Narok County COVID-19 Social Economic Re-Engineering Recovery Strategy 2020/21-2022/23 November 2020 1 Table of Contents 1 Introduction .................................................................................................................................... 3 1.1 County Context ....................................................................................................................... 3 1.2 County Fiscal position ............................................................................................................. 5 1.3 County Fiscal Response, Interventions and Budget Re-allocation .......................................... 5 2 Socio-Economic Effect of COVID-19 ................................................................................................ 7 3 Key Pillars of the Recovery Strategy ............................................................................................. 11 3.1 Health Sector Improvement, Strengthening County Government’s Preparedness and Response to Pandemic and Disasters ............................................................................................... 11 3.2 Tourism Development, Renewable Energy and Exploring the Value Chains ........................ 12 3.3 Boosting Private Sector Activity ............................................................................................ 13 3.4 Policy, Legislatives, and Institutional Reforms ...................................................................... 14 3.5 Enhancing ICT Capacity for Business Continuity ................................................................... 15 3.6 Promoting Human Capital Development .............................................................................. 16 4 Support to Key Sectors .................................................................................................................. 17 4.1 Health .................................................................................................................................... 17 4.2 Tourism ................................................................................................................................. 18 4.3 Agriculture ............................................................................................................................ 20 4.4 Manufacturing ...................................................................................................................... 22 4.5 Water and Sanitation ............................................................................................................ 23 4.6 Urban Development and Housing ......................................................................................... 25 4.7 Transport ............................................................................................................................... 25 4.8 Education and training .......................................................................................................... 26 4.9 Social Protection ................................................................................................................... 28 4.10 Gender and Youth ................................................................................................................. 28 4.11 Environment and Natural Resources Management ............................................................. 29 5 Economic Stimulus Programme .................................................................................................... 30 5.1 Economic Stimulus Package .................................................................................................. 30 5.2 Financing Economic Stimulus Package ................................................................................. 31 5.3 Implementation Framework for the Economic Stimulus Programme .................................. 31 6 Monitoring, Evaluating and Reporting .......................................................................................... 31 7 Communication Channels ............................................................................................................. 32 Annex .................................................................................................................................................... 35 2 1 Introduction 1.1 County Context Narok County is in Narok-Kajiado Economic Bloc (NAKAEB). The county has an estimated population of 1,157,873 people of whom 49.3 per cent were male and 50.6 per cent female (KNBS, 2019) as indicated in table 1. The population of persons with disabilities was 9,046 (0.9 per cent). The youth constituted 33.0 per cent of the population of whom 51.0 per cent were female. The County has a population density 65 per km2. The elderly population (age 65 years and above) made up 2.4 per cent of the total population of whom 51.6 per cent were female. The population in school going age group (4-22 years) was 52.7 per cent in 2019. In 2015/2016, the overall poverty rate in Narok County was 22.6 per cent against the national poverty rate of 36.1 per cent. In addition, 22.4 per cent of the population were living in food poverty and 75.8 per cent were living in multidimensional poverty, which means deprivation in several dimensions including health care, nutrition and adequate food, drinking water, sanitation and hygiene, education, knowledge of health and nutrition, housing and standard of living, and access to information. According to KDHS 2014, 32.5 per cent of the children were stunted as compared to the average national level at 26.0 per cent. Table 1: Development indicators in Narok County County National Estimated County Population (KNBS, 2019) 1,157,873 1.3% of the total population Males 579,042 49.3% Females 578,805 50.6% Intersex 26 0.002% Estimated Population Density (km2) 65 82 Persons with disability 0.9% 2.2% Population living in rural areas (%) 91.3% 68.8% School going age (4-22 years) (%) 52.7% 68.7% Youth (%) 33.0% 36.1% Elderly population (over 65-year-old) 2.4% 3.9% Number of Covid-19 cases (as at 11th September 226 0.68% of the 2020) (MOH); National cases were 35,232 people national cases Poverty (2015/2016) (%) 22.6% 36.1% Food Poverty (2015/2016) (%) 22.4% 31.9% Multidimensional Poverty (2015/2016) (%) 75.8% 56.1% Stunted children (KDHS 2014) 32.5% 26% Gross County Product (Ksh Million) 179,226(2017) 2.4 % Share to total GDP (2017) Average growth of Nominal GCP/GDP (2013-2017) 18.5% 15.3 % (%) Data Source: KNBS (2019) 3 Narok County Gross County Product (GCP) accounted for 2.4 per cent of total Gross Domestic Product (GDP) as at 2017 as reported in figure 1. The GCP increased from Ksh.92,987 Million in 2013 to Ksh.179,226 million in 2017 representing an annual average growth rate of 18.5 per cent. The agriculture sector contributed 67.2 per cent of GCP while services and other industries sector shared constituted 30.0 per cent and 2.0 per cent, respectively. The services sector includes such activities as wholesale and retail trade, construction, and transportation and storage. Agriculture is mainly dominated by livestock farming and both small scale and large-scale crop farming; with the main crops being maize and wheat. Figure 1: Structure of the County Economy, 2013-2017 a) County Gross Product (2013-2017) b) Sector Contribution as share of GCP (2017) Data Source: KNBS (2019) The County first confirmed case of COVID-19 was on 13th June 2020. Since then the number of confirmed cases increased to 226 in 11th September 2020 (MOH, 2020) as depicted in figure 2. Figure 2: Cumulative number of Covid-19 Cases (March-September 2020) Data Source: MOH 4 1.2 County Fiscal position Narok county expected to receive a total of Ksh. 11.998 billion in FY 2019/20 as revenue to finance its operations. This comprised mainly of Ksh. 8.0 billion (63.0 per cent) as equitable share, Ksh. 1.2 billion (9.2 per cent) conditional grant, Ksh. 2.4 billion (25.0 percent) generated from own source revenue (OSR) and Ksh. 346.2 million (2.7 per cent) as cash balance from FY 2018/19. During the FY 2019/20, the County received a total Ksh. 10.998 billion which comprised of Ksh. 7.3 billion equitable shares, Ksh. 957.2 million conditional grants, Ksh. 2.3 billion OSR and Ksh. 346.2 million as cash balance from FY 2018/19. In relation to OSR, the county generated Ksh. 2.3 billion which represented an 14.8 per cent decrease as compared to Ksh 2.7 billion generated in FY 2018/19. The decline was mainly attributed to the decline in tourism activities especially at the Maasai Mara National Reserve following the restrictions of international flights and the closure of open markets and businesses. Further, an approximate amount of KSh. 60 million in parking fees, CESS and single business permit for three months was foregone to cushion traders in the county from the adverse effects of the pandemic. The actual spending outturn for FY 2019/20 shows that the county expenditure stood at Ksh. 10.63 billion which comprises of Ksh. 7.7 billion recurrent spending and Ksh. 2.9 billion development spending. With the COVID-19 pandemic, the actual spending is set to rise as county move to increase spending on vital health personnel and equipment necessary for supporting the fight against the spread of the novel coronavirus. As at the end of June 2020, health sector expenditure accounted for 26 per cent of total spending with an overall absorption rate of 95 per cent. Absorption rate for health sector recurrent expenditure stood at 93.4 per cent while that for development expenditure stood at 98.6 per cent. The expenditure in response to COVID-19 pandemic is likely to be enhanced in FY 2020/2021. 1.3 County Fiscal Response, Interventions and Budget Re-allocation With the outbreak of COVID-19, Narok County undertook varied measures to control the spread the virus and treat the confirmed cases. The County established the Narok County COVID-19 Emergency Response Committee. The committee was responsible for assessing and upgrading the county level of preparedness and management of the pandemic as well as coordination of all activities including surveillance, activation of early warning systems on the pandemic, identify hot spots within the county, issuing guidelines and other preventive measures. The county heightened preparedness through establishment of subcounty response committees, and ward and village (elders and Nyumba Kumi) teams to increase surveillance at the grassroots level. 5 The County re-allocated its budget. The County made substantial budget reallocation towards cushioning the county from the COVID-19 effects, whereby through the supplementary budget Ksh. 150.0 million was reallocated as county own contribution towards cushioning the county from COVID-19 effects. The county received a further KSh. 50 million from the National government and KSh. 7 million as grant from DANIDA to facilitate the county COVID-19 emergency response measures. Safety net to support business community and vulnerable groups. The county supported the business community by forgoing certain Own Source Revenue streams for 3 months. For instance, some of the forgone revenue streams included agricultural CESS, Parking fees from matatus (transport sector) and the Single business permit. Regarding social protection the county government in collaboration with stakeholders supplied basic utilities like foods to vulnerable groups, the elderly, the poor and especially those depending on tourism. In terms of supply of basic provisions to the needy people, the county worked closely with local administration to ensure that this was achieved. The County prepared for treatment of confirmed cases: The County government enhanced the capacity of health sector through increasing the number of workforce (nurses and medical staff) and equipping health facilities in preparation of COVID-19 cases and also to ensure the medical staff do not strain and are able to run the normal daily tasks. Various health facilities were set aside for isolation, these included the 11-bed capacity isolation centre at the Narok Referral Hospital, the 9-bed capacity isolation centre at Trans Mara West Sub-County Hospital, the 10-bed capacity Isolation Centre at Nairegi Enkare Health Centre, and the two 5-bed capacity centres at both Emurua Dikirr Health Centre and Lolgorian Sub-County Hospital. The county also completed and operationalized the 300 bed capacity isolation centre at Ololulung’a Sub-County Hospital grounds to boost the national capacity on isolation facilities. In addition, the County promoted COVID-19 safety guidelines. This included prohibition of all public gatherings, 50.0 per cent reduction in the seating capacity for passengers per vehicle to observe social distance; hand hygiene; fare collection using mobile money payment systems; the dusk to dawn curfew; and erection of COVID - 19 check-points at the entries to the county. In addition, the county government continued adhering to the directives from Ministry of Health where staff other than those providing essential services get to work from home and introduced working in shifts. The County undertook to enhance access to water for hand washing. County heightened its efforts in providing water and hand sanitizers in markets and other business areas in line with the Ministry of Health (MoH) directives. Distribution of water 6 tank was also done to ensure most sub-counties have water for ensuring regular hand washing. Support to vocational training institutions in mass mask production. County government engaged Narok County Vocational Training College in producing masks which were distributed free of charge to the county residents. The county used its resources to help sustain this production. 2 Socio-Economic Effect of COVID-19 As the country was hit by the COVID-19 pandemic, several other shocks hit the county as well including, quelea birds; floods and livestock diseases. a) Labor participation The COVID-19 pandemic had implications on the Narok County economic activities, businesses and workers. According to the May 2020 KNBS COVID_19 Survey, the workers in education sector lost an average of 40.0 hours in a week, followed by workers in arts, entertainment and recreation who lost an average of 35.0 hours in a week. Workers in transportation and storage sector lost an average of 27.2 hours in a week while workers in accommodation and food services, wholesale and retail trade, and social work activities lost an average of 9.0 hours,15.1 hours and 3.0 working hours in a week, respectively. Workers in construction and manufacturing sectors lost an average of 16.3 hours and 13.5 working hours in a week, respectively. Workers in the agriculture sector lost an average of 8.2 hours per week. Due to high demand of health and sanitation services amidst the pandemic, the workers in Health and water sector reported no hours of work lost in a week. The county recorded 66.1 per cent of workers in informal sector and 9.7 per cent in formal sector never attended to work due to covid-19 related issues. In private sector schools, teachers and other workers lost their incomes. Some other businesses such as bars, hotels, market centres had totally closed, leading to reduced business activities. Some workers in the transport sector had also been rendered jobless due to cessation of movement nationally and within the county. On average, the workers in the county lost 10.9 hours per week. b) Agricultural sector The May 2020 KNBS COVID_19 Survey found that 28.6 per cent of the households in Narok county had instances where the household or a member of the household could not access the markets/grocery stores to purchase food items, mainly because of closure of the markets/grocery stores (73.5 per cent). A key concern was the effect on nutritious food categories -fruits -which are necessary for boosting the immune system of the population. 7 Further, with restrictions affecting seamless movement of food commodities, 65 per cent of households in Narok county indicated experiencing an increase in food prices. From the KIHBS 2015/16 28.2 per cent of households purchase food products from open-air markets, 9.4 per cent from kiosks, and 40.5 per cent from general shops. Additionally, 63 per cent of the total valued consumed was from purchases, 29.2 per cent from own production, 5.7 per cent from own stock and 2.1 per cent from gifts and other sources. Thus increases in food prices is likely to have had significant implications on household budget. Farming activities were not much affected; the pandemic occurred during the planting period and the county had experienced prolonged rains. However, with movement restrictions, transport of fertilizers from Mombasa was hampered. An assessment of the Covid-19 effects on hours worked in agriculture related occupations indicates food processing and related trades workers recorded the highest difference of 12 hours between the usual and actual hours worked in a week. Other affected sub-categories include:- agricultural, fishery and related labourers (10 hours difference); farm workers (1 hours difference); and administration middle level personnel-Lands, Agricultural and Livestock Officials (8 hours difference). Challenges presented by the COVID-19 pandemic on the sector were further exacerbated by quelea birds, floods and livestock diseases affecting 4.9 per cent, 14.4 per cent and 13.4 per cent of households respectively. c) Services sector Over 260,000 tourists visit Narok County annually attracted by nature-based tourism, Cultural and heritage tourism (Rich Maasai culture), wildlife tourism, and adventure opportunities. Due to measures taken worldwide in 2020 to contain outbreak of the COVID-19 pandemic, the county saw a decline in arrivals by around 95 per cent The most affected segment was the international tourists at 247,000. In terms of domestic tourists, approximately 13,000 tourists were affected. The decline in visits to the Maasai Mara game reserve and other sites in the county led to a loss of an estimated KSh.560.5 Million in revenue. In addition, the decline in inbound tourist arrivals affected livelihoods of all players in the tourism value chain, including hotels, lodges and camps in the Narok county. The loss of livelihood during this period is estimated at KSh.9.9 Billion1. The Covid-19 pandemic disrupted activities in the education sector, mainly through the loss of learning and teaching time. Due to higher proportion of digital divide in the county, online learning was not effective. For instance, only 2.7 per cent of households in Narok county owned Desktop Computer/ Laptop/ Tablet and about 93.0 per cent of household had no access to internet connectivity (May 2020 KNBS COVID_19 Survey). 1 Tourist arrivals declined by 247,000. Assuming average length of stay per tourist is 4 days, spending at least KSh.10,000 per day; total loss in revenue is 247,000 x 4 x 10,000 = KSh.9,880,000,000 8 In addition, the suspension of school feeding programs had implications on the food security and nutritional status of a large number of children, especially those from the marginalized area who used to depend on the programme. Most of county residents did not visit health facilities during the pandemic, this affected the revenue stream of the hospitals (May 2020 KNBS COVID_19 Survey). Furthermore, some services such as breast and cervical cancer screening were temporary stopped following the directives from government on the postponement of public screening. The pandemic resulted into closure of stadiums and playgrounds; hence the county was not actively involved in sporting activities. On the brighter side, the instituted COVID-19 measures especially public health interventions on water, sanitation and hygiene (wearing face masks, washing hands and sanitation) contributed to reduction in common diseases such as diarrhea and common cold by about 40 per cent. d) Micro Small and Medium Enterprises (MSMEs) sector Majority of MSMEs in Narok County operate in the wholesale and retail trade, repair of motor vehicles and motorcycles (62.5 per cent); accommodation and food services (14.2 per cent); arts, entertainment and recreation (9.4 per cent); manufacturing (5.2 per cent); and financial and insurance activities (4 per cent).These are among the sectors that have been mostly affected by the pandemic and need focus in achieving reengineering and recovery. MSMEs in Narok County are largely located in commercial premises (81.8 per cent). This implies some businesses in the County could be having a lot of difficulties in meeting their rental obligations due to income disruptions resulting from COVID-19 pandemic. According to the May 2020 KNBS Covid_19 survey 75 per cent of the non- farm businesses attributed non-payment of household rental obligations to reduced incomes/earnings while 25 per cent attributed the same to delayed incomes/earnings. For those involved in farm businesses, 90.3 per cent attributed the same to reduced incomes/earnings while 9.7 per cent were affected delayed incomes/earnings. Further, the wholesale and retail trade sector lost 15.1 hours in usual and actual hours worked while accommodation and food services lost 9 hours in a week. Equally, the manufacturing sector lost 13.5 hours. Regarding access to markets, data from MSME 2016 survey indicates that none of the MSMEs in the County depend on export markets or import markets for their material inputs. Therefore, disruptions in the external markets may not have had any negative implications to MSMEs operations in Narok County. That notwithstanding, expanding the scope of market for MSMEs is important for their survival and growth. e) Infrastructure and housing 9 The transport sector measures instituted in response to the pandemic saw an increase in fares charged to cover the operating costs of service providers as well as affecting mobility options for commuters. As a result of the COVID-19 pandemic, passengers using public transport services saw expenditure on fares increase by 41.0 per cent. Residents responded by changing their travel patterns with 19.0 per cent of the population traveling less often, while 20.7 per cent were unable to travel due to the pandemic. Narok town (headquarters) is currently connected to the National Optic Fibre Backbone (NOFBI) II. Approximately 93.3 per cent of public primary schools are installed with ICT capacity under Digital Literacy Programme. That said, only 6.9 per cent of the conventional households in the county 'own' internet with 2.7 per cent owning a desktop, computer laptop or tablet. Further, only 1.5 per cent of the households participate in online e-commerce, with men participating more in online e- commerce (1.9 per cent) than women (1.0 per cent). Further, there is a gender divide in use of internet where 15.1 per cent male and 9.0 per cent of the women using internet. Majority of households (76.9 per cent) own the housing units they occupy while 23.1 per cent of the households under rental tenure. Individuals are the primary providers of rental housing at 91.7 per cent, followed by private companies (3.4 per cent); National Government (2.1per cent); County Government (1.4); FBO/NGO/Church based housing at (0.9 per cent); and Parastatals (0.5 per cent). With the advent of COVID-19 pandemic households’ ability to pay rent has been affected, with 48.2 per cent of the population indicating inability to pay rent on the agreed date. The main reason that has made households unable to pay rent was attributed to reduced incomes /earnings, reported by 81.2 per cent of the population. f) Gender and youth Narok County has a population distribution of more female (50.6 per cent) than male (49.4 per cent). The Kenya Health Information System (KHIS, 2020) reported 5,585 cases of teenage pregnancies between January and May 2020 attributable to county government initiatives. While this is a drop from 6,480 cases compared to a similar period in 2019, there is need to ensure zero tolerance to such cases since they are associated with high rates of school dropouts, stigma, increased mental health concerns, sexually transmitted diseases, postpartum depression and suicidal ideation. The May 2020 KNBS COVID_19 survey indicates that 27.9 per cent of the respondents in the County had witnessed or heard of any form of domestic violence. According to the HAK (2020), the county recorded 7 cases of GBV in April 2020. g) Water and sanitation The county government incurred additional cost to ensure continuity in provision of water and sanitation services which includes water provision, free distribution of water, soap water and masks. Furthermore, water companies have lost a significant 10 amount of their revenues due to low demand of water and sanitation services mostly from hotels, schools and other institutions due to closure of operations. 3 Key Pillars of the Recovery Strategy There is need for urgent responses for addressing the social and economic effects of the Covid-19 pandemic in Narok County, to enable the County to re-engineer, recover and be on an upward growth trajectory. In this regard, six (6) pillars have been identified: Health sector improvement, strengthening County government’s preparedness and response to pandemic and disasters; Tourism Development, Renewable Energy and Exploring the Value Chains; Boosting private sector activity; policy, legislation and institutional reforms; enhancing ICT capacity for business continuity, human capital development. 3.1 Health Sector Improvement, Strengthening County Government’s Preparedness and Response to Pandemic and Disasters Disasters such as flooding have continually affected Narok County leading to loss of lives, extensive damage, destruction of property and infrastructure, displacement of residents and loss of income. The County has developed an early warning system in response to some of these calamities. Nonetheless, Counties are now faced with the negative socioeconomic effects that the Covid-19 has inflicted on individuals, families, businesses and the economy. Thus, the County will implement measures to: i. Convene workshops with stakeholders in public health for exchange and dissemination of information on Covid-19 and other similar infectious disease as part of the educational process, which will include County officers from different departments and healthcare workers. ii. Provide incentives for healthcare workers to participate in and even facilitate trainings on Covid-19 and control of infectious diseases and to continuously update their skills. iii. Establish mechanisms for resource mobilization and emergency procurement in times of disaster or emergency. iv. Promote collaborative, consultative and cooperative systems between related agencies, and between the County and the National Government. v. Develop practical guidelines for prevention, preparation, response, and restoration of disasters and pandemics. vi. Assess capacities and identify priorities for pandemic preparedness planning and response. vii. Provide sensitizations to the public on the importance and relevance of hand and respiratory hygiene. 11 viii. In collaboration with National Government, public health experts and other institutions such as World Health Organisation, identify and discuss best practices in pandemic planning. ix. In collaboration with National Government, develop, exercise, and periodically revise pandemic preparedness and response plans in close collaboration with human and animal health sectors and other relevant public and private partners with reference to current World Health Organization guidance. x. Work closely with institutions such as World Health Organisation, Food and Agriculture Authority, International Livestock Research Institute and Kenya Medical Research Institute for technical assistance, support and capacity building exercises. 3.2 Tourism Development, Renewable Energy and Exploring the Value Chains The county covers an area of 17,933.1 Km2. Land in Narok county is classified into four broad categories based on land use namely: - Urban land, Conservancies, Maasai Mara Game reserve and Arable. Urban areas are spread across the six sub-counties in the county and cover approximately 178.17 km2 of land including; Narok Municipality, Kilgoris Town, Lolgorian, Nairegie Enkare, Ololulunga. The approximately area under urban land use is about 178.17km2. Conservancies occupy more than 352, 000 hectares of land in the county and are mainly found around Maasai Mara ecosystem. The Maasai Mara Game reserve cover approximately 1,510KM2 of the land area while the arable land is approximately 8,495.5km2. The National Spatial Plan identifies Narok County as a strategic place for Large scale beef livestock production, Tourism, Renewable energy, Filming, Fishing, and Minerals. Similarly, the KIPPRA’s strategy on Enhancing Productivity and Competitiveness of the Kenyan Economy Through a Cluster Development identifies Narok region as a strategic place for beef production and tourism. In addition, the National Updated Least Cost Power Development Plan: 2011-2031 identifies the Narok plateau as one of the best wind energy sites. To further spur economic activity in the county, the following strategies will be adopted: i) Enhance the beef, potato, tomato, poultry, value chain. Livestock rearing is practised by small and largescale farmers mostly under extensive management system-pastoralism. There is need for the county government, community- based and non-governmental organizations, and the private sector support the beef value chain in the county through strategies such as:- value addition activities ( such as meat drying); construction of abattoirs and cold storage facilities; capacity building on appropriate destocking; improved grazing management; agricultural insurance; water harvesting; extension services on appropriate input utilization and practices such as livestock breeds breeding. 12 ii) Promote the development and use of renewable energy. This will increase residents’ access to electricity. iii) Capitalize on conservancies to reap the benefits from both livestock keeping and wildlife. Through conservancies, households get to reap the benefits from both livestock keeping and wildlife and thereby championing conservation efforts in the county. 3.3 Boosting Private Sector Activity The private sector plays a critical role in the Narok County economy. The KNBS 2016 statistics shows that most of the private sector activities (65.2 per cent) are in the services sector with only 5.2 per cent in manufacturing. In terms of size, most of the enterprises in the County are in the micro category (90.8 per cent), 6.9 per cent are small, 0.9 per cent are medium, while 1.5 per cent are large enterprises. Since most firms are micro in nature, the informal sector dominates the private sector in Narok County. Services sector activities include the wholesale and retail trade, repair of motor vehicles and motorcycles (62.5 per cent); accommodation and food services (14.2 per cent); arts, entertainment and recreation (9.4 per cent); and financial and insurance activities (4 per cent). Covid-19 disrupted the operations of businesses and supply chains hence affecting demand and supply of most goods and services in the County. Overall, majority of the MSMEs (48.5 per cent) in Narok County get their raw materials from their peer MSMEs and individual suppliers 17.8 per cent within the County. MSMEs generally sell their products to individual consumers (93.4 per cent) within the County. This means that when some firms are adversely affected these spreads fast in the private sector. MSMEs face various challenges in the County. This including financial and technical capacity, market environment, and worksite and related infrastructure (KIPPRA 2019, KNBS, 2016). On worksites, MSMEs face inadequate and unequipped worksites, lack of public toilet facilities, lack designated areas for waste disposal, poor road infrastructure, frequent power interruptions. On technical capacity MSMEs are characterized by low levels of innovation, lack of training and apprenticeship programme for artisans, fragmentation due to multiplicity of players who offer training and capacity building, and lack of monitoring and evaluation of training programmes. With the market environment, MSMEs face inadequate market for their local products; stiff competition among themselves; and unfair trade practises which manifest through; contract enforcement, counterfeiting, dumping (substandard goods) and misrepresentation (through weight, price, ingredient). MSMEs also face bottlenecks related to; insecurity; multiple licenses and permits; numerous procedures for obtaining licenses; and shortage of raw materials. 13 The crisis offered an opportunity to address the County’s structural issues, for example, private sector development and collaboration and design new growth models such as – industrial/manufacturing development and innovation and participation in national and global value chains. i) Agro - processing for value addition with important areas of focus include horticulture, millet, sorghum, maize, livestock and skins and hides processing. ii) The textile and wearing apparel sectors can be enhanced to provide PPEs for use within the County and potentially for the export market. iii) Exploration and processing of minerals such as gold, iron ore, quartz, and limestone. In strengthening the private sector efforts targeted at improving the business environment in the County will include: i) Collaborating with the Anti-Counterfeit Agency (ACA) and Kenya Revenue Authority (KRA) to sensitize MSMEs on issues of counterfeits and dumping of goods. ii) Initiating and strengthening self-sustaining funds dedicated and easily accessible to MSMEs in the County; promoting tailor made financial literacy programmes for MSMEs; and establishing a framework for micro-leasing for the MSMEs. iii) Partnering with other institutions both from public and private spheres to facilitate, training in technical skills, development of adequate and well- equipped worksites with workshops, common user facilities, incubation centres and showrooms for artisans which is cluster informed and fully serviced. iv) Providing access to affordable energy in collaboration with the national government and other stakeholders. v) Partner with private sector in harnessing alternative sources of energy such as solar. vi) Provide market centres with adequate water supply and waste disposal facilities for use by MSEs to maintain hygiene and health standards. vii) Partner with Kenya Power to reduce frequency of outages as well as hasten complaint resolution. viii) Collaboration with the National government to ensure security is enhanced and reduce on crime and create a peaceful business environment. 3.4 Policy, Legislatives, and Institutional Reforms Narok County has made progress in developing the County legislative framework with some laws focusing mainly on finance, community support fund, Tourism, environment management etc. There are also some bills being deliberated on by the County Assembly such as the Narok County Potato (Packaging and Marketing) Bill, 2018. However, the Covid-19 pandemic has demonstrated the importance of having laws in place which are modern and responsive to evolving health trends and public health emergencies. 14 In view of this, the County will: i. Establish legal framework covering the public health interventions and measures necessary to effectively respond to Covid-19 and other infectious diseases which may arise in future. ii. Develop regulations to prevent, protect against, control and govern public health responses to the spread of infectious diseases and for public health emergencies. iii. Establish legal framework to provide for declarations of public health emergency within the County and subsequently the scope of emergency powers which can be invoked after the declaration. iv. Develop additional County legislation to regulate and govern key sectors within the County to improve the County’s service delivery processes ad strengthen the governance structures within the County. v. Enhance public participation and civic education and engagement within the County by developing an enabling policy, legal and institutional framework guiding mechanisms for conducting public participation in the County. 3.5 Enhancing ICT Capacity for Business Continuity The status of ICT access and use in the county is low, especially among households. Approximately 34.3 per cent of the population aged 3 years and above own a mobile phone which is lower than the national average of 47.3 per cent. Approximately 81.0 per cent of the internet users in the county rely on mobile phone for connectivity, with a marginal population of 17.0 per cent relying on mobile broad band that uses a sim card for connectivity. The lack of knowledge and skills on internet in the county is attributable to the high cost of equipment and services and lack of awareness. In the new normal driven by COVID-19, the County will fast track the implementation of various projects to ensure business continuity and build resilience of the County against future pandemics and disasters as follows. i) Support programmes in partnership with the private sector that will enable households acquire ICT assets such as smart phones and laptops and increase mobile phone ownership from the low of 34.3 per cent to 100 per cent in line with the global agenda for Universal Access to Mobile Telephony2 ii) Adopt programmes to ensure ubiquitous access to reliable and affordable internet (internet everywhere) by applying aerial and satellite-based communication technologies due to the vast nature of the county. iii) Improve the laws and regulations related to information infrastructure, establish standards for the construction of information infrastructure integrated 2 Universal access to mobile telephony: http://www.itu.int/itunews/manager/display.asp?lang=en&year=2007&issue=07&ipage=universal-telephony 15 with road, water and electricity infrastructure planning and development, especially for terrestrial IT infrastructure. iv) Promote technology adoption and diffusion of IT by collaborating with IT personnel to support the development of ICT competence and skills among the public. v) Enhance internet connectivity to public buildings and key trade centres to boost e-commerce especially for MSMEs in trade and business. The NOFBI programme can be expanded to the sub-county administrative units to further enable deployment of e-governance solutions. vi) Make ICT a standalone sector for planning and budget allocation. This is aimed at giving strategic prominence to planning, budgeting and investment in ICT. vii) Develop and implement ICT policies and procedures to manage ICT as provided in the CIDP and mitigate the cyber threats. Collaborate with the national Computer Incident Response Team (CIRT) and the Communications Authority (CA) towards managing cyber threats. This is because enhanced use of ICT is known to raise threats and risks related to cyber-crime and misinformation. viii) Domesticating national policies on ICT to the county level ix) Provide for connectivity from the ward level to the county HQ x) Establishment of ICT hubs in Narok and Kilgoris 3.6 Promoting Human Capital Development The County population aged 15-64 years (labour force) was estimated at 363,713 people of whom 342,199 people were working and 21,514 were seeking work but work was not available representing an unemployment rate of 5.9 per cent (Kenya Population and Housing Census, 2019). According to May 2020 KNBS COVID_19 Survey, 19.4 per cent of the county labour force worked at least for 1 hour for pay; 5.6 per cent had never worked, and 75.0 per cent worked in the informal sector. However, 9.7 per cent of employees did not attend to work due to COVID-19 related activities with other 80.6 per cent of employees working without any pay. On average, workers in the County lost 10.9 hours per week due to COVID-19 and 51.0 per cent of county residents recorded decrease in income. The average years of schooling was 6.9 years out of the target of at least 12 years if entire population was to attain completed basic education including primary and secondary education (KIHBS 2015/16). Overall poverty incidence was 22.6 percent, human development index was 0.60 out of a maximum of 1 and as compared to national average of 0.52. The HDI at county level measures extent to which the counties can mobilize the economic and professional potential of the citizens. With a rating of 0.60 this means the county lost about 40 percent of her economic potential due to lack of adequate education and health. About 32.5 per cent of the children 16 were stunted. Childhood stunting is associated with developmental delays that can significantly and adversely impact a person’s ability to learn (both during and after the years in school), thereby limiting their ability to reach their full potential. As such, this perpetuates inequality across generations. The NHIF coverage was 29.5 percent while the number of children vaccinated was 38.5 per cent. Loss of employment and closing of businesses due to COVID-19 had far reaching consequences to county residents. This also will affect the people’s source of income hence increasing poverty among Narok residents. NHIF coverage is also likely to decline due to loss of jobs. Children vaccination rate is also likely to be affected due to decline in number of people visiting health centers due to fear of contracting COVID-19. To address the effects of COVID-19, the County will; (i) Create more employment opportunities through increasing investment in education and training and skills development; and investments within the key sectors of agriculture, infrastructure, technology and innovation. (ii) Improve access to finance for small and medium enterprises for sustained business. (iii) Enhance universal access to health to collectively finance health services for all, including uninsured workers and their families, and invest in community and primary health including community health workers, water, sanitation, immunization and public health. (iv) Enhance livelihood diversification by increasing income-generating activities for both crop and livestock production. (v) Build workplace resilience to public health emergencies and outbreaks of infectious diseases in all sub counties. 4 Support to Key Sectors 4.1 Health The county has one county referral hospital (Narok county referral hospital and four sub-county referral hospitals namely; Kilgoris, Lolgorian, Ololulunga and Nairegie Enkare. The sixth referral facility is a missionary hospital (St Joseph) located in Kilgoris township. In addition, there are 30 health centres, 84 dispensaries and 40 private clinics in the county. The County had 22 Doctor per 10, 000 populations; 101 Clinical Officer per 10, 000 populations and 123 Doctors and Clinical Officers per 10,000 populations and 64 Nurses per 10,000 populations. The main challenges facing health sectors are poor road connections to health facilities. Most of the health facilities have inadequate infrastructure, drugs, equipment and trained personnel to attend to some of the medical needs of the patient. This situation is further compounded by a number of incomplete health infrastructure projects 17 across the county. A large proportion of the population (70 per cent) travel for more than 5 kilometres to access the nearest health facility. The recovery and re-engineering strategies include; (i) Expedite the completion of the New Narok County referral hospital block (ii) Revamp, expand, modernize and equip health facilities, including, Narok County Referral Hospital, also recruit additional of public health officers and community health workers to strengthen preventive and primary health systems in the county. (iii) Allocate more funds to health sector and prioritize services for family planning and reproductive, maternal, newborn, child, and adolescent health (FP/RMNCAH) across all pillars of the health budget. (iv) Invest in research and development to spur innovation in health sector including in the area of medicine. (v) Implement a comprehensive human resource health management system including undertaking training needs assessments and information system to ensure skilled and motivated health care workers are equitably deployed. (vi) Promote and support public and community health including the installation of hand washing facilities in homes and institutions such as schools, tertiary education institutions, workplaces and health care facilities within Narok county. 4.2 Tourism The main tourist attractions in Narok County include: Physical attractions / nature- based tourism: Cultural and heritage tourism (Rich Maasai culture); Wildlife tourism (Game drives; Maasai Mara National Reserve with 95 species of mammals, amphibians and reptiles and over 420 birds species; The annual wildebeest’s migration) alone involves over 1.5 million animals arriving in July and departing in November; 6 registered wildlife conservancies in Narok namely: Ennonkishu, Mara; Naboisho, Mara North, Olare Motoroki, Olkinyei and Pardamat); Excursions (nature walks and hot air balloons in the mara game reserve; balloon safaris); Medical tourism (60 registered traditional herbalists and medicine-men in the County). In 2019, the Maasai Mara ecosystem received 286,000 tourists, both domestic and international. Narok County has about 177 hotel establishments. Within the Maasai Mara ecosystem, there are 28 star-rated hotels, lodges and camps with a total capacity of 2,838 rooms and approximately 6,000 beds. Within the town there are nine classified hotels with more than 323 beds and over 264 rooms3. The county also has potential for enhancing tourism in areas which remains unexploited. These includes; Sport tourism, Ecotourism and Cultural tourism. Accommodation and food services accounts for 4.5 per cent of the total GCP, while revenue collection from tourism activities in the Maasai 3 Tourism Regulatory Authority, 2019 18 Mara Game Reserve accounts for approximately 90per cent of total revenue collection in the County annually. The peak months are July – September which also coincides with peak tourism season in Kenya, when high number of tourist visits the Maasai Mara game reserve to watch the annual Wildebeest Migration4. Despite tourism being the main source of locally generated revenue in the county, the sector was allocated about 1.6 per cent of total budget (or KSh.403.38 Million) in the 2013/14 – 2016/17 period, compared to approximately KSh.3,600 Million it generated during the period. Several constraints affect growth of tourism sector in the county. These include lack of an efficiency monitoring and evaluation system in the county government department; there is no requisite capacity to track progress, both at outcome level and programme and project implementation; human-wildlife conflicts as a result of increased competition for pasture and loss of biodiversity within the Maasai Mara ecosystem; coupled with deforestation, and rampant land subdivision and fencing of wildlife corridors, thus restricting the free movement of wildlife; declining number of wildlife due climate change; declining levels of Mara River becoming a threat to sustainability the reserve; and reduction foliage due adverse weather conditions. To ensure the revenue from the game reserve continues to flow the county need to continue investing in infrastructure improvement in the park, programmes and strategies towards reducing encroachment in the park and game reserve areas, land demarcation policies, incentives programmes to the communities who give up land for wildlife and programmes on reforestation and environmental conservation. With regard to linkage with other sectors, apart from the Maasai Mara game reserve, the County is endowed with vast natural resources which include the Mau forest one of the most important water towers in Kenya and an important source of water and livelihood to the growing population and the Maasai Mara Ecosystem; other forests (Maasai Mau, Enoosupukia, Loita forest, Nyakweri, Nyangores, Nairotia, Olposimoru, Olenguruone); rivers, springs, and wetlands. This calls for enhanced programs to protect the water tower and catchment areas which are vital for existence of wildlife – the main natural resource for tourism in the county. Lack of a properly developed sewerage system and good drainage system in urban centres such as in Narok municipality and Kiligoris town is a major threat to good sanitation. Lack of these systems has exposed these areas to risk of disease outbreak especially during the rainy season. Inadequate capacity in the management of waste is major health challenge. Waste products of about 10 per cent of the households are 4 Narok County CIDP 2018 – 2022 19 collected by the county government, 2 per cent by private firms while 30 per cent of the households use garbage pit. Good sanitation is a prerequisite for sustainability of the tourism sector in the county. The strategies for re-engineering of the County tourism sector include: i) Set up a County research and monitoring center to help in gathering more information on tourism; develop a tourism product diversification plan – to include home stay programme, Agro-tourism and Eco- tourism projects; M.I.C.E; amusement parks; cultural festivals. ii) Develop an eco-tourism strategy iii) Develop a concept for development of Narok Resort City iv) Exploiting and marketing of underutilized tourism attraction sites; providing incentives such as concessionary land leases and tax incentives to investors. Suswa, Loita and Golf Course (Mau or siria escarpment) linked with Mara v) Develop policies on conservation and protection of Maasai Mara game reserve; Human wildlife conflict resolution mechanism. Enhance the compensation to loss of lives, livestock and crops. vi) Create a new conservancies fund/kitty to provide for consolation schemes. vii) Operationalize the Maasai Mara Management Plan – through multi-stakeholder involvement viii) Establishment of a wildlife protection unit ix) Enact land use policy to conserve the Mara water tower catchment. x) Online tourism marketing strategies that integrate the promotion of Maasai culture and the Ushanga initiatives xi) Policy on establishment of demo manyattas as tourist attraction sites. 4.3 Agriculture Agriculture accounts for the largest share of economic activity in Narok county. More than a half of county economic activity is driven by the agriculture sector. In 2017, agriculture accounted for Ksh. 120,355 million out of the total Ksh. 179,226 million Gross County Product (GCP) amounting to 67.2 percent of the county’s GCP. About 62.4 per cent of the households produce crops and livestock, 0.3 per cent practice aquaculture and about 0.4 per cent are involved in fishing. About 2.9 per cent of the households practice irrigation farming. Further, only 6.9 per cent of households in the county practiced irrigation farming in the past 12 months. The main source of water for irrigation is from rivers at 63.2 per cent, water from the pond at 22.6 per cent, water from deep well 1.7 per cent, water from shallow well 4.1 per cent, and 8.4 per cent water from the spring. 20 As the agri-food sector gradually shifts from an emergency response to re- engineering, recovery and building resilience, Narok County will adopt the following strategies: i) Intensive agroprocessing and value addition capacities of the county particularly in horticulture (e.g. in tree tomatoes, banana, watermelons, tomato, potato, cabbages, kales, spinach, garden peas), bee keeping (apiculture), milk, meat and leather processing in partnership with the National Government, NGOs, Research Institutions and the Private sector. Currently the county is promoting the production and packaging of milk and is targeting on processing of hides and skin. The county should also incentivize agroprocessors through competitive licence rates. There is also a need to invest in equipment and machinery for value addition ii) Invest in access roads to enhance linkage between farms and markets. Extensive rural road infrastructure plays a central role in provision of affordable access to both markets for agricultural outputs and modern inputs. Narok’s rural access index (RAI) is at 36 per cent compared to the national average of 69.4 per cent. There is thus need for the county to invest in access roads to enhance linkage between farms and markets. Other crucial market infrastructure includes lighting and water services to facilitate trade activities; iii) Digitize the agri-food sector to enhance: - training and building capacities of farming households in modern agricultural technologies, provision of advisory and information services, marketing agricultural produce at a wider scope beyond the county level, and improving access to innovative support services including credit and insurance services; iv) Invest in storage and cooling facilities particularly at collection points to minimize farm losses and post-harvest losses. Among the key cause of crops losses/ wastages in Narok county as identified by households are storage related. In addition, households experience substantial losses in livestock products especially in eggs and broilers production. v) Enhance investment in surveillance of disasters, such as extreme weather conditions and livestock disease control, at the county level equipped with relevant technical specialists and finances to effectively prepare, respond and prevent risks. There is also need to invest in mitigation of disasters, such as those related to floods, through institutional capacity development, vulnerability analyses and updates, monitoring and early warning systems, and public education; vi) Enhance uptake of agricultural insurance: - From the KNBS 2015/16 household survey, there is no reported uptake of crop and livestock insurance among households in Narok county. However, a number of large-scale farmers have taken up the services since then. This started in 2018 promoted by the National Government. With recurrent natural disasters like droughts, floods, land/mudslides, pest and disease outbreaks in ASALs, it is crucial that the 21 county seeks affordable index-based insurance from development finance institutions (DFIs) to safeguard livelihoods. In addition, crop insurance is essential in safeguarding farmers’ incomes and subsequently their livelihoods with increased frequency and intensity of extreme weather conditions such as floods and droughts and pests invasion; vii) Enhance access to modern agricultural inputs: - The main crop and livestock inputs that households mostly spend on in the county are: Livestock Manufactured Feeds, Mineral Salts, labor costs, inorganic fertilizers and mechanical equipment (tractor/oxen plough). There is further need for the county to enhance households access to quality and affordable inputs including certified seeds, water, improved animal breeds, AI services, livestock vaccination and ploughing services by county tractor hire services; viii) There is need to introduce E-voucher issued to farmers to acquire the required inputs ix) Establish multisectoral committees to deal with cross-cutting issues such as marketing of agricultural produce that cuts across the trade, ICT and infrastructure sectors that provide crucial market infrastructure such as road infrastructure, lighting and water services; x) Promote irrigation farming by developing irrigation infrastructure. The county will support irrigation farming by increasing access to water for irrigation. This can be achieved by exploring the potential of irrigation farming in the county by collaboration with the national government as well as other stakeholders in agriculture. i) Lastly, there is need to enhance the capacity of farmers in adoption of modern farming technologies and practices (e.g. fodder establishments) and adopt sustainable land management practices to minimize environmental degradation. This can be done by establishing model farms & farmers training institutes. ii) Escalate conservation of feed for strategic feeding 4.4 Manufacturing Manufacturing sector contributes 1.2 per cent to the Narok Gross County Product (GCP). Manufacturing in Narok County includes: food products (59.9 per cent), furniture (17.4 per cent), fabricated metal products, except machinery and equipment (11.6 per cent), and wearing apparel (7.7 per cent). The key products useful in value addition and driving manufacturing include: millet, sorghum, maize, livestock and skins and hides processing. Further, industries driving manufacturing sector in the county are involved in hide and skin processing, packaging branded meat, wheat production and grain milling. The sector is essential in supporting recovery of the economy of Narok County from the effects of Covid-19 pandemic. This is especially due to its potential in revenue generation and employment creation. 22 In the recovery, the County will: (i) Consider an emergency rescue package for businesses and traders hard-hit by the effects of Covid-19 in the short run. The emergency Fund, supported by development partners and other stakeholders, will be used to identify and support the most vulnerable businesses and entrepreneurs affected by Covid- 19. The County should consider injecting some stimulus to cushion the businesses and traders through affordable credit; waiver of some County taxes, cess, and other charges. (ii) Covid-19 has increased demand for locally produced goods in the County, and especially Personal Protective Equipment (PPEs), sanitisers, hospital beds and ventilators. It is an opportunity to spur innovation and promote manufacturing and industry development and generation of jobs for the youth. (iii) Establishments in the county will adopt to the new pandemic guidelines including rearranging floor plans to allow for social distancing. (iv) Establish timber processing industries in the county (v) Introduce the production and planting of fruit and agroforestry trees under the Operation Make Narok Green Again (OMENGA). (vi) Provide incentives to industries keen on investing in value addition – meat, milk processing, potato plant, and maize milling. (vii) Create linkages between industries and Vocational training colleges in the County. 4.5 Water and Sanitation Clean and safe water remains essential in the fight against Covid-19, water is utilized for maintaining hygiene more so in hand washing as well as other specialized uses in households, institutions and in public places. Majority (76.8 per cent) of the households had access to water and soap while 97 per cent had access to a designated hand washing facility at the household level (May 2020 KNBS COVID_19 survey, Kenya Integrated Household Budget Survey 2015/2016). There is low access to piped water by households in the county which stands at 8.5 per cent in urban and 2 per cent in rural areas. Similarly, access to improved5 sources of water among households is low (at 18 per cent). Furthermore, access to piped sewer among households is low, at 1.8 per cent urban and less than 0.5 per cent coverage in rural areas. Additionally, majority of households do not have a toilet facility (rural 46.1 per cent; peri urban at 35.3 per cent peri and urban 2.7 per cent). Sharing 5 Improved sources of water include; Piped water - piped into dwelling, Piped water - piped into plot/yard, Piped water - public tap/stand pipe, Tubewell/borehole with pump, Dug well - protected well, Dug well - unprotected well, Water from spring - protected spring). Unimproved sources of water which include; Water from spring - unprotected spring, rainwater collection, Vendors - tankers-truck, Vendors - cart with small tank/drum/bucket, Vendors-bicycles with bucket, Surface water river/streams/pond/dam/lake/cannal/irrigation channel bottled water. WHO and UN classification of improved and unimproved water sources. 23 of a toilet facility with other households is common among households which stands at 48.1 per cent rural and 67 per cent urban. The county 2018-2022 CIDP intended to achieve the following under WASH, irrigation, environment conservation and management. These include; to increase access to water by households through construction of dams, improved water resource management and wastewater treatment by establishing a sewerage system. In the recovery process the county will: i) Increase access to water to households, schools, health centre and other institutions by drilling boreholes, construction of dams and construction of a weir. ii) FastTrack the development of the county’s water master plan to improve water resource management and sustainability iii) Support capacity building of rural water management committees through trainings to help improve efficiency of water services iv) Support protection of water springs, wetlands and water catchment areas in the county v) Expand and rehabilitate the existing piped water connection infrastructure to help increase access to water. vi) Support rural households with water treatment facilities to help access to clean safe water. vii) Expand sewer infrastructure to accommodate more households. viii) Build toilets in communities, households, schools, health care facilities, marketplaces and public places to help increase access to iimproved sanitation6. Toilet sharing puts households at risk of contracting Covid-19, and other infectious diseases in cases where proper toilet hygiene is not maintained. ix) Provide personal protective equipment to staff working in health, water and sanitation sector for maximum safety and uninterrupted service delivery during this period of COVID-19. x) Promote the importance of handwashing and construct WASH facilities to increase access at the household level. xi) Enforce the WASH regulation of having toilets in all public facilities such as supermarkets, hotels and banks. xii) Organize sensitization forums on the importance of handwashing through the media and in community forums. 6 Improved sanitation include; flush to piped sewer, flush to septic tank, flush to pit (latrine), flush to somewhere else, flush to unknown place, ventilated improved pit latrine, pit latrine with slab, pit latrine without slab, while unimproved sanitation include; composting toilet, bucket toilet, hanging toilet/hanging, no facility/bush/field. WHO and UN classification of types of sanitation facilities. 24 xiii) Collaboration between county government, national government, donor agencies, private sector and local community is encouraged to help implement WASH programs. 4.6 Urban Development and Housing Majority of the households (76.3 per cent) did not receive a waiver or relief on payment of rent from the landlord, with 14.5 per cent reporting a partial waiver, despite inability to pay, because of the pandemic. Approximately 33.7 per cent of houses are constructed using permanent materials for walls, floor and roofing, compared to 66.3 per cent constructed using rudimentary materials. With regard to primary energy source for cooking, 90.4 per cent of households rely on unclean sources of energy such as firewood, paraffin and charcoal, which could adversely affect respiratory health in households. For re-engineering and recovery, the county will focus on: i) Integrate and implement disaster risk reduction and management in County Spatial Plans and urban area plans to reduce vulnerability, build resilience and responsiveness to natural and human-made hazards, in line with the Sendai Framework for Disaster Risk Reduction 2015-2030. ii) Improve capacity for urban planning and design and the provision of training for urban planners at all subcounty offices. iii) Fastrack implementation of the affordable housing programme with a focus on improving living conditions and building quality applying finished materials for walls, floors and roofing. iv) Identify and designate urban centers for upgrade pursuant to provisions of the Urban Areas and Cities (amendment) Act, 2019, as provided in the CIDP v) Formulate and seek approval of urban development plans and development control policies to support investment and development of urban areas. vi) Introduction of Lands reforms through the introduction of Lands management system and automation of all lands process. vii) Planning of all urban centres. viii) Issuance of ownership document which includes titles and new generation allotment to replace the existing allotment. ix) Operationalization of GIS lab for digitization of plans and maps. 4.7 Transport The county has a total of 10,070.33 Kilometers of classified road network. Approximately 83.4per cent of the paved road network is in good condition, 4.3 per cent in fair condition and 4.3 per cent in poor condition. While 3.6 per cent of the unpaved road network is in good condition, 35.9 per cent fair and 60.5 per cent in poor condition. 25 Walking is the main mode of movement in Narok County at 31.6 per cent. The PSV matatus stands at 21.4 per cent, private car at 4.9 per cent, and motorbike 3.3 per cent. On average, resident travel 5.1 Kilometers to their workplace which is beyond the threshold for walking within the threshold for Non-Motorised transport. Over 96.4 per cent of the unpaved road network is in poor and fair condition. The County will enhance mobility options for residents and improve road conditions to support economic, social and subsistence activities by implementing the following strategies. i) Focus on increasing the share of unpaved roads in good and fair condition to above 62 per cent which is the national average. For the unpaved road network, focus on adopting the Low Volume Sealed Roads (LVSR) technology for greater network coverage cost effectively. ii) Identify a core rural road network for prioritization to improve the rural access index (RAI) from the current 36 per cent with a target to match the national average of 70 per cent. iii) Sensitize PSV and boda boda operators on COVID-19 prevention measures and assist vehicle owners in retrofitting vehicle designs for social distance, hygiene and ventilation. iv) Apply labor based and local resource-based approaches for road development and maintenance, where technically and economically feasible, in line with the Roads 2000 national policy7. v) Improve and expand infrastructure for Non-Motorized Transport (NMT) in urban areas and along roads with heavy -highspeed traffic to promote sustainable mobility options and enhance road safety for all road users. This is in line with the Integrated National Transport Policy 2009 and the Sustainable Development Goals8. vi) Adopt climate smart road engineering designs to safeguard road and bridge infrastructure from floods and to harvest storm water for irrigation and productive use. vii) Provide for emergency bridges during disasters 4.8 Education and training The county has approximately 689 ECD centres with over 52,384 children. The gross enrolment in the county is 46 per cent. The ratio of teachers to pupils is 1:46. Out of the total enrolment in the ECD centres, 82 per cent proceed to join the lower primary school. This implies that 18 per cent of pupils who complete pre-primary school education do not proceed to primary school. There are 624 primary schools in the county. The teacher to pupil ratio was 1:51 on average. The gross enrolment rate was 7 Roads 2000 programme http://krb.go.ke/our-downloads/roadsper cent202000per cent20strategicper cent20plan.pdf 8 Sustainable Mobility for All: https://sum4all.org/implementing-sdgs 26 approximately 89 per cent while the net enrolment rate is approximately 79.5 per cent. Dropout rate was a serious concern mainly due to nomadic pastoralist way of life particularly with the Maasai community who are pre- dominant in the county. The dropout rate was 8 per cent. The transitional rate at this level of education stands at 59 per cent though completion rate is relatively high at an average of 80 per cent. The total number of secondary schools in the county is 77. The ratio of teachers to students was 1:62 and the completion rate at this level was 72 per cent. The county had only 1 institution of higher learning, Maasai Mara University. There are a total of 9 vocational training centres (youth polytechnics), 1 institute of science and technology and 1 private accredited private college. With the high level of population growth rate of 4.7 per cent, there is need for more tertiary institutions, to nurture the youth. To mitigate the effects of COVID-19, the County will require to partner with the National Government and private sector to enhance ECDE and vocation training through infrastructural development and equipment of all ECDE, primary, secondary and vocational training centres, and university branches in the County with adequate WASH and adequate learning spaces upon reopening. Among the strategies once schools reopen include; (i) Promote construction of new classes to promote social distancing, and recruit skilled teachers, this intervention is in line with CIDP 2018-2022 plan of Increasing enrolment of ECDE children in ECDE centres through expansion of infrastructural facilities and enhancing quality of ECDE teaching through employment of additional ECDE teachers (ii) Promote improved quality health and general development of ECDE learners through feeding programme as envisioned in CIDP 2018-2022. (iii) Promote monitoring and addressing psychosocial wellbeing of students, teachers and education officers as well as educating them on how to mitigate spread of coronavirus. (iv) Building the capacity of all public-school teachers to provide training, guidance and quality assurance to them and prepare for education continuation in future outbreaks through provision of internet and ICT support among households. (v) Integrate ICT into learning and promote distance learning programmes by implementing measures to ensure students from low-income backgrounds have access to online education. This may be achieved through allocation of learning devices and supporting students and teachers from the poorest regions with internet connectivity. (vi) Establish additional vocational training centres as a vital strategy to equip the youths with the necessary skills for improved economic productivity; establish vocational training centres with specialized courses being given priority in a bid to align vocational training with the needs of the industry, this intervention is in line with CIDP 2018-2022 of enhancing quality training in VTCs through employment 27 of qualified instructors and supply of tools and equipment and enhancing access to VTC training through establishment of new centres. 4.9 Social Protection The County has 9,046 persons with disability and the elderly population (persons aged 65 years and above) were 28,056 persons. The County recognizes importance of social protection including the right to healthcare and human dignity. Orphans in the county are as a result of death of parents resulting from HIV/AIDS, and other diseases that go unattended for long time for lack of access to health care services. Children in the county also become vulnerable due to domestic challenges like poverty, domestic violence, Female Genital Mutilation, rape and forced early marriage and discrimination against children with disabilities. The county will align its social protection programmes with the National Government interventions to eliminate duplication of the social protection interventions while ensuring that the available resources are focused to the deserving beneficiaries. The recovery strategies are; (i) The county will enroll more county residents in welfare programmes such as NHIF which will enhance their access to health facilities. (ii) The elderly persons should be provided with food and other basic wants since their movement had been reduced as they were at great risk of contracting the virus. (iii) Provide basic income security, especially for persons whose jobs or livelihoods had been disrupted by the crisis. (iv) Align the County Government social protection programmes with the National Government ones to avoid duplication of the activities while ensuring that the available resources are focused to the desiring beneficiaries. (v) Build linkages with other public sector agencies, and with NGOs that work with vulnerable groups to strengthen family support systems, deliver assistive devices for PWDs, reduce barriers to access in provide vocational training. (vi) Undertake research to get a better understanding of the actual situation of social protection demand in Narok County, and to map existing initiatives for improved service delivery. (vii) Develop an enabling legislative framework for promotion and preservation of Maasai Cultural, with the establishment of cultural centres, museums and model manyattas as tourists attraction sites. 4.10 Gender and Youth Teenage pregnancies and gender-based violence are pertinent issues that affect the youth, women and boys and girls in Narok County. Evidence indicates 5,585 cases of 28 teenage pregnancies were reported between January and May 2020 (KHIS, 2020) and 7 cases of GBV (HAK, 2020). That said, COVID-19 could have compounded the situation hence need for targeted interventions to address the same through; i) Support enforcement of laws related to teenage pregnancies especially where adults are involved. ii) Prioritize elimination of gender stereotypes, transforming gender norms and revoke discriminatory practises for effective realization of the rights of women and girls iii) Community training and sensitization programmes targeting teenage boys and girls to deal with increased cases of teenage pregnancies. iv) Identify and train champions (individual actors) including using of elders active in combating GBV and who can carry advocacy messages and contribute strongly to changing harmful and retrogressive practices. v) Launch hotlines/helplines using toll-free calls and SMS numbers for gender- based violence victims. This will assist GBV victims access support and guidance to include psycho-social support, counselling and health care. vi) Collaboration between the county, state agencies, and other partners to strengthen capacities of various stakeholders including, political leadership within the county, women’s groups, religious leaders, and community leaders to combat harmful practices that breed GBV. vii) Designate gender safe spaces to provide accommodation GBV survivors. viii) Develop an enabling legislative framework for women empowerment through promotion and preservation Ushanga initiative. 4.11 Environment and Natural Resources Management The county has a rich ecosystem that includes forests, grassland, rivers and hills. Efforts to conserve the environment are hampered by increasing population which exerts pressure on the natural resources, encroachment on wetlands, land degradation, deforestation, charcoal burning, illegal logging, human wildlife conflict, water pollution and land pollution. For instance, the major sources of energy for cooking used by households are firewood at 68.4 per cent, charcoal 23.5 per cent, liquified gas at 4.1 per cent, electricity 0.7 per cent and Kerosene 3.1 per cent. Furthermore, majority of the households in the county dispose their solid waste in the compound at 44.2 per cent, 11.4 per cent dump in the street/ open field, 35.6 per cent burn in open air and 4.6 per cent is buried. On the other hand, 1.5 per cent of the household solid waste is collected by the county government for disposal while 0.3 per cent is collected by private companies. Additionally, floods and droughts are common in the region where 16.2 per cent of 29 households have experienced droughts or floods in the past 5 years that has adversely affected their farming activities. To mitigate these environmental risks, the County has put in place measures to mainstream environmental and climate change in County planning and budgeting processes with the aim of strengthening disaster risk mitigation measures and reducing damages caused by natural hazards like floods and droughts. Additional strategies to enable Country to recover from effects of COVID 19 include; i) Provide and promote alternative sources of clean energy for cooking other than wood fuel and charcoal. ii) Promote afforestation by providing seedlings to communities and schools. iii) Involve local communities in environment and natural resources conservation. iv) Develop and implement environment and natural resources conservation policy. v) Provide waste collection services at households level. vi) Promote and facilitate regular waste collection, environment clean up exercises at neighborhoods and in towns. Since only a small portion of household solid waste is safely disposed, thus exposing many households to environmental and health hazards. vii) Segregate solid waste at the collection point for easy waste management and recycling. viii) Cushion households from the adverse effects of droughts and floods by planting trees, building dams and dykes along riverbanks to control floods to minimize destruction caused by floods and droughts. ix) Adopt programmes aimed at an increasing household access to clean energy sources and technologies for cooking to mitigate against exposure to respiratory diseases. x) Develop and implement natural disaster management policy and strategy. xi) Sensitize the community on disaster awareness and strengthen communities on disaster resilience. xii) Continued investment in storm water drainage 5 Economic Stimulus Programme 5.1 Economic Stimulus Package In order to re-engineer and put the economy of Narok County on upward growth trajectory, it is important to either enhance the existing programmes or create new ones which have multiplier effects to productivity and employment creation. The following are priority areas to be considered by the County when designing stimulus packages: i) Improve infrastructure targeting roads, water and electricity; 30 ii) Subsidize farming inputs which include certified seeds, fertilizers and mechanized inputs (tractors); iii) Leverage on Information and Communication Technology (ICT) which is a great enabler for business continuity during and after COVID-19; iv) Invest in the Conservation of the Environment for Sustainable Development; v) Give waivers and concessions on cess, single business permits, parking stickers, water bills, market fees; vi) Prioritization of settlement of payment of pending bills vii) Provide extension services and market creation for Agriculture. viii) Create a COVID-19 revolving recovery Fund utilizing structures such as table banking, self-help groups and MFIs to small scale traders and businesses in the informal sector. 5.2 Financing Economic Stimulus Package Resource mobilization for implementation of the economic stimulus will entail collaborations between National and County Government; support from development partners; public private partnerships and non-state actors including NGOs. 5.3 Implementation Framework for the Economic Stimulus Programme Effective implementation of the County COVID-19 Re-engineering and Recovery Strategy will depend on adequate resource mobilization over the 2020/21–2022/23. The implementation will thus be supported through resource mobilization from relevant stakeholders in the County, including the National Government, development partners, NGOs and civil society, faith-based organizations, private sector and individuals. Annex Table 3 presents proposed action plan for the County. 6 Monitoring, Evaluating and Reporting The overall purpose of monitoring and evaluation (M&E) and reporting is to track progress of the County COVID-19 re-engineering and recovery strategies. Monitoring will be done periodically to track implementation of the work plans while evaluation will be undertaken to measure effectiveness, impact and sustainability in meeting the strategic priorities. Some of the M&E activities will include documenting actions, resources, outputs and measure the impact on expected outcomes. Monitoring will be undertaken on a continuous basis and reporting on a quarterly basis, at mid-year, annually and at the end of the plan period leading to progress reports. The monitoring framework will track the achievements, assess use and delivery of resources and accomplishment of deliverables. Evaluation and impact assessment of the plan will involve weighing the extent to which strategic objectives are met and impact created. Evaluation will therefore be based on 31 the implementation framework and theory of change. A theory of change describes how an intervention can deliver desired results and explains the causal logic of how a programme modality or design innovation will reach its intended outcomes.9 The County COVID-19 re-engineering and recovery strategies reporting will be informed by annual work plans. All implementing departments in the County will be expected to prepare M&E frameworks for each activity (see sample Annex Table 3). The quarterly progress reports will include information on key indicators against set targets for the quarter. For accountability purposes, County Governments through the Monitoring and Evaluation Departments (MED)’s will review their existing M&E policy to include the County COVID-19 re-engineering and recovery strategies. These strategies will also inform County performance contracting targets and human resource performance management systems. The technical capacity of the M&E unit (focal persons and/or champions), on the County Integrated Monitoring and Evaluation System (CIMES) will be enhanced to monitor and evaluate the implementation of these re-engineering strategies. CIMES guidelines on County Monitoring and Evaluation Committee (COMEC) will also play a key role and responsibility on how County Governments implement these strategies. Furthermore, the M&E reports will always inform decision making at all county levels including County assemblies to contribute to a strong and sustainable county results- oriented M&E system. At the end of each financial year, annual performance reports will be drafted highlighting key achievements, challenges, lessons learnt and recommendations on the way forward. 7 Communication Channels Communication10, a process of creating understanding between two or more parties, is considered effective when the transmitted content is received and understood in the way it was intended. For development of County COVID-19 Socio-Economic Recovery Strategies, Communication for Development11 (C4D) also referred to as Social and Behaviour Change Communication (SBCC) will be utilised. Communication for Development is evidence-based processes that involves a mix of communication 9 https://elibrary.worldbank.org/doi/10.1596/978-1-4648-0779-4_ch2 10https://books.google.co.ke/books?id=QVnnHUSAL7cC&printsec=frontcover&dq=creating+understanding+wh at+is+communication&hl 11https://www.unicef.org/publications/files/UNICEF_2017_Report_on_Communication_for_Development_C4 D.pdf 32 channels and approaches to facilitate dialogue, participation and engagement with the target audience for positive social and behaviour change. The communication channels12 are the routes, media and techniques to be used to carry the re-engineering and recovery communication messages from the policy makers to the citizens. Based on May 2020 KNBS COVID_19 Survey, majority of Narok County respondents received information about coronavirus through radio (81per cent), television (65per cent) and mobile (21per cent). Thougth the survey did not specify whether mobile included both written (short text messages ) and voice (calls). Friends and family and social media frequencies both rated 13 per cent. Newspapers, Government sources, Health Care Workers and Non-Governmental Organization (NGO) workers all rated below 3 per cent. Accordingly, the following channels of communication will be utilized: 1) Written communication such as: posters, digital (SMS) and online communications (County website, electronic mail and social media). 2) Verbal communication such as: radio, telephone, and face to face meetings. 3) Non-verbal communication for example: sign language. 4) Visual communication that is: Television. The effectiveness of the different channels would vary depending on the circumstance and the characteristics of the communication. For instance, conferences, seminars and workshops (large physical gatherings) is currently prohibited due to the COVID-19 pandemic. Therefore, to increase buy-in from the members of the public on the county socio-economic recovery strategies, opportunities, interventions and to encourage positive feedback, table 2 below are the channels of communication. Table 2: Communication channels with target audience Children Youth Men Women PWDs Aged Literate Rural Urban & & Semi- Informal 3yrs- 18yrs- 36yrs- 36yrs- 71yrs literate settlements 17yrs 35yrs 70yrs 70yrs + Barazas ✓ ✓ ✓ ✓ ✓ <100 persons Face to face ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ <100 persons 12 https://www.oxfordreference.com/view/10.1093/acref/9780199657681.001.0001/acref-9780199657681- e-1679?rskey=sE6ywS&result=2 33 Radio ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ TV ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ SMS ✓ ✓ ✓ ✓ ✓ ✓ Website & ✓ ✓ ✓ ✓ ✓ Email Social Media ✓ ✓ ✓ ✓ ✓ ✓ I.E.C- ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Posters, branded gear Outdoor- ✓ ✓ ✓ ✓ ✓ ✓ ✓ Billboards, Graffiti, Drawings Telephone ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Sign ✓ language ✓ Most appropriate channel to be used. NOTES: • For purposes of this report, the literacy levels will be measured by whether the target audience can listen, speak, read and write in English and Kiswahili language. • It is assumed that children under the age of 3 years have not yet fully developed their cognitive abilities to interpret communication. • Face to face meetings will include virtual meetings, association gatherings, friends, and family. The communication channels for Persons with Disabilities are radio and telephone calls for the visually impaired and sign language for those with hearing impairment. The scheduled communication or frequency of messaging are proposed as follows: ✓ Weekly updates on County website & social media. ✓ Bi-weekly broadcast messages (TV interchanged with either local or Kiswahili radio station). ✓ Monthly SMS and telephone calls. ✓ Quarterly I.E.C materials - Posters in reception areas and community gatherings (markets, mosques, churches, clinics, huduma centers). ✓ Monthly barazas. 34 Annex Table 3: Implementation matrix/Action plan Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) County OSR Automation of SBP County will Increased OSR Proportion 2020-2022 30% 200.8 110.3 90.5 Narok County County Government Revenue Enhancemen have more Mobilized of OSR Department of Policy t funds to fund mobilized to Finance and its own total budget Economic External Budget (%) Planning grants Establishment of Resource Mobilization Unit Purchase of motor 2 vehicles Percentage of total grants Construction of disbursed to the County 4 40 20 20 weigh bridges 13% County Re-engineer Increase County fiscal principle Proportion Continuous 32.16% 146.1 65.4 80.7 Narok County County Finance Government Expenditure expenditure expenditure in expenditure adhered of from and Economic Reforms to be growth health sectors and that is Developmen 2020/21 Planning oriented and other non- people- tal Department, people- administrative centred and expenditure Office of the Timely release centred functions such as focussed on (%) Governor, of available water, trade, ICT, growth- 35 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) education, creating funds to all County agriculture while sectors such spending units Assembly systematically as health, in the county No of days reducing education, expenditure on non- water, administrative infrastructure, 1 functions ICT etc Reduce the County PFM and % of the Continuous 96% 42.6 19.1 23.5 Narok County County Finance Government approved budget- expenditure County actual from and Economic actual expenditure in line with Government expenditure 2020/21 Planning gap by fully existing act Adhered Department implementing PFM National recommendations Government and conducting and County annual expenditure Government reviews laws Pending Bills Eliminate Systematically and Improve Pending bills % of Continuous Structured 200 200 - Narok County Office of the Government pending bills in phase-out County processed and pending bills payment of the Governor, approach reduce relationship paid fully paid pending bills County pending bills owed with supplies Assembly, to suppliers and hence County Finance better and Economic services to Planning the citizens Department Sectors 36 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Agriculture Diversifica (i)Subsidies on County Increased Quantities 2020-2022 180 kg 27 13.5 13.5 Narok County Department of Government tion of fast- maturing residents eat number of of vegetable Agriculture production vegetable seeds, more farmers subsidized seeds into: expansion of area nutritious producing fast under sustainable food and fast maturing 30,000 (i) fast irrigation;subsidi gain more maturing seeds avocado maturing es on access to incomes; vegetables/cr distributed; seedlings, 30, 90 45 45 vegetable planting ops number of 000 tea crops materials- Earn acres under seedlings, 20, through avocado, tea and country Increased fast 000 cofffee 30 15 15 irrigation coffee seedlings; foreign availability maturing seedlings and export subsidies on exchange; of nutritious crops oriented nursery Increase vegetables/cr 20 10 10 cash crops establishments county ops in the Number of 750 beehives like for avocado, tea revenue county acres under avocado, and coffee base sustainable tea and through Increased irrigation coffee cess area under 300 (goats& collection industrial Number of sheep) (ii) (ii) Subsidies on crops, acres under Alternative beehives and increased industrial 10 5 5 livestock support of animal number of crops Poultry enterprises seeds farmers 10,000 day eg producing Number of old chicks, apiculture, industrial beehives dairy goats, crops and animal 18 9 9 sheep & seeds Increased procured 5000hens poultry pastoral and household distributed 2 1 1 incomes 500 cockrels) 37 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) 10 5 5 1 0.5 0.5 Enhanced Partner with Access to Increased Proportion 2020-2022 5 workshops 7.6 3 4.6 Narok County Department of Government access to development agricultual number of of small- Agriculture agricultural 14 sensitization partners, such as finance will small holder scale finance workshops the National improve farmers with farmers/co Government, farmers access to operatives private sector access to agricultural with access financial support finance to institutions, DFIs services and agricultura and NGOs In commoditie l finance availing access to s e.g access affordable formal to agricultural affordable finace to small formal holder farmers in finance will the county enhance:- access to Establish farm modern credit guaranatee technoloiies scheme and modern inputs; 38 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) enhanced oportunities for agroprocess ing and value addition; resilience to climate change etc. Enhanced Partner with Access to Proportion Proportion 2020- 5 workshops 3.6 1.6 2.0 Narok Department access to development insurance of small of small- 2022 of agricultural partners, such as services scale scale 14 County Agriculture, insurance the National will cushion farmers/coop farmers/co sensitization Government livestock and services Government, farmers and eratives operatives workshops Fisheries insurance service build accesing with access providers in resilience to insurance to mobilization and climate services agricultura availing change and l insurance insurance attendant services services. hazards Enhancing Attracting private Transformat Increased Number of 2020-2022 10 200 100 100 Private Department agro- partnerships in ion of small private county- agroprocessin investors of processing the county; holder value investments private g industries Agriculture, and value addition strengthen chains in in the partnership livestock and capacities of agricultural the county county; s with Fisheries counties extenson increased farmers; Established services; collaboration number of 2 2 s with farmers 39 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Enhance farmers research trained in Trainings 4 training and institutes; agroproces farmers enhanced sing; information agricultural nmber of services; enhance extension an farmers collaboration dinformation with access with research outreach to institutions systems in agricultura the county l extension services; number of collaborati ons with research institutes No. of agroproces sing industries established Investments Construction of Enhanced Increased Number of 2020-2022 12 milk 120 60 60 National Department of in storage storage and food storage and storage and coolers government Agriculture and cooling cooling facilities secuirty in cooling cooling facilities especially at in the county the county facilities ; facilities collection reduced post developed Procure cooling Improve 20 potato centres harvest at the equipment household collections losses county 40 20 20 income centres level 40 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Increase Number of 3 Tomato county cooling cold rooms revenue equipment procured 2 cereal 30 15 15 stores Cool boxes 40 20 20 Deep freezers 0.6 0.3 0.3 1.2 0.6 0.6 Digitization Building Digitized Increased Number of 2020-2022 Support for 2 1 1 Narok Department of the capacities of marketing access to users KAMIS and County of agricultural farming advisory agricultural adopting Warehousing Government Agriculture, sector households and and information digitized Receipt livestock and agri-food sector information, agricultura System Fisheries labourers in fiancial and l modern agricultural operations( agricultural government marketing, technologies ; operations finacial investment in etc) at the digital 41 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) infrastructure at the county (e.g. data county level systems) Number of Establish market information hubs informatio n systems established Disaster Establish Enhance Increased Number of Support for 2.48 1.24 1.24 Narok Department surveillanc programmes for food preparedness weather Preparedness County of e at County surveillance of security in of forecast Government Agriculture, level and disasters such as the County households and flood, 2020-2022 Mitigation livestock and mitigate extreme weather and early Early Fisheries risks conditions at the communities warning warning associated county level to mitigate disseminati with equipped with an respond on to disasters, relevant technical to shocks; communite such as specialists and early s; number those finances to warning of men and related to effectively women floods and prevent, prepare, trained to droughts reposnd and access prevennt risks; flood institutional warning capacity and development; weather carry out forecast/inf vulnerability ormation; analyses and number of updates; invest in men and 42 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) monitoring and women early warning trained on systems; conduct disaster public education manageme nt; number of community level contingenc y and climate change adaptation plans developed Enhance Organizing pest Increased Increased Number of 2020-2022 Vaccines 160 80 80 Narok Department pest and and disease crop and knowledge, surveillanc County of disease surveillance livestock pest and e missions Government Agriculture, surveillanc missions ; productivity disease done, 12 Dips 6 6 livestock and e and surveillance Fisheries manageme Sensitization of Number of nt farmes on vaccinatio strategies of pest n Trainings 1.2 1.2 and diseases campaigns 2.4 control and management No of Traps and 0.5 0.5 Farmer 1 Lures groups capacity 43 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) built on IPM Number of 4.5 dips Queletox 4.5 constructe barrels 9 d/rehabilita ted No. of pheromone traps No. of quelea conrol chemical barrels stocked Intensificat Training on home Reduce Increased Number of 2020-2022 Hay barn 16 8 8 Narok Department ion of feed made rations for production farmers with feedlots County of production total mixed ration cost knowledge introduced Government Agriculture, and feeding on total and livestock and Establishment of Increased mixed ration operational Fisheries strategic feed resilience ized Feedlots 8 8 reserves during 16 periods of Number of feed stress farmers adopting total mixed rations for 44 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) daily production Promote Conduct Deepen Increased Numbers 2020-2022 Fertilizers 12 6 6 Narok Department use of sensitization social productivity of farmers County of certified workshops on use inclusion accessing Government Agriculture, inputs and certified inputs and increase certified 20 10 10 Maize seeds livestock and rationalized farmers’ inputs Fisheries acquisition Support income vulnerable groups Livestock with subsidized product Pasture seeds inputs certificatio 3 1 2 n through Procure and training Fingerlings distribute 0.75 0.22 0.5 subsidized Breed fertilizers/pasture improveme seeds/seed maize nt programm Stock water es through bodies with upscaling fingerlings Construct fish ponds Quantity of subsidized inputs procured and distributed to 45 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) vulnerable groups Number of fish ponds constructe d and stock with fingerlings Manufacturi Enhance Establish a Increased New product No. of new 3 years Develop a 40 20 20 CGN Department of ng and innovation Fund/Establish a county brands in the brands in policy to Trade and MSMEs budget line to revenues; market; the market; facilitate Manufacturing; KEPSA; KAM; support innovative Increasing Improved issuance of KIRDI activities in the levels of processes No. of funds County employment; trainings Increasing conducted; use of new business models Strengthenin Attract private Increased Increased PPP Number of 2 years 4 campaigns to 4 3 1 CGN Department of g partnerships and project arrangements county- solicit for Trade and partnerships other stakeholders undertaken PPPs; partners Manufacturing in the county; by partners increasing no. of stakeholders ’ engagement s with the County 46 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Enhance Build capacity and Increased Increased No. No. of Continuous 6 trainings 3.5 1.5 2 CGN Department of skills skills of traders and productivity; of personnel persons Trade and businesses persons More trained trained Manufacturing; KEPSA; KAM; revenues KIRDI Water and To increase To Develop and No of water Increased % of the 2020-2022 570,000 water 385 135 250 CGN/GOK/Don Water department Sanitation access to rehabilitate water infrastructure access to clean population tabs ors clean water infrastructure developed and safe water with access distributed, 6 and to clean and dams, 30 water rehabilitated safe water pans constructed, 20 boreholes drilled To increase To develop and Increased % of access to rehabilitate access to population 2020-2022 Rehabilitation 180 60 120 improved sanitation No of improved covered with & expansion of CGN/GOK/Don Water department sanitation infrastructure sanitation sanitation piped water 14 water ors infrastructure supply developed infrastructures and rehabilitated % of the population covered by 2020-2022 1800 200 0 Narok sewer Water department sewer line CGN/GOK/Donproject ors Solid waste To achieve To sensitive No of Increased % of 2020-2022 Acquisition of 6 60 20 40 CGN/GOK/Don Environment management increased communities on environment access to population garbage trucks ors department solid waste importance of safe clean up clean with collection solid waste exercised in environment increased and collection major urban access to management management and centres and safe and disposal neighbourhoo clean ds environment 47 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Environment To increase To plant trees and No of free Increased % Ha under 2020-2022 Increase forest 374 100 274 CGN/GOK/Don Environment and Natural environment increase area under trees forest cover forest cover cover 400 Ha ors department Resources conservation forest seedlings Conservation to clean distributed to water local communities No of trees planted Droughts To mitigate To construct dams No of dams Increase % of 2020-2021 1 flood check 45 45 - CGN/GOK/Don Water and floods the effects of and dykes to control and dykes safety from population dam ors Department control droughts and floods constructed the effects of cushioned floods to control floods and from the floods droughts effects of NDMA droughts and floods Transport To enhance Construct NMT Increased Increase in Knowledge 6 months Training and 0.5 0.5 - CGN Transport sustainable infrastructure across modal split in knowledge managemen Sensitization department mobility key roads in the favor of NMT management t of NMT workshops options for County of NMT infrastructur household infrastructure e in good and fair condition To enhance Improve public Compliance to Reduced No. of 4 months Enforcement of 0.1 0.1 - CGN Transport health, transport vehicle the COVID-19 exposure and reported MOH protocols department safety and design to address safety infection rates positive hygiene in social distancing guidelines attributed PSV cases due to public and hygiene use PSV used transport (based on vehicles contact tracing data) 48 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) To improve Improve quality of Improved Increased Proportion 2020-2022 Paving of 300 150 150 CGN/GOK/Don Roads the road the unpaved road accessibility proportion of of unpaved municipal roads ors department conditions of infrastructure using and reduced roads in good road connecting the road labour-based vehicle and fair network in Government Narok Municipal network techniques operation condition good and offices and Board costs fair residential condition areas (15Km), labour based to Apply labor-based Creation of Increased jobs Number of create approaches for road local for youth and jobs created opportunities construction and employment women for youth and maintenance opportunities women for youth and women and local economic development Improve quality of Improved Increased Knowledge 2020/2021 Set aside 0.5% 10 5 5 CGN/GOK Roads road network using accessibility proportion of managemen & of road sector department appropriate and reduced roads in good t of roads Continuous budget towards technology -Low vehicle and fair developed building the Volume Sealed operation condition using LVSR knowledge Roads (LVSR) for costs capacity for rural roads LVSR To mitigate Implement green Resilient road Number of Knowledge 2020/2021 Training and 30 9 21 CGN/GOK Roads the damage roads design to infrastructure green roads managemen & sensitization on department caused by protect road that can projects and t of green Continuous green roads floods on infrastructure while withstand water roads and design roads and controlling storm floods with harvesting quantity of bridges water and controlled infrastructure water Integrate the harvesting flood damage harvested in construction of water for domestic cubic meters strategic water and commercial use annually pan to serve as 49 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) roads drain-off collection Information To enhance Collaborate with Increased use Increase in Proportion 1 year Establish a 20 10 10 CGN/GOK/Priv Private Sector and ICT capacity private sector to of ICT for number of of revolving fund ate sector Communicati and use enhance household domestic and households households to improve on acquisition of commercial owning ICT owning ICT access to credit Technology acquired ICT assets purposes assets and assets to facilitate the (ICT) and technologies, technologies acquisition of e.g. smart phones ICT assets and laptops (start with a pilot face) Sensitization/ Awareness campaigns, training Programme to Increased use Increase in Proportion 1 year Strengthening 40 20 20 Private sector Private sector ensure ubiquitous of ICT for number of of of Mobile CGN/GOK access to reliable domestic and households households telephone and affordable commercial connected to connected to Signal internet (internet purposes reliable and reliable and everywhere) affordable affordable Installation of internet internet additional masts where non exists Lowering the cost of Bundles Community access Improved Increase in Proportion 2020/21 Remodel 30 30 10 20 CGN/GOK/Don ICT department to ICT infrastructure access to ICT number of of household Continuous ECDE centres ors and services in infrastructure household able to to serve as public primary and services able to access access ICT internet access schools ICT through through points on set times and days 50 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) community community Provide facilities facilities internet installations Enhance Designate ICT as a Enhance Increased Share of ICT 2020-2022 Increase ICT 130 55 75 CGN County prominence stand-alone Ministry prominence budget for ICT budget in budget Treasury in County in Narok County of ICT plans, overall allocation in FY planning and Government programmes county 2020/21 & budgeting structure and and projects budget 2021/2022 deploy requisite personnel and capability Enhance Formulate and Enhanced Reduced cyber No. of cyber 2020 and Train ICT 50 20 30 CGN ICT Department cyber implement cyber detection, security security Continuous officer on security security policies and mitigation incidents incidents Cyber security procedures and and reporting pursue ISO of cyber Acquisition and certification on security installation of Information incidents cyber security Systems Security enhancement infrastructure Urban To improve Fastrack Enhanced Increased No. of 2020 Acquire land 60 20 40 CGN Lands Development the quality of implementation of quality in proportion of housing continuous and provide Department and Housing life of the affordable informal households units residents housing programme settlements provided with provided Delivery of bulk Municipal Board through with a focus on due to affordable and infrastructure Lands provision of improving living improved decent (sewer systems 200 80 120 CGN affordable conditions in housing housing roads and Department and decent informal settlements conditions supply of Municipal Board housing water) to the sites Put up the housing units 1,000 100 200 Private Sector Private Sector 51 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Develop and Effective Improved No. of 2020 Establishment 0 225 225 CGN County implement an pandemic and response time emergencies Continuous of emergency Treasury addressing system disaster to disasters responded Fund as per the for use in pandemic surveillance and to PFM Act and disaster and emergencies surveillance and emergency Time take to emergency response. respond to response. emergencies Develop a policy to Reduced risk Reduced cases Number of 2020-2022 Develop Narok 6 1 5 CGN Housing promote home of rent of rent distress reported County home department ownership to distress rent distress ownership address the problem policy Economic Planning Unit of rent distress during times of Cabinet emergency. To increase Enhanced Increased Proportion of % of 2020-2022 Establish a 100 50 50 Private Sector/ Private Sector access to household use of number of households households revolving fund CGN/GOK/Don clean energy clean energy and households with access to with access to improve ors Energy sources and technology for with access to clean energy to clean access to credit Department technologies cooking: distribution clean energy and energy and to facilitate the for cooking of clean cookstoves and technology for technology acquisition of by and clean energy technology cooking for cooking clean households alternatives to for cooking cookstoves and charcoal, kerosene clean energy and firewood alternatives to charcoal, kerosene and firewood Tourism Enhance Tourism sector Growth in Increased Number of 3 – 5 years Development 400 100 300 County and Narok County socio- development revenue visitor local and of the National Department of economic master-plan; generation numbers to foreign masterplan Governments; Tourism; benefits from from tourism the county; visitors; development Rehabilitate increased revenue Opening up of partners; infrastructure awareness of collected by Roads network 52 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) the tourism leading to tourism the diversified county and Kenya Tourism sector attraction sites tourism government maintenance of Fund product from airstrips. offering tourism. Profiling of road infrastructure (traffic nodes) in the parks. Niche tourism Diversified Increased Number of 3 – 5 years Identification 160 60 100 County and Narok County product developed, tourism number of niche and National Department of marketing experiences / tourists tourism development of Governments; Tourism; incorporating product. visiting the products new tourism development aspects of COVID- County; developed; circuits partners; 19. increased Number of Diversification Kenya Tourism awareness and cultural sites of Tourism Fund Sanitation practice of preserved. attractions standards in sanitation in Explore and tourism tourist exploit upheld products alternative tourism products (agro tourism, eco- tourism, conference tourism, sports tourism) Enhance wildlife security and monitoring of other wildlife species (pangolin, elephants and cats, 53 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) County Research bills on protocol and guidelines Health Improve Provide appropriate Improved Number of % of women 2020-2022 Scale up 15 7 8 CGN Ministry of access to antenatal care health women benefiting Focused Health, quality and condition of benefitted from Antenatal Care affordable pregnant antenatal Services Dept of Health, health women care County services Government of Narok Promote additional Health Health Number of 2020-2022 Construct 1500 600 900 CGN/GOK/Don Ministry of funding to the infrastructure facilities health Narok Referral ors Health, health sector development constructed facilities Hospital, and and improved level 4 facilities Department of operational and at the sub- Health, County equipped as counties Government of per norms Narok Recruit high number Efficient and Health officers Improvemen 2020-2022 Advertise, 212 80 132 CGN/GOK MOH, of public health effective recruited and t in the ratio Shortlist, officers service deployed of health Interview, Dept of health, delivery officers recruit, induct County and deploy Government of Narok Enhance Medical Increase % of Health Number 2020-2022 Acquire and 791 400 391 CGN/GOK/Don MOH, Supplies availability of Facilities health distribute ors essential stocked with centres essential Dept of health, Medical essential stocked with medical county products medical essential products. Government of products. medical Narok products. 54 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Improve Reduced Number of % 2020-2022 Conduct 360 180 180 CGN/GOK/Don Ministry of immunization mortality immunization Improvemen immunization ors Health, coverage in the outreaches t in and vaccination County immunizatio campaigns Department of n coverage Health, County Government of Narok To improve Enhance Increased Latrines % of 2020-2022 Design and 100 50 50 CGN Ministry of sanitation in construction of latrine constructed homesteads construct Health, the County latrines coverage and in use with latrines Department of Health, County Government of Narok Minimize Health promotion Reduced Number of % Reduction 2020-2022 Conduct Health 40 20 20 CGN/GOK Dept of Health, exposure to including health mortality rate patients in mortality promotion health risk information treated rate campaigns and Department of factor Micro-nutrient health Water, County deficiency control information Government of Infection prevention Micro-nutrient Narok; Private and control deficiency sector control Infection prevention and control Education To improve Promote Improved Renovated Number of 2 years 300 130 170 CGN Department of service infrastructure training and school Education, delivery in development environment constructed facilities County schools school facilities renovated Government of and Narok; Ministry of constructed Education 55 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Train teachers on Improvement Trained Number of 1 years 2 trainings 500 500 CGN/GOK Department of how to instruct in teaching teachers teachers conducted Education, remotely skills trained County Government of Narok; Ministry of Education Recruitment of Efficient and Teachers Number of 2 years 50 teachers 30 15 15 CGN/GOK Department of ECDE teachers effective recruited ECDE recruited Education, service teachers County delivery recruited Government of Narok; Ministry of Education Capacity building of Improvement Competent/Tr Number of 1 years 2 trainings 2 2 CGN/GOK Department of school Board of in the ained BOM trainings conducted Education, management management held County capacities Government of Narok Enhance Disbursement of Increase of Increased No. students 2 years 400M bursary 400 200 200 CGN/GOK Department of transition bursaries school bursaries of supported issued Education, and attendance disbursement with County retention bursaries Government of rates in Narok; schools Ministry of Education Promote school Increase in Increased % of 1 years 80% 300 300 0 CGN/GOK Department of feeding number of feeding students Education, programmes students programs attending County attending schools Government of schools Narok; Ministry of Education Enhance back to Increase in Increased % students 1 years 3 back to 2 2 0 CGN/GOK Department of school campaigns number of back to school attending school Education, students campaigns schools campaigns County attending undertaken Government of schools Narok; 56 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Ministry of Education; Private sector To provide Provide surgical Reduction in Increased Percentage 1 years Provide masks 3 3 0 CGN/GOK Department of safety in masks to students cases of quantities of of PPE and to needy Education, schools COVID-19 PPE and surgical students County Provide PPE to surgical masks masks Government of school employees supplied supplied Narok; Ministry of Education Strengthen Promote guidance Increased Increased % increase 1 years 20% 0.5 0.5 0 CGN/GOK Department of social well- and counselling in retention and guidance and in guidance Education – being of schools attendance in counselling & County students school programs counselling Government of in school Narok, MOE Social Promote Provide medical Reduction in Increased Number of 1 years 10M provided 10 10 0 CGN/GOK Dept of social Protection social insurance coverage treatment insurance people to vulnerable protection and protection cost during coverage covered by households services, activities emergencies insurance County Government of Narok, Dept of health, County Government of Narok. Enhance cash Reduced Increased Number of 1 years 30% 10 10 0 CGN/GOK Dept of social transfer to poverty level cash transfers people who protection and vulnerable groups to vulnerable benefitted services, groups from cash County transfers Government of Narok 57 Sector Strategic Activities/Econo Expected Expected Key Time Details Bud Fy1 FY2 Budget and Implementin Objectives mic Stimulus (2) Outcome output Performa frame (Quantity, get Source of g (1) /Key Result nce unit cost, Funds/ Agency/Acto Area (3) Indicator Total cost Resource r/Stakeholde (4) etc) mobilization rs/Departme nt (5) Human Provide Provide adequate Reduced Optimal Number of 1 year All offices 6.3 6.3 0 County Department of Resource safety in personal protective cases of productivity by protective Government of labor, workplaces equipment for COVID-19 in staff equipment Narok Department of employees workplaces provided health, County Efficient Government of Safe working services offered Narok environment Improve Implement policy Improvement Digitally skilled Number of 1 year 80% 15.6 77.5 8.1 County Department of staff digital guidelines on skills in remote staff staff trained Government of Labour, skills development among working on digital Narok Department of the staffs skills ICT, County Government of Narok Training and capacity building of staffs on use of ICT in service delivery Mainstream Train workers on Increased Trained staff No. of 1 year 70% 12.1 8.9 3.2 County Department of safety and health control of workers Government of Labour, occupational COVID-19 trained Narok Department of transmission Health, County safety and Government of Narok health into the sectors of the economy 58