REPUBLIC OF KENYA THE COUNTY GOVERNMENT OF BOMET COUNTY ANNUAL DEVELOPMENT PLAN FY 2025/2026 AUGUST 2024 i COUNTY VISION AND MISSION VISION A prosperous and competitive County in economic, social and political development offering high quality services to its people MISSION To transform the livelihoods of Bomet County residents through innovative and dynamic leadership, efficient and effective mechanisms, viable partnerships while ensuring equity, integrity and community participation in a clean, secure and sustainable environment. ii Table of Contents Contents COUNTY VISION AND MISSION ......................................................................................................... i Table of Contents ..................................................................................................................................... ii List of Tables ........................................................................................................................................... iv Table of Figures ....................................................................................................................................... v Abbreviations and Acronyms ............................................................................................................... vi Foreword ................................................................................................................................................... x Acknowledgement .................................................................................................................................. xi Executive Summary .............................................................................................................................. xii Concepts and Terminologies ................................................................................................................. xiv CHAPTER ONE ...................................................................................................................................... 1 INTRODUCTION ................................................................................................................................... 1 1.1 Introduction .................................................................................................................................. 2 1.2 Overview of the County ................................................................................................................. 2 1.3 Position and Size ............................................................................................................................ 2 1.4 Physiographic and Natural Conditions ........................................................................................... 1 1.5 Administrative and Political Units .................................................................................................. 1 1.6 Demographic Features ..................................................................................................................... 2 1.7 Water Resources ........................................................................................................................... 5 1.8 Human Development Index............................................................................................................ 5 1.9 County Poverty Profile .................................................................................................................. 6 1.10 Rationale for the Preparation of the Annual Development Plan (ADP) .................................................. 6 1.11 Preparation Process of the CADP ................................................................................................. 6 1.12 Linkages ...................................................................................................................................... 7 1.13 Strategic Objectives of the Bomet County CIDP 2023-2027 ............................................................ 8 CHAPTER TWO ..................................................................................................................................... 10 REVIEW OF THE IMPLEMENTATION OF THE PREVIOUS CADPS ...................................... 10 2.1 Administration, Public Service and Special Programmes ............................................................... 11 2.2 Agriculture, Livestock, Fisheries and Cooperatives ....................................................................... 30 2.3 Economic Planning, Finance and ICT ........................................................................................... 61 2.4 Education, Vocational Training, Youth and Sports ....................................................................... 78 2.5 Gender, Culture and Social Services ............................................................................................. 98 2.6 Health Services .......................................................................................................................... 110 2.7 Lands, Housing and Urban Development and Municipality ......................................................... 142 iii 2.8 Roads, Public Works and Transport ........................................................................................... 159 2.9 Trade, Energy, Tourism, Industry and Investment...................................................................... 187 2.10 Water, Sanitation, Environment, Natural Resources and Climate Change.................................. 201 CHAPTER THREE-COUNTY ............................................................................................................ 216 STRATEGIC PRIORITIES, PROGRAMMES AND PROJECTS- .............................................. 216 3.1 Administration, Public Service, Devolution and Special Programmes .......................................... 217 3.2 Agriculture, Livestock, Fisheries and Cooperatives ..................................................................... 228 3.3 Economic Planning, Finance and ICT ......................................................................................... 254 3.4 Education, Vocational Training, Youth and Sports ..................................................................... 267 3.5 Gender, Culture and Social Services ........................................................................................... 278 3.6 Health Services .......................................................................................................................... 287 3.7 Lands, Housing and Urban Development and Municipality ......................................................... 319 3.8 Roads, Public Works and Transport ........................................................................................... 340 3.9 Trade, Energy, Tourism, Industry and Investment...................................................................... 346 3.10 Water, Sanitation, Environment, Natural Resources and Climate Change.................................. 355 CHAPTER FOUR ................................................................................................................................. 367 IMPLEMENTATION FRAMEWORK AND RESOURCE REQUIREMENT- ........................... 367 4.1 Stakeholders and their Roles ...................................................................................................... 368 4.2 Resource Mobilization and Management Framework by Sector and Programme ..................................... 369 4.2.1 Resource Requirement by Sector and Programme ......................................................................... 369 4.2.2 Revenue Projections ............................................................................................................ 371 4.2.3 Estimated Resource Gap ....................................................................................................... 372 4.3 Risk Management ....................................................................................................................... 372 CHAPTER FIVE ..................................................................................................................................... 376 MONITORING, EVALUATION AND REPORTING ............................................................................ 376 5.1 Chapter Overview ..................................................................................................................... 377 5.2 Monitoring ................................................................................................................................ 377 5.3 Evaluation ................................................................................................................................. 377 5.4 M & E Structure in the County .................................................................................................. 377 5.5 Reporting .................................................................................................................................. 378 5.6 Data Collection, Analysis and Reporting ..................................................................................... 379 5.7 Performance Indicators ............................................................................................................. 379 iv List of Tables Table 1: Sub-County Details: Area, Wards, Locations, and Sublocations .......................................... 1 Table 2: Constituencies and Their Main Wards in Bomet County ...................................................... 2 Table 3: Population Projection by Age Cohort and Gender (2019- 2027)........................................... 3 Table 4: Population Projection by Main Urban Centres (2019- 2027) ................................................ 3 Table 5: Population Density and Distribution by Sub county (2019- 2027) ........................................ 4 Table 6: Population Projections by Year and Demographic Group (2025-2027) ............................... 4 Table 7: Distribution of Persons with Disability by Type and Gender (2019) .................................... 4 Table 8: Distribution of conventional households by main source of drinking water........................ 5 Table 9: Stakeholders and their Role in CADP Implementation ..................................................... 368 Table 10: Summary of Resource Requirement by Sector ................................................................. 369 Table 11: Revenue Projections ............................................................................................................ 371 Table 12: Estimated Resource Gap ..................................................................................................... 372 v Table of Figures Figure 1: Location of Bomet County on the Map of Kenya .................................................................. 4 Figure 2:The Linkages between the CADP and other plans................................................................. 8 Figure 3:Urban centres in Bomet County .......................................................................................... 320 vi Abbreviations and Acronyms ACSM – Advocacy, Communication and Social Mobilizatio AAD – Auto Disabled Syringes ADC – Agricultural Development Corporation AGPO – Access to Government Procurement Policies AI - Artificial Insemination AI – Artificial Insemination ANC – Antenatal Care ANIS – Agri-Nutrition Implementation Strategy ASDSP – Agricultural Sector Development Support Programme ATC – Agricultural Training Centre. AU - African Union BETA – Bottom-Up Economic Transformation Agenda BFCI – Baby Friendly Community Initiative BIDP – Bomet Integrated Development Plan BMI – Body Mass Index BOCABCA – Bomet County Alcoholic and Beverage Control Agency BOMWASCO – Bomet water Supply Company. CADP - County Annual Development Plan CAPRs – County Annual Progress Report. CBC – Competency Based Curriculum CBO – Community Based Organization CBS – Community Based Sanitation CCI – Child Care Institutions. CCIS – Climate Change and International Security CCTV – Close Circuit Television CDF – Constituency Development Fund CFSP – County Fiscal Strategy Paper CHA – Community Health Assistant CHA – Community Health Assistant CHMT – County Health Management Team CHP – Community Health Promoters CHS – Community Health Strategy CHVs – Community Health Volunteers CIDP - County Integrated Development Plan CIMES – County Integrated Monitoring and Evaluation System CLTS – Community Led Total Sanitation CSA – Climate Smart Agriculture CSID- Climate Services Information System CU – Community Unit vii DRM - Disaster Risk Management DRM – Disaster Risk Management DRNCD – Diet Related Non-Communicable Diseases DSA – Daily Subsistence Allowance ECDE – Early Childhood Development Education EDE - Ending Drought Emergencies. EDE – Ending Drought Emergencies. EIA – Environmental Impact Assessment FBO – Faith Based Organization FIF – Facility Improvement Fund FLLoCA – Financing Locally’ Led Climate Action GBV – Gender Based Violence Gen Z – Generation Z HA – Hectare HCW – Health Care Worker HDI – Human Development Index HDPE – High Density Polyethylene HIV/AIDS –human Immuno Deficiency/Acquired Immuno Deficiency Syndrome HMT – Health Management Team HPV- Health Papillomavirus HR – Human Resource ICT – Information and Communication Technology Idep – Integrated Development Plan IEC – Information Education and Communication IFAS – Iron and Folic Acid Supplementation IFMIS – Integrated Financial Management and Information System IGTRC – Intergovernmental Relations Technical Committee ILRI – International Livestock Research Institute IMAM – Integrated Management of Acute Malnutrition IPC – Infection, Prevention and Control ISUDP - Integrated Strategic Urban Development Plan KABDP – Kenya Agriculture Business Development Programme KAGRC – Kenya Animal Genetic Resource Centre KALRO – Kenya Agricultural and Livestock Research Organization KCSAP – Kenya Climate Smart Agriculture Project KDSP – Kenya Devolution Support Programme KEBS – Kenya Bureau of Standards KENHA – Kenya National Highway Authority KEPHIS – Kenya Plant Health Inspectorate Service KFS – Kenya Forest Service viii KfW – “Kreditanstalt für Wiederaufbau” (in English, Credit Institute for Reconstruction). KNBS – Kenya National Bureau of Statistics KPLC – Kenya Power and Lighting Company KUSP – Kenya Urban Support Programme LAN – Local Area Network LCRH – Longisa County Referral Hospital LLITN – Long Lasting Insecticide Treated Nets LMIS – Logistic Management Information System LREB – Lake Region Economic Bloc M & E – Monitoring and Evaluation MIYCN – Maternal, Infant, Young Child Nutrition MRI – Magnetic Resonance Imaging MSMEs – Micro, Small and Medium Enterprises MTP - The Medium-Term Plan NAVCDP – National Agriculture Value Chain Development Programme NEMA – National Environmental Management Authority NGO – Non-Governmental Organization NHIF – National Hospital Insurance Fund NTSA – National Transport and Safety Authority ODF – Open Defecation Free OPG – Orthopantomogram PBB – Programme Based Budget PCN – Primary Care Network PFM – Public Finance Management PHO – Public Health Officer PWD – People Living with Disabilities QASO – Quality Assurance and Standards Officer QIT – Quality Improvement Team REREC – Rural Electrification and Renewable Energy Corporation RMLF – Roads Maintenance Levy on Fuel RMNCAH – Reproductive, Maternal, Newborn, Child and Adolescent Health Services. SCHMT – Sub-County Health Management Team SDGs - Sustainable Development Goals SHIF – Social Health Insurance Fund. SIVAP – Small-Scale Irrigation and Value Addition Project SNI – Special Needs Institutions T/L – Teaching and Learning Materials TB – Tuberculosis TBC – Tea Buying Centre TETII – Trade, Energy, Tourism, Industry and Investment ix UACA – Municipality as per Urban Areas and Cities Act UIG – Urban Institutional Grant VTC – Vocational Training College WASH – Water Sanitation and Hygiene WIT – Work Improvement Team x Foreword The County Annual Development Plan (CADP) for the FY 2025/2026 has been prepared in accordance with Article 220(2) of the Constitution of Kenya and Section 126 of the Public Finance Management Act, 2012. This plan outlines the priority development programs and projects identified for implementation during the FY 2025/2026, aimed at addressing the development challenges facing the County to achieve its medium-term vision. The CADP is prepared annually as part of the implementation of the five-year County Integrated Development Plan (CIDP), which serves as the guiding development blueprint for the County for the period 2023-2027. The development of this plan was consultative, inclusive, and participatory, aligning with international, regional, national, and county development agendas, including the Sustainable Development Goals (SDGs), Vision 2030, its Medium-Term Plan IV, and the Governor’s Manifesto. Accordingly, the CADP identifies the County’s development objectives across all sectors and proposes programs designed to meet these objectives. By reviewing the performance of the previous year, this plan provides a critical analysis of the gains that need to be consolidated and outlines strategies for addressing the challenges encountered in future plans. This document will guide the Medium-Term Expenditure Framework budgeting process for the financial year 2025/2026, including the preparation of the County Fiscal Strategy Paper, 2025, and ultimately the budget estimates for FY 2025/2026. It is important to note that the County Government's resource basket remains insufficient to finance all the projects and programs proposed in the CADP. Therefore, to bridge the funding gaps and achieve the development aspirations of the people of Bomet, there is a need for resource mobilization by identifying and engaging development partners and other stakeholders, as well as enhancing own-source revenue collection. The Annual Development Plan provides stakeholders with vital information on the projects and programs to be implemented, which is necessary for participatory monitoring and evaluation. The proposed projects and programs are intended to address the pressing needs. As a government, we value the feedback obtained through participatory monitoring, and this will be used to make evidence-based decisions at both the County and National levels. Chepngetich Rosa County Executive Committee Member, FINANCE, ICT AND ECONOMIC PLANNING. xi Acknowledgement The Annual Development Plan has been developed through a consultative process involving county leadership and other stakeholders. This is the third CADP aimed at actualizing the third generation CIDP, outlining the proposed projects and programs to be undertaken in FY 2025/2026. Article 201(a) of the Constitution of Kenya, Section 125(2) of the Public Finance Management Act, 2012, and Section 87 of the County Governments Act, 2012, mandate public participation in all matters affecting the public. Consequently, the preparation of this County Annual Development Plan was conducted through a participatory approach, involving professionals, technical officers, and the public. This collaborative approach provides the necessary guidance for the County’s development agenda. I sincerely acknowledge H.E. Governor Prof. Hillary Barchok for his continued political leadership and support in developing this County Annual Development Plan. Special recognition goes to the County Executive Committee Member for Finance and Economic Planning, Mrs. Chepngetich Rosa, whose direction, support, and guidance enabled the County Economic Planning team to successfully complete this exercise. Valuable and credible information contained in this document was obtained from various County Government departments and entities, and we are grateful for their inputs and support. Special thanks go to all the County Executive Committee Members, the County Secretary, all Chief Accounting Officers, County Directors, and other County officials who dedicated their valuable time to ensure the successful completion of this important policy document. I would like to express my appreciation to all those who worked tirelessly in collating and analyzing the data and information provided by the technical departments. In particular, I would like to thank the Director of Economic Planning and his entire team for their relentless efforts in finalizing the plan within the required timelines. For the members of the public who participated in the process, their efforts were invaluable, as they significantly enriched the policy direction in planning resource allocation over the medium term. Through this process, citizens have become more aware of their community needs and how the government responds to them. Finally, achieving the objectives set out in this plan requires greater transparency, effectiveness, and efficiency in public financial management to ensure maximum benefits from the limited resources. Milcah C. Rono CHIEF OFFICER-ECONOMIC PLANNING xii Executive Summary The County Annual Development Plan (CADP) for the financial year 2025/2026 serves as the foundation for, and marks the third year of, the implementation of the third generation CIDP (2023-2027). It provides a roadmap for executing county projects, programs, and initiatives across all departments/entities, thereby guiding resource allocation to priority projects and programs identified in the CIDP for the period 2023-2027. Chapter One provides an overview of the county, including its location and highlights of the various administrative and political units. This chapter also offers an analysis of important demographic, ecological, and socio-economic factors that influence the county’s growth and development. Additionally, it outlines the linkage with the CIDP 2023- 2027 and other development plans, and concludes with an overview of the preparation process for the Annual Development Plan. Chapter Two reviews the implementation status of the ADP 2023/2024, detailing what was planned versus what was achieved by departments/entities. This section includes the overall budget in the Annual Development Plan (ADP) compared to actual allocations and expenditures by department/entity during the financial year 2023/2024. It also analyzes capital and non-capital projects, payments of grants, benefits, and subsidies. The chapter further discusses the challenges encountered during the implementation of the 2023/2024 ADP, emerging issues, development concerns, lessons learned, and recommendations for addressing these challenges. Chapter Three outlines what the county is planning, including the key strategic priorities of sector projects, programs, performance indicators, and the integration of cross-cutting issues such as climate change, environmental degradation, Disaster Risk Management (DRM), HIV/AIDS, gender, youth, and persons with disabilities (PWD), and Ending Drought Emergencies (EDE). It also specifies the overall resource requirements in the Annual Development Plan, proposed grants, benefits, and subsidies, as well as contributions to national, regional, and international aspirations. Chapter Four presents an overview of the implementation framework and resource management, including a summary of the proposed budget by program per sector and sub-sector. It defines the responsibilities within the implementation framework of the CADP, including an organizational chart that shows how each department/sector will participate in CADP implementation. This chapter also covers resource mobilization and management frameworks by sector and programs, as well as revenue projections. Chapter Five provides an overview of the County’s Monitoring and Evaluation framework. Monitoring and Evaluation are integral to fostering a results-oriented culture in public service, ensuring that value and services are delivered to all citizens. In planning and implementing development efforts, Monitoring and Evaluation ensure that intended targets are achieved, corrective actions are taken when projects go off track, and lessons learned are used to promote efficiency and effectiveness. The plan also includes a list of ongoing and proposed projects and programs in Annexes I and II, offering a snapshot of activities being undertaken during the current financial year and those planned for the coming financial year 2025/2026. xiii In conclusion, the successful implementation of the County Annual Development Plan 2025/2026 will largely depend on the timely disbursement of funds from the National Treasury, contributions from development partners, and the performance of the County’s own-source revenue. The necessary legislation and reforms must be enacted to ensure that sector programs, projects, and other activities are implemented within the specified timelines. xiv Concepts and Terminologies • Programme: A grouping of similar projects and/or services performed by a Ministry or Department to achieve a specific objective. The Programmes must be mapped to strategic objectives. • Project: A set of coordinated activities implemented to meet specific objectives within defined time, cost, and performance parameters. Projects aimed at achieving a common goal form a programme. • Green Economy: An economy that aims at reducing environmental risks and ecological scarcities, and that aims for sustainable development without degrading the environment. • Indicators: A measure that can be used to monitor or evaluate an intervention. Indica- tors can be quantitative (derived from measurements associated with the intervention) or qualitative (entailing verbal feedback from beneficiaries). • Outcomes: The medium-term results for specific beneficiaries which are the consequence of achieving specific outputs. Outcomes should relate clearly to an institution’s strategic goals and objectives as set out in its plans. • Outputs: The final products, goods, or services produced for delivery. Outputs may be defined as “what we produce or deliver.” • Performance Indicator: A measurement that evaluates the success of an organization or of a particular activity in which it engages. • Outcome Indicators: Measure the quantity and quality of the results (change) achieved through the provision of services. Example: Percentage decrease in child mortality; Increase in productivity for small farmers; Literacy rates in a given primary grade. • Capital Projects: A group of related activities that are implemented to achieve a specific output and to address certain public needs. Capital projects shall be all activities meeting the above definition with a cost of at least Kshs. 5 million (Treasury Circular No. 14/2016 dated July 13, 2016). 1 CHAPTER ONE INTRODUCTION 2 1.1 Introduction The chapter gives a summary of the socio-economic and infrastructural information that has a bearing on the development of the County. It describes the County in terms of the background position and size, location, demographic profiles; ecological and climatic conditions; administrative and political units. It also presents the linkages with the CIDP 2023-2027 and finally highlights the preparation process of the Annual Development Plan. 1.2 Overview of the County Bomet County, located in the South Rift region of Kenya, is one of the 47 counties established under the 2010 Constitution, which introduced a devolved system of governance. The county was initially part of the former Bomet District, created through Kenya Gazette Supplement No. 53 of 1992. Bomet is predominantly inhabited by the Kipsigis sub-tribe of the Kalenjin community, though it also hosts a diverse population that includes other ethnic groups such as the Somalis, Kikuyu, Abagusii, Luo, Luhya, Maasai, Kamba, and the marginalized Ogiek community. Agriculture forms the backbone of the county’s economy, with the majority of residents engaged in farming and trade. The county is strategically positioned as a member of the Lake Region Economic Bloc (LREB), a coalition of 13 counties from the Nyanza, Western, and parts of the South Rift regions. This membership enhances Bomet’s economic potential by facilitating inter-county collaboration in areas such as trade, agriculture, and infrastructure development. Bomet County is characterized by its rich natural resources, including fertile lands, significant rivers like the Mara and Itare, and a temperate climate conducive to agriculture. However, the county also faces challenges such as environmental degradation and climate change, which threaten its agricultural productivity and overall sustainability. The development agenda for Bomet County, as outlined in the County Integrated Development Plan (CIDP) 2023-2027, is focused on leveraging its agricultural strengths, improving infrastructure, enhancing governance, and fostering economic growth through inclusive and sustainable practices. 1.3 Position and Size Bomet County is strategically located in the South Rift region of Kenya, lying between latitudes 0º 29’ and 1º 03’ south, and longitudes 35º 05’ and 35º 35’ east. This positioning places Bomet County within the fertile highlands of Kenya, making it a vital area for agricultural activities. The county shares its borders with Kericho County to the north, Nyamira County to the west, Narok County to the south, and Nakuru County to the northeast. Covering a total area of 2,507 square kilometers, Bomet County is home to several significant rivers, including the Mara and Itare, which are crucial water sources for both agricultural and domestic use. The 3 county’s terrain is largely hilly, with volcanic soils that are highly conducive to farming. The fertile soils, combined with a temperate climate, make Bomet County one of the most productive agricultural regions in the country. The geographical location of Bomet County not only contributes to its agricultural success but also positions it as a key player in regional trade and economic activities. The county’s proximity to major transportation routes facilitates easy access to markets both within and outside the county, further enhancing its economic potential. Moreover, the location of Bomet County within the larger Lake Victoria Basin presents oppor- tunities for regional cooperation, particularly in areas such as environmental conservation, water resource management, and infrastructure development. These geographical attributes underscore the county’s strategic importance within the national context, making it a focal point for develop- ment initiatives aimed at improving livelihoods and fostering sustainable economic growth. 4 Figure 1: Location of Bomet County on the Map of Kenya 1 1.4 Physiographic and Natural Conditions 1.4.1 Physical and Topographic Features Bomet County is characterized by a variety of topographical features that include highlands, low- lands, and river valleys. The county’s terrain is largely hilly and features volcanic soils, making it suitable for agricultural activities. 1.4.2 Climatic Conditions The county experiences a temperate climate with rainfall distributed throughout the year. The climate is conducive for agriculture, which is the backbone of the county’s economy. However, climate change has led to increasingly erratic weather patterns, affecting agricultural productivity. 1.4.3 Ecological Conditions The ecological conditions in Bomet County are diverse, supporting a wide range of flora and fauna. The county’s natural environment, including its forests, rivers, and hills, plays a critical role in maintaining the ecological balance. However, these natural resources are under threat due to environmental degradation, necessitating conservation efforts. 1.5 Administrative and Political Units 1.5.1 Administrative Units Bomet County is divided into five sub-counties, each further divided into wards that facilitate gover- nance and service delivery. The administrative structure is designed to ensure efficient management of county affairs. Table 1: Sub-County Details: Area, Wards, Locations, and Sublocations Sub-County Area (Km²) Number of Wards Number of Locations Number of Sub-locations Bomet Central 305 5 8 24 Bomet East 286.1 5 10 26 Chepalungu 460 5 13 39 Sotik 426.4 5 19 51 Konoin 392.5 5 27 50 Source: Kenya Housing and Population Census 2019,KNBS 1.5.2 Political Units Politically, Bomet County is divided into constituencies and wards, which serve as the basis for electoral representation. The constituencies include Bomet Central, Bomet East, Chepalungu, Sotik, and Konoin. 2 Table 2: Constituencies and Their Main Wards in Bomet County Constituency Number of Wards Main Wards Bomet Central 5  Silibwet Township  Singorwet  Ndaraweta  Chesoen  Mutarakwa Bomet East 5  Chemaner  Longisa  Kembu,  Merigi,  Kipreres Chepalungu 5  Sigor  Kongasi  Nyangores  Chebunyo  Siongiroi Sotik 5  Ndanai/Abosi  Kipsonoi  Kapletundo  Chemagel  Manaret/Rongena Konoin 5  Kimulot  Mogogosiek  Boito  Embomos  Chepchabas Source: Bomet county 2024 1.6 Demographic Features 1.6.1 Population Size, Composition, and Distribution As of the last census, Bomet County had a population of over 900,000 people. The population is relatively young, with a significant proportion of the population under the age of 18. The county’s population is distributed across urban and rural areas, with a higher concentration in rural regions due to the agricultural nature of the economy. 3 Table 3: Population Projection by Age Cohort and Gender (2019- 2027) Age Group 2019 2022 2025 2027 Male Female Male Female Male Female Male Female 0-4 56,215 54,761 57,590 57,445 57,059 55,761 56,063 54,782 5-9 62,410 60,050 57,346 58,203 56,721 58,441 56,386 57,320 10-14 65,946 64,742 56,051 57,242 56,763 57,111 56,366 57,284 15-19 56,100 53,909 51,730 52,740 53,738 55,792 54,219 55,720 20-24 38,235 42,957 46,981 47,576 49,182 49,132 50,492 51,123 25-29 30,834 35,192 43,167 44,164 43,961 45,212 45,408 46,251 30-34 28,889 34,198 35,478 38,365 40,847 41,475 41,372 42,171 35-39 25,213 30,614 31,239 34,564 32,496 34,799 33,071 35,147 40-44 21,245 26,987 26,749 30,924 27,987 31,206 28,476 31,636 45-49 16,332 16,009 16,107 18,125 19,256 20,872 20,791 22,135 50-54 9,458 9,360 9,888 10,718 12,354 14,301 14,222 15,926 55-59 8,555 9,696 7,240 7,405 6,986 7,247 8,413 9,354 60-64 6,395 7,191 6,184 6,463 5,993 6,517 5,869 6,439 65-69 5,193 6,132 5,062 5,629 4,971 5,812 4,867 5,671 70-74 4,235 4,470 4,106 4,466 3,413 4,240 3,425 4,447 75-79 1,956 2,860 2,842 3,300 2,869 3,809 2,618 3,694 80+ 2,841 4,991 4,731 5,419 4,276 5,394 4,116 5,695 Total 433,950 441,739 455,337 471,683 473,888 491,355 484,981 502,713 Source: Kenya Housing and Population Census 2019,KNBS Table 4: Population Projection by Main Urban Centres (2019- 2027) Urban Center 2019 2022 2025 2027 Male Female Male Female Male Female Male Female Bomet 6,037 5,728 6,037 5,728 6,037 5,728 6,037 5,728 Chebilat 1,402 1,436 1,402 1,436 1,402 1,436 1,402 1,436 Sotik 1,973 2,221 1,973 2,221 1,973 2,221 1,973 2,221 Mulot 1,569 1,579 1,569 1,579 1,569 1,579 1,569 1,579 Source: Kenya Housing and Population Census 2019,KNBS 4 1.6.2 Population Density and Distribution The population density varies across the county, with higher densities observed in more agriculturally productive areas. The overall population density is around 360 persons per square kilometer, reflecting a high utilization of land for residential and agricultural purposes. Table 5: Population Density and Distribution by Sub county (2019- 2027) Source: Kenya Housing and Population Census 2019,KNBS 1.6.3 Population Projection for Broad Age Groups Projections indicate that the population of Bomet County will continue to grow, with a significant increase in the youth population. This demographic trend will have implications for education, employment, and service delivery in the county. Table 6: Population Projections by Year and Demographic Group (2025-2027) Year Population Growth Rate (%) Male Pop- ulation Female Popula- tion Youth Pop. (Below 18) Working Age Pop. (18-64) Elderly Pop. (Above 64) 2025 965,243 2.2% 473,888 491,355 297,016 589,058 34,328 2026 970,900 2.2% 475,942 494,958 300,067 601,093 34,309 2027 987,694 2.2% 484,4981 502,713 303,213 615,502 34,290 Source: Kenya Housing and Population Census 2019,KNBS Table 7: Distribution of Persons with Disability by Type and Gender (2019) Disability Type Visual Hearing Mobility Male Female Male Female Male Female Bomet 1,070 1,264 799 811 1,645 2,285 Disability Type Cognition Self-Care Communication Sub- County Area (Km²) Population 2019 Density 2019 (peo- ple/km² Population 2022 ) Density 2022 (peo- ple/km² Population 2027 ) Density 2027 (peo- ple/km² Bomet East 305 144,275 473 152,732 501 162,729 534 Chepalungu 461 164,837 358 174,499 379 185,920 403 Konoin 393 163,507 417 173,092 440 184,420 469 Sotik 544 227,855 419 241,211 443 256,999 472 Bomet Central 286 175,215 613 185,486 649 197,626 691 5 Male Female Male Female Male Female Bomet 1,005 957 1,005 1,002 885 666 Source: Kenya Housing and Population Census 2019,KNBS 1.7 Water Resources The County is well endowed with water resources. Permanent rivers originating from the Mau forest and flowing through the County are Oinab Ng’etunyet, Nyangores, Kipsonoi, Itare, Kiptiget, Chemosit and Amalo . Sisei River originates from several swamps in Bomet Central Sub-County and is fast diminishing due to intensified cultivation along its banks and catchment areas. According to 2019 Population and Housing Census, Percentage Distribution of Conventional Households by Main Source of Drinking Water in the County were as follows: Table 8: Distribution of conventional households by main source of drinking water Conve ntiona l House holds P on d Dam /Lak e Strea m/Riv er Prot ecte d Spri ngs Unpr otecte d Sprin gs Prot ecte d well Unpr otecte d well Bor ehol e/ Tub e well Pip ed into dwe llin g Pipe d to yar d/Pl ot Bo ttle d wa ter Rain / Har vest ed Wat er Wa ter Ve nd or Pu bli c ta p 187,2 30 7. 7 % 4.2% 40.1% 5.8 % 5.4% 2.4 % 1.8% 2.1 % 5.0 % 5.7 % 0.3 % 13.8 % 1.5 % 4.3 % Source: Projections based on KNBS (2019) Housing and Population Census A majority of the population draw water from rivers, water pans and springs and solarized boreholes. Rain water harvesting is practiced by the households that have corrugated iron roofs 1.8 Human Development Index The Human Development Index (HDI) for Bomet County is influenced by various factors, includ- ing education, income, and life expectancy. The county has made strides in improving its HDI through investments in health, education, and infrastructure, but challenges remain, particularly in addressing poverty and unemployment. 6 1.9 County Poverty Profile Bomet County has a monetary poverty rate of 47.7%, which is higher than the national average. The county also faces significant multidimensional poverty, with high levels of deprivation in areas such as education, health, and living standards. The county government is committed to implementing programs aimed at reducing poverty and improving the quality of life for its residents. 1.10 Rationale for the Preparation of the Annual Development Plan (ADP) The development of the Bomet County Annual Development Plan (ADP) for the financial year 2025/26 is a critical process in guiding the county’s development agenda. It provides a framework for the identification and prioritization of projects and programs that will have the highest impact on the county’s development goals. The preparation of the ADP is mandated by Article 220(2) of the Constitution of Kenya 2010 and Section 126 of the Public Finance Management Act 2012. The ADP is part of the budget cycle, ensuring that budgetary allocation is aligned with the planning framework, facilitating the efficient use of public funds. This plan serves as a benchmark against which the county’s performance will be measured. It includes specific targets and indicators that allow for monitoring progress and evaluating the effectiveness of implemented programs against set objectives to ensure accountability. Furthermore, the ADP facilitates consultations and valuable input from various stakeholders, including the public, civil society, and the private sector. This participatory approach ensures that the ADP 2025/26 reflects the needs and aspirations of the community, promoting inclusivity and ownership of the planned activities. The ADP also enhances coherence and synergy between local, national, and global development efforts by aligning county-level development with national development plans and international frameworks such as the Sustainable Development Goals (SDGs). This integration of plans and strategies across various sectors within the county promotes coordination and reduces duplication of efforts, ensuring that different sectors work together towards common development objectives. The preparation of the Bomet County Annual Development Plan 2025/26 enables effective planning, efficient resource allocation, stakeholder engagement, and alignment with broader devel- opment goals, ultimately contributing to sustainable development and an improved quality of life for the county’s residents. 1.11 Preparation Process of the CADP The preparation of the County Annual Development Plan (CADP) follows a structured process to ensure that it aligns with both the county’s and national government’s development goals. The key steps in the preparation process are: 1. Stakeholder Engagement: The process begins with the identification and engagement of key stakeholders, including community members, civil society organizations, government agencies, and 7 private sector entities. 2. Situation Analysis: A thorough analysis of the current socio-economic and environmental conditions is conducted to identify priority areas and gaps. 3. Formulation of Development Priorities: Based on the situation analysis, development priorities are formulated, focusing on sectors such as health, education, infrastructure, and economic growth. 4. Drafting the CADP: The initial draft of the CADP is prepared, incorporating the identified priorities and aligning them with the available resources. 5. Public Participation: The draft plan is subjected to public participation, where feedback is collected and integrated into the final document. 6. Approval and Adoption: The finalized CADP is submitted to the County Assembly for approval and is subsequently adopted as the guiding document for county development. 7. Implementation and Monitoring: Once approved, the CADP is implemented through various projects and programs, with ongoing monitoring and evaluation to assess progress and impact. The entire process is participatory, ensuring that the CADP reflects the needs and aspirations of the people of Bomet County. 1.12 Linkages The CADP is linked to various planning and policy documents at the county, national, and inter- national levels to ensure coherence and alignment with broader development goals. Key linkages include: • The Kenya Vision 2030: The CADP is aligned with the Kenya Vision 2030, which is the national long-term development blueprint aimed at transforming Kenya into a newly industrializing, middle-income country by 2030. • The Medium-Term Plan (MTP): The CADP is linked to the national Medium-Term Plan, which outlines the government’s priority projects and programs over a five-year period. • Sustainable Development Goals (SDGs): The plan also incorporates the Sustainable Development Goals (SDGs), ensuring that county development initiatives contribute to global sustainability targets. • Sectoral Plans: The CADP is aligned with various sectoral plans such as the County Inte- grated Development Plan (CIDP), health sector plans, education sector plans, and others to ensure sectoral coherence. 8 Figure 2:The Linkages between the CADP and other plans The diagram in Figure 2 illustrates the linkages between the CADP and other planning frameworks, demonstrating how the CADP integrates and aligns with higher-level plans and policies. 1.13 Strategic Objectives of the Bomet County CIDP 2023-2027 The Bomet County Integrated Development Plan (CIDP) 2023-2027 is guided by the following broad strategic objectives: Improve Productivity in Agriculture and Overall Food and Nutrition Security • Enhance agricultural productivity to ensure food security and improve nutritional stan- dards. • Promote sustainable agricultural practices and improve access to markets for farmers. Promote Shared Economic Growth and Job Creation • Focus on inclusive economic growth that creates job opportunities, particularly for the youth and marginalized groups. CIDP 2023-2027 Situation Analysis Formulation of Development Priorities Vision Drafting the CADP SDGs Approval and Adoption Implementation and Monitoring Stakeholder Engagement Public Participation 9 • Develop and support micro, small, and medium enterprises (MSMEs). Enhance Good Governance and Active Citizenry • Strengthen governance structures to ensure transparency, accountability, and public par- ticipation. • Encourage civic education and public participation in governance processes. Enhance Basic Infrastructure for Effective Service Delivery • Develop and maintain infrastructure such as roads, bridges, and public buildings to improve service delivery. • Invest in infrastructure projects that support economic growth and enhance connectivity. Promote Climate Action, Environmental Protection, and Sustainable Use of Nat- ural Resources • Implement measures to combat climate change and protect the environment. • Promote sustainable management of natural resources to ensure long-term environmental sustainability. Improve Financial Sustainability and Resilience • Strengthen the county’s financial management systems to enhance revenue generation and resource utilization. • Build resilience in county finances to withstand economic shocks and ensure sustainable development. Provide Accessible, Affordable, and Quality Health Care Services • Expand and improve health care infrastructure and services to ensure access to quality health care for all residents. • Promote preventive health care measures and enhance the county’s capacity to manage health emergencies. Scale Up Institutional Development, Transformation, and Innovation • Invest in institutional capacity building to enhance the efficiency and effectiveness of county operations. • Foster innovation and embrace new technologies to improve service delivery and gover- nance. Promote Access to Quality and Affordable Housing • Develop affordable housing projects to address the housing needs of the county’s growing population. • Implement policies that promote equitable access to housing. Enhance the Use of Information and Communications Technology (ICT) and Other Innovations • Leverage ICT to improve service delivery, governance, and access to information. • Encourage the adoption of innovative solutions in various sectors to drive development. 10 CHAPTER TWO REVIEW OF THE IMPLEMENTATION OF THE PREVIOUS CADPS 11 2.1 Administration, Public Service and Special Programmes 2.1.1 Analysis of (current CADP) 2024/2025 CADP Allocation against Approved Budget 2024/2025 Table 2.1: Analysis of (current CADP) 2024/2025 CADP Allocation against Approved Budget 2024/2025 Planned Projects/Programmes as outlined in CADP 2024-2025 Amount allocated in CADP 2024- 2025(Kshs.) Amount allocated in Approved Budget 2024- 2025(Kshs.) Remarks Citizen Service Delivery 3,399,500,000 2,377,024,427 Less allocation due to a cleaned payroll that streamlined the workforce as per the establishment and lapsed contracts Executive services, Disaster Management and Special programs 17,500,000 181,977,083 The allocation increased due to more assigned functions Civic Education and Public Participation 44,400,000 37,545,848 The allocation increased due to more assigned functions Drugs and Substance Control 4,000,000 - Depended on partners Total 3,465,400,000 2,596,547,358 Program 1 –Citizen service delivery received less allocation than planned due to a cleaned payroll that streamlined the workforce as per the establishment. Some contracts also lapsed leading to a leaner payroll. Most of the projects were not allocated funds in the 2024/25 budget as planned in the CADP 2024/25 due to changing priorities and budgetary constraints occasioned by low revenue collection and pending bills. 2.1.2 Financial Performance Review for FY 2023/24 Revenue Performance Table 2.2: Revenue Performance Revenue Source Target Amount(Kshs) Actual Amount(Kshs) Variance(Kshs) Remarks Liquor licensing 20,051,290 9,365,900 -10,685,390 Nearly half the revenue target was achieved (<50%) occasioned by poor economic times that led to most premises closing or unable to raise 12 licensing fee Despite application Liquor Application fee 2,000,000 1,450,200 -549,800 Most liquor outlets closed down due to the loss of clients occasioned by the prevailing high cost of living Vehicle impounding charges 980,000 371,185 -608,815 The enforcement unit is currently overwhelmed and cannot fully force compliance Fire safety certificate 0 141,500 +141,500 This is a new revenue stream introduced in the latest Finance Bill .The Target for the financial year 2025/26 is 1M Table 2.3: Expenditure Analysis Sector/Progra mme Allocated amount (KShs.) A Actual Expenditure (KShs.) B Absorption Rate (%) =(B/C) *100 Remarks Citizen service delivery 2,259,333,427 2,144,109,501 95 Improved service delivery Executive services,disaster management and special programmes 123,285,227 106,331,058 86 Reallocation to other sectors Civic education and public participation 33,614,038 33,596,296 100 Reallocation to other sectors Drug and substance control - - - No allocation Total 2,416,232,692 2,284,036,855 95 Table 2.4: Pending Bills Sector/ Programme Contract Amount(KShs.) A Amount Paid (KShs.) B Outstanding Balance(Kshs)A-B Special Programmes NIL - - 13 Administration and Executive(Mostly services) ALL - 34,808,725 2.1.3 Sector Achievements in the Previous FY 2023/24 Table 2.5: Sector Programmes Performance Programme Name: Citizen service delivery Objective: To improve service delivery Outcome: Improved service delivery Sub Programm e Key Outputs Key performance indicators Targets Remarks Baselin e Planne d Achieve d Office administratio n Administrativ e offices established Number of administrative offices established 2 10 2 Re allocation of funds. Policy development Policies established Number of policies developed 0 2 0 At the draft level awaiting approval County offices equipment County offices equipped Number of county offices equipped 1 20 1 Re allocation of funds Subcounty citizen service centers Citizen service centers established Number of citizen service centers established 0 20 0 No budget allocation County registry and resource centres County registry and resource center established Registry established 0 1 0 No budget allocation Resource center operational 0 20 0 No Budget allocation Purchase of motor vehicle Motor vehicles purchased Number of vehicles purchased 19 20 19 Provision of budget Legal clinics Legal clinics conducted Number of legal clinics conducted 0 10 0 No budget provision 14 Complaints and feedback mechanism Complaints and feedback mechanisms established Operational mechanism and sustenance 0 2 0 No policy guidelines developed Citizen service charter developed Citizen service charter developed Citizen service charter 1 1 1 Operational Public service Board Efficiency and effective workforce Recruitment of additional staff 200 Human resource support services Efficient and effective workforce Medical cover in place 3,713 3,700 3,713 All staff Human resource records digitalized 0 0 0 No allocation of budget. Training and development 307 3,700 307 All the Cos and the new recruited staff Performance appraisal system 3,713 4,100 3,713 All staffs appraised Personal emoluments 3,892 4,200 3,892 Elapsed Contracts, retirement, transfer of services and natural attrition Programme: Civic education and public education Objective: To increase public awareness and engagement in decision making Outcome: To increase public awareness and engagement in decision making Conduct civic education Civic education meetings conducted Number of Civic education meetings conducted 123 100 123 Support from department al levels 15 Conduct public participation Public participation conducted Number of public participation meetings conducted 40 80 40 Inadequate resources Public participation secretariat services Number of public participation councils and committees appointed 0 40 0 Policy guideline is at the draft level Public barazas Conduct public barazas Number of public barazas held 81 1,200 81 Budgetary constraints Civic education and public participation policy Develop civic education and public participation policy Number of policies in place 0 2 0 At the draft level awaiting approval Programme: Drug and substance control Objective: To reduce incidences of drugs and substance abuse Outcome: Reduced incidence of drugs and substance abuse Enforcement and compliance Operations and surveillance conducted Number of operations and surveillance conducted 925 600 925 Target surpassed. Coordinate d jointly with the national government officers, Campaign against drugs and substance abuse Campaigns against drugs and substance abuse conducted Number of campaigns conducted 20 200 20 Budget constraints 16 Rehabilitatio n centers Rehabilitation centers constructed and operationalize d Number of rehabilitation centers constructed and operationalize d 1 0 1 One is operational at Konoin Subcounty. Public Service Board Programme Name: Administration, Planning and Support Services Objective: To ensure efficient and effective service delivery Outcome: Coordinated service delivery Sub Programme Key Outputs Key performance indicators Planned Targets Achieved Targets Remarks* Policy and Legislation Formulation/ Development Effectively coordinated and supervised activities No. of policies formulated and operationalized 3 0 Budget constraints Time Factor Infrastructure Development Conducive working environment County Public Service Board Office Constructed 1 0 Reallocation of funds County Public Service Board Staff Audit and Rationalizatio n Skilled and efficient workforce Number of staff rationalization and audits done 1 0 Budget constraint performance management system Developed performance management system Number of performance management systems established 1 1 Done Staff Training Improved service delivery No of officers trained 15 12 The board prioritized on the promotional courses Staff Informed/sensiti Number of staff 1 0 continuous 17 sensitization and awareness creation zed staff sensitized Digitization of Staff Records/Regi stry Improved access to record/informati on Number of files automated 4100 0 On going 2.1.4 Status of Projects for FY 2023/24 Table 2.6: Status of Projects Project Name/ Location (Ward/Subcounty/ Countywide) Description of activities Estim ated cost(K shs) as Per CADP - Millio ns Tar get Achiev ement Contra ct sum (Ksh) Actual Cumulat ive Cost (Ksh.) Sta tus Remar ks Chebunyo Ward Office Completion and equipping, fencing, landscaping 7 1 0 7,083,0 00 3,683,000 60 % Pendin g works- externa l works, and fencin g Kongasis ward office Completion and equipping, fencing,land scapping, provision of utilities 7 1 1 6,897,8 10 3,197,810 60 % Compl ete but needs fencin g, landsc aping and equipp ing 18 Siongiroi ward office Completion and equipping, fencing,land scapping, provision 7of utilities 7 1 1 5,304,7 31 4,554,731 90 % Compl ete but needs fencin g, landsc aping and equipp ing Nyongores ward office Public participatio n, Tendering and construction 7 1 0 7,042,9 21 2,242,921 60 % Dilapi dated needs redoin g Sigor ward office Completion and equipping, fencing,land scapping 7 1 1 6,448,2 75.0 6,118,275 90 % Compl ete but needs fencin g, landsc aping and equipp ing Chemaner Ward Office Completion and equipping, fencing,land scapping 7 1 0 6,897,8 06 4,398,806 80 % Ongoi ng- Plumbi ng works Chesoen Ward Office Completion and equipping, fencing,land scapping 7 1 0 4,404,5 48 1,204,548 30 % Contra ct was termin ated and new contrac t in progre 19 ssS Ndaraweta ward oofice Completion and equipping, fencing,land scapping 7 1 1 6,875,1 74 6,455,174 97 % Compl ete but needs fencin g, landsc aping and equipp ing Singorwet ward office Public participatio n, Tendering and constrcution 10 1 0 8,000,0 00 0 0% Land not acquire d Silibwet ward office Public participatio n, Tendering and constrcution 12 1 0 8,000,0 00 0 0% Public partici pation require d Mutarakwa ward office Public participatio n, Tendering and constrcution 7 1 0 4,797,2 30.50 - ve(4,202, 769.50) 60 % To be relocat ed becaus e of the constru ction of Gover nors residen ce. Kembu Ward Office Completion and equipping, fencing,land 7 1 0 4,287,7 01 1,787,701 95 % Pendin g comple tion of 20 scapping, provision of utilities Finishi ng toilets and provisi on of utilitie s Longisa ward office and subcounty office Completion and equipping, fencing,land scapping 7 1 0 12,300, 242 3,000,242 30 % Wallin g and lintel level Kipreres Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 1 5,084,7 00 4,934,700 100 % Compl ete but needs fencin g, landsc aping and equipp ing Kipsonoi Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 1 7,294,1 30.0 6,944,130 97 % Compl ete but needs fencin g, landsc aping and equipp ing Merigi Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 1 6,547,1 50 5,247,150 95 % Practic ally comple te with few renova tion 21 works require d and provisi on of utilitie s Mogogosiek Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 6,992,8 60,60 4,792,860 .60 80 % Pendin g works- Tilling, paster and ceiling Konoin subcounty office Fencimng, landscaping and plumbing works 7 1 1 4,550,2 30.50 4,300,230 .50 97 % Compl ete but needs fencin g, landsc aping and equipp ing, provisi on of utility service s Sotik Subcounty office Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 4,667,9 87.0 3,167,987 65 % Pendin g comple tion- landsc aping, fencin g Bomet central Subcounty office Public partipation and 8 1 0 8,000,0 00 0 0% New 22 tendering process Ndanai Abosi Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 5,058,4 01.50 1,558,401 .50 90 % Pendin g works Kapletundo Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 8,000,0 00 4,000,000 5% Fencin g and landsc aping and provisi on of utilitie s require d Chepchabas Ward Office Public particpataio n, purchase of land, constrcution 10 1 0 8,000,0 00 0 0% Public partici pation and tenderi ng proces s to be initiate d Embomos ward Public participatio n, Tendering and constrcution 10 1 0 8,000,0 00 0 0% Public partici pation and tenderi ng proces s to be initiate d 23 Kimulot Ward office Public participatio n, Tendering and constrcution 10 1 0 8,000,0 00 0 0% Land not acquire d Boito ward office Public participatio n, Tendering and constrcution 10 1 0 8,000,0 00 0 0% Land not acquire d Chemagel Ward Office Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 5,193,6 67.60 2,693,667 .60 80 % Pendin g works- Extern al works and provisi on of utilitie s Rongena Manaret Completion and equipping, fencing,land scapping, provision of utilities 7 1 0 5,059,3 55.00 3,159,355 90 % Pendin g works- Extern al works and provisi on of utilitie s County public service Board Office Block Public participatio n, tendering and constrcution 50,000 ,000 1 0 50,000, 000 0 0% New 24 CDG training and capacity building center Completion and equipping, fencing,land scapping, provision of utilities 12,500 ,000 1 0 12,500, 000 0 0% There was no budget allocat ed County Headquaters Offices Public participatio n, tendering process and construction 500,00 0,000 1 0 500,00 0,000 0 0% New Official Governor’s Residence Completion and equipping, fencing,land scapping, provision of utilities 78,000 ,000 1 0 78,413, 515 13,413,51 5 60 % Contra ct termin ated current ly in re tenderi ng proces s 2.1.5: Issuance of Grants, Benefits, and Subsidies for FY 2023/24 Table 2.7: Issuance of Grants, Benefits and Subsidies Type of issuanc e e.g Purp ose of issua nce Key Perfor mance Indicato r Targ et Achieve ment Budg eted amou nt (KSh s. In Milli ons) Actu al amou nt paid (KSh s) Remar ks* Typ e of issua nce (e.g. Medical cover Health insura nce Number of staff insured All county govern ment staff 3713 86,859,6 11 86,859, 611 There was a delay of one month subscri ption NHIF 25 Gratuity End of contra ct Number of staff paid gratuity 40,710,9 81 39,978, 575 Some still pendin g payme nts treasur y Compassi onate expenses To cover funeral expens es Number of staff bereaved - - 3,400,00 0 3,400,0 00 The budget ed amount was utilized treasur y 2.1.6 Contribution of Achievements to the National, Regional and International Aspirations/Concerns for FY 2023/2024 Table 2.8 Linkages with National Development Agenda, Regional and International Development Frameworks National/Regional/Internation al Obligations Aspirations/Goa ls County Government Contribution s/ Interventions in the last CADP Bottom-Up Economic Transformation Agenda(BETA) and MTP IV Strengthening Devolution Improve county government capacity to generate own source revenue 26 Security and public service Build a highly skilled Public service Promote career progression Promote institutional memory in the public service through proper transition and change management SDG 16 Peace Justice and strong institutions Establishing strong institutions that promote peace and co-existence in communities 2.1.7 Sector Challenges  Lack of Adequate office space and equipment in most Ward and Sub county offices thus affecting service delivery at the lower level  Inadequate budgetary allocations to key projects and programs thus the delayed and stalled projects e.g Ward Offices  Lack of Vehicles and adequate fuel thus hampering outreach services at the grassroots service due to limited mobility  Limited number of partners and donors that would otherwise ease implementation of key functions and programs eg Drugs and Substance control.  Inadequate policy framework and lack of operationalization framework of existing policies  Inadequate disaster response system due to capacity and inadequate infrastructure 2.1.8 Emerging Issues • Multi-year projects e.g the Governor’s residence construction has Contract challenges and may require contract amendments including re-tendering due to breach of contract terms. • Fit-for -purpose HR is a precursor to improved services at the interface points. Human resource is key and should be aligned accordingly. • Change Management in the public service is also a key component of stability and continuation and should be handled well. • Special programs at times occur out of natural causes and might not be predicted and captured in 27 the CIDP due to its dynamic nature. Planning for disaster preparedness cannot be definite. 2.1.9 Lessons Learnt  Adequate and skilled human resource is key in delivery of services to the public hence the need to train and capacity build staff regularly.  There is need to enhance publicity of County Government programs/Projects  There is need to provide adequate and equipped office space to improve service delivery  The need to focus on key projects and programs that have the greatest impact to the citizens  There is need to facilitate staff mobility at the grassroots so that service delivery improves through improved transport.  Adequacy of ICT equipment and unified county-wide communication infrastructure is paramount in service delivery  Strengthen and broaden partnerships to finance capital and even non capital projects and programs.  Strengthen the disaster unit in terms of equipment and facilitation like vehicles and to have an emergency kitty 2.1.10 Recommendations  Provide adequate and skilled human resource across all the departments with continuous capacity  Enhance publicity of County Government Projects/Programs by allocating adequate budget.  Enhancement of resource mobilization to bridge budget deficits.  There is need to develop policies and operationalize the existing policies  Complete and equip new ward and sub county offices  There should be an operational transport department and system  Develop county-wide communication infrastructure strategy and prioritize procurement of needed ICT equipment 2.1.11 Development Issues Table 2.9: Development Issues Sector Development Issues Causes Constraints Opportunities Administration,Public service, Devolution and special programs Citizen service delivery Inadequate office space Complaint handling mechanism Lack of enforcement Change culture opposition lack of mobility Political interference Industrial action Inadequate Evidenced based budgeting making process, Availability of land for office space development 28 skills and Equipment Project plans are not adhered to Failed contractual obligations Lack of citizen service centres funding Principles and values of Public service Customize The National government performance appraisal system Qualified staff Donor funded programs Staff incentives Management of disasters and Special programs coordination Inadequate Equipment Inadequate staff Lack of connectivity eg access roads in urban areas Incomplete Flagship projects Unpredictability of disaster Poor town planning Contract Variations Modern equipment acquisition Spatial plan weather forecast Donor Funding Civic Education and public participation Inadequate funding Low public Engagement/low turnout lack of a training manual Inadequate human capacity to handle training and consultancy no regulation to operationalize the ACT Unregulated Mode of communication lack of common public engagement framework Available land /space for development of town halls and other conferencing facilities Constitution of Kenya 2010- emphasized on public participation Legislative ACT for Implementation Availability of Local Radio stations Availability of policy framewok Sub ward Administrators and members of Village Council Drug and Infiltration by Low and Presence of a 29 Substance Control Counterfeits Unemployment especially among the youth Peer influence and misinformation Adult Advertisements inconsistent enforcement on Compliance Depression and hard economic times Illicit trade and behavior Rehabilitation Centre at Koiwa Legislative Acts enabling operations and facilitating controls. National Campaigns against Drug abuse Religious crusades 30 2.2 Agriculture, Livestock, Fisheries and Cooperatives Agriculture, Livestock and Fisheries 2.2.1 Analysis of (current CADP) 2024/2025 CADP Allocation against Approved Budget 2024/2025 Table 2.1: Analysis of (current CADP) 2024/2025 CADP Allocation against Approved Budget 2024/2025 Planned Projects/Programmes as outlined in CADP 2024- 2025 Amount allocated in CADP 2024- 2025(Kshs.) Amount allocated in Approved Budget 2024- 2025(Kshs.) Remarks Agriculture, Livestock, Fisheries and Cooperatives Agriculture- crop production 148,900,000 325,156,189 Conditional funds form bigger percentage Post-harvest management 12,700,000 46,600,000 Cash transfer to BIDP constitute about 50% Livestock production 114,950,000 57,394,720 Mainly Livestock value chain support projects-GRANTS Veterinary services 51,406,000 44,000,000 Main focus tick borne disease control through dips constructions and renovations Fish production 9,035,000 300,000 Competing priorities in resource allocation Cooperatives Management and Development 51,100,000 33,030,000 Reduction in equitable share led to reduction in budgetary allocations to the sub- programme Value addition and marketing 96,000,000 40,100,000 Total 484,091,000 546,580,909 Most of the projects were allocated funds in the 2024/25 budget as planned in the CADP 2024/25. Bigger percentage of the allocation is conditional grants. 31 2.2.2 Financial Performance Review for FY 2023/24 Revenue Performance Table 2.2: Revenue Performance Revenue Source Target Amount(Kshs) Actual Amount(Kshs) Variance(Kshs) Remarks Agri-Business 150,540 1,750 (148,790) Subsidy programme was not undertaken Embomos Tea Farm 18,040,000 16,437,901 (1,602,099) Tea market fluctuations Meat Inspection Fee 1,200,000 513,680 (686,320) Limited staff capacity Movement Permit 225,000 147,410 (77,590) Less movement due to heavy rains Vet Services 200,000 46,130 (153,870) Inadequate vaccines Slaughter Fee 1,200,000 439,520 (760,480) Most slaughter houses have been privatized Produce Cess 4,359,796 2,425,299 (1,934,497) There is need for more sensitization Tractor Services 450,000 23,000 (427,000) Affected by prolonged rainy season and most tractors were under repair and maintenance Stock Sales. 150,000 685,510 535,510 Strengthened enforcement Audit Fee 56,700 56,700 A new policy and bill have been put in place 32 Expenditure Analysis Table 2.3: Expenditure Analysis Sector/Programme Allocated amount (KShs.) A Actual Expenditu re (KShs.) B Absorption Rate (%) =(B/A) *100 Remarks Agriculture, Livestock and Fisheries Crop Production 63,507,309 32,376,708 51 The rest are stale commitment ASDSP 5,500,000 5,500,000 100 Prompt disbursement of funds National Agriculture Value Chain Development Project (NAVCDP) 332,200,000 211,986,999 64 Prompt disbursement of funds Post-harvest management 35,000,000 28,913,433 83 Prompt disbursement of funds Livestock production 15,500,000 5,897,626 38 Delayed disbursement of funds Veterinary services 66,000,000 20,646,027 31 Fish production 4,700,000 1,255,000 27 Total 522,407,309 306,575,793 59 Cooperatives Policy Formulation, Coordination and Administration/Management 9,697,080 8,667,565 89.4 Delayed exchequer releases Cooperatives Development and Management 15,000,000 13,700,850 91.3 Utilized funds for pending bills Value Addition and Marketing 11,602,920 6,500,409 56.0 Delayed exchequer releases Total 36,300,000 28,868,824 79.5 33 Pending Bills Table 2.4: Pending Bills Per Sector/Programme Sector/ Programme Contract Amount (KShs.) A Amount Paid (KShs.) B Outstanding Balance (KShs)A-B Agriculture, Livestock and Fisheries Use of Goods and Services 13,548,400 0 13,548,400 Agriculture – Crop Production 9,789,800 0 9,789,800 Post- Harvest Management 5,806,607.75 0 5,806,607.75 Livestock Production 4,361,176.80 0 4,361,176.80 Veterinary Services 30,131,874.01 0 30,131,874.01 Fish Production 1,858,000 0 1,858,000 Total 65,495,858.56 0 65,495,858.56 Cooperatives Policy, planning and administrative services 10,189,614 0 10,189,614 Cooperatives Development and Management 64,590,499 53,357,735 11,232,764 Value addition and marketing 10,670,815.60 0 10,670,815.60 Total 85,450,928.6 64,366,234.2 2.2.3 Sector Achievements in the Previous FY 2023/24 Table 2:5: Sector Achievements in the Previous FY 2023/24 Programme Name: Crop production Objective: To increase crop productivity Outcome: Increased crop productivity Sub Program me Key Outputs Key performan ce indicators Targets Remarks Baselin e Planne d Achieve d Climate smart agriculture Climate smart agriculture promoted among farmers Proportion of farmers adopting CSA 5,000 5,500 8,000 Support from partners, partner programmes/ projects 34 Agricultural extension services Farmers provided with extension services No of women farmers reached through extension 30,000 30,000 40,000 Support from partners, partner programmes/ projects No of men farmers reached through extension 20,000 20,000 28,000 Support from partners, partner programmes/ projects Strengthenin g agricultural extension services Capacity building of extension officers on modern farming No of Extension officers capacity built on modern farming 40 60 80 Support from partners, partner programmes/ projects Agriculture mechanizati on Agricultural machines acquired and services provided No of tractors maintained 3 0 0 Adequate budgetary allocation No of farmers provided with Agricultural mechanizatio n services 8,000 11,000 8,000 Affected by prolonged intense rain season Irrigation agriculture Land put under irrigation Proportion of land under irrigation 20 20 28 Support from partners, partner programmes/ projects Input subsidy Farmers provided with input subsidy No of female farmers provided with seed input subsidy 10,500 2,800 5,000 Support from partners, partner programmes/ projects, Adequate budgetary allocation 35 No of male farmers provided with fertilizer input subsidy 4,500 2,200 0 Budgetary constraints Access to quality inputs Farmers provided with quality inputs (Linkages, e- subsidy, crop insurance, trainings, programs/proje cts support) No. of farmers accessing quality inputs (Fertilizers, seed and agro- chemicals) 4,500 2,500 10,000 Expansion of fertilizer distribution outlets(last mile) Agricultural promotion Demonstration plots established No of demonstratio n plots established 60 50 60 Support from partners, partner programmes/ projects,especi aly crop variety and fertilizer trials Model farms developed No of model farms developed 20 25 28 Support from partners, partner programmes/ projects Farmer field schools established No of farmer field schools established 2 0 3 Support from partners, partner programmes/ projects (KFS) Bomet ATC revamped Revamped ATC 1 0 0 Budgetary constraints Establised of Farmers Training Centre at Embomos Tea farm Number of Farmers Training Centres established 0 1 0 Budgetary constraints 36 Trade fairs held No of trade fairs held 3 1 2 Support from partners, partner programmes/ projects Supported Tea Buying Centres No. of tea buying centres supported 23 18 12 Budgetary constraints Crop pest and disease management Farmers supported in crop pest and disease management Number of farmers supported in crop pest and disease management 8,500 4,000 12,000 Support from partners, partner programmes/ projects and additional extension staff recruited Farmer capacity building on good agricultural practices and standards Farmers capacity build on good agricultural practices and standards No of farmers capacity built 4,000 2,000 7,500 Support from partners, partner programmes/ projects and additional extension staff recruited Crop diversificati on Production expanded to horticulture (avocado, bananas, passion fruits, French beans) cash/industrial (coffee, pyrethrum, macadamia) and food crops such as beans No of hectares of land under Avocado-BS 687 Ha 250 824 1,200 Aggressive promotion of the crop and easy access to planting materials and produce market No of hectares of land under Bananas-BS 415 Ha 200 457 400 Budgetary constraints affected planting materials subsidies 37 No of hectares of land under passion fruit- BS 115 Ha 50 120 80 Budgetary constraints affected planting materials subsidies No of hectares of land under beans-BS 25,570 Ha 20,000 26,080 30,000 Support from partners, partner programmes/ projects especially high iron and zinc bean varieties No of hectares of land under Irish potato- BS 3505 Ha 3,500 3,856 4,500 Support from partners, partner programmes/ projects No of hectares of land under sweet potato- BS 1117 Ha 900 1,128 2,000 Support from partners, partner programmes/ projects No of hectares of land under sorghum-BS 2165 Ha 2,000 2,273 2,400 Support from partners, partner programmes/ projects No of hectares of land under coffee-BS 6750 Ha 12 6,885 800 Support from partners, partner programmes/ projects and Aggressive promotion of the crop 38 No of hectares of land under pyrethrum- BS 125 Ha 625 165 400 Good produce prices and Support from partners, partner programmes/ projects No of hectares of land macadamia- BS 95 Ha 50 100 110 Good produce prices Kitchen garden Kitchen garden promoted Number of households with kitchen gardens 5,000 6,000 7,500 Support from partners, partner programmes/ projects Nutrition training Households trained on Nutrition Number of households trained on nutrition 9,000 10,000 12,500 Support from partners, partner programmes/ projects ASDSP Farmers trained and supported with farm inputs No. of farmers trained and supported with farm inputs 12,000 12,000 13,600 The project targets specific farmer groups NAVCDP Farmers doing value addition and participating in marketing of selected value chain No. of farmers doing value addition and participating in marketing of selected value chain 0 500 groups 0 Project was at inception phase Programme: Post Harvest Management Objective: To reduce post-harvest losses Outcome: Reduced post-harvest losses 39 Post-Harvest management technologies Pos-harvest management technologies promoted Number of farmers adopting post-harvest management technologies 8000 2000 2500 Support from partners, partner programmes/ projects Storage facilities Suitable storage facilities established No of suitable storage facilities established 10 0 0 Budgetary constraints post-harvest management Training Farmers trained on post-harvest management Proportion of farmers trained on post- harvest management 15,000 10,000 12,000 Support from partners, partner programmes/ projects Programme: Livestock production Objective: To increase livestock production Outcome: Increased livestock production Government subsidy Livestock farmers provided with fertilizer subsidy for pasture Proportion of farmers provided with subsidies 2% 10% 15% Adequate budgetary allocation Farmers provided with subsidized AIs No of farmers provided with AIs 15,000 28,800 0 Staff training was prioritized Hay stores constructed construction Hay stores No of hay stores constructed 1 2 1 Budgetary constraints Irrigated pasture and fodder crops Fodder crop and pasture put under irrigation Hectares of fodder crop and pasture put under irrigation 2 5 5 Support from partners, partner programmes/ projects 40 Seed bulking units Seed bulking units established No of Seed bulking units established 0 1 5 Adequate budgetary allocation and increased farmer interest Research on drought tolerant/high producing pasture and fodder seeds Research conducted on drought tolerant/high producing pasture No of drought tolerant pasture and fodder seeds introduced 2 2 2 Support from partners, partner programmes/ projects Poultry and bee keeping promotion Value chain common interest groups established No of value chain common interest groups established 25 75 80 Support from partners, partner programmes/ projects Flagging value addition opportunitie s Value addition opportunities flagged No of value addition opportunities flagged 2 2 2 Support from partners, partner programmes/ projects Livestock products value addition Livestock, poultry and honey value addition done No of new value added products 0 0 0 Budgetary constraints Youths’ engagement in Agriculture Youths engaged in agriculture Proportion of youths engaged in agriculture 3% 5% 10% Support from partners, partner programmes/ projects 41 Youth and gender friendly technologies Youth and gender friendly technologies promoted No of youth and gender friendly technologies promoted 5% 5% 5% Support from partners, partner programmes/ projects Marketing applications Marketing applications for agricultural products exploited by the youth No of marketing applications launched 1 2 0 Budgetary constraints Embryo transfer technology Embryo transfer technology promoted No of farmers adopting the technology 0 3 0 Budgetary constraints Programme: Veterinary Services Objective: To reduce prevalence of animal diseases Outcome: Reduced prevalence of animal diseases Animal disease policy Animal disease policy developed Animal disease policy 0 6 0 Budgetary constraints Vaccination of animals Animals vaccinated Number of animals vaccinated against various diseases 29,960 248,576 73,528 Budgetary constraints Staff capacity building on sampling Staff capacity built on sampling for lab diagnosis No of staff capacity built 0 24 39 Partner support Veterinary investigation laboratory Veterinary investigation laboratory constructed Operational Veterinary lab 0 1 0 Budgetary constraints 42 Cattle dips Cattle dips built and renovated No of cattle dips built/renovate d 10 8 12 All were renovation works No of cattle dips supported with acaricides 35 45 78 Most dips were supported with top ups Slaughter houses Decrease incidence of zoonotic disease No of slaughter house built/renovate d 10 4 2 Budgetary constraints Livestock sales yards Improved animal health and trade in livestock No of sales yard constructed/ renovated 2 1 1 Target met Farmer capacity building on disease control Farmers capacity build on disease prevention and control No of farmers receiving extension services 46,000 56,000 65,000 Motorbikes facilitation Programme: Fish production Objective: To increase fish production and consumption Outcome: Increased fish production and consumption Fish hatchery Fish hatcheries established No of fish hatcheries established 2 1 1 Target met Aquaponics Aquaponics promoted No of farmers practicing aquaponics 2 5 0 Budgetary constraints 43 Farmer capacity building Farmers capacity built on fish production No of farmers capacity built on fish production 600 450 500 Motorbikes facilitation Farm feed production Farm feed production promoted No of farmers doing farm feed production 2 1 1 Target met Feed and brood stock sourcing Suitable feed ad brood stock sourced Amount of feed and brood stock sourced 200 bags 300 brooder s and 300 bags of feed 100 bags, 800 brood stock Budgetary constraint affected feed targets Fish consumption campaigns Fish consumption campaigns conducted No of fish consumption campaigns conducted 8 1 0 Budgetary constraints Cooperatives and Marketing Programme 1: Policy Formulation, Coordination and Administration/Management Objective: To enhance working conditions and management of institutions and mechanisms Outcome: Enhanced service delivery and efficient management/coordination Sub Programm e Key Outputs Key performanc e indicators Targets Remarks Baselin e Planne d Achieve d Formulation of policies and strategies Policies and Strategies Formulated No. of policies and strategies formulated. 2 2 2 Cooperative policy and cooperative bill forwarded to county assembly for approval 44 Public participation, sensitization and awareness creation Public participation , sensitization and awareness created No. of public participation, sensitizations and awareness created. 83 5 83 utilized AGMs for sensitizatio n and awareness creation Cooperative Ventures and Innovation Cooperative Ventures and Innovation promoted No. of ventures and Innovations promoted 103 30 3 funds were utilized for payment of pending bills Cooperative Society Capacity Building Cooperative Societies Capacity Built No. of Cooperative Societies capacity built 683 100 83 utilized AGMs for sensitizatio n and awareness creation Audit and Inspection for Cooperative Cooperative Societies audited and built No. of audited Cooperative audited and inspected 150 50 68 Low budgetary allocation Most cooperative s are dormant and non- compliant Registration of Cooperatives Cooperative s Registered No. of Cooperatives Registered 610 60 39 Many cooperative s registered for NAVCDP Revival of Cooperatives Cooperative s revived No. of Cooperatives Revived. 20 30 13 Low budgetary allocation affected performanc e Programme 2: Cooperatives Development and Management Objective: To promote and support cooperatives and management mechanisms 45 Outcome: Enhanced service delivery and sound management Cooling and Storage facilities Cooling and Storage facilities established No. of cooling and Storage facilities established 20 10 1 funds were utilized for payment of pending bills Value addition Cottage Industries Value addition Cottage Industries established No. of Value Addition Cottage Industries established 3 2 3 Target achieved Aggregation Centres Aggregation Centres established No. of Aggregation centres established 1 5 0 funds were utilized for payment of pending bills Packaging and Branding Appropriate Packaging and Branding of products promoted No. of Packaging and Branding products promoted. 1 3 1 Value addition projects intended for packaging and branding not completed during the financial year During the period under review, the following observation were made with regard to achievement/output/outcomes; ․ Inadequate budgetary allocation combined with late disbursement of funds negatively affected the achievements. ․ Development partner support especially ASDSP, KCSAP and Red-Cross amongst others was key in achieving most of the targets. ․ Research was mainly supported by KALRO and ILRI institutions ․ In the latter part of the FY 2023/2024 flooding negatively affected the implementation of most field activities and therefore targets. 46 2.2.4 Status of Projects for FY 2023/24 Table 2.6 Status of Projects Project name and Location (Ward/ Sub- county/ County wide} Descrip tion of activitie s Estima ted cost (KShs. ) as per CADP Targ et Achieve ment Contr act sum Actual cumula tive cost(K Shs.) Statu s *Rema Rks 18 tea growing wards Construc tion materials support 28,000, 000 18 TBCs 12 TBCs 18,282 ,792 28,913,4 33 Comp lete Realloc ation of funds. TBCs were support ed with construc tion material s County wide No of hectares of land under Avocado Banana, coffee, beans, sweet potatoes and passion Fruit establish ed 2,000,0 00 195 6HA 3273.4 Ha 10,330 ,300 0 Comp lete Farmer support with and linkage to Certifie d seedling s led to achieve ment of the target 47 County wide Agricult ural machine s acquired and services provided 4 4 4,485, 800 540,000 Ongoi ng Embomos Tea Farm Improve d ATC farm infrastru cture Supporte d 5,000,0 00 1 0 0 Not achiev ed Budgeta ry constrai nt affected achieve ment of the target, issues with KFS Countywi de Develop ment of Hay store, poultry and dairy goat units 4,000,0 00 3 hay stores, 75 poultr y and dairy goat units 1 hay store, 75 units 0 0 Achie ved Support from partner- ASDSP Countywi de Agricult ural Material s, Supplies, Bee hives and Small Equipme nt 5,000,0 00 2 Pastur e varieti es, 500 beehiv es 2Pasture varieties, 300 beehives 3,479, 450 5,667,75 0 Target achiev ed Support from partner- ASDSP 48 Countywi de Construc tion /renovati on of livestock Salesyar d and slaughter houses 8,000,0 00 1 sales yard and 4 slaugh terhou ses 1 sales yard and 2 slaughterh ouses 1,685, 205 714,442 Sales yard is 95% Comp lete, slaugh ter house s are compl ete Loading and offloadi ng ramp remaini ng. Countywi de construct ion/ renovati on of cattle dips 12,550, 000 8 12 13,641 ,185 9,230,90 5 Comp lete Adequat e budgeta ry allocati on Cooperatives and Marketing 49 Cooperati ve ventures and innovation s Promoti on of cooperat ive ventures and innovati ons 40,000, 0000 30 3 13,700 ,850 15,000,0 00 Partial ly compl eted Support ed complet ion of Ndaraw etta Irish Potato plant, Chebun yo Dairy processi ng plant, Lelaitic h sweet potato processi ng plant and support to boda boda 5M Completio n and developm ent of milk coolers Develop ment of cooling and storage facilities 14,000, 000 7 2 5,501, 229 6,000,00 0 In compl etion stage Support to Cheda and Ndaraw etta Irish Develop ment of aggregati on centres Complet ion of Saruchat milk cooler 2,000,0 00 2 1 998,18 0 2,000,00 0 Comp leted needs install ation Support to Sarucha t milk cooler 50 Market Developm ent- marketing research, certificati ons, branding and copyrights Market research develop ment 5,000,0 00 2 1 1,500, 000 1,500,00 0 compl eted Marketi ng research During the period under review, the following observation were made with regard to achievement/output/outcomes; ․ Inadequate budgetary allocation combined with late disbursement of funds negatively affected the achievements. ․ Development partner support especially ASDSP, KCSAP and Red-Cross amongst others was key in achieving most of the targets. ․ Research was mainly supported by KALRO and ILRI institutions ․ In the latter part of the FY 2023/2024 flooding negatively affected the implementation of most field activities and therefore targets. 2.2.5 Contribution of Achievements to the National, Regional and International Aspirations/Concerns for FY 2023/2024 Table 2.7 Linkages with National Development Agenda, Regional and International Development Frameworks National/Regional/International Obligations Aspirations/Goals County Government Contributions/ Interventions in the last CADP 51 Bottom-Up Economic Transformation Agenda (BETA) and MTP IV Agriculture transformation Agricultural extension service improved through employment of 51 extension staff Last mile fertizer distribution Improvement of cattle dips SDGs Goal 1: No poverty Promotion of Climate smart agriculture among farmers and production systems. Commercialization of agricultural enterprises Goal 2: End hunger Promotion of sustainable agriculture through increased productivity and product diversification for food and nutrition security Kenya Vision 2030 Economic pillar Increasing value in agriculture through value addition and market access To be accomplished through an innovative, commercially oriented and modern agriculture, livestock and fisheries sector Africa Agenda 2063 Economic growth Modernising Agriculture for increased productivity and production Cooperatives Agriculture transformation and inclusive growth Support value addition/ manufacturing in key value chains including dairy, sweet potato, Irish potato 52 Economic transformation through cooperatives and Micro Small and Medium Enterprise (MSMEs) Support cooperative de