the process of shifting the youth from wage earners to owners of capital, the Government through this pillar is developing productive capabilities to necessitate their movement from rudimentary to complex operations. 86. Building on the gains already made, the Government continues to invest in the manufacturing sector to scale up operations, protect local industries, and increase the sector’s contribution to GDP. In particular, the development of industrial infrastructures such as Export Processing Zones, Special Economic Zones and Industrial Parks across the county including establishment of modern industrial parks in Webuye and operationalization of cottage industries. This will spur local industrial activities and unlock additional employment opportunities for the unemployed population. 87. To promote value addition and processing, the County Government has invested in the establishment of a milk processing plant at Webuye, Coffee Milling Plants at Musese and Chesikaki, and is finalizing the leasing process of the Chicken Slaughter House at Chwele to enhance incomes in the dairy, coffee and poultry value chains. 88. The National Agricultural and Rural Inclusive Growth Project (NARIGP), a five-year World Bank and Kenya Government funded project has funded community proposals and training of farmer groups in dairy, indigenous poultry, banana, and beans value chains in the twenty Wards where the project is being implemented. 89. To provide the necessary skills and expertise required to boost manufacturing activities, the County Government upgraded two Vocational Training Centres (VTC)s to 20 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 make them centres of excellence that provide specialized quality programmes that resonate well with the evolving industries’ skills. 2.2.2.2 Food and Nutrition Security to all Kenyans 90. The County Government strives towards attainment of food and nutrition security as this is necessary in developing a holistic human capital base that will in turn increase county productivity and enhance economic development. In pursuit of this, the County Government with support from development partners has been implementing various measures such as the Farm Input Support Programme, promoting innovative extension initiatives, recruitment of agricultural officers, implementing programmes to support smallholder farmers and promoting the use of appropriate farming techniques. These measures have borne fruits, notwithstanding the challenges. 91. Covid-19 control measures and changing weather patterns have lately affected the progress of agricultural seasons, livestock sales, market functioning and income generating activities posing a threat to the food security position. To cushion farmers from these adverse effects and further secure food supply chains, the County Government continues to support vulnerable farmers with inputs while the National Government through the Economic Stimulus Programme subsidized the supply of farm inputs through the e-voucher system to reach 200,000 small scale farmers. 92. The County Government is also committed to improve production of maize, beans, fish, poultry, milk, coffee, tea, potato, avocado, cotton among other crops and livestock through continued provision of certified inputs to further reduce the cost of production to farmers. Through enhanced efforts and partner support, the Government has made significant strides in developing and implementing strategies to manage livestock pests and diseases, fall army worms and other crop pests. 93. The recently inaugurated Warehouse Receipt System (WRS) is expected to enhance credit accessibility among farmers. Farmers will be able to deposit their produce in certified warehouses and get issued with Warehouse Receipts, which they will be able to use as collateral to access credit from participating financial institutions or institutions trading in commodity markets. This will reduce pressure on farmers to sell their produce immediately after harvests when prices are usually low. 94. Further, to enhance the income levels of farmers, the Government is promoting agriculture through structured trading by linking farmers to international markets for produce such as coffee, avocado, horticultural products among others. 95. Finally, the County Government continues to develop institutions in the county mainly Agricultural Training Centre (ATC), Agriculture Mechanization Centre (AMC) both at Mabanga and Chwele Fish Farm. These institutions play a critical role in farmer 21 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 training and dissemination of information, provision of farm inputs, dissemination and demonstration of modern agricultural technologies, and generation of revenue. 2.2.2.3 Universal Health Coverage to all Kenyans 96. The National Government has rolled out the UHC insurance scheme which will consolidate all the state sponsored schemes into UHC scheme (HISPOVC, Elderly, PWD, Linda Mama, Edu-Afya). The UHC insurance scheme, a one single national scheme will achieve equity and efficiency through effective cross-subsidization across the poor and rich and across the sick and healthy. In addition, a UHC fund has been established to ensure seamless operations of the UHC agenda. The UHC fund regulations are being drafted. 97. Linda Mama program has been strengthened in the county and all pregnant women who are not on any National Hospital Insurance Fund (NHIF) scheme are encouraged to be enlisted/ enrolled when they attend antenatal care services. Further sensitization on the enrollment of clients to NHIF has been increased in the county. The county is also setting aside Ksh 30M for the enrolment of the vulnerable members of the society on the NHIF scheme. These measures are aimed at ensuring that residents afford health care services and no one will be denied health care service in Bungoma county. 98. To further improve the quality and reach of health care services in the county, the department of Health and Sanitation will continue to improve maternal, newborn and child Health services through the construction of 300 bed maternal and child block at the Bungoma county Referral Hospital and the 100-bed block at Sirisia hospital all of which are half way complete. It has further completed the renovation of eight maternity wings to ensure that maternal services are provided in conducive environment. In an effort to reduce malaria related mortality in County, the department has prioritized early diagnosis, treatment and availing of Long-Lasting Insect Treated Nets (LLITN) with support from development partners. 99. A memorandum of understanding signed with Kenya Medical Supplies Agency has led to regular supply of essential commodities in all government health facilities 100. The county will also ensure that sanitation services are improved to prevent communicable diseases like diarrhea. The current COVID-19 protocol emphasizes regular hand washing and use of sanitizers which have helped reduce preventable illnesses. 2.2.2.4 Affordable and Decent Housing for All Kenyans 101. Affordable Housing is one of the Pillars under the Big Four. Provision of affordable housing is faced with challenges such as; high cost of land, use of inappropriate building technology, limited access to housing financing among others. 22 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 102. The County Government seeks to support the pillar by addressing some of the challenges highlighted through tapping into the National Government measures as highlighted herein; 103. To address the issue of high cost of land and limited access to housing finance, the National Government has concluded the successful incorporation and capitalization of the Kenya Mortgage Refinance Corporation (KMRC). KMRC will provide long term funds to primary housing mortgage providers in the housing sector. The Corporation, will improve mortgage affordability, increase the number of qualifying borrowers, and result in the expansion of the primary mortgage market and home ownership in Kenya while also deepening the capital markets through large-scale medium to long-term refinance options. 104. Further, the National Government is digitizing all the land records across the Republic under the National Land Information Management System (NLIMS). This will enhance security of land records, improve accessibility, and reduce the cost of land transactions. 105. The county also seeks to supplement the National Affordable Housing Programme through; Implementation of the county spatial plan; Provision of basic infrastructure in pre- planned and developed areas and implementation of the county housing policy. 2.2.3 Conducive Business Environment for Employment Creation 106. The business environment has been affected by Covid-19 Pandemic and continues to remain uncertain. However, despite all the challenges brought about by the Pandemic, the County Government remains committed to creating and sustaining a conducive business environment and promoting consumer protection. This will be enhanced by ensuring the weights and Measures equipment are of standard through calibration and inspection of business premises hence promoting trade that is geared towards job creation. 2.2.4 Infrastructure Development for Inclusive Growth 107. The County Government continues to build a strong transport system to enhance connectivity in the county through road networks. This will ensure businesses thrive in an enabling environment and realize significant progress from manufacturing and Agro- processing. 2.2.4.1 Expansion of the Road Network 108. Over the review period the Department made outstanding milestones in implementation of various projects key among them was the significant progress on the 23 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Upgrading of Kanduyi – Sang’alo Junction Dual Carriage from 5% reported at the beginning of the period to 44% reported at the end of the period. Other areas included substantial completion of 2018/2019 Ward Based Projects, RMLF and COUNTY projects from a cumulative rate of 38% at the beginning of the period to 96% at the end of the period. The reminder of 4% is mostly attributed to outstanding payments carried forward. 109. Award and substantial implementation of 130 No. new contracts under various implementation programs as follows; 52No. Ward based programs consisting 3Box culverts and 115.7Km of gravel; 29No. Gravel pits lease contracts consisting of 25.5Acres of land in various wards; 24.5Km of roads graded through MoU with west Kenya; 42.3Km of gravel roads with additional 39Km graded through MTF program; 49No. RMLF road projects consisting 1.19Km of drainage works targeting opened vulnerable roads, 106Km of gravel roads and 27.8Km of Spot Improvement; Through framework contracting, the Department had initiated maintenance of 9No. Projects consisting 17.6Km of spot graveling, 1No. drift and rehabilitation of 1 No. bridge; The Department through own machinery 84.9Km of grading and 8.6Km of gravel roads were captured in the period under review. 2.2.4.2 Adequate, Affordable and Reliable Energy Supply 110. The socio-economic status and the general well-being of society largely depends on access to stable, reliable and affordable energy supply. In this regard, the Government is committed to ensure an efficient and reliable production, transmission and distribution of affordable, clean and reliable energy. 111. In order to promote a 24-hour economy and enhance security in designated areas, The County Government continues to install street lights on markets and other social amenities to enhance security and increase business working hours for MSMEs. 112. The last mile connectivity programme by the National Government crossed the 7.2 million household connections mark and the Country is proceeding well towards the aspiration of 100% universal electricity access by 2022. The County Government will seek partnerships with the national government to subsidize the cost of energy and enhance availability of grid energy for potential investors. 113. Going forward, the County government through KPC, Virunga Power and other partners are supporting exploration and distribution of alternative energy sources such as solar and small community Hydro-power generation 2.2.4.3 Promoting the use of Information, Communication and Technology (ICT) 114. A key component of the Post-Covid-19 economic recovery is enhancing investment in development of the requisite ICT and digital infrastructure to facilitate e-commerce 24 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 and efficient delivery of public services. In particular, focus will be on prioritizing critical connectivity infrastructure and bridging the digital gaps, development of appropriate content, skills development, and enhancing affordability, accessibility and reliability of digital infrastructure. 115. Information, communication and Technology plays a big part in today’s digital economy. Amidst the disruptions caused by Covid-19 Pandemic and most people working from homes, ICT has taken center stage in driving activities in other economic activities and as such it has shown great potential to increase economic growth and improve the lives of Bungoma residents. 116. The County Government takes cognizance of the critical role ICT and innovation play in overall county development. As such, the attainment of development goals hinges on the county’s ability to reap on the full potential of technological advancement and innovations in ICT. 2.2.5 Sectoral Transformation for Broad Based Sustainable Economic Growth 2.2.5.1 Environmental Conservation and Water Supply 117. Environment conservation and sustainable access to water is essential for sustainable agriculture and industrial transformation. Towards this end the County government has continued to prioritize the sustainable exploitation, utilization, management and conservation of the environment and protection of water catchment areas. As a result the Department is keen to receive the conditional grant support from the EU program Water Towers to facilitate sensitization of communities, greening services and rehabilitation of hill tops. 118. The Department is keen on construction of large trans - county gravity water schemes that will enable water connectivity to households in Bungoma county. 119. The department has purchased a state-of-the-art drilling fleet that will advance exploration of ground water in Bungoma county. Water stressed areas of Sirisia and Bumula sub counties will be key beneficiaries of these drilling programmes. 120. During the Covid-19 pandemic, the County Government in collaboration with other partners like LVNWSB introduced initiatives intended to curb the spread of the virus by implementing pro poor water supply in informal settlement areas, provision of portable hand washing points and sensitization on Covid-19 protocols to communities. 121. Over the medium term the Department of Water and Natural Resources will prioritize implementation of water supply projects to communities through the Ward Based Projects program. The Development partner led project of KOICA II will be a key flagship project as it will serve the Mt Elgon, Kabuchai, Tuuti Marakaru, Kanduyi and Musikoma wards and there neighboring wards with major emphasis on the Kibabii University Complex a peri-urban area. 25 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 2.2.5.2 Solid Waste management and disposal 122. The Department of Environment and Tourism will prioritize the construction of phase II and III of the Muanda dumpsite security wall and enhance the garbage collection services to further reach the remote areas and markets. The Department further needs to look into the solid waste management programme by adopting the 3Rs strategy and the community involvement in matters garbage management. 123. The Department has developed key policies to enable its operations in a legal framework, among them are: solid waste management, tourism policy, environment policy, forestry policy, ESSG Policy and guideline and the rig management policy. All these are in draft form and approved at cabinet level awaiting the county assembly ratification. 2.2.5.3 Stimulating Tourism Recovery, Sports, Culture, and Arts 124. The county has had several initiatives geared towards the Marketing, branding and promotion of tourism through initiates like: Miss Tourism, Mt Elgon 4*4 Jumbo charge, beauty pageant. This has greatly assisted in marketing our county nationally. Tourism sub sector contributes immensely to economic development through boosting job creation in the service industry and generating foreign exchange for the national government. 125. The County Department of Tourism has profiled 21 tourist sites across Bungoma County. These products and sites will be documented and digitized for the domestic and international markets to access. 126. The County is currently developing some of the profile sites namely: Park entrance gate and the Mt Elgon Nature trail at the elephant maternity site. Once complete these two projects will create employment to the locals and enhance local revenue through collections at the game reserve entry point. The park entry gate will be an integrated development where there will be curio shops constructed to improve on local trade on artefacts. 127. Sports, Culture, and Arts sub-sectors have the potential to contribute immensely to economic development through boosting job creation and generating income. With this realization, concerted efforts have been geared towards sport development, development of the film industry, preservation of various cultures, nurturing of talents and arts, and preservation of our county heritage. 128. The county has almost completed the construction of the high-altitude center promising great service to sportsmen and women. Upgrading of the Masinde Muliro Stadium is underway which is a state-of-the-art facility likely to develop and nurture talents at the grass root level and generate income for the county. Maeni youth centre is also under construction to enable training for youth in many life skills. 26 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 129. The County has over the years through the KIKOSCA program supported development and performance of music, drama, and dance; exhibition of works of art and crafts; and fostered discussions of matters of literary, historical, scientific, and education importance. 130. Culture and tradition encompass intangible aspects such as knowledge, skills, attitudes, beliefs, music, oral traditions, and festivals in addition to tangible culture, which includes mausoleums, shrines, arts, antiques, antiquities, indigenous food, and sports. Through county programs, plans are underway to operationalize the various cultural sites developed in an effort aimed at making arts and culture a source of livelihood. 2.2.5.4 Sustainable Management of Land for Social-Economic Development 131. Land has been a constraining factor in both agricultural production and in socio- economic development. It is a central economic, social and cultural factor in societal relations. Increased population density and continuous land fragmentation has led to the commodity being scarce and this is affecting agricultural production. Informal settlements have also affected land productivity which if not arrested in time will lead to increased incidences of food insecurity, reduced incomes for the farming community and non-accumulation of economic assets. 132. It is for this reason that the County Government has formulated policies and programs to guide land use through the county department of Lands, Urban, Physical Planning and Housing. The county in collaboration with the National Government has strengthened its capacity to plan for urbanization and effective public land use for economic development. Further, National Spatial Plan (NSP) and National Land Use Policy (NLUP) already in place were critical policy frameworks in guiding the county in formulation of Bungoma County spatial plan and the Integrated Urban Development Plan. 2.2.6 Expand Access to Quality Social Services 133. The Government strategically invests in human capital to enhance knowledge and skills required to be competitive in the information age. Investment in human capital is critical in driving inclusive economic growth. The Government has been investing in all social sectors leading to improvements in the country’s human capital index as shown by the 2020 World Bank Human Capital Index where Kenya ranked second in Africa and 94th globally. 134. The County Government has prioritized human capital development by investing in quality and relevant education including tapping into the National Government revamping the Technical and Vocational Education and Training (TVET) sub sector. So 27 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 far the county Government has received 129 Million towards VTC capitation which benefitted trainees. This will create a strong manufacturing base that will lead to the country’s prosperity. 2.2.6.1 Quality and Relevant Education for all Kenyans 135. The County Government has continued to institute far-reaching reforms within the education sector in order to protect, nurture and mould our young children into responsible citizens. The county has fully embraced the roll-out of the Competency Based Curriculum. This is a fit-for-purpose, fit for context curriculum that aims to equip our learners with the current and emerging industrial needs. As at the end of 2019 calendar year, a textbook to pupil ratio of 1:1 for grades 1 through to 3 had been achieved. 136. The Government continues to make sustained investments in the education sector. The county has employed over 2,000 ECDE teachers and invested in ECDE infrastructure across the county in an effort to promote quality basic education. This has increased access to quality basic education and improved the outcomes of our public schools as seen in high transition rates from ECDE to primary school which is currently close to 100 percent. 137. Moreover, the huge investments in education have increased enrolment in both lower and higher institutions of learning. To support secondary education, the county Government has made huge investments in awarding scholarships to bright and needy students as well as bursaries which has improved the outcomes of our public schools as seen in high literacy levels ranking among peer nations and promises to increase enrolment in higher institutions of learning. 138. To bridge the skills gap and competencies of youth, the county has made sustained investments in infrastructure development as well as construction and equipping of Vocational Training Centres. The county has specialized three centres of excellence at Wekelekha, Chwele and Muteremko VTCs. 139. Going forward, the Government will continue to prioritize the education sector and allocate resources to enhance access to basic and higher education, skills development and training, ECDE teacher recruitment and infrastructure development as well as construction and equipping of VTCs. 2.2.6.2 Strengthening the Social Safety Nets 140. During the Covid-19 Pandemic period, the Government implemented a range of measures to cushion the vulnerable members of the society including injection of cash and provision of additional disposable incomes to the people and businesses providing the much-needed relief to the economy and cushioning the vulnerable in the society. 28 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 2.2.6.3 Empowering Youth and Women for Employment Creation 141. The County government has committed to assisting the Youth, Women and PWDs by; Building women capacity in leadership of small and medium enterprises, access to government procurement opportunities and existing financing institutions; Established Bungoma county youth and women empowerment funds as a revolving fund that seek to develop and nurture their entrepreneur; Partnered with organizations both locally and international involved in the empowerment of youth and women. 142. The government has also partnered with Master Card foundations through Centum to establish an ICT centre at Electricity house in Bungoma town for online jobs connection to existing opportunities and talent Development. 143. The County Government has trained youths under the Ajira programme. The program is geared towards creating a platform for job seekers to post their qualifications and tap into online employment opportunities and enterprise. 2.2.6.4 Deepening Public Financial Management Reforms 144. In its effort to ensure efficiency and effectiveness of public spending, the County Government will undertake the CIDP Mid-Term review in order to assess progress made in the implementation of planned programs. This will be done through ground inspection of projects and robust public engagements. As a measure of accountability, the County Government strives to adhere to strict project timelines and budgets. 145. In addition, to strengthen the implementation of the public investment projects in the country, the National Treasury issued the Public Investment Management (PIM) Guidelines Circular No. 16/2019 in January 2020 to provide a standard framework for the management of public investments. Compliance with PIM Guidelines is being sort by the County Government when planning, appraising, approving and budgeting for all projects. 146. To ensure a standardized systematic mechanism for regularly monitoring, flagging and declaring the official status of projects across all departments the county directorate of Monitoring has embraced the CIMES and also developed a County Indicator Handbook for Monitoring and Evaluation of County projects. 2.2.6.5 Stimulating Tourism 147. Tourism sub sector contributes immensely to economic development through boosting job creation in the service industry and generating foreign exchange for the national government. With this realization the County Government of Bungoma has made concerted efforts through Tourist product development and Tourism marketing development promotion and branding. 29 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 148. The County Department of Tourism has profiled 21 tourist sites across Bungoma County. These products and sites will be documented and digitized for the domestic and international markets to access. 149. The County Government is currently developing some of the profile sites namely: Park entrance gate and the Mt Elgon Nature trail at the elephant maternity site. Once complete these two projects will create employment to the locals and enhance local revenue through collections at the game reserve entry point. The park entry gate will be an integrated development where there will be curio shops constructed to improve on local trade on artefacts. 150. The county has had several initiatives geared towards the Marketing, branding and promotion through initiates like: Miss Tourism and Mt Elgon 4*4 Jumbo charge. The Department has had a successful beauty pageant that was carried out from the Ward level to the National Finals. This has greatly assisted in marketing our county nationally. 151. The Kenyan economy remains resilient and grew by an average of 5.5 percent in the first three quarters of 2019, mostly supported by strong performance in the services sector. Growth momentum is expected to pick up to 5.6 percent in 2019, 6.1 percent in 2020 and further to 7.0 percent over the medium term supported by a strong rebound in the agricultural output, steady recovery in industrial activities, robust performance in the services sector, and investments in strategic areas under the “Big Four” Plan. 152. Overall inflation remained stable at 5.8 percent in December 2019 due to lower food prices following favorable weather conditions. Inflation is expected to remain within target in 2020, largely due to lower energy prices and expected stability in food prices. 153. The economy continues to register macroeconomic stability with low and stable interest rates and a competitive exchange rate to support exports. 154. The foreign exchange market remains stable supported by the narrowing of the current account deficit. The current account deficit is estimated at 4.3 percent of GDP in 2019 down from 5.0 percent in 2018. The narrowing deficit reflects strong growth in diaspora remittances and tourism receipts, higher tea and horticultural exports, slower growth in imports due to lower food imports and the decline in international oil prices. 2.3 Fiscal Performance 155. Budget execution in the first half for the FY 2020/21 was hampered by revenue shortfalls and rising expenditure pressures. The shortfalls in revenues reflect the weak business environment and the impact of the tax reliefs implemented in April 2020 to support people and businesses from the adverse effect of Covid-19 Pandemic. Revenues are expected to progressively improve in the second half of the fiscal year following the gradual reopening of the economy and as well as improved domestic sales. 30 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 156. The Government has embarked on expenditure rationalization and prioritization to ensure that expenditures are on the most impactful programmes that yield the highest welfare benefits to the citizens. 157. The expenditure rationalization is to ensure sustainable fiscal position in the FY 2021/22 and the medium term, and reaffirm the County Government’s commitment to its fiscal consolidation plan and to prudent fiscal management in general. 2.3.1 Revenue Performance 158. Revenue collection to December 2020 declined by 3.3 percent compared to a growth of 17.1 percent in December 2019. This decline is attributed to the difficult operating environment due to the Covid-19 pandemic which has been adversely affecting revenue performance from March 2020. The cumulative total revenue - inclusive of Ministerial Appropriation in Aid (AiA) amounted to Ksh 342,048,346 against a target of Ksh 505,621,719, with shortfalls recorded in both ordinary revenues (Ksh 76,672,381) and Ministerial A-I-A (Ksh 86,900,992). 159. Local revenue collection to December 2020 amounted to Ksh 147,270,818 which was a growth of 24.9 percent over the same period in 2019. The growth was driven in part by adoption of cashless payment mode, increased payment options, reducing unstructured revenue, active human resource intervention and introduction of monthly stickers for PSVs. An analysis of revenue sources points to a general growth in collection from single business permits, plan approval and inspection fees, slaughter fees and enclosed bus park fees during the review period. 160. Ministerial A-I-A amounted to Ksh 194,777,528 against a target of Ksh 281,678,520. Ministerial AIA revenue, recorded 17.4 percent decline for the period ending December 2020 compared to a growth of 52.9 percent over a similar period in 2019. 161. productive sectors such as agricultushows the Revenue Performance and Projections. 31 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Table 2: Actual and Medium-Term Revenue Projections ACTUALS PROJECTIONS FY 2017/18 2018/19 2019/20 2020/21 1st 2021/22 2022/23 2023/24 half ACTUAL RECEIPTS (Kshs) (Kshs) (Kshs) (Kshs) (Kshs) (Kshs) (Kshs) Land rates 20,103,340 16,042,434 12,852,382 8,737,043 21,696,675 22,781,509 23,920,584 Single Business Permit 67,292,772 70,723,436 60,422,843 18,475,640 102,006,660 107,106,993 112,462,343 Cess 17,001,811 18,149,991 22,055,708 16,178,810 37,234,428 39,096,149 41,050,957 Markets and slaughter 35,776,644 38,895,859 41,895,177 25,266,525 70,728,168 74,264,576 77,977,805 house fees Bus park and street Parking 47,131,901 73,717,987 62,726,933 25,009,820 105,895,860 111,190,653 116,750,186 fees Other Revenue sources 106,723,239 108,523,786 111,027,106 53,602,980 187,438,209 196,810,119 206,650,625 Total -Local Revenue 294,029,707 326,053,493 310,980,149 147,270,818 525,000,000 551,250,000 578,812,500 AIA 325,365,923 324,540,993 466,477,712 194,777,528 397,598,064 417,477,967 438,351,865 GRAND TOTAL 619,395,630 650,594,486 777,457,861 342,048,346 922,598,064 968,727,967 1,017,164,365 Source: County Treasury 32 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 Table 3: Actual revenue collections and realistic projections for FY 2020/21 S/NO. REVENUE STREAM ANNUAL ACTUAL ACTUAL ACTUAL TARGETED REVENUE AS REVENUE REVENUE REVENUE AT 31ST JANUARY AS AT 31ST (KSHS.) DEC.2020 2021 (KSHS.) JAN.2021 (KSHS.) (KSHS.) 1 Land Rates 28,929,000 8,737,043 1,525,031 10,262,074 2 Single Business Permits 136,009,000 18,475,640 8,955,500 27,431,140 3 Alcoholic Drinks Licenses 8,686,000 1,060,300 636,000 1,696,300 4 Application Fees 9,290,000 1,585,350 467,500 2,052,850 5 Renewal fees 14,079,500 2,995,000 611,600 3,606,600 6 Cheque Clearance Fees 34,000 - - - 7 Conservancy Fees 21,980,600 3,166,020 1,337,250 4,503,270 8 Fire Fighting 35,038,700 6,468,250 2,109,300 8,577,550 9 Advertisement Fees 42,927,060 4,747,123 2,293,300 7,040,423 10 Food Hygiene Licenses 8,852,000 1,046,950 520,000 1,566,950 11 Water Sampling - - - - 12 Change of User Fees 178,332 45,673 - 45,673 13 Car Parking Fees 18,200,050 5,133,135 1,253,780 6,386,915 14 Bodaboda Parking Fees 9,411,000 1,153,115 53,250 1,206,365 15 Burial Fees 128,300 30,000 9,000 39,000 16 House Rent 19,560,600 5,941,600 960,800 6,902,400 17 Stadium Hire 94,500 - - - 18 Miscellaneous Income 239,499 20,000 259,499 19 Plan Approval 24,332,770 7,248,597 672,420 7,921,017 20 Inspection Fee 4,649,901 1,555,277 163,500 1,718,777 21 Occupational Permits 33,764 - - - 22 Ground Fees 636,204 804,826 191,788 996,614 23 Market Fees 84,389,980 23,200,465 3,201,680 26,402,145 24 Enclosed Bus Park Fee 122,994,500 19,876,685 4,323,570 24,200,255 25 Slaughter house Fees 9,914,250 2,066,060 300,760 2,366,820 26 Plot Transfer 373,660 54,000 30,000 84,000 27 Change of Business Name 55,149 19,500 9,000 28,500 28 Registration of Women Group - - - - 29 Impound Charges 2,319,533 412,650 40,200 452,850 30 Cess 49,645,900 16,178,810 1,960,859 18,139,669 31 Other Property - - - - 32 Tender Document Sale - - - - 33 Sand Harvest Fee - - - - 34 Market Stalls Rent 4,982,800 616,440 212,850 829,290 35 Stock Sales 12,504,200 4,104,490 712,540 4,817,030 36 Other Revenue sources 29,768,748 10,308,320 965,519 11,273,839 TOTAL 700,000,000 147,270,818 33,536,997 180,807,815 33 BUNGOMA COUNTY FISCAL STRATEGY PAPER 2021 162. A performance of Kshs. 777,457,861 was reported for the financial year 2019/20, indicating that 84.6 percent of the annual revenue target of ksh. 919,097,384 was achieved. 163. Cumulative revenue realized for the 1st half of FY 2019/20 was Kshs. 353,722,750 Local revenue comprised 33.3% while AIA 66.6%. The revised target for local revenue for FY 2019/20 is Kshs. 441,568,054 which is lower than the target of Kshs. 745,168,045 for FY 2018/19. Table 4 shows the own source revenue performance for 1st half of FY 2019/20 and FY 2020/21. Table 4: Cumulative revenue performance for 1st half FY 2020/21 2020/21 (as 2019/20 (as 2018/19 (as Revenue at 31st at 31st at 31st Variance (A- Variance (A- Type December) December) December) B) C) A B C Local 147,270,818 117,949,768 96,650,805 29,321,050 50,620,013 revenue AIA 194,777,528 235,772,982 154,233,498 (40,995,454) 40,544,030 Total 342,048,346 353,722,750 250,884,303 (11,674,404) 91,164,043 164. An analysis of revenue sources points to a general growth in collection from Single Business permits, Plan Approval and Inspection fees, Slaughter fees and stock auction fees. Enclosed bus park fees (PSV stickers) registered an impressive performance improving by 91 percent compared to 2017/18. Chart 1 details the revenue performance by sources. 34 Chart 1: Revenue Performance First Half FY 2020/21 REVENUE PERFORMANCE FIRST HALF FY 2020/21 Market Fees 16% Others 47% Enclosed Bus Park Fee 13% Single Business Permits 13% Cess 11% 165. The under collection of revenue of 34.2% is attributed to slowed economic recovery due to Covid-19 pandemic, inadequate market support infrastructure and incomplete enabling revenue administrative legislation. 2.3.2 Expenditure Performance 166. Total Expenditure for the half year period ending December 2020 amounted to Kshs. 4,046,942,822 which is less than the projected amount by Kshs. 1,904,221,620. The underutilization of the budget was due to compensation of employee leave allowance to all County staff during the month of December and utilization of the unspent CRF balances for FY 2019/20 to clear pending some of the pending bills. Recurrent spending amounted to kshs. 3,358,336,751 while Development Expenditures and transfer to other government units were Kshs. 688,606,070 and Kshs. 347,415,582 respectively. 67 Tables 6, 7 and 8 provide the details; Table 5: Summary Statement of Appropriation: Recurrent and Development Combined Percentage Budget Budget Actual Budget budget Receipt/Expense Item Budget Q2 2020 Actual Q2 2020 utilization cumulative to cumulative to utilization utilization difference date date difference difference Kshs Kshs Kshs Kshs Kshs Kshs % RECEIPTS Exchequer releases 2,248,435,000 2,934,904,500 (686,469,500) 4,496,870,000 3,699,758,400 797,111,600 82% Proceeds from Domestic and Foreign Grants 344,567,607 155,702,635 188,864,972 689,135,214 155,702,635 533,432,579 23% Transfers from Other Government Entities 66,740,354 66,740,354 0 133,480,709 66,740,354 66,740,355 50% County Own Generated Receipts 315,839,260 190,465,570 125,373,690 631,678,520 336,353,044 295,325,475 53% Returned CRF issues - 44,122 - 44,122 - 211,181 - 211,181 0% TOTAL 2,975,582,221 3,347,857,181 (372,274,960) 5,951,164,442 4,258,765,614 1,692,398,828 72% PAYMENTS - - Compensation of Employees 1,112,558,536 1,605,493,008 (492,934,472) 2,225,117,073 2,380,623,341 (155,506,269) 107% Use of goods and services 562,415,032 349,629,160 212,785,872 1,124,830,064 537,583,292 587,246,771 48% Transfers to Other Government Units 216,924,329 216,261,603 662,726 433,848,658 347,415,582 86,433,076 80% Other grants and transfers 395,509,260 436,538,880 (41,029,621) 791,018,519 475,005,069 316,013,450 60% Social Security Benefits 4,183,870 1,281,225 2,902,645 8,367,741 1,281,225 7,086,516 15% Acquisition of Assets 666,491,194 303,088,682 363,402,512 1,332,982,389 305,034,312 1,027,948,076 23% Other Payments 17,500,000 - 17,500,000 35,000,000 - 35,000,000 0% TOTAL 2,975,582,221 2,912,292,559 63,289,662 5,951,164,442 4,046,942,822 1,904,221,620 68% Deficit /Surplus 435,564,622 (435,564,622) 0 211,822,793 (211,822,792) Source: County Treasury 2020 Table 6: Summary statement of appropriation – Recurrent Percentage Budget Budget Actual Budget budget Receipt/Expense Item Budget Q2 2020 Actual Q2 2020 utilization cumulative to cumulative to utilization utilization difference date date difference difference Kshs Kshs Kshs Kshs Kshs Kshs % RECEIPTS Exchequer releases 1,703,596,413 2,589,370,132 - 885,773,719 3,407,192,825.50 3,354,224,032 52,968,794 98% Proceeds from Domestic and 42,482,077 12,645,000 97,609,154 Foreign Grants 55,127,077 12,645,000 110,254,153.50 11% 67 Percentage Budget Budget Actual Budget budget Receipt/Expense Item Budget Q2 2020 Actual Q2 2020 utilization cumulative to cumulative to utilization utilization difference date date difference difference County Own Generated 190,465,570 125,373,690 336,353,044 295,325,475 Receipts 315,839,260 631,678,519.50 53% Returned CRF issues - 44,122 - 44,122 - 211,181 - 211,181 0% TOTAL 2,074,562,749 2,792,524,824 - 717,962,074 4,149,125,498.50 3,703,433,257 445,692,241 89% PAYMENTS Compensation of Employees 1,112,558,536 1,605,493,008 - 492,934,472 2,225,117,072.50 2,380,623,341 - 155,506,269 107% Use of goods and services 557,389,854 349,629,160 207,760,693 1,114,779,707.20 537,583,292 577,196,415 48% Transfers to Other Government 216,261,603 - 3,087,274 347,415,582 78,933,076 Units 213,174,329 426,348,657.50 81% Other grants and transfers 138,734,567 77,290,050 61,444,518 277,469,134.50 82,790,050 194,679,085 30% Social Security Benefits 4,183,870 1,281,225 2,902,645 8,367,740.50 1,281,225 7,086,516 15% Acquisition of Assets 31,021,593 6,697,631 24,323,962 62,043,186.00 8,643,261 53,399,925 14% Other Payments 17,500,000 - 17,500,000 35,000,000.00 - 35,000,000 0% TOTAL 2,074,562,749 2,256,652,677 - 182,089,928 4,149,125,498 3,358,336,751 790,788,747 81% Source: County Treasury FY 2020/21 Table 7: Summary statement of appropriation – Development Budget Budget Actual Budget Percentage Budget Q2 Receipt/Expense Item Actual Q2 2020 utilization cumulative to cumulative to utilization budget 2020 difference date date difference utilization difference Kshs Kshs Kshs Kshs Kshs Kshs % RECEIPTS Exchequer releases 544,838,587 345,534,368.00 199,304,219 1,089,677,174.50 345,534,368 744,142,807 32% Proceeds from Domestic and Foreign Grants 289,440,530 143,057,635.20 146,382,895 578,881,060.50 143,057,635 435,823,425 25% Transfers from Other Government Entities 66,740,354 66,740,354.00 0 133,480,708.50 66,740,354 66,740,355 50% TOTAL 901,019,472 555,332,357.20 345,687,114.55 1,802,038,943.50 555,332,357.20 1,246,706,586.30 31% PAYMENTS - Use of goods and services 5,025,178 5,025,178 10,050,357 - 10,050,357 0% 68 Budget Budget Actual Budget Percentage Budget Q2 Receipt/Expense Item Actual Q2 2020 utilization cumulative to cumulative to utilization budget 2020 difference date date difference utilization difference Kshs Kshs Kshs Kshs Kshs Kshs % Transfers to Other Government Units 3,750,000 - 3,750,000 7,500,000 - 7,500,000 0% Other grants and transfers 256,774,692 359,248,830.40 - 102,474,138 513,549,385 392,215,019 121,334,366 76% Acquisition of Assets 635,469,601 296,391,051.40 339,078,550 1,270,939,203 296,391,051 974,548,151 23% TOTAL 901,019,472 655,639,881.80 245,379,590 1,802,038,944 688,606,070 1,113,432,873 38% Source: County Treasury FY 2020/21 69 167. Analysis from table 7 shows that Compensation to employees consumed the largest share of the current allocation with the balance going to operations and maintenance. 2.4 Fiscal Policy 168. Going forward into the medium term, the Government will continue with its expenditure prioritization policy with a view to achieving the transformative development agenda which is anchored on provision of core services, ensuring equity and minimizing costs through the elimination of duplication and inefficiencies, creation of employment opportunities and improving the general welfare of the people. 169. To achieve this target, the Government will continue to restrict growth in recurrent spending and double its effort in domestic resource mobilization. In the FY 2019/20, the Government implemented a raft of tax policy measures through the Tax Amendment Law and the Finance Act, 2020. Revenue performance will be underpinned by the on-going reforms in tax policy and revenue administration and boosted by economic recovery occasioned by the Economic Stimulus Programme and the planned Post Covid-19 Economic Recovery Strategy. 170. Further, the establishment of County Service Delivery Unit (SDU) will enhance efficiency in identification and implementation of priority social and investment projects. This takes into account the County’s efforts to increase efficiency, effectiveness, transparency, and accountability of public spending. 171. In particular, the implementation of Public Investment Management (PIM) regulations under the Public Finance Act will streamline the initiation, execution and delivery of public investment projects. It will also curtail runaway projects costs, eliminate duplications and improve working synergy among implementation actors for timely delivery of development projects. 2.5 Structural Reforms 172. The County has fully operationalized modules of the Integrated Financial Management Information System (IFMIS) rolled out by the National Treasury. The County also uses the Hyperion Planning and Budgeting Module to prepare the Programme Based Budget. 173. The County Government continues to fight against corruption and its adverse effects to the economy which include inefficiency, low productivity and high costs of doing business. The Government will implement measures articulated in National Call to Action against corruption as outlined in the Kenya Integrity Plan 2019-2023. The plan was developed by the Kenya Leadership and Integrity Forum (KLIF) and unveiled on the 9th December 2020 during the commemoration of the International 67 Anti-Corruption day. The KLIF key stakeholders include the national government, county governments, private sector and the media among others. 174. Under the fiscal program are measures to increase the proportion of local revenue with the objective of fully financing the County’s budget in the long term. For effective and efficient management of financial resources, the County will continue to eliminate leakages and enhance revenue collection as well as rationalize expenditure. This will be achieved through continued measures to simplify licenses and fees levies, improve compliance and automation of revenue collection system in order to eliminate leakages and to widen revenue base. 175. In the Financial Year 2021/22, the department of revenue anticipates to ride on the new revenue system enhancement to mobilize more domestic resources. The county developed an own revenue management and collection system in 2015. It was subsequently implemented in the year 2016. The system supports all the local revenue streams. The system has been effective to the following extent: i. Enhancement of document security features. It is now not possible to forge a trade license or liquor license for Bungoma County. More security verification features including the USSD has been added. ii. Introduction of self-service payment options for customers, Customers can now pay for street parking using their handsets. No need to look for parking attendants. Matatus and bodabodas can too pay direct using their mobile phones. No need to come to the office for the service. iii. Reduction of work load on billing and receipting clerks. Customers can now generate their own bills and make payment through mpesa or direct bank deposit. The system automatically acknowledges the payment and receipts instantly. No need for cashier to print a receipt unless requested by the customer. iv. The enforcement module is now active. The enforcement officers simply use their handsets to confirm compliance for single business permits, parking fees, bodaboda and matatu stickers. v. The department used to take four days to issue and deliver the single business permit to the customer. With automation, it takes one hour to process a permit for an existing customer. vi. The revenue collectors can now bank what they collect at the end of the day. The system records their collection and reconciles with their bankings. The system monitors unbanked revenue. It now takes less than eight hours to bank revenue for unstructured revenue and instantly for the structured revenue. The system does not receipt cash payments for structured revenue. 68 176. To enhance local revenue collection, the department of Finance and Economic planning has issued communication to relevant departments to fast-track preparation of the following legislations; i. County Rating Bill ii. Animal Control and Welfare Bill iii. Outdoor Advertisement and Signage Bill iv. Physical Planning Bill v. Construction and Development Control Bill vi. Inspectorate and Enforcement Bill vii. County Valuation Roll viii. County Public Entertainment and Amenities Bill ix. Housing Policy 177. The Government is also committed to strengthen expenditure control through Public financial management reforms aimed at upgrading efficiency, transparency and accountability in order to free fiscal space for priority social and investment projects. 178. The County Government will institute measures to contain the bloated wage bill so as to divert resources for development initiatives. These would include payroll cleansing and staff rationalization. The County Government will also enhance capacity of the County Government staff so as to encourage proper and transparent use of resources and enhance service delivery. 2.6 Urban Development strategy 179. The County constituted urban/town management committees/boards for proactive response to urban development issues. The functions of municipal boards as stipulated by the Urban and Cities Act 2011 are to; a) Oversee the affairs of the municipality. b) Develop and adopt policies. Plans, strategies and programs and may set targets for delivery of service c) Formulate and implement an integrated development plan d) Control land use, land sub-division, land development and zoning by public and private sectors. 180. The future prosperity of the county will be supported by viable and sustainable network of urban areas and towns. Over the medium term, the urban management boards/ committees will be empowered through urban plans and budgets to progressively realize the urban development strategy. Focus will be placed on the following urban areas; Bungoma, Webuye, Kimilili, Sirisia, Malakisi, Tongaren, Lwakhakha, Chwele, Cheptais, Bumula, Brigadier and Kapsokwony. 181. The Bungoma urban growth and development strategy is a long-term aspirational strategy driven through four outcomes namely; 69 a) Improved quality of life and development-driven resilience for all. b) A resilient, livable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy. c) An inclusive, job-intensive, resilient and competitive economy. d) A leading metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive. 182. In this regard, the county has facilitated the boards with the necessary budgetary and logistical support to ensure efficient and effective service delivery. 183. The County has supplemented the support provided by the Kenya Urban Support Programme as well as the Urban Institutional Grants by allocating budgetary resources for the provision of urban services. 2.7 Service Delivery Unit 184. The county has an established Service Delivery Unit (SDU) within the Office of the Governor to spearhead efforts for continuous improvement of our policy, strategy and compliance environment in the delivery of public goods, services and works. Wastage of resources and limited budget absorption will forthwith be reduced and capacity to deliver quality services enhanced over the medium term 2.8 The future steps 185. Participatory Monitoring & Evaluation approaches are emphasized to ensure continuous learning and review by all development programme/project stakeholders. Tracking of progress and reporting of results is focused on inputs, processes, outputs, outcomes and impacts of development initiatives in the County. 186. To enable effective monitoring and evaluation, the County Monitoring and Evaluation Committee was formed and operationalized. In the medium term, the county has provided for procurement of the County Integrated Monitoring and Evaluation System (CIMES). This will make it possible for the Monitoring and Evaluation directorate to focus on the following: -Efficiency (Input Verses Output); Effectiveness (Measure of extent to which objectives have been met); Impact (Measure of extent to which the goal achieved made a difference to the problem or situation) and Synergy (Network of actors and new learning) for all the county development projects. 187. To promote prudent use of financial resources as guided by the PFMA 2012 , the county has purposed to improve its internal audit performance. In the medium term, the county is procuring two audit management systems; the TeamMate Audit Management system which will increase the efficiency in audit management and processes and the Interactive Data Extraction and Analytics (IDEA) to improve on handling of audit functions that deal with massive data like the payroll. This will keep in check proper utilization of public funds. 70 188. Future investments should be geared towards mainstreaming the SDGs. In addition to eliminating poverty, the new framework addresses the drivers of change, such as economic growth, job creation, reduced inequality and innovation that makes better and more careful use of natural resources. Industry plays a prominent role in advancing all these drivers. 189. Partnerships are expected to play a key role in the implementation of the future SDGs. In this regard, it is important to recognize that partnerships come in a wide variety of shapes and sizes, and operate at all levels, from local to global. Transparency, trust and dialogue are extremely important to achieve a successful partnership. Partners must also show what they expect in return and make their own objectives clear within the partnership. 71 III. OVERVIEW OF COUNTY SECTORAL PERFORMANCE 3.1 Overview 190. The county has focused on its development agenda through programs/projects/initiatives over the years in order to produce the desired outputs and outcomes as detailed in the foregoing analysis. 3.2 County Sector Performance 3.2.1 Agriculture 191. Through its programs and partnerships with development partners, the agriculture sector realized significant growth which led to: increased agricultural production and productivity; enhanced adoption of good agricultural practices and climate smart technologies; growth of producer organizations, enhanced market access and increased farmer incomes. These was achieved by subsidizing the cost of inputs to enhance access to farm inputs, adopting a multi-stakeholder approach to provision of extension services, capacity building of producer organizations, establishment of processing plants, and enhancing access to markets. 192. Going forward, the County Government will invest significantly towards improved food and nutrition security especially amongst the vulnerable population in the county. The County will seek partnerships to operationalize the agro- processing plants, further enhance access to certified farm inputs amongst small holder farmers, enhance access to markets especially for cash crops produced locally, and hence reduce the cost of food in the county. 3.2.2 Education 193. The county has established 3 centres of excellence at Chwele, Muteremuko and Wekelekha VTCs. Investments in VTC infrastructure has led to an increase in enrolment and graduates in vocational training centers translating to more youths acquiring skills for empowered and productive lives. Infrastructural investment in the ECDE institutions has led to an increase in net enrolment in the ECDE schools with more children transiting to primary schools. Employment of ECDE teachers greatly improved the Teacher to Pupil ratio of 1:71. All ECDE schools undergo quality assessments by the sub county education coordinators to ensure a good educational foundation for the children. 3.2.3 Health and Sanitation 194. The Health sector through support from the national government and development partners has invested to strengthen the health care service delivery systems, resulting in enhanced accessibility, availability and capacity of health facilities. 72 195. Screening of various non communicable diseases like diabetes, hypertension, breast cancer, cervical cancer and prostate cancer has been scaled up at facilities and communities. WHO COVID-19 protocols adopted by the National Government has intensified interventions aimed at reducing the burden of communicable diseases to a level that is of no major public health concern. This includes; regular hand washing, keeping social distance, wearing face masks, increasing the proportion of fully immunized children, deworming of school children, TB treatment completion rate, access to prevention of mother to child transmission, provision of ARVs to HIV clients, the number of children and household using long lasting insecticide treated nets (LLITN). 196. The County has progressively recorded reduced incidences of diarrhea, improved school sanitation and reduced inequalities and discrimination especially for vulnerable populations on matters of sanitation. 197. On health infrastructure the department continues to improve the existing infrastructure through renovations, construction of new building and equipping them notably the 300 and 100 bed capacity maternity/child block at BCRH and Sirisia Sub-County hospital respectively. Further the department maintains the existing vehicles and will procure new ones to ensure ease of mobility and referrals of patients and samples. 198. On Universal health coverage, the department will increase linda mama enrolment. Cases of violence and injuries are on the rise especially with the onset of COVID 19 pandemic and more efforts have been put in place to reverse these situations through sensitization, improved access to accident and emergency services in all health facilities. 199. Health work force have been motivated through timely remuneration, promotion and capacity building. Further there is improvement in the health products and commodities procurement and availability to health facilities. 3.2.4 Transport Infrastructure 200. Through County Government programmes and projects, in partnership with the Road Maintenance Fuel Levy Fund (RMLF), the County Mechanical and Transport Fund (MTF) programme and Kenya Urban Support Programme (KUSP), 3 km of Urban Roads and 8 km Rural Roads have been upgraded to bitumen standards, rural access roads have been opened, expanded, graded, graveled, murramed. 8 Box Culverts were constructed and 25.25 acres of Gravel Pits Leased. This has resulted in reduction in congestion, transport costs, average travel times and an increase in volume of trade. In addition, the County has made progress on works for the conversion of high traffic section of C-33 Mumias-Bungoma road into a dual carriageway between Sang’alo Junction and Kanduyi. This investment will unlock vast 73 socio-economic potential along the corridor and boost urban renewal of Bungoma County. 3.2.5 Trade, Energy and Industry 201. This department focused on providing a conducive trading environment by ensuring consumer protection, extended trading hours through market/street lighting, Renovation of markets, implementing structured taxes, providing accessible e-platform services and automating revenue system. 202. The county has pursued avenues which generate affordable energy supply such as solar energy, biogas and rural electrification through public and private partnerships. 203. The sector has promoted industrialization through establishment of cottage industries such as animal feeds plants, peanut and tomato processing plants, tailoring shops, industrial park and chicken slaughter house. These has contributed towards poverty alleviation, job and wealth creation in the county. 3.2.6 Housing 204. The housing sector formulated a housing policy to inform decisions on investment in housing and private sector involvement. The sector supports the implementation of the National Government Big Four Agenda on housing which will progressively lead to the attainment of outcomes such as lower construction costs, effective utilization of public land, affordable home buyer financing and innovative developer financing using PPP models and approaches such as land swaps. 3.2.7 Forestry 205. The County forest cover constitutes 14.86% (45,049Ha) of the total county size (303,123Ha). This was achieved through implementation of afforestation and re- afforestation programmes, especially in Mt. Elgon being one of the five water towers in Kenya, to enhance the forest cover and protect water sources. Forest eco-systems benefit the community by providing services such as pollination, absorption of CO2, Nutrient formation, serving as partial recycler of waste from the environment, a source of recreation, beauty, spiritual and cultural values. 3.2.8 Water 206. Universal access to clean and safe water for all is a pre-requisite for a healthy population and food security. The sector has made significant achievements through; investments in gravity fed water system with support of the Korea Embassy, drilling and rehabilitation of boreholes, construction of water pans and provision of piped water to schools and market centres. The momentum to provide access to safe 74 drinking water, water resource conservation, preservation and sustainable utilization will be sustained and scaled up. 3.2.9 Gender, Culture, Youth and Sports 207. The County analyses its budgets for their effect on genders and the norms and roles associated with them. It also involves transforming these budgets to ensure that gender equality commitments are realized. The county has also implemented policies and regulations to curb gender inequality and empowerment of vulnerable groups. The county continues to embrace a gender responsive budget that works for everyone (women and men, girls and boys) by ensuring gender-equitable distribution of resources and by contributing to equal opportunities for all. Gender-responsive budgeting is essential both for gender justice and for fiscal justice. 208. The Department of Gender, Culture, Youth and Sports is working to put in place policies that will enable the consolidation of the empowerment funds; BUCOWEF, BUCOYEF and BUCODEF for a more efficient running to maximize their impact on the society. These resources are designed to show how different actors can influence the budget cycle to promote gender-responsive budgeting at its different stages. It is intended to help groups in developing strategies to think through the actions to take at each stage of the government budget process. Other projects for the department include the Ongoing construction of Masinde Muliro stadium at 50% Completion, Construction of Maeni youth empowerment centre at 95% completion and Construction of phase 11of high altitude training centre at 85% complete. 3.2.10 Lands 209. Among other responsibilities, the sector is charged with; physical planning; land transactions; survey and mapping; land adjudication; settlement matters; urban and rural settlement planning; county spatial infrastructure; land and property valuation services. 210. The department under the review period purchased 1 Acre of land to resettle Chebukube traders who were displaced by the on-going upgrading of the 6.5 km dual highway along Kanduyi-Mumias road, prepared three physical development plans for Kimilili, Kapsokwony & Naitiri markets and prepared the valuation roll for Kimilili town. The plans and valuation roll will guide development in the mentioned markets. 75 IV. ECONOMIC OUTLOOK 4.1 Global Growth Outlook 211. Owing to weaker trade and investment at the start of the year, global economic growth is expected at 3.4 percent in 2019 from a projection of 3.0 percent in 2019 down from 3.6 percent in 2018. The sluggish growth reflects the continued global trade sanctions between the U.S.A and China, subdued investment and demand for consumer durables in emerging markets and developing economies, rising energy prices and the continued Brexit-related uncertainties. 212. Growth in the emerging markets and developing economies is expected to pick up to t 4.6 percent in 2020, from an estimated growth of 3.9 in 2019. Similarly, the sub-Saharan Africa region is expected to remain relatively robust growing by 3.6 percent in 2020 from 3.2 percent in 2019. 4.2 Domestic Growth Outlook 213. On the domestic scene, despite the challenging global environment, Kenya’s economy has remained strong and resilient. The economy expanded by 6.3 percent in 2018 up from the 4.9 percent growth registered in 2017. The growth momentum continued in the first three quarters of 2019, with the economy expanding by an average of 5.4 percent. The latest economic indicators in the third quarter of 2019 point to continued economic recovery that will culminate to an overall projected growth of about 5.9 percent in the FY 2019/20. Economic growth is further projected to rise to 6.2 percent in the FY 2020/21 and 6.9 percent by FY 2023/24. 214. The growth outlook for the FY 2019/20 and the medium term is supported by a stable macroeconomic environment, investments in the strategic areas under the “Big Four” Plan and their enablers, and existing business and consumer confidence in the economy. Further, the ongoing public investments in infrastructure projects, growth in tourism, resilient exports and the associated benefits from regional economic integration in the sub region will reinforce the projected growth. 4.3 Risks to the Economic Outlook 215. The risks to the economic outlook for 2020/21 and the medium-term include continued uneven and sluggish growth in advanced economies that will impact negatively on our exports and tourism activities. Public expenditure pressures, especially recurrent expenditures, continue to pose fiscal risk to the National and County Governments. The National government will undertake appropriate measures to safeguard macroeconomic stability should these risks materialize. The county government will mitigate their risks as stipulated herein. 216. The macroeconomic outlook is faced with risks from both external and domestic sources. Risks from global economies relate to increased volatility in the global financial markets due to tensions between the U.S.A and China, the slower growth of 76 the Chinese economy, uncertainties over the nature and timing of Brexit and the pace of normalization of monetary policy in the advanced economies. Further, the uncertainty of trade agreements such as between the United Kingdom and the European Union, the free trade area encompassing Canada, Mexico, and the U.S.A as well as uneven and sluggish growth in advanced and emerging market economies could hamper the forecasted growth. The low commodity prices and the risk of energy prices taking an upward trend, if the rising geopolitical tensions are not subdued, could negatively impact on our exports. 217. Domestically, the economy will continue to be exposed to risks arising from public expenditure pressures, particularly related to wage related recurrent expenditures and the inevitable climate change and variability which has enhanced the frequency of disaster such as landslides, droughts and destruction of physical infrastructure. Locust invasion witnessed in the country in late 2019 and early 2020 possess a risk to agricultural production and food security. These shocks are likely to have negative impact on energy generation and agricultural output leading to higher inflation that could slow down economic growth. 218. On risks emanating from domestic sources, the National Government has laid foundations to enhance faster and lasting growth through the “Big Four” Plan, which will enhance growth momentum, and positively impact on the lives of people through jobs creation and poverty reduction. For example, the Government is expanding irrigation schemes to reduce dependence on rain-fed agriculture, diversifying exports and promoting value addition in agriculture. Further, the Government is accelerating infrastructure development to support manufacturing and expand intra-regional trade by deliberately targeting new markets for our products. In addition, the ongoing enhanced domestic resource mobilization and expenditure rationalization will significantly reduce wage related pressures and reduce debt accumulation thus creating fiscal space necessary for economic sustainability. COUNTY RISK AND MITIGATION FRAMEWORK NO RISK IMPACT MITIGATION FISCAL RISKS 1. Reduced Funding The demand for services and The county will enhance resource infrastructural development by mobilization from both OSRs and the Government has been on development partners to meet the an increasing, which is targeted revenues for FY 2020/21. inconsistent with the rate of growth of the equitable revenues from the National Government. In effect, Counties will be expected to 77 NO RISK IMPACT MITIGATION develop resource mobilization strategies to bridge the gaps. 2. Delay in Disbursement Delayed disbursement of funds Departments will prepare a of Funds leads to increase in county’s procurement plan that is in line with operating costs and pending the cash flow bills accumulations. 3. Under- Under/Over use of county The county will ensure full utilization/Over- assets leads to wastage and enforcement government assets utilization of Resources portends risks that could management frameworks to solve this. undermine the achievement of the county goal. 4. Huge Pending bills Huge Pending bills have the To avert this, the County will ensure it effect of crippling a county’s plans to implement projects in time to ability to deliver in future. avoid increased costs. PROCESS RISKS 5. Planning and These risks relate to; project The county will ensure adequate public Implementation ownership and sustainability, participation, time and consultation is Process project identification and allowed for each of the laws, policies, timeliness in approval of plans and budget. county plans, budgets, policies and laws by the county assembly. 6. Procurement risk These relates to; developing The county will enforce the spirit of the specifications, selecting the Public Procurement and Disposal Act, appropriate procurement 2015 methods, preparing tender Technical departments’ in-charge documents and advertising, of infrastructure projects will be evaluation and selection of required to design implementable work firms and individuals, plans for execution. negotiating the contract, and contract administration. 7. Accountability and This arises from incompetent The county will ensure competent Reporting personnel, poor supervision trained staff with adequate supervision. and weak internal audit Internal Audit Department will review oversight. financial statements and approve selection of accounting policies to be used. CAPACITY RISKS 8. Technical Risks. These risks are associated with The county will strengthen the design engineering designs, site- and BQ section to ensure quality specific characteristics, estimates are done before tendering. 78 NO RISK IMPACT MITIGATION construction and installation, and operation and maintenance. 9. Budget Absorption Low absorption of budgets The county will undertake monthly and Risks may delay delivery envisaged quarterly implementation reporting of socio economic transformation all county projects and programmes to ensure planned projects and programmes are implemented and paid on time. Care will be taken to ensure financial procedures and procurement regulations are duly followed in implementation of the county projects and programmes. All county employees will be put on performance contracting and ensure targets set relate to county development plans and policies. 10. Legal Framework Risk Weak or inadequate legal Each department will be required to frameworks may pose great profile its entire institutional legal risks in delayed framework. implementation of projects due to litigations as a result of loop holes in the legal framework in the county institutions. 11. Management The design of programmes in The Department of Finance and Risks the FY 2020/21 Budget Economic Planning will strengthen the envisages inter- departmental Sector Working Groups to ensure synergies for effective and departments synergize in programs successful implementation of design and the five thematic areas. The Budget has been formulated in such a way that development EXOGENOUS RISKS 12. Natural calamities The Budget will be cognizant The Public Finance Management Act, of natural calamities like 2012 section 110 provides for floods and famine which may establishment of an emergency fund to befall the county and force the allow for forward budgeting and county to rework its budget to appropriation for funds for accommodate the situation. 79 NO RISK IMPACT MITIGATION This will divert funds from emergencies or amendment of the strategic areas and affect budget through a supplementary. smooth implementation of the programmes in the Budget. 13. Court cases. Litigations and court Strict adherence to the provisions of injunctions can also derail the law and existing legal frameworks timely execution of the Budget. These litigations can arise from county’s processes especially procurement where perceived unfair competition may land the county in a court of law. Orders to repeat the whole procurement process will expose the county to disadvantages of time value of money, increase operation costs and lose valuable time in delivering the Budget. 14. Political risks To effectively deliver the Continuous engagement on with the envisaged agenda for socio County Assembly. economic transformation, the Government requires policies and procedures that has to be approved by the County Assembly. At times there are delays in approval of these bills which may hamper 4.4 The “Big Four” Plan 219. County programs/Projects / initiatives support the big four agenda which in the medium term; accelerate and sustain inclusive growth, create opportunities for decent jobs, reduce poverty and income inequality and ensure that we create a healthy and food secure society in which every Kenyan is guaranteed of affordable and decent housing. 4.4.1 Supporting Value Addition and Raising the Share of Manufacturing Sector to GDP 220. To enhance the manufacturing sector, the County Government continues to draft policies to support local industries and promote investment within the County. 80 In this regard, the Government will continue to support the development of industrial infrastructures such as Export Processing Zones, Special Economic Zones and Industrial Parks across the county including establishment of modern industrial parks in Webuye. This will spur economic growth and create more employment opportunities. 221. The County Government continues to improve the business environment and promote consumer protection by ensuring the weights and Measures equipment are of standard through inspection of business premises. 222. On value addition and agro processing, the County Government is committed to revitalizing and restoring the contribution of major cash crops to the county and national income. The County Government will thus continue to support coffee and tea farmers to diversify varieties and at the same time restructure the coffee and tea value chains to stimulate productivity and value addition. Forty-five coffee societies benefited from free coffee seedlings and seeds issued by the County Government in 2019. The County Government, in its efforts to operationalize coffee milling plants, is also constructing coffee green bean and dry parchment stores at Chesikaki and Musese Coffee Milling Plants. 223. In addition, amongst other initiatives to boost milk production and provide a ready market to farmers, the Government is establishing a milk processing plant at Webuye which will be operational by end of 2021. In 2019, in its efforts to operationalize the Chwele Chicken Slaughter house, the County Government advertised for its lease. This will provide a ready market for poultry farmers in the County. 4.4.2 Enhancing Food and Nutrition Security to all Kenyans by 2022 224. Under this pillar of the “Big Four” Plan, the County Government targets to ensure food and nutrition security. Overall strategy involves the reduction of food insecure people by increasing access to certified agricultural inputs, reviving and expanding irrigation schemes, supporting production of staples, implementing programmes to support smallholder farmers and promoting use of appropriate farming techniques. 225. Through the National Agricultural and Rural Inclusive Growth Project (NARIGP) and Agriculture Sector Development Support Programme II (ASDSP II), the County Government is promoting and commercializing the maize, tomato, banana, indigenous chicken and cow milk value chains. Approximately Ksh. 46.5 million was issued to farmer groups in 2019 through NARIGP while ASDSP II Commenced in 2019 by undertaking a baseline survey on the tomato, indigenous chicken and cow milk value chains. GIZ is a key partner in capacity building of farmers, development of agricultural policies and funding of key agricultural initiatives in the county. 81 226. To boost maize production, the County Government has continued to provide seed and fertilizer to vulnerable farmers every planting season. During the 2019 planting season, the County Government spent Ksh 130.0 million on maize seed and fertilizer in a bid to lower the cost of production for vulnerable farmers. The County Government has also partnered with the National Government and other stakeholders in development and implementation of strategies of managing Fall Army Worm. 227. Increasing fish production is one of the strategies that the County Government is employing to attain food and nutrition security. Significant investment has been undertaken towards the development of Chwele Fish Farm to facilitate availability of affordable fingerlings to fish farmers in the County. 228. To enhance income levels of farmers, the Government is promoting agriculture through structured trading by negotiating market access of their produce in international markets and enhancing farmer trainings on management of farm produce. This will help reduce post-harvest losses and improve post-harvest handling of agricultural produce. In addition, the County Government will continue to seek partnerships with stakeholders to promote local produce abroad to deepen markets for local agriculture produce. 229. Further, the recent enacted Irrigation Act, 2019 is expected to hasten and improve coordination of irrigation activities in the county. These measures will greatly reduce the overreliance on rain-fed agriculture. 230. Going forward, the County government will upscale the AI subsidy program that was launched in 2019 to boost productivity in livestock, enhance access to extension services by engaging more extension officers, invest in processing of hides and skin, rehabilitate existing dams and continually support development of cooperative societies in the county. The County Government will continually partner with development partners and other stakeholders to commercialize the agriculture sector in the county and to sustain the achieved milestones. 4.4.3 Providing Universal Health Coverage to Guarantee Quality and Affordable Healthcare to All Kenyans 231. The primary goal is to increase access to quality healthcare in the county through investing in primary healthcare, scaling up treatment and promoting health services. The high cost of medical services has been a barrier towards access to quality healthcare and a risk of impoverishment to households in the county. Focus will be geared towards sensitization and enrolment of households in cooperate healthcare financing schemes such as NHIF, Linda Mama, Edu Afya, ready to pay schemes and commercial medical cover schemes. 82 232. Community Health Volunteers (CHVs) are crucial to the success of the UHC program in the County. Through the Department of Health the County Government is in the process of finalizing the Community Health Volunteer Strategy which will guide the operation of CHVs among them the provision of stipends, trainings and the equipping of the community units. 233. To further enhance access to UHC, the Government is working towards building strong referral system which will reduce overcrowding and waiting times and also build patient confidence with the goal of changing treatment seeking behavior. To increase NHIF uptake, the Government availed resources in the FY 2019/20 budget to provide comprehensive medical cover to students in public secondary schools, elderly and vulnerable persons in all the NHIF-accredited mission and private hospitals. The county has also increased sensitization on the Linda Mama uptake through the CHVS. 234. To increase affordable maternal health care the county is constructing a three hundred bed capacity maternal and child block at Bungoma County Referral Hospital and a one hundred bed capacity maternal and child block at Sirisia Hospital. This will greatly boost the bed capacity for maternity and children in the county. Further the county will operationalize seven completed dispensaries in the medium term. 235. On the referral strategy the county procured four fully equipped ambulances; three with support from world bank and one by the county which were distributed to Bungoma County Referral Hospital, Chwele sub County hospital, Naitiri Sub County Hospital and Kopsiro health Centre. 236. Moving forward, the Government will focus on primary healthcare, progressively address human resources needs, provide basic equipment in Primary Health Care facilities and ensure availability of Pharmaceutical and non-pharmaceutical commodities in all health facilities. The county will roll out UHC programme as from the end of February 2020 to ensure that all the residents access quality health care. 4.4.4 Provision of Affordable and Decent Housing for All Kenyans 237. Affordable Housing is one of the Pillars under the Big Four. Provision of affordable housing is faced with challenges such as; high cost of land, use of inappropriate building technology, limited access to housing financing among others. 238. The County Government seeks to support the pillar by addressing some of the challenges highlighted through tapping into the National Government measures as highlighted herein; 239. To address the issue of high cost of land and limited access to housing finance, the National Government has concluded the successful incorporation and capitalization of the Kenya Mortgage Refinance Corporation (KMRC). KMRC will 83 provide long term funds to primary housing mortgage providers in the housing sector. The Corporation, will improve mortgage affordability, increase the number of qualifying borrowers, and result in the expansion of the primary mortgage market and home ownership in Kenya while also deepening the capital markets through large-scale medium to long-term refinance options. 240. Further, the National Government is digitizing all the land records across the Republic under the National Land Information Management System (NLIMS). This will enhance security of land records, improve accessibility, and reduce the cost of land transactions. 241. The county also seeks to supplement the National Affordable Housing Programme through; Implementation of the county spatial plan; Provision of basic infrastructure in pre- planned and developed areas and implementation of the county housing policy. 4.5 Enablers for the “Big Four” Plan 242. Investment in the enablers of the “Big Four” Plan play a major role in ensuring its success. This resonates well with the country’s Economic Transformation Plan and the need to improve the welfare of Kenyans. To achieve this, the County has prioritized spending in the following strategic areas and has realized notable progress. 4.5.1 Creation of Conducive Business Environment for Investment, Trade and Job Creation 243. Through various interventions, the county remains dedicated to creating and sustaining a more conducive business environment that promotes trade and job creation. This intervention includes; • Policy formulation- finance bill. • Introduction of pay bill for revenue collection. • Online issue of licenses. • Improving trade infrastructures. • Capacity building of traders. • Trained revenue officers and enforcement officers on customer care services. 4.5.2 Investing in Infrastructure Development 244. Infrastructure development contributes enormously towards improving our competitiveness and interconnectivity and laying ground for achieving the “Big Four” Plan. 245. For this reason, the county has continued to scale-up on a network of rural and urban access roads to enable county citizenry enjoy the benefits of expanded infrastructure facilities. 84 4.5.3 Expansion of the Road Network 246. The County Government has scaled up investment in the road network by construction and maintenance of new and existing roads across the County. These has been implemented through, upgrading of urban roads and extending rural roads to previously unreached rural localities. The initiatives have seen the opening up of rural areas to economic activity, trade and commerce. Across the County, over 18.46 Km of urban roads have been constructed and are in use. The County Government also achieved significant progress towards the upgrading of Musikoma Junction – Kanduyi stretch on C33 to dual carriage way. Through various road agencies in the region, the County government has also maintained 1,398.78Km of feeder roads and link arteries to enable access to rural areas that are rich in agricultural outputs. Other key areas focused in the period include construction of bridges and box culverts to improve the transport road network in the County. 4.5.4 Enhancing Access to Adequate, Affordable and Reliable Energy Supply 247. The county will seek partnerships with the national government to subsidize the cost of energy and enhance availability of grid energy for potential investors. 248. The County Government of Bungoma through the Department of Trade, Energy and Industrialization continues to install street lights on markets and other social amenities to enhance security and increase business working hours for MSMEs. In addition, the County government through Virunga Power and other partners are supporting exploration and distribution of alternative energy sources such as solar and small community Hydro-power generation. 4.5.5 Promoting the use of Information, Communication and Technology (ICT) 249. Information, Communication and Technology (ICT) has a strong potential to accelerate economic growth. The county continues to tap into the National Governments investment in digital infrastructure, improved access to affordable broadband connectivity, National ICT Policy passed in November 2019 and the Digital Economy Blueprint developed by the Ministry of ICT which seeks to make Kenya a digitally empowered citizenry, living in a digitally enabled society. 250. The county directorate of ICT has so far done LAN installation in the county departmental offices and some of the sub county offices. Installations are planned to continue being rolled out to the remaining county and sub county offices. 251. Further, in the medium term they plan to establish sub-county information access centres, develop and operationalize e-government masterplan, develop a framework for collaboration between research institutions, academia and industry to facilitate bilateral technology transfer, incorporating ICT in all Departments and Agencies operations. 85 4.5.6 Promoting Environmental Conservation and Water Supply 252. Bungoma County has water scarce regions (worst hit are Sirisia, Kabuchai and Bumula) and this calls for deliberate efforts geared towards the development and expansion of the sector. 253. The county Government in order to ensure every resident has access to clean, secure and adequate water, has invested in construction and rehabilitation of new and existing water infrastructure across the county. NZOWASCO manages the piped water system whereas community water committees manage protected water springs and boreholes across the county. 254. The county in partnership with the Korean Government has invested in gravity- fed water system for multipurpose use while factoring in the impact of climate change; the Terem-Kibabii complex -KOICA1. The county has also invested in several functional Medium and small water schemes across the county. 255. Bungoma County is well endowed with natural resources such as Forests, wild life, Hill Tops, rivers, sand and stones. These resources need sustainable use, development and protection. 256. The environment and Natural resources sub-sector has experienced progress through improved living environment for the county residents through the integrated solid waste management program across the whole county. 257. The county department of Environment is developing a sanitized dumpsite at Muanda and is in plans to acquire more dumping sites that will be developed into engineered sanitary land fill that are human and environmental friendly. 258. Through the EU Water Towers program the department is planning to carry out a water towers conservation and protection exercise at Mt Elgon area. The department has planted approximately 500,000 tree seedlings the last 3 years. 259. Moving forward the county government of Bungoma will pay significant attention into development of policies that touch on conservation and management of the forest, wildlife resources, conservation of catchment areas, management of water resources and climate change plans. This will drive Bungoma to be a sustainable economy. 4.5.7 Stimulating Tourism 260. Tourism sub sector contributes immensely to economic development through boosting job creation in the service industry and generating foreign exchange for the national government. With this realization the County Government of Bungoma has made concerted efforts through Tourist product development and Tourism marketing development promotion and branding. 261. The County Department of Tourism has profiled 21 tourist sites across Bungoma County. These products and sites will be documented and digitized for the domestic and international markets to access. 86 262. The County Government is currently developing some of the profile sites namely: Park entrance gate and the Mt Elgon Nature trail at the elephant maternity site. Once complete these two projects will create employment to the locals and enhance local revenue through collections at the game reserve entry point. The park entry gate will be an integrated development where there will be curio shops constructed to improve on local trade on artefacts. 263. The county has had several initiatives geared towards the Marketing, branding and promotion through initiates like: Miss Tourism and Mt Elgon 4*4 Jumbo charge. The Department has had a success full beauty pageant that was carried out from the Ward level to the National Finales. This has greatly assisted in marketing our county nationally. 4.5.8 Sustainable Management of Land for Social-Economic Development 264. Land has been a constraining factor in both agricultural production and in socio- economic development. It is a central economic, social and cultural factor in societal relations. Increased population density and continuous land fragmentation has led to the commodity being scarce and this is affecting agricultural production. Informal settlements have also affected land productivity which if not arrested in time will lead to increased incidences of food insecurity, reduced incomes for the farming community and non-accumulation of economic assets. 265. It is for this reason that the County Government has formulated policies and programs to guide land use through the county department of Lands, Urban, Physical Planning and Housing, the county in collaboration with the National Government has strengthened its capacity to plan for urbanization and effective public land use for economic development. Further, National Spatial Plan (NSP) and National Land Use Policy (NLUP) already in place were critical policy frameworks in guiding the county in formulation of Bungoma County spatial plan and the Integrated Urban Development Plan. 4.5.9 Investing in Quality and Relevant Education for all Kenyans 266. The county has employed over 2,000 ECDE teachers and invested in ECDE infrastructure across the county in an effort to promote quality basic education. 267. To support secondary education, the county has made huge investments in awarding scholarships to bright and needy students as well as bursaries which has improved the outcomes of our public schools as seen in high literacy levels ranking among peer nations and promises to increase enrolment in higher institutions of learning. 268. To improve skill development and competencies of youth, the county has made sustained investments through the education department in infrastructure development as well as construction and equipping of Vocational Training Centres. 87 269. Going forward, the county will continue to prioritize the education sector and allocate resources to enhance access to basic and higher education, skills development and training. 4.5.10 Empowering Youth, Women and Persons with Disabilities 270. Employment is still a major issue in the society today as many Youth are without a consistent source of income. As a County government, we are committed to assisting the Youth, Women and PWDs by financing their business ventures through empowerment funds. The Department is working on creating policies that will inform the disbursement of these funds to ensure proper distribution and measures of recovery are put in place. 271. The government has formulated partnerships with other organization to create employment opportunities for its citizens. Talks are underway with Centum in conjunction with MasterCard to have them set one of their bases here in Bungoma County for the Ajiry Program. The program will be geared toward creating a platform for job seekers to post their qualifications and for employers to post vacancies and find possible employees. 4.5.11 Sports, Culture, and Arts 272. Sports, Culture, and Arts sub-sectors have the potential to contribute immensely to economic development through boosting job creation and generating income. With this realization, concerted efforts have been geared towards sport development, development of the film industry, preservation of various cultures, nurturing of talents and arts, and preservation of our county heritage. 273. The county has almost completed the construction of the high-altitude center promising great service to sportsmen and women. Upgrading of the Masinde Muliro Stadium is underway which is a state-of-the-art facility likely to develop and nurture talents at the grass root level and generate income for the county. Maeni youth centre is also under construction to enable training for youth in many life skills. 274. The County has over the years through the KIKOSCA program supported development and performance of music, drama, and dance; exhibition of works of art and crafts; and fostered discussions of matters of literary, historical, scientific, and education importance. 275. Culture and tradition encompass intangible aspects such as knowledge, skills, attitudes, beliefs, music, oral traditions, and festivals in addition to tangible culture, which includes mausoleums, shrines, arts, antiques, antiquities, indigenous food, and sports. Through county programs, plans are underway to operationalize the various cultural sites developed in an effort aimed at making arts and culture a source of livelihood. 88 4.5.12 Strengthening Governance and the Fight against Corruption 276. The County Government continues to fight against corruption and its adverse effects to the economy which include inefficiency, low productivity and high costs of doing business. The Government will continue with the implementation of the measures articulated in National Call to Action against corruption which include continuous and objective lifestyle audits for all Accounting Officers as well as Authority to Incur Expenditure (AIE) holders. The Government is also committed to strengthen expenditure control and improve the efficiency of public spending through Public financial management reforms aimed at upgrading efficiency, transparency and accountability in order to free fiscal space for priority social and investment projects and to improve governance in the public sector. 89 V. BUDGET FOR FY 2021/22 AND THE MEDIUM TERM 5.1 Fiscal Framework Summary 277. The FY 2021/22 Budget framework will continue with the fiscal consolidation policy to enhance our sustainability position. With the fiscal consolidation strategy, CDAs will have to adopt the culture of doing more with less that is available with a view to promote sustainability and affordability. 278. The budget for FY 2021/22 and the medium-term will be closely aligned to the National Vision 2030, MTP III and the County Government plans, policies and strategies. 279. Sustainability, affordability and strict prioritization are therefore expected to be the norm rather than an exception under this strategy. To achieve this, we need to ensure that: ➢ Spending is directed towards the most critical needs of the county and is well utilized; ➢ Programmes and projects are delivered within specified timelines and budgets ➢ More outputs and outcomes are achieved with existing or lower level of resources; and ➢ CDAs request for resources are realistic and take into account the resource constraints, in light of the County Government’s fiscal consolidation policy. 280. The fiscal framework for the FY 2020/21 Budget is based on the County Government’s policy priorities and set out in Chapter I and Chapter II. 5.2 Revenue Projections 281. In the FY 2021/22 revenue collection including Appropriation-in-Aid (A.i.A) is projected to decrease to Kshs 1,091,524,891 down from Kshs 1,263,357,041 in the FY 2020/21. This revenue performance will be underpinned by on-going reforms in tax policy and revenue administration. Ordinary revenues will amount to Kshs 500,000,000 in FY 2021/22 down from from Kshs 700,000,000 in FY 2020/21. The medium-term revenue projections are as indicated in table 9. Table 8: Medium Term Revenue Projections Type of FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Revenue (a) Balance B/F- Equitable share Grants B/F (b) Local 700,000,000 500,000,000 525,000,000 551,250,000 Revenue (c) Equitable 8,993,740,000 10,291,786,574 10,806,375,902 11,346,694,698 share 90 Type of FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 Revenue (d) Conditional 1,145,561,950 830,470,626 830,470,626 830,470,626 grants- Dp (e) Conditional grant – NG 499,669,895 153,297,872 153,297,872 153,297,872 (leasing of medical equipment) (f) Unconditio - 367,648,618 367,648,618 367,648,618 nal grants- NG (g) Other sources 563,357,041 591,524,891 621,101,135 652,156,192 (Specify) AIA (h) Loans 0 0 0 0 TOTALS 11,902,328,886 12,734,728,582 13,303,894,153 13,901,518,006 5.3 Expenditure Projections 282. Overall expenditure for FY 2021/22 is projected at Kshs 12,734,728,582 compared to the approved estimates of Kshs 11,902,328,886 for FY 2020/21. The actual expenditure for the FY 2019/20 revised budget was Kshs 10,895,889,390 (78.75 percent of Budget) 283. These expenditures comprise of recurrent of Kshs 8,204,202,360 (89.06 percent of the total recurrent Budget) and development of Kshs 2,691,687,030 (58.21 percent of the total development Budget) and a balance of Kshs 2,940,239,916 to be carried forward to FY 2020/21. 284. The ceiling for development expenditures (inclusive of conditional transfers to the wards) including foreign financed projects is projected at Kshs 4,001,943,606 in the FY 2021/22 from Kshs. 3,604,077,887 in FY 2020/21 (representing an increment of 10.22%). On approval of the 1st supplementary budget FY 2020/21, the development ceiling will increase because of the inclusion of balances carried forward from FY 2019/20. Most of the outlays are expected to support critical infrastructure projects. Development budget will be funded by equitable share, grants from national government and development partners. 285. A contingency Fund of Kshs. 100M is provided for in the FY 2021/22 budget. In addition, Kshs. 765m is provided for funding of the ward-based projects to the wards (with each ward allocated Kshs. 17m) for development. 5.4 Deficit Financing 286. Reflecting the resource requirements and revenues, the fiscal deficit (excluding grants), is projected at Kshs 27.9 B in the FY 2021/22. This deficit will be financed by 91 a combination of approaches, including making official request to national government for specific support, ramping up local revenue collection, especially AIA and borrowing from the market at negotiated rates subject to the provisions of the County Medium Term Debt Management Paper 2021/22 – 2023/24. FY 2021/22 and Medium-Term Budget Priorities 287. The Medium-Term Budget 2021/212 – 20223/24 will further support the ongoing priorities for the achievement of the priorities in the CIDP 2018 – 2022, County Agenda 2040 and the National Government MTP III and the “Big Four” Plan taking into account: • Responsible management of public resources; • Building a resilient, more productive and competitive county economy; • Delivering better public services within a tight fiscal environment, and • The need to deepen governance, anti-corruption and public financial management reforms to guarantee transparency, accountability and efficiency in public spending. • The need to allocate resources based on peoples felt needs and the impact they promise to deliver • The need to focus on affordability, strict prioritization and sustainability of interventions Flagship Projects 288. In the medium term, the County shall direct resources towards the completion of its strategic development agenda. This will be done through partnerships with National Government and development partners. Table 10 provides details of the county strategic development projects and the proposed funding in phases. Table 9: Flagship and other projects funding projections Total Allocation Flagship and requirement Allocation FY 2020/21 Payments FY 2021/22 BALANCE other projects to complete FY 2020/21 SUP 1 the project Dual 1,382,442,976 350,000,000 350,000,000 643,794,728 350,000,000 388,648,248 Carriageway Stadium 679,386,376 149,295,379 221,551,322 244,464,318 149,116,354 285,805,704 Milk Processor 258,260,088 30,000,000 20,000,000 91,030,929 110,845,761 56,383,398 Misikhu – 1,115,939,198 70,000,000 70,000,000 732,389,376 0 383,549,822 Brigadier Bumula – Mateka 520,000,000 0 0 0 0 520,000,000 road Industrial Park 60,000,000 10,000,000 0 0 0 60,000,000 Chwele 250,000,000 25,000,000 0 0 30,000,000 220,000,000 agribusiness Health Bungoma 239,000,000 0 124,673,960 112,371,571 100,166,218 26,462,211 92 Total Allocation Flagship and requirement Allocation FY 2020/21 Payments FY 2021/22 BALANCE other projects to complete FY 2020/21 SUP 1 the project Health Sirisia 80,000,000 0 27,162,141 33,141,777 19,696,082 27,162,141 Education - 0 124,336,685 110,000,000 760,000,000 305,000,000 Scholarships Education 300,000,000 119,104,858 12,437,403 0 0 300,000,000 Centres of Excellence- Water 80,000,000 36,260,845 19,077,157 0 24,264,636 Infrastructure 55,735,364 Sirisia / Bumula Coffee value 45,000,000 3,626,085 2,272,115 9,039,500 0 35,960,500 chain Milk coolers 45,000,000 2,719,563 1,295,709 0 0 45,000,000 Total 5,055,028,638 920,343,415 958,469,807 2,626,232,199 1,089,089,051 436,695,864 289. Analysis of table 10 shows that the County does not have sufficient fiscal space to implement all the flagship projects at a go. The preferred approach which is more sustainable is to identify 1 or 2 high impact priorities and provide sufficient resources to see them through within two financial years, with the rest being phased accordingly. Budgetary allocation for FY 2021/22 290. The budgetary allocation to the two arms of the County Government including local revenue is summarized in Table 11. Table 10: Summary Budget Allocations for the FY 2021/22 - 2023/24 CG Arm 2020/21 2021/22 2022/23 2023/24 County Executive 441,000,000 386,125,342 405,431,609 425,703,190 (Governor’s) County CDAs 10,593,631,569 11,267,905,925 11,831,301,221 12,422,866,282 County Assembly 867,697,315 1,080,697,315 1,134,732,181 1,191,468,790 Totals 11,902,328,884 12,734,728,582 13,371,465,011 14,040,038,262 % share in total expenditure County Executive 93% 91.5% 91.5% 91.5% County Assembly 7% 8.5% 8.5% 8.5% Allocation Baseline Ceilings 291. The baseline estimates reflect the current ministerial spending levels in sector programmes. In the recurrent expenditure category, non-discretionary expenditures take first charge. These include payment of public debts and interest therein, salaries for staff and pensions. 93 292. Development expenditures have been allocated out on the basis of the flagship projects, the “Big Four” Agenda, Post Covid -19 Economic Recovery Programme and the MTP III priorities. The following criteria was used in apportioning capital budget: ➢ On-going projects: emphasis was given to completion of on-going capital projects and in particular infrastructure projects with high impact on poverty reduction, equity and employment creation. ➢ Post-Covid 19 Recovery; Consideration was further given to interventions supporting Post-Covid 19 recovery ➢ Counterpart funds: priority was also given to adequate allocations for donor counterpart funds which is the portion that the County Government must finance in support of the projects financed by development partners. ➢ Strategic policy interventions: further priority was given to policy interventions covering the entire county, regional integration, social equity and environmental conservation. Criteria for Resource Allocation 293. The FY 2021/22 Medium-Term Budget will be finalized after County Assembly approval, and thorough scrutiny to curtail spending on non-productive areas and ensure resources are directed to priority programmes. The following criteria will serve as a guide for allocating resources: ➢ Interventions identified during the stakeholder’s consultations for the FY 2021/22 budget and over the medium term ➢ Linkage of Programmes to Post-Covid-19 Economic Stimulus Programme (PC- ESP ➢ Strategic interventions in the areas of manufacturing, food security enhancing programmes, affordable housing, health coverage and public facilities and other policy interventions to enhance regional integration and social equity; and ➢ Specific consideration to enhance job creation for the youth based on sound initiatives identified within and outside the normal budget preparation. Linkage of Programmes to the ‘Big Four’ Plan either as drivers or enablers; ➢ Linkage of the programme with the objectives of Third Medium-Term Plan of Vision 2030; ➢ Degree to which the programme is addressing the core mandate of the MDAs; ➢ Cost effectiveness and sustainability of the programme; ➢ Requirements for furtherance and implementation of the Constitution; and ➢ Meeting debt service obligations as a first charge. 94 294. Detailed budgets will be scrutinized and should additional resources become available in the process of firming up the resource envelope, the Government will redirect them to inadequately funded strategic priorities 5.5 Details of Sector Priorities 295. The medium-term budget framework for 2021/22 – 2023/24 has taken into account the need to ensure that resource allocation is aligned to prioritized programmes in the CIDP II. In particular, the budget framework has focused on the “Big Four” Agenda, Post Covid-19 Economic Recovery Programme and the strategic policy initiatives of the Government to accelerate growth, employment creation and poverty reduction. Table 12 provides the projected baseline ceilings for the FY 2021/22 and the medium-term, classified by sector. 95 Table 11: Summary of Budget Allocations for the FY 2021/22 – 2023/24 PROJECTIONS % share of total allocation DEPARTMENT FY 2020/21 CFSP ceiling FY FY 2022/23 FY 2023/24 FY 2020/21 FY 2021/22 FY 2022/23 2023/24 Agriculture, Recurrent 347,089,477 412,786,288 433,425,602 455,096,883 2.9 3.2 3.2 3.2 livestock, Development 594,844,820 481,228,035 505,289,437 530,553,909 5 3.8 3.8 fisheries and co- 3.8 op development Sub Total 941,934,297 894,014,323 938,715,039 985,650,791 7.9 7.0 7.0 7.0 Recurrent 198,275,801 279,880,994 293,875,044 308,568,796 1.7 2.2 2.2 2.2 Tourism and Development 16,882,637 36,981,650 38,830,733 40,772,269 0.1 0.3 0.3 Environment 0.3 Sub Total 215,158,438 316,862,644 332,705,776 349,341,065 1.8 2.5 2.5 2.5 Water and Recurrent 62,663,989 111,224,490 116,785,715 122,625,000 0.5 0.9 0.9 0.9 Natural Development 276,401,104 413,342,147 434,009,254 455,709,717 2.3 3.2 3.2 3.2 Resources Sub Total 339,065,093 524,566,637 550,794,969 578,334,717 2.8 4.1 4.1 4.1 Recurrent 169,551,673 183,724,484 192,910,708 202,556,244 1.4 1.4 1.4 1.4 Roads and Development 1,286,871,204 1,432,377,397 1,503,996,267 1,579,196,080 10.8 11.2 11.2 11.2 Public works Sub Total 1,456,422,877 1,616,101,881 1,696,906,975 1,781,752,324 12.2 12.7 12.7 12.7 Recurrent 1,167,649,602 1,304,104,354 1,369,309,572 1,437,775,050 9.8 10.2 10.2 10.2 Education Development 326,343,752 410,509,384 431,034,853 452,586,596 2.7 3.2 3.2 3.2 Sub Total 1,493,993,354 1,714,613,738 1,800,344,425 1,890,361,646 12.6 13.5 13.5 13.5 Recurrent 3,194,760,022 2,937,157,475 3,084,015,349 3,238,216,116 26.8 23.1 23.1 23.1 Health Development 251,214,726 354,649,244 372,381,706 391,000,792 2.1 2.8 2.8 2.8 Sub Total 3,445,974,748 3,291,806,719 3,456,397,055 3,629,216,908 29 25.8 25.8 25.8 Recurrent 2,436,825 2,297,544 2,412,421 2,533,042 0 0.0 0.0 0.0 Sanitation Development 13,799,798 13,011,048 13,661,600 14,344,680 0.1 0.1 0.1 0.1 Sub Total 16,236,623 15,308,592 16,074,022 16,877,723 0.1 0.1 0.1 0.1 Trade, energy Recurrent 56,876,228 79,289,695 83,254,180 87,416,889 0.5 0.6 0.6 0.6 and Development 68,500,632 103,163,561 108,321,739 113,737,826 0.6 0.8 0.8 0.8 industrializatio Sub Total 125,376,860 182,453,256 191,575,919 201,154,715 1.1 1.4 1.4 1.4 n Lands, Urban Recurrent 57,295,485 69,315,291 72,781,056 76,420,108 0.5 0.5 0.5 0.5 and Physical Development 30,702,236 81,730,292 85,816,807 90,107,647 0.3 0.6 0.6 0.6 Planning Sub Total 87,997,721 151,045,583 158,597,862 166,527,755 0.7 1.2 1.2 1.2 Recurrent 14,831,158 14,297,820 15,012,711 15,763,347 0.1 0.1 0.1 0.1 67 PROJECTIONS % share of total allocation DEPARTMENT FY 2020/21 CFSP ceiling FY FY 2022/23 FY 2023/24 FY 2020/21 FY 2021/22 FY 2022/23 2023/24 Bungoma Development 109,887,700 109,887,700 115,382,085 121,151,189 0.9 0.9 0.9 0.9 Municipal Sub Total 124,718,858 124,185,520 130,394,796 136,914,536 1 1.0 1.0 1.0 Recurrent 12,831,159 12,570,066 13,198,569 13,858,498 0.1 0.1 0.1 0.1 Kimilili Development 191,089,400 191,089,400 200,643,870 210,676,064 1.6 1.5 1.5 1.5 Municipal Sub Total 203,920,559 203,659,466 213,842,439 224,534,561 1.7 1.6 1.6 1.6 Recurrent 21,301,631 34,484,101 36,208,306 38,018,721 0.2 0.3 0.3 0.3 Housing Development 2,719,563 15,664,025 16,447,226 17,269,588 0 0.1 0.1 0.1 Sub Total 24,021,194 50,148,126 52,655,532 55,288,309 0.2 0.4 0.4 0.4 Recurrent 100,171,362 83,464,198 87,637,408 92,019,278 0.8 0.7 0.7 0.7 Gender and Development 5,925,674 8,579,874 9,008,868 9,459,311 0 0.1 0.1 0.1 Culture Sub Total 106,097,036 92,044,072 96,646,276 101,478,589 0.9 0.7 0.7 0.7 Recurrent 34,936,000 43,513,140 45,688,797 47,973,237 0.3 0.3 0.3 Youth and 0.3 Sports Development 183,466,379 165,416,354 173,687,172 182,371,530 1.5 1.3 1.3 1.3 Sub Total 218,402,379 208,929,494 219,375,969 230,344,767 1.8 1.6 1.6 1.6 Recurrent 852,697,315 950,697,315 998,232,181 1,048,143,790 7.2 7.5 7.5 7.5 County Development 15,000,000 136,500,000 143,325,000 0.1 1.0 1.0 1.0 Assembly 130,000,000 Sub Total 867,697,315 1,080,697,315 1,134,732,181 1,191,468,790 7.3 8.5 8.5 8.5 Recurrent 1,008,077,795 1,114,047,658 1,169,750,041 1,228,237,543 8.5 8.7 8.7 8.7 Finance and Development - - - 0 - 0.0 0.0 Planning Sub Total 1,008,077,795 1,114,047,658 1,169,750,041 1,228,237,543 8.5 8.7 8.7 8.7 Recurrent 47,102,840 20,126,093 21,132,398 22,189,018 0.4 0.2 0.2 0.2 County Public Development 0 - - - 0 - 0.0 0.0 Service Board Sub Total 47,102,840 20,126,093 21,132,398 22,189,018 0.4 0.2 0.2 0.2 Recurrent 414,003,816 368,772,993 387,211,643 406,572,225 3.5 2.9 2.9 2.9 Governors Development 0 - - - 0 - 0.0 0.0 Sub Total 414,003,816 368,772,993 387,211,643 406,572,225 3.5 2.9 2.9 2.9 Recurrent 26,996,184 17,352,349 18,219,966 19,130,965 0.2 0.1 0.1 0.1 D/Governor’s Development 0 - - - 0 - 0.0 0.0 office Sub Total 26,996,184 17,352,349 18,219,966 19,130,965 0.2 0.1 0.1 0.1 68 PROJECTIONS % share of total allocation DEPARTMENT FY 2020/21 CFSP ceiling FY FY 2022/23 FY 2023/24 FY 2020/21 FY 2021/22 FY 2022/23 2023/24 Recurrent 331,511,329 290,600,645 305,130,677 320,387,211 2.8 2.3 2.3 2.3 Public Development 0 17,915,735 18,811,522 19,752,098 0 0.1 0.1 0.1 Administration Sub Total 331,511,329 308,516,380 323,942,199 340,139,309 2.8 2.4 2.4 2.4 Recurrent 8,465,248 8,163,766 8,571,954 9,000,552 0.1 0.1 0.1 0.1 Sub County Development 0 - - - 0 - 0.0 0.0 Administration Sub Total 8,465,248 8,163,766 8,571,954 9,000,552 0.1 0.1 0.1 0.1 Recurrent 155,373,657 201,730,607 211,817,137 222,407,994 1.3 1.6 1.6 1.6 County Development 212,537,789 140,000,000 147,000,000 154,350,000 1.8 1.1 1.1 1.1 Secretary Sub Total 367,911,446 341,730,607 358,817,137 376,757,994 3.1 2.7 2.7 2.7 Recurrent 13,352,400 25,000,000 26,250,000 27,562,500 0.1 0.2 0.2 0.2 ICT Development 17,890,473 44,081,370 46,285,439 48,599,710 0.2 0.3 0.3 0.3 Sub Total 31,242,873 69,081,370 72,535,439 76,162,210 0.3 0.5 0.5 0.5 Recurrent 0 20,500,000 21,525,000 22,601,250 0 0.2 0.2 0.2 County Development 0 - - - 0 - 0.0 0.0 Attorney Sub Total 0 20,500,000 21,525,000 22,601,250 0 0.2 0.2 0.2 Recurrent 8,298,250,996 8,585,101,366 9,014,356,434 9,465,074,256 69.7 67.4 67.4 67.4 TOTAL Development 3,604,077,887 4,149,627,216 4,357,108,577 4,574,964,006 30.3 32.6 32.6 32.6 Grand Total 11,902,328,883 12,734,728,582 13,371,465,011 14,040,038,262 100 100.0 100.0 100.0 69 5.5.1 Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development 296. The mandate of the department is to ensure sustainable development of agriculture for food security and economic development. This includes; county agricultural policy and management; county food security policy; agricultural crops development; regulation and promotion; agricultural land resources inventory and management; crop research and development; agricultural mechanization policy management; agricultural farmer training; policy on land consolidation for agricultural benefit; agricultural insurance policy; farm input support and bio-safety management; agricultural extension services standards and capacity building for agricultural staff. 297. The key achievements realized by the department include: 45 plant health clinics established across the county; Distribution of 136,644 bags of fertilizer and 683,220 Kgs of subsidized certified maize seed to 68,322 vulnerable farmers, 340 Kgs of coffee seeds provided to coffee societies across the County; Construction of 300m perimeter fence at Mabanga ATC, Purchasing of 9 specialized equipment and chemicals for disease surveillance and control across the County. 298. The key outcomes expected in the MTEF period 2021/22-2023/24 include; - ➢ Increased agricultural productivity and production ➢ Increased access to critical farm inputs ➢ Improved agricultural markets and value chain addition ➢ Transform Agriculture from subsistence to a viable commercial undertaking ➢ Invest in Agro-processing and value addition ➢ Construct state of the art storage facilities ➢ Support formation of farmer controlled SACCOs 5.5.2 Education 299. The department is committed to the provision of quality education and training in the county, including providing support to all levels of education in line with the Provisions of the Intergovernmental Act, 2012. 300. The key achievements realized by the sector include: Construction of centre of excellence at Chwele VTC; Construction of centre of excellence at Muteremko VTC; Renovations and completion works of vocational training center of excellence at Muteremko; Erection and completion works of vocational training center of excellence at Wekelekha; Needy and bright students supported through bursaries and scholarships; Construction and completion of ECDE classrooms and VTC workshops. 301. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; ➢ Achievement of equitable access to relevant and quality education and training ➢ Enhanced efficiency and effectiveness of education. ➢ Integration of science and technology into the County development process ➢ Increased transfer and adoption of technologies. 5.5.3 Health and Sanitation 302. The department’s goal is to attain responsive, equitable, affordable, accessible and sustainable health care system for all. The sector also promotes increased access to improved sanitation. 303. The key achievements realized by the sector include: Ongoing construction of 300 bed capacity Maternal/Child Ward Blocks at Bungoma County Referral Hospital and 100 bed Sirisia Hospital, both at 45% completion, Construction and completion of 4 dispensaries at Nalondo, Lukusi, Machakha and Tunya funded through the ward based projects and completion and operationalization of a theatre at Bumula Hospital. 304. During the 2021/22-2023/24 MTEF period, the Sector will prioritize provision of the universal health coverage to the county population, whilst also investing in strengthening health delivery systems and structures for enhanced services readiness, service availability and capacity to offer services at all county health facilities. 305. This will be realized through the health programs; i. Curative and Rehabilitative health ii. Reproductive, Maternal, New- Born and Adolescent Health iii. Preventive and Promotive Health 5.5.4 Roads and Public Works Roads 306. The mandate of the directorate includes: Develop and maintain the County road network including its road infrastructure, Supervise and provide guidance and designs on all structural and civil works in the County to ensure that they comply with the established standards and Monitor fire outbreaks and respond to all emergencies in the County including road accidents. 307. The key achievements are: Construction of 8 Box Culverts at Kitingia, Maliki, Wamoyo, ToiliI, Walubengo, Mukwa, TuuitiMarakaru-West Nalondo & Siuna Kimalewa,Construction of Cereals-River Khalaba bridge & Tabala-Nakhwana bridge, expanding and maintaining of 138.3kms Sub-County gravel roads and 332.6 kms ward roads and the upgrading to bitumen standards of 3 km of Urban Roads and 8 km Rural Roads. 308. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • Strengthening the institutional framework for infrastructure development and accelerating the speed of completion of sector priority projects • Expansion, modernization and maintainance of transport infrastructure • Development, maintenance and management of transport infrastructure to facilitate efficient movement of goods and people • Development and maintenance of cost-effective public buildings and other public works 5.5.5 Trade, Energy and Industrialization 309. The department is focused on creating conducive environment for trade, investment and industrialization with the goal of creating wealth and supporting employment creation in the County as well as facilitating access to affordable, clean energy. 310. The key achievements are: Procurement of 1 cherry picker for installation, maintenance and repair of street lights at market centres in across the County; Development of market infrastructure such as installation of 6 high flood masts at Mihuu, Froyi, Tuikut, Chemondi, Mbakalo and Mitelwa markets, Constructions of bodaboda sheds at Ngoli, Mayanja, Nang’eni, Kimwanga, Maliki, Nabing’eng’e, Wabukhonyi, Lukhokhwe, Sikalame, Mechimeru, Mwibale, Dorofu, Sinoko, Chelekei, Kambini and Kapsokwony’c markets and the construction of mama mboga stalls in Bungoma, Lwandanyi and Ndivisi markets. 311. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • To enforce fair trade practices & consumer protection regulations • To facilitate increased access to affordable credit finance to local MSMEs’(Micro Small and Medium Enterprises). • To improve market infrastructure and promote accessibility to markets • Promote growth of Micro Small Medium Enterprises (MSMEs) • To promote growth of Micro Small Medium Industries (MSMIs) and Cottage Industries • Promote Research and Development (R&D), innovation, creativity and technology adoption for industrial development • To facilitate connectivity of rural areas to the national grid and promote appropriate renewable energy technologies 5.5.6 Lands Urban and Physical Planning 312. The department’s strategic goal is to provide a coordinated approach to land use and fostering sustainable development by ensuring balance between built up areas and open spaces. 313. The key achievements include: 1 Acre of land purchased to resettle Chebkube traders, purchase of 1 Acre of land to resettle Chebkube traders, development of physical plans for Kimilili, Kapsokwony & Naitiri markets and the preparation of valuation roll for Kimilili town. 314. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • Management of land and land-based resource. • Provision of policy direction on matters related to land notably: o County lands policy and management o Physical planning o Land transactions o Survey and mapping o Land adjudication o Settlement matters o Urban and rural settlement planning i.e. Eco-village o Land reclamation o Land registration o county spatial infrastructure o land and property valuation services, administration and land information systems 5.5.7 Housing 315. The Department’s strategic goal is to facilitate the production of decent and affordable housing, enhanced estate management services and tenancy relation. 316. The key achievements are: 16 County residential houses renovated and refurbished at Bungoma and Webuye. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • Promotion, coordination and implementation of integrated socio-economic policies and programs for housing. • Fostering conducive environment for investment and private sector development • Developing and coordinating frameworks for public private partnerships (PPP) in housing. • Promoting innovation and investment in new housing technologies. • Promoting research and development in housing. 5.5.8 Bungoma Municipality 317. The County has established Bungoma Municipal Management Board which is mandated to ensure efficient and effective management of urban areas and pro-active response to urban issues. The board sets out to move the Municipality into the future as a thriving, resilient, evolving, and equitable community delivers a vibrant and competitive urban metropolis for the coming generations. 318. The key achievements include: upgrading of 2km of urban roads to low seal tarmac in Bungoma Town and undertaking a feasibility study for the Bungoma Municipality. 319. During the 2021/22-2023/24 MTEF period, the municipality will prioritize; • Improved quality of life and development-driven resilience for all. • A resilient, livable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy. • An inclusive, job-intensive, resilient and competitive economy. • A leading metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive. 5.5.9 Kimilili Municipality 320. The County has established Kimilili Municipal Management Board which is essential for efficient and effective management of urban areas and pro-active response to urban issues. The board sets out to move the Municipality into the future as a thriving, resilient, evolving, and equitable community delivers a vibrant and competitive urban metropolis for the coming generations. 321. The key achievements are: 1 km of urban roads upgraded to low seal tarmac within Kimilili Municipality and the upgrading 2 Public Sanitation Facilities in Kimilili Town. During the 2021/22-2023/24 MTEF period, the municipality will prioritize; • Improved quality of life and development-driven resilience for all. • A resilient, livable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy. • An inclusive, job-intensive, resilient and competitive economy. • A leading metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive. 5.5.10 Tourism, Environment, Water and Natural Resources 322. The overall goals of the department is to enhance sustainable management of environment, water, irrigation and natural resources; to ensure access to water and natural resources benefits for sustainable development; to increase utilization of land through irrigation, drainage and land reclamation and to protect and reclaim the environment in order to establish a durable and sustainable system of development and resilience to climate change. 323. The key achievements realized by the sector include; provision of waste collection and disposal services in 28 towns and markets; Planted 400,000 tree seedlings for greening and conservation of water catchment areas across the County. 324. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; ✓ Increase access to safe water supply in rural and urban areas; ✓ Improve capacity for water resources management (WRM), ✓ Restore and maintain the ecosystems ✓ Promote sustainable use of environment and natural resources (ENR) ✓ Uphold and maintain 10% forest cover ✓ Mainstreaming gender, Youth and Other vulnerable groups 5.5.11 Gender, Culture, Youths and Sports 325. The department set out to create sustainable and equitable social cultural and economic empowerment to all. It committed to achieve this by formulating, mainstreaming and implementing policies that respond to gender and cultural issues through coordinated strategies that engender a sustained and balanced social, cultural and economic development of the County as well as empowering the vulnerable and marginalized groups and areas. 326. The key achievements are; Ongoing construction of Masinde Muliro stadium and Maeni youth empowerment centre at 50% complete and 95% complete respectively, construction of phase two of high-altitude training centre at 85% complete and the participation in national cultural festival- KIKOSCA and ELASCA 327. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • Mainstreaming gender and PWD into development • Networking with relevant government departments, public and private agencies to ensure the efficiency and effectiveness of all social and cultural programmes. • Establishing and managing cultural sites, vocational and rehabilitation centres. • Regulating, licensing, betting, casinos and other forms of gambling. • Developing and promoting AGPO at the county level for county youth • Giving waivers to county youth business start ups • Sponsoring for county teams in various inter county and national competition • Talent identification and promotion to top national and international teams 5.5.12 Finance and Economic Planning 328. The department’s goal is to create an enabling environment for accelerated and sustainable economic growth through pursuit of prudent economic, fiscal and monetary policies while coordinating the financial operations of the Bungoma County Government. 329. The key achievements are; Preparation of one revenue manual document; Prepared 44 County Budget documents namely; CBROP, MTEF, PBB, Appropriation Bills, supplementary budgets and Gazettement of the same; Compliance to PFM Act, Regulations, financial policies and procedures; Prepared 14 County Annual Development Plans. 330. During the 2021/22-2023/24 MTEF period, the Sector will prioritize; • Improve Public Financial Management. • Increase the level of capitalization. • Increase private investments • Improve statistical data production and policy research • Enhance the prevention, detection and elimination of corruption • Enhance public contract management and performance • Increase public demand for accountability 5.5.13 Public Service Management and Administration & Office of the County Secretary; Office of H.E. the Governor and Deputy Governor and County Public Service Board 331. The sectors main goal is to provide leadership and oversight in economic and devolution management, resource mobilization and management; and Inter- governmental relations for a responsive public service. 332. The key achievements are: Purchase of 390 uniforms for enforcement officers; Purchased 70 shirts for office staff; Commemoration of 9 National holidays; Cleaning of payroll twice; Undertaking of 19 Staff trainings; undertaking of 45 civic education fora and 1 staff and workplace survey conducted. 333. During the 2021/22 - 2023/24 MTEF period, the Sector will prioritize; • To strengthen county government’s capacity for implementation of devolution and enhance Intergovernmental Relations; • To advice on prudent management of county resources and advancing devolution to lower units of administration • To promote and support good governance and accountability in the public sector for the achievement of Vision 2030 goals. • To enhance responsiveness, demand for quality services and promote administrative justice in the public sector. • Formulate, review and implement appropriate ICT policies, legal and institutional frameworks that improve efficiency of service delivery. • Enable universal access to technology and information in order to build knowledge- based economy. Collaborations with National Government and Development Partners 334. The County stands to benefit from the Development Surge (SD) that emanates from strengthened collaborations and partnerships with other County Governments, the National Government (NG) and Development Partners (DP) National Government 335. The Division of Revenue Bill, 2021 proposes to allocate to County Governments Kshs. 370 billion as their equitable revenue share, equivalent to a growth of Kshs. 53.5 billion (or 16.9%) against FY 2020/21. The growth in County Governments’ equitable share is mainly attributed to anticipated improvement in revenues raised nationally as effects of Covid-19 pandemic are expected to ease and also conversion of four existing conditional grants into unconditional grants. 336. The County will forge and strengthen cooperation and collaboration with the National Government to attract additional support for economic and social infrastructure programmes while also tapping into technical assistance and structured learning support that is offered by National Government Ministries, Departments and Agencies. The Unconditional Grants from National Government due to the County Government of Bungoma are as indicated in table 13. Table 12: National Government Unconditional Grants allocations summary S/no. Grant Amount (Kshs.) Amount (Kshs.) 2020/21 2021/22 1. Compensation user fees foregone – - 32,837,307 Health 3. Development of Youth Polytechnics - 67,849,894 4. Road Maintenance Fuel Levy - 266,961,417 TOTALS - 367,648,618 Table 1413: Conditional Grant from National Government S/no. Grant Amount (Kshs.) Amount (Kshs.) 2020/21 2021/22 1. Compensation user fees foregone – 32,837,307 - Health 2. Leasing medical equipment 132,021,277 153,297,872 3. Development of Youth Polytechnics 67,849,894 - 4. Road Maintenance Fuel Levy 266,961,417 - TOTALS 499,669,895 153,297,872 Conditional Allocations from Development Partners 337. In the last five financial years, the county has been receiving DANIDA conditional grants as Health Sector Support Grant. In 2019/20, the county also received Health Sector Support conditional grant from World Bank. These conditional grants are expected to continue in the Financial Year 2020/21. Amount S/no. Conditional Grants Amount (Kshs.) (Kshs.) 2020/21 2021/22 Transforming Health Systems for Universal Care Project 1. 38,480,000 38,480,000 (THSUCP) -(World Bank) National Agriculture & Rural Inclusive Growth Project 2. 201,210,550 201,210,550 (NARIGP) –World Bank) Kenya Devolution Support Project KDSP– Level 1 grant (IDA- 3. 45,000,000 45,000,000 World Bank) 4. Kenya Urban Support Project (IDA-World Bank) 300,977,100 300,977,100 Amount S/no. Conditional Grants Amount (Kshs.) (Kshs.) 2020/21 2021/22 Universal Health Care in Devolved System Programme 25,290,000 5. 25,290,000 (DANIDA) Kenya Devolution Support Project KDSP Level 2 Grant 6. 140,000,000 140,000,000 (World Bank) 8. Agriculture Sector Support Programme ASDSP II 14,376,061 14,376,061 Water Tower Protection & Climate Change Mitigation and 9. 52,565,915 52,565,915 Adaptation Programme (WaTER) – EU Kenya Urban Support Project (KUSP)- Urban Institutional 11,000,000 10. 11,000,000 Grants (UIG) (World Bank) 11. UNICEF 1,571,000 1,571,000 12. Covid 19 66,330,000 0 TOTALS 896,800,626 830,470,626 Urban Development strategy 338. The County constituted urban/town management committees/boards for proactive response to urban development issues. Among other roles, the committee/boards are in charge of; e) Developing a coherent urban transport policy supportive of the overall County urban development strategy. f) Overseeing the preparation and implementation of an integrated transport master plan for the County. g) Coordinating resource mobilization to finance urban development programs/projects/initiatives. h) Coordinating the development of a sustainable motorized and non-motorized urban transit system. 339. The Bungoma and Kimilili Municipalities development plans are long-term aspirational strategies driven by four outcomes namely; e) Improved quality of life and development-driven resilience for all. f) A resilient, livable, sustainable urban environment – underpinned by infrastructure supportive of a low-carbon economy. g) An inclusive, job-intensive, resilient and competitive economy. h) A leading metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive. 340. Over the medium term, the urban management boards/ committees will be empowered through urban plans and budgets to progressively realize the urban development. This will ensure efficient and effective service delivery. Focus will be placed on the following urban areas; Bungoma, Webuye, Kimilili, Sirisia, Malakisi, Tongaren, Lwakhakha, Chwele, Cheptais, Bumula, Brigadier and Kapsokwony. 341. The County will supplement the support provided by the Kenya Urban Support Programme as well as the Urban Institutional Grants by allocating budgetary resources for the provision of urban services. Service Delivery Unit 342. The county has established a Service Delivery Unit (SDU) within the Office of the Governor to spearhead efforts for continuous improvement of our policy, strategy and compliance environment in the delivery of public goods, services and works. Wastage of resources and limited budget absorption will forthwith be reduced and capacity to deliver quality services enhanced over the medium term Resource Sharing Guidelines 343. The resources available are shared in accordance with the following guidelines; i. Mandatory expenditures in the form of personnel Emoluments, operations and maintenance ii. Non-discretionary expenditures (Personnel Emoluments); this takes first charge and includes payment of statutory obligations such as salaries, pension and others. These expenditures are projected to account for about 39.6% of the Budget. iii. Operations – make up 29.2% of the FY 2020/21 budget iv. Maintenance - Departments are allocated funds for basic maintenance. This accounts for 1.1% of the budget. • On-going projects- emphasis is given to completion of on-going projects and in particular infrastructure projects, flagship projects and projects with high impact on poverty reduction and equity, employment and wealth creation. • Statutory requirements- priority is also given to programmes that must be funded in accordance with the law such as Ward Loan Schemes, Ward Bursaries and County Trade Loans. • Strategic policy interventions- priority is given to policy interventions covering the entire county, regional integration, social equity and environmental conservation. • Pending bills - County MDAs will be guided by available resource envelop while also making strategic reductions on programme implementation. VI. COUNTY FINANCIAL MANAGEMENT AND DIVISION OF REVENUE 6.1 Compliance with fiscal responsibility principle 6.1.1 Compliance with the requirement for development spending allocations 344. The County is required to allocate a minimum of thirty percent of its budget over the medium-term to development expenditure pursuant to Section 107 (2) (b) of the Public Finance Management Act, 2012. The County has met this legal requirement and allocated thirty percent of its approved budget to development. 6.1.2 Compliance with the Requirement for Expenditure on Wages 345. Regulation 25(1) (b) of the PFM (County Governments) Regulations, 2015 requires that the County wage bill shall not exceed 35 percent of its total revenue. In FY 2019/20 the actual expenditure was 33.1 percent and 35% in FY 2018/19. 6.2 Enhancement of County’s Own-Source-Revenue 346. The County’s actual Own Source Revenue (OSR) collection for FY 2019/20 was Ksh. 310,980,149 against a target of Ksh. 441,568,045 representing 70.4 percent of the annual target. This was a decrease of Ksh. 15,073,344 from Ksh. 326,053,493 collected in FY 2018/19 that was 83.3 percent of the annual OSR target of Ksh. 391,353,854 and a collection of Ksh. 294,029,707 against a target of Ksh. 499,668,830 in FY 2017/18 representing 58.8 percent. (Figure 8). Figure 7: County’s Own-Source-Revenue Performance Local Revenue Performance 600,000,000 500,000,000 400,000,000 300,000,000 200,000,000 100,000,000 0 FY 2019/20 FY 2018/19 FY 2017/18 Target Actual Source of Data: Bungoma County treasury 347. In the Financial Year 2021/22, the department of revenue anticipates to ride on the new revenue system enhancement to mobilize more domestic resources. The county developed an own revenue management and collection system in 2015. It was subsequently implemented in the year 2016. The system supports all the local revenue streams. The system has been effective to the following extent: a) It has enhanced revenue collection from a low of Ksh.182 million in 2013/2014 to a high of Ksh.326 in million from local revenue in 2018/19. b) The system has enhanced document security features. It is now not possible to forge a trade license or liquor license for Bungoma County. More security verification features including the USSD has been added. c) The system has introduced self-service payment options for customers, Customers can now pay for street parking using their handsets. No need to look for parking attendants. Matatus and bodabodas can too pay direct using their mobile phones. No need to come to the office for the service. d) The system has reduced the work load on billing and receipting clerks. Customers can now generate their own bills and make payment through mpesa or direct bank deposit. The system automatically acknowledges the payment and receipts instantly. No need for cashier to print a receipt unless requested by the customer. e) The enforcement module is now active. The enforcement officers simply use their handsets to confirm compliance for single business permits, parking fees, bodaboda and matatu stickers. f) The department used to take four days to issue and deliver the single business permit to the customer. With automation, it takes one hour to process a permit for an existing customer. g) The revenue collectors can now bank what they collect at the end of the day. The system records their collection and reconciles with their bankings. The system monitors unbanked revenue. It now takes less than eight hours to bank revenue for unstructured revenue and instantly for the structured revenue. The system does not receipt cash payments for structured revenue. 348. The department has put in place the following measure to improve on revenue collection in the FY 2021/22: a) The department has repaired some of the old vehicles that were in garages. This has reduced the pressure on the few available vehicles to support supervision and collection of single business permits. b) The roads department has improved the key market access roads as recommended by the Finance and Economic Planning committee. There is now little conflict with the market participants. c) The department has introduced new revenue streams like barrier Cess for crops and building materials, lease of land and ground rent for plots. This is expected to enhance collection of revenue. d) The department introduced weekly performance appraisal for Ward Revenue Officers. Collections are compared with targets on weekly basis. This has enhanced the market fees and other related streams. e) H.E. the Governor directed that a cabinet select Committee on Revenue be formed. The committee has a mandate among other issues to ensure maximum revenue collection and address other policy matters in regard to revenue. The committee meets on weekly basis. In some instances, non performing revenue supervisors appear before this committee. f) The department will use various tax incentives including tax waivers and flexible repayment plans for defaulters. 6.3 Prudent Management of Fiscal Risks 6.3.1 Pending Bills 349. According to Section 94 (1) (a) of the PFM Act, 2012, failure to make any payments as and when due by a State organ or a public entity may be an indicator of a serious material breach or a persistent material breach of measures established under the Act. In this context, Article 225 of the Constitution read together with Section 96 of the PFM Act gives the CECM Finance powers to stop transfer of funds to the concerned MDAs. 350. In relation to the ineligible pending bills, the Intergovernmental Budget and Economic Council (IBEC) through a resolution of 18th June 2019 instructed all County Governments to establish an Ineligible Pending Bills Committee to verify these bills. Once verified, it was resolved that the arrears should be prioritized and paid. 351. The pending bills committee was established as per letter reference COB/002/VOL.3/ (55) dated 19th June, 2019 from Chief Executive Officer Council of Governors which gave opportunity to County Government of Bungoma to appoint its pending bills committee which was tasked to verify each pending bill with view to give opinion on whether the pending bill is authentic and eligible for payment or not. 352. The pending bills as per the special audit findings by the Office of the Auditor General were KShs. 207,475,546.40. The Committee found that bills amounting to KShs. 176,898,637.86 were eligible as pending bills and Kshs. 139,291,208 of the eligible pending bills had already been paid. 353. Pending bills amounting to KShs. 30,576,908.54 were found to be ineligible and KShs. 2,000,000 of the ineligible bills had already been paid. The committee established that an amount of kshs. 28,576,908.54 is ineligible which the committee recommends against being paid. The ineligible bills arose from lack of documentation, goods supplied but not as per the specification of the user department, lack of certified documentation by relevant county authorities and erroneously captured pending bills. 354. In order to ensure that pending bills do not accumulate, a number of mechanisms geared at ensuring that there is no further accumulation of pending bills have been put in place by the County Executive Committee Member (CECM) for Finance as recommended by the committee: a) Departments should have proper internal control measures to ensure that proper procedures are followed in contracting for goods and services to avoid claims that lack supporting documentation. b) Timely procurement requisitions to avoid the last-minute rush at the closure of the financial year. Therefore, work plans should be prepared in such a way that most works, goods and services are procured in the first two quarters of the financial year. c) Departments to make a follow up on works, goods and services procured are completed and delivered within the stipulated contract timeframe to avoid payments spilling in the subsequent financial years. d) Clarity on what qualifies to be a pending bill to avoid overstating the overall county pending bills which hinders proper planning and execution of planned projects for the subsequent years. e) The county treasury to sensitize the implementers on what pending bills are and their implications. The national treasury uses a 90-day in unpaid bills as the basis of definition of a pending bill. 6.4 Local Revenue Collection 6.4.1 Shortfall in Local Revenue 355. Local revenue collected in FY 2019/20 was Kshs 310,980,149 against a target of Ksh. 441,568,045. This means that there was a shortfall of Ksh. 130,567,896. It is evident that over the years, the local revenue has been underperforming resulting in revenue shortfalls that has necessitated the need for implementation of austerity measures. 356. The underperformance of local revenue has been made worse by the outbreak of the Covid-19 pandemic which has disrupted economic activities and necessitated implementation of tax relief measures to cushion Kenyans against adverse effects of the pandemic. As at December 2020, the shortfall in local revenue for FY 2020/21 was Ksh 76,672,382, midway to the end of the financial year. This is an indication that the shortfall in local revenue is getting even wider in the current financial year. 6.4.2 County Allocations for FY2021/22 357. The Division of Revenue Bill (DoRB), 2021 proposes to allocate to the County Ksh. 10,659,435,192 as equitable revenue share, equivalent to a growth of Ksh 1,765,785,785 (or 19.9 percent) against FY 2020/21. 358. The County’s equitable share has increased due to the adjusting of all Counties’ FY 2020/21 allocation (i.e., Ksh. 316.5 billion) by Ksh36.1 billion or 11.4 percent. This growth is derived from anticipated improvement in revenues raised nationally in FY 2021/22 when the effects of Covid-19 pandemic are expected to ease. The increase as determined in the FY 2021/22 fiscal framework, will facilitate Post Covid-19 economic recovery at the Counties as well as ensure sustained service delivery by the devolved governments; and, 359. Converting the existing conditional grants to unconditional grants, and allocating the respective amounts totaling Ksh. 367,648,618 towards the FY 2021/22 equitable revenue share. The three conditional allocations are: Road Maintenance Levy Fund (RMLF); the compensation for user fees foregone; and, the grant funding rehabilitation of village polytechnics. 360. Conversion of the conditional allocations to Counties’ equitable revenue share as proposed above has several advantages. Firstly, it will afford the Counties more autonomy to budget and prioritize allocation of resources. Secondly, it will achieve a more consolidated approach to funding of devolved functions, while also enabling better tracking of performance and attribution of outcomes. Thirdly, it will help to address a number of challenges which are currently being experienced including suboptimal absorption of conditional allocations (which arises due primarily to difficulties faced by many Counties in adhering to the underlying conditions); and, failure by Counties to allocate sufficient resources in areas receiving supplemental funding by the National Government through conditional allocations. 361. Currently, besides the composite of equal share, the allocation criteria for the rehabilitation of village polytechnics conditional grant is also based on total trainee enrolment in the respective county governments, which is similar to the use of population parameter. This means that village polytechnics being a devolved function, and also a composite of the population parameter of the formula should be directly financed from each County’s equitable share of revenue. 6.5 Fiscal Transfers 362. To ensure efficiency, accountability and impact of programs and services funded through grants, all grants shall be coordinated by the line department which shall oversee development of frameworks and conditions to be met by the sectors to receive grants including financial and non-financial reporting. The Accounting Officer has sole authority for the approval of funds and must review/approve financial reports prior to submission to the County Treasury. 6.5.1 Conditional Grants 363. Additional conditional grants are administered pursuant to provisions of Regulation 129-135 of the Public Finance Management (National Government) Regulations, 2015 and the Treasury Circular No. 8/2017 on “Guidelines for the Management of Intergovernmental Fiscal Transfers in Kenya”. Additionally, the National Treasury will continue to annually issue a Circular on Frameworks for Administration of the additional conditional grants contained in the annual County Allocation of Revenue Act. 364. The National Treasury and Planning, in consultation with respective MDAs responsible, will in the financial year 2021/22 and in the Medium-Term monitor and evaluate the performance of the additional conditional allocations financed from the national government share of revenue and the Roads Fuel Maintenance Levy Fund to determine their achievements in line with their intended policy objective of the National Government. This is aimed at determining if indeed the respective financing has achieved its intended policy objectives, any challenges experienced so far with attendant recourse, and determine whether there is need for future allocations towards these conditional grants. 6.5.2 Funding of County Level Emergencies 365. Section 110 of the PFM Act, 2012 empowers the County Executive Committee Member Finance, with the approval of the county assembly, to establish an emergency fund for the county government which shall consist of money from time to time appropriated by the county assembly to the Fund by an appropriation law. The purpose of the Emergency Fund is to enable payments to be made in respect of a county when an urgent and unforeseen need for expenditure for which there is no specific legislative authority arises. 366. The County Executive Committee member for finance may make payments from the county government’s Emergency Fund only if he or she is satisfied that there is an urgent and unforeseen need for expenditure for which there is no legislative authority and shall be in accordance with operational guidelines made under regulations approved by Parliament and the law relating to disaster management. 367. During the year 2020, a number of emergencies has occurred which includes the Covid-19 pandemic and the locusts’ invasion which have necessitated the need for a framework to improve on the management and funding of County level emergencies. In this regard, the County has prepared the County Government Emergency Fund Act and Regulations and forwarded to the County Assembly for approval. 6.6 Emerging Issues 6.6.1 Covid-19 Pandemic 368. Kenya, like the rest of the world is grappling with the impacts of the COVID-19 which has resulted in major economic and social disruptions which have been felt both at the National and County level. In order to cushion County Governments against the unprecedented negative effects of the Covid-19 pandemic, the Government in collaboration with development partners allocated and disbursed additional Kshs 213 Million to Bungoma County for the purpose of setting up requisite infrastructure for urgent response to the pandemic. Further, an additional amount of Ksh 66 Million was disbursed for the purposes of supplementing allowances for the frontline healthcare workers who have been playing a critical role in the fight against the pandemic. Implementation of the Economic Stimulus Programme and the medium-term Post Covid-19 Economic Recovery Strategy will help the National and County Governments to recover from the adverse effects of the Covid-19 pandemic and reposition the economy on a path to prosperity. 6.6.2 County Revenue Management System 369. Bungoma County is one of the few counties that automated revenue collection in 2016. The county uses the Bungoma Automation Revenue Management System (BARMS). Following the Presidential Directive issued on 7th February 2019 on the implementation of a Single Integrated County Revenue Management System (ICRMS) to be used across all the 47 County Governments, the National Treasury and Planning constituted a multi-agency task force to expedite this matter. A Technical Committee was then formed and mandated to review the existing revenue systems and come up with feasible recommendations towards achieving an ICRMS for approval by the Steering Committee. The Technical Committee has already presented their draft report to the Steering Committee with recommendations on the ICRMS. The key finding on this report is that there are two County revenue systems that meet a significant number of required system features and the Technical Committee is exploring the possibility of enhancing one of the two County revenue systems to be rolled out to all the 47 County Governments. The Bungoma Automation Revenue Management System (BARMS) is one of the systems being considered for roll out to the rest of the 46 counties. The matter will be concluded in the medium term and the necessary action taken. 6.6.3 County Borrowing 370. Section 140 of the PFM, Act 2012 authorizes a County Executive Committee Member for finance to borrow on behalf of the County Government only if the terms and conditions for the loan are set out in writing and are in accordance to Article 212 of the Constitution and Sections 58 and 142 of the PFM, Act 2012 among other conditions. Before a County Government borrows, there should be established the internal rate of growth in regard to the respective County GDP, sustainability and credit worthiness besides due diligence. The Commission on Revenue Allocation in collaboration with the World Bank Group (WBG) and other stakeholders, initiated the County Creditworthiness Initiative (CCI) for Kenya to provide technical assistance to County Governments in bridging the creditworthiness gap and access market finance for infrastructure and other development projects. So far, the initiative has seen the credit rating for three County Governments (Bungoma, Kisumu and Makueni) which went public in March 2020. Bungoma County was rated BBB. This is favourable as it allows the county to borrow development money from Banks. The rating also makes it possible for the county to tap into debt financing by floating infrastructure bonds. However, more research should be done towards this field so as to establish the parameters that may be used to measure the Counties that can be loaned and to avoid burdening the guaranteeing authority (National Government). 6.6.4 County Post Covid-19 Economic Recovery Strategy 371. The County Governments, Council of Governors in conjunction with Kenya Institute for Public Policy Research and Analysis (KIPPRA) and other stakeholders developed the County Covid-19 Social Economic Re-engineering and Recovery Strategy 2020/21 – 2022/23. This Strategy is meant to facilitate the re- engineering and recovery of the County Governments economies from the impact of Covid-19 pandemic. The Strategy has five pillars for re-engineering and recovery of County economies namely; (i) boosting private sector; (ii) strengthening ICT capacity; (iii) human capital development; (iv) policy, legislative and institutional reforms; and, (v) strengthening County Governments preparedness and response to pandemic and disasters. There is need for synergy between the national and County Governments in the implementation of Post Covid-19 recovery strategies and other medium and long term economic blue prints such as the Big Four Agenda and the Vision 2030 in order to ensure that the nation can rapidly move back to economic recovery. ANNEXES Annex 1: Total sector ceilings for MTEF period 2021/22- 2023/24 PROJECTIONS % share of total allocation DEPARTME FY 2020/21 CFSP ceiling FY FY FY NT FY 2022/23 FY 2023/24 FY 2020/21 2021/22 2022/23 2023/24 Agriculture, Recurrent 347,089,477 2.9 3.2 3.2 412,786,288 433,425,602 455,096,883 3.2 livestock, fisheries and Development 594,844,820 5 3.8 3.8 481,228,035 505,289,437 530,553,909 3.8 co-op development Sub Total 941,934,297 7.9 7.0 7.0 894,014,323 938,715,039 985,650,791 7.0 Recurrent 198,275,801 1.7 2.2 2.2 279,880,994 293,875,044 308,568,796 2.2 Tourism and Development 16,882,637 0.1 0.3 0.3 Environment 36,981,650 38,830,733 40,772,269 0.3 Sub Total 215,158,438 1.8 2.5 2.5 316,862,644 332,705,776 349,341,065 2.5 Recurrent 62,663,989 111,224,490 0.5 0.9 0.9 116,785,715 122,625,000 0.9 Water and Natural Development 276,401,104 2.3 3.2 3.2 413,342,147 434,009,254 455,709,717 3.2 Resources Sub Total 339,065,093 524,566,637 2.8 4.1 4.1 550,794,969 578,334,717 4.1 Recurrent 169,551,673 1.4 1.4 1.4 183,724,484 192,910,708 202,556,244 1.4 Roads and Development 1,286,871,204 10.8 11.2 11.2 Public works 1,432,377,397 1,503,996,267 1,579,196,080 11.2 Sub Total 1,456,422,877 12.2 12.7 12.7 1,616,101,881 1,696,906,975 1,781,752,324 12.7 Recurrent 1,167,649,602 9.8 10.2 10.2 1,304,104,354 1,369,309,572 1,437,775,050 10.2 Education Development 326,343,752 452,586,596 2.7 3.2 3.2 410,509,384 431,034,853 3.2 Sub Total 1,493,993,354 12.6 13.5 13.5 1,714,613,738 1,800,344,425 1,890,361,646 13.5 Recurrent 3,194,760,022 2,937,157,475 26.8 23.1 23.1 3,084,015,349 3,238,216,116 23.1 Health Development 251,214,726 354,649,244 2.1 2.8 2.8 372,381,706 391,000,792 2.8 PROJECTIONS % share of total allocation DEPARTME FY 2020/21 CFSP ceiling FY FY FY NT FY 2022/23 FY 2023/24 FY 2020/21 2021/22 2022/23 2023/24 Sub Total 3,445,974,748 29 25.8 25.8 3,291,806,719 3,456,397,055 3,629,216,908 25.8 Recurrent 2,436,825 2,297,544 0 0.0 0.0 2,412,421 2,533,042 0.0 Sanitation Development 13,799,798 0.1 0.1 0.1 13,011,048 13,661,600 14,344,680 0.1 Sub Total 16,236,623 15,308,592 0.1 0.1 0.1 16,074,022 16,877,723 0.1 Recurrent 56,876,228 79,289,695 0.5 0.6 0.6 Trade, 83,254,180 87,416,889 0.6 energy and Development 68,500,632 0.6 0.8 0.8 industrializat 103,163,561 108,321,739 113,737,826 0.8 ion Sub Total 125,376,860 182,453,256 1.1 1.4 1.4 191,575,919 201,154,715 1.4 Recurrent 57,295,485 69,315,291 0.5 0.5 0.5 Lands, 72,781,056 76,420,108 0.5 Urban and Development 30,702,236 81,730,292 0.3 0.6 0.6 Physical 85,816,807 90,107,647 0.6 Planning Sub Total 87,997,721 166,527,755 0.7 1.2 1.2 151,045,583 158,597,862 1.2 Recurrent 14,831,158 14,297,820 0.1 0.1 0.1 15,012,711 15,763,347 0.1 Bungoma Development 109,887,700 121,151,189 0.9 0.9 0.9 Municipal 109,887,700 115,382,085 0.9 Sub Total 124,718,858 1 1.0 1.0 124,185,520 130,394,796 136,914,536 1.0 Recurrent 12,831,159 12,570,066 0.1 0.1 0.1 13,198,569 13,858,498 0.1 Kimilili Development 191,089,400 191,089,400 1.6 1.5 1.5 Municipal 200,643,870 210,676,064 1.5 Sub Total 203,920,559 203,659,466 1.7 1.6 1.6 213,842,439 224,534,561 1.6 Recurrent 21,301,631 0.2 0.3 0.3 34,484,101 36,208,306 38,018,721 0.3 Housing Development 2,719,563 15,664,025 17,269,588 0 0.1 0.1 16,447,226 0.1 PROJECTIONS % share of total allocation DEPARTME FY 2020/21 CFSP ceiling FY FY FY NT FY 2022/23 FY 2023/24 FY 2020/21 2021/22 2022/23 2023/24 Sub Total 24,021,194 50,148,126 0.2 0.4 0.4 52,655,532 55,288,309 0.4 Recurrent 100,171,362 0.8 0.7 0.7 83,464,198 87,637,408 92,019,278 0.7 Gender and Development 5,925,674 8,579,874 0 0.1 0.1 Culture 9,008,868 9,459,311 0.1 Sub Total 106,097,036 92,044,072 0.9 0.7 0.7 96,646,276 101,478,589 0.7 Recurrent 34,936,000 0.3 0.3 0.3 43,513,140 45,688,797 47,973,237 0.3 Youth and Development 183,466,379 1.5 1.3 1.3 Sports 165,416,354 173,687,172 182,371,530 1.3 Sub Total 218,402,379 208,929,494 1.8 1.6 1.6 219,375,969 230,344,767 1.6 Recurrent 852,697,315 950,697,315 7.2 7.5 7.5 998,232,181 1,048,143,790 7.5 County Development 15,000,000 0.1 1.0 1.0 Assembly 130,000,000 136,500,000 143,325,000 1.0 Sub Total 867,697,315 7.3 8.5 8.5 1,080,697,315 1,134,732,181 1,191,468,790 8.5 Recurrent 1,008,077,795 1,114,047,658 8.5 8.7 8.7 1,169,750,041 1,228,237,543 8.7 Finance and Development - - - 0 - 0.0 0.0 Planning Sub Total 1,008,077,795 8.5 8.7 8.7 1,114,047,658 1,169,750,041 1,228,237,543 8.7 County Recurrent 47,102,840 20,126,093 0.4 0.2 0.2 21,132,398 22,189,018 0.2 Public Development 0 - - - 0 - 0.0 0.0 Service Board Sub Total 47,102,840 20,126,093 0.4 0.2 0.2 21,132,398 22,189,018 0.2 Recurrent 414,003,816 368,772,993 3.5 2.9 2.9 387,211,643 406,572,225 2.9 Governors Development 0 - - - 0 - 0.0 0.0 Sub Total 414,003,816 368,772,993 3.5 2.9 2.9 387,211,643 406,572,225 2.9 D/Governor’ Recurrent 26,996,184 0.2 0.1 0.1 s office 17,352,349 18,219,966 19,130,965 0.1 PROJECTIONS % share of total allocation DEPARTME FY 2020/21 CFSP ceiling FY FY FY NT FY 2022/23 FY 2023/24 FY 2020/21 2021/22 2022/23 2023/24 Development 0 - - - 0 - 0.0 0.0 Sub Total 26,996,184 0.2 0.1 0.1 17,352,349 18,219,966 19,130,965 0.1 Recurrent 331,511,329 2.8 2.3 2.3 290,600,645 305,130,677 320,387,211 2.3 Public Administrati Development 0 17,915,735 19,752,098 0 0.1 0.1 18,811,522 0.1 on Sub Total 331,511,329 2.8 2.4 2.4 308,516,380 323,942,199 340,139,309 2.4 Recurrent 8,465,248 8,163,766 0.1 0.1 0.1 Sub County 8,571,954 9,000,552 0.1 Administrati Development 0 - - - 0 - 0.0 0.0 on Sub Total 8,465,248 8,163,766 9,000,552 0.1 0.1 0.1 8,571,954 0.1 Recurrent 155,373,657 201,730,607 1.3 1.6 1.6 211,817,137 222,407,994 1.6 County Development 212,537,789 1.8 1.1 1.1 Secretary 140,000,000 147,000,000 154,350,000 1.1 Sub Total 367,911,446 3.1 2.7 2.7 341,730,607 358,817,137 376,757,994 2.7 Recurrent 13,352,400 0.1 0.2 0.2 25,000,000 26,250,000 27,562,500 0.2 ICT Development 17,890,473 0.2 0.3 0.3 44,081,370 46,285,439 48,599,710 0.3 Sub Total 31,242,873 69,081,370 0.3 0.5 0.5 72,535,439 76,162,210 0.5 Recurrent 0 0 0.2 0.2 20,500,000 21,525,000 22,601,250 0.2 County Development 0 - - - 0 - 0.0 0.0 Attorney Sub Total 0 20,500,000 0 0.2 0.2 21,525,000 22,601,250 0.2 Recurrent 8,298,250,996 9,465,074,256 69.7 67.4 67.4 8,585,101,366 9,014,356,434 67.4 TOTAL Development 3,604,077,887 4,149,627,216 30.3 32.6 32.6 4,357,108,577 4,574,964,006 32.6 Grand Total 11,902,328,883 100 100.0 100.0 12,734,728,582 13,371,465,011 14,040,038,262 100.0 Annex 2: Recurrent Ceilings Analysis for MTEF Period 2021/22-2023/24 INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 Recurrent 347,089,477 412,786,288 433,425,602 455,096,883 4.18 12.7 12.7 12.7 Agriculture, AIA 25,487,105 26,761,460 28,099,533 29,504,510 0.31 0.8 0.8 0.8 livestock, NET 321,602,372 386,024,828 405,326,069 425,592,373 3.88 11.9 11.9 11.9 fisheries and Compensation 305,789,800 321,079,290 337,133,255 9.4 9.4 9.4 220,566,001 2.66 co-op to Employees development Maintenance 7,650,000 8,032,500 8,434,125 8,855,831 0.09 0.2 0.2 0.2 Operations 118,873,476 98,963,988 103,912,187 109,107,797 1.43 3.0 3.0 3.0 Recurrent 198,275,801 279,880,994 293,875,044 308,568,796 2.39 8.6 8.6 8.6 AIA 1,212,750 1,273,388 1,337,057 1,403,910 0.01 0.0 0.0 0.0 NET 197,063,051 278,607,606 292,537,986 307,164,886 2.37 8.6 8.6 8.6 Tourism and Compensation 24,334,574 25,551,303 26,828,868 0.7 0.7 0.7 environment 24,334,574 0.29 to Employees Maintenance 1,500,000 1,575,000 1,653,750 1,736,438 0.02 0.0 0.0 0.0 Operations 172,441,227 253,971,420 266,669,991 280,003,491 2.08 7.8 7.8 7.8 Recurrent 62,663,989 111,224,490 116,785,715 122,625,000 0.76 3.4 3.4 3.4 AIA 0 0 0 0 0.00 0.0 0.0 0.0 Water and NET 62,663,989 111,224,490 116,785,715 122,625,000 0.76 3.4 3.4 3.4 natural Compensation 23,491,552 24,666,130 25,899,436 0.7 0.7 0.7 23,491,552 0.28 resources to Employees Maintenance 10,550,000 11,077,500 11,631,375 12,212,944 0.13 0.3 0.3 0.3 Operations 28,622,437 76,655,438 80,488,210 84,512,620 0.34 2.4 2.4 2.4 Recurrent 169,551,673 183,724,484 192,910,708 202,556,244 2.04 5.6 5.6 5.6 AIA 3,858,750 4,051,688 4,254,272 4,466,986 0.05 0.1 0.1 0.1 NET 165,692,923 179,672,796 188,656,436 198,089,258 2.00 5.5 5.5 5.5 Roads and Compensation 75,119,480 78,875,454 82,819,227 2.3 2.3 2.3 Public works 65,199,513 0.79 to Employees Maintenance 21,224,977 20,000,000 21,000,000 22,050,000 0.26 0.6 0.6 0.6 Operations 83,127,183 88,605,004 93,035,254 97,687,017 1.00 2.7 2.7 2.7 1,167,649,60 1,304,104,35 1,369,309,572 1,437,775,050 40.0 40.0 40.0 Education Recurrent 14.07 2 4 INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 AIA 2,100,000 2,205,000 2,315,250 2,431,013 0.03 0.1 0.1 0.1 1,165,549,60 1,301,899,35 1,366,994,322 1,435,344,038 40.0 40.0 40.0 NET 14.05 2 4 Compensation 944,249,408 991,461,878 1,041,034,972 29.0 29.0 29.0 935,040,802 11.27 to Employees Maintenance 600,000 630,000 661,500 694,575 0.01 0.0 0.0 0.0 Operations 232,008,800 359,224,946 377,186,193 396,045,503 2.80 11.0 11.0 11.0 3,194,760,02 2,937,157,47 3,084,015,349 3,238,216,116 90.2 90.2 90.2 Recurrent 38.50 2 5 AIA 516,974,687 542,823,421 569,964,592 598,462,822 6.23 16.7 16.7 16.7 2,677,785,33 2,394,334,05 2,514,050,757 2,639,753,295 73.5 73.5 73.5 NET 32.27 5 4 Health Compensation 1,962,648,50 2,169,421,54 2,277,892,623 2,391,787,254 66.6 66.6 66.6 23.65 to Employees 1 6 Maintenance 51,703,920 54,289,116 57,003,572 59,853,750 0.62 1.7 1.7 1.7 1,180,407,60 713,446,813 749,119,154 786,575,111 21.9 21.9 21.9 Operations 14.22 1 Recurrent 2,436,825 2,297,544 2,412,421 2,533,042 0.03 0.1 0.1 0.1 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 2,436,825 2,297,544 2,412,421 2,533,042 0.03 0.1 0.1 0.1 Sanitation Compensation 0 0 0.0 0.0 0.0 0 0.00 to Employees Maintenance 0 0 0 0 0.00 0.0 0.0 0.0 Operations 2,436,825 2,297,544 2,412,421 2,533,042 0.03 0.1 0.1 0.1 Recurrent 56,876,228 79,289,695 83,254,180 87,416,889 0.69 2.4 2.4 2.4 AIA 0 0 0 0 0.00 0.0 0.0 0.0 Trade, energy NET 56,876,228 79,289,695 83,254,180 87,416,889 0.69 2.4 2.4 2.4 and Compensation 25,063,211 26,316,372 27,632,190 0.8 0.8 0.8 industrializatio 16,141,460 0.19 to Employees n Maintenance 3,286,768 3,451,106 3,623,661 3,804,844 0.04 0.1 0.1 0.1 Operations 37,448,000 50,775,378 53,314,147 55,979,854 0.45 1.6 1.6 1.6 Recurrent 57,295,485 69,315,291 72,781,056 76,420,108 0.69 2.1 2.1 2.1 INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 AIA 6,297,097 6,611,952 6,942,550 7,289,677 0.08 0.2 0.2 0.2 NET 50,998,388 62,703,339 65,838,506 69,130,431 0.61 1.9 1.9 1.9 Lands, Urban Compensation 26,024,650 27,325,883 28,692,177 0.8 0.8 0.8 and Physical 27,635,604 0.33 to Employees Planning Maintenance 1,070,000 1,123,500 1,179,675 1,238,659 0.01 0.0 0.0 0.0 Operations 28,589,881 42,167,141 44,275,498 46,489,273 0.34 1.3 1.3 1.3 Recurrent 14,831,158 14,297,820 15,012,711 15,763,347 0.18 0.4 0.4 0.4 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 14,831,158 14,297,820 15,012,711 15,763,347 0.18 0.4 0.4 0.4 Bungoma Compensation 0 0 0.0 0.0 0.0 Municipal 0 0.00 to Employees Maintenance 0 0 0 0 0.00 0.0 0.0 0.0 Operations 14,831,158 14,297,820 15,012,711 15,763,347 0.18 0.4 0.4 0.4 Recurrent 12,831,159 12,570,066 13,198,569 13,858,498 0.15 0.4 0.4 0.4 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 12,831,159 12,570,066 13,198,569 13,858,498 0.15 0.4 0.4 0.4 Kimilili Compensation 0 0 0.0 0.0 0.0 Municipal 0 0.00 to Employees Maintenance 0 0 0 0 0.00 0.0 0.0 0.0 Operations 12,831,159 12,570,066 13,198,569 13,858,498 0.15 0.4 0.4 0.4 Recurrent 21,301,631 34,484,101 36,208,306 38,018,721 0.26 1.1 1.1 1.1 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 21,301,631 34,484,101 36,208,306 38,018,721 0.26 1.1 1.1 1.1 Housing Compensation 8,054,246 8,456,958 8,879,806 0.2 0.2 0.2 12,851,403 0.15 to Employees Maintenance 720,000 756,000 793,800 833,490 0.01 0.0 0.0 0.0 Operations 7,730,228 25,673,855 26,957,548 28,305,425 0.09 0.8 0.8 0.8 Recurrent 135,107,362 83,464,198 87,637,408 92,019,278 1.63 2.6 2.6 2.6 Gender and AIA 0 0 0 0 0.00 0.0 0.0 0.0 Culture NET 135,107,362 83,464,198 87,637,408 92,019,278 1.63 2.6 2.6 2.6 INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 Compensation 36,467,930 38,291,327 1.1 1.1 1.1 46,696,748 34,731,362 0.56 to Employees Maintenance 1,850,000 1,942,500 2,039,625 2,141,606 0.02 0.1 0.1 0.1 Operations 86,560,614 46,790,336 49,129,853 51,586,345 1.04 1.4 1.4 1.4 Recurrent 43,513,140 45,688,797 47,973,237 0.00 1.3 1.3 1.3 AIA 0 0 0 0.00 0.0 0.0 0.0 NET 0 43,513,140 45,688,797 47,973,237 0.00 1.3 1.3 1.3 Youth and Compensation 15,000,000 15,750,000 16,537,500 0.5 0.5 0.5 Sports 0.00 to Employees Maintenance 1,500,000 1,575,000 1,653,750 0.00 0.0 0.0 0.0 Operations 0 27,013,140 28,363,797 29,781,987 0.00 0.8 0.8 0.8 Recurrent 852,697,315 950,697,315 998,232,181 1,048,143,790 10.28 29.2 29.2 29.2 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 852,697,315 950,697,315 998,232,181 1,048,143,790 10.28 29.2 29.2 29.2 County Compensation 399,719,148 419,705,105 440,690,361 12.3 12.3 12.3 Assembly 201,285,496 2.43 to Employees Maintenance 5,370,000 5,638,500 5,920,425 6,216,446 0.06 0.2 0.2 0.2 Operations 646,041,819 545,339,667 572,606,650 601,236,983 7.79 16.7 16.7 16.7 1,008,077,79 1,114,047,65 1,169,750,041 1,228,237,543 34.2 34.2 34.2 Recurrent 12.15 5 8 AIA 0 0 0 0 0.00 0.0 0.0 0.0 1,008,077,79 1,114,047,65 1,169,750,041 1,228,237,543 34.2 34.2 34.2 Finance and NET 12.15 5 8 Planning Compensation 638,221,591 670,132,671 703,639,304 19.6 19.6 19.6 562,902,764 6.78 to Employees Maintenance 27,946,958 29,344,306 30,811,521 32,352,097 0.34 0.9 0.9 0.9 Operations 417,228,073 446,481,761 468,805,849 492,246,142 5.03 13.7 13.7 13.7 Recurrent 47,102,840 20,126,093 21,132,398 22,189,018 0.57 0.6 0.6 0.6 AIA 0 0 0 0 0.00 0.0 0.0 0.0 County Public NET 47,102,840 20,126,093 21,132,398 22,189,018 0.57 0.6 0.6 0.6 Service Compensation 9,655,801 10,138,591 10,645,521 0.3 0.3 0.3 11,331,564 0.14 to Employees INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 Maintenance 500,000 1,272,752 1,336,390 1,403,209 0.01 0.0 0.0 0.0 Operations 35,271,276 9,197,540 9,657,417 10,140,288 0.43 0.3 0.3 0.3 Recurrent 414,003,816 368,772,993 387,211,643 406,572,225 4.99 11.3 11.3 11.3 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 414,003,816 368,772,993 387,211,643 406,572,225 4.99 11.3 11.3 11.3 Governors Compensation 234,526,385 251,836,332 264,428,149 277,649,556 7.7 7.7 7.7 2.83 to Employees Maintenance 3,000,000 3,000,000 3,150,000 3,307,500 0.04 0.1 0.1 0.1 Operations 176,477,431 113,936,661 119,633,494 125,615,169 2.13 3.5 3.5 3.5 Recurrent 26,996,184 17,352,349 18,219,966 19,130,965 0.33 0.5 0.5 0.5 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 26,996,184 17,352,349 18,219,966 19,130,965 0.33 0.5 0.5 0.5 D/Governor’s Compensation 0 0 0.0 0.0 0.0 office 0 0.00 to Employees Maintenance 1,980,000 2,000,000 2,100,000 2,205,000 0.02 0.1 0.1 0.1 Operations 25,016,184 15,352,349 16,119,966 16,925,965 0.30 0.5 0.5 0.5 Recurrent 331,511,329 290,600,645 305,130,677 320,387,211 3.99 8.9 8.9 8.9 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 331,511,329 290,600,645 305,130,677 320,387,211 3.99 8.9 8.9 8.9 Public Compensation 202,040,984 212,143,033 222,750,185 6.2 6.2 6.2 Administration 240,907,510 2.90 to Employees Maintenance 400,000 1,000,000 1,050,000 1,102,500 0.00 0.0 0.0 0.0 Operations 90,203,819 87,559,661 91,937,644 96,534,526 1.09 2.7 2.7 2.7 Recurrent 8,465,248 8,163,766 8,571,954 9,000,552 0.10 0.3 0.3 0.3 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 8,465,248 8,163,766 8,571,954 9,000,552 0.10 0.3 0.3 0.3 Sub County Compensation 0 0 0.0 0.0 0.0 Administration 0 0 0.00 to Employees Maintenance 0 0 0 0 0.00 0.0 0.0 0.0 Operations 8,465,248 8,163,766 8,571,954 9,000,552 0.10 0.3 0.3 0.3 Recurrent 155,373,657 201,730,607 211,817,137 222,407,994 2.03 6.2 6.2 6.2 INDICATI PROJECTIONS % share of total allocation VE Department FY 2020/21 FY FY FY FY CEILING FY 2022/23 FY 2023/24 2020/21 2021/22 2022/23 2023/24 FY 2021/22 AIA 7,426,650 7,797,983 8,187,882 8,597,276 0.09 0.2 0.2 0.2 NET 147,947,007 193,932,624 203,629,255 213,810,718 1.94 6.0 6.0 6.0 County Compensation 0 26,441,253 27,763,316 29,151,481 0.8 0.8 0.8 0.00 Secretary to Employees Maintenance 1,421,057 1,000,000 1,050,000 1,102,500 0.02 0.0 0.0 0.0 Operations 153,952,600 174,289,354 183,003,822 192,154,013 2.02 5.4 5.4 5.4 Recurrent 13,352,400 25,000,000 26,250,000 27,562,500 0.00 0.8 0.8 0.8 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 13,352,400 25,000,000 26,250,000 27,562,500 0.00 0.8 0.8 0.8 ICT Compensation 0 0 0 0.0 0.0 0.0 0 0.00 to Employees Maintenance 900,000 1,000,000 1,050,000 1,102,500 0.00 0.0 0.0 0.0 Operations 12,452,400 24,000,000 25,200,000 26,460,000 0.00 0.7 0.7 0.7 Recurrent 0 20,500,000 21,525,000 22,601,250 0.00 0.6 0.6 0.6 AIA 0 0 0 0 0.00 0.0 0.0 0.0 NET 0 20,500,000 21,525,000 22,601,250 0.00 0.6 0.6 0.6 County Compensation 0 0 0 0 0.0 0.0 0.0 Attorney 0.00 to Employees Maintenance 0 500,000 525,000 551,250 0.00 0.0 0.0 0.0 Operations 0 20,000,000 21,000,000 22,050,000 0.00 0.6 0.6 0.6 8,298,250,99 8,585,101,366 Recurrent 9,014,356,434 9,465,074,256 100.00 263.6 263.6 263.6 6 AIA 563,357,039 591,524,892 621,101,137 652,156,193 6.79 18.2 18.2 18.2 NET 7,734,893,957 7,993,576,474 8,393,255,298 8,812,918,063 93.21 245.4 245.4 245.4 TOTAL Compensatio 4,585,559,877 5,179,194,938 5,438,154,685 5,710,062,419 159.0 159.0 159.0 n to 55.26 Employees Maintenance 140,773,680 149,132,780 156,589,419 164,418,890 1.70 4.6 4.6 4.6 Operations 3,571,917,439 3,256,773,648 3,419,612,330 3,590,592,947 43.04 100.0 100.0 100.0 Annex 3: Resource Requirements for MTEF Period 2021/22-2023/24 Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development Administrative and 24,450,000 75,483,560 79,257,738 83,220,625 Support Services Personnel Emoluments 310,976,627 554,953,254 582,700,917 611,835,963 Policy, Legal and 15,600,000 38,800,000 40,740,000 42,777,000 regulatory framework Planning and Financial 15,000,000 33,000,000 34,650,000 36,382,500 Management Monitoring and 4,000,000 20,000,000 21,000,000 22,050,000 Evaluation of departmental Programmes, projects and initiatives Crops Extension and 9,000,000 73,804,000 77,494,200 81,368,910 Training Services Livestock Extension and 8,000,000 62,804,450 65,944,673 69,241,906 Training Services Veterinary Extension and 4,350,029 28,000,000 29,400,000 30,870,000 Training Services Purchase of Vaccines and 4,000,000 20,000,000 21,000,000 22,050,000 Veterinary Supplies Fisheries Extension and 8,500,000 33,000,000 34,650,000 36,382,500 Training Services Cooperative training and 5,000,000 38,900,000 40,845,000 42,887,250 advisory services Cooperative Audit - 63,560,000 66,738,000 70,074,900 Services Irrigation training and 2,500,000 150,617,150 158,148,008 166,055,408 extension services Staff Training 6,000,000 50,000,000 52,500,000 55,125,000 Sector Coordination 4,000,000 18,000,000 18,900,000 19,845,000 Infrastructural - 150,000,000 157,500,000 165,375,000 Development Leadership and 4,000,000 9,000,000 9,450,000 9,922,500 Governance Sub-county - 90,000,000 94,500,000 99,225,000 administrative facilitation AMC Operations 7,500,000 55,000,000 57,750,000 60,637,500 ATC Operations and 12,000,000 40,000,000 42,000,000 44,100,000 farm management CFF Operations and farm 2,000,000 12,000,000 12,600,000 13,230,000 management Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Stakeholder engagement 400,000 20,000,000 21,000,000 22,050,000 on sectoral policies Value chain development - 80,000,000 84,000,000 88,200,000 programmes Fertilizer ad Maize seeds 136,000,000 142,800,000 149,940,000 (402 beneficiaries per ward) Fertilizer and maize seed 57,000,000 59,850,000 62,842,500 pending bills arising from FY 2020/21 Purchase of coffee seeds 10,000,000 10,500,000 11,025,000 and tubes for cooperative societies Avocado seedlings (1000 30,000,000 31,500,000 33,075,000 per ward) AI subsidy 5,000,000 5,250,000 5,512,500 Establishment of coffee 4,000,000 4,200,000 4,410,000 nurseries at Mabanga ATC Cotton seed 3,000,000 3,150,000 3,307,500 Potato seed 5,000,000 5,250,000 5,512,500 Tea cuttings 3,000,000 3,150,000 3,307,500 Rain gun irrigation kits 2,000,000 2,100,000 2,205,000 Development of Chwele 12,000,000 12,600,000 13,230,000 fish farm Machinery shed for AMC 5,000,000 5,250,000 5,512,500 Pending bill – Coffee 20,000,000 21,000,000 22,050,000 warehouses at Misikhu, Lukusi and Kituni Renovation of slaughter 15,000,000 15,750,000 16,537,500 houses (Bungoma, Kimilili, Webuye) Establishment of Auction 30,000,000 31,500,000 33,075,000 rings – Chepkube (Bungoma), Kimilili, Kamukuywa, Dorofu, Webuye Milk processing plant 60,000,000 63,000,000 66,150,000 (completion of building) Equipping and 200,000,000 210,000,000 220,500,000 installation of machinery milk processing plant Completion of water 10,000,000 10,500,000 11,025,000 project at Mabanga ATC Completion of dairy unit 10,000,000 10,500,000 11,025,000 at Mabanga ATC Completion of poultry at 10,000,000 10,500,000 11,025,000 the ATC Purchase of 2 tractors 12,000,000 12,600,000 13,230,000 Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Establishment of coffee 15,000,000 15,750,000 16,537,500 drying tables for coffee cooperatives NADAFA 5,000,000 5,250,000 5,512,500 operationalization Operationalization of 20,000,000 21,000,000 22,050,000 Tongaren Maize mill Calibration of machines 1,000,000 1,050,000 1,102,500 and sieve installation at Musese coffee mill Establishment of 200,000,000 210,000,000 220,500,000 agribusiness market in Chwele National Agricultural and 350,000,000 360,000,000 378,000,000 396,900,000 Rural Inclusive Growth Programme (NARIGP) Agriculture Sector 19,786,000 55,500,000 58,275,000 61,188,750 Development Support Programme (ASDSP) Pending bill for FY 2013- 0 13,074,254 13,727,967 14,414,365 2020 Ward based projects 15,714,000 50,000,000 52,500,000 55,125,000 Total 1,042,121,476 2,995,496,668 3,145,271,501 3,302,535,076 Education Personnel Emoluments 935,040,802 1,017,562,669 1,068,440,802 1,121,862,843 Administrative and 10,272,115 30,950,000 32,497,500 34,122,375 Support Services Planning and financial 3,000,000 7,000,000 7,350,000 7,717,500 management Monitoring and 3,500,000 7,000,000 7,350,000 7,717,500 evaluation, feasibility studies Good governance 1.500,000 5,000,000 5,250,000 5,512,500 Capacity building of 3,500,000 5,000,000 5,250,000 5,512,500 technical, teaching ECDE/ VTC and administration staff Policy formulation and 1,000,000 8,000,000 8,400,000 8,820,000 implementation Purchase of motor 0 6,500,000 6,825,000 7,166,250 vehicle Quality assurance and 1,500,000 5,000,000 5,250,000 5,512,500 standards in VTC Quality assurance and 1,000,000 3,500,000 3,675,000 3,858,750 standards in ECDE Annual conference for 2,500,000 8,000,000 8,400,000 8,820,000 ECDE teachers Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Annual conference for 2,500,000 8,000,000 8,400,000 8,820,000 VTC instructors Curriculum 2,000,000 7,000,000 7,350,000 7,717,500 implementation in VTCs (Exhibition week, fashion week and cultural week) Community sensitization 3,000,000 5,000,000 5,250,000 5,512,500 activities (Education stakeholders) Learning materials for 3,000,000 5,000,000 5,250,000 5,512,500 ECDE Health and nutrition 0 150,000,000 157,500,000 165,375,000 Joint vocational training 3,000,000 5,000,000 5,250,000 5,512,500 graduation Mentorship programme 10,000,000 10,000,000 10,500,000 11,025,000 Launch of scholarship 0 7,000,000 7,350,000 7,717,500 Implementation of 124,336,685 300,000,000 315,000,000 330,750,000 scholarship and bursary scheme Infrastructural 139,389,000 162,000,000 170,100,000 178,605,000 Development (ward- based projects) Provision of furniture for 45,000,000 70,000,000 73,500,000 77,175,000 ECDE classrooms Construction of VTC 119,104,858 277,800,000 291,690,000 306,274,500 Capitation of ECDE 0 50,000,000 52,500,000 55,125,000 centres Tuition support grants 67,849,894 76,000,000 79,800,000 83,790,000 VTC Tools and equipment for 0 90,000,000 94,500,000 99,225,000 VTC Pending bills 0 2,537,768 2,664,656 2,797,889 Total 1,435,493,355 2,328,850,437 2,445,292,959 2,567,557,607 Health Health Administrative 147,820,857 162,972,495 171,121,120 179,677,176 and support services Leadership and 23,970,157 26,427,098 27,748,453 29,135,876 Governance. Health Policy 3,000,000 3,307,500 3,472,875 3,646,519 Formulation Planning and budgeting 4,000,000 4,410,000 4,630,500 4,862,025 Human resource 2,107,407,484 2,308,392,624 2,423,812,255 2,545,002,868 management Communicable and Non- 58,005,084 63,950,605 67,148,135 70,505,542 communicable disease control Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Disease Surveillance and 2,746,938 3,028,499 3,179,924 3,338,920 epidemic response Community health 2,936,801 3,237,823 3,399,714 3,569,700 strategy Health promotion 3,126,667 3,447,150 3,619,508 3,800,483 Nutrition 20,000,000 22,050,000 23,152,500 24,310,125 Malaria, TB &HIV/AIDS 300,000 330,750 347,288 364,652 awareness. Routine medical services. 630,002,689 657,523,004 690,399,154 724,919,112 Blood bank services 0 0 0 0 Referral Strategy 10,987,751 12,113,995 12,719,695 13,355,679 Reproductive, maternal, 182,892,419 186,584,131 195,913,338 205,709,004 newborn, child and adolescent health. Capacity building of 3300 0 17,580,000 18,459,000 19,381,950 community health volunteers (CHV) Retooling of CHV kit 0 33,000,000 34,650,000 36,382,500 Procuring of Mama packs 0 45,000,000 47,250,000 49,612,500 Holding of medical 0 17,895,000 18,789,750 19,729,238 camps Support supervision 0 18,420,000 19,341,000 20,308,050 Purchase of Medical and 79,576,893 331,840,640 348,432,672 365,854,306 Dental Equipment Purchase of Generators 0 35,000,000 36,750,000 38,587,500 Construction of Non- 104,260,150 457,500,000 480,375,000 504,393,750 Residential Buildings (offices, schools, hospitals, etc.) Establishment of oxygen 0 50,000,000 52,500,000 55,125,000 plant WBP- health 46,754,000 46,754,000 49,091,700 51,546,285 Refurbishment of Non- 4,240,361 15,500,000 16,275,000 17,088,750 Residential Buildings Other infrastructure and 16,383,322 35,500,000 37,275,000 39,138,750 civil works Total 3,462,211,371 4,495,574,636 4,720,353,368 4,956,371,036 Sanitation Personnel emoluments 896,976 941,825 988,916 1,038,362 Administration support 1,539,849 4,000,000 4,200,000 4,410,000 services Sanitation management 6,621,798 20,000,000 21,000,000 22,050,000 WBP- sanitation 7,178,000 7,178,000 7,536,900 7,913,745 Total 16,236,623 32,119,825 33,725,816 35,412,107 Roads and Public Works Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Employee emoluments 65,199,513.00 75,119,480 78,875,454 82,819,227 Administrative costs – 35,768,601.00 59,518,760 62,494,698 65,619,433 travel costs, utilities, communication, printing, office supplies, Committee boards and conferences, Fuel 38,999,832.00 40,000,000 42,000,000 44,100,000 Contracted professional 2,000,000 5,000,000 5,250,000 5,512,500 Services Maintenance expenses 21,224,977.00 44,100,000 46,305,000 48,620,250 Training and 2,500,000 4,000,000 4,200,000 4,410,000 development Construction of Ablution 4,000,000 4,200,000 4,410,000 Block at Public Works HQ Construction of a 6,000,000 6,300,000 6,615,000 Security Wall Fence at Kanduyi HQ Construction of Bridges 60,000,000 63,000,000 66,150,000 & Box Culvert Development of Road 3,000,000 30,135,000 31,641,750 33,223,838 Designs Acquisition of Gravel Pits 3,626,084 14,200,000 14,910,000 15,655,500 Construction of Dual 350,000,000 400,000,000 420,000,000 441,000,000 Carriage (Kanduyi – Musikoma) Labour based 400,000,000 420,000,000 441,000,000 maintenance of Roads Upgrading of Rural 100,000,000 150,000,000 157,500,000 165,375,000 Roads to Bitumen Equipping of fire station 12,934,348 10,000,000 10,500,000 11,025,000 (Kanduyi) Maintenance of Rural 266,961,417 280,309,488 294,324,962 309,041,211 Roads (RMLF) Maintenance OF Ward 410,349,355 484,117,931 508,323,828 533,740,019 Roads (WBP) Roads routine 140,000,000 200,000,000 210,000,000 220,500,000 maintenance framework Pending bills 0 136,081,308 142,885,373 150,029,642 Total 1,452,564,127 2,213,130,219 2,323,786,730 2,439,976,066 Trade, Energy and Industrialization Planning 5,000,000 5,000,000 5,250,000 5,512,500 Formulation of Policies, 3,000,000 15,000,000 15,750,000 16,537,500 bills and legal notices Salaries and Emoluments 23,531,428 25,063,211 26,316,372 27,632,190 Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Staff Training and 5,000,000 12,000,000 12,600,000 13,230,000 Development General administration 20,344,800 52,500,000 55,125,000 57,881,250 Community sensitization 5,000,000 5,250,000 5,512,500 on importance of protecting community projects to reduce vandalism Inspection of 2,000,000 2,100,000 2,205,000 government houses, offices and markets for electrical connection compliance Formulation of project 1,000,000 1,050,000 1,102,500 management committees to ensure sustainability of implemented ward- based projects Sensitization of farmers 5,000,000 5,250,000 5,512,500 on value addition products to ensure production of cottage industries Training of committee 2,000,000 2,100,000 2,205,000 members for registered cottage industries Formation of market 800,000 840,000 882,000 management and development committee for 30 markets Sensitization of 30 2,000,000 2,100,000 2,205,000 market management committees on the new market guidelines and their roles Training of 900 traders 6,000,000 6,300,000 6,615,000 on business management Branding and launching 7,000,000 7,350,000 7,717,500 of market infrastructures within the county Sensitization of traders 4,000,000 4,200,000 4,410,000 and consumers on their rights and obligation quarterly in all sub counties Training and capacity 5,000,000 5,250,000 5,512,500 building MSMEs in all the 45 wards on financial Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 literacy and loan management Staff retreat 4,000,000 4,200,000 4,410,000 Bonding with members 6,000,000 6,300,000 6,615,000 of the County Assembly, Trade committee Research 0 0 0 0 Market Infrastructure 7,075,866 185,000,000 194,250,000 203,962,500 Development Development of Chwele 8,334,993 50,000,000 52,500,000 55,125,000 Agribusiness hub Energy Access and 21,541,773 30,000,000 31,500,000 33,075,000 Development Industrial Development 4,000,000 20,000,000 21,000,000 22,050,000 Trade loan 0 34,450,000 36,172,500 37,981,125 Ward based projects 27,548,000 105,000,000 110,250,000 115,762,500 Pending bills 0 3,235,741 3,397,528 3,567,404 Total 125,376,860 583,813,211 613,003,872 643,654,065 Lands, Urban, Physical Planning and Housing Lands, Urban and Physical Planning Salaries and Emoluments 27,635,604 34,094,247 35,798,959 37,588,907 Administration, planning 14,725,146 45,449,010 47,721,461 50,107,534 and support services Purchase of office - 3,500,000 3,675,000 3,858,750 Furniture, printers, and other IT Equipment Human Development 1,233,735 6,500,000 6,825,000 7,166,250 and Management Research (Development 4,591,000 12,354,750 12,972,488 13,621,112 of Land Policy and bill) Pre-feasibility Studies 1,000,000 10,500,000 11,025,000 11,576,250 (Re-organization of urban centres) Development controls- 1,000,000 15,000,000 15,750,000 16,537,500 plan approvals and building inspection exercise/supervision in the 9 sub-counties Public lands clinics 0 0 0 0 (sensitization of the public on land registration procedures) Sensitization programme 0 0 0 0 on ratable and unratable properties Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Processing of tittle deeds 8,110,000 20,000,000 21,000,000 22,050,000 for public land and beaconing (administrative costs in public land acquisition) Operationalization of GIS 0 12,000,000 12,600,000 13,230,000 LAB -Creation of Database for all developments in the county Acquisition of lands 18,130,423 107,000,000 112,350,000 117,967,500 Procuring and 4,470,610 7,550,000 7,927,500 8,323,875 Installation of Real Time Kinematics (RTK) Construction of County 55,000,000 57,750,000 60,637,500 Lands and Housing Office Networking of GIS Lab 0 10,000,000 10,500,000 11,025,000 Ward based projects 4,753,000 40,719,673 42,755,657 44,893,439 Securing public land - 20,000,000 21,000,000 22,050,000 Valuation Roll for 6 0 50,000,000 52,500,000 55,125,000 urban centres Development/ Physical 3,348,205 45,000,000 47,250,000 49,612,500 Planning in 10 centres Review of physical and 60,000,000 63,000,000 66,150,000 land use plans for the existing and the soon to be created municipalities Development control- 0 12,000,000 12,600,000 13,230,000 plan approval and building inspection as part of revenue enhancement plan Processing of title deeds 0 50,000,000 52,500,000 55,125,000 Control of Storm Water 0 150,000,000 157,500,000 165,375,000 in 6 towns Total 87,997,723 710,667,680 746,201,064 783,511,117 Housing Salaries and Emoluments 12,851,403 17,950,000 18,847,500 19,789,875 Administration, planning 6,770,000 29,305,000 30,770,250 32,308,763 and support services Purchase of office 0 3,500,000 3,675,000 3,858,750 Furniture, printers, and other IT Equipment Human Development 1,330,228 3,500,000 3,675,000 3,858,750 and Management Housing policy 0 5,000,000 5,250,000 5,512,500 implementation-Public Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 participation on the housing bill and sensitization of tenants on the housing policy Inventory of county 250,000 1,000,000 1,050,000 1,102,500 residential houses assessment of county 100,000 500,000 525,000 551,250 residential houses Automation of house 0 5,000,000 5,250,000 5,512,500 inventory Fact finding on the 0 4,000,000 4,200,000 4,410,000 condition of houses vis a vis rent charged Maintenance/Minor 500,000 8,000,000 8,400,000 8,820,000 repairs to county residential houses (AIA) Labelling and tagging of 0 5,000,000 5,250,000 5,512,500 401 county residential houses Renovation and 1,813,042 22,000,000 23,100,000 24,255,000 refurbishment of county residential houses Security fencing of 906,521 10,000,000 10,500,000 11,025,000 county residential estates with ceder posts and chain link/Perimeter wall Construction of county 0 105,000,000 110,250,000 115,762,500 residential houses and affirmative action houses for the needy 2 per ward Valuation of county 0 5,000,000 5,250,000 5,512,500 residential houses Social Housing project in 0 40,000,000 42,000,000 44,100,000 45 wards 2 houses per ward for the vulnerable in the society0 Construction of official - 450,000.000 472,500 496,125 residence for the Governor and Deputy Governor Construction and - 20,000,000 21,000,000 22,050,000 Equipping of Appropriate Building Technologies (ABT) Centers. Housing Financing 0 100,000,000 105,000,000 110,250,000 (grant)- Slum upgrading; provision of serviced plots (roads, water, electricity and sewerage) Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Total 24,021,194 385,205,000 404,465,250 424,688,513 Bungoma Municipality Human resource capacity 6,216,584 34,100,000 35,805,000 37,595,250 development and management General administration 2,950,000 8,941,200 9,388,260 9,857,673 and support services Planning and financial 1,464,574 7,000,000 7,350,000 7,717,500 management Institutional 1,400,000 15,100,000 15,855,000 16,647,750 accountability, efficiency and effectiveness in service delivery Research and - 27,000,000 28,350,000 29,767,500 development services Public participation and 2,800,000 5,000,000 5,250,000 5,512,500 outreach services Office ICT equipment - 1,500,000 1,575,000 1,653,750 Municipality office - 4,000,000 4,200,000 4,410,000 furniture and fittings Municipality staff - 350,000 367,500 385,875 uniforms Survey of government - 2,250,000 2,362,500 2,480,625 land and quality control activities Purchase of survey - 1,500,000 1,575,000 1,653,750 equipment Purchase of 20 acres of - 400,000,000 420,000,000 441,000,000 land Fencing and protection - 3,000,000 3,150,000 3,307,500 of purchased public land Upgrading of two urban 109,887,700 140,000,000 147,000,000 154,350,000 access roads Construction of modern - 400,000,000 420,000,000 441,000,000 bus-park Construction of modern - 250,000,000 262,500,000 275,625,000 market Construction of urban - 20,000,000 21,000,000 22,050,000 market stalls Construction of - 75,000,000 78,750,000 82,687,500 municipality office block Construction of urban - 21,000,000 22,050,000 23,152,500 walkways within the Municipality Construction of bikes - 10,000,000 10,500,000 11,025,000 and bicycle parking bays within Bungoma Municipality Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Construction of urban - 40,500,000 42,525,000 44,651,250 social hall Construction / upgrading - 10,000,000 10,500,000 11,025,000 of urban public sanitation facilities Construction of road - 10,000,000 10,500,000 11,025,000 markings Installation of digital - 8,000,000 8,400,000 8,820,000 billboards within the Municipality Installation / - 30,000,000 31,500,000 33,075,000 maintenance of street lights Construction of - 30,000,000 31,500,000 33,075,000 dumpsite Installation of waste - 10,000,000 10,500,000 11,025,000 collection chambers Installation of collection - 750,000 787,500 826,875 bins Provision of litter bins - 150,000 157,500 165,375 Construction / - 20,000,000 21,000,000 22,050,000 rehabilitation of sewer- line Installation of man-hole - 270,000 283,500 297,675 covers Construction / - 10,000,000 10,500,000 11,025,000 rehabilitation of stormy water drainage system Construction of urban - 50,000,000 52,500,000 55,125,000 cultural / arts theatre Planting of aesthetic - 15,000,000 15,750,000 16,537,500 trees Development / - 18,000,000 18,900,000 19,845,000 rehabilitation of green recreational park Total 124,718,858 1,678,411,200 1,762,331,760 1,850,448,348 Kimilili Municipality Human resource 5,500,000 10,000,000 10,500,000 11,025,000 development and management Institutional 7,331,159 16,913,800 17,759,490 18,647,465 accountability, efficiency and effectiveness in service delivery Research and 0 10,000,000 10,500,000 11,025,000 Development Services Administrative services 0 20,000,000 21,000,000 22,050,000 Capacity Development 0 10,000,000 10,500,000 11,025,000 Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Purchase of Computers 0 2,000,000 2,100,000 2,205,000 and laptops Purchase of Office 0 5,000,000 5,250,000 5,512,500 Furniture, Fittings and General Equipment for municipal offices Public participation and 0 2,000,000 2,100,000 2,205,000 citizen for a Survey of government - 47,000,000 49,350,000 51,817,500 land quality control of survey activities Municipal survey office - 50,000,000 52,500,000 55,125,000 Land Acquisition - 100,000,000 105,000,000 110,250,000 Upgrading of Municipal 191,089,400 500,900,000 525,945,000 552,242,250 roads public sanitation 100,000,00 105,000,000 110,250,000 construction and upgraded Urban walks 100,000,000 105,000,000 110,250,000 construction parking bays 50,000,000 52,500,000 55,125,000 Marking of Municipal 30,000,000 31,500,000 33,075,000 roads Installing street lights 50,000,000 52,500,000 55,125,000 Construction and 50,000 52,500 55,125 rehabilitation of Auction rings Dash board installation 10,000,000 10,500,000 11,025,000 Construction of Fire 110,000,000 115,500,000 121,275,000 station Total 203,920,559 1,273,813,800 1,337,504,490 1,404,379,715 Tourism, Environment, Water and Natural Resources Tourism and Environment Salaries and Emoluments 24,334,574 35,152,074 36,909,678 38,755,162 Recruitment of Directors, 15,000,000 15,750,000 16,537,500 Senior Tourism officer and Senior Environment Officer Administration, planning 18,441,227 30,000,000 31,500,000 33,075,000 and support services Integrated waste 144,000,000 210,376,032 220,894,834 231,939,575 management Environmental 5,500,000 10,500,000 11,025,000 11,576,250 conservation and protection Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Tourism product 6,247,968 6,560,366 6,888,385 development Climate change 100,000,000 105,000,000 110,250,000 mitigation and adaption (Co-funding) Climate change unit 20,000,000 21,000,000 22,050,000 operationalization World Celebration Days 10,000,000 10,500,000 11,025,000 Legal framework policy 10,000,000 10,500,000 11,025,000 formulation Tourism product 6,000,000 8,700,000 9,135,000 9,591,750 promotion, marketing and branding Tourism marketing 11,000,000 11,550,000 12,127,500 events (Miss Tourism) Tourism marketing 3,000,000 3,150,000 3,307,500 events (magical Expo) Annual Devolution 5,000,000 5,250,000 5,512,500 Conference Dumpsite development 16,882,637 36,000,000 37,800,000 39,690,000 services Kaberwa Gate 0 20,000,000 21,000,000 22,050,000 Pending bills 0 5,035,632 5,287,414 5,551,784 Total 215,158,438 536,011,706 562,812,291 590,952,906 Water and Natural Resources Salaries and Emoluments 23,491,552 50,483,930 53,008,127 55,658,533 Recruitment of Rig Staff 0 8,000,000 8,400,000 8,820,000 and Director Administration, planning 28,672,437 40,000,000 42,000,000 44,100,000 and support services Water drilling rig 10,500,000 85,000,000 89,250,000 93,712,500 (operation and maintenance KOICA counterpart 62,663,989 20,000,000 21,000,000 22,050,000 Funding Operation and 10,000,000 10,500,000 11,025,000 Maintenance of water supplies Stakeholders’ 15,000,000 15,750,000 16,537,500 engagement, Training of WRUAs, water management committees and water users Association National/International 10,000,000 10,500,000 11,025,000 Celebration – World Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Water Day, International Forest Day Policy formulation 10,000,000 10,500,000 11,025,000 Sub county Office 10,000,000 10,500,000 11,025,000 operation Water service provision 110,207,459 727,679,399 764,063,369 802,266,537 Cheskaki, Sirisia, 46,000,000 48,300,000 50,715,000 Bumula, Kaberwa water projects Upgrading of boreholes 80,000,000 84,000,000 88,200,000 Supply of materials for 50,000,000 52,500,000 55,125,000 boreholes Rehabilitation of water 70,000,000 73,500,000 77,175,000 projects Infrastructure 86,193,645 89,537,791 94,014,681 98,715,415 development (Ward Based Projects) Tree planting (EU 80,000,000 80,000,000 84,000,000 88,200,000 funding) EU Funding Grant 52,565,915 55,194,211 57,953,921 Pending bills 0 63,820,695 67,011,730 70,362,316 Total 339,065,093 1,425,087,730 1,496,342,117 1,571,159,222 Gender and Culture Compensation to 46,731,362 56,731,362 59,567,930 62,546,327 Employees staff training 1,000,000 3,000,000 3,150,000 3,307,500 Policy formulation and - 10,000,000 10,500,000 11,025,000 review Planning and Budgeting 1,500,000 5,000,000 5,250,000 5,512,500 Utility for office 400,000 1,500,000 1,575,000 1,653,750 operations Administrative service 18,765,674 30,000,000 31,500,000 33,075,000 management (boards and Committees, travel costs, catering services, others) Celebration of 2,000,000 4,000,000 4,200,000 4,410,000 communities cultural festival (sikhebo) Participate in Cultural 4,000,000 8,000,000 8,400,000 8,820,000 exchange programme to learn best practices internationally(embalu) Train community 800,000 8,000,000 8,400,000 8,820,000 cultural groups on cultural activities (Tachoni, Bukusu, Batura Sabaot, Iteso) Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Participate in Kicosca 15,000,000 27,000,000 28,350,000 29,767,500 and Ealasca games Participate Kenya music 1,500,000 5,000,000 5,250,000 5,512,500 cultural festival Hold communities music 4,000,000 3,500,000 3,675,000 3,858,750 cultural festival (6 communities) Hold herbal medicine 500,000 3,000,000 3,150,000 3,307,500 day To recognize and reward 400,000 700,000 735,000 771,750 heroes, heroine of the county Liquor and licensing 2,500,000 8,000,000 8,400,000 8,820,000 enforcement exercise operations of GTWG 1,000,000 6,000,000 6,300,000 6,615,000 Gender mainstreaming 2,000,000 7,000,000 7,350,000 7,717,500 Gender based violence 1,500,000 5,000,000 5,250,000 5,512,500 response programs (16 days of activism against women) women leadership and 2,000,000 7,000,000 7,350,000 7,717,500 empowerment programs Disability mainstreaming 2,000,000 7,000,000 7,350,000 7,717,500 Nark and celebrate 1,000,000 2,500,000 2,625,000 2,756,250 disability national and international days (IDD, DEAF awareness day, National autism awareness month Mark and celebrate 1,500,000 3,500,000 3,675,000 3,858,750 gender related national and international days (IWD, girl child day, widows, father’s day Construction of Sang’alo 5,925,674 20,000,000 21,000,000 22,050,000 multipurpose centre Total 112,022,710 231,431,362 243,002,930 255,153,077 Youth and Sports Staff salaries 0 15,000,000 15,750,000 16,537,500 staff training 2,000,000 4,000,000 4,200,000 4,410,000 Policies and bills 0 10,000,000 10,500,000 11,025,000 formulations and review Planning and Budgeting 1,500,000 5,000,000 5,250,000 5,512,500 Administrative service 14,186,000 25,000,000 26,250,000 27,562,500 management (boards and Committees, travel costs, catering services, other recurrent) Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Participate in KYISA 2,000,000 15,000,000 15,750,000 16,537,500 games Hold county sports 9,000,000 20,000,000 21,000,000 22,050,000 tournament Mark youth week 1,500,000 10,000,000 10,500,000 11,025,000 Hold Youth convention 4,000,000 4,000,000 4,200,000 4,410,000 Bungoma county talent 0 15,000,000 15,750,000 16,537,500 development Youth technical working 0 10,000,000 10,500,000 11,025,000 group Formulation of Bungoma 0 3,000,000 3,150,000 3,307,500 County youth service bill Formation of Bungoma 0 10,000,000 10,500,000 11,025,000 county youth and sports councils Purchase of sports 0 10,000,000 10,500,000 11,025,000 equipment Capacity building of 0 10,000,000 10,500,000 11,025,000 youth on Agpo Bodaboda initiatives 0 3,000,000 3,150,000 3,307,500 Construction of Nalondo 10,000,000 0 0 0 and Tongaren stadium Completion and 20,000,000 0 0 0 Equipping of High altitude Construction of phase 1 149,295,379 203,728,165 213,914,573 224,610,302 Masinde Muliro stadium Ward based projects 4,171,000 10,000,000 10,500,000 11,025,000 Stadiums at Kimilili, 60,000,000 63,000,000 66,150,000 Bumula and Tongaren Total 218,402,379 810,456,330 850,979,147 893,528,104 Finance and Economic Planning Staff salaries 461,593,589 460,102,513 483,107,639 507,263,021 Administration support 162,753,484 402,000,000 422,100,000 443,205,000 services Employer Contribution 101,309,175 315,801,897 331,591,992 348,171,591 for staff Pension Automated revenue 30,000,000 50,000,000 52,500,000 55,125,000 system Workman’s 30,000,000 82,000,000 86,100,000 90,405,000 compensation scheme Emergency Fund 70,000,000 266,401,264 279,721,327 293,707,394 Revenue management 35,972,000 79,000,000 82,950,000 87,097,500 and administration Economic planning and 16,495,206 38,000,000 39,900,000 41,895,000 development Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Public participation and 35,569,882 80,000,000 84,000,000 88,200,000 formulation of the budget Internal audit services 20,202,740 30,000,000 31,500,000 33,075,000 Conducting quarterly risk assessment in MDAs) Participatory Monitoring 17,122,960 29,000,000 30,450,000 31,972,500 and Evaluation Accounting services and 19,686,266 34,000,000 35,700,000 37,485,000 coordination Procurement services and 20,844,033 36,000,000 37,800,000 39,690,000 coordination Coordination of ward- 16,528,460 29,000,000 30,450,000 31,972,500 based projects Construction of office 0 220,000,000 231,000,000 242,550,000 block Total 1,008,077,795 2,116,911,371 2,222,756,940 2,333,894,787 Public Service Management and Administration Employee emoluments: 240,907,510 231,224,157 242,785,365 254,924,633 Current after some moved to CS: 202,040,984 Recruitment: 29,183,173 Administrative costs - 27,103,819 50,500,000 53,025,000 55,676,250 Insurance, Committee boards and conferences, travel costs, utilities, communication, printing, office supplies, fuel, office furniture Rent for devolved units 3,000,000 16,860,000 17,703,000 18,588,150 Lease of M/V 0 50,000,000 52,500,000 55,125,000 Civic education 28,000,000 40,000,000 42,000,000 44,100,000 Uniforms 4,000,000 6,000,000 6,300,000 6,615,000 Contracted Guards and 25,000,000 53,927,632 56,624,014 59,455,214 Cleaning Services Maintenance expenses 700,000 2,500,000 2,625,000 2,756,250 Training and 2,800,000 5,500,000 5,775,000 6,063,750 development Pending bills 0 12,975,649 13,624,431 14,305,653 Construction of 5 ward 0 50,000,000 52,500,000 55,125,000 administration offices Construction of 2 sub 0 30,000,000 31,500,000 33,075,000 county administration offices Construction of 2 0 30,000,000 31,500,000 33,075,000 information/ huduma Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 centres at sub county level Total 663,022,658 1,211,138,980 1,271,695,929 1,335,280,725 Devolved Administrative Units Sub County and ward 8,465,248 21,600,000 22,680,000 23,814,000 administration operational costs Village units - 28,320,000 29,736,000 31,222,800 administration support services Total 8,465,248 49,920,000 52,416,000 55,036,800 Office of County Secretary Employee emoluments: - 45,232,011 47,493,612 49,868,292 Current: 23,027,773 Proposed recruitment: Legal - 3,413,480 (provided) HR, records and ICT)- 18,790,758 (not provided) Kenya Devolution 45,000,000 45,000,000 47,250,000 49,612,500 Support Programme (KDSP) NHIF 64,000,000 159,353,305 167,320,970 175,687,019 Administrative support 24,265,000 47,500,000 49,875,000 52,368,750 services- travel, stationery, utilities, hospitality, insurance, committee boards and conferences, fuel Advertisements 0 5,000,000 5,250,000 5,512,500 Training and 4,680,000 7,000,000 7,350,000 7,717,500 development Maintenance expenses 1,421,057 3,000,000 3,150,000 3,307,500 Pending bills 0 3,202,834 3,362,976 3,531,124 Kenya Devolution 212,537,789 500,000,000 525,000,000 551,250,000 Support Programme Total 351,903,846 815,288,150 856,052,558 898,855,185 ICT Network and WiFi 10,000,000 10,000,000 10,500,000 11,025,000 subscription Administrative support 14,000,000 20,000,000 21,000,000 22,050,000 services- travel, stationery, utilities, hospitality, insurance, Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 committee boards and conferences, fuel Training and 1,800,000 4,000,000 4,200,000 4,410,000 development Maintenance expenses 1,000,000 2,500,000 2,625,000 2,756,250 Policy formulation and 0 5,000,000 5,250,000 5,512,500 implementation Website upgrade and 0 5,000,000 5,250,000 5,512,500 maintenance Installation of big screens - 27,000,000 28,350,000 29,767,500 in the 9 sub counties to be integrated with the one in Kanduyi Networking and LAN - 10,000,000 10,500,000 11,025,000 installation at Webuye West sub county Networking and LAN - 10,000,000 10,500,000 11,025,000 installation at Tongaren sub county Networking and LAN 10,000,000 10,500,000 11,025,000 installation at Sirisia sub county Networking and LAN 10,000,000 10,500,000 11,025,000 installation at Bumula sub county Networking and LAN 10,000,000 10,500,000 11,025,000 installation at Kabuchai sub county Networking and LAN 10,000,000 10,500,000 11,025,000 installation at Mt. Elgon sub county Upgrading of the server - 15,000,000 15,750,000 16,537,500 and server room Construction of Data - 50,000,000 52,500,000 55,125,000 centre Installation of CCTV - 6,000,000 6,300,000 6,615,000 cameras Procurement of - 3,000,000 3,150,000 3,307,500 Biometric system of identification Procurement of Human - 3,000,000 3,150,000 3,307,500 Resource Information Management System Upgrading of the 5,638,304 0 0 0 server and server room Networking and LAN 4,532,606 0 0 0 installation at Webuye East Town Hall Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Networking and LAN 2,796,286 0 0 0 installation at Kimilili Sub County Town Hall Records Management 5,000,000 0 0 0 System Pending bills 0 8,914,026 9,359,727 9,827,714 Total 44,767,196 209,414,026 219,884,727 230,878,964 Office of the County Attorney Legal fees – payment of 24,500,000 40,000,000 42,000,000 44,100,000 pending legal fees to advocates Development and review 0 5,000,000 5,250,000 5,512,500 of policies: Legal and dispute resolution policy Officer of the county Attorney Charter Training and continuous 0 3,500,000 3,675,000 3,858,750 professional development and subscriptions Renewal of LSK membership and continuous professional development training Administrative support - 15,000,000 15,750,000 16,537,500 services- travel, stationery, utilities, hospitality, insurance, committee boards and conferences, fuel Maintenance expenses - 1,000,000 1,050,000 1,102,500 Total 24,500,000 58,500,000 61,425,000 64,496,250 Governor’s Office Employee emoluments: 234,526,385 367,734,642 386,121,374 405,427,443 Current salary 251,836,332 Village admins: 96,984,989 Staff to be recruited: 18,913,321 Gratuity 16,735,481 46,456,661 48,779,494 51,218,469 Administrative costs - 116,741,950 245,000,000 257,250,000 270,112,500 insurance, travel costs, committee boards and conferences, hospitality services, trainings, field Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 attachments, utilities, communication, printing, office supplies, fuel, office furniture. Subscription to Council 10,500,000 15,000,000 15,750,000 16,537,500 of Governors Stakeholder 32,500,000 55,000,000 57,750,000 60,637,500 engagements Maintenance expenses 3,000,000 4,000,000 4,200,000 4,410,000 Audit committee 0 480,000 504,000 529,200 County Budget and 0 1,500,000 1,575,000 1,653,750 Economic Forum (CBEF) Total 414,003,816 580,928,650 609,975,083 640,473,837 Deputy Governor’s Office Employee emoluments - - - - Administrative costs - 19,536,184 46,000,000 48,300,000 50,715,000 Legal fees, insurance, travel costs, utilities, communication, printing, office supplies, fuel, office furniture, hospitality, committee and boards Training and 5,500,000 6,000,000 6,300,000 6,615,000 development Maintenance expenses 1,960,000 3,500,000 3,675,000 3,858,750 Total 26,996,184 55,500,000 58,275,000 61,188,750 County Public Service Board Employee emoluments 8,560,280 11,960,000 12,558,000 13,185,900 Honoraria 2,771,285 2,771,285 2,909,849 3,055,342 Utilities Supplies and 60,000 240,000 252,000 264,600 Services Communication Supplies 485,000 600,000 630,000 661,500 and Services Domestic Travel and 8,350,000 8,364,094 8,782,299 9,221,414 Subsistence, and Other Transportation Costs Foreign Travel and 0 0 0 0 Subsistence, and other transportation costs Printing, Advertising and 1,000,000 9,380,522 9,849,548 10,342,026 Information Supplies and Services Training expenses 7,391,056 8,618,262 9,049,175 9,501,634 Sub-Programmes Printed Requirements Projections Estimates 2021/22 2022/23 2023/24 2020/21 Hospitality Supplies and 11,500,000 8,977,152 9,426,010 9,897,310 Services Specialized Materials and 0 365,248 383,510 402,686 Supplies Insurance cost 200,000 200,000 210,000 220,500 Office and General 500,000 4,820,042 5,061,044 5,314,096 Supplies and Services Fuel Oil and Lubricants 500,000 3,000,000 3,150,000 3,307,500 Other operating expenses 4,545,000 13,750,000 14,437,500 15,159,375 Routine Maintenance - 500,000 1,200,000 1,260,000 1,323,000 Vehicles and Other Transport Equipment Routine Maintenance - 100,000 1,000,000 1,050,000 1,102,500 Other Assets Purchase of Office 640,220 10,800,000 11,340,000 11,907,000 Furniture and General Equipment Total 47,102,840 86,046,605 90,348,935 94,866,382 County Assembly General Administration 594,372,529 663,629,393 696,810,863 731,651,406 and Planning, and Support Services (Employee/ MCAs emoluments, Utilities, Communications, Training, Printing and general office supplies, Insurance, Fuel, Office equipment supplies, Contracted guards and cleaning services Legislation; Bills 16,153,646 45,000,000 47,250,000 49,612,500 processing, publications and printing, Motions debating Oversight (Committee 193,637,940 270,850,002 284,392,502 298,612,127 fact-finding, budget interrogation expenditure, report writing retreats, Foreign and Domestic travels Representation and other 48,533,200 84,150,000 88,357,500 92,775,375 outreach services (ward office operationalization, Processing of petitions, Bunge Mashinani programme) Total 852,697,315 1,063,629,395 1,116,810,865 1,172,651,408 Annex 4: Recurrent Allocation Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development Administrative and 24,450,000 75,483,560 25,978,000 27,276,900 28,640,745 Support Services Personnel 310,976,627 554,953,254 305,789,800 321,079,290 337,133,255 Emoluments Policy, Legal and 15,600,000 38,800,000 4,000,000 4,200,000 4,410,000 regulatory framework Planning and 15,000,000 33,000,000 4,000,000 4,200,000 4,410,000 Financial Management Monitoring and 4,000,000 20,000,000 4,000,000 4,200,000 4,410,000 Evaluation of departmental Programmes, projects and initiatives Crops Extension and 9,000,000 73,804,000 7,000,000 7,350,000 7,717,500 Training Services Livestock Extension 8,000,000 62,804,450 6,501,705 6,826,790 7,168,130 and Training Services Veterinary Extension 4,350,029 28,000,000 5,600,000 5,880,000 6,174,000 and Training Services Purchase of Vaccines 4,000,000 20,000,000 4,000,000 4,200,000 4,410,000 and Veterinary Supplies Fisheries Extension 8,500,000 33,000,000 3,456,783 3,629,622 3,811,103 and Training Services Cooperative training 5,000,000 38,900,000 8,860,000 9,303,000 9,768,150 and advisory services Cooperative Audit - 63,560,000 1,500,000 1,575,000 1,653,750 Services Irrigation training 2,500,000 150,617,150 4,600,000 4,830,000 5,071,500 and extension services Staff Training 6,000,000 50,000,000 6,000,000 6,300,000 6,615,000 Sector Coordination 4,000,000 18,000,000 2,200,000 2,310,000 2,425,500 Infrastructural - 150,000,000 0 0 0 Development Leadership and 4,000,000 9,000,000 2,000,000 2,100,000 2,205,000 Governance Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Sub-county - 90,000,000 0 0 0 administrative facilitation AMC Operations 7,500,000 55,000,000 4,000,000 4,200,000 4,410,000 ATC Operations and 12,000,000 40,000,000 6,500,000 6,825,000 7,166,250 farm management CFF Operations and 2,000,000 12,000,000 3,800,000 3,990,000 4,189,500 farm management Stakeholder 400,000 20,000,000 3,000,000 3,150,000 3,307,500 engagement on sectoral policies Value chain - 80,000,000 0 0 0 development programmes Total 447,276,656 1,636,922,414 412,786,288 433,425,602 455,096,883 Education Personnel 935,040,802 1,017,562,669 944,249,408 991,461,878 1,041,034,972 Emoluments Administrative and 10,272,115 30,950,000 12,000,000 12,600,000 13,230,000 Support Services Planning and 3,000,000 7,000,000 3,000,000 3,150,000 3,307,500 financial management Monitoring and 3,500,000 7,000,000 3,000,000 3,150,000 3,307,500 evaluation, feasibility studies Good governance 1.500,000 5,000,000 1,500,000 1,575,000 1,653,750 Capacity building of 3,500,000 5,000,000 3,500,000 3,675,000 3,858,750 technical, teaching ECDE/ VTC and administration staff Policy formulation 1,000,000 8,000,000 2,000,000 2,100,000 2,205,000 and implementation Purchase of motor 0 6,500,000 0 0 0 vehicle Quality assurance 1,500,000 5,000,000 2,000,000 2,100,000 2,205,000 and standards in VTC Quality assurance 1,000,000 3,500,000 2,000,000 2,100,000 2,205,000 and standards in ECDE Annual conference 2,500,000 8,000,000 5,000,000 5,250,000 5,512,500 for ECDE teachers Annual conference 2,500,000 8,000,000 3,000,000 3,150,000 3,307,500 for VTC instructors Curriculum 2,000,000 7,000,000 2,000,000 2,100,000 2,205,000 implementation in Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 VTCs (Exhibition week, fashion week and cultural week) Community 3,000,000 5,000,000 5,000,000 5,250,000 5,512,500 sensitization activities (Education stakeholders) Learning materials 3,000,000 5,000,000 2,854,946 2,997,693 3,147,578 for ECDE Health and nutrition 0 150,000,000 0 0 0 Joint vocational 3,000,000 5,000,000 3,000,000 3,150,000 3,307,500 training graduation Mentorship 10,000,000 10,000,000 5,000,000 5,250,000 5,512,500 programme Launch of 0 7,000,000 0 0 0 scholarship Implementation of 124,336,685 300,000,000 305,000,000 320,250,000 336,262,500 scholarship and bursary scheme Sub Total 1,109,149,603 1,600,512,669 1,304,104,354 1,369,309,572 1,437,775,050 Health Health 147,820,857 162,972,495 108,010,549 113,411,076 119,081,630 Administrative and support services Leadership and 23,970,157 26,427,098 11,970,157 12,568,665 13,197,098 Governance. Health Policy 3,000,000 3,307,500 3,000,000 3,150,000 3,307,500 Formulation Planning and 4,000,000 4,410,000 4,000,000 4,200,000 4,410,000 budgeting Human resource 2,107,407,484 2,308,392,624 2,169,421,546 2,277,892,623 2,391,787,254 management Communicable and 58,005,084 63,950,605 38,005,084 39,905,338 41,900,605 Non-communicable disease control Disease Surveillance 2,746,938 3,028,499 2,746,938 2,884,285 3,028,499 and epidemic response Community health 2,936,801 3,237,823 2,936,801 3,083,641 3,237,823 strategy Health promotion 3,126,667 3,447,150 3,126,667 3,283,000 3,447,150 Nutrition 20,000,000 22,050,000 15,000,000 15,750,000 16,537,500 Malaria, TB 300,000 330,750 300,000 315,000 330,750 &HIV/AIDS awareness. Routine medical 630,002,689 657,523,004 412,759,563 433,397,541 455,067,418 services. Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Blood bank services 0 0 0 0 0 Referral Strategy 10,987,751 12,113,995 10,987,751 11,537,139 12,113,995 Reproductive, 182,892,419 186,584,131 110,892,419 116,437,040 122,258,892 maternal, newborn, child and adolescent health. Capacity building of 0 17,580,000 10,000,000 10,500,000 11,025,000 3300 community health volunteers (CHV) Retooling of CHV kit 0 33,000,000 10,000,000 10,500,000 11,025,000 Procuring of Mama 0 45,000,000 15,000,000 15,750,000 16,537,500 packs Holding of medical 0 17,895,000 5,000,000 5,250,000 5,512,500 camps Support supervision 0 18,420,000 4,000,000 4,200,000 4,410,000 Total 3,197,196,847 3,571,250,674 2,937,157,475 3,084,015,349 3,238,216,116 Sanitation Personnel 896,976 941,825 941,825 988,916 1,038,362 emoluments Administration 1,539,849 4,000,000 1,355,719 1,423,505 1,494,680 support services Total 2,436,825 4,941,825 2,297,544 2,412,421 2,533,042 Roads and Public Works Employee 65,199,513.00 75,119,480 75,119,480 78,875,454 82,819,227 emoluments Administrative costs 35,768,601.00 59,518,760 41,796,014 43,885,815 46,080,105 –travel costs, utilities, communication, printing, office supplies, Committee boards and conferences, Fuel 38,999,832.00 40,000,000 34,308,990 36,024,440 37,825,661 Contracted 2,000,000 5,000,000 5,000,000 5,250,000 5,512,500 professional Services Maintenance 21,224,977.00 44,100,000 25,000,000 26,250,000 27,562,500 expenses Training and 2,500,000 4,000,000 2,500,000 2,625,000 2,756,250 development Total Recurrent 165,692,923 250,867,800 183,724,484 192,910,708 202,556,244 Trade, Energy and Industrialization Planning 5,000,000 5,000,000 4,000,000 4,200,000 4,410,000 Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Formulation of 3,000,000 15,000,000 2,000,000 2,100,000 2,205,000 Policies, bills and legal notices Salaries and 23,531,428 25,063,211 25,063,211 26,316,372 27,632,190 Emoluments Staff Training and 5,000,000 12,000,000 5,000,000 5,250,000 5,512,500 Development General 20,344,800 52,500,000 36,226,484 38,037,808 39,939,699 administration and maintenance of street lights Community 5,000,000 0 0 0 sensitization on importance of protecting community projects to reduce vandalism Inspection of 2,000,000 0 0 0 government houses, offices and markets for electrical connection compliance Formulation of 1,000,000 0 0 0 project management committees to ensure sustainability of implemented ward-based projects Sensitization of 5,000,000 0 0 0 farmers on value addition products to ensure production of cottage industries Training of 2,000,000 0 0 0 committee members for registered cottage industries Formation of market 800,000 0 0 0 management and development committee for 30 markets Sensitization of 30 2,000,000 0 0 0 market management committees on the new market Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 guidelines and their roles Training of 900 6,000,000 0 0 0 traders on business management Branding and 7,000,000 0 0 0 launching of market infrastructures within the county Sensitization of 4,000,000 0 0 0 traders and consumers on their rights and obligation quarterly in all sub counties Training and 5,000,000 0 0 0 capacity building MSMEs in all the 45 wards on financial literacy and loan management Staff retreat 4,000,000 2,800,000 2,940,000 3,087,000 Bonding with 6,000,000 4,200,000 4,410,000 4,630,500 members of the County Assembly, Trade committee Sub Total 56,876,228 159,363,211 79,289,695 83,254,180 87,416,889 Lands, Urban, Physical Planning and Housing Lands, Urban and Physical Planning Salaries and 27,635,604 34,094,247 26,024,650 27,325,883 28,692,177 Emoluments Administration, 14,725,146 45,449,010 18,965,906 19,914,201 20,909,911 planning and support services Purchase of office - 3,500,000 1,000,000 1,050,000 1,102,500 Furniture, printers, and other IT Equipment Human 1,233,735 6,500,000 1,233,735 1,295,422 1,360,193 Development and Management Research 4,591,000 12,354,750 3,091,000 3,245,550 3,407,828 (Development of Land Policy and bill) Pre-feasibility 1,000,000 10,500,000 7,000,000 7,350,000 7,717,500 Studies (Re- Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 organization of urban centres) Development 1,000,000 15,000,000 5,000,000 5,250,000 5,512,500 controls-plan approvals and building inspection exercise/supervision in the 9 sub-counties Public lands clinics 0 0 0 0 0 (sensitization of the public on land registration procedures) Sensitization 0 0 0 0 0 programme on ratable and unratable properties Processing of tittle 8,110,000 20,000,000 7,000,000 7,350,000 7,717,500 deeds for public land and beaconing (administrative costs in public land acquisition) Operationalization 0 12,000,000 0 0 0 of GIS LAB -Creation of Database for all developments in the county Sub Total 57,295,485 165,398,007 69,315,291 72,781,056 76,420,108 Housing Salaries and 12,851,403 17,950,000 8,054,246 8,456,958 8,879,806 Emoluments Administration, 6,770,000 29,305,000 10,879,855 11,423,848 11,995,040 planning and support services Purchase of office 0 3,500,000 200,000 210,000 220,500 Furniture, printers, and other IT Equipment Human 1,330,228 3,500,000 1,500,000 1,575,000 1,653,750 Development and Management Housing policy 0 5,000,000 4,000,000 4,200,000 4,410,000 implementation- Public participation on the housing bill and sensitization of Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 tenants on the housing policy Inventory of county 250,000 1,000,000 350,000 367,500 385,875 residential houses assessment of 100,000 500,000 200,000 210,000 220,500 county residential houses Automation of 0 5,000,000 300,000 315,000 330,750 house inventory Fact finding on the 0 4,000,000 2,000,000 2,100,000 2,205,000 condition of houses vis a vis rent charged Maintenance/Minor 500,000 8,000,000 3,000,000 3,150,000 3,307,500 repairs to county residential houses (AIA) Housing bill 4,000,000 4,000,000 4,200,000 4,410,000 Labelling and 0 5,000,000 0 0 0 tagging of 401 county residential houses Sub Total 21,301,631 82,755,000 34,484,101 36,208,306 38,018,721 Bungoma Municipality Human resource 6,216,584 34,100,000 5,283,202 5,547,362 5,824,730 capacity development and management General 2,950,000 8,941,200 3,066,815 3,220,156 3,381,164 administration and support services Planning and 1,464,574 7,000,000 1,537,803 1,614,693 1,695,428 financial management Institutional 1,400,000 15,100,000 1,470,000 1,543,500 1,620,675 accountability, efficiency and effectiveness in service delivery Research and - 27,000,000 0 0 0 development services Public participation 2,800,000 5,000,000 2,940,000 3,087,000 3,241,350 and outreach services Office ICT - 1,500,000 0 0 0 equipment Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Municipality office - 4,000,000 0 0 0 furniture and fittings Municipality staff - 350,000 0 0 0 uniforms Total 14,831,158 102,991,200 14,297,820 15,012,711 15,763,347 Kimilili Municipality Human resource 5,500,000 10,000,000 4,775,000 5,013,750 5,264,438 development and management Institutional 7,331,159 16,913,800 7,795,066 8,184,819 8,594,060 accountability, efficiency and effectiveness in service delivery Research and 0 10,000,000 0 0 0 Development Services Administrative 0 20,000,000 0 0 0 services Capacity 0 10,000,000 0 0 0 Development Purchase of 0 2,000,000 0 0 0 Computers and laptops Purchase of Office 0 5,000,000 0 0 0 Furniture, Fittings and General Equipment for municipal offices Public participation 0 2,000,000 0 0 0 and citizen for a Total 12,831,159 75,913,800 12,570,066 13,198,569 13,858,498 Tourism, Environment, Water and Natural Resources Tourism and Environment Salaries and 24,334,574 35,152,074 24,334,574 25,551,303 26,828,868 Emoluments Recruitment of 15,000,000 0 0 0 Directors, Senior Tourism officer and Senior Environment Officer Administration, 18,441,227 30,000,000 19,634,831 20,616,573 21,647,401 planning and support services Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Integrated waste 144,000,000 210,376,032 190,911,589 200,457,168 210,480,027 management Environmental 5,500,000 10,500,000 5,000,000 5,250,000 5,512,500 conservation and protection Tourism product 6,247,968 0 0 0 development Climate change 100,000,000 20,000,000 21,000,000 22,050,000 mitigation and adaption (Co- funding) Climate change unit 20,000,000 4,000,000 4,200,000 4,410,000 operationalization World Celebration 10,000,000 3,000,000 3,150,000 3,307,500 Days Legal framework 10,000,000 4,000,000 4,200,000 4,410,000 policy formulation Tourism product 6,000,000 8,700,000 0 0 0 promotion, marketing and branding Tourism marketing 11,000,000 4,000,000 4,200,000 4,410,000 events (Miss Tourism) Tourism marketing 3,000,000 2,000,000 2,100,000 2,205,000 events (magical Expo) Annual Devolution 5,000,000 3,000,000 3,150,000 3,307,500 Conference Sub Total 198,275,801 474,976,074 279,880,994 293,875,044 308,568,796 Water and Natural Resources Salaries and 23,491,552 50,483,930 23,491,552 24,666,130 25,899,436 Emoluments Recruitment of Rig 0 8,000,000 6,000,000 6,300,000 6,615,000 Staff and Director Administration, 28,672,437 40,000,000 33,672,437 35,356,059 37,123,862 planning and support services Water drilling rig 10,500,000 85,000,000 15,500,000 16,275,000 17,088,750 (operation and maintenance KOICA counterpart 62,663,989 20,000,000 13,560,501 14,238,526 14,950,452 Funding Operation and 10,000,000 11,000,000 11,550,000 12,127,500 Maintenance of water supplies Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Stakeholders’ 15,000,000 5,000,000 5,250,000 5,512,500 engagement, Training of WRUAs, water management committees and water users Association National/Internation 10,000,000 0 0 0 al Celebration – World Water Day, International Forest Day Policy formulation 10,000,000 1,000,000 1,050,000 1,102,500 Sub county Office 10,000,000 2,000,000 2,100,000 2,205,000 operation Sub Total 62,663,989 165,483,930 111,224,490 116,785,715 122,625,000 Gender and Culture Compensation to 46,731,362 56,731,362 34,731,362 36,467,930 38,291,327 Employees staff training 1,000,000 3,000,000 2,000,000 2,100,000 2,205,000 Policy formulation - 10,000,000 0 0 0 and review Planning and 1,500,000 5,000,000 2,000,000 2,100,000 2,205,000 Budgeting Utility for office 400,000 1,500,000 500,000 525,000 551,250 operations Administrative 18,765,674 30,000,000 12,232,836 12,844,478 13,486,702 service management (boards and Committees, travel costs, catering services, others) Celebration of 2,000,000 4,000,000 0 0 0 communities cultural festival( sikhebo) Participate in 4,000,000 8,000,000 0 0 0 Cultural exchange programme to learn best practices internationally(emb alu) Train community 800,000 8,000,000 2,000,000 2,100,000 2,205,000 cultural groups on cultural activities Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 (Tachoni, Bukusu, Batura Sabaot, Iteso) Participate in 15,000,000 27,000,000 12,000,000 12,600,000 13,230,000 Kicosca and Ealasca games Participate Kenya 1,500,000 5,000,000 2,000,000 2,100,000 2,205,000 music cultural festival Hold communities 4,000,000 3,500,000 2,500,000 2,625,000 2,756,250 music cultural festival (6 communities) Hold herbal 500,000 3,000,000 2,000,000 2,100,000 2,205,000 medicine day To recognize and 400,000 700,000 0 0 0 reward heroes, heroine of the county Liquor and licensing 2,500,000 8,000,000 2,000,000 2,100,000 2,205,000 enforcement exercise operations of GTWG 1,000,000 6,000,000 1,000,000 1,050,000 1,102,500 Gender 2,000,000 7,000,000 1,000,000 1,050,000 1,102,500 mainstreaming Gender based 1,500,000 5,000,000 1,500,000 1,575,000 1,653,750 violence response programs (16 days of activism against women) women leadership 2,000,000 7,000,000 1,500,000 1,575,000 1,653,750 and empowerment programs Disability 2,000,000 7,000,000 1,500,000 1,575,000 1,653,750 mainstreaming Nark and celebrate 1,000,000 2,500,000 2,000,000 2,100,000 2,205,000 disability national and international days (IDD, DEAF awareness day, National autism awareness month Mark and celebrate 1,500,000 3,500,000 1,000,000 1,050,000 1,102,500 gender related national and international days (IWD, girl child day, widows, father’s day Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Total Recurrent 106,097,036 211,431,362 83,464,198 87,637,408 92,019,278 Gender and Culture Youth and Sports Staff salaries 0 15,000,000 15,000,000 15,750,000 16,537,500 staff training 2,000,000 4,000,000 2,000,000 2,100,000 2,205,000 Policies and bills 0 10,000,000 2,000,000 2,100,000 2,205,000 formulations and review Planning and 1,500,000 5,000,000 2,000,000 2,100,000 2,205,000 Budgeting Administrative 14,186,000 25,000,000 9,613,140 10,093,797 10,598,487 service management (boards and Committees, travel costs, catering services, other recurrent) Participate in KYISA 2,000,000 15,000,000 3,500,000 3,675,000 3,858,750 games Hold county sports 9,000,000 20,000,000 0 0 0 tournament Mark youth week 1,500,000 10,000,000 3,400,000 3,570,000 3,748,500 Hold Youth 4,000,000 4,000,000 0 0 0 convention Bungoma county 0 15,000,000 0 0 0 talent development Youth technical 0 10,000,000 3,000,000 3,150,000 3,307,500 working group Formulation of 0 3,000,000 0 0 0 Bungoma County youth service bill Formation of 0 10,000,000 3,000,000 3,150,000 3,307,500 Bungoma county youth and sports councils Purchase of sports 0 10,000,000 0 0 0 equipment Capacity building of 0 10,000,000 0 0 0 youth on Agpo Bodaboda initiatives 0 3,000,000 0 0 0 Recurrent Youth 34,936,000 154,000,000 43,513,140 45,688,797 47,973,237 and Sports Finance and Economic Planning Staff salaries 461,593,589 460,102,513 460,102,513 483,107,639 507,263,021 Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Administration 162,753,484 402,000,000 149,283,443 156,747,615 164,584,996 support services Employer 101,309,175 315,801,897 178,119,078 187,025,032 196,376,283 Contribution for staff Pension Automated revenue 30,000,000 50,000,000 40,000,000 42,000,000 44,100,000 system Workman’s 30,000,000 82,000,000 15,000,000 15,750,000 16,537,500 compensation scheme Emergency Fund 70,000,000 266,401,264 70,000,000 73,500,000 77,175,000 Revenue 35,972,000 79,000,000 47,770,600 50,159,130 52,667,087 management and administration Economic planning 16,495,206 38,000,000 17,319,966 18,185,964 19,095,263 and development Public participation 35,569,882 80,000,000 37,348,376 39,215,795 41,176,585 and formulation of the budget Internal audit 20,202,740 30,000,000 21,212,877 22,273,521 23,387,197 services Conducting quarterly risk assessment in MDAs) Participatory 17,122,960 29,000,000 17,979,108 18,878,063 19,821,967 Monitoring and Evaluation Accounting services 19,686,266 34,000,000 20,670,579 21,704,108 22,789,313 and coordination Procurement 20,844,033 36,000,000 21,886,235 22,980,547 24,129,574 services and coordination Coordination of 16,528,460 29,000,000 17,354,883 18,222,627 19,133,759 ward-based projects Sub Total 1,008,077,795 1,896,911,371 1,114,047,658 1,169,750,041 1,228,237,543 Public Service Management and Administration Employee 240,907,510 231,224,157 202,040,984 212,143,033 222,750,185 emoluments: Current after some moved to CS: 202,040,984 Recruitment: 29,183,173 Administrative costs 27,103,819 50,500,000 20,694,487 21,729,211 22,815,672 -Insurance, Committee boards Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 and conferences, travel costs, utilities, communication, printing, office supplies, fuel, office furniture Rent for devolved 3,000,000 16,860,000 3,000,000 3,150,000 3,307,500 units Lease of M/V 0 50,000,000 0 0 0 Civic education 28,000,000 40,000,000 8,000,000 8,400,000 8,820,000 Uniforms 4,000,000 6,000,000 4,000,000 4,200,000 4,410,000 Contracted Guards 25,000,000 53,927,632 28,000,000 29,400,000 30,870,000 and Cleaning Services Maintenance 700,000 2,500,000 1,000,000 1,050,000 1,102,500 expenses Training and 2,800,000 5,500,000 2,800,000 2,940,000 3,087,000 development Pending bills 0 21,065,174 21,065,174 22,118,433 23,224,354 Sub Total 331,511,329 521,651,542 290,600,645 305,130,677 320,387,211 Devolved Administrative Units Sub County and 8,465,248 21,600,000 8,163,766 8,571,954 9,000,552 ward administration operational costs Village units - 28,320,000 - 0 0 administration support services Sub - Total 8,465,248 49,920,000 8,163,766 8,571,954 9,000,552 Office of County Secretary Employee - 45,232,011 23,027,773 24,179,161.65 25,388,120 emoluments: Current: 23,027,773 Proposed recruitment: Legal - 0 (provided) HR, records and ICT)- 18,790,758 (not provided) Kenya Devolution 45,000,000 45,000,000 45,000,000 47,250,000 49,612,500 Support Programme (KDSP) NHIF 64,000,000 159,353,305 117,000,000 122,850,000 128,992,500 Administrative 24,265,000 47,500,000 10,000,000 10,500,000 11,025,000 support services- travel, stationery, utilities, hospitality, Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 insurance, committee boards and conferences, fuel Advertisements 0 5,000,000 1,500,000 1,575,000 1,653,750 Training and 4,680,000 7,000,000 1,000,000 1,050,000 1,102,500 development Maintenance 1,421,057 3,000,000 1,000,000 1,050,000 1,102,500 expenses Pending bills 0 3,202,834 3,202,834 3,362,976 3,531,124 Sub- Total 139,366,057 315,288,150 201,730,607 211,817,137 222,407,994 ICT Network and WiFi 10,000,000 10,000,000 4,000,000 4,200,000 4,410,000 subscription Administrative 14,000,000 20,000,000 11,500,000 12,075,000 12,678,750 support services- travel, stationery, utilities, hospitality, insurance, committee boards and conferences, fuel Training and 1,800,000 4,000,000 2,500,000 2,625,000 2,756,250 development Maintenance 1,000,000 2,500,000 1,000,000 1,050,000 1,102,500 expenses Policy formulation 0 5,000,000 3,000,000 3,150,000 3,307,500 and implementation Website upgrade 0 5,000,000 3,000,000 3,150,000 3,307,500 and maintenance Sub- Total 26,800,000 36,500,000 25,000,000 26,250,000 27,562,500 Office of the County Attorney Legal fees – payment 24,500,000 40,000,000 16,000,000 16,800,000 17,640,000 of pending legal fees to advocates Development and 0 5,000,000 1,500,000 1,575,000 1,653,750 review of policies: Legal and dispute resolution policy Officer of the county Attorney Charter Training and 0 3,500,000 1,000,000 1,050,000 1,102,500 continuous professional Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 development and subscriptions Renewal of LSK membership and continuous professional development training Administrative - 15,000,000 1,500,000 1,575,000 1,653,750 support services- travel, stationery, utilities, hospitality, insurance, committee boards and conferences, fuel Maintenance - 1,000,000 500,000 525,000 551,250 expenses Sub- Total 24,500,000 58,500,000 20,500,000 21,525,000 22,601,250 Governor’s Office Employee 234,526,385 367,734,642 251,836,332 264,428,149 277,649,556 emoluments: Current salary 251,836,332 Village admins: 96,984,989 Staff to be recruited: 18,913,321 Gratuity 16,735,481 46,456,661 46,456,661 48,779,494 51,218,469 Administrative costs 116,741,950 245,000,000 50,000,000 52,500,000 55,125,000 - insurance, travel costs, committee boards and conferences, hospitality services, trainings, field attachments, utilities, communication, printing, office supplies, fuel, office furniture. Subscription to 10,500,000 15,000,000 10,500,000 11,025,000 11,576,250 Council of Governors Stakeholder 32,500,000 55,000,000 5,000,000 5,250,000 5,512,500 engagements Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Maintenance 3,000,000 4,000,000 3,000,000 3,150,000 3,307,500 expenses Audit committee 0 480,000 480,000 504,000 529,200 County Budget and 0 1,500,000 1,500,000 1,575,000 1,653,750 Economic Forum (CBEF) Sub- Total 414,003,816 580,928,650 368,772,993 387,211,643 406,572,225 Deputy Governor’s Office Employee - - - - - emoluments Administrative costs 19,536,184 46,000,000 13,852,349 14,544,966 15,272,215 -Legal fees, insurance, travel costs, utilities, communication, printing, office supplies, fuel, office furniture, hospitality, committee and boards Training and 5,500,000 6,000,000 1,500,000 1,575,000 1,653,750 development Maintenance 1,960,000 3,500,000 2,000,000 2,100,000 2,205,000 expenses Sub- Total 26,996,184 55,500,000 17,352,349 18,219,966 19,130,965 County Public Service Board Employee 8,560,280 11,960,000 9,655,801 10,138,591 10,645,521 emoluments Honoraria 2,771,285 2,771,285 0 0 0 Utilities Supplies 60,000 240,000 120,000 126,000 132,300 and Services Communication 485,000 600,000 485,000 509,250 534,713 Supplies and Services Domestic Travel and 8,350,000 8,364,094 1,500,000 1,575,000 1,653,750 Subsistence, and Other Transportation Costs Foreign Travel and 0 0 0 0 0 Subsistence, and other transportation costs Printing, Advertising 1,000,000 9,380,522 500,000 525,000 551,250 and Information Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 Supplies and Services Training expenses 7,391,056 8,618,262 1,500,000 1,575,000 1,653,750 Hospitality Supplies 11,500,000 8,977,152 1,500,000 1,575,000 1,653,750 and Services Specialized 0 365,248 266,987 280,336 294,353 Materials and Supplies Insurance cost 200,000 200,000 200,000 210,000 220,500 Office and General 500,000 4,820,042 500,000 525,000 551,250 Supplies and Services Fuel Oil and 500,000 3,000,000 500,000 525,000 551,250 Lubricants Other operating 4,545,000 13,750,000 1,000,000 1,050,000 1,102,500 expenses Routine 500,000 1,200,000 1,172,752 1,231,390 1,292,959 Maintenance - Vehicles and Other Transport Equipment Routine 100,000 1,000,000 100,000 105,000 110,250 Maintenance - Other Assets Purchase of Office 640,220 10,800,000 1,125,553 1,181,831 1,240,922 Furniture and General Equipment Total 47,102,840 86,046,605 20,126,093 21,132,398 22,189,018 County Assembly General 594,372,529 663,629,393 663,629,393 696,810,863 731,651,406 Administration and Planning, and Support Services (Employee/ MCAs emoluments, Utilities, Communications, Training, Printing and general office supplies, Insurance, Fuel, Office equipment supplies, Contracted guards and cleaning services Legislation; Bills 16,153,646 45,000,000 45,000,000 47,250,000 49,612,500 processing, Sub-Programmes Printed Allocation Projected Estimates Estimates Requirement 2020/21 s 2021/22 2021/22 2022/23 2023/24 publications and printing, Motions debating Oversight 193,637,940 270,850,002 166,845,906 175,188,201 183,947,611 (Committee fact- finding, budget interrogation expenditure, report writing retreats, Foreign and Domestic travels Representation and 48,533,200 84,150,000 111,553,478 117,131,152 122,987,709 other outreach services (ward office operationalization, Processing of petitions, Bunge Mashinani programme) Mortgage 50,000,000 50,000,000 52,500,000 55,125,000 Sub Total 852,697,315 1,113,629,395 950,697,315 998,232,181 1,048,143,790 Annex 5: Development Allocation Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development Fertilizer ad 136,000,000 101,700,000 106,785,000 112,124,250 Maize seeds (402 beneficiaries per ward) Fertilizer and 57,000,000 0 0 0 maize seed pending bills arising from FY 2020/21 Purchase of 10,000,000 5,000,000 5,250,000 5,512,500 coffee seeds and tubes for cooperative societies Avocado 30,000,000 0 0 0 seedlings (1000 per ward) AI subsidy 5,000,000 3,000,000 3,150,000 3,307,500 Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Establishment 4,000,000 2,500,000 2,625,000 2,756,250 of coffee nurseries at Mabanga ATC Cotton seed 3,000,000 2,500,000 2,625,000 2,756,250 Potato seed 5,000,000 2,000,000 2,100,000 2,205,000 Tea cuttings 3,000,000 1,200,000 1,260,000 1,323,000 Rain gun 2,000,000 1,350,000 1,417,500 1,488,375 irrigation kits Development of 12,000,000 5,000,000 5,250,000 5,512,500 Chwele fish farm Machinery shed 5,000,000 3,500,000 3,675,000 3,858,750 for AMC Pending bill – 20,000,000 0 0 0 Coffee warehouses at Misikhu, Lukusi and Kituni Renovation of 15,000,000 5,500,000 5,775,000 6,063,750 slaughter houses (Bungoma, Kimilili, Webuye) Establishment 30,000,000 3,000,000 3,150,000 3,307,500 of Auction rings – Chepkube (Bungoma), Kimilili, Kamukuywa, Dorofu, Webuye Milk processing 60,000,000 35,500,000 37,275,000 39,138,750 plant (completion of building) Equipping and 200,000,000 0 0 0 installation of machinery milk processing plant Completion of 10,000,000 0 0 0 water project at Mabanga ATC Completion of 10,000,000 0 0 0 dairy unit at Mabanga ATC Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Completion of 10,000,000 5,197,681 5,457,565 5,730,443 poultry at the ATC Purchase of 2 12,000,000 0 0 0 tractors Establishment 15,000,000 4,000,000 4,200,000 4,410,000 of coffee drying tables for coffee cooperatives NADAFA 5,000,000 0 0 0 operationalizati on Operationalizat 20,000,000 0 0 0 ion of Tongaren Maize mill Calibration of 1,000,000 750,000 787,500 826,875 machines and sieve installation at Musese coffee mill Establishment 200,000,000 30,000,000 31,500,000 33,075,000 of agribusiness market in Chwele National 350,000,000 360,000,000 201,500,000 211,575,000 222,153,750 Agricultural and Rural Inclusive Growth Programme (NARIGP) Agriculture 19,786,000 55,500,000 30,756,000 32,293,800 33,908,490 Sector Development Support Programme (ASDSP) Rehabilitation 0 8,000,000 8,000,000 8,400,000 8,820,000 of coffee factories Pending bill for 0 13,074,254 13,074,354 13,728,072 14,414,475 FY 2013-2020 Ward based 15,714,000 50,000,000 16,200,000 17,010,000 17,860,500 projects Sub Total 594,844,820 1,358,574,254 481,228,035 505,289,437 530,553,909 Education Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Infrastructural 139,389,000 162,000,000 243,700,000 255,885,000 268,679,250 Development (ward-based projects) Provision of 45,000,000 70,000,000 10,000,000 10,500,000 11,025,000 furniture for ECDE classrooms Construction of 119,104,858 277,800,000 66,000,000 69,300,000 72,765,000 VTC Capitation of 0 50,000,000 15,000,000 15,750,000 16,537,500 ECDE centres Tuition support 67,849,894 76,000,000 67,849,894 71,242,389 74,804,508 grants VTC Tools and 0 90,000,000 5,421,722 5,692,808 5,977,449 equipment for VTC Pending bills 0 2,537,768 2,537,768 2,664,656 2,797,889 Sub Total 326,343,752 728,337,768 410,509,384 431,034,853 452,586,596 Health Purchase of 79,576,893 331,840,640 68,037,044 71,438,896 75,010,841 Medical and Dental Equipment Purchase of 0 35,000,000 20,000,000 21,000,000 22,050,000 Generators Construction of 104,260,150 457,500,000 59,429,120 62,400,576 65,520,605 Non- Residential Buildings (offices, schools, hospitals, etc.) Establishment 0 50,000,000 39,000,000 40,950,000 42,997,500 of oxygen plant WBP- health 46,754,000 46,754,000 116,754,000 122,591,700 128,721,285 Refurbishment 4,240,361 15,500,000 4,240,361 4,452,379 4,674,998 of Non- Residential Buildings Other 16,383,322 35,500,000 47,188,719 49,548,155 52,025,563 infrastructure and civil works Total 265,014,524 924,323,962 354,649,244 372,381,706 391,000,792 Sanitation Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Sanitation 6,621,798 20,000,000 6,621,799 6,952,889 7,300,533 management WBP- 7,178,000 7,178,000 6,389,249 6,708,711 7,044,147 sanitation 13,799,798 27,178,000 13,011,048 13,661,600 Total 14,344,680 Roads and Public Works Construction of 4,000,000 3,000,000 3,150,000 3,307,500 Ablution Block at Public Works HQ Construction of 6,000,000 2,000,000 2,100,000 2,205,000 a Security Wall Fence at Kanduyi HQ Construction of 60,000,000 0 0 0 Bridges & Box Culvert Development of 3,000,000 30,135,000 11,000,000 11,550,000 12,127,500 Road Designs Acquisition of 3,626,084 14,200,000 6,000,000 6,300,000 6,615,000 Gravel Pits Construction of 350,000,000 400,000,000 350,000,000 367,500,000 385,875,000 Dual Carriage (Kanduyi – Musikoma) Labour based 400,000,000 0 0 0 maintenance of Roads Upgrading of 100,000,000 150,000,000 0 0 0 Rural Roads to Bitumen Equipping of 12,934,348 10,000,000 0 0 0 fire station (Kanduyi) Maintenance of 266,961,417 280,309,488 266,961,417 280,309,488 294,324,962 Rural Roads (RMLF) Maintenance 410,349,355 545,117,931 545,117,931 572,373,828 600,992,519 OF Ward Roads (WBP) Roads routine 140,000,000 200,000,000 0 0 0 maintenance framework Pending bills 0 136,081,308 248,298,049 260,712,951 273,748,599 Total 1,286,871,204 2,235,843,727 1,432,377,397 1,503,996,267 1,579,196,080 Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Trade, Energy and Industrialization Research 0 0 0 - - Market 7,075,866 185,000,000 44,427,188 46,648,547 48,980,975 Infrastructure Development Development of 8,334,993 50,000,000 0 0 0 Chwele Agribusiness hub Energy Access 21,541,773 30,000,000 27,100,632 28,455,664 29,878,447 and Development Industrial 4,000,000 20,000,000 0 0 0 Development Trade loan 0 34,450,000 0 0 0 Ward based 27,548,000 105,000,000 28,400,000 29,820,000 31,311,000 projects Pending bills 0 3,235,741 3,235,741 3,397,528 3,567,404 Sub Total 68,500,632 424,450,000 103,163,561 108,321,739 113,737,826 Lands, Urban, Physical Planning and Housing Lands, Urban and Physical Planning Acquisition of 18,130,423 107,000,000 5,000,000 5,250,000 5,512,500 lands Procuring and 4,470,610 7,550,000 0 0 0 Installation of Real Time Kinematics (RTK) Construction of 55,000,000 0 0 0 County Lands and Housing Office Networking of 0 10,000,000 0 0 0 GIS Lab Ward based 4,753,000 40,719,673 4,753,000 4,990,650 5,240,183 projects Securing public - 20,000,000 0 0 0 land Valuation Roll 0 50,000,000 0 0 0 for 6 urban centres Development/ 3,348,205 45,000,000 10,000,000 10,500,000 11,025,000 Physical Planning in 10 centres Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Review of 60,000,000 6,977,292 7,326,157 7,692,464 physical and land use plans for the existing and the soon to be created municipalities Development 0 12,000,000 7,000,000 7,350,000 7,717,500 control- plan approval and building inspection as part of revenue enhancement plan Processing of 0 50,000,000 0 0 0 title deeds Control of 0 150,000,000 0 0 0 Storm Water in 6 towns Pending bills 48,000,000 48,000,000 50,400,000 52,920,000 Total 30,702,238 545,269,673 81,730,292 85,816,807 90,107,647 Housing Renovation and 1,813,042 22,000,000 10,444,462 10,966,685 11,515,019 refurbishment of county residential houses Security fencing 906,521 10,000,000 5,219,563 5,480,541 5,754,568 of county residential estates with ceder posts and chain link/Perimeter wall Construction of 0 105,000,000 0 0 0 county residential houses and affirmative action houses for the needy 2 per ward Valuation of 0 5,000,000 0 0 0 county Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 residential houses Social Housing 0 40,000,000 0 0 0 project in 45 wards 2 houses per ward for the vulnerable in the society0 Construction of - 450,000.000 0 0 0 official residence for the Governor and Deputy Governor Construction - 20,000,000 0 0 0 and Equipping of Appropriate Building Technologies (ABT) Centers. Housing 0 100,000,000 0 0 0 Financing (grant)- Slum upgrading; provision of serviced plots (roads, water, electricity and sewerage) Total 2,719,563 302,450,000 15,664,025 16,447,226 17,269,588 Bungoma municipality Survey of - 2,250,000 0 0 0 government land and quality control activities Purchase of - 1,500,000 0 0 0 survey equipment Purchase of 20 - 400,000,000 0 0 0 acres of land Fencing and - 3,000,000 0 0 0 protection of purchased public land Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Upgrading of 109,887,700 140,000,000 109,887,700 115,382,085 121,151,189 two urban access roads Construction of - 400,000,000 0 0 0 modern bus- park Construction of - 250,000,000 0 0 0 modern market Construction of - 20,000,000 0 0 0 urban market stalls Construction of - 75,000,000 0 0 0 municipality office block Construction of - 21,000,000 0 0 0 urban walkways within the Municipality Construction of - 10,000,000 0 0 0 bikes and bicycle parking bays within Bungoma Municipality Construction of - 40,500,000 0 0 0 urban social hall Construction / - 10,000,000 0 0 0 upgrading of urban public sanitation facilities Construction of - 10,000,000 0 0 0 road markings Installation of - 8,000,000 0 0 0 digital billboards within the Municipality Installation / - 30,000,000 0 0 0 maintenance of street lights Construction of - 30,000,000 0 0 0 dumpsite Installation of - 10,000,000 0 0 0 waste collection chambers Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Installation of - 750,000 0 0 0 collection bins Provision of - 150,000 0 0 0 litter bins Construction / - 20,000,000 0 0 0 rehabilitation of sewer-line Installation of - 270,000 0 0 0 man-hole covers Construction / - 10,000,000 0 0 0 rehabilitation of stormy water drainage system Construction of - 50,000,000 0 0 0 urban cultural / arts theatre Planting of - 15,000,000 0 0 0 aesthetic trees Development / - 18,000,000 0 0 0 rehabilitation of green recreational park Total 109,887,700 1,575,420,000 109,887,700 115,382,085 121,151,189 Kimilili Municipality Survey of - 47,000,000 0 0 0 government land quality control of survey activities Municipal - 50,000,000 0 0 0 survey office Land - 100,000,000 0 0 0 Acquisition Upgrading of 191,089,400 500,900,000 191,089,400 200,643,870 210,676,064 Municipal roads public 100,000,00 0 0 0 sanitation construction and upgraded Urban walks 100,000,000 0 0 0 construction parking bays 50,000,000 0 0 0 Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Marking of 30,000,000 0 0 0 Municipal roads Installing street 50,000,000 0 0 0 lights Construction 50,000 0 0 0 and rehabilitation of Auction rings Dash board 10,000,000 0 0 0 installation Construction of 110,000,000 0 0 0 Fire station Sub-total 191,089,400 1,197,900,000 191,089,400 200,643,870 210,676,064 Tourism, Environment, Water and Natural Resources Tourism and Environment Dumpsite 16,882,637 36,000,000 16,063,381 16,866,550 17,709,878 development services Kaberwa Gate 0 20,000,000 15,882,637 16,676,769 17,510,607 Pending bills 0 5,035,632 5,035,632 5,287,414 5,551,784 Total 16,882,637 61,035,632 36,981,650 38,830,733 40,772,269 Water and Natural Resources Water service 110,207,459 727,679,399 44,711,125 46,946,681 49,294,015 provision Cheskaki, 46,000,000 24,264,636 25,477,868 26,751,761 Sirisia, Bumula, Kaberwa water projects Upgrading of 80,000,000 46,120,348 48,426,365 50,847,684 boreholes Supply of 50,000,000 15,000,000 15,750,000 16,537,500 materials for boreholes Rehabilitation 70,000,000 10,000,000 10,500,000 11,025,000 of water projects Infrastructure 86,193,645 156,859,428 156,859,428 164,702,399 172,937,519 development (Ward Based Projects) Tree planting 80,000,000 80,000,000 0 0 0 (EU funding) Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 EU Funding 52,565,915 52,565,915 55,194,211 57,953,921 Grant Pending bills 0 63,820,695 63,820,695 67,011,730 70,362,316 Total 276,401,104 1,326,925,437 413,342,147 434,009,254 455,709,717 Gender, Culture, Youths and Sports Gender and Culture Construction of 5,925,674 20,000,000 8,579,874 9,008,868 9,459,311 Sang’alo multipurpose centre Sub Total 5,925,674 20,000,000 8,579,874 9,008,868 9,459,311 Youth and Sports Construction of 10,000,000 0 12,000,000 12,600,000 13,230,000 Nalondo and Tongaren stadium Completion 20,000,000 0 0 0 0 and Equipping of High altitude Construction of 149,295,379 203,728,165 149,116,354 156,572,172 164,400,780 phase 1 Masinde Muliro stadium Ward based 4,171,000 10,000,000 4,300,000 4,515,000 4,740,750 projects Stadiums at 60,000,000 0 0 0 Kimilili, Bumula and Tongaren Sub Total 183,466,379 213,728,165 165,416,354 173,687,172 182,371,530 Public Service Management and Administration Construction of 0 50,000,000 17,915,735 18,811,522 19,752,098 ward administration offices Construction of 0 30,000,000 0 0 0 2 sub county administration offices Construction of 0 30,000,000 0 0 0 2 information/ huduma Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 centres at sub county level Total 0 110,000,000 17,915,735 18,811,522 19,752,098 County Secretary and ICT Office of CS Kenya 212,537,789 500,000,000 140,000,000 147,000,000 154,350,000 Devolution Support Programme Total 212,537,789 500,000,000 140,000,000 147,000,000 154,350,000 ICT Installation of - 27,000,000 9,000,000 9,450,000 9,922,500 big screens in the 9 sub counties to be integrated with the one in Kanduyi Networking - 10,000,000 4,000,000 4,200,000 4,410,000 and LAN installation at Webuye West sub county Networking - 10,000,000 4,000,000 4,200,000 4,410,000 and LAN installation at Tongaren sub county Networking 10,000,000 4,000,000 4,200,000 4,410,000 and LAN installation at Sirisia sub county Networking 10,000,000 3,000,000 3,150,000 3,307,500 and LAN installation at Bumula sub county Networking 10,000,000 3,000,000 3,150,000 3,307,500 and LAN installation at Kabuchai sub county Networking 10,000,000 3,000,000 3,150,000 3,307,500 and LAN installation at Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 Mt. Elgon sub county Upgrading of - 15,000,000 5,167,344 5,425,711 5,696,997 the server and server room Construction of - 50,000,000 0 0 0 Data centre Installation of - 6,000,000 0 0 0 CCTV cameras Procurement of - 3,000,000 0 0 0 Biometric system of identification Procurement of - 3,000,000 0 0 0 Human Resource Information Management System Upgrading of 5,638,304 0 0 0 0 the server and server room Networking 4,532,606 0 0 0 0 and LAN installation at Webuye East Town Hall Networking 2,796,286 0 0 0 0 and LAN installation at Kimilili Sub County Town Hall Records 5,000,000 0 0 0 0 Management System Pending bills 0 8,914,026 8,914,026 9,359,727 9,827,714 Sub Total 17,967,196 172,914,026 44,081,370 46,285,439 48,599,710 Finance and Economic Planning Construction of 0 220,000,000 0 0 0 office block Sub Total 0 220,000,000 0 0 0 County Assembly Construction of 15,000,000 130,000,000 130,000,000 136,500,000 143,325,000 new chambers, Sub- Printed Allocation Projected Estimates Programmes Estimates Requiremen 2020/2021 ts 2021/2022 2021/2022 2022/2023 2023/2024 refurbishment of old chambers and upgrading of ICT infrastructure Sub Total 15,000,000 130,000,000 130,000,000 136,500,000 143,325,000 Annex 6: Sector priorities Sub sector Name of Development Project Estimated Programme Cost Agriculture, Livestock, Fisheries, Irrigation and Cooperative Development Agriculture Crop development Establishment of Chwele Agribusiness Zone – 200,000,000 and management Modernization of Chwele Market Farm Input Support - Fertilizer and Seed, 320,000,000 Crop protection chemicals Promotion of cassava production 10,000,000 Promotion of sweet potato production 10,000,000 Promotion of sorghum production 8,000,000 Establishment of tea nurseries 7,000,000 Integrated Information Management 5,000,000 System/E-extension system Development of ASK Show Ground in 14,000,000 Sang’alo Development of small holder Irrigation 75,000,000 Projects Rehabilitation of small dams 14,000,000 Promotion of drip irrigation 7,000,000 Institutional Mabanga ATC development and Development and stocking of farm structures 16,500,000 management: and demonstration plots for various crops Construction/rehabilitation of school 17,890,000 buildings, houses and other related infrastructure Construction of a perimeter fence for the 20,000,000 institution Development of water piping system 7,500,000 Development of roads and a parking bay at 15,000,000 the institution Installation of security lights at the 9,000,000 institution Equipping of the institution - Kitchen, 13,500,000 hostels, classrooms, office Purchase of Farm Machinery and implements 15,000,000 Purchase of Institutional Bus 15,000,000 Agricultural Mechanization Centre (AMC) Purchase of agricultural machinery i.e 75,000,000 tractors, tractor implements, Other machinery Construction of Workshop and Machinery 18,000,000 Shed Upgrading of Mobile soil testing laboratory 15,000,000 Purchase of soil testing and analysis scanners 7,000,000 Chwele Fish Farm Stocking of Fish ponds 19,500,000 Rehabilitation of ponds 12,500,000 Construction of catering facility, hostel and 45,000,000 training hall Sub sector Name of Development Project Estimated Programme Cost Equipping of the institution 13,500,000 Construction of ablution block 6,500,000 Livestock Livestock Operationalization of Chwele Chicken 45,000,000 development and Slaughter House - operationalize the factory, management Poultry input support Establishment of a Milk processing plant 198,000,000 Renovation of Cooler Houses and Installation 12,000,000 of coolers Renovation of Community Cattle Dips 18,000,000 Construction/Rehabilitation of 28,000,000 slaughterhouses and slaughter slubs Renovation of Auction Rings across the 45,000,000 County AI Subsidy Programme 10,000,000 Establishment of AI Centre in Mabanga ATC 15,000,000 Promotion of pasture production – input 8,000,000 support Leather Development 28,000,000 Establishment of diagnostic lab for veterinary 12,000,000 services Promotion of honey production 13,000,000 Fisheries and Fisheries Aquaculture Input support – pond-liners, 45,000,000 Blue Economy development and cages, fingerlings, gill nets, seine nets and management fish feeds Cooperatives Cooperatives Farm Input Support to Farmer Cooperative 54,000,000 development and Societies - Fertilizer and Seeds management Operationalization of coffee milling plants at 15,000,000 Musese and Chesikaki Establishment of Coffee Nurseries for Farmer 7,500,000 Cooperative Societies Purchase of coffee seedlings 18,000,000 Infrastructural Support - Construction of a 97,678,000 coffee bean store at Chesikaki Coffee Mill,Rehabilitation of coffee factories, Purchase of coffee roasters for coffee mills, Establish coffee drying tables for coffee societies,Construct 9 milk cooler houses, Purchase disk pulp machines for 4 coffee societies Support Income generating activities - 9,500,000 Promotion of Macadamia Production, avocado production for export Bungoma Coffee Branding and Marketing 12,000,000 Education Tuition support programme 76,000,000 Special Needs Education- VTC 500,000 3 Centres of Excellence 90,000,000 Quality Assurance and Standards- VTCs 500,000 Sub sector Name of Development Project Estimated Programme Cost Vocational Infrastructure Development (39 VTCs) 45,000,000 Competency Based Education Training - 10,000,000 Education and VTC Training Purchase of tools and equipment in VTCs 10,000,000 Early Childhood Curriculum implementation- ECDE 2,500,000 Education Special Needs Education - ECDE 2,000,000, Health and Nutrition in ECDE 2,000,000 Quality Assurance and Standards-ECDE 1,000,000 Infrastructure Development (3 Classrooms 144,000,000 per ward) Governance and Organizational 500,000 Management in ECDE General Purchase of two motor vehicles (Inspections 10,000,000 administration, and quality Assurance) planning and Capacity building of all staff 1,000,000 support services Automation (Education Management 3,000,000 Information System) Policy formulation (policies and regulations) 2,000,000 Feasibility studies 1,000,000 Education support Provision of scholarships and bursaries 302,000,000 programme Health and Sanitation Health Curative and Construction and equipping of Blood Donor 15,000,000 rehabilitative Center programme Construction and equipping of ICU, Eye and 50,000,000 ENT unit at BCRH Equipping of Bumula hospital theatre 20,000,000 Construction of Maternity, ward at Sinoko 15,000,000 Sub County Hospital Equipping of the Casualty department at 50,000,000 BCRH Equipping of the male ward at Kimilili Sub 10,000,000 County Hospital Renovation of Bungoma and Webuye 20,000,000 hospital mortuaries Equipping of Completed dispensaries 25,000,000 Recruiting of additional staff of various 30,000,000 cadres Procurement of a Hearse 7,000,000 Renovation of Mechimeru Health Centre 50,000,000 (HC), Milo HC, Makhonge HC, Ndalu HC, Tongaren HC,Siboti HC, Nasusi, Mihuu, Kabula, Karima dispensaries ,Sinoko Sub County Hospital ,Machakha, Miluki, Sikusi, Kimalewa, Ngalasia, Lwanda, Sikulu, Nasaka, Kaptalelio, Kibisi, Sitikho, Bulondo, Kongoli, Muanda, Koborom, Chesinende, Mwikhupo, Sub sector Name of Development Project Estimated Programme Cost Kashok, Sango Kabuyefwe and Marigo dispensaries Procurement of Chemistry Hematology 10,000,000 Analyzers (Cheptais, Sinoko& Mt. Elgon) Laboratory Fridges (Naitiri, Cheptais, Sinoko), and Centrifuges for sub-County hospitals. Construction of mortuary at Naitiri sub 15,000,000 county hospital Procurement of fridges for Sango Naitiri, 1,200,000 Kayaya, Bukokholo, Kolani and Kitabisi dispensaries Preventive and Construction of Isolation Ward at Webuye 20,000,000 Promotive Health County Hospital Services Procurement of crematoria land in Bungoma 6,000,000 and Kimilili Construction of toilets at Bituyu, Lukhome, 4,500,000 Ngalasia, Sikulu, Luuya, Misikhu, Bahai, Nasusi, Chemwa Bridge, Kolani, Kitabisi, Butieli, Kamuneru, Kashok and Lurare dispensaries Reproductive, Construction of a 300 Bed capacity Maternal 245,000,000 Maternal, new- and Child Health Unit at Bungoma County born and Referral Hospital (BCRH) Adolescent Health Construction of a Maternal and Child Health 80,000,000 Unit at Sirisia Sub County Hospital Equipping of the 300-bed maternal and Child 180,000,000 block at Bungoma County Referral Hospital and 100 Bed Maternal and child block at Sirisia hospital Equipping of maternity wings at Kabula 50,000,000 health centre, Tamlega dispensary, Lukhome,Lwanda, Chemworemo,Kibisi, Ekitale, Mumbule, Mwomo, Makololwe, Namarambi, Mihuu, Musikoma, Namang’ofulo and Kanganga dispensaries Sanitation Sanitation Construction of water borne sanitation block 8,000,000 Management 5M *5M 2 in Bungoma Town, Bukembe,Brigidier, Kaptama, Kimaeti, Naitiri, Tongaren, Bumula and Sirisia) Construction of ablution block at Bumula 2,000,000 hospital P rocurement of exhauster vehicle 8,000,000 Renovation of existing sanitation blocks 5,000,000 (Webuye bus park, Kimilili main market, Kapsokwony junction and Chwele market. Roads Infrastructure and Public Works Sub sector Name of Development Project Estimated Programme Cost Roads Transport Construction of Dual Carriage (Kanduyi – 250,000,000 Infrastructure and Musikoma) Public Works Upgrading of Rural Roads to Bitumen 70,000,000 Standards Maintenance of Rural Roads (RMLF) 266,961,417 Maintenance of Rural Roads (MTF) 100,000,000 Maintenance of Ward Roads (CEF) 191,150,938 Acquisition of Gravel Pits 4,000,000 Road routine Maintenance framework 70,000,000 Transport and Public Safety and Equipping of fire Station (Kanduyi) 2,467,588 Safety Transport Development of Road Designs 38,700,000 Operations Trade Energy and Industrialization Trade Market Development of Markets 40,973,000 Infrastructure Development of Chwele 25,000,000 Development, Agribusiness Hub Management and maintenance Sensitize the community on fair 1,200,000 Trade and trade practices Enterprise Calibrate working standards and 600,000 Development Inspector's testing equipment Verify and stamp weighing and 800,000 measuring equipment Energy Energy development Installation of streetlights across 22,966,954 the county Industry Industrial Development of Webuye Industrial 10,000,000 development Park Lands, Urban, Physical Planning, Housing and Municipalities Lands and Land resource Land Acquisition 150M Physical Development and Survey of Government land 15M Planning Management Quality control of survey activities 2M County Physical Storm water Drainage 2M Planning and Construction and rehabilitation of 10M infrastructure Auction rings development Integrated developments plans 28M prepared for urban centers Prepare development control tools 45M 17.5M Prepare development control tools 1M Housing Housing Construction of county residential 45M Development and houses management Renovation and refurbishment of 10M county residential houses Security fencing of county 8M residential houses Sub sector Name of Development Project Estimated Programme Cost Minor and major repairs of county 2M residential houses PUBLIC ADMINISTRATION PSM& ADMINISTRATION Service delivery Infrastructure Construction of Ward Nil allocation and development administrators’ office organizational transformation OFFICE OF THE CS Kenya KDSP KDSP 212,537,789 Devolution support programme ICT DIRECTORATE Public sector ICT management Networking and LAN installation at 5,000,000 information and Webuye West sub county communication Networking and LAN installation at 5,000,000 technology Tongaren sub county management Networking and LAN installation at 5,000,000 Sirisia sub county Upgrading of the server and server 5,595,516 room COUNTY ASSEMBLY Service delivery Infrastructure General Infrastructural 17,268,003 and organizational development Development; Completion of transformation Administration block and Construction of Members’ Chambers. GENDER, CULTURE, YOUTH AND SPORTS Gender Gender Equality Gender Empowerment and Ksh. 1 Billion and Empowerment Leadership Academy of Vulnerable Groups Sports Sports Facility Construction of Phase II High Ksh. 20 Million Development development and Altitude Centre management Modernization of Masinde Muliro Ksh. 900 Million Stadium Construction of Nalondo Stadium Kshs 10 million Arts and Culture Cultural 4 Historical sites Kshs 10 Million Development and Multi-purpose centre Ksh. 1.5 Billion Management Youth Youth Erection and construction of Maeni Kshs. 6 Million Development and youth empowerment centre Management TOURISM, ENIVRONMENT, WATER AND NATURAL RESOURCES Tourism Tourism product Digitization/ publishing of tourist 10,000,000 development products and sites Completion of Kaberwa park entry 5,000,000 gate Sub sector Name of Development Project Estimated Programme Cost Completion of Chesamo nature trail 5,000,000 Development of other tourist sites 10,000,000 Formulation of policies 5,000,000 Tourism product Branding and signage of tourist 10,000,000 promotion, sites and products marketing and Hospitality surveys 5,000,000 branding Environment Environment Urban monthly clean ups 7,000,000 Protection and Recreation and Urban landscaping , 24,000,000 Conservation beautification River cleaning and rehabilitation of 5,000,000 riparian sites Climate change Purchase and planting of tree 15,000,000 mitigation and seedlings adaptation Water Water and Projects prefeasibility, Engineering 15,000,000 Sewerage Services designs plans Management Preparation of water master plan 5,000,000 Purchase of water bowser 20,000,000 Formulation of water policy 5,000,000 KOICA 11 support 12,000,000 Operation and mantainace of water 20,000,000 projects Mantainace of heavy machinery 20,000,000 and equipment Rehabilitation of pit 10,000,000 stop/mechanical workshop Purchase of water bowser 20,000,000 Construction of medium water 300,000,000 schemes Construction of small water 150,000,000 schemes Natural Resources Greening services 87,200,000 Management Integrated Solid Waste collection and disposal 145,500,000 Waste Dumpsite management 50,000,000 Management Fabrication and installation of 20,000,000 Waste collection receptacles Opening and cleaning of drainages 20,000,000 and culverts Annex 7: Resource sharing guidelines The resources available are shared in accordance with the following guidelines; i. Mandatory expenditures in the form of personnel Emoluments, operations and maintenance ii. Non-discretionary expenditures (Personnel Emoluments); this takes first charge and includes payment of statutory obligations such as salaries, pension and others. These expenditures are projected to account for about 39.6% of the Budget. iii. Operations – make up 30.6% of the FY 2020/21 budget iv. Maintenance - Departments are allocated funds for basic maintenance. This accounts for 1.1% of the budget • On-going projects- emphasis is given to completion of on-going projects and in particular infrastructure projects, flagship projects and projects with high impact on poverty reduction and equity, employment and wealth creation. • Statutory requirements- priority is also given to programmes that must be funded in accordance with the law such as Ward Loan Schemes, Ward Bursaries and County Trade Loans. • Strategic policy interventions- priority is given to policy interventions covering the entire county, regional integration, social equity and environmental conservation. • Pending bills- County MDAs will be guided by available resource envelop while also making strategic reductions on programme implementation. Annex 8: County strategic development framework initiatives. Sector Project/Initiative Agriculture, Develop the Chwele Agribusiness market, invest in value Livestock, addition and improve agricultural productivity and Fisheries, production: Irrigation and • Crop Production - Cotton, Avocado, Coffee and Potatoes, Cooperative • Livestock Production – Dairy processor. Development Roads and Upgrade 250 km of major county roads to bitumen standards Public Works (Completion of the Dual Carriageway, Urban roads – Kimilili, Bungoma, Chwele, Misikhu Brigadier) and expand the county road network to 2000km (Rural roads 1,000km)through collaboration with National Government and Public Private Partnerships Education and • Invest in provision of quality pre-school and vocational Vocational education. Training • Centres of excellence • 3,000 scholarships Youth and • Renovation and modernization of Masinde Muliro Sports Stadium and other sub-county sports facilities ( high altitude training facility) • Develop Bungoma youth and women service. Water and • Chesikaki- sirisia – Bumula gravity water scheme Natural • KOICA Counterpart funding Resources • Develop TIPs • Water Lab • Counterpart funding for Natural Resources. Health and • Constructing a county Referral Hospital, staffing and Sanitation equipping at-least one dispensary per ward. • Construction of MTC in Kapsokwony. • Completion of Sirisia Hospital. • Construction of Hospital in Bumula and Tongaren Industry Development of cottage and manufacturing industries and Webuye Industrial Park Public • Leasing of Motor vehicles Administration • Recruitment of village administrators and village council. Urban planning • Affordable housing - Makao na Wangamati and Housing • Formation of Chwele and Webuye Municipalities • Expansion of Bungoma and Kimilili Municipalities. • Formation of town councils in Miyanga, Naitiri, Brigadier, Sirisia, Cheptais and Kapsokwony. Culture • Protection of sacred and historical sites. Trade Develop modern market infrastructure at Chepkube and Bungoma Municipal Market; Construct modern trading stalls, workshops and car washing slabs, Street/Market Lighting Sector Project/Initiative Tourism and • Use partnership model to attract Tourism Investments in Environment Bungoma County. • Dumpsite development. • Increase market cleaning centres to 40. • Tourist attraction sites (chepketile Nationl Park, Chetambe Nabuyole Falls, animal orphanage). • Beautification programme. Annex 9: Sub County Specific Public Participation Summaries BUMULA SUB-COUNTY SECTOR ISSUES FREQUENCY ACTION TAKEN Agriculture, Governance Issues The department of agriculture Livestock, Inefficient issuance of title 2 to enable provision of Fisheries, deeds and land registrations. subsidized farm inputs, Irrigation and extension services, title deeds Implementation Issues 4 Cooperatives and link farmers to both local Inefficient extension and international markets. services. Inadequate farm inputs 5 Poor maintenance of 2 chicken slaughterhouses. Lack of enough markets and 2 factories for agricultural produces. Inadequate agricultural 1 training centers, Cooperatives and markets. Land tillage do not reach 1 many people and in good time. Inadequate land for ward 1 based projects. Resource Allocation Issues Inadequate fund allocation 2 for agricultural developments. Inadequate funds allocated to tree 1 planting. Roads, Governance Issues The department of roads will Infrastructure Lack of inspection and undertake periodic and Public follow up on the on-going 1 maintenance of roads and Works other infrastructures across the projects. wards. Implementation Issues It will construct bridges and Lack of enough bridges, 4 box culverts in affected areas. culverts and road designs. Firefighting services will be Lack of fire stations 1 enhanced in the wards. Poor maintenance of rural roads. 5 Health and Implementation Issues The department of health will Sanitation Inadequate health and 6 increase service provisions by sanitation facilities and hiring more health workers, drugs. SECTOR ISSUES FREQUENCY ACTION TAKEN Lack of enough power backups. 1 constructing and equipping all health Centers Inadequate health workers. 2 Inadequate fencing of the 1 health facilities. Resource Allocation Issues 1 Inadequate funds allocated for purchase of Ambulances Education and Governance Issues The county will undertake Vocational poor quality assurance and 2 quality assurance in all schools, Training standards in ECDEs and provide adequate learning materials, increase VTCs beneficiaries of bursaries and Implementation Issues scholarships and ensure Inadequate VTCs, ECDE 6 adequate fund allocations for facilities, teachers and curriculum implementation. learning materials. Inadequate bursary 5 schemes. Resource Allocation Issues Low allocation for 1 curriculum implementation. Trade, Energy Implementation Issues The county will; Install and Lack of market stalls, 6 streetlights and flood masts; Industrialization shades, streetlights, flood construct market shades; Increase allocation on trade masts and public utilities i.e. loans, research and energy. toilets. Inadequate auction rings in 1 markets Resource Allocation Issues 4 Inadequate funds allocated to trade loans. Lack of enough funds 1 allocation.eg in research; market and energy Gender, Culture, Policy Issues The county should ensure Youth and Poor policy formulation and 2 proper maintenance of cultural Sports review processes. sites; adequate allocation of funds for transfer funds. Resource Allocation Issues Inadequate fund allocation 5 for cultural activities and cultural sites Inadequate fund allocation 4 for the special interest groups. SECTOR ISSUES FREQUENCY ACTION TAKEN Poor maintenance of sacred 1 areas Water, Implementation Issues Provision of piped water, dig Environment, Inadequate tourist centres 2 boreholes across the wards and Tourism and and facilities. improve the drainage systems. Natural Establish dumpsites and Lack of dumpsites in 4 Resources conserve the natural resources markets and public sites. in the sub-county county. Poor drainage systems in 1 market centers. Poor maintenance of water 6 towers and natural resources. Inefficient tree planting 1 programs. Resource Allocation Issues Insufficient funds allocated 3 for drilling of water. Public Governance Issues The county will; establish Administration Lack of village 2 village units; enhance administrators administrative offices and services; ensure Lack of enough Civic harmonious working relations Education. 1 in both arms of county units. Implementation Issues Poor services by the public 1 service board Lack of enough oversight of 1 executive roles by the county assembly Insufficient equipped ward 2 administration offices and staffs. SIRISIA SUB-COUNTY SECTOR ISSUES FREQUENCY ACTIONS TAKEN Agriculture, Policy Issues 1 • The county will Livestock, Lack of soil management policy implement soil Fisheries, Irrigation and policy. Cooperatives Governance Issues 1 • Deploy more Slow processing of tittle deeds trained staff and Inadequate farm inputs 3 fasten tittle deed processes. Lack of enough food security 1 initiatives. • Provide more subsidized farm SECTOR ISSUES FREQUENCY ACTIONS TAKEN inputs to curb food insecurity Implementation Issues 1 • Establish more Lack of enough trained farmers and training centers to training centers. train more farmers Poor means of transport and market 1 for farm produce. on A.I services and proper farming mechanisms to be deployed. Resource Allocation Issues 1 • The Government Inadequate budgetary allocation for will allocate enough training farmers funds to train Inadequate resource allocation in 2 Extension and Training services. farmers and extension officers. Roads, Governance Issues 3 • Periodic Infrastructure and Poor road networks. maintenance of all Public Works roads, bridges and installation of culverts in the affected areas Resource Allocation Issues 3 • Allocate enough Insufficient allocation for box funds for culverts, culverts, bridges, and upgrading roads. bridges and upgrading roads. Health and Policy Issues 1 • Favorable policies Sanitation Lack of policies/rules on making to enable strategic strategic plans plans to be devised Implementation Issues 3 • Establish and equip Inadequate health facilities, key health facilities with services and drugs. necessary services Rehabilitative healthcare’s such as: 2 occupational therapy, replacement offered surgery, specialized doctors, • County will increase walking guide (for disabled) healthcare workers Lack of ablution blocks at major 1 and make efforts in dispensaries and health centers. creating awareness Lack of generators in case of power 1 loss in dispensaries to the community Lack of isolation centers in case of 1 about diseases. emergencies like COVID-19. Inadequate health care workers 2 Lack of awareness of diseases to the 1 community SECTOR ISSUES FREQUENCY ACTIONS TAKEN Resource Allocation Issues 1 • Allocate enough Inadequate allocation for health funds to initiate a policy health policy. Education and Policy Issues 1 • Ensure transparency Vocational Biasness in bursary allocation in bursaries. Training Implementation Issues 3 • Ensure enough and Inadequate ECDE classes, teachers equipped classes and toilets for PWDs and toilets to cater Lack of mentorship programs in 2 schools for all including Inadequate quality assurance and 2 PWDs. standards in VTCs and ECDEs Resource Allocation Issues. 2 • To ensure enough Lack of budgetary allocation on allocation on ECDE civic education. classes, civic Inadequate allocation for Bursaries 3 education and bursaries. Trade, Energy and Implementation Issues 3 • Establish more Industrialization Insufficient market centers, stalls market centers, and streetlights. Boda-boda shades Lack of Boda-boda and Mama 1 mboga shades. and installation of Lack of sand harvesting. 1 streetlights. Lack of enough cottage industries. 2 • Introduce sand Lack of fire station equipment’s 2 harvesting mechanisms. • The county government will equip the fire stations. Resource Allocation Issues 1 • Allocate enough Lack of enough trade loans to funds on trade loans traders to cater for all traders. Gender, Culture, Implementation Issues 2 • Establish sports Youth and Sports Lack of Youth projects and support center to nature for the talented youth youths’ talent. Lack of rotational cultural music 2 festivals and sport centers in the • Encouragement of wards. rotational music festivals Resource Allocation Issues 2 • The county will Inadequate allocation on staff allocate enough training and disability celebrations. funds to cater for Inadequate funds to recognize 2 heroes and heroines disables and SECTOR ISSUES FREQUENCY ACTIONS TAKEN recognition of heroes and heroes. Water, Policy Issues 1 • Initiate an Environment, Lack of policies and regulations for environmental Tourism and conservation, protection and Natural Resources policy. rehabilitation rules. Implementation Issues 2 • Establish dumpsites Lack of enough dumpsites and more sources of Lack of solar pumps system in 2 water. dispensaries and water kiosks Resource Allocation Issues 3 • Improvise water Inadequate allocation for water storage facilities in storage facilities the wards. Public Governance Issues 1 • Make arrangements Administration Lack of follow ups on projects for project follow ups Resource Allocation Issues 2 • Ensure proper Inadequate allocation for public allocation of participation resources to reduce Inadequate office furniture and 1 equipment overspending on Delayed recruitment of village 1 one project. administrators • Village administrators will be considered and proper civic education for all activities. MT. ELGON SUB-COUNTY SECTOR ISSUES FREQUENCY ACTIONS TAKEN Agriculture, Governance issues. 3 Fasten processing of Livestock, Inefficient land registration and title deeds in liaison Fisheries, issuance of title deeds. with relevant units. Irrigation and Poor equipping of dairy processing 4 Supply of subsidized Cooperatives plants farm inputs and Implementation issues. 5 adoption of modern Inadequate farm inputs. mechanization. Lack of tomato sauce and rehabilitation 4 Establishment of of coffee factories. tomato sauce Poor Soil conservation and 2 factory. management Roads, Implementation issues. 6 Periodic Infrastructure and Inadequate maintenance of feeder maintenance of Public Works roads. feeder roads and SECTOR ISSUES FREQUENCY ACTIONS TAKEN Inadequate bridges and culverts on 4 installation of both rural roads. bridges and culverts. Health and Implementation issues. 6 Provision of Sanitation Inadequate health insurance, facilities improved health and drugs. services and Lack of power back-ups in health 2 deployment of centers. enough staffs. Lack of enough staff members. 3 Establish a central herbal laboratory Education and Governance issues. 6 Ensure improved Vocational Limited governor’s scholarship quality assurance Training Poor deworming programs and clean 1 services, provision water in schools. of more bursaries to Lack of annual conferences for 3 the needy, establish educational stakeholders and well-equipped mentorship programs. structures and Resource Allocation 4 improve deworming Lack of enough infrastructure and programs in the learning materials in ECDE and VTCs. county schools. Trade, Energy and Implementation 2 Establish fire points Industrialization Lack of enough public toilets. and enough public Lack of market stalls, Boda-boda shades 6 utilities. and streetlights Increase trade loans. Lack of fire brigade center. 2 Resource Allocation 3 Inadequate trade loans. Gender, Culture, Governance 3 Creation of job Youth and Sports High rate of youth unemployment. opportunities. Implementation 1 Ensure processing of Lack of heroes and heroines disability cards and recognition. recognition of Lack of social hall, sporting, 5 heroes and heroines. rehabilitation and cultural centers. Establishment of Lack of cards and wheelchairs to PWLD 2 social hall. Resource allocation 4 Allocate enough Inadequate fund allocation for county resources for sports tournaments, music festivals to sporting activities nurture talents and women and empowerments empowerment. Water, Implementation issues 4 Proper conservation Environment, Poor conservation of natural resources of all natural Tourism and and water towers. resources with Natural Resources Lack of enough recreation facilities for 4 additional funds. tourists. Establish elephant Lack of enough dumpsites 3 maternity and Resource Allocation 3 tourist sites. Inadequate allocation on water projects Public Governance 1 Administration Lack of village administration unit SECTOR ISSUES FREQUENCY ACTIONS TAKEN Lack of security in offices and market 1 Ensure village places. administration units Implementation 4 are affected. Inadequately equipped ward Employ enough staff administrative offices. with necessary Inadequate allocation on staff uniforms 3 supports. KIMILILI SUB-COUNTY SECTOR ISSUES Frequency ACTIONS TAKEN Agriculture, Governance Issues The County through Livestock, Inadequate extension and training services 1 the department of Fisheries, Cumbersome title deed processes 1 Agriculture will Irrigation and Implementation Issues continue providing Cooperatives Inadequate farm inputs 4 markets for Lack of enough equipment in feed and food 4 agricultural processing plant products, providing more farm inputs to Unequipped Diary processing plant 1 farmers and Inadequate skilled veterinary officers 1 equipping of food Lack of modern irrigation technologies 1 processing plant Resource Allocation Issues Inadequate allocation on extension and training services Policy Issues Stakeholders not engaged in sectoral 3 policies Roads, Implementation Issues The Roads Infrastructure and Poor state of roads and bridges 4 Department is Public Works Lack of drainage systems 2 undertaking periodic Resource Allocation Issues road maintenance, Inadequate budget allocation 3 construction of culverts and bridges. Health and Implementation Issues The county through Sanitation Lack of proper sanitation 1 the department of Inadequate health facilities 4 health will build Lack of sewerage services 1 more health facilities and improve sanitation Education and Governance Issues The county will hire Vocational Inadequate staffs for ECDEs and VTCs 4 more staffs, Training Delayed payment of VTC teachers construct and equip Implementation Issues ECDEs and VTCs Inadequate ECDEs classrooms 4 classrooms and Inadequate learning materials in VTCs 4 increase budget Lack of enough bursary funds for needy 4 allocation towards students bursaries and Insufficient land to build ECDEs 1 scholarships Resource Allocation Issues Inadequate budget allocation towards 4 bursaries SECTOR ISSUES Frequency ACTIONS TAKEN Trade, Energy and Implementation Issues The department of Industrialization Lack of firefighting equipment 1 trade and Inadequate market stalls and security lights 4 industrialization Lack of industrial park 3 plans to increase Less boda boda sheds in the area 4 market stalls, install Insufficient public toilets lights and increase Resource Allocation Issues budget allocation Inadequate budget allocation in trade 4 towards trade loans sector Gender, Culture, Governance Issues The county will Youth and Sports Inadequate job opportunities amongst the 3 continue to youths empower youths No tourist and historical sites 1 through games by Lack of multipurpose centers 1 setting up stadia Implementation Issues across the county Less participation in cultural activities 3 and increase budget Lack of youth initiatives 2 allocation for the Lack of well-equipped social hall 1 department Lack of cultural exchange programmes 1 Resource Allocation Issues Inadequate budget allocation 3 Water, Implementation Issues The county will Environment, Inadequate water sources 4 consider creating Tourism and Ineffective water springs 2 more water sources Natural Resources Lack of dumpsite 1 and increase Degradation of natural resources 1 allocation in the Resource Allocation Issues sector Inadequate allocation in water department 4 Governance Issues Poor drainage system 1 Public Governance Issues The county will Administration Less public sensitization 1 construct ward Lack of training for employees 1 administrative Ineffective community participation offices and increase Implementation Issues budget allocation Lack of MCAs offices in the wards 4 towards Public Lack of Village administration offices 3 Administration Resource Allocation Issues Inadequate allocation for enforcement 1 officers uniforms Inadequate allocation on public 1 participation Lack of budgetary allocation for Huduma/ 1 Information Centre KANDUYI SUB-COUNTY SECTOR KEY ISSUES FREQUENCY ACTION TAKEN Agriculture, Governance Issues • The county will Livestock, Lack of title deeds, physical plans 1 implement soil Fisheries, and fencing of public lands. Irrigation and policy Cooperatives Implementation issues. • Deployment of Insufficient farm input (fertilizer, more trained staff maize seed, coffee seeds, avocado 7 and fasten tittle seedlings) deed processes. Lack of enough equipment in 3 processing plants.eg milk cooler • Provide more and slaughter house subsidized farm Lack of enough markets and 1 inputs to curb food factories for agricultural produce. insecurity Inadequate agricultural extension 6 services Inefficient irrigation systems 2 Resource Allocation issues. Inadequate funds allocated for 5 fertilizer. High cost of soil testing. 1 Roads, Implementation 8 • The county Infrastructure and Poor road networks and government will Public Works maintenance. ensure proper road Inadequate culverts and footbridges 8 in major areas. maintenance. Insufficient market shades, 5 streetlights and public utilities. Resource Allocation Issues Inadequate allocation on 3 maintenance of roads; construction of bridges, box culverts, upgrade. Health and Implementation issues. 7 • The county Sanitation Lack of sufficient health facilities government will and public utilities like toilets. establish sufficient Lack of enough staff at the dispensary laboratory, Inadequate power backups in 2 purchase medical health centers. machines and Resource Allocation Issues 2 employ more staff Inadequate allocation on staff at the dispensaries. welfare and medical equipment. Low fund allocation for disease 1 surveillance and epidemic responses. Education and Implementation issues. • The county Vocational Lack of enough ECDE and VTCs 8 government will Training facilities and learning materials. purchase enough Inadequate ECDE and VTCs staff 8 members. furniture, land, Lack of enough workshops and 5 construct deworming programs SECTOR KEY ISSUES FREQUENCY ACTION TAKEN Resource Allocation Issues workshops, Inadequate allocation for ECDE 2 increase teacher’s welfare and learning scholarship funds materials. and employ more staff. Insufficient allocation on bursaries 8 and scholarship programs. Trade, Energy and Implementation issues. • Set up more market Industrialization Lack of modern market stalls, 8 stalls, shades and shades, streetlights and public utilities. streetlights in the Inadequate support for cottage 1 named market industries. centers. Poor maintenance of auction ring in 1 • Increase allocation markets. on trade loans to Resource Allocation Issues accommodate more Inadequate funds allocated to trade 7 loans applicants that are Inadequate budgetary allocation on 1 needy. research Gender, Culture, Policy Issues • Initiate a Youth Youth and Sports Lack of gender and Youth policies. 2 policy to guide its Governance issues. operations. Lack of gender, cultural based and 5 youth projects • The department of Lack of land for cultural, social halls 6 Gender, culture, and sport centers. youth and sports to Lack of enough support to the 1 increase trainings youth in their talents. on gender issues Lack of youth development 1 programs, capacity building and life and support skills. community Resource allocation cultural festivals Inadequate allocation to KUSA 1 • The department games, and construction of will increase the multipurpose centers. Inadequate support/empowerment 3 allocation of funds to the special interest groups. to KUSA games and construction of multipurpose centers. Water, Implementation issues. 5 • Establish enough Environment, Lack of tree planting and dumpsites and Tourism and environmental conservation and Natural Resources management. conserve the Inadequate security guards and 3 natural resources in tourist guides to the tourist sites. Lack of waste disposal system. 2 SECTOR KEY ISSUES FREQUENCY ACTION TAKEN Lack of protection and 6 the sub-county rehabilitation of rivers and dams. county. Inadequate of dumpsite and waste 7 disposal services. Resource Allocation Issues 4 Inadequate allocation on waste management, environmental conservation, water facilities and tourism Public Governance Issues • Creation of Administration Lack of training and civic education 3 awareness to the programs residents in all Inadequate field officers, ward 7 administration offices and activities. information centers. • Allocate enough Resource Allocation Issues funds for Insufficient fund in public 5 administrative administration. services. KABUCHAI SUB-COUNTY SECTOR ISSUES Frequency ACTIONS TAKEN Agriculture, Governance Issues The County through Livestock, • Slow title deed process 2 the department of Fisheries, 1 Agriculture will; • Poor food security initiatives Irrigation and • Increase farm Cooperatives • Ineffective cattle dips and fisheries 1 inputs • Biasness in distribution of farm 2 • Support famers inputs in producing Implementation Issues indigenous food • Train and • Lack of proper soil conservation. 1 employ more • Lack of dairy factory and 2 extension horticultural factories. officers • Inadequate farm inputs 4 • Ensure enough allocation for • Inadequate extension services 1 farm inputs • Lack of enough equipment in feed 3 and food processing plant • Incomplete perimeter wall at 1 Mabanga ATC • Lack of support for private 1 cooperation’s. • Lack of cattle dips (Sikulu, Ndareti 1 and Kimakewa). Resource Allocation Issues • Inadequate allocation on extension 4 and training services SECTOR ISSUES Frequency ACTIONS TAKEN Roads, Implementation Issues The County Infrastructure and• Poor state of roads and bridges 4 Government intends Public Works to construct bridges, • Lack of drainage systems 2 culverts and upgrading rural roads to bitumen in order to support road networks Health and Governance The county through Sanitation • Delayed payment 1 the department of health will; • Sorry state of Mukhweya dispensary 1 • Construct a Implementation Issues well-equipped • Lack of community health units 3 maternity wing • Lack of isolation beds in hospitals 1 • Employ more • Inadequate blood bank services 1 medical staff • Provide • Lack of mortuary and surgical 2 ambulance call theatre centre and • Lack cemetery 1 construct pit • Inadequately equipped health 4 latrines in dispensaries facilities • Unavailability of rehabilitation 1 centers • Lack of enough health insurance, 4 drugs and ambulance • Lack of modern toilets 3 • Lack of enough skilled medical staff. Resource Allocation Issues • Increase allocation in health centres 1 Education and Governance Issues The county will hire Vocational Inadequate staffs for ECDEs and 4 more staffs, Training VTCs construct and equip ECDEs and VTCs Lack of special needs center 1 classrooms and • Lack of enough monitoring and 2 increase budget evaluation personnel (ward level) allocation towards • Implementation Issues bursaries and scholarships • Inadequate ECDEs classrooms 4 Inadequate learning materials in VTCs 4 • Resource Allocation Issues • Inadequate budgetary allocation 4 towards bursaries Trade, Energy and Implementation Issues The department of Industrialization • Lack of power backup generator 2 trade and SECTOR ISSUES Frequency ACTIONS TAKEN • Inadequate market stalls and 4 industrializations security lights plans to increase market stalls, install • Lack of maintenance of residential 1 lights and increase buildings budget allocation Resource Allocation Issues towards trade loans Inadequate budget allocation in trade 4 sector Gender, Culture, Governance Issues The county will Youth and Sports • Lack of enough support to PLWDs. 2 continue to empower youths Implementation Issues through games by • Lack of empowerment to the special 3 setting up stadiums across the county needs group and increase budget • Lack of enough stadiums and 2 allocation for the multipurpose centers department • Lack of enough sports equipment 1 • Lack of ICT hub 1 Resource Allocation Issues • Inadequate budgetary allocation for 2 cultural activities and cultural sites Water, Implementation Issues The county will; Environment, • Inadequate water sources 4 • Provide water Tourism and 2 storage Natural Resources• Poor environmental conservation and protection measures facilities • Lack of waste management system 1 • Maintain and • Poor conservation and protection of 1 protect rivers existing tourist sites • Degradation of natural resources 1 • Purchase land • Lack of enough exhausters 1 for dumpsite Resource Allocation Issues Inadequate allocation in water 4 • Increase Governance Issues budget • Incomplete projects 1 allocation on tourism Public Governance Issues The county will Administration • Lack of enough job opportunities 1 construct ward administration • Lack of involvement of the public in 1 offices and increase budget making. budget allocation Implementation Issues towards Public • Lack of MCAs offices in the wards 4 Administration • Lack of enough village units 3 administration support services. SECTOR ISSUES Frequency ACTIONS TAKEN • Lack of support for development of 1 cooperative societies. • Lack of security in the ward. 1 • Lack of multipurpose hall 1 Resource Allocation Issues • Insufficient allocation on staff training. 1 TONGAREN SUB-COUNTY SECTOR ISSUES Frequency ACTIONS TAKEN Agriculture, Governance Issues The County through Livestock, the department of Fisheries, • Poor marketing of agricultural 1 Agriculture will Irrigation and products continue providing Cooperatives • Inadequate job opportunities 3 markets for agricultural products • Inadequate survey service. 1 providing more farm Implementation Issues inputs to farmers • Inadequate farm inputs 5 and quipping of food • Lack of enough equipment in feed 4 processing plant and food processing plant • Few agricultural extension services 5 • Unfair distribution of subsidized 2 products. • Stalled greenhouses 1 • lack of trainings for farmers 1 • Lack of dams and irrigation schemes 1 Resource Allocation Issues • Inadequate funds allocated to tree 3 planting Roads, Implementation Issues The Roads Infrastructure and Department is Public Works • Poor state of roads and bridges 5 undertaking periodic • Lack of culverts 5 road maintenance, construction of • Need for street lights on all feeder 3 culverts and bridges. roads • Lack of drainage systems 2 Resource Allocation Issues • Inadequate budget allocation 3 Health and Governance Issues 1 The county through Sanitation • Tenders being offered to the department of incompetent groups health is investing immensely in health Implementation Issues care by hiring more • Lack of a dental facility 1 workers, building SECTOR ISSUES Frequency ACTIONS TAKEN • Inadequate public health officers 5 health centres and equipping health • Lack of power backups 1 care. • Lack of a maternity wing 3 • Need to upgrading Lukhuna 2 dispensary to a Health centre • Lack of proper sanitation 2 Education and Governance Issues The county will hire Vocational more staffs, Training • Inadequate staffs for ECDEs and 5 construct and equip VTCs ECDEs and VTCs Implementation Issues classrooms and increase budget • Inadequate ECDEs classrooms 5 allocation towards • Inadequate learning materials and 4 bursaries and scholarships VTCs centres • Lack of enough bursary funds for 4 needy cases • Limited land to build a VTC 1 • There are less teachers employed 2 Resource Allocation Issues • Inadequate budget allocation 5 towards bursaries Trade, Energy and Implementation Issues The department of Industrialization trade and • Inadequate market stalls and 5 industrializations security lights plans to increase • No open air markets 4 market stalls, install lights and increase • Lack of flood mast lights 3 budget allocation • Few boda boda sheds in the area 5 towards trade loans • Lack of latrines for traders at the 1 market places • Inadequate number of garbage bins 1 Resource Allocation Issues • Inadequate budget allocation for 5 trade loans Gender, Culture, Governance Issues The county will Youth and Sports 3 continue to • Inadequate job opportunities empower youths amongst the youths through sports by • Need to diversify sports setting up stadiums Implementation Issues across the county SECTOR ISSUES Frequency ACTIONS TAKEN Inadequate social halls and sport grounds 3 and increase budget allocation for the Lack of youth empowerment center 2 department Lack of support and empowerment of 1 women Lack of ICT hub and information center 1 Lack of a guiding and counselling offices, 1 charitable centres Lack of empowerment for youths and 3 women Resource Allocation Issues Inadequate budget allocation 3 Water, Implementation Issues The county will Environment, Inadequate water sources 5 consider creating Tourism and No trees are planted 4 more water sources Natural Resources and increased lack of dumpsite 1 allocation in the Creation of nurseries 1 sector Tree planting days to be organized 1 Resource Allocation Issues Inadequate allocation in water 4 Governance Issues Damaged water spring 3 Public Governance Issues The county will Administration Inadequate ward offices. 1 construct ward Inadequate budgetary allocation. 1 administrative Implementation Issues offices and increase Lack of office equipment 5 budget allocation Lack of Village administrators. 3 towards Public Lack of operational data Center 2 Administration Enforcement officers need more uniforms 3 rather than just one pair. Resource Allocation Issues Inadequate budget allocation 5 WEBUYE EAST SUB-COUNTY SECTOR ISSUES FREQUENCY ACTIONS TAKEN Agriculture, Policy Issues Provision of subsidized Livestock, Fisheries, Lack of training services and 2 farm inputs and adapting Irrigation and information data management modern mechanization. Cooperatives systems. Acquisition of space for Governance Issues social halls across the Poor management of coffee wards. factories, sweet potato processing 2 machines and fisheries. SECTOR ISSUES FREQUENCY ACTIONS TAKEN Lack of A.I and aquaculture 2 services. Lack of land for social halls. 1 Implementation Issues Inadequate farm inputs 3 Resource Allocation Issues Inadequate allocation for soil 2 conservation and Irrigation Roads, Implementation Issues Erection of bridges and Infrastructure and Less Culverts, bridges and Poor 3 culverts in the named Public Works road maintenance. roads and ensure proper Poor standard of work done by 1 supervision and contractors. maintenance of existing roads. Health and Policy Issues Increase health centers Sanitation Lack of civic education on health 1 and dispensaries and affairs. hire enough staffs. Implementation Issues Allocate enough funds Inadequate health facilities and 3 on health slot to equip services. all health center for good Lack of power backups. 1 service delivery. Resource Allocation issues. Insufficient allocation on health 3 services. Education and Implementation issues Education department Vocational Training Inadequate ECDE and VTC 3 will provide adequate Classrooms, learning materials and learning resources; build teachers. more ECDE and VTC Poor assessment in ECDE and 1 classrooms. special VTC. Deploy enough ECDE & Lack of public library. 1 VTCs teachers and Resource Allocation initiation of public Inadequate bursary allocations. 3 libraries for effective learning. Trade, Energy and Implementation Issues Set up more market Industrialization Insufficient modern market stalls, 3 stalls, shades, and shades and streetlights. streetlights in the named Poor road infrastructures. 1 market centers. Lack of auction rings 1 Increase allocation on Resource Allocation Issues trade loans to Lack of enough trade loans. 1 accommodate more Less allocation of funds on market 1 applicants that are infrastructural development. interested. Gender, Culture, Policy Issues Initiate a Youth policy to Youth and Sports Lack of Youth policy 1 guide its operations. Lack of civic education 1 The department of Implementation Issues Gender, culture, youth Lack of support and empowerment 2 and sports to increase to special interest groups. trainings on gender SECTOR ISSUES FREQUENCY ACTIONS TAKEN Lack of community cultural 2 issues and support festivals and centers community cultural Unrecognition of heroes and 1 festivals heroines in the county. Rewarding of exemplary Lack of herbal centers within the 1 persons. wards Resource Allocation Less allocation and 2 empowerment of special interest groups. Water, Implementation Issues Establish enough Environment, Insufficient dumpsites in 3 dumpsites and conserve Tourism and market and public sites. the natural resources in Natural Resources the county. Inadequate water sources 3 and its protection Resource Allocation Issues Less allocation on 2 environmental conservation and protection Public Governance Issues Creation of awareness to Administration Lack of training and civic 2 the residents in all education programs activities. Allocate enough funds There are less field officers, 1 for administrative ward administration offices services. and information centers. Resource Allocation Issues Inadequate budgetary 2 allocation in public administration. WEBUYE WEST SUB-COUNTY SECTOR ISSUES Frequency ACTIONS TAKEN Agriculture, Governance Issues The County through Livestock, Fisheries, Slow title deed processes 4 the department of Irrigation and Poor food security initiatives 1 Agriculture will; Cooperatives Poor management of agricultural 1 • Increasing farm cooperatives eg matulo friends’ market inputs Implementation Issues • Controlling Lack of trained farmers on AI 1 pests and Lack of GIS lab and database. 1 diseases Inadequate farm inputs 4 • Setting up more Lack of adequate operational farm inputs 1 slaughter (tractors), modern irrigation technologies houses and milk and trade centres; Mabanga Agricultural coolers Training Centre SECTOR ISSUES Frequency ACTIONS TAKEN Lack of enough equipment in feed and food 4 • Support famers processing plant in producing Lack of enough markets for produce and 1 indigenous food convenient means of transport • Train and Inadequate skilled veterinary officers 1 employ more Less stakeholders engagement due to 1 extension existence of a few farmers Cooperative officers societies • Ensure enough Resource Allocation Issues allocation for Inadequate allocation on extension and 4 farm inputs training services Inadequate allocation for mechanization 4 and irrigation technologies Policy Issues Stakeholders not engaged in sectoral 3 policies Roads, Implementation Issues The County Infrastructure and Poor state of roads and bridges 4 Government intends Public Works Lack of drainage systems 2 to construct bridges, Resource Allocation Issues culverts and Inadequate budget allocation 3 upgrading rural roads to bitumen in order to support road networks Health and Implementation Issues The county through Sanitation Need to upgrade and equip Milo disp. 1 the department of Inadequate blood bank services 1 health will; Lack of enough medical and dental 1 • Construct a equipment well-equipped lack cremation land 1 maternity wing Inadequate equipped health facilities 4 • Employ more Inadequate land for Sitikho, Khalumuli and 1 medical staff Kakimanyi dispensary • Construct Lack of backup generator in Bokoli Sub- 1 sanitation block County Hospital • Provide Resource Allocation Issues ambulance call Increase allocation for community health 1 centre and volunteer construct pit latrines in dispensaries Education and Governance Issues The county will hire Vocational Training Inadequate staffs for ECDEs and VTCs 4 more staffs, Incomplete ECDE classrooms 1 construct and equip poor quality assurance and standards in 1 ECDEs ans VTCs ECDEs and VTCs classrooms and Implementation Issues increase budget Inadequate ECDEs classrooms 4 allocation towards No centre of excellence 2 bursaries and Inadequate learning materials and VTCs 4 scholarships centres Lack of enough bursary funds 4 SECTOR ISSUES Frequency ACTIONS TAKEN Insufficient land to build a ECDEs 1 Resource Allocation Issues Low allocation to conferences with 1 stakeholders Inadequate budget allocation towards 4 bursaries Trade, Energy and Implementation Issues The department of Industrialization Low revenue base 1 trade and Inadequate market stalls and security lights 4 industrializations Lack of enough trade loans. 1 plans to increase Resource Allocation Issues market stalls, install Inadequate budget allocation in trade sector 4 lights and increase budget allocation towards trade loans Gender, Culture, Governance Issues The county will Youth and Sports Inadequate job opportunities amongst the 3 continue to youths empower youths Lack of enough support to PLWDs. 1 through games by setting up stadiums Implementation Issues across the county Less participation in cultural activities 3 and increase budget Lack of enough stadiums and multipurpose 2 allocation for the centers department Lack of enough training of personnel in 1 cultural activities and sports. Lack of gender based and youth projects 1 Resource Allocation Issues Inadequate fund allocation for cultural 3 activities and cultural sites Water, Implementation Issues The county will; Environment, Inadequate water sources 4 • Provide water Tourism and Less environmental conservation and 2 storage Natural Resources protection measures facilities lack of dumpsite 1 • Maintain and Inefficient tree planting in public places Degradation of natural resources 1 protect Resource Allocation Issues existing Inadequate allocation in water 4 tourist sites Increase allocation for sewerage 1 • Purchase land Governance Issues for dumpsite Water springs are in bad condition hence 1 • Increase dirty water Incomplete projects budget Less garbage collectors allocation on tourism • Construct water drainages SECTOR ISSUES Frequency ACTIONS TAKEN • Implement a policy to govern natural resources Public Governance Issues The county will Administration Less civic education. 1 construct ward Poor services by the public service board 1 administrative Lack of enough oversight of executive roles offices and increase by the county assembly budget allocation Implementation Issues towards Public Lack of MCAs offices 4 Administration Lack of enough village units administration 3 support services. Lack of enough Monitoring and Evaluation 1 on projects. Resource Allocation Issues Lack of funds for village elders 1 Allocate funds for CCTV cameras 1