REPUBLIC OF KENYA 2021/2022 PROGRAMME BASED BUDGET OF THE COUNTY GOVERNMENT OF SAMBURU FOR THE YEAR ENDING 30TH JUNE, 2022 JUNE 2021 1 | P a g e TABLE OF CONTENTS Contents Page GLOBAL BUDGET - CAPITAL AND CURRENT .................................................................................... 3 4211000000: COUNTY ASSEMBLY.......................................................................................................... 4 4212000000: COUNTY EXECUTIVE……………………………………………………...…………….9 4213000000: FINANCE, ECONOMIC PLANNING AND ICT ............................................................... 16 4214000000: AGRICULTURE, LIVESTOCK DEVELOPMENT, VETERINARY SERVICES AND FISHERIES 26 4215000000: WATER, ENVIRONMENT, NATURAL RESOURCES & ENERGY ............................... 37 4216000000: EDUCATION AND VOCATIONAL TRAINING .............................................................. 50 4217000000: MEDICAL SERVICES, PUBLIC HEALTH AND SANITATION ..................................... 59 4218000000: LANDS, HOUSING, PHYSICAL PLANNING AND URBAN DEVELOPMENT ........... 72 4219000000: ROADS, TRANSPORT AND PUBLIC WORKS .............................................................. 78 422000000: TOURISM, TRADE, ENTERPRISE DEVELOPMENT AND COOPERATIVES .............. 84 4221000000: CULTURE, SOCIAL SERVICES, GENDER, SPORTS & YOUTH AFFAIRS ................. 99 COUNTY GOVERNMENT REVENUE ESTIMATES .......................................................................... 110 2 | P a g e GLOBAL BUDGET - CAPITAL AND CURRENT GROSS GROSS GROSS CURRENT CAPITAL TOTAL ESTIMATES ESTIMATES ESTIMATES VOTE CODE TITLE 2021/2022 - KSH 4211000000 COUNTY ASSEMBLY 515,132,219 188,164,815 703,297,034 4212000000 COUNTY EXECUTIVE 443,753,697 43,000,000 486,753,697 4213000000 FINANCE, ECONOMIC PLANNING 527,566,512 15,000,000 542,566,512 AND ICT 4214000000 AGRICULTURE, LIVESTOCK, 273,538,919 474,618,688 748,157,607 VETERINARY SERVICES AND FISHERIES 4215000000 WATER, ENVIRONMENT, NATURAL 171,426,139 469,100,000 640,526,139 RESOURCES AND ENERGY 4216000000 EDUCATION AND VOCATIONAL 484,122,523 162,300,000 646,422,523 TRAINING 4217000000 MEDICAL SERVICES, PUBLIC 1,151,818,605 395,747,872 1,547,566,477 HEALTH AND SANITATION 4218000000 LANDS, HOUSING, PHYSICAL 147,784,320 45,000,000 192,784,320 PLANNING AND URBAN DEVELOPMENT 4219000000 ROADS, TRANSPORT AND PUBLIC 102,242,368 349,959,000 452,201,368 WORKS 4220000000 TOURISM, TRADE, ENTERPRISE 197,858,147 219,100,000 416,958,147 DEVELOPMENT AND COOPERATIVES 4221000000 CULTURE, SOCIAL SERVICES, 146,392,671 40,900,000 187,292,671 GENDER, SPORTS AND YOUTH AFFAIRS 4,161,636,121 2,402,890,375 6,564,526,496 TOTAL VOTED EXPENDITURE ... Ksh. 3 | P a g e 4211000000: COUNTY ASSEMBLY PART A. Vision A people centered Assembly with the best parliamentary practices. PART B. Mission To enhance representation, legislation and oversight in achieving sustainable development for the people of Samburu County. PART C. Performance Overview and Background for Programme Funding As an Assembly we have managed to achieve the below as our performance in the financial year 2020-2021 so far. Achievements i. Enactment of five (5) legislations. ii. Restructuring of Directorates and departments. iii. Staff Establishment developed and filled through staff recruitment. iv. Construction of ultramodern block up to 70% complete. v. Capacity building for both members and staff. vi. Acquisition and installation of Hansard equipment, Close Circuit Television video and still cameras. vii. Completion and Approval of the CA strategic plan from 2019-2023 by the County Assembly Members. viii. Adverts have been done for construction of 7 ward offices. ix. The Assembly conducted ‘Bunge Mashinani’ for the first time ever; which really made the public to appreciate the work of County Assembly in service delivery to the people. However, also we experienced some challenges as an Assembly as below; i. Late disbursement of funds by the National treasury in some months in the course of the financial year. ii. Outbreak of the Covid-19 pandemic affected the normal operations of the Assembly since most staffs and also MCAS had to work away from office. iii. Outbreak of Locust in most parts of the county hence we spent a lot of money on it that was not budgeted for and also the locust affected livestock which is the source of livelihood of most people in Samburu County by causing diseases and also destroying pastures in areas that were affected. 4 | P a g e PART D. Programme Objectives Programme Objective a. To regulate operations of sectors in the county by strengthening the legal framework. 0707004210 P7 County b. To ensure compliance with the existing policy, Assembly Administration legal and regulatory frameworks, and also involving the members of public in decision making. 5 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: County Assembly Administration. Outcome: Highly Motivated, Efficient and Competent Workforce. Sub Programme: 0707024210 County Assembly Administration. Target Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) s 2021/2022 2023/2024 2022/2023 Sub-Programme: 0707014210 - Legislative and Oversight. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Sub-Programme: 0707034210 – Representation. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 6 | P a g e 7 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. 0707014210 SP1 Legislative and Oversight 75,997,492 78,033,754 78,867,867 0707024210 SP2 County Assembly Administration 403,575,595 222,729,658 225,866,319 0707034210 SP3 Representation 223,723,947 230,334,074 233,459,845 Total Expenditure for Vote 4211000000 703,297,034 531,097,486 538,194,031 COUNTY ASSEMBLY PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 515,132,219 531,097,486 538,194,031 2100000 Compensation to Employees 292,056,814 300,994,352 304,786,155 2200000 Use of Goods and Services 186,766,000 192,785,400 195,658,000 2700000 Social Benefits 24,609,405 25,470,734 25,839,876 3100000 Non-Financial Assets 11,700,000 11,847,000 11,910,000 Capital Expenditure 188,164,815 - - 3100000 Non-Financial Assets 188,164,815 - - Total Expenditure 703,297,034 531,097,486 538,194,031 8 | P a g e 4212000000: COUNTY EXECUTIVE PART A. Vision. A leading sector in formulation, coordination, supervision and resource management. PART B. Mission. To provide transformative leadership, for equitable and sustainable development through efficient systems to achieve quality service delivery PART C. Performance Overview and Background for Programme(s) Funding. The County Executive is charged with responsibilities of developing and implementing policies, strategies and development plans for county administration, public administration, public communications and human resource management, planning and management of socio-economic, political and development resources. This is done based on the activities and products that are critical for socio-economic development of this county and the country at large. The County Executive's achievements during the period includes; completion of county administration system by recruiting and deploying both village administration units and the village council to ease service delivery and create an environment for proper and complete chain of communication between the public and the county political office and the head of the county government. The County Executive is also undertaking construction of ward offices and has completed construction of sub–County Office in Samburu East. Two ward offices at porro and Ndooto Wards are in progress Moreover, proper public communications are being sustained. Recruitment of Director of Public Communications is ongoing. The directorate will address that gap of weak internal and external communication by the county government. Complete structures of human resource department by the recruitment of County Public Service Board Members and implementation of County government’s policies were undertaken. The main constraint in budget implementation has been caused by the vastness of the County coupled by the poor road infrastructure and delayed funding and release of equity share from the National Treasury. In addition, accrued pending bills leads to insufficient funds for priority projects since they form first charge of the budget. COVID-19 pandemic has caused scaling down of the budget for the department and has slowed down administration operations. Going forward, the County Executive will continue to put in place appropriate measures by implementing performance contract by cascading it to lower levels and develop departmental service charter to enhance service delivery and mitigate on the adverse effects with a view to promoting county economic growth, public administration and human resource management. 9 | P a g e Public communications office will be strengthened to enhance dissemination of information and provide essential publicity for the county government. In pursuit of the above, the County Executive will be structured to align itself with its core mandate of administration, coordination, public communications and human resource management and equipping it with requisite competencies, training and capacity building to enhance reporting capability, developing and enforcing cost benchmarks for the procurement of goods and services and undertaking both public administration and regular human resource value addition. PART D. Programme Objectives. Programme Objective Efficient and effective service delivery. 0701004210 P1 Management of County Affairs. 0704004210 P4 To improve Human resource productivity through Administration of employee empowerment, motivation and Human Resources in implementation of an effective employee appraisal County Public Service. and reward mechanism. 10 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024. Programme: 0701004210 Management of County Affairs. Outcome: Efficiency and effectiveness in service delivery. Sub Programme: 0701014210 General Administration and Support Services (Governor, Deputy Governor). Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 4212000100 - County Budget and Economic - Number of Committee membership 9 9 9 County Forum constituted. from Non-state actors. Executive - Meetings of the County Budget and 3 3 3 Headquarters - Number of meetings held. Economic Forum. - Attending Inter-governmental - Number of inter-governmental 2 Annually 2 Annually 2 Annually Budget and Economic Council. meetings attended. - Assenting to County Assembly - Number of Bills assented. 100% 100% 100% approved Bills. - Cabinet meeting held. - Cabinet minutes. 6 6 6 - Generating Cabinet memos. - Number of Cabinet memos 4 4 4 generated. - Generating County Executive Bills. - Number of bills generated. 4 4 4 - Submission of Annual Progress Report. - Copies of Annual progress report. 1 1 1 - Delivering an Annual State of the - Copy of Annual State of the 1 1 1 County Address. County speech. - Holding interview Sessions in local - Number. of radio interviews held. 4 4 4 radio stations. 11 | P a g e - Creating strong social media - Number of social media updates and 104 104 104 Engagement. posts made. - Facilitating TV features about the 52 - Number of feature stories run. 52 52 county government. - Enhancing of Public Participation. - Number of public participation 4 4 4 meetings. Sub-Programme: 0701034210 SP3 Sub County Administration. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4212000100 Management, coordination and supervision of 12 12 12 Number of meetings held. County staff to ensure service delivery up to the lowest Executive level of administration. Headquarters Community mobilization meetings for public Number of meetings held. 6 6 6 participation done. Intergovernmental meetings coordinated. Number of meetings held. 4 4 4 Progress of ongoing projects/programmes and Number of monitoring reports. 4 4 4 other activities monitored. Number of meetings held. Disaster management committees at village level 4 4 operationalized. 4 Number of meetings held. Cohesion within boarders and neighbors built. 4 4 Number of meetings held. 4 Implementation of all government policies enforced. 4 4 4 Number of revenue collection Revenue collection targets in all markets reports. 4 4 supported. 4 12 | P a g e Sub-Programme: 0701044210 SP4 Coordination, Supervision and Human Resource services (CS). Delivery Key Output (KO) Key Performance Targets 2021/2022 Targets 2022/2023 Targets 2023/2024 Unit Indicators (KPIs) 4212000100 th th tha) Enhanced staff discipline. a) Number of discipline a) By 30 Aug 2021. a) By 30 Aug 2022. a) By 30 Aug 2023. CS/ HR issues tackled and concluded. th b) Number of CHRAC b) By 30 Aug 2021. b) By 30 th Aug 2022. b) By 30th Aug 2023. b) CHRAC meetings meetings held. organized. c) Staff promoted on merit. c) Number of staff c) 500 No. officers by c) 600 No. officers by c) 800 No. officers by promoted. end of Aug 2021. end of Aug 2022. end of Aug 2023. d) Departmental annual work d) Number of reports on d) Review work plans d) Review work plans d) Review work plans plans reviewed. departmental work plans. per quarter. per quarter. per quarter e) Signing of Performance e) Number of Officers e) Once per year e) Once per year. e) Once per year. contracts by Top & middle under Performance level. contracting. f) Continuous f) Mid-term and end-term f) Number of staff f) Continuous. f) Continuous. review of Performance appraised. contracts. g) Staff training conducted. g) Continuous g) Number of staff trained. g) Continuous. g) Continuous. h) Four (4) policies h) Staff management policies h) number of policies h) Four (4) policies h) Four (4) policies. developed. developed. 13 | P a g e Programme: 0704004210 Administration of Human Resources in County Public Service. Outcome: Efficiency and effectiveness in service delivery. Sub Programme: 0704014210 Administration of Human Resources in County Public Service. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/22 2022/23 2023/24 CPSB - Recruitment, Placements & Re- - Number of revised schemes approved. 1 1 1 designation. - Number of officer re- designated. 50 50 50 - Number of officers upgraded/promoted. 1500 1500 1500 - Number of officers on acting and temporary appointments. 20 20 20 - Disciplinary Control. - Number of disciplinary cases handled and 15 15 15 finalized. - Discipline policy. 1 1 1 - Promotion of Values and Principles - Number of officers sensitized. 400 400 400 referred to in Articles 10 and 232 of - Revised service charter. 1 0 0 Constitution of Kenya 2010. - M&E reports. Once per Once per Once per quarter quarter quarter - Improve Human Resource - No. of Employee on 2000 2000 2000 Productivity. Performance Appraisal System. 14 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 General Administration and Support 0701014210 209,757,844 180,769,367 183,345,737 Services (Governor, Deputy Governor). 0701034210 SP3 Sub County Administration 174,747,707 182,868,877 176,635,092 SP4 Coordination, Supervision and 0701044210 39,472,837 40,852,386 41,446,479 Human Resource services (CS) SP1 Administration of Human Resources 0704014210 62,775,309 58,225,445 59,044,075 in County Public Service Total Expenditure for Vote 4212000000 COUNTY 486,753,697 462,716,075 460,471,383 EXECUTIVE PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 443,753,697 450,716,075 456,471,383 2100000 Compensation to Employees 262,966,697 272,065,530 275,965,033 2200000 Use of Goods and Services 167,887,000 173,786,045 175,571,350 3100000 Non-Financial Assets 12,900,000 4,864,500 4,935,000 Capital Expenditure 43,000,000 12,000,000 4,000,000 3100000 Non-Financial Assets 43,000,000 12,000,000 4,000,000 Total Expenditure 486,753,697 462,716,075 460,471,383 15 | P a g e 4213000000: FINANCE, ECONOMIC PLANNING AND ICT PART A. Vision. Prudent management of County financial resources. PART B. Mission. To formulate sound economic policies, maximize revenue mobilization, ensure efficient allocation and accountability of public resources so as to achieve the most rapid and sustainable county economic growth and development. PART C. Performance Overview and Background for Programmes Funding. The department of Finance, Economic Planning and ICT is charged with responsibilities of developing and implementing policies, strategies and development plans for financial accounting, budget formulation and management, planning and management of socio- economic and political development resources. This is done based on the activities and products that are critical for socio-economic development of the County and the Country at large. The County Treasury's achievements during the period includes; completion of value for money audits in selected departments, procuring a Revenue System to enhance revenue collection, implementation of policy on access to County Government procurement opportunities for women the youth and persons with disabilities, successful implementation of e-procurement, preparation of financial statement on time, preparation of annual budget, preparation of a County Covid-19 Economic Recovery Strategy, preparation of Capacity Building (CB) plan for KDSP funding and it implementation, preparation of County Annual Progress Report and the preparation of the Annual Development Plan. The main constraint in budget implementation has been caused by the vastness of the County coupled by the poor road infrastructure, containment measures due to Covid-19, diversion of County resources towards combating effects of Covid-19, delay in disbursement of funds by National Treasury, in addition accrued pending bills led to insufficient funds for priority projects since they form first charge of the budget. Going forward, the County Treasury will continue to put in place appropriate measures by implementing performance contract by cascading it to lower levels and develop departmental service charter to enhance service delivery and mitigate on the adverse effects with a view to promoting county economic growth. 16 | P a g e The requirement of preparation of Programme based budgets and application of e- procurement is to be adhered by all departments. In pursuit of the above, the County Treasury will be structured to align it with its core mandate of economic and financial management and equipping it with requisite competencies, training and capacity building to enhance reporting capability, developing and enforcing cost benchmarks for the procurement of goods and services, reporting and timely preparation of financial statements and undertaking both expenditure tracking and regular value for money audits. Special Programs. Conducted County Capacity Needs gaps assessment and development of the county capacity strengthening Programmes; -  Training of 15 Village level disaster risk management committees.  Development and publishing of the County Disaster Risk Management policy.  Supplied 495 metric tons of emergency relief food to 109,000 vulnerable households.  Reduced resource-based conflicts in scale and frequency  Conducted 16 peace committees’ meetings across the county reaching out to 1200 peace stakeholders.  Controlled 630 swarms of desert locusts spraying over 94,500 HA.  Through partnership with development partners 4,900 vulnerable households received cash transfer.  Establishment the county emergency operation Centre. PART D. Programme Objectives. Programme Objective General Administration and To improve and enhance service delivery. Support Services. Public Financial To improve public financial management. Management. General Administration and Improved, efficient, administrative and planning support Support Services-Economic services. Planning and ICT.  Substantial reduce disaster risk related losses in lives, 0714004210 P2 Special livelihoods and health and in the economic, physical, social, Programs. cultural and environmental Assets of persons, businesses and communities in Samburu County. 17 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration and Support Services. Outcome: Enhanced efficient and effective service delivery and improved working environment. Sub Programme: 0705014210 SP1 Administration Services. Key Performance Targets Targets Targets Delivery Unit Key Output (KO) Indicators (KPIs) 2021/2022 2022/2023 2023/2024 - Service delivery improvements. • Service delivery charter • 30th Sep, 2021 • 30th Sep, 2022. • 30th Sep, 2023. 4213000100 developed, Headquarters - Staff skills and competences developed, • Business processing • Continuous 30 th • Continuous • Continuous th safety measures relating to personnel, reengineering team Sept 2022. 30 Sept, 30th Sept 2023. documents and information, employee 2022. in place. productivity enhanced. Programme: 07060 04210 Public Finance Management. Outcome: Accounta ble and transparent system for the management of public resource. Sub Programme: 0706024210 Resource Mobilization. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPI) 2021/2022 2022/2023 2023/2024 4213000100  Local resources mobilized. • Local resources mobilized as a 4.65 4.7 4.75 Headquarters percentage of total budgets.  Monitoring and evaluation of local • Number of monitoring and • Once per • Once per • Once per resources collected. evaluation reports. Month. Month. Month.  Revenue Enhancement Plan • Monthly & quarterly Revenue • 30th June, • 30th June, • 30th June, developed (R.E.P). reports 2021. 2022. 2023. • Revenue enhancement plan 1 1 1  Training of Staff. • Number of Staff trained. • 60 • 60 • 60  Construction of Revenue Offices • 3 No. Office Blocks 3 0 0 (Archers Post, Suguta and Marti). 18 | P a g e Sub Programme: 0706034210 Internal Audit. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4213000100 • Risk based audits approach; • Number of audit reports. • 4 in No. • 4 In No. • 4 In No. Headquarters • Establishment of Audit committee • Audit committee established and • 100% • 100% • 100% training manual and regulations; trained. • Capacity building in information • Number of officers • 4 in No. • 4 in No. • 4 in No. systems audit undertaken; trained; • Value for money audits • Number of VFM audits; 2 in No. 2 in No. 2 in No. undertaken; teammate rolled out; • Development of County Internal • County internal audit manual in 100% 100% 100% audit manual place Sub Programme: 0706044210 Supply Chain Management. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4213000100  Preparation Annual Procurement  Annual Procurement Plans.  1st Aug 2021.  1st Aug 2022.  1st Aug Headquarters plan. 2022.  Number of special/disadvantaged  Gender and youth policies on • Over 30% of • Over 30% of Over 30% of groups accessing procurement procurement implemented. all tenders. all tenders. all tenders. opportunities with the county. 19 | P a g e Sub Programme: 0706054210 Accounting Services. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4213000100  Accounting systems and  Accounting systems and • 1st July 2021. • 1st July 2022. • 1st July 2023. Headquarters financial regulations financial regulations reviewed reviewed and developed. and developed.  Financial information and • Number of reports available; • Monthly, • Monthly, • Monthly, reports produced; Quarterly and Quarterly and Quarterly and Annually. Annually. Annually.  Capacity building on public • Number of county staff • 15 • 20 • 20 finance management for trained. staff undertaken. • 30thth Sept 2022. • 30th Sept 2023.  Annual Financial Statements • Timely preparation and • 30 Sept 2021. prepared. submission of annual financial statements. 20 | P a g e 0706014210 Budget Formulation Coordination and management. Key Performance Indicators Targets Targets Delivery Unit Key Output (KO) Targets 2021/2022 (KPIs) 2022/2023 2023/2024 4213000100 • Officers in all departments • Number of officers trained 30 (All members of 30 (All members 30 (All members Headquarters trained in MTEF and in MTEF and Programme- Sector Working of Sector Working of Sector Working Programme-based budgeting. based budgeting. Groups). Groups). Groups). • Stakeholders involved in • Number of stakeholders 600 participants. 600 participants. 600 participants. budget preparation process; involved in budget outcomes, outputs and KPI preparation; of budget implementation. • Programme-based budget 20 Copies. 20 Copies. 20 Copies. published • Legal and regulatory • Budget circular released, 30th August, 2021. 30th August, 2022. 30th August, 2023. frameworks governing • CBROP prepared, formulation, preparation 30 th September, 2021. 30th Sept, 2022. 30th Sep, 2023. and implementation of • County Fiscal Strategy 28th February, 2022 28th Feb, 2023. 28th Feb, 2024. budget adhered to. Paper prepared th • Annual Budget Formulation 30 April, 2022 30 th April, 2023. 30th April, 2024. th th th • Formulation of Appropriation 30 June,2022. 30 June, 2023. 30 June, 2024. Bill 21 | P a g e Programme: General Administration and Support Services-Economic Planning and ICT. Outcome: Improved, efficient, administrative and planning support services. Sub Programme: General Administration and Support Services- Economic Planning and ICT. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Administrative Capacity building of officers on work Improved competency on work related Services - competency. issues.  Training manual developed  Training Manual. 15 15 15  ICT Policy developed –  Number of policies. 1 0 0 st  Formulate Standardized guidelines  Timelines for action. 1 Nov 2021. 1 st Nov 2022. 1st Nov 2023. for end users Sub Programme: 0705024210 SP2 ICT Services. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4213000100  Increase number of users in various  Number using IFMIS. 70 staff 80 staff 90 staff Headquarters areas able to use ICT the system IFMIS.  Fully operational ICT center in  Equipment at ICT center, a toilet and 1 0 0 Maralal. a fence constructed.  ICT strategy developed and  No. ICT strategies. 1 0 0 operational.  Installation of antivirus, fire wall  No of computers installed. 50 in HQ 50 in HQ 50 in HQ and passwords.  Data backed up to cloud Updated  Data backups and Uploads of Daily and Daily and Daily and information on website. County documents online. Continuous Continuous Continuous 22 | P a g e Sub Programme: 0706064210 Fiscal Planning. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 4213000100 Review the CIDP. Reviewed CIDP. 1 - - Headquarters Annual Development Plan Annual Development Plan prepared and tabled 1st Sept, 1st Sept, 1st Sept, prepared. to County Assembly. 2021. 2022. 2023. Annual progress report prepared. Annual and quarterly M&E reports prepared. 4 4 4 Public participations in planning. No. of barazas/meeting organized and carried 15 15 15 out. Monitoring and Evaluation system. M&E System in installed and operational. 1 0 0 Training of M&E Committees. No. of trainings successfully undertaken. 2 2 2 Programme: 0714004210 P2 Special Programs. Outcome: Resilient communities to human induced hazards and climate change related shocks in Samburu County. Sub Programme: General Administration, Planning and Support Services. Key Performance Indicators Targets Delivery Unit Key Output (KO) Targets 2022/2023 Targets 2023/2024 (KPIs) 2021/2022  Community Peace  12 Peace meetings reaching  1,000  500  500 and cohesion. 2000 people. Headquarters  Reduce number of household  70,000 people  60,000 people in  50,000 people in  Emergency relief in need of emergency relief. receive emergency need of relief need of relief food relief food. 23 | P a g e  Signing of MOU’s with  100,000,000  100,000,000  100,000,000 budgets between  Development development partner with the Partner county government on coordination policies formulation, drafting and livelihood and programs for different departments.  To link the partners to County  Issuance of cash transfers to government the vulnerable households departments either affected by Desert locusts, drought and conflicts. Disaster Risk  Substantial reduce  Training of fifteen ward  Training of 10  Training of 50  Training of 50 Reduction disaster risk related Disaster Risk Reduction villages and 5 ward villages and 10 villages and 15 losses in lives, committees Disaster Risk ward Disaster ward Disaster Risk livelihoods and Committees. Risk Committees. Committees. health and in the  Establishment of emergency economic, operation center for fast and  Establishment and  Establishment and  Establishment and physical, social, efficient response to equipping of equipping of equipping of cultural and disasters. emergency operation emergency emergency environmental center at county operation center at operation center at Assets of persons,  Controlled swarms of desert level. sub-county level. ward level. businesses and locusts spraying over communities in  Establishment of  - Capacity  Linkage of early Samburu County. early warning building of early warning mechanisms to warning mechanisms at manage emerging mechanisms to village to county disasters. manage emerging level in manage disasters. emerging disasters. 24 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. 0705014210 SP1 Administration Services 277,191,067 284,575,303 288,627,118 0705024210 SP2 ICT Services 40,634,788 41,562,205 43,016,527 SP1 Budget Formulation Coordination 0706014210 12,542,800 11,574,198 11,741,940 and Management 0706024210 SP2 Resource Mobilization 67,991,938 69,305,970 70,350,984 0706034210 SP3 Internal Audit 19,013,870 18,644,355 18,914,564 0706044210 SP4 Supply Chain Management 20,618,886 21,340,447 21,649,830 0706054210 SP5 Accounting Services 35,811,010 34,994,395 35,501,561 0706064210 SP6 Fiscal Planning 39,767,280 24,288,635 24,639,644 0712014210 SP1 Special Programs 21,442,922 21,168,274 21,475,568 SP1 General Administration(Economic 0713014210 7,551,952 7,816,270 7,929,550 Planning and ICT) Total Expenditure for Vote 4213000000 FINANCE, 542,566,513 535,270,052 543,847,286 ECONOMIC PLANNING AND ICT PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 527,566,513 518,170,052 525,647,286 2100000 Compensation to Employees 201,702,513 208,556,412 211,547,086 2200000 Use of Goods and Services 277,054,000 255,369,790 259,069,700 2600000 Current Transfers to Govt. Agencies 40,000,000 51,750,000 52,500,000 3100000 Non-Financial Assets 8,810,000 2,493,850 2,530,500 Capital Expenditure 15,000,000 17,100,000 18,200,000 3100000 Non-Financial Assets 15,000,000 17,100,000 18,200,000 Total Expenditure 542,566,513 535,270,052 543,847,286 25 | P a g e 4214000000: AGRICULTURE, LIVESTOCK DEVELOPMENT, VETERINARY SERVICES AND FISHERIES. PART A. Vision. A food-secure and prosperous County. PART B. Mission. To improve the livelihood of Samburu County residents by promoting competitive crop and livestock farming as a business through an enabling environment, effective support services and sustainable natural resource management. PART C. Performance Overview and Background for Programmes Funding The County Agriculture Sector comprises of three sub-sectors namely: Agriculture; Livestock; and Fisheries. The sector has One (1) livestock improvement centre, Nomotio LIC and One (1) Agricultural Machinery Services unit. The overall goal of the sector is to attain a food secure and prosperous county. The sector is also a key player towards the achievement of Sustainable Development Goals (SDGs), Vision 2030, the Big Four (4) President’s agenda and the Governor’s manifesto. The strategic objectives of the sector are to: (i) Enhance livestock and agricultural productivity and output; (ii) Enhance market access for livestock and agricultural products; (iii) Enhance surveillance and control of Livestock and crop diseases and pests; (iv) Promote and support horticulture; (v) To enhance the participation of youth and women in agribusiness; (vi) Increase investment for value addition in livestock and agricultural produce; (vii) Create enabling environment for livestock and agricultural development; (viii) Enhance accessibility and affordability of inputs and credit to livestock, crop and fisheries farmers; and (ix) Enhance resilience of farmers to disasters through asset creations and climate smart agriculture. Previous performance Despite the above achievements, the sector was faced with the challenges of inadequate funding and delays in disbursement of exchequer; poor performance of markets and infrastructure; limited access to financial services; slow enactment of bills; crop and livestock marker related diseases, impacts of climate change, range degradation, limited value addition, high production costs, and inadequate strategies for implementation of policies and enforcement of legislation. 26 | P a g e During the 2021/22- 2023/24 Medium Term Expenditure Framework (MTEF) period, the sector will implement various projects and the key expected outputs for the 2021/2022 FY will be; a) Development of Samburu County Rangelands Management and Planned Grazing Management Policy 2021. b) Development of Samburu County Meat Control Policy and Act 2021. c) Promotion of beef value chain and feedlot farming through introduction of Sahiwal beef cattle for increased beef production in the county. d) Upgrade the local sheep breeds through introduction of sheep breeds/rams with superior traits for increased sheep production in the county. e) Upgrade the local Boran and Rendile camel breeds through introduction of camel breeds with superior traits for increased camel production i.e. continue with the Camel food security and nutrition initiative project. f) Promote dairy value chain through introduction of exotic dairy cattle and dairy goat breeds for increased dairy animal production. g) Promotion of Bee keeping and adding value to honey & honey products for increased honey production in the county. h) Upgrade the local chicken through introduction of improved Kienyeji chicken breeds as alternative livelihood. i) Completion and operationalization of the Nomotio Abattoir project. j) Construction of a slaughterhouses at sub-county levels. k) Construction of modern livestock sale yards for increased market access for livestock. l) Provision of certified improved pasture seeds for range reseeding and commercial pasture production. m) Livestock disease control and management through supporting vaccinations against FMD, CBPP, LSD, RVF, Black quarter, Anthrax, ECF, SGP, CCPP, Enterotoxaemia, PPR, Rabies across the County. n) Promotion of aquaculture/fish farming through establishment of fish ponds and provision of fishing nets and other gears. o) Enhance the capacity of livestock farmers through provision of livestock extension services. p) Training and capacity building of para-vets. Effective implementation of the sector programmes will depend on timely release of allocated funds to all spending units. Partnership with development partners and collaboration with stakeholders will be embraced to enhance ownership and the pace of implementation. Monitoring and evaluation will also be strengthened to ensure that allocated funds are applied for the intended purposes and are used efficiently. 27 | P a g e PART D. Programme Objectives Programme Objective General administration, planning and To provide efficient and effective support support services. services. Livestock resources management and To increase livestock production and development. productivity. Disease control and management To enhance disease surveillance, prevention and (Veterinary services). control. Crop development and management. To increase agricultural productivity and outputs for commercial purposes. Fisheries development and To promote and facilitate fish farming as a management. sustainable alternative livelihood for poverty reduction, food and nutrition security, and employment and wealth creation. 28 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme 1 : General Administration, Planning and Support Services Outcome : Increased efficient and effective service delivery Sub Programme 1 : Administration, Planning and support services Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 New technical staff recruited and Number of livestock production staff recruited. 9 5 5 Headquarters- others promoted for efficient and Administration effective delivery of extension Number of fisheries staffs recruited. 0 2 2 services to our farmers. Number of Agriculture staff recruited. 5 5 5 Number of Veterinary staff recruited. 9 5 5 Programme 2 : Livestock Resources Development and Management. Outcome : Increased household incomes, employment opportunities and county revenue. Sub Programme 1 : Livestock Policy Development & Capacity Building. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 Finalize the Range Management Number of planned Grazing 1 1 0 and Grazing Policy 2021; Improved Management Policy 2020 document in Headquarters-Directorate of community grazing management place (i.e., approved and published). Livestock Production systems – reduced grazing conflicts for grazing resources (pastures and water). 29 | P a g e Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 One (1) Samburu County Meat Number of County Meat Control Acts 1 0 0 Control Policy and Act 2020 developed. Headquarters-Directorate of developed. Veterinary Services Sub Programme 2: Livestock Production & Management. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 Improved livestock breeds for increased beef Number of Sahiwal availed to 100 300 300 production through upgrading the local breeds community. Headquarters- with superior breeds of livestock. Directorate of Livestock Improved Camel Breeds for increased food Number of Somali breed camels 400 250 250 Production security and nutrition. availed. Support the operationalization of Nomotio Number of the grazing padlocks 1 0 0 Livestock Improvement Centre. fenced and reseeded. Number of breed restocked. 10 10 10 Number and types of feeds, drugs Assorted Assorted Assorted and other inputs. 30 | P a g e Sub Programme 3: Livestock Marketing and Range Management Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 Nomotio Mini-Abattoir establishment, Nomotio Abattoir established, 1 1 0 equipping and operationalization. equipped and operationalized. Headquarters- Directorate of Improved pasture production through provision Number of Kg of improved certified 3,000 3,000 3,000 Veterinary of 2,000kg of improved pasture seeds. pasture seeds bought & distributed. Services Improved pasture conservation and storage Number of hay Bailing sets supplied. 1 3 3 through provision of hay bailing equipment. Programme 4 : Livestock Diseases Management and Control Outcome : To enhance disease surveillance, prevention and control. Sub Programme 1 : Management of livestock diseases and conditions. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 2 slaughter houses constructed and Number of operational slaughter houses 0 1 0 Headquarters- fully equipped. guaranteeing safe meat for consumption. Directorate of 2 trainees join Meat Training institute Number of trainees qualified for meat 2 1 1 Veterinary Services every year. inspection. 8 cattle dips rehabilitated and Number of cattle dips operational every 0 2 0 reconstituted. year. 480 Litres of Acaricide procured. Number of litres of vaccine for cattle 0 180 180 dips operational. 31 | P a g e 15 cattle crushes constructed. Number cattle crushes constructed. 15 5 5 3 laboratories equipped and running Number of laboratories equipped 0 1 1 one in each sub county. and operational. 3 PDS Missions per quarter. Number of PD Surveillance reports. 12 12 12 10 digital phones procured. Number of digital phones procured. 3 4 3 Sub Programme 2: Leather development industry. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 1 tannery equipped and Number of tanneries equipped. 0 1 1 connected to electricity and Headquarters-Directorate water. of Veterinary Services Sub Programme 3: Education extension and trainings. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 30 extension education sessions Number of sessions conducted. 30 30 30 conducted every year. Headquarters- Directorate of 3 sets of AI equipment procured Number of AI animals served for breed 0 1 1 Veterinary and supplied to 3 sub counties. improvement and quality products from livestock. Services One (1) car running AI activities. Number of vehicles supplying AI service to 0 1 0 farmers. 32 | P a g e Programme 4 : Crop Development & Management. Outcome : Increased agricultural production and productivity. Sub Programme 1 : Crop Development & Management. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 4214000000 Provide 71 tonnes of certified crop Number of tons of Certified seeds bought 71 50 50 Headquarters- seeds. Directorate of Food secure households increased. Number of utilization demos conducted. 2,500 3,000 3,500 Agriculture Improved income for households. Number of groups trained. Number of utilization demos conducted-Cassava 50 50 50 Groups trained. Enhanced nutritional status. Number of demonstration food utilization kits. 30 30 30 Reduced stunting. Number of utilization demos conducted. Employment opportunities created. Number of groups trained. 100 100 100 Employment opportunities created. Number of tonnes of fertilizer procured. 0 250 300 Improved farm yields. Improved crop yields. Number of Farmers who applied fertilizer to 0 3,000 3,500 Enhanced fertilizer uptake. crops. More uptake of pesticides by farmers. Number of stockists trained and supplied with 10 10 10 starter kits. Increased crop production. Number of farmers trained on post -harvest 3,500 4,000 4,500 management. Improved safety and quality of food. Percentage increase in safe and quality food. 20% 25% 30% Reduced hazards from chemical Number of sets of protective attires bought and 10 15 15 poisoning. utilized. Increased land under irrigation. Number of farmers reached under irrigation. 3,000 3,450 4,000 Food secure households increased. Number of Shade nets procured. 0 100 100 Number of Trainings conducted. 50 50 50 Increased land under irrigation. Number of acres fenced off by barbed wire. 0 3,500 3,500 33 | P a g e Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 Reduced cases of wildlife-human Percentage decrease in cases of human-wildlife 10% 15% 20% conflict. conflicts Food secure households increased. Number of farmer beneficiaries. 350 350 350 Increased service time of plant Number of machinery workshops established. 1 0 0 machineries. Number of major tools bought for workshop. 0 20 20 Increased area under crop production Number of tractors bought. 1 4 4 by supporting the AMS. Number of farmer associations formed. 4 4 4 Percentage increase in land under crop. 5% 5% 7% Sub Programme 2: Food security initiatives. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 Cereal store constructed Number of cereal stores constructed 1 1 1 Headquarters- Type and number of potato farming Ripper, Rigger, Planter and motorized sprayers 1 6 8 Directorate of equipment procured Agriculture Enhanced food security at Number of small schemes established and crops 0 2 2 household’s level. planted. Increased new infrastructure. Number of both direct and indirect beneficiaries. 0 3,500 3,500 New technologies adopted. Number of plots set aside and 0 1 1 Number Structures in place. 1 1 Increased value addition and cottage Number of greenhouses installed. 0 4 4 industry development. Assets created. Number of farm business Plans developed. 3,500 3,500 3,500 Reduced stunting. Percentage of farm business plans implemented. 70% 75% 80% Increased Job creation. Increased farm produce. Number of soil samples analysed. 80 100 100 Sustainable resource use. Number of on farm structures established. 0 100 100 Biodiversity retained. 34 | P a g e Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Enhanced bargaining power Number of farmer cooperatives established. 8 3 3 Increased income at household level. Income generating investment Number of Agro-processing firms established. 2 2 2 developed. Number of Memoranda of understanding signed between partners. 2 2 2 Enhanced database developed. Number of established data management system 1 1 1 Research initiatives improved. every year. Number of trained officers. 5 5 5 Number of data gathered. 5 5 5 Programme 4 : Fisheries Development and Management. Outcome : Fish farming promoted, facilitated for food & nutrition security, employment & wealth creation. Sub Programme 1 : Management and Development of Fisheries. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 Introduction of 60,000 fingerlings Number of fingerlings procured. 60,000 45,000 40,000 Headquarters- for increased fish production. Directorate of 40 fishing nets and cover nets Number of fishing nets availed. 40 35 30 Fisheries availed to fish farming groups. 10 Cold boxes availed to fish Number of Cold boxes procured. 10 10 10 farming groups Enhanced capacity of farmers in Number of farm visits. 4 4 4 aquaculture technologies. Number of trainings conducted. 12 12 12 Number of field days held. 3 3 3 35 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 Administration, Planning and 0101014210 166,267,884 77,455,962 78,578,512 Support Services. SP1 Livestock policy development 0103014210 12,748,584 13,194,785 13,386,013 and capacity building. SP2 Livestock Production and 0103024210 106,167,032 104,422,378 106,660,384 Management. SP3 Livestock Diseases 0103034210 33,999,666 35,352,654 35,589,649 management and control. SP4 Livestock marketing and 0103044210 33,895,235 32,206,569 34,839,997 rangeland management SP1 Management and Development 0104014210 11,149,552 12,088,062 12,596,280 of Fisheries. 0105014210 SP1 Lands and Crops Development. 362,942,464 302,279,633 302,825,715 0105024210 SP2 Food security Initiatives. 20,987,190 21,546,742 21,786,550 Total Expenditure for Vote 4214000000 AGRICULTURE, LIVESTOCK, 748,157,607 598,546,785 606,263,100 VETERINARY SERVICES AND FISHERIES PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024 Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 273,538,919 187,446,785 190,163,100 2100000 Compensation to Employees 127,879,303 132,355,080 134,273,270 2200000 Use of Goods and Services 144,939,616 54,346,505 55,133,830 3100000 Non-Financial Assets 720,000 745,200 756,000 Capital Expenditure 474,618,688 411,100,000 416,100,000 2200000 Use of Goods and Services 305,403,688 243,000,000 243,200,000 3100000 Non-Financial Assets 169,215,000 168,100,000 172,900,000 Total Expenditure 748,157,607 598,546,785 606,263,100 36 | P a g e 4215000000: WATER, ENVIRONMENT, NATURAL RESOURCES & ENERGY. PART A. Vision Sustainable provision of adequate and wholesome water services, natural resource utilization for economic development, and access to a clean and secure environment. PART B. Mission To protect, conserve and improve access to adequate and safe water and other natural resources for a sustainable socio-economic development. PART C. Performance Overview and Background for Programme(s) Funding. The Department of Water, Environment, Natural Resources and Energy is determined to protect and conserve the environment, sustainably managing its natural resources and taking urgent action on climate change as well as provision of adequate and wholesome water services to its residents and other creatures. This is done so as it can support the needs of the present as well as future generations in the county and its neighbours. During the MTEF period 2018/19-2020/21, the Department realized the following achievement on water and sanitation directorate: Undertaking hydrogeological surveys and water feasibility studies to ascertain underground and surface water potentials; Borehole Drilling of forty-two (42) No. and equipping of fifty-nine (59) No. boreholes including those that were previously drilled. Excavation and desilting of three (3) earth dams; development of six (6) No. rock catchments and two (2) No. sand dams, as well as construction of water extension pipelines totaling to 75 kilometers. These water infrastructure development has ensured that we have about five hundred (500) number of households that have added into the population within the county that are accessing clean and safe water and about two hundred thousand (200,000) number of domestic stocks are now able to access water with ease. In the environment, natural resources and energy directorate; we have designated and constructed a perimeter wall to secure Archer’s Post solid waste management site, Restoration of degraded rangelands through control and management of invasive species in Maralal environs (specifically Loikas, Lmutaro and Ngari areas) and Meibae community conservancy. The sector was also able to operationalize the County Environment Committee to undertake its mandate of overseeing environmental management and coordination in the county, formulation of rangelands management and planned grazing policy, which is currently in its last stages. Other notable achievements are capacity building of Natural Resource Management institutions to support protection and management of natural resources i.e. training of five (5) Water Resource User Associations (WRUAs), three (3) Community Forest Associations (CFAs), three Charcoal Producer Associations (CPAs), Water User Associations (WUA’s), sand harvesting and other environmental groups. 37 | P a g e The department has created a number of partnerships with other stakeholders that has seen development of critical resource management plans and implementation of its projects and/or activities within the CIDP. For example, in partnership with IMPACT trust, Water Resources Authority (WRA) and Wetlands International, the department supported the development and completion of Sub-Catchment Management Plans for five (5) WRUA’s namely: Wamba Nkura, Machini, Seiya, Nontoto and Ol Keju Osira; and development of a Ewaso Nyiro Wetlands Management Plan covering three wetlands within the county, which include suguta marmar, kisima and kelele. A partnership with Food and Agriculture Organization of the United Nations (FAO), Kenya Forest Service (KFS), Kenya Wildlife Service and Kenya Water Towers Agency (KWTA) also saw the development and completion of Leroghi/Kirisia Forest Ecosystem Management Plan. In partnership with Ministry of Energy and World Bank, we were also able to undertake feasibility studies for solar connectivity through establishment of Mini-Grids in 10 of our upcoming centres and/or towns and community facilities such as health centres, schools and boreholes as well as undertaking market surveys on clean energy initiatives. The results of the feasibility studies were out and the county will benefit with eight (8) sites within the county and two (2) other border sites (south horr and Ngurunit areas) where mini-grid will be installed. Through this partnerships department staff training on different areas of specialization and interest, such as Geographic Information System (GIS), Project Planning & Management, Monitoring & Evaluation, Climate Change matters, Participatory Rangelands Management and Solar PV installation and management was also achieved. Going forward, the department requires resources to fund intervention measures geared towards improving access to adequate and safe water; protection, conservation and sustainable management of the environment and natural resources. We will strive to continue supporting water infrastructure development both for domestic and livestock use; sanitation and solid waste management in the county as well awareness creation on National covid-19 waste management guidelines; rangelands management through rehabilitation of degraded areas and control of invasive plant species, and promotion of other sustainable land management approaches; establishment and capacity strengthening of natural resource management institutions in the county. The department will also strive to enter into Public Private Partnerships with investors interested in sustainable development and exploitation of Non-Timber Forest products; mining and mineral products, and Green energy activities as the county has great potential on these resources. We are also looking forward at developing policy and legal frameworks and other Programmes/plans that will contribute to sustainable forest management and tree growing, rangelands management, and in mitigating and adapting to climate change. In order to deliver and achieve the desired goals, human capital development among our technical staffs and management is critical and the department will continue to invest its financial resources as well as seeking support from partners in empowering its staffs through capacity development either through trainings, workshops and learning events. 38 | P a g e PART D. Programme Objectives Programme Objective General Administration, To promote efficient and effective support services. Planning and Support Services Water and sanitation services To provide water of appreciable quantity and quality at reduced distances for both Livestock and Human populations and develop Sewerage systems. Environmental Protection To plan, develop and conserve all environmental resources for and Management sustainable development. Natural Resources Services To enhance conservation and management, and regulate natural resources use within the County. 39 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration, Planning and Support Services. Outcome: Increased efficient and effective service delivery. Sub Programme: General Administration and Support Services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4215000000 Enhanced quality surface delivery. Technical and other critical staff in place. 10 40 60 Headquarters Enhanced efficient and effective No of motor vehicles and motor cycles 1 1 1 service delivery. procured. Capacity of departmental staffs No. of staff trained in different areas of their 10 10 5 improved. specialties. Programme: Water and Sanitation infrastructure. Outcome: Provision of Sufficient water and waste water disposal facilities. Sub Programme: Water Infrastructure Development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Kms of pipeline newly laid and connected Km. Constructed pipe lines. 50 30 20 to the targeted population. Rehabilitated /Repaired existing water Km Kms of pipe lines rehabilitated or repaired . 10 10 10 supply pipe lines. Newly constructed treatment works % of treatment works and storage tanks %. 10 20 20 and storage tanks. constructed. 40 | P a g e No. Increased population served with No. Operational boreholes. 60 60 60 wholesome water. Increased access to safe water, with No. No. of boreholes drilled & equipped. 20 20 15 reduced distances to water points. Improved & protected Critical water No. of Improved and protected springs/ No. 4 4 4 catchment areas springs/wells. Wells. No. Constructed of Earth Pans. No. of Earth Pans Constructed. 10 10 10 No. Desilted existing water pans. No. of water pans desilted. 6 6 6 No. Desilted existing earth dams . No. of earth dam desilted. 3 0 4 Constructed Dams/ sand dams across No. of Constructed Dam Wall across No. 8 8 10 Drainage channels. drainage channels. No. of Roof Catchments Constructed. No. Constructed Roof catchments. 10 10 10 Constructed Ground level Masonry No. No. of storage tanks constructed. 10 10 10 storage tanks. % of water master plan document % Developed County Water Master Plan. 0 50 50 developed. Appropriate sites identified for N o. of Hydro geological survey reports No. 40 40 40 borehole drilling. developed. No. Improved sanitation and hygiene. No. of toilets and bath rooms constructed. 60 60 30 41 | P a g e Programme: Environmental Protection and Management. Outcome: Sustainably managed environment. Sub Programme: Solid Waste Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Percentage (%) Waste management strategy approved Cabinet Minutes, 10% 30% 40% by Cabinet. Strategy paper. No. Waste management policy formulated Hansard reports: and policy document. 1 1 and approved by County Assembly. No. Dumpsite designated and fenced. No. of dumpsites fenced. 1 1 1 No. S anitation Programme undertaken and No. of casuals hired; 100 100 100 casuals hired in the selected sites; Reports on sanitation Programme. 15 sites 15 sites 15 sites Improved environmental status of towns and markets. No. Land acquired and dumpsites No. of dumpsites constructed; 0 1 1 constructed. Land documents. No. Dustbins procured and supplied. No. of dustbins procured and supplied; 0 50 100 No. of sites provided with garbage collection bins. 4 4 2 No. Improved practices on solid waste No. of sensitization forums held; 3 3 3 management. Change in people’s attitude and perception. No. Transfer stations constructed; No. of operational transfer stations. 0 2 2 Reduced time taken to collect garbage from point to disposal site. 42 | P a g e Sub Programme: Water Catchment Protection and Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 No. Water catchment protected, conserved No. of catchments and springs protected. 3 3 3 and rehabilitated. No. Natural springs, wetlands & other Water sources distribution map. 1 1 1 water catchment areas surveyed and No. of springs or wetlands protected. mapped; Wetlands that are conserved, protected and restored to the original state. No. Wetland management plan developed. No. of wetland management plans 1 1 1 approved. No. NRM institutions established and No. of workshops conducted; 3 3 3 trained No. of registered institutions; No. of NRM Institution members trained; (WRUAs, CFAs, Sand Harvesting Reports and certificates of registration. groups). Sub-catchment management plans No. of sub-catchment management plans 2 2 2 formulated and validated. approved. No. Riverine ecosystems along Ewaso No. of kilometers of riverine ecosystems 20 30 50 Ng’iro River and within Ndoto, Nyiro protected. and Kirisia catchment areas protected. 43 | P a g e Sub Programme: Sustainable Forest Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 No. Enhanced forest protection, No. of forest stakeholder forums held; 3 3 3 management & conservation. No. of CFA’s registered & have capacity to Capacity of CFA to deliver services deliver services. improved. No. Enhanced forest protection, No. of forest stakeholder forums held; 2 0 2 management & conservation. No. of PFM Plans developed and approved. Tree nurseries as enterprises & other No. of tree nursery established 2 2 No. Income Generating Activities for Reports; livelihood diversification e.g. brick No. of seedlings produced. making; woodlots established and promoted. No. Better understanding of county’s No. of study reports on NWFPS. 0 0 0 NWFPs potential. No. Improved livelihood for communities. Number of non-forestry livelihoods 1 1 0 enterprises started & sustained. No. Acreage of land under forest cover No. of tree seedlings planted 20,000 20,000 increased. % survival rates. No Deforestation trend reduced. Policies and laws disseminated on charcoal One (1) One (1) 0 production; awareness awareness No. of awareness campaigns conducted; campaign. campaign. 44 | P a g e Sub Programme: Environmental Planning and Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 No. County environment committee No of CEC meetings conducted. 4 4 4 operationalized. Percentage (%) A Coordinated & enhanced A County Environment Action Plan 20% 20% 20% environmental management. developed & approved. implementa implementa implementa tion. tion. tion. No. School greening Programme No. of environmental clubs strengthened. 30 30 30 undertaken. Percentage (%) Climate Change policy Bill and Climate Change policy & other 60% 20% 20% CCCAP formulated and approved by legislations/plans developed and approved implementa the Cabinet & County Assembly. by Cabinet & County Assembly. tion No. A resilient environment & local No. of climate change adaptation & 2 2 2 communities with shocks to withstand mitigation actions and/or activities climate change negative effects. implemented; 45 | P a g e Programme: Sustainable Land Management. Outcome: Integrated rangelands and watershed landscapes are restored, sustainably managed and are enhancing pastoral economy and providing other multiple benefits. Sub Programme: Rangelands Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Ha Rangelands managed, degraded Reports; 1,500 HA 2,000 HA 2,000 HA pastureland reseeded and invasive Acreage reseeded; species controlled. Acreage cleared of invasive species. Percentage (%) Rangeland management and grazing No. of policies developed and approved. 100% 20% 20% control policy developed and Approved Implemented Implemented implemented. Percentage (%) A healthy rangeland that is able to % reduction of land cover with gulley’s 25% 30% 30% support pastoral economy; and bare land/ground; Reduced acreage of land under gulley No. of soil conservation structures in place. 4 erosion. No Improved rangeland that sustainably No. of community conservancies adopting 3 3 3 support pastoral economy through. holistic rangelands management approaches. Acres Regenerated rangeland with improved Acres of land rehabilitated and with 150 acres 150 acres 150 acres pasture production (pasture improved pasture production. conservation &production;& rangelands reseeding). 46 | P a g e Percentage (%) Reduced invasive species spread in the % reduction of the vegetative coverage 20% 20% 20% county. under invasive species No Improved practices in pasture Number of community institutions actively 2 2 2 management and conservation. practicing pasture management and conservation. No Reduced acreage of land under gulley % reduction of land cover with gulley’s 20% 25% 30% erosion. and bare land/ground. No. of soil conservation structures in place. 2 2 2 Programme: Natural Resources Services. Outcome: Sustainable management and utilization of natural resources. Sub Programme: Sustainable exploitation & management of mineral resources. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 No and Resource inventory and mapping No. of Resource maps developed. 1 0 0 percentage undertaken. No. Quarry site developed and No. of quarry sites supported & working; 1 1 1 operationalized. No. of NRM institutions supported & working. No. A better informed stakeholders on No. of stakeholder forums held; 1 1 1 minerals & energy exploration Forums workshop reports. approaches & relevant legislations. 47 | P a g e Sub Programme: Green Energy Development and Management. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 No. Adoption of good practices by the Number of appropriate new technologies 2 2 2 community on the use of efficient adopted and sustained by the households energy technologies. and institutions. No. energy efficient technologies (e.g. Number of energy efficient enterprises set- 1 1 1 charcoal kilns, cook-stoves). up by entrepreneurs. No. Improved PPP status based on No. of partnership contracts signed and 1 1 0 alternative energy projects. implemented. 48 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 General Administration Planning 1001014210 20,301,883 21,012,449 21,316,977 and Support Services. 1002014210 SP1 County Environment Management. 14,065,922 14,233,099 14,454,218 SP2 Forests Conservation and 1002024210 25,183,286 26,464,701 28,442,450 Management. 1003024210 SP2 Soil Conservation Management. 5,015,494 5,191,037 5,266,269 1003034210 SP3 Mining Services. 2,198,572 2,271,172 2,303,001 SP4 Water catchment and protection 1003044210 8,976,184 9,297,351 9,434,993 services. 1004014210 SP1 Storm Water management. 5,085,305 5,235,967 5,311,850 1004024210 SP2 Water and sanitation services. 559,699,493 541,884,975 547,864,468 Total Expenditure for Vote 4215000000 WATER, ENVIRONMENT, NATURAL 640,526,139 625,590,751 634,394,226 RESOURCES AND ENERGY PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 171,426,139 151,490,751 153,394,226 2100000 Compensation to Employees. 46,710,539 48,307,275 49,018,346 2200000 Use of Goods and Services. 63,215,600 60,369,476 60,955,880 2600000 Current Transfers to Govt. Agencies 59,000,000 40,365,000 40,950,000 3100000 Non-Financial Assets. 2,500,000 2,449,000 2,470,000 Capital Expenditure 469,100,000 474,100,000 481,000,000 3100000 Non-Financial Assets. 469,100,000 474,100,000 481,000,000 Total Expenditure 640,526,139 625,590,751 634,394,226 49 | P a g e 4216000000: EDUCATION AND VOCATIONAL TRAINING. PART A. Vision A highly educated and empowered community contributing effectively to children and youth development. PART B. Mission To provide, promote and to co-ordinate quality, education and training, integration of science, technology and innovation in sustainable socio-economic development process. PART C. Performance Overview and Background for Programme(s) Funding In the period under review the sector implemented four programs which include: General administration, planning and support services, ECDE, bursary management services and Vocational training. The following section highlights the achievements realized between the periods. General administration, planning and support services During the period the following achievements were realized:  Formulation of the bursary Act.  Capacity building for staff at various levels – ECD officers have been trained on competency based curriculum, ECD teachers were trained on competency based curriculum, a few officers attended various workshops organized by the county such as the KIPPRA workshop on policy issues, sector working group, job evaluation training and the KICD workshop.  Facilitate recruitment of various vacant offices. The department has advertised recruitment of the ECDE deputy director, quality assurance and standards officer and replacement of ten ECD teachers.  Coordination of development partners – the department has coordinated several technical working group meetings with both the development partners and other line ministries.  Implementation and monitoring and evaluation of various projects. The department carries out regular monitoring and evaluation programs on all early childhood and vocational training programs. 50 | P a g e  32 sets of furniture’s provided to various ECD centers  80 Water tanks (5000Ltr) were supplied to preschools.  Multipurpose hall ( Maralal Polytechnic).  2 Motorbikes were procured and purchased for monitoring and evaluation purposes. Early Childhood Development Education This Programme has experienced growth since devolution Period the following achievements were realized: Number of ECDE centers Number of ECDE centers has increased by 12.5% from four hundred ninety-seven (497) to five hundred sixty-eight (568). Enrolment The number of children has increased by 6.5% from 40,900 to 43,946 and this was attributed to the Samburu County Government efforts of investing in ECDE. Recruitment of ECDE teachers One hundred and sixty-eight (168) teachers have been recruited resulting to the increase in number of teachers from three hundred and sixty-two (362) to five hundred and thirty (530). This is an increase of 33.6%. School Feeding Programme A total of 432 satellite ECDE schools with a population of 34,460 children have benefited from the school feeding Programme. The budgetary allocation for the sub program had reduced from Kshs 60M in 2015/16 period to Kshs 50M 2018/2019. An increase was seen in the program budget in 2019/2020 from Kshs 50M to Kshs 70M.The ECDE centers have also been provided with water tanks to enhance water harvesting to supplement water shortage experienced in some schools. A total of 80 water tanks (5,000 liters) were supplied. Curriculum materials All the ECDE centers have been provided with curriculum materials and other administrative records, teaching and learning materials. This has enable teachers to implement curriculum as per the national policy framework. All pre-primary schools have been supplied with competency based curriculum support materials that is curriculum design and activity books (teacher’s and learners’ copies). 51 | P a g e Infrastructure development Before the period under review thirty-six (36) classrooms and eighteen (18) sanitary blocks been constructed and thirty-two (32) classrooms equipped with pre-school furniture, but as at now three hundred (300) ECDE centers in total had been constructed and equipped with furniture. Bursary management system Many needy students have benefited from this Programme. A total of Kshs 80M has been disbursed to various institutions of learning. This has enabled children from poor background to access higher education. Bright students have also received scholarships to study medicine and engineering courses. Vocational training Revitalization of the Maralal VTC During the period under review the Maralal VTC has attained the following achievements: 1. Construction multi-purpose hall 2. Purchase of assorted workshop tools and 3. Supply ICT appliances Recruitment of instructors The department recruited two more instructors in the VTC. PART D. Programme Objectives Programme Objective General Administration, To provide effective and efficient services to both public and planning and Support other county entities. services  To increase access and enrolment in ECDE centers.  To safeguard rights and welfare of children as per the Early Childhood children’s Act of 2001. Development  To strengthen management and governance of ECDE centers. 52 | P a g e  To enhance proper co-ordination and collaboration of ECDE centers and mother primary school.  To improve health, growth safety and development of children.  To improve personal hygiene and sanitation among ECDE children.  To monitor and evaluate ECDE programmes.  To facilitate networking and forming linkages among stakeholders and partners.  To provide learning/teaching materials.  To provide playing materials both fixed and indoor materials.  To increase access to vocational training.  To Equip the youth with relevant skills, knowledge and attitudes for labor market.  To promote and support campaigns aimed at reducing HIV/AIDS, STD infections, crime and drugs.  To increase opportunity for young people to access Youth training and training on meaningful participation and development. Development  To reduce the level of youth unemployment through empowerment.  Mainstream and sustain youth issues in all the relevant policies and policy documents.  To enhance capacity of young people to engage in meaningful activities. 53 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme 1: General Administration, Planning and Support Services Outcome: Increased service delivery. Sub Programme 1. General Administration, Planning and Support Services. Targets Targets Targets Delivery Unit Key Outputs (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 General Develop annual work plan  Work plan in place. administration for FY 2021/2022. 1 1 1 Enhanced procurement of  Procurement plan prepared in place. goods and services. 1 1 1 Enhanced and efficient  Holds staff members accountable for their service delivery. performance.  Aligning personal and organizational goals. 25 30 35  Encourages communication feedback. Improved performance.  Training needs assessment for the FY 4 4 4 2021/2022. Enhanced progress towards  Performance monitoring and evaluation. meeting the objectives. 520 530 550 Improved and effective  Staff Performance evaluated and appraised performance. 25 30 35 Improved performance and  Implementation Identified training needs 4 4 4 results. Improved policy  Guidelines for Formulation of policies for 3 1 1 formulation. programs provided. 54 | P a g e Programme: Early Childhood Development. Outcome: improved access, equity and quality of ECDE programmes in Samburu County. Sub Programme: Early childhood development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Pre-primary infrastructure improved to Number of new pre-school classroom to be 4216000000 25 enhance access to ECDE. constructed. 30 30 Headquarters Improve pre- school infrastructure and Number of pit latrines to be constructed. hygiene. 60 60 60 To provide storage facility in the Number of office/stores to be constructed. 60 schools. 60 60 Improved learning environment quality Number of ECDE centers with adequate and 80 and access to ECDE centers programs. suitable furniture. 80 80 Enhanced performance curricular Number of ECDE centers with relevant play and 520 activities in ECDE Centers learning materials. 520 520 Improved safety and security of learning Number of pre-schools 60 equipment’s fenced. 60 60 Improved access and retention of Number of satellite pre- schools supplied with 432 children in ECDE centers food rations. 482 532 Improved High level hygiene and safety Number of pre-schools 30 of food rations with kitchen constructed. 60 60 Procurement of cooking appliances Number of cooking appliances procured. 568 578 588 Pre-primary infrastructure improved to Number of pre-school classroom to be enhance access to ECDE repaired and maintained. 50 100 150 To improve access Number of students who benefited for and retention at in schools bursaries. 11,200 12,000 13,000 55 | P a g e To improve access Increased teacher – learner ratio in pre- schools. 90 90 and quality education to all learners 90 Improved record keeping for effective Number of ECDE centers provided with and efficient administration administrative records. 520 578 588 Improved monitoring and evaluation to Number of motor vehicle procured and enhance curriculum implementation monitoring and evaluation reports done timely. 1 1 1 Improved monitoring and evaluation to Number of motor bikes procured and monitoring enhance curriculum implementation and evaluation reports done timely. 6 6 5 Improved health status among young Improved growth and monitoring equipment learners. procured. 100 100 100 Improve administrative services at the Number of sub county offices established and sub county level equipped. 1 1 1 Improve administrative services at the Number of sub county offices established and sub county level equipped at the ward level 5 5 5 Procure and supply of teaching/ Number of teaching/learning materials learning materials supplied. 520 578 588 Ensure safe, comfortable and secure Number of makeshift learning environment classrooms constructed. 4 4 4 Effective implementation of the new Number of CBC support materials procured and curriculum supplied to all centers. 568 578 588 Procurement and Provision of water Number of center supplied with water 60 80 80 harvesting tanks harvesting tanks. Improved ownership of ECDE Number of capacity building sessions for ECDE programmes by the community board of management committees conducted. 4 4 4 for sustainability. 56 | P a g e Programme: Youth training and Development Outcome: Improved access, equity and quality youth training Sub Programme: Revitalization of Youth Polytechnics Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2020/2021 2021/2022 2022/2023 4216000000 Purchase of sets of polytechnic Number of polytechnic assorted tools/equipment and materials procured. 4 4 Headquarters assorted tools/equipment and materials 4 Establishment and equipping one youth A number of youth polytechnics established and 2 2 2 polytechnic in two sub counties equipped. Improved hygiene Number of sanitation block constructed at the sub and sanitation in within the facility county center. 2 2 2 Effective curriculum implementation. Number of instructors and other personnel recruited and deployed in the vocational training center. 15 15 15 To generate income for the institution A production unit workshop established. for sustainability. 10 10 10 Enhanced operations of the production Production unit material procured and supplied. 10 10 unit. 10 To generate income for the institution Number of Conference training center. for sustainability. 1 1 1 To enhance skill acquisition and self- Number of CBET training for youth. 3 3 3 reliance for youth. Youth physical development and play Number of sports equipment and material procured. grounds improved. 3 3 3 57 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 General Administration Planning 0501014210 155,909,109 156,501,427 158,769,564 and Support Services. SP1 Early Childhood Development and 0502014210 468,776,722 483,070,908 490,325,559 Education. SP1 Revitalization of Youth 0504014210 21,736,692 22,115,126 22,294,527 Polytechnics Total Expenditure for Vote 4216000000 646,422,523 661,687,461 671,389,650 EDUCATION AND VOCATIONAL TRAINING PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 484,122,523 496,187,461 503,389,650 2100000 Compensation to Employees. 278,624,331 288,376,183 292,555,549 2200000 Use of Goods and Services. 88,548,192 91,632,528 92,971,601 2600000 Current Transfers to Govt. Agencies 111,700,000 110,745,000 112,350,000 3100000 Non-Financial Assets 5,250,000 5,433,750 5,512,500 Capital Expenditure 162,300,000 165,500,000 168,000,000 3100000 Non-Financial Assets 162,300,000 165,500,000 168,000,000 Total Expenditure 646,422,523 661,687,461 671,389,650 58 | P a g e 4217000000: MEDICAL SERVICES, PUBLIC HEALTH AND SANITATION. PART A. Vision A County free from preventable diseases and ill health. PART B. Mission To provide effective leadership and participate in the provision of quality health care services which are equitable, responsive, accessible, and accountable to the people of Samburu County. PART C. Performance Overview and Background for Programmes Funding. The department of Health services has three health sector programs namely, Curative and rehabilitative health services, Preventive and promotive health services and General administration, planning, management support and coordination. There were various achievements across all the mentioned programs. Some of the key for the financial year 2019/2020 are: - The total number of facilities are ninety-seven categorized into 3 Hospitals,15 Health centers, 63 Dispensaries and 16 Private clinics. The three hospitals are 2 GoK and 1 FBO, of the 15 Health Centres,12 are GoK while 3 are FBO facilities. In terms of distribution, Samburu North has 21 (17 GoK and 4 FBOs) Health facilities, Samburu central 48(31 GoK, 6 FBOS and 11 Private Clinics) while Samburu East has 28 (21 GoK, 2 FBO and 5 Private). There are 4 facilities with theatres namely Maralal County Referral, Baragoi SDH, Catholic Hospital Wamba and Suguta Health Centre (proposed to be Upgraded to a hospital). The county has a total number of 15 Ambulances with eleven belonging to County government and 4 belonging to FBO facilities.  A fairly functional referral system with ambulance system serving the whole county.  Archers Post Sub County Sub County Hospital completed and handed over to the County Government.  Purchased a new Ambulance and positioned it at Wamba Health Centre for Wamba East Ward.  A new Pickup purchased for use in collection of vaccines, Oxygen and redistribution of commodities.  According to data extracted from iHRIS August, 2020 the County has a total of 791 health workers across all cadres. This Consisted of sixteen (16) Medical Officers, (five) 5 Consultants; [two (2) surgeons, one (1) Tropical Medicine specialist], two (2) family Physicians, two (2) Dentists, four (4) pharmacists and One (1) Epidemiologist. The Doctor (Medical Officers) to Patient ratio is about 1:19,327. 59 | P a g e  There were 309 Nurses in the County GoK health facilities translating to one (1) nurse per 1,004 persons. The Number of Clinical officers stood at 56 both specialized and Non specialized. Among the Laboratory personnel, the total number was 27 which included technologists and technicians.  Improved commodity reporting rates.  Adoption of online reporting for all commodities and especially for ARV’s and TB Commodities.  Improved commodity storage conditions (availability of palettes).  Monthly data review meetings to discuss data.  Quarterly Data quality audits.  M&E Technical Working Group in place.  Engagement of National HIS and Health IT in establishing EMRs in Samburu County. Referral, Kisima Model Health Centre, Wamba Health Centre and Baragoi Sub-District Hospital.  M&E coordinator in place with clear Job description.  M&E officers are able to generate information products.  Additional Hrio through support of UHC.  Installation of fibre optic in Samburu County Referral Hospital.  Skilled birth deliveries in the county were 45.5% despite the effects of Covid-19 pandemic, while Immunization service utilization stood at 85.5% based Penta 3 antigen administered. Fully immunized stood at 67.7% against a target of 80%. Notably Cervical cancer screening and gender-based violence performed poorly at 0.4% and 0.001% for the year 2019/2020. On maternal and child health Indicators, only 42.2% of pregnant women completed at least 4 Antenatal clinic sessions. PART D. Programme Objectives Programme Objective General Administration To enact and implement policies that relates to resource Planning and Support Services planning and strengthening health care systems. Preventive and Promotive To reduce disease burden associated with environmental health Health Services risk factors and unhealthy lifestyle. To provide essential quality health Services that is affordable, Curative Health Services equitable, accessible and responsive to client needs. 60 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration Planning and Support Services Outcome: Improved Planning and strengthened health care systems. Sub Programme: Human Resource Management and Support Services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/20222 2022/2023 2023/2024 4217000000 Attraction, retention and motivation of No of health workers paid their salaries. 891 991 1091 Headquarters Health Workers. Enhanced managerial and leadership skills No. of health workers in charge of various 60 75 90 among health workers in managerial levels. departments trained. Equip health workers with technical No of health workers trained on technical 65 75 80 knowledge and information. modules. Enhance capacity of the already working No of health workers trained in specified 5 7 10 health workers. specialties. Equip Community health volunteers with No of Community health workers trained 300 400 500 technical modules. on technical module. Sub Programme: Health Policy, Planning and Financing. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 421700000 Scaling up of revenue collection in Percentage (%) increase in revenue collection in 16,000,000 18,000,000 20,000,000 Headquarters various collection points. county referral and sub-county hospitals (Ksh). Scale up of revenue collection from Amount of revenue collected from liquor licensing 400,000 600,000 800,000 liquor in the county. (Ksh). Scale up of revenue collection from Amount of revenue collected from food hygiene 700,000 800,000 900,000 food hygiene licensing. licensing (Ksh). 61 | P a g e Scale up of revenue collection from Amount of revenue collected from approval of 200,000 300,000 400,000 approval of building plans. building plans (Ksh). Utilization of allocated funds. Percentage (%) of the funds use. 90 100 100 Compliance with set budget. Percentage (%) of compliance to the budget. 100 100 100 Percentage (%) of funds allocated for Development Index. 26 35 35 development. Cost reduction /Savings. Percentage (%) of funds saved. 25 25 Establishment of policies Number of bills and policies developed. 1 2 3 procedures and controls Comprehensive Annual health work Number of annual health plans developed. 1 1 1 plan (CAWP) Health facilities with functional No of health facilities with HFMC/Boards. 80 85 90 Health Centre Committee Sub Programme: Health Standards and Quality Assurance Services. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/20222 2022/2023 2023/2024 4217000000 Improved intersectional No. of stakeholders meetings held annually. 4 4 4 Headquarters collaborations. Customer satisfaction(surveys)/ exit Number of exit interviews conducted 10 10 10 interviews undertaken. Percentage (%) of facilities with Service Delivery Developed Service Delivery Chart. 100 100 100 Charters. Enhanced coordination of technical No of technical working group meetings held per 24 24 24 working group. quarter. 62 | P a g e Programme: Preventive and Promotive Health Services. Outcome: Reduction on environmental health risk factors and conditions in Samburu County Sub Programme: health promotion. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/20222 2022/2023 2023/2024 Percentage (%) of people reached with health Population aware of common messages on common communicable diseases in communicable diseases. 80% 85% 90% Samburu county. Population aware of risk factors No. of advocacy/commemoration 20 to health. observed. 25 30 Increased case detection and No. of suspected cases detected and investigated. 300 Response. 450 500 More functional community units No. of community health units established. 52 62 72 established. Increased number of households with Percentage (%) of Households with functional 34 function toilets. toilets. 44 54 Increase no. of schools with No. of schools with functional sanitary facilities. 102 functional sanitary facilities (ECDE). 200 250 Increase number of population Percentage (%) of Schools and Households with 25 washing their hands during the functional hand washing facilities. 30 45 critical times Improved medical and general No. of health facilities with Medical and general 10 15 20 waste management. waste management. Increase number of open No. of villages certified to be open 4 6 2 defecation free villages. defecation free. Increase awareness on Alcohol Percentage (%) population who smoke; 25 10 5 and drug abuse. Percentage (%) population consuming alcohol regularly. 63 | P a g e Sub Programme: Communicable Diseases Control. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 2 4217000000 Population aware of Risk factors to Percentage (%) of target population receiving MDA 100% 100% 100% Headquarters health. for Trachoma. Percentage (%) of TB patients completing Improved TB treatment. 90 90 100 treatment. Reduced number of TB defaulters. Percentage (%) of TB defaulters followed. 100 100 100 Improved malaria diagnosis in the Percentage (%) of facilities testing malaria with 90 95 100 county. RDTs before treatment. Improved malaria case management Percentage (%) of health workers trained in malaria 70 75 80 in the health facilities. case management in the county Percentage (%) of Malaria inpatient case fatality Reduced case fatality due to malaria 10 7 5 reported. Improved health worker sensitization Couple year protection due to condom use 90% 95% 100% on management of HIV/AIDS. Percentage (%) of health workers trained on 70 80 90 management of HIV/AIDS clients Improved testing and counseling No of VCT operationalized in the county. 40 60 80 services in the county. No of health facilities offering youth friendly 10 15 20 Improved adolescents health services. including reduction of risk factors. Percentage (%) of adolescents accessing 50 60 70 reproductive health services. Population aware of the commonly No of sensitization meetings held on neglected 40 50 60 neglected tropical diseases common tropical diseases in the county. in Samburu county. No of patients with jiggers treated in the community. 400 200 100 64 | P a g e Sub Programme: Non-Communicable Disease Prevention & Control. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 4217000000 Population aware of Risk factors to Percentage (%) of adult population with BMI over Headquarters 5% 3.5% 2% health. 25. Population aware of cancer risk No of cancer cases detected and managed. 2000 1500 1000 factors. Population aware of Risk factors to No of diabetes and hypertension cases detected and 2000 1500 1000 diabetes. managed. Decrease the number of new Percentage (%) of new out –patients cases with high outpatients cases with high blood 0.4 0.3 0.2 blood pressure. pressure. Sub Programme: Reproductive, Maternal, Neonatal, child and Adolescent Health. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 4217000000 Improved Antenatal clinic Percentage (%) of pregnant women attending at 2 60 70 80 Headquarters attendance. least four ANC visits. Improved essential medicines and Percentage (%) of health facilities with essential 100 100 100 equipment in the health facilities. medicines and equipment. Percentage (%) of pregnant women receiving iron Provision of iron folate supplements. 95% 95% 100% folate supplements MtMSGs strengthened and supported. No of MtMSGs strengthened and supported. 60 70 80 65 | P a g e Percentage (%) HIV+ pregnant mothers receiving PMTCT Strengthened. preventive ARV’s fit to reduce risk of mother to 100 100 100 child transmission (PMTCT). Percentage (%) of deliveries conducted by skilled 60 70 80 health workers. Improve uptake of skilled delivery Percentage (%) of CHVs trained on CMNH. 85% 90% 90% Improved uptake of skilled delivery; Percentage (%) of facilities providing BEOC. 70% 80% 90% Improved access to CS and blood transfusion services. No of facilities providing CEMONC. 3 5 7 Increased uptake of cervical cancer Percentage (%) Of women of Reproductive age 30% 50% 70% screening. screened for cervical cancer Percentage (%) of women of reproductive age 50% 60% 70% Increased uptake of family planning receiving family planning commodities services. No of health workers trained on MNCH and FP 200 250 300 refresher courses. Increase population under 1 year Percentage (%) of fully immunized children under protected from immunizable 80% 85% 90% one year in the county. condition. Increased capacity of the sub-county Number of DVI stores constructed. 1 1 0 to offer immunization . Percentage (%) of under-five attending CWC for Improved child health. 85 90 100 growth monitoring (new cases). 66 | P a g e Programme: Curative Health Outcome: Improved quality health Services that is affordable, equitable, accessible and responsive to client needs in Samburu County. Sub Programme: County Referral. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 2 4217000000 Improved quality of tertiary care. Percentage (%) of upgrade works completed. 60 70 80 Headquarters Improved access to essential healthcare Percentage (%) completeness of the construction 70% 80% 90% workforce in the county. and equipping of the facility. Improved access to essential services Percentage (%) completeness of the CT scan. 100% - - during emergencies. Improved access to dental services by No of dental units established and operationalized. 2 2 2 the community members. Maximum utilization of the newly Fully upgrade of power to three phase in the 2 2 2 installed equipment from MES. county referral and sub county hospitals. Improved quality of care in the county No of CSSD and laundry constructed. 2 2 2 referral hospital. Improved and continuity of services No of generators purchased. 2 2 2 when there is power blackout. Improved quarantine and management No of isolation wards constructed. 1 1 1 of infectious diseases outbreak. Improved diagnosis of various diseases Percentage (%) completeness of the facility. 100% 100% 100% in the county. 67 | P a g e Improved emergencies related to fire. No of firefighting equipment’s procured. 50 60 70 Increased access to vaccines of public Percentage (%) of stock outs of essential vaccines 5 4 3 health importance. for at least 2 weeks. Increased access to healthcare services Percentage (%) of the elderly (>60yrs) subsidized 60 70 80 to the population above 60 years. through NHIF. Increased access to health commodities Percentage (%) facilities with stock outs for at 4 3 2 in the county. least 2 weeks. Increased utilization of LMIS system. No of facilities with functional LMIS. 60 70 80 Improved data management for No of facilities with functional EMR installed. 6 9 12 decision making. Improved communication in the No of facilities with functional intercom telephone 6 9 12 hospital. system. Sub Programme: Free Primary Healthcare Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 2 4217000000 Improving quality of care. Percentage (%) of HIV+ clients done CD4 count. 90% 95% 100% Headquarters Bed Occupancy Rate. 60% 70% 70% Percentage (%) of facilities offering inpatient 40 50 60 services. Percentage (%) new outpatient cases attributed to 0.02% 0.01% 0.01% gender based violence. Percentage (%) new outpatient cases attributed to 2% 1% 0.5% Road traffic Injuries. 68 | P a g e Percentage (%) new outpatient cases attributed to 1% 1% 0.5% other injuries. Improving quality of care. Percentage (%) of deaths due to injuries. 0.01% 0% 0% Percentage (%) of eligible HIV clients on ARV’s. 100 100 100 % of under 5’s treated for diarrhea with Zinc/ORS. 80 90 100 No of DQA undertaken from the local health 4 4 4 facilities for decision making. Percentage (%) maternal audits/deaths audits. 100 100 100 Percentage (%) of population living within 5km of Improved access to healthcare services. 40 50 60 a facility. Improved access to health services. No facilities with staff on standby 24 hours. 15 20 25 Improved access to health services. No of beds and bedside lockers procured. 150 250 350 Improved water access in the newly No of water tanks (10,000L) distributed annually. 20 20 20 constructed facilities. Protection of the equipment in the No of facilities fenced. 10 10 10 health facilities. Improved solid waste management at No of ablution blocks constructed. 2 2 2 the facility level. Improved latrine coverage in the No of public toilets constructed. 4 6 8 county. Improved working environment for No of administration block constructed. 2 1 0 health managers. Improved referral services. No of ambulances purchased. 3 2 2 Improved inpatient care. Number of new wards constructed. 3 3 3 Improved immunization coverage. No of solar panels purchases and installed. 10 10 10 69 | P a g e Sub Programme: Nutrition Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 Percentage (%) children aged 12 to 59 months 820 85 90 4217000000 Improved child health. Headquarters De-wormed. Percentage (%) of school age Children dewormed 70 80 90 Improved child health. (6-12yrs). Percentage (%) of under-five attending CWC for 80 85 90 Improved child health. growth monitoring (new cases). Percentage (%) infants under 6 months on 80 90 100 Improved child health. exclusive breastfeeding. Percentage (%) of children between 6-11 months 80 90 95 Improved child health. supplemented with vitamin A. Percentage (%) of children between 12-59 months 70 80 90 Improved child health. supplemented with vitamin A. No of health facilities certified baby friendly Improve access to maternal and child 10 15 20 (BFHI). health and nutrition services. Number of Community units implementing BFCI. 25 30 40 Increase access quality of Nutrition No of stabilization centers established. 1 1 1 services. Number of facilities implementing IMAM 40 60 70 SURGE. Increased access to nutrition services. Number of facilities implementing HiNi 80 85 90 Programme. 70 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. 0401044210 SP4 Health Promotion. 193,549,435 171,127,915 176,854,407 0401054210 SP5 Communicable Disease Control. 94,936,472 98,259,248 99,683,296 SP6 Non-communicable Disease 0401064210 35,472,158 36,853,683 37,445,766 Prevention & Control. 0401074210 SP7 Maternal Health Services. 53,280,924 55,145,757 55,944,970 SP1 Provision Of Essential Health 0402014210 15,014,900 15,540,421 15,765,645 Services in all the Levels. 0402044210 SP4 County Referral Services. 538,609,230 505,896,959 527,784,543 0402054210 SP5 Free Primary Healthcare. 152,303,954 156,702,592 159,919,152 SP1 Health Infrastructure 0403014210 10,488,340 10,855,433 11,012,757 development. SP3 Human Resource Management 0403034210 72,050,220 73,639,980 75,652,732 and Support Services. 0403044210 SP4 Research And Development. 5,137,284 5,317,089 5,394,148 SP5 Health Policy, Planning & 0403054210 285,735,965 241,125,298 244,457,870 Financing. SP6 Health standards and quality 0403064210 90,987,595 93,706,160 95,536,975 assurance Services. Total Expenditure for Vote 4217000000 MEDICAL SERVICES,PUBLIC HEALTH AND 1,547,566,477 1,464,170,535 1,505,452,261 SANITATION PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 -2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 1,151,818,605 1,137,372,663 1,170,154,389 2100000 Compensation to Employees 841,318,625 857,785,424 883,134,559 2200000 Use of Goods and Services 310,499,980 279,587,239 287,019,830 Capital Expenditure 395,747,872 326,797,872 335,297,872 3100000 Non-Financial Assets 395,747,872 326,797,872 335,297,872 Total Expenditure 1,547,566,477 1,464,170,535 1,505,452,261 71 | P a g e 4218000000: LANDS, HOUSING, PHYSICAL PLANNING AND URBAN DEVELOPMENT. PART A. Vision Excellence in land management for sustainable development. PART B. Mission To facilitate improvement of livelihood of county residents through efficient administration, equitable access, secure tenure and sustainable management of the land resource so as to keep pace with economic and market trend in a local and regional context. PART C. Performance Overview and Background for Programmes Funding. The department of Lands, Housing, Physical Planning and Urban Development has three programmes these are- Administration, planning and support services, Land policy planning and housing and Urban Centers Administration. There were various achievements across all the mentioned programs. Some of the key for the financial year 2019/2020 include: -  Lengusaka Town planning- Placed Beacons, Beneficiary list and land use information system in place. Complete (100%).  Titling of Milimani-Ongoing (40%) Notes, plan prepared, beacons placed and beneficiary list prepared.  Planning Titling of Maralal- Ongoing (40%) Notes, plan prepared, beacons placed and beneficiary list prepared.  Maralal Retail Market- Ongoing (10%) Notes, hording, Site clearance and setting done.  County Spatial Planning- Ongoing (90%) Notes and draft plan ready.  Baragoi Town Planning- Ongoing (90%) Notes and draft plan ready.  Forest vs community boundary delineation- Ongoing (60%). PART D. Programme Objectives. Programme Objective Administration, planning and Co ordinate and support activities of the technical support services. departments. Efficient administration and sustainable management of the Land policy planning and housing. land resource in the county. Urban Centers Administration. To have sustainable and inclusive urban areas. 72 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024. Programme: Administration, planning and support services. Outcome: A well-coordinated, effective and efficient department. Sub Programme: Administration, Planning and Support Services. Delivery Targets Targets Targets Key Output (KO) Key Performance Indicators (KPIs) Unit 2021/2022 2022/2023 2023/2024 Headquarters Digitized land records. Land Information Management System (LIMs). 1 1 1 Geospatial equipment bought. Purchased Real Time Kinematic Machine (RTK). 3 0 0 Enhanced mobility for staff. 4 by 4 vehicle purchased. 1 0 0 Enhanced revenue collection. -Development zones. 2 2 1 -Survey plans area list for registry. -Valuation roll. Recruitment. Recruited technical staff (surveyor, physical planner, valuer, 4 1 0 land administrator & urban development officer). Decentralization. Office blocks at two sub counties. 0 1 1 Programme: Land policy planning and housing. Outcome: Secured tenure, sustainable development and resilient human settlements. Sub Programme: Land Use Planning. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Directorate of Local physical development plan. -Approved physical and land use development plans. 5 5 5 Physical and -Reserved public lands. Land use Development control zones. -Land use policy and development control standards. 1 1 1 Planning -Harmonious development. -Revenue. 73 | P a g e Sub Programme: Land Survey and Mapping. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 - Beacon on the ground. Directorate of land Cadastral/ fixed survey. surveying and mapping. - Survey plans, compilations and beneficiary lists. - Letter of allotments. 5 5 5 - Title deeds. - beneficiary list. Resource & Resource map and inventories. 1 1 1 development mapping. Community land - Registered community land. inventory & registered - CLA 3 Forms filled. community land. - Members register. 2 2 2 - Topo-cadastral map. - Registry Index Map. Sub Programme: Housing Management Services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Adoption of appropriate Appropriate building technology Centre. Directorate of Housing 1 1 1 building technology. Services. 74 | P a g e Programme: Urban Centers Administration. Outcome: Better-managed and competitive urban centers. Sub Programme: Urban Centers Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Headquarters Established urban areas - Town management board appointed. 1 1 1 management units. - Town administrator appointed. Street scalping and - Tree and flower beds. 1 1 3 beautification. - Green parks. Waste management. - Skip bins. 1 2 2 - Truck loader/ tipping truck. Urban transport. - Car and lorry parks. 1 1 1 - Bus terminal. - Non-motorized transport. 75 | P a g e Sub Programme: Maralal Municipality Management. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Maralal Bus park and street parking - Area under Cabro-block paving; 1 1 0 Municipality. operationalized. - No. of Sheds constructed; - No. of Stalls constructed; - Length of street Lighting installed; - No. of Ablution blocks constructed; - No. of Toll system installed. Fire and Emergency station - No. of fire engines installed. 1 1 1 operationalized. - No. auxiliary services (water hydrant, communication Centre, protective equipment, staff, building, cubes). Waste management system - No. of skip trucks acquired. 1 1 1 operationalized. - No. of skip bins in use. Non-motorized transport - No. of walkways and cycle lanes constructed and 1 infrastructure operationalized. operational. 76 | P a g e PART F: Summary of Expenditure by Programmes, 2 0 2 1 / 2 0 2 2 - 2 0 2 3 / 2 0 2 4 Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 Administration, Planning and 0101014210 101,169,114 108,625,282 119,185,070 Support Services 0102014210 SP1 Land use planning 6,021,006 6,231,741 6,322,056 0102034210 SP3 Land Survey And Mapping 8,826,752 9,135,689 9,268,090 0102044210 SP4 Housing management services 882,166 904,491 917,274 0106014210 SP1 Urban center management 75,885,282 76,427,467 77,325,546 Total Expenditure for Vote 4218000000 LANDS,HOUSING,PHYSICAL PLANNING 192,784,320 201,324,670 213,018,036 AND URBAN DEVELOPMENT PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024 Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 147,784,320 136,324,670 138,018,036 2100000 Compensation to Employees 58,377,800 60,412,722 61,287,690 2200000 Use of Goods and Services 80,306,520 73,117,448 73,895,346 3100000 Non-Financial Assets 9,100,000 2,794,500 2,835,000 Capital Expenditure 45,000,000 65,000,000 75,000,000 3100000 Non-Financial Assets 45,000,000 65,000,000 75,000,000 Total Expenditure 192,784,320 201,324,670 213,018,036 77 | P a g e 4219000000: ROADS, TRANSPORT AND PUBLIC WORKS PART A. Vision A county with a cost effective transport system, sustainable management of buildings and other public works. PART B. Mission To promote and Improve livelihoods for Samburu residents through sufficient and quality roads and transport network to facilitate delivery of essential services and facilitate construction and maintenance of buildings in the county and other public works for sustainable social and economic development. PART C. Performance Overview and Background for Programme(s) Funding. The County Transport and Public works being a core sector in ensuring cost effective movement within our county roads through opening up of new roads, improvement and maintenance of the existing roads, construction of drainage structures and maintenance of buildings and other public works in the county. During the period 2020/2021, some of the key achievements include; assistance to other departments in preparation of BOQs and supervision of on-going construction works, conducted roads inventory and conditions surveys (RICS) and subsequently prepared BOQs for the same. Improvement of 21 roads is ongoing and 49 roads are at an advance procurement stage. In the next financial year 2021/2022, key projects are intended to be implemented include; Extending Street lights installation in Archers Post, Construction of storm water management drainage structure at Maralal, construction and Improvement of roads, construction of bridges and drifts. We intend to purchase of heavy earth moving equipment to facilitate in maintenance of roads in the county. The key challenges during the period include late disbursement of funds from NT, inadequate financial resources due ceiling for the sector, inadequate human resource (technical personnel). The Covid-19 pandemic also affected the operation of the department by limiting the movement of both the technical staff and the contractors. Despite of the above challenges the sector will continue to utilize its available resources to ensure effective and efficient implementation of projects and activities within its mandate for the set period. In the 2021-2022 FY the sector will strive towards ensuring the following Programmes have exhaustively been adhered to: - a. Maintenance of road construction equipment’s. 78 | P a g e b. Improvement of Major Access roads. c. Opening of new access roads. d. Maintenance of existing roads. e. Construction of road crossings infrastructures (Bridges, Drifts and Culverts). f. Installation and maintenance of street lights in urban Centre’s. g. Construction of designated bus parks. h. Storm water management in major towns. PART D. Programme Objectives Programme Objective 0201004210 P1 General To provide effective and efficient services to both the Administration Planning and public and other county entities. Support Services. Provide cost effective construction and maintenance 0202004210 P2 public works and of buildings in the county and other public works public infrastructural services. within Samburu county. 79 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration Planning and Support Services. Outcome: Effective and efficient service rendered. Sub Programme: General administration planning and support services. Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Effective and efficient services. - No. of sensitization meetings held 1 1 1 Headquarters Sub Programme: Firefighting services. Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Fire secured and safe  Number of trainings conducted on firefighting, 3 3 3 Headquarters towns and buildings.  Number of fire engines purchased and operational. 1 0 0 Sub Programme: Design, Implementation and supervision of Public buildings. Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Quality, secure, safe and  Number of public buildings inspected for quality safety 120 100 100 Headquarters stable buildings and security. 80 | P a g e Programme: Roads and public Infrastructure Development. Outcome: Effective and efficient service rendered. Sub-Programme: Construction rehabilitation and maintenance of roads and bridges. Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Ease of access. Km of new roads constructed. 100 Km 100 Km 100 Km Headquarters Ease of connectivity. Length (in m) of drift constructed. 400 M 400 M 400 M Ease of connectivity. No. of lines of culverts installed. 100 100 100 Ease of connectivity to trade Centre’s No. of foot bridges constructed. 3 3 3 and schools. Ease of connectivity to trade Centre’s No. of bridges constructed. 3 3 3 and schools Good motor able conditions. Km of road graveled. 30 Km 30 Km 30 Km 81 | P a g e Sub Programme: SP2 Streetlight Management. Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Improved security and enhanced No. of km of streetlights installed. 6.9 Km 5 Km 5 Km Headquarters business at night. No. of floodlights installed. 2 3 3 Sub Programme: Public road transport and parking Targets Targets Targets Delivery unit Key output (KO) Key performance indictors (KPIs) 2021/2022 2022/2023 2023/2024 4219000000 Ease of parking. No. of car and bus parks constructed. 0 1 1 Headquarters Cost effective construction and No. of earth moving equipment procured. 1 1 3 maintenance of roads. 82 | P a g e PART F: Summary of Expenditure by Programmes, 2 0 2 1 / 2 0 2 2 - 2 0 2 3 / 2 0 2 4 Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 General Administration Planning 0201014210 77,105,480 42,952,173 33,400,754 and Support Services. 0201034210 SP3 Firefighting services. 68,987,226 1,539,279 1,561,587 SP4 Design, implementation and 0201044210 11,325,634 11,204,532 11,366,916 supervision of public buildings. SP1 Construction, rehabilitation and 0202014210 230,949,542 375,944,211 393,590,069 maintenance of Roads and Bridges. SP2 Design, supervision and 0202024210 10,354,651 11,234,563 11,397,383 rehabilitation of County Buildings. 0202034210 SP3 Street lights management. 46,039,954 51,566,353 52,791,952 0202044210 SP4 Public Road transport and Parking. 7,438,881 7,699,243 7,810,825 Total Expenditure for Vote 4219000000 ROADS, 452,201,368 502,140,354 511,919,486 TRANSPORT AND PUBLIC WORKS PART G: Summary of Expenditure by Vote and Economic Classification, 2 0 2 1 / 2 0 2 2 - 2 0 2 3 / 2 0 2 4 Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 102,242,368 102,140,354 93,919,486 2100000 Compensation to Employees 45,102,368 46,680,954 47,357,486 2200000 Use of Goods and Services 44,740,000 43,045,400 44,142,000 3100000 Non-Financial Assets 12,400,000 12,414,000 2,420,000 Capital Expenditure 349,959,000 400,000,000 418,000,000 3100000 Non-Financial Assets 349,959,000 400,000,000 418,000,000 Total Expenditure 452,201,368 502,140,354 511,919,486 83 | P a g e 422000000: TOURISM, TRADE, ENTERPRISE DEVELOPMENT AND COOPERATIVES. PART A. Vision A transformed community livelihood through entrepreneurship and sustainable tourism management. PART B. Mission To develop and program geared towards building community capacity in fostering socio- economic development through business ventures and tourism management. PART C. Performance Overview and Background for Programme(s) Funding. a). Tourism and Wildlife Sub-Sector. Tourism promotion, economic empowerment and natural resource-based activities and products are critical for socio-economic development of this county and the country at large. This therefore means that Tourism product development, conservation and management of our natural resources require sound management and capacity building of community and government institutions and/or structures that are critical in supporting sustainable management of these resources. During the MTEF period 2019/20-2021/22, the Department realized the following achievements, under the tourism sub-sector: - Support of operations and development projects for community conservancies to enhance protection of the environment as well as foster security initiatives, this includes development of conservancy management’s plans to enhance sustainability, economic cost & benefits, social, community and biodiversity conservation impacts, trainings and capacity buildings for scouts and managements boards. At the same time, county’s natural resource endowment profiling and documentation was carried out to enable a detailed website aiming to market and promote tourism with key focus to untapped markets. In order to enhance security of wildlife in the conservation areas and improve the welfare of the workforce within conservancies, the tourism sector embarked on construction of two (2) door /urinal pit latrines blocks and fencing at Lowa-enyekie, and Nompuya, fortified camps. The department has so far constructed six fortified camps complete with water storage tanks, protective hide outs and toilets and construction of a ranger’s camp is on-going at Baragoi conservation area (Suyian part), Nyiro Conservation area (Lwatani area) and at Ndoto Conservation area (Marti-ndorop). On improvement of staff welfare in Samburu National Reserve, the sector of Tourism is in the process to renovated rangers’ quarters in Archers -gate unit, Completion of the SNR Headquarter complex block to decongest the park and give more space for wildlife and tourist and enhance carriage capacity is on-going. 84 | P a g e Renovation of Managers house to enhance service delivery and Renovation of rangers quarters at the Archers gate unit. On capacity building and training, the department trained twenty (20) rangers on basic wildlife conservation programs, community based conservation, wildlife monitoring and evaluations at Samburu National reserve, and another 80 community scouts at Nkume-elmaalo fortified camp at Nyiro Conservation area. Other realizations include; Construction and completion of Cafeteria and Staff units at Malaso campsite to enhance revenue collection and job creations, construction of ranger’s quarters to improve staff welfare, and in collaboration with other conservation partners; the department has also supported the construction of a Kalama complex at Kalama community conservancy, construction of staff quarters at Nkoteyia conservancy, construction of an eco- lodge at Ltungai community conservancy and planned construction of community Eco lodge (home stay) at Ndoto conservancy , equipping of Malaso Cafeteria, furnishing of holistic management training Centre at Westgate conservancy, construction of tourist banda (Guest house) and support of rangeland rehabilitation program at Meibae conservancy among other development. Other achievements involve the formulation and enactment of Samburu County Conservancies Fund Act 2019. The department in partnership with Northern Rangeland trust (NRT) also carried out capacity building on community based conservation at Baragoi, Ndoto, Nyiro, Kirisia Nkoteyia, and Ltungai/ Malaso conservation areas. This involved training and practical demonstrations of Community Conservancies and Grazing Management committees on the concept of conservancy management, holistic management and planned grazing. The department in partnership with NRT carried out a feasibility survey for all the newly established community conservancies to ascertain their performance and sustainability and map out the areas of collaboration and coordination. Going forward in period 2020/21 – 2022/23 in the next period the sector would embark on improvement of staff welfare in Samburu National Reserve, support of development project in community conservancies and development of income generating initiatives for community conservancies. Development and growth of tourism products and ecotourism activities intensify marketing and branding of tourist potential in the county. More so, the sector will also budget for operations within Samburu National reserve as a standalone program so as increase revenue to the county. Formulation of Samburu National Reserve policy and development of SNR policy. These Programmes once implemented will have an impact of achieving sustainable community based conservation program, increase revenue from potential tourism product, improved infrastructure and hospitality, mitigation of climate change effects, creation of employment opportunities for youth, women and vulnerable groups in the society; and provision of alternative livelihoods to communities thus enhance natural resource conservation and sustainability. 85 | P a g e b). Cooperative and development Sub-sector. The sub-sector pursued diversification of cooperative ventures by forming new cooperatives; one in each sub county for livestock marketing, bead work and processing of honey and value addition. Members and officials of co-operatives such as bead work and beekeepers were taken for benchmarking and exposure visits in other counties to build their capacity and enhance their management and technical skills through trainings Also, during the period under review, several co-operative societies were revived, and supported through advisory, extension services, capacity building, and installation of posho mills for selected women groups. The co-operative sector would like to strengthen more co- operative societies in the next period and introduce a revolving fund for societies. Other achievement includes the formation of a cooperative development bills (draft) that is currently at the County assembly for discussion and final analysis. c). Trade and Enterprise Development. During the period under review, the trade and enterprise development sub-sector managed to undertake the following activities and development: - Construction of eleven (11) boda boda sheds in Samburu central (Maralal, lekuru, ledero, suguta town, Sirata, and Loosuk), Samburu North (Barsaloi, Opiroi and Baawa) and Samburu East (lodungokwe) and construction of market stalls in Kisima, South Horr and market shed in West gate. The sub- sector also facilitated market inspection in Maralal to ascertain consumer protection best practices among traders, which included sensitization, inspection and verification of weighing and measuring equipment. Other achievements include amendment of Samburu county youth and women enterprise development Act 2014 through facilitation of forums for county assembly committee on trade, cooperatives and tourism as well as public participation meeting on the same, once the bill is approved it will ease the administration and management of youth and women enterprise fund. The department also embarked on training of women and youth groups on entrepreneurship, business initiatives/management, enterprise development, loans management and repayments in Samburu North where several groups of youths and women benefited and inspired to start business and improve on the existing. Other achievements include amendment of Samburu county youth and women enterprise development Act 2014 through facilitation of forums for county assembly committee on trade, cooperatives and tourism as well as public participation meeting on the same, once the bill is approved it will ease the administration and management of youth and women enterprise fund. In the coming financial year, the sector would like to map out investment opportunities within the county and organize investment for an exhibition within the county. The sector will also construct new market stalls in three sub counties as well as refurbishment of the old markets within the county. 86 | P a g e Going forward in period 2021/22 – 2023/24 in the next period the sub-sector would embark on support for investment exhibitions/ forum, Promotion of industrial parks, development and promotion of SMEs and enhanced domestic trade regulation. Despite the highlighted achievements, the department was faced with the following challenges: - 1. Untimely release of development funds and approval of supplementary budgets. 2. Lack of dedicated budget line for Samburu National Reserve. 3. Need for more conservancies and scouts yet resources are limited, and operation cost for most of them is increasing at high rate. 4. Inadequate knowledge by the locals on the newly established conservancies and the need to be self-reliant. 5. The vastness of the county which makes mobilizing groups on capacity building for conservancy and natural resource management expensive and tedious. 6. Insecurity for both human and wildlife is a major challenge to the development of tourism in the County. 7. Human-wildlife conflict, as pressure for land grows, competition for resources between wildlife and humans have exacerbated. Animals frequently kill or injure livestock and people and destroy crops. Lack of compensation for such losses creates a conflict whose end result is resentment to wildlife. 8. Invasion of the SNR by livestock has been a big impediment to tourism and especially insecurity created by communities fighting at the park and along the Isiolo-Archers Post road. 9. Poaching of wildlife especially elephants and rhinos is increasing at an alarming and threatening rate and this can potentially threaten tourism development in the county. 10. Land degradation, increasing in human population and rampant spread of unplanned human settlements has led to overgrazing and general decline of rangeland productivity. This will definitely affect the survival of wildlife if not addressed. 11. Lack of proper management of conservancies. 12. The cooperative groups ventured into risk business which led loan default. 13. Minimal budget for weight and measures and consumer protection section affected the performance of the section. 14. The vastness coverage of the county makes mobilizing groups on capacity building for youth and women groups across the county. 15. Gaps in Youth and Women Enterprise Fund Act hindered the release of funds to its account as well as confined packages for the beneficiaries. It only benefited groups of youths and women and left out individual SMEs and other packages such as LPO financing. 87 | P a g e PART D. Programme Objectives Programme Objective General Administration,  To provide efficient and effective support services. Planning and Support Services. Tourism development and  Develop products for marketing and promotion of Promotion. growth in tourism both locally and internationally.  Develop and support growth of tourism activities within the County.  Support of community conservancies by establishing new conservancies and supporting existing to promote wildlife conservation as well as mobilization of security measures within the conservancies. General Administration,  To provide efficient and effective support services Planning and Support Services-Trade.  To enhance the business environment and to promote Trade Development and Promotion. entrepreneurial skills. Co-operative development  Promotion of viable and self-sustainable cooperatives and management.  Establish a revolving fund to provide seed capital to weak cooperatives 88 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration, Planning and Support Services. Outcome: Increased efficient and effective service delivery. Sub Programme: Administration, planning and support services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 No. of bills and policies formulated; 4220000000 Smooth operations and effective service - Park Policy, Headquarters 2 0 0 delivery. - Tourism regulation policy/ Act. Improved administrative office No of Research Officers recruited. 3 0 0 operations at the research unit. Programme: Tourism Development and Promotion. Outcome: Enhance awareness on Tourist based products and services available in the county and support and empowerment of the newly and already established conservancies while marketing Samburu County as the best Tourism destination and for other trade and investment opportunities. Sub Programme: Tourism promotion and marketing. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Tourism and Increase in Tourism earnings. Revenues /earnings from Tourism (Ksh. 180 M 200 M 220 M Marketing – Millions). Headquarters. Increased International tourist arrivals. No. of International tourist arrivals. 16,000 17,000 18,000 Increased domestic tourists. No. of bed nights occupied by Kenyans. 30,000 40,000 40,000 89 | P a g e Tourism and Increase in tourist arrivals and revenue No. of local and international trade fairs Three (3) Three (3) Three (3) Marketing – from tourism. attended; International International International Headquarters. Trade Fairs. Trade Fairs. Trade Fairs. -WTM, ITB, IDABA, MKTE, Three (3) Four (4) Five (5) Local Expos. Local Expos. Local Expos. - SARIT EXPO, STTE. Diversified tourism products. -No. of surveys conducted. Two (2) Three (3) 0 profiling New -No. of new products developed. mission products conducted. developed. Enhanced product promotion. No. of Billboards erected in strategic Five (5) bill Five (5) bill Three (3) bill areas. boards. boards. boards. Samburu County tourism strategy implemented. Percentage (%) implementation. 100% 100% 0 County Better Visitor experience and higher Percentage (%) completion rate. 0 50% 0 Directorate of tourist spend - SNR Management Tourism. initiative. Community-based tourism projects No. of community enterprises. 2 2 2 supported. Tourism protection unit established. Percentage (%) Implementation status. 50% 0 0 Information centers and signage in Percentage (%) completion rate. 50% 50% 0 place. Active tourism portal. No. of visits to the portal. 100% 0 0 90 | P a g e S P 1: Niche Tourism product development & diversification. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Tourism Enhanced cultural tourism events. No. of cultural tourism festivals/ events held. 02 02 02 Services – HQs Enhanced conference tourism. No. of international conferences held. 01 01 01 No. of international delegates. 300 300 300 No. of local conferences and events organized. 02 02 02 No. of local delegates hosted. 300 300 300 Samburu County experience film produced. Percentage (%) of film production. 100% 100% 0 County Directorate of Number of films produced 1 1 0 Tourism. Establishment of a cultural museum. % Completion rate. 40% 60% System of Tourism Statistics – Percentage (%) of Tourism Satellite account 100% 100% 100% Tourism Satellite Account (TSA) established . established. Competitor benchmarking product No. of studies conducted. 1 1 1 conducted. Improved brand awareness. No. of brand index campaigns done. 0.3 0.4 0.5 Travel trade and hospitality No. of benchmarking Reports. 01 01 01 benchmarking studies conducted. Domestic tourism surveys conducted. No. of domestic tourism surveys conducted. 01 01 01 91 | P a g e S P 1: Tourism infrastructure development. Delivery Unit Key Output (KO) Key Performance Indicators Targets Targets Targets (KPIs) 2021/20 2022/2023 2023/2024 Samburu County Rehabilitated/Refurbished Yare Camel Percentage (%) Completion 502%2 50% 0 Directorate of Tourism club. Samburu County Rehabilitated/Refurbished Rangers Percentage (%) Completion. 100% 0 0 camp – Archers gate. Directorate of SNR Tourism & Marketing Increased tourism revenue to local No. of community eco-lodges / tented 01 01 01 communities. camps developed. Improved security in Community No. of fortified camps completed. 03 03 03 conservancies. No. of Rangers outpost established. 04 04 04 Improved conference facilities. No. of conference facilities done. 01 01 01 Sub Programme: Tourism training and capacity building. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/20 2022/2023 2023/2024 Tourism & Marketing Capacity of rangers and communities No. of ranger training conducted. 022 02 02 Samburu National built. Reserve No. of conservancy board trainings 02 02 02 conducted. Capacity of the Tourist Police Unit to No. of game rangers trained. 20 20 20 enhance wildlife safety and security at SNR developed. 92 | P a g e Awareness created on conservation No. of awareness meetings held. 04 04 04 matters (Countywide). Increased data on wildlife trends, A fully operational research unit in 01 0 0 vegetation. Increased data on wildlife place a fully operational research unit trends, vegetation. in place. Sub Programme: Support of community conservancies. Key Performance Indicators Targets Targets Targets Delivery Unit Key Output (KO) (KPIs) 2021/20 2022/2023 2023/2024 22 Community Self-sustaining local community Amount (KES) of grants disbursed. 6 6 6 conservancies board conservancies. Enacting legislation on community No. of Acts of County Assembly 01 01 01 conservancies. enacted. Community Conservancies management plans for No. of Management plans for 03 03 03 Conservancies board. new conservancies and tourism plans for conservancies completed. existing conservancies developed. -No. of tourism plans developed. Community Enhanced support for existing No. of ranger’s outpost established. 03 03 03 Conservancies boards community conservancies. and Partners- NRT. No. of tourist bandas constructed. 02 02 02 No. of staff mess/kitchen and canteen 01 0 0 constructed. No. of entrance gate, revenue office 01 0 0 and washrooms constructed. 93 | P a g e Programme 1 : General Administration, Planning and Support Services. Outcome : Increased efficient and effective service delivery. Sub Programme 1 : Administration, Planning and support services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2020/2021 2021/2022 2022/2023 Staff trained and their capacity enhanced. No of staffs facilitated for training. 3 3 3 4220000000 Headquarters Staff motivation improved. No of team building and exposure tours 1 1 1 attended. Programme: Trade development and promotion. Outcome: To improve the livelihood of traders in the wider Samburu County. Sub Programme: Promotion of industrial parks zones and development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4220000000 Feasibility studies for industrial parks No. of feasibility studies conducted/Acres of 100 0 0 Headquarters carried out. land acquired Sub Programme 2: Market infrastructure development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Market shed and latrines Constructed in No of market sheds with latrines constructed. 5 5 5 4220000000 trading Centre’s of the county. Headquarters - Directorate of Trade and investment Old markets renovated. No of old markets renovated. 4 0 0 94 | P a g e Programme 3: Develop and promote SMEs in the county. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4220000000 An operational Joint Loan Board No of SMEs developed and promoted. 100 100 100 scheme in place. Headquarters - Directorate of A training package for SMEs. No of youth’s women, PWDs, groups trained 75 75 75 Trade and and capacity built. investment. Samburu county youth and women No. of youth and women groups given loans. 210 210 210 enterprise development fund established. Sub Programme 4 : Fair trade and consumer protection. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Inspected and verified weighing No. of standards Calibrated, inspected and 1,000 1,000 1,000 4220000000 machines. verified weighing machines. Headquarters - Directorate of Trade and investment Inspected and verified petrol No of petrol pumps inspected ,verified and 20 20 20 pumps machines. approved. Licensing and trade bills enacted. No of licensing bills enacted. 1 1 1 95 | P a g e Sub Programme 5: County investment forums and exhibitions. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4214000000 County investment forum and Number of county sensitization investment 1 1 1 Headquarters- exhibition held. forums and exhibitions conducted. Directorate of Business issued with trade licenses. No of businesses issued with trade licenses. 900 1100 1500 Veterinary Services Growth of leather craft industry Number of leather craft industries established. 3 3 3 and job creation. No. of learning tours and linkage meetings held. 3 3 3 Programme: Cooperatives development and management. Outcome: Productive and well Managed Cooperatives. Sub Programme: Capacity building cooperatives societies. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4220000000 New viable cooperatives registered. No. of cooperatives registered and operating 5 5 5 Headquarters profitably. Dormant cooperatives revived. No of dormant cooperatives revived. 4 2 2 Cooperative Governance compliance No .of cooperatives compliant with legislation and 60 70 80 achieved. best business practices. Cooperatives trained on decisions. No. of Cooperatives trained on decision making 60 70 80 during AGMs. 96 | P a g e Financial compliance achieved. No .of Audits completed and registered. 30 40 50 Beadwork Cooperatives trained. No. of training camps conducted. 6 6 6 Support to beadwork Cooperatives. No. of packets of beads procured and distributed to 1,500 750 450 beadwork societies. No. of darice bead spinners procured and 150 150 150 1000 1000 distributed to the beadwork societies. No. of standardized record keeping materials 6 0 70 80 procured, distributed and put in use by societies. Cooperatives products marketed. No. of societies facilitated to market their products 10 10 10 through exhibitions and trade fairs. Cooperatives Development Fund Amount of funds set aside for access by 30 M 50 M 50 M established. Cooperative societies as a revolving fund. Cheap working capital accessed. No .of needy cooperatives accessing credit 10 20 30 facilities. Meloni tannery completed. No. of tanneries constructed. 1 0 0 97 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 - 2023/2024. Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP1 General Administration Planning 0301014210 207,122,923 210,973,619 213,321,069 and Support Services. 0302014210 SP1 Governance and Accountability. 36,048,406 38,030,103 39,450,826 0304014210 SP1 Tourism Promotion and Marketing. 115,480,617 119,438,437 121,937,147 0305014210 SP1 Domestic trade development. 36,920,775 38,664,503 40,311,814 General Administration Planning and 0306014210 21,385,426 22,133,916 22,454,697 Support Services. Total Expenditure for Vote 4220000000 TOURISM, TRADE, ENTERPRISE 416,958,147 429,240,578 437,475,553 DEVELOPMENT AND COOPERATIVES PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024. Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 197,858,147 204,740,578 208,475,553 2100000 Compensation to Employees 117,672,591 121,791,131 123,556,219 2200000 Use of Goods and Services 77,215,556 79,875,497 81,800,834 3100000 Non-Financial Assets 2,970,000 3,073,950 3,118,500 Capital Expenditure 219,100,000 224,500,000 229,000,000 2600000 Capital Transfers to Govt. Agencies 157,200,000 158,500,000 159,000,000 3100000 Non-Financial Assets 61,900,000 66,000,000 70,000,000 Total Expenditure 416,958,147 429,240,578 437,475,553 98 | P a g e 4221000000: CULTURE, SOCIAL SERVICES, GENDER, SPORTS & YOUTH AFFAIRS PART A. Vision Efficient, effective and sustainable social cultural and sports services for improved livelihoods. PART B. Mission To formulate, mainstream and implement responsive policies through coordinated strategies for sustainable social cultural, sports and youth empowerment in the County. PART C. Performance Overview and Background for Programme(s) Funding The County department of Gender Culture and Social Services is mandated to provide efficient, effective and responsive services to the people of Samburu County in areas pertaining Gender, Culture social services Sports and youth Affairs. The budget allocated for the sector in the financial year under review is Ksh 127,971,735. GENDER, CULTURE & SOCIAL SERVICES During the 2020-2021 F/Y the department managed to undertake the understated programs as follows: marked days of importance and significance i.e. Day of the girl child in Mary Immaculate rescue Centre, 16 days of gender activism in Wamba and Zero tolerance day to FGM in Baragoi. The following was also implemented: inspection of Alcohol and liquor premises in the 3 sub counties, conducted PLWDs elections in Samburu East, conducted Presidents/ Elders directive to end FGM in Kisima sacred site. The department conducted community sensitizations trainings across the county on; Group dynamics and leadership, community dialogues on FGM, child marriage, teen pregnancies and beading, sexual and gender based violence, entrepreneurship, income generating activities, village savings and lending concept, alcohol, drug and substance abuse. Going forward the department plans complete various projects in the remainder of the financial year. The following projects are in the procurement stage: Construction of Baragoi and Wamba public toilets, fencing of Maralal green Park, construction of Wamba west ward social hall, construction of social hall at South Horr, fencing of Women Shades at Ngurnit. 99 | P a g e The major constraints faced by the department during the fiscal year under review were budgetary constraints where the department has many programs and little budget to carry on the programs, Covid-19 that threatened most of the activities as the departments many activities are trainings and untimely disbursement of funds versus the work plans. Going forward the department plans to implement the remaining part of the work plan for the financial year i.e. carry out public participation of the gender and child beading policies and monitor the implementation of development projects. SPORTS AND YOUTH AFFAIRS Major achievements for the department are as follows: Participated in the pastoralists soccer tournament were Nabore FC from Samburu County were the champions, participated in the regional county cross country championships held in Kapenguria West Pokot County. We also supported youth talent initiative in Samburu East sub-county and also supported Lodokejek tournament. The department also supported Suguta Mar Mar, Poro, AngataNanyokie and Baawa youth fests. Going forward the department plans complete various projects in the remainder of the financial year. The following projects are in the procurement stage: Completion of the high altitude sports centre in Lesidai, construction of 14 playgrounds in the wards and purchase of sports equipment. Further the department intends to widen links with stakeholders and partners to ensure better collaboration for effective implementation of programs. The major constraints faced were due to the covid-19 pandemic many individuals/athletes were unable to actively participate in their regular sporting activities due to the social and physical distancing measures and lockdowns which have disrupted many regular aspects of life. All international national and regional events were cancelled. Inadequate financial resources for upgrading and refurbishment of sports facilities, insecurity in some areas of Samburu North and East sub-counties and late disbursement of funds by the exchequer which brings about delays in implementation of programs. 100 | P a g e PART D. Programme Objectives Programme Objective General administration, planning To provide efficient and effective support services. and support services. Conservation of culture and To Promote cultural heritage both as a source of heritage. identity and livelihoods through material culture. Development and promotion of To preserve and advance positive cultural aspects. culture. Social welfare and gender. To attain affirmative action by promoting gender equality and equity. Community mobilizations for To promote projects ownership through development. participatory projects identification, implementation, monitoring and evaluation. Liquor licensing regulations. To Mainstream responsible drinking habits in the county through enhancement of national and county policies regulating liquor brands and operation times. Development and management of To promote mass participation in sports. sports facilities. Sports development, training and To showcase, nurture and develop sporting talent competition. with the aim of empowering the youth economically. General administration-sports. To provide efficient and effective support services. 101 | P a g e PART E. SUMMARY OF PROGRAMME OUTPUTS AND PERFORMANCE INDICATORS FOR 2021/2022 - 2023/2024 Programme: General Administration, Planning and Support Services. Outcome: Increased efficient and effective service delivery. Sub Programme: Administration, Planning and Support Services. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4221000000 Improved office support operations. Number of support staff recruited. 2 0 0 Headquarters Programme: Conservation of Culture and Heritage. Outcome: Efficient and Effective strategies in place for promotion and enhancement of culture. Sub Programme: Conservation of culture and heritage. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 A rich culture, improved awareness on No. of sensitization meetings. 3 3 3 4221000000 cultural heritage and preservation. Headquarters C ultural/monuments sites secured and No of sites/monuments preserved. 6 6 2 preserved. and and future generations to use 102 | P a g e Programme: Development and promotion of culture. Outcome: Enhanced cultural traits for identity, revenue collection and source of employment. Sub Programme: Development and Promotion of Culture. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Enriched culture and folklore. Number of documents developed. 1 1 1 4221000000 Headquarters C ultural talent identification and Number of talent identification shows done. 3 3 3 promotion. Culture preserved and perpetuated. Number of events and reports produced. 3 3 3 Programme: Social welfare and gender. Outcome: Gender sensitive society that embraces affirmative action and human rights. Sub Programme: Social welfare and gender. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Increased enrolments and girls’ Number of mentorship programs conducted. 12 9 9 4221000000 retention in schools. Headquarters Increased awareness on Number of awareness sessions/ meetings 8 6 6 SGBV/children rights. conducted. Socially and economically empowered Number of women empowerment programs 12 12 12 women in Samburu county. done. 103 | P a g e Vulnerable groups empowered. Number of support programs done to vulnerable 9 9 9 groups. PLWDs empowered and disability Number of empowerment programs done. 30 30 30 mainstreamed. HIV mainstreamed. Number of awareness programs on HIV done. 3 3 3 Programme: Community mobilization for development. Outcome: Gender issues promoted by capacity building of women and girl child. Sub Programme: Community mobilization for development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Well informed communities on days Number of events marked and celebrated. 9 9 9 4221000000 of importance. Headquarters Improved living standards for needy Number of support programs done at the rescue 8 8 8 and vulnerable children/girls. and children homes. Well informed communities on Number of sensitization programs done. 3 3 3 phonography and its effects. 104 | P a g e Programme: Liquor licensing regulations. Outcome: Responsible county citizenry who are productive. Sub Programme: Liquor licensing regulations. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 Alcohol and liquor premises meeting Number of premises inspected and licenses 390 450 550 4221000000 required standards. issued. Headquarters Informed alcohol and liquor operators Number of liquor operators sensitized. 390 450 550 on regulations. Well informed community on alcohol No of trainings done. 15 15 15 and drug abuse. Programme: Development and management of sports facilities. Outcome: Ensure that resident’s access to a range of sports, recreational and cultural facility resulting into quality life and increased Revenue. Sub Programme: Development and management of sports facilities. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4221000000 Stadia constructed and rehabilitated. % completion of Maralal, Wamba, Archers 50% 80% 100% Headquarters Post and Baragoi stadia constructed/ Playgrounds graded and toilets rNeuhmabbileirt aotfe dsp. o rts grounds graded and toilets 7 7 1 constructed. c onstructed in the wards. A basketball court constructed. Number of basketball court constructed. 1 0 0 An equipped high altitude sports center. High altitude sports center fully equipped 1 0 0 and operational. 105 | P a g e Programme: Sports development. Outcome: Sportsmen and women use their sporting talents to earn a living by participating in local and international competitions. Sub Programme: Sports development. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4221000000 A county league established. Soccer and volleyball league established. 1 1 1 Headquarters Talent nurturing and development Number of tournaments held in soccer, volleyball, 15 15 15 promoted. basketball and darts from all the wards. Participation in the ward, county, Number of athletes participating in regional, 30 35 40 regional and national cross country national and international events. and athletics championships. Participation in the Maralal Maralal International Camel derby held. 1 1 1 International Camel derby. 1 1 Participation in the Kenya Inter- Number of sports disciplines participating in the 6 7 8 counties Sports and Cultural K enya Inter-Counties Sports and Cultural. Association (KICOSCA and the East Association (KICOSCA and the East African Local African Local Authorities Sports and Authorities Sports and Cultural. Cultural Association Games. Participation in the Kenya Youth Number of disciplines participating in the Kenya 2 3 3 Inter Counties Sports Association Youth Inter Counties Sports Association (KYISA) (KYISA) games. games. Participation in the disabled wheel Number of PLWDs participating in the desert 15 18 23 chair race and sitting volleyball wheel chair race and sitting volleyball competition. competition. 106 | P a g e Mass sports participation, Number of clubs in the various sports disciplines 110 120 130 co-ordination and team identity issued with sports equipment and uniforms. promoted. Morale of our sportsmen and women Number of sportsmen and women who have 40 50 60 boosted. excelled in sports at the county, regional and national championships awarded. Enhanced technical training skills/ Number of coaches, referees/ umpires and 100 120 140 tactics in all the sports disciplines . administrators trained. Skill and talent development N umber of sports virtual centers established in all 15 15 15 promotion in young children under the wards.(These is specific for young children fourteen (14) years and under aged 9-17 years where they meet at the nearest seventeen (17) years. playground where coaches will be available to give them training). Sub Programme: Youth empowerment. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 A legal framework developed on Number of Samburu County Youth policies 1 1 - how to ensure youths participate in developed. community civic affairs and to ensure that youth programs are youth centered. Youths empowered to use their Number of artists representing the county in 4 4 4 talents to earn a living and be regional and national events. productive in the development of the county. 107 | P a g e Enhanced empowerment and Number of youths groups sensitized and trained in 100 120 130 participation of the youth in all AGPO promotion, entrepreneurship, life skills and aspects of national development. social vices. Y ouths economically empowered to Number of boda boda riders trained on 100 110 120 contribute to building of the county. entrepreneurship, saving culture and road safety. Youths economically empowered The number of income generating activities 5 7 8 by creating investment initiated by the youth. opportunities. Programme: General Administration-Sports. Outcome: Co-ordinate and provide efficient services. Sub Programme: General Administration-Sports. Targets Targets Targets Delivery Unit Key Output (KO) Key Performance Indicators (KPIs) 2021/2022 2022/2023 2023/2024 4221000000 Support ,facilitate and co-ordinate the Headquarters activities of the sub-sector for efficient Conduct customer satisfaction surveys. 1 1 1 service delivery. 108 | P a g e PART F: Summary of Expenditure by Programmes, 2021/2022 -2023/2024 Estimates Projected Estimates Programme 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. SP3 Sports Development, Training and 0503034210 74,770,000 76,755,450 78,063,500 Competition SP1 General Administration Planning and 0901014210 47,514,480 49,977,488 51,390,204 Support Services 0902014210 SP1 Conservation of Heritage 978,000 1,012,230 1,026,900 SP2 Development and Promotion of 0902024210 6,932,448 7,175,083 7,279,070 Culture. 0902034210 SP3 Social Welfare and Gender. 30,338,000 26,742,330 27,129,900 SP4 Community Mobilization and 0902044210 6,206,880 6,424,121 6,517,224 development SP1 Development and Management of 0903014210 4,425,000 4,579,875 4,646,250 Sports Facilities. SP1 General Administration Planning and 0904014210 16,127,863 16,692,337 16,934,255 Support Services (Sports). Total Expenditure for Vote 4221000000 CULTURE,SOCIAL SERVICES,GENDER,SPORTS 187,292,671 189,358,914 192,987,303 AND YOUTH AFFAIRS PART G: Summary of Expenditure by Vote and Economic Classification, 2021/2022 - 2023/2024 Estimates Projected Estimates Economic Classification 2021/2022 2022/2023 2023/2024 Ksh. Ksh. Ksh. Current Expenditure 146,392,671 146,858,914 148,987,303 2100000 Compensation to Employees 44,650,071 46,212,823 46,882,573 2200000 Use of Goods and Services 101,142,600 100,025,091 101,474,730 3100000 Non-Financial Assets 600,000 621,000 630,000 Capital Expenditure 40,900,000 42,500,000 44,000,000 3100000 Non-Financial Assets 40,900,000 42,500,000 44,000,000 Total Expenditure 187,292,671 189,358,914 192,987,303 109 | P a g e COUNTY GOVERNMENT REVENUE ESTIMATES Approved Budget Projection Projection Projection ITEMS 2020/21 2021/22 2022/23 2023/24 COUNTY GENERATED REVENUE 1520321 Livestock Export Cess 2,400,000 1520322 Livestock Auction Cess 2,400,000 1550211 Public Works Charges 600,000 1550101 Slaughter Fee/Market Fee 4,800,000 1580402 Hides And Skins Fee 120,000 A.M.S 1,200,000 1580112 Public Health 600,000 1520101 Land Rates 36,000,000 1520201 S.B.P 13,200,000 1530331 SNR Entrance 9,780,000 1530331 Snr Hotels Food and Accommodation 7,680,000 1550105 Market Stall Rent 1,800,000 1520311 Miraa Cess 960,000 Hawker 1,800,000 Weight & Measures 60,000 Sand Income 6,000,000 Direct Credits 600,000 1520304 Wheat Cess 280,000 Liquor Licensing 6,000,000 1550221 Parking Stickers 3,600,000 1520104 Undertaking Fee 120,000 1520101 Land Rates 24,000,000 1520201 Single Business Permit 16,000,000 1520321 Total Cess Receipts 18,000,000 1530331 Game Parks/ National Reserves Fees 86,000,000 1550101 Markets/ Slaughter Houses Fees 6,400,000 1520304 Wheat Cess 300,000 Liquor License 6,410,000 1140509 A.M.S 6,000,000 1550221 County transport and public work charges 3,583,882 1540202 Vehicle insurance 1,212,750 1590112 Building plan approval 1,102,500 1520600 Other revenue 11,000,000 SUB-TOTAL LOCAL SOURCES 180,312,319 100,000,000 105,000,000 110,000,000 SUMMARY Revenue from Local Sources 180,312,319 100,000,000 105,000,000 110,000,000 Revenue transfer from national government 4,620,900,000 5,371,346,037 5,678,772,958 5,805,629,000 Road Maintenance Fuel Levy 118,859,147 Road Maintenance Fuel Levy b/f 110,400,000 Conditional Grant-Compensation for User Fee Foregone 5,235,578 153,297,872 153,297,872 153,297,872 Conditional Grant-Leasing of Medical Equipment 132,021,277 Conditional Allocation for Development of Youth Polytechnics 10,549,894 Kenya Urban Support Programme (UDG and UIG) 18-19 50,000,000 Kenya Devolution Support Program (KDSP) 45,000,000 102,491,953 DANIDA (Health support funds) 13,140,000 10,238,250 World bank loan for National agricultural and rural inclusive growth project 216,145,500 212,277,520 341,530,310 341,530,310 EU Grant for instrument for devolution advice and support (Abbatoir Construction) 15,626,168 15,626,168 Balance brought forward 2018-19 for construction of Abbatoir 77,594,506 Agriculture Sector Development Support Programme (ASDSP) 14,496,213 32,990,533 World Bank Loan for transforming health systems for universal care project 31,320,789 5,601,594 Brought forward revenue 1,053,199,388 World bank loan for National agricultural and rural inclusive growth project B/F 56,256,424 75,000,000 Agriculture Sector Development Support Programme (ASDSP) B/F 30,822,580 KDSP B/F TAKEN TO COVID 19 ACTIVITIES 30,000,000 DANIDA (Health support funds) B/F 4,935,000 World Bank Loan for transforming health systems for universal care project B/F 36,441,141 37,338,236 ELRP( Locust) 91,713,333 ELRP( Locust) b/f 68,785,000 COVID 19 FUNDS B/F 27,402,000 Balance brought forward 2020-21 - CRF 287,820,000 GRAND TOTAL 6,880,657,924 6,564,526,496 6,278,601,140 6,410,457,182