COUNTY GOVERNMENT OF BUNGOMA COUNTY FISCAL STRATEGY PAPER, 2024 FY 2024/25 SUSTAINING BOTTOM-UP ECONOMIC TRANSFORMATION AGENDA FOR ECONOMIC RECOVERY AND IMPROVED LIVELIHOODS. COUNTY FOCUS: QUALITY HEALTH AND EDUCATION FOR A PRODUCTIVE ECONOMY January 2024 KENYA Towards a Globally Competitive and Prosperous Kenya ©2024 County Fiscal Strategy Paper (CFSP) To obtain copies of the document, please contact: Chief Officer, The County Treasury Municipal Building P. O. Box 437-50200 BUNGOMA, KENYA Tel: +254-20-2252-299 Fax: +254-20-341-082 The document is also available on the website at: www.bungomacounty.go.ke and www.bungomassembly.go.ke ALL INQUIRIES ABOUT THIS COUNTY FISCAL STRATEGY PAPER 2024 SHOULD BE ADDRESSED TO: CHIEF OFFICER, FINANCE AND ECONOMIC PLANNING i FOREWORD The 2024 County Fiscal Strategy Paper (CFSP) is the second to be prepared under the third CIDP (2023- 2027) as provided for under section 117 of PFM Act of 2012. It sets out the priority programs, policies and reforms to be implemented in the Medium-Term Expenditure Framework (MTEF). The paper has been aligned to key National and County policy documents that include Kenya Vision 2030, the Sustainable Development Goals (SDGs), National Government priorities under the MTP IV (2023-2027) Bungoma County Integrated Development Plan (CIDP 2023-2027) and Bungoma County Annual Development Plan (CADP 2024/2025). The CFSP is prepared against a backdrop of global economic slowdown underpinned by the challenges arising from global supply chain disruptions due to the prolonged Russia -Ukraine conflict, elevated global interest rates; and significant losses and damages due to frequent extreme weather events increasing fiscal pressures. As such, the global economy is projected to slow down to 3.0 percent in 2023 and 2.9 percent in 2024 from 3.5 percent in 2022 which is below the historical (2000–2019) average of 3.8 percent. The Kenyan economy slowed down to 4.8 percent in 2022 from 7.6 percent in 2021 but broadly aligned with the pre-pandemic decade average of 5.0 percent. The economy remained strong in the first three quarters of 2023, growing by an average of 5.6 percent, a demonstration of resilience. This growth was well above estimated global and Sub-Saharan African region average of 2.9 percent and 3.3 percent, respectively. The economy is projected to expand by 5.5 percent in 2023 and 2024 from 4.8 percent in 2022. This growth outlook will be supported by a broad-based private sector growth, continued robust performance of the services sectors, the rebound in agriculture, and the ongoing implementation of policy measures to boost economic activity in the priority sectors of the BETA. The County Fiscal Strategy Paper (CFSP 2024) sets ceilings for the Financial Year 2024/25 budget. That is the maximum amount of funds going to each sector. This is the final distribution of funds across sectors. By estimating total revenue and total spending, CFSP defines how big the total budget should be in the next year. The resource envelope for the FY 2024/2025 has increased but remains limited against all the County priorities. The total budget of kshs.14.35 billion for FY 2024/25 is distributed between the County Executive (kshs.12.6 billion) and County Assembly (Kshs.1.16 billion). Recurrent expenditure is estimated at kshs.10.04 billion while development is kshs.4.3 billion Which is 70% and 30% respectively. In the FY 2024/25 revenue collection including Appropriation-in-Aid (A.i.A) is projected at Kshs 1.23 billion which is a 10% projection on the Actual revenues collected in FY 2022/23. This revenue performance will be underpinned by on-going reforms in tax policy and revenue administration. Local revenues will amount to Kshs 417.68M and Appropriation in Aid Kshs. 820.25M The County Government will leverage on the National Government agenda that is geared towards economic turnaround and inclusive growth which aims to increase investments in; Micro, Small and Medium Enterprise (MSME); Housing and Settlement; Healthcare; Digital Superhighway and Creative Industry. ii The County continues to implement its priority projects for last financial year which include; issuance of planting and top dressing certified fertilizer, seeds and crop insurance to at least 750 beneficiaries per ward; street lighting; completion and equipping of the 300 and 100 bed capacity maternal/child blocks at Bungoma County Referral Hospital and Sirisia Sub County Hospital respectively; Expansion and Modernizing of Masinde Muliro Stadium; Completion of Brigadier- Misikhu Road and dualling of 6.5Km of the high traffic section of Mumias- Bungoma Road (C-33) from Kanduyi Junction to Sang‟alo Junction, issuance of trade loans, youth, women and disability funds among others. The County Treasury will continue increasing revenue mobilization, restructuring of revenue streams, reforming the Revenue Management System by decentralization of revenue collections to the ward level, enhancing adoption of cashless payment modes and increase in payment options. This will increase own source revenue and ensure availability of adequate resources to finance the County Priorities thus promote inclusive and sustainable economic growth and increase the quality of life and wellbeing of all residents of Bungoma County. CPA CHRISPINUS BARASA CECM- FINANCE AND ECONOMIC PLANNING iii PREFACE AND ACKNOWLEDGEMENT The County Fiscal Strategy Paper (CFSP) is a government policy document that sets out broad strategic priorities and policy goals to guide County Governments in preparation of budgets over the medium term. Pursuant to section 117 (1) of the Public Finance Management Act (PFMA) 2012, The County Treasury is mandated to prepare and submit a Fiscal Strategy Paper to the county assembly for consideration and adoption with or without amendments after approval by the County Executive Committee and subsequently publish and publicize within the established timelines. The document should demonstrate prudence and transparency in management of public resources through adherence to the fiscal responsibility principles in line with the Constitution and the Public Finance Management (PFM) Act, 2012. The County Treasury has aligned the proposed revenue and expenditure plan to the national financial objectives contained in the National Budget Policy Statement (BPS) for 2024 as required by section 117(2) of PFM Act 2012. It outlines the county‟s fiscal policies in the context of prevailing macro- economic policies and outlook while articulating the County‟s broad strategic priorities and policies for the fiscal year 2024/2025 and the medium term. These policies represent a consultative approach that has taken a keen consideration of the views and opinions of the public, the Commission on Revenue Allocation, and other stakeholders within our County. The ward-based forums were publicized and accorded to all Bungoma citizenry in each of the forty-five (45) wards and their inputs thereof greatly inform the strategic thrust of this Paper. We are grateful to H.E the Governor for guidance and counsel in the development of this document. We truly appreciate his advice. Special thanks go to the County Executive Committee Members and all Chief Officers for their contributions. The completion of this CFSP was because of collective effort by various County Departments and Agencies (CDAs) who provided valuable and timely information. We are also grateful for the inputs we received while preparing this document from the Sector Working Groups, stakeholders and the general public during the public participation sessions in line with the requirements of the Public Finance Management Act, 2012 and the Constitution. A dedicated team in the County Treasury spent substantial amount of time on compiling this CFSP. We are grateful to them for their tireless efforts and dedication. ROBERT SIMIYU CHIEF OFFICER, FINANCE AND ECONOMIC PLANNING iv ACRONYMS AIDS Acquired Immune Deficiency Syndrome ARD Agriculture and Rural Development BPS Budget Policy Statement CADP County Annual Development Plan CCF County Consultative Forum CDF Constituency Development Fund CFSP County Fiscal Strategy Paper CIDP County Integrated Development Plan COFOG Classification of the Functions of Government CRA Commission of Revenue Allocation CT County Treasury EPWH Environmental Protection, Water and Housing EV Electronic Vehicle FY Financial Year GDP Gross Domestic Product GECLA General Economic, Commercial and Labour Affairs GJLOS Governance, Justice, Law & Order ICT Information Communication Technology IDPs Internally Displaced Persons IFMIS Integrated Financial management System KNCCI Kenya National Chamber of Commerce and Industry MDAs Ministries, Departments and Agencies MTEF Medium Term Expenditure Framework MTP Medium Term Plan PAIR Public Administration & International Relations PBB Programme Based Budgeting MSME Micro, Small and Medium Enterprise SCOA Standard Chart of Accounts SDGs Sustainable Development Goal SPCR Social Protection, Culture and Recreation SWG Sector Working Group TNT The National Treasury v TABLE OF CONTENTS FOREWORD .............................................................................................................................................. ii PREFACE AND ACKNOWLEDGEMENT ........................................................................................... iv ACRONYMS................................................................................................................................................ v TABLE OF CONTENTS ............................................................................................................................ vi EXECUTIVE SUMMARY ........................................................................................................................ x COUNTY FISCAL STRATEGY PAPER ................................................................................................ 1 I. ACCELERATING COUNTY SOCIO-ECONOMIC TRANSFORMATION AGENDA FOR ECONOMIC RECOVERY AND IMPROVED LIVELIHOODS .................................................... - 5 - 1.1. Overview ............................................................................................................................... - 5 - 1.2. Core Pillars ........................................................................................................................... - 7 - 1.3. Enablers ............................................................................................................................... - 11 - 1.4. Medium Term Revenue Strategy ...................................................................................... - 21 - II. RECENT ECONOMIC DEVELOPMENTS AND MEDIUM-TERM OUTLOOK ........ - 24 - 2.1 Overview .................................................................................................................................. - 24 - 2.2 Domestic Economic Developments ........................................................................................ - 25 - 2.3 Fiscal Performance ................................................................................................................. - 33 - 2.4 Revenue Performance ............................................................................................................ - 35 - 2.5 Expenditure Performance ...................................................................................................... - 37 - 2.6 Fiscal Policy ............................................................................................................................. - 40 - III. BUDGET FOR FY 2024/25 AND THE MEDIUM TERM ................................................. - 52 - 3.1 Fiscal Framework Summary for FY 2024/25 and the medium-term budget ........................... - 52 - 3.2 FY 2024/25 and Medium-Term Budget Priorities ...................................................................... - 57 - 3.3 Budgetary allocation for FY 2024/25 and the Medium Term ..................................................... - 60 - 3.4 Details of Sector Priorities ........................................................................................................ - 61 - 3.5 Programme performance information for FY 2024/25 – 2026/27 MTEF Period .................... - 86 - 3.6 Public Participation/ Sector hearing and Involvement of the stakeholders .............................. - 86 - IV. COUNTY FINANCIAL MANAGEMENT AND DIVISION OF REVENUE.................. - 88 - 4.1. Compliance with fiscal responsibility principle ................................................................... - 88 - 4.2. Enhancement of County‟s Own-Source-Revenue ................................................................ - 94 - 4.3. Prudent Management of Fiscal Risks ................................................................................... - 97 - 4.4. Division of Revenue for FY 2024/25 ................................................................................. - 103 - 4.5. County Allocations for FY 2024/25 ................................................................................... - 103 - 4.6. Additional Allocations to the County in FY 2024/25 ........................................................ - 105 - 4.7. Allocation of Revenue among the County Departments FY 2024/25 ............................... - 107 - 4.4 Intergovernmental Transfers ................................................................................................... - 110 - 4.8. Equalization Fund .............................................................................................................. - 110 - 4.9. Emerging Issues and Policy Interventions ......................................................................... - 112 - Annex 1: Adherence to Fiscal Responsibility Principles ................................................................ - 116 - vi Annex 2: Statement of Specific Fiscal Risks ................................................................................... - 122 - Annex 4: Expenditure by Programmes ............................................................................................ - 126 - Annex 3: Summary of Expenditure by Programmes ..................................................................... - 139 - Annex 5: Programme outputs, key performance indicators, and the set targets for the FY 2022/23 – 2024/25 period .................................................................................................................................... - 174 - Annex 6: Summary of Public Participation Highlights ................................................................. - 327 - 1.2. Methodology ..................................................................................................................... - 327 - 1.3. Data Collection Method ................................................................................................... - 328 - 1.4. Findings and Data Analysis ............................................................................................. - 328 - vii LIST OF TABLES Table 1: Distribution of County resources ................................................................................................... x Table 2: Key Achievements ......................................................................................................................... 2 Table 3: Strategic interventions ............................................................................................................. - 10 - Table 4: distribution of share of energy sub sector emissions. ........................................................ - 12 - Table 5: strategic interventions.............................................................................................................. - 17 - Table 6: own source revenue performance trend FY 2020/21 to FY 2022/23 ...................................... - 21 - Table 7: Global Economic Performance ........................................................................................... - 24 - Table 8: Sectoral GDP Performance ................................................................................................. - 25 - Table 9: Money and Credit Developments (12 Months to September 2023, Ksh billion) ............. - 29 - Table 10: Fiscal Performance as at 31st December, 2023 ..................................................................... - 34 - Table 11: Actual and Medium-Term Revenue Projections ............................................................. - 35 - Table 12: Cumulative revenue performance for 1st half FY 2023/24 ............................................ - 36 - Table 13: Expenditure performance for the period ending December 2023 ......................................... - 38 - Table 14: County Expenditure FY 2022/23 .......................................................................................... - 39 - Table 15: Fiscal Framework ................................................................................................................. - 41 - Table 16: Legislations ........................................................................................................................... - 44 - Table 17: Enacted Bills awaiting gazettement. ..................................................................................... - 45 - Table 18: Legislations at drafting stage ................................................................................................. - 45 - Table 19: Revenue Projections FY 2024/25 .......................................................................................... - 52 - Table 20: Flagship and other projects funding projections ............................................................. - 58 - Table 21: Summary Budget Allocations for the FY2023/24 – 2026/27................................................ - 60 - Table 22: Summary of Budget Allocations for the FY 2024/25 – 2026/27 .......................................... - 62 - Table 23: Budgeted Development Expenditure as a Percentage of Total County Expenditure ............ - 89 - Table 24: Actual Development as percentage of actual total Expenditure for FY 2022/23 .......... - 90 - Table 25: Expenditure by Economic Classification .......................................................................... - 93 - Table 26: Total own source revenue for the FY 2022/23 ...................................................................... - 95 - Table 27: County Level (Executive) Recurrent Pending Bills to be Provided for FY 2024/25 ............ - 98 - Table 28: County Level (Executive) Development Pending Bills to be Provided for FY 2024/25 ...... - 99 - Table 29:: Ward Level Pending Bills to be provided for in FY 2024/25 .............................................. - 99 - Table 30: Outstanding pension pending bills owed by the County Government ................................ - 102 - Table 31: County Governments‟ Revenue Share (Kshs) ..................................................................... - 105 - Table 32: Additional Allocation to County Government for FY 2024/25 .......................................... - 106 - Table 33: County Government of Bungoma Revenue Allocation ...................................................... - 107 - Table 34: Sector Ceilings .................................................................................................................... - 108 - Table 35: Bungoma County Equalisation Fund Allocation ................................................................. - 111 - Table 36: Performance of Fiscal Responsibility Indicators ................................................................. - 116 - viii LIST OF FIGURES Figure 1: Inflation Rate, Percent........................................................................................................... - 28 - Figure 2: Private Sector Credit ........................................................................................................... - 30 - Figure 3: Short Term Interest Rates, Percent ........................................................................................ - 30 - Figure 4: Foreign Exchange Reserves (USD Million) ...................................................................... - 31 - Figure 5: Kenya Shillings Exchange Rate .......................................................................................... - 32 - Figure 6: Performance of the Nairobi Securities Exchange ............................................................. - 33 - Figure 7: FY 2022/23 Budgeted Development Expenditure as a Percentage of Total County Expenditure - 89 - Figure 8: FY 2022/23 Actual Development Expenditure as a percentage of total Expenditure. . - 91 - Figure 10: Actual Expenditure on Wages and Salaries as percentage of Total expenditure for the FY 2022/23 ............................................................................................................................................ - 94 - Figure 11: County‟s Own-Source-Revenue Performance .................................................................... - 96 - Figure 12: Wages as a Percentage of County Government Revenues .......................................... - 119 - LIST OF CHARTS Chart 1: Revenue Performance 2023/24 1st Half (KSHS) .................................................................... - 37 - ix EXECUTIVE SUMMARY Pursuant to section 117 (1) of the Public Finance Management Act (PFMA) 2012, The County Treasury is mandated to prepare and submit to the County Executive Committee the County Fiscal Strategy Paper for approval and the County Treasury shall submit the approved Fiscal Strategy Paper to the county assembly, by the 28th February of each year and subsequently publish and publicize it not later than seven days after it has been submitted to the County Assembly. Not later than fourteen days after submitting the County Fiscal Strategy Paper to the county assembly, the county assembly shall consider and may adopt it with or without amendments. This County Fiscal Strategy Paper contains information on:  Broad strategies, priorities, and policy goals to be pursued by the County Government (CG) in the medium term.  County outlook on revenues and expenditure projections.  An assessment of the current state of the economy including macroeconomic forecasts.  The financial outlook with respect to Government revenue and expenditures for the next financial year and over the medium term.  The proposed expenditure ceilings for the Sectors, including those of the County Assembly.  Statement of Specific Fiscal Risks. The paper gives a summary of county achievements for the last 2 Financial years, while giving a forecast of what the county will prioritise in the next 3 years. The budget for FY 2024/25 is divided into Development Allocation of Kshs. 4,307,657,232 and Recurrent allocation of Kshs. 10,046,415,519 representing 30 and 70 percent respectively of the total budget Kshs. 14,354,072,751 Economic classification takes the form of ; 1) Non-discretionary expenditures (Personnel Emoluments); this takes first charge and includes payment of statutory obligations such as salaries, pension and others. These expenditures are projected to account for about 45.9% of the Budget. 2) Operations and maintenance make up 22% of the FY 2024/25 budget. 3) Grants are at 11.6% of the total budget. 4) Development expenditure; as already indicated, is 30% of the total budget and is shared out based on the sector plans and priorities and other strategic county considerations. The budget is distributed between the County Executive and County Assembly as follows: Table 1: Distribution of County resources Details Financial Years Approved Original CFSP Projections Budget x Details Financial Years Approved Original CFSP Projections Budget 2023/24 2024/25 2025/26 2026/27 County Executive (Governor) 499,905,378 578,234,882 607,146,626 637,503,957 County CDAs 11,391,293,609 12,615,829,407 13,246,620,877 13,908,951,921 County Assembly 1,051,958,943 1,160,008,462 1,218,008,885 1,278,909,329 Totals 12,943,157,930 14,354,072,751 15,071,776,389 15,825,365,208 xi COUNTY FISCAL STRATEGY PAPER The County Fiscal Strategy Paper (CFSP) is a government policy document that sets out the broad strategic priorities and policy goals to guide the County Government in preparing budgets for the subsequent financial year and over the medium term. In the document, adherence to the fiscal responsibility principles demonstrates prudent and transparent management of public resources in line with the Constitution and the Public Finance Management (PFM) Act, 2012. Pursuant to section 117 (1) of the Public Finance Management Act (PFMA) 2012, The County Treasury is mandated to prepare and submit to the County Executive Committee the County Fiscal Strategy Paper for approval and the County Treasury shall submit the approved Fiscal Strategy Paper to the county assembly, by the 28th February of each year and subsequently publish and publicize it not later than seven days after it has been submitted to the County Assembly. Not later than fourteen days after submitting the County Fiscal Strategy Paper to the county assembly, the county assembly shall consider and may adopt it with or without amendments. In accordance with section 117(2) of PFM Act 2012, the County Treasury has aligned the proposed revenue and expenditure plan to the national financial objectives contained in the National Budget Policy Statement (BPS) for 2024. In this regard, the fiscal policies are geared towards triggering a multiplier effect towards the achievement of the national theme of sustaining bottom – up economic transformation agenda for inclusive growth. The Fiscal strategy paper outlines the county‟s fiscal policies in the context of prevailing macro- economic policies and outlook while articulating the County‟s broad strategic priorities and policies for the fiscal year 2024/2025 and the medium term. The proposed strategic policy priorities for the fiscal year 2024/2025 represent a consultative approach that has taken a keen consideration of the views and opinions of the public, the Commission on Revenue Allocation, and other stakeholders within our County. The ward-based forums were publicized and accorded to all Bungoma citizenry in each of the forty-five (45) wards and their inputs thereof greatly inform the strategic thrust of this Paper. The County Fiscal Strategy Paper contains information on:  Broad strategies, priorities, and policy goals to be pursued by the County Government (CG) in the medium term.  County outlook on revenues and expenditure projections.  An assessment of the current state of the economy including macroeconomic forecasts.  The financial outlook with respect to Government revenue, expenditures and borrowing for the next financial year and over the medium term.  The proposed expenditure ceilings for the Sectors, including those of the County Assembly. 1  Fiscal Responsibility principles and financial objectives over the medium term.  Statement of Specific Fiscal Risks. Details of development priorities have been articulated in the County Integrated Development Plan (2023-2027). This Fiscal Strategy Paper outlines economic policies and structural reforms as well as sector-based expenditure programmes that the county government intends to implement in the medium term to achieve the broader goal of the County government‟s development agenda. The proposed fiscal framework ensures continued fiscal discipline and provides support for sustained growth, broad-based development that benefits all. Key Achievements 2020/21-2022/23 For the 2020/21-2022/23 MTEF period, the key achievement realized in the various sectors include: improved agricultural production as a result of reduced cost of farm inputs; made significant steps towards supporting growth of the dairy sector; improved quality of transport infrastructure; expanded educational infrastructure thereby enabling higher student enrollment and transition rates at both ECDE and Vocational Training Institutes; expansive provision of electricity to urban and rural communities; improved health care service delivery systems resulting in enhanced accessibility, availability and capacity of health services and strengthened the sports sector with the on-going modernization of Masinde Muliro Stadium. Table 2: Key Achievements Sector Sub-sector Key Achievements Agriculture, Agriculture, • Farm Input Support Program where 21,900 vulnerable farmers Rural and Urban Livestock and benefitted from free fertilizer and maize seed. Development Fisheries: • 45000 maize farmers across the county were insured against sector crop losses. • provision of farmer extension services. Lands, Urban and • 5 acres piece of land for construction of Chemche recreation Physical Planning: centre; • 1 acre piece of land for Kapkeke dispensary; 1 acre for construction of Kipsabula dispensary. • 1 acre for construction of Sibembe E.C.D.E. • 1 acre for construction of Khalumuli Dispensary. • 2 plots for construction of Maraka E.C.D.E. • 1 acre for construction of Bishop Wabukala E.C.D.E. Bungoma • Upgrading of Pamuz – Muyayi - Ndengelwa road Municipality • Installation of litter bins in the Municipality Kimilili • Upgrading of Thursday Market-Chetambe area-KIE Road Municipality • Construction Thursday and Monday market • Construction of Bus Park Energy, Energy • 197 solar lights installed, Infrastructure, • 273 solar lights repaired, and ICT sector • 52 high flood mast lights installed. • 2,700 traders sensitized on fair trade practices. • 87 testing equipment calibrated, • 4,635 weighing and measuring equipment verified and stamped. Infrastructure: • 1.3 KMs of urban Roads Upgraded to bitumen. 2 Sector Sub-sector Key Achievements • 23 KMs of rural Roads Opened. • 14 No. Box Culverts (including drifts) Constructed. • 1.3 KMs of pedestrian walkways constructed. 209.8 Kms of ward roads graded and graveled. • 146.2 kms of sub county roads graveled. Housing • Refurbishment of 10 houses. • Comprehensive housing inventory • assessment of county residential houses done. ICT • Networking and LAN installation at Tongaren, Sirisia, Bumula, Mt. Elgon sub counties. • Upgrade of the records management system done. • Upgrading of the server phase III completed. General Trade • County Trade Loan regulations have been forwarded to County Economic and Assembly for approval. Commercial • Kshs. 25,000,000 allocated for Trade Loan, process of affairs sector transferring to Fund Account have been initiated. • Construction of Kamukuywa modern market. Contract awarded and site handed over to the contractor. • identified 2 acres of land for purchase for Chwele Market. Payment process initiated. Cooperatives • 1,000 society members trained against a target of 7,000. • 70 audited societies against a target of 10 • 7 societies registered. Tourism • One tourist site under construction- Kaberwa entry gate at 17% completion rate. Health Health • Increased skilled deliveries to 84.4% from 88.1% the preceding year. • Fully immunized 34,228 children under one year old. • Confirmed 179 health staff from contracts to permanent and pensionable terms; Promoted 373 health staff. • Constructed a 300-bed maternal and child block which is 99% complete. Education Early Childhood • completed eleven ECDE centres; Developed school feeding Development policy and pre-primary policy which are awaiting cabinet approval. • Completed the construction of 11 ECDE classrooms. • Distributed 344M and 180M as scholarship and bursary to 12,727 beneficiaries Training and skill • Confirmed 303 VTC instructors to permanent basis. acquisition • Distributed assorted tools and equipment to various VTC examination centers Public service Public • 9 civic education fora held. management Administration • 380 uniforms purchased for enforcement officers, • 45 uniforms forward officers and • 236 uniforms for village administrators. • all planning and budget documents prepared. • all county staff remunerated 100%; County Assembly • 1 functional website established, • 4 out of 5 project components of the multistory office block were completed. • 80% integrated security system installed. 3 Sector Sub-sector Key Achievements • 4 bills introduced. • 2 regulations passed. Recreation, Youth and sports • Masinde Muliro Stadium renovated /Modernized (Pavilion); Culture and • Completion, equipping and Operationalization of High-altitude Social Protection training center (Hostels) ongoing; Construction of hostels is sector: complete. Yet to be operationalized. • Completion and operationalization of the Maeni Youth Centre (Hall) done, soon to be equipped. Environmental Water • Increased population with access to clean water - 5 boreholes Protection, drilled across the county. Water and Environment • Enhanced forest cover -600,000 tree seedlings planted. Natural • integrated solid waste management services provided in 49 sites Resources countywide. The county will prioritize the following flagship and key transformational projects. County Flagship projects  Establishment of Bungoma county referral (level 5) hospital facility  Comprehensive Agriculture Support Program (Farm Input Support, Extension and Training)  Establishment of an Industrial Park at Sang‟alo  Education Support Program  Housing scheme (affordable housing)  Construction of 3 major dams at Mt. Elgon, Nabuyole and Namasanda. Key projects  Construction of Governor‟s Residence – Mabanga FTC  Construction of Deputy Governor‟s residence – Webuye – behind KMTC  Construction of Executive Office block (Milimani Estate)  Establishment of Chwele Agribusiness - Chwele Market  Construction of Kamukuywa Market  Rolling out of Trade loans  Street Lighting project  Rolling out Disability Fund, Women Fund and Youth Fund 4 I. ACCELERATING COUNTY SOCIO-ECONOMIC TRANSFORMATION AGENDA FOR ECONOMIC RECOVERY AND IMPROVED LIVELIHOODS 1.1. Overview 1. The 2024 CFSP, reaffirms the priority policies and strategies outlined in the Third CIDP 2023-2027 and aligned to the Fourth Medium Term Plan of the Vision 2030. The interventions target five core priority areas namely: i) Agricultural Transformation and Inclusive Growth. ii) Micro, Small and Medium Enterprise (MSME) Economy. iii) Housing and Settlement. iv) Healthcare; and v) Digital Superhighway and Creative Industry. The County Focus for FY 2024/25 is quality education and health for a productive economy. 2. The Kenyan economy in the first half of 2023 remains strong at 5.45 percent. This growth is well above the estimated global and Sub-Saharan African region average of 2.9 percent and 3.3 percent respectively. The economy is projected to expand by 5.5 percent in 2023 and 2024 from 4.8 percent in 2022. This growth outlook will be supported by a broad-based private sector growth, continued robust performance of the services sectors, the rebound in agriculture, and the ongoing implementation of policy measures to boost economic activity in the priority sectors of the BETA. 3. Bungoma County many has economic activities that contribute to the country‟s Gross Value Added (GVA) at an average of 2.1% annually. Some of the most viable sectors in the county‟s economy are education, agriculture, forestry, fishing, public administration and defense, and transport and storage. 4. To ensure food security, housing and settlement, the county will ensure accessibility, equity, and sustainable management of land resource for social and economic development. The county rolled out several interventions among them: free fertilizer and seeds to vulnerable farmers across the county; 40 Ha of dry land/upland rice was established, and 5.4 MT of dry land/upland rice produced; 4 Tons of sorghum and finger millet seed provided; 750 Bags of sweet potato vines distributed and 261 Bags of potato seed distributed in order to bridge the food - 5 - stocks deficit as well as lower and stabilize food prices. As for the housing and settlement, the county is on track to facilitate delivery of affordable houses and enable low-cost housing mortgages through various interventions. 5. To promote achievement of the universal health coverage, the county will leverage on the National Government‟s reformed National Health Insurance Fund to meet the urgent needs of citizens at the bottom of the socioeconomic structure. Further, the county will: Develop Health Infrastructure; Promote Primary Health Care; Promote Universal Health Care; Avail health products and technologies; Enhance referral services; Promote Reproductive, Maternal, New-born, child and Adolescent healthcare; Improve Public health and sanitation management ; Promote school health management; Develop sanitation infrastructure; Promote quality food and water hygiene; Boost disease surveillance; Promote management of neglected tropical diseases and Promote management of non-communicable diseases 6. To foster digital transformation, the county will leverage on the National Government‟s efforts to close the digital divide between urban and rural areas by proving last mile connectivity to 25,000 small towns within proximity of fibre backbone, thereby positioning Kenya to expand the pool of its global digital workforce without requiring physical mobility. The county has already established the Ajiry Center at its Head Quarters. 7. Human capital is one of the drivers of economic transformation. The county plans to impart skills and knowledge to the youth that match the job market. Every subcounty will have all the specialized skills taught in their respective VTCs. This will ensure every youth can excess a skill of choice in his/her respective subcounty. A deliberate effort has been made to boost the labour market through provision of trade loans, BUCOYEF, BUCODEF and BUCOWEF. This is in addition to ongoing investments in Early Childhood Development Education, health, and nutrition to boost human capital development. Through these efforts, county will ignite a sustained economic transformation by raising capital accumulation. 8. On domestic resource mobilization, the county is keen to raise domestic resources to support the implementation of various ongoing programmes. The County Treasury has embarked on redesigning of the taxation policies to make them more supporting to economic activity. This will boost revenue collection from the current Kshs. 1.15 billion in FY 2022/23 to Kshs 1.271 bullion in FY 2023/24. This will be done through the implementation of the Medium-Term Revenue Strategy for the period FY 2023/24 – 2026/27 that will provide a combination of tax administration and policy measures to enhance revenue mobilization. - 6 - 9. All departments must be involved in the strategic revenue enhancement to mobilize more revenue from the streams especially where collectors of revenue are appointed. The migration of all hospital facilities to IFMIS platform and installation of Health Management System will minimize revenue leakages and provide real tine information for management action. 1.2. Core Pillars 1.2.1 Agricultural Transformation and Inclusive Growth 10. Agriculture remains a core pillar for the realization of the Socio-Economic Transformation Agenda‟s aspiration of proving employment and a means of livelihood to the majority of the people. In order to support agricultural production, the county rolled out a farm input support programme that has benefited 21,900 vulnerable farmers across the wards. The county also enjoys and leverages on the National Government‟s reduced cost of fertiliser from Ksh 6,500 to Ksh 2,500; established 40 Ha of dry land/upland rice where 5.4 MT of dry land/upland rice produced in the concluding Financial Year. 11. To achieve efficiency, transparency and accuracy in fertilizer distribution, the National Government enrolled farmers on a digital register, with accurate details of the location and acreage of their agricultural landholding. The database enabled the Government to implement an e-voucher system through which farmers received their fertilizer consignments for planting and top-dressing of maize, tea, coffee, rice, potatoes, cotton, and edible oil crops. The county citizenry were among the beneficiaries of this intervention. 12. Additionally, the county has mainstreamed its agenda to support the National Government‟s nine priority value chains into the budget including those that have the highest potential to impact on the cost of living (maize), increasing exports (tea, dairy, leather), reducing food imports (rice, edible oils, blue economy). 13. Over the medium term, the Government will align all policies under the agriculture sector towards increasing food production, boosting smallholder productivity, and reducing the cost of food. Overall, the strategies under the Agricultural Transformation and Inclusive Growth Pillar will be geared towards: To enhance crop production, productivity, value addition, marketing and incomes; To promote adoption of irrigation technologies for enhanced agricultural - 7 - productivity; To enhance livestock production, productivity, value addition and incomes; To enhance fisheries production, productivity, value addition and incomes 1.2.2 Transforming the Micro, Small and Medium Enterprise (MSME) Economy 14. The Micro, Small and Medium Enterprise (MSME) Economy provides enormous opportunities for Kenya‟s socio-economic transformation especially by providing income opportunities for economically excluded segments of the population including youth, women, persons with disabilities and low-skilled persons, who experience disproportionately high unemployment. 15. In order to support individuals and MSMEs at the bottom of the pyramid, the county citizens have benefited from the National Government‟s Financial Inclusion Fund, or the Hustlers Fund established in November 2022 as an intervention to correct market failure problems at the bottom of the pyramid and to cushion the MSMEs against high cost of credit. The county will roll out trade loans in the medium term to serve the same purpose. 16. Building on the progress made, to support MSMEs, the county will establish an SMI park at Sang‟alo, review and rationalise all business licences, equip and operationalize 5 cottage industries (Namwacha, Bumula, Wamono, Chepkube, Bukembe), establish 1 ultra-modern market at Chwele Market, Equip and operationalize 2 CIDCs (Musakasa, Naitiri) among other interventions. 1.2.3 Housing and Settlement 17. As a core pillar in the Socio-Economic Transformation Agenda, the county is committed to ensuring that the constitutional right to accessible and adequate housing is achieved. For this reason, the county‟s interventions are geared towards provision of affordable, adequate, quality, and accessible housing with proper sanitation for Bungoma county residents. 18. The county is on track to facilitate delivery of affordable houses and enable low-cost housing mortgages. In the medium term, the department intends to: Renovation and refurbishment of county residential houses in Kanduyi; Security fencing of county residential estates; Construction of pathways in esates, electricity connection, water connection and landscaping; Construction of Governors and deputy governors‟ residential house; Construction of county residential houses; Purchase of Nzoia pension Scheme houses; Construction of - 8 - affordable housing scheme; Slum upgrading; provide Mortgage schemes for government employees. 1.2.3 Healthcare 19. In order to deliver Universal Health Coverage, the county has embarked on various interventions to i) Promote Primary Health Care, ii) Halt and reverse communicable and non-communicable ailments, iii) Develop Health Infrastructure iv) Promote Universal Health Care through tapping into the National Insurance Fund that covers all Kenyans, v) install a digital health management information system, and vi) avail medical staff who would deliver Universal Health Coverage. 20. Significant progress has been made in the delivery of the universal health care. Notably, the county will leverage on reforms in the National Health Insurance Fund aimed at actualizing its purpose as a social medical insurance facility. Four new health laws have been enacted by the National Government to strengthen the legal basis for health financing, health service provision and achievement of UHC. These are: i) Social Health Insurance Act, 2023; ii) Primary Health Care Act, 2023; iii) Facility Improvement Financing Act, 2023; and iv) Digital Health Act, 2023. 21. These laws will usher in and guarantee a new era in the provision of healthcare, covering all essential services from preventive, promotive, curative, palliative and rehabilitative services, guaranteeing every Kenyan access to comprehensive and quality care. 22. To increase the availability of human capital in public health sector, the county has scaled up investment in healthcare workforce by converting 179 health staff from contracts to permanent and pensionable terms and promoting 373 health staff. In addition, HR officers have been deployed to sub-county hospitals to ease management of staff. Additionally, the county has benefited from the National Government through its recruitment and deployment of 100,000 community health promoters (CHP) throughout the country. The work of the promoters will include basic preventive and promotive health, health education, basic first aid for the treatment of minor injuries and ailments at the household level and referral for facility-based healthcare. Each community health promoter is allocated 100 homes within their neighborhoods countrywide. The County Government is working closely with the National Government to strengthen the delivery of community health services through payment of stipends for CHPs, on a matching basis of 50:50. - 9 - 23. To further deliver universal health coverage, the county has instituted a paradigm shift to preventive and promotive health rather than curative. The shift will further be strengthened by the promotive services provided by community health promoters at the household units, and integration of preventive services at the primary health care levels. These services will include screening for hypertension, diabetes, and eye conditions; offer the necessary health education on water and sanitation, nutrition and provide community rehabilitation services, among others. These services will be provided through multidisciplinary teams that will be established at the level of the Primary Care networks. 24. Being the County‟s focus for FY 2024/25, it is important to note that the sector‟s planned strategic interventions are as follows; Table 3: Strategic interventions Sector Priorities Strategies Improve access to  Strengthen Policy, Legal and Institutional Framework quality and  Develop Health Infrastructure affordable health  Complete Blood bank at BCRH services  Promote Primary Health Care  Provide Blood Transfusion Services  Promote Universal Health Care  Avail health products and technologies  Enhance referral services  Mainstream cross-cutting issues such as green growth and green economy; climate change; HIV and AIDS; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM); Ending Drought Emergencies (EDE) among others. Halt and reverse  Strengthen Policy, Legal and Institutional Framework communicable  Enhance HIV / AIDS management. and non-  Enhance TB Control and management. communicable  Enhance Malaria control and management. ailments  Promote Reproductive, Maternal, New-born, child and Adolescent healthcare  Improve Public health and sanitation management.  Promote school health management. - 10 - Sector Priorities Strategies  Support market sanitation management.  Develop sanitation infrastructure.  Promote quality food and water hygiene.  Boost disease surveillance.  Promote management of neglected tropical diseases  Promote management of non-communicable diseases  Mainstream cross-cutting issues such as green growth and green economy; climate change; HIV and AIDS; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM); Ending Drought Emergencies (EDE) among others. 1.2.4 Digital Superhighway 25. The County Government recognizes that digital economy is the emerging frontier of opportunity, productivity and competitiveness. In order to support the digital economy, the county government has partnered with Mastercard in rolling out the Ajira Program in Bungoma County. This program is geared toward empowering the community, especially the youth on online opportunities of employment. 1.3. Enablers 26. Attainment of Government‟s Bottom – Up Economic Transformation Agenda will be underpinned by sound and innovative policy and structural reforms targeted at all socio-economic sectors, building efficient infrastructure, climate-change mitigation mechanisms, as well as foster strict compliance with the Constitution and the rule of law. This will create a strong and solid foundation for economic transformation and industrialization as envisaged in the Kenya Vision 2030 and improve the living conditions of all Kenyans. The following enablers will be prioritized to enhance the attainment of the agenda: 1.3.1. Infrastructure 27. Development of critical infrastructure is key to economic growth as well as an enabler to the achievement of the county‟s development agenda. The County Government will continue to intensify county connectivity through investment in water, road and energy infrastructure in order to improve quality of lives; facilitate movement of people and goods; reduce cost of production in order to achieve resilient socioeconomic transformation across the county, enhance linkages with regional, national and international infrastructure master plans to ensure competitiveness, and facilitate cross-border trade and regional integration. - 11 - 1.3.1.1 Water 28. To enhance access to safe water for domestic, irrigation and industrial use, the County has made significant progress by interventions such as; 42 Water schemes constructed; 5 Automations incorporated in water systems and 5 Community boreholes drilled. 1.3.1.2. Roads 29. Over the medium term, the county will prioritize: Development, expansion, modernization and maintenance of sustainable transport infrastructure to facilitate efficient movement of goods and people; ensure compliance with the globally accepted building standards through continuous monitoring and inspection of all public and private works; Strengthen the institutional framework for infrastructure development and accelerating the speed of completion of sector priority project; Develop and sustain access to opportunities in the transport industry. This will open up the rural areas to enable movement of goods and services to accelerate economic growth. 30. The key achievements over the last one year are: 1.3 KM of Urban roads upgraded to bitumen standards; 146.2 KM of Sub County roads graveled; 209.8 KM of Ward roads graded and graveled; 14 Box Culverts Constructed; and 1.3 KMs of pedestrian walkways constructed. 1.3.1.3 E-mobility 31. Kenya‟s movement of goods and people to facilitate economic activities takes place by road, rail, air, or water. The roads sub sector accounts for over 80% of traffic and 76% of freight as per the Kenya Roads Board reports 2018. However, the existing vessels that facilitate the modes of transport heavily rely on fuel as a source of energy to propel. Combustion of fuels is highly associated with excessive emissions of greenhouse gases contributing 67% of Kenya‟s energy related CO2 emissions. This has had serious implications for climate change and air quality. 32. The table below indicates the distribution of share of energy sub sector emissions. Table 4: distribution of share of energy sub sector emissions. Energy Sector Emission in CO2 equivalent Energy Industries 101.30 Manufacturing Industries and Construction 1,412.40 - 12 - Transport 11,253.60 Other Sectors 39.69 Total 16,736.40 Source: GHG Inventory, 2020 33. Transport sector is the largest consumer of petroleum energy products. Introduction of electric mobility now stands out as a solution to mitigate excess emissions in the transport sector which has been rated as the biggest contributor, accounting for an estimated 32% of the emissions. 34. Kenya is determined to lower its greenhouse gas emissions by 32% by 2030. In the realization that Motorcycles comprise the fastest growing form of transport countrywide, the county prioritizes the adoption of electric mobility, or e-mobility, as an intervention of reducing greenhouse gas emissions, to build an electric vehicle industry. 35. The National Government Guidelines, effective as of 1st September 2023, provide an enabling framework that seeks to encourage the uptake and use of electric vehicles (“EVs”) in the country, by addressing the challenge of charging infrastructure. The County through public works unit will leverage on these guidelines to establish mandatory requirements for inclusion of EV charging systems on approval of public installations. 1.3.1.4. Manufacturing Sector 36. Manufacturing sector plays an important role in driving economic growth by promoting and supporting productivity, boosting employment, and enhancing competitiveness of the county through exports. The county‟s value chain approach is expected to revamp the sector and encourage competitiveness and growth of local industries. The county has implemented the following initiatives across the value chains. 1.3.2. Agriculture 1.3.2.1. Crops 37. To promote growth of the agro-processing sector, the county will continue supporting value addition to agricultural produce across the value chains. This will involve processing maize, tea, coffee, sugarcane, potato, edible oil, cotton, fruits and bananas locally in order to obtain more value and create additional jobs and wealth for the citizens. - 13 - 38. In the last one year, seven crops were exported from the county: - avocado, coffee, vegetables, bananas, sugarcane, tea and sweet potato. Notable was that Mt. Elgon coffee brand was developed and marketed. 39. The County Aggregation and Industrial Park (CAIP) to be constructed at Sang‟alo will be a special zone that will provide value addition centres for agricultural products as well as storage facilities. In the meantime, 2 rice milling plants were established at the ATDC-Mabanga and farmer groups, various coffee pulping factories have been rehabilitated and storage capacity expanded as well as operationalization of two coffee processing plants at Musese for Bungoma Cooperative Union and Chesikaki for Mt. Elgon Cooperative Union. 1.3.2.2. Livestock and Fisheries 40. Livestock economy is an integral part to the County‟s plan to improve food security, create jobs and boost exports. To support value chains under the livestock sub-sector, the county targets to double production in the next five years to expand opportunities for farmers. A solid plan that will boost increase in production has been put in place. It includes ongoing establishment of the dairy processing plant at Webuye; distributed milk coolers to 9 dairy cooperative societies; distributed more than 250 dairy heifers and goats; distributed more than 60,000 chicks to poultry farmer groups and 1,400 beehives through NARIGP; Leased the Chwele Chicken Slaughterhouse to a private investor for operationalization; rolled out the subsidized AI services and expanded vaccination activities and operationalized the Chwele Fish Farm. 1.3.2.3. Tea and Coffee Sub-sectors 41. Tea and coffee sub-sectors remain a key sector providing livelihoods to Bungoma citizenry and contributing significantly to foreign exchange earnings. To revitalize the sub-sectors, the county will build on the ongoing efforts including: reforming the legal and policy frameworks; promotion of value addition through provision of processing equipment; export market development and export promotion; and establishment of warehouse for value added tea and coffee in key development markets. 1.3.2.4. Sugar Sub-sector 42. The National Government is currently restructuring public sugar mills, expediting the leasing of five companies for rehabilitation and expansion to boost industry competitiveness before the COMESA sugar safeguards expire. The - 14 - objective includes creating a competitive sector, raising farmers‟ income, and enhancing productivity. As part of the process, the Government has waived Ksh 117 billion non-performing debt for government-owned sugar factories. The county stands to benefit from this plan as it hosts several sugar factories and sugarcane is one of the major cash crops. 1.3.3. The Services Economy 1.3.3.1. Tourism Sector 43. Tourism sector is a critical enabler of the Economic Transformation Agenda in terms of unlocking employment opportunities and generate income. For this reason, the county will continue to implement initiatives targeted at increasing tourist visits in the county to increase the sector contribution to the county‟s economic growth. In this regard, the County Government will map out potential tourism products and sites for development and marketing to attract tourist with focus on job-creation. i. Environment and Climate Change 44. The county remains committed to the provision of a clean, secure, and sustainable environment and adequate safe drinking water and sanitation for all. For this reason, the county will strengthen actions to: Increase access to clean, safe water supply in rural and urban areas; Improve capacity for water resources management (WRM); Mainstream climate change across all county department programmes and projects; Restore and maintain the ecosystems; Promote sustainable use of environment and natural resources (ENR); and improve on the 10% forest cover. 45. The county commits to halt and reverse biodiversity loss, prevent deforestation, combat desertification and restore degraded landscapes in order to achieve land degradation neutrality, implement a global biodiversity framework and enhance the integrity and efficacy of carbon markets. 46. The county‟s forest cover stands at 15.55% which is above the recommended 10% while the tree cover is 21% as at 2019. However, the forests and trees are not evenly distributed hence the need to plant more trees especially to the areas with less cover of both tree and forest. In order to enhance this, the county will continue to implement its Tree Growing Programme as part of the National Government‟s plan to grow 15 billion trees across the country by 2030. - 15 - In the past one year, 600,000 Tree seedlings were planted and nurtured across the county. 47. This programme is expected to contribute to climate change mitigation and adaptation, and employment creation for vulnerable groups and the youth. In addition, the County Government in collaboration with National Government and Development Partners will continue to commit funds towards the National Tree Growing Programme through the Financing Locally-led climate Action (FLLoCA) Program. This will contribute to the protection and conservation of the environment through restoration and rehabilitation of wetlands and ecosystems. 48. In order to sustainably manage waste, the county is working on developing a vibrant circular economy that will transform over 8 million metric tonnes of waste Kenya generates annually into raw material for industrial production. 1.3.4. Education and Training 49. Education and training is a key enabler of the County‟s Economic Transformation Agenda for inclusive growth. For this reason, the county has continued to invest in education to facilitate impartation of the necessary skills and competencies to learners from pre-primary to the tertiary level to enable them effectively to play their part by contributing to the nation building effort, and partake of the dividends of shared prosperity. 50. The County has completed the construction of 11 ECDE classrooms in order to improve the preprimary learning. Development of school feeding policy and pre-primary policy is on course waiting for cabinet approval. 51. Vocational Training Centres has grown exponentially in the number of institutions and enrolment rate because it provides opportunities for youths to acquire employment and entrepreneurship skills. The rapid change in technology and the dynamics of the labour market, require that VTCs link with industries to update skills and training. To address this, the county confirmed 303 VTC instructors to permanent basis in order to facilitate the value of technical and vocational training in the provision of skills, knowledge and competencies. 52. The county department in charge of VTCs carried out quality assessment to all VTC and the report shared with the county assembly of Bungoma and TVETA authority. The gaps identified in the assessment will guide decision-making in the - 16 - future planning of the VTCs. Meanwhile, the sector received an assortment of VTC tools and equipment from a donor in Netherlands and distributed to various VTC examination centres. 53. To address the financing gaps which denied many youth the opportunity to pursue tertiary education, the county is leveraging on the National Governmentt‟s new funding model for higher education and technical and vocational training that guarantees needy students free college studies. The new model for financial support is student-centred and deploys a rigorous, impartial means testing instrument to establish their level of need, which then becomes the primary consideration in allocating scholarships and loans. 54. Information and technology (ICT) is a key factor in the developing world and there is need to leverage technology at all levels of education by developing ICT infrastructure for curriculum and improve digital literacy among teachers, parents, and other stakeholders. Additionally, digital literacy is one of the core competencies that learners are expected to acquire under the CBC and is a key target needed to ensure Kenya‟s industrial development. 55. The county has prioritised the teaching and learning of digital skills, including coding, at the pre-primary school education and VTC institutions. This will prepare students to be competitive in the economy of the future considering the global technological change. 56. Being the County‟s focus for FY 2024/25, it is important to note that the sector‟s planned strategic interventions are as follows; Table 5: strategic interventions Sector Priority Strategies / Interventions To increase  Strengthen Policy, Legal and Institutional Framework enrolment and  Promote child development infrastructure retention of school  Enhance child development support going children  Mainstream cross-cutting issues such as green growth and green economy; climate change; HIV and AIDS; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM); Ending Drought Emergencies (EDE) among others. To enhance skill  Strengthen Policy, Legal and Institutional Framework acquisition  Support VTC Infrastructure Development  Promote skill acquisition for job market  Mainstream cross-cutting issues such as green growth and green economy; climate change; HIV and AIDS; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM); Ending Drought Emergencies (EDE) - 17 - among others. To improve  Strengthen Policy, Legal and Institutional Framework quality of  Support curriculum Implementation education and  Enhance education quality assurance management sustain high  Provide social support services transition rates  Mainstream cross-cutting issues such as green growth and green economy; climate change; HIV and AIDS; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM); Ending Drought Emergencies (EDE) among others. 1.3.5. Women Agenda 57. Gender equality, women empowerment especially representation in decision making and economic empowerment and breaking the silence on Gender Based Violence (GBV) remains key priorities of the Department of Gender. 58. Over the medium term, the department will provide financial support and capacity building support for women through the Bungoma County Women Empowerment Fund (BUCOWEF) for women-led co-operative societies, „chamas‟, merry-go-rounds and table banking initiatives and protect them from predatory interest rates charged by unscrupulous money lenders. Specifically, the department will; i) prioritize Women‟s Economic Empowerment ii) ending GBV and implementation of the Constitutional provisions of Article 81(b) of not more than two thirds of either gender; iii) implement the Gender Policy. 1.3.6. Social Protection 59. Social Safety Nets Programs in Kenya play a pivotal role in reducing poverty, improving social inclusion and enhance economic stability. By providing financial and non-financial support to vulnerable populations, these programs contribute to the well-being and resilience of elderly citizens. For this reason, the Department will continue to develop and expand its social safety nets, addressing coverage gaps, improving targeting, and building administrative capacity will be crucial to achieving the goal of reducing poverty and promoting social inclusion. 60. The department has made significant strides for Persons Living with Disabilities in promoting the welfare and inclusion of persons with disabilities in the county through the Bungoma County Disability Empowerment Fund (BUCODEF). However, challenges such as resource constraints, ensuring that funds are utilized effectively and raising public awareness about the rights of individuals with disabilities continue to be areas of focus and improvement by the - 18 - department. In order to effectively support people with disabilities (PWDs), the department is developing programs designed to provide support for persons with disabilities and their caregivers. The department is also developing a Disability Mainstreaming Policy aligned to the National Disability Policy that seeks to advance the inclusion and participation of persons with disabilities. 61. Street families is one of the impediments to socio-economic developments of the county as potential human capital is wasted in the streets. The County Government will create a well-planned strategy on the rehabilitation of street families to ensure dignified reintegration of persons living in the streets to society. This will be backed by the Childrens‟ policy that the department has in the works. 1.3.7. Sports, Culture and Arts 1.3.7.1. Sports and Arts 62. Sports, Culture and Arts sectors are critical for revenue generation through a sports economy value chain, inclusive growth and employment creation. To realize these benefits, the department continues to facilitate the development of legal framework, and organizational mechanisms to promote the effective and sustainable monetization of all talent in sports and creative economies. 63. To foster talent development, the county government, through the department of sports have developed the Sports Policy. It is intended to support and nurture the talents of the youth, providing them with opportunities to turn their skills and abilities into viable sources of income. This is in tandem with the National Governments Talanta Hela initiative whose end goal is 'pesa mfukoni' or competitive incomes that can sustain livelihoods and reward talent, dedication, discipline, and focus. 64. The County Government in conjunction with the National Government are working on completing the Masinde Muliro Stadium in Kanduyi by incorporating modern training facilities to meet international standards. The department has prioritized the operationalization of the Chemoge High Altitude Centre and the upgrading of Mbakalo and Nalondo Stadiums. 1.3.7.2. Culture - 19 - 65. Culture serves as a critical repository of identity, knowledge, skills and practices, including sustainable solutions to the pressing challenges of our time. Article 11, the Constitution recognizes culture as the foundation of our nation and the cumulative civilization of the Kenyan people and nation. Therefore, the County Government will promote all forms of cultural expression in various forms, including traditional celebrations. The department is finalizing the Culture and Heritage Policy that will ensure promotion and preservation of culture in our county. 1.3.8. Youth Empowerment and Development Agenda 66. Youth empowerment and development is an integral part of the Government‟s Bottom-up Economic Transformation Agenda and essential to the entire plan. For this reason, the County Government, in support of the National Governments agenda, will provide education and engagement opportunities that are aimed at empowering the youth to drive socio-economic development and foster a generation of informed, responsible, and empowered citizens. This comprehensive approach is essential for building a more inclusive and prosperous future. 1.3.9. Governance 67. Corruption, wastage, inefficiency and negligence are serious threats to transformation agenda, and unacceptable practices that have no place in the County. To address these challenges, the County Government will continue to scale-up the implementation of the provisions of the Kenya 2010 Constitution, strengthen the rule of law, and ensure respect for human rights. As part of the process, the County Government will work closely with various institutions that are mandated to fight corruption and implement reforms on good governance. 1.3.9.1. Public Service Transformation 68. The County has one of the finest human capital with huge potential to drive socio-economic transformation envisaged under the County Integrated Development Plan 2023-2027. For this reason, the County Government will continue to transform public service to make it more responsive to people‟s needs. This will guarantee high levels of productivity, good governance, diligence and excellent performance. 69. In order to improve human resource management, the County Government has developed a Human Resource Management system and Record Management - 20 - System. This has promoted better personnel management and increased work ethic. The County Government intends to upgrade personnel management by incorporating radio frequency identification (RFID) component on the records management system. 1.3.9.2. Strengthening Leadership Accountability and Depersonalizing Politics 70. The County Government has implemented various initiatives and strategies to strengthen leadership and governance. These efforts are aimed at enhancing transparency, accountability and leadership effectiveness. Specifically, the County Government has been engaging public participation in decision-making processes. This includes public consultations and other forums for citizens to engage and hold the Government accountable. Additionally, efforts have been made to improve the efficiency and professionalism of the officers. This includes hiring, training, and performance evaluation of County Government officers. 1.4. Medium Term Revenue Strategy 71. The need for County Governments to generate own source revenue is a key principle of Kenya‟s devolution, contained in Article 175(b) of the Constitution of Kenya, 2010. The Constitution allows Counties to impose: Property rates; Entertainment taxes; Charges for services they provide; and any other tax or licensing fee authorized by an Act of Parliament. 72. Bungoma County Government has been projecting Own-source revenue over the years to finance the medium-term programmes. However, the projection require policy guidance to ensure stability in revenue decisions. 73. The Own source revenue has been experiencing a gradual growth over the medium term and it requires implementation of revenue strategies in areas of Land rates, cess and improvement of Health Facilities infrastructure. The county is focused by constituting the Cess committee and the (CBEF) as well as putting in place a robust health management system including various revenue administrative laws as tools to improve revenue collection. A consistent positive deviation has however been realized over the medium-term averaging at an annual growth rate of 17% as indicated in the table below. The trend is significantly attributed to improved collection from county health facilities, property taxes and corporate cess remittances. Table 6: own source revenue performance trend FY 2020/21 to FY 2022/23 - 21 - Revenue type FY 2020/21 FY 2021/22 FY 2022/23 FY FY Two year Actual OSR Actual OSR Actual OSR 2021/22 2022/23 average Collection Collection Collection OSR OSR Growth (Ksh) (Ksh) (Ksh) Growth Growth Rate Rate Rate Local 395,118,238 368,035,218 379,219,866 -7% 3% -2% Revenue AIA 363,129,898 615,261,490 648,089,121 69% 5% 37% Total OSR 758,248,135 983,296,708 1,027,308,987 30% 4% 17% 1.4.1. Objectives of Medium-Term Revenue Strategy 74. The objectives of the Medium-Term Revenue Strategy (MTRS) are to: Improve efficiency in revenue administration though digitization of services; Enhance tax-payer compliance and expand the tax base. The implementation of MTRS is expected to: Raise own source revenue to 10 percent of the County total receipts annually; Digitization of revenue services with complete migration to cashless revenue payments; Foster self-compliance in remittance of taxes. 1.4.2. Highlights of Specific Revenue Mobilization Measures 75. The County Government has put in place a raft of revenue administrative and system reform measures to sustain the positive trend including: i) Operationalization of relevant pieces of legislation to inform administration of various fees and charges. These include eight revenue administrative bills, Housing Policy, and two municipality valuation rolls. The department of Revenue has substantive legislation in the following areas. ii) Ensure that all reporting templates on revenue matters are configured in the system to have real time reporting so that any challenge is addressed timely. iii) To fast track the development of market traders register to operationalize the tax incentives including tax holidays to resident registered traders. iv) The county attorney to closely work with the Law courts administration with a view of setting up an express special court for prosecution of defaulters of fees owed to the County Government. v) Ensuring all County health facilities operations migrate to IFMIS/E- Procurement/ IB platform to minimize revenue leakage and wastage of resources through spending at source. vi) Integrating the BARMS system with other systems including Banks, NTSA, Business registrar, IPPD among others to develop a comprehensive business register for easier tracking of tax compliance. - 22 - vii) Undertaking continuous on-job trainings for revenue staff on their relevant fields to improve their competence, taxpayer education strategy through stakeholders‟ meetings and sensitization. viii) Fully decentralize Revenue collection and administration to the ward and village level with clear mapping of revenue points in line with the County Executive order No.1 of 2022. ix) Consider framework contracting for repairs and maintenance of existing Revenue vehicles and periodically purchase of new vehicles to support supervision and collection of revenue. x) To ensure all collectors of revenue are set on revenue performance target and assessed on monthly basis for prompt action. 76. The MTRS will be implemented within a three-year period beginning from FY 2024/25 to FY 2026/27. Revenue administrative reforms will be implemented through the County Finance Acts and relevant revenue administrative laws. - 23 - II. RECENT ECONOMIC DEVELOPMENTS AND MEDIUM- TERM OUTLOOK 2.1 Overview 77. The global economy is projected to slow down to 3.0 percent in 2023 and 2.9 percent in 2024 from 3.5 percent in 2022 which is below the historical (2000– 2019) average of 3.8 percent. This is attributed to the challenges arising from global supply chain disruptions due to the prolonged Russia -Ukraine conflict, elevated global interest rates on account of inflationary pressures limiting access to credit and exacerbating debt servicing costs; and significant losses and damages due to frequent extreme weather events increasing fiscal pressures (Table 7). Table 7: Global Economic Performance Source: IMF World Economic Outlook, October 2023. *National Treasury Projection 78. The geopolitical fragmentation arising from the Israeli-Palestinian conflict and elevated global oil prices on account of supply cuts by major oil exporters particularly Saudi Arabia and Russia could weigh on the global economic outlook. 79. Advanced economies are projected to record a slower growth of 1.5 percent in 2023 and 1.4 percent in 2024 from 2.6 percent in 2022 mainly driven by lower growth in the Euro Area due to aggressive monetary policy tightening. 80. Growth in the emerging market and developing economies is projected to decline relatively modestly, from 4.1 percent in 2022 to 4.0 percent in both 2023 - 24 - and 2024, although with notable shifts across regions. In sub-Saharan Africa, growth is projected to decline to 3.3 percent in 2023 from 4.0 percent in 2022 reflecting worsening climate change related shocks, inflationary and exchange rate pressures, and domestic supply issues, including, notably, in the electricity sector. Growth in the region is expected to rebound to 4.0 percent in 2024, picking up in four fifths of the sub-Saharan Africa‟s countries, and with strong performances in non-resource intensive countries. 2.2 Domestic Economic Developments 81. The Kenyan economy in 2022 demonstrated resilience in the face of severe multiple shocks that included the adverse impact of climate change, lingering effects of COVID-19, global supply chain disruption and the impact of Russia- Ukraine conflict. As such, the economic growth slowed down to 4.8 percent in 2022 from 7.6 percent in 2021 but broadly aligned with the pre-pandemic decade average of 5.0 percent (Table 8). This growth was largely supported by the robust growth of service sectors, particularly transport and storage, financial and insurance, information and communication, and accommodation and food services sectors. However, the agriculture sector contracted by 1.6 percent due to the adverse weather conditions that affected reduction of crops and livestock. Table 8: Sectoral GDP Performance - 25 - Source of Data: Kenya National Bureau of Statistics. 82. Despite the challenging environment, the Kenyan economy is demonstrating resilience with growth performance well above the global and SSA average. In the first half of 2023, the economic growth averaged 5.4 percent (5.5 percent Q1 and 5.4 percent Q2). This growth was primarily underpinned by a rebound in the agricultural activities and a continued resilience of service sectors. All economic sectors recorded positive growths in the first half of 2023, though the magnitudes varied across activities. 83. The County‟s contribution to the country‟s Gross Value Added in 2022 was 2.1% up from 2.0% in 2021. The Nominal Gross County Product (GCP) growth rate was 3.7 % in 2022 while the GCP per capita in 2022 was 145,439 up from 130,006 in 2021. 84. The county‟s average growth in real GCP relative to total economy‟s growth in Gross Value Added was 4.6% in the period 2018-2022. 85. Agriculture: In the first half of 2023, the agriculture sector rebounded strongly following improved weather conditions and the impact of fertilizer and seed subsidies provided to farmers by the Government. The sector grew by 6.0 percent in the first quarter and 7.7 percent in the second quarter. The strong performance was reflected in enhanced production, especially of food crops that led to significant increase in exports of tea, coffee, vegetables, and fruits. 86. The County contributed significantly to the agricultural Gross Value Added at 3.7% in 2022. In the same period, Agriculture contributed 21% to the GDP hence had a significant influence on the overall economic performance. 87. Services: The services sector continued to sustain strong growth momentum in the first half of 2023 growing by 6.0 percent in the first quarter and 5.9 percent in the second quarter. The robust performance was reflected in the notable growth of information and communication (driven by increases in wireless internet and fiber-to-home subscriptions), wholesale and retail trade, accommodation, and food services (driven by recovery in tourism), transport and storage, financial and insurance (due to strong private sector credit growth and lending to the government) and real estate (supported by sustained expansion of the construction industry). 88. Services in the county include all economic activities except agriculture, forestry, fishing, industry, construction, electricity, and water supply. The county‟s services contributed 1.7% to the country‟s GVA in 2022. - 26 - 89. Industry: In the first half of 2023, the industrial sector recorded lower growths of 2.5 percent in the first quarter and 1.8 percent in the second quarter compared to growths of 4.4 percent and 4.2 percent, respectively in similar quarters in 2022. The slowdown in growth was mainly reflected in manufacturing, and electricity and water supply sub-sectors. Activities in the manufacturing sector, which accounts for nearly half of the industrial sector output, was hampered by a decline in the manufacture of both food (particularly sugar production) and non-food products while electricity sub-sector slowed down due to a notable decrease in electricity generation from all sources, except geothermal. 90. The county contributed 0.9% to the manufacturing sector over the period 2018-2022. The county‟s contribution to other industry activities excluding manufacting, was 0.8%. Inflation outcomes 91. Inflation had remained above the Government target range of 5±2.5 percent from June 2022 to June 2023. To anchor inflation expectations, the Monetary Policy Committee (MPC) gradually raised the policy rate (Central Bank Rate (CBR)) from 7.50 percent in May 2022 to 10.50 percent in June 2023 and further to 12.50 percent in December 2023. The tightening of the monetary policy was to address the pressures on the exchange rate and mitigate second round effects including from global prices. This will ensure that inflationary expectations remain anchored, while setting inflation on a firm downward path towards the 5.0 percent mid-point of the target range 92. Consequently, inflation eased gradually to 6.8 percent in November 2023 from a peak of 9.6 percent in October 2022 and has been within the target range for the five months of FY 2023/24. However, inflation has remained sticky in the upper bound of the Government‟s target range since July 2023. The easing of inflation was also supported by lower food prices. 93. Food inflation remained the dominant driver of overall inflation in November 2023. However, it declined to 7.6 percent in November 2023 from a peak of 15.8 percent in October 2022 supported by general decline in international food prices, government interventions through zero rating of select food commodities, and improved weather conditions that enhanced production of fast- growing food items, thus moderating their prices. Nonetheless, sugar prices remained elevated driven by domestic and global factors. - 27 - 94. Fuel inflation remained elevated reflecting the impact of the rise in international oil prices. It increased to 15.5 percent in November 2023 from 11.7 percent in November 2022. The increase reflects the impact of higher international oil prices, depreciation in the shilling exchange rate and gradual withdraw of the fuel subsidize from September 2022 and the upward adjustment of electricity tariff from April 2023. In addition, the upward adjustment of VAT on petroleum product in July 2023 from 8.0 percent to 16.0 percent to eliminate tax credits from the sector exacted upward pressures on prices. However, prices of cooking gas continued to decline and moderated inflation reflecting the impact of the zero- rating of VAT on liquefied petroleum gas (LPG). 95. Core (non-food non-fuel) inflation remained stable at 3.3 percent in November 2023, from a peak of 4.4 percent in March 2023. The decline is attributed to the tight monetary policy and muted demand pressures. Figure 1: Inflation Rate, Percent Source of Data: Kenya National Bureau of Statistics Monetary and Credit Developments 96. Broad money supply, M3, grew by 19.5 percent in the year to September 2023 compared to a growth of 6.1 percent in the year to September 2022 (Table 9). The primary source of the increase in M3 was an improvement in the Net Foreign Assets (NFA) of the banking system and resilient domestic credit. The - 28 - increase in NFA mainly reflected the improvement in commercial banks‟ foreign assets. 97. Net Domestic Assets (NDA) registered a growth of 10.9 percent in the year to September 2023, compared to a growth of 17.6 percent over a similar period in 2022. The growth in NDA was mainly supported by an increase in domestic credit particularly resilient private sector credit and net lending to government. Growth of domestic credit extended by the banking system to the Government declined to a growth of 16.0 percent in the year to September 2023 compared to a growth of 19.8 percent in the year to September 2022. Table 9: Money and Credit Developments (12 Months to September 2023, Ksh billion) Source of Data: Central Bank of Kenya 98. Growth in private sector credit from the banking system remained resilient partly reflecting improving business conditions and demand for working capital. Credit advanced to the private sector grew by 12.2 percent in the year to September 2023 compared to a growth of 12.9 percent in the year to September 2022 (Figure 2). Improved credit expansion was registered in various sub-sectors that include finance and insurance, manufacturing, agriculture and transport and communication. However, there were fluctuations in the Monthly (month on month) credit flows to the private sector which amounted to Ksh 47 billion in September 2023 compared to Ksh 52.4 billion in September 2022. - 29 - Figure 2: Private Sector Credit Source of Data: Central Bank of Kenya Interest Rates Developments 99. Reflecting the tight monetary policy stance and liquidity conditions in the money market, interest rates increased in the year to November 2023. The interbank rate increased to 11.4 percent in November 2023 compared to 4.6 percent in November 2022 while the 91-day Treasury Bills rate increased to 15.4 percent compared to 9.2 percent over the same period (Figure 3). The introduction of the interest rate corridor, in August 2023, is expected to align the interbank rate to the Central Bank Rate and thereby improve the transmission of the monetary policy. Figure 3: Short Term Interest Rates, Percent - 30 - Source of Data: Central Bank of Kenya 100. Commercial banks average lending and deposit rates increased in the year to September 2023 in tandem with the tightening of the monetary policy stance. The average lending rate increased to 14.0 percent in September 2023 from 12.4 percent in September 2022 while the average deposit rate increased to 8.6 percent from 6.8 percent over the same period. Consequently, the average interest rate spread declined to 5.3 percent in September 2023 from 5.6 percent in September 2022. Foreign Exchange Reserves 101. The banking system‟s foreign exchange holdings remained strong at USD 13,968.3 million in September 2023, an improvement from USD 11,337.4 million in September 2022. The official foreign exchange reserves held by the Central Bank stood at USD 7,651.8 million compared to USD 7,787.5 million over the same period (Figure 2.5). Commercial banks holdings improved to USD 6,316.5 million in September 2023 from USD 3,549.9 million in September 2022. 102. The official reserves held by the Central Bank in September 2023 represented 4.1 months of import cover as compared to the 4.4 months of import cover in September 2022. It, however, fulfilled the requirement to maintain it at a minimum of 4.0 months of imports cover to provide adequate buffer against short- term shocks in the foreign exchange market. Figure 4: Foreign Exchange Reserves (USD Million) - 31 - Source of Data: Central Bank of Kenya Exchange Rate Developments 103. Kenya like several other countries is experiencing foreign exchange challenges due to the rise of US interest rates. In November 2023, the Kenya Shilling weakened by 24.7 percent against the US Dollar, 31.9 percent against the Sterling Pound and 32.2 percent against the Euro, compared to a similar period in 2022. 104. The Kenya Shilling exchanged at an average of Ksh 152.0 in November 2023 compared to an average of Ksh 121.9 in November 2022. Against the Euro, the Kenya shilling weakened to exchange at Ksh 164.2 in November 2023 compared to Ksh 124.2 in November 2022 while against the Sterling Pound the Kenyan Shilling also weakened to exchange at Ksh 188.6 compared to Ksh 143.0, over the same period (Figure 5). The Kenyan Shilling was supported by increased remittances, adequate foreign exchange reserves and strong exports receipts. Figure 5: Kenya Shillings Exchange Rate - 32 - Source of Data: Central Bank of Kenya Capital Markets Developments 105. Activity in the capital markets slowed down in November 2023 compared to November 2022 as advanced economies tightened their monetary policy amid inflationary pressures. The NSE 20 Share Index declined to 1,496 points in November 2023 compared to 1,638 points in November 2022 while Market capitalization declined to Ksh 1,436 billion from Ksh 1,971 billion over the same period (Figure 6). Figure 6: Performance of the Nairobi Securities Exchange Source of Data: Nairobi Securities Exchange 106. In the domestic secondary bond market, bonds turnover declined by 16.1 percent to Ksh 644.86 billion in September 2023 from Ksh 768.84 billion in September 2022. In the international market, yields on Kenya‟s Eurobonds decreased by 106.8 basis points at the end of September 2023. 2.3 Fiscal Performance - 33 - 107. The budget execution during the first half of FY 2023/24 picked up on a slow pace affecting collections from major revenue streams including property development fees, business licenses and public transport fees and charges. The total revenue recorded a shortfall of Kshs 3.32 billion with equitable Share from National Government missing the December target by Kshs. 1.78 billion, local revenue by Kshs. 303.70 million, Appropriation in Aid recording a shortfall of Kshs. 287.41 million, Grants from both the national Government and development partners by 876.8 million and Funds by 79.4 million. Revenue performance is anticipated to improve over the course of the fiscal year, mainly supported by the improved revenue administration, improvement in business environment, tax policy measures and enhanced revenue administration by the County Treasury. 108. Similarly, overall expenditures were below target by Ksh 3.70 billion in December 2023 on account of below target disbursements towards; recurrent expenditures by Ksh 1.19 billion, development expenditure by Ksh 2.40 billion, and County Governments by Ksh 876.8 million. The below target performance in expenditures is largely explained by the shortfalls in revenue performance (Table 10). 109. The Government has embarked on expenditure rationalization and prioritization to ensure that expenditures are on the most impactful programmes that yield the highest welfare benefits to the citizens. This will ensure sustainable fiscal position in the FY 2024/25 and the medium term and reaffirm the County Government‟s commitment to its fiscal consolidation plan and to prudent fiscal management in general. Table 10: Fiscal Performance as at 31st December, 2023 Revenue type Dec-22 2023/24 Ksh. Prel Actual Target Prel. Actual Deviation A. Total Revenue including External 5,730,818,33 7,735,047,80 4,412,505,92 (3,322,541,880 Grants 6 4 4 ) Total Revenue 1+2 5,464,559,86 6,202,767,68 4,123,885,14 (2,078,882,545 9 8 3 ) (1) Equitable share 5,329,717,59 5,768,666,95 3,993,493,39 (1,775,173,561 6 2 1 ) (2) Own source revenue: As per Finance 134,842,273 434,100,736 130,391,752 (303,708,984) Act (3) Own source revenue: AIA 266,258,467 576,035,692 288,620,781 (287,414,911) (4) Funds 0 79,404,106 - (79,404,106) (5) Conditional grants – National - 403,695,432 - (403,695,432) Government - 34 - Revenue type Dec-22 2023/24 Ksh. Prel Actual Target Prel. Actual Deviation (6) Conditional grants – Development - 473,144,886 - (473,144,886) partners B. Total Expenditure 3,932,096,79 7,735,047,80 4,033,964,88 (3,701,082,918 3 6 8 ) 1. Recurrent Expenditure 3,575,263,63 4,347,409,97 3,150,711,42 (1,196,698,553 4 7 4 ) 2. Development Expenditure 356,833,159 2,753,149,88 346,491,606 (2,406,658,283 9 ) 3. County Assembly 464,012,093 634,487,940 536,761,858 (97,726,082) 4. Emergency Fund 10,762,777 50,000,000 - (50,000,000) C. Balance Exclusive of Grants - D. Grants 574,402,521 876,840,318 39,439,563 (837,400,755) E. Balance inclusive of Grants - Discrepancy - F. Total Financing 5,730,818,33 7,735,047,80 4,412,505,92 (3,322,541,880 6 4 4 ) 2.4 Revenue Performance 110. The total Own source Revenue collection From July to December 2023 amounted to Ksh. 419,012,533 comprising of Ksh. 130,391,752 and Ksh. 288,620,781 from local revenue and Ministerial Appropriation in Aid (AIA) respectively; indicating a decline of 2.97 percent compared to the same period in 2022. The decline in local revenue was attributed to closure of sugarcane factories for maintenance which disrupted the collection of Cess, whereas the AIA collection was affected by delay in supplies of essential commodities to facilities due to untimely remittance of the NHIF Funds as illustrated by table 2.5 and 2.6 (details the revenue performance by sources). 111. Annual targeted Local revenue in the FY 2022/2023 was Kshs 700,000,000 and the Annual Actual collected for the same period was Kshs 379,219,866 resulting in an under collection of Kshs 320,780,134. Thus, 45% below target. Ministerial A-I-A amounted to Kshs 797,606,548 against a target of Kshs 698,524,891 and this was above target by Kshs 99,081,657 which represents (14 percent) above target. The cumulative collection was Kshs. 1,177,322,906 against a target of Ksh. 1,398,524,891, with total shortfalls recorded in revenues of Kshs 221,201,985 in the year. Table 11: Actual and Medium-Term Revenue Projections Actuals Base Year Projections - 35 - FY 2020/21 2021/22 2022/23 2023/24 1st 2024/25 2025/26 2026/27 half Actual Receipts (Kshs) (Kshs) (Kshs) (Kshs) (Kshs) (Kshs) Land rates 12,852,382 27,121,443 24,934,080 24,934,080 26,254,265 27,566,978 28,945,327 Single Business Permit 60,422,843 85,067,740 74,418,765 16,176,170 82,347,793 86,465,183 90,788,442 Cess 22,055,708 32,536,824 53,460,955 5,649,785 31,496,495 33,071,320 34,724,886 Markets and slaughter 41,895,177 47,837,695 29,499,820 20,776,502 47,760,708 50,148,743 52,656,181 house fees Bus Park and street 62,726,933 57,963,585 70,343,018 37,101,460 56,110,263 58,915,776 61,861,565 Parking fees Other Revenue sources 111,027,106 144,590,951 126,563,228 46,806,112 173,718,470 182,404,394 191,524,613 Total -Local Revenue 310,980,149 395,118,238 379,219,866 130,391,752 417,687,994 438,572,394 460,501,013 AIA 466,477,712 363,129,898 775,882,124 288,620,781 820,252,892 861,265,537 904,328,813 Grand Total 777,457,861 758,248,135 1,155,101,990 419,012,533 1,237,940,886 1,299,837,930 1,364,829,827 Source: County Treasury Table 12: Cumulative revenue performance for 1st half FY 2023/24 Revenue Type 2023/24(as at 2022/23 (as at 2021/22 (as at Variance (A-B) Variance (A-C) st st 31st 31 December) B 31 December) December) A C Local revenue 130,391,752 134,842,273 122,206,540 -4,450,521 8,185,212 AIA 288,620,781 297,000,539 305,720,060 -8,379,758 -17,099,279 Total 419,012,533 431,842,812 427,926,600 -12,830,279 -8,914,067 Source: County Treasury - 36 - Chart 1: Revenue Performance 2023/24 1st Half (KSHS) Source: County Treasury 112. The under collection of revenue of 6.5% is attributed to disruption in global trade with increased fuel, fertilizer, food prices, inadequate market support infrastructure and incomplete enabling revenue administrative legislation. However, Revenue performance is anticipated to improve over the course of the fiscal year, mainly supported by the improved revenue administration by the County Treasury. 2.5 Expenditure Performance 113. Total expenditure for the period ending December 2023 amounted to Ksh 4.03 billion against a revised half year target of Ksh 7.52 billion, representing an under spending of Ksh 2.39 billion (31.7% deviation from the revised budget) as highlighted in table 13. The shortfall in spending was attributed to low own source revenue and late remittance of equitable share from the national government. 114. The recurrent expenditure was Kshs. 3.66 billion (including Kshs. 512.014 million spending by County Assembly) against a target of Kshs. 4.91 billion, representing an under-spending of Kshs. 1.25 billion representing 25.4 percent - 37 - underspending. The recurrent spending was below target mainly due poor collection of Own source revenue and late disbursement of equitable share by the National government. Equitable share received was less by kshs 1.56 billion. 115. Development expenditure amounted to Ksh 371.23 million against a revised target of Ksh 2.82 billion, translating to a shortfall of Ksh 2.44 billion. This was on account of low absorption of development projects funded by grants from development partners that was less by Ksh. 876.84 million and late disbursement of equitable share from the National Government. Both the National Government and Development partners grants are mostly disbursed to the county after closure of the Financial Year. Annex 4 highlights the sectors expenditure per porgramme the for the period ending December 2023. Table 13: Expenditure performance for the period ending December 2023 MINISTRY/DEPARTM ALLOCATION 2023/24 EXPENDITURE 2023/24 ENT RECURRE DEVELOPME TOTAL TOTAL DEVELOPME TOTAL NT NT RECURRE NT EXPENDITU NT RE Agriculture, livestock, 376,799,932 967,204,745 1,344,004,67 138,625,974 62,695,690 201,321,664 fisheries and co-op 7 development Tourism and 373,476,842 212,399,464 585,876,307 131,880,746 11,756,279 143,637,025 environment Water and natural 61,605,249 209,642,145 271,247,394 24,046,892 40,776,578 64,823,470 resource Roads and Public 113,463,594 1,128,278,320 1,241,741,914 48,245,365 80,394,277 128,639,642 works Education 1,235,580,113 459,102,000 1,694,682,113 503,817,029 20,110,018 523,927,047 Health 3,632,696,2 471,032,651 4,103,728,88 1,124,404,17 21,319,804 1,145,723,976 35 6 2 Sanitation 2,017,430 15,358,366 17,375,796 - - - Trade, energy and 55,931,358 807,343,241 863,274,599 23,712,757 46,005,515 69,718,272 industrialization Land, Urban and 47,096,564 48,960,108 96,056,672 15,140,167 6,880,000 22,020,167 Physical Planning Bungoma Municipality 43,099,914 242,675,248 285,775,162 8,975,549 - 8,975,549 Kimilili Municipality 44,855,505 191,846,979 236,702,484 9,175,051 20,754,740 29,929,791 Housing 29,811,174 206,500,100 236,311,274 7,649,142 - 7,649,142 Gender, Culture, Youth 110,599,541 130,355,588 240,955,129 45,904,483 35,798,705 81,703,188 and Sports County Assembly 1,132,238,23 136,737,650 1,268,975,88 512,014,998 24,746,860 536,761,858 0 0 Finance and Planning 1,174,255,85 336,594,760 1,510,850,610 556,638,09 - 556,638,099 0 9 County Public Service 48,352,554 14,500,000 62,852,554 14,847,065 - 14,847,065 Board Governor’s 445,731,698 - 445,731,698 229,993,503 - 229,993,503 D/Governor’s office 27,336,583 - 27,336,583 10,115,950 - 10,115,950 - 38 - MINISTRY/DEPARTM ALLOCATION 2023/24 EXPENDITURE 2023/24 ENT RECURRE DEVELOPME TOTAL TOTAL DEVELOPME TOTAL NT NT RECURRE NT EXPENDITU NT RE Public Administration 842,244,09 51,713,240 893,957,337 245,408,367 - 245,408,367 7 Sub County 6,000,000 - 6,000,000 3,612,769 3,612,769 County Secretary 23,865,720 12,792,823 36,658,543 8,518,344 - 8,518,344 TOTALS 9,827,058,1 5,643,037,428 15,470,095, 3,662,726,4 371,238,466 4,033,964,88 84 611 22 8 Source: County treasury 116. Total expenditure in the FY 2022/23 amounted to Ksh 12.75 billion against a revised target of Ksh 14.84 billion, representing an under spending of Ksh 2.09 billion (14.08 % deviation from the revised budget) as indicated in table 14. The shortfall in spending was attributed to low own source revenue and late remittance of equitable share from the national government and low absorption of development projects funded by grants from development partners due to late disbursement of the funds to the county by the donors. 117. The recurrent expenditure was Kshs. 9.93 billion (including Kshs. 1.17 billion spending by County Assembly) against a target of Kshs. 10.37 billion, representing an under-spending of Kshs. 446.47 million. The recurrent spending was below target mainly due poor collection of Own source revenue and late disbursement of equitable share by the National government. Equitable share received was less by kshs 861 million. 118. Development expenditure amounted to Ksh 2.82 billion against a revised target of Ksh 4.45 billion, translating to a shortfall of Ksh 1.62 billion. This was on account of lower absorption of projects financed by grants that was less by Ksh. 950.13 million from the National Government and Development partners which are mostly disbursed to the county after closure of the Financial Year. Table 14: County Expenditure FY 2022/23 MINISTRY/DEPARTM ALLOCATION 2022/23 ACTUAL EXPENDITURE 2022/23 ENT RECURREN DEVELOPME TOTAL TOTAL DEVELOPME TOTAL T NT RECURRE NT EXPENDITU NT RE Agriculture, livestock, 452,353,687 779,785,147 1,232,138,834 432,462,78 770,036,212 1,202,499,000 fisheries and co-op 8 development Tourism and 295,041,980 141,885,107 436,927,087 293,755,40 18,345,385 312,100,791 environment 6 Water and natural 83,308,234 231,455,987 314,764,221 78,899,919 227,011,063 305,910,982 resource Roads and Public 170,701,922 966,656,933 1,137,358,855 169,717,456 869,160,607 1,038,878,063 works - 39 - Education 1,606,628,77 233,631,139 1,840,259,91 1,572,161,125 188,299,642 1,760,460,767 6 5 Health 3,433,189,44 168,665,103 3,601,854,54 3,203,633,8 165,719,280 3,369,353,134 5 8 54 Sanitation 1,715,044 23,311,814 25,026,858 1,352,886 6,777,266 8,130,152 Trade, energy and 64,762,186 224,111,671 288,873,857 61,310,196 75,469,481 136,779,677 industrialization Land, Urban and 66,424,611 57,707,653 124,132,264 56,523,340 15,821,324 72,344,664 Physical Planning Bungoma 35,988,591 316,837,089 352,825,680 33,940,702 2,339,915 36,280,617 Municipality Kimilili Municipality 37,715,833 568,200,948 605,916,781 36,522,084 1,194,559 37,716,643 Housing 35,039,574 173,055,072 208,094,646 34,595,802 38,179,164 72,774,966 Gender, Culture, 142,142,657 200,208,504 342,351,161 139,867,616 144,558,160 284,425,776 Youth and Sports County Assembly 1,187,560,39 106,793,185 1,294,353,57 1,176,738,00 68,711,338 1,245,449,346 4 9 8 Finance and Planning 1,486,716,44 155,867,884 1,642,584,33 1,420,911,54 153,131,111 1,574,042,651 6 0 0 County Public Service 54,046,205 10,000,000 64,046,205 48,132,805 3,346,658 51,479,463 Board Governor’s 540,919,144 - 540,919,144 531,907,953 0 531,907,953 D/Governor’s office 13,391,322 - 13,391,322 12,751,463 0 12,751,463 Public Administration 528,420,396 8,422,621 536,843,017 487,987,55 8,422,621 496,410,180 9 Sub County 10,971,617 - 10,971,617 8,978,245 0 8,978,245 County Secretary 131,817,115 79,287,580 211,104,695 130,230,004 63,996,757 194,226,761 TOTALS 10,378,855,1 4,445,883,438 14,824,738,6 9,932,380,7 2,820,520,543 12,752,901,29 79 16 51 4 Source: County treasury 2.6 Fiscal Policy 119. Going forward into the medium term, the County Government will continue with its revenue mobilization and expenditure prioritization policy geared towards economic transformation. This will support sustained, rapid, and inclusive economic growth, safeguard livelihoods and continue with the fiscal consolidation programme, thus creating a fiscal space for the implementation of the bottom- up economic transformation Agenda and other priority programmes in the medium term. This will curtail growth in public expenditures to ensure it attains its fiscal consolidation path over the medium term and strengthen management of public debt (pending Bills) 120. To achieve this target, the County Government will continue to restrict growth in recurrent spending and double its effort in own source resource mobilization. The Government has also been cutting down on non-priority - 40 - expenditures such as hospitality, training, travel and freezing of employment in non-priority sectors to manage the public wage bill. (Table 15) Table 15: Fiscal Framework FY 2022/23 2023/24 2024/25 2025/26 2026/27 2021/22 ITEM Approv CBROP CBROP CFSP CBROP CBROP Actual Supp II Actual ed CFSP24 CFSP26 23 24 25 25 23 Budget Total Expendit 11,444,75 14,824,73 12,752,90 14,032,20 14,032,20 13,981,24 15,263,18 15,959,47 15,959,47 16,690,57 16,690,57 ure and 8,069 8,617 1,294 9,500 9,500 3,881 3,529 3,305 3,305 7,569 7,569 Net lending Total departme 9,254,768 10,378,85 9,932,380 9,273,400 9,273,400 9,741,688 9,793,209 10,269,21 10,269,21 10,782,67 10,782,67 ntal ,459 5,179 ,751 ,483 ,483 ,227 ,869 6,126 6,126 6,932 6,932 Expenses Departm ental 4,076,427 4,704,095 4,411,652 3,074,059 3,074,059 3,015,068 3,283,901 3,434,442 3,434,442 3,606,164 3,606,164 Recurren ,625 ,896 ,225 ,118 ,118 ,337 ,436 ,271 ,271 ,384 ,384 t Personne l 5,178,340 5,674,759 5,520,728 6,199,341 6,199,341 6,726,619 6,509,308 6,834,773 6,834,773 7,176,512 7,176,512 emolume ,834 ,283 ,526 ,365 ,365 ,890 ,433 ,855 ,855 ,548 ,548 nts Personn el as a% 43 38 40 44 44 48.1 43 43 43 43 43 of total revenues Develop 2,189,989 4,445,883 2,820,520 4,758,809 4,758,809 4,239,555 5,469,973 5,690,257 5,690,257 5,907,900 5,907,900 ment ,610 ,438 ,543 ,017 ,017 ,654 ,659 ,179 ,179 ,637 ,637 Develop ment as % of departm 19 30 22 34 34 30.3 36 36 36 35 35 ental Expendi tures County Allocati ons Equitabl 230,673,4 867,288,5 867,288,5 e Share 0 0 52 25 25 b/f Equitabl 9,806,680 10,659,43 10,659,43 11,111,98 11,111,98 11,278,98 11,667,58 12,250,96 12,250,96 12,863,51 12,863,51 e Share ,373 5,192 5,192 3,608 3,608 7,461 2,788 1,927 1,927 0,023 0,023 Retentio 293,425,9 284,656,4 8,769,449 - - n b/f 03 53 Conditio nal 375,468,5 113,228,2 113,228,2 255,000,0 255,000,0 802,786,2 697,186,2 697,186,2 697,186,2 697,186,2 697,186,2 grants 31 00 00 00 00 04 04 04 04 04 04 NG Conditio nal grants 773,336,5 1,543,977 593,838,1 463,050,8 463,050,8 490,201,7 640,201,7 640,201,7 640,201,7 640,201,7 640,201,7 Develop 12 ,937 42 12 12 99 99 99 99 99 99 ment partners 158,808,2 158,808,2 171,327,5 171,327,5 179,893,9 179,893,9 188,888,6 188,888,6 Funds - - - 17 17 31 31 08 08 03 03 615,261,4 847,382,8 775,882,1 1,124,665 1,124,665 820,252,8 1,180,898 1,239,943 1,239,943 1,301,940 1,301,940 AIA 90 60 24 ,392 ,392 92 ,662 ,595 ,595 ,775 ,775 - 41 - FY 2022/23 2023/24 2024/25 2025/26 2026/27 2021/22 ITEM Approv CBROP CBROP CFSP CBROP CBROP Actual Supp II Actual ed CFSP24 CFSP26 23 24 25 25 23 Budget Local 368,035,2 500,000,0 379,716,3 918,701,4 918,701,4 417,687,9 905,986,5 951,285,8 951,285,8 998,850,1 998,850,1 revenue 18 00 58 71 71 94 45 72 72 65 65 Total 12,178,22 14,824,73 13,674,04 14,032,20 14,032,20 13,981,24 15,263,18 15,959,47 15,959,47 16,690,57 16,690,57 Revenue 5,025 8,617 4,994 9,500 9,500 3,881 3,529 3,305 3,305 7,569 7,569 Domestic Revenue Mobilization 121. On tax administration, the revenue directorate will implement among others, the following measures: 1. Update and strengthen the policy and legal framework for county revenue administration and collection. The County will continue to implement measures to establish a comprehensive policy and legal framework within which the revenue system should operate. Some of the initial actions include ensuring that it has a clear basis for raising revenue by developing revenue bills that are currently in draft form or missing, including entertainment tax legislation. In addition, we implore on the County Assembly of Bungoma to expedite enactment of county revenue Bills before them including the Bungoma and Kimilili Municipality Valuation and Rating Bills. 2. Enhance compliance and enforcement mechanism. The county will implement a mix of approaches to enhance revenue compliance levels as highlighted herein: a) In order to deter resistance by taxpayers, the county will first focus on improving service delivery, before any consideration of increasing or revising tax rates, fees and charges as this will incentivize taxpayers to comply. This will also build trust and credibility from the perspective of taxpayers. b) The county will promote transparency on revenue collections, overall revenue performance and share how the public is going to benefit through various engagements. c) We shall implement administrative reforms and training in line with improved customer relations by tax collectors. d) The county will establish and institutionalize feedback mechanisms to enable regular collection of views from taxpayers to gauge satisfaction levels and provide convenient platforms for - 42 - feedback such as suggestion boxes at market centres, bus/matatu terminus or other appropriate social media platforms. e) The county will schedule and run public education and awareness on revenue structure and design, amount of fees required, procedure, and where to pay as important information to be shared with taxpayers for improved compliance. f) The county will implement best practices from Kenya Revenue Authority (KRA) on taxpayers‟ campaigns and explore partnerships with business or residents‟ associations for a sound structured framework for engagement. g) The county shall strengthen administration capacity to undertake enforcement and at the same time enhance functionality of revenue and debt collection units. 3. Strengthen public participation in revenue matters; The county shall proactively engage more with taxpayers in all revenue matters, including legislations through better communication and publicity of all important documents in advance of meetings. This will be attained through simplification of tax legislations and requirements as well as enhancing overall revenue transparency to build our credibility amongst taxpayers. 4. Partnerships. The county will explore partnerships for better engagement with taxpayers given that we do not have the capacity to do some things. For example, most public service vehicles and motorbike riders are members or organized groups or SACCOS, which registered by NTSA, or other relevant National Government Agencies. We need partnerships with these entities for better engagement with taxpayers. It is also important to note that these bodies know how to engage their members and thus serve as useful mouthpieces and information dissemination platforms. 5. Enhance automation in revenue collection. The County will focus on progressively ensuring our comprehensive revenue automation programme progresses steadily and is integrated with other service providers. This is key to facilitate monitoring and computation of revenue collection on a daily basis. This will also address rent seeking behavior, since with database of all businesses and their location, we shall be able to send tax collectors to specific businesses. We shall invest in continuous gathering and maintenance of accurate database of revenue sources and customers and enhance our capabilities to establish revenue potential while at the same time using the information for - 43 - purposes of timely issuance of bills and demand notices once defaulters are identified. 6. Strengthen revenue administrative capacity. In the past few years, our staff have lagged in terms of refresher and appropriate trainings to undertake revenue administration and collection. As a result, we have provided funds in the Supplementary budget for FY 2022/23 to initiate regular training for staff in revenue administration as well as deploy qualified staff to cover all revenue streams. For example, training on revenue forecasting capacity is important and we shall consider collaboration with KRA and Treasury to learn how national revenue projection is done. 7. Corruption and collusion by revenue collectors is a rampant challenge, which we shall handle by restructuring revenue management model down to Municipalities, the Sub County and ward levels as well as adoption of rotation approach for revenue collectors to dismantle cartels. 8. The County Treasury shall continue to engage with the County Assembly to obtain legislative and policy authority to pursue other innovative and business friendly measures to improve our own source revenues, whilst also enhancing opportunities for our people and businesses to explore, invest and grow together as one harmonious entity. 122. On the tax policy, the government will develop the Medium-Term revenue strategy and enforce the relevant laws that are already in place as well fast tracked the completion and approval of the other reliant laws listed below for use. Table 16: Legislations No. Legislation Responsible Department Status 1. Bungoma County Trade Trade, Energy and Approved and in Licensing Act 2017 Industrialization force 2. Bungoma County Agricultural Agriculture Approved and in Produce Cess Act, 2017 force 3. Bungoma County Parking Public Works Approved and in Management Act, 2017 force 4. Bungoma County Public Markets Trade, Energy and Approved and in Act, 2019 Industrialization force 5. Bungoma County Revenue Finance and Economic Approved and in Administration and Management Planning force Act, 2019 6. Bungoma County Alcoholic Gender Approved and in - 44 - Drinks Control Act, 2015 force 7. Bungoma County Property Hire Youth Gender and Sports Approved and in and Lease Act, 2017 force Table 17: Enacted Bills awaiting gazettement. No. Legislation Responsible Dept Status 1. Bungoma County Revenue Finance and Enacted, awaiting Administration and Management Economic Planning gazettement Amendment Bill, 2023 2. Bungoma County Public Gender, Youths, Enacted, awaiting Entertainment and Amenities Bill, Sports and Culture gazettement 2023 3. Bungoma County Weights and Trade, Energy and Enacted, awaiting Measures Bill, 2023 Industrialization gazettement 4. Bungoma County Inspectorate, Public Administration Enacted, awaiting Compliance and Enforcement Bill, gazettement 2023 5. Bungoma County Outdoor Lands, Urban and Enacted, awaiting Advertisement and Signage Bill, Physical Planning gazettement 2023 6. Bungoma County Public Markets Trade, Energy and Enacted, awaiting Amendment Bill, 2023 Industrialization gazettement Table 18: Legislations at drafting stage No. Legislation Responsible Dept Status 1. Bungoma County Fire and Disaster Roads and Public Draft Management Bill Works 2. Bungoma County Housing Policy Housing Draft 3. Bungoma County Property Lands and Physical Draft Development and Control Bill Planning 4. Bungoma County Alcoholic Drinks Gender, Youths, Draft Control Regulations Sports and Culture 5. Bungoma County Rating Bill, 2023 Lands and Physical Draft Planning 6. Bungoma County Valuation Roll for Lands and Physical Draft Kimilili, Webuye and Bungoma Planning 7. Bungoma County Physical and Land Lands, Urban and Draft use Planning Bill, 2023 Physical Planning 8. Bungoma County Animal Control Agriculture, Draft and Welfare Bill, 2023 Livestock 9. Bungoma County Public Health and Health Draft Sanitation Bill, 2023 - 45 - 123. The County Tax administration Policy Framework will enhance administrative efficiency of the tax system, provide consistency and certainty in tax legislations and management of tax expenditure. On the other side, the Medium-Term Revenue Strategy will provide a comprehensive approach of undertaking effective tax system reforms for boosting tax revenues and improving the tax system over the medium term. 124. The County Service Delivery Charter will enhance efficiency in identification and implementation of priority social and investment projects. This will consider the County‟s efforts to increase efficiency, effectiveness, transparency, and accountability of public spending and ensure value for money by: eliminating non priority expenditures; reducing tax exemptions; scaling up the use of Public Private Partnerships financing for commercially viable projects; and rolling out an end-to-end procurement system. 125. The implementation of the programmes will streamline the initiation, execution, and delivery of Services. It will also curtail runaway projects costs, eliminate duplication, and improve working synergy among implementation actors for timely delivery of development projects. Expenditure Reforms 126. The Government will sustain efforts to improve efficiency in public spending and ensure value for money by i) eliminating nonpriority expenditures; ii) Timely preparation of BQs for projects iii) Ensuring all procurement undertakings are fully funded iv) Ensuring all imprest payment are channeled to the imprest account for proper management. V) Constituting a procurement monitoring team that will ensure project closure is done as required to avoid stalled projects. Vi) The county treasury project payment verification team will be enhanced to ensure only valid payments are cleared. 127. In order to increase efficiency and effectiveness of public spending, the County Government will enforce adherence to the Public Investment Management Regulations 2022 that aims to streamline initiation, execution and delivery of public investment projects. The Departments shall be required to complete ongoing projects before commencing new projects in order to reduce the Government‟s exposure on stalled projects. Additionally, all PIM approved projects shall be required to factor environmental and climate related risks including carbon emission and disaster risk management as part of project appraisal. Deficit Financing Policy - 46 - 128. Commitment to fiscal consolidation with a view to reducing fiscal deficits remains important to Government in restraining accumulation of pending Bills. The County Government will source funds from the official sector (Multilateral and Bilateral) and commercial creditors. The key external official multilateral sources in the past for the National Government have been World Bank, International Monetary Fund (IMF) and African Development Bank, through the concessional windows of International Development Association (IDA) and African Development Fund (ADF). Other multilateral and bilateral Paris and non-Paris Club creditors have also contributed to GOK‟s external financing. These are potential financiers of development projects in Bungoma County. 129. Borrowing will be limited to financing of the budget gap for the various initiatives undertaken by the County in efforts to diversify and stimulate the economy. During this 3-year period of the MTDS, the County does not project to undertake any external borrowing under commercial terms but only on concessional terms. On other financing options as explored in this MTDS it includes „existing‟ sources and also „potential‟ sources that the County can consider seeking financing from. 130. Domestic Sources. Kenya‟s domestic debt market is growing to be vibrant. The National Government is keen on debt market development as one of its key priority objectives. Increased reliance on domestic debt helps mitigate government exposure to foreign currency risk. The domestic debt market is dominated by commercial banks as the main investors for government securities. Non-banks comprise of pension funds, insurance companies, building societies, financial institutions, and parastatals. These are potential sources of funding of Bungoma County. 131. Inspired by a pilot Public-Private Partnership program implemented in Makueni County between 2018 and 2021, Bungoma County and Amref started conversations around cooperation between Amref and the County. Private participation in public primary care is an innovative, efficient, and effective way of improving PHC. 132. Bungoma County and Amref have partnered to develop a program focused on strengthening Primary Health Care (PHC). To this end, Bungoma County Government and Amref have entered into a Memorandum of Intent in July 2023 signed by H.E the Governor Ken Lusaka. As agreed in this MoI, both Amref and Bungoma County are sharing the cost of the co-creation process, and the County has established a Technical Committee to work with Amref. - 47 - Economic Outlook 133. The economy is projected to remain strong and resilient in 2023, 2024 and over the medium term supported by the continued robust growth of the services sectors, the rebound in agriculture, and the ongoing implementation of measures to boost economic activity in priority sectors by the Government. As such, the economy is expected to remain strong and expand by 5.5 percent in both 2023 and 2024 (5.5 percent in FY 2023/24 and 5.4 percent in FY 2024/25) (Table 2.6 and Annex Table 1). 134. From the supply side, this growth will be driven by a strong recovery in the agriculture sector supported by the anticipated adequate rainfall in most parts of the country and a decline in global commodity prices that will reduce the cost of production. Additionally, Government intervention measures aimed at lowering the cost of production such as the ongoing fertilizer and seed subsidy program and provision of adequate affordable working capital to farmers will support growth of the sector. 135. The industry sector will be driven mainly by increased activities in manufacturing and construction subsectors. Manufacturing subsector will be supported by improved availability of raw materials following the recovery in agriculture production and a decline in global commodity prices which will support food processing. Construction subsector will be driven by sustained investment in the Affordable Housing programme, PPP infrastructure projects and the ongoing work on building and maintaining public infrastructure. Electricity and water supply subsector is expected to remain vibrant due to the anticipated increase in demand as the industrial and residential consumption grows. 136. Services sector will be supported by resilient activities in accommodation and restaurant, financial and insurance, information and communication, wholesale and retail trade and transport and storage, among others. Accommodation and restaurant subsector will be supported by the continued increase in tourists‟ arrivals as international travels recovers following the global economic slowdown and Government‟s effort to revamp the sector, through promotion of international conference, cultural festivals and promoting wildlife safaris. 137. Transport and Storage subsector will be supported by improvement of critical national and regional trunk roads that have the highest economic impact and adoption of electric vehicles which signals new era of mobility. Activities in - 48 - information and communication subsector will be supported by laying of additional National Fiber Optic network which will enable the Country to achieve the required national bandwidth to expedite the deployment and development of rural telecommunication services. 138. On the demand side, growth will be driven by an improvement in aggregate demand. Aggregate demand will be supported by household private consumption and robust private sector investments coupled with Government investments as the public sector consolidates. This growth will also be supported by improvement in the external account supported by strong export growth and resilient remittances. 139. Consumption will mainly be driven by strong Private consumption which is expected to increase to 79.3 percent of GDP in 2024 from 78.3 percent of GDP in 2023. The easing of inflationary pressures will result in strong household disposable income, which will in turn support household consumption. Government consumption is projected to decline in 2023 and 2024 in line with the fiscal consolidation program. 140. Aggregate investment is projected to remain stable at 19.3 percent of GDP in 2023 and 19.2 percent of GDP in 2024 mainly supported by the private sector. Investment will benefit from focus on public-private-partnership (PPP) projects and improvements in the Foreign Exchange market conditions. Additionally, private investments will be supported by stable macroeconomic conditions coupled with the ongoing fiscal consolidation which will provide the needed confidence for investors. Interventions by the Government through the Hustlers‟ Fund will strengthen MSMEs thereby correcting market failures for the vast majority of Kenya's at the bottom of the pyramid. This will strengthen the private sector led growth opportunities. 141. Growth over the medium term will also be driven by sustained Government investments in the Affordable Housing programme, PPP infrastructure projects and the ongoing work on building and maintaining public infrastructure. The development spending in the budget will be above 5.0 percent of GDP so as not to impact on growth momentum. The spending supports investments in key projects under the Bottom-Up Economic Transformation Agenda (BETA). Particularly, investments in the nine priority value chains (Leather, Cotton, Dairy, Edible Oils, Tea, Rice, Blue economy, Natural Resources (including Minerals and Forestry), and Building Materials). - 49 - 142. The current account deficit is projected to improve to 4.4 percent of GDP in 2023 and 4.0 percent of GDP in 2024 compared to 5.1 percent of GDP in 2022. The expected narrowing of the current account deficit is driven by a decline in imports amid lower oil prices, exchange rate adjustment, and further rationalization of capital spending. Additionally, the Current account balance will be supported by continued strong remittance inflows. 143. Kenya‟s exports of goods and services is expected to continue strengthening supported by receipts from tourism, and an increase in receipts from tea and manufactured exports. The strengthening of the dollar against the Shilling is also expected to support export receipts. The expected recovery of Kenya‟s trading partners and the implementation of Africa Continental Free Trade Area (AfCFTA) will enhance demand for exports of Kenyan manufactured products. Additionally, the implementation of crops and livestock value chains, specifically, exports of tea, coffee, vegetables, and fresh horticultural produce, among others will support growth in export receipts. 144. In the Balance of Payments Statement, external financing needs will be met mainly by equity inflows and foreign direct investment given the conducive business climate that Government has created particularly the fiscal policy predictability. Monetary Policy Management 145. CBK will continue improving monetary policy formulation and implementation in Kenya including refining macroeconomic modelling and forecasting frameworks, fine tuning of monetary policy operations around the CBR and improving the communication of monetary policy decisions to make them more effective. Risks to the Economic Outlook 146. There are downside risks emanating from domestic as well as external sources. On the domestic front, risks relate to unpredictable weather conditions due to the impact of climate change which could adversely affect agricultural production and result to domestic inflationary pressures and food insecurity. Additionally, tight fiscal space due to the impact of the multiple shocks that have - 50 - affected the global and the domestic economy might lead to tight liquidity conditions for financing the budget. 147. On the external front, uncertainties in the global economic outlook stemming from the escalating geopolitical fragmentations could result in higher commodity prices which poses a risk to domestic inflation outcomes leading to further tightening of financial conditions. Additionally, weaker global demand due to the slowdown the global economic recovery could adversely affect Kenya‟s exports, foreign direct investments and remittances. Continued strengthening of US dollar against other global currencies arising from aggressive monetary policy tightening present significant risks to financial flows and puts pressures on the exchange rate with implication to growth and inflation. 148. The upside risk to the domestic economy relate to early easing of global financing conditions and lower international fuel and food prices, which would strengthen Kenya‟s external balances. Faster than projected rebound in economic activities that would result in higher Government revenues providing fiscal space that would support fiscal consolidation. 149. The Kenyan Government continues to monitor the domestic and external environment and will take appropriate policy measures to safeguard the economy against the adverse effects of the risks if they were to materialize. - 51 - III. BUDGET FOR FY 2024/25 AND THE MEDIUM TERM 3.1 Fiscal Framework Summary for FY 2024/25 and the medium-term budget 150. The FY 2024/25 and the medium-term budget is based on the Government‟s policy priorities and macroeconomic policy framework set out in Chapter I and Chapter II. To support the Bottom - Up Economic Transformation Agenda and County Government Agenda on quality health and Education for productivity. The Government will continue with the growth fiscal consolidation plan by containing expenditures and enhancing mobilization of revenues to slow down growth in pending bills without compromising service delivery. Revenue Projections 151. In the FY 2024/25, the County total resource envelope including Appropriation-in- Aid (A.i.A) is estimated at Kshs. 14.35 billion Showing a decrease from the projected Kshs. 15.45 billion in the FY 2023/24 revised First Supplementary Budget Estimates. The own source Revenue performance will be underpinned by the ongoing reforms in tax policy and revenue administration measures geared towards expanding the tax base and improving tax compliance. The local revenue will amount to Kshs. 417.68 million and Appropriation in Aid of Kshs 820.25Million in FY 2024/25 which is a decrease from the projected Kshs. 918.70 and Kshs. 1.12 billion in FY 2023/24 respectively. 152. The total county resource envelope indicates a decrease of Kshs. 1.47 translating to 9.5 percent decrease and an indicative increment of Khs. 167.003 million on the county‟s equitable share. The resource envelope decline has been occasioned by a decline in grants allocation from the development partners for NARIGP programme of Kshs. 150M whose contract period is ending in March 2024, the own source revenue decrease by Kshs. 488M and Kshs. 360M for local Revenue and AIA respectively as per the county assembly recommendations captured in the ADP 2023/24 and CBROP 2023 as well as the CRA recommendations that indicated the county own source revenue potential of Kshs. 1.4 billion. 153. The County has committed to achieve its estimated local revenue targets by enforcing its revenue enhancement measures and securing Health Management System as well as migrating to the IFMIS platform to avoid revenue leakages and increase efficiency. Table 19: Revenue Projections FY 2024/25 - 52 - N Revenue Stream Proposed Amendments CFSP 2024 o 2024/25 1 Total Equitable share 11,667,582,788 - 388,595,327 11,278,987,4 61 Exchequer 11,667,582,788 - 388,595,327 11,278,987,4 61 2 Local generated Revenue 905,986,544 - 488,298,550 417,687,994 Land Rates 49,875,520 - 23,621,255 26,254,265 Alcoholic Drinks Licenses 10,074,889 - 4,771,510 5,303,379 Single Business Permits 156,437,022 - 74,089,229 82,347,793 Application Fees 10,422,436 - 4,936,109 5,486,327 Renewal fees 15,074,865 - 7,139,519 7,935,346 Conservancy Fees 26,309,331 - 12,460,209 13,849,122 Fire Fighting 42,546,108 - 20,150,015 22,396,093 Advertisement Fees 45,116,130 - 21,367,188 23,748,942 Food Hygiene Licenses 8,713,270 - 4,126,641 4,586,629 Hire of Machinery 8,382,701 - 3,970,082 4,412,619 Car Parking Fees 19,035,316 - 9,015,205 10,020,111 Bodaboda Parking Fees 10,207,874 - 4,834,492 5,373,382 House Rent 21,375,636 - 10,123,591 11,252,045 Plan Approval 23,489,140 - 11,124,555 12,364,585 Inspection Fee 5,094,861 - 2,412,948 2,681,913 Ground Fees 6,550,339 - 3,102,268 3,448,071 Market Fees 80,703,741 - 38,221,630 42,482,111 Enclosed Bus Park Fee 77,350,103 - 36,633,333 40,716,770 Slaughterhouse Fees 7,268,345 - 3,442,319 3,826,026 Cess 59,834,243 - 28,337,748 31,496,495 Market Stalls Rent 2,759,466 - 1,306,895 1,452,571 Stock Sales 15,377,302 - 7,282,755 8,094,547 Penalties 7,132,860 - 3,378,152 3,754,708 Consent to charge 341,337 - 161,659 179,678 Survey fees 953,808 - 451,727 502,081 Audit fees 1,256,598 - 595,130 661,468 Payrol product 333,291 - 157,848 175,443 Fisheries 13,867,859 - 6,567,876 7,299,983 30% ATC Mabanga 1,144,709 - 542,139 602,570 Salary Recovery 4,293,387 - 2,033,366 2,260,021 Occupation Certificate 891,608 - 422,269 469,339 Weights and Measures 1,071,245 - 507,346 563,899 - 53 - N Revenue Stream Proposed Amendments CFSP 2024 o 2024/25 Imprest recovery 1,188,810 - 563,025 625,785 Physical Planning fees 408,158 - 193,305 214,853 Change of User fees 117,692 - 55,739 61,953 SALE OF FERTILIZER 112,500,000 - 112,500,000 - consolidated AIA 58,486,544 - 27,699,472 30,787,072 3 Aids in Appropriation 1,180,898,662 - 360,645,770 820,252,892 Health and Sanitation. 1,180,898,662 - 360,645,770 820,252,892 4 Conditional grants -Development 674,701,799 571,822,181 1,246,523,98 Partners 0 Universal Health care Project - - Danida 16,227,750 - 2,529,000 13,698,750 ASDSP II 593,849 - 593,849 - Nagrip 150,000,000 - 150,000,000 - Agricultural Value Chain 250,000,000 - 98,484,848 151,515,152 Development Project (NAVCDP) Livestock Value Chain Support 35,809,200 - 35,809,200 - Programme UNICEF 1,571,000 1,571,000 Urban Support programme - - development FLLOCA - Water 11,000,000 11,000,000 Climate change grant 125,000,000 28,488,888 153,488,888 Urban Support programme - 35,000,000 35,000,000 Recurrent KDSP II 37,500,000 37,500,000 KOICA II 500,000,000 500,000,000 UNFPA 7,400,000 7,400,000 Kenya Livestock Commercialization 34,500,000 3,450,000 37,950,000 Project (KELCOP) III) KISP II (Kenya Informal 50,000,000 247,400,190 297,400,190 Settlement Improvement Project) 5 Conditional grants -National 662,686,204 - 243,393,313 419,292,891 Government SHIF Reimbursement - 105,600,000 105,600,000 Community Health Promoters 84,137,892 84,137,892 Leasing of medical equipment 124,723,404 - 124,723,404 - Provision of fertilizer subsidy 242,962,800 - 242,962,800 - Programme Aggregated Industrial Park Grant 250,000,000 - 250,000,000 - - 54 - N Revenue Stream Proposed Amendments CFSP 2024 o 2024/25 Fuel Levy 184,554,999 184,554,999 REREC 45,000,000 45,000,000 FUNDS 171,327,531 - 171,327,531 Trade loan 121,463,930 121,463,930 Women Fund 15,441,660 15,441,660 Disability 9,437,615 9,437,615 Youth Fund 24,984,326 24,984,326 Total 15,263,183,528 - 909,110,779 14,354,072,7 49 Source: county Treasury Expenditure Projections 154. Overall expenditure for FY 2024/25 is projected at Kshs 14.35 billion compared to the approved estimates of Kshs 14.032 billion for FY 2023/24. These expenditures comprise of recurrent of Kshs 10.04 billion (70 percent of the total Budget) and development of Kshs 4.30 billion (30 percent of the total Budget). 155. The actual expenditure for the FY 2022/23 revised budget was Kshs 12.75 billion (86.01 percent of the total Budget) These expenditures comprise of recurrent of Kshs 9.93 (77.9 percent of the total Budget) and development of Kshs 2.07 billion (19.9 percent of the total development Budget) The budget was not fully implemented due to the own source revenue shortfalls, delayed exchequer releases to the county from the National Government and non-remittance of grants from National Government and development partners. Deficit Financing 156. Based on the resource requirements as per the Annual development Plan 2024/25 which is Kshs. 35.4 billion and the county resource envelope is estimated at Kshs.14.3 billion, creating a fiscal deficit (including grants) of Kshs 21.1 billion in the FY - 55 - 2024/25. This deficit will be financed by a combination of approaches, including making official request to national government for specific support, proposals to Development partners, ramping up local revenue collection, especially AIA and borrowing from the market at negotiated rates subject to the provisions of the County Medium Term Debt Management Paper 2024/25 – 2026/27. The County treasury has a directorate for revenue Mobilisation whose mandate is: a) Ensure that funds flow for devolved functions is in conformity with the Constitution and attendant regulations of the PFMA Act. b) Ensure alignment of County external resources to CIDPs and County priorities. c) Consolidate and offer a collective county voice which informs effective design and implementation of programmes supported by external resources. d) Advocate for direct funding to county for development programmes by development partners. e) Increasing linkages between County Government and funding/investment opportunities. f) Participate in Resource Mobilization Intergovernmental Forums and sector working groups. g) Represent County Government in national, regional, and international dialogue/learning on effective foreign aid/investment. - 56 - 3.2 FY 2024/25 and Medium-Term Budget Priorities 157. The FY 2024/25 is the second year of CIDP III (2023-27). The achievements of the CIDP II has been used as building blocks as the county transits to CIDP III over the medium term. The FY 2024/25 and the Medium-Term Budget framework builds up on the Government‟s efforts to stimulate and sustain economic activity, mitigate the adverse impact of COVID-19 pandemic on the economy and re-position the economy on a sustainable and inclusive growth trajectory. This will be achieved through implementation of programmes supporting economic recovery and additional priority programs of the Government. The county government will leverage on the National Government agenda that is geared towards economic turn around and inclusive growth which aims to increase investments in Micro, Small and Medium Enterprise (MSMEs), Housing and settlement, health Care, Digital Superhighway and creative industry. The implementation of these intervention is expected to stimulate economic recovery to 6.1% growth in 2023 from the estimated 5.5 % in 2022. 158. In this regard, public spending will be directed towards the most critical needs of the county with the aim of achieving quality outputs and outcomes with optimum utilization of resources. Further, the county will ensure CDAs‟ requests for resources consider the resource constraints considering the fiscal consolidation policy considering:  Responsible management of public resources.  Building a resilient, more productive, and competitive county economy.  Delivering better public services within a tight fiscal environment, and  The need to deepen governance, anti-corruption, and public financial management reforms to guarantee transparency, accountability, and efficiency in public spending.  The need to allocate resources based on peoples felt needs and the impact they promise to deliver.  The need to focus on affordability, strict prioritization, and sustainability of interventions. Flagship Projects 159. In the medium term, the County continues direct resources towards the completion of its strategic development agenda. This will be done through partnerships with National Government and development partners. The priority projects include; completion and equipping of the 300 and 100 bed capacity maternal/child blocks at Bungoma County Referral Hospital and Sirisia Sub County Hospital respectively; Expansion and Modernizing of Masinde Muliro Stadium; Equipping of the County Dairy Processor at - 57 - Webuye; Completion of Brigadier- Misikhu Road and dualling of 6.5Km of the high traffic section of Mumias- Bungoma Road (C-33) from Kanduyi Junction to Sang‟alo Junction, issuance of planting and top dressing certified fertilizer, seeds and crop insurance to at least 750 beneficiaries per ward, street lighting, trade loans, youth, women and disability funds among others. 160. To avoid incurring rental costs and remain compliant to Commission of Revenue Allocation and Salary and Renumeration Commission circulars on housing benefits for Governors, Deputy Governors, County Assembly Speakers and construction of new Executive and County Assemblies offices, we have initiated construction of Governors‟ and Deputy Governor‟s residences as well as county office block that accommodate all 10 departments which we expect to complete in two years. Table 19 provides details of the county strategic development projects and the proposed funding in phases. Table 20: Flagship and other projects funding projections Name of the project Original cost Total 2023/24 2024/25 Balance payment allocation allocation Gender Youth and Sports Masinde Muliro Stadium 679,386,387 650,000,000 26,000,000 3,386,387 0 High Altitude 76,000,000 45,000,000 19,000,000 12,000,000 0 Totals 755,386,387 695,000,000 45,000,000 15,386,387 0 County Public Service Board construction of office block 60,000,000 0 14,500,000 21,433,032 24,066,968 Lands, Urban and Physical Planning Construction of office block 498,880,128 - 98,500,000 105,108,700 295,271,428 Proposed construction of governor's 40,120,900 - 10,000,000 30,120,900 0 residence Proposed construction of deputy 35,980,200 - 15,000,000 20,980,200 0 governor's residence Total 574,981,228 0 123,500,000 156,209,800 295,271,428 Tourism, Environment, Forestry and Climate Change Construction of perimeter fence and 31,016,521 11,217,950 7,399,464 9,792,385 2,606,722 office at Bungoma dumpsite phase II Total 31,016,521 11,217,950 7,399,464 9,792,385 2,606,722 Water and Natural Resources Rehabilitation and extension of 33,391,751 23,831,829 0 9,559,922 0 Chesikaki -Sirisia-Bumula Water Project Phase 1 Kaberwa-Kapsowony-Chesamisi- 35,057,364 11,639,962 0 12,637,591 0 Maeni-Kamukywa Water Project Phase 1 Total 68,449,115 35,471,791 0 22,197,513 0 Bungoma Municipality Construction of phase 2 of modern 199,219,003.00 0.00 58,200,000 70,000,000 71,019,003.0 market stalls and bus-park at Kanduyi 0 Health and Sanitation Construction of 300 bed Maternal and 299,665,437 256,000,000 35,000,000 0 8,665,437 Child Health Ward at Bungoma County - 58 - Name of the project Original cost Total 2023/24 2024/25 Balance payment allocation allocation Referral Hospital Construction of Maternal and Child 80,854,204 59,408,844 20,000,000 0 1,445,360 Health Ward at Sirisia Sub County Hospital Construction of a Maternity Ward at 5,000,000 0 0 0 Sinoko Hospital TOTAL 385,519,641 315,408,844 55,000,000 0 10,110,797 Roads and Public Works Construction of Kanduyi - Sang'alo 1,573,728,180 1,135,489,560 150,000,000 190,521,995 97,716,625 Junction to dual carriage Road (C33) Upgrading of Misikhu Brigidia road 1,115,939,198 597,179,324 195,000,000 210,637,020 113,122,854 Upgrading ofA1(Salmond view -River 179,874,840 - 36,892,792 60,000,000 82,982,048 Khalaba Road) Total 2,869,542,218 1,732,668,884 381,892,792 461,159,015 293,821,527 Trade Energy and Industrialization Construction of Modern Market in 272,672,926.88 0 72,000,000 50,000,000 150,672,926. Kamukuywa 88 Grand Total 5,216,787,039 2,789,767,469 757,492,256 806,178,132 847,569,371 Source: County Treasury 161. Following the Commission of Revenue Allocation‟s advisory that the exemptions from the ceilings for Housing benefits for Governors, Deputy Governors, County Assembly Speakers residence and Executive office block can only be provided by the Senate on a case-by-case basis with recommendations the Ministry of Transport, Infrastructure, Housing, Urban Development and Public Works - State Department of Public Works, the County Government of Bungoma wrote to the Chief Architect seeking for an extension period for construction of Governor/Deputy Governor‟s residence and a review of the cost of construction of the residences from Kshs. 80,000,000, Kshs. 40,000,000 and Kshs. 500,000,000 to Kshs 171,442,866, Kshs.96,555,874 and Kshs. 735,452,599 respectively. The letter Ref: CG/BGM/GVN/GEN/VOL/1(141) dated 20th February 2023 was received by the Ministry on 21st February 2023 and the county was looking forward to positive response from the Senate to enable it to implement the projects as per the costs and BQ standards submitted. The County has not received any response from the Ministry of Transport, Infrastructure, Housing, Urban Development and Public Works. 162. Analysis of table 8 shows that the County does not have sufficient fiscal space to implement all the flagship projects at a go. The preferred approach which is more sustainable is to identify one or two high impact priorities and provide sufficient resources to see them through within two financial years, with the rest being phased accordingly. - 59 - 3.3 Budgetary allocation for FY 2024/25 and the Medium Term 163. The total budget for FY 2024/25 is projected at Ksh 14.3 billion. The allocation to the two arms of the County Government is summarized in Table 7. The CFSP 2024 has provided for the County Assembly Expenditure Ceilings at Kshs. 1.16 billion which is higher than the Commissions‟ recommendation to the Senate of Kshs. 1.073 billion which may be approved with or without amendments. The county treasury allocated a total of Kshs. 86.86 million on non-ceiling programmes in the County Assembly i.e MCAs car reimbursement and Maintenance costs, staff Mortgage and construction of office Chambers. Table 21: Summary Budget Allocations for the FY2023/24 – 2026/27 Details Financial Years Approved CFSP Projections Original Budget 2023/24 2024/25 2025/26 2026/27 County Executive 499,905,378 578,234,882 607,146,626 637,503,957 (Governor) County CDAs 11,391,293,609 12,615,829,407 13,246,620,877 13,908,951,921 County Assembly 1,051,958,943 1,160,008,462 1,218,008,885 1,278,909,329 Totals 12,943,157,930 14,354,072,751 15,071,776,388 15,825,365,208 % Share in total expenditure County Executive 92% 92% 92% 92% County Assembly 8% 8% 8% 8% Source: County Treasury 164. The budgeting process for the priority programmes will be done through a value chain approach. This process ensures there is no break in the cycle in the resource allocations for a value chain. The process also ensures adequate resources are allocated to any entity along the value chain and helps to eliminate duplication of roles and budgeting of resources. 165. The FY 2024/25 Medium-Term Budget will be finalized after County Assembly approval, and thorough scrutiny to curtail spending on non-productive areas and ensure resources are directed to priority programmes. The following criteria will serve as a guide for allocating resources:  Linkage of the programme with the priorities of Medium-Term Plan IV of the Vision 2030 and CIDP III and the County Fiscal Strategy Paper.  Completion of ongoing projects, viable stalled projects and payment of verified pending bills;  Degree to which a programme addresses job creation and poverty reduction. - 60 -  Degree to which a programme addresses the core mandate of the MDAs,  Cost effectiveness and sustainability of the programme;  Extent to which the Programme seeks to address viable stalled projects and verified pending bills; and  Requirements for furtherance and implementation of the Constitution.  Interventions identified during the stakeholder‟s consultations for the FY 2024/25 budget and over the medium term.  Requirements for furtherance and implementation of the Constitution; and  Detailed budgets will be scrutinized, and should additional resources become available in the process of firming up the resource envelope, the Government will redirect them to inadequately funded strategic priorities. 166. The baseline estimates reflect the current departmental spending levels in sector programmes. In the recurrent expenditure category, non-discretionary expenditures take first charge. These include payment of public debts and interest therein, salaries for staff and pensions. 167. Development expenditures have been allocated based on the flagship projects in Vision 2030, the Economic Recovery Agenda and the MTP IV and CIDP III priorities. The following criteria was used in apportioning capital budget: a. On-going projects: emphasis was given to completion of on-going capital projects and in particular infrastructure projects with high impact on poverty reduction, equity, and employment creation. b. Counterpart funds: priority was also given to adequate allocations for donor counterpart funds which is the portion that the Government must finance in support of the projects financed by development partners. c. Post COVID-19 Recovery: Consideration was further given to interventions supporting Post COVID-19 recovery; and d. Strategic policy interventions: further priority was given to policy interventions covering the entire nation, regional integration, social equity, and environmental conservation. 3.4 Details of Sector Priorities 168. The medium-term budget framework for 2024/25 – 2026/27 provides the projected baseline ceilings for the FY2024/25 and the medium-term and has considered the need to ensure that resource allocation is aligned to prioritized programmes in the CIDP III. The CFSP Sector ceilings were enhanced on account of additional programmes, - 61 - completion of ongoing projects, payment of pending bills and revision of the own source revenue targets as indicated in table 18. Table 22: Summary of Budget Allocations for the FY 2024/25 – 2026/27 DEPARTMENT Supple 2024 PROJECTIONS Suppl % share of total mentary CFSP . allocation Estimat Ceilings Estim es No.1 ates No.1 2023/24 FY FY FY FY FY FY 2025/26 2026/27 2023/ 2024/ 2025/ 2026/ 24 25 26 27 Agriculture and Recurr 197,861, 189,888, 199,382, 209,351, 1.3 1.5 1.5 1.5 Irrigation ent 260 330 747 884 Develo 893,920, 310,765, 326,303, 342,618, 5.8 4.2 4.2 4.2 pment 452 152 410 580 Sub 1,091,78 500,653, 525,686, 551,970, 7.0 5.7 5.7 5.7 Total 1,712 482 156 464 Livestock and Recurr 150,548, 149,061, 156,514, 164,340, 1.0 1.1 1.1 1.1 fisheries ent 615 904 999 749 Develo 63,284,2 49,222,1 51,683,2 54,267,3 0.4 0.7 0.7 0.7 pment 93 13 19 80 Sub 213,832, 198,284, 208,198, 218,608, 1.4 1.8 1.8 1.8 Total 908 017 218 129 Cooperative Recurr 28,390,0 31,713,3 33,298,9 34,963,9 0.2 0.2 0.2 0.2 development ent 58 10 76 24 Develo 10,000,0 9,903,34 10,398,5 10,918,4 0.1 0.2 0.2 0.2 pment 00 4 11 37 Sub 38,390,0 41,616,6 43,697,4 45,882,3 0.2 0.4 0.4 0.4 Total 58 54 87 61 Tourism and Recurr 373,476, 318,256, 334,169, 350,878, 2.4 2.3 2.3 2.3 environment ent 842 929 775 264 Develo 212,399, 239,688, 251,672, 264,256, 1.4 1.6 1.6 1.6 pment 464 442 864 507 Sub 585,876, 557,945, 585,842, 615,134, 3.8 3.8 3.8 3.8 Total 306 371 640 772 Water and Natural Recurr 61,605,2 76,257,9 80,070,8 84,074,4 0.4 0.5 0.5 0.5 Resources ent 49 97 97 42 Develo 209,642, 543,601, 570,781, 599,320, 1.4 0.5 0.5 0.5 pment 145 617 698 783 Sub 271,247, 619,859, 650,852, 683,395, 1.7 1.0 1.0 1.0 Total 394 614 595 224 Roads and Public Recurr 113,463, 127,391, 133,760, 140,448, 0.7 1.0 1.0 1.0 works ent 594 066 619 650 Develo 1,128,27 722,695, 758,830, 796,772, 7.3 3.4 3.4 3.4 pment 8,320 802 592 122 Sub 1,241,74 850,086, 892,591, 937,220, 8.0 4.4 4.4 4.4 Total 1,914 868 211 772 Education Recurr 1,221,47 1,234,37 1,296,09 1,360,90 7.9 9.6 9.6 9.6 ent 8,713 6,506 5,331 0,098 Develo 417,102, 150,000, 157,500, 165,375, 2.7 1.1 1.1 1.1 pment 000 000 000 000 - 62 - DEPARTMENT Supple 2024 PROJECTIONS Suppl % share of total mentary CFSP . allocation Estimat Ceilings Estim es No.1 ates No.1 2023/24 FY FY FY FY FY FY 2025/26 2026/27 2023/ 2024/ 2025/ 2026/ 24 25 26 27 Sub 1,638,58 1,384,37 1,453,59 1,526,27 10.6 10.7 10.7 10.7 Total 0,713 6,506 5,331 5,098 Vocational training Recurr 14,101,4 14,774,9 15,513,7 16,289,4 0.1 0.1 0.1 0.1 ent 00 92 42 29 Develo 42,000,0 34,006,2 35,706,5 37,491,8 0.3 0.2 0.2 0.2 pment 00 45 57 85 Sub 56,101,4 48,781,2 51,220,2 53,781,3 0.4 0.3 0.3 0.3 Total 00 37 99 14 Health Recurr 3,632,69 3,169,34 3,327,80 3,494,19 23.4 22.3 22.3 22.3 ent 6,235 0,542 7,569 7,948 Develo 471,032, 63,915,9 67,111,7 70,467,3 3.0 1.3 1.3 1.3 pment 651 57 55 43 Sub 4,103,72 3,233,25 3,394,91 3,564,66 26.5 23.7 23.7 23.7 Total 8,886 6,499 9,324 5,290 Hospital Facilities Recurr 925,852, 972,145, 1,020,75 0.0 3.9 3.9 3.9 ent 893 538 2,815 Develo 0 0 0 0.0 0.0 0.0 0.0 pment Sub 0 925,852, 972,145, 1,020,75 0.0 3.9 3.9 3.9 Total 893 538 2,815 Sanitation Recurr 2,017,43 2,113,79 2,219,48 2,330,46 0.0 0.0 0.0 0.0 ent 0 8 8 2 Develo 15,358,3 8,906,00 9,351,30 9,818,86 0.1 0.1 0.1 0.1 pment 66 3 3 8 Sub 17,375,7 11,019,8 11,570,7 12,149,3 0.1 0.1 0.1 0.1 Total 96 01 91 31 Trade Recurr 25,637,1 46,678,2 49,012,2 51,462,8 0.2 0.4 0.4 0.4 ent 65 97 12 22 Develo 175,663, 77,834,1 81,725,8 85,812,0 1.1 0.5 0.5 0.5 pment 308 01 06 96 Sub 201,300, 124,512, 130,738, 137,274, 1.3 0.9 0.9 0.9 Total 473 398 018 919 Trade Loan Recurr 0 0 0 0.0 0.0 0.0 0.0 ent Develo 165,673, 121,463, 127,537, 133,913, 1.1 0.9 0.9 0.9 pment 533 930 127 983 Sub 165,673, 121,463, 127,537, 133,913, 1.1 0.9 0.9 0.9 Total 533 930 127 983 Energy Recurr 23,222,4 15,456,0 16,228,8 17,040,2 0.1 0.1 0.1 0.1 ent 16 42 44 86 Develo 56,006,4 60,824,5 63,865,7 67,059,0 0.4 0.4 0.4 0.4 pment 00 41 68 56 Sub 79,228,8 76,280,5 80,094,6 84,099,3 0.5 0.5 0.5 0.5 Total 16 83 12 43 Industrialization Recurr 7,071,77 9,406,35 9,876,67 10,370,5 0.0 0.1 0.1 0.1 ent 7 6 4 07 - 63 - DEPARTMENT Supple 2024 PROJECTIONS Suppl % share of total mentary CFSP . allocation Estimat Ceilings Estim es No.1 ates No.1 2023/24 FY FY FY FY FY FY 2025/26 2026/27 2023/ 2024/ 2025/ 2026/ 24 25 26 27 Develo 410,000, 90,000,0 94,500,0 99,225,0 2.6 2.4 2.4 2.4 pment 000 00 00 00 Sub 417,071, 99,406,3 104,376, 109,595, 2.7 2.5 2.5 2.5 Total 777 56 674 507 Lands, Urban and Recurr 47,096,5 50,890,9 53,435,4 56,107,2 0.3 0.4 0.4 0.4 Physical Planning ent 64 20 66 39 Develo 48,960,1 9,040,81 9,492,85 9,967,49 0.3 0.1 0.1 0.1 pment 08 5 6 9 Sub 96,056,6 59,931,7 62,928,3 66,074,7 0.6 0.4 0.4 0.4 Total 72 35 22 38 Bungoma Recurr 43,099,9 93,100,3 97,755,3 102,643, 0.3 0.2 0.2 0.2 Municipality ent 14 43 60 128 Develo 242,675, 120,000, 126,000, 132,300, 1.6 0.5 0.5 0.5 pment 248 000 000 000 Sub 285,775, 213,100, 223,755, 234,943, 1.8 0.7 0.7 0.7 Total 162 343 360 128 Kimilili Recurr 44,855,5 78,638,2 82,570,1 86,698,6 0.3 0.2 0.2 0.2 Municipality ent 05 17 28 34 Develo 191,846, 64,538,8 67,765,7 71,154,0 1.2 0.2 0.2 0.2 pment 979 23 64 52 Sub 236,702, 143,177, 150,335, 157,852, 1.5 0.4 0.4 0.4 Total 484 040 892 687 Housing Recurr 29,811,1 18,880,5 19,824,6 20,815,8 0.2 0.1 0.1 0.1 ent 74 87 16 47 Develo 206,500, 463,609, 486,790, 511,129, 1.3 1.5 1.5 1.5 pment 100 970 469 992 Sub 236,311, 482,490, 506,615, 531,945, 1.5 1.7 1.7 1.7 Total 274 557 085 839 Gender and Culture Recurr 85,108,4 69,533,6 73,010,2 76,660,8 0.5 0.5 0.5 0.5 ent 66 12 93 07 Develo 41,371,2 34,684,0 36,418,2 38,239,1 0.3 0.2 0.2 0.2 pment 62 55 58 71 Sub 126,479, 104,217, 109,428, 114,899, 0.8 0.8 0.8 0.8 Total 728 667 550 978 Women Fund Recurr 0 0 0 0 0.0 0.0 0.0 0.0 ent Develo 14,706,3 15,441,6 16,213,7 17,024,4 0.1 0.1 0.1 0.1 pment 43 60 43 30 Sub 14,706,3 15,441,6 16,213,7 17,024,4 0.1 0.1 0.1 0.1 Total 43 60 43 30 Disability Fund Recurr 0 0 0 0 0.0 0.0 0.0 0.0 ent Develo 8,437,61 9,437,61 9,909,49 10,404,9 0.1 0.1 0.1 0.1 pment 5 5 6 71 Sub 8,437,61 9,437,61 9,909,49 10,404,9 0.1 0.1 0.1 0.1 Total 5 5 6 71 - 64 - DEPARTMENT Supple 2024 PROJECTIONS Suppl % share of total mentary CFSP . allocation Estimat Ceilings Estim es No.1 ates No.1 2023/24 FY FY FY FY FY FY 2025/26 2026/27 2023/ 2024/ 2025/ 2026/ 24 25 26 27 Youth and Sports Recurr 25,491,0 24,096,0 25,300,8 26,565,8 0.2 0.2 0.2 0.2 ent 75 13 14 54 Develo 88,984,3 11,386,3 11,955,7 12,553,4 0.6 0.2 0.2 0.2 pment 26 87 06 92 Sub 114,475, 35,482,4 37,256,5 39,119,3 0.7 0.4 0.4 0.4 Total 401 00 20 46 Youth Fund Recurr 0 0 0 0.0 0.0 0.0 0.0 ent Develo 19,984,3 24,984,3 26,233,5 27,545,2 0.1 0.2 0.2 0.2 pment 26 26 42 19 Sub 19,984,3 24,984,3 26,233,5 27,545,2 0.1 0.2 0.2 0.2 Total 26 26 42 19 County Assembly Recurr 1,132,23 1,073,14 1,126,80 1,183,14 7.3 7.7 7.7 7.7 ent 8,230 7,000 4,350 4,568 Develo 136,737, 86,861,4 91,204,5 95,764,7 0.9 0.6 0.6 0.6 pment 650 62 35 62 Sub 1,268,97 1,160,00 1,218,00 1,278,90 8.2 8.3 8.3 8.3 Total 5,880 8,462 8,885 9,329 Finance and Recurr 1,174,25 934,104, 980,810, 1,029,85 7.6 7.7 7.7 7.7 Planning ent 5,850 998 248 0,760 Develo 336,594, 163,907, 172,102, 180,708, 2.2 1.2 1.2 1.2 pment 760 575 954 101 Sub 1,510,85 1,098,01 1,152,91 1,210,55 9.7 8.9 8.9 8.9 Total 0,610 2,573 3,202 8,862 County Public Recurr 48,352,5 50,690,0 53,224,5 55,885,7 0.3 0.3 0.3 0.3 Service Board ent 54 39 41 68 Develo 14,500,0 21,433,0 22,504,6 23,629,9 0.1 0.2 0.2 0.2 pment 00 32 84 18 Sub 62,852,5 72,123,0 75,729,2 79,515,6 0.4 0.5 0.5 0.5 Total 54 71 25 86 Governor’s office Recurr 445,731, 405,368, 425,637, 446,919, 2.9 3.1 3.1 3.1 ent 698 819 260 123 Develo 0 0 0 0 0.0 0.0 0.0 0.0 pment Sub 445,731, 405,368, 425,637, 446,919, 2.9 3.1 3.1 3.1 Total 698 819 260 123 D/Governor’s office Recurr 27,336,5 28,642,3 30,074,5 31,578,2 0.2 0.2 0.2 0.2 ent 83 90 10 35 Develo 0 0 0 0 0.0 0.0 0.0 0.0 pment Sub 27,336,5 28,642,3 30,074,5 31,578,2 0.2 0.2 0.2 0.2 Total 83 90 10 35 Public Recurr 842,244, 796,473, 836,296, 878,111, 5.4 5.6 5.6 5.6 Administration ent 097 020 671 505 Develo 51,713,2 21,654,8 22,737,5 23,874,4 0.3 0.2 0.2 0.2 pment 40 09 49 27 - 65 - DEPARTMENT Supple 2024 PROJECTIONS Suppl % share of total mentary CFSP . allocation Estimat Ceilings Estim es No.1 ates No.1 2023/24 FY FY FY FY FY FY 2025/26 2026/27 2023/ 2024/ 2025/ 2026/ 24 25 26 27 Sub 893,957, 818,127, 859,034, 901,985, 5.8 5.8 5.8 5.8 Total 337 829 220 931 Sub County Recurr 6,000,00 6,480,00 6,804,00 7,144,20 0.0 0.0 0.0 0.0 Administration ent 0 0 0 0 Develo 0 0 0 0 0.0 0.0 0.0 0.0 pment Sub 6,000,00 6,480,00 6,804,00 7,144,20 0.0 0.0 0.0 0.0 Total 0 0 0 0 County Secretary Recurr 11,865,7 33,699,9 35,384,9 37,154,2 0.1 0.1 0.1 0.1 ent 20 96 96 46 Develo 12,792,8 0 0 0 0.1 0.0 0.0 0.0 pment 23 Sub 24,658,5 33,699,9 35,384,9 37,154,2 0.2 0.1 0.1 0.1 Total 43 96 96 46 ICT Recurr 0 0 0 0 0.0 0.0 0.0 0.0 ent Develo 0 0 0 0 0.0 0.0 0.0 0.0 pment Sub 0 0 0 0 0.0 0.0 0.0 0.0 Total County Attorney Recurr 12,000,0 72,100,6 75,705,6 79,490,9 0.1 0.1 0.1 0.1 ent 00 03 33 15 Develo 0 0 0 0 0.0 0.0 0.0 0.0 pment Sub 12,000,0 72,100,6 75,705,6 79,490,9 0.1 0.1 0.1 0.1 Total 00 03 33 15 Ward Based Recurr 0 0 0 0 0.0 0.0 0.0 0.0 Projects ent Develo - 777,849, 816,741, 857,579, 0.0 7.7 7.7 7.7 pment 456 929 025 Sub - 777,849, 816,741, 857,579, 0.0 7.7 7.7 7.7 Total 456 929 025 TOTAL Recurr 9,827,05 10,046,4 10,548,7 11,076,1 63.3 69.7 69.7 69.7 ent 8,184 15,519 36,295 73,110 Develo 5,686,16 4,307,65 4,523,04 4,749,19 36.7 30.3 30.3 30.3 pment 5,712 7,232 0,094 2,098 Total 15,513,2 14,354,0 15,071,7 15,825,3 100.0 100.0 100.0 100.0 23,896 72,751 76,389 65,208 Source: County Treasury - 66 - 3.4 Details of Sector Priorities Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development The mandate of the department is to ensure sustainable development of agriculture for food security and economic development. This includes; county agricultural policy and management; county food security policy; agricultural crops development; regulation and promotion; agricultural land resources inventory and management; crop research and development; agricultural mechanization policy management; agricultural farmer training; policy on land consolidation for agricultural benefit; agricultural insurance policy; farm input support and bio-safety management; agricultural extension services standards and capacity building for agricultural staff. The key achievements realized by the department in the medium term include;  21,900 bags(50kgs) of fertilizer distributed to vulnerable farmers in all the 45 Wards  21,900 bags (10kgs) of maize seed distributed to vulnerable farmers in all the 45 Wards  45,000 avocado seedlings procured and distributed to avocado farmers  7 crops were exported from the county - avocado, coffee, vegetables, bananas, sugarcane, tea and sweet potato  120,000 tissue culture banana seedlings produced through NARIGP  40 Ha of dry land/upland rice established  5.4 MT of dry land/upland rice produced  2 rice milling plants established at the ATDC-Mabanga and farmer groups  4 Tonnes of sorghum and finger millet seed providedSupported by KBL  240 Ha of tea established  2 processing plants established (Chesikaki Coffee milling plant is operational while the Musese mill requires technical and mechanical input)  Mt. Elgon coffee brand developed and marketed  750 Bags of sweet potato vines distributed  261 Bags of potato seed distributed  45,000 beneficiaries of crop insurance140 apiaries established through NARIGP  1,400 beehives distributed through NARIGP  54 dairy cows procured.  30,000 chickens distributed through NARIGP  5 feed mills operationalized supported by NG  25 dairy goats distributed (per ward)  30 piggeries established - 67 - In FY 2024/25, the department intends to undertake the following:  Farm Input Support – Fertilizer for 750 beneficiaries per Ward  Farm Input Support – Maize Seed for 750 beneficiaries per Ward  Equipping and operationalization of the Milk Processing Plant  Establishment of a Tea Factory in Mt. Elgon  Cooperative Development Fund  Artificial Insemination (AI) Subsidy Programme for Improvement of local dairy breeds  Procurement and Distribution of Dairy Animals  Procurement and Distribution of Poultry  Purchase of Tractors (4) for AMC  Purchase of small-scale driers for AMC  Development of Chwele Fish Farm  Ablution block facility constructed at Chwele Fish Farm  Establishment of a fish feed mill at CFF  Establishment of a Recirculating aquaculture system at CFF  Establishment of a biofloc system at CFF  Desiltation of Ponds and Flood control at CFF  Procurement of fish feeds at CFF  Procurement of Fish breeding stock at CFF  Training hall constructed at Chwele Fish Farm  Completion of the Chwele Chicken Slaughterhouse  Construction of a slaughterhouse in Tongaren- Naitiri/Mbakalo  Establishment of a maize processing mill in Tongaren  Promotion Of Cotton Production  Promotion of avocado production  Promotion of Coffee Production  Renovation of Slaughterhouses at Webuye, Bungoma and Kimilili  Aquaculture Input Support  Rehabilitation of Small dams in the county  Agricultural Equipment (Cassava Processing)  Liquid Nitrogen Plant  Development of Mabanga ATC  Establishment of an Agricultural Information and Resource Centre  Crop Insurance  Procurement of vaccines and other veterinarian supplies for disease and vector control  Establishment and Renovation of Auction Rings/Sale Yards  Rehabilitation of 25 cattle dips  Renovation of Office Buildings at HQ and Sub- County ALFIC offices - 68 -  Infrastructural Support to Cooperative Societies (Coffee, Dairy and Poultry)  KeLCoP  ASDSP The key outcomes expected in the MTEF period 2024/25-2026/27 include; -  Increased agricultural productivity and production.  Enhance access to agricultural insurance services.  Enhance access to agricultural mechanization services.  Increased access to critical farm inputs  Improved agricultural markets and value addition.  Transform Agriculture from subsistence to a viable commercial undertaking.  Support formation of farmer groups/cooperatives Resource Allocation The Sector has a total allocation of Ksh. 740,554,153, Ksh. 777,581,860 and Ksh. 816,460,953 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 370,663,544, Ksh. 389,196,721 and Kshs. 408,656,557 for recurrent expenditure and Ksh. 369,890,609, Ksh. 388,385,139 and Ksh.407,804,396 for development expenditure for the same period. Education and Vocational Training The sector‟s mandate: Promote access to quality education and early childhood development; Promote access to quality technical Vocational training and skill development. The key achievements realized by the sector include;  Confirmed 303 VTC instructors to permanent basis.  Carried out quality assessment to all VTC and the report shared with the county assembly of Bungoma and TVETA authority.  Received an assortment of VTC tools and equipment from a donor in Netherlands and distributed to various VTC examination centres.  Developed school feeding policy and pre-primary policy which are waiting cabinet approval.  Completed the construction of 11 ECDE classrooms, 7 roofed of which 3 are being plastered, 13 have reached the ring beam level, 3 handed to the contractor and 2 projects awarded to the contractor after retendering During the 2024/25-2026/27 MTEF period, the Sector will prioritize.  Construction of ECDE classrooms with 3 door pit latrine and urinal - County Wide  Construction of Model ECDE Centres  Construction of Childcare Centres- County Wide - 69 -  Renovation of ECDE Classroom – County Wide  Procurement of furniture for ECDE centres- County Wide  Construction of VTC workshops – County Wide  Construction of VTC Home Craft Centers- County Wide  Construction of VTC Administration Blocks - County Wide  Construction of VTC Centres of excellency - County Wide  Construction of VTC boarding facilities - County Wide  Renovation of VTC workshops - County Wide  Equipping of VTC - County Wide Resource Allocation The Sector has a total allocation of Ksh. 1,433,157,743 Ksh. 1,504,815.630 and Ksh. 1,580,056,411 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 1,249,151,498, Ksh1, 311,609,073 and Ksh. 1,377,189,527 for recurrent expenditure and Ksh. 184,006,245 Ksh. 193,206,557 and Ksh.202,866,885 for development expenditure for the same period. Health and Sanitation The department‟s goal is to attain responsive, equitable, affordable, accessible, and sustainable health care system for all. The sector also promotes increased access to improved sanitation. The key achievements realized by the sector include;  Increased revenue collection from 586,943,286 in the FY 2021/22 to 621,398,870 in 2022/ 2023;  Increased skilled deliveries to 84.4% from 88.1% the preceding year;  Distributed 55,068 Long lasting Treated Nets (LLTN) to pregnant women and 51,708 LLTN to the under one children;  The under ones fully immunized children were 34,228;  Treated 256,426 positive malaria cases;  Treated 1,830,282 patients in the outpatient section of which 807,234 were male while 1,023,048 were female;  Treated 125,388 patients in the inpatient section with 17,721 being the under five and 107,667 being over five years.  Dewormed 353,295 school going children.  Translated 179 health staff from contracts to permanent and pensionable terms;  Promoted 373 health staff and HR officers deployed to sub-county hospitals;  Constructed a 300-bed maternal and child block which is 99% complete. In the FY 2024/25, the department will undertake the following: - 70 -  Equipping of 300 bed capacity Department at Bungoma County Referral Hospital (BCRH)  Purchase and installation of the CT scan (128 slice CT) machine  Purchase and installation of MRI Machine (1.5 Tesla)  Construction of a Mental Health and Rehabilitation Centre at BCRH  Construction and equipping of a Pathology laboratory  Construction of a storied staff quarters unit for 30 staffs at BCRH  Equipping of morgues at Kimilili and Naitiri Sub- County Hospitals  Construction and equipping of a modern outpatient block at Webuye  Purchase of CT scan for Webuye Sub- County hospital  Establishment of dental units  Establishment of Health Centres in Khalaba and Township wards  Equipping of 100 bed capacity at Sirisia Hospital  Equipping of the 60 bed Bumula maternal and child block  Equipping of the 30 bed Naitiri maternal and child block  Equipping of Sinoko maternity  Construction of CT scan building and Procurement of CT scan  Construction of Oxygen Plant  Equipping of blood bank at BCRH  Construction of orthopedic lab  Construction of psychiatric ward  Construction isolation unit ward  Procurement of 9 utility vehicles  Construction of incinerator  Procurement of 9 utility vehicles  Procurement of exhauster vehicle During the 2024/25-2026/27 MTEF period, the Sector will prioritize provision of the universal health coverage to the county population, whilst also investing in strengthening health delivery systems and structures for enhanced services readiness, service availability and capacity to offer services at all county health facilities. This will be realized through the health programs:  Preventive and Promotive Health  Curative and Rehabilitative health  Reproductive, Maternal, New- Born and Adolescent Health  Specialized referral services Resource Allocation The Sector has a total allocation of Ksh. 4,170,129,193 Ksh. 4,378,635,653 and Ksh. 4,597,567,435 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises - 71 - of 4,097,307,233 Ksh. 4,302,172,595 and Ksh. 4,517,281,224 for recurrent expenditure and Ksh. 72,821,960 Ksh 76,463,058 and Ksh. 80,286,211 for development expenditure for the same period. Roads and Public Works The mandate of the directorate includes Develop and maintain the County Road network including its road infrastructure, Supervise and provide guidance and designs on all structural and civil works in the County to ensure that they comply with the established standards and Monitor fire outbreaks and respond to all emergencies in the County including road accidents. The key achievements are:  1.3 KM of Urban roads upgraded to bitumen standards.  146.2 KM of Sub County roads gravelled  209.8 KM of Ward roads graded and gravelled.  14 Box Culverts Constructed  1.3 KMs of pedestrian walkways constructed. In the medium term, the sector plans to undertake the following:  Upgrading of 5 KM Urban Roads  Upgrading of 10KM Rural Roads  Opening of 50 KM Rural Roads  Construction of 1 Bridges  Construction of 9 Box Culverts  Construction of 0.5 KM Drainage Works  Maintenance of 2KM Urban Roads  Maintenance of 10 KM rural tarmac Roads  Maintenance of 250 KM Rural Unpaved Roads  Acquisition of 1 Grader  Rehabilitation of 2 Box Culverts  Rehabilitation of 1 KM Drainage Lines  Transformation of 1 Black Spot  Construction of 1 Slip Lane  Construction of 5 KM pedestrian walkways Resource Allocation The Sector has a total allocation of Ksh. 850,086,868, Ksh. 892,591,211 and Ksh. 937,220,772 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of - 72 - Ksh. 127,391,066, Ksh. 133,760,619 and Ksh. 140,448,650 for recurrent expenditure and Ksh. 722,695,802, Ksh. 758,830,592 and Ksh.796,772,122 for development expenditure for the same period. Trade, Energy, and Industrialization The department is focused on creating conducive environment for trade, investment and industrialization with the goal of creating wealth and supporting employment creation in the County as well as facilitating access to affordable, clean energy. The key achievements are:  Development of bodaboda sheds  Upgrading of markets  Installation of solar powered high flood mast, solar and grid street lights at market centres In the medium term, the department intends to undertake the following:  To support growth and development of trade and investment  To promote industrial growth and development  To enhance cooperative development in the county  To increase tourism earnings in the county In FY 2024/25, the department intends to undertake the following:  Establishment and equipping of 1 Metrology laboratory in Bungoma  Establishment of 1 Business Incubation centres in Nalondo  Establishment of 2 Business Information centres in Webuye and Kapsokwony  Development of 110 modern market stalls Kamukuywa and Bukembe  Upgrading of Kapsokwony, Buyofu and Misikhu market to modern markets  Establishment of cold storage infrastructures on Lwakhakha, Ndalu and Bukembe market  Establishment of 1 ultra-modern market at Chwele Market  Construction of 12 bodaboda sheds across the sub counties  Equipping and operationalization of 5 cottage industries (Namwacha, Bumula, Wamono, Chepkube, Bukembe)  Equipping and operationalization of 2 CIDCs (Musakasa, Naitiri)  Establishment of 1 SMI park at Sang‟alo  Infrastructural development for Industrial Park in Sang‟alo  Establishment of 1 Mini hydroelectric power station at River Nzoia  Establishment of 2 Energy demonstration centres in Bumula and Webuye  Installation of 600 solar street lights on markets across the County  Installation of 80 grid energy lights on Centres in Bungoma and Kanduyi - 73 -  Installation of 22 solar high flood mast lights at Ngoya, Kipsigon, Kibwe, Kibuk, Bumula Primary, Bitobo, Kibingei, Nasianda, Cheptoror, Namutokholo, Ambich, Lukhuna, Namamje, Wamono, Myanga, Kulisiru, Chepkube, Lungai, Sirakaru, Wabukhonyi, Mbakalo, Mikayu markets  Procurement and installation of 10 transformers at Kamusinga, Siritanyi, Karima- nang‟eni, Kuywa-ngwelo, Mitukuyu, Sirende, Mwanda, Kinondo, Nyaranga and Sinoko- north Bukusu Resource Allocation The Sector has a total allocation of Ksh. 421,663,266, Ksh. 442,746,430 and Ksh. 464,883,751 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 71,540,695 Ksh. 75,117,730 and Ksh. 78,873,616 for recurrent expenditure and Ksh. 350,122,572 Ksh. 367,628,701 and Ksh. 386,010,136 for development expenditure for the same period. Lands, Urban and Physical Planning Department’s mandates include;  County lands policy and management  Physical planning  Land transactions  Survey and mapping  Land adjudication  Settlement matters  Urban and rural settlement planning i.e., Eco-village  Land reclamation  Land registration  County spatial infrastructure  Land and property valuation services, administration and land information systems The key achievements include:  50% of government land surveyed  100% of land boundary and ownership disputes resolvedDraft Urban Development and Physical Planning Policy  7 spatial plans completed In the medium term, the department will undertake the following:  Land for land bank  Processing of tittle deeds  Digitization of land services - 74 -  Establishing of GIS Lab(configuration)  Preparation of physical and land use plans  Review of physical and land use plans  Preparation of valuation rolls  Acquisition of land for go-downs  Acquisition of land construction of Kapsokwony Fire Station  Acquisition of land for Webuye,Chwele,Kimilili dumpsites  Acquisition of land for recreation centers  Acquisition of land for taxis and lorry park in bungoma town  Acquisition of land for lorry park along Webuye- Malaba highway  Acquisition of land for industrial park  Fencing of matulo airstrip  Acquisition of Geodetic tracker vehicles purchased  Renovation of Survey office  Acquisition of land for bus park at Bukembe and Chwele Resource Allocation The Sector has a total allocation of Ksh. 59,931,735, Ksh. 62,928,322 and Ksh. 66,074,738 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 50,890,920, Ksh. 53,435,466 and Ksh. 56,107,239 for recurrent expenditure and Ksh. 9,040,815, Ksh. 9,492,856 and Ksh.9,967,499 for development expenditure for the same period Housing The Department‟s strategic goal is to facilitate the production of decent and affordable housing, enhanced estate management services and tenancy relation. Department’s mandates include;  To promote and coordinate and implement integrated socio-economic policies and programs for housing.  To foster conducive environment for investment and private sector development  To develop and coordinate frameworks for public private partnerships (PPP) in housing.  To promote innovation and investment in new housing technologies.  To promote research and development in housing. The key achievements are:  10 houses refurbished/renovated  1 Assessment and inspection undertaken on the physical condition of county residential houses - 75 -  2 housing inventories carried out In the medium term, the department intends to:  Renovation and refurbishment of county residential houses in Kanduyi  Security fencing of county residential estates  Construction of pathways in esates, electricity connection, water connection and landscaping  Construction of Governors and deputy governors‟ residential house  Construction of county residential houses  Purchase of Nzoia pension Scheme houses  Construction of affordable housing scheme  Slum upgrading  Mortgage schemes for government employees  Construction of County executive office block Resource Allocation The Sector has a total allocation of Ksh. 482,490,557, Ksh. 506,615,084 and Ksh. 531,945,839 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 18,880,586, Ksh. 19,824,615 and Ksh. 20,815,846 for recurrent expenditure and Ksh. 463,609,970, Ksh. 486,790,469 and Ksh.511,129,992 for development expenditure for the same period Bungoma Municipality The County has established Bungoma Municipal Management Board which is mandated to ensure efficient and effective management of urban areas and pro-active response to urban issues. The board sets out to move the Municipality into the future as a thriving, resilient, evolving, and equitable community delivers a vibrant and competitive urban metropolis for the coming generations. Strategic objectives of Bungoma Municipality include;  Upgrade connectivity standards  Strengthen urban-rural linkage  Increase resource allocation on urban infrastructure development, maintenance and service delivery  Promote private sector investment on both basic services and higher order infrastructures  Augment investment in increasing coverage and quantity of water supply  Augment investment in building waste water treatment system The key achievements include:  75 litter bins - 76 -  20 collection 20 bins installed In the medium term, the Municipality intends to undertake the following:  Construction of Municipal Office Block  Ward based fund projects in Musikoma ward  Ward based fund projects in Khalaba ward  Ward based fund projects in Township ward  Upgrading of Sinoko to Siritanyi road  Upgrading of Namuyemba – Wamalwa Kijana Sec. – Makutano road  Upgrading of Greenvalle – Marell – Tenstar road  Upgrading of Sinoko –Pombo Tano – Blue Waves Road  Upgrading of R. Sio – road  Construction of Urban Modern Municipal Market  Construction of Urban Bus Park  Construction of Urban stormy water drainage works  Construction of modern urban sanitation facilities  Urban greening services  Construction of urban walkways  Construction of bicycle and bodaboda parking bays  Urban road markings  Provision of street lighting  Installation of public benches and seats  Procurement of land for public park  Construction of Exhibition and Performing Theatre  Construction of community social halls  Construction of a public library Resource Allocation The Sector has a total allocation of Ksh. 213,100,343, Ksh. 223,755,360 and Ksh. 234,943,128 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 93,100,343, Ksh. 97,755,360 and Ksh. 102,643,128 for recurrent expenditure and Ksh. 120,000,000, Ksh. 126,000,000 and Ksh.132,300,000 for development expenditure for the same period. Kimilili Municipality The County has established Kimilili Municipal Management Board which is essential for efficient and effective management of urban areas and pro-active response to urban issues. The board sets out to move the Municipality into the future as a thriving, resilient, evolving, - 77 - and equitable community delivers a vibrant and competitive urban metropolis for the coming generations. Strategic goals of the municipality include;  Encourage community led waste segregation and collection (entity/HH)  Promote/mandate 4R (Refuse, Reduce, Recycle, Reuse) at household and community level  Promote sustainable urban public transport  Provide hierarchically balanced urban road infrastructure in coordination with KURA and KENHA.  Alleviate urban poverty  Enhance mobilization of Own Source Revenues (OSR) of urban areas  Mobilize investment through alternative financing instruments including private sector involvement Strategic goals of the municipality include;  Encourage community led waste segregation and collection (entity/HH)  Promote/mandate 4R (Refuse, Reduce, Recycle, Reuse) at household and community level  Promote sustainable urban public transport  Provide hierarchically balanced urban road infrastructure in coordination with KURA and KENHA.  Alleviate urban poverty  Enhance mobilization of Own Source Revenues (OSR) of urban areas  Mobilize investment through alternative financing instruments including private sector involvement The key achievements are:  10% of Estate access roads tarmacked In the medium term, the Municipality intends to:  Construction of Municipal Office Block  Upgrading urban roads  Urban road markings  Urban greening and beautification services  Construction of urban walkways  Constructions of bicycle and bodaboda parking bays  Provision of street lighting  Installation of public benches and seats  Upgrading of Amtallah Stadium to a recreational park - 78 -  Procurement of land for stadium  Procurement of land for Auction Ring.  Construction and upgrading of drainage work.  Construction of community social hall Resource Allocation The Sector has a total allocation of Ksh. 143,177,040, Ksh. 150,335,892 and Ksh. 157,852,687 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 78,638,217, Ksh. 82,570,128 and Ksh. 86,698,635 for recurrent expenditure and Ksh. 64,538,823, Ksh. 67,765,764 and Ksh.71,154,052 for development expenditure for the same period Tourism, Environment, Water and Natural Resources The overall goals of the department is to enhance sustainable management of environment, water, irrigation and natural resources; to ensure access to water and natural resources benefits for sustainable development; to increase utilization of land through irrigation, drainage and land reclamation and to protect and reclaim the environment in order to establish a durable and sustainable system of development and resilience to climate change. The key achievements realized by the sector include;  600,000 Tree seedlings planted and nurtured  42 Water schemes constructed  5 Automations incorporated in water systems  5 Community boreholes drilled  45 Ward level climate change committees established  45 Participatory Ward Climate Change Risk Assessment done  1 County Climate Change Action Plan documents developed  Sensitized CCU AND Climate Change committees  1 Developed tourist site/ Attraction During the 2023/24-2025/26 MTEF period, the Sector will prioritize;  Increase access to clean, safe water supply in rural and urban areas;  Improve capacity for water resources management (WRM),  Mainstream climate change across all county department programmes and projects  Restore and maintain the ecosystems  Promote sustainable use of environment and natural resources (ENR)  Improve on the 10% forest cover.  Mainstreaming gender, Youth and Other vulnerable groups  Digitize tourism products  Market the county tourist products and sites through annual events. - 79 - In FY 2024/25, the department will undertake the following projects:  Last mile connectivity and pipeline extension 14KM  Strategic borehole dug by county drilling rig 45No  Purchase of 10,000L water bowser  Purchase of land for Matisi & Nabuyole WS solar installation 4 acres  Rural scheme constructed 1No KOICA3  Construction of high mast steel pressed tanks 45No  Construction and protection of water springs 50No  Solarization of high yielding springs 50No  Solarization of high yielding Bore holes 20No  Purchase of master/zonal meters 500No  Water quality laboratory construction and equipping  Construction of rain water roof catchments developed 45No  Rehabilitation of sewerage infrastructure  Construction of sewerage infrustructure  Purchase of land for sewerage infrustructure  Natural Resources  County tree planting  Purchase of early warning systems 3No  Procure of GIS and data base for natural resources 1No  Climate Change  Purchase of motor vehicle  Alternative energy sources  Climate resilient ward projects  Environment  County garbage collection, transportation and disposal  Purchase of 3 in 1 litter bins 40No  Storm water drainage and culvert management  Procurement of noise meters 9No  Tourism  Purchase of land for tourist sites Resource Allocation The Sector has a total allocation of Ksh. 1,177,804,985, Ksh. 1,236,695,234 and Ksh. 1,298,529,995 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 636,513,859, Ksh. 668,339,552 and Ksh. 701,756,530 for recurrent expenditure and Ksh. 783,290,059, Ksh. 822,454,562 and Ksh.863,577,290 for development expenditure for the same period. - 80 - Gender, Culture, Youths and Sports The department set out to create sustainable and equitable social cultural and economic empowerment to all. It committed to achieve this by formulating, mainstreaming and implementing policies that respond to gender and cultural issues through coordinated strategies that engender a sustained and balanced social, cultural and economic development of the County as well as empowering the vulnerable and marginalized groups and areas. The key achievements include;  Ongoing construction of Masinde Muliro Stadium  Construction of hostels at the High-Altitude Training Centre  Construction of a watching stand at Nalondo stadium  Ongoing construction of Multitipurpose hall at Sang‟alo cultural centre  Finalisation on formulation of seven policies  Celebration of the International women‟s‟ day  Activation of the Ajiry Center  Participation in KICOSCA games held in Kisumu  Celebration of International Day for PWDs  Equipping of Maeni Youth Centre  Partnered with the Finnish Government to end GBV and SGBV In the FY 2024/25, the department will undertake the following:  Completion of Masinde Muliro Stadium in Kanduyi  Upgrading of sub-county stadia  Completion of High-Altitude Hostel Block  GBV referral centre  Cash transfer program to OVCs  BUCOWEF  BUCOYEF  BUCODEF Resource Allocation The Sector has a total allocation of Ksh.189,563,668, Ksh.199,041,851 and Ksh.208,993,943 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 93,629,625, Ksh. 98,311,106 and Ksh. 103,226,662 for recurrent expenditure and Ksh. 95,934,043, Ksh. 100,730,745 and Ksh. 105,767,282 for development expenditure for the same period - 81 - Finance and Economic Planning The department‟s goal is to create an enabling environment for accelerated and sustainable economic growth through pursuit of prudent economic, fiscal and monetary policies while coordinating the financial operations of the Bungoma County Government. The key achievements are;  Prepared County Budget documents namely; CBROP, MTEF, PBB, Appropriation Bills, supplementary budgets, and Gazettement of the same  Approved County Annual Development Plan (CADP)  Compliance to PFM Act, Regulations, financial policies and procedures.  Prepared Finance Bill  100% compliance to Public Procurement and Disposal Act, 2015  1 procurement plan developed During the 2024/25-2026/27 MTEF period, the Sector will prioritize;  Improve Public Financial Management.  Increase the level of capitalization.  Increase private investments  Improve statistical data production and policy research  Enhance the prevention, detection and elimination of corruption  Enhance public contract management and performance  Increase public demand for accountability In FY 2024/25, the department intends to undertake the following:  Preparation of County Budget documents namely; CBROP, MTEF, PBB, Appropriation Bills, supplementary budgets, and Gazettement of the same  Preparation of County Annual Development Plan (CADP)  Preparation of County procurement plan  Compliance to PFM Act, Regulations, financial policies and procedures.  Preparation of Finance Bill - 82 -  Preparation of revenue manual  Preparation of 12 Statutory reports  Preparation of 4 risk assessment reports  Preparation of 2 Appropriation Bills  Commissioning of 12 County monitoring system  Conduct 4 monitoring and evaluation exercise. Resource Allocation The Sector has a total allocation of Ksh. 1,098,012,573, Ksh 1,152,913,202 and Ksh. 1,210,558,862 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 934,104,999, Ksh. 980,810,248 and Ksh. 1,029,850,760 for recurrent expenditure and Ksh. 163,907,575, Ksh. 172,102,954 and Ksh.180,708,101 for development expenditure for the same period Public Service Management and Administration & Office of the County Secretary; Office of H.E. the Governor and Deputy Governor The sectors‟ main goal is to provide leadership and oversight in economic and devolution management, resource mobilization and management; and Inter-governmental relations for a responsive public service. The key achievements are:  9 civic educations for a held  3 national events commemorated  380 uniforms purchased for enforcement officers - working  45 uniforms purchased for ward administrators – ceremonial  236 of uniforms purchased for village administrators – working  Networking and LAN installation at Tongaren sub county done  Networking and LAN installation at Sirisia sub county done  Networking and LAN installation at Bumula sub county done  Networking and LAN installation at Mt. Elgon sub county done  Upgrade of the records management system done  Upgrading of the server phase III done - 83 - In FY 2024/25, the department plans to:  Construct Administration block for CPSB  Construction of 5 ward offices  Construction of 1 sub county office  Plots for offices in 10 wards  Installation of M&E visual dashboard at Kimilili, Webuye and Chwele  Upgrading of server roomat the HQ  Establishment of County data centre at the HQ  Establish an ICT hub at Matili Resource Allocation The Sector has a total allocation of Ksh. 1,364,419,636, Ksh. 1,432,640,618 and Ksh. 1,504,272,649 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 1,342,764,827, Ksh. 1,409,903,068 and Ksh. 1,480,398,222 for recurrent expenditure and Ksh. 21,654,809, Ksh. 22,737,549 and Ksh.23,874,427 for development expenditure for the same period County Public Service Board; Mandate; The County Public Service Board as established under Article 57 of the County Government Act. It is a body corporate institution that draws her functions from section 59(1) of the County Government Act 2012 which includes  To recruit and promote qualified personnel to the respective County offices so that public service delivery can be enhanced.  To enhance institutional efficiency and effectiveness in implementation and service delivery.  To provide regular reports to the County Assembly on the execution of the functions of the board.  To promote ethical, integrity and promotion of National Values and principles.  To recommend to the Salaries and remuneration Commission on behalf of the County Government on the remuneration, pensions and gratuities for County Public Service employees.  To provide advice to county government on human resource management and development - 84 -  To provide advice to county government on implementation and monitoring of the national performance management systems in counties.  To report to county assembly on the extent of compliance of values and principles in the public service as provided in articles 10 and 232 of the constitution The CPSB in the medium term plans to; Improved Human resource capacity, Establishment of guiding and counselling unit, finalize the Quality assurance Compliance audit, New appointments and Promotions effected, Enforce adherence to Ethical and integrity standards, general administration and support services facilitated, Construct 1 storey building administrative block and Equipping of administrative block Resource Allocation The Sector has a total allocation of Ksh. 72,123,071, Ksh. 75,729,224 and Ksh. 79,515,685 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 50,690,039, Ksh. 53,224,541 and Ksh. 55,885,768 for recurrent expenditure and Ksh. 21,433,032, Ksh. 22,504,684 and Ksh.23,629,918 for development expenditure for the same period County Assembly The role of the County Assembly is to create an environment that fosters efficient and effective service delivery through representation, legislation and oversight as enshrined in the constitution and other legislations. Key achievements include:  3 policies enacted  3 statutory and general Bills introduced and enacted  2 regulations passed  86 ordinary and special sittings organized  13 public hearings forums on various legislations Conducted  12 petitions considered  18 committee fact finding exercises  60 committee reports In FY 2024/25, the County Assembly intends to undertake the following:  Construction of New debating Chambers  Installation of New Hansard system in the new debating chambers  Installation of Committee services software  Construction of Hon Speaker‟s residence  Business Continuity, Data Recovery and Disaster Management Policy development training and Implementation - 85 -  Installation of video conferencing facilities  Installation of cooling system in the server room Resource Allocation The Sector has a total allocation of Ksh.1,160,008,462, Ksh.1,218,008,885 and Ksh. 1,278,909,329 for FY 2024/25, FY 2025/26, and FY 2026/27 respectively. This comprises of Ksh. 1,073,147,000, Ksh. 1,126,804,350 and Ksh. 1,183,144,568 for recurrent expenditure and Ksh. 86,861,462, Ksh. 91,204,535 and Ksh.95,764,762 for development expenditure for the same period Ward Based Projects Resource Allocation The WBP Sector has a total allocation of Ksh. 777,849,458, Ksh. 816, 741,930 and Ksh. 857,579,027 for FY 2024/25, FY 2025/26 and FY 2026/27 respectively. This comprises of Kshs. 450,000,000 (10,000,000 per ward for the 45 wards) as an allocation for development programs and Kshs. 327,849,458 as an allocation for ward based pending bills. 3.5 Programme performance information for FY 2024/25 – 2026/27 MTEF Period 169. Annex Table 4 provides a summary of expenditures by programmes for the FY 2024/25– 2026/27 period. Annex Table 5 provides a detailed report with information on programmes outputs, key performance indicators, and the set targets for the FY 2024/25 – 2026/27 period. 3.6 Public Participation/ Sector hearing and Involvement of the stakeholders 170. The Constitution of Kenya (2010) under Article 201 (a) and the Public Finance Management Act (2012) under Section 125 Subsection 2 confer the right to citizens and the obligation on National and County Governments to ensure the public participates and is consulted in the budget making process. In fulfilment of this requirement, Sector Working Groups (SWGs) were convened to develop the sector reports, which were subjected to public hearings for the FY 2024/25 and medium-term budget were held between 5th to 9th February 2024. 171. The issues raised by the Citizens were used by the Sectors while prioritizing programmes and projects to be funded. The reports from the county wide (45 wards) Participation are annexed in each Sector Report. Virtual platforms were made available on the County website as well as live streaming on Face Book to ensure that stakeholders who could not attend the Public Hearings physically had access to the - 86 - Hearings. Annex Table 6 provides a summary of the comments received and the actions taken and or response given during the Public Hearings. 172. Further, the draft 2024 CFSP was uploaded onto the county website on 26th January 2024 inviting the public and stakeholders to share comments. As required by the Public Finance Management Act (PFM) Act, 2012, the document was further shared with the various stakeholders. The comments were considered in finalizing this document. A summary of the comments received from the various stakeholders and the public and the actions taken are summarized in Annex Table 6. 173. Further as required by the Public Finance Management Act, the County Fiscal Strategy Paper was shared with various stakeholders and the public for comments before finalization. - 87 - IV. COUNTY FINANCIAL MANAGEMENT AND DIVISION OF REVENUE 4.1. Compliance with fiscal responsibility principle Management of county finances shall be in accordance with the Constitution, Public Finance Management (PFM) Act, 2012 and the Public Finance Management (County Government) Regulations, 2015. Table 4.1 below provides a summary of total expenditures and total revenues by counties for FY 2020/21 to 2022/23. Table4.1: Summary of County Revenues and Expenditures from FY 2020/21 to 2022/23 Item FY 2020/21 FY 2021/22 FY 2022/23 Approved Actual Budget Approved Actual Budget Approved Actual Budget Budget Budget Budget Total Revenues 14,002,888,40 11,393,630,404 14,454,364,38 11,444,758,069 14,824,738,618 12,752,901,2 8 4 94 Total Expenditure 14,002,888,40 11,393,630,404 14,454,364,38 11,444,758,069 14,824,738,618 12,752,901,2 8 4 94 Total Development 4,720,012,191 3,360,761,147 4,479,377,759 2,189,989,610 4,445,883,438 2,820,520,54 3 Total Recurrent 9,282,876,219 8,032,869,257 9,974,986,625 9,254,768,459 10,378,855,179 9,932,380,75 1 Wages 4,769,700,248 4,918,472,158 5,657,067,230 5,178,340,834 5,674,759,283 5,520,728,52 6 Other Recurrent 4,513,175,971 3,114,397,099 4,317,919,395 4,076,427,625 4,704,095,896 4,411,652,22 5 % of Development in 33.7 29.5 31.0 19.1 30.0 22.1 Total Budget % of Recurrent in 66.3 70.5 69.0 80.9 70.0 77.9 Total Budget % of Wages in Total 34.1 43.2 39.1 45.2 38.3 43.3 Budget 4.1.1. Allocation to Development Expenditure over the Medium-Term 174. The County is required to allocate a minimum of thirty percent of its budget over the medium-term to development expenditure pursuant to Section 107 (2) (b) of the Public Finance Management Act, 2012. The County has met this legal requirement and allocated at least thirty percent of its approved budget to development expenditures. As indicated in Table 4.1, the total county approved development expenditures over the medium-term account for 33.7 percent in FY 2020/21, 31.0 percent in FY 2021/22 and 30.0 percent in FY 2022/23 translating to an average of 31.6 percent of the total Budget. - 88 - Table 23: Budgeted Development Expenditure as a Percentage of Total County Expenditure Department Total Budget Total development Allocation as % of Allocation allocation total budget Agriculture, Livestock, Fisheries and 1,232,138,834 779,785,147 5.26 Cooperative Development Tourism, Forestry, Environment, Water and 751,691,308 373,341,094 2.52 Natural Resources Roads and Public Works 1,137,358,855 966,656,933 6.52 Education and VTC 1,840,259,915 233,631,139 1.58 Health and Sanitation 3,626,881,406 191,976,917 1.29 Trade, Energy and Industrialization 288,873,857 224,111,671 1.51 Lands, Urban and Physical Planning 1,290,969,372 1,115,800,763 7.53 Gender, Culture, Youth and Sports 342,351,161 200,208,504 1.35 County Assembly 1,294,353,579 106,793,185 0.72 Finance and Planning 1,642,584,330 155,867,884 1.05 County Public Service Board 64,046,205 10,000,000 0.07 Governor/ D. Governor 554,310,467 0 0.00 Public Administration 758,919,329 87,710,201 0.59 TOTAL 14,824,738,618 4,445,883,438 30.0 Figure 7: FY 2022/23 Budgeted Development Expenditure as a Percentage of Total County Expenditure - 89 - 4.1.2. Actual Development Expenditure over the Medium-Term 175. The total actual development expenditure for FY 2020/21, FY 2021/22, and FY 2022/23 accounted for 29.5%, 19.1% and 22.1% of the total actual budget for the same period as indicated in Table 4.1. This translates to an average allocation of 23.5% of actual total expenditures to development expenditures. For the FY 2022/23, only seven departments met this requirement as far as the actual expenditure as a percentage of total budget is concerned as indicated in the table below. Table 24: Actual Development as percentage of actual total Expenditure for FY 2022/23 Department/ agency Development Actual Development Expenditure as % of Actual total expenditure Agriculture, livestock, fisheries and co-op 1,202,499,000 770,036,212 6.0 development Tourism and environment 312,100,791 18,345,385 0.1 Water and natural resource 305,910,982 227,011,063 1.8 Roads and Public works 1,038,878,063 869,160,607 6.8 Education 1,760,460,767 188,299,642 1.5 Health 3,369,353,134 165,719,280 1.3 Sanitation 8,130,152 6,777,266 0.1 Trade, energy and industrialization 136,779,677 75469481.2 0.6 Land, Urban and Physical Planning 72,344,664 15,821,324 0.1 Bungoma Municipality 36,280,617 2,339,915 0.0 Kimilili Municipality 37,716,643 1,194,559 0.0 Housing 72,774,966 38,179,164 0.3 Gender, Culture, Youth and Sports 284,425,776 144,558,160 1.1 County Assembly 1,245,449,346 68,711,338 0.5 Finance and Planning 1574042651 153,131,111 1.2 County Public Service Board 51,479,463 3,346,658 0.0 Governors 531907953 0 0.0 D/Governor’s office 12751463 0 0.0 Public Administration 496,410,180 8,422,621 0.1 Sub County Administration 8978245 0 0.0 County Secretary 194,226,761 63,996,757 0.5 TOTALS 12,752,901,294 2,820,520,543 22.1 - 90 - Figure 8: FY 2022/23 Actual Development Expenditure as a percentage of total Expenditure. 176. In terms of actual development expenditure for the FY 2022/23, development expenditure amounted to Ksh 2.82 billion (63.4 percent) against a revised target of Ksh 4.44 billion, translating to a shortfall of Ksh 1.62billion. This was on account of lower absorption of projects financed by grants from the National Government and Development partners that was less by Ksh. 950.13million. Figure 9: FY 2022/23 Actual Development Expenditures as a Percentage of Total Expenditure (departmental) 4.1.3. Compliance with the Requirement for Expenditure on Wages 177. Regulation 25(1) (b) of the PFM (County Governments) Regulations, 2015 requires that the County wage bill shall not exceed 35 percent of its total revenue. The expenditure on wages and benefits was above the legal thresh hold (45%) and the county has put in place measures that can move it towards meeting the legal thresh hold as provided by the law. - 91 - 178. Over the medium – term, expenditure on wages and benefit for the FY 2020/21, FY2021/22, and FY 2022/23 accounted for 43.2%, 45.2% and 43.3% of the total revenue, respectively as shown in Table 4.1. 179. The total expenditure on wage bill reported by the County government amounted to Ksh 5.52 billion in the FY 2022/23. During the same period the total revenue available to the County government was Kshs. 13.67 billion. The Public Finance Management (County Governments) Regulations, 2015, requires that expenditure on wages and benefits for public officers shall not exceed 35 percent of the total revenue. The county government spent 40.4 per cent of the total revenue and 43.2 percent of total expenditure on wages which is slightly higher than the threshold of 35 per cent provided by PFMA 2012 180. The challenges causing the high wage bill. a) Budget allocations not observed: recruitments are done haphazardly without reference to county plans or budgets resulting in unregulated budgets to realign the vote heads. b) Unplanned promotions: There has been a clamor for higher salaries and allowances which is usually attained through promotions. Unfortunately, these unplanned promotions are executed without following due diligence, consequently exerting pressure on the wage bill. c) Mass recruitment of lower cadres: Most of the county officers are in the lower cadres (support staff and enforcement officers) this is a way for holders of political office to garner support and fulfill promises made on the campaign trail. Lower cadre officers are recruited in hundreds and deployed to departments without clear roles. These lower cadres take up a large chunk of the wage bill. d) Engagement of casual workers: Instances where the casual workers have been retained on the payroll throughout the year when their contract should have been terminated or converted. e) Ghost workers: the county has undertaken human resource audits (staff headcount) in a bid to confirm the existence of „ghost‟ workers. 181. To further manage wage bill, the county government has put in place the following measures to ensure compliance. a) Regular consultations between the County Treasury and the Accounting Officer on wage bill management. PFM (County Governments) Regulations, 2015 Sect. 119. (3) requires that the Accounting Officer of a county government should ensure that the personnel cost of all appointees, as well as promotion and salary increments, be met within the budgetary allocation voted for by the county government entity. - 92 - Also, the Accounting Officer should certify the correctness of the payroll at least once every month – Sect. 120 (3). b) The CPSB to widely consult with the County Treasury while implementing its mandate. Further, Sect. 119 (4) of the PFM Regulations emphasizes that the CPSB shall only approve the establishment of new public service positions after getting confirmation of the availability of budgetary provisions from the County Treasury. c) The engagement of casual workers since there is no long-term commitment involved. However, this provision needs to be strictly observed to avoid the possibility of retaining these casual workers on the payroll beyond their contract period which also may lead to unnecessary litigation. d) Strengthen performance management to reward productivity and performance. This will slow down the pace for seeking staff promotions hence reduce pressure on the wage bill. The County Government Act succinctly describes matters to be considered by the CPSB during appointments, promotions, or re-designation. Sect. 65 (2) requires that CPSB should ensure promotions are undertaken based on merit, fairness, and transparency. Table 25: Expenditure by Economic Classification MINISTRY/DEPARTMENT PERSON OPERATIO TOTAL DEVELOP TOTAL NEL NS AND RECURR MENT EXPENDIT MAINTEN ENT URE ANCE Agriculture, livestock, fisheries and co- 326,285,4 106,177,374 432,462,78 770,036,212 1,202,499,0 op development 14 8 00 Tourism and environment 26,712,68 254,042,723 293,755,40 18,345,385 312,100,791 3 6 Water and natural resource 34,153,25 44,746,660 78,899,919 227,011,063 305,910,982 9 Roads and Public works 74,297,38 101,420,069 169,717,45 869,160,607 1,038,878,0 7 6 63 Education 1,001,786, 570,374,725 1,572,161, 188,299,642 1,760,460,7 400 125 67 Health 2,370,455, 834,078,677 3,203,633, 165,719,280 3,369,353,1 177 854 34 Sanitation 698,586 654,300 1,352,886 6,777,266 8,130,152 Trade, energy and industrialization 23,278,14 38,032,055 61,310,196 75,469,481 136,779,677 1 Land, Urban and Physical Planning 18,831,25 27,792,086 56,523,340 15,821,324 72,344,664 4 Bungoma Municipality 13,175,19 20,765,509 33,940,702 2,339,915 36,280,617 3 Kimilili Municipality 12,213,52 29,308,561 36,522,084 1,194,559 37,716,643 3 Housing 9,115,400 26,480,402 34,595,802 38,179,164 72,774,966 Gender, Culture, Youth and Sports 45,977,79 93,889,825 139,867,61 144,558,160 284,425,776 1 6 County Assembly 389,221,1 787,516,828 1,176,738, 68,711,338 1,245,449,3 80 008 46 - 93 - MINISTRY/DEPARTMENT PERSON OPERATIO TOTAL DEVELOP TOTAL NEL NS AND RECURR MENT EXPENDIT MAINTEN ENT URE ANCE Finance and Planning 636,175,7 784,735,753 1,420,911, 153,131,111 1,574,042,6 87 540 51 County Public Service Board 6,713,126 41,419,679 48,132,805 3,346,658 51,479,463 Governor‟s 286,882,1 245,025,826 531,907,95 0 531,907,953 27 3 D/Governor‟s office 0 18,751,463 12,751,463 0 12,751,463 Public Administration 225,655,9 262,331,630 487,987,55 8,422,621 496,410,180 29 9 Sub County 0 8,978,245 8,978,245 0 8,978,245 County Secretary 19,100,16 115,129,835 130,230,00 63,996,757 194,226,761 9 4 TOTALS 5,520,728, 4,411,652,22 9,932,380, 2,820,520,54 12,752,901, 525 5 751 3 294 Figure 9: Actual Expenditure on Wages and Salaries as percentage of Total expenditure for the FY 2022/23 Source of Data: Bungoma County treasury 4.2. Enhancement of County’s Own-Source-Revenue 182. The County‟s actual Own Source Revenue (OSR) collection for FY 2022/23 was Ksh. 1.155 billion against a target of Ksh. 1.134 billion representing 85.7 percent of the annual target. This was an increase of Ksh. 172.3 million from Ksh. 983.29 million - 94 - collected in FY 2021/22 that was 66 percent of the annual OSR target of Ksh. 1.488 billion and 791.39 million collected in FY 2020/21 that was 69 percent of the annual OSR target of Ksh. 1.141 billon. Table 23. Table 26: Total own source revenue for the FY 2022/23 No Revenue Stream Actual Amount Approved Actual Amount Variance Remarks Received FY budget Received FY (Kshs.) (%) 2021/22 amounts FY 2022/23 2022/23 2 Local generated - 75.94 368,035,218.00 500,000,000.00 379,716,358.00 Revenue 120,283,642.00 Land Rates 23,164,932.00 50,000,000.00 24,934,080.00 -25,065,920.00 49.87 Alcohol drinks licenses 5,937,000.00 7,500,000.00 7,269,900.00 -230,100.00 96.93 Single Business Permits 75,283,750.00 93,908,828.00 74,418,765.00 -19,490,063.00 79.25 Application fees 4,136,550.00 15,006,988.00 4,530,000.00 -10,476,988.00 30.19 Renewal fees 8,179,800.00 6,342,869.00 7,158,783.00 815,914.00 112.86 Duplicate permit - 130,000.00 42,000.00 -88,000.00 32.31 Conservancy fees 12,749,805.00 12,247,768.00 12,524,940.00 277,172.00 102.26 Fire Fighting 20,375,490.00 19,199,668.00 20,644,050.00 1,444,382.00 107.52 Advertisement fees 23,331,893.00 27,473,695.00 23,429,345.00 -4,044,350.00 85.28 Food and Drugs Permit 3,612,790.00 7,711,493.00 3,367,390.00 -4,344,103.00 43.67 Change of user fees 26,500.00 142,010.00 14,200.00 -127,810.00 10.00 Parking fees 9,876,670.00 14,809,344.00 7,961,599.00 -6,847,745.00 53.76 Bodaboda parking 1,474,270.00 10,378,584.00 2,732,592.00 -7,645,992.00 26.33 Burial Fees 63,000.00 124,133.00 52,500.00 -71,633.00 42.29 House Rent 10,320,100.00 6,179,220.00 8,740,100.00 2,560,880.00 141.44 Stadium Hire 59,000.00 428,258.00 31,000.00 -397,258.00 7.24 Miscellaneous Income 73,024.00 632,796.00 135,933.00 -496,863.00 21.48 Plan Approval 11,464,386.00 21,854,301.00 8,263,361.00 -13,590,940.00 37.81 Inspection fee 1,927,842.00 4,468,779.00 1,524,040.00 -2,944,739.00 34.10 Technical services - 0.00 - - - Ground Rent 2,827,155.00 1,046,257.00 2,700,684.00 1,654,427.00 258.13 Market fees 34,997,444.00 41,454,524.00 26,556,030.00 -14,898,494.00 64.06 Enclosed Bus Park Fee 61,985,700.00 70,000,000.00 60,145,319.00 -9,854,681.00 85.92 Slaughter fee 3,087,434.00 6,845,424.00 2,943,790.00 -3,901,634.00 43.00 Plot transfer 318,000.00 454,672.00 210,000.00 -244,672.00 46.19 Change of Business name 40,500.00 96,525.00 23,000.00 -73,525.00 23.83 Impound Charges 385,725.00 2,706,094.00 293,400.00 -2,412,694.00 10.84 Cess 38,882,062.00 48,000,000.00 53,460,955.00 5,460,955.00 111.38 Other charges - 1,644,536.00 -1,644,536.00 - physical planni - 0.00 - - - Penalty - 1.00 2,807,175.00 2,807,174.00 100.00 Market shops rent 1,327,800.00 3,284,552.00 1,807,700.00 -1,476,852.00 55.04 Stock Sales 8,369,060.00 12,037,815.00 8,753,040.00 -3,284,775.00 72.71 Other Revenue sources 3,757,536.00 13,890,866.00 12,240,687.00 -1,650,179.00 88.12 3 Aids in Appropriation 615,261,490.00 847,382,861.00 775,882,124.00 -71,500,737.00 91.56 Agriculture, livestock, 95.95 fisheries, and co-op 29,431,030.00 31,373,546.00 30,103,077.00 -1,270,469.00 development Tourism, Forestry, 39,600.00 1,273,388.00 94,600.00 -1,178,788.00 7.43 - 95 - No Revenue Stream Actual Amount Approved Actual Amount Variance Remarks Received FY budget Received FY (Kshs.) (%) 2021/22 amounts FY 2022/23 2022/23 environment and natural resource and water Roads and Public Works - 4,051,688.00 - -4,051,688.00 - Education, Science and - - 22,217,476.00 - -22,217,476.00 ICT Health and Sanitation. 585,790,860.00 767,056,828.00 745,684,447.00 -21,372,381.00 97.21 Trade, Energy and - - 0.00 - - Industrialization Lands, Urban and - - 6,611,952.00 - -6,611,952.00 Physical Planning Housing and Sanitation - 7,000,000.00 - -7,000,000.00 - Public Administration - 7,797,983.00 -7,797,983.00 - Grand Total 983,296,708 1,347,382,861 1,155,598,482 -191,784,379 85.77 Figure 10: County’s Own-Source-Revenue Performance Source of Data: Bungoma County treasury - 96 - 183. In the Financial Year 2024/25, the department of revenue anticipates to ride on the enhanced Bungoma Automated Revenue Management system to collect more domestic resources. The system was developed in 2015, implemented in the year 2016 and it supports all the local revenue streams. The system has been effective and enhanced revenue collection from a low of Ksh.182 million in 2013/2014 to a high of Ksh.395 million from local revenue in 2020/21. 184. The department has continued to institute new measures directed at sealing all the possible leakages to enhance revenue collection and improve collection efficiency. The market entry fees module has been developed and re-structured. It is now possible to register all market traders which allow them to generate bills and pay through m-pesa. This new module is meant to reduce cash handling amongst taxpayers and revenue collectors and the department is able to track market fee defaulters. The Finance Act 2021 requires all payments of market fees to be cashless while exempting low value traders with no structures. 185. The department continues to implement flexible payment plans for property rates owners. Defaulters with huge balances can agree and enter and into a twelve-month payment plan. This strategy has enabled improved performance of property rates. 186. As part of the implementation of the National Policy to Support County Governments enhance their Own Source Revenue, the Commission on Revenue Allocation (CRA) in collaboration with the National Treasury and other stakeholders is in the process of developing a model tariffs and pricing policy. The County Governments are expected to customize this model policy to develop their respective tariffs and pricing policy in line with Section 120 of the County Government Act, 2012. The tariffs and pricing policy will form the basis for levying fees and charges by the County Governments 4.3. Prudent Management of Fiscal Risks 4.3.1. Pending Bills 187. According to Section 94 (1) (a) of the PFM Act, 2012, failure to make any payments as and when due by a State organ or a public entity may be an indicator of a serious material breach, or a persistent material breach of measures established under the Act. In this context, Article 225 of the Constitution read together with Section 96 of the PFM Act gives the CECM Finance powers to stop transfer of funds to the concerned Ministry, Departments and Agencies. Over the years, the County Government has accumulated pending bills and as at 30th January 2023, the MDAs reported accumulated pending bills amounting to Kshs. 2.12 billion. In addition, Ksh 177.64 - 97 - million worth of pending bills was provided for in the Approved First Supplementary Budget Estimates FY 2023/24 leaving a balance of Kshs. 1.94 billion to be provided for in FY 2024/25 budget estimates. 188. The FY 2024/25 pending bill total is kshs.1,290,410,875, and there is a provision of kshs.472,696,589 representing 36.6% leaving a balance of kshs.817,714,285 representing a 63.3% balance which still pose a great risk .The county treasury has proposed a payment plan for contactors which should be agreed upon through the office of the county attorney when situation worsen and strict financial control will be applied to avoid wastage. Table 27: County Level (Executive) Recurrent Pending Bills to be Provided for FY 2024/25 Department Pending Bills to CFSP Amounts Not be Provided For Provision Provided For FY 2024/25 Office of The Governor 85,884,042 42,942,021 - 42,942,021 Public Service Management and 27,271,345 29,002,462 1,731,117 Administration Office of the County Secretary 9,772,487 - - 9,772,487 County Attorney 89,842,514 41,736,888 - 48,105,626 Finance and Economic Planning 410,307,920 147,248,188 - 263,059,732 Tourism, Environment, Forestry - - - and Climate Change Water and Natural Resources - - - Education and Vocational Training 1,690,250 845,125 - 845,125 centres Lands, Urban and Physical Planning 1,974,825 987,412 - 987,414 Housing - - - Bungoma Municipality 1,320,740 660,370 - 660,370 Kimilili Municipality 1,180,000 590,000 - 590,000 Trade, Energy and Industrialization 14,843,945 7,421,973 - 7,421,973 Gender & Culture 5,197,657 2,598,829 - 2,598,828 Youth & Sports - - - County Public Service Board 7,559,830 3,779,915 - 3,779,915 Roads and Public Works 8,060,732 4,030,366 - 4,030,366 Health and Sanitation 84,816,483 29,960,833 - 54,855,651 Agriculture, Livestock, Fisheries 12,981,185 - - 12,981,185 and Cooperative Development TOTAL 762,703,954 311,804,380 - 450,899,575 - 98 - Table 28: County Level (Executive) Development Pending Bills to be Provided for FY 2024/25 Department Pending Bills to CFSP Amounts Not be Provided Provision Provided For For FY 2024/25 Office of The Governor - - - Public Service Management and 2,332,541 2,332,541 - Administration Office of the County Secretary - - - County Attorney - - - Finance and Economic Planning 1,333,732 1,333,732 - Tourism, Environment, Forestry and 12,399,107 6,199,554 - 6,199,553 Climate Change Water and Natural Resources 42,808,208 21,404,104 - 21,404,104 Education and Vocational Training - - - centres Lands, Urban and Physical Planning 4,883,250 2,441,625 - 2,441,625 Housing 51,101,100 - - 51,101,100 Bungoma Municipality - - - Kimilili Municipality - - - Trade, Energy and Industrialization 94,468,361 27,834,101 - 66,634,261 Gender & Culture - 958,513 1,189,309 2,147,821 Youth & Sports 3,337,129 - - 3,337,129 County Public Service Board - - - Roads and Public Works 153,963,576 76,981,788 - 76,981,788 Health and Sanitation 1,949,920 - - 1,949,920 Agriculture, Livestock, Fisheries and 102,568,271 21,175,457 - 81,392,814 Cooperative Development TOTAL 470,186,682 160,892,210 - 309,294,472 192. The total pending bills for the ward-based projects totals to kshs. 655,698,915 and a provision of kshs. 327,849,458 representing 50% has been incorporated in the FY 2024/25 budget estimates leaving a balance of kshs.327,849,457. This 50% balance with small amounts involve many contactors that extremely poses risk situation that require short term measures to ensure they are fully paid. -. Table 29:: Ward Level Pending Bills to be provided for in FY 2024/25 Balance to be provided for in FY 2024/25 Department WARD BASED COMMITMENTS TOTAL Water and Natural Resources 128,218,355 - 128,218,355 - 99 - Balance to be provided for in FY 2024/25 Education and Vocational Training centres 200,682,071 - 200,682,071 Lands, Urban and Physical Planning 12,630,000 - 12,630,000 Housing - - - Bungoma Municipality - - - Kimilili Municipality - - - Trade, Energy and Industrialization - 5,471,354 2,851,800 - 2,619,554 Gender & Culture 12,351,971 - 12,351,971 Youth & Sports - 4,000,000 - - 4,000,000 County Public Service Board - - - Roads and Public Works 264,322,575 - 264,322,575 Health and Sanitation 21,591,317 - 21,591,317 Agriculture, Livestock, Fisheries and 16,367,450 6,154,730 22,522,180 Cooperative Development TOTAL 646,692,385 9,006,530 655,698,915 189. To ensure that pending bills do not accumulate, several mechanisms have been put in place by the County Executive Committee Member (CECM) for Finance as recommended by the committee:  Departments should have proper internal control measures to ensure that proper procedures are followed in contracting for goods and services to avoid claims that lack supporting documentation.  Timely procurement requisitions to avoid the last-minute rush at the closure of the financial year. Therefore, work plans should be prepared in such a way that most works, goods, and services are procured in the first two quarters of the financial year.  Departments to make a follow up on works, goods and services procured are completed and delivered within the stipulated contract timeframe to avoid payments spilling in the subsequent financial years.  Clarity on what qualifies to be a pending bill to avoid overstating the overall county pending bills which hinders proper planning and execution of planned projects for the subsequent years.  The county treasury to sensitize the implementers on what pending bills are and their implications. The national treasury uses a 90-day in unpaid bills as the basis of definition of a pending bill.  Implementation of the County assembly recommendations captured in the ADP 2023/24 and CBROP 2023 on payment of pending bills as well as the CRA recommendations that indicated the county own source revenue - 100 - potential of Kshs. 1.4 billion. 190. In a Circular No.2/2022 dated 24th March 2022, the National Treasury informed all Governors and County Executive Committee Members (CECMs) for Finance to urgently ensure outstanding pending bills are paid as soon as possible to comply with the PFM act and most importantly avoid disrupting the operations and other financial obligations of the county government due to stoppage of monthly disbursements. Other measures geared at ensuring that there is no further accumulation of pending bills include: a) All Counties are to regularly report on pending bills in accordance with the financial reporting template by the Public Service Accounting Standards Board (PSASB). Further to this, the National Treasury issued a Circular Ref: AG.3/83/1/Vol.VII (22) dated 11th May 2022 to all CECMs for Finance on Year End Closing Procedures for Financial Year 2021/2022. According to this Circular Part 3.15 (ix), County Governments are required to disclose in a note to the financial statements, details of all pending bills, including the date, beneficiary, description and amount and the reason why the amount was not settled by the due date. b) The CoB will continue to provide regular updates on the progress made on settlement of eligible pending bills; and, c) County Governments are to provide monthly payment plans for outstanding pending bills which aim at settling the pending bills on a First-In First-Out basis. 191. To manage fiscal risks prudently as required, the Government has improved its macroeconomic forecasts and regularly reviews the impact of macroeconomic projections and their implications on the budget. Potential fiscal risks arising from contingent liabilities, including from development projects among others are considered and a contingency provision made to cushion the economy from unforeseeable shocks. 4.3.2. Statutory Remittances 192. County Government owe money to the various pension funds ((the Local Authorities Provident Fund (LAPFUND), the Local Authorities Pension Trust (LAPTRUST), and the County Pension Fund (CFP) that serve employees of County Governments and affiliated entities which have accumulated over the years. The County Treasury took stock of all the pension liabilities, ensured proper recording in the stock of County pending bills prioritized the settling of these liabilities to ensure County staff do not - 101 - retire without a pension. As at 31st December, 2023, the unremitted contributions stood at Ksh 395.54 million. In this regard, County treasury has proposed a provision of Kshs. 157.8 million in the First Supplementary budget FY 2023/24 to cater for the FY 2018/19 - 2022/23 arrears and a deficit of Kshs. 157.88 million will be provided for in the FY 2024/25 Annual Budget to ensure compliance with the PFMA 2012 and avoid inconveniencing exiting employees of County Government and the connected entities when accessing their benefits. Table 30: Outstanding pension pending bills owed by the County Government S/NO Name of the Scheme Principal Debt Ksh Accrued Interest Total Debt Ksh Accrued Interest 1 Local Authorites Provident Fund 311,301,595.02 553,296,669.20 864,598,264.22 (LAPFUND) 2 Local Authorities Pension Trust 84,241,026 56,975,126 141,216,153 F(LAPTRUST) 3 County Pension Fund (CPF DC) 0 0 0 Total 395,542,621.02 610,271,795.2 1,005,814,417.22 4.3.3. Status of debt owed to Kenya Power and Lighting Company (KPLC) 193. In 2023/24 FY, the Department had an approved budget of Kshs. 3,900,000 which was revised to Kshs. 13,900,000 during 1st Supplementary Budget. The Outstanding bill as at 1st July 2023 amounted to Kshs. 10,601,787.45. as per the schedule below. S/NO Time Bill from Payment Balance c/d Remarks Frame KPLC th 1. 8 June 10,601,787.45 - 10,601,787.45 No payment was made as 2023 there was no money. This was brought forward as a pending bill in 2023/24 FY. th 2. 9 August 13,420,851.36 3,832,660.35 9,588,191.01 The Department had an 2023 allocation of Kshs. 3,900,000 against a total bill of Kshs. 13,420,851.36 hence managed to pay Kshs. 3,832,660.35 th st 3. 12 20,245,505.37 10,000,000 10,245,505.37 After 1 supplementary, the February Department received Kshs. 2024 10,000,000 which has been processed (on the Internet Banking). 4.3.4. Capacity Building on Public Finance Management 194. The Public Finance Management Act (PFMA), 2012 mandates the County Treasury to develop and oversee the implementation of a - 102 - comprehensive county financing systems that ensures financial controls for efficient and effective utilization of public resources. The County Treasury is further required to strengthen county public finance management institutional capacities to implement, manage and support governance, development and service delivery. 195. The August 2022 General Election ushered in the current county administration. Since many county administrations had completed their second terms in office, changes in key financial management leadership positions were inevitable. In view of the above changes, there is need for a proper capacity building to the new Executive Committee Members and Chief Officers responsible for Finance, Heads of accounting, finance/budget, procurement, economic planning, revenue, and internal audit and County Assembly Chair budget /Finance Members at the County Governments on PFM matters. County capacity building is a responsibility assigned to the County Treasury by the PFM Act, 2012. 4.4. Division of Revenue for FY 2024/25 4.4.1. Performance of shareable Revenue 196. County Government of Bungoma actual revenue in FY 2022/23 was Kshs. 13.67billion against an estimate of Kshs 14.82 billion. Own Source revenue collected in FY 2022/23 was Ksh 1.155 billion against a target of Ksh 1.34 billion. This represents a shortfall of Ksh 1.15billion as shown in (Table 12). It is evident that over the years, the own source revenue has been underperforming resulting in revenue shortfalls that calls for fiscal consolidation by both levels of government. For FY 2024/25 and FY 2025/26, own source revenues are projected at Ksh 1.237 billion and Ksh 1.299 billion respectively representing 10% increment on the Actual Revenue performance of FY 2022/23. 4.5. County Allocations for FY 2024/25 197. Article 202 (2) of the Constitution provides that County Governments may be given additional allocations from the National Government‟s share of revenue, either conditionally or unconditionally. Management of intergovernmental fiscal transfers is provided in the PFM Act, 2012, its Regulations and National Treasury 198. Circular No. 8 of 2017 on “Guidelines for the Management of Intergovernmental Fiscal Transfers in Kenya”. To ensure efficiency, accountability and impact of programs and services funded through grants, all grants to counties shall be coordinated by the - 103 - line ministries. The ministries are responsible for development of grant frameworks and conditions to be met by counties. The Accounting Officers in the respective ministries have the sole authority for the approval of funds, review, and approval of financial and non-financial reports prior to submission to the National Treasury. 199. Based on Division of Revenue Bill (DoRB) and the Budget Policy Statement 2024, the proposed County Governments equitable revenue share projection is Ksh 11.27 billion for FY 2024/25 up from kshs 11.11billion. The CFSP 2024 has provided for the County Assembly Expenditure Ceilings at Kshs. 1.16 billion which is higher than the Commissions‟ recommendation to the Senate of Kshs. 1.073 which may be approved with or without amendments. The county treasury allocated a total of Kshs. 86.86 million on non-ceiling programmes in the County Assembly i.e MCAs car reimbursement and Maintenance costs, staff Mortgage and construction of the speaker‟s residence. 200. The County‟s equitable share has increased by kshs. 167.003 million in FY 2024/25 due to the following prevailing circumstances: i) The implementation of the fiscal consolidation plan by the Government which is aimed at reducing the fiscal deficit inclusive of grants from 5.6 percent of GDP in FY 2022/23 percent to 4.7 percent of GDP in FY 2023/24, and further to 3.9 percent of the GDP in FY 2024/25. In this regard, there is need for continuous rationalization of expenditures by eliminating non-core expenditures while improving efficiency in development projects implementation so as to contain expenditure growth, stabilize debt and reduce debt vulnerabilities. ii) The National Government continues to solely bear shortfalls in revenue in any given financial year. However, County Governments continue to receive their full allocation despite the budget cuts affecting the National Government entities. iii) Increased expenditures for National Government for purposes of debt servicing coupled with a weakening shilling against the dollar. iv) Low ordinary revenue collections attributed to the ongoing geopolitical shocks. This includes the Russia-Ukraine war which has negatively affected the dollar and the international debt market. v) In the spirit of devolution, the National Government is committed to fully devolving functions that it has historically performed since devolution, and which are county government functions such as the library services which was transferred to the County Governments together with the attendant allocations in the FY 2023/24; and - 104 - vi) The proposal to increase the equitable share to Ksh 401.6 billion in the FY 2024/25 is equivalent to 25.5 percent of the last audited accounts (Ksh 1,573.42 billion for FY 2019/20) and as approved by Parliament. The proposed allocation therefore meets the requirement of Article 203(2) of the Constitution that equitable share allocation to counties should not be less than 15 per cent of the last audited revenue raised nationally, as approved by the National Assembly. Table 31: County Governments’ Revenue Share (Kshs) Item Description FY 2024/25 Total Equitable share 11,278,987,461 Local generated Revenue 417,687,994 Aids in Appropriation 820,252,892 Conditional grants -Development Partners 701,173,980 Conditional grants -National Government 964,642,891 FUNDS 171,327,531 Total 14,354,072,749 Source: County Treasury 201. Own source revenue for FY 2024/25 is projected at Ksh. 1.23 billion, equivalent to a drop of Ksh 806 million (or 39.4 percent) against FY 2023/24 target. To achieve this, the County Government through the Ministry of Finance and Economic planning will undertake a combination of both revenue administrative and system reforms. 4.6. Additional Allocations to the County in FY 2024/25 202. In FY 2024/25, the National Treasury proposes to allocate the county Kshs 1.66 billion as additional conditional allocations from the National Government share of revenue in line with Article 202 (2) and conditional allocation from proceeds of external loans and grants. The additional conditional allocations are meant to support specific national policy objectives to be implemented by County Government. The additional conditional allocations are meant to support specific national policy objectives to be implemented by County Governments. (Table 32). - 105 - 203. Funds for additional allocations to County Government shall be included in the budget estimates of the National Government and shall be submitted to Parliament for approval. In the 2024 Budget Policy Statement, the National Treasury proposes to allocate Ksh 1.66 billion as additional allocations (conditional and unconditional) to County Government of Bungoma. Out of this, Kshs. 419.292 million will be financed from the National Government‟s share of revenue, and Ksh 1.24 billion from proceeds of loans and grants from Development Partners. 204. These additional allocations to county are as follows: i) Road Maintenance Levy Fund (RMLF) amount to Ksh 184.55 million: The summit resolution of February 2023 stipulated the need to develop a reform agenda for the road sector so that the RMFL allocation to the County Governments is considered in the FY 2024/25 through a restructured process. In this regard, a consensus has since been reached that, on allocation for maintenance of county roads from RMFL as a conditional allocation to County Governments. ii) Conditional Allocation for the Community Health Promoters (CHPs) Programme of Ksh 84.13 million: During the 10th National and County Governments Coordinating Summit, the implementation of the CHPs programme was extended from the current three years to five years under the BETA model of economic revival to accelerate the achievement of universal health coverage through support to the County Governments. To this end, the National Treasury proposes to allocate Ksh 2.5 billion as a conditional grant to all the forty-seven County Governments. County Governments are expected to provide an equal amount of counterpart funding from their equitable share to match the National Government‟s contribution. iii) Conditional allocations financed from proceeds of Loans and grants by Development Partners amounting to Kshs. 1.24 billion has been proposed for transfer to County Governments of Bungoma as conditional additional allocations financed from proceeds of loans and grants from Development Partners in the FY 2024/25, to support a total of fourteen (14) donor-funded projects as outlined in Table 32. Table 32: Additional Allocation to County Government for FY 2024/25 S/no Additional Allocation Amount a Additional (Conditional & Unconditional) Allocations from the 457,242,891 National Governments Share of revenue for Financial Year 2024/2025 1 Social Health Insurance Reimbursement 105,600,000 2 Community Health Promoters 84,137,892 3 Fuel levy 184,554,999 4 Rural Electrification and Renewable Energy Corporation (REREC) 45,000,000 b Additional Allocation Financed from proceeds grants from 1,246,523,980 - 106 - development partners for Financial Year 2024/25 1 Danish International Development Agency (DANIDA) 13,698,750 2 Agricultural Value Chain Development Project (NAVCDP) 151,515,152 3 UNFPA 7,400,000 4 Kenya Livestock Commercialization Project (KELCOP) 37,950,000 5 KOICA II 500,000,000 6 UNICEF 1,571,000 7 Finance Locally Led Climate Action Program (FLLOCA) 11,000,000 8 Climate change grant 153,488,888 9 Kenya Devolution Support Programme KDSP II 37,500,000 10 Urban Support programme recurrent 35,000,000 11 KISP II (Kenya Informal Settlement Improvement Project) 297,400,190 Total 1,665,816,871 Source: National Treasury 4.7. Allocation of Revenue among the County Departments FY 2024/25 205. Horizontal allocation of revenue among the County Governments for FY 2024/24 is based on the Third Basis, which was considered and approved by Parliament in September 2020. The third basis considers the following parameters: Population (18 percent); Health Index (17 percent); Agriculture Index (10 percent); Urban Index (5 percent); Poverty Index (14 percent); Land Area Index (8 percent); Roads Index (8 percent); and Basic Share Index (20 percent). 206. The County Government of Bungoma equitable share for FY 2024/25 are as shown in Table 33 Table 33: County Government of Bungoma Revenue Allocation Budget Item FY2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 (a) Equitable 9,432,327,000 8,993,740,000 10,659,435,192 10,659,435,192 11,111,983,608 11,278,987,461 share (b) Own source 500,000,000 700,000,000 500,000,000 700,000,000 918,701,471 417,687,994 revenue: As per Finance Act (c) Own source 378,664,822 563,357,039 591,524,891 698,524,891 1,124,665,392 820,252,892 revenue: AIA (d) Conditional 471,132,655 499,669,895 153,297,872 0 255,000,000 964,642,891 grants – National Government (e) Conditional 1,139,408,023 1,145,561,950 856,297,872 856,320,296 463,050,812 701,173,980 grants – Development partners (d) Funds 158,808,217 171,327,531 Total 11,921,532,500 11,902,328,884 12,760,555,827 12,914,280,379 14,032,209,500 14,354,072,749 - 107 - 207. To ensure efficiency, accountability and impact of programs and services funded through grants, all grants shall be coordinated by the line department which shall oversee development of frameworks and conditions to be met by the sectors to receive grants including financial and non-financial reporting. The Accounting Officer has sole authority for the approval of funds and must review/approve financial reports prior to submission to the County Treasury. 208. The 2024/25 proposed sector ceilings have considered the need to ensure that resource allocation is aligned to prioritized programmes in the CIDP III and were enhanced on account of additional programmes, completion of ongoing projects, payment of pending bills and revision of the own source revenue targets as indicated in the table below Table 34: Sector Ceilings DEPARTMENT ALLOCATION PROJECTIONS FY 2024/25 FY 2025/26 FY 2026/27 Agriculture and Irrigation Rec 370,663,544 389,196,722 408,656,558 Dev 369,890,609 388,385,140 407,804,397 Total 740,554,154 777,581,861 816,460,954 Education and Rec 1,249,151,498 1,311,609,073 1,377,189,526 Vocational Training Dev 184,006,245 193,206,557 202,866,885 Centres Total 1,433,157,743 1,504,815,630 1,580,056,411 Health Rec 3,169,340,542 3,327,807,569 3,494,197,948 Dev 63,915,957 67,111,755 70,467,343 Total 3,233,256,499 3,394,919,324 3,564,665,290 Hospital Facilities Rec 925,852,893 972,145,537 1,020,752,814 Dev 0 0 0 Total 925,852,893 972,145,537 1,020,752,814 Sanitation Rec 2,113,798 2,219,488 2,330,462 Dev 8,906,003 9,351,303 9,818,868 Total 11,019,801 11,570,791 12,149,331 Roads and Public Rec 127,391,066 133,760,619 140,448,650 Works Dev 722,695,802 758,830,592 796,772,122 Total 850,086,868 892,591,211 937,220,772 Trade Rec 46,678,297 49,012,212 51,462,822 Dev 77,834,101 81,725,806 85,812,096 Total 124,512,397 130,738,017 137,274,918 Trade Loan Rec 0 0 0 Dev 121,463,930 127,537,127 133,913,983 Total 121,463,930 127,537,127 133,913,983 Energy Rec 15,456,042 16,228,844 17,040,286 Dev 60,824,541 63,865,768 67,059,056 Total 76,280,583 80,094,612 84,099,343 Industrialization Rec 9,406,356 9,876,674 10,370,507 Dev 90,000,000 94,500,000 99,225,000 Total 99,406,356 104,376,674 109,595,507 Lands, Urban and Rec 50,890,920 53,435,466 56,107,239 Physical Planning Dev 9,040,815 9,492,856 9,967,499 - 108 - DEPARTMENT ALLOCATION PROJECTIONS FY 2024/25 FY 2025/26 FY 2026/27 Total 59,931,735 62,928,322 66,074,738 Housing Rec 18,880,587 19,824,616 20,815,847 Dev 463,609,970 486,790,469 511,129,992 Total 482,490,557 506,615,084 531,945,839 Bungoma Municipality Rec 93,100,343 97,755,360 102,643,128 Dev 120,000,000 126,000,000 132,300,000 Total 213,100,343 223,755,360 234,943,128 Kimilili Municipality Rec 78,638,217 82,570,128 86,698,635 Dev 64,538,823 67,765,764 71,154,052 Total 143,177,040 150,335,892 157,852,687 Tourism and Rec 318,256,929 334,169,776 350,878,265 Environment Dev 239,688,442 251,672,864 264,256,507 Total 557,945,371 585,842,639 615,134,771 Water and Natural Rec 76,257,997 80,070,897 84,074,442 Resources Dev 543,601,617 570,781,698 599,320,783 Total 619,859,614 650,852,595 683,395,225 Gender, Culture Rec 69,533,612 73,010,292 76,660,807 Dev 34,684,055 36,418,257 38,239,170 Total 104,217,666 109,428,550 114,899,977 Women Fund Rec 0 0 0 Dev 15,441,660 16,213,743 17,024,430 Total 15,441,660 16,213,743 17,024,430 Disability Fund Rec 0 0 0 Dev 9,437,615 9,909,496 10,404,971 Total 9,437,615 9,909,496 10,404,971 Youth and Sports Rec 24,096,013 25,300,814 26,565,855 Dev 11,386,387 11,955,706 12,553,492 Total 35,482,400 37,256,520 39,119,346 Youth Fund Rec 0 0 0 Dev 24,984,326 26,233,542 27,545,219 Total 24,984,326 26,233,542 27,545,219 Finance and Economic Rec 934,104,998 980,810,248 1,029,850,760 Planning Dev 163,907,575 172,102,954 180,708,101 Total 1,098,012,573 1,152,913,202 1,210,558,862 Public Service Rec 796,473,020 836,296,671 878,111,504 Management and Dev 21,654,809 22,737,549 23,874,427 Administration Total 818,127,829 859,034,220 901,985,931 Sub County Rec 6,480,000 6,804,000 7,144,200 Administration Dev 0 0 0 Total 6,480,000 6,804,000 7,144,200 Office of the County Rec 105,800,599 111,090,629 116,645,160 Secretary Dev 0 0 0 Total 105,800,599 111,090,629 116,645,160 Governor’s Office Rec 405,368,819 425,637,259 446,919,122 Dev 0 0 0 Total 405,368,819 425,637,259 446,919,122 Deputy Governor’s Rec 28,642,390 30,074,510 31,578,235 Office Dev 0 0 0 Total 28,642,390 30,074,510 31,578,235 - 109 - DEPARTMENT ALLOCATION PROJECTIONS FY 2024/25 FY 2025/26 FY 2026/27 County Public Service Rec 50,690,039 53,224,540 55,885,767 Board Dev 21,433,032 22,504,684 23,629,918 Total 72,123,071 75,729,224 79,515,685 County Assembly Rec 1,073,147,000 1,126,804,350 1,183,144,568 Dev 86,861,462 91,204,535 95,764,762 Total 1,160,008,462 1,218,008,885 1,278,909,329 Ward Based Projects Rec 0 0 Dev 777,849,458 816,741,930 857,579,027 Total 777,849,458 816,741,930 857,579,027 Grand Total Rec 10,046,415,519 10,548,736,295 11,076,173,109 Dev 4,307,657,232 4,523,040,094 4,749,192,099 Total 14,354,072,751 15,071,776,388 15,825,365,208 Source: County Treasury 4.4 Intergovernmental Transfers 209. National Government Ministries Departments and Agencies (MDAs) are responsible for development of frameworks for the management of conditional additional allocations made to beneficiary County Governments. These frameworks outline the total allocation to each conditional additional allocation and the specific amount apportioned to each participating county governments; the conditions to be met by participating County Governments; and the responsibilities of both MDAs, and beneficiary County Governments. The Accounting Officers in the respective MDAs are responsible for submission of these frameworks to the National Treasury for inclusion in the County Governments Additional Allocations Bill (CGAAB), 2024. 4.8. Equalization Fund 4.8.1. Challenges Facing Disbursement of Equalization Fund 210. 212. The Equalization Fund is established under Article 204 (1) of the Constitution with an allocation of a half percent (0.5%) of all revenue collected by the National Government each year on the basis of most recently audited accounts of revenue approved by the National Assembly. 211. Article 204 (2) of the Constitution provides that the National Government shall use the Equalization Fund only to provide basic services including water, roads, health facilities, and electricity to marginalized areas to the extent necessary to bring the quality of those services in those areas to the level generally enjoyed by the rest of the nation, so far as possible. - 110 - 212. The Second Marginalization Policy was published in 2018. The policy identified a total of 1,424 marginalized areas spread across 366 wards, 111 constituencies in 34 counties as eligible for Equalization Fund. To guide the management and implementation of the Equalization Fund, the PFM (Equalization Fund Administration) Regulations, 2021 were developed. The regulations provide for establishment of three county committees; County Technical Committee, Sub- County Technical Committee, and the Project Identification and Implementation Committee. 213. Two Petitions, Petition number 003 of 2023 and Petition 4 of 2023 dated 31st May, 2023 were filed in the High Court of Kenya at Garissa. The Court cases questioned the criteria of identifying and sharing revenue among the marginalized areas and creation of fake wards as beneficiaries. In the Petitions, the Court ordered that pending the hearing and determination of the applications. i) An order restraining the respondents from implementing the Commission on Revenue Allocation Second Marginalisation Policy and Criteria 2022/2023 for sharing revenue amongst marginalised areas; ii) Conservatory orders issued restraining the Controller of Budget from authorising the withdrawal of Equalisation funds; and iii) Conservatory orders issued restraining the National Treasury from disbursing the Equalisation funds. 214. The Court Order on the following Petitions was lifted on 26th November, 2023 hence commencement of implementation of the Second Marginalisation Policy in the 34 beneficiary counties. Implementation will be hampered in 15 counties that have not complied with the requirement to establish the three committees anticipated in Regulations 14, 16, and 18 of the PFM (Equalization Fund Administration) Regulations, 2021. The Fund has already written to the counties requesting them to fast rack the creation of the committee to allow them access and utilize the funds allocated to them. 215. Bungoma County, Mount Elgon Sub County was identified as a beneficiary of the equalization fund in the FY 2022/23 Ksh. 79,057,347 and FY 2023/24 ksh. 58,779,835. The total funds available to the County for the two financial years is ksh. 137,837,182. The areas to benefit from this fund are Chepyuk, Sambocho, Koshok, Sacho, Kapkurongo, Chengewo and Mt Elgon Forest. The first tranche of the fund to be released to the County is ksh 58, 779,835. Table 35: Bungoma County Equalisation Fund Allocation Marginalised Constituency Ward Area 2022 2023 Totals - 111 - Marginalised Constituency Ward Area 2022 2023 Totals Mt. Elgon Chepyuk Chepyuk 27,818,684 20,683,167 48,501,851 Elgon Sambocho Koshok 16,946,588 12,599,687 29,546,275 Kapkateny Sacho Kapkurongo 25,418,200 18,899,531 44,317,731 Chengeywo Kaptama Mt. Elgon Forest 8,873,875 6,597,450 15,471,325 79,057,347 58,779,835 137,837,182 4.8.2. Funding of County Level Emergencies 216. Section 110 of the PFM Act, 2012 empowers the County Executive Committee Member Finance, with the approval of the county assembly, to establish an emergency fund for the county government which shall consist of money from time to time appropriated by the county assembly to the Fund by an appropriation law. The purpose of the Emergency Fund is to enable payments to be made in respect of a county when an urgent and unforeseen need for expenditure for which there is no specific legislative authority arises. 217. The County Executive Committee member for finance may make payments from the county government‟s Emergency Fund only if he or she is satisfied that there is an urgent and unforeseen need for expenditure for which there is no legislative authority and shall be in accordance with operational guidelines made under regulations approved by Parliament and the law relating to disaster management. 218. In this regard, the County prepared the County Government Emergency Fund Act and Regulations which were approved by the county assembly and they are in operation. 4.9. Emerging Issues and Policy Interventions 4.9.1. Integrated County Governments Revenue Management System 219. In compliance with Section 104 (1) d of the PFM Act, 2012 the county Government of Bungoma made a strategic move to optimize on revenue management by acquiring ownership of an integrated Revenue management system called BARMS (Bungoma Automated Revenue management system) that provides citizens with convenient and secure option for different services. - 112 - 220. Bungoma Automated Revenue Management System is a web-based system that uses mobile technology where citizens and other officers access the system using the configured devices. The user rights are defined; revenue streams and amounts are configured as per the Finance Act. The revenue dashboards provide summary reports; the system has a workflow process that allows audit process. The system supports multiple electronic payments, allows partial payments, generates reports and supports bank reconciliation. The Automated Revenue Management System runs on Java technology at the application level and PostgreSQL open-source relational database with four access modes i.e. The URL by the Revenue officers, the application APK on (MPOS/Android) by the collectors and enforcers, the USSD code (*483*039#) by the citizens and Revenue officers and the web portal (User interface) by the citizens. 221. BARMS payment channels are:  Direct Bank deposit.  Direct payment to the County Pay bill against the ID No/Invoice No.  Payment via Unstructured Supplementary Service Data (USSD) code  Cash through the MPOS for the unstructured payments.  Cheque deposits 4.9.2. Challenges in County Governments’ Public Finance Management 222. During the last two cycles of devolution, independent and oversight institutions such as the Office of the Auditor General, the Office of the Controller of Budget as well as the National Treasury among others have reported gaps in the control and management of public resources in county governments. The identified challenges faced by the County Government in the management of public finances are as follows: i) Weak linkage between planning and budget formulation, ii) Inability to adhere to the public procurement act resulting in high outstanding pending bills, iii) Low development budget absorption, iv) Under-performance in own-source revenue, v) Failure to use the prescribed financial systems (such as IFMIS, IPPD among others), vi) non-adherence to fiscal responsibility principles, vii) Pilferage of public resources due to manual systems, viii) Inadequate understanding of the office of the controller of budget‟s role in approval of county requisitions, high wage bill, ix) Weaknesses in human resource management, x) Weak oversight by county assembly and - 113 - xi) a weakened internal audit function. 223. The solutions proposed to address these challenges include; i) Review of the existing policy, legal and regulatory environment to guide planning; ii) Strengthening county structures and institutions; iii) Adhering to existing provisions of existing policies, legislations, regulations and guidelines guiding economic planning, iv) public finance management and expenditure control; v) And continuous capacity building of county government staff among others 4.9.3. Intergovernmental Agreements in respect of the Additional Conditional Allocations 224. Section 9 of the CGAAA, 2022 for FY 2021/22 vide Kenya Gazette Supplement No. 74 of 29th April made consequential amendments to the PFMA, 2012 to provide for among others, the insertion of Sections 191A to 191E on intergovernmental agreements. These sections require that the National Treasury shall enter into an intergovernmental agreement with the respective County Governments for the transfer of the respective conditional allocations made to the County Governments pursuant to the Act; that such agreements shall set out any conditions that may be attached to the conditional allocations; and that the requisition of funds from the County Revenue Fund (CRF) for the purposes of a conditional grant shall be supported by the intergovernmental agreement approved under Section 191A. 225. The Principal Secretary, National Treasury constituted an inter-agency task force to develop a model Intergovernmental Conditional Allocations Transfer Agreement (ICATA). The task force has since finalized the development of the model ICATA and subjected it to nationwide public consultations. Further, on 10th November 2023, the National Treasury submitted the draft ICATA to the office of the Attorney General for legal opinion, which was provided on 13th December, 2023 and has since been incorporated in the agreement. On 8th January, 2024 the National Treasury forwarded the final Model ICATA to the Council of Governors for onward transmission to the county governments for processing in line with Section 191A-191E of the PFM Act, 2012. 226. The National Treasury has made a request to Parliament to fast-track the approval of CGAAB, 2023 in order to facilitate the processes leading to timely disbursements and requisition of the funds for additional conditional allocations made to County Governments in FY 2023/24. 346. In the FY 2024/25, Parliament is also called upon to expeditiously approve the DORB 2024, CARB 2024 and CGAAB 2024 alongside 2024 BPS. This will assist in eliminating delays in the processing of ICATAs and hence the disbursements and requisition of the funds for additional conditional allocations made to County Governments in FY 2024/25. - 114 - - 115 - Annex 1: Adherence to Fiscal Responsibility Principles In line with the Constitution, the Public Finance Management (PFM) Act, 2012, the PFM County Government Regulations, 2015 and in keeping with prudent and transparent management of public resources, the Government has adhered to the fiscal responsibility principles as set out in the statute as follows Table 28: Table 36: Performance of Fiscal Responsibility Indicators ITEM FY 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Actual Supp II Actual Approved CBROP 23 CFSP24 CBROP 23 CFSP 25 CBROP 24 CFSP26 CBROP25 Budget Total 11,444,758,069 14,824,738,617 12,752,901,294 14,032,209,500 14,032,209,500 14,354,072,749 15,071,776,386 16,026,342,705 15,825,365,206 16,827,659,841 Expenditur 15,263,183,529 e and Net lending Total 9,254,768,459 10,378,855,179 9,932,380,751 9,273,400,483 9,273,400,483 10,046,415,519 10,548,736,295 10,282,870,362 11,076,173,110 10,797,013,881 department 9,793,209,869 al Expenses Department 4,076,427,625 4,704,095,896 4,411,652,225 3,074,059,118 3,074,059,118 3,454,507,209 3,627,232,569 3,448,096,508 3,808,594,198 3,620,501,333 al 3,283,901,436 Recurrent Personnel 5,178,340,834 5,674,759,283 5,520,728,526 6,199,341,365 6,199,341,365 6,591,908,310 6,921,503,726 6,834,773,855 7,267,578,912 7,176,512,547 emolument 6,509,308,433 s Personnel 45 38 43 44 44 46 43 46 43 46 43 as a% of total revenues Developme 2,189,989,610 4,445,883,438 2,820,520,543 4,758,809,017 4,758,809,017 4,307,657,232 4,523,040,094 5,743,472,342 4,749,192,098 6,030,645,959 5,469,973,659 nt Developme 19 30 22 34 34 30 36 30 36 30 36 nt as % of department al Expenditur es County Allocations Equitable 230,673,452 867,288,525 867,288,525 0 0 Share b/f Equitable 9,806,680,373 10,659,435,192 10,659,435,192 11,111,983,608 11,111,983,608 11,278,987,461 11,842,936,834 12,250,961,927 12,435,083,676 12,863,510,024 11,667,582,788 Share Retention 8,769,449 293,425,903 284,656,453 - - b/f - 116 - ITEM FY 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 Actual Supp II Actual Approved CBROP 23 CFSP24 CBROP 23 CFSP 25 CBROP 24 CFSP26 CBROP25 Budget Conditional 375,468,531 113,228,200 113,228,200 255,000,000 255,000,000 964,642,891 1,012,875,036 732,045,514 1,063,518,787 768,647,790 697,186,204 grants NG Conditional 773,336,512 1,543,977,937 593,838,142 463,050,812 463,050,812 701,173,980 736,232,679 672,211,889 773,044,313 705,822,483 grants 640,201,799 Developme nt partners Funds - - - 158,808,217 158,808,217 171,327,531 171,327,531 179,893,908 179,893,908 188,888,603 188,888,603 AIA 615,261,490 847,382,860 775,882,124 1,124,665,392 1,124,665,392 820,252,892 1,180,898,662 861,265,537 1,239,943,595 904,328,813 1,301,940,775 Local 368,035,218 500,000,000 379,716,358 918,701,471 918,701,471 417,687,994 438,572,394 951,285,872 460,501,013 998,850,166 905,986,545 revenue Total 12,178,225,025 14,824,738,617 13,674,044,994 14,032,209,500 14,032,209,500 14,354,072,749 15,071,776,386 16,026,342,705 15,825,365,206 16,827,659,841 15,263,183,529 Revenue - 117 - a) A minimum of 30 percent of the County government’s budget allocated to the development expenditure over the medium term. Consistent with the requirements of the law, the Bungoma County Government‟s allocation to development expenditures has been above the 30 percent of its Departmental expenditures. In the FY 2024/25, development expenditure as a percentage of total expenditure is projected at 30 percent meeting the set threshold. In the fiscal outlays presented in this County Fiscal Strategy Paper, the County Government continues to observe this requirement. The allocation to development expenditures is projected at 36 Percent in the FY 2025/26 and remain above the recommended threshold over the medium term as shown in Figure 12. Development Expenditure as a Percentage of Total County Expenditure b) The County Government’s expenditure on wages and benefits for its employees not to exceed 35 percent of the county government equitable share of the revenue. The law requires that the expenditure on the compensation of employees (including benefits and allowances) shall not exceed 35 percent of the county‟s total revenues as prescribed by the CECM for finance in regulations and approved by the county assembly pursuant to PFMA 2012 section 107 (2)(c). The staff costs to total expenditure have been increasing from 43.2% in FY20/21 to 45.2% in FY 2021/22 and 43.3% in FY 2022/23 which is above the minimum recommended 35% in the Public Finance Management (PFM) (Amendment) Regulations, 2015. In FY 2023/24 the share of wages and benefits to revenues was projected at 42 percent and is projected to increase to 45.8 percent in FY 2024/25 and FY 2025/26. This increase in wages and staff benefits is due to the staff promotions, inclusion of all permanent staff in the pension scheme and budgeting for the - 118 - accrued staff pension, conversion of Health Workers employment terms from contract basis to permanent and pensionable basis and introduction of the Housing Levy. To manage costs downwards, the County is freezing nonessential employment and enhance revenue collection, with a relative reduction anticipated to materialize from general growth in Own Source Revenue. The high staff costs base has impeded development activity. (Figure 13) Figure 11: Wages as a Percentage of County Government Revenues Source: County Treasury c) Over the medium term, the Government’s borrowings shall be used only for the purpose of financing development expenditure and not for recurrent expenditure. The Government is committed and continues to adhere to the principle as per the PFM Act section 107(2)(d) which requires that national government`s borrowed resources be used only for purposes of financing development and not for recurrent expenditure. In preparation for borrowing and to build the county capacity, Bungoma County has been participating in the shadow credit rating exercise organized by the World Bank alongside other counties such as Kisumu, Makueni and Laikipia from FY 2018/19. However, on 1st December 2022 - GCR Ratings (“GCR”) withdrew the ratings on Bungoma County Government‟s long and short-term public national scale issuer rating of BBB-(KE)(WD)/A3(KE)(WD) respectively without review. The withdrawal was due to commercial reasons. Accordingly, GCR no longer supports the above-mentioned credit rating on the entity and any dependent ratings. A credit rating withdrawal does not imply that the entity is not servicing its debt obligations or that its financial position has deteriorated. Bungoma County and Amref have partnered to develop a program focused on strengthening Primary Health Care (PHC). To this end, Bungoma County Government and Amref have - 119 - entered into a Memorandum of Intent in July 2023 signed by H.E the Governor Ken Lusaka. As agreed in this MoI, both Amref and Bungoma County are sharing the cost of the co- creation process, and the County has established a Technical Committee to work with Amref. d) public debt and obligations shall be maintained at a sustainable level as approved by County Assembly and The PFM Act also requires that public debt and obligations remain at sustainable levels. The county Government of Bungoma prepares the MTDMS paper as per the requirement of Public Finance Management (PFM) Act, 2012 which sets out the debt management strategy of the County Government over the medium term with respect to actual and potential liabilities. Regular preparation and publication of the MTDMS promotes transparency in the conduct of budget financing and public financial management. The 2024/25-2025/26 MTDS is the 6th paper prepared by the County and the first under the CIDP 2023-2027 development frame. The policy is meant to act as a guideline for debt management practices of the County Government including the issuance process, management of the debt portfolio, and adherence to various laws and Regulations governing debt contracting and management. With this policy, there will be improvement in the quality of decisions, better articulation of policy goals, clearer guidelines for the structure of debt issuance, and a demonstration of commitment to long-term capital and financial planning. Bungoma County Government has so far not taken any loans; however, the County has experienced debts arising from payment arrears to suppliers of goods and services, i.e., pending bills. To ensure that the County‟s debt remains within sustainable levels, the County Treasury intends to fund annual budget deficits from sources characterized by lower costs and minimal risks. So far, measures geared towards reduction of county debt through pending bills by departments have been effective in view of the current level of pending bills. e) Fiscal risks shall be managed prudently. Kenya‟s risk remains high due to volatile international commodity prices, tighter external financing conditions, elevated inflation, and continued drought. The Government continues to respond to these adverse impacts through fiscal measures such as fertilizer subsidy and provision of certified seeds to farmers to enhance agricultural productivity. In addition, the Government will continue with the fiscal consolidation programme which is expected to reduce debt vulnerabilities and ensure a stronger debt sustainability position going forward. To manage fiscal risks prudently as required, the Government has improved its macroeconomic forecasts and regularly reviews the impact of macroeconomic projections and their implications on the budget. Potential fiscal risks arising from contingent liabilities, including from Public Private Partnership projects among others are considered and a contingency provision made to cushion the economy from unforeseeable shocks. the Government has improved its macroeconomic forecasts and regularly reviews the impact of macroeconomic projections and their implications on the budget. Potential fiscal risks arising from contingent liabilities, including from - 120 - development projects among others are taken into account and a contingency provision made to cushion the economy from unforeseeable shocks. f) A reasonable degree of predictability with respect to the level of tax rates and tax bases shall be maintained, taking into account any tax reforms that may be made in the future. On the principle of maintaining a reasonable degree of predictability with respect to the level of tax rates and tax bases, the Government is in the process of developing a county Tax Policy to ensure certainty in taxation. Further, the Government continues to carry out tax reforms through modernizing and simplifying tax laws in order to lock in predictability and enhance compliance within the tax system. The Government is in the process of developing a Medium-Term Revenue Strategy (MTRS) that outlines the tax policy measures and strategies for sustainably raising revenues over the medium term that will ensure certainty continues to maintain tax rates at stable levels through various policy documents. - 121 - Annex 2: Statement of Specific Fiscal Risks Introduction Fiscal risks refer to the uncertainty associated with the outlook in public finances and can be defined as the probability of significant differences between actual and expected fiscal performance, over the short to medium-term horizon. Fiscal risks are, by definition, uncertain. However, awareness and understanding of them allow policy makers to increase the government‟s capacity to adapt and rebound from them. The 2015 OECD Recommendation of the Council on Budgetary Governance advises governments to “identify, assess and manage prudently longer-term sustainability and other fiscal risks.” Kenya‟s economic growth has remained strong and resilient amidst emerging global challenges, unfavourable weather conditions and elevated public expenditure pressures coupled by revenue underperformance. However, the economy is prone to both domestic and external shocks. For prudent management of risks, the PFM Act, 2012 requires the preparation of a “Statement of Fiscal Risks. This section provides an assessment of fiscal risks that the county economy is exposed to that may affect the achievement of the macroeconomic targets and objectives detailed in this CFSP. The fiscal risks arise from assumptions that underlie fiscal projections, the dynamics of public debt, and operations of departments, contingent liabilities, financial sector vulnerabilities and natural risks. Emergence of these risks could make it difficult for the Government to actualize and sustain macroeconomic policies detailed in this CFSP. Thus, this section also details the measures that the Government is implementing to mitigate such risks. - 122 - COUNTY RISK AND MITIGATION FRAMEWORK NO RISK IMPACT MITIGATION FISCAL RISKS 1. Reduced Funding The demand for services and infrastructural The county will enhance resource mobilization development by the Government has been on an from both OSRs and development partners to meet increasing, which is inconsistent with the rate of the targeted revenues for FY 2023/24+. growth of the equitable revenues from the National Government. In effect, Counties will be expected to develop resource mobilization strategies to bridge the gaps. 2. Delay in Disbursement of Funds Delayed disbursement of funds leads to increase in Departments will prepare a procurement plan that county‟s operating costs and pending bills is in line with the cash flow accumulations. 3. Under-utilization/Over-utilization Under/Overuse of county assets leads to wastage The county will ensure full enforcement of Resources and portends risks that could undermine the government assets management frameworks to achievement of the county goal. solve this. 4. Huge Pending bills Huge Pending bills have the effect of crippling a To avert this, the County will ensure it plans to county‟s ability to deliver in future. implement projects in time to avoid increased costs. PROCESS RISKS 5. Planning and These risks relate to, project ownership and The county will ensure adequate public Implementation sustainability, project identification and timeliness participation, time and consultation is allowed for Process in approval of county plans, budgets, policies, and each of the laws, policies, plans and budget. laws by the county assembly. 6. Procurement risk These relates to, developing specifications, The county will enforce the spirit of the Public selecting the appropriate procurement methods, Procurement and Disposal Act, 2015 preparing tender documents and advertising, Technical departments‟ in-charge of evaluation and selection of firms and individuals, infrastructure projects will be required to design negotiating the contract, and contract implementable work plans for execution. administration. - 123 - NO RISK IMPACT MITIGATION 7. Accountability and Reporting This arises from incompetent personnel, poor The county will ensure competent trained staff supervision, and weak internal audit oversight. with adequate supervision. Internal Audit Department will review financial statements and approve selection of accounting policies to be used. CAPACITY RISKS 8. Technical Risks. These risks are associated with engineering designs, The county will strengthen the design and BQ site-specific characteristics, construction and section to ensure quality estimates are done before installation, and operation and maintenance. tendering. 9. Budget Absorption Risks Low absorption of budgets may delay delivery The county will undertake monthly and quarterly envisaged socio economic transformation. implementation reporting of all county projects and programmes to ensure planned projects and programmes are implemented and paid on time. Care will be taken to ensure financial procedures and procurement regulations are duly followed in implementation of the county projects and programmes. All county employees will be put on performance contracting and ensure targets set relate to county development plans and policies. 10. Legal Framework Risk Weak or inadequate legal frameworks may pose Each department will be required to profile its great risks in delayed implementation of projects entire institutional legal framework. due to litigations as a result of loopholes in the legal framework in the county institutions. 11. Management The design of programmes in the FY 2024/25 The Department of Finance and Economic Risks Budget envisages inter- departmental synergies for Planning will strengthen the Sector Working effective and successful implementation of the five Groups to ensure departments synergize in thematic areas. The Budget has been formulated in programs design and such a way that development EXOGENOUS RISKS 12. Natural calamities The Budget will be cognizant of natural calamities The Public Finance Management Act, 2012 like floods and famine which may befall the county section 110 provides for establishment of an and force the county to rework its budget to emergency fund to allow for forward budgeting accommodate the situation. This will divert funds and appropriation for funds for emergencies or from strategic areas and affect smooth amendment of the budget through a - 124 - NO RISK IMPACT MITIGATION implementation of the programmes in the Budget. supplementary. 13. Court cases. Litigations and court injunctions can also derail Strict adherence to the provisions of the law and timely execution of the Budget. existing legal frameworks These litigations can arise from county‟s processes especially procurement where perceived unfair competition may land the county in a court of law. Orders to repeat the whole procurement process will expose the county to disadvantages of time value of money, increase operation costs and lose valuable time in delivering the Budget. 14. Political risks To effectively deliver the envisaged agenda for Continuous engagement on with the County socio economic transformation, the Government Assembly. requires policies and procedures that has to be approved by the County Assembly. At times there are delays in approval of these bills which may hamper Money Laundering Money laundering is seen as critical to the effective In order to fight money laundering, the operation of transnational and organized crime. Government will continue to promote financial However, money laundering effects a country‟s integrity and cyber security surveillance in the economy, government, and social well-being. This financial services sector through improved article briefly reviewed both the economic and capabilities to detect, mitigate, report and respond social costs of money laundering. to cyber threats and Anti Money Laundering and Combating the Financing of Terrorism (AML/CFT) surveillance. This initiative will be achieved through implementation of the AML/CTF National Risk Assessment Report 2021; the National AML/CFT Strategy and the Mutual Evaluation report 2022; development of sub-sector specific cyber security frameworks in line with National Cyber Security Framework. - 125 - Annex 4: Expenditure by Programmes Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget AGRICULTURE, LIVESTOCK, FISHERIES AND COOPERATIVE DEVELOPMENT Programme 1: General Administration, 384,206,992 362,219,932 130,679,929 - 130,679,929 231,540,003 36% planning and support services S.P 1.1 Administrative and Support Services 27,378,650 13,429,132 12,970,604 12,970,604 458,528 97% S.P 1.2 Human Resource Management and 333,213,299 328,255,671 104,617,386 104,617,386 223,638,285 32% Development. S.P 1.3 Policy, Legal and Regulatory 7,600,000 5,600,000 4,918,919 4,918,919 681,081 88% Framework S.P 1.4 Planning and financial Management 4,615,043 4,535,129 173,020 173,020 4,362,109 4% S.P 1.5 Sector Coordination 4,000,000 3,000,000 2,500,000 2,500,000 500,000 83% S.P 1.6 Leadership and Governance 2,000,000 2,000,000 1,500,000 1,500,000 500,000 75% S.P 1.7 Sub- County Administrative Costs 5,400,000 5,400,000 4,000,000 4,000,000 1,400,000 74% Programme 2: Land and Crop Development and 325,780,000 413,892,800 - 7,634,237 7,634,237 406,258,563 2% Management S.P 2.1 Agricultural extension and training 5,000,000 5,000,000 - 5,000,000 0% services S.P 2.2 Crop production and productivity 309,700,000 397,812,800 5,796,658 5,796,658 392,016,142 1% SP 2.3 Irrigation Extension and training 1,080,000 1,080,000 - 1,080,000 0% SP 2.4 Irrigation infrastructure development 10,000,000 10,000,000 1,837,579 1,837,579 8,162,421 18% and agricultural water storage Programme 3: Livestock development and 24,600,000 14,749,311 946,045 - 946,045 13,803,266 6% management SP 3.1 Disease and Vector Control 7,000,000 3,500,000 - 3,500,000 0% SP 3.2 Food Safety And Quality Control 7,000,000 4,149,311 946,045 946,045 3,203,266 23% SP 3.3 Veterinary Extension Services 3,600,000 3,600,000 - 3,600,000 0% SP 3.4 Breeding and AI Subsidy programme 7,000,000 3,500,000 - 3,500,000 0% Programme 4: Fisheries development and 7,000,000 5,000,000 - - - 5,000,000 0% management SP 4.1 Fisheries extension service and training 3,000,000 2,000,000 - 2,000,000 0% SP 4.2 Fisheries product value-chain 4,000,000 3,000,000 - 3,000,000 0% development Programme 5: Cooperatives Development and 25,500,000 17,000,000 7,000,000 - 7,000,000 10,000,000 41% Management SP 5.1 Cooperatives extension service and 6,700,000 5,700,000 5,700,000 5,700,000 - 100% - 126 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget training (Co-operative Governance (Training)) SP 5.2 Cooperatives Audit Services 1,300,000 1,300,000 1,300,000 1,300,000 - 100% SP 5.3 Production, Agro processing, value 17,500,000 10,000,000 - 10,000,000 0% addition & Marketing (Input and Infrastructural Support to Cooperatives) Programme 6: Institutional Development and 28,860,000 8,560,000 - - - 8,560,000 0% Management SP 6.1 Mabanga ATC Administration - - - - management services SP 6.2 Agricultural Enterprise Development (ATC) 3,560,000 3,560,000 - 3,560,000 0% SP 6.3 Infrastructural development (ATC) 10,000,000 - - - SP 6.4 Tractor hire services 5,000,000 5,000,000 - 5,000,000 0% SP 6.5 Operational development (CFF) 10,300,000 - - - Total Grants & Ward Based 306,601,842 522,582,634 - 55,061,453 55,061,453 467,521,181 11% NARIGP 280,000,000 211,681,141 50,642,713 50,642,713 161,038,428 24% NAVCDP 250,000,000 250,000,000 0% ASDSP II 5,344,642 39,644,293 4,418,739 4,418,739 35,225,554 11% Ward Based Projects 21,257,200 21,257,200 - 21,257,200 0% Total Expenditure 1,102,548,834 1,344,004,677 138,625,974 62,695,690 201,321,664 1,142,683,013 15% - - HEALTH AND SANITATION - - Programme 1: General Administration Planning 3,264,275,135 3,394,413,508 1,063,907,804 21,319,804 1,085,227,608 2,309,185,900 32% and Support Services SP 1.1 Health Administrative and support 126,916,175 126,916,175 21,453,581 21,453,581 105,462,594 17% services SP 1.2 Leadership and Governance. 34,500,000 34,500,000 - 34,500,000 0% SP 1.3 Health Policy 4,000,000 4,000,000 - 4,000,000 0% SP 1.4 Human resource management 2,667,072,520 2,757,964,682 1,042,454,223 1,042,454,223 1,715,510,459 38% SP 1.5 Infrastructural development 431,786,440 471,032,651 21,319,804 21,319,804 449,712,847 5% Programme 2: Preventive and Promotive 543,177,061 575,110,989 - - - 575,110,989 0% SP 2.1 Communicable and Non-communicable 20,000,000 20,000,000 - 20,000,000 0% disease control SP 2.2 Community health strategy 5,600,000 5,600,000 - 5,600,000 0% SP 2.3 Health promotion 3,000,000 3,000,000 - 3,000,000 0% SP 2.4 Reproductive, Maternal,Newborn, Child, 15,000,000 15,000,000 - 15,000,000 0% And Adolescent Health. SP 2.5 public health and sanitation 22,227,354 24,161,282 - 24,161,282 0% - 127 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 2.6 Specialized materials and supplies 477,349,707 507,349,707 - 507,349,707 0% Programme 3: Curative Health Services 136,949,177 151,580,185 60,496,367 - 60,496,367 91,083,818 40% SP 3.1 Routine medical services 95,171,405 105,172,120 32,481,062 32,481,062 72,691,058 31% Grants; DANIDA/UNICEF 41,777,772 46,408,065 28,015,305 28,015,305 18,392,760 60% Total Expenditure 3,944,401,373 4,121,104,682 1,124,404,172 21,319,804 1,145,723,976 2,975,380,706 28% - - ROADS AND PUBLIC WORKS - - Programme 1: General Administration, 130,714,030 113,463,594 48,245,365 - 48,245,365 65,218,229 43% Planning, and Support Services SP 1.1 Capacity Development and Motivation 83,090,095 85,121,330 38,878,703 38,878,703 46,242,626 46% SP 1.2 Administration Services 32,897,215 23,615,544 9,366,662 9,366,662 14,248,882 40% SP 1.3 Financial Services, Planning and 14,726,720 4,726,720 - 4,726,720 0% Stewardship Programme 2: Transport Infrastructure 1,261,637,320 1,124,003,320 - 80,394,277 80,394,277 1,043,609,043 7% Development and Management SP 2.1 Construction of Roads Bridges and 1,089,137,320 978,503,320 76,509,173 76,509,173 901,994,147 8% Drainage Works SP 2.2 Maintenance of Roads 172,500,000 145,500,000 3,885,104 3,885,104 141,614,896 3% Programme 3:Building Standards and Quality 4,275,000 4,275,000 - - - 4,275,000 0% Assurance SP 3.1 Building Standards and Research 4,275,000 4,275,000 - 4,275,000 0% Total Expenditure 1,396,626,350 1,241,741,914 48,245,365 80,394,277 128,639,642 1,113,102,272 10% - - - EDUCATION AND VOCATIONAL TRAINING - - Programme 1: General Administration Planning 1,198,551,732 1,219,058,686 499,937,029 - 499,937,029 719,121,656 41% and Support Services SP 1.1 Salaries and allowances 1,177,797,695 1,208,144,825 492,675,478 492,675,478 715,469,346 41% SP 1.2 Policy formulation 8,913,861 5,913,861 3,261,551 3,261,551 2,652,310 55% SP 1.3 Administration and support services 11,840,176 5,000,000 4,000,000 4,000,000 1,000,000 80% Programme 2: Early Childhood Development 22,000,000 13,000,000 - - - 13,000,000 0% Education Sp 2.1 Quality Assurance and Standards 2,000,000 2,000,000 - 2,000,000 0% Sp 2.2 Curriculum 2,000,000 2,000,000 - 2,000,000 0% Sp 2.3 learning materials 5,000,000 3,000,000 - 3,000,000 0% SP 2.4 Monitoring and evaluation 3,000,000 3,000,000 - 3,000,000 0% SP 2.5 Infrastructure development 10,000,000 3,000,000 - 3,000,000 0% Programme 3: Education Support Programme 357,064,080 456,564,080 - 20,110,018 20,110,018 436,454,062 4% - 128 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget Sp 3.1 Education support and bursary scheme 160,000,000 320,000,000 - 320,000,000 0% Sp 3.2 VTC Capitation 72,444,080 19,462,080 10,116,996 10,116,996 9,345,084 52% Sp 3.3 VTC infrastructure development 12,500,000 12,500,000 0% Sp 3.4 School Feeding Programme 30,000,000 - - - Sp 3.5 Ward Based Projects 94,620,000 104,602,000 9,993,022 9,993,022 94,608,978 10% Programme 4: VTC General administration 9,156,528 6,059,347 3,880,000 - 3,880,000 2,179,347 64% Planning and Policy Formulation SP 4.1 Policy formulation 2,211,128 2,111,128 - 2,111,128 0% SP 4.2 Administration and support services 6,945,400 3,948,219 3,880,000 3,880,000 68,219 98% Programme 5: Training and Skill Development 42,000,000 - - - - - Sp 5.1 Tuition support grant 20,000,000 - - - Sp 5.2 Tools and equipment for VTC 14,000,000 - - - Sp 5.3 Quality assurance and standards 2,000,000 - - - SP 5.4 Capacity building for VTC instructors 3,000,000 - - - SP 5.5 Monitoring and Evaluation 3,000,000 - - - TOTAL 1,628,772,340 1,694,682,113 503,817,029 20,110,018 523,927,047 1,170,755,066 31% - - FINANCE AND ECONOMIC PLANNING - - Programme 1: General Administration, 849,075,299 1,097,034,100 464,802,157 - 464,802,157 632,231,943 42% Planning and Support Services SP 1.1 Personnel costs 418,953,350 433,862,391 321,655,538 321,655,538 112,206,853 74% SP 1.2 Administration Services 222,446,303 420,896,063 143,146,620 143,146,620 277,749,443 34% SP 1.3 Employer Contribution for Staff Pension 202,275,646 242,275,646 - 242,275,646 0% SP 1.4 Infrastructural Development; Project 5,400,000 - - - Supervision Programme 2: County Planning Management 87,475,271 120,475,271 39,939,185 - 39,939,185 80,536,086 33% SP 2.1 Economic Policy and County Planning 21,595,966 26,095,966 13,355,825 13,355,825 12,740,141 51% Services SP 2.2 Budgeting 42,257,695 67,257,695 22,051,040 22,051,040 45,206,655 33% SP 2.3 Monitoring and Evaluation 13,621,610 17,121,610 4,532,320 4,532,320 12,589,290 26% SP 2.4 Resource Mobilization Strategies 5,000,000 5,000,000 - 5,000,000 0% SP 2.5 Enforcement of Revenue Collection 5,000,000 5,000,000 - 5,000,000 0% Programme 3: County Financial Service 100,264,226 100,264,226 44,896,812 - 44,896,812 55,367,414 45% Management SP 3.1 Revenue Mobilization 39,279,040 39,279,040 16,113,500 16,113,500 23,165,540 41% SP 3.2 Accounting Services 20,319,230 20,319,230 15,076,946 15,076,946 5,242,284 74% - 129 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 3.3 Audit Services 17,547,721 17,547,721 5,144,207 5,144,207 12,403,514 29% SP 3.4 Supply Chain Services 18,118,235 18,118,235 8,562,159 8,562,159 9,556,076 47% SP 3.5 Asset Management 5,000,000 5,000,000 - 5,000,000 0% Programme 4: Service Delivery and 155,703,083 159,827,013 6,999,945 - 6,999,945 152,827,068 4% Organizational transformation SP 4.1 Service Delivery Unit 5,000,000 5,000,000 - 5,000,000 0% SP 4.2 Investment Initiative 5,000,000 5,000,000 - 5,000,000 0% SP 4.3 Special Coordination Unit 13,703,083 17,827,013 2,907,625 2,907,625 14,919,388 16% SP 4.4 Maintenance of computer, software and 12,000,000 12,000,000 - 12,000,000 0% networks - Revenue System SP 4.5 System Enhancement 20,000,000 20,000,000 4,092,320 4,092,320 15,907,680 20% SP 4.6 Emergency Fund 100,000,000 100,000,000 - 100,000,000 0% ICT 37,955,528 33,250,000 - - - 33,250,000 0% Health Management System 37,955,528 33,250,000 - 33,250,000 0% Total Expenditure 1,230,473,407 1,510,850,610 556,638,099 - 556,638,099 954,212,511 37% - - - TRADE AND INDUSTRILISATION - - Programme 1: General Administration and 29,269,945 25,637,165 14,395,012 - 14,395,012 11,242,153 56% Support Services SP 1.1 Human Resource Development and 22,613,621 19,973,621 9,614,177 9,614,177 10,359,444 48% Management SP 1.2 Planning and Support Services 2,368,673 2,368,673 2,000,000 2,000,000 368,673 84% SP 1.3 Administrative Services 4,287,651 3,294,871 2,780,834 2,780,834 514,037 84% Programme 2: Trade and Enterprise 115,679,933 165,673,533 - - - 165,673,533 0% Development SP 2.1 Business Loan 115,679,933 165,673,533 - 165,673,533 0% Programme 3: Market Infrastructure 96,062,500 175,663,308 - 41,006,345 41,006,345 134,656,963 23% Development and Management SP 3.1 Market Infrastructure 43,500,000 104,000,000 41,006,345 41,006,345 62,993,655 39% SP 3.2 Ward Based Projects 48,336,000 71,663,308 - 71,663,308 0% SP 3.3 Project Supervision 4,226,500 - - - Total Expenditure 241,012,378 366,974,006 14,395,012 41,006,345 55,401,356 311,572,650 15% ENERGY - - - Programme 1: General Administration and 14,751,401 23,222,416 7,374,764 - 7,374,764 15,847,652 32% Support Services SP 1.1 Human Resource Development and 4,219,452 4,219,452 - 4,219,452 0% Management - 130 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 1.2 Planning and Support Services 4,087,361 4,287,361 - 4,287,361 0% SP 1.3 Administrative Services 6,444,588 14,715,603 7,374,764 7,374,764 7,340,839 50% Programme 2: Energy Development and 101,000,000 56,006,400 - 4,999,170 4,999,170 51,007,230 9% Management SP 2.1 Energy access 10,050,000 6,000,000 4,999,170 4,999,170 1,000,830 83% SP 2.2 Project Supervision 950,000 - - - SP 2.3 REREC 90,000,000 50,006,400 - 50,006,400 0% Total Expenditure 115,751,401 79,228,816 7,374,764 4,999,170 12,373,934 66,854,882 16% INDUSTRY - - - Programme 1: General Administration and 8,977,520 7,071,777 1,942,981 - 1,942,981 5,128,796 27% Support Services SP 1.1 Human Resource Development and 1,885,920 1,885,920 - 1,885,920 0% Management SP 1.2 Planning and Support Services 2,643,200 1,737,457 - 1,737,457 0% SP 1.3 Administrative Services 4,448,400 3,448,400 1,942,981 1,942,981 1,505,419 56% Programme 2: Industrial Investment and 200,000,000 410,000,000 - - - 410,000,000 0% Development SP 2.1 Industrial Development 200,000,000 410,000,000 - 410,000,000 0% Total Expenditure 208,977,520 417,071,777 1,942,981 - 1,942,981 415,128,796 0% - - - Grand Total Expenditure 565,741,299 863,274,599 23,712,757 46,005,515 69,718,272 793,556,327 8% - - LANDS, URBAN AND PHYSICAL PLANNING - Programme 1: General Administration, 52,265,191 47,096,564 15,140,167 - 15,140,167 31,956,397 32% Planning and Support services SP 1.1 Human resource management 27,975,396 26,637,264 10,183,107 10,183,107 16,454,157 38% SP 1.2 Administrative and support services 12,129,145 11,548,650 4,957,060 4,957,060 6,591,590 43% SP 1.3 Capacity Building 610,200 610,200 - 610,200 0% SP 1.4 Land Registration 5,000,000 3,750,000 - 3,750,000 0% SP 1.5 Planning and Financial Management 1,641,250 1,641,250 - 1,641,250 0% SP 1.6 Policy and legal framework 4,909,200 2,909,200 - 2,909,200 0% Programme 2: Land Development and 31,203,900 48,960,108 - 6,880,000 6,880,000 42,080,108 14% Management SP 2.1 Physical and Land Use Plans 7,637,625 24,808,708 - 24,808,708 0% SP 2.2 Project Supervision 3,414,875 - - - SP 2.3 Ward Based Projects 20,151,400 24,151,400 6,880,000 6,880,000 17,271,400 28% Total Expenditure. 83,469,091 96,056,672 15,140,167 6,880,000 22,020,167 74,036,505 23% - 131 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget HOUSING - - Programme 1 General Administration, Planning 17,329,600 29,811,174 7,649,142 - 7,649,142 22,162,032 26% and Support services SP 1: salaries and emoluments 9,586,560 9,586,560 4,411,882 4,411,882 5,174,678 46% SP 2: Administrative Services 5,285,415 17,766,989 3,237,260 3,237,260 14,529,729 18% SP 4: Planning and Financial Management 1,184,125 1,184,125 - 1,184,125 0% SP 5: Policy and Legal Framework 1,273,500 1,273,500 - 1,273,500 0% Programme 2 Housing development and 130,000,000 206,500,100 - - - 206,500,100 0% management SP 2: Housing Infrastructural Development 130,000,000 206,500,100 - 206,500,100 0% Total Expenditure 147,329,600 236,311,274 7,649,142 - 7,649,142 228,662,132 3% - BUNGOMA MUNICIPALITY - - Programme I: General Administration, 28,745,800 43,099,914 8,975,549 - 8,975,549 34,124,365 21% Planning and Support services SP 1.1: Salaries and Personnel Emoluments 14,408,833 14,203,848 4,798,749 4,798,749 9,405,099 34% SP 1.2: Human Resource Capacity Development 3,857,300 3,857,300 - 3,857,300 0% and Management SP 1.3: General Administration and Support 4,656,667 19,215,766 4,176,800 4,176,800 15,038,966 22% Services SP 1.4: Planning and Financial Management 2,820,000 2,820,000 - 2,820,000 0% SP 1.5: Institutional Accountability, Leadership, 3,003,000 3,003,000 - 3,003,000 0% Efficiency and Effectiveness Programme III: Urban Infrastructure 90,500,000 159,075,248 - - - 159,075,248 0% Development and Management SP 3.1: Urban Transport and Infrastructure 90,500,000 159,075,248 - 159,075,248 0% Development Programme IV: Urban Environment and Social 15,200,000 15,200,000 - - - 15,200,000 0% Services SP 4.1: Urban Waste Management and 11,000,000 11,000,000 - 11,000,000 0% Sanitation Services SP 4.2: Urban greening and environment 4,200,000 4,200,000 - 4,200,000 0% protection Sub Programme Total 81,812,000 68,400,000 - - - 68,400,000 0% Ward Based Projects 68,400,000 68,400,000 - 68,400,000 0% Prefeasibility, Feasibility and Appraisal Studies 1,500,000 - - - Project Supervision 9,412,000 - - - - 132 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget Research 2,500,000 - - - Total Expenditure 216,257,800 285,775,162 8,975,549 - 8,975,549 276,799,613 3% - KIMILILI MUNICIPALITY - - Programme 1: Urban Governance 39,439,632 44,855,505 9,175,051 - 9,175,051 35,680,454 20% SP1: General Adm planning and support 25,888,464 31,304,337 3,579,486 3,579,486 27,724,851 11% services (Inclusive of salary) SP2: Human resource 13,551,168 13,551,168 5,595,565 5,595,565 7,955,603 41% Programme 2: Urban Infrastructure 112,000,000 191,846,979 - 20,754,740 20,754,740 171,092,239 11% Development and management Infrastructure. Housing and public works 112,000,000 191,846,979 20,754,740 20,754,740 171,092,239 11% Total Expenditure 151,439,632 236,702,484 9,175,051 20,754,740 29,929,791 206,772,693 13% - - - COUNTY PUBLIC SERVICE BOARD - Programme I: General Administration, 50,736,188 38,947,254 10,721,620 - 10,721,620 28,225,634 28% Planning and Support services SP 1.1 Administrative services 20,736,188 24,447,254 10,721,620 10,721,620 13,725,634 44% SP 1.2 Construction 1 Storey Building 30,000,000 14,500,000 - 14,500,000 0% Administrative Block Programme 2:Human Resource Management 8,068,400 8,068,400 4,125,445 - 4,125,445 3,942,955 51% and Development SP 2.1 Human Resource Management 8,068,400 8,068,400 4,125,445 4,125,445 3,942,955 51% Programme 3:Governance and National Values 15,836,900 15,836,900 - - - 15,836,900 0% SP 3.1 Quality Assurance 5,120,330 5,120,330 - 5,120,330 0% SP 3.2 Ethics governors and national 10,716,570 10,716,570 - 10,716,570 0% Total Expenditure 74,641,488 62,852,554 14,847,065 - 14,847,065 48,005,489 24% - - - PUBLIC SERVICE MANAGEMENT AND ADMINISTRATION. - Programme 1: General Administration, 763,572,422 881,543,221 235,271,136 - 235,271,136 646,272,085 27% Planning and Support Services SP 1.1 Salaries 394,636,934 428,997,892 185,408,367 185,408,367 243,589,525 43% SP 1.2 Utilities 5,700,000 5,700,000 4,000,000 4,000,000 1,700,000 70% SP 1.3 Maintenance 1,730,000 650,031 - 650,031 0% SP 1.4 Operations 41,326,038 41,326,038 36,000,000 36,000,000 5,326,038 87% SP 1.5 Contracted security and cleaning services 67,179,450 84,156,020 - 84,156,020 0% SP 1.6 Purchase of uniforms 4,000,000 4,000,000 - 4,000,000 0% SP 1.7 Medical insurance 180,000,000 249,000,000 - 249,000,000 0% - 133 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 1.8 National holidays 10,000,000 10,000,000 6,250,000 6,250,000 3,750,000 63% SP 1.9 Infrastructure Development 50,000,000 51,713,240 51,713,240 0% SP 1.10 Devolved units 9,000,000 6,000,000 3,612,769 3,612,769 2,387,231 60% Programme 2: Public Participation, Civic 8,000,000 6,750,000 3,750,000 - 3,750,000 3,000,000 56% Education and outreach services SP 2.1 Public Participation 4,000,000 2,750,000 1,750,000 1,750,000 1,000,000 64% SP 2.2 Civic education 4,000,000 4,000,000 2,000,000 2,000,000 2,000,000 50% Programme 3: Service delivery and 10,000,000 11,664,116 10,000,000 - 10,000,000 1,664,116 86% organizational transformation SP 3.1 Service Delivery and Organizational 10,000,000 11,664,116 10,000,000 10,000,000 1,664,116 86% Transformation Total Expenditure 781,572,422 899,957,337 249,021,136 - 249,021,136 650,936,201 28% - OFFICE OF THE COUNTY SECRETARY AND COUNTY ATTORNEY - - Programme 1: General Administration, 13,800,000 22,899,543 4,806,464 - 4,806,464 18,093,079 21% Planning and Support Services (County secretary) SP 1.1 Payroll cleaning 2,000,000 2,000,000 - 2,000,000 0% SP 1.2 Staff and workplace surveys 2,000,000 1,306,720 - 1,306,720 0% SP 1.3 Records management 5,000,000 2,000,000 1,200,000 1,200,000 800,000 60% SP 1.4 Utilities and maintenance 1,300,000 1,300,000 800,000 800,000 500,000 62% SP 1.5 Administration support 3,500,000 16,292,823 2,806,464 2,806,464 13,486,359 17% Programme 2: General Administration, 12,000,000 13,759,000 3,711,880 - 3,711,880 10,047,120 27% Planning and Support Services County Attorney SP 2.1 Utilities 500,000 500,000 250,000 250,000 250,000 50% SP 2.2 Maintenance 300,000 300,000 250,000 250,000 50,000 83% SP 2.3 Operations 5,200,000 3,287,500 3,211,880 3,211,880 75,620 98% SP 2.4 Legal fees 6,000,000 9,671,500 - 9,671,500 0% Total Expenditure 25,800,000 36,658,543 8,518,344 - 8,518,344 28,140,199 23% GRAND Total Exependiture 807,372,422 936,615,880 257,539,480 - 257,539,480 679,076,400 27% - - GENDER AND CULTURE - Programme 1: General Administration, 43,821,159 57,461,466 19,667,037 - 19,667,037 37,794,429 34% planning and support services SP 1.1 Compensation to Employees 28,972,440 34,907,953 14,006,477 14,006,477 20,901,476 40% SP 1.2 Planning and Budgeting 2,500,000 2,500,000 - 2,500,000 0% SP 1.3 Utility for office operations 500,000 500,000 - 500,000 0% - 134 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 1.4 Administrative service management 11,848,719 19,553,513 5,660,560 5,660,560 13,892,953 29% Programme 2: Cultural Development and 43,715,791 29,674,304 17,965,723 - 17,965,723 11,708,581 61% Management SP 2.1 Participate in kicosca and ealasca games 18,147,000 18,147,000 17,965,723 17,965,723 181,277 99% SP 2.2 Participate Kenya music cultural festival 500,000 500,000 - 500,000 0% SP 2.3 Hold herbal medicine day 500,000 500,000 - 500,000 0% SP 2.4 Liquor and licensing enforcement 2,000,000 2,000,000 - 2,000,000 0% exercise SP 2.5 Construction of Sanga’lo Multipurpose 21,440,351 7,398,864 - 7,398,864 0% Hall SP 2.6 Youth Programme 1,128,440 1,128,440 - 1,128,440 0% Programme 3: Gender Equity and Social 39,343,958 39,343,958 - - - 39,343,958 0% Protection SP 3.1 Operations of GTWG 1,500,000 1,500,000 - 1,500,000 0% SP 3.2 Gender based violence response 2,000,000 2,000,000 - 2,000,000 0% programs(16 days of activism against women) SP 3.3 Mark and celebrate international 2,000,000 2,000,000 - 2,000,000 0% Womens Day SP 3.4 Mark and celebrate international 1,000,000 1,000,000 - 1,000,000 0% Disability day SP 3.5 Disability Empowerment program 12,317,615 12,317,615 - 12,317,615 0% SP 3.6 Women Empowerment program 20,526,343 20,526,343 - 20,526,343 0% Total 126,880,908 126,479,728 37,632,760 - 37,632,760 88,846,968 30% - YOUTH AND SPORTS - Programme 1: General Administration, 24,284,371 25,491,075 8,271,723 - 8,271,723 17,219,352 32% planning and support services SP 1.1 Compensation to Employees 11,654,874 13,331,452 5,466,164 5,466,164 7,865,288 41% SP 1.2 Planning and Budgeting 1,300,000 1,300,000 - 1,300,000 0% SP 1.3 Utility for office operations 520,000 520,000 - 520,000 0% SP 1.4 Administrative service management 10,809,497 10,339,623 2,805,559 2,805,559 7,534,064 27% Programme 2: Sports and Talent Development 55,300,000 45,300,000 - 35,798,705 35,798,705 9,501,295 79% SP 2.1 Construction of phase 1 Masinde Muliro 36,000,000 26,000,000 25,511,240 25,511,240 488,760 98% stadium SP 2.2 Completion and equipping of phase 1and 19,000,000 19,000,000 10,287,465 10,287,465 8,712,535 54% phase 11 of High Altitude Training centre SP 2.3 Boards and Committees (Operations 300,000 300,000 - 300,000 0% - 135 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget Cost) Programme 3: Sports and Talent Development 45,198,528 43,684,326 - - - 43,684,326 0% SP 3.1 Sports Facility development and 10,000,000 14,000,000 - 14,000,000 0% management SP 3.2 Project supervision 5,514,202 - - - SP 3.3 Youth Empowerment fund 29,684,326 29,684,326 - 29,684,326 0% Total 124,782,899 114,475,401 8,271,723 35,798,705 44,070,428 70,404,973 38% - - - GOVERNOR'S AND DEPUTY GOVERNORS OFFICE - Programme 1: General administration, planning 299,242,799 358,986,284 184,993,503 - 184,993,503 173,992,781 52% and support services SP 1.1 County budget and economic forum 3,000,000 3,000,000 3,000,000 3,000,000 - 100% SP 1.2 Public consultative meetings 15,000,000 15,000,000 15,000,000 15,000,000 - 100% SP 1.3 Feasibility Studies/ advisory services 2,000,000 2,000,000 2,000,000 2,000,000 - 100% SP 1.4 Utilities 9,347,663 9,347,663 5,000,000 5,000,000 4,347,663 53% SP 1.5 Operations and other departmental 45,665,466 45,665,466 39,090,612 39,090,612 6,574,854 86% programs SP 1.6 Maintenance 14,000,000 14,000,000 10,000,000 10,000,000 4,000,000 71% SP 1.7 Salaries and gratuity 210,229,670 269,973,155 110,902,890 110,902,890 159,070,265 41% Programme 2: County Executive Committee 20,000,000 16,745,414 12,000,000 - 12,000,000 4,745,414 72% Affairs SP 2.1 Leadership and Coordination of County 20,000,000 16,745,414 12,000,000 12,000,000 4,745,414 72% Departments and Agencies Programme 3: County Strategic and Service 85,000,000 70,000,000 33,000,000 - 33,000,000 37,000,000 47% Delivery Coordination SP 3.1 Staff Management Services. 12,000,000 12,000,000 5,000,000 5,000,000 7,000,000 42% SP 3.2 Events Management and Protocol 10,000,000 5,000,000 4,000,000 4,000,000 1,000,000 80% Services. SP 3.3 Communication 1,000,000 1,000,000 1,000,000 1,000,000 - 100% SP 3.4 Integrity 2,000,000 2,000,000 2,000,000 2,000,000 - 100% SP 3.5 Intergovernmental relations 10,000,000 10,000,000 5,000,000 5,000,000 5,000,000 50% SP 3.6 Special Programmes 50,000,000 40,000,000 16,000,000 16,000,000 24,000,000 40% OFFICE OF THE DEPUTY GOVERNOR - - - Programme 1: General administration, planning 27,336,583 27,336,583 10,115,950 - 10,115,950 17,220,633 37% and support services SP 1.1 Utilities 1,328,000 1,328,000 - 1,328,000 0% SP 1.2 Operations 22,108,583 22,108,583 10,115,950 10,115,950 11,992,633 46% - 136 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 1.3 Maintenance 3,900,000 3,900,000 - 3,900,000 0% TOTAL EXPENDITURE 431,579,382 473,068,281 240,109,453 - 240,109,453 232,958,828 51% - ENVIRONMENT, TOURISM AND CLIMATE CHANGE - Programme 1: General Administration Planning 37,238,987 36,356,359 13,900,151 - 13,900,151 22,456,208 38% and support Services SP 1.1 Human Resources Management 29,018,987 31,136,359 10,647,702 10,647,702 20,488,657 34% SP 1.2 Policy and Legal Framework formulation 500,000 500,000 - 500,000 0% SP 1.3 Planning and support services 7,720,000 4,720,000 3,252,449 3,252,449 1,467,551 69% Programme 2: Protection and conservation of 245,000,000 314,549,334 117,980,594 - 117,980,594 196,568,740 38% the environment SP 2.1 Dumpsite Management 5,000,000 2,000,000 - 2,000,000 0% SP 2.2 Waste management and control 240,000,000 312,549,334 117,980,594 117,980,594 194,568,740 38% Programme 3: climate change coordination and 227,000,000 227,110,884 - 11,756,279 11,756,279 215,354,605 5% management SP 3.1 Climate change resilience investment 125,000,000 125,000,000 11,756,279 11,756,279 113,243,721 9% grant SP 3.2 Climate change fund 80,000,000 80,000,000 - 80,000,000 0% SP 3.3 Climate change institutional support 22,000,000 22,110,884 - 22,110,884 0% grant Programme 4: Tourism product promotion, 500,000 7,859,729 - - - 7,859,729 0% marketing and branding SP 4.1 County Tourism, art and cultural festival 500,000 460,265 460,265 0% SP 4.2 Infrastructure development 7,399,464 - 7,399,464 0% Grand Totals 509,738,987 585,876,306 131,880,746 11,756,279 143,637,025 442,239,281 25% - WATER AND NATURAL RESOURCE - Programme 1: General Administration Planning 65,732,119 61,605,249 24,046,892 - 24,046,892 37,558,357 39% and support Services SP 1.1 Human Resources Management 38,953,975 38,151,374 15,144,378 15,144,378 23,006,996 40% SP 1.2 Planning and support services 26,778,144 23,453,875 8,902,514 8,902,514 14,551,361 38% Programme 2: Water and Sanitation 236,907,891 209,642,145 - 40,776,578 40,776,578 168,865,567 19% development and management SP 2.1 Rig Policy 3,000,000 - - - SP 2.2 Borehole development 29,621,491 8,810,745 - 8,810,745 0% SP 2.3 Project Supervision 9,855,000 - - - SP 2.4 KOICA counterpart funding 27,600,000 20,000,000 - 20,000,000 0% - 137 - Programmes Original Total 1st supp Total Recurrent Development Total Variance % Budget estimates Budget Expenditure as Expenditure Expenditure Absorp FY 2023/24 estimates FY 31st December as 31st tion of 2023/24 2023 December the 2023 Budget SP 2.5 Ward based projects 166,831,400 180,831,400 40,776,578 40,776,578 140,054,822 23% Grand Total 302,640,010 271,247,394 24,046,892 40,776,578 64,823,470 206,423,923 24% GRAND TOTAL EXPENDITURE 13,626,268,244 14,201,119,730 3,150,711,423 346,491,606 3,497,203,029 10,703,916,70 25% 1 County Assembly 1,154,263,678 1,268,975,880 512,014,998 24,746,860 536,761,858 1,268,975,880 42% Grand Total. 14,780,531,922 15,470,095,610 3,662,726,421 371,238,466 4,033,964,887 11,972,892,58 26% 1 - 138 - Annex 3: Summary of Expenditure by Programmes 3.1.1. Analysis of Programmes and Sub-Programmes (current and capital) Resource Allocation 3.1.1.1 Agriculture, Irrigation, Livestock, Fisheries & Cooperative Development Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Agriculture, Irrigation, Livestock, Fisheries & cooperative Development Programme Name: Agriculture and Livestock Sector General Administration, Planning and Support Services Policy, legal and 3,600,000 0 3,600,000 21,000,000 0 21,000,000 2,000,000 0 2,000,000 regulatory framework Sector Coordination 2,000,000 0 2,000,000 17,000,000 0 17,000,000 1,000,000 0 1,000,000 Planning and financial 2,300,000 0 2,300,000 23,500,000 0 23,500,000 2,000,000 0 2,000,000 management Monitoring, Evaluation, 2,500,000 5,000,000 7,500,000 25,000,000 30,500,000 55,500,000 1,800,000 0 1,800,000 Communication, Learning and Reporting Weather information 0 0 0 24,900,000 0 24,900,000 1,500,000 0 1,500,000 Co-funding 0 0 29,170,000 29,170,000 5,000,000 5,000,000 Leadership and 2,000,000 0 2,000,000 17,250,000 0 17,250,000 1,000,000 0 1,000,000 Governance Human Resource 333,914,449 333,914,449 344,668,455 0 344,668,455 333,155,660 0 333,155,660 Management and Development Pending bills 0 60,884,980 60,884,980 0 0 Administrative and 11,309,490 0 11,309,490 71,000,000 53,000,000 124,000,000 2,971,043 2,971,043 support Services International. National 2,500,000 0 2,500,000 8,000,000 0 8,000,000 2,000,000 0 2,000,000 and County Celebrations Sub Total 360,123,939 5,000,000 365,123,939 552,318,455 173,554,980 725,873,435 347,426,703 5,000,000 352,426,703 Programme Name: Crop Development and Management - 139 - Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Crop extension and 5,700,000 5,700,000 47,030,000 14,477,727 61,507,727 1,200,000 0 1,200,000 training services Crop Production and 3,000,000 309,700,000 312,700,000 14,000,000 739,590,000 753,590,000 0 128,250,000 128,250,000 Productivity (Food, Industrial and Horticultural Crops) Fertilizer Crop Seed 26,000,000 26,000,000 Agricultural soil and 2,500,000 0 2,500,000 12,000,000 65,640,000 77,640,000 0 0 0 water management Post-harvest 0 0 0 2,000,000 10,000,000 12,000,000 0 0 0 management Agricultural Value 0 0 0 0 222,500,000 222,500,000 0 0 0 Addition and Agro Processing Food Safety 500,000 0 500,000 3,000,000 0 3,000,000 500,000 0 500,000 Agribusiness, Marketing 2,000,000 0 2,000,000 10,500,000 10,000,000 20,500,000 1,000,000 0 1,000,000 and information management Agricultural Financial 0 0 0 24,000,000 50,000,000 74,000,000 0 0 0 Services Nutrition-sensitive 0 0 2,000,000 0 2,000,000 0 0 0 agriculture Agriculture Sector 0 5,344,000 5,344,000 0 30,756,000 30,756,000 0 0 0 Development Support Programme II (ASDSP II) National Agricultural 0 280,530,114 280,530,114 0 280,530,114 280,530,114 0 151,515,152 151,515,152 Value Chain Development Programme (NAVCDP) Sub Total 13,700,000 595,574,114 609,274,114 114,530,000 1,423,493,841 1,538,023,841 2,700,000 305,765,152 308,465,152 Programme Name: Irrigation and Drainage Development and Management - 140 - Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Household Irrigation 2,000,000 0 2,000,000 14,400,000 5,000,000 19,400,000 1,400,000 0 1,400,000 Technologies Development and 1,500,000 0 1,500,000 7,600,000 60,000,000 67,600,000 1,500,000 0 1,500,000 Management of Irrigation Infrastructure Agricultural Water 2,000,000 12,600,000 14,600,000 5,000,000 20,000,000 25,000,000 500,000 0 500,000 Storage and Management Sub Total 5,500,000 12,600,000 18,100,000 27,000,000 85,000,000 112,000,000 3,400,000 0 3,400,000 Programme Name: Livestock Development and Management Livestock and Veterinary 5,000,000 0 5,000,000 44,150,000 14,000,000 58,150,000 3,000,000 0 3,000,000 extension and training services Pasture development 1,000,000 0 1,000,000 18,000,000 15,000,000 33,000,000 0 0 0 Livestock Production 0 26,100,000 26,100,000 0 153,850,000 153,850,000 0 0 0 and Productivity (Dairy, Beef, Poultry, Honey, Goat, Sheep, Pig, Rabbit) Livestock Value 2,000,000 0 2,000,000 0 246,380,000 246,380,000 0 0 0 Addition and Agro Processing Food Safety 0 0 0 13,000,000 0 13,000,000 0 0 0 Agribusiness, Marketing 0 0 0 19,000,000 20,000,000 39,000,000 0 0 0 and information management Livestock Insurance 0 0 0 19,300,000 0 19,300,000 0 0 0 Services Animal Welfare 0 0 0 14,600,000 0 14,600,000 0 0 0 Pending Bill 0 0 0 0 14,436,100 14,436,100 0 13,350,378 13,350,378 Procurement of Vaccines 2,500,000 8,550,000 11,050,000 30,780,000 60,000,000 90,780,000 1,500,000 0 1,500,000 and other Veterinarian supplies for Disease and Vector Control - 141 - Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Animal Breeding 1,200,000 2,400,000 3,600,000 24,000,000 59,600,000 83,600,000 1,200,000 0 1,200,000 Food safety and quality 0 5,000,000 5,000,000 15,000,000 0 15,000,000 0 0 0 control/Animal health Leather development 500,000 0 500,000 22,500,000 0 22,500,000 0 0 0 Kenya Livestock 0 0 0 0 62,900,000 62,900,000 0 37,950,000 37,950,000 Commercialization Project (KeLCoP Sub Total 12,200,000 42,050,000 54,250,000 220,330,000 646,166,100 866,496,100 5,700,000 51,300,378 57,000,378 Programme Name: Fisheries Development and Management Fisheries extension and 2,100,000 0 2,100,000 40,380,000 14,000,000 54,380,000 2,100,000 0 2,100,000 training services Fisheries Production and 0 8,000,000 8,000,000 0 79,300,000 79,300,000 0 0 0 Productivity Fisheries Value Addition 0 0 0 0 7,500,000 7,500,000 0 0 0 and Aqua-Processing Aqua-business, 500,000 0 500,000 14,000,000 14,250,000 28,250,000 0 0 0 Marketing and information management Aquaculture Financial 0 0 0 40,500,000 0 40,500,000 0 0 0 Services Fish Safety and Quality 250,000 0 250,000 36,162,545 0 36,162,545 0 0 0 control Sub Total 2,850,000 8,000,000 10,850,000 131,042,545 115,050,000 246,092,545 2,100,000 0 2,100,000 Programme Name: Agricultural Institutions Development and Management Development of 3,100,000 21,500,000 24,600,000 78,000,000 80,500,000 158,500,000 2,100,000 0 2,100,000 Mabanga Agricultural Training Centre (ATC) Development of 2,500,000 0 2,500,000 58,000,000 47,000,000 105,000,000 2,500,000 0 2,500,000 Mabanga Agricultural Mechanization Centre (AMC) Development of Chwele 5,000,000 5,000,000 28,000,000 20,000,000 48,000,000 1,000,000 0 1,000,000 Fish Farm (CFF) - 142 - Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Sub Total 5,600,000 26,500,000 32,100,000 164,000,000 147,500,000 311,500,000 5,600,000 0 5,600,000 Programme Name: Cooperatives Development and Management Cooperative registration 500,000 0 500,000 7,500,000 0 7,500,000 0 0 services - Cooperative governance, 0 0 0 6,800,000 0 6,800,000 1,736,841 0 advisory and training 1,736,841 services Pending bills 0 0 0 7,825,079 7,825,079 7,825,079 7,825,079 Cooperative agribusiness 200,000 0 200,000 3,000,000 0 3,000,000 0 0 and marketing services - Cooperative 0 10,000,000 10,000,000 0 50,000,000 50,000,000 0 0 infrastructural/financial - support services Cooperative audit 2,000,000 2,000,000 5,000,000 0 5,000,000 2,000,000 0 services 2,000,000 Sub Total 2,700,000 10,000,000 12,700,000 22,300,000 57,825,079 80,125,079 3,736,841 7,825,079 11,561,920 Totals 402,673,939 699,724,114 1,102,398,053 1,231,521,000 2,648,590,000 3,880,111,000 370,663,544 369,890,609 740,554,153 3.1.1.2 Education Programmes Approved estimates - 2023/24 Requirements - 2024/2025 Allocation - 2024/2025 Current capital total current Capital Total current Capital total P1: EARLY CHILDHOOD DEVELOPMENT Sp1:Construction of 5 ECDE classrooms 0 86,000,000 86,000,000 0 337,500,000 337,500,000 0 - per ward Sp2: provision of furniture for ECDE 1,500,000 0 1,500,000 0 147,000,000 147,000,000 0 - children - 143 - Programmes Approved estimates - 2023/24 Requirements - 2024/2025 Allocation - 2024/2025 Current capital total current Capital Total current Capital total Sp3: Construction of 10 ECDE model 0 0 0 0 40,000,000 40,000,000 0 - centres Sp5: Construction of 10 child day care 0 0 0 0 50,000,000 50,000,000 0 - centres Sp7: Introduction of school feeding 0 0 0 0 150,000,000 150,000,000 0 0 - programme Sp8: Introduction of ECDE capitation 0 0 0 0 49,000,000 49,000,000 0 - fund Sp9: Equipping 1000 ECDE centres 0 0 0 0 15,000,000 15,000,000 15,000,000 with learning 15,000,000 materials TOTAL EARLY CHILDHOOD 1,500,000 86,000,000 87,500,000 0 788,500,000 788,500,000 0 15,000,000 15,000,000 DEVELOPMENT P2: EDUCATION IMPROVEMENT AND SUPPORT SERVICES Sp1:provision of learning materials 5,000,000 0 5,000,000 5,000,000 0 5,000,000 0 0 to ECDE Sp2:Intergration of ICT in ECDE 2,500,000 0 2,500,000 2,500,000 0 2,500,000 0 0 centres Sp3:Introduction of Digital Literacy 0 0 0 36,000,000 0 36,000,000 0 0 programme in VTCs SP5:Provision of extra-curricular 0 0 0 9,800,000 0 9,800,000 0 0 activities Sp6:Introduction of capitation fund for 20,000,000 0 20,000,000 90,000,000 0 90,000,000 0 0 VTC trainees - 144 - Programmes Approved estimates - 2023/24 Requirements - 2024/2025 Allocation - 2024/2025 Current capital total current Capital Total current Capital total Sp8:Provision of scholarship to needy 266,750,000 0 266,750,000 0 638,987,824 135,000,000 135,000,000 638,987,824 students/education support program Sp9:Mentoring of 5,000,000 0 5,000,000 5,000,000 0 5,000,000 0 0 students Sp10:Committee meetings and 10,000,000 0 10,000,000 10,000,000 0 10,000,000 0 0 capacity building TOTAL 309,250,000 0 309,250,000 158,300,000 638,987,824 797,287,824 0 135,000,000 135,000,000 P3:GENERAL,ADMINISTRATION ,PLANNING AND SUPPORT SERVICES Sp1:Capacity building of H/Q staff and ECDE 3,000,000 0 3,000,000 5,000,000 0 5,000,000 1,000,000 1,000,000 teachers on in service training Sp2:Recruitment of 52,315,970 0 52,315,970 65,000,000 0 65,000,000 0 0 ECDE Teachers Sp3:Promotion of H/Q staff and 0 0 0 10,000,000 0 10,000,000 6000000 6,000,000 ECDE teachers Sp4:Establishment 2,000,000 0 2,000,000 5,000,000 0 5,000,000 0 0 of BOM for ECDE Sp5:Support 20,000,000 0 20,000,000 30,000,000 0 30,000,000 0 0 services Sp6:Supervision and assessment of 4,000,000 0 4,000,000 3,000,000 0 3,000,000 2,000,000 2,000,000 ECDE centres Sp9:Implementation 3,000,000 0 3,000,000 3,000,000 0 3,000,000 2,635,857 2,635,857 of CBC training Sp10:Formulation 8,000,000 0 8,000,000 3,000,000 0 3,000,000 1,000,000 1,000,000 of policies Sp11:preparation of 5,000,000 0 5,000,000 3,000,000 0 3,000,000 1,000,000 1,000,000 budget policies Sp12:preparation of 10,000,000 0 10,000,000 3,000,000 0 3,000,000 2,000,000 2,000,000 - 145 - Programmes Approved estimates - 2023/24 Requirements - 2024/2025 Allocation - 2024/2025 Current capital total current Capital Total current Capital total Financial report Sp13:preparation of 2,000,000 0 2,000,000 3,000,000 0 3,000,000 2,000,000 2,000,000 planning documents Sp14:appraisal of 10,000,000 0 10,000,000 2,000,000 0 2,000,000 1,000,000 1,000,000 staff Sp15:stakeholder 2,000,000 0 2,000,000 5,000,000 0 5,000,000 2,000,000 2,000,000 engagements Sp 16: Staff 900,062,129 0 900,062,129 1,290,552,766 1,290,552,766 1,212,895,524 1,212,895,524 Salaries Sp 17: Pending bill 0 1,690,250 1,690,250 845,125 845,125 Total 1,021,378,099 0 1,021,378,099 1,432,243,016 0 1,432,243,016 1,234,376,506 0 1,234,376,506 Total 1,332,128,099 86,000,000 1,418,128,099 1,590,543,016 1,427,487,824 3,018,030,840 1,234,376,506 150,000,000 1,384,376,506 VOCATIONAL TRAINING Programmes Approved estimates 2023/24 2024/2025 Requirement 2024/2025 Allocation Current Capital Total current Capital Total Current Capital Total P1: TRAINING AND SKILLS DEVELOPMENT Sp1:Construction of VTC 0 30,000,000 30,000,000 0 25,000,000 25,000,000 0 9,000,000 9,000,000 workshops Sp2:Equipping of VTC workshops 0 0 0 0 25,000,000 25,000,000 0 5,000,000 5,000,000 Sp3:Establishment of VTC 0 0 0 0 35,000,000 35,000,000 0 0 0 boarding facilities Sp4:construction of relevant workshops/seminar room in 10 0 0 0 0 25,000,000 25,000,000 0 0 0 centres of excellence SP5:provision of specialised equipment in 10 centres of 0 0 0 0 25,000,000 25,000,000 0 0 0 excellence Sp6:Renovation of existing 0 0 0 0 25,000,000 25,000,000 0 5,006,245 5,006,245 workshops Vocational Training Capitation 0 0 15,000,000 15,000,000 Sp7:Development of home craft 0 0 0 0 5,000,000 5,000,000 0 0 0 centres - 146 - Programmes Approved estimates 2023/24 2024/2025 Requirement 2024/2025 Allocation Current Capital Total current Capital Total Current Capital Total Sub Total 30,000,000 165,000,000 34,006,245 - 30,000,000 - 165,000,000 - 34,006,245 P2:GENERAL,ADMINISTRATION ,PLANNING AND SUPPORT SERVICES Sp1:Capacity building of VTC 3,000,000 0 3,000,000 5,000,000 0 5,000,000 2,000,000 0 2,000,000 instructors on in service training Sp2:Recruitment of VTC 0 0 0 30,319,160 0 30,319,160 0 0 0 instructors Sp3:Promotion of VTC principals 0 0 0 7,200,000 0 7,200,000 0 0 0 and instructors Sp4:Establishment of BOM in 0 0 0 5,000,000 0 5,000,000 0 VTCs Sp5:Support services 15,000,000 0 15,000,000 10,000,000 0 10,000,000 1,000,000 0 1,000,000 Sp6:Supervision of VTC centres 3,000,000 0 3,000,000 3,000,000 0 3,000,000 1,774,992 0 1,774,992 Sp7:Assessment of VTC centres 500,000 0 500,000 2,000,000 0 2,000,000 1,000,000 0 1,000,000 Sp8:Development of quality 0 0 2,000,000 0 1,000,000 0 assurance guidelines for VTCs 0 2,000,000 1,000,000 Sp9:Curriculum Implementation 3,000,000 0 3,000,000 3,000,000 0 3,000,000 1,000,000 0 1,000,000 Sp10:Formulation of policies 8,000,000 0 8,000,000 3,000,000 0 3,000,000 2,000,000 0 2,000,000 Sp11:preparation of budget 2,000,000 0 2,000,000 3,000,000 0 3,000,000 0 0 0 documents Sp12:preparation of Financial 1,000,000 0 1,000,000 3,000,000 0 3,000,000 1,000,000 0 1,000,000 reports Sp13:preparation of planning 2,000,000 0 2,000,000 3,000,000 0 3,000,000 1,000,000 0 1,000,000 documents Sp14:appraisal of staff 0 0 0 3,000,000 0 3,000,000 1,000,000 0 1,000,000 Sp15:stakeholder engagements 2,000,000 0 2,000,000 5,000,000 0 5,000,000 2,000,000 0 2,000,000 meetings Sub Total 39,500,000 0 39,500,000 87,519,160 0 87,519,160 14,774,992 0 14,774,992 TOTAL 39,500,000 30,000,000 69,500,000 87,519,160 165,000,000 252,519,160 14,774,992 34,006,245 48,781,237 3.1.1.3 Roads and Public Works - 147 - Requirement Allocation Sub-Programmes Approved Estimates 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme1: General Administration and Planning, and Support Services SP1.1: Capacity Development and 83,090,095 0 83,090,095 90,000,000 0 90,000,000 83,840,885 0 83,840,885 Motivation SP1.2: Office 0 0 0 0 40,000,000 40,000,000 0 0 0 Infrastructure SP1.3: Administration 30,184,398 0 30,184,398 35,000,000 0 35,000,000 31,787,604 0 31,787,604 Services SP1.4: Financial Services, Planning and 17,439,537 0 17,439,537 15,600,000 5,000,000 20,600,000 7,732,211 0 7,732,211 Stewardship Sub Total 130,714,030 0 130,714,030 140,600,000 45,000,000 185,600,000 123,360,700 0 123,360,700 Programme2: Transport Infrastructure Development and Management SP2.1: Construction of Roads Bridges and 0 47,500,000 47,500,000 0 990,500,000 990,500,000 0 0 - Drainage Works SP2.2: Maintenance of 0 1,170,912,320 1,170,912,320 0 840,000,000 840,000,000 0 461,159,015 Roads 461,159,015 SP2.3: Rehabilitation of Roads, Bridges and 0 47,500,000 47,500,000 0 11,000,000 11,000,000 0 0 - Drainage Works Roads Maintenance Levy Fund 184,554,999.0 184,554,999 Supplier credit 0 8000000 153963576 161,963,576 76,981,788 4,030,366 81,012,154 Sub Total - 1,265,912,320 1,265,912,320 8,000,000 1,995,463,576 2,003,463,576 4,030,366 722,695,802 726,726,168 Programme3: Building Standards and Quality Assurance SP3.1: Building 0 0 0 1,400,000 0 1,400,000 0 0 0 Standards and Research - 148 - Requirement Allocation Sub-Programmes Approved Estimates 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Sub Total 0 1,400,000 0 - - 1,400,000 - - - Programme4: Public and Transport Safety SP4.1: Fire Risk 0 0 0 900,000 50,000,000 50,900,000 0 0 0 Management SP4.2: Transport Safety 0 0 0 900,000 73,000,000 73,900,000 0 0 0 SP4.3: Air Transport 0 0 0 0 0 0 0 0 0 SP4.4: Railway 0 0 0 0 0 0 0 0 0 Transport Sub Total 0 124,800,000 0 - - 1,800,000 123,000,000 - - TOTAL 130,714,030 1,265,912,320 1,396,626,350 151,800,000 2,163,463,576 2,315,263,576 127,391,066 722,695,802 850,086,868 3.1.1.4 Tourism, Environment Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Current Capital Total Current Capital Total Current Capital Total Programme 1: General administration, planning, and support services Policy and legal 500,000 0 500,000 8,000,000 0 8,000,000 525,000 525,000 framework formulation Salaries 29,018,987 29,018,987 32,693,177 0 32,693,177 29,654,428 29,654,428 Maintenance 620,000 620,000 5,500,000 0 5,500,000 651,000 651,000 Operations 12,600,000 12,600,000 26,677,179 0 26,677,179 13,426,501 13,426,501 Sub Total 42,738,987 0 42,738,987 72,870,356 0 72,870,356 44,256,929 0 44,256,929 Programme 2: Integrated Solid Waste Management Waste collection and 240,000,000 0 240,000,000 346,675,470.24 0 346,675,470.24 252,000,000 252,000,000 disposal services - 149 - Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Current Capital Total Current Capital Total Current Capital Total 3 in 1 garbage bins 0 0 0 300000000 300,000,000.00 0 0 Dumpsite development and management 0 0 0 0 700,000,000 700,000,000.00 0 0 services Opening and cleaning of drainages and 0 0 0 12,000,000 12,000,000.00 0 0 culverts Sub Total 240,000,000 0 240,000,000 358,675,470 1,000,000,000 1,358,675,470.24 252,000,000 0 252,000,000 Programme 3: Environment protection and conservation Recreation and Urban 0 0 0 100,000,000 100,000,000 0 0 landscaping, beautification services 0 100,000,000 0 Sub Total - - - 100,000,000 - - Programme 4: Climate Change Mitigation and Adaptation Climate Change 22,000,000 0 22,000,000 11,000,000 0 11,000,000 11,000,000 0 11,000,000 Institutional support Financing locally led climate action 0 11,000,000 11,000,000 11,000,000 11,000,000 programme Climate Change 0 205,000,000 205,000,000 649,216,435 649,216,435 153,488,888 153,488,888 resilience investment Pending Bill 0 12,399,107 12,399,107 6,199,554 6,199,554 Sub Total 22,000,000 205,000,000 227,000,000 22,000,000 661,615,542 683,615,542 22,000,000 159,688,442 181,688,442 Programme 5: Tourist product development and Marketing Rural and cultural 0 0 0 17,364,375 17,364,375 0 tourism services - Tourist circuit marketing and 0 0 0 5,788,125 5,788,125 0 - management Climate change grand 80000000 0 80,000,000 80,000,000 co funding 80,000,000 Tourist product identification and 0 0 0 0 11,576,250 11,576,250 0 - development - 150 - Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Current Capital Total Current Capital Total Current Capital Total Sub Total 0 114,728,750 - - 23,152,500 91,576,250 - 80,000,000 80,000,000 Grand Total 304,738,987 205,000,000 509,738,987 476,698,326 1,853,191,792 2,329,890,118 318,256,929 239,688,442 557,945,371 3.1.1.5 Water and Natural Resources Approved Estimates Programme Requirements 2024/25 Allocation 2024/25 2023/24 Current Capital Total Current Capital Total Current Capital Total Programme 1: General administration, planning and support services Policy and legal framework 0 3,000,000 3,000,000 7,000,000 0 7,000,000 2,000,000 2,000,000 formulation Salaries 38,953,975 0 38,953,975 40,901,674 0 40,901,674 37,444,946 37,444,946 maintenance 4,040,000 0 4,040,000 15,000,000 0 15,000,000 5,970,320 5,970,320 Operations 22,738,144 0 22,738,144 76,000,000 0 76,000,000 5,842,731 5,842,731 Sub Total 65,732,119 3,000,000 68,732,119 138,901,674 0 138,901,674 51,257,997 0 51,257,997 Programme 2: Water and sewerage services management Water services provision 0 27,600,000 27,600,000 0 616,237,820 616,237,820 22,197,513 22,197,513 Infrastructure\ 0 176,686,400 176,686,400 0 0 0 0 0 development(CEF) Monitoring and Evaluation 0 0 0 8,000,000 0 8,000,000 0 0 KOICA 525,000,000 25,000,000 500,000,000 Pending Bill 0 42,808,208 21,404,104 21,404,104 42,808,208 Sub Total 568,601,617 - 204,286,400 204,286,400 8,000,000 659,046,028 667,046,028 25,000,000 543,601,617 Total 619,859,614 65,732,119 207,286,400 273,018,519 146,901,674 659,046,028 805,947,702 76,257,997 543,601,617 - 151 - 3.1.1.6 Lands and Physical Planning Programmes Approved Budget Requirements Allocation 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total P1: General Administration, Planning and Support services Salaries and Emoluments 27,975,396 0 27,975,396 27,969,127 27,969,127 26,656,643 0 26,656,643 Administration, planning and support 13,946,400 0 13,946,400 13,624,736 13,624,736 13,624,736 0 13,624,736 services Purchase of office Furniture, printers, 0 0 0 2,500,000 2,500,000 0 0 0 and other IT Equipment Planning and Financial Management 2,529,550 2,529,550 5,500,000 5,500,000 2,729,550 0 2,729,550 Human Development and 0 0 0 4,431,314 4,431,314 650,000 0 650,000 Management-trainings Policy and legal framework- lands 2,813,545 0 2,813,545 4,500,000 4,500,000 2,813,542 0 2,813,542 policy Pending bills 0 1,974,823 4,883,250 6,858,073 987,412 3,429,037 2,441,625 Sub Total 47,264,891 0 47,264,891 60,500,000 4,883,250 65,383,250 47,461,883 2,441,625 49,903,508 P2: Land Development and Management Re-planning of markets 0 0 6,000,000 0 6,000,000 0 0 0 - Land Clinics 0 0 5,000,000 0 5,000,000 0 0 0 - Implementation of the County Spatial 0 0 5,000,000 0 5,000,000 0 0 0 Plan(Sensitization) - Registration of public land ( processing of tittle deeds, survey and 5,000,000 0 14,000,000 0 14,000,000 0 3429037 5,000,000 3,429,037 beaconing) Updating of GIS Database for 0 0 2,000,000 0 2,000,000 0 0 0 Leasehold and Freehold Properties - Establishing of the GIS Lab 0 0 30,000,000 0 0 0 (Configuration) - 30,000,000 Ward based projects 0 20,151,400 20,151,400 0 0 0 20,151,400 20,151,400 - 152 - Programmes Approved Budget Requirements Allocation 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Pending bills ward based projects 0 0 16,630,000 0 0 - 16,630,000 - Securing public land 0 0 20,000,000 0 0 0 - 20,000,000 Valuation Roll for 6 urban centers 0 0 16,848,600 0 0 0 - 16,848,600 Development/Physical Planning in 8 0 5,000,000 15,000,000 0 5,000,000 centers 5,000,000 15,000,000 5,000,000 Review of physical development plans 2,637,625 0 1,599,190 for Chwele and Webuye 2,637,625 15,000,000 15,000,000 1,599,190 Project Supervision 0 3,414,875 0 0 0 0 3,414,875 - Acquisition of land for the land bank 0 0 50,000,000 0 0 0 - 50,000,000 Acquisition of land for Matulo Airstrip 0 0 100,000,000 0 0 0 - 100,000,000 Acquisition of land for bus park and 0 0 20,000,000 0 0 0 Bukembe and Chwele - 20,000,000 Acquisition of land for Indusrial park 0 0 100,000,000 0 0 0 - 100,000,000 Acquisition of land for Lorry park- 0 0 100,000,000 0 0 0 along Wbuye-Malaba highway - 100,000,000 Acquisition of land for taxis and lorry 0 0 60,000,000 0 0 0 park in Bungoma town - 60,000,000 Acquisition of land for Muanda, 0 0 24,000,000 0 0 0 Webuye, Cwele and Kimilili dumpsite - 24,000,000 Acquisition of land for go-downs 0 0 50,000,000 0 0 0 - 50,000,000 Acquisition of land for Kapsokwony 0 0 10,000,000 0 0 0 fire station - 10,000,000 Acquisition of land for recreational 0 0 10,000,000 0 0 0 centers - 10,000,000 - 153 - Programmes Approved Budget Requirements Allocation 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Sub Total 5,000,000 31,203,900 36,203,900 32,000,000 657,630,000 689,630,000 3,429,037 6,599,190 10,028,227 Total Vote 52,264,891 31,203,900 92,500,000 662,513,250 755,013,250 50,890,920 9,040,815 83,468,791 59,931,735 HOUSING Allocation - 2024/25 Programmes Approved Budget - 2023/24 Requirements - 2024/25 Current Capital Total Current Capital Total Current Capital Total P1: General Administration, Planning and Support services Salaries and Emoluments 9,165,048 0 9,165,048 11,112,521 0 11,112,521 11,112,521 0 11,112,521 Administration, planning and 5,585,110 0 5,585,110 0 5,086,896 4,000,000 0 4,000,000 support services 5,086,896 Purchase of office Furniture, 375,000 0 375,000 500,000 0 500,000 0 0 0 printers, and other IT Equipment Human Development and 0 0 0 2,300,000 0 2,300,000 271,396 0 271,396 Management Policy and legal framework 0 0 0 3,000,000 3,000,000 0 0 Operationalization of new 0 7,000,000 7,000,000 500,000 500,000 municipalities Planning and financial 1,184,125 1,184,125 4,200,000 4,200,000 1,177,730 1,177,730 management Housing policy implementation 0 0 0 3,000,000 0 3,000,000 0 0 Pending bills 0 1,523,774 1,523,774 0 Sub Total 16,309,283 0 16,309,283 37,723,191 0 37,723,191 17,061,647 0 17,061,647 Programme 2: Housing Development and Management Inventory of county residential 173,950 0 250,000 2,000,000 0 2,000,000 500,000 0 500,000 houses Assessment of county residential 443,940 0 443,940 1,000,000 0 1,000,000 443,940 0 443,940 houses Automation of house inventory 357,000 0 375,000 2,500,000 0 2,500,000 375,000 0 375,000 - 154 - Allocation - 2024/25 Programmes Approved Budget - 2023/24 Requirements - 2024/25 Current Capital Total Current Capital Total Current Capital Total Fact finding on the status of NHC 0 0 0 4,000,000 0 4,000,000 0 0 0 debt/reconciliation Maintenance/Minor repairs to 500,000 0 500,000 2,000,000 0 2,000,000 500,000 0 500,000 county residential houses Labelling and tagging of county 0 0 0 1,500,000 0 1,500,000 0 0 residential houses Renovation and refurbishment of 0 0 20,000,000 20,000,000 0 0 0 county residential houses Security fencing of county residential estates with Perimeter 0 0 0 16,375,000 16,375,000 0 0 wall Overhaul of Infrastructure in residential houses and estates 0 0 0 0 5,000,000 5,000,000 0 0 0 (sewerage, water, electricity and access roads) Construction of Governors official 10,000,000 10,000,000 30,120,900 30,120,900 0 30,120,900 30,120,900 residence ) Construction of Deputy governors 0 15,000,000 15,000,000 0 20,980,200 20,980,200 0 20,980,200 20,980,200 official residence (Pending bill) Construction of Office Block 0 98,500,000 98,500,000 0 400,380,000 400,380,000 0 105,108,700 105,108,700 Project Supervision 0 6,500,000 6,500,000 0 0 0 0 0 Construction of affordable housing 0 0 0 0 50,000,000 50,000,000 0 0 0 scheme houses Purchase of Nzoia pension scheme 0 0 0 0 140,000,000 140,000,000 0 0 0 houses Housing mortgage scheme for 0 0 0 0 250,000,000 250,000,000 0 0 0 employees Housing Financing (PPP) 0 0 0 0 50,000,000 50,000,000 0 0 0 KISIP 2 Infrastructure grant-slum 0 0 0 0 380,000,000 380,000,000 0 10,000,000 10,000,000 upgrading-co-funding KISIP 2 0 0 0 0 380,000,000 380,000,000 0 297,400,170 297,400,170 Sub Total 1,474,890 130,000,000 131,568,940 13,000,000 1,742,856,100 1,755,856,100 1,818,940 463,609,970 465,428,910 Total Vote 17,784,173 130,000,000 147,878,223 50,723,191 1,742,856,100 1,793,579,291 18,880,587 463,609,970 482,490,557 - 155 - BUNGOMA MUNICIPALITY Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Sub-Programme Current Capital Total Current Capital Total Current Capital Total P1: General Administration, Planning and Support Services Salaries and remunerations 14,408,833 0 14,408,833 23,465,532 0 23,465,532 21,271,066 21,271,066 Compensation to employees 0 0 0 - 0 0 0 - Human resource capacity development and management 5,468,900 0 5,468,900 25,305,000 0 25,305,000 5,742,345 5,742,345 General administration and support services 2,681,200 0 2,681,200 36,172,500 36,172,500 27,815,260 27,815,260 Grant 17,500,000 Planning and financial management 2,498,400 0 2,498,400 7,350,000 7,350,000 2,632,042 2,632,042 Institutional accountability, leadership, efficiency and effectiveness in service delivery 3,668,667 0 3,668,667 21,105,000 21,105,000 3,800,000 3,800,000 Research, Knowledge Sharing and development services 0 4,000,000 4,000,000 28,350,000 28,350,000 7,339,630 7,339,630 Office ICT equipment 0 0 4,000,000 2,625,000 0 2,625,000 0 - Municipality Integrated Revenue Information Management System 0 10,500,000 10,500,000 0 - Municipality office furniture and fittings 0 4,200,000 4,200,000 - - Purchase of Moto vehincle 0 8,000,000 8,000,000 7,000,000 7,000,000 Municipality Staff Uniforms 0 892,500 892,500 - Sub Total 28,726,000 4,000,000 36,726,000 167,965,532 0 167,965,532 93,100,343 0 - 156 - Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Sub-Programme Current Capital Total Current Capital Total Current Capital Total 93,100,343 P2: Urban Land Policy and Planning Purchase of land(Trailor parking) 0 38,000,000 38,000,000 - 420,000,000 420,000,000 38,000,000 38,000,000 Fencing and protection of purchased public land, parks and spaces 0 0 0 - 3,150,000 3,150,000 3,000,000 3,000,000 Sub Total - 38,000,000 38,000,000 - 423,150,000 423,150,000 - 41,000,000 41,000,000 P3: Urban Infrastructure Development and Management Project administration and supervision 0 9,175,600 9,175,600 - 0 - 0 - - Upgrading of urban access roads 0 0 0 - 132,300,000 132,300,000 - - Construction of municipality office block 0 0 0 - 82,687,500 82,687,500 8,000,000 8,000,000 Construction of modern bus- park with market stalls 0 58,436,400 58,436,400 - 441,000,000 441,000,000 55,000,000 55,000,000 Construction of modern market 0 0 0 - 275,625,000 275,625,000 - - Construction of urban market stalls 0 0 0 - 22,050,000 22,050,000 - - Upgrading of CBD backstreets into parking spaces 0 0 0 - 110,250,000 110,250,000 - - Construction of urban walkways within the Municipality 0 0 0 - 33,075,000 33,075,000 - - Construction of bikes and bicycle parking bays within Bungoma Municipality 0 0 0 - 10,500,000 10,500,000 - - Construction / upgrading of urban public sanitation facilities 0 0 0 - 10,500,000 10,500,000 11,500,000 11,500,000 - 157 - Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Sub-Programme Current Capital Total Current Capital Total Current Capital Total Construction / rehabilitation of stormy water drainage system works 0 9,500,000 9,500,000 - 10,500,000 10,500,000 - - Construction of urban cultural / arts theatre 0 0 0 - 52,500,000 52,500,000 - - Construction of road markings 0 0 0 - 10,500,000 10,500,000 - - Construction of urban social hall 0 0 0 - 42,525,000 42,525,000 - - Installation of digital billboards within the Municipality 0 0 0 - 8,400,000 8,400,000 - - Installation / maintenance of street lights 0 0 0 - 26,250,000 26,250,000 - - Municipality Ward Based Projects 0 68,400,000 68,400,000 - 0 - - Total - 145,512,000 145,512,000 - 1,268,662,500 1,268,662,500 - 74,500,000 74,500,000 P4: Urban Environment, Health, Culture and Human Social Services Project administration and supervision 0 0 0 - 0 - - - Urban renewal and landscaping works 0 0 0 - 52,500,000 52,500,000 - - Construction of dumpsite 0 0 0 - 31,500,000 31,500,000 - - Installation of waste collection chambers 0 0 0 - 10,500,000 10,500,000 1,500,000 1,500,000 Installation of collection bins 0 0 0 - 787,500 787,500 3,000,000 3,000,000 Provision of litter bins 0 0 0 - 157,500 157,500 - - Construction / rehabilitation of sewer-line 0 0 0 - 21,000,000 21,000,000 - - Installation of man-hole covers 0 0 0 - 283,500 283,500 - - - 158 - Approved Estimates 2023/24 2024/25 Requirement 2024/25 Allocation Sub-Programme Current Capital Total Current Capital Total Current Capital Total Planting of aesthetic trees 0 0 0 - 10,500,000 10,500,000 - - Development / rehabilitation of green recreational park 0 0 0 - 18,900,000 18,900,000 - - Total 0 0 0 - 146,128,500 146,128,500 0 4,500,000 4,500,000 Grand Total 28,726,000 187,512,000 216,237,400 159,965,532 1,837,941,000 1,997,906,532 93,100,343 120,000,000 213,100,343 KIMILILI MUNICIPALITY Programme Approved Estimates 2023/2024 2024/2025 Requirement 2024/2025 Allocation Current Capital Total Current Capital Total Current Capital Total PROGRAMME 1: URBAN GOVERNANCE SP 1: Human resource 13,773,780 13,773,780 20,000,000 0 20,000,000 16,317,362 development and management 16,317,362 SP2:Policy,Legal and 2,368,000 2,368,000 15,913,800 15,913,800 regulatory services 13,000,000 13,000,000 SP3:Planning and Financial 2,000,000 2,000,000 10,000,000 10,000,000 Management 8,000,000 8,000,000 SP4:Urban institutions leadership and coordination 11,545,855.65 11,545,856 50,000,000 50,000,000 22,640,855 22,640,855 services Grant 0 0 17,500,000 17,500,000 Pending Bill 0 1,180,000 1,180,000 1,180,000 1,180,000 Total 29,687,636 0 29,687,636 97,093,800 0 97,093,800 78,638,217 - 78,638,217 PROGRAMME II:URBAN INFRASTRUCTURE DEVELOPMENT AND MANAGEMENT - 159 - Programme Approved Estimates 2023/2024 2024/2025 Requirement 2024/2025 Allocation Current Capital Total Current Capital Total Current Capital Total SP1:Urban Infrastructure 191,089,400 191,089,400 0 200,643,870 200,643,870 Development 59,538,823 59,538,823 SP2:Water supply and 0 0 0 0 Sanitation services - - SP3:Transport services 0 0 0 0 - - SP 4:Housimg services 0 0 0 0 - - SP 5:Energy Services 0 0 0 0 0 - - TOTAL 0 191,089,400 191,089,400 0 200,643,870 200,643,870 - 59,538,823 59,538,823 PROGRAMME III:URBAN ENVIRONMENT AND HUMAN SERVICES SP 1:Urban Health Services 0 0 0 0 - - SP 2:Environmental health 0 0 - SP 3:Urban Education services 0 0 - SP 4:Waste management 0 50,000,000 50,000,000 100,000,000 - Services SP 5:Urban facilities and 0 0 amenities - SP 6:Urban Agriculture 0 0 - SP 7:Urban Greening services 0 100,000,000 100,000,000 5,000,000 5,000,000 Total 0 0 0 50,000,000 150,000,000 200,000,000 0 5,000,000 5,000,000 PROGRAMME 4:URBAN ECONOMY AND INVESTMENT MANAGEMENT SP 1:Urban investment services 0 6,810,600 6,810,600 - SP 2:Urban Financial services 0 0 - - 160 - Programme Approved Estimates 2023/2024 2024/2025 Requirement 2024/2025 Allocation Current Capital Total Current Capital Total Current Capital Total Total 0 0 0 0 0 6,810,600 6,810,600 - - PROGRAMME 5:URBAN SPORTS ,CULTURAL DEVELOPMENT AND MANAGEMENT SP 1:Development and management of sports facilities 0 50,000,000 50,000,000 - SP 2:Sports promotion and 0 0 50,000,000 50,000,000 support services - SP 3:Community games and 0 0 sports - SP 4:Heritage promotion and 0 50,000,000 preservation 50,000,000 - SP 5:Arts and Culture 0 0 promotion and development - SP 6:Heroes and Heroines 0 50,000,000 50,000,000 Scheme - SP 7:Intangible Cultural 0 0 Heritage - SP 8:Social Development 0 0 - SP 9: Designs,visual arts and 0 0 Performing arts - Total - - - - 200,000,000 200,000,000 0 - - Grand Total 29,687,636 191,089,400 220,777,036 125,913,800 557,454,470 683,368,270 78,638,217 64,538,823 143,177,040 3.1.1.7 Trade Programme Approved Estimates 2023/24 Requirements - 2024/25 Allocation- 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services - 161 - Programme Approved Estimates 2023/24 Requirements - 2024/25 Allocation- 2024/25 Current Capital Total Current Capital Total Current Capital Total Sub Programme 1: Human Resource 22,613,621 0 22,613,621 31,708,955 0 31,708,955 24,086,326 0 24,086,326 Development and Management Sub Programme 2: Planning and Support 4,526,300 0 4,526,300 37,053,030 0 37,053,030 4,708,185 0 4,708,185 Services Sub Programme 3: Administrative 2,130,024 0 2,130,024 37,436,720 0 37,436,720 6,023,988 0 6,023,988 Services Total Programme 29,269,945 0 29,269,945 106,198,705 0 106,198,705 34,818,499 0 34,818,499 Programme 2: Trade and Enterprise development 0 Sub Programme 1: Fair Trade Practices 0 0 0 0 and Consumer - 18,892,824 - 18,892,824 - Protection Sub Programme 2: Business 0 0 0 0 0 0 Development - - - Services Sub Programme 3: Access to credit 0 115,679,933 0 125,000,000 0 121,463,930 finance/Business 115,679,933 125,000,000 121,463,930 Loans Total Programme - 115,679,933.00 115,679,933.00 18,892,824.00 125,000,000.00 143,892,824.00 - 121,463,930.00 121,463,930.00 Programme 3: Market Infrastructure Development and Management Sub Programme 1: Development of 2,000,000 43,500,000 45,500,000 0 116,231,639 116,231,639 4,437,825 0 4,437,825 Market Infrastructure Sub Programme 2: CEF (Other 2,226,500 48,336,000 50,562,500 0 0 0 0 0 0 Infrastructure Development) Pending Bills 14,843,945 94,468,361 109,312,306 7,421,973 27,834,101 89,312,306 - 162 - Programme Approved Estimates 2023/24 Requirements - 2024/25 Allocation- 2024/25 Current Capital Total Current Capital Total Current Capital Total Total Programme 4,226,500 91,836,000 96,062,500 14,843,945 210,700,000 225,543,945 11,859,798 27,834,101 93,750,131 Total Vote 33,496,445 207,515,933 241,012,378 139,935,474 335,700,000 475,635,474 46,678,297 149,298,031 250,032,560 3.6.1.8 Energy Approved Estimates 2023/24 Requirements - 2024/25 Allocation - 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services Sub Programme 1: Human Resource Development and 4,219,452 0 4,219,452 9,348,129 0 9,348,129 4,430,425 0 4,430,425 Management Sub Programme 2: Planning and 7,161,725 0 7,161,725 32,640,000 0 32,640,000 7,497,420 0 7,497,420 Support Services Sub Programme 3: 3,370,224 0 3,370,224 15,360,000 0 15,360,000 3,528,197 0 3,528,197 Administrative Services Total Programme 14,751,401 0 14,751,401 57,348,129 0 57,348,129 15,456,042 0 15,456,042 Programme 2: Energy Development and Management 0 Sub Programme 1: Purchase and 0 45,000,000 45,000,000 0 60,000,000 60,000,000 0 45,000,000 45,000,000 installation of transformers Sub Programme 2: Purchase of 0 56,000,000 56,000,000 0 56,000,000 56,000,000 0 15,824,541 15,824,541 lighting equipment Total Programme - 101,000,000 101,000,000 - 116,000,000 116,000,000 - 60,824,541 60,824,541 Total Vote 14,751,401 101,000,000 115,751,401 57,348,129 116,000,000 173,348,129 15,456,042 60,824,541 76,280,583 Industrialization Approved Estimates 2023/24 Requirements - 2024/25 Allocation - 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services - 163 - Approved Estimates 2023/24 Requirements - 2024/25 Allocation - 2024/25 Current Capital Total Current Capital Total Current Capital Total Sub Programme 1: Human Resource Development and 1,885,920 0 1,885,920 6,731,802 0 6,731,802 1,980,216 0 1,980,216 Management Sub Programme 2: Planning and 4,822,288 0 4,822,288 19,434,237 0 19,434,237 4,416,106 0 4,416,106 Support Services Sub Programme 3: Administrative 2,269,312 0 2,269,312 9,145,524 0 9,145,524 3,010,034 0 3,010,034 Services Total Programme 8,977,520 0 8,977,520 35,311,563 0 35,311,563 9,406,356 0 9,406,356 Programme 2: Industrial Investments and Development Sub Programme 1: Industrial 0 200,000,000 200,000,000 0 390,000,000 390,000,000 0 90,000,000 90,000,000 Development and Management Total Programme 200,000,000 390,000,000 90,000,000 - 200,000,000 - 390,000,000 - 90,000,000 Total Vote 8,977,520 200,000,000 208,977,520 35,311,563 390,000,000 425,311,563 9,406,356 90,000,000 99,406,356 3.1.1.8 Gender, Culture PROJECTION (REQUIREMENTS) Approved estimates 2023/24 Allocations - 2024/25 Programmes 2024/25 Current Capital Total Current Capital Total Current Capital Total Cultural Development and 18,000,000 21,440,351.00 39,440,351 44,300,000 164,000,000 208,300,000 0 33,494,746 33,494,746 Management Gender Equality and Empowerment 6,500,000 33,972,398.00 40,472,398 29,000,000 40,000,000 69,000,000 2,500,000 2,500,000 of Communities Salaries and remunerations 45,499,976 45,499,976 45,499,976 45,499,976 General Administration, planning 46,668,159 55,112,749 101,780,908 52,000,000 75,000,000 127,000,000 18,934,807 18,934,807 and support services Pending Bill 5,197,657 2,378,617 7,576,274 2,598,829 3,788,138 1,189,309 Kimilili library services 0 0 5,000,000 10,000,000 15,000,000 0 0 0 Women Development Fund 0 20,000,000 20,000,000 15,441,660 - 164 - PROJECTION (REQUIREMENTS) Approved estimates 2023/24 Allocations - 2024/25 Programmes 2024/25 Current Capital Total Current Capital Total Current Capital Total 15,441,660 Disability Development Fund 0 10,000,000 10,000,000 9,437,615 9,437,615 TOTAL 71,168,159 110,525,498 181,693,657 180,997,633 321,378,617 502,376,250 69,533,612 59,563,330 129,096,942 Youth and Sports Approved estimates - 2023/24 (Requirements - 2024/25 ) Allocation - 2024/25 Programmes Current Capital Total Current Capital Total Current Capital Total Sports Facility development and 70,514,202.00 70,514,202 71,000,000 71,000,000 11,386,387 11,386,387 management Sports and Talent development and 1,800,000 1,800,000 2,000,000 2,000,000 2,000,000 2,000,000 management Youth Development and 29,984,326.00 29,984,326 3,000,000 30,000,000 33,000,000 0 24,984,326 Management: Youth Fund 24,984,326 Salaries and remunerations 12649658 12,649,658 General Administration, planning and 22,484,530 22,484,530 25,000,000 25,000,000 9,446,355 9,446,355 support services TOTAL 24,284,530 100,498,528 124,783,058 30,000,000 101,000,000 131,000,000 24,096,013 36,370,713 60,466,726 3.1.1.9 Health & Sanitation Approved estimates - 2023/24 Resource Requirements - 2024/25 Allocations- 2024/25 Sub Programme Current Capital Total Current Capital Total Current Capital Total Programme Name: Heath Sector General Administration, Planning and Support Services S.P.1: Human Resources 2,667,072,520 0 2,667,072,520 2,924,728,132 0 2,924,728,132 2,924,728,132 0 2,924,728,132 managers S.P.2: Leadership and 2,000,000 0 2,000,000 11,200,000 0 11,200,000 2000000 0 2,000,000 governance S.P.3: Health Outreach 0 0 0 5,040,000 0 5,040,000 2000000 0 2,000,000 and Support Services - 165 - Approved estimates - 2023/24 Resource Requirements - 2024/25 Allocations- 2024/25 Sub Programme Current Capital Total Current Capital Total Current Capital Total S.P.4: Health Planning, Policy, Resource 116,985,703 0 116,985,703 32,490,000 0 32,490,000 12,661,390 0 12,661,390 mobilization and health financial management Pending Bills 0 0 0 84,816,483 84,816,483 29,960,833 0 29,960,833 S.P5: Health Information 0 0 0 16,500,000 0 16,500,000 0 0 0 System S.P.6: Quality Assurance Research Monitoring and 0 0 0 4,200,000 0 4,200,000 0 0 0 Evaluation Community Health 84,137,892 Promoters 84,137,892 UNICEF 1,571,000 1,571,000 UNFPA 7,400,000 7,400,000 7,400,000 DANIDA 13,698,750 13,698,750 13,698,750 DANIDA Co Funding 13,698,750 13,698,750 13,698,750 SP 7: Health Facilities 925,852,893 925,852,893 925,852,893 Sub-programme total 2,786,058,223 0 2,786,058,223 4,125,333,900 0 4,125,333,900 4,017,709,640 0 4,017,709,640 PROGRAMME 2: CURATIVE AND REHABILITATIVE SERVICES S.P.7: Health Infrastructure and 0 446,012,878 446,012,878 0 1,265,809,416 1,265,809,416 0 0 - Development S.P.8: Primary Health 28,818,750 0 28,818,750 462,460,000 462,460,000 0 Care 9,000,000 9,000,000 S.P: 8 Blood Transfusion 0 0 0 21,000,000 21,000,000 0 Services 2,100,000 2,100,000 S.P. 9: Universal 0 0 0 19,000,000 19,000,000 0 Healthcare 9,000,000 9,000,000 S.P. 10: Health Product 438,349,707 0 438,349,707 569,100,000 569,100,000 0 and Technologies 5,000,000 5,000,000 - 166 - Approved estimates - 2023/24 Resource Requirements - 2024/25 Allocations- 2024/25 Sub Programme Current Capital Total Current Capital Total Current Capital Total S.P.11: Referral Services 0 0 0 17,100,000 1,179,905,346 0 1,162,805,346 5,000,000 5,000,000 Sub-programme total 467,168,457 446,012,878 913,181,335 1,088,660,000 2,428,614,762 3,517,274,762 30,100,000 0 30,100,000 PROGRAMME 3: PREVENTIVE AND PROMOTIVE HEALTH SERVICES S.P.12: HIV/AIDS 0 0 1,730,000 0 1,730,000 - - S.P.13: TB Control 0 0 5,880,000 0 5,880,000 0 0 - - S.P.14: Malaria Control 0 0 15,000,000 0 15,000,000 0 0 - - S.P.15: Reproductive, Maternal, Newborn, 100,000,000 0 100,000,000 0 100,000,000 25,249,997 0 Child and Adolescent 100,000,000 25,249,997 Healthcare S.P.16: Public Health and Sanitation 0 0 0 2,065,000,000 0 63,915,957 - 2,065,000,000 63,915,957 management S.P.17: School health 0 0 25,830,000 0 25,830,000 0 0 - - S.P.18: Market 0 0 13,020,000 113,020,000 0 Sanitation - 100,000,000 2,000,000 2,000,000 S.P.19: Sanitation 0 0 35,910,000 62,910,000 2,113,798 8,906,003 Infrastructure - 27,000,000 11,019,801 S.P.20: Quality food and 0 0 43,840,000 0 43,840,000 0 water hygiene - 4,000,000 4,000,000 S.P.21: Diseases 0 0 6,020,000 0 6,020,000 0 surveillance - 6,020,000 6,020,000 S.P.22: Neglected 5,000,000 0 32,200,000 0 32,200,000 0 Tropical Diseases 5,000,000 5,000,000 5,000,000 S.P. 23: Non- 2,000,000 0 2,000,000 0 2,000,000 0 communicable diseases 2,000,000 2,000,000 2,000,000 S.P.24: Gender 0 0 4,000,000 0 4,000,000 1,000,000 0 mainstreaming - 1,000,000 S.P.25: Wealth Health 1,200,000 0 14,080,000 0 14,080,000 0 Events 1,200,000 - - 167 - Approved estimates - 2023/24 Resource Requirements - 2024/25 Allocations- 2024/25 Sub Programme Current Capital Total Current Capital Total Current Capital Total sub-programme total 108,200,000 0 299,510,000 2,192,000,000 2,491,510,000 47,383,795 72,821,960 108,200,000 120,205,755 GRAND TOTAL 3,361,426,680 446,012,878 3,807,439,558 5,513,503,900 4,620,614,762 10,134,118,662 4,095,193,435 72,821,960 4,168,015,395 3.1.1.10 Finance and Economic Planning Programme Approved Estimates 2023/24 Requirements 2024/25 Allocation 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services SP1: Administration 314,730,344 314,730,344 433,321,198 0 433,321,198 50,891,301 50,891,301 Services SP 2: Personnel costs 418,953,350 418,953,350 438,583,673 438,583,673 438,583,673 438,583,673 SP 3: Employer 202,275,646 202,275,646 410,307,920 410,307,920 147,885,187 147,885,187 Contribution for Staff Pension SP4: Staff development and 0 0 30,000,000 30,000,000 10,000,000 10,000,000 Training SP 4: Infrastructural 100,000,000 100,000,000 0 271,433,714 271,433,714 100,000,000 100,000,000 development: Emergency Fund KRA 120,000,000 120,000,000 60,000,000 60,000,000 SP6:Grants &Transfers 137,839,232 137,839,232 0 0 0 Total Expenditure of 935,959,340 237,839,232 1,173,798,572 1,432,212,791 271,433,714 1,703,646,505 707,360,161 100,000,000 807,360,161 Programme 1 Programme 2: County Planning Management SP 1: Economic Policy and 26,095,966 26,095,966 27,400,764 27,400,764 27,400,764 27,400,764 County Planning Services SP 2: Monitoring and 17,121,610 17,121,610 17,977,691 17,977,691 17,977,691 17,977,691 Evaluation Sp: Statistics 0 15,000,000 15,000,000 15,000,000 15,000,000 Total Expenditure of 43,217,576 43,217,576 60,378,455 0 60,378,455 60,378,455 0 60,378,455 Programme 2 Programme 3: County Financial Service Management SP1: Revenue Mobilization 39,279,040 39,279,040 41,242,992 41,242,992 41,242,992 41,242,992 SP2: Accounting Services 20,319,230 20,319,230 21,335,192 21,335,192 21,335,192 21,335,192 - 168 - Programme Approved Estimates 2023/24 Requirements 2024/25 Allocation 2024/25 Current Capital Total Current Capital Total Current Capital Total SP 2: Budgeting 67,257,695 67,257,695 70,620,580 70,620,580 37,620,580 37,620,580 SP3: Audit Services 17,547,721 17,547,721 18,425,107 18,425,107 18,425,107 18,425,107 SP4: Supply Chain Services 18,118,235 18,118,235 19,024,147 19,024,147 19,024,147 19,024,147 SP5: Special Coordination 17,827,013 17,827,013 18,718,364 18,718,364 18,718,364 18,718,364 Unit Total Expenditure of 180,348,934 180,348,934 189,366,382 189,366,382 156,366,382 0 156,366,382 Programme 3 Programme 4: Information and Communication Technology Management SP1 : Information 14,730,000 14,730,000 15,466,500 15,466,500 10,000,000 10,000,000 Communication Technology Unit SP 2: Maintenance of 27,550,000 27,550,000 0 28,927,500 28,927,500 25,000,000 25,000,000 computer, software and networks - Revenue System SP3: Information 33,250,000 33,250,000 0 34,912,500 34,912,500 15,529,371 15,529,371 Communication Technology Development SP3:Health Management 37,955,528 37,955,528 0 39,853,304 39,853,304 22,044,472 22,044,472 System SP5: Pending bill 0 1,333,723 1,333,723 1,333,732 1,333,732 Total Expenditure of 14,730,000 98,755,528 113,485,528 15,466,500 103,693,304 119,159,804 10,000,000 63,907,575 73,907,575 Programme 4 Total Expenditure of Vote -- 1,174,255,850 336,594,760 1,510,850,610 1,697,424,128 375,127,018 2,072,551,146 934,104,998 163,907,575 1,098,012,573 ----- 3.1.1.11 Public Service Management and Administration & Office of the County Secretary Public Service Management & Administration Programme Approved estimates 2023/24 2024/25 Requirement 2024/25 Allocation Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services SP 1: Personnel costs 394,636,934 0 394,636,934 450,447,786 0 450,447,786 441,754,551 0 441,754,551 SP 2: Training and development 0 0 0 10,000,000 0 10,000,000 4,600,000 0 4,600,000 SP 3: Transport and logistics 3,800,000 0 3,800,000 9,000,000 0 9,000,000 4,500,000 0 4,500,000 SP 4: Medical insurance 180,000,000 0 180,000,000 299,000,000 0 299,000,000 131,484,922 0 131,484,922 - 169 - Programme Approved estimates 2023/24 2024/25 Requirement 2024/25 Allocation Current Capital Total Current Capital Total Current Capital Total SP 5: Cleaning and security services 67,179,450 0 67,179,450 67,436,180 0 67,436,180 67,436,180 67,436,180 SP 6: Office rent 20,985,771 0 20,985,771 35,000,000 0 35,000,000 21,000,000 21,000,000 SP 7: Uniforms 4,000,000 0 4,000,000 23,600,000 0 23,600,000 8,000,000 8,000,000 SP.8: Sub County Administration 9,000,000 0 9,000,000 45,000,000 45,000,000 6,480,000 0 6,480,000 SP8: Pending bills 0 0 0 58,004,923 2,332,541 60,337,464 29,002,462 2,332,541 31,335,003 KDSP II Grant 37,500,000 37,500,000 SP 9: General administration services 50,970,267 0 50,970,267 60,000,000 0 60,000,000 26,714,905 26,714,905 Total Programme 1 730,572,422 0 730,572,422 1,057,488,889 2,332,541 1,059,821,430 778,473,020 2,332,541 780,805,561 Programme 2: Governance and public relations SP 1: Public participation 0 0 0 10,000,000 0 10,000,000 0 - SP 2: Civic education 0 0 0 20,000,000 0 20,000,000 8,000,000 8,000,000 SP 3: Commemoration of national 10,000,000 0 10,000,000 18,000,000 0 18,000,000 10,000,000 10,000,000 events Total Programme 2 10,000,000 0 10,000,000 48,000,000 0 48,000,000 18,000,000 18,000,000 Programme 3: Public Service Management SP 1: Institutional development 0 50,000,000 50,000,000 0 75,000,000 75,000,000 0 19,322,268 19,322,268 Total Programme 3 0 50,000,000 50,000,000 0 75,000,000 75,000,000 0 19,322,268 19,322,268 TOTAL VOTE 740,572,422 50,000,000 790,572,422 1,105,488,889 77,332,541 1,182,821,430 796,473,020 21,654,809 818,127,829 Office of the County Secretary Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services SP 1: training and development – CS, legal, HRM, Records 0 0 - 13,405,360 0 13,405,360 3,699,996 3,699,996 and ICT SP 3: General administration services – ICT 14,370,000 0 14,370,000 0 0 0 0 0 SP 4: General administration services – CS 13,800,000 0 13,800,000 8,000,000 0 8,000,000 10,000,000 10,000,000 SP 5: General administration services – Records directorate 0 0 - 14,150,000 0 14,150,000 5,000,000 5,000,000 SP 6: General administration services – Human resource 0 0 - 10,000,000 0 10,000,000 5,000,000 5,000,000 directorate - 170 - Sub Programme Approved Estimates Requirements Allocations 2023/24 2024/25 2024/25 Current Capital Total Current Capital Total Current Capital Total SP 7: Human resource management – payroll cleansing and 0 0 - 2,000,000 0 2,000,000 10,000,000 10,000,000 audit, HR policies, schemes of service for enforcement officers & admins and performance contracting Total Programme 1 28,170,000 0 28,170,000 47,555,360 0 47,555,360 33,699,996 0 33,699,996 Office of the County Attorney Programme Approved estimates 2023/24 Requirement 2024/25 Allocation 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services SP 2: Legal fees 6,000,000 0 6,000,000 70,000,000 0 70,000,000 5,031,307 5,031,307 SP 3: Recurrent Programmes 14,370,000 0 14,370,000 25,000,000 0 25,000,000 20,000,000 20,000,000 SP 6: General administration services – County Attorney 6,000,000 0 6,000,000 26,000,000 0 26,000,000 5,332,408 5,332,408 Pending Bills: County Attorney's Office 83,473,778 83,473,778 41,736,888 41,736,888 Total Programme 1 26,370,000 0 26,370,000 204,473,778 0 204,473,778 72,100,603 0 72,100,603 3.1.1.12 Governor’s and Deputy Governor’s Office Programme Approved estimates 2023/24 REQUIREMENTS 2024/25 ALLOCATION 2024/25 Current Capital Total Current Capital Total Current Capital Total Programme 1: General Administration, Planning and Support Services SP 1: Personnel costs 210,229,670 0 210,229,670 286,986,976 0 286,986,976 286,986,976 0 286,986,976 SP 2: Training and development 0 0 0 14,000,000 0 14,000,000 3,000,000 0 3,000,000 SP 3: Transport and logistics 17,000,000 0 17,000,000 29,800,000 0 29,800,000 10,000,000 0 10,000,000 SP 3: Gratuity 39,254,586 0 39,254,586 39,254,586 0 39,254,586 0 0 0 SP 4: General administration 46,025,126 0 46,025,126 66,130,565 0 66,130,565 20,953,138 0 20,953,138 Pending Bills 0 85,884,042 42,942,021 0 42,942,021 85,884,042 Office of the Deputy Governor 29,000,000 28,642,390 28,642,390 29,000,000 Total Programme 1 312,509,382 0 312,509,382 551,056,169 0 551,056,169 392,524,525 0 392,524,525 Programme 2: Governance and public relations - 171 - Programme Approved estimates 2023/24 REQUIREMENTS 2024/25 ALLOCATION 2024/25 Current Capital Total Current Capital Total Current Capital Total SP 1: Field attachments 34,670,000 0 34,670,000 34,670,000 0 34,670,000 9,270,726 0 9,270,726 SP 2: Stakeholders engagement 13,350,000 0 13,350,000 15,000,000 0 15,000,000 4,215,958 0 4,215,958 SP 3: Chaplain office 2,200,000 0 2,200,000 7,900,000 0 7,900,000 2,000,000 0 2,000,000 SP 4: 1st lady activities 3,850,000 0 3,850,000 5,950,625 0 5,950,625 3,000,000 0 3,000,000 SP 5: Events management directorate 1,000,000 0 1,000,000 9,425,700 0 9,425,700 2,000,000 0 2,000,000 SP 6: Communication directorate 4,000,000 0 4,000,000 20,000,000 0 20,000,000 2,000,000 0 2,000,000 SP 7: Public relations office 1,000,000 0 1,000,000 7,450,000 0 7,450,000 2,000,000 0 2,000,000 SP 8: Gender advisor activities 1,000,000 0 1,000,000 5,180,000 0 5,180,000 2,000,000 0 2,000,000 SP 9: Lands and emerging issues advisor 1,000,000 0 1,000,000 4,100,000 0 4,100,000 2,000,000 0 2,000,000 activities SP 10: Political advisor activities 1,000,000 0 1,000,000 2,550,000 0 2,550,000 2,000,000 0 2,000,000 SP 11: Economic advisor activities 1,000,000 0 1,000,000 4,500,000 0 4,500,000 2,000,000 0 2,000,000 SP 12: Service delivery unit 5,000,000 0 5,000,000 19,048,891 0 19,048,891 4,000,000 0 4,000,000 SP 13: Special programme 50,000,000 0 50,000,000 50,000,000 0 50,000,000 5,000,000 0 5,000,000 Total Programme 2 119,070,000 0 119,070,000 185,775,216 0 185,775,216 41,486,684 0 41,486,684 TOTAL VOTE 431,579,382 0 431,579,382 736,831,385 0 736,831,385 434,011,209 0 434,011,209 3.1.1.13 County Public Service Board Programme Approved Estimates - 2023/24 Requirements - 2024/25 Allocation - 2024/2025 Current Capital Total Current Capital Total Current Capital Total Programme1: General Administration and 20,736,188 30,000,000 50,736,188 59,210,164 40,000,000 99,210,164 6,827,421 21,433,032 28,260,453 Planning, and Support Services Programme2: Human Resource Management and 8,068,400 0 8,068,400 13,967,671 0 13,967,671 13,725,212 13,725,212 development Sub-programme1 :Human Resource Management 4,034,200 0 4,034,200 6,983,835 0 6,983,835 2,100,000 2,100,000 Sub-programme2: Human Resource Development 4,034,200 0 4,034,200 6,983,836 0 6,983,836 6983836 6,983,836 Programme3: Governance and national values 15,836,900 0 15,836,900 12,868,770 0 12,868,770 3,628,745 3,628,745 - 172 - Programme Approved Estimates - 2023/24 Requirements - 2024/25 Allocation - 2024/2025 Current Capital Total Current Capital Total Current Capital Total Sub-programme1 :Quality Assurance 5,120,330 0 5,120,330 4,000,000 0 4,000,000 5,376,347 5,376,347 Sub-programme2: Ethics, Governance and 10,716,570 0 10,716,570 8,868,770 8,868,770 8,268,563 8,268,563 National Values Pending bill 0 7,599,830 7,599,830 3,779,915 3,779,915 Total 68,546,788 30,000,000 98,546,788 120,482,876 40,000,000 160,482,876 50,690,039 21,433,032 72,123,071 3.1.1.14 County Assembly Programmes Approved Budget - 2023/24 Requirement - 2024/25 Allocation - 2025/26 Current Capital Total Current Capital Total Current Capital Total Programme1: General Administration and Planning, and 828,295,976 0 828,295,976 886,986,209 0 886,986,209 805,774,121 0 805,774,121 Support Services Programme 2: Legislation; Bills processing, publications and 12,486,000 0 12,486,000 14,983,200 0 14,983,200 13,734,600 0 13,734,600 printing, Motions debating Programme3: Oversight (Committee fact-finding, budget interrogation expenditure, report 104,586,454 0 104,586,454 125,503,745 0 125,503,745 115,045,099 0 115,045,099 writing retreats, Foreign and Domestic travels Programme 4: Representation and other outreach services (ward office operationalization, 125,993,800 0 125,993,800 151,192,560 0 151,192,560 138,593,180 0 138,593,180 Processing of petitions, Bunge Mashinani programme) Programme 5: General 0 82,901,448 82,901,448 173,722,924 173,722,924 86,861,462 86,861,462 Infrastructural Development Total 1,071,362,230 82,901,448 1,154,263,678 1,178,665,714 173,722,924 1,352,388,638 1,073,147,000 86,861,462 1,160,008,462 - 173 - Annex 5: Programme outputs, key performance indicators, and the set targets for the FY 2022/23 – 2024/25 period 5.1 Programmes, Sub Programmes, Expected Outcomes, Outputs, Key Performance Indicators 5.1.1 Agriculture, Livestock, Fisheries, Irrigation and Co-operative Development Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Programme Name: Agriculture and Livestock Sector General Administration, Planning and Support Services Objective: To enhance effectiveness and efficiency in service delivery Outcome: Enhanced effectiveness and efficiency in service delivery SDG 1: Targets 1.3, 1.5, 1.a, 1.b SDG 17: Target 17.17 Policy, legal and ALFIC Departmental Policy, Number of units 2022 0 1 1 1 1 regulatory Planning and Statistics Unit established framework established to spearhead the Sector Policy/legal formulation process ALFIC Departmental Policy, Number of units 2022 0 1 1 1 1 Planning and Statistics Unit capacity built capacity built and facilitated ALFIC Draft county policies, Number of draft 2022 5 9 9 9 9 strategies, bills and county policies, guidelines finalized and strategies, bills and approved (Agriculture guidelines Sector Policy, CASSCOM formulated bill, Agriculture Sector Extension and Training Policy, Farm Input Support Guidelines, Agriculture Mechanization Support Policy Guideline, Agriculture Soil Management Policy, Food Safety Policy and Bill, ATVET Policy and Bill, Agribusiness Policy, Youth Agribusiness Strategy, Avocado Strategy, Animal - 174 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Welfare Policy and bill, Dairy Strategy, Cooperatives Fund Regulations, Fisheries and Aquaculture Policy and Fisheries Bill, Livestock Policy, Veterinary Services Policy, Irrigation Policy and Bill, Cooperatives Policy and Bill, Poultry Strategy, Aquaculture Strategy, Agricultural Insurance Policy, Agricultural Land Management Policy, Agriculture Information Management Strategy, Farm Input Support Policy, Agricultural Marketing Strategy, Emerging Crops and Livestock Policy, Food and Nutrition Security Policy, Tea Development Strategy, Agricultural Asset Management Policy, Agricultural Development Fund Regulations, Animal Welfare Policy and Bill, Livestock Feed Strategy, Livestock Breeding Policy/Bill, Disease and Vector Management Policy and Bill, Leather Development Strategy) Sector Coordination ALFIC Sector coordination policy, Number of sector 2022 1 5 5 0 0 legal and institutional coordination policies framework formulated and policy instruments - 175 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 formulated ALFIC County Agriculture Sector Number of 2022 1 1 55 55 55 Steering Committee CASSCOM units (CASSCOM) at County, operationalized Sub-county and Ward level (CASSCOM quarterly Meetings) operationalized ALFIC CASSCOM Thematic/Sector Number of 2022 0 4 4 4 4 Working Groups (TWGs) CASSCOM (TWGs quarterly Meetings) Thematic units operationalized operationalized Planning and ALFIC Stakeholders Participatory Number of quarterly 2021 4 4 4 4 4 financial and Joint Sectoral Planning stakeholder management and budgeting meetings held planning meetings held ALFIC 5 year Departmental Number of Strategic 2022 1 0 1 0 0 strategic plan formulated Plans prepared ALFIC Departmental Strategic Plan Number of 2022 0 0 0 0 0 reviewed Departmental Strategic Plan reviewed ALFIC Sectoral Plan Reviewed Sectoral Plan 2022 1 0 0 0 0 Reviewed ALFIC Sectoral CIDP Component Sectoral CIDP 2022 1 0 0 0 1 Reviewed Component Reviewed ALFIC Resource mobilization Number of Resource 2022 0 1 1 0 0 strategy for the sector mobilization formulated strategies prepared ALFIC Quarterly budget/financial Number of quarterly 2022 4 4 4 4 4 reports prepared budget/financial reports prepared and disseminated ALFIC Annual budgets prepared Number of annual 2022 1 2 2 2 2 budgets prepared - 176 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Annual Budget Reviews Number of Annual 2022 2 2 2 2 2 done Budget Reviews done ALFIC MTEFs prepared Number of MTEFs 2022 1 2 2 2 2 prepared ALFIC Annual Development Plans Number of Annual 2022 1 2 2 2 2 Prepared Development Plans prepared ALFIC Annual Progress Reports Number of Annual 2022 1 2 2 2 2 Prepared Progress Reports Prepared ALFIC Project Implementation Number of Project 2022 1 4 4 4 4 Status Reports Prepared Implementation Status Reports Prepared ALFIC Procurement Plans Prepared Number of 2022 2 2 2 2 2 Procurement Plans Prepared ALFIC Procurement Plans Number of 2022 2 2 2 2 2 Reviewed Procurement Plans Reviewed ALFIC Quarterly procurement Number of quarterly 2022 4 4 4 4 4 reports prepared procurement reports prepared Monitoring, ALFIC Sectoral data/information Number of 2022 0 0 1 0 0 Evaluation, management system Information Communication, established ( County management systems Learning and Agriculture Information established Reporting Management System) ALFIC Number of data 2022 0 0 1 1 1 management systems updated ALFIC E-extension system Number of e- 2022 0 0 1 0 0 established extension systems established - 177 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Agricultural Information and Number of 2022 0 0 1 0 0 Resource Center established agricultural resource centres established ALFIC Monitoring and Evaluation Number of Sectoral 2022 0 0 1 0 0 Strategy for the Sector Monitoring and developed Evaluation Strategies developed ALFIC Communication Strategy for Number of 2022 0 0 1 0 0 the Sector developed communication Strategies developed ALFIC Sectoral M&E unit Number of Sectoral 2022 1 1 1 1 1 established to spearhead M&E units M&E activities in the Sector established ALFIC Quarterly field backstopping Number of 2022 4 4 4 4 4 visits conducted backstopping field visits undertaken annually ALFIC Sector programmes and Number of 2022 4 4 4 4 4 projects monitoring Monitoring activities activities undertaken and undertaken quarterly progress reports submitted ALFIC Number of 2022 4 4 4 4 4 Monitoring Reports Prepared ALFIC Sector programmes and Number of 2022 1 2 2 2 2 project performance evaluation activities evaluation undertaken to undertaken determine whether objectives are being met and evaluation reports submitted to relevant authorities ALFIC Number of 2022 1 2 2 2 2 evaluation reports prepared - 178 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Documentaries on success Number of 2022 1 1 1 1 1 stories prepared to inform documentaries expanded adoption/up prepared scaling of the successful programs ALFIC Airing and sharing of Number of 2022 1 1 1 1 1 documentaries on success documentaries stories on Media channels prepared ALFIC Standard reporting tool Number of standard 2022 0 1 1 0 0 developed for adoption by reporting tools sector stakeholders for ease developed of compilation and harmonization Weather ALFIC Four Automatic Weather Number of AWSs 2022 0 4 4 4 4 information Stations and main server maintained maintained ALFIC Real time data provided for Number of weather 2022 52 52 52 52 52 accurate Weather information forecasting and advisory packages provision to farmers across disseminated the county ALFIC Stakeholders‟ capacity Number of 2022 1 4 4 4 4 building meetings held on Stakeholders‟ interpretation of weather capacity building information meetings held on interpretation of weather information Leadership and ALFIC Departmental Senior Quarterly 2022 4 4 4 4 4 Governance Management meetings held Departmental Senior Management meetings held ALFIC Staff sensitized on appraisal Proportion of staff 2022 100 100 100 100 100 systems and staff sensitized on performance appraisal and performance performance contracting appraisal systems systems enforced - 179 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Proportion of staff 2022 100 100 100 100 100 complying with appraisal systems ALFIC Complaints and conflict Number of 2022 0 1 1 1 1 handling Committee in the complaints handling sector established and committees operationalized established ALFIC Risk Assessment Number of risk 2022 1 1 1 1 1 Undertaken registers prepared ALFIC Asset management Number of asset 2022 1 1 1 1 1 mechanism established registers established ALFIC PFM Committees Number of PFM 2022 1 1 1 1 1 established Committees established ALFIC Budget Implementation Number of Budget 2022 1 1 1 1 1 Committees Established Implementation Committees Established ALFIC Sector Working Groups Number of Sector 2022 1 1 1 1 1 Established Working Groups Established ALFIC Technical Working Groups Number of Technical 2022 1 1 1 1 1 Established Working Groups Established ALFIC Project Management Number of Project 2022 1 Total no. Total no. Total no. Total no. Committees Established Management of of of of Committees projects projects projects projects Established ALFIC Integrity assurance (anti- Number of integrity 2022 0 1 1 1 1 corruption) committee in the assurance sector established and committees formed operationalized Human Resource ALFIC Sector staff establishment Number of staff 2022 - 1 1 1 1 Management and and organogram prepared establishments Development and approved prepared - 180 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Number of staff 2022 - 1 1 1 1 establishments approved ALFIC Number of 2022 - 1 1 1 1 Departmental organograms prepared ALFIC Number of 2022 - 1 1 1 1 Departmental organograms approved ALFIC Technical/extension officers Number of technical 2019 137 36 132 132 132 recruited based on approved officers recruited staff establishment to reduce the staff to farmer ratio ALFIC Staff Training Plans Number of Staff 2022 1 1 1 1 1 prepared Training Plans prepared ALFIC Training of staff on Proportion of staff 2022 10 100 100 100 100 emerging technologies and trained based on scheme of service ALFIC Staff attending professional % of staff attending 2022 100 100 100 100 100 seminars and workshops professional seminars and workshops ALFIC Staff insurance cover Proportion of staff 2022 100 100 100 100 100 procured insured ALFIC Staff promotion undertaken Proportion of staff 2022 60 100 100 100 100 due for promotion promoted ALFIC Staff salaries paid in time Proportion of staff 2022 100 100 100 100 100 remunerated/salaries paid ALFIC Staff exiting service Proportion of staff 2022 0 100 100 100 100 replaced exiting replaced - 181 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Administrative and ALFIC Office buildings Number of Office 2022 0 1 1 0 1 support Services Constructed/Extended buildings Constructed/Extende d ALFIC Office Buildings renovated Number of Office 2022 0 4 4 4 4 Buildings renovated ALFIC Office furniture, tools and % of required office 2022 3 100 100 100 100 equipment provided furniture, tools and equipment provided ALFIC Office supplies % of required office 2022 5 100 100 100 100 provided(stationery, supplies provided hospitality items, etc) (stationery, hospitality items, etc) ALFIC Required utilities provided Proportion of 2022 40 100 100 100 100 i.e. electricity, water, required utilities internet, security amongst provided other services ALFIC Motor Vehicles procured Number of MV 2022 0 0 0 2 0 procured ALFIC Motor vehicles Proportion of MVs 2022 30 100 100 100 100 maintained/serviced maintained/serviced ALFIC Motorcycles procured Number of MCs 2022 0 20 20 0 20 procured ALFIC Motor Cycles Proportion of MCs 2022 10 100 100 100 100 maintained/serviced maintained/serviced ALFIC MV and MC insured Proportion of MV 2022 100 100 100 100 100 and MC insured ALFIC Departmental Record/Files Number of quarterly 2022 0 4 4 4 4 updated Departmental Record/Files updates undertaken International. ALFIC National Agricultural Shows Number of National 2022 1 1 1 1 1 National and held Agricultural Shows County Celebrations held - 182 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC World Food Days held Number of World 2022 1 1 1 1 1 Food Days held ALFIC Ushirika Days held Number of Ushirika 2022 1 1 1 1 1 Days held ALFIC World Animal Days held Number of World 2022 1 1 1 1 1 Animal Days held ALFIC National Donkey Days held Number of National 2022 1 1 1 1 1 Donkey Days held ALFIC World Rabies Days held Number of World 2022 1 1 1 1 1 Rabies Days held ALFIC World Fisheries Day held Number of World 2022 1 1 1 1 1 Fisheries Days held Programme Name: Crop Development and Management Objective: To enhance crop production, productivity, value addition, marketing and incomes Outcome: Enhanced crop production, productivity, value addition, marketing and incomes SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b SDG 15: Targets 15.3, 15.a Crop extension and ALFIC ATVET institutions Number of ATVET 2022 0 0 1 2 3 training services establishment in the County institutions to offer specialized established competence based education and training in agriculture (Mabanga ATC and one VTC per Sub county) ALFIC County extension Number of extension 2022 0 0 1 0 0 approaches survey approaches survey conducted to provide conducted necessary data for extension planning ALFIC Model demonstration Number of model 2022 0 4 56 45 45 farms/plots established in demonstration farms each village unit established ALFIC Field days conducted to Number of field days 2022 20 4 45 45 45 disseminate extension conducted information/messages ALFIC On-farm farmer visits by Number of on-farm 2022 2 2 3 3 3 - 183 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 extension officers for farmer visits per backstopping extension officer per week (least) ALFIC Standard extension Number of standard 2022 0 1 1 1 1 messages developed and extension message shared through mainstream on GAP developed media, website, booklets, and shared on media, brochures, fliers, etc website ALFIC Quarterly research-extension Number of research- 2022 1 4 4 4 4 professional meetings held extension to share new knowledge and professional technologies at sub county meetings held and at county levels ALFIC Research liaison office Number of research 2022 1 1 1 1 1 establish and facilitated at liaison offices the county established facilitated ALFIC Farmer Number of Farmer 2022 1 4 4 4 4 learning/exchange/visits learning/exchange undertaken visits undertaken ALFIC Trade Number of trade 2022 1 2 2 2 2 shows/exhibitions/fairs shows/exhibitions/fai organized or participated in rs organized or participated in Crop Production ALFIC Certified basal and top MT of fertilizer 2022 495 3750 6750 6750 6750 and Productivity dressing fertilizer procured procured and (Food, Industrial and distributed to maize and distributed and Horticultural bean farmers in the county Crops) ALFIC Farmer beneficiaries of basal Number of farmer 2022 9,900 45,500 67,500 67,500 67,500 and top dressing fertilizer beneficiaries issued for maize and bean with fertilizer production supported ALFIC Certified maize seed MT of maize seed 2022 139.5 345 675 675 675 procured and distributed procured and distributed - 184 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Farmer beneficiaries of Number of farmer 2022 9,900 45,000 67,500 67,500 67,500 maize seed identified and beneficiaries issued supported with maize seed ALFIC Certified finger millet seed MT of finger millet 2022 0 0 50 50 50 procured and distributed to seed procured and farmers distributed ALFIC Certified cassava seed MT of cassava seed 2022 0 0 45 45 45 procured and distributed to procured and farmers distributed ALFIC Certified BT Cotton seed MT of finger millet 2022 0 0 15 15 15 procured and distributed to seed procured and farmers distributed ALFIC Certified sorghum seed MT of sorghum seed 2022 0 0 20 20 20 procured and distributed to procured and farmers distributed ALFIC Farmer beneficiaries of Number of farmers 2022 0 0 5000 5000 5000 sorghum seed identified and supported supported ALFIC Rice seed purchased and MT of upland rice 2022 0 0 60 60 60 distributed seed purchased and distributed ALFIC Fruit crops nurseries Number of fruit 2022 13 1 20 20 20 promoted across the county crops nurseries (Avocado, mango, passion, established pawpaw, goose berry & guava) ALFIC Nursery managers supported Number of Nursery 2022 0 1 20 20 20 with Production equipment managers supported with Production equipment ALFIC Nursery managers trained Number of Nursery 2022 0 0 20 20 20 managers trained ALFIC French bean promotion and Tonnes of French 2022 0 0 56.25 56.25 56.25 capacity building to been seed procured identified farmers and distributed - 185 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Number of French 2022 0 0 900 900 900 been farmers trained ALFIC Tissue culture banana screen Number of tissue 2022 0 1 1 1 1 houses established at culture banana Mabanga ATC screen houses established ALFIC Tissue culture banana Number of tissue 2022 10,000 0 45,000 45,000 45,000 seedlings distributed across culture banana the county seedlings distributed across the county ALFIC Tissue culture banana farmer Number of farmers 2022 10,000 0 9,000 9,000 9,000 beneficiaries identified and trained trained ALFIC Certified Irish potato seed Number of potato 2022 1 2 2 3 4 multiplication sites seed multiplication established sites established ALFIC Farmer beneficiaries Number of farmers 2022 0 10,000 10,000 10,000 10,000 identified and trained on trained certified seed potato ALFIC Certified Avocado seedlings Number of Certified 2019 45000 90,000 90,000 90,000 90,,000 procured and distributed in Avocado seedlings the county procured and distributed ALFIC Certified Avocado Farmer Number of farmers 20,19 15,000 15,000 15000 15,000 beneficiaries identified and trained trained ALFIC Potato seed storage facilities Number of Potato 2022 1 1 1 0 1 established and maintained seed storage facilities established ALFIC Tea nurseries established Number of tea 2022 3 3 3 3 3 and maintained nurseries established ALFIC Tea collection centers Number of tea 2022 1 1 1 1 1 established collection centers established ALFIC Certified coffee seed Quantity(MT) of 2022 30 0.7 0.7 0.7 0.7 procured and distributed to coffee seed procured - 186 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 cooperative societies ALFIC Sweet potato multiplication Number of sweet 2022 2 3 3 3 3 sites established potato multiplication sites established ALFIC Farmer beneficiary Number of farmers 2022 5000 8000 8000 8000 8000 identified and trained trained ALFIC Amaranth seed Number of amaranth 2022 1 45 45 45 45 production/bulking sites bulking sites established established ALFIC Farmer beneficiary Number of farmers 2022 2000 3000 3000 3000 3000 identified and trained ALFIC Early warning and crop pest Number of 2022 10 10 10 10 10 surveillance unit established surveillance units and operationalized established ALFIC Farmers sensitization Number of Farmers 2022 1 9 9 9 9 meetings held on crop sensitization protection technologies meetings held on crop protection technologies ALFIC A specialized equipped van Number of equipped 2022 0 0 0 1 0 and equipment for field crop vans procured surveillance and protection procured ALFIC Assorted sets of crop Number of assorted 2022 0 10 10 10 10 protection equipment crop protection procured and distributed to equipment procured sub counties and distributed ALFIC Assorted Chemicals for Litres/kgs of 2022 0 5000 5000 5000 5000 crop protection procured and assorted chemicals distributed to sub counties procured ALFIC Plant clinics Number of plant 2022 45 45 45 45 45 operationalized/plant doctors clinics established trained ALFIC Agricultural inspectors Number of 2022 17 40 40 40 40 trained for enforcement of inspectors trained regulations and standards - 187 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Agro dealers trained for Number of agro 2022 50 250 250 250 250 enforcement of regulations dealers trained and standards ALFIC Surveillance Inspections Number of 2022 180 180 180 180 180 conducted for enforcement inspections of regulations and standards undertaken ALFIC Agricultural stakeholders Number of 2022 0 180 180 180 180 sensitized on National Land sensitization Policy to regulate meetings/barazas fragmentation of held agriculturally productive land ALFIC Agricultural stakeholders Number of 2022 2 45 45 45 45 sensitized on adoption of sensitization climate smart agriculture/ meetings held green growth technologies to mitigate against the impact of climate change and environmental protection Agricultural soil ALFIC Soil testing and analysis Number of soil 2022 800 18000 18000 18000 18000 and water services provided to improve samples tested and management soil quality analyzed ALFIC Lime for soil treatment MT of lime 2022 0 6,750 6,750 6750 6750 provided to improve soil distributed quality ALFIC Conservation Agriculture Number of farmers 2022 9 2700 2700 3000 3000 promoted trained on CA ALFIC Composting technology Number of demo 2022 9 9 9 45 45 farms established ALFIC Stakeholder capacity Number of 2022 3 9 9 9 9 building meetings on soil stakeholder capacity management held building meetings held ALFIC County Mobile Soil Labs Number of soil Labs 2022 1 3 3 3 3 maintained maintained - 188 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Mobile Soil Labs upgraded Number of soil Labs 2022 3 1 1 0 1 upgraded Post-harvest ALFIC Farmers and other Number of 2022 200 4500 4500 4500 4500 management stakeholders trained on post- farmers/stakeholders harvest management trained ALFIC Extension staff trained on Number of staff 2022 25 100 100 100 100 post-harvest management trained ALFIC Post-harvest handling Number of 2022 0 45 45 45 45 equipment for demos equipment procured procured and distributed to Wards ALFIC Artisans trained on Number of artisans 2022 0 30 30 50 50 construction of storage trained structures Agricultural Value ALFIC Musese and Chesikaki Number of coffee 2022 1 1 1 1 0 Addition and Agro Coffee milling plants milling plants Processing operationalized operationalized ALFIC Coffee factories Number of Coffee 2022 5 5 5 5 5 rehabilitated factories rehabilitated ALFIC Coffee factories established Number of Coffee 2022 0 1 1 1 1 factories established ALFIC Rice mills procured and Number of rice mills 2022 2 0 0 1 2 installed procured and installed ALFIC Cotton ginneries established Number of Cotton 2022 1 1 1 0 0 at Malakisi ginneries established at Malakisi ALFIC Cassava milling plant Number of cassava 2022 0 0 0 0 1 established milling plants established ALFIC Maize milling plant Number of maize 2022 0 1 1 0 0 established milling plants established ALFIC Tea processing plants Number of tea 2022 0 0 0 1 0 established processing plants - 189 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 established ALFIC Banana processing facility Number of Banana 2022 0 0 0 0 1 established processing facilities established ALFIC Potato and sweet potato Number of Potato 2022 0 0 0 0 0 processing facility processing facilities established and supported. established ALFIC Oil processing facility Number of Oil 2022 0 3 3 0 3 established processing facilities established ALFIC Horticulture Cold storage Number of Cold 2022 0 1 1 0 1 facilities established in the storage facilities county established in the county Food Safety ALFIC Food safety Committees Number of Food 2022 10 10 10 10 10 Established and safety Committees operationalized Established and operationalized ALFIC Public stakeholder Number of Public 2022 4 4 4 4 4 sensitization meetings on stakeholder food safety held sensitization meetings on food safety held ALFIC Enforcers trained on food Number of Enforcers 2022 150 180 180 180 180 safety trained on food safety Agribusiness, ALFIC Agro-based MSMEs trained Number of agro- 2022 0 1000 1000 1000 1000 Marketing and on entrepreneurial and based MSMEs information business skills trained management ALFIC Agro-based MSMEs Number of Agro- supported with equipment based MSMEs supported with equipment ALFIC Central MIS established for Number of 2022 0 1 1 0 1 management of agribusiness Management - 190 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 and market information in Information Systems the county established for management of agribusiness and market information in the county ALFIC Weekly market information Number of weekly 2022 52 52 52 52 52 collected on key data collected commodities/crops for dissemination to stakeholders ALFIC Modern agri-business Number of modern 2022 1 0 0 1 1 market facilities established agribusiness market at strategic urban areas e.g facilities established Chwele, Kamukuywa, Bungoma town and Webuye amongst others ALFIC Value-chain platforms Number of value 2022 4 5 5 5 5 established/strengthened chain platforms established/strengthe ned ALFIC Youth trained and certified Number of youth 2022 160 160 160 160 160 in various agribusiness trained and certified value-chain nodes in various agribusiness value- chain nodes ALFIC Youth coached and Number of youth 2022 25 160 160 160 160 mentored in various coached and agribusiness value-chain mentored in various nodes agribusiness value- chain nodes ALFIC Incubation centres Number of 2022 1 2 2 2 2 established incubation centres established ALFIC Agri-preneurs supported Number of Agri- 2022 0 10 10 0 10 with small equipment for preneurs supported - 191 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 start-ups with small equipment for start- ups Agricultural ALFIC Agricultural financial Number of 2022 1 1 1 1 1 Financial Services service providers mapping agricultural financial meetings held service providers mapping meetings held ALFIC Meetings held to establish Number of meetings 2022 1 4 4 4 4 financial linkages and held to establish recommendations between linkages with players in the subsector and financial institutions financial service provider ALFIC A Subsidized Agricultural Number of farmer 2022 0 67500 67500 67500 67500 Insurance Scheme beneficiaries from established subsidized agricultural insurance scheme ALFIC Farmers assessed for Number of 2022 0 1 1 1 1 subsidized insurance scheme assessment activities undertaken ALFIC Number of 2022 0 1 1 1 1 assessment reports prepared ALFIC Numbers of 2022 0 1 1 1 1 insurance stakeholders meetings held to disseminate the assessment report ALFIC Stakeholder capacity Number of 2022 1 10 10 10 10 building meetings on crop stakeholder capacity insurance held building meetings on crop insurance held ALFIC Farmers trained on crop Number of farmer 2022 1 9 9 9 9 yield estimation for crop training meetings - 192 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 insurance held ALFIC Extension officers trained on Number of extension 2022 1 9 9 9 9 crop cuts officers training meetings held Nutrition-sensitive ALFIC Stakeholders sensitization Number of 2022 0 4 4 4 4 agriculture meetings held on stakeholders establishment of kitchen sensitization gardens for traditional high meetings held on value vegetables establishment of kitchen gardens for traditional high value vegetables ALFIC Stakeholders capacity Number of 2022 0 9 9 9 9 building meetings held on Stakeholders highly nutritious crop capacity building varieties for production meetings held on highly nutritious crop varieties for production Agriculture Sector ALFIC Value chains promoted Number of Value 2022 3 3 3 3 3 Development chains promoted Support Programme II (ASDSP II) ALFIC Farmer Groups Supported Number of Groups 2022 54 18 18 0 0 with grants Supported with grants ALFIC Farmer groups trained Number of farmer 2022 54 72 72 72 72 groups trained National ALFIC Value chains promoted Number of Value 2022 4 4 4 4 4 Agriculture and chains promoted Rural Inclusive Growth Project (NARIGP) ALFIC Farmer Groups Supported Number of Groups 2022 200 200 200 200 200 Supported - 193 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Funds disbursed to groups Amount of Funds 2022 256 56 56 56 56 disbursed to groups ALFIC Major infrastructural Number of major 2022 0 1 1 1 0 projects implemented infrastructural projects implemented Programme Name: Irrigation and Drainage Development and Management Objective: To promote adoption of irrigation technologies for enhanced agricultural productivity Outcome: Enhanced adoption of irrigation and drainage technologies SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b SDG 15: Targets 15.3, 15.a Household ALFIC Field days held to Number of Field 2022 8 9 9 9 9 Irrigation disseminate information on days held to Technologies existing irrigation household disseminate technologies and drainage information on systems(Irrigation existing irrigation Department) technologies and drainage systems ALFIC Demonstration model farms Number of 2022 1 45 45 45 45 established to offer Demonstration demonstrations to farmers model farms established to offer demonstrations to farmers ALFIC On-farm irrigation and Number of on-farm 2022 2 3 3 3 3 drainage extension visits irrigation and undertaken drainage extension visits undertaken per week ALFIC Extension standard Number of extension 2022 0 1 1 1 1 messages prepared and standard messages shared through the prepared and shared mainstream media, through the brochures, fliers, etc. (e- mainstream media, Extension) brochures, fliers, etc ALFIC Farmer group training Number of Farmer 2022 2 9 9 9 9 meetings held on available groups training - 194 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 water efficient irrigation meetings held on technologies e.g drip, rain available water gun, etc efficient irrigation technologies e.g drip, rain gun, etc ALFIC Farmer groups supported Number of irrigation 2021 25 45 45 45 45 with irrigation equipment to kits issued to farmer engage sustainably in crop households production Development and ALFIC Community sensitization Number of 2022 1 9 9 9 9 Management of meetings undertaken on community Irrigation need and importance of sensitization Infrastructure irrigation infrastructure meetings undertaken on need and importance of irrigation infrastructure ALFIC Feasibility studies Number of 2022 1 2 2 0 2 undertaken and designs Feasibility studies prepared on proposed undertaken and irrigation projects designs prepared on proposed irrigation projects ALFIC Community sensitization Number of 2022 1 9 9 0 9 fora held for buy-in on Community proposed irrigation projects sensitization fora held for buy-in on proposed irrigation projects ALFIC Resource mobilization Number of Resource 2022 1 1 1 1 1 meetings held for mobilization implementation of proposed meetings held for irrigation projects implementation of proposed irrigation projects - 195 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Capacity building meetings Number of Capacity 2022 2 9 9 9 9 held for management building meetings committees responsible for held for management maintenance of irrigation committees projects responsible for maintenance of irrigation projects ALFIC Major irrigation projects Number of major 2022 0 1 1 0 0 implemented (Funded by irrigation projects partners- county to implemented undertake feasibility) Agricultural Water ALFIC Mapping meetings held and Number of Mapping 2022 1 9 9 9 9 Storage and reports prepared of all small meetings held of all Management dams in the county small dams in the county ALFIC Management committee Number of 2022 2 9 9 9 9 training meetings held on Management maintenance and sustainable committee training management of the small meetings held on dams e.g on minimizing maintenance and siltation sustainable management of the small dams ALFIC Small dams Number of small 2022 1 4 4 4 4 established/rehabilitated dams across the county established/rehabilita ted across the county ALFIC Capacity building meetings Number of Capacity 2022 0 9 9 9 9 on household water building meetings on harvesting technologies household water organized e.g household harvesting water pans, roof catchment, technologies etc( organized Programme Name: Livestock Development and Management Objective: To enhance livestock production, productivity, value addition and incomes Outcome: Enhanced livestock production, productivity, value addition and incomes - 196 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b Livestock and ALFIC ATVET institutions Number of ATVET 2022 0 1 1 2 3 Veterinary establishment in the County institutions extension and to offer specialized established for training services competence based education Knowledge and and training in Livestock skills impartation production and veterinary (Mabanga ATC and one VTC per Sub county) ALFIC County livestock and Number of extension 2022 0 1 1 0 0 veterinary extension baseline surveys baseline survey conducted to conducted provide necessary data for extension planning ALFIC Model livestock Number of model 2022 0 9 9 9 9 demonstration farms demonstration farms established and maintained established in each Ward ALFIC Field days conducted to Number of field days 2022 20 45 45 45 45 disseminate extension conducted information/messages ALFIC On-farm farmer visits by Number of on-farm 2022 2 3 3 3 3 extension officers for farmer visits per backstopping extension officer per week (least) for livestock and veterinary ALFIC Standard extension Number of standard 2022 0 1 1 1 1 messages developed and extension messages shared through mainstream on GAP developed media, booklets, brochures, and shared fliers, etc ALFIC Quarterly research-extension Number of research- 2022 1 4 4 4 4 professional meetings held extension to share new knowledge and professional technologies meetings held - 197 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Research liaison office Number of research 2022 1 1 1 1 1 established and facilitated at liaison offices the county established and facilitated ALFIC Farmer Number of Farmer 2022 1 4 4 4 4 learning/exchange/benchmar learning visits king visits undertaken undertaken ALFIC Trade Number of trade 2022 1 2 2 2 2 shows/exhibitions/fairs shows/exhibitions/fai organized or participated in rs organized or participated in Pasture ALFIC Model pasture Number of model 2022 20 45 45 45 45 development demonstration plots pasture established for on-farm demonstration plots demonstrations on pasture established and fodder development at ward level ALFIC Certified pasture seeds MT of certified 2022 1000 450 450 450 450 procured and distributed to pasture seeds farmers in the county procured and distributed to farmers in the county ALFIC Livestock feeds and feed Number of 2022 1 4 4 4 4 milling plants inspected inspections done annually Livestock ALFIC Stakeholders meetings held Number of 2022 0 9 9 9 9 Production and on adoption of the most stakeholder meetings Productivity (Dairy, appropriate livestock breeds held on adoption of Beef, Poultry, for the county. the most appropriate Honey, Goat, livestock breeds Sheep, Pig, Rabbit) ALFIC Dairy cattle breeding stock Number of dairy 2022 150 500 500 500 500 procured and distributed cows procured and across the county distributed ALFIC Rabbits breeding stock Number of dairy 2022 0 4500 4500 2250 2250 procured and distributed goats procured and - 198 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 distributed ALFIC Dairy goats breeding stock Number of dairy 2022 0 450 450 450 720 procured and distributed goats procured and distributed ALFIC Chicken birds breeding Number of local 2022 20,000 250,000 250,000 250,000 250,000 stock procured and chicken procured distributed and distributed ALFIC Poultry Incubators procured Number of Poultry 2022 15 45 45 45 45 Incubators procured ALFIC Modern beehives procured Number of Modern 2022 100 1000 1000 1000 1000 and distributed beehives procured and distributed ALFIC Honey centrifuge procured Number of 2022 0 500 500 500 500 and distributed centrifuges purchased and distributed ALFIC Honey harvesting kits and Number of 2022 0 500 500 500 500 assorted equipment procured harvesting kits and distributed purchased and distributed ALFIC Dorpers (sheep) breeding Number of dopers 2022 0 0 0 500 500 stock procured and purchased distributed ALFIC Pig breeding stock procured Number of pigs 2022 0 0 0 500 500 and distributed procured ALFIC ALFIC Stakeholder capacity Number of 2022 1 4 4 4 4 building meetings held on Stakeholder capacity adoption of green growth building meetings and climate smart held on adoption of technologies in livestock green growth and production climate smart technologies in livestock production - 199 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Livestock Value ALFIC Milk processing plant Number of milk 2022 0 1 1 0 0 Addition and Agro completed and processing plants Processing operationalized completed and operationalized ALFIC Poultry processing plant Number of Poultry 2022 1 1 1 1 1 operationalized processing plants operationalized ALFIC Honey processing plant Number of honey 2022 0 0 0 0 1 established and processing plants operationalized established and operationalized ALFIC Existing feed mills Number of existing 2022 1 2 2 0 2 operationalized feed mills operationalized ALFIC Installed milk coolers Number of Installed 2022 5 11 11 0 11 operationalized milk cooler operationalized ALFIC Milk coolers installed and Number of Milk 2022 8 10 10 10 10 operationalized coolers installed and operationalized ALFIC Milk dispensers procured Number of Milk 2022 4 10 10 10 10 and distributed dispensers procured and distributed ALFIC PPP legal Framework Number of PPP legal 2022 0 0 0 1 0 developed for establishment frameworks of value addition and agro- developed for processing units establishment of value addition and agro-processing units Food Safety ALFIC Food safety Committees Number of Food 2022 10 10 10 10 10 Established and safety Committees operationalized Established and operationalized ALFIC Public stakeholder Number of Public 2022 4 4 4 4 4 sensitization meetings on stakeholder food safety held sensitization - 200 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 meetings on food safety held ALFIC Enforcers trained on food Number of Enforcers 2022 150 180 180 180 180 safety trained on food safety Agribusiness, ALFIC Agro-based MSMEs trained Number of agro- 2022 0 1000 1000 1000 1000 Marketing and on entrepreneurial and based MSMEs information business skills trained management ALFIC Central MIS established for Number of 2022 0 0 0 1 1 management of agribusiness Management and market information in Information Systems the county established for management of agribusiness and market information in the county ALFIC Weekly market information Number of weekly 2022 52 52 52 52 52 collected on key data collected commodities/crops for dissemination to stakeholders ALFIC Modern agri-business Number of modern 2022 1 0 0 1 1 market facilities established agribusiness market at strategic urban areas e.g facilities established Chwele, Kamukuywa, Bungoma town and Webuye amongst others ALFIC Livestock sale yards Number of livestock 2022 2 4 4 4 4 established at strategic sale yards business locations across the established at county strategic business locations across the county ALFIC Youth trained and certified Number of youth 2022 160 160 160 160 160 in various agribusiness trained and certified - 201 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 value-chain nodes in in various Livestock agribusiness value- chain nodes ALFIC Youth coached and Number of youth 2022 25 160 160 160 160 mentored in various coached and agribusiness value-chain mentored in various nodes in Livestock agribusiness value- chain nodes Livestock Insurance ALFIC Stakeholder capacity Number of 2022 1 9 9 9 9 Services building meetings on stakeholder capacity livestock enterprise building meetings on insurance held livestock enterprise insurance held ALFIC Farmers trained on livestock Number of farmer 2022 1 9 9 9 9 yield estimation for training meetings insurance purposes held ALFIC Extension officers trained on Number of extension 2022 1 9 9 9 9 livestock yield estimation officers training and insurance meetings held Animal Welfare ALFIC Stakeholders capacity Number of 2022 2 9 9 9 9 building meetings held on stakeholders capacity animal welfare in the county building meetings held on animal welfare in the county ALFIC Enforcement officers Number of 2022 0 2 2 2 2 capacity built on animal enforcement welfare legislation officers‟ capacity building meetings held on animal welfare in the county Disease and Vector ALFIC Regular disease surveillance Number of disease 2022 0 12 12 12 12 control activities undertaken surveillance activities undertaken ALFIC Routine vaccination drives Number of Routine 2022 9 36 36 36 36 carried out across the county vaccination drives carried out across the - 202 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 county ALFIC Assorted veterinary tools Number of assorted 2022 0 1 1 1 1 and equipment procured tools and equipment (burdizzo, automatic procured syringes, hypodermic syringes, disposable syringes and needles, hand gloves, lab coats, aprons, gumboots) ALFIC Installation of solar system Number of solar 2022 0 4 4 5 0 in 9 sub counties systems installed ALFIC Cattle dips rehabilitated Number of Cattle 2022 7 45 45 45 45 dips rehabilitated ALFIC Crush pens constructed Number of crush 2022 0 10 10 10 0 pens constructed ALFIC Crush pens rehabilitation Number of crush 2022 66 22 22 22 22 pens rehabilitated ALFIC Hand sprayers procured Number of hand 2022 0 47 47 47 47 sprayers procured ALFIC Community hand sprayers Number of 2022 0 47 47 47 47 trained community hand sprayers trained ALFIC Crush management Number of 2022 18 28 28 28 28 committee trained committee members trained ALFIC Trapping nets for screening Number of trapping 2022 0 70 70 70 70 procured nets for screening procured ALFIC Cold rooms constructed in Number of cold 2022 0 3 3 0 0 slaughterhouses rooms constructed ALFIC Water boreholes drilled and Number of Water 2022 0 2 2 2 0 equipped in slaughterhouses boreholes drilled and equipped in slaughterhouses ALFIC Veterinary waste disposal Number of 2022 0 1 1 1 1 chambers established veterinary waste disposal chambers - 203 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 established Animal Breeding ALFIC Stakeholders meetings held Number of 2022 1 4 4 4 4 on implementation of Stakeholders subsidized AI service meetings held on provision adoption of subsidized AI service provision ALFIC Nitrogen plant established Number of Nitrogen 2022 0 0 0 1 0 for supply of Nitrogen in the Plants established region ALFIC Animals inseminated Number of 2022 1000 9000 9000 9000 9000 through the subsidized AI inseminations done services through the subsidized AI services ALFIC AI and animal breeding Number of AI and 2022 0 0 0 1 0 centers established in the animal breeding county especially at centers established Mabanga ATC and Sang‟alo Institute Food safety and ALFIC Veterinary diagnostic Number of 2022 0 0 0 1 0 quality laboratory established diagnostic labs control/Animal constructed and health operationalized ALFIC Slaughter facilities Number of Slaughter 2022 4 4 4 4 4 inspections done for facilities inspections licensing and hygiene done and licensing standards enforcement undertaken ALFIC Construction of cold rooms Number of cold 2022 0 3 3 0 0 rooms constructed ALFIC One health concept Number of meetings 2022 0 9 9 9 9 held ALFIC Pig slaughter facilities Number of Pig 2022 0 0 0 1 0 established in the county slaughter facilities established in the county - 204 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Leather ALFIC Leather tannery established Number of tanneries 2022 0 0 0 0 1 development in the county established in the county ALFIC Hides and Skin Premises Number of Hides 2022 4 4 4 4 4 inspection undertaken for and Skin Premises licensing inspection undertaken for licensing ALFIC Stakeholders meetings held Number of 2022 0 4 4 4 4 on leather development in Stakeholders the county meetings held on leather development in the county Kenya Livestock ALFIC Value chains Number of Value 2022 0 5 5 5 5 Commercialization promoted(Indegineous chains promoted Project (KeLCoP chicken, Hair Sheep, Dairy/Meat Goats, Honey and Rabbit) ALFIC Farmer Supported with Number of farmers 2022 0 150 150 150 150 grants supported with grants ALFIC Farmer trained Number of farmers 2022 0 60 60 60 60 trained Programme Name: Fisheries Development and Management Objective: To enhance fisheries production, productivity, value addition and incomes Outcome: Enhanced fisheries production, productivity, value addition and incomes SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b Fisheries extension ALFIC ATVET institutions Number of ATVET 2022 0 0 1 2 3 and training establishment in the County institutions services to offer specialized established/supports competence based education in fisheries ALFIC County fisheries extension Number of extension 2022 0 0 1 0 0 baseline survey conducted to baseline surveys provide necessary data for conducted extension planning - 205 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Model fisheries/aquaculture Number of model 2022 0 2 9 9 9 demonstration farms demonstration farms established and maintained established in each Ward ALFIC Field days conducted to Number of field days 2022 20 9 45 45 45 disseminate extension conducted information/messages ALFIC On-farm farmer visits by Number of on-farm 2022 3 1 4 4 4 extension officers for farmer visits per backstopping extension officer per week (least) ALFIC Standard extension Number of standard 2022 0 2 1 1 1 messages developed and extension message shared through mainstream on GAqP developed media, booklets, brochures, and shared fliers, etc ALFIC Quarterly research-extension Number of research- 2022 1 2 4 4 4 professional meetings held extension to share new knowledge and professional technologies meetings held ALFIC Fisheries Research liaison Number of Fisheries 2022 1 1 1 1 1 office established and research liaison facilitated at the county offices established and facilitated ALFIC Farmer Number of Farmer 2022 1 2 4 4 4 learning/exchange/benchmar learning visits king visits undertaken undertaken ALFIC Trade Number of trade 2022 1 2 4 4 4 shows/exhibitions/fairs shows/exhibitions/fai organized or participated in rs organized or participated in Fisheries Production ALFIC Stakeholders meeting held Number of 2022 0 9 9 9 9 and Productivity on adoption of the most stakeholders appropriate technologies to meetings held on boost production and adoption of the most productivity appropriate - 206 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 technologies ALFIC Fingerlings procured and Number of 2022 400,000 1,000,00 4,500,00 4,500,00 4,500,00 distributed across the county fingerlings procured 0 0 0 0 and distributed ALFIC Fish feeds procured and MT of fish feeds 2022 0 0 420 420 420 distributed procured and distributed ALFIC Pond liners procured and Number of Pond 2022 0 0 90 90 90 distributed liners procured and distributed ALFIC Fish Cages procured and Number of Fish 2022 0 0 5 10 10 installed in rehabilitated Cages procured and dams across the county installed in rehabilitated dams across the county ALFIC Assorted fishing equipment Number of assorted 2022 0 9 9 9 9 procured and distributed fishing equipment procured and distributed ALFIC Trout fisheries model farms Number of trout 2022 0 0 0 1 0 developed in Mt. Elgon fisheries model farms developed ALFIC Water testing kits procured Number of Water 2022 0 9 9 9 9 testing kits procured Fisheries Value ALFIC Fish cold storage facilities Number of cold 2022 0 1 1 1 1 Addition and Aqua- established storage and Processing processing facilities established ALFIC Smoking Kiln facility Number of smoking 2022 0 1 1 procured and installed Kiln facility procured and installed ALFIC Existing feed mills Number of existing 2022 1 1 1 1 1 operationalized feed mills operationalized - 207 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Aqua-business, ALFIC Youth trained and certified Number of youth 2022 0 60 90 90 90 Marketing and in various aqua-business trained and certified information value-chain nodes in in various aqua- management fisheries business value-chain nodes ALFIC Youth coached and Number of youth 2022 10 60 90 90 90 mentored in various value coached and chain nodes in fisheries mentored in various aqua-business value-chain nodes ALFIC Aqua-based MSMEs trained Number of fisheries 2022 0 500 500 500 500 on entrepreneurial and MSMEs trained business skills ALFIC Central MIS established for Number of 2022 0 0 1 0 0 management of aqua- Management business and market Information Systems information in the county established for management of aqua-business and market information in the county ALFIC Weekly fish market Number of weekly 2022 52 52 52 52 52 information collected for data collected dissemination to stakeholders ALFIC Modern aqua-business Number of modern 2022 1 1 1 1 1 market facilities established aqua-business at strategic urban areas e.g market facilities Bungoma Town, Kimilili, established Chwele, Kamukuywa and Webuye amongst others Aquaculture ALFIC Aquaculture financial Number of 2022 1 1 1 1 1 Financial Services service providers mapping aquaculture meetings held financial service providers mapping meetings held - 208 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Meetings held to establish Number of meetings 2022 1 4 4 4 4 financial linkages and held to establish recommendations between linkages with players in the subsector and financial institutions financial service providers ALFIC Stakeholder capacity Number of 2022 1 9 9 9 9 building meetings on stakeholder capacity fisheries enterprise building meetings on insurance held fisheries enterprise insurance held ALFIC Farmers trained on fisheries Number of farmer 2022 1 9 9 9 9 yield estimation for training meetings insurance purposes held ALFIC Extension officers trained on Number of extension 2022 1 4 4 4 4 fisheries yield estimation officers training and insurance meetings held Fish Safety and ALFIC Fish handling facility Number of facilities 2022 4 4 4 4 4 Quality control inspections done for inspections done and licensing and hygiene licensing undertaken standards enforcement ALFIC Fisheries lab equipped with Number of Fisheries 2022 0 1 1 1 1 lab kits, chemicals, sample labs equipped collection kits etc ALFIC Stakeholders meetings held Number of 2022 0 4 4 4 4 on fish safety and quality in Stakeholders the county meetings held on fish safety and quality in the county Programme Name: Agricultural Institutions Development and Management Objective: To enhance effectiveness and efficiency in service delivery Outcome: Enhanced effectiveness and efficiency in service delivery SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b Development of ALFIC Farmer capacity building Number of farmer 2022 32 45 196 196 196 Mabanga activities on good capacity building Agricultural agricultural practices held activities on good Training Centre agricultural practices - 209 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 (ATC) held ALFIC An online platform for Number of online 2022 0 0 1 1 1 knowledge and information platforms for sharing developed and knowledge and maintained information sharing developed and maintained ALFIC Innovation competitions Number of 2022 1 0 1 1 1 undertaken and Agribusiness Innovation innovations identified for competitions held incubation and Agribusiness innovations identified for incubation ALFIC Agribusiness Startups Number of Startups 2022 5 0 90 90 90 benefited from in Agribusiness entrepreneurship coaching benefited from and mentorship (Agro-SMEs entrepreneurship Incubation) coaching and mentorship ALFIC Additional courses(10 Number of 2022 5 4 10 0 5 courses) Accredited at licensed/accredited Mabanga ATVET Centre courses by TVETA ALFIC Training Needs assessment Number of Training 2019 1 1 1 0 0 undertaken to identify key Needs assessment sector skill sets undertaken to identify key sector skill sets ALFIC Trainers/extension staff Number of extension 2022 7 4 9 9 9 accredited by TVETA to staff accredited by train TVETA to train ALFIC Buildings to converted and Number of Buildings 2022 2 2 3 0 0 renovated to training halls converted and renovated to training halls - 210 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Student hostels with Number of student 2022 2 0 0 0 1 capacity 300 constructed hostels with capacity 300 constructed ALFIC Lecture Class rooms Number of Class 2022 3 0 0 2 0 constructed rooms constructed ALFIC Sports facilities established Number of Sports 2022 0 0 1 0 0 facilities established ALFIC Learning management Number of Learning 2022 0 1 1 1 1 system for Online learning management system Installed and maintained for Online learning Installed and maintained ALFIC Trainees trained and Number of trainees 2022 0 160 160 160 160 certified on short CBET trained and certified courses on short CBET courses ALFIC Trainees placed under Number of trainees 2022 0 160 160 160 160 Industrial mentorship and undergoing industrial job placement mentorship ALFIC Apiaries established Number of beehives 2022 0 0 200 200 200 procured ALFIC Farm machineries and Number of 2022 7 0 5 5 5 equipment procured machinery and equipment procured ALFIC Double cabin motor vehicle Number of Double 2022 0 1 1 0 0 Procured cabin motor vehicles Procured ALFIC Coffee nurseries established Number of Coffee 2022 1 1 1 1 1 and maintained nurseries established and maintained ALFIC Pedigree dairy cows for Number of Pedigree 2022 0 0 10 0 10 breeding and milk dairy cows for production procured breeding and milk production procured ALFIC Sunflower farm established Acres of sunflower 2022 2 5 20 20 20 farm developed - 211 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Passion fruit farm Acres of Passion 2022 0 5 5 5 5 established fruit farm established ALFIC Fertilized eggs procured Number of fertilized 2022 0 0 20,000.0 20000 20000 eggs procured 0 annually ALFIC Groundnuts farm established Acres of groundnut 2022 0 0 10 10 10 farm established ALFIC Small scale oil extraction Number of small 2022 0 0 0 1 0 machine procured scale oil extraction machines procured ALFIC Kitchen and dining hall Number of Kitchens 2022 0 1 1 1 1 equipped and dining halls equipped ALFIC Administration block Number of 2022 0 0 0 0 0 constructed administration blocks constructed ALFIC Modern hot kitchen Number of Modern 2022 0 0 0 0 0 constructed hot kitchen constructed ALFIC Institutions water piping Number of 2022 1 1 1 0 0 system and 3 community Institutions water water kiosks constructed piping system and 3 community water kiosks constructed ALFIC Solar security lights Number of High 2022 0 0 10 10 10 procured and installed mast and Solar security lights installed ALFIC Solar water pumps procured Number of solar 2022 0 1 1 1 0 and installed water pumps procured and installed ALFIC CCTV security systems Number of CCTV 2022 0 0 1 0 0 procured and installed systems procured and installed - 212 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Water bottling and juice Number of Water 2022 0 0 0 1 0 processing line Established bottling and juice processing lines Established ALFIC Perimeter fence erected Meters of Perimeter 2022 0 10000 10000 10000 0 fence erected ALFIC Cabro Pavements and km of pavements and 2022 0 0 3 3 0 grading of farm roads roads upgraded underatken ALFIC ATC Stakeholder meetings Knowledge sharing 2022 1 4 4 4 4 held and increased technology adoption rate ALFIC Field days held at the Number of Field 2022 4 4 4 4 4 institution days held at the institution ALFIC Mabanga ATC upgraded to Number of ATCs 2022 0 1 1 0 0 an ATVET institution upgraded to ATVET institutions ALFIC Model livestock units and Number of Model 2022 15 7 30 30 30 crops plots established at the livestock units and ATC for farmer learning crops plots purposes established at the ATC for farmer learning purposes ALFIC Farm and school structures Number of Farm and 2022 2 2 3 0 3 at the ATC renovated for school structures at effective service delivery the ATC renovated ALFIC Other Income generating Number of income 2022 3 3 7 7 7 enterprises adopted to generating activities mobilize resources for undertaken management of the ATC and for contribution to the county revenue ALFIC Revenue generated at the Amount in Kshs of 2021 29,500,000 20,000,0 40,000,0 50,000,0 60,000,0 ATC revenue generated at 00 00 00 00 - 213 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 the ATC Development of ALFIC Farmer capacity building Number of farmer 2022 32 4 12 12 12 Mabanga activities on mechanization capacity building Agricultural services held activities on Mechanization mechanization Centre (AMC) services held ALFIC Field days held at the Number of Field 2022 4 2 4 4 4 institution days held at the institution ALFIC Office block for AMC Number of Office 2022 1 0 0 1 0 established blocks for AMC established ALFIC A workshop for AMC Number of 2022 0 0 0 0 1 established workshops for AMC established ALFIC A soil sample store for AMC Number of soil 2022 0 0 0 1 0 established sample stores for AMC established ALFIC Grain Driers procured Number of Grain 2022 4 0 1 2 1 Driers procured ALFIC Grain Driers repaired and Number of Grain 2022 1 0 5 7 8 maintained Driers repaired and maintained ALFIC A machinery shed for AMC Number of 2022 0 1 1 0 0 established machinery sheds for AMC established ALFIC Tractors and implements Number of 2022 9 0 3 3 4 acquired to enhance additional tractors adoption of mechanization and implements services acquired ALFIC Tractors and implements Number of Tractors 2021 7 0 12 15 19 repaired and maintained and implements repaired and maintained ALFIC Plant and machinery Insured Proportion of Plant 2022 100 100 100 100 100 and machinery - 214 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 Insured ALFIC Stakeholders Capacity Number of 2022 1 4 4 4 4 building meetings held on Stakeholders agricultural mechanization Capacity building technologies meetings held on agricultural mechanization technologies ALFIC Income generating Number of income 2022 1 1 1 1 1 enterprises adopted to generating activities mobilize resources for undertaken management of the AMC and for contribution to the county revenue ALFIC Revenue generated at the Amount in Kshs of 2022 3,100,000 3,100,00 3,100,00 6,200,00 9,300,00 AMC revenue generated at 0 0 0 0 the ATC Development of ALFIC Farmer capacity building Number of farmer 2022 6 12 12 12 12 Chwele Fish Farm activities on fisheries and capacity building (CFF) aquaculture held activities held ALFIC Access road to the Chwele KM of access road to 2022 0 3 3 0 0 Fish Farm upgraded Chwele Fish Farm graded and graveled ALFIC Biofloc System and holding Number of bio-floc 2022 0 0 1 1 1 tanks developed and systems developed maintained ALFIC Cage fisheries undertaken at Number of cages 2022 0 0 1 1 0 Chwele dam installed at Chwele dam ALFIC Fingerlings produced and Number of 2022 100,000 1,000,00 1000000 2000000 3000000 issued to farmers at fingerlings produced 0 subsidized costs and issued to farmers at subsidized costs ALFIC Fish feeds procured for MT of Fish feeds 2022 1.6 4 100 120 150 feeding of fingerlings and procured breeding stock - 215 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Fish ponds desilted and Proportion of Fish 2022 12 10 16 30 maintained ponds desilted and maintained ALFIC Ponds restocked with Proportion of Ponds 2022 0 10 20 10 0 breeding stock and fitted restocked with with pond liners for breeding stock and production of fingerlings fitted with pond liners for production of fingerlings ALFIC Recirculating Aquaculture Number of 2022 0 1 1 0 0 system established for Recirculating production of mono-sex Aquaculture systems fingerlings established for production of mono- sex fingerlings ALFIC Borehole at the facility Number of 2022 0 0 0 1 0 drilled and equipped and Boreholes at the water distribution system facility drilled and rehabilitated equipped and water distribution system rehabilitated ALFIC A facility laboratory Number of facility 2022 1 0 0 1 0 established laboratories established ALFIC Cold storage facility Number of Cold 2022 0 0 1 0 0 established at CFF storage facilities established at CFF ALFIC Feed mill established Number of feed mills 2022 0 0 0 0 1 established ALFIC Hostel block constructed Number of hostel 2022 0 0 0 1 0 blocks constructed ALFIC Sanitation block constructed Number of sanitation 2022 1 0 1 0 0 blocks constructed ALFIC Catering facility constructed Number of catering 2022 0 1 1 0 0 facilities constructed - 216 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Training hall constructed Number of training 2022 0 0 0 1 0 halls constructed ALFIC Income generating Number of income 2022 1 1 1 1 1 enterprises adopted to generating activities mobilize resources for undertaken management of the CFF and for contribution to the county revenue ALFIC Revenue generated at the Amount in Kshs of 2022 100,000 100,000 1,000,00 2,200,00 3,300,00 CFF revenue generated at 0 0 0 the CFF Programme Name: Cooperatives Development and Management Objective: To enhance cooperative development in the county Outcome: Enhanced cooperative development SDG 1: Target 1.1 SDG 2: Targets 2.1, 2.2, 2.3, 2.4, 2.5, 2.a, 2.b, 2.c SDG 13: Targets 13.1, 13.2, 13.3, 13.b Cooperative ALFIC Stakeholder capacity Number of 2022 9 4 9 9 9 registration services building meetings held on Stakeholder capacity the cooperative movement building meetings held on the cooperative movement ALFIC New Societies registered Number of New 2022 9 9 18 18 18 Societies registered ALFIC Dormant societies revived Number of Dormant 2022 3 2 3 3 3 societies revived Cooperative ALFIC Cooperative societies‟ Number of 2022 9 4 9 18 18 governance, leaders and members Cooperative advisory and capacity building meetings societies‟ leaders and training services held on good cooperative members capacity management practices building meetings held ALFIC Elections and annual general Proportion of 2022 20 20 30 40 50 meetings for cooperative societies organizing societies facilitated for Elections and annual general meetings - 217 - Sub Programme Deliver Key outputs Key performance Targe Actual Target Target Target Target y Unit indicators t Achieveme (Baseline 2023/24 2024/25 2025/26 2021/2 nt 2021/22 ) 2022/23 2 ALFIC Routine advisory/extension Number of weekly 2022 2 1 3 3 3 visits to cooperative Routine societies undertaken by advisory/extension officers visits to cooperative societies undertaken Cooperative ALFIC Stakeholder capacity Number of 2022 1 10 10 agribusiness and building meetings held on Stakeholder capacity marketing services sustainable market linkages building meetings for agricultural cooperative held on sustainable societies and establishment market linkages of MoUs, favorable contracts, and sourcing of new markets ALFIC Central repository for Number of Central 2022 0 0 1 1 1 management of agribusiness repository for and market information in management of the county established agribusiness and market information in the county established Cooperative ALFIC Stakeholder meetings held Number of 2022 1 4 9 9 9 infrastructural/finan on linkages between Stakeholder cial support services cooperative societies and meetings held financial institutions ALFIC Cooperative enterprise Number of 2022 0 0 1 1 1 development fund Cooperative established to offer enterprise affordable credit to vibrant development funds societies established ALFIC Cooperative societies 2022 3 4 7 7 7 supported with infrastructural grants Cooperative audit ALFIC Audit services provided to Proportion of 2022 30 20 40 50 60 services cooperative societies in the societies audited county - 218 - 3.3.2 Education Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 Programme 1: Early Childhood Development Outcome: increased enrolment in ECD Centres Child ECD ECDE No. of ECDE 78 12 95 101 106 112 Development facilities provided classrooms Infrastructure constructed / completed ECDE No. of ECDE - - 9 9 9 9 centres established centres established ECDE centres %. of ECDE - - 12 12 19 19 equipped with play centres equipped equipment with play equipment ECDE centres %. of ECDE - - 20 20 20 20 furnished with centres equipped outdoor fixed with furniture equipment (desks, tables and chairs) Model ECDE Number of ECDE - - 20 2 2 2 centres constructed model centres constructed ECDE 3 door No. of ECDE - - 95 101 106 112 latrines and 1 centres with 3 door urinal unit latrines and 1 constructed urinal unit constructed Childcare centres No. of childcare 95 2 2 2 established centres established Childcare centres No. of childcare - - 2 2 2 2 equipped centres equipped ECDE Special % of ECDE - - 100 100 100 100 needs facilities schools integrating provided Special Needs Education ECDE Special No. of Special - 2 3 2 - - Needs Education Needs ECD - 219 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 centres established Education centres established Child development ECD School feeding Number of pupils - - - 99,273 102,459 105,735 support Programme benefiting from the provided school feeding Programme Special needs % of ECDE - - - 100 100 100 facilities integrated schools integrating in ECD centres Special Needs Education ECD capitation Number of ECD - - 96,173 99,273 102,459 105,735 funds provided pupils provided with capitation Hand washing Number of schools - - 95 101 106 112 facilities provided provided with hand washing facilities provided Programme 2: Training and Skills Development Outcome: to enhance skills acquisition VTC VET VTC workshops No. of workshops 10 10 15 15 15 15 Infrastructure constructed and constructed Development equipped No. of workshops - - 15 15 15 15 equipped VTC boarding No. of boarding - - 5 5 5 5 facilities facilities established established VTC Number of - - 10 12 12 10 administration administration blocks constructed blocks constructed Centres of No. of centres of - - 2 2 2 2 Excellence excellence Equipped with equipped with modern tools modern tools Existing Number of - - 2 2 2 2 workshops existing - 220 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 renovated workshops renovated Home craft centres Number of home - - 1 1 1 1 developed craft centres developed 1 10 Programme 3: Education improvement and support services Outcome: improved education quality and sustained high transition rates Curriculum ECD and VET Teaching and Percentage of ECD - - 100 100 100 100 Implementation learning aids centres schools provided provided with the learning materials VTC centres proportion of VTC - - 100 100 100 100 provided with provided with the learning materials learning materials ICT integrated in Proportion of - - 100 100 100 100 the learning VTCs integrated curriculum with ICT VTC centres Proportion of - - 100 100 100 100 provided with ICT VTCs provided facilities with ICT facilities ECDE teachers Proportion of - - 100 100 100 100 trained in ICT ECDE teachers trained in ICT Digital literacy Proportion of - - 20 20 20 20 programme ECDE on offered Education Digital learning programme Education VET VTCs registered No. of VTCs 22 19 15 10 10 14 quality assurance and Accredited registered by management TVETA National exams Proportion of 100 100 100 100 100 100 offered VTCs offering to VTCs national examinations Extra-curricular No. of extra- 3 - 5 5 5 5 - 221 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 Activities curricular monitored activities monitored from zone to regional levels Dual Trainings Proportion of - - 10 10 10 15 offered VTCs offering Dual Training Services Social Support VET Education support Percentage of - - 100 100 100 100 Services funds provided VTC trainees on subsidy No. of students 6,280 on 11,480 on 4,675 4,675 4,675 4,675 benefitting from scholarship scholarships County Education Support Program Programme 4: General Administration Planning and Support Services Outcome: Efficient and effective service delivery Capacity HR Staff Remunerated % of staff 100 100 100 100 100 100 Development and remunerated Motivation Staff recruited Number of staff - - 50 50 50 50 recruited due to natural attrition Number of staff - - 150 150 150 150 replaced due to natural attrition Trainings Proportion of - - 100 100 100 10 undertaken ECDE teachers / VTC instructors on in-service training Proportion of VTC - - 100 100 100 100 instructors on in- service training Staff Promoted Number of staff, - - 100 100 100 100 and trained teachers, - 222 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 instructors promoted Headquarter and Number of - - 32 35 37 39 subcounty staff headquarter and trained sub-county staff trained Institutional Proportion of VTC 100 100 100 100 100 100 management with Board of committees Management established Administration Administration Office blocks Number - - 2 - 1 - Services Constructed of Departmental HQ offices constructed and equipped Administration No. of VTC - - 2 2 2 2 blocks constructed administration blocks constructed Office equipment % Of required 100 100 100 100 100 100 and furniture office equipment provided and furniture provided for headquarter and sub county staff as per the approved budget Office utilities % of required 100 100 100 100 100 100 provided office utilities delivered to all operational units Proportion of 100 100 100 100 100 100 VTCs implementing Competence Based Education Training ECDE centres Percentage of 100 50 100 100 100 100 - 223 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 supervised ECDE schools supervised Quality assurance Percentage of 100 60 100 100 100 100 undertaken ECDE centres assessed No. of quality 9 - 9 9 9 9 assessment reports ECDE QAS No. of ECDE QAS 1 - 1 - - - guidelines guidelines developed developed VTC Quality No. of VTC 1 - 1 - - - Assurance and Quality Assurance Standards and Standards guidelines guidelines developed developed Public No. of awareness 9 - 9 9 9 9 sensitization programmes held campaigns held on on ECDE education education Financial Services, Bills and Policies Number of policies 5 3 3 3 2 2 Planning and formulated formulated / Stewardship domesticated Bills enacted Number of bills 2 - 2 2 2 2 enacted Planning and Number of budgets 5 5 5 5 5 5 budgeting prepared and documents/ reports approved prepared Procurement plans Number of 1 1 1 1 1 1 approved Procurement Plans approved Quarterly project Number of 4 4 4 4 4 4 implementation quarterly project and budget implementation absorption report and budget absorption reports prepared - 224 - Sub-programme Delivery Unit Key Outputs Key Performance Target Actual Target Target Target Target Indicators 2021/2022 achievement (baseline) 2023/2024 2024/2025 2025/2026 2021/2022 2022/2023 Monitoring and Number of 4 2 4 4 4 4 evaluation monitoring and evaluation reports developed Annual reports Number of annual 1 1 1 1 1 1 prepared reports prepared (APR) Departmental Number of - - 1 1 1 1 Strategic Plan departmental plans Developed developed Staff appraisals Number of Staff 1 1 1 1 1 1 undertaken appraisals undertaken Staff audits Number of staff - - 1 1 1 1 undertaken audits undertaken Resource Number of - - 1 1 1 1 mobilization resource strategy paper mobilization developed strategy papers developed Income Generating Number of VTCs 9 9 9 9 9 9 activities implementing IGA established programme Stakeholders Number of forums 2 2 4 4 4 4 engaged held (quarterly) Stakeholder No. of stakeholder 2 1 4 4 4 4 coordination meetings / meetings / engagements held engagements held 5.1.2 Health and Sanitation Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Programme: General Administration, Planning and Support Services - 225 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Objective: To enhance efficient service delivery Outcome: Efficient and Effective Service Delivery Staff Remuneration of % of health workers 100 100 100 100 100 100 remuneration Health workers remunerated and Capacity Development Community health % of Community 100 100 100 100 100 100 volunteers incentivised health volunteers incentivized Staff recruited No. of staff recruited 50 182 246 200 200 Staff Promoted % of staff due for 100 50 100 100 100 100 promotion promoted Staff trained No. of health staff 500 400 400 400 500 600 trained on career development skills No. of health care 58 58 100 200 workers trained on specialized courses No of Community 3,256 3,540 3,540 3,540 health volunteers trained on service delivery Staff supervised and Number of new 50 182 246 200 200 appraised entrants sensitized on PAS Number of End year 30 30 30 30 50 50 review reports prepared to inform rewards and sanctions Professional % of health workers 100 80 80 100 100 100 development activities supported on undertaken subscription to professional bodies - 226 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 % of eligible Health 100 58 30 100 100 100 Care Workers facilitated to attend professional conferences, workshops and seminars Succession planning % of staff due for 100 0 100 100 100 100 activities undertaken retirement trained on Retirement Number of Sub county 48 48 48 48 48 48 Health Management Teams Succession planning meetings held Number of County 48 48 48 48 48 48 Health Management Team Succession planning meetings held Administration Office operation % of required office 100 100 100 100 100 100 support services utilities facilitated operation utilities facilitated Administration blocks No. Of administration 0 0 0 0 1 - constructed and blocks constructed equipped No. Of administration 0 0 0 0 1 - blocks equipped - 227 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Reporting tools % of facilities with 100 100 100 100 100 100 procured adequate reporting tools % of GOK facilities 10 10 10 20 30 40 with Electronic medical records Functional facility % of facilities with 100 100 100 100 100 100 management established committees established management committees % of facilities holding 100 100 100 100 100 100 quarterly management meetings Monthly health No. Of County health 48 52 24 24 24 24 Management Teams management teams meetings held meetings held No. Of Sub County 432 120 120 120 120 120 Health Management Teams Meetings held Health Stakeholders co – No. of stakeholders 40 16 16 16 16 16 Outreach and ordination meetings meetings held support held Services Health outreach Number of medical 4 0 8 8 8 8 activities undertaken camps held - 228 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Number of facilities 1,896 1,896 1,896 1,896 1,896 1,896 conducting at least one integrated outreach a month from facility to the community Finance, Strategic planning No. of strategic plans 0 0 1 1 0 0 Planning documents prepared developed Services and stewardship Strategic plan No. of review 0 0 1 0 0 1 reviewed meetings held for strategic plan Annual work plans No. of Annual Work 1 1 1 1 1 1 developed plans developed Department No .of Quarterly 4 1 4 4 4 4 Performance review performance review done meetings held No. of annual 1 1 1 1 1 1 performance appraisal done No. of facility surveys 0 0 0 0 1 0 conducted Public participation No. of public 1 1 10 10 10 10 fora held participation report on planning documents - 229 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 policies formulated/ Number of policies 2 0 1 1 3 3 domesticated formulated /domesticated No of regulations 2 0 2 3 0 2 drafted/reviewed Community health No. of Community 1 0 1 1 0 0 service strategy health service prepared strategies approved by the cabinet County health M&E No of M & E reports 16 16 16 16 16 16 system established generated and disseminated Households enrolled No. of households 34,000 27,000 7,000 2,600 2,000 2,000 with NHIF enrolled with NHIF FIF generated % increase in AIA 10 20 10 10 10 10 collection Stakeholders engaged % of probable 10 10 20 100 100 100 on resource stakeholders engaged mobilization from development partners Budget documents No. of annual 1 1 1 1 1 1 prepared departmental budgets prepared - 230 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 No. of sector budget 1 1 1 1 1 1 review and outlook performance papers prepared No. of Annual 1 1 1 1 1 1 Development Plans prepared No. of Sector 1 1 1 1 1 1 Working Group MTEF reports prepared No. of Advocacy 1 1 1 1 1 1 reports with the Members of the county assembly No. of Departmental 1 1 1 1 1 1 fiscal strategy papers prepared Budget No. of annual budget 1 1 1 1 1 1 implementation reports implementation reports prepared prepared No. of monthly budget 12 4 12 12 12 12 implementation report prepared - 231 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Social Accountability %. of maternal and 100 100 100 100 100 100 services undertaken perinatal death audited uploaded No. of quarterly 48 44 44 44 44 44 facility integrated support supervision activities carried out % of facilities 100 100 100 100 100 100 participating in integrated support supervision % of facility complains 100 100 100 100 100 100 investigated by Health Management Committees Programme: Health Infrastructure Development and Management Objective: Adequate health infrastructure availed Outcome: Improved health infrastructure Health In-Patient wards No. of Wards 0 2 2 3 Infrastructure established established No. of paediatric 2 0 4 0 0 0 wards established Rehabilitative No. of Rehabilitative 0 0 0 0 1 2 Department Blocks established constructed and - 232 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 equipped No. of Rehabilitative 0 0 0 0 1 2 Blocks equipped Theatres Constructed No. of theatres 2 0 1 2 0 1 and Equipped established and equipped Ongoing Health No. of on going health 30 20 0 20 0 0 facilities completed facilities completed and equipped Maternity Units No. of 300-Bed 1 0 0 1 0 0 Completed and Capacity Maternity Equipped Units Completed No. of 300-Bed 0 0 0 1 1 0 Capacity Maternity Units equipped No. of Maternity 0 10 5 7 units/ wards Completed No of maternity units 0 12 5 3 equipped No. Of standard 0 0 0 0 0 5 Maternity Units established and equipped Modern Out-Patient No of Modern Out- 0 0 2 0 5 20 units Constructed and Patient units Equipped established and equipped Health facilities No. Of health facilities 35 5 7 6 renovated renovated County Health No. Of County Health 1 0 0 0 1 0 Management Team No. Of Management Offices Constructed Team Offices - 233 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 established Security fence and gate No. Of Security fence 0 0 0 0 0 4 constructed constructed No. Of Security Gates 2 2 0 0 0 8 Constructed No. Of Perimeter walls 0 0 0 0 0 1 constructed Oxygen Plant No. Of oxygen plants 1 0 0 0 5 1 Established established Eye unit established No. of eye units 1 1 1 0 0 1 established No. of eye units 1 1 0 0 0 0 equipped Laboratories No. of Laboratories 0 0 0 1 0 1 constructed and established equipped No. of laboratories 0 0 0 0 1 0 completed Laboratory equipment No. Of Laboratories 10 5 0 3 1 4 procured equipped Water system installed No. of water systems 0 0 0 0 0 0 installed Blood bank completed No.of blood bank 0 0 0 1 0 0 completed and equipped - 234 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Radiology units No. of radiology units 0 0 0 1 1 1 constructed established Radiology services No. of digital x-rays 5 2 2 7 provided machines procured and installed No of ultra-sound 0 0 0 9 machined procured Staff houses No. of staff houses 0 0 0 1 0 0 constructed constructed Commodity store No. of commodity 0 0 0 1 0 0 Constructed stores constructed Isolation unit No. of isolation units 0 0 0 0 1 0 established established Mental units No. of mental units 1 0 1 1 0 0 constructed established Establishment of No. Of dental units 0 0 0 0 2 2 dental units established Youth friendly units %of health facilities 10 7 0 0 1 2 established with functional youth friendly units Upgrading No. Of Dispensaries 0 0 0 0 15 8 Dispensaries to Health upgraded to health Centres facilities - 235 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 disability friendly No. of health facilities 10 2 0 0 2 2 toilets established with disability friendly toilets Vehicles procured No of vehicles 0 0 0 2 2 2 procured Mortuary constructed No. of mortuaries 0 0 0 0 2 established Mortuary equipped No. of Mortuaries 0 0 0 0 0 1 Equipped Programme: Primary Health Care Services Objective: Quality health services provided Outcome: Health population Primary health Community units Number of functional 354 354 354 354 11 0 care services provided Community Health Units Number of functional 0 0 0 10 10 10 primary care networks (PCNs) No of sub county 10 0 0 10 10 10 health management team trained on PHC package No of health facility 154 0 0 154 0 154 in-charges trained on PHC package No of CHVs trained on 3256 0 0 0 3,516 0 PHC package No. of support 12 12 0 12 12 12 supervision done - 236 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Support to Mobile % support provided to 100 100 100 100 100 100 health services beyond zero Dispensaries and % of pharmaceuticals 100 30 100 100 100 100 Health centres services provided provided % of non- 100 35 100 100 100 100 pharmaceuticals provided % of laboratory 100 15 100 100 100 100 materials provided % of nutritional 100 10 100 100 100 100 materials provided Operationalization of Special clinics 0 0 0 9 9 9 Specialized Clinics in operationalized health centres Support supervision Quarterly Sub County 0 0 0 4 4 4 carried out support supervision done Quarterly County 0 0 0 4 4 4 Support Supervision Programme: Curative and Rehabilitative Health Services Objective: To provide quality health services Outcome: Improved health services Curative Health Hospital level services % of pharmaceuticals 100 30 100 100 100 100 Services provided provided - 237 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Average % order refill 100 80 100 100 100 100 rate for 22 tracer medicines by quantity Average % Order fill 100 80 100 100 100 100 rate of the 23 tracer medical supplies by quantity Average % Order fill 100 80 100 100 100 100 rate of the 14-tracer laboratory diagnostic supplies by quantity Proportion of Health 40 35 25 20 20 20 facilities with stock out of any of the 22 tracer medicines for 7 consecutive days in a month. % of Health facilities 35 30 30 25 20 15 with stock out of any of the 14-tracer laboratory supplies for 7 consecutive days in a month. Average % order refill 100 80 100 100 100 100 rate for 22 tracer medicines by quantity % of hospitals with 100 100 100 100 100 7 functional Medicines and Therapeutic Committees % of non- 100 30 100 100 100 100 pharmaceuticals provided - 238 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 % of laboratory 100 25 100 100 100 100 materials provided % of nutritional 100 10 100 100 100 100 materials provided % of Radiology 100 50 100 100 100 100 products provided % of dental 100 20 100 100 100 100 commodities provided % of eye commodities 100 10 100 100 100 100 provided % of renal 100 10 100 100 100 100 commodities provided % of patients treated in 100 80 100 100 100 100 outpatients department Number of new 100 0.3 100 100 95 90 Outpatients with mental health conditions per 100,000 patients Number of new 10 2,000 1,800 1,600 Outpatients diagnosed with high blood pressure per 100,000 Patients Number of new 10 650 600 580 Outpatients diagnosed with Diabetes per 100,000 patients Malaria requests %. of malaria requests 100 100 89 90 92 95 conducted reduced conducted - 239 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Malaria patients No. of malaria positive 1,896,735 1,801,898 1,711,803 1,626,213 treated cases treated Under 5 children No. of under 5 children 1,252,227 1,189,616 1,130,135 1,073,628 treated of malaria treated for malaria Pregnant mothers No of pregnant women 86,881 82,537 78,410 74,490 treated of malaria treated for malaria Blood and blood % of Blood and blood 100 50 100 100 100 100 products acquired products acquired Patients transfused % of patients seeking 100 50 100 100 100 100 blood transfusion and transfused Diagnosis done % of patients seeking 10 5.8 5.8 10 20 25 blood culture and culture done Blood sugar tests % of patients seeking 100 53 53 60 100 100 conducted blood sugar tests tested Renal tests conducted % of patients seeking 100 5 7.6 100 100 100 renal functional tests tested Liver tests conducted % of patients seeking 100 3 3.1 5 100 100 liver functional tests tested Sickle cell tests % of patients seeking 100 10 12.7 15 17 20 conducted sickle cell tests tested - 240 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Maternal and Maternal and child No. of maternal, child 2 2 2 2 Child Health equipment procured equipment procured (cryotherapy machines, incubators, BP machines, Doppler machine, portable ultrasound machines , bioe electric impendance assay machines procured Maternal and child % of Maternal and 100 50 100 100 100 100 equipment maintained child equipment maintained Skilled deliveries (%). of skilled 100 88 89 89 90 90 conducted deliveries conducted 4th antenatal visits % of mothers 100 50 52 55 57 60 completing 4th antenatal visits New-borns with low No of new-borns with 2,000 1,500 1,000 1,000 birth weight born low birth weight Facility based maternal No. of facility based 46 40 30 20 deaths maternal deaths Maternal death audited %. of maternal death 100 100 100 100 100 100 audited Perinatal deaths No of perinatal deaths 275 250 0 0 recorded Perinatal deaths % of perinatal deaths 100 30 36 100 100 100 audited audited - 241 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Women of % of women of 100 45 45 48 50 52 reproductive age reproductive age receiving family receiving family planning commodities. planning commodities. Children under 1 year (%) Of children under 100 80 80 85 90 95 of age fully immunized 1 year of age fully immunized Nutrition Children under five % of children under 100 30 33.9 40 45 50 services attending child welfare five attending child clinics for growth welfare clinics for monitoring growth monitoring Stunted children %of children who are 25 24.4 24.4 20 18 15 recorded stunted Under -weight children % of under -weight 10 9 9 8 7 6 recorded children Wasted Children % of children wasted 2 1.8 1.8 1.5 1 1 recorded children Vitamin A supplement No of children given 234,640 242,482 249,998 267,748 availed to children vitamin A supplement Pregnant women in No/ of pregnant 62,061 62,061 63,918 65,900 67,942 receiving iron and folic women in need of iron acid supplements and folic acid supplements are given - 242 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Rehabilitative Disability cases Proportion of disability 100 60 60 70 75 80 health services managed cases screened Disability cases No. of Disabilities 2000 ,1500 2,000 2,500 identified identified Disability cases % of identified 100 100 100 100 100 100 rehabilitated disability cases rehabilitated Disability cases % of eligible disability 100 100 100 100 100 100 assessed and assessments presented forwarded to National to National Disability Disability Council Council Disability cases % of eligible disability 100 90 99 100 100 100 assessed and assessments presented forwarded to Director to Director of medical of medical services services Health care workers No of health care 10 5 4 20 20 20 trained on new workers trained on assessment guidelines new assessment guidelines Health care worker No. of health care 10 8 12 20 30 30 trained on Kenyan sign worker trained on language Kenyan sign language Health care worker No. of health care 100 80 200 50 50 50 trained on Disability worker trained on prevention Disability prevention Health care worker No of Health care 50 30 30 60 60 60 sensitizes on disability worker sensitizes on mainstreaming disability mainstreaming - 243 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Disability dialoque No of disability 2 2 2 2 2 2 days held dialoque days Community based No. of community 50 40 40 40 40 40 rehabilitation visits based rehabilitation done visits done Comprehensive health No.of comprehensive 1 0 1 2 2 2 services outreaches health services targeting persons with outreaches targeting disabilities done persons with disabilities Rehabilitative No. of rehabilitative 0 0 0 20 60 3 equipment procured equipment procured Drug and Substance No. of Drug and 3,000 1,600 3,000 5,000 6,000 7,000 abuse cases identified Substance abuse cases and rehabilitated identified and rehabilitated Tuberculosis Tuberculosis % requirement of TB 100 0 100 100 100 100 commodities procured commodities procured Health care workers No. of Health care 50 20 20 100 100 100 trained on TB workers trained on TB Community health No of Community 100 50 100 200 400 400 volunteers/CHEWs health trained on TB volunteers/CHEWs trained on TB TB No. of TB 0 0 4 10 20 50 equipments/machines equipments/machines procured procured Newly diagnosed TB No. of newly 1,500 1,670 1,670 1,800 1,901 2,172 cases diagnosed TB cases TB cases initiated on % of TB cases initiated 100 100 100 100 100 100 treatment on treatment - 244 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 TB patients %TB patients 100 84 84 87 87 87 completing treatment completing treatment % TB Cure rate 89 86 79 87 87 87 Programme: Preventive and Promotive Health Services Objective: Halt and reverse communicable and non-communicable ailments Outcome: Reduced prevalence of communicable and non-communicable ailments Communicable HIV /Aids patients No. of people 350,000 370,000 400,000 diseases counselled receiving counselling and testing for HIV Pregnant women %. of Pregnant women 100 100 100 100 100 counselled and tested counselled and tested for HIV for HIV ARV‟s availed to % of HIV+ pregnant 100 97 100 100 100 100 HIV+ pregnant mothers receiving mothers preventive ARV‟s to reduce risk of mother to child transmission (PMTCT) HIV exposed infants % of HIV exposed - 18 18 15 12 10 testing negative after infants testing negative 18 months after 18 months(HEI) ARVs availed to HIV % Of eligible HIV 100 83.2 95 95 95 clients clients on ARVs - 245 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Malaria control LLITN provided to No. of LLITN 53,076 58,200 60,004 61,864 under 1 year provided to under 1 year pregnant women %. of pregnant women 100 100 100 100 100 63,937 issued with LLTN issued with LLTN health facilities %. of health facilities 10 10 10 154 154 154 fumigated fumigated Quality food Food samples No. of food samples 848 848 848 848 848 848 and water collected and tested collected and tested hygiene Food handlers No. of medical 48,870 5,399 5,399 48,870 48,870 48,870 examined examination for food handlers Done Premises inspected No. of premises 48,870 2,943 18,342 48,870 48,870 48,870 inspected Food hygiene licences No. of food hygiene 48,870 2,943 2,943 48,870 48,870 48,870 issued licenses issued Water samples No. of water samples 39 39 39 39 39 39 collected and tested collected and tested Water source No. of water source 50 39 39 39 39 39 investigation done investigation done Medical examination No. of medical 0 0 0 2,000 2,000 2,000 certificate books examination certificate procured books procured Medical food hygiene No. of medical food 0 0 0 2,000 2,000 2,000 books procured hygiene books procured - 246 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Deworming services No. of adults 635,659 535,659 535,659 832,217 858,015 884,614 provided dewormed School children No. of School children 664,341 664,341 664,341 664,341 664,341 dewormed dewormed County advocacy No. of County 10 0 5 45 45 45 meetings on advocacy meetings on deworming services deworming services done done School health Adolescent services No of adolescents 2,839 3,000 3,200 3,500 provided seeking reproductive health services Family Planning % of family Planning 100 25 29 30 35 40 commodities availed to commodities utilized adolescents by adolescents School education No. of educational 8 0 8 8 8 8 session conducted sessions for adolescents in schools conducted Teenage pregnancy % reduction in teenage 40 35 35 35 30 25 reduced pregnancy Disease Disease surveillance No. of emergence 154 154 154 154 surveillance undertaken teams established Emergency drills No. of emergency 9 9 1 9 9 9 conducted drills conducted Disease outbreaks No. of disease 1 1 1 0 0 0 investigated and outbreaks investigated responded to within 48 and responded to hours of notification within 48 hours of notification Neglected Jigger Household %. of Households 100 0 0 20 30 40 tropical fumigated being fumigated for diseases Jiggers - 247 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Community dialogue No. of community 1,312 1,378 1,378 1,378 on jigger held dialogue days held on jigger management Institutions fumigated No. of institutions 10 10 10 100 100 100 fumigated Health staff sensitized No.of health staff 0 0 100 200 200 200 sensitized on neglected tropical diseases (Soil helminthes, cystomiasis, hookworm and rabies) CHVs sensitized No. of CHVs 0 0 50 200 300 400 sensitized on neglected tropical diseases Radio talks held No. of radio talks on 0 0 10 12 12 12 tropical neglected diseases Non Women of %of Women of 100 3.5 3.5 3.5 4.5 6 communicable reproductive age reproductive age diseases screened for cervical screened cervical cancer cancer cervical cancer cases %of identified cervical 100 25 100 100 100 100 managed cancer cases managed male screened for % of male screened for 100 100 100 100 100 prostate cancer prostate cancer prostate cancer cases No. of prostate cancer 2,000 2,000 3,000 4,000 identified cases identified Hypertension cases %of Hypertension 100 100 100 100 screened cases screened Hypertension cases No. of Hypertension 85,000 90,000 100,000 identified and cases identified and managed managed - 248 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Diabetes cases %of Diabetes cases 100 100 100 100 screened screened Diabetes cases No. of Diabetes cases 40,000 45,000 50,000 identified and identified and managed managed Gender Health workers No.of health workers 100 100 100 200 200 200 mainstreaming sensitized on Gender sensitized on Gender Based Violence(GBV) Based Violence(GBV) CHVs sensitized on No. of CHVs 100 0 160 500 1000 1500 GBV sensitized on GBV School Health GBV No. of school based 389 389 389 1504 1504 1504 talks conducted health talks on GBV Public prosecution No of public 1 0 36 100 100 100 officers sensitizes on prosecution officers GBV sensitizes on GBV World health Malaria day event held No. of Malaria day 1 1 1 1 1 1 events event held TB day events held No. of TB day events 1 1 1 1 1 1 held World AIDs day held No. of World AIDs 1 1 1 1 1 1 day held Malezi Bora events No. of Malezi Bora 1 1 2 2 1 1 held events held World Breast feeding No. of World Breast 1 1 1 1 1 1 events held feeding events held cancer day events held No. of cancer day 1 1 1 1 1 1 events held of Mental day events No. of Mental day 1 1 1 1 1 1 held events held - 249 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 world hypertension No. of world 1 1 1 1 1 1 day events held hypertension day events held world diabetes day No. of world diabetes 1 1 1 1 1 1 events held day events held of world toilet day No. of world toilet day 1 1 1 1 1 1 events held events held world premature baby No. of world 1 1 1 1 1 1 day events held premature baby day events held world anti-obesity day No. of world anti- 1 0 1 1 1 1 events held obesity day events held of world Immunization No. of world 1 0 1 1 1 1 week Immunization week world tobacco day No. of world tobacco 1 1 1 1 1 1 events held day events held world blood donor day No. of world blood 1 0 1 1 1 1 events held donor day events held world hepatitis day No. of world hepatitis 1 1 1 1 1 1 events held day events held world disability week No. of world disability 1 1 1 1 1 1 events held day events held contraceptive day No. of contraceptive 1 0 1 1 1 1 events held day events held - 250 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 World adolescent day No.of world adolescent 1 0 1 1 1 1 held day events held World physiotherapist No.of world 1 0 1 1 1 1 day week held physiotherapist week held hand washing day No. of hand washing 1 1 1 1 1 1 events held day events held Nurses week held No. of nurses week 1 0 1 1 1 1 events held Malaria radio talks No. of malaria radio 12 12 12 12 12 12 held talks held Program: Specialised Medical Services Objective :Provide specialized health services in the county Outcome: Reduced out of county specialized health services referrals Provision of Upgrading of one level No. of level 5 hospitals 0 0 0 1 - - specialised four health facility to established services Level 5 hospital established % of completion level 0 0 0 10 25 50 5 hospital CT scan machines No. of CT scan 1 0 0 0 2 0 procured machines procured MRI machine Procurement of MRI 1 0 0 0 0 1 machine Renal unit established No. of Renal units 0 0 1 1 established Hematology machines No. of functional 0 0 11 2 2 3 procured Hematology machines in place - 251 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Clinical chemistry Clinical chemistry 0 0 9 5 5 5 analyser machines analyser machines procured procured Operationalization of No. of Specialized 0 0 1 3 3 3 Specialized Clinics Clinics operationalized Doctors plaza No. of Doctors plaza 1 0 0 0 1 1 established established ICU Units established No. of ICU units 0 0 1 1 established Expatriate health Number of expatriates 2 2 2 2 2 2 specialists supported health specialists working in the county Number of housing 2 2 2 2 2 2 units provided Number of security 2 2 2 2 2 2 personnel deployed Referral Ambulance service No. of ambulance 4 4 1 0 0 3 Services vehicles procured service vehicles procured Ambulance call centre No. of ambulance call 0 0 1 1 established centres established - 252 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Client parameter % availability of client 100 100 100 100 100 100 movement services parameter movement availed services Recommended % of specimens 100 100 100 100 100 100 specimens referred referred as recommended Programme: Sanitation Management Objective: To Provide Improved Sanitation Outcome: Improved Sanitation Public Health workers Number of health care 0 0 50 100 200 300 Sanitation sensitized providers trained on Services risk communication and community engagement Radio talks held No. of radio talks 25 20 25 25 25 25 TV shows conducted No.of TV shows 0 0 10 10 10 10 conducted Health education No. of health 500 489 489 500 500 500 sessions held education sessions conducted Advocacy conducted No.of advocacy groups 100 20 80 100 100 100 engaged School health program No.of school 200 0 200 200 enhanced outreaches conducted School clubs No. of functional 860 0 758 860 860 860 established school health clubs - 253 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Menstrual Hygiene No.of community 0 0 0 150 150 150 dialogues conducted dialogues on Menstrual Hygiene Management(MHM) Health staff trained No. of staff trained on 0 0 0 200 300 300 MHM Menstrual hygiene % of girls receiving 0 0 0 30 45 50 Commodities availed Menstrual hygiene to Girls Commodities Health staff trained % of health staff 0 0 0 10 15 20 trained on market based sanitation Hand washing % of Households with 100 94.80% 94.80% 95% 95% 95% facilities availed to hand washing facilities households Households using % of households using 100 64.9 % 64.9 % 80 % 85% 90% improved sanitation improved sanitation facilities facilities School Health ECD centers assessed No. of ECD centers 860 0 860 860 860 860 assessed ECD centers Equipped No. of ECD centers 860 0 860 860 860 860 wash hand facilities Equipped wash hand facilities ECD hand wash % of ECD hand wash 100 100 NA 100 100 100 facilities maintained facilities maintained ECD teachers No. of ECD teachers 1,800 1,800 1,800 1,800 1,800 1,800 sensitized on hand sensitized on hand washing washing Market Fungicides procured No. of markets 40 30 10 10 10 10 sanitation fumigated - 254 - Sub Program Delivery Output KPI Target Actual Target Year Year Year Unit 2021/22 Achievements Baseline 2023/2024 2024/25 2025/26 2021/22 2022/23 Staff quarters No of staff quarters 20 10 6 6 6 6 fumigated fumigated Feasibility study No. of feasibility study 1 0 0 1 0 0 conducted Feasibility reports No. of feasibility 0 0 0 1 0 0 produced reports produced Disposable bin %. of health facilities 100 100 100 100 100 100 procured with waste disposal bins Sanitation Modern Toilets No of modern toilets 30 7 10 11 Infrastructure Constructed constructed in markets places Septic Tanks No. Septic Tanks 1 0 0 2 Constructed Constructed Incinerators No. of incinerators 0 0 0 0 0 0 Constructed constructed Burning Chambers No. Burning Chambers 0 0 0 0 0 2 Constructed Constructed 5.1.3 Roads and Public Works Sub- Delivery Key Outputs Key Target Actual Target(Baseline) Target Target Target programme unit performance 2020/21 achievement 2021/22 2022/23 2023/24 2024/25 indicators 2020/21 Programme 1: General Administration Planning and Support Services SP 1.1: County Staff No. Of Months 142 100% 142 100% Compensation to HQ remunerated remunerated employees Staff Promoted % of Staff due 7 No. 100% 100% for promotion Promoted SP 1.2: Staff Staff Trained No. Of Staff 30 42 30 30 - 255 - Sub- Delivery Key Outputs Key Target Actual Target(Baseline) Target Target Target programme unit performance 2020/21 achievement 2021/22 2022/23 2023/24 2024/25 indicators 2020/21 Training and on Technical trained on Development Skills technical skills Staff Trained No. Of Staff 5 4 3 3 on Senior trained on Management senior Skills management skills Staff Trained No. Of Staff 5 1 0 2 2 on Strategic trained on Leadership Strategic Leadership Staff Trained No. Of Staff 10 4 4 4 on Supervisory trained on Skills Supervisory Skills Staff Trained No. Of Staff 5 1 3 3 on Secretarial Trained on Skills Secretarial Skills Staff Hired No. Of Staff - 0 5 5 hired Programme 2: Transport Infrastructure Development and Management SP 2.1: Urban Urban Roads No. Of KMs of 10 5.4 10 10 Roads upgraded to urban roads bitumen upgraded to standards bitumen standards Urban Roads No. of KMs of 2 1.5 2.5 0 upgraded to Urban Roads Dual Carriage upgraded to Way Dual Carriage Way SP 2.2: Rural Rural Roads No. Of Km 10 0 10 10 Roads upgraded to Upgraded bitumen standards - 256 - Sub- Delivery Key Outputs Key Target Actual Target(Baseline) Target Target Target programme unit performance 2020/21 achievement 2021/22 2022/23 2023/24 2024/25 indicators 2020/21 Gravel Roads No. Of KM of 100 117.3 100 100 Maintained gravel Roads (sub County) Maintained SP 2.3: Bridges Drainage Lines No. Of KM of 10 0.06 10 10 and Drainage Constructed Drainage Lines Lines Constructed Bridges No. Of bridges 2 0 2 3 Constructed Constructed Box Culverts No. Of Box 5 12 6 6 Constructed Culverts Constructed SP 2.4: Ward Ward Roads Number of Km 450 386.80 450 450 Roads opened and of Ward Roads maintained Opened and Maintained Gravel Pits No. Of gravel 10 0 10 10 Leased pits leased Programme 3: Public Safety and Transport Operations SP 3.1: Fire Risk Fire station No. Of fire 1 0 0 1 Management constructed stations completed Fire Engines No (Sets) 0 0 1 0 and Delivered Ambulances Purchased Furnishing of No of fire 0 1 0 0 fire station stations equipped SP 3.2: Fire Risk Fire hydrants No. Of fire 5 0 5 0 Management installed hydrants installed and working Solar Powered No. Of solar 1 0 10 10 Street lights powered street installed lights installed and working - 257 - Sub- Delivery Key Outputs Key Target Actual Target(Baseline) Target Target Target programme unit performance 2020/21 achievement 2021/22 2022/23 2023/24 2024/25 indicators 2020/21 SP 3.3: Parking (Slip) No. of Parking 2 0 1 0 Transport Safety Lanes lanes Constructed Completed Pedestrian No. of KMs of 10 0 10 10 Walk Ways Pedestrian Constructed Walkways Constructed Foot Bridges No. of 2 0 0 1 Constructed footbridges Constructed Black spot No. Of black 1 1 1 1 areas spot areas transformed to transformed to white spots white spots Programme 4: Building Standards and Other Civil Works SP 4.1: Staff Trained No. of Staff 10 0 10 10 Infrastructure on Building trained on Quality Standards Building Assurance standards Contractors No. of 200 0 200 200 sensitized on Contractors Building sensitized on standards Building standards Projects % of Projects 100 100% 100 100 Assesed for assessed for Quality quality 5.1.4 Trade, Energy and Industrialization Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 Programme 1;General Administration, Planning and Support Services Objective: To Enhance institutional efficiency and effectiveness in service delivery - 258 - Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 Outcome: Enhanced institutional efficiency and effectiveness in service delivery Planning and Planning and Finance Efficien No. of 5 5 5 5 5 5 Support t and Sectional Services effectiv plans e developed services No. of 1 1 1 1 1 1 offered Individual Work Plan No. of M&E 4 4 4 4 4 4 reports developed Number of - - 1 - - - CIDPs developed Number of - - - - - 1 CIDPs reviewed Human Human Number of 4 0 4 3 3 3 Resource Resource/Administratio staff development n promoted and Number of 1 1 1 1 1 1 Management Team Building and Service Delivery reports generated Number of 7 0 7 10 10 10 staff trained on professional courses Number of 20 0 20 20 20 20 staff subscribed to - 259 - Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 professional bodies Number of 1 1 1 1 1 1 staff appraisal exercise undertaken Administrativ Administration Proportion of 20% 0 15% 15% 15% 20% e Services modern working tools, adequate space and safety provided Number of - - - - - 1 Motor Vehicles procured Programme 2: Trade and Enterprise Development Objective: To enforce fair trade practices and increase trade and investment opportunities Outcome: Enhanced trading and investment activities Fair Trade practices Trade Fair trade No. of Calibrated 87 87 87 87 87 87 and Consumer practices working standards protection and and Inspector‟s consumer testing equipment protection No. of Verified and 2000 913 2100 2000 2200 2,400 framewor stamped weighing k & measuring prepared equipment No. of traders 500 370 500 600 700 700 sensitized on fair trade practices and consumer protection Number of cases 6 15 6 4 8 10 - 260 - Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 investigated and prosecuted Amount of A.I.A 892,500 813,26 1,000,000 1,100,000 1,200,000 1,300,000 collected 0 Number of - - - - 1 - metrology labs constructed Business Trade Business Number of business - - - - - 1 development operations mapping exercises services developed conducted and Number of MSMEs 500 0 500 - 2,500 2,800 managed trained Number of MSMEs 50 0 50 50 50 50 linked to potential partners Trading Number of 4 1 4 3 3 3 Events exhibitions and observed trade fair events attended Number of 10 8 10 15 15 15 exhibitors supported Number of business - - - - 1 1 incubation centres established Number of business - - - - 2 2 information centres established Number of 1 1 1 1 1 1 Devolution conferences held Access to credit Trade Enhanced Number of sessions 2 0 2 2 2 2 finance/Business access to held on loan Loans business disbursement to loans beneficiaries Amount of loans 60,000,00 0 60,000,00 100,000,00 45,000,00 45,000,00 - 261 - Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 disbursed to traders 0 0 0 0 0 No. of loan 3,200 0 3,400 3,000 2,000 2,200 beneficiaries awarded and trained Amount of loans 12,000,00 0 12,000,00 54,000,000 64,000,00 74,000,00 recovered from 0 0 0 0 defaulters No. of sessions for 12 5 12 12 12 12 follow up on Loan defaulters No. of Impact 1 0 1 1 1 1 assessments conducted Percentage of - - - - 100% - County Funds amalgamated Number of business - - - - 60 70 groups identified, trained and empowered Percentage of - - - 100% 100% 100% policies and regulations on business loan enforced Number of village - - - - 76 100 trade loan committees constituted Number of motor - - - 3 3 3 cycles procured Programme 3: Market Infrastructure Development, and Management Objective: To improve Markets infrastructure and Business Environment Outcome: Improved Market Infrastructure access and Business Environment - 262 - Programme Delivery Unit Key Key Target Actual Target Target outputs performanc Achievement (Baseline) e indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 Development of market Trade Market No. of Modern 500 0 500 110 110 110 infrastructure infrastructure Market stalls developed constructed No. Of market 10 0 10 3 3 3 sheds constructed No. of Tier one - - - - - 1 markets constructed No. of cold - - - 3 3 3 storage infrastructures developed No. of Ultra - - - - 1 - Modern Market Infrastructures developed No of market 5 0 5 10 10 10 management committees formed No of market - - - - 45 55 management committees trained Percentage of - - - 100 100 100 market regulations enforced No. of boda 20 20 15 12 12 12 boda sheds constructed Energy - 263 - Programme Delivery Unit Key Key Target Actual Target Target outputs performance Achievement (Baseline) indicators 2021/22 2021/22 2022/23 2023/24 2024/25 2025/26 Programme Name: General Administration, Planning and Support Services Planning and Planning and Finance Efficient No. of 5 5 5 5 5 5 Support and Sectional plans Services effective developed services No. of 1 1 1 1 1 1 offered Individual Work Plan No. of M&E 4 - 4 4 4 4 reports developed Number of - - 1 - - - CIDPs developed Number of - - - - - 1 CIDPs reviewed Human Human Number of staff - - - 2 1 1 Resource Resource/Administration promoted development Number of 1 1 1 1 1 1 and Team Building Management and Service Delivery reports generated Number of staff 2 - - 3 2 2 trained on professional courses Number of staff 5 0 5 5 5 5 subscribed to professional bodies Number of staff 1 1 1 1 1 1 appraisal exercise undertaken - 264 - Programme Delivery Unit Key Key Target Actual Target Target outputs performance Achievement (Baseline) indicators 2021/22 2021/22 2022/23 2023/24 2024/25 2025/26 Administrative Administration Proportion of 20% 0 15% 15% 15% 20% Services modern working tools, adequate space and safety provided Number of - - - - - 1 Motor Vehicles procured Programme Name: Energy Access and Industrial Development Energy connectivity and Energy Solar street Number of Solar street 50 19 200 500 600 400 management lights installed lights installed on on markets and markets and other social other social amenities amenities Solar powered Number of Solar 8 14 8 18 18 18 High Mast Flood powered High Mast lights installed Flood lights installed on on markets and markets and other social other social amenities amenities Grid energy Number of Grid energy 540 314 0 250 250 250 lights installed lights installed and and connected connected Transformers Number of transformers 11 0 - 15 10 15 purchased and purchased and installed installed Lighting Frequency of procuring 4 4 4 4 4 4 equipment lighting equipment for procured repair and maintaining lights Lights Frequency of inspecting 12 12 12 12 12 12 maintained and maintaining lights Sub Counties Number of Sub - - - 2 2 2 sensitizes on the Counties sensitizes on - 265 - Programme Delivery Unit Key Key Target Actual Target Target outputs performance Achievement (Baseline) indicators 2021/22 2021/22 2022/23 2023/24 2024/25 2025/26 importance of the importance of maintaining maintaining functional functional lighting system lighting system Renewable Energy Mini-Hydro- Number of Mini-Hydro- - - - - 1 - Development and electric power electric power station Management station established established Energy Number of Energy - - - - 2 2 Demonstration Demonstration centres centres established established Awareness Number of awareness - - - 1 1 1 programmes on programmes on alternative alternative sources of sources of energy conducted energy conducted Energy Number of Energy - - - 4 4 4 stakeholder stakeholder meetings on meetings on renewable energy held renewable energy held Energy master Number of Energy - - 1 - 1 - plan developed master plan developed and reviewed Energy Number of Energy - - - - 1 - databases databases developed developed Energy Number of Energy - - - - - 1 databases databases reviewed reviewed - 266 - Industrialization Programme Delivery Unit Key Key Target Actual Target (Baseline) Target outputs performance Achievement indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 Programme Name: General Administration, Planning and Support Services Planning and Planning and Finance Efficient No. of 5 5 5 5 5 5 Support and Sectional Services effective plans services developed offered No. of - - - 1 1 1 Individual Work Plan No. of M&E - - - 1 1 1 reports developed Number of - - 1 - - - CIDPs developed Number of - - - - - 1 CIDPs reviewed Human Human Number of 3 0 4 4 2 1 Resource Resource/Administratio staff development n recruited and Number of - - - - 4 2 Management staff trained on professional courses Number of - - - - 4 2 staff subscribed to professional bodies - 267 - Programme Delivery Unit Key Key Target Actual Target (Baseline) Target outputs performance Achievement indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 Number of - - - - 1 1 staff appraisal exercise undertaken Administrativ Administration Proportion of - - - 15% 15% 20% e Services modern working tools, adequate space and safety provided Number of - - - - - 1 Motor Vehicles procured Programme Name: Industrial Investment and Development Sub Programme Delivery Key outputs Key performance Target Actual Target Target Unit indicators Achievemen (Baseline t ) 2021/2 2021/22 2022/23 2023/2 2024/2 2025/2 2 4 5 6 Industrial Development and Industry Cottage Number of cottage - - - 7 5 5 Management industries industries equipped equipped and and operationalized operationalize d CIDCs Number of CIDCs 1 0 1 - 2 - equipped and equipped and operationalize operationalized d Farmers Number of farmers - - - 600 600 600 sensitized on sensitized on value value added added products - 268 - Programme Delivery Unit Key Key Target Actual Target (Baseline) Target outputs performance Achievement indicators 2021/2 2021/22 2022/23 2023/24 2024/25 2025/26 2 products PBGs profiled, Number of PBGs - - - 45 45 45 registered and profiled, registered strengthened and strengthened OVOP groups Number of OVOP - - - - 200 150 trained and groups trained and linked to the linked to the market market Industrial park Percentage of 20 - 20 10 30 30 completed completion of industrial park in Webuye SME parks Number of SME 3 0 4 - 1 3 established parks established Investment Number of 1 0 - - - 1 conferences investment held conferences held Resource Percentage of - - - 10 30 30 endowments resource endowments and and opportunities opportunities mapped mapped 5.1.5 Lands, Urban, Physical Planning, Housing and Municipalities Lands, Urban and Physical Planning Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 Programme 1; General Administration, Planning and Support Services Policy and Legal Department of Policies Number of 2 1 1 1 2 2 Framework Lands, Urban formulated policies and - 269 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 and Physical formulated Planning Bills legislated Number of bills 2 0 2 2 - drafted Administrative Offices renovated Number of 0 0 0 1 1 1 and support offices services renovated Utilities provided Proportion of 0 0 0 100 100 100 Utilities provided Motor vehicles Number of 0 0 0 1 1 1 procured Motor Vehicles procured Motor Cycles Number of 0 0 0 5 5 5 Procured Motor Cycles procured Planning and Department of M&E activities Number of 4 4 4 4 4 4 Financial Lands, Urban undertaken M&E activities Management and Physical undertaken Planning Planning Number of 0 0 0 4 4 4 documents Planning prepared documents prepared Budget Number of 0 0 0 6 6 6 documents budget prepared documents prepared - 270 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 Human resource Department of Staff trained No. of staff 15 5 16 10 20 30 development and Lands, Urban trained management and Physical Staff subscribed No. of staff 20 4 20 20 10 10 Planning to professional subscribed to bodies professional bodies Staff promoted No of staff 30 15 30 10 10 10 promoted Staff recruited Number of staff 0 0 0 6 10 10 recruited HRM Committee Number of 0 0 0 12 12 12 meetings held HRM committee meetings held Training Needs Number of 0 0 0 1 1 1 Assessments Training Needs Undertaken Assessments undertaken Sector Department of Sector Number of 0 0 0 1 Coordination Lands, Urban stakeholder sector and Physical coordination stakeholder Planning framework coordination established framework established Stakeholder Number of 0 0 0 4 4 4 meetings held stakeholder meetings held Land boards Number of land 2 2 2 9 - - established boards - 271 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 established Land board Number of land 12 12 12 12 12 12 meetings held board meetings held Programme 2: Land Resource Management and Survey Outcome: Established survey/Cadastre register of all government land and Mon mentation of survey controls into National Geodetic Network Department of GIS Labs Number of GIS 12 12 1 12 12 12 Survey services Lands, Urban established Labs established and Physical (Networking) (Networking) Planning Government land Proportion of 100 0 100 100 150 200 surveyed government land surveyed Land boundary Proportion of 100 100 100 100 100 100 and ownership land boundary disputes resolved and ownership disputes resolved Wards with Proportion of 100 100 100 100 100 100 Geodetic controls wards with in place Geodetic controls in place Geodetic tracker Number of 1 0 1 1 1 vehicles geodetic tracker purchased vehicles purchased Survey offices Number of 1 - 1 - 19 renovated and survey offices - 272 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 extended renovated and extended Lands Department of Community Number of 9 9 9 9 9 9 Administration Lands, Urban sensitization fora Community Services and Physical on land sensitization fora Planning registration on land processes held registration processes held Capacity building Number of 0 0 0 4 5 9 workshops of Capacity land building administration workshops held structures held sensitization fora Number of 9 9 9 9 9 9 of the community sensitization and other actors fora‟s held on dispute resolution mechanisms held Mapping of land Number of 0 0 0 1 2 3 resources Mapping of land initiatives resources undertaken initiatives undertaken Community Number of 1 1 1 1 2 3 sensitization fora Community on land market sensitization fora operations held on land market - 273 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 operations held Capacity building Number of 0 0 0 1 2 3 initiatives of Capacity enforcement building officers on land initiatives of laws and physical enforcement plans held officers on land laws and physical plans held Community Number of 0 0 0 3 5 5 sensitization fora community on land lease sensitization fora agreement on land lease protection agreement measures held protection measures held Community Number of 0 0 0 9 9 9 sensitization fora community on existing land sensitization fora policies and laws on existing land held policies and laws held Community Number of 0 0 0 30 100 200 sensitization fora community held to promote sensitization land held consolidation for efficient - 274 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 production Government land Proportion of 100 100 100 100 100 100 with title deeds government land with title deeds Lands services Proportion of 0 0 20 50 100 100 digitalized Lands Registry Services digitalized (search requisition, title deeds, maps, valuation estimates) Land acquired for Acres of land 0 0 0 5 10 15 go-downs acquired for go- downs Land purchased Acres of land 5 5 5 25 5 5 for fire station purchased for construction of Kapsokwony Fire Station Land purchased Acres of land 10 10 10 10 for land bank purchased for land bank Land purchased Acres of land 0 0 20 50 5 dumpsite purchased for Bungoma, Webuye, - 275 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 Chwele and Kimilili dumpsite Land purchased Acres of land 0 0 0 3 5 10 for trailer park purchased for trailer park along at Kanduyi along Webuye-Malaba highway Land purchased Acres of land 0 0 0 100 10 10 for recreation purchased for park centre in recreation park urban centres centres in urban centres Land purchased Acres of land 10 10 10 10 10 10 for industrial park purchased for industrial parks Land purchased Acres of land 0 0 0 9 9 9 for housing in purchased for urban areas housing in urban areas Physical and Land Department of Physical and land No. of physical 8 10 10 10 10 10 Use Planning Lands, Urban use plans and land use and Physical developed plans developed Planning Physical and land No. of physical 3 3 3 2 2 2 use plans and land use - 276 - Sub Programme Delivery unit Key Outputs Key Target Actual Target Target Target Target performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 reviewed plans reviewed Development Number of 1 1 1 1 1 1 control tools development prepared control tools prepared Enforcement Number of 0 0 0 2 3 4 officers‟ training training meetings meetings organized on organized compliance to physical plans Improve land Number of 6 0 6 8 5 rates collection valuation rolls and reduce prepared conflict as a result of unjustified land rate charges Construction of Number of 10 0 12 6 3 3 storm water designs for drainage and storm water maintenance drainages Number of 3 0 12 6 3 3 towns with water drainages constructed Housing - 277 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Programme 1: General administration planning and support services. Outcome: SP 1.1: Human Department Staff promoted Number of staff 13 5 5 8 8 4 resource of Housing promoted based management on performance Department Staff employed Number of staff 6 - 12 12 15 - of Housing employed to increase service delivery Department Staff subscribed Proportion of - - - 100% 100% 100% of Housing to professional staff subscribed to bodies professional bodies Department HRM Committee Number of HRM - - 12 12 12 12 of Housing meetings held committee meetings held Department Training Needs Number of - - 1 1 1 1 of Housing Assessments Training Needs Undertaken Assessments undertaken Planning and Department Strategic plan Number of 1 - 1 1 1 1 Financial of Housing formulated and reviews Management reviewed Department M&E activities Number of M&E 4 4 4 4 4 4 of Housing undertaken activities undertaken - 278 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Planning Number of - - 4 4 4 4 documents Planning prepared documents prepared Budget Number of budget - - 6 6 6 6 documents documents prepared prepared Learning Number of 2 - 2 2 3 4 Exchange Learning Visits/programme Exchange Undertaken Visits/programme Undertaken Policy and Department Formulation of Housing bill and 1 1 1 1 - - Legal of Housing Housing Bills and policy Framework Policies Finalization and Implementation Administrative Department Utilities provided Proportion of - - - 100% 100% 100% and support of Housing Utilities provided services Department Construction of Number of office - - - 1 - - of Housing Offices block block constructed Department Administrative Number of 4 4 4 4 4 4 of Housing services quarterly performance reports Capacity Department Trainings Number of 10 4 10 10 12 15 trainings - 279 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Development of Housing conducted conducted Department Workshops held No workshop 6 - 6 6 6 6 of Housing held Department Seminars held No of seminars 4 - 4 4 4 4 of Housing held Sector Department Sector Number of sector - - 1 1 1 1 of Housing stakeholder stakeholder Coordination coordination coordination framework framework established established Stakeholder Number of - - 4 4 4 4 meetings held stakeholder meetings held Programme 2: Housing Development and Human Settlement. Estate Department Valuation Number of 1 - - 1 - - Management of Housing activities valuation undertaken on of activities county undertaken on of government county residential houses government to determine the residential houses market rate of to determine the rent market rate of rent Department Prefeasibility Number of - - 1 1 2 3 - 280 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 of Housing studies for studies conducted constructions of new residential houses Department Updating of Number of 4 4 4 4 4 4 of Housing housing inventory inventories carried out Department Assessment of the Number of 2 2 2 2 2 2 of Housing physical condition surveys of county conducted residential houses Department Security fencing Number of estates 5 1 20 20 25 30 of Housing of estates fenced Department Renovation and Number of houses 60 15 80 80 80 100 of Housing refurbishment of renovated and county residential refurbished houses Department Minor repairs of Number of houses 20 2 150 150 150 200 of Housing county residential repaired houses Department Houses connected Number of houses - - - 20 20 20 of Housing with electricity connected with water and electricity Department Houses connected Number of houses - - - 20 20 20 of Housing to sewer line connected with - 281 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 sewer line Department Pathways Number of estates - - - 20 20 20 of Housing constructed, bush that have clearing and pathways landscaping done constructed, bush cleared and landscaping done Housing Department County residential Number of 24 - 8 16 30 45 Infrastructural of Housing houses housing units Development constructed constructed Department Construction of No of social 90 - 90 90 90 90 of Housing social houses for houses the vulnerable constructed for the vulnerable Department Governors and Number of houses 2 - 2 - - - of Housing deputy governor constructed residential houses constructed Department Affordable houses Number of - - - 4 10 15 of Housing constructed affordable houses constructed (housing scheme) Department Upgrading of No of slum areas 1 - 1 2 2 2 of Housing slum areas upgraded Department Housing master Number of 1 - of Housing plan developed housing master plan developed - 282 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Department Land incentives Acres of Land - - - 5 5 5 of Housing provided for PPP incentives investment in provided for PPP decent and investment in affordable decent and housing affordable housing Department Legal framework Number of legal 1 - - 1 - - of Housing for PPP frameworks for developed PPP in development of decent and affordable housing units in the county formulated Housing Department No. of Financing Housing 3 - 3 4 4 4 Financing of Housing agents Financing Services Services Department Housing incentive Number of 3 - - 1 1 1 of Housing framework housing incentive developed framework developed Department Mortgage Amount of money - - - 500 500 500 of Housing schemes funded allocated for Government funded mortgage schemes for - 283 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 government employees Department Key Stakeholder Number of Key - - - 1 1 1 of Housing meetings held on Stakeholder development of meetings held on affordable development of housing financing affordable products housing financing products by financial institutions such as SACCO‟s, Micro-Finance and banking institutions Department Mapping Number of - - - 1 - - of Housing initiatives of Mapping housing financing initiatives of institutions housing financing undertaken institutions undertaken Department Public Number of Public - - - 9 9 9 of Housing Sensitization fora Sensitization fora on existing on existing affordable affordable housing financing housing financing held held Department No. of identified Identification of 9 - 9 9 12 15 of Housing right and secure right and secure Land Bank Land Bank - 284 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Housing Department ABT centres Number of ABT 9 - - 2 2 2 Technology of Housing established centres Promotion established Department Sensitization fora Number of - - - 2 2 2 of Housing held on sensitization fora establishment of held on housing courses establishment of in local TVET housing courses and VTC in local TVET institutions and VTC institutions Department Capacity building Number of - - - 2 2 2 of Housing initiatives of local Capacity building artisans in initiatives of local affordable artisans in housing affordable technologies held housing technologies held Department Community Number of - - - 9 9 9 of Housing sensitization fora Community held on locally sensitization fora available housing held on locally construction available housing materials construction materials e.g stone, interlocking bricks, etc - 285 - Sub Delivery Key Outputs Key Target Actual Target Target Target Target Programme unit performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/2023 Department Community Number of - - - 9 9 9 of Housing sensitization fora Community held on affordable sensitization fora housing held on affordable technologies housing technologies Department Community Number of - - - 9 9 9 of Housing sensitization fora Community held on sensitization fora Appropriate held on Building Appropriate Materials and Building Technologies Materials and technologies Bungoma Municipality Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 PROGRAMME I: GENERAL ADMINISTRATION, PLANNING AND SUPPORT SERVICES Staff promoted No. of promoted staff 15 4 10 - - 20 Human Bungoma Resource Municipalit Staff employed No. of new staff 50 - 100 50 30 30 Capacity y employed Development Staff subscribed to No. of staff subscribed to 10 3 10 10 15 15 and professional bodies professional bodies Management Trainings conducted No. of trainings 6 3 6 6 6 4 conducted Workshops / No. of workshops 10 6 10 10 10 10 conferences attended attended Staff attending No. of staff attended 15 8 15 20 25 30 professional trainings professional trainings - 286 - Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 (KSG, ICPAK, KISM, CPS, ETC) Inductions/sensitization No. of inductions / 2 1 2 2 2 2 programmes held sensitization programmes held General Utilities and No. of utilities and 4 2 4 4 4 4 Administration Bungoma communication communication supplies and Support Municipalit supplies paid paid Services y General office supplies No. of times office 4 4 4 4 4 4 and sanitation items supplies and sanitation purchased items purchased Catering services No. of times catering 4 4 4 4 4 4 provided services provided Fuel and Lubricants Quantity of fuel and - - 7920 Ltrs 7920 Ltrs 7920 7920 lubricant Ltrs Ltrs M/vehicle repair and No. of M/vehicles 1 - 1 1 1 1 maintenance M/vehicle insurance No. of insurance covers 1 - 1 1 1 1 cover Planning and M & E exercises No. of M&E exercises 4 2 4 4 4 4 Bungoma Departmental No. of project progress 4 4 4 4 4 4 Financial Municipalit Programmes / Projects reports Management y Review No. of ADP, CBROP, 5 5 5 5 5 5 Budget utilization MTEF, CFSP and PBB reports reports Levels of fund utilization 100% 100% 100% 100% 100% 100% Asset register No. of asset registers 1 1 1 1 1 1 - 287 - Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 Procurement plan No. of procurement 1 1 1 1 1 1 developed schedules established Committee board No. of committee board 30 20 30 30 30 30 Institutional Bungoma meetings meetings Accountability, Municipalit Municipal citizen No. of Municipal citizen - - - - 1 - Leadership, y service charter service charter drafts Efficiency and developed Effectiveness in Citizen fora exercises No. of citizen fora 4 3 4 4 4 4 Service held exercises held Delivery Public participation No. of public 6 1 6 6 6 6 exercises held participation exercises held Exchange programmes No. of exchange 2 - 2 2 2 1 Research and Bungoma conducted programmes conducted Development Municipalit Services y Feasibility studies done No. of feasibility studies 1 1 1 2 1 2 done Research reports No. of research reports 2 0 2 2 2 2 Plans/policies prepared/ No. of plans/policies 4 3 4 4 2 2 reviewed prepared / reviewed Regulations / bills No. of bills / regulations 2 - 2 2 - 1 drafted Purchased uniforms for No. of uniforms 20 - 20 20 50 100 Municipality Bungoma Municipality revenue purchased for Enforcement Municipalit staff Municipality revenue and Revenue y staff Staff Uniforms Purchased uniforms for No. of uniforms 10 - 10 10 30 50 Municipality purchased for enforcement staff Municipality enforcement staff Office ICT Bungoma Office computers, No. of computers and 10 - 10 10 10 10 Equipment Municipalit laptops and other other related equipment y related equipment purchased purchased Office Furniture Bungoma Office furniture and No. of office furniture 20 - 100 50 20 20 - 288 - Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 and Fittings Municipalit fittings purchased and fittings purchased y Municipality Bungoma Motor vehicles No. of M/Vs purchased - - 2 2 - 2 Motor Vehicles Municipalit purchased y PROGRAMME II: URBAN LAND POLICY AND PLANNING Survey of Frequency of surveying Frequency of surveying 15 - 15 15 15 15 Government Bungoma public land public land Land and Municipalit Survey equipment No. of survey equipment - - 5 - 5 - Quality Control y purchased purchased of Survey Activities within Bungoma Municipality Land purchased for Acreage of land for - - 5 - - - Land Bungoma dumpsite dumpsite Acquisition Municipalit y Land purchased for Acreage of land for - - 2 - - - public park public park Land purchased for Acreage of land for - - 5 - - - modern bus park modern bus park Land purchased for Acreage of land for - - 5 - - - modern market modern market Land purchased for Acreage of land for - - 3 - - - cemetery cemetery Public land fenced and Acreage of land fenced - - 20 - - - protected and protected PROGRAMME III: URBAN INFRASTRUCTURE DEVELOPMENT AND MANAGEMENT Urban access roads No. of urban roads 1 1 2 2 2 2 Urban Bungoma upgraded upgraded Infrastructure Municipalit Bypasses developed No. of bypasses - - 1 - 1 - Development y developed Modern bus park No. of new modern bus - - - 1 - - constructed park constructed Urban walkways No. of urban walkways - - - 6 4 2 constructed - 289 - Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 Parking bays No. of parking bays - - 2 2 2 2 constructed Urban roads marked No. of urban roads - - 5 4 3 2 marked Urban Facilities Constructed No. of Municipality - - - 1 - - Development Bungoma Municipality office office blocks constructed and Social Municipalit block Amenities y No. of modern urban - - - 1 - - Provision Urban modern markets markets constructed constructed No. of market stalls - - - 100 - 100 constructed No. of libraries - - - - 1 - Urban social facilities developed provided No. of ICT centres - - - - 1 - developed No. of Social halls - - - 1 - - constructed No. of sanitation blocks - - - 2 2 2 constructed / upgraded No. of digital billboards - - 5 4 - - installed No. of auction rings - - 2 - 1 - constructed / rehabilitated Urban street Bungoma Street lights installed / No. of street lights - - 200 150 100 50 Lighting and Municipalit maintained installed / maintained Maintenance y Management of Bungoma Constructed fire station No. of managed fire - - - - - - Fire Outbreaks Municipalit units incidences y No. of fire station units - - - - 1 - constructed No. of firefighting - - - - 2 2 equipment purchased PROGRAMME IV: URBAN ENVIRONMENT, HEALTH, CULTURE AND HUMAN SOCIAL SERVICES - 290 - Sub Delivery Key Outputs Key Performance Target Achievement Target Target Target Target Programme Unit Indicators 2021/22 2021/22 (Baseline) 2023/24 2024/25 2025/26 2022/23 Dumpsites constructed No. of dumpsites - - - 1 - - Waste Bungoma / rehabilitated constructed / Management Municipalit rehabilitated y Construction of waste No. of waste collection - - 30 20 10 10 collection chambers chambers constructed Provision of litter bins No. of litter bins - - 100 100 100 100 provided Installation of No. of collection bins - - 50 50 50 50 collection bins installed Length of sewer line - - - 10Km - 10Km Sanitation Bungoma Construction / constructed / Services Municipalit Rehabilitation of sewer rehabilitated y line No. of HHs connected to - - - 3,000 2,000 1,000 Sewer-line No. of man hole covers - - 6 5 5 5 installed Storm water drainage Length of drainage - - 2Kms 2Kms 2Kms 2Kms system constructed system constructed / rehabilitated Urban Art, Bungoma Arts theatres No. of arts theatres - - - 1 - - Architecture Municipalit constructed constructed and Culture y Cultural centres No. of cultural centres - - - - 1 - constructed constructed Aesthetic trees planted No. of aesthetic trees - - - 3,000 2,000 1,500 Urban Greening Bungoma planted Municipalit Green recreational No. of green parks - - - 1 - - y parks developed developed / rehabilitated Kimilili Municipality Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/2 achievement (Baseline) 2023/24 2024/2 2025/26 2 2021/22 2022/23 5 SP 1.1: Kimilili staff promoted. Number of staff 7 0 7 3 2 0 Human municipality promoted based on - 291 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/2 achievement (Baseline) 2023/24 2024/2 2025/26 2 2021/22 2022/23 5 resource performance development Kimilili staff employed. Number of staff 9 0 9 12 15 0 and municipality employed to increase management service delivery Kimilili staff subscribed to No. of staff subscribed 5 2 5 2 0 0 municipality professional bodies to professional bodies Institutional Kimilili plans prepared Number of plans 6 3 3 0 0 0 accountabilit municipality prepared y, efficiency policies formulated Number of policies 2 1 3 2 2 0 and formulated effectiveness Feasibility study No. of feasibility 1 1 2 0 0 0 in service report delivery by-laws in place. Number of by-laws. 2 0 2 2 2 2 Municipal code of Municipal code of 4 0 0 0 0 0 ethics, citizen ethics, citizen charter,citizen for a and charter,citizen for a municipal staff cards in and municipal staff place cards in place Research and Kimilili Exchange programmes Number of exchange 4 1 4 3 0 0 Development municipality conducted programmes Services conducted Kimilili Research reports Number of research 2 0 2 0 0 0 municipality reports Administrati Kimilili quarterly performance Number of quarterly 4 4 4 4 4 4 ve services municipality reports submitted performance reports Capacity Kimilili trainings conducted Number of trainings 10 1 10 10 10 10 Development municipality conducted Kimilili workshop held No workshop held 2 1 3 4 4 4 municipality Kimilili Professional trainings Professional 10 2 10 10 10 10 - 292 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/2 achievement (Baseline) 2023/24 2024/2 2025/26 2 2021/22 2022/23 5 municipality attendance trainings.(ICPAK,KIS M,CPS,ECTC) Kimilili Attendance of staffs Induction and 2 1 1 0 0 0 municipality and board members. sensitization of staffs and board members Purchase of Kimilili computer purchased No. of computer 7 0 7 0 0 0 Computers municipality purchased and laptops Purchase of Kimilili Equipped offices No. of offices 56 0 56 20 20 20 Office municipality equipped Furniture, Fittings and General Equipment for municipal offices Public Kimilili public participation for No. of public 10 0 10 6 6 6 participation municipality a held participation for a PROGRAMME II: URBAN LAND POLICY AND PLANNING Survey of Kimilili Frequency of surveying Frequency of 15 0 15 15 15 15 government municipality public land surveying public land land quality urban centres surveyed Number of urban 10 0 20 10 10 10 control of centres surveyed survey Frequency of resolving Frequency of 96 0 96 96 96 96 activities boundary disputes and resolving boundary court cases disputes and court cases Kimilili Survey equipment Number of survey 5 0 7 7 7 7 municipality purchased equipment purchased Kimilili structures established Number of unit 2 0 2 0 0 0 municipality (Extension of survey structures established office) (Extension of survey office) Kimilili Establishment of map Establishment of map 1 0 1 0 0 0 - 293 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/2 achievement (Baseline) 2023/24 2024/2 2025/26 2 2021/22 2022/23 5 municipality amendment centre amendment centre County Kimilili Avail office space for a Avail office space for 1 0 1 0 0 0 survey office municipality fully-fledged survey a fully-fledged survey office office GIS Lab established Number of GIS Lab 1 0 1 0 0 0 established Geodetic controls in Number of wards with 4 0 4 0 0 0 place Geodetic controls in place Land Kimilili land purchased for land Number of acres of 6 0 6 3 3 3 Acquisition municipality banking land purchased for land banking PROGRAMME III: URBAN INFRASTRUCTURE DEVELOPMENT AND MANAGEMENT Kimilili Upgraded roads Number of roads 4 1 4 4 2 2 municipality upgraded Kimilili public sanitation Number of public 4 0 4 2 2 0 municipality constructed and sanitation constructed upgraded and upgraded Kimilili Urban walks Number of urban 8 0 8 6 4 2 municipality constructed walks Kimilili parking bays available Number of parking 4 0 3 2 2 0 municipality bays Kimilili roads marked Number of roads 20 0 15 5 4 0 municipality marked Street lights Kimilili markets installed with Number of markets 100 0 100 50 30 30 installation municipality street lights installed with street and lights maintenance - 294 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/2 achievement (Baseline) 2023/24 2024/2 2025/26 2 2021/22 2022/23 5 Construction Kimilili Auction rings Number of auction 8 0 4 2 2 2 and municipality constructed rings rehabilitation Construction and Number of of Auction rehabilitation of Construction and rings Auction rings rehabilitation of Auction rings Kimilili Dash board installed Number of dash board 4 0 4 0 0 0 municipality installed Kimilili Fire station Number of fire station 2 0 2 0 0 0 municipality constructed 5.1.6 Tourism, Environment, Water and Natural Resources Tourism and Environment Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 Programme 1: Protection and conservation of the environment Waste Environment County solid Number of waste None 0 1 1 0 1 management waste management plans and pollution management developed control plans developed Land for Acres of Land procured for 6 0 0 6 6 6 landfills landfills across the county procured, Engineered No. of engineered landfills 0 0 0 1 1 1 landfills constructed constructed, e Waste No. of strategies on e- 1 0 0 1 0 0 strategy waste formulated formulated and - 295 - Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 implemented Litter bins No. of litter bins installed 200 40 40 0 20 20 installed in public spaces Skips and No. of skips and skip 9 0 0 2 2 2 skip loaders loaders procured procured Storm water KM of drainages and 40 0 0 25 25 25 ways/ storm water ways cleaned Drainages and culverts cleaned in major towns Noise No. of noise permits issued 1000 100 100 1000 1000 1000 pollution controlled No. of noise surveillances 90 0 0 90 90 90 done No. of noise meter 9 0 0 9 0 0 procured Waste No. of waste recycling 9 0 0 9 9 9 recycling initiatives done and reuse Environmenta Environment Ward level No. of ward level 0 0 0 45 0 0 l conservation climate committees established protection and change management committees established Ward level No. of ward sensitization 0 0 0 45 45 45 sensitization fora on climate change bill and regulation Motor No. of motor vehicle 1 0 0 1 1 0 vehicle procured procured EMCA % of SEA/EIA/EA reports 100 90 90 100 100 100 - 296 - Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 regulations approved complied Rehabilitation Environment Mt Elgon No of Hectares 19768 0 0 2000 2000 2000 and protection water tower rehabilitated of Mt Elgon rehabilitated catchment and protected Survey on No. of survey reports 45 0 0 45 0 0 climate prepared and disseminated change vulnerability done Monitoring % of tree seedlings 75 0 0 75 75 75 and surviving surveillance of survival rate of trees Programme 3: Climate Change Coordination and Management Climate Environment/clim Community, No of 45 0 0 45 45 45 Change ate change Sector Trainings/Workshops/Mee Action Committee tings held Planning and CCU capacity build County No of CEC initiatives 4 1 1 4 4 4 environment committee initiatives Participatory No of ward assessments 45 0 0 45 45 45 Ward done Climate Change Risk Assessment done County No of Action Plan 2 0 0 2 0 0 Climate Documents developed - 297 - Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 Change Action Plan documents developed Approved No of fundable ward 0 0 0 450 675 900 ward project proposals Climate developed Change Project proposals Programme 4: Tourist product development promotion and marketing Outcome: Increase in tourism earnings Tourism Tourism Tourism No of tourist attractions 10 1 1 10 10 10 product product identified and profiled identification identified/ and profiled/ development mapped and digitized Tourist sites No of tourist land procured Depende Depende Depende Depende land nt on nt on nt on nt on procured profiling profiling profiling profiling and and and and survey survey survey survey Bungoma No of digitized initiative 0 0 0 1 1 1 county tourist products and sites documented and digitized County No of rural community 10 1 1 1 1 1 tourism tourism initiatives diversificatio supported n and development PPP No of PPP arrangements 0 0 0 2 2 2 arrangement - 298 - Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 on Mt Elgon resort done Intercounty/ No of initiatives done 0 0 0 4 4 4 regional Cross border tourism initiatives County County No of Expo and 4 0 0 4 4 4 tourism participation exhibitions attended marketing and in MICE promotions Signage at tourist sites 0 0 0 No of No of No of tourist tourist tourist site site site develope develope develope d d d County Annual 4*4 challenge 1 0 1 1 1 1 tourism and hospitality events County Miss tourism 1 0 1 1 1 1 annual event No of hospitality standards 4 1 1 4 4 4 and quality surveys Tourism, art No of tourism, art & 1 0 0 1 1 1 & cultural cultural festival held festival held Programme 6: GENERAL ADMINSTRATION, PLANNING AND SUPPORT SERVICES Outcome :To increase institutional efficiency and effectiveness Institutional Planning County No of policies formulated 5 1 1 2 2 2 and legal policies framework formulated Planning County No of policies 0 0 0 6 10 12 policies operationalized operationaliz ed Planning Department No of department 0 0 0 2 2 2 - 299 - Sub Delivery unit Key Key performance Target Actual Target(Baseli Target Target Target Programme Outputs indicators 2021/22 achieveme ne 2022/23 2023/24 2024/25 2025/26 nt 2021/22 regulation regulations formulated formulated Department No of strategic plans 1 0 1 1 0 0 strategic plan formulated formulated Planning County plans No of action plans 0 0 1 3 2 1 formulated formulated Commemorati Administration World days No of world days 5 2 2 5 5 5 on of World commemorat commemorated days ed Water and Natural Resource Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 Programme 1: Water and Sanitation Development and Management Water supply Water Households % of 50 25.8 10 10 10 10 services Department accessing households clean and accessing clean safe water and safe water for domestic use Urban water No. of urban 7 0 1 1 1 schemes water schemes developed improved No. of water 1 1 0 schemes constructed Matisi/Webuye 0 0 0 2 0 0 water schemes upgraded from electricity to sustainable energy Rural water No. of rural 1 1 1 schemes water schemes - 300 - Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 developed Constructed Water No. of rural 0 0 0 20 1 1 governance water schemes incorporated in compliance in with water management governance of RWS No. of Service 0 0 0 20 1 1 Provision Agreements signed between County and WSPs No. of 0 0 0 1 1 1 Databases created and updated No. of Water 0 0 0 1 2 2 Service Providers established in all sub counties as per WASREB Strategic No. of strategic 45 35 45 45 45 45 boreholes boreholes drilled drilled Strategic No of boreholes 45 0 0 45 45 45 boreholes equipped with equipped solar powered with solar pumps powered pumps Drilling rig % of budget set unit for maintenance managed and operation of fleet - 301 - Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 Water No. of water 450 90 90 50 50 50 springs springs developed developed and and protected protected Water KMs of 0 0 20 25 25 25 pipeline pipeline extensions extended from done existing mains Households % of 50 32 32 50 50 50 accessing households clean and accessing clean safe water and safe water for domestic use Urban water No. of urban schemes water schemes developed improved Water quality Water Water No. of water 1 0 0 1 0 0 and pollution Department quality quality control laboratory laboratories developed developed and equipped Establish No. of Project 0 0 No of projects No of No of No of project management completed and projects projects projects management committees/ operational completed completed completed committees/ structures and and and structures established operational operational operational Water Water Water No. of Water 0 0 0 No of No of No of Resources Department harvesting point roof public public public Development and storage catchments institutions institutions institutions established rehabilitated surveyed surveyed surveyed and developed Water pans No of water 2 0 0 3 0 0 and dams pans and dams developed developed Water No of water - 302 - Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 bowser bowser procured procured Water % of water 9 0 0 20 20 20 catchment catchment areas areas rehabilitated rehabilitated No. of 5 0 0 1 1 1 catchment zones Integrated and managed as per CWMP2021 Underground % Increase in 100 40 40 10 10 10 water hydrogeological explored surveys done Water supply Water Water % increase in 28 15 15 15 15 15 development Department sources water supply and coverage developed coverage to 100% as per SDG Sewerage Water Sewerage % of population 39 15 15 15 15 15 service Department infrastructure with access to provision rehabilitated sanitation and services constructed No. of 2 0 0 1 1 0 sewerage infrastructure rehabilitated No. of 0 0 0 1 1 1 sewerage infrastructure constructed Liquid waste No. of 1 0 0 1 1 0 Exhauster exhausters procured procured Land Acres of land 0 0 0 6 6 6 - 303 - Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 procured for procured for sewerage sewerage infrastructure infrastructure Programme 2: Natural resources conservation and management Outcome: Enhanced protection and conservation of natural resources Forest Natural Area under Ha under forest 600 0 0 1000 1000 1000 conservation Resources forest cover cover and increased management Area under Ha under tree 0 0 0 2000 2000 2000 tree cover cover increased Reclaimed Ha of degraded 500 500 500 and restored sites restored degraded sites No of nature- 9 0 0 9 9 9 based enterprises initiatives established Development No. of 5 2 2 2 2 2 partners development coordination partners arrangements done Functional No. of 0 0 0 1 0 0 natural databases resources established database established No. of surveys 0 0 0 1 0 0 done to map out natural resources Afforestation Natural Tree No. of tree 1,000,000 600,000 600000 31,000,000 31,000,000 31,000,000 and Resources seedlings seedlings - 304 - Programme Delivery Key Key Target Actual Target(Baseline2022/23 Target Target Target unit Outputs performance 2021/22 achievement 2023/24 2024/25 2025/26 indicators 2021/22 reforestation planted and planted and nurtured nurtured Sensitization No. of 45 0 0 45 45 45 fora held on sensitization agroforestry fora held Sensitization No. of 45 0 0 45 45 45 fora held to sensitization promote fora held to alternative promote sources of alternative energy use sources of energy use Surveillance No. of 45 0 0 45 45 45 activities on surveillance natural initiatives done resources Agroforestry No of seedlings 1000 0 0 1000 1000 1000 done planted 5.1.7 Gender, Culture, Youths and Sports Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 Programme 1: Culture and Creative Industries Development and Management Outcome: improved heritage , culture knowledge, appreciation and conservation Heritage Dept of Historical Sites No of sites identified 9 0 4 4 8 8 promotion and culture constructed and and developed preservation maintained 1 Multipurpose No. of Multipurpose 1 0 1 1 1 1 centres constructed Centres constructed and equipped Fencing of the cultural sites Installation of water 1 1 1 1 1 1 Installation of 1 1 1 1 1 1 - 305 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 electricity Promotion of Dept of 6 community No. of events held 6 6 1 7 6 6 communities culture cultural festivals culture organized and conducted in the County. 3 cultural exchange No. Of cultural 2 2 1 2 2 2 programmes exchange program organized (regional, local and international) Cultural groups No. Of groups 100 50 100 200 200 200 mobilised and registered registered Hosting of miss/Mr. No. Of events held 1 1 1 1 1 1 culture Sports and Dept of Participate in No. Of events held 2 1 1 2 2 2 cultural culture national county, associations peace and cohesion(KICOSCA & EALASCA Participation in No. Of cultural music 1 1 1 1 1 1 Kenya cultural festivals held music festivals Intangible Dept of Celebration of No. Of days 1 1 1 1 1 1 cultural Heritage culture herbal medicine day commemorated Marking of the No. Of events held 1 1 1 1 1 1 Language day Heroes and Heroes and heroine No. Of heroes and 20 15 10 20 15 15 Heroine scheme identified and heroine identified and recognised recognized Programme 2: Gender Equality and Empowerment of Communities Outcome: Increased appreciation of gender equality, and freedom from discrimination of vulnerable groups - 306 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 Gender Dept of Community No. Of sensitization mainstreaming gender Sensitization and meetings held 1 1 2 2 3 3 dialogue on gender issues County SGBV No. Of committee management meetings held 1 1 3 3 3 3 committee GTWG- sub county No. Of meeting held meetings 1 1 3 3 3 3 Gender Based No. Of trainings held Violence Recovery and 1 1 2 3 3 4 Centre(GBVRC) No. Of clients stakeholders‟ benefitting from Training and psycho-social and 50 50 100 150 200 250 psycho-social counselling services support services given Promotion of gender No. of gender awareness and awareness done 1 1 2 3 3 4 volunteer services in No. Of volunteers the county 2 2 10 45 45 45 SGBV Research no. of researches support programs done and reports 1 1 2 3 3 3 written Establishment of No. Of focal points gender and established disability focal 1 1 3 5 7 10 points Anti FGM No. Of campaigns campaign and done 1 1 1 2 2 2 alternative rites No. Of alternative programs initiation rites held 0 0 1 1 2 4 Celebration of 16 No. and the nature of days of activism celebrations held 1 1 1 1 1 1 Kenya National No. Of trained women Action Plan(UN on peace programmes, 1 1 2 2 3 3 - 307 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 Resolution 1325) peace caravans held County women and peace programs County family No. Of family units protection support benefitted from family 0 0 45 90 135 180 programs protection and support services Women-Girl No. Of women and mentorship and girls mentored and 0 0 50 100 150 200 leadership capacity trained on leadership building support support programs programs County women No. Of stakeholders affairs Stakeholder And no. Of 3 3 5 5 7 10 mapping and engagements/meetings engagement support held programs Mark and Dept gender Join the world in No of events held 1 1 1 1 1 1 celebrate gender celebration of related national international and international women‟s day days Celebration of UN No of events held 1 1 1 1 1 1 disability day Deaf awareness week No. Of events held 1 1 1 1 1 1 The day of the Girl- child No. Of events held 0 0 1 1 1 1 The widows day No. Of events held 0 0 1 1 1 1 Capacity Community leaders No. Of community building trained on gender leaders trained 100 100 150 200 200 300 based issues Training women No. of training held and PWDs on 1 1 2 2 3 3 AGPO Bungoma county Dept of Implementation of No. Of women 1 0 0 0 0 0 empowerment Gender women credit schemes implemented - 308 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 funds for women scheme and vulnerable Implementation of No. Of PWDs grants 1 0 0 0 0 0 groups PWDs grants and and scheme credit schemes implemented Children Social Children exchange No. Of children exchange development and empowerment exchange programs 0 0 2 2 3 3 program/ strategy held empowerment County street Social Street children children development integration strategy integration No. Of street children 0 0 20 40 60 100 support program benefitted from street children integration program Child- care No. of child care centres support centres supported 0 0 2 4 6 10 programme County Child- care Services No. Of child-care 0 0 10 20 30 45 Volunteer volunteers programs County Elder- No. Of the elderly and care and severe severe disability 0 0 450 900 1350 2250 disability supported support programs Widow- No. Of widows and widowers‟ widowers supported 0 0 450 900 1350 2250 support initiatives Programme 3 : Sports Facility development and management Outcome: To develop facilities for recreation Development of Dept of sports Construction of % of work completed 10% 10% 50% 40% 0 0 sports facility Masinde Mulir0 stadium Construction and % of work completed 100% 25% 75% 75% 0 0 equipping of High - 309 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 altitude training centre Construction of % of work completed 50% 0 50% 50% 0 0 Nalondo stadium Construction of % of work completed Metallic stand at Mbakalo stadium Construction of Tongaren stdaium Programme 4: Sports and Talent development and management Outcome: To nurture young talents in sports Sports Dept of sports Support established No of county sports 4 4 0 4 4 4 promotion and county sports club club supported support services Holding ward No of events held 45 0 45 45 45 45 games Organise and No of events 1 1 1 1 1 1 participate in participated KYISA games Establishment of No of academies to be 9 0 0 9 0 0 sports and talent established academies Programme 5: Youth Empowerment and Development Outcome: To enhance social status of the youth Youth Dept No. Of youth 200 200 0 200 200 200 mentorship and mentored couching Capacity No of youth trained 150 150 50 100 100 100 building Entrepreneurship No. Of youth 200 0 200 200 200 200 training equipped with entrepreneurial skills Youth exchange No. Of youth 1 0 0 1 1 1 - 310 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 program exchange program undertaken Proposed erection % of work completed 100% 100% 100% and construction of Maeni youth empowerment centre Programme 6:General administration, planning and support services Outcome: To enhance the capacity of the department for efficiency and effectiveness of service delivery. Staff Dept of Payment of staff No of staff 75 75 59 59 59 59 compensation administration salaries remunerated Provision for No of staff promoted 75 0 59 59 59 59 promotion Staff Dept of Staff training No. Of staff trained 59 20 59 59 59 59 development and administration management Utilities for Dept of Payment of water No of bills paid 12 12 12 12 12 12 office operations administration and electricity bills Purchase of office No of internet bundles 12 12 12 12 12 12 internet purchased Payment of courier No of bills paid 6 6 6 12 12 12 and postal services Policy Dept of Formulation of No. Of policies and 7 0 7 2 2 2 formulation and administration policies and Bills bills formulated legal framework Legislation No. Of legislation 0 0 2 2 reviewed reviewed Administrative Dept of purchase of fortune No of motor vehicles 0 0 0 3 0 0 service administration and double cabin purchased management motor vehicle Purchase of assorted No of assorted office 7 7 0 12 12 12 office equipments equipments purchased Purchase of assorted Assorted office procured procured procured assorted assorted assorted office stationery stationery purchased Purchase computers, No of - 311 -omputer 4 4 5 10 12 14 printers, and other procured computer - 311 - Sub Delivery unit Key Outputs Key performance Target Actual Target Target Target Target Programme indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2020/21 2022/23 accessories 5.1.8 Finance and Economic Planning Sub Delivery unit Key Outputs Key Target Actual Target Target Target Target Programme performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 Programme 1: General administration, planning and support services Outcome: : Improved planning and service delivery Staff Human Staff trained Number of 565 200 600 605 610 615 Development Resource staffs trained Office Directorate of Assorted No. of office 3 3 3 3 3 3 operations Finance office bills bills paid paid Programme 2: budget and revenue bills and policy formulation Preparation of Directorate of Revenue Revenue 1 1 1 1 1 1 revenue Revenue manual manual manual document document prepared Economic Economic Reviewed No of sectoral 1 1 10 10 0 0 planning Planning sectoral plans plans and policies and Directorate and CIDP III CIDP legal prepared framework Baselined data Baseline 1 0 1 0 0 0 obtained survey conducted Preparation of Draft sectoral 0 0 11 11 0 0 draft sectoral plans and plans and CIDP III CIDP III prepared Monitoring Directorate of County M & E Policy 1 1 and Monitoring policy document Evaluation and Policies and Evaluation legal framework Supply chain Directorate of Supply chain Operations 1 1 - 312 - Sub Delivery unit Key Outputs Key Target Actual Target Target Target Target Programme performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 policies and Supply Chain operations manual legal Management manual document framework formulated Audit policies Directorate of Audit Operations 1 1 and legal Internal Audit operations manual framework manual document formulated Accounting Directorate of Accounting Operations 1 1 policies and Accounts operations manual legal manual document framework formulated Budget Directorate of Budget Operations 1 1 policies and Budget operations manual legal manual document framework Programme: County Public Financial Management Outcome: Enhanced capacity for service delivery. PFMA Human Staff trained No of staff 500 200 300 300 300 300 Capacity Resource trained on Development PFMA Revenue Directorate of Actual Local revenue 500,000,000 395,000,000 500,000,000 525,000,000 551,000,000 578,000,000 mobilization Revenue revenue performance collected Revenue Directorate of stakeholder No. of 4 3 4 4 4 4 stakeholder Revenue meetings stakeholder meetings meetings Revenue 4 4 4 4 4 4 performance review meetings Treasury Directorate of Statutory No of 12 12 12 12 12 12 accounting Accounts reports statutory services. prepared reports prepared Audit services Directorate of Risk No of 4 2 4 4 4 4 Internal Audit assessment departments reports audited - 313 - Sub Delivery unit Key Outputs Key Target Actual Target Target Target Target Programme performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 prepared Supply chain Directorate of Procurement No. of management Supply Chain requests approvals services Management processed made. Budgeting Directorate of Appropriation No. of 2 2 2 2 2 2 services Budget Bill prepared gazetted Appropriation Acts. Economic Directorate of planning and Economic coordination Planning services Reviewed No of sectoral 1 1 29 0 0 0 sectoral plans plans and and CIDP II CIDP reviewed Baselined data Baseline 1 0 1 0 0 0 obtained survey conducted Preparation of Draft sectoral 0 0 11 11 0 0 draft sectoral plans and plans and CIDP III CIDP III prepared Preparation of ADP prepared 1 1 1 1 1 1 ADP Fiscal Departmental Validated No. of reports 12 12 12 12 12 12 responsibility in charges reports and and and documents documents accountability approved approved Programme: Monitoring and Evaluation Services Outcome: Timely feedback for corrective measures in project implementation cycle County Directorate of County Periodic 12 8 12 12 12 12 Integrated Monitoring monitoring reports Monitoring and system and Evaluation commissioned Evaluation - 314 - Sub Delivery unit Key Outputs Key Target Actual Target Target Target Target Programme performance 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 indicators 2021/22 2022/23 Systems Participatory M & E Development No of Appraisal initiatives development System appraised projects and programmes appraised Poverty Directorate of Poverty No of poverty 1 0 1 0 0 0 Monitoring Statistics assessment surveys reports produced 5.1.9 Public Service Management and Administration & Office of the County Secretary Public Administration Management and Administration Sub Programme Delivery Key Outputs Key performance Target Actual Target Target Target Target unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 Programme 1: General Administration, Planning and Support Services Outcome: Efficient and effective service delivery Transport and Efficient and No. of buses and - - - - 1 1 logistics cost-effective lorry procured transport No. of transport - - - - 1 - framework and mechanical prepared yard operationalized Purchase of Computers No. of computer 0 0 5 8 9 10 Computers (Laptop purchased and desktop) Purchase of Office Equipping No. of offices 4 4 5 5 6 8 Furniture, Fittings offices equipped and General Equipment for ward administration offices and sub county administration - 315 - Sub Programme Delivery Key Outputs Key performance Target Actual Target Target Target Target unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 offices Purchase Motor Motor vehicles No. of M/V - - - - 1 1 vehicles purchased Purchase of Uniforms for No. of uniforms - - - 54 - 54 Uniforms for 45 ward admin and purchased ward administrators sub county and 9 sub county admin administrations Purchase of Uniforms for No. of uniforms 336 336 390 390 - 390 uniforms for enforcement purchased enforcement officers officers Purchase of shits for Shirts for office No. of shirts 70 70 - 30 84 84 office staff staff procured Staff trainings Staff training No. of staff trained 450 394 400 450 450 450 Hire Contracted Award tender No. of offices All All sub county All sub All All All Guards and Cleaning for guards and guarded and county HQ and County county HQ county county county Services cleaning cleaned offices HQ offices and County offices offices offices services HQ offices Programme 1: Public Participation, Civic Education and outreach services Outcome: Informed Public Public participation Public No. of public 9 9 9 45 45 45 participation participation fora exercise held Civic education Civic education No. of civic 45 45 9 45 45 45 exercise held education fora Commemoration of National No. of National 3 3 3 3 3 3 National holidays holidays events holidays events held held Programme 3: Service delivery and organizational transformation Outcome: Effective service delivery Institutional Effective Plots procured - - - 20 13 - development service delivery forward offices Plots procured for - - - - 4 - sub county admin offices No. of ward admin - - - 5 5 5 - 316 - Sub Programme Delivery Key Outputs Key performance Target Actual Target Target Target Target unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 offices constructed No. of sub county - - - - 2 2 admin offices constructed Huduma/ - - - - 2 2 information centres Governor‟s and - - - - 2 - deputy governor‟s official residence Office of the County Secretary Sub Delivery Key Outputs Key performance Target Actual Target Target Target Target Programme unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 Programme 1: General Administration, Planning and Support Services Outcome: Efficient and effective service delivery Payroll Human Payroll cleaning No. of exercise 2 2 4 4 4 4 cleaning resource conducted directorate Staff and Surveys No. of surveys 1 - 1 2 2 2 workplace conducted surveys Staff trainings Staff members No. of staff 24 19 40 45 45 45 trained trained Preretirement No. of trainings 2 - 4 4 4 4 trainings conducted conducted Human Human resource No. of policies 2 0 5 6 6 6 resource policies formulated formulated policies Performance Performance No. of staff All county All county All county All county All county All county management contract and employees - 317 -mploy employees employees employees employees appraisal - 317 - Sub Delivery Key Outputs Key performance Target Actual Target Target Target Target Programme unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 ee Establishment Biometric system No. - - - 1 - - of biometric system Guidance and Guiding and No. - - - 1 - - counselling counselling unit unit establishment Programme 2: Public sector information and communication technology management ICT ICT Networking and LAN installed 100% 100% - - - - management LAN installation at Webuye East Town Hall Networking and LAN installed 100% 100% - - - - LAN installation at Kimilili Sub County Town Hall Upgrading of the Server room 100% 100% - - - - server and server upgraded room Records Operational 100% 100% - - - - Management records System management system ICT hub No. of ICT hub 1 - - - 1 - established 1 data centre Operational data - - - - 1 - centre Local Area % of offices with 15% 25% 40% 80% 100% - Network installed LAN in HQ offices Percentage of % of offices - - 80% 100% - - offices installed installed with - 318 - Sub Delivery Key Outputs Key performance Target Actual Target Target Target Target Programme unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 with CCTV in CCTV county HQ Networking and LAN installed - - 100% - - - LAN installation at Tongaren sub county Networking and LAN installed - - 100% - - - LAN installation at Sirisia sub county Networking and LAN installed - - 100% - - - LAN installation at Bumula sub county Networking and LAN installed - - 100% - - - LAN installation at Mt. Elgon sub county Upgrade of the Records - - 100% - - - records management management system upgraded system Upgrading of the Server room - - 100% - - - server and server upgraded room M&E visual No. of M&E 1 1 - 3 - - dashboard visual dashboard installed in towns installed in towns Data centre and No. of data - - - 1 - - information centre centre constructed WiFi installed at % of office with - - 80% 100% - - HQ offices WiFi coverage Local Area % of office with - - 80% 100% -- Network installed LAN coverage in HQ offices County offices with Percentage of - - 60% 80% 100% - internet installation internet - 319 - Sub Delivery Key Outputs Key performance Target Actual Target Target Target Target Programme unit indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 connection in County offices CCTV installed in Percentage of - - 60% 80% 100% - County offices offices installed with CCTV e-citizen services Operational e- - - 1 - - - citizen platform e-County Operational e- - - 1 - - - government government services platform Operationalization ICT policy - - 1 - - - of ICT policy operationalized Operationalization Communication - - 1 - - - of communication policy policy operationalized Development of Records - - 1 - - - records management management policy policy developed - 320 - 5.1.10 Governor’s Office Sub Programme Delivery unit Key Outputs Key performance Target Actual Target Target Target Target indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 Programme 1: General Administration, Planning and Support Services Feasibility Studies/ Feasibility Studies/ No. of feasibility 4 0 1 4 4 4 advisory services advisory services Studies/ advisory conducted services County budget and CBEF fora held No. of CBEF fora 4 4 4 4 4 4 economic forum held Public consultative Public consultative No. of Public 24 24 24 24 24 24 meetings fora held consultative fora held Programme 2: County Executive Committee Affairs Leadership and Cabinet meetings No. of cabinet 24 24 24 24 24 24 Coordination of meetings County Departments and Agencies Programme 3: County Strategic and Service Delivery Staff Management Staff trained No. of staff trained 147 26 10 67 67 67 Services. Events Protocol Official functions No. of official All All county All county All All All Management and directorate facilitated functions county official official county county county Protocol Services. facilitated official events events official official official events events events events Communication Communication Comprehensive % of coverage 100% 100% 100% 100% 100% 100% directorate media coverage of the county events Integrity and Ethical standards No. of training on - - 1 4 4 4 EthicsManagement adhered to ethics and integrity No. of sensitization - - - 10 10 10 fora with departments Operational county - - - 1 - - anti-corruption unit Conflict Peaceful county Operational county - - 1 1 - - Management and environment Conflict - 321 - Sub Programme Delivery unit Key Outputs Key performance Target Actual Target Target Target Target indicators 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 2021/22 2022/23 Peace Building Management and Peace Building unit No. of peace 2 1 1 4 4 4 initiatives in volatile regions/ communities Intergovernmental Enhanced No. of - - 1 1 1 1 relations intergovernmental intergovernmental relations meetings No. of Inter- - - 1 1 1 1 sectoral forums 5.1.11 County Public Service Board Sub Deliver Key Outputs Key Target Actual Target Target Target Target Progra y unit performa 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 mme nce 2021/22 2022/23 indicator s Programme 1: Outcome: 1.1 County Motivated Percentage 70% 65% 75% 80% 85% 90% Adminis Headqua staff satisfaction tration rters level Adminis Satisfied Percentage 72% 70% 73% 75% 78% 80% tration customers satisfaction services level Timely and No. of days 42 days 40 days 40 days 38 days 36 days 34 days accurate taken to information communicat disseminate e board d decision to public, county Assembly, H.E Governor, - 322 - Sub Deliver Key Outputs Key Target Actual Target Target Target Target Progra y unit performa 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 mme nce 2021/22 2022/23 indicator s County secretary, county departments and other stakeholders Staff Completed % Level of 65% 60% 70% 73% 75% 77% Manage Ministerial/ compliance ment Sector, and Department Audit Complianc e audit Establis Harmonize Percentage 73% 70% 75% 78% 80% 82% hment d public of and service duplicated Manage functions functions ment eliminate Consulta ncy Services 1.2 Human New No. of 3.2 months 3.4 months 3.0 months 2.8 months 2.6 months 2.4 months Human Resourc appointmen months Resourc e ts and taken e Manage Promotions Manage ment effected ment No. of No. of As per As per As per As per As per As per and officers officers requests/recom requests/recom requests/recom requests/recom requests/recom requests/recom Develop appointed/p appointed/pr mendations mendations mendations mendations mendations mendations ment romoted omoted from from from from from from CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC Appointme No. of 3.2 months 3.4 months 3.2 months 3.0 months 2.8 months 2.6 months nts months confirmed taken No. of As per As per As per As per As per As per officers requests/recom requests/recom requests/recom requests/recom requests/recom requests/recom - 323 - Sub Deliver Key Outputs Key Target Actual Target Target Target Target Progra y unit performa 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 mme nce 2021/22 2022/23 indicator s confirmed mendations mendations mendations mendations mendations mendations from from from from from from CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC Equity and Ratio of 3:7 3:7 3:7 3:7 3:7 3:7 fairness gender achieved distribution. in %No. of 5% 5% 5% 5% 5% 5% distribution persons with of disabilities employmen t opportuniti %No. of 5% 5% 5% 5% 5% 5% es minority and marginalised groups Adjudicate No. of As per no. of As per no. of As per no. of As per no. of As per no. of As per no. of d discipline discipline cases submitted cases submitted cases submitted cases submitted cases submitted cases submitted cases cases disposed No. of days 30 days 30 days 27 days 24 days 21 days 21 days taken to dispose discipline cases Human Improved No. of 20 20 25 30 35 40 Resourc Human public e resource officers Develop capacity trained ment No of As per the As per the As per the As per the As per the As per the training CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC CHRMAC recommenda recommendatio recommendatio recommendatio recommendatio recommendatio recommendatio tions ns ns ns ns ns ns approved - 324 - Sub Deliver Key Outputs Key Target Actual Target Target Target Target Progra y unit performa 2021/22 achievement (Baseline) 2023/24 2024/25 2025/26 mme nce 2021/22 2022/23 indicator s 1.3 Quality Quality % Level of 100% 100% 100% 100% 100% 100% Governo assuranc assurance compliance rs and e Complianc National e audit Values finalized Ethics, Ethics and % Level of 100% 100% 100% 100% 100% 100% Governa governance compliance nce and values National complied values with Ethical and No. of HR 100 100 150 200 250 300 integrity officers and standards other public adhered to servants sensitized % 100% 100% 100% 100% 100% 100% Submission of wealth declaration forms 5.1.12 County Assembly Programme Delivery Key Outputs Key Target Actual Target Target Target Target Unit Performance 2021/22 Achievement (Baseline) 2023/24 2024/25 2025/26 Indicators 2021/22 2022/23 Programme 1: Legislation SP1. Legislation House Debate and enact Debate and enact 15 5 15 15 15 15 services sittings bills bills Debate and enact No. of County 7 1 1 7 7 7 7 regulations Assembly service regulations enacted Debate and No. of Motions 81 108 81 81 81 81 - 325 - Programme Delivery Key Outputs Key Target Actual Target Target Target Target Unit Performance 2021/22 Achievement (Baseline) 2023/24 2024/25 2025/26 Indicators 2021/22 2022/23 conclude motions concluded 81 motions SP1. Office of the Staff No. of staff 137 61MCAS, all 100 137 137 137 Administrative County Development trained commitees, services Assembly assembly Speaker speaker Office operations Percentage level 100% 80% 100% 100% 100% 100% of satisfied customers Programme 3: Oversight Programme outcome: Good governance Oversight services Assembly Committee reports No. of committee 70 97 80 80 80 80 committees executed reports executed Committee No. of 3 1 5 5 5 5 Establishment committees established Response No. of response 60 16 60 60 60 60 Statements raised statements raised Programme 4: Representation Programme outcome: Enhanced public representation and participation in county governance Representation Members Of Actualization of No. of petitions 45 6 45 45 45 45 services County petitions delivered actualized Assembly Operationalized No. of wards 45 45 ward offices operationalized Hold public No. of public 1 0 4 4 4 4 forums forums held … etc. - 326 - Annex 6: Summary of Public Participation Highlights BUNGOMA COUNTY MTEF 2023/24-2025/26 and CFSP 2023 PUBLIC PARTICIPATION - FEBRUARY 2023 The county has established elaborate structures to facilitate public participation via the County Public Participation Act, 2016. These structures are all inclusive and coordinated the entire process of pre- and post-stakeholder engagement. 1.1.1. Stakeholder mapping/selection process Stakeholders essentially are individuals or groups of people that would be directly affected by a proposed policy, law or development plan. Hence the county government set up a stakeholders‟ register based on the various sectors in the county. The register was used as a reference point to invite stakeholders relevant to the public participation excercise. 1.1.2 Objectives of the exercise 1. To collect views and opinion on the Medium Term Expenditure Framework (MTEF) for FY 2024/25 to 2026/27. 2. To collect views and opinion on the County Fiscal Strategy Paper (CFSP), 2024 3. To establish non-performing projects 4. To identify new project proposals across sectors as prioritized by the public 1.2. Methodology This public participation was conducted at the Ward level with participants sourced from each Village Unit level, based on the units created under the County Decentralized Units Act, 2014. A total of 2360 participants were invited from the 236 village units with focus on:- i. Youth reps ii. Disability Reps iii. Women Reps iv. Faith Based Organizations v. Community Based Organizations vi. National Government Reps vii. Civil Society Networks viii. Private Sector Reps ix. Professional body reps The participants were grouped into eight groups as per the MTEF Sectors for focused group discussions as follows:- i. Water, Environment, Tourism and Natural Resources and Climate Change ii. Roads, Infrastructure and Public Works, Education and vocational Training iii. Health and Sanitation iv. Trade, Energy and Industrialization v. Agriculture, Livestock, Fisheries, Irrigation and Cooperatives - 327 - vi. Gender, Culture, Youth and Sports vii. Lands, Urban, Physical Planning and Housing viii. Public Administration 1.3. Data Collection Method Sector questionnaires were administered to each group with a focus on performance of existing projects and proposals for new projects in line with the priority programs in the County Integrated Development Plan, 2023-2027. Participants were expected to give their views at output level on each sub program as documented in the planning document. Vocal groups were also allowed to submit written memoranda for consideration. 1.4. Findings and Data Analysis Data obtained was keyed into excel and analysis was done with respect to specific departments, programs, sub counties and wards. 1.4.1. Distribution of partipants A participants report was generated alongside key proposals for consideration in the development plan 2024/2025. From the data, a total of 2,473 of which 812 (33%) were female while 1,659 (67%) were male. The table below represents attendance by sub Counties. SUB COUNTY FEMALE MALE OTHER TOTAL BUMULA 126 195 323 KABUCHAI 65 133 198 KANDUYI 157 349 506 KIMILILI 70 135 205 MT. ELGON 120 274 394 SIRISIA 34 122 156 TONGAREN 101 189 290 WEBUYE EAST 51 100 151 WEBUYE WEST 88 162 250 Grand Total 812 1659 2473 - 328 - 1.4.2. Performance of existing projects The questionnaires sought to find out from the participants if there were any expectations gap from existing projects and proposals for interventions to bridge the gaps and set the project to full utilization. Findings from the participants are documented in chapter two of this report. Participants noted a number of non performing projects with much attention drawn to:- a. Domant dams and cattle dips, dormant and incomplete value chain support infrastructure b. Abandoned, incomplete and unprotected water projects c. Revival of trade loans and vandalized/ collapsed street and flat lights d. Idle public land risking encroachment and grabbing e. Un commissioned and incomplete blocks in health facilities f. Under utilized VTCs and incomplete structures in ECDEs and VTCs g. Dormant social support schemes and slow implementation of sporting stadias h. Sub standard and stalled road development projects 1.4.3. Proposals for new projects. The questionnaire also sought to collect views from participants on key priority projects to be considered in the planning period 2024/2025 in line with priority programs in the County Integrated Development Plan, 2023-2027. Details of findings are documented in chapter three of this report. Key projects per sector are documented in the table below:- # SECTOR KEY ISSUES 1 Agriculture Livestock Fisheries and Employment of more extension officers Co-operatives Subsidize farm inputs and certified seeds Introduce agriculture specialization courses and demonstration centres in VTCs Post harvest management trainings, facilities and value addition infrastructure Soil testing services and laboratories Community sensitization capacity building and exchange programs Vaccination Cattle dips 2 Education and Vocation Training Construction of pit latrines for existing ECDE centres Equipping of ECDE centres with furniture - 329 - # SECTOR KEY ISSUES Construction of New ECDE classrooms in schools that lack ECDE centres Construction of New ECDE classrooms in schools that lack ECDE centres Completion of Stalled ECDE centres Introduction of school feeding programs for ECDE pupils Provision of teaching and learning aids for ECDE centres and VTCs Employment of instructors for VTCs Construction of workshops and Administration blocks in VTCs 3 Finance and Economic Planing Gazette more markets and increase catchment area networks Create awareness to bussness people Automation of collection processes 4 Gender Culture Youth and Sports Organize for cultural exhibition days for every ward/Sub county across the county Construction of cultural centres across the county Protection and preservation of cultural and historical sites Women Empowerment Fund Construction of rehabilitation centres for drugs and alcohol abusers Construction of GBV centres per ward Construction of stadiums Completion and equipping of High Altitude centre Establishment of talent centres Organize ward based sports tournament 5 Health and Sanitation Upgrading of facilities and staffing Staff housing units and maternity wards Establishment of new facilities Upscale laboratory services Inadequate CHVs Enhance refferall services and expand NHIF coverage Adolescent healthcare Sanitation and waste disposal infrastructure in public places 6 Lands Housing Urban and Physical Purchase of land for expansion of VTCs, health Planning centres etc. Purchase of land for community development projects like ECDE,VTCs, Health Centres, Ward - 330 - # SECTOR KEY ISSUES offices etc. Coordinate with national government to speed up the process of title deed acquisition and subsidize the charges of acquisition Upgrading of existing markets 7 Public Service Management and Village councils Administration Enhance civic education and public barazas through policies Construction of administration offices (MCA & Ward Admins) Information sharing and publications Bunge mashinani 8 Roads Infrastructure and Public Construction of bridges Works Opening up of impassible roads Maintenance/Repair of existing roads Culvert installation on roads with poor drainage systems Construction of fire stations and fire fighting equipment in wards Introduction of road signs on roads especially tarmacked roads within town centres 9 Trade Energy and Industrialization Installation of high flood masts Powering market centres Establishment of cottage industries Weights and measures inspections Boda boda and market shades Trade loans and trainings Market stalls, tier 1 markets and trailer parking 10 Environment Water Tourism and Provide free indigenous seedlings and fence the Natural Resources river banks to prevent encroachment Plant trees in schools and other public facilities to increase forest cover Protection of water towers and banks Identify designated dumping sites for waste disposal Provision of litter bins across markets Introduce modern sewer systems Construction of public toilets in market centres Build culverts to address storm water drains Installation of water quality laboratories - 331 - # SECTOR KEY ISSUES Install storage tanks and roof catchments in public institution Drilling of boreholes in markets and institutions Establishment and protection of cultural centres to promote tourism Promote cultural tourism - 332 -