Wealth Creation and Socio-Economic Transformation GOVERNMENT OF MAKUENI COUNTY ANNUAL DEVELOPMENT PLAN 2017/18 Published by Government of Makueni County P.O Box 78 – 90300 Makueni Tel: 020-2034944 Email: finance@makueni.go.ke Website: www.makueni.go.ke Copyright (c) 2016 Government of Makueni County First Published 2016 All rights reserved. No part of this document may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopy, recording or by any information storage and retrieval system without permission in writing from the Government of Makueni County except in the case of brief quotations, embodied in critical reviews and articles, and for educational purposes. TABLE OF CONTENTS TABLE OF CONTENTS....................................................................................................................... 1 FOREWORD ..................................................................................................................................... 4 ACKNOWLEDGEMENT ..................................................................................................................... 5 EXECUTIVE SUMMARY .................................................................................................................... 6 LIST OF ABBREVIATIONS ................................................................................................................. 8 LIST OF FIGURES ............................................................................................................................ 10 LIST OF TABLES .............................................................................................................................. 10 VISION AND MISSION OF THE COUNTY ........................................................................................ 11 CHAPTER ONE: INTRODUCTION AND OVERVIEW OF THE COUNTY ............................................. 12 1.1. Context of the Annual Development Plan ......................................................................... 12 1.1.1 Learning from the previous challenges, failures and critical concerns .................. 13 1.2 Objectives of the 2017/18 Annual Development Plan ....................................................... 13 1.3 ADP Linkage with CIDP and Makueni Vision 2025 .............................................................. 14 1.3.1 Linkage with CIDP 2013-17 ........................................................................................... 14 1.3.2 Linkage with Makueni Vision 2025 ............................................................................... 14 1.3.3 Linking Policy, Planning and Budgeting ........................................................................ 15 1.4 ADP preparation process..................................................................................................... 16 1.5 Participation Process ........................................................................................................... 17 1.6 Structure of the ADP ........................................................................................................... 17 1.7 County profile...................................................................................................................... 18 1.7.1 Location and size........................................................................................................... 18 1.8 Physiographic and Natural Conditions ................................................................................ 18 1.8.1 Physical and Topographic Features .............................................................................. 18 1.8.2 Ecological Conditions .................................................................................................... 19 1.8.3 Climatic Conditions ....................................................................................................... 19 1.9 Administrative Units............................................................................................................ 19 1.10 Demographic Features ...................................................................................................... 19 1.11 Cross cutting issues ........................................................................................................... 20 1.11.1 Poverty Reduction Initiatives...................................................................................... 20 1.11.2 Climate Change Mainstreaming ................................................................................. 20 1.11.3 Disaster Management ................................................................................................ 21 CHAPTER TWO: SECTORAL PLANNING ANALYSIS ......................................................................... 22 2.1 Agriculture Performance Overview..................................................................................... 22 2.1.1 Challenges Facing the Sector ........................................................................................ 24 2.2 Lands and Urban Development Performance Overview .................................................... 24 2.2.2 Challenges Facing the Sector ........................................................................................ 25 2.3 Energy, Infrastructure and ICT Sector Performance Overview........................................... 25 2.3.1 Challenges Facing the Sector .................................................................................. 27 2.4 General Economic and Commercial Affairs Performance Overview .................................. 27 2.4.1 Challenges Facing the Sector .................................................................................. 28 2.5 Health Sector Performance Overview................................................................................. 28 1 | P a g e 2.5.1 Challenges Facing the Sector .................................................................................. 29 2.6 Education Sector Performance Overview ........................................................................... 30 2.6.1 Challenges Facing the Sector .................................................................................. 31 2.7 Water Sector Performance Overview ................................................................................. 31 2.7.1 Challenges Facing the Sector .................................................................................. 32 2.8 Social Protection Performance Overview ........................................................................... 32 2.8.1 Challenges Facing the Sector .................................................................................. 34 2.9 Environment, Climate Change and Disaster Management Performance Overview .......... 34 2.9.1 Challenges Facing the Sector .................................................................................. 35 CHAPTER THREE: ECONOMIC PILLAR STRATEGIC APPROACHES .................................................. 36 3.1 Overview ............................................................................................................................. 36 3.2 Agriculture and Rural Development ................................................................................... 36 3.2.1 Outlook for 2017/18 ............................................................................................... 36 3.3 Lands and Urban Development........................................................................................... 41 3.3.1 Outlook for 2017/18 ..................................................................................................... 42 3.4 Energy, Infrastructure and ICT ............................................................................................ 43 3.4.1 Outlook for 2017/18 ..................................................................................................... 43 3.5 General Economic and Commercial Affairs......................................................................... 46 3.5.1 Outlook for 2017/18 ..................................................................................................... 46 3.6 Flagships in Economic Pillar ................................................................................................ 48 CHAPTER FOUR: SOCIAL PILLAR STRATEGIC APPROACHES .......................................................... 51 4.1 Overview ............................................................................................................................. 51 4.2 Health .................................................................................................................................. 51 4.2.1 Outlook for 2017/18 ..................................................................................................... 51 4.3 Education............................................................................................................................. 54 4.3.1 Outlook for 2017/18 ..................................................................................................... 54 4.4. Water.................................................................................................................................. 57 4.4.1 Outlook for 2017/18 ............................................................................................... 58 4.5 Social Protection.................................................................................................................. 59 4.5.1 Outlook for 2017/18 ..................................................................................................... 60 4.6 Environment, Climate Change and Disaster Management................................................. 64 4.6.1 Outlook for 2017/18 ..................................................................................................... 64 4.7 Flagships in Social Pillar ................................................................................................. 66 CHAPTER FIVE: POLITICAL PILLAR STRATEGIC APPROACHES........................................................ 68 5.1. Outlook for 2017/18........................................................................................................... 68 CHAPTER SIX: COSTING AND RESOURCE MOBILIZATION .......................................................... 72 6.1 Sources of Financing the Annual Development Plan .......................................................... 72 6.2 Previous Financial Performance.......................................................................................... 73 6.1.1 Resource allocation for 2017/18 .................................................................................. 74 6.2 The institutional framework for implementing the annual development plan.................. 74 6.2.1 Integration of planning and budgeting process ........................................................... 74 6.2.2 Collaboration with development partners ................................................................... 75 6.3 Assumptions ........................................................................................................................ 75 2 | P a g e 6.4 Risk Analysis and Mitigation Measures ............................................................................... 75 CHAPTER SEVEN: MONITORING AND EVALUATION OF THE ANNUAL DEVELOPMENT PLAN 2017/18 77 7.1 Annual Development Plan Monitoring Arrangements ....................................................... 77 7.2 Adopting RBAM&E for Monitoring and Evaluation Unit Reporting .................................... 78 7.3 Means of verification .......................................................................................................... 80 7.4 Building effective partnerships and coordination with stakeholders ................................. 80 7.5 County Annual Development Plan Costing and Evaluation Plan ........................................ 81 ANNEXES ..................................................................................................................................... 107 Annex 1: County Fact Sheet .................................................................................................... 107 3 | P a g e FOREWORD The County Government Act (2012) requires each county to prepare a five year County Integrated Development Plan (CIDP) which forms the basis for all county budgeting and spending of public funds. The Act provides that no public funds should be appropriated outside a planning framework developed by the County executive and approved by a County Assembly. The framework is implemented through a series of Annual Development Plans (ADPs) pursuant to section 126 of the Public Finance Management Act (2012). This is the last ADP to implement the first Makueni CIDP 2013-2017. The preparation took a reflection on the achievements under development programme since 2013. The objective of the ADP is to continue implementing programmes identified by the CIDP to ensure achievement of development goals as envisioned therein. The plan also made reference to Makueni County Vision 2025 and other national and international policy documents key among them being the Kenya Vision 2030 and the United Nation’s SDGs. The process of its formulation was highly consultative as provided for in the County Governments Act, 2012. Various consultative forums were organized at the County, Sub County, Urban areas and Sub Ward levels to identify the development priorities and interventions. The ADP provides comprehensive guidelines in budgeting, project funding, monitoring and evaluation of all the projects for the 2017/2018 financial year. The plan forms the basis for preparing the 2017 County Fiscal Strategy and the subsequent county budget. The Government strategic focus will therefore be guided by this plan to ensure strong linkage between planning and budgeting and facilitate partnerships and collaborations with the National Government and other stakeholders. MARY KIMANZI EXECUTIVE COMMITTEE MEMBER – FINANCE & SOCIO-ECONOMIC PLANNING 4 | P a g e ACKNOWLEDGEMENT The preparation of the 2017/18 Annual Development Plan was achieved through consultation and co-operation between County Treasury and all County Departments. The finalization of the plan made close reference to the Makueni CIDP 2013-2017 and Vision 2025 which is the County’s long term development blueprint. The County Treasury appreciates the Governor, H.E. Kivutha Kibwana for his financial and moral support for the process. We are grateful to the County Executive Committee Member for Finance & Socio-Economic Planning Mrs. Mary Kimanzi for her support and encouragement during the preparation of the plan. We would like to acknowledge the efforts of the core team in the County Treasury for having spent a significant amount of time preparing the ADP. These include; Mutua Boniface – Director Socio-Economic Planning; Annastacia Muendo – Director Budget & Expenditure; Dr. Zipporah Wambua – Director Public Participation & Community Outreach; Economist in the Directorate of Socio-Economic Planning (Charity Mumo, Kennedy Ndavi, Evans Muema, Catherine Ngave, Hastings Mwangangi, Ruth Ngumbau, Dominic Muteti, Rose Mwania, Benson Mulei, Jeremiah Mutunga, Justus Muindi, Richard Mwendwa, Trizza Mutave, Ruth Maingi, Karen Munyae and Maina Charles); and Dr. Daniel Ksee. We are grateful to the County Executive Committee Members, County Chief Officers and technical officers for their inputs and contribution to the success of the planning process. Additionally we thank the members of the County Budget and Economic Forum (CBEF) for their invaluable inputs during the preparation of the pan. JOSEPH NDIKU COUNTY CHIEF OFFICER - FINANCE & SOCIO-ECONOMIC PLANNING 5 | P a g e EXECUTIVE SUMMARY The 2017/2018 ADP is the fifth to be prepared by the Government of Makueni County. The plan was prepared as provided for by Public Finance Management Act. The purpose of the plan is to provide a planning framework for the 2017/2018 - 2019/2020 Medium Term Expenditure Framework. The plan pursuant to section 126 (1) of the PFMA 2012 provides critical information to guide finalization of 2017/2018 budget. Key highlights in the plan include: a. County’s strategic priorities b. Description of how the County Government is responding to sectoral interventions c. Programmes to be delivered with details for each programme of (i) The strategic priorities to which the programme will contribute (ii) The services or goods to be provided (iii) Measurable indicators of performance where feasible and (iv) Programme’s estimated costs d. Description of significant capital developments e. Description of proposals with respect to the development of physical, intellectual, human and other resources of the county The ADP FY 2017/18 has been prepared with a view of implementing a tenth of what is in the Makueni Vision 2025. It has taken into account the challenges experienced and the lessons learnt in the implementation of the previous plans which include; delayed approval of county budget for FY 2013/2014, high dependence on rain fed agriculture, low agricultural productivity and competitiveness, low employment creation, high number of population living in poverty and a weak link between policy planning and budgeting. The broad focus in the plan is wealth creation for socio-economic transformation as outlined in Vision 2025. The plan continues to anchor development on key strategic sectors which are expected to trigger development in other related sectors. The key priorities for the government during the plan period will be; water harvesting, promotion of irrigation, key value chains development and infrastructural development. The Government will also focus on completion of ongoing programmes and projects. 6 | P a g e The plan adopted sectoral approach and anchored on Makueni Vision 2025 to map key development issues and the proposed specific strategic interventions to address the challenges. The identification of these issues was highly participatory through consultative forums conducted from Sub Ward level. The participatory process also incorporated the inputs of the technical officers and the County Budget and Economic Forum (CBEF). The interventions are based on three pillars namely; economic pillar, social pillar and political pillar. The Economic Pillar constitutes of Agriculture, Rural and Urban Development, Energy, Infrastructure and ICT and General Economic Commercial Affairs sectors. The main interventions in the pillar include; enhancing extension services, value chain development with a focus on dairy, fruit and grain; urban development focusing on establishing the requis ite infrastructure in the county urban areas; improvement in road infrastructure and investment in energy distribution. Other interventions include titling and survey, establishment of county investment promotion authority and enhancing small and medium enterprises participation in county economy. The Social Pillar constitutes of Health, Education, Social Protection, culture and recreation, Water and Environment sectors. The following key interventions are addressed in the pillar; enhancing access to universal health care programme, equipping health facilities with adequate staff and adequate diagnostic capacity, investment in CTTI and ECDE infrastructure; enhancing social protection for the vulnerable in the society; water harvesting and distribution focusi ng on sub surface water; and environmental conservation and climate change mitigation measures aimed at achieving sustainable and resilient livelihoods. The Political Pillar has strategic interventions on entrenching governance and service delivery mechanisms including participation and civic education. The plan provides a robust monitoring and evaluation framework to ensure that actual implementation will be in line with policies and plans. Measurable indicators have been identified to facilitate tracking implementation of the plan. The Government will therefore establish effective partnerships with both the public and the private sectors to bridge the financial gap. 7 | P a g e LIST OF ABBREVIATIONS ADP Annual Development Plan AGPO Access to Government Procurement Opportunities ATC Agricultural Training Centre CBEF County Budget and Economic Forum CDF Constituency Development Fund CFSP County Fiscal Strategy Paper CIC Community Information Centre CIDP County Integrated Development Plan CPSB County Public Service Board CTTI County Technical Training Institute ECDE Early Childhood Development Education FBO Faith Based Organization FY Financial Year GPS Global Positioning System HIV/AIDs Human Immunodeficiency Virus HR Human Resource ICT Information Communication Technology IEC Information Education and Communication IFMIS Integrated Financial Management System KMTC Kenya Medical Training College M&E Monitoring and Evaluation MTEF Medium term Expenditure Framework NDMA National Drought Management Authority NHIF National Hospital Insurance Fund OVC Orphans and Vulnerable Children PFM Public Finance Management PWD Persons with Disability 8 | P a g e RBM&E Results Based Monitoring & Evaluation SACCO Savings and Credit Cooperative Organization SMS Short Message Service STD Sexually Transmitted Diseases WEDF Women Enterprise Development Fund YEDF Youth Enterprise Development Fund 9 | P a g e LIST OF FIGURES Figure 1: ADP Linkage with County Plans .................................................................................. 16 Figure 2: % of budget funded by local revenue ............................................................................ 73 Figure 3: Steps in RBM&E .......................................................................................................... 78 LIST OF TABLES Table 1: County agro-ecological zoning.................................................................................... 36 Table 2: Previous financing....................................................................................................... 72 Table 3: Risk analysis ............................................................................................................... 76 10 | P a g e VISION AND MISSION OF THE COUNTY VISION A prosperous value based County with high quality of life. MISSION To transform the livelihoods of each household through accountable leadership that creates an enabling environment for inclusive, effective and efficient service delivery. COUNTY VALUES  Integrity and accountability.  Inclusiveness.  Equity and Fairness.  Patriotism.  Responsiveness.  Hard work, Creativity and innovation. RALLYING CALL Our County, Our Future 11 | P a g e CHAPTER ONE: INTRODUCTION AND OVERVIEW OF THE COUNTY This chapter provides the background on the preparation of the Annual Development Plan including the legal basis; the participation and preparation process and the key objectives addressed in the plan. The chapter also highlights county profile and basic statistics which form the basis for the interventions. 1.1. Context of the Annual Development Plan The Public Finance Management Act, 2012 stipulates that the County Executive in charge of planning shall submit to the County Assembly an Annual Development Plan (ADP) by September 1st every year. This is the last ADP under the medium term planning period 2013-17. The FY 2013/14 ADP was the first one prepared by the County Government. Its formulation, des ign and implementation focused on completing several projects that had been initiated by the former local authorities and Constituency Development Fund (CDF). These include infrastructural projects in dispensaries and health centers. The priority areas/focus was to establish the basic Government structures with emphasis on the ward as the planning unit. During the 2014/15 - 2015/16 financial years there was a paradigm shift in county planning and development. The Government embarked on water harvesting investment for socio-economic transformation (Kutwiikany’a Kiwu) as the strategic foundation of County development. The County Government planned to construct 84 dams focusing on the Sub Wards. The overall objective was economic transformation, empowerment and poverty reduction through water harvesting, social sector development and infrastructure sector investment. The 2016/2017 ADP was prepared against a background of increased institutional change and reengineering through introduction and institutionalization of performance management in the county and preparation of the Makueni Vision 2025. Preparation and implementation of the annual development plan was in the advent of the actualization of the thirty per cent affirmative directive on procurement to youth, women, people with disability and other 12 | P a g e marginalized communities. This is aimed at inclusion of the marginalized communities in the economic development. 1.1.1 Learning from the previous challenges, failures and critical concerns The ADP FY 2017/18 takes into consideration the challenges experienced and the lessons learnt in the implementation of the plans for the previous period. These include: i. The delayed approval of county budget for the FY 2013/14 and 2014/15 which led to delayed implementation of planned development priorities. ii. The high dependence on rain fed agriculture iii. Political bickering and conflict iv. Low agricultural productivity and competitiveness v. High cost of capital and finance vi. High rate of youth unemployment vii. High number of population living in poverty (60.6%) viii. A weak link between policy, planning and budgeting ix. The need to strengthen county monitoring and evaluation system to enhance measurement of results and feeding them back to the policymaking process. x. Establishment and strengthening of critical institutions to deliver the priorities outlined in the previous plans will be given preference. Some of the institutions include; Sand Authority, County Policing Authority, decentralization of government services, performance management, strengthening of the statistical system and monitoring and evaluation unit. 1.2 Objectives of the 2017/18 Annual Development Plan The objectives of this ADP shall be; i. To act as an implementing tool for the Makueni CIDP and Makueni Vision 2025 ii. To enhance equity in distribution of resources across the sectors and geographical locations. iii. To promote implementation of high impact and sustainable programmes iv. To complete the ongoing projects initiated in the plan period 2013-17 13 | P a g e 1.3 ADP Linkage with CIDP and Makueni Vision 2025 1.3.1 Linkage with CIDP 2013-17 The County Government has an Integrated Development Plan (CIDP) that was prepared and approved 2013. The implementation of the CIDP has been through a step wise process that includes County Annual Development Plans, Departmental Work plans and community action plans. This is the last development plan to implement the Makueni 2013-217 CIDP. The CIDP is anchored in the Second Medium Term Plan II (MTP II) which is guided by the country’s long term development strategy Kenya Vision 2030. The Vision seeks to transform Kenya into a newly industrializing globally competitive middle income country providing a high quality of life to all its citizens by 2030. 1.3.2 Linkage with Makueni Vision 2025 The County Government has prepared County Vision 2025 whose development was in accordance with section 104 of the County Government Act (2012). The law mandates a County Government to plan for a County and requires all public funds to be appropriated within a development framework approved by the respective County Assembly. The overall objective of the Vision is to create an overarching framework for development that transcends the political processes and creates an enabling environment for socio-economic transformation within Makueni County. The Vision will guide development between 2016 and 2025 by providing the realms of development strategies and guiding principles within which successive County Governments should operate to realize socio-economic transformation. The ADP 2017/18 seeks to implement at least a tenth of the Vision 2025. This acts as the take off stage of development expected to eradicate poverty by 30 per cent by the year 2025. The ADP will promote the foundational requirements for development. These requirements include the establishment and strengthening of key institutions required by the government to drive the development agenda and water harvesting to socio-economic transformation and address food security challenges of the County. It is until the basics of development are done that 14 | P a g e future plans begin to seek for economic growth and maturity. The preparation of the ADP was guided by the intervention and strategies outlined in Vision 2025. 1.3.3 Linking Policy, Planning and Budgeting Weak linkage between policy, planning and budgeting contributes to poor budgeting outcomes . Inadequate link between planning and budgeting leads to implementation of priorities that are not identified by the beneficiary. This can lead ownership and implementation challenges which can result to abandonment of projects. There has been a weak linkage between plans and budgeting process in the previous plans and implementation in the county. This has led to failure to direct resources to policy priorities which results most often to scrambling for resources during the budgeting process rather than allocating resources on the basis of clear policy and strategic objectives. In efforts to ensure the county budget for the 2017/18 will be linked with the annual development plan, the following initiatives will be undertaken; i. Strengthening sector working groups for county departments along the pillars and draw priorities for funding. ii. Prioritization of specific sector project/programmes to be used in the preparation of the County Fiscal Strategy Paper (CFSP) and later budget preparation process iii. Costing of the policy/planned interventions to ensure that the capital investments have adequate matching recurrent costs required for operations and maintenance. iv. Adopting Medium Term Expenditure Framework (MTEF) in bid to improve efficiency of the public sector and create a more predictable environment for the public sector to improve service delivery. v. Strengthening Programme Based Budgeting vi. Investment to ensure strong and independent audit processes to provide feedback on the expenditure and value for money in the county investments. 15 | P a g e Figure 1: ADP Linkage with County Plans Overall Makueni Vision 2025 Development Objectives Medium Term MTEF 5 years County Integrated planning Development Plan (CIDP) framework Strategic direction Sectoral plans for departments as integral part of CIDP Annual Development Plans/Annual Budget Estimates Priority activities and estimates for 1 year 1.4 ADP preparation process The FY 2017/2018 Annual Development Plan was prepared through a participatory process and met the constitutional requirement to engage citizen in planning process as outlined in the Constitution of Kenya (2010), County Government Act (2012) and the Public Finance Management Act (2012). The preparation process included; desk review and incorporation of inputs from FY 2016/17 budget hearings, comments and inputs during Vision 2025 preparation process, ward participation process (Sub Ward Development Committee members and Ward technical officers), validation at Sub County Development Committee, participation in all major urban areas in the county targeting market committees and business community, inputs and validation by County Departments and the County Budget and Economic Forum (CBEF). All the inputs (challenges identified and proposed interventions) from the respective participation forums were incorporated in the preparation of the ADP. 16 | P a g e 1.5 Participation Process The County Public Participation and Community Outreach Directorate played a critical role in the coordination of the public participation processes for the delivery of ADP of the FY 2017/18. This was through preparation of public participation briefs and particulars of public inclusion towards the people driven formulation and design of the annual development plan. Further a comprehensive communication strategy was employed for effective communication to all stakeholder forums and activities. The County administrators at the Sub Ward and Ward levels were critical in the mobilization of public forum at the decentralized levels. The County budget Forum and other thematic area groups at the County and e-participation platforms were utilized in the processes at the County level. Citizen control is a critical element of public participation. The formulation and designing of ADP 2017/18 was characterized by the qualities of ownership, sustainability, equity and pro- poor concern on the side of the people of Makueni while it endeavored to streamline government systems and institutions within government to ensure effective, efficient and timely service delivery. The history of the developed nations has proved that community projects initiated by community members themselves would be taken care of by the community than those imposed to them by governments, volunteers and or donor institutions. Similarly, people’s involvement at the conceptual thinking and planning intensifies that ownership ability and increases their sense of responsibility for maintaining services delivered to them. These aspects are both essential for continuity of sustainable development for Makueni County. 1.6 Structure of the ADP The ADP 2017/18 is aligned to Makueni Vision 2025, has adopted sectoral planning process and is structured along seven chapters outlined as follows; Chapter one provides the introduction and the legal basis for preparing the ADP; Chapter two provides the County Overview (performance overview and development challenges); Chapter three outlines the economic affairs pillar strategic approaches; Chapter four provides the strategic approaches to social 17 | P a g e affairs pillar; Chapter five outlines the strategic approaches to political affairs pillar; Chapter six outlines the costing and resource mobilization measures for the ADP and Chapter seven provides the monitoring and evaluation framework. The interventions in the ADP are anchored on Vision 2025. Under each pillar, several flagships are outlined for implementation. The flagships in Vision 2025 will be implemented step wise over a period of time. 1.7 County profile 1.7.1 Location and size Makueni County is one of the forty seven counties in Kenya. It is situated in South Eastern part of the Country. It boarders Machakos County to the North, Kitui County to the East, Kajiado County to the West and Taita Taveta County to the South. The county lies between Latitude 1º 35´ and 30 00 South and Longitude 37º10´ and 38º 30´East and covers an area of 8,008.7 KM2 1.8 Physiographic and Natural Conditions 1.8.1 Physical and Topographic Features The County lies in the arid and semi-arid zones of the Eastern region of the Country. The major physical features in Makueni County include the volcanic Chyulu hills which lie along the South West border of the County in Kibwezi West Constituency, Mbooni hills in Mbooni Constituency and Kilungu and Iuani hills in Kaiti Constituency. The County terrain is generally low-lying from 600 m above sea level in Tsavo at the southern end of the County. The main river in the County is Athi River, which is perennial and fed by tributaries such as Thwake, Kaiti, Kikuu, Muooni, Kiboko, Kambu, and Mtito Andei, which drain from various parts of the County. A few other streams flow from the Mbooni, Iuani and Kilungu hills but their flow becomes irregular as they move to the low-lying areas. These rivers provide a high potential for both large and small-scale irrigation. Tsavo National park which lies in the southern part of the County, in Kibwezi West Constituency is considered as one of the world's biodiversity strongholds. It is home to diverse wildlife species which include the famous 'big five' consisting of lion, black rhino, buffalo, elephant and leopard. The park also has a great variety of bird life such as the black Kite, crowned crane, lovebird and the sacred Ibis among others. 18 | P a g e 1.8.2 Ecological Conditions The County is largely arid and semi-arid and usually prone to frequent droughts. The lower side which is very dry receives little rainfall ranging from 300 mm to 400 mm. The depressed rains in the lower part of the County hardly sustain the major staple food of maize and beans. Unfortunately, the traditional crops which are drought tolerant have largely been abandoned. This means livestock rearing remains the most common viable economic activity being undertaken by the local people in the lower region. The condition has negatively affected agriculture which is the main economic activity in the County 1.8.3 Climatic Conditions The County experiences two rainy seasons, the long rains occurring in March /April while the short rains occur in November/December. The hilly parts of Mbooni and Kilungu receive 800- 1200 mm of rainfall per year. High temperatures of 35.8o C are experienced in the low-lying areas causing high evaporation which worsens the dry conditions. Climate variations and extreme differences in temperatures can be explained by change in altitude. The areas to the North such as Kilungu, Iuani and Mbooni hills are usually cool with temperatures ranging from 20.20o C to 24.6o C, while the low-lying areas of the South such as Kitise and Kambu are usually hot. Generally, the County experiences high temperatures during the day and low temperatures at night. During the dry periods between May and October the lower parts of the County experience severe heat. 1.9 Administrative Units The County is currently divided into six Sub Counties; Mbooni; Kilome; Kaiti; Makueni; Kibwezi West and East with Makueni Sub County having the largest number of wards at seven while Kilome has the least at three; thirty wards and sixty sub wards. 1.10 Demographic Features The 2015 projected population in the County stands at 961,738 consisting of 468,298 males and 493,440 females. This is an increase from 884,253 persons as per the 2009 by Kenya National 19 | P a g e Population and Housing Census. The annual population growth rate stands at 1.4 per cent while the male-female sex ratio stands at 1:1. 1.11 Cross cutting issues 1.11.1 Poverty Reduction Initiatives Poverty is defined as the inability to attain a minimal standard of living. Poverty is manifested through the following characteristics; low income, lack of access to resources, few opportunities to participate in economic activities and high vulnerability to risks and shocks. The current poverty level in Makueni County is at 60.6% which is above the national average a t 46%. In order to effectively tackle poverty it is imperative to involve and engage the poor and have them actively participate in economic activities. In order to achieve the objectives for poverty reduction, the following broad strategies will be implemented;  Developing the capacity of the poor by reaching out to them through various developmental programmes in health, access to water and infrastructural development initiatives.  Implement an inclusive social protection programme to cushion the poor and t he most vulnerable from economic and social shocks while strengthening their adaptive capacity.  Allocation of resources for pro-poor initiatives and programmes targeted to the wards/geographical areas hard hit by poverty. 1.11.2 Climate Change Mainstreaming The effects of climate change have negative implications on the county’s environmental and socio-economic status. This poses a risk to county development programmes and affecting livelihoods and assets that the communities depend on and increasing their vulnerability. The main sectors affected by climatic changes include; agriculture, water resources, health and infrastructure. This is manifested through; increased risks of droughts and floods, rising temperatures and rising sea levels. Makueni County enacted Climate Change Adaptation guidelines in 2015 to which provide the policy framework for mainstreaming climate change adaptation as a broader policy for 20 | P a g e development. This is effective since climate change impacts are cross cutting among the sectors, geographical locations and boundaries. 1.11.3 Disaster Management Disaster disrupts the functioning of a community by impacting on the economic and environmental and exceeding the ability of the affected communities to cope using their own resources. This greatly interrupts supply of essential services such as health care, electricity, water and transportation. Makueni County Government has an established Emergency Fund in accordance with section 110 of the Public Finance Management Act. Every year, the Government has allocated at least Kshs 30 million for emergency operations. The funds have been used to respond to the disasters such as floods, supply of relief food to hunger stricken households with aim of providing assistance to maintain life and improve the health of the affected people. Deliberate efforts such as construction of access roads, drilling of boreholes have been implemented to ensure that the community members recover from the disaster and return back to normal life after the disaster. To further enhance effective implementation of emergency projects, the county government will establish a unit responsible for the coordination of the emergency projects. 21 | P a g e CHAPTER TWO: SECTORAL PLANNING ANALYSIS This chapter provides an overview of the county sectoral planning analysis highlighting the sectoral performance for the period FY 2013/14 – 2016/17. Challenges facing the sectors have been outlined. The challenges were identified through a participatory process from the Sub Ward level. 2.1 Agriculture Performance Overview Agriculture is considered as a priority subsector in enhancing economic development among the population of Makueni. The government has implemented various programmes to improve agricultural production in the County. These programmes were to address livestock production, veterinary services, fisheries, crops and agribusiness . Some of the main achievements in the sub-sector include; 1. Grain value chain development. The County through the department of agriculture has been able promote value chain development particularly with green grams, sorghum and pigeon peas. The County government has over the years supported farmers with certified seed during the farming seasons and educated farmers on good farming practices and post-harvest handling of crop yields. 2. Horticulture development. The government has over the year supported horticulture farming by training farmers, provision of green houses, farm ponds and encouraging farmers to form co-operatives for easier marketing of their produce. The beneficiaries have been farmers growing vegetables such as french beans, tomatoes, peas among others. 3. Fruit crop value chain. The County Government has since inception promoted fruit production by educating farmers on fruit farming , provision of seedlings and the establishment of the Kalamba fruit processing plant which to date has been allocated a total of Ksh 600,900,000. Priority has been given to fruits such as mangoes and orange which are produced in large quantities and the establishment of the fruit processing plant is envisioned to reduce the high post harvesting losses incurred due to poor marketing strategies and low value addition. In addition to the fruit processing plant 22 | P a g e development, the government has also invested in the development of the fruits through development of mother orchards. 4. Agricultural equipment. In order to increase production, the Government County has procured agricultural equipment such as mowers, rippers, and tractors to be used in large scale production of crops. This has revitalized the various farm operations and is in the process of addressing labor constraint in agricultural production. 5. Dairy development. Various achievements have been made over the years which include, cattle upgrading through performance of 9,135 inseminations on subsidy basis. The County has also established a milk processing plant in Kikima and provided milk coolers to promote milk marketing and value addition in Makueni County. Additional water storage tanks and water purifier is in the process of been delivered to further support the Kikima milk processing plant.  Livestock disease control: This has been championed by mass vaccination of animals. 12 vaccination crushes have been rehabilitated and over 72,000 heads of cattle vaccinated against FMD, 110,000 RVF and 78,000 LSD. 6. Meat value chain development. The Government has over the years allocated Ksh 6,000,000 for the meat value chain development through production, value addition and marketing. 7. Poultry value chain. Over the years Ksh 14,700,000 has been allocated for poultry farming. Over 500 farmers have been trained on poultry husbandry and were supported with 6,000 birds of the superior KARI Kuku Kienyeji for upgrading. 8. Fisheries Development. Farmers have been encouraged to practice fish production by exposing them to new technologies and techniques for efficient fish production. Since 2013 the department has received a total budget allocation of Ksh 5,600,000. To this effect farmers have been taken on study tours to benchmark on the various tech niques used by other counties. A feed processing plant is in the process of being established at the ATC, Kwa Kathoka for both fish and livestock feeds. 9. Soil & water conservation for crop and fodder production and range management. The Government of Makueni County has over the years allocated Ksh 10,500,000.00 for 23 | P a g e soil and water conservation programmes. This includes training the community on level terrace makers. Drip irrigation kits have also been provided to enhance small scale irrigation. 2.1.1 Challenges Facing the Sector Despite its importance, the sector faces several challenges that include inadequate policy, legal and institutional frameworks, low adoption of improved production technologies, poor input access, poor market access, post-harvest loss, inadequate irrigation facilities coupled with high reliance on rainfall for production, low value addition and livestock pests and diseases. 2.2 Lands and Urban Development Performance Overview Land is the most important resource for development. For the past financial years, several development programmes and projects have been implemented to solve the issues affecting lands and urban development. Two bus parks are under construction in Emali and Nunguni towns and cabro-paving of Wote Town is ongoing. The Department of Lands, Mining and physical planning is undertaking digitalization of land records for the already planned 120 markets and 30 markets earmarked in the financial year 2016/2017. This will greatly improve land administration, improved land based revenue among others. The County has planned 120 markets and has all the base maps ready and the department will plan 30 more markets in the financial year 2016/2017.This has helped in opening of road access to the urban towns, increase land based revenue, solve land disputes, improve land value and improved urban growth among others. The following 5 major towns have been surveyed for issuance of leasehold titles; Mtito Andei, Emali, Sultan Hamud, Wote and Makindu whereas a total of 23,978 freehold title deeds have been issued in various registration sections. Moreover, the department has planned to survey 30 markets in the financial 2016/ 17. The County Government launched a land data digitization programme in which it carried out mapping of the county public utilities by GPS, land surveys and digitize the maps and attach attribute data generated per plot i.e. automation of all land records, registers of owners. 30 24 | P a g e markets are already implemented and await attribute data. Land data digitization has been allocated an accumulative budget amount of Kshs. 23,100,000.00. Completion of this programme will greatly transform the administration of land in the County and serve justice to the citizens by ensuring them land security. In line with The County’s Vision 2025, the County has provided land for investment in Sultan Hamud Town where 58 plots (50 x 100 feet) have been set aside for investors who meet the requirements for acquiring the land to venture. This will help develop the town. The department of lands, mining and physical planning is undertaking preparation of county spatial plan that will set broad land use proposals in the whole county hence this will greatly improve land use systems in the county. 2.2.2 Challenges Facing the Sector The following challenges face the sector; land use systems and patterns are poorly planned and therefore fail in facilitating and sustaining urban and rural development especially with a ccess to basic social amenities; Inadequate land for expansion in some towns like Kikima and Nunguni; Housing schemes in major towns are poorly organized. The towns along Nairobi - Mombasa highway have poor settlement patterns; and Encroachment of public land 2.3 Energy, Infrastructure and ICT Sector Performance Overview Energy, Infrastructure and ICT are key drivers of development. Reliable and affordable energy is an important driver of industrial growth which creates employment. Since inception of the County Government has established a total of 15 Communication Information centers (CICs) across the County. Wote and Makindu currently outlined as model CICs. The Government has provided an ICT Support vehicle and three motorbikes to ensure that the CICs are maintained. These centers have enabled Citizens acquire basic computer skills and have easier access to internet. 25 | P a g e The Government embarked on digitalizing its systems to improve service delivery processes. The following ICT programs and projects have been planned and in the process of implementation; Revenue Automation, Bandwidth upgrade, Website hosting, Barcode management system, Water Resource Management System, Bulk SMS System, Network and Telephone system, Countywide Virtual private network, Digitization of county data, construction of a communication suite, Online user support system, primary and Backup Domain Controllers, county Data security & redundancy center. A communication Radio Station is also in the process of completion and this will ensure timely provision of information to the citizens as well as timely provision of feedback by the citizens. In transport and roads, the Government has over the last three years purchased the following equipment’s; three rollers, two backhoe loaders, four graders, one water boozer and one excavator and is planning to purchase more equipment in the current year. The government has upgraded Wote Town by opening up and Cabro paving the major roads within the town and graded a total of 3,491 Km of roads across the County. This has opened up many access roads and enhanced communication and connectivity in the County. The sector has promoted employment of the youth by engaging them in manual grading and bush clearing. The government is working on modalities of collaboration and partnership with the national government and other agencies in delivery of all the roads infrastructure projects including Kibwezi – Kitui road, Mtito Andei – Oloitoktok road. The Government has enhanced rural electrification by connecting public institutions with electricity. It has installed street lights and flood lights in major towns (41 floodlights and 52 street lights installation) and has made provisions for installation of solar street lighting. Engagement with potential investors to enhance investment in renewable energy sector through public private partnerships is in the process. Chyullu game reserve electric fence installation is underway at Ksh 20 million. This will reduced human animal rivalry along the reserve. 26 | P a g e 2.3.1 Challenges Facing the Sector Key development issue in the sub-sector includes: disparities in electricity connectivity, frequent power outages, inadequate investment in green energy and low ICT penetration; inadequate funding due to limited resources; limited human resource; lack of adequate policy and legal framework for transport and ICT. 2.4 General Economic and Commercial Affairs Performance Overview The sector aims at creation of a conducive environment for businesses development and employment creation. It promotes the growth of Small and Medium Enterprises (SMEs), providing market linkages and promotes trade and commerce. Other key focus includes tourism development and promotion and financial infrastructure development. The County Government has invested in agro-processing facilities such as operationalization of the tannery, fruit processing plant and the Kikima Dairy. Other potential areas of agro-processing the County is focusing include cereals cleaning, grading and packaging, and meat processing. The Government has constructed 24 market sheds and 12 livestock yards in the county with the main aim of supporting trade, creating employment and creating a conducive environment for the traders to carry out their trading activities. The Government held an investment conference in Year 2014/15 with an aim of wooing investors in the County, thus creating employment, reducing poverty levels and improving County Economy. Efforts have been done to support and revive the cooperative movement to improve on marketing strategies and synergies and reduce wastage and losses of traders and farmers produce. Cooperative governance has remained a key challenge in the cooperative sector and the government in the last three years has invested in training cooperatives in governance and corporate management with over 500 committee members trained, 15 Sacco revitalized and registered 30 new cooperative societies including boda boda which were established in every ward provided with 2 motorcycles as seed capital. Various coffee and diary cooperatives have been revived by rehabilitation of the existing structures and addition of more equipment’s such as transportation vans and coolers. The 27 | P a g e government supported the hawkers in establishing a cooperative and purchased a lorry to support them in transporting their goods from market to market and increase their income. The government has also trained 76 cooperative societies on book-keeping and audit services. Makueni County is endowed with various natural resources and beautiful scenery. Natural resources in the County include sand, natural forests, springs, rivers and streams. The County has three game reserve; Tsavo East, Tsavo west and Chyullu game reserve. Natural resources traded in the County include sand, charcoal, timber and ballast. The County Government has continued to implement programmes that boost the tourism sector to attract both local and international tourists. These include Miss Tourism contest in 2013/14 and 2015/16. Other infrastructural projects include Makongo view point, establishment of cultural and heritage centers, historical sites and recreational parks in various towns. The government has allocated funds to establish a consumer protection unit which has provided confidence to consumers that the goods and products they are purchasing in the market are of high standards and at a competitive price. 2.4.1 Challenges Facing the Sector The sector faces the following challenges; poor governance of cooperatives; most traders lack business skills and capital; underdevelopment of cultural/tourist attraction centers; poor infrastructural developments such as poor roads; and low industrial development. 2.5 Health Sector Performance Overview Health is one of the devolved functions under the fourth schedule of the Constitution of Kenya (2010). The Government has over the years invested in construction and equipping of health facilities across the County with an aim of reducing the average distance to health facilities from 6 Km to 5 Km. The Government is currently focusing on operationalization of the existing facilities by ensuring adequate drugs supply, Provision of medical equipment and personnel. Makueni level four hospital has been identified for upgrading to level five and designate it as the county referral hospital. The Government has uplifted the face of the hospital and 28 | P a g e commissioned a renal unit, a high dependence unit and a dental unit for the hospital. Health specialists have also been recruited to improve service delivery. The Government also initiated the construction of a 200-beds mother and child center at the Makueni level hospital, commissioned a dental unit at Mbooni Sub County hospital established X-ray theaters at Mbooni and Sultan Hamud sub-county hospitals, established a trauma center at Makindu and purchased 14 ambulances to strengthen referral system. The government invested in improving health services for the elderly by piloting a free health access by the citizens above the age of 65 years and is currently planning to implement a universal health care targeting all Makueni citizens. The county government has over the years collaborated with the national government to implement the free maternity programme and build the county’s cancer screening capacity. The county has received theatre, theatre instruments, renal and radiology equipment from the national government installed in the Makueni and Makindu level four hospitals. The County government has benefited from the beyond zero campaign program. The county received a fully kitted mobile maternity clinic in 2015. The mobile clinic is fully equipped with medical equipment & services similar to a level 4 hospital. The mobile clinic serves expectant mothers in remote areas and complement maternal & child healthcare services offered by the County health department. 2.5.1 Challenges Facing the Sector The sector is faced with challenge of inadequate medical staff and equipment alongside inadequate health infrastructure. This lead to increased cost of health services making the citizen to seek alternative methods which are unhealthy; low medical diagnostic and examination capacity; low health information management capacity; poor community hygiene leading to outbreak of diseases such as Typhoid and malaria; low electricity connection to health facilities; and insufficient community health workers to educate the community on health issues. 29 | P a g e 2.6 Education Sector Performance Overview The devolved functions in education are; Early Childhood Development Education, County Technical Training Institutes (CTTIs) formerly village polytechnics, community libraries and home craft centres. The County Government recognizes the importance of education as an important aspect in human resource development which is key in driving the overall goal of socio-economic transformation. During the period under review, the Government invested in infrastructural development in ECDE centers and CTTIs, equipping of the ECDEs and CTTIs, recruitment of instructors, provision of bursaries and scholarships and held an education conference. The Government has constructed and improved 78 ECDE centers which improved enrolment to more than 45,000 pupils and employed 900 ECDE instructors. Additionally there have been investments in improving the primary and secondary schools transition rates by supporting the poor. During the period, the government allocated bursaries and scholarships amounting to Kshs 208,957,288.00 to needy and bright students. Male beneficiaries constitute 49 per cent of the total number of beneficiaries while female counterparts constitute 51 per cent. The County Government has actively played a role in the general development of the education sector in the county through designing and implementation of education support initiative ranging from county exam, support for vocational & informal education, capitation programme and the county Support to education programme, issuance of text books, water harvesting initiatives, food support, and infrastructural improvement e.g. Yikisemei Primary School. The Government has constructed and improved 20 CTTI’s up-to-date with a total enrollment of 2,929 learners and 60 instructors. The government has cumulatively allocated Kshs 208,796,474.30 to improvement of the CTTI infrastructure and curriculum during the period. Due to poor and low enrollment in CTTIs, the government redesigned the model of technical training within the county by identifying one CTTI per sub-county for upgrading to a model CTTI. 30 | P a g e The model CTTIs are designed to be equipped with modern and appropriate equipment and technologies to enable them offer the most competitive and suitable courses. The upgrading has commenced in Nduluku CTTI in Mbooni Sub County which has been cumulatively allocated Kshs 26 million for upgrading. 2.6.1 Challenges Facing the Sector The following challenges face the education sector; inadequate human resources for ECDE and CTTI; indiscipline, Ignorance, Idleness and drug abuse; high poverty levels; poor attitude toward CTTIs resulting to low enrollment; poor schools infrastructure; and current curriculum not attractive to youth. 2.7 Water Sector Performance Overview Makueni is an ASAL county meaning it experience frequent dry spells and erratic rainfall. The County has both seasonal and permanent water sources such as rivers and springs, boreholes, wells, dams, water pans, weirs and roof catchment. These sources have been impacted by the dry and semi-arid climatic conditions experienced in the County, leading to scarcity of water in the County. The Government prioritized provision of clean drinking water during the period under review and invested in waters harvesting structures aimed at harvesting water for domestic and irrigation use. To affirm the government’s commitment to provision of water, the sector has been the largest development allocation over the years. During finalization of the 2015/2016 budget, the Government initiated a Water Harvesting for Socio-Economic transformation programme christened ‘Kutwiikany’a Kiw’u. The programme aims at investment in surface and sub-surface water structures throughout the wards. The Government purchased earth moving equipment, hydrological survey analys is/chemical equipment and water drilling rig jets which have significantly reduced the cost of implementing water projects. The Government has construction and excavation of 84 earth dams e.g. Kwa 31 | P a g e Mbila and Masungu, 33 sand dams, 63 piped water schemes, and rehabilitation of 30 stalled projects and drilling of 28 boreholes. The Government has also distributed 38 water tanks each with a 10,000 liters capacity to institutions and organized groups. Some of the major project done include Kaiti sand dam which is made to supply water to Wote town with a capacity of 400M3 per day, Kwa Ndulu dam in Nguu /Masumba, D4 dam in Kiima Kiu/Kalanzoni Ward, Kwa Luma and Kwa Mbila dams in Kathonzweni ward. In FY 2016/17 the government has focused on the provision of safe and adequate water through strengthening water management institutions, rehabilitation and construction of 30 piped water schemes, 60 boreholes, 7 earth dams and 2 sand dam. 2.7.1 Challenges Facing the Sector The following challenges face the sector; erratic rainfall and prolonged drought; lack of knowledge on water harvesting methods; cultivation of the river banks; poor management of water systems/board; deforestation and destruction of wet lands; inadequate distribution of water; illegal sand harvesting; and inadequate extension of water piped schemes. 2.8 Social Protection Performance Overview The sector is responsible for proving a platform for the participation of the marginalised population in the economic development process. The sector aims at supporting the participation of the poor in labour markets, enabling them to access public services and investment in human capital through employment and empowerment objectives as well as raising their productivity. Over the years the County Government has heavily invested in youth empowerment, creation of an efficient, motivated and healthy population, culture representation and social security, improving livelihood of vulnerable groups specifically the orphans and vulnerable children, the elderly, and persons with disability through County Safety Net Programme that will integrate the various cash or otherwise interventions. 32 | P a g e The Government has established 30 boda boda SACCOs and empowered transport service providers with 2,100 licenses, 70 for each of the 30 wards at a free cost. Additionally the SACCOs were with two motorbikes each as seed capital and provided a conducive environment for the service providers through construction of sheds in various stations and training on entrepreneurship skills. Further, the County Government has empowered the youth and women groups to access ‘Tetheka fund’ loans at a low interest rate of 3% for them to start small scale enterprises for income generation. The program is aimed at reducing unemployment levels among the youth and the dependency ratios for women, men, youth and PWDs. Programmes towards support for OVCs and PWDs worth Ksh 125,500,000 shillings have been implemented. These include; construction of rehabilitation center for PWDs at Makindu, Wee special school at Nzaui/Kilili/Kalamba, gender and disability mainstreaming, empowerment programs that targeted the girl and boy child as well as a sanitary towels project covering all parts of the County. Sports development has been promoted with aim of making sport activities within the county more attractive and using the sports to disseminate information on HIV/AIDS and as a means for social integration and talent nurturing. The county government has leveled and constructed playing grounds in Mulooni, Sultan Hamud, Makindu, Mulala, Enzai, Kitundu, Kilungu, Kathonzweni, Mavindini, Marwa, Mukameni and Syumbe playing grounds among others. The County Government has invested about 66,500,000 shillings in nurturing and promoting sporting talents invested 27,000,000 shillings in the construction of a talent center in Makindu and promoted the organization of the Governor’s cup from ward to county level, train coaches in various sports and organize inter-county games. The Government has facilitated the construction and refurbishment of 17 social halls in Wote, Ukia, Makutano, Wambiti, Musalala, Kyumani, Maikuu, Kee, Kivani social halls and among others. Ksh 40 million has been set allocated in the 2016/17 budget for development and nurturing of sporting talents, funding 33 | P a g e sporting activities, County Marathon and leveling of two playing grounds in Mulala and Makindu. 2.8.1 Challenges Facing the Sector The challenges facing the sector include; inadequate social assistance to vulnerable groups; inadequate sporting facilities within the County; high levels of unemployment; drugs and substance abuse; and cultural believes and practices which negatively affect the society 2.9 Environment, Climate Change and Disaster Management Performance Overview The Government recognizes environment, natural resource management and climate change adaptation as critical emerging issues in the County. The sector has continuously carried on tree planting initiatives in the county during the rain seasons, established certified agro forestry tree nurseries The Government has partnered with national and international organizations to pursue development initiatives aimed at climate adaptation i.e. NEMA, ADS. To this end, County been funded with a grant of Ksh 50 million shillings for climate change adaptation and mitigation initiatives. The projects to be implemented include; environmental conservation, protection of water catchment areas and sensitizing citizens on sustainable development and resilient livelihoods. In an effort to manage disasters, the government has enacted an emergency fund to address the adverse effects of disasters. Initiatives through this fund include; flood victims in provided with tents, food supplies and supplied with building materials to set up shelters. Families which suffered from the consumption of second generation liquor in Kitise/Kithuki Ward compensated and burial expenses among other interventions. The County Government has over the years laid focus on risk reduction through partnerships with other state and non state actors including National Drought Management Authority (NDMA), AMREF so as to actualize efforts towards disaster management, disaster mitigation and preparedness for sustainable development. 34 | P a g e 2.9.1 Challenges Facing the Sector Makueni County has continuously experienced severe weather extremes which have led to the destruction of water catchment areas and ecosystems hence environmental degradation. The county experiences extreme rainfall variability resulting to prolonged drought which leads to loss of livelihoods. During these droughts the citizen suffers animal loss, crop failures, and water catchment drying and forest and bush fires. Other challenges include; encroachment of water sources and destruction of water catchment areas through human activities such as cultivating along the river banks; and global warming and climate change which has led to desertification. 35 | P a g e CHAPTER THREE: ECONOMIC PILLAR STRATEGIC APPROACHES 3.1 Overview Economic pillar is the major source of employment opportunities in the County. It consists of the following sectors; Agriculture and Rural Development; Lands and Urban Development; Energy, Infrastructure and ICT; and General Economic and Commercial Affairs. It is estimated that 78 percent of the total household income in Makueni is from agricultural related activities while 22 percent is from non-agricultural employment consisting of wage employment (10 percent), urban self-employment (4 percent) and rural self-employment (8 percent). The development of the pillar is expected to stimulate economic growth through creation of income generating opportunities driven through the sectors. 3.2 Agriculture and Rural Development 3.2.1 Outlook for 2017/18 The sector is considered as a priority in enhancing economic development among the population in Makueni County. Some of the challenges facing the sector include; unreliable rainfall pattern, inadequate extension services, lack of farm inputs, limited value addition and low uptake of appropriate technology. To address the above challenges the following strategic interventions will be implemented; Strategic intervention 1: Zoning and value chain approach The Makueni Vision 2025 seeks to promote agricultural production in a sustainable way by zoning the County based on agro-ecological sustainability. There are three zones i.e. lower, middle and upper zones as shown below Table 1: County agro-ecological zoning Upper (wards) Middle (wards) Lower (wards)  Ukia  Emali/Mulala  Nguumo  Ilima  Kiima Kiu/Kalanzoni  Kikumbulyu North  Kee  Kasikeu  Kikumbulyu South  Kilungu  Kikumini/Muvau  Mtito Andei  Mukaa  Kathonzweni  Masongaleni  Mbooni  Wote/Nziu  Thange  Kithungo/Kitundu  Nzaui/Kilili/Kalamba  Ivingoni Nzambani  Mbitini  Kako Waia  Makindu 36 | P a g e Upper (wards) Middle (wards) Lower (wards)  Kiteta/Kisau  Nguu/Masumba  Tulimani  Kitise/Kithuki  Kalawa  Mavindini In order to increase agricultural production and income for the citizens the county will promote the following value chains:  Dairy Value Chain. This will be in the three zones, but mainly in the upper and middle zones. Support to improvement of breeds through subsidized Artificial insemination services targeting 10,000 cattle, establishment of milk aggregation centers and processing (development of additional products other than fresh milk i.e. yoghurt, fermented milk, butter, cheese and ghee).  Grain Value Chain. Promotion of appropriate grains (green grams and sorghum) in the various zones through trainings and provision of inputs. Additional activities will include completion and operationalization of Mukuyuni grain storage with an aim of establishing an incubation center for value addition.  Fruit Value Chain. This will be in all zones according to suitability. Fruit development/production to feed the Kalamba Fruit processing plant. Specific interventions will be on establishing new farm orchards and supporting fruit farmers through training and production technology.  Vegetable value chain. Enhance production and marketing of various vegetables (Asian vegetables, local vegetables and indigenous vegetables).  Poultry Value Chain. Targeting improvement of breeds in the lower and middle zones. Activities will include training farmers on poultry production, disease control and marketing.  Other value chains will include; meat in the lower zones, industrial crops (sisal, coffee, cotton), macadamia, bee keeping and fisheries development. 37 | P a g e Strategic Intervention 2: Intensify extension services for increased technology uptake The current extension staffs to farmer ratio is low at 1:1,700 compared with the FAO’s recommended ratio of 1:690 which limits effective promotion and adoption of appropriate technologies leading to low production. The County Government will;  Develop an extension programme to enhance farmers education for improved crop and animal husbandry including: employment of extension officers in the areas of animal health and production to ensure all wards are served by animal health, livestock production and crop development extension officers; profiling farmers in the county, facilitating mobility of all extension officers , partnering with private sector extension providers and promotion of E-extension services. Strategic Intervention 3: Promote Irrigation Makueni County population relies heavily of rain fed agriculture. This has led to low productivity because the County receives unreliable and inadequate rainfall. The Makueni Vision 2025 envisages increased production through a less capital intensive and market driven irrigation system. To achieve this, the County Government will;  Develop irrigation master plan that will incorporate mapping of all potential and exis ting irrigation schemes.  Undertake soil mapping to guide areas where water harvesting can be done. Farmers from these areas will be mobilized and given the necessary technical support (water pans , farm ponds, sand dams , earth dams e.t.c).  Promote and support to small scale irrigation along rivers and streams, use of drip kits at the household level. Strategic Intervention 4: Improving Input Access Poor quality farm inputs especially fertilizers, seeds and livestock feeds have contributed to low agricultural productivity. Farmers have little access to quality farm inputs because of the associated high costs. To address this, the County Government will undertake the following activities:  Provide subsidized fertilizer to farmers 38 | P a g e  Develop credit access funds targeting specific enterprises in partnership with financial institutions  Develop agricultural development fund policy and legal framework  Enhance partnership with seed companies to provide quality seeds  Establish a farmer service centre  Promote crop and pasture seed bulking and banking Strategic Intervention 5: Improve Access to Agricultural Mechanization Agricultural Production has been substantially low in Makueni County as a result of using obsolete farming tools and methods. To enhance commercial farming, the County Government will;  Develop the policy and legal framework for mechanization in the county  Revitalize Makueni Agricultural Mechanization Centre (AMC).  Promotion of agriculture-based cottage industries that increases uptake of agricultural mechanization. Strategic Intervention 6: Soil and Water Conservation for Crop, Range Rehabilitation and Pasture Development. Degradation of land and soil erosion caused by human activities such as charcoal burning has led to destruction of rangelands making them unproductive and reducing pasture for livestock. To address this, the County Government will;  Support to development of soil and water conservation structures on farm land and pasture land through training and equipping of local service providers (champions).  Support range rehabilitation management and pasture development through mobilization, training and provision of pasture seed.  Rehabilitation of denuded areas in hilly areas/masses (predominantly catchment areas).  Enforce agriculture related land use policies (forest cover, riverine areas, steep slope cultivation, agro forestry) 39 | P a g e Strategic Intervention 7: Strengthening Livestock Pests and Disease Control To enable uninterrupted livestock production and trade by tackling livestock diseases the County Government will;  Strengthen the livestock disease surveillance system including reporting and enforcement through purposive disease search.  Conducting feasibility studies and designs for a veterinary and food quality laboratory to support veterinary diagnostic capacity and food quality assurance.  Funding to conduct mass livestock vaccination for the priority diseases targeting 70% of the livestock population (foot and mouth disease and Lumpy skin disease in cattle, contagious caprine pleuropneumonia in goats, new castle disease, fowl pox and gumboro disease in poultry).  Support 30 local poultry hatcheries to prevent disease transmission through chicks.  Support implementation of the County Rabies Elimination programme targeting 85,000 dogs.  Support to veterinary public health function – (quality assurance for food of animal origin) through deployment of adequate staff, continuous education and mobility.  Promote Artificial Insemination services for control of breeding diseases (e.g. Brucella, Trichomona).  Provide adequate veterinary staff capacity for quality animal health services  Establish an emergency response mechanism to respond to outbreaks. Strategic Intervention 8: Enhance Crop Pests and Disease Control Crop production is highly affected by pests and diseases leading to reduced yield and high post- harvest losses. The County Government will  Capacity building farmers on detection and control of diseases.  Carry out regular surveillance on key pests and disease.  Collaborate with Pesticide Control Product Board (PCPB) to control quality of pesticides  Establish an emergency response mechanism to respond to outbreaks. 40 | P a g e Strategic Intervention 9: Streamlining Agricultural Trade and Marketing, Agricultural marketing in the county is haphazard and uncoordinated; this leads to low returns for the farmers. The County Government will;  Develop and legislate recognised stock routes, animal night stops, animal check points, livestock sale yards and abattoirs with supportive structures for animal welfare.  Designate poultry sale stalls in all the major markets  Developing and legislating standardized packages for various agricultural commodities  Designate aggregation centres for agricultural produce (sorting, grading, packaging and branding)  Streamline highway and roadside trade in agricultural produce (in collaboration with trade & finance) Strategic Intervention 10: Agricultural Institutional Capacity Development. The Government will develop institutions to enhance agricultural service delivery. These include;  Development of the Kwa Kathoka Agricultural Training Center (ATC) will continue with development of a physical plan, fencing, development of water source and development of the necessary infrastructure to support training in livestock (dairy unit, poultry unit, fish pond) and completion of phase two of the hostel and additional meeting/training rooms.  Establishment of the Makueni show.  Establishment of the Makueni County Food Security Authority to source for and guide investment in food production 3.3 Lands and Urban Development The urbanization rate in Makueni is increasing faster than the development of the urban infrastructure. In the county, urbanization is about 11.8 per cent and it’s expected to increase with the completion of the Standard Gauge Railway. The challenges facing the sector include; poor urban infrastructural development, inadequate urban planning and poor settlement patterns in the urban areas. 41 | P a g e 3.3.1 Outlook for 2017/18 For the FY2017/18 ADP, the County Government through the Department of Lands will implement the following strategic interventions address the challenges; Strategic Intervention 1: Improving Land Use Systems, Planning and Legislation To improve the land use system in the county and enhance production, the County Government will;  Develop policies to guide land use. These policies will inform on proper agricultural and livestock production and address land issues such as soil erosion, leaching and overexploitation of land.  Develop a County urbanization policy. Strategic Intervention 2: Enhanced Urban Planning and Infrastructural Development To meet the increasing demand for services in the urban centers and the rapid urbanization rate, the County Government will;  Improve sanitation by providing land for dumping sites in 3 urban centers, providing exhausters, dump truck and tractors to 5 urban areas and construct public toilets in 10 urban areas and implementation of policies to ensure good hygiene in the existing facilities.  Enhance town survey and physical planning Undertake feasibi lity studies in 2 major urban centers for construction of sewerage systems.  Drainage systems will be set up in Emali and Nunguni towns that are affected by floods.  Purchase land for development of public utilities and establishment of industrial parks Flood lights and street lights will be installed in 12 urban areas to increase the trading hours in the urban centers.  Modernization of Wote town by; installing street lights and flood lights and CCTV cameras in strategic locations, Cabro paving of town access roads. Strategic Intervention 3: Titling of land, mapping and digitization In the county only 19.8 per cent of land owners have tittle deeds which is below the national average of 39.4 per cent. To reverse this situation, the County Government will; 42 | P a g e  Finalize town planning and facilitate acquisition of title deeds in Wote, Mtito Andei, Makindu, Emali and Sultan Hamud. Facilitate acquisition of titles for public land for hospitals and CTTIs targeting 30% of the institutions.  Provide subsidy to needy households and facilitate acquisition of 30,000 title deeds. Strategic Intervention 4: County Housing Development The county will collaborate with the relevant departments and agencies to develop the housing function. To this end, the County Government will;  Pursue mechanisms of completion of staff houses constructed by the National Government which are not inhabited.  Strengthen partnership with the National Housing Corporation to facilitate ownership of houses for County staff. 3.4 Energy, Infrastructure and ICT Provision of well-maintained infrastructure is a key driver in economic growth and it enhances growth in agricultural sector through access to markets. Investment in energy generation and distribution will stimulate economic activities in the Jua kali sector and consequently creating employment opportunities. Advancement in technology has a ripple effect on rural development by supplying the information required by the poor in order to pursue sustainable development. The Government and other development agencies require information for making decisions that impact on the livelihood strategies. Some of challenges facing the sector include; lack of prerequisite policy and legal framework, poor road network, inadequate maintenance, high cost of electricity connection and low penetration of ICT in the county. 3.4.1 Outlook for 2017/18 The County Government will undertake the following interventions to address the challenges in the sector and to exploit the opportunities presented; Strategic Intervention 1: Improving Energy Distribution and Coverage The Vision 2025 target is to increase the electricity coverage from 5.9 per cent to 40 per cent. To increase energy distribution and coverage over the plan period 2017/18, the County Government will; 43 | P a g e  Purchase 4 transformers and install in strategic locations in every ward to extend the coverage of power to more households, public institutions and market centers.  Establish energy unit in the Department of Infrastructure to promote use of other forms of energy especially solar power in market street lighting, households and public institutions.  Promote alternative sources of energy for cooking in public institutions (CTTIs and health facilities) which will include fuel efficient stoves/jikos targeting 20 institutions. In upper zones (Mbooni and Kaiti Sub Counties) where dairy cattle’s keeping under zero grazing is practiced, biogas technology will be promoted and training done targeting 1,000 households. This will be implemented in collaboration with the department of agriculture. Strategic Intervention 2: Energy Sector Development and Distribution Policy The County Government will develop an energy generation and distribution policy to guide the process of developing the energy sector. The focus will be on green energy generation and distribution. Feasibility study will be carried out to map all potential solar farming zones. Strategic Intervention 3: Enhance Roads Access in the County To enhance roads connections in the County, the County Government will continuously identify and maintain and upgrade roads. It will develop a maintenance schedule with National agencies for the classified roads. Specific activities will include;  Heavy grading of ward access roads targeting at least 20 Kms per ward.  Collaborate with the national government to construct the first phase of Ukia – Emali road (45 Kms). Strategic Intervention 4: Development of Transport Master Plan The County will develop a transport master plan which will position the County competitively in the country. The proximity to the transnational highway (Mombasa – South Sudan) and the Standard Gauge railway will open frontiers for economic development by spurring growth in other sectors such as manufacturing and industry. The transport master plan will ensure that 44 | P a g e the transport infrastructure is consistent with the other policies and linked to the national 50 year integrated national transport master plan envisaged in Vision 2030. Strategic Intervention 5: Development of an ICT Policy The County Government will develop an ICT policy to guide the development and use of ICT in the County. Specific focus will be on the use of ICT in the delivery of County services and extension of ICT infrastructure in the County. The process will be undertaken in a consultative manner to ensure that the policy addresses all the key areas of development in the County and recommended actions are implemented. The policy will address issues of Internet connectivity and access in the county. Strategic Intervention 6: Development of an ICT Master Plan The County Government will develop an ICT master plan that will help to create an enabling environment for the utilization of ICT services. This will guide the development of ICT services, enable and scale ICT innovation and foster economic growth through development of ICT related business and create employment opportunities in the County. The master plan shall guide investments in the ICT sector through public private partnerships. Strategic Intervention 7: Automation of County Service Delivery To improve on service delivery the Vision 2025 target is to initiate e-Government services by providing 60 per cent of public services online, automating work functions with a major target on revenue automation, fleet management, procurement, financial system, asset management, record digitization, project monitoring and management. In the plan period, the county government will;  Strengthen and upgrade the existing community information centers to be centers of service delivery and innovation hubs at the Ward level. This will act as points for providing digital content and e-products/marketing and enhancing innovation. .  Fully implement revenue automation system to enhance efficiency in revenue administration.  Automate staff administration, human Resource and registry service. 45 | P a g e 3.5 General Economic and Commercial Affairs The General Economic and Commercial Affairs contributes greatly to employment creation and income generation through the linkage with the rural economy to facilitate on-farm and off- farm employment. The cooperative sub sector promotes efficient rural finance and credit supply to facilitate resource mobilization. The sector faces several challenges including; lack of market for agricultural produce, poor management and governance structures for cooperatives and undeveloped cultural and tourist attraction sites. 3.5.1 Outlook for 2017/18 To address the challenges facing the sector, the County Government will undertake the following interventions; Strategic Intervention 1: Strengthening the Cooperative Movement The cooperative movement has great potential of transforming the enterprises as vehicles of resource mobilization for investment. The County Government will undertake the following activities to strengthen the cooperative movement;  Capacity building of co-operative society members to empower them to demand good governance and ensure mismanagement is tackled. This will be enhanced through initiatives such as “Ushirika day” to celebrate the cooperative movement and promote sharing of ideas between different cooperative movements.  Educating the members on proper cooperative management, entrepreneurial skills and book keeping skills.  Reviving dormant cooperatives conducting regular audits for the cooperative societies. Strategic Intervention 2: Enhancing Tourism Infrastructure Development To enhance the tourism infrastructural development the County Government will focus on;  Completion and operationalization of existing tourist attraction and cultural sites such as AIC Kalamba site, Mukamba Cultural Centre in Kikumbulyu South, Makongo view point and Itumbule cultural site in Kiima Kiu/Kalanzoni.  Establish wildlife conservancy in Kiboko in collaboration with Kenya Wildlife Services (KWS). 46 | P a g e  Rehabilitation of hills as cultural site and recreational sites.  Improving road infrastructure around the tourist attraction sites. Strategic Intervention 3: Regulation, Coordination and Marketing of Tourism To effectively market and sustain the Makueni brand, the county government in collaboration with national actors in tourism will;  Implement the findings of tourism mapping report  Hold annual cultural festivals in Makindu town to promote the rich Akamba culture.  Promote tourism through marketing of the towns in the county as destination for events and programmes.  Establish county marketing authority to brand and promote the image of the county. Strategic Intervention 4: Supporting Informal Sector Development to Create Employment To improve the informal sector, the county government will empower the informal sector through incubation to build ideas in to viable projects that can generate income and create employment opportunities. This will be done through the following initiatives;  Promotion of cottage industries through bee keeping promotion and value addition. This will be implemented in collaboration with the Department of Agriculture.  Business incubation programme that will include entrepreneurial training to business people on proper book keeping practices and proper management of businesses.  Strengthening of “ENE microfinance” and promotion of products targeting business growth, informal sector and the small and medium enterprises. Strategic Intervention 5: Provide Conducive and Enabling Trading and Business Development Environment The county government will provide an enabling trade environment through initiatives such as;  Developing an incentive/investment policy for the County  Offering land as an incentive in urban areas to encourage investors  Purchasing land for industrial and business zones and development in the urban areas.  Establishment of county investment promotion unit/authority to coordinate and source county investments 47 | P a g e  Undertaking study tours and organizing trade fairs to expose county traders on the best practices and emerging trends in the business world to enhance their competitiveness. Strategic Intervention 6: Increase the Consumer Protection Capacity The County Government will strengthen consumer protection unit to ensure fair play for both the entrepreneurs and the consumers. This will be undertaken by;  Staffing and equipping the consumer protection unit  Stipulating the operations of the wholesalers and retailers in the market  Decentralizing consumer protection units to the Sub Counties. 3.6 Flagships in Economic Pillar The following flagship projects highlighted in Vision 2025 will be implemented in the Economic Affairs Pillar in the FY 2017/18. Flagship projects in Economic Pillar 1. Zoning and value chain approach In order to increase agricultural production and income for the citizens the county will promote the following value chains:  Dairy Value Chain: Support to improvement of breeds through subsidized Artificial insemination services targeting 10,000 cattle, milk aggregation and processing (development of additional products other than fresh milk yoghurt, fermented milk, butter, cheese and ghee).  Grain Value Chain. Promotion of appropriate grains (green grams and sorghum) in the various zones through trainings and provision of inputs. Additional activities will include completion and operationalization of Mukuyuni grain storage with an aim of establishing an incubation center for value addition.  Fruit Value Chain. This will be implementedin all zones according to suitability. Fruit development/production to feed the Kalamba Fruit processing plant. Specific interventions will be on establishing new farm orchards and supporting fruit farmers through training and production technology. 48 | P a g e  Poultry Value Chain. Targeting improvement of breeds in the lower and middle zones. Activities will include training farmers on poultry production, disease control and marketing. 2. Intensify extension services for increased technology uptake Develop an extension programme to enhance farmers education for improved crop and animal husbandry including: employment of extension officers in the areas of animal health and production to ensure all wards are served by animal health, livestock production and crop development extension officers; facilitating mobility of all extension officers and development of E-extension services. 3. Urban Planning and Infrastructural Development To develop urban infrastructure to cater for growing urbanization, the county government will;  Improve sanitation by providing land for dumping sites in 3 urban centers, providing exhausters, dump truck and tractors to 5 urban areas and construct public toilets in 10 urban areas and implementation of policies to ensure good hygiene in the existing facilities.  Enhance town survey and physical planning  Undertake feasibility studies in 2 major urban centers for construction of sewerage systems.  Drainage systems will be set up in Emali and Nunguni towns that are affected by floods.  Purchase land for development of public utilities and establishment of industrial parks Flood lights and street lights will be installed in 12 urban areas to increase the trading hours in the urban centers.  Modernization of Wote town by; installing street lights and flood lights and CCTV cameras in strategic locations, Cabro paving of town access roads. 4. Energy Distribution and Coverage The Vision 2025 target is to increase the electricity coverage from 5.9 per cent to 40 per cent. In this regard over the plan period 2017/18, the county government will;  Purchase 4 transformers and install in strategic locations in every ward to extend the coverage of power to more households, public institutions and market centers. 49 | P a g e  Establish energy unit in the Department of Infrastructure to promote use of other forms of energy especially solar power in market street lighting, households and public institutions.  Promotion of alternative sources of energy for cooking in public institutions (CTTIs and health facilities) which will include fuel efficient stoves/jikos. The initiative will target 20 institutions in the plan period.  In upper zones (Mbooni and Kaiti Sub Counties) where dairy cattle’s keeping under zero grazing is practiced, biogas technology will be promoted targeting 1,000 households. This will be implemented in collaboration with the department of agriculture. 50 | P a g e CHAPTER FOUR: SOCIAL PILLAR STRATEGIC APPROACHES 4.1 Overview The social pillar consists of the Education, Health, Social Protection, Culture and Recreation, and the Water and Environment sectors. The pillar is geared towards promotion of a healthy human resource, improved access to health services, potable water, sustainable environment conservation and socio-economic equity. The pillar also ensures inclusivity in the transformational agenda of the County. The pillar will facilitate the development of policies that will actualize the Vision 2025 of “A just, all-inclusive and cohesive society enjoying equitable social development in a clean and secure environment”. 4.2 Health Health is one of the key sub-sectors under the social pillar. The sub-sector aims at facilitating globally and nationally competitive, healthy and productive county. Despite the huge investment in the sector, access to quality health care services is still inadequate due to the vastness of the county. The average walking distance to a health facility remains high at six kilometres. The major health issues in the county are inadequate health infrastructure, low diagnostic and examination capacity, low access to primary health services, high cost of health services increasing incidence of communicable diseases. 4.2.1 Outlook for 2017/18 To address the above challenges the Government will focus on the following strategic interventions during the 2017/2018 plan period. Strategic Intervention 1: Implementation of Preventive measures towards communicable Diseases Communicable diseases such as Tuberculosis, measles, STDs and HIV/AIDS, rabies and diseases of the respiratory system are infectious and easily transmitted from person to person by a vector or direct contact. To address the challenge, the government will;  Invest county’s diagnostic capacity; the government will equip 30 strategic existing health facilities with modern diagnostic and examination equipment.  Ensure uninterrupted supply of essential medicines and medical supplies such as ARVs. 51 | P a g e  Curb the spread of STD by organizing free testing and counselling clinics and quarterly awareness creation events  Intensify community awareness programmes targeting pregnant mothers on causes and prevention of malaria.  Distribution of treated mosquito nets to ensure all children under five years sleep under a treated mosquito nets. Strategic Intervention 2: Reversing the Non-Communicable Diseases Trends The non-communicable diseases are disease that cannot be easily transmitted form one person to another. The four main types of non-communicable diseases are cardiovascular diseases, cancer, chronic respiratory diseases (such as chronic obstructed pulmonary disease and asthma) and diabetes. To reverse the raising incidences of these diseases, the Government will;  Continue investment in specialised diagnostic capacity giving prominence to the Makueni level four hospital  Continue collaborating with the national government in building the county’s capacity  Ensure uninterrupted supply of essential life support medicines and medical  Disseminate information on healthy behavioural risk and biological risk in the Makueni adult population Strategic Intervention 3: Improving Access to Primary Health Care Primary health care includes immunizations, healthy lifestyles, working and living in risk-free environments. Disease prevalence can be reduced to a high level through increased emphasis on preventive health. The health sector will invest in;  Upscale community health strategy by increasing the community health workers and continuously building their capacity.  Intensify community awareness programmes on ensuring immunization and nutrition programmes are maximized so as to reduce levels of child and infant mortality rates.  Strengthening the county referral system. 52 | P a g e Strategic Intervention 4: Improving staffing levels for Health care services The county medical staffing level falls below the WHO recommendations. The medical staff attends twice the number of patients by international recommended standards This leads to overworking of medical staff, high frequencies of referrals and low staff morale. This eventually leads to poor health services to the citizenry. To reverse the medical staff shortage, the Government will;  Carry out a staff-need assessment survey to facilitate bridging staffing gaps in the health sector.  Carry out medical staff training needs assessment to guide future staff trainings and rotations.  Develop a collaboration framework with health training institutions such as medical training colleges and universities. The framework will provide a platform for offering attachment and internships opportunities to medical students.  Establish a central telemedicine services to facilitate on-call and online prescription in remote areas from a central point. Strategic Intervention 5: Improving Health Infrastructure During the 2017/2018 financial year the government will focus on operationalizing and strengthening the existing health facilities. The strengthening will focus on equipping, providing missing facilities within the existing ones and investing in other facilitate infrastructures. . This will be through;  Equipping 60 existing facilities to fully operationalize them.  Purchasing of new and replacement of equipment to ensure access to quality medical services by the patients.  Invest in non-health infrastructure to complement the health infrastructure. Specifically facilities’ electrification, security and housing the health staffs within health facilities will be prioritized. 53 | P a g e Strategic Intervention 6: Enhanced Healthcare financing The Government is committed in ensuring that the citizens have access to affordable health care. This will be done through;  Subsidizing the cost of drugs.  Up scaling the universal health care, the sector will work together with NHIF so as to popularize subscription to the scheme and further provide care to vulnerable communities.  Working with partners and actors in health care (National Government and private sector) in the county to close the financial gap and enhance resource mobilization. It will also initiate promotion of group health financing through community groups, associations and cooperatives. Strategic Intervention 8: Improving Healthcare Information Management The government will invest in health information management. This will help in designing, implementing and review health programs. Specifically the government will continue with health services automation and digitize all health records in all the Sub County hospitals. 4.3 Education The education sector guarantees an economy’s future productive capacity. Strategic investment in education and training would increase the competitiveness of an economy’s workforce. In the county, the sector is mandated to implement the ECDEs and CTTI polices. This is aimed at increasing the education Net enrolment and transition rates throughout the level of education/training. The major education challenges in the county include high tuition and examination fees, low CTTI enrolment, low institutional capacity, inadequate education infrastructure and equipment, and high incidence of poverty leading to high dropout rates. 4.3.1 Outlook for 2017/18 To address the above challenges identified during 2017/2018 ADP participatory planning, the Government will strategic interventions detailed below. 54 | P a g e Strategic intervention 1: Strengthening the Sector’s Institutional Capacity To strengthen the capacity, the government will focus on both teaching and non-teaching staff by;  Undertake a CTTI staff-need assessment to guide the recruitment and/rotation of adequate number of instructors. The survey will also focus on suitability and gaps in the courses offered in these institutions.  Develop and implement a volunteer, attachment and internship framework to facilitate engagement of the youth in the ECDE and CTTI staff capacity.  Facilitate capacity building of all CTTI’s Board of Management. In addition the government will institutionalize the management of ECDEs by facilitating constitution of management committees for all ECDEs. Strategic intervention 2: Development and Upgrading of Education Infrastructure During the planning period, the government will;  Complete all the education infrastructural programmes. Special attention will be given to six existing CTTIs where the appropriate facilities and equipment will be installed to upgrade them into county model CTTIs status.  Operationalize all public ECDEs and CTTIs by equipping them with the relevant learning and instruction materials and equipment.  Reduce the walking distance to a nearby ECDE centre. This will be achieved by mapping the distance and catchment potentials for the existing centres to guide construction of 30 new model ECDE centre integrating PWD. Strategic intervention 3: Implementation of Appropriate CTTI Curriculum To implement the appropriate CTTI curriculum, the County Government will;  Undertake a review of the courses offered in the CTTIs. The review will aim at assessing the orientation of the courses to the current job market dynamics. The review will recommend the most suitable courses by assessing the Kenyan and regional job market demands. 55 | P a g e  Mapping the county CTTIs on the basis of their comparative advantage. The CTTIs will be modelled to specialize on fewer courses to enable specialization and division of labour. This will reduce the cost of training in technical and vocational skills due to the associated efficiency.  Organize structured career talks aimed at guiding the youth on choosing a viable and appropriate career and/or entrepreneur path. The talks will target primary education and CTTIs graduates.  Develop a framework to facilitate engagement of CTTIs graduate as interns and/or attaches in the implementation of county development programmes/projects. Strategic intervention 4: Establishing County Libraries The Government will continue sharing public information with her citizens. To this end the government will institutionalize the management of Community library and CICs by developing a County Public Information management framework. The government will equip the existing community library with relevant library equipment and infrastructure to facilitate stocking and accessing of Government policy documents. In addition the government will undertake a need assessment survey to establish the need for new community libraries. Strategic intervention 5: Support Increased Student Retention and Transition Rates To increase the transition rates the Government will;  Continue implementing the current support programs (capitation – ECDE milk program, bursaries, school food programme) aimed at increasing retention and transition rates. To ensure their effectiveness, the government will institutionalize these programs by adopting management guidelines.  Establish and institutionalize through relevant legal instruments a County Education Endowment Fund. The fund will aim at consolidating education support from the public and private sectors. Strategic intervention 6: Investment in Technical and Vocational Training Institute During the plan period the Government will; 56 | P a g e  Collaborate with the National Government to develop a concept paper for establishment of an additional training institute that will offer Diplomas and certificates courses tailor-made to facilitate the envisioned socio-economic transformation. 4.4. Water The water sub-sector falls under the Environment Protection, Water and Natural Resources sector. The sector’s mandate includes environmental policy management, forest development policy management, water resources management policy, and water and sewerage services policy. It also includes waste water treatment and disposal policy management, conservation and protection of national wildlife and water catchment area conservation, control and protection. The mandate further consists of re-afforestation programmes and agro-forest and restoration of strategic water towers. In addition, the mandate comprises of protection and regulation of county environment management, water quality and pollution control, and flood control and reclamation. The sub-sector is also mandated with coordination and management of public water schemes and community water projects The County is generally dry and often faced with acute water shortages that have a direct impact on economic development in the area. The high temperatures experienced in the county poses major evaporation risk to surface and sub-surface water structures. The County is characterized by a rapidly growing population, water scarcity, falling food production, and low resilience to climate change. The combined effects of climate change and rapid population growth has led to increasing food insecurity, environmental degradation, and increased poverty levels in the county. The average walking distance to a portable water point remains high at eight Kilometres. The water demands stands at 22,113m3/day against a daily supply being 13,607m3/day. In the county only 35 per cent of the citizens have access to portable water while only 17.7 per cent of the households have access to piped water. Other challenges in water includes long distance to a water point, water resource management issues, destruction and encroachment of water catchments, high rates of desilting and evaporation, and diminishing water sources 57 | P a g e 4.4.1 Outlook for 2017/18 The County Vision 2025 envisages that the County Government will invest in different methods of water harvesting, storage, treatment and distribution techniques. The 2017/2018 ADP will purpose to implement the strategies identified under the long term plan by intensifying the (‘Kutwiikany’a Kiw’u) program. From the correlation of the findings of public participation forums for the ADP and the County Long term Vision and CIDP, the following interventions form the basis of the strategic outlook, priorities and programs for ADP 2017/18. Strategic Intervention 1: Expand Water Distribution Across the County To increase affordability and reduce frequent rationing of water experienced i n most of the towns and markets, the County Government shall promote water distribution by expanding existing water pipelines, water treatment works and establishing new water sources closer to the settlements for distribution among citizens in densely populated areas. It is expected that by the end of FY 2017/18 the County Government will:  Increase water storage facilities/reservoirs to increase water distribution to the towns, market places and densely populated areas.  Expand water pipeline such as Nolturesh and install new pipelines in other water sources by at least 300 Kms from the newly and existing water sources.  Construct water pipeline system to supply water from Kilimanjaro. Strategic Intervention 2: Reclaiming and Rehabilitation of Existing Boreholes and Water Schemes The County Government has heavily invested in purchase of borehole drilling rig and equipment which will be utilized to greatly reduce the cost of drilling boreholes. Besides drilling and equipping two boreholes in each ward in the FY 2016/17 year the County Government is committed to intensifying these activities as well as promoting the piping and distributing water from the existing and new boreholes to public institutions and market centres that are closer to the people. The strategic focus will be on developing sub surface water as compared to underground water which is not sustainable. Strategic Intervention 3: Promotion of surface water harvesting 58 | P a g e The County Government will invest in different methods of water harvesting, storage and treatment. These will include construction of dams to harvest rainwater, harvesting of spring and river water, promotion of institutional and household level water harvesting, storage and utilization. To achieve this intervention the County government will;  Undertake a water resource mapping and develop water master plan.  Carry out a feasibility study for a mega dam  Construct one medium dam with a capacity of two million m3 water treatment works and a strategic reservoir for the county.  Continue desilting and rehabilitating existing dams while providing storage tanks where feasible.  Construct 2 small dams with a capacity of 50,000 m3 per ward  Develop and implement a water harvesting policy aimed at promoting roof water harvesting techniques in public institutions and t household level.  Establishment of water treatment works to ensure that the citizens have clean water for domestic purposes. Strategic Intervention 4: Water Resources Governance and Management The Government will fast track the implementation of the County water policy and ensures its implementation alongside other water resources governance and management policy documents. This includes a water development framework that focuses on the conservation and management of water as well as enforcement for water harvesting, storage and treatment, distribution, governance and utilization. In order to reduce the pollution and misuse of water, the County Government shall sensitize citizens on protection and management of water catchment areas and wetlands. This will ensure the creation of a 30 meters reserve conservation measures for planting friendly trees within water sources. 4.5 Social Protection The sector plays a critical role in promotion of harmonious industrial safe society that recognizes needs of all in the society; productivity management, human resource planning and development, social security, children welfare, social development, promotion and exploitation 59 | P a g e of the County’s diverse culture for peaceful co-existence, promotion of sports for a vibrant sporting industry. The sector is faced with challenges inhibiting equitable socio economic transformation in the context of poverty reduction. These include; inadequate social assistance to the venerable population, inadequate social space for the social and physical development and inadequate social education and rehabilitation facilities for Most at Risk Population among the youths. 4.5.1 Outlook for 2017/18 In order to enhance the participation of the poor, vulnerable and special groups in development as demonstrated in the challenges above the County Government is committed to the following interventions for enhancing social protection, culture and recreation: Strategic Intervention 1: Structuring of bursary/education schemes The County government shall strengthen the existing bursary allocation models as well as scaling it -up to cover a wider geographical and demographic space of those who need the assistance most during the FY 2017/18. The Government will conduct a research exercise that would inform the implementation of social/education assistance interventions delivery mechanisms for County Bursary/Education scheme Strategic Intervention 2: Increasing social assistance coverage. In the efforts to increase social assistance coverage in the County the County Government seeks to scale up County social protection programs and complementing the available programs carried out by the National government through the following programs:  Empower OVCs, Women, PWDs through ‘Tetheka fund’  Facilitate targeted mentoring programmes in primary and secondary schools.  Training of boda boda SACCOs  Construction rehabilitation for drug addicts.  Enhance the keeping girls in school programme that aims at reducing the girl child dropout rate.  Enhance programme that will target boy child to redeem masculinities. 60 | P a g e Strategic intervention 3: Up scaling County Equalization Fund In the financial year 2016/17 the County Government began the process of establishing an equalization fund as an affirmative poverty reduction measure targeting the poorest regions of the County. It is expected that at the FY 2017/18 the County Government shall be up calling the program through the following initiatives: 1. Finalization of the establishment of the equalization fund after the FY 2016/17 piloting, feasibility and structuring of the program. 2. Up scaling the implementation of the equalization fund to 10 wards . 3. Development of pro-poor policies that govern the establishment of the fund, designing integrated community development strategies to administer the funding. Strategic Intervention 4: Investing in sporting facilities and development of processes to harness talent The county government will invest in developing sporting facilities and harnessing young people talents through the following initiatives:  Development of a sports complex. This shall be a phased project that consists of the development of a football pitch, indoor games arena and a gymnasium Centre.  Upgrading and levelling of sporting facilities at County, Sub County and Ward levels. This will be in collaboration with existing public schools as the County envisions the development of strategic locations for sports development across the County.  Empowerment of the youth through sporting: This is a program that enables for the mobilization of the youth and their development through organized Governors’ cup exercises from the village to County level. This will be towards enhancing talents and skills in draft, chess, pool table, tennis among other games.  Facilitating of other County sporting tournaments and sports events such as county marathon to promote sportsmanship in collaboration with sporting bodies and the national government to nurture and grow emerging talents from the county. 61 | P a g e Strategic intervention 5: Establishment of Recreation Parks and Open Spaces During this financial year the County Government shall invest in establishing the recrea tion and open space systems within the county through the following activities:  Survey and documentation of recreation and open spaces available in the County  Organizing child and youth activities within existing parks Strategic Intervention 6: Increasing Psychosocial Support and Community Building The County Government will promote following psychosocial support and redemptive masculinity programs for various communities in the County:  Masculinity and feminine conferences targeting the public officers of Makueni County. These are empowerment programs targeting public officials as both leaders and members of a developing community.  The County government shall facilitate the development of community leaders in the same breath as the empowerment for public servants.  Towards the strengthening of communities through the restoration of young people vulnerable through drug and substance abuse, prostitution, and idleness the County Government shall facilitate restorative programmes targeting those addicted and their families as well as mentoring and rehabilitating the addicts to ensure that they recover from drug and substance abuse.  Establishment of partnership opportunities with existing child and youth rehabilitation centres available in the County. Strategic Intervention 7: Strengthening of Alternative Livelihoods Programmes The County Government endeavours to fast track the following initiatives as a means of strengthening the facilitation of alternative sources of livelihoods for most vulnerable in the society:  Establishment of a “full circle” program aimed at the rehabilitation of commercial sex workers, their restitution and alternative livelihoods.  Promotion of Tetheka Fund and other County revolving funds 62 | P a g e  Collaborating with National Government agencies to promote YEDF, WEDF and UWEZO fund at County level. Strategic Intervention 9: Increasing Socio Protection Targeting Economic Empowerment for PWDs While the County government has in the past years been instrumental in the protection and support to the PWDs of the County there is a deliberate focus to empower them onward towards their livelihoods. Thus the support to the PWDs will entail;  Development of a Disability and Development policy  Establishment of programs that enhance creating of wealth for PWDs so that they are able to earn their living in creative ways besides welfare support.  Establishment of targeted SACCOs aimed at facilitating growth among PWDs  Deliberate efforts to support selected CTTIs, ECDEs and public offices to develop the relevant infrastructure including access to buildings and other facilitative infrastructural development. Strategic Intervention 10: Increasing Child Protection through Children Centres The County government shall strengthen child protection through the following programs:  Establishment of a mechanism to support institutions that provides care and support to vulnerable children.  Enhance child memory and patriotism through music, art and child games across the County.  Mapping of all venerable population in the county  Develop a mechanism to facilitate support to all venerable children in the county  Increasing child protection through community forums Strategic Intervention 11: Empowering youths to participate in economic activities The development of the concept of a third economy in Makueni is based on the understanding that there have been young people and adults that do not have the skills to seek for jobs in the market place and thus unable to facilitate their household growth and development. The County government is committed to mainstreaming these critical groups of the society through: 63 | P a g e  Development of a framework for increasing the participation of these groups in to the mainstream County development and access to Government procurement and employment opportunities.  Partnership with FBOs to provide support and guidance to these targeted groups. Strategic Intervention 12: Institutionalising Promotion of Cultural Activities In recognition of the rich Kamba cultural history, the government develop a policy framework to guide promotion, exploitation and preservation of the Kamba culture. The framework will guide promotion of eco-tourism and related activities. 4.6 Environment, Climate Change and Disaster Management The government recognizes Environment, natural resource management and climate change adaptation as critical emerging issues in the County. These issues directly affects socio- economic across all sectors through their adverse effects. Human activities in the county or outside the county can lead to severe effects related to these emerging issues. The Government will therefore continue to invest in programmes aimed at cautioning against loss of livelihoods due to human activities or natural occurrences triggering a negative effect in relation to these issues. The key challenges in this sub-sector include; extreme rainfall variability resulting to prolonged drought which leads to loss of livelihoods; environmental degradation which has been occasioned by unsustainable sand harvesting, charcoal burning, soil erosion and catchment destruction; human wildlife conflict; and poor environmental conservation including poor waste disposal mechanisms. 4.6.1 Outlook for 2017/18 The 2017-18 ADP will address the challenges faced in the environment sector through the following interventions; i. Conservation of water catchment areas. This will be implemented through awareness creation and the enforcement of a 30 meters reserve barrier for tree planting within rivers banks ii. Afforestation and County Greening Programs. The county through the directorate of environment will begin the reforestation and sustainable tree planting drives in all 64 | P a g e wards as well as enactment of legislation to regulate charcoal burning and tree cutting to increase forest cover hence a step towards realizing the county greening agenda. The ward tree planting drive ultimate goal as outlined in the Vision 2025 target 10,000 trees per ward with the aim of achieving 10% forest cover within the county. The 2017-18 ADP will target to achieve 2% of forest cover within the county. This translates to 2,000 trees per ward. iii. Land Reclamation and Rehabilitation-This will be implemented through building gabions in degraded land masses, training farmers on terracing, controlled grazing and crop rotation which will in turn reduce pressure and strain exerted on soil and vegetation cover iv. Proper Water Harvesting Methods and Proper Drainage System-the County will enhance harvesting of run-off water through construction of earth dams and water weirs and training the community on water harvesting methods to prevent emergence of gullies. it will also enhance proper drainage system along the roads v. Game reserves conservancy- Establishment of wildlife conservancies and electric fencing of game reserves will be enhanced to reduce human/wildlife conflicts and wanton destruction of vegetation and farms vi. Demarcating dumpsites –this will ensure proper waste disposal. The County government will encourage and train the community in collaboration with development partners on recycling wastes materials to produce green energy. vii. Institutional strengthening for Environment, natural resource Management and Climate Change adaptation- During the plan period, the government will develop, adopt and implement an emerging issues mainstreaming guidelines . The guidelines will aim to strengthen the ongoing climate change adaptation initiatives and ensure mainstreaming in all future county planning. The government will continue to strengthen the existing governance structures in elations to Environment, natural resource Management and Climate Change adaptation. 65 | P a g e viii. Building County disaster preparedness capacity. The government will develop and implement a county disaster policy framework. The framework will facilitate establishment of a county disaster management coordination unit. ix. Fire fighting Infrastructure. The Government will invest in a modern fire engine and finalize designing of a fire station along Mombasa road. 4.7 Flagships in Social Pillar The following flagship projects highlighted in Vision 2025 will be implemented in the Social Affairs Pillar in the FY 2017/18. Flagship projects in Social Pillar 1. Enhanced Healthcare Financing The Government of Makueni County is committed in ensuring that the citizens have access to affordable health care. This will be through;  Subsidizing the cost of drugs is so as to ensure many people access healthcare.  Up scaling the universal health care, the sector will work together with NHIF so as to popularize subscription to the scheme and further provide care to vulnerable communities.  Working with partners and actors in health care (national government and private sector) in the county to close the financial gap and enhance resource mobilization. 2. Support Increased Student Retention and Transition Rates To increase the transition rates the Government will;  Continue implementing the current support programs (capitation – ECDE milk program, bursaries, school food programme) aimed at increasing retention and transition rates. To ensure their effectiveness, the government will institutionalize these programs by adopting management guidelines.  Establish and institutionalize through relevant legal instruments a County revolving education fund. The fund will aim at consolidating education support from the public and private sectors. 66 | P a g e  Promote entrepreneurship by these institutions. The entrepreneurships will be based on their areas of specialization. They will include by not limited to trade exhibitions, retail and/or wholesale outlets and consultancy services. The entrepreneurship wi ll complement the government efforts to subsidize CTTIs training in the county. 3. Promotion of surface water harvesting The County Government will invest in different methods of water harvesting, storage and treatment. These will include construction of dams to harvest rainwater, harvesting of spring and river water, promotion of institutional and household level water harvesting, storage and utilization. To achieve this intervention the County government will:  Construct one medium dam with a capacity of two million m3 water treatment works and a strategic reservoir for the county  Construct 2 small dams (earth dam/sand dams) with a capacity of 50,000 m3 per Ward  Desilting of 1 dam in each ward 67 | P a g e CHAPTER FIVE: POLITICAL PILLAR STRATEGIC APPROACHES 5.1. Outlook for 2017/18 The strategic approaches to development through the political and governance pillar envisions the overall transformation of leadership, mechanisms guiding service delivery, performance, financial, administrative and participatory systems essential for County development. It is in this pillar that an inclusive platform of organizational development is provided to enhance the effectiveness, efficiency and result oriented nature of the objectives outlined in the economic and social pillars. It is therefore the strategic direction of the political and governance pillar to promote reformation of systems and/with high-level capability consistent with the rapid democratization, innovation, growing needs within the County economy and the guiding principles of devolution in general. Thus in the FY 2017/18, priorities will be given to through the following interventions: Strategic Intervention 1: Enhancing County Legal Systems In order to strengthen the county legal system, the County Government will;  Legislate on all devolved functions and develop the relevant policy to guide full implementation of devolved functions necessary for County take off in development.  Capacity building departments and the public on the necessary legal requirements for the purpose of enhancing cohesion, compliance and tranquility in the County. Strategic Intervention 2: Strengthening Public Administration and Service Delivery The County government shall strengthen its administrative structures for the purpose of improving service delivery. The goal of the FY year shall be to promote service-focused Government institutions upon which administrative functions and economic governance are managed. Further, the County administration shall be empowered on mobilization for public barazas and peoples meetings for dissemination of government policies and progress. A survey shall be carried out to determine the location of the establishment of service delivery centers 68 | P a g e and the magnitude of operations as a basis for construction and operationalization in the following year. Strategic Intervention 2: Strengthening County M&E systems The County government shall strengthen the M&E Systems for the purpose of improving the quality of production of County Progress Reports and project evaluations. This includes the capacity development of the M&E Unit as well as County departments on result based management and tracking of service delivery. Strategic Intervention 3: Strengthening County Planning, Budgeting and Statistics systems The County government shall enhance the development of integrated County project management system which will link planning, budgeting and outcomes. The County Government shall strengthen its statistics unit in its mandate to undertake baselines and statistical studies that inform government decisions on investments. Further, the County government shall enhancing Program Based Budget prepared using IFMIS and seeks to improve budget credibility. Strategic Intervention 4: Strengthening County Communication, branding and organizational Culture The County government shall implement the county communication strategy which will detail the County’s communication structures and enhancing of an organizational culture for the County government. This is critical in promoting the County’s organizational culture and overall branding of County development. Further, the County Government shall improve the information communication mechanisms and techniques. Strategic Intervention 5: Improving Public Finance Management systems The County Government shall improve the public finance management through;  Enhancing prudent financial management and sustainable utilization of public funds and strengthening sub county treasury services.  Improving financial reporting through continuous training and capacity development. 69 | P a g e  Strengthening internal audit to facilitate risk identification and management and assure compliance with financial and other policies and procedures and to strengthen internal systems.  Strengthening the county audit committee  Enhancing the execution of procurement, accounting and reporting  Capacity building on procurement procedures including use of IFMIs, record keeping, adherence to procurement thresholds and tender evaluation. Strategic Intervention 6: Strengthening of County Human Resources and performance Management System The County Government is committed to ensuring effective recruitment, coordination and development of its human resource to match the County’s development needs. This will be ensured through: Enabling of the development of scheme of service for all cadres which will guide career progression and development through the County Public Service Board, development of Job descriptions, specifications and competency framework too enable suitable organizational mechanisms as well as the strengthening of the culture of performance contracting and management within County government. Strategic Intervention 7: Strengthening participatory development and civic education frameworks. To enable sustainable and inclusive socio-economic development the County government shall strengthen the structures and mechanisms for effective public participation in county development. Further, the government shall operationalize the necessary frameworks suitable for improved participation of all actors in development, promote pro-poor policies and mechanisms that seek to amplify the voices of the voiceless, marginalized and thematic groups in county development, capacity build the public on project management and promote the relevant feedback and complaint mechanisms for sustainable development. To enhance civic knowledge and empowerment of the people of Makueni the County government shall strengthen the Civic education unit through capacity building on curriculum 70 | P a g e development, design and execution of civic education programmes , development of conscientisation models and mechanisms for effective civic education, as well as developing advocacy and networking techniques with other civil society organizations for enhanced enlightenment of the both the citizens and the County Government officials. 71 | P a g e CHAPTER SIX: COSTING AND RESOURCE MOBILIZATION 6.1 Sources of Financing the Annual Development Plan Pursuant to article 202 of the constitution of Kenya (2010), the County has two major source of revenue: the revenue from the National Government and revenue raised locally. The revenue form the National government comprises of the equitable share and conditional/unconditional loans and grants. The local revenue comprises of taxes, rates, fines, fees and charges imposed by County governments. Public and government agencies are also a critical source of funds for the development processes in Makueni. Other revenue sources include self-generated incomes by the people through their self-help mechanisms, CBOs and household initiatives. These sources contribute in funding of household and community initiatives. The middle class also contribute immensely in development. The private sector also participates in the development process through Corporate Social responsibilities initiatives. Non-governmental organizations provide funding for public benefit activities conditional/unconditional grants. Development partners are of equal importance in funding county development activities mainly through local and international NGOs. Table 2 provides information on previous sources of funding and the project revenues for the period 2017/2018. Table 2: Previous financing FY National County Own Grants and % of budget Government Revenue (Kshs) loans/conditional funded by local Transfers (Kshs) allocations (Kshs) revenue 2013/14 4,721,151,803 189,187,741 354,912,725 3.59 2014/15 5,208,872,802 215,349,954 309,133,344 3.76 2015/16 5,969,671,381 217,000,000 493,000,051 3.25 2016/17* 6,441,351,588 500,000,000 309,927,274 6.89 2017/18** 7,085,486,746 550,000,000 340,920,001 6.90 ** Projections * Budget estimates 72 | P a g e 6.2 Previous Financial Performance Previously the plans and budgets of the County Government have been funded mostly through the National Government. The National Government has been funding up to 89% of County development while local revenue generated from the County generated constitutes of 7%. Other sources of funding include conditional allocations which consti tute 4% while loans and grants are not disbursed. Figure 2: % of budget funded by local revenue The County Government will put in place measures to enhance revenue collection. Such measures include: broadening the County revenue base through inclusion of new revenue streams. Further, the County Government seeks to promote revenue automation with an aim of maximizing the efficiencies of automating County revenue. This will ensure that revenue leakages are sealed in the process of revenue collection. In the efforts to reorganize revenue collection and organization the County Government will map and implement rapid results initiatives. The County Government will also establish a unit responsible for external resource mobilization through engagement of donor organizations, international NGOs and private sector for purposes of public private sector partnerships in delivery of some large investments. Priority areas for external funding include Climate Change Mitigation Programmes, Green Energy 73 | P a g e generation, Irrigation, Water harvesting technologies, Health, urban planning and sanitation programmes and roads. The County targets to mobilize 5 percent of the annual budget from donors, development partners and PPPs. 6.1.1 Resource allocation for 2017/18 During the 2017/2018 financial year the County Treasury intends to shift its budgetary allocation criteria from departmental to sectoral approach. The Treasury will develop a resource sharing formula to ensure enhanced allocation to priority sectors and equitable allocation to the Wards. The criteria will build on the CRA formula and incorporate additional parameters namely: urban population, revenue generation. The formula will guide allocation between headquarter and the Ward’s projects. In addition it will provide a basis for allocation amongst the thirty Wards. The sectors to be prioritized during the 2017/2018 financial year include: water, roads and agriculture. These are the critical sectors for driving the County economy to prosperity, poverty reduction and employment creation. Allocation amongst the programme will be guided by the 2017/2018 ADP priorities as submitted by the development committees during the ADP participatory planning process. The allocation amongst competing programmes within a ward will be sectoral i.e. departments will cost programmes within a specific ward and share the ward’s allocation amongst the programs in order of that ward’s priorities. 6.2 The institutional framework for implementing the annual development plan 6.2.1 Integration of planning and budgeting process The annual development plan 2017-18 will be implemented through integration of planning and budgeting process. This will be achieved by making sure that during the preparation of the County Fiscal Strategy Paper (CFSP) the priorities and interventions that are outlined in the ADP are followed. This will be achieved by guiding the community during the public participation hearings for budgeting process to prioritize projects in line with the sector they prioritized earlier in ADP. 74 | P a g e 6.2.2 Collaboration with development partners The County Government cannot implement this plan on its own, it will work and collaborate with development partners; civil society, non-government organizations and private sector to ensure all stakeholders play an effective part in development agenda of the County. The Department of Finance & Planning through the proposed donor coordination unit will operationalize guidelines on engaging non state actors in the County. However the respective county departments will bear a special responsibility for consolidating and driving effective and efficient partnership, including the private sector, civil society and non-governmental organizations. Further, the County Government will continue to promote and engage the participation of local communities and citizens in the county development process. 6.3 Assumptions In the implementation of the annual plan 2017-18, the following key assumptions are made;  Adequate funds will be made available in time  Political stability and security will prevail regardless of elections  Other stakeholders including development partners and non-state actors will be supportive  Political will and support will be sustained  Target institutions, groups and sectors will respond positively and cooperate 6.4 Risk Analysis and Mitigation Measures The County Annual Development Plan 2017-18 assumes two scenarios, a baseline scenario that assumes the continuation of the status quo and an optimistic scenario that sees improvement in the current scenario and removal of challenges facing the county development process. The risks include; 75 | P a g e Table 3: Risk analysis Risk Implication Mitigation Risk Level measures/Strategies Political instability due to Delays in budgeting  The County Executive to Medium elections period process, approving prepare and submit and implementation budget by January 2016 of county budget  The County Executive to leading to stagnation institute mechanisms to in development. manage institutional relationship between the County Executive and the County Assembly Slow procurement Slow projects  Decentralize further Medium systems implementation County Treasury services  Capacity building procurement staff and prospective bidders on e- procurement. Inadequate human staff Slow  Improve and rationalize Medium in the various implementation of staffing levels. departments the annual plan and poor, monitoring  Investment in automation and coordination of certain procurement within the sector procedures. agencies Natural Significantly reduces Establish and emergency/ Medium disasters/emergencies the funding available disaster fund. and macroeconomic for programmes and instabilities the attention shifts to solving the emergencies. 76 | P a g e CHAPTER SEVEN: MONITORING AND EVALUATION OF THE ANNUAL DEVELOPMENT PLAN 2017/18 7.1 Annual Development Plan Monitoring Arrangements The implementation of the government initiatives should deliver good governance, with appropriate levels of accountability and transparency, and well-functioning public institutions and quality public service delivery across all sectors. Robust monitoring and evaluation is needed to ensure that actual implementation is in line with policies and plans, using available financial and human resources. Good governance, accountability and transparency mechanisms are not limited to the M&E system; multiple sections play a significant role in the context. The county assembly exercises oversight of the county executive; the county executive i ssues quarterly and annual reports; department of finance and socio-economic planning develops and monitors budgets of government departments; the internal audit controls the line departments. In addition to the County Assembly oversight and relevant departmental internal audit, a Monitoring and Evaluation unit was established in 2015/16 financial year to assist in continuous monitoring and evaluation of the projects. Despite the existence of these institutions, monitoring and evaluation and the associated development research is still inadequate and there still exists dire need for strengthening and adoption of monitoring and evaluation processes that focus on three important aspects including;  Measurement of how well the Makueni County Government is performing in terms of economic, social and political development.  Evaluation processes that can be used as a management tool culminating into REBME- (Results Based Management), and  Monitoring and evaluation process that assesses how outcomes/outputs and impacts are being achieved.  Draw innovative development initiatives 77 | P a g e 7.2 Adopting RBAM&E for Monitoring and Evaluation Unit Reporting To strengthen the monitoring and evaluation of the development activities, the Monitoring and Evaluation Unit (M&E) will adopt a REBA-M&E (Results Based Monitoring and Evaluation) based approach in order to effectively monitor, evaluate, report on progress on development and utilize the results from M&E reports in informing subsequent development policies in the county. The M&E Unit will be strengthened with regard to research on development to enable innovations towards development. The RBAM&E approach tackles the issues of government performance measurement, can be used as a management tool and assesses the processes through which change is achieved (theory of change). Figure 3: Steps in RBM&E 78 | P a g e Conducting readiness assessment 1  The RM&E Unit acquaints to the project set by the County government Agreeing on outcomes to monitor and evaluate 2  The RM&E units together with the specific department(s) implementing the County projects and the statistics department to on what to monitor and evaluate Selecting Key indicators to monitor outcomes 3  The RM&E units together with the specific department(s) implementing the County projects and agrees on what and how to monitor and evaluate. Establishing baseline data on indicators 4  For all identi fied indicators, the RM&E establishes the baseline values Planning for improvement  The RM&E Unit should constantly be innovative and will act as the Center for Development 5 Innovation (CDI) within the County. As such, i t should be a s tep ahead in churning out development innovations Monitoring for Results 6  RM&E continuously engages collection and analysis of data and information f to compare how well the County government projects are being implemented against expected results The Role of Evaluations 7  Evaluations will be used for management purposes and reallocation of human and financial resources where deemed necessary. Reporting of the M&E Unit 8  The RM&E Unit will draw concise and logical reports from the data and information analysis in line with a format developed by the Devolution office. This will ensured consistency and detail in the reports as well as authentici ty Drawing lessons learnt and using to advice subsequent programs, projects or policies 9  The RM&E Unit will be the Development Research Unit playing the role of advisory based on the lessons learnt from implementation of County Government projects Sustainability of M&E System with the Makueni County Government 10  To promote sustainability of the RM&E activi ties , the M&E Unit should ensure partner engagements in joint data and information collection, analysis and Monitoring Adopted from: Ten Steps to a Results Based Monitoring and Evaluation System (World Bank) 79 | P a g e 7.3 Means of verification The projects and programmes implemented by the various county departments, the implementation progress will be verified through various means as outlined;  Makueni County Development Quarterly Reports  Departmental project documents  M&E Reports  Policy documents, Standard Operating/Implementation Procedures and guidelines  Research and Statistics Reports 7.4 Building effective partnerships and coordination with stakeholders Any positive change in the county is the joint responsibility of all stakeholders in the spirit of common purpose and coordinated action. The department of finance will operationalize guidelines on engaging non-state actors in the county. However, the respective county departments will bear a special responsibility for consolidating and driving effective and efficient partnership, including the private sector, civil society and nongovernmental organizations. 80 | P a g e 7.5 County Annual Development Plan Costing and Evaluation Plan Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency ECONOMIC PILLAR AGRICULTURE AND RURAL DEVELOPMENT Dairy value chain Support to improvement Upper and  10,000 inseminations  No. of successful 20 Agriculture development of breeds through Middle  Milk aggregation and inseminations subsidized Artificial zones processing, done Trade insemination services and  No. of milk processing aggregation centres established Grain value chain Operationalization of the Ukia  Purchase of equipment  Equipment 10 Agriculture development Mukuyuni grain storage  Recruitment of staff for purchased and and value addition facility. the facility facility Trade operational Fruit value chain Fruit Middle and  Establish new farm  No. of new mango 50 Agriculture development development/production Lower orchards orchards to feed the Kalamba Fruit zones; developed processing plant Poultry value Targeting improvement of Middle and  Training of farmers on  No. of farmers 15 Agriculture chain breeds in the lower and Lower poultry development trained development middle zones. zones;  Support groups  No. of groups supported Extension services Develop an extension County wide  Employment of  No. of newly 50 Agriculture development programme to enhance extension officers recruited programme farmers education for  Facilitating mobility of extension staff improved crop and animal all extension officers  No. of motor husbandry . vehicles/cycles procured 81 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency Irrigation Soil mapping to identify County  Farmer mobilization  Master plan 50 Agriculture development areas where farm ponds Wide and support to develop prepared and programme can be done without using and utilize farm ponds. approved liners. Promotion and  Develop irrigation  No. of farmers support to small scale master plan mobilized irrigation along rivers and  Support farmers doing  Irrigation master streams and use of drip small scale irrigation plan developed kits at the household along rivers  No. of farmers level. supported in small scale irrigation Farm input This will entail provision of County  Subsidy to fertilizers  No. of farmers 50 Agriculture programme subsidized fertilizers and Wide and manure receiving manure to farmers and  Development of credit subsidized ensuring access of inputs access funds fertilizer by the farmers such as  Agricultural  Inputs credit fund seeds, equipment and development fund established establishment of farmer policy, legal framework  Agricultural service centre.  Partnership with seed development companies to provide policy prepared quality seeds  Farmer service  Pilot a farmer service centre established centre 82 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency Farm Increasing farmers access Makueni  Develop the policy and  Policy developed 10 Agriculture mechanization to farm mechanization Sub County legal framework for and approved programme services to mechanization in the  Makueni increase/commercialize county Mechanization production through  Revitalize Makueni centre operational mechanization farm mechanized centre Soil and water Support to development County wide  Train 3,000 farmers on  No. of farmers 15 Agriculture conservation, of soil and water soil and water trained on soil and range conservation and range conservation water rehabilitation rehabilitation structures  Equip 300 service conservation programme including training and providers with tools for  No. of service equipping of local service soil conservation providers providers  Train and provide equipped with pasture seeds to tools 10,000 farmers  No. of farmers  Rehabilitate 50 ha of trained and denuded land provided with pasture seeds  No. of ha of denuded land rehabilitated Livestock pests Establish (strengthen) and County  Conducting feasibility  Feasibility study 20 Agriculture and disease operate livestock disease Wide studies and designs for undertaken control surveillance system a veterinary and food  % of livestock programme including vaccination, quality laboratory vaccinated 83 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency reporting and  Vaccinate 70% of the  % of dogs enforcement; purposive livestock population on vaccinated in disease search. This will contagious diseases rabies programme include support to  Vaccinate 85,000 dogs  No. of local veterinary public health in the County Rabies poultry hatcheries function – (quality Elimination programme supported to assurance for food of  Support 30 local prevent disease animal origin) through poultry hatcheries to transmission deployment of adequate prevent disease staff, continuous transmission through education and mobility. chicks. Crops pests and Investment on County  Capacity building  No. of farmers 10 Agriculture disease control mechanisms to control Wide farmers on detection trained on disease programme crop pests and diseases in and control of diseases. detection the county  Carry out regular  No. of surveys surveillance on key done pests and disease.  MoU with PCPB  Collaborate with agreed and signed Pesticide Control  Emergency Product Board (PCPB) response to control quality of mechanism pesticides established  Establish an emergency response mechanism to respond to outbreaks. LAND AND URBAN DEVELOPMENT Development of The County will develop HQ Formulate the following 3 No. of policies 10 Agriculture land use systems, policies to guide land use. policies; developed and 84 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency planning and These policies will inform  Agricultural approved legislation on proper agricultural, development livestock production and policy urbanization.  Livestock production policy  Urbanization policy Urban This will incorporate County  Providing land for  No. of urban areas 300 Lands; infrastructural urban infrastructural Urban areas dumping sites in 3 provided land for development development in the (Wote, urban centers dumping sites Transport; programme county urban areas in the Emali, Mtito  Town survey and  No. of town county economic zoning. Andei, physical planning survey and Trade The infrastructure will Nunguni,  Conduct feasibility planning include; sewerage, roads, Kikima, study for 5 urban areas completed lighting, waste and Mbumbuni,  Purchase 5  No. of feasibility garbage collection trucks, Matiliku, waste/garbage trucks studies done drainage systems and land Makindu, for urban areas  No. of garbage for industrialization. Kibwezi,  Construct 10 toilets for trucks purchased Mukuyuni, county urban areas  No. of towns with Malili,  Develop drainage developed Sultan system for Wote, drainage system Hamud and Emali, Nunguni and  % of completion Kambu) Sultan of cabro paving  Cabro paving for Wote for Wote access town access roads roads  Economic  Industrial zoning zoning/industrial parks plan prepared and development plan approved prepared  No. of town with street lighting and 85 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency  Street lighting/flood flood lights lights in 12 urban installed centres Land titling, The County will finalize County wide Facilitation of acquisition of  No. of tittle deeds 30 Lands mapping and town planning for tittle deeds for; issued digitization issuance of title deeds in  Urban areas; Wote,  Plan for Mtito programme the following This Mtito Andei, Andei prepared Programme will eventually Makindu, Emali and approved cover all the other urban and Sultan Hamud. centers.  Public facilities - hospitals and CTTIs targeting 30% of the public institutions  30,000 households Prepare town plan for Mtito Andei model/new town County housing The county will County wide  Collaborate with  No. of county staff 5 Lands development collaborate with the National Housing under mortgage relevant departments to Corporation to scheme develop the housing facilitate house  % completion rate function. ownership for staff of the staff houses  Pursue completion of in Wote government staff houses in Wote ENERGY, INFRASTRUCTURE AND ICT Energy The County Government County wide  Purchase 4  No. of 150 Transport distribution and will to extend the transformers and transformers 86 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency coverage coverage of power to install in strategic purchased and more households, public locations in every installed institutions and market wards  Energy unit centres.  Establish energy unit in established the Department of  No. of institutions Infrastructure to supported with promote energy energy jikos  20 institutions  No. of households supported with energy supported on bio saving stoves/jikos gas production  1,000 households supported on biogas production Energy sector The County Government HQ  Energy generation and  Policy prepared 10 Transport development and will develop an energy distribution policy and approved distribution policy generation and prepared  Feasibility study distribution policy to  Feasibility study will be guide the process of carried out to map all developing the energy potential solar farming sector. zones. County roads The County Government County wide  Heavy grading 20 Kms  No. of km of 950 Transport development will enhance the county of ward access roads heavy grading programme access roads and per ward done collaborate with the  % of completion  Construct the first national government to of phase 1 of phase of Ukia – Emali construct the first phase Ukia-Emali road road (45 Kms). of Ukia-Emali road Development of Develop a county HQ Develop transport master Master plan 10 Transport 87 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency Transport Master transport master plan and plan developed and Plan link with the national approved transport master plan ICT policy Preparation of the HQ  Develop an ICT Master  Master plan 10 Education & framework requisite ICT policy and Plan developed and ICT legal framework to  Develop an ICT Policy approved enhance access to ICT  Policy developed and approved Automation of Investment in automating County wide  Strengthen and  No. of CIC 50 Education & county service county services/functions upgrade the existing 16 upgraded ICT; delivery and processes community  % of automation information centres of county staff County  Automate staff administration Secretary(H administration, human R) Resource and registry service GENERAL ECONOMIC AND COMMERCIAL AFFAIRS Cooperative Capacity building of co- County wide  Training cooperatives  No. of cooperative 20 Trade, movement operative society on governance, book trained Industry, development members to empower keeping, audit and  No. of Industry and them to demand good management cooperatives Cooperative governance and ensure  Reviving of dormant revived s mismanagement is cooperative movement  No. of audits tackled.  Conducting regular conducted audits Tourism Completion and Kiboko  Establish wildlife  Wildlife 20 Trade, infrastructural operationalization of AIC conservancy in Kiboko conservancy Industry, development existing tourist attraction Kalamba  Cultural and tourist established and Industry and and cultural and site, Cooperative 88 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency rehabilitation/establishme Mukamba attraction sites operational s nt of hills which can be a Cultural developed  No. of cultural site and Centre in  Improving the major cultural/tourist recreational sites. Kikumbulyu roads leading to major attraction sites South, tourism destinations developed Makongo  Hills and cultural sites  No. of kilometers view point rehabilitated of road upgraded and  Ha of hills Itumbule rehabilitated cultural site in Kiima Kiu/Kalanzo ni. Tourism Fully implement the Makindu  Hold annual cultural  No. of events and 10 Trade, marketing findings of tourism festivals in Makindu programmes held Industry, regulation and mapping report town in town Industry and coordination  Promote tourism  No. of visitors in Cooperative through marketing of town s the towns in the county as destination for events and programmes; Informal sector Promotion of cottage County wide  Bee Keeping promotion  No. of bee 15 Trade, development industry and value and value addition farmers engaged Industry, programme addition and  Entrepreneurial in agro processing Industry and sstrengthening of “ENE training/incubation  No. of Cooperative microfinance” and programme for businessmen s; promotion of products business people trained Agriculture 89 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency targeting business growth,  Development of SME  No. of SMEs informal sector and the friendly products in accessing credit small and medium ENE microfinance facilities enterprises. Investment Developing an County wide  Develop investment  Policy developed 20 Trade, promotion incentive/investment incentives policy and approved Industry, policy for the County and  Establish investment  Investment Industry and providing incentives for promotion unit promotion unit Cooperative investment in the county  Study tours/trade fairs established s; and undertaking study for business people  No. of traders tours/trade fairs for exposed to trade traders. fairs/exchange tours Consumer Staffing and equipping the County wide  Recruit staff for  No. of staff 10 Trade, protection consumer protection unit consumer protection recruited Industry, programme and decentralizing unit  Operational sub Industry and consumer protection units  Decentralize and county protection Cooperative to the Sub Counties. operationalize sub units s; county protection units SOCIAL PILLAR HEALTH SERVICES Implementation Invest county’s diagnostic County wide  Procure diagnostic  No. of health 20 Health of preventive capacity special focus to equipment for 30 facilities provided measures towards existing dispensaries. health facilities with diagnostic communicable  Conduct quarterly equipment diseases awareness  No. of awareness creation/medical creation/medical outreach on outreach done 90 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency communicable diseases Implementation Investment in reversing  Enhance diagnostic  No. of health 20 Health of measures on the increasing trends in capacity for health facilities equipped reversing the non communicable facilities to curb with diagnostic trends on non diseases in the county increasing trends capacity communicable  Awareness creation on  No. of people diseases non communicable reached on non diseases communicable disease Improving access Scaling up of Community County wide  30 New community  No. of new 30 Health to primary health Health Strategy by health units community health care increasing the community established units established health workers and  100% immunization  % of immunization continuously building their coverage coverage capacity. Improving staffing Carry out a staff-need HQ  Recruit 100 additional  No. of new 100 Health levels for Health assessment survey to health workers additional health care services facilitate bridging staffing  Establish county workers recruited gaps in the health sector. telemedicine centre  Telemedicine centre established Improving Health Improve and upgrade County wide  Optimally equip 60 No. of health facilities 150 Health Infrastructure existing facilities and health facilities equipped continue to strengthen the county referral system. Healthcare Review and upscale the County  100% coverage of the  % of coverage of 300 Health financing county universal Wide universal health care the universal healthcare programme for health care 91 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency improvement and enhance resource mobilization. Improving Investment in health County wide  Implement integrated  % of 40 Health Healthcare information management health information implementation of Information and continue with health system health Management services automation and  Automate 6 sub county information digitize all health records. health facilities and system digitization of data and  No. of health records facilities automated EDUCATION Strengthening To bridge the staffing County wide  Undertake a CTTI staff-  Needs assessment 10 Education & staffing levels levels and strengthen the need assessment survey done ICT staffing capacity  Adopt the National  Guidelines guidelines on scheme prepared and of service adopted  Organize two exposure  No. of exposure visits and one trips workshop for staff  No. of trainings  Organize one organized government-sponsored  No. of teachers training for staff engaged  Engage ECDE teachers on internship/volunteeris m Governance Improving governance in County wide  Adopt the proposed TTI  Organizational 10 Education & 92 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency improvement in CTTIs and ECDEs in the organizational structure ICT learning county structure and develop prepared and Institutions detailed job description adopted for all staff  Quality assurance  Develop Quality manual developed Assurance and  % of officers standards Manual, trained  Training 20% of all  No. of field visits officers in management on quality level on QAS assurance done  Undertaking quality  No. of BoM assurance visits to 6 members trained CTTIs  No. of BoM  Build capacity of trained on audit Managers and BoM on and audits done governance financial  % of assets tagged management and  Guidelines on land procurement rental prepared  Conducting Annual and adopted training on  % of BoMs for Government financial ECDEs constituted management and audit and conducting four internal audits annual  Asset tagging in all CTTIs and ECDEs  Preparing and adopting guidelines on rental of CTTI land and facilities. 93 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency  Facilitating constitution of management committees for all ECDEs. Development and Upgrading of ECDE and County wide  Face lift 7 CTTIs (6  No. of CTTIs with 100 Education & upgrading of CTTI infrastructure model CTTIs and 1 face lifting ICT education centre of excellence)  No. of CTTIs Infrastructure  Repair of dilapidated repaired structures in 4 CTTIs  No. of CTTI and construction of 2 supplied with modern workshops in 2 electricity CTTIs  No. of institutions  Repair of dilapidated with instructional structures in 8 CTTIs materials and construction of  No. of model workshops in 8 CTTIs ECDEs constructed  Supplying electricity to 4 CTTIs without electricity supplying clean water supply to 3 CTTIs  Provide Instructional to 37 CTTIs and ECDEs  Conducting surveys for all the CTTIs land and issuance of allotment letters  Construction of 15 model ECDE center 94 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency (integrating PWDs). CTTIs curriculum Strengthening of CTTI County wide  Develop and adopt  Policy developed 100 Education & and service curriculum and content Makueni county CTTI and adopted ICT delivery delivery with aim of policy  Curriculum programme revitalizing the CTTI  Adopt an appropriate developed and education system Curriculum by approved reviewing the current  No. of CTTIs curriculum and integrated with assessing job market ICT requirements to inform  No. of students courses selection for benefiting from CTTIs capitation  ICT integration by programme for Constructing 2 CTTI computer labs, equipping 4 CTTIs with computer, computer accessories and internet connectivity  Establish and operationalize Capitation of 3,500 CTTI trainees CTTI Internal Establishment of income County  Establishing business  No. of CTTIs with 20 Education & Income generating activities and Wide development and business ICT generating business centres in the resource centers in the development enhancement CTTIs to enhance the CTTIs centres programme income generating  Marketing  No. of 95 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency capacity products/services grant/funding developed by the CTTIs proposals  Developing 2 proposals developed for funding and  CTTI fund partnerships to expand guidelines CTTI resource base developed and  Establishing and approved developing guidelines on CTTI fund guidelines  Promoting Small and Medium Enterprises (SMEs) in CTTIs Establishing Institutionalize the  Equip 2 libraries  No. of libraries 10 Education & County Libraries management of equipped ICT Community library and CICs to continue sharing public information with citizens. Student retention Providing supports to County wide  Capitation – ECDE milk  No. of ECDE pupils 100 Education & programme education system to program, bursaries, benefiting from ICT enhance retention in ECDE school food capitation centres, CTTI, secondary programme programme and tertiary institutions  County revolving  education fund. WATER Water distribution Increase water storage County wide  Expand water pipeline  No. of new km of 200 Water across the county facilities/reservoirs to such as Nolturesh and pipelines increase water install new pipelines in established distribution to the towns, other water sources 96 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency market places and densely from the newly populated areas. established and existing water sources Reclaiming and Intensifying water County wide  Rehabilitate 10 water  No. of water 40 Water rehabilitation of boreholes, promoting the schemes systems/pipeline boreholes piping and distributing established water from the existing  No. of water and new boreholes to schemes public institutions and rehabilitated market centers that are closer to the people. Promotion of The intervention will County wide  Undertake a feasibility  Feasibility study 600 Water surface Water involve development of study for one mega for 1 mega dam harvesting new water sources and dam done rehabilitation of the  Construct 1 medium  % completion rate existing ones. dams with a capacity of medium dam of two million m3  No. of small dams  Construct 30 small constructed dams (earth and sand  No. of existing dams) with a capacity dams desilted and of 50,000 m3 rehabilitated  De-silt and rehabilitate 1 existing dams (earth/sand dams) per ward Water This will involve support County wide  Promote roof water  No. of public 10 Water harvesting/roof for water catchment/roof harvesting techniques institutions having 97 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency catchment catchment for households in 60 public institutions water catchment programme and institutions (health  No. of households facilities, CTTIs, ECDE  Promotion of roof with roof centres and health water catchment at catchment facilities) household level Water resources The government will fast County wide  Enforcement for water  % of compliance 10 Water governance and track the implementation harvesting, storage and with water management of the County water policy treatment, distribution, storage and and ensures its  Train water resource utilization implementation alongside users association on regulations other water resources governance and  No. of water governance and utilization. resource users management policy associations documents. trained on governance SOCIAL PROTECTION Bursary/education Research exercise to HQ Undertake study and Study undertaken and 5 Gender schemes inform the prepare guidelines on report adopted implementation of implementation of social social/education assistance program assistance interventions Social assistance Increase social assistance County  Loans to OVCs,  No. of groups 15 Gender programme coverage in the County by Wide Women, PWDs through benefiting from scaling up County social ‘Tetheka fund’ Tetheka fund protection programs and  Mentoring  No. of schools complementing the programmes in 30 under the available programs primary and secondary mentorship 98 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency undertaken by the schools. programme National Government  Training of 30 boda  No. of boda boda boda SACCOs saccos trained  Construction  % completion of rehabilitation for drug rehabilitation addicts. centre  Boy and girl child  No. of children empowerment benefiting from program empowerment programme County Scaling up the County County  Develop pro –poor  Policy/poverty 50 Gender; equalization fund equalization fund Wide policy/poverty reduction paper Finance programme reduction strategy developed and paper adopted  Up scale the  No. of wards equalization fund to 10 benefiting from poor wards the equalization fund Development of Development of a sports County  Sport field constructed  % completion of 50 Gender sporting facilities complex; upgrading and Wide  Upgrading/leveling sports complex and processes to levelling of sporting ward and sub county  No. of playing harness talent facilities at County, Sub sport fields field upgraded County and Ward levels  Undertake youth sports  No. of youths and; empowerment of the empowerment benefiting from youth through sporting programmes programme Establishment of Invest in establishing the County  Survey and  Report on 10 Gender recreation parks recreation and open space Wide documentation of available and open spaces systems within the county recreation and open recreation spaces spaces available in the 99 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency County  No. of child and  Organizing child and youth activities youth activities within undertaken existing parks  No. of children and youths benefiting from activities Psychosocial Psychosocial support and County  Masculinity and  No. of officers 5 Gender support and redemptive masculinity Wide feminine conferences reached community programs for various targeting the public  No. of community building communities in the officers of Makueni members reached programme County County in empowerment  Community programme empowerment  No. of drug programmes addicts  Mentoring and rehabilitated rehabilitating the drug  MoU agreed and addicts signed  Establishment of partnership opportunities with existing child and youth rehabilitation centres Rehabilitation Establishment of a “full County wide  Promotion of Tetheka  No. of people 5 Gender programme for circle” program aimed at Fund and other County rehabilitated destitute the rehabilitation of revolving funds accessing commercial sex workers, empowerment their restitution and funds alternative livelihoods. 100 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency Social protection Empowering PWD through County wide  Development of a  Policy developed 30 Gender for PWD livelihood programmes Disability and and approved Development policy  SACCO  Establishment of established and targeted SACCOs aimed operational at facilitating growth  No. of CTTIs and among PWDs ECDEs developing  CTTIs, ECDEs and public disability friendly offices sensitized to infrastructure develop disability friendly infrastructure Child protection Providing mechanisms to County wide  Support institutions  No. of institutions 5 Gender programme enhance child protection that provide care and supported mechanisms support to vulnerable  No. of children children. participating in  Facilitate child games county child across the County. events  Increasing child  No. of children protection through forums held community forums Youth Facilitate mainstreaming County wide  Development of a  Policy framework 15 Gender empowerment youth empowerment framework for developed and programme programmes and enhancing the approved participation in county participation of youth  MoU agreed and economic activities in economic activities signed  Partnership with FBOs to provide support and guidance to these targeted groups. 101 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency Promotion of Develop a policy HQ  Develop a policy  Policy developed 5 Gender; cultural activities framework to guide framework to guide and adopted Trade promotion, exploitation cultural activities  No. of cultural and preservation of the  Hold cultural activities activities held Kamba culture including eco-tourism and related activities. ENVIRONMENT MANAGEMENT Conservation of Awareness creation and County wide  Sensitization forums on  No. of 5 Water, water catchment the enforcement of a 30 environmental sensitization Irrigation meters reserve barrier for conservation forums held and tree planting within water  Tree planting along  No. of trees Environmen sources/rivers banks river bank planted t Afforestation and Reforestation and County wide  County greening to  No. of trees 10 Water, county greening sustainable tree planting plant 2,000 trees per planted Irrigation programme drives in all wards as well ward.  No. of groups and as enactment of  Support tree nurseries supported Environmen legislation to regulate groups  Regulations t charcoal burning and tree  Prepare charcoal enacted cutting to increase forest burning regulations cover Land reclamation This will be implemented County wide  Constructing gabions  No. of gabions 10 Water, and rehabilitation through building gabions  Training farmers on  No. of farmers Irrigation programme in degraded land masses, terracing, controlled trained and training farmers on grazing and crop Environmen terracing, controlled rotation. t; grazing and crop rotation. Agriculture Water harvesting Training the community County wide Training community on No. of community 5 Water, 102 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency training on water harvesting water harvesting, soil members trained on Irrigation programme methods to prevent conservation water harvesting, soil and emergence of gullies. conservation Environmen t; Agriculture Game reserves Establishment of wildlife County wide Establish wildlife No. of wildlife 10 Water, conservancy conservancies and electric conservancies and electric conservancies Irrigation fencing of game reserves fencing of game reserves established and will be enhanced to Environmen reduce human/wildlife t; conflicts POLITICAL AND GOVERNANCE PILLAR County legal Strengthening the legal HQ  Legislate on devolved  No. of functions 10 Legal office systems mechanisms and functions legislated on All line framework in the county  Capacity building  No. of staff and department to enhance the capacity of departments and the public trained on s departments public on enhancing enhancing cohesion, compliance cohesion, and tranquility in the compliance and County. tranquility in the County. Public The County government County wide  Mobilization for public  No. of barazas 15 Devolution administration shall strengthen its barazas and peoples held and Public and service administrative structures meetings for  Survey done and Service delivery for the purpose of dissemination of report improving service government policies disseminated delivery. and progress.  A survey to determine service delivery 103 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency perception County M&E The County government County wide Capacity development of  No. of staff 15 Devolution shall strengthen the M&E the M&E Unit and County trained on Result and Public Systems for the purpose departments on result Based M&E Service; of improving the quality of based management and  No. of periodic production of County tracking of service delivery. M&E reports Finance & Progress Reports and prepared and Socio- project evaluations. adopted Economic Planning County planning, Development of County wide  Undertake 2 surveys  No. of surveys 30 Finance & budgeting and integrated County project  Implement Programme done Socio- statistics management system Based Budget  % of Economic which will link planning,  Full implementation of implementation of Planning budgeting and outcomes. IFMIS PBB  % implementation of IFMIS County The County government County wide  Prepare and  Communication 10 Devolution communication shall implement the disseminate county strategy prepared and Public and branding county communication communication and approved Service; strategy which will detail strategy  No. of information the County’s  Hold information briefings held communication dissemination briefings structures. Public Finance Enhancing prudent County wide  Financial reporting  No. of financial 20 Finance & Management financial management and through continuous reports done Socio- sustainable utilization of training and capacity  Internal audit Economic public funds and development. reports done Planning strengthening sub county  Strengthening internal  No of people treasury services. audit to facilitate risk trained on 104 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency identification and to procurement, strengthen internal IFMIS and record systems. keeping  Capacity building on procurement and record keeping. County human Ensuring effective County wide  Develop scheme of  No. of scheme of 20 CPSB; resources and recruitment, coordination service for all cadres services performance and development of  Develop Job developed/adopte County management human resource to match descriptions, d Secretary; the County’s development specifications and  No. of job needs. competency descriptions HR framework developed  Strengthening  No. of performance departments contracting and under management performance management Participatory Strengthen the structures County wide  Capacity building on  No. of people 40 Devolution development and and mechanisms for curriculum trained on civic and Public civic education effective public development, design education Service; participation in county and execution of civic  Participation development and education framework promote the relevant  Operationalize the operational feedback and complaint necessary frameworks  No. of pro-poor mechanisms for suitable for improved policies developed sustainable development. participation of all  No. of PMCs actors trained on project  Promote pro-poor management 105 | P a g e Name of Description Location 2017/18 Target Verifiable Indicator Cost Implementi programme/proje (Kshs ng ct millions) Department /Agency policies and mechanisms that seek to amplify the voices of the voiceless, marginalized  Capacity building the public on project management and promote the relevant feedback and complaint mechanisms 106 | P a g e ANNEXES Annex 1: County Fact Sheet No Information Category Statistics 1. County Area 1.1 Total Area(Km2) 8,008.90 km2 1.2 Number of Sub Wards 60 1.3 Number of Locations 79 1.4 Number of Sub Locations 202 1.5 Gazetted Forests(Km2) 191 Km2 1.6 National Parks/Reserves (Number) 2 1.7 Arable land (Km2) 5042.69Km2 1.8 Non-Arable land (Km2) 2966.21 2. Population 2009 Projected 2016 2.1 Total population 884,253 975,590 2.2 Total male population 430,567 475,052 2.3 Total female population 453,686 500,052 2.4 Sex ratio 1.054 1.054 3. Poverty indicator 3.1 Poverty rate 60.6% 4. Agriculture 4.1 Crop farming: 4.2 Average farm size(Small scale)-hectares 1.58 Ha 4.3 Total Ha under food crops 65,453 Ha 4.4 Total Ha under cash crops 23,356 Ha 4.5 Main Livestock Cattle, Sheep, Goats, Donkeys, Pigs, Bee Keeping, chicken and Fish 5. Environment 5.1 Number of gazzetted forests 5 107 | P a g e No Information Category Statistics 5.2 Size of gazzetted forests km2 191 Km2 6. Health 6.1 Total Number of Public Health Facilities 142 6.2 Hospital (Public) Provincial County (Level 0 5) 6.3 Number of Sub County (Level 4)-list 1 6.4 Number Health centres/ level 3 (public) 7 6.5 Number of Dispensaries/level 2 (public)- 21 list 6.6 Number of level 1 facilities 113 7. Education 7.1 Number of CTTIs 54 7.2 Number of ECDEs 1,590 7.3 Number of CTTIs Instructors : 186 7.4 Number of ECDEs teachers 900 8. Water and Sanitation Sector 8.1 Household with access to piped water 17.7% 8.2 No. of earth dams 278 8.3 No. of sand dams 118 8.4 No. of bore holes 117 9. Transport and Roads 9.1 Class A,B,C roads 916.4 Km 9.2 Class D,E,F,G roads 6,939.3 Km 108 | P a g e