FEBRUARY 2018 REPUBLIC OF KENYA BARINGO COUNTY GOVERNMENT DEPARTMENT OF FINANCE AND ECONOMIC PLANNING COUNTY FISCAL STRATEGY PAPER 2018/2019 Theme: “Kick Starting the County Transformative Agenda” Foreword Budgeting in the County Government follows a se roief ssequential steps which includes Integrated Development Planning (CIDP); planning and estabinligs hfinancial and economic priorities for the county over the medium term; making an overallm eastion of the county’s revenues and expenditures; adoption of the County Fiscal Strategy Paper; prrinegp athe budget estimates for the county governm ent and submitting to county assembly; among otherv iaticetsi . It is also a requirement of legislation and best practice in budgeting process that budgemt aetsetis should be policy based. The County Fiscal Strategy Paper (CFSP) which riesq au irement of section 117 of the Public Finance Management Act 2012 is an integral part of the beut dpgrocess which specifies the broad strategic priorities and policy goals that will guide the cnotyu government in preparing its budget for the cnogm i financial year and over the medium term. The CFSP for 2018/19 financial year is special ubseec ait forms the first part of the implementatiof n o the 2nd generation County Integrated Development Plan P(C) IDunder a new county government administration. This is the reason for choice oef theme‘ Kick starting the County’s transformative agenda’.T he Paper has, therefore, been formulated by andgo 4p tiThematic Pillars which shall form the transcending approach to the CIDP for 2018-2022io dpse.r We have identified 10 Thematic Thrusts under thPeil l4a rs which shall help in consolidating the coyu nt government’s strategic direction and creating au sfoecd view of the county leaders’ vision. The following represents the arrangement of them Tahtiec Pillars. Pillar 1: Employment and wealth creation for sustainable ecoonmic prosperity Pillar 2: Universal access to social amenities for improvedta sndard of living Pillar 3: Social protection and equity through empowerment and safety nets. Pillar 4: Legal and Institutional Development, Service Delivery and Public Engagement This CFSP has also provided projections of reve nauneds expenditures for the coming financial year as well as over the medium term. The indicea rteivsource allocations have been made in consideration of the development plan for 2018/i1n9a nfcial year as well as sector programme priorities. In formulating the CFSP, we have sought and tanketon cionsideration the views and recommendations of the National Treasury through Budget Policy eSmtaetnt, Commission on Revenue Allocation and the members of the general public. I believe the cotnst eonf the Paper represent the aspirations of the county government and other stakeholders. Hon. Dr. David C. Sergon County Executive Committee Member Finance and Economic Planning ii County Fiscal Strategy Paper 2018/2019 Acknowledgment The development of the CFSP is a consultative psrso caes outlined in the PFM Act, 2012 and as a requirement of principles of public finea nucnder the Constitution of Kenya, 2010. We are indebted in gratitude to all those who pciapratited directly and indirectly in the formulation of this CFSP. Lots of appreciation to the County Executive Comtemei tunder the able leadership of His Excellency the Governo rH, on. Stanley Kiptis for invaluable guidance and icaed v throughout the CFSP preparation process. This oll vleraadership has been important in establishing the vision and broad strategic prieiosr itas well as Thematic Pillars which form the cornerstones of this Paper. The County Exeec uCtiovmmittee members provided the much-needed leadership at the sector and depar tlemveenl tby aligning all the programmes and projects to the broader thrust of this plan ndioncgument. The members of the public and other interest gr ohuapvse always and tirelessly presented their views and development proposals for inclu sinio nthis other planning documents. We say thank you very much to all of them. We thank the County Assembly for support and coaotpioenr at both sectoral committee level as well as the whole House in considering a fpoprroval all budget making instruments submitted by the County Executive. We appreciate the efforts of National Treasurys tsou ei the Budget Policy Statement (BPS) which has been useful in the formulation of the CP.F S Last and most importantly, I say a big thank yo uth teo Team from Directorate of Planning and Budgeting under the County Treasury for makthinisg document a reality by collecting, analyzing and collating all data and informationq uriered for the CFSP. The efforts of this team has not only aligned all other planning docnutms eto this CFSP but has also established an important basis for all future doepvmelent processes. Kindly accept this as my sincere appreciation tuo aylol. CPA Richard K. Koech County Chief Officer Finance and Economic Planning iii County Fiscal Strategy Paper 2018/2019 © County Fiscal Strategy Paper 2018 To obtain copies of the document, please contact: Chief Officer County Treasury A.F. C Building, Kabarnet P. O. Box 53-30400 KABARNET, KENYA The document is also available on the website wwarwin.bgocounty.go.ke iv County Fiscal Strategy Paper 2018/2019 Abbreviation and Acronyms ADP Annual Development Plan BPS Budget Policy Statement CBR Central Bank Rate CBROP County Budget Review and Outlook Paper CCTV Closed-Circuit Television CFSP County Fiscal Strategy Paper CIDP County Integrated Development plan CIDP County Integrated Development P lan CLMC County Livestock Marketing Council COP Conference of Parties CRA Commission on Revenue Allocation ECDE Early Childhood Education Development GDP Gross domestic purcot d ICT Information and Communication Technolo gy IFMIS Integrated Financial management Informa tSioynstem JICA Japanese KBRR Kenya Banks Reference Rate KNBS Kenya National Bureau of Statistics KRA Kenya Revenue Authority KVDA Kerio Valley Development Authority LMA Livestock Markets Association LMA Local Market Association MTEF Medium Term Expenditure Framework MTP Medium Term Plan NCD Non Communicable Diseases v County Fiscal Strategy Paper 2018/2019 NGCDF National Government Constituency Developm Feunntd NSE Nairobi Stock Exchange NYS National Youth Service PFM Public Finance Management Act RVWSB Rift Valley Water Services Board SDGs Sustainable Development Goals vi County Fiscal Strategy Paper 2018/2019 Table of Contents Foreword .............................................................................................................................................. i Acknowledgment .............................................................................................................................. iii Table of Contents ............................................................................................................................ vii SECTION I ...................................................................................................................................... .. 1 OVERVIEW OF THE CFSP ........................................................................................................... 1 SECTION II ........................................................................................................................................ .8 RECENT ECONOMIC AND DEVELOPMENT CONTEXT ............................................................ 8 Domestic Economic Developments ........................................................................................ 1 0 Kenya Shilling Exchange Rate ...................................................................................................... 1 3 Interest Rates .................................................................................................................................. 13 Economic Outlook ......................................................................................................................... 13 Risks to the Economic Outlook ................................................................................................ 14 Unemployment ......................................................................................................................... 14 SECTION III ................................................................................................................................. .1..5 DEVELOPMENT PRIORITIES AND INTERVENTIONS ................................................................. 15 3.0 Introduction ........................................................................................................................... 15 3.1 Pillar 1: Employment and Wealth Creation for Sustainable Economic Prosperity ..... 15 3.1.2: Agriculture, Rural and Urban Development Sector ................................................. .15 Sector Development Needs, Priorities and Strategi .e..s............................................................... 16 3.1.1: General Economics and Commercial Affairs Setocr ...................................................... 18 3.1.3: Environmental Protection, Water and Natural Resource Sector ................................. 1 9 3.2 Pillar 2: Universal Access to Social Amenities fo Irmproved Standard of Living ....... 20 3.2.1: Energy, Infrastructure and ICT Sector ..................................................................... 2 0 Energy sub-secto r.................................................................................................................... 2 1 Transport and Infrastructure Sub-Sector ................................................................................. 21 Information Communications and Technology Sub-sectro: .................................................... 21 3.2.2: Health Sector ........................................................................................................... 2 5 3.2.3: Education Sector ..................................................................................................... 27 vii County Fiscal Strategy Paper 2018/2019 3.4.1: Public Administration Governance and Inter-governtmale Relations Sector ........................4.. . 3 SECTION IV .................................................................................................................................... .3..6. . FISCAL PERFORMANCE AND MTEF OUTLOOK ...................................................................... 36 Performance of Revenu e................................................................................................................ 3 6 Table 3: Actual Local revenues per stream from 20-h1a3lf year of 2017/18 financial yea .r................... 3 7 Overall Expenditure Performance ................................................................................................ 38 MTEF Outlook ................................................................................................................................... 40 Resource Envelo .p............................................................................................................................ 40 SECTION V ..................................................................................................................................... 43 FISCAL RISKS AND POLICIES ................................................................................................. 43 SECTION VI ................................................................................................................................... 44 RECOMMENDATIONS AND CONCLUSION ............................................................................... 4 4 Annexes ..........................................................................................................................................5.. 4 Annex 1: Summary of Projected Budget Revenues for FCSP 2018-2019 perio .d..................... 45 Annex 2: Expenditure for the MTEF period ................................................................................ 46 Annex 3; Projected Expenditure per programme MTEF Period .................................................... 52 viii County Fiscal Strategy Paper 2018/2019 SECTION I OVERVIEW OF THE CFSP 1.0 Introduction The County Fiscal Strategy Paper (CFSP) which rise qau irement of section 117 of the Public Finance Management Act 2012 is an integraarlt pof the budget process which specifies the broad strategic priorities and po gliocyals that will guide the county government in preparing its budget for the coming financiaal ry eand over the medium term. The CFSP for 2018/19 financial year is special ubseec ait forms the first part of the implementation of the n2d generation County Integrated Development Plan P(C) IDunder a new county government administration. The Paper, hthaesrefore, been formulated by adopting 4 Thematic Pillars which shall form thaen tsrcending approach to the CIDP for 2018-2022 period. 1.2 Legal Frameworks The CFSP is a provision of both the Constitution Koefnya 2010 and other national legislation. 1.2.1 Constitution of Kenya 2010 Article 220 (2) provides that national legislatisohna ll prescribe – (a) the structure of the development plans and budogf ectosu nties; (b) when the plans and budgets of the counties sha llt abeled in the county assemblies; and; (c) The form and manner of consultation between thieo nalt government and county governments in the process of preparing plans aunddg ebts. 1.2.2 Public Finance Management (PFM) Act, 2012 The PFM Act, 2012 is more explicit on developmelnatn ps and other plans as well as budgeting by counties. Section 117 of the PFM Act, 2012 provides for thr ep paration including contents of the County Fiscal Strategy Paper, thus – (1) The County Treasury shall prepare and submit t oC tohuenty Executive Committee a County Fiscal Strategy Paper (CFSP) for approvda lt haen County Treasury shall submit the approved Fiscal Strategy Paper to the counsteym absly, by the 28th February of each year. (2) The County Treasury shall align its County Fiscal Strategy Paper with the national objectives in the Budget Policy Statement; 1 County Fiscal Strategy Paper 2018/2019 (3) In preparing the County Fiscal Strategy Paper, the County Treasury shall specify the broad strategic priorities and policy goals that will guide the county government in preparing its budget for the coming financial year and over the medium term; (4) The County Treasury shall include in its County Fiscal Strategy Paper the financial outlook with respect to county government revenues, expenditures and borrowing from and within for the subsequent financial year and over the medium term; and (5) In preparing the County Fiscal Strategy Paper, the County Treasury shall seek and take into account the views of: (a) The Commission on Revenue Allocation; (b) The public; (c) Any interested persons or groups; and (d) Any other forum that is established by legislation. (6) 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. (7) The County Treasury shall consider any recommendations made by the county assembly when finalizing the budget proposal for the financial year concerned. (8) The County Treasury shall publish and publicize the County Fiscal Strategy Paper within seven days after it has been submitted to the county assembly. 1.2.3 PFM County Regulations, 2015 The provisions of section 117 of PFM Act, 2012 h abveen made clearer by the PFM County Regulations. Regulation 26 provides the requireadri tcyl as follows: - 26.(1) For the avoidance of doubt, the Co u Fnitsycal Strategy Paper submitted under section 117 of the Act, shall contain asnse assment of the current state of the county economic environment which may include— (a) the medium term macroeconomic framrekw oand its outlook as contained in the Budget Policy Statement and how it impactsth oen c ounty economic environment; (b) a medium-term fiscal framework defining a toopw-dn aggregate resource envelope and broad expenditure levels; 2 County Fiscal Strategy Paper 2018/2019 (c) indicative allocation of available resour caemsong county government entities; (d) the economic assumptions underl y i n tghe county budgetary and fiscal policy over the medium term; and (e) a statement of fiscal responsibility prinlecsip, as specified in the Act and these Regulations indicating whether the fiscal setgrayt adheres to these principles. 1.2.4 County Governments Act, 2012 Part XI of the County Governments Act, 2012 makeidse w ranging provisions on County Planning. Section 107 (2) of the Act provides tthaet County plans shall be the basis for all budgeting and spending in a county. 1.3 Principles of Public Finance and Fiscal Responsibitiyl Principles This CFSP is prepared against restrictive environntm weith regard to principles of public finance as well as fiscal responsibility princip wlehsich are set out in the Constitution of Kenya and PFM Act, 2012. Article 201 of the CoK 2010 sets out the followiansg the Principles which shall guide all aspects of public finance in the Republic – (a) there shall be openness and accountability, inncglu dpiublic participation in financial matters; (b) the public finance system shall promote an equeit asbolciety, in particular- (i) the burden of taxation shall be shared fairly; (ii) revenue raised nationally shall be shared equi tambloyng national and county governments; and (iii) expenditure shall promote the equitable develop mofe tnhte country, including by making special provision for marginalized gro uapnsd areas; (c) the burdens and benefits of the use of resourcde sp uabnlic borrowing shall be shared equitably between present and future generations; (d) public money shall be used in a prudent and resibploen wsay; and (e) Financial management shall be responsible, anadl frisecporting shall be clear. Section 107 of the PFM Act, and Regulations 26h oef PtFM County Regulations provides that the County Treasury shall manage its pubnliacn fci es in accordance with the principles of fiscal responsibility set out and shall not exchee dli mits stated in the regulations. The following are the fiscal responsibility prinlceips set out in the PFM Act, 2012. (a) the county government’s recurrent expenditure snhoatl lexceed the county government’s total revenue; County Fiscal Strategy Paper 2018/2019 3 (b) over the medium term a minimum of thirty percen th oef county government’s budget shall be allocated to the development exiptuerned; (c) the county government’s expenditure on wages ande fibtse for its public officers shall not exceed a percentage of the county govenrnt’sm total revenue as prescribed by the County Executive member for finance in reagtiounl s and approved by the County Assembly; (d) over the medium term, the government’s borrowinhgasll sbe used only for the purpose of financing development expenditure ant dfo nro recurrent expenditure; (e) the county debt shall be maintained at a sustaein laebvel l as approved by the county assembly; (f) the fiscal risks shall be managed prudently; and (g) a reasonable degree of predictability with resptoe ctht e level of tax rates and tax bases shall be maintained, taking into accountt axn yre forms that may be made in the future. 1.4 Sector Approach to Planning and Budgeting The formulation of the CFSP takes into considenra tihoe Classification of Functions of Government (COFOG) as a basis of setting up Se fcotro rpsurposes of economic planning. The following are the Sectors established under OCGO.F S/No Sector Name Departments, Entities 1. Agriculture, Rural and Urban Development Agrtiucurel , Livestock and Fisheries Land, Housing and Urban Development Irrigation 2. Energy, Infrastructure and ICT Transport anda Isntfrructure Information and Communication Technology Public Works Energy 3. General Economic and Commercial Affairs Indusliztraiation, Commerce and Enterprise Trade Cooperatives 4. Health Health Services 5. Education Education Vocational Training 6. Public Administration, Governance and The Governorship Intergovernmental Relations Public Service, Administration & Devolution County Secretary County Treasury County Assembly 7. Social Protection, Culture and Recreation SpCorutslt,u re and Arts Labour and Social Security Youth Affairs Gender Affairs County Fiscal Strategy Paper 2018/2019 4 S/No Sector Name Departments, Entities Children Affairs Social Development 8. Environmental Protection, Water and Natural Environment and Natural Resources Resources Water & Sewerage Mining Wildlife Tourism 1.5 Organization of the County Government The County Government under the new Administratoiof nH is Excellency Governor Stanley Kiptis has been restructured to compriese f othllowing 10 (ten) Departments. 1. Public Service, Administration, Devolution, Youthff aAirs and ICT. 2. Finance and Economic Planning. 3. Agriculture, Livestock and Fisheries Management. 4. Roads, Transport, Energy and Public Works. 5. Trade, Cooperatives and Industrialization. 6. Health Services. 7. Lands, Housing and Urban Development. 8. Education, Sports, Culture, Gender and Social Scesrv. i 9. Water and Irrigation. 10. Tourism, Wildlife Management, Natural Resources Maninding. The County Assembly and the County Public Serviocea rBd are other county government entities created by the Constitution of Kenya 20a1n0d County Governments Act, 2012 respectively. 1.6 CFSP Pillars and Thrusts The 2018 County Fiscal Strategy Paper (CFSP) i sf iftthe to be prepared by the County Treasury in accordance with section 117 of the liPc uFbinance Management (PFM)Act, 2012. The 2018 CFSP, which is the first under the secgoennde ration CIDP, seeks to kick start the transformative agenda under the vision of tehwe Cnounty administration by adopting an integrated sectoral approach. It has ainls obuild the transformative agenda for the Gove rnor through focused investment in all sectors of thoen Eocmy. It is in this view that the four (4) development pillars are envisioned. These are; oeymmpelnt and wealth creation for sustainable economic prosperity; Universal access to social naitmiees for improved standard of living; Social protection and equity through empowermendt asnafety nets; andL egal and County Fiscal Strategy Paper 2018/2019 5 Institutional Development, Service Delivery and Plicu bEngagemen ut nder the MTEF Period 2018-2021/22. The four Thematic Pillars are supported by 10 (tTehne)matic Thrusts which are expected to consolidate the efforts of the various sectors ian tofocused approach to socio-economic development. The following are the Thematic Pi llanrsd Thrusts. Pillar 1: Employment and wealth creation for sustainable ecoonmic prosperity. Thrust 1: To build competitive business enterprises, indieus trand cooperatives which generate income and wealth for the people of Baor Cinogunty. Thrust 2: To attain food security and modern rural and u ribnafrnastructure for the people of Baringo County Thrust 3: To promote value addition and manufacturing thro uagtthracting investments and partnerships. Pillar 2: Universal access to social amenities for improvedta sndard of living Thrust 4: To ensure ease of access to clean water and sgeew seerarvices while protecting and conserving the environment including sustainabilleiz aution of natural resources. Thrust 5: To provide accessible, affordable and quality thecalre services in a prompt, professional and equitable manner. Thrust 6: To ensure universal access to quality, affordaabnled relevant education and training. Thrust 7: To develop a functional Integrated, Physical, Lcoagl iinfrastructural facilities and renewable energy access for economic prosp. erity Pillar 3: Social protection and equity through empowerment and safety nets. Thrust 8: To empower Baringo People by reducing dependehnrcoeu gth nurturing and promoting talent while mainstreaming gender. Pillar 4: Legal and Institutional Development, Service Delivery and Public Engagement Thrust 9: To deliver public services and manage all pubflifca iras in a professional and equitable manner using efficient, effective andia rbelel governance systems. Thrust 10: To develop sound policy and legislative framewoarkss p recursor for strong and effective county institutions. 1.7 Methodology Article 118 (1) (b) and 196(b) of the constitutiopnro vides that the public should be involved in the budget making process through pcu bplai rticipation. In this respect, the county treasury organized public hearings. The 2 0C1F8SP was prepared under the backdrop of intensified public participation throhu tghe adoption and implementation of a robust Participatory Budgeting (PB) Process modUenl.d er this model, the opinion of citizens during budget public hearings as well ntei cahl input from sector working groups and proposals by development partners and Civiile Styo cwas taken into consideration. During public participation forums, the county rdeesni ts gave out their sector strategic priority areas which needed urgent resource alilonc.a tIt came out clearly that majority of County Fiscal Strategy Paper 2018/2019 6 the county citizens want the challenge of accelsitsyi boif clean and safe water be given first priority, followed by the sector of energy, infrrausctture and ICT then health services in that order. The least prioritized sectors include so cpiraoltection, culture and recreation and public administration. Specific issues that were raised by the public ndgu rtihe forums include: water scarcity, poor and inaccessible road network, need for eparrelyp aration of public participation, the need for implementation of projects prioritized tbhye public, slow implementation of projects, alteration of sector priorities by loclaela ders, equipping and completion of completed and ongoing projects, supervision of opnenresl in education and health sectors, low quality workmanship by contractors and the n feoer dfeasibility studies to be conducted for projects viability. County Fiscal Strategy Paper 2018/2019 7 SECTION II RECENT ECONOMIC AND DEVELOPMENT CONTEXT 2.0 Introduction Kenya’s economy remained resilient in 2017 despaidtev erse weather conditions, a prolonged electioneering period as well as subdcuredi t growth to the private sector due to capping of interest rates for Commercial bankhsic hw combined to weaken growth in the first half of the year. Economic growth for 270 i1s estimated at 4.8 percent from 5.8 percent in 2016 and is projected to bounce bac5k. 8t op ercent in 2018. The resilience in growth in 2017 was supported by the ongoing pusbelict or infrastructure investments, recovery in the tourism sector and continued s tmabalecroeconomic environment. The overall month on month inflation declined to8 4p.ercent in January 2018 from 7.0 percent in January 2017. The decline in inflatioans wa result of the fall in the prices of potatoes, cabbages, and mangoes mainly attribuot efda vtourable weather conditions towards end of 2017. The inflation of 4.8 percen t Jianuary 2018 was within Government’s target range. The foreign exchange market has remained relat isvtealbyle supported by increased tea and horticultural exports, strong diaspora remcitetasn, and a continued recovery in tourism. The 12-month current account deficit slitzaebdi at 7.0 percent of GDP in December 2017 and is expected to narrow to belo0w p e6r.cent of GDP in 2018 due to lower imports of food and lower imports in the snedc ophase of SGR project. Over the medium term, growth is projected to ave raground 7.0 percent due to investments in strategic areas under “The Big F oPular”n, namely: increasing the share of manufacturing sector to GDP; ensuring all citizensjo y food security and improved nutrition by 2022; expanding universal health coavger; and constructing at least five hundred thousand (500,000) affordable housing .u nTihtsese efforts will support the business environment, create jobs and ultimateolmy porte broad based inclusive growth. Kenya is ranked favorably in the ease of doing nbeusssi and as a top investment destination. In 2017, the World Bank’s Doing Busisn eReport, ranked Kenya third in Africa in the ease of doing business after Rwanndda M aauritius, as the country moved up 12 places to position 80. Further, in September7 ,2 0S1tandard and Poor Global Ratings affirmed Kenya’s short and long term foreign ancda llo currency sovereign credit rating at B+/B citing Kenya’s strong growth prospects whicihll wfacilitate fiscal consolidation. 2.1 Recent National and International Economic Development and Macroeconomic Outlook The pickup in global activity that started in 20g1a6t hered steam in 2017 and is expected to continue in 2018 supported by notable improvetms ein investment, trade, and industrial production, coupled with strengtheninugs ibness and consumer confidence. As such global growth is projected to increase top 3e.r9c ent in 2018 from 3.7 percent in 2017 and 3.2 percent in 2016( T able 1.1) primarily driven by improving domestic demand in advanced economies and China and improved perfocrem ainn other emerging market economies. County Fiscal Strategy Paper 2018/2019 8 Table 1.1: Global Economic Growth, Percent Actual Estimated Projected 2016 2017 2018 World output 3.2 3.7 3.9 AdvancedE conomie s 1.7 2.3 2.3 Of which: USA 1.5 2.3 2.7 Emerging and DevelopinEgc onomie s 4.4 4.7 4.9 Of which: China 6.7 6.8 6.6 India 7.1 6.7 7.4 Sub-SaharaAn frica 1.4 2.7 3.3 Of which: SouthA frica 0.3 0.9 0.9 Nigeria -1.6 0.8 2.1 Kenya 5.8 4.8* 5.6* Source: January 2018 WEO; * Projections by the Noantial Treasury In the advanced economies, growth is expectedc tko uppi to 2.3 percent in 2018 and 2017, up from 1.7 percent in 2016. This forecast refl ethctes expectation that favorable global financial conditions and strong sentiment will h emlpaintain the recent acceleration in demand, especially in investment with a noticeaimblpea ct on growth in economies with large exports. In addition, the U.S. tax reform ansdsociated fiscal stimulus are expected to temporarily raise U.S. growth, with favorablem daend spillovers for U.S. and Trading partners especially Canada and Mexico. Among emerging market and developing economiesh, ehri gdomestic demand in China and continued recovery in key emerging market emcoienso supported growth in 2017. Growth in emerging and developing economies ise pcrtoejd to increase from 4.4 percent in 2016 to 4.7 percent in 2017 and 4.9 percent 0i1n8 2. The projected growth is driven primarily by the strengthening of growth in commtoyd ei xporters; a gradual increase in India’s growth rate and a lower but still high tdre gnrowth rate in China. The broad-based slowdown in sub-Saharan Africaa sisin eg and growth is expected to improve from 1.4 percent in 2016 to 2.7 percen2t0 in1 7 and further to 3.3 percent in 2018, partly supported by a recovery in growth of largcoemr modity exporters such as Nigeria and South Africa. In addition, the easing of drotu gchonditions in the Eastern and Southern Africa has contributed to the positivel oooukt. However, downside risks have increased following policy uncertainties and de lainy sthe implementation of policy adjustments in Nigeria and South Africa. Many oef tfhaster growing economies in sub Saharan African economies continue to be drivenp ubbyl ic spending, with debt levels and debt service costs rising. In the East African Community (EAC) region, econocm girowth is estimated to stabilize at 5.4 percent in 2016 and 2017, a slowwnd forom a 6.1 percent growth in 2015. The prolonged effect of drought experienced in 2 0a1n6d continued in 2017, dampened agricultural output and GDP growth in Uganda, Tanniaz aand Rwanda. In addition, there was a slowdown in credit growth across countrie tsh ein region, which further dampened the growth. Further, insecurity and political teonnssi continued to constrain economic activities in countries such as Burundi, Somalinad, aSouth Sudan. In 2018, economic growth is projected to increase to 5.9 percent osrutpepd by a stable macroeconomic environment, ongoing infrastructure investmentsd, satnrong private consumption. County Fiscal Strategy Paper 2018/2019 9 Domestic Economic Developments Growth of the Kenyan economy remained resilienot;a bdr based and registered strong performance in the past 5 years supported by s tprounbglic and private sector investment and appropriate economic and financial polic(iCesh art 1.1a). The economy, specifically, grew at an average of 5.5 percent per year in ivthee yfears (2013 - 2017) outperforming the average growth rate of 4.7 percent in the pde 2r0io08 to 2012. However, uncertainty associated with elections cleodu pwith the effects of adverse weather conditions slowed down the performanceh eo fe tconomy in 2017. As a result, the economy is estimated to grow by 4.8 percent in 2, 0w1h7ich is a slowdown from the estimated growth of 5.1 percent in the 2017 BudRgeevti ew and Outlook Paper (BROP). In 2017, the economy grew by 4.4 percent in Qu a3rt,e 5r .0 percent in Quarter 2, and 4.7 percent in Quarter 1, largely supported by srot bauctivities in the service sectors particularly; accommodation and restaurant; realt ate;s and information and communication. The growth was somewhat constraibnye ds ubdued performances in agriculture, forestry and fishing; manufacturingle; cetricity; and financial intermediation sectors. Chart 1.1a: Trends in Kenya’s Economic Growth Rate s Source of data: Kenya National Bureau of Statist ics The value of goods and services produced thererfaoisre d the per capita income from Kes 104,700 in 2013 to an estimated Kes 174,20200 i1n7 , a 66 percent increase. The economy generated an average of 817.0 thousandjo nbesw p er year in the period 2013 - 2017 up from 656.5 thousand jobs per year in threio dp e2008-2012( Chart 1.1b and Chart 1.1c). County Fiscal Strategy Paper 2018/2019 10 Chart 1.1b: Trends in Per Capita Income (2002-2017 ) Source of data: Kenya National Bureau of Statist ics Chart 1.1c: Number of Jobs Created (2002-201 7) Source of data: Kenya National Bureau of Statist ics The resilient strong growth of the economy over p tahset five years reflects the broad based nature of our economy that has been largely dribvye ng rowth in the non-agriculture sectors (Table 1.2). The non- agricultural sector has remained vib rgarnotwing at 6.7 percent in 2016 from 5.4 percent in 2013 and counetsin to be the main source of growth. County Fiscal Strategy Paper 2018/2019 11 Table 1.2: Sectoral Real GDP Growth rates, percen t 2013 2014 2015 2016 2017 Q1 2017 Q2 2017 Q3 Est.2017 Q4 Primary sectors 5.0 4.7 5.8 4.2 -0.8 1.5 3.2 3.5 Of which: Agriculture 5.4 4.3 5.5 4.0 -1.3 1.3 3.1 3.3 Mining -4.2 14.9 12.4 9.5 9.7 5.7 5.8 6.5 Industry Sectors 5.9 5.6 7.0 5.6 4.7 4.3 3.3 4.2 Of which: Manufacturing 5.6 2.5 3.6 3.5 2.9 2.3 2.1 2.4 Electricity and Water supply 6.6 6.1 8.5 7.1 5.1 6.1 4.8 4.6 Construction 6.1 13.1 13.9 9.2 8.4 7.5 4.9 7.0 Services Sector s 5.4 6.3 6.3 6.8 7.5 6.4 5.3 5.8 GDP Growth 5.9 5.4 5.7 5.8 4.7 5.0 4.4 5.3 Of which: Non-agricultural GDP 5.4 6.1 6.3 6.7 6.9 6.1 5.0 5.5 Source of data: Kenya National Bureau of Statist ics Growth of the services sector accelerated fromp 5e.r0c ent in 2012 to 6.8 percent in 2016 supported by favourable performance of ICT, reatal tes, wholesale and Retail Trade, Transport and Storage and Accommodation and Reasnttasu. r Accommodation and restaurants has been the fastest growing sec tgore. wIt from 3.1 percent in 2012 to 13.3 percent in 2016 supported by the improved secusritiutya tion that led to removal of travel alerts from major tourist originating countries. The growth of the financial and insurance sectocre laecrated from 6.0 percent in 2012 to 9.4 percent in 2015 supported by reforms aimte dc reaating a conducive business environment. However, the growth of the sector seldo wdown to 6.9 percent in 2016 and is estimated at 3.2 percent in 2017 partly due bloawn king sector credit to the private sector and a decline in the growth of interest minec.o The industry sector grew from 3.5 percent in 20o1 27 .t0 percent in 2015 supported by the construction sector as a result of public isntfrruactural development. The sector slowed down in 2016 and 2017 following subdued opremrfance of the manufacturing and electricity and water supply sectors. Meanwhile, growth of the agricultural sector rorsoem f 2.8 percent in 2012 to 5.5 percent in 2015 but contracted to (-1.3) percent in firsuta rqter of 2017 due to the prolonged drought that started in the fourth quarter of 20 G16ro.wth in the sector recovered to 3.1 percent in the third quarter of 2017 as weatherd ictioonns improved . Inflation rate has been low, stable and within Gthoev ernment target range of 5+/-2.5 percent in the period 2013 to 2017 as a result ruodf epnt monetary and fiscal policies. Inflation averaged 6.7 percent during the period1 32-20017 compared with 7.4 percent during 2002-2007 and 10.6 percent during 2008-2. 012 However, inflation increased to above target in ftihrset half of 2017 due to drought that affected food prices. Inflationary pressures sdta rttoe ease in the second half of 2017 as the weather situation improved and earlier meas tuarkeesn by the Government to address the food shortages took effect. These measures included: allowing duty free imp ofr tms ajor food items (maize, wheat, sugar, and milk) and introducing a temporary suyb soind maize meal prices. As a result, overall month on month inflation was 4.8 percen tJ ainnuary 2018 from 7.0 percent in January 2017, and was within the Government’s t arragnege. Kenya’s rate of inflation compares favorably withe t rest of sub-Saharan African County Fiscal Strategy Paper 2018/2019 12 countries and especially its peers such as Nigaenrdia South Africa whose inflation rates were 15.4 percent and 4.7 percent, respectivelyti o(Nn al Central Banks, 2017) Kenya Shilling Exchange Rate The Kenya Shilling exchange rate remained broasdtalyb le against major international currencies. As at January 2018, the shilling exgche arnate against the Dollar was at Kes 102.9 compared with Kes 103.7 in January 2017. nAsgt atihe Euro and the Sterling pound, the Shilling weakened to Kes 125.4 and K4e1s.9 1 in January 2018 from Kes 110.2 and Kes 128.0 in January 2017, respectively. Then yKa Shilling exchange rate as compared to most Sub-Saharan African curren chiaes ,continued to display relatively less volatility. This stability reflected resilie netxport receipts from tea and horticulture despite lower export volumes due to adverse we actohnedr itions in the first quarter of 2017. Additionally, receipts from tourism, coffeex peorts and Diaspora remittances remained strong. Interest Rates Interest rates remained stable and low in the dp e2ri0o13-2017 except June – December 2015 when world currencies were under pressure.in Dg utrhe period, the policy rate (Central Bank Rate) was adjusted appropriatelyn tcoh oar inflation expectations. The rate is currently (January 2018) at 10.0 percent sincueg uAst 2016. The inter-bank rate has remained low at 6.1 percent in January 2018 fro7m p7e.rcent in January 2017 due to ample liquidity in the money market, while the 9a1y-d Treasury bill rate declined to 8.0 percent from 8.6 percent over the same period.1 T8h2e d ay and the 364 day Treasury bills averaged 10.6 percent and 11.2 percent in Janu0a1r8y 2from 10.5 percent and 11.0 percent in January 2017, respectively. The interest rate spread narrowed to 5.7 perce Ontc tinober 2017 from 5.9 percent in October 2016 with the Commercial banks’ average lendinegr ienstt stabilizing at 13.7 percent over the same period. Meanwhile, the average commercial sb’ adnekposit rate increased to 8.0 percent in October 2017 from 7.8 percent in October 2016. Economic Outlook Kenya’s economic growth prospects for the FY 2091 8a/1nd over the medium term takes into account the global and sub-Saharan aA fgrircowth recoveries. The growth projection takes into account the strategic obvjecst iof the Government as outlined in the third MTP of Vision 2030. Real GDP is projected etox pand by 5.3 percent in FY 2017/2018, 5.9 percent in FY 2018/2019, 6.3 per icne nFtY 2019/2020 and 6.9 percent by FY 2021/22. This growth will be supported mainly tbhye implementation of “the Big Four” Plan, sustained investment in infrastruct usrtero, ng agricultural production due to improved weather conditions, buoyant services sr,e ctontinued recovery in tourism, increased investor and consumer confidence, aancdr omeconomic stability. The outlook, therefore points to a continued conoartdioi n of monetary and fiscal policies for overall macroeconomic stability which will suoprpt robust growth, lower fiscal deficits, contain inflation within the target ran agned a gradual improvement in the current account balance. In addition, the measures being undertaken by tohvee Grnment under “the Big Four” Plan to boost the manufacturing sector; enhance foodu ristye cand nutrition; build affordable housing; and achieve Universal Health Coverage e axrpected to boost growth, create County Fiscal Strategy Paper 2018/2019 13 jobs and promote inclusive growth. Inflation is currently within the Government’s taertg range and is expected to remain so in the medium term underpinned by prudent monetary f iasncdal policies, favorable weather outlook, relatively lower international oil price sa,nd a stable exchange rate which is expected to dampen any risks of imported inflat iTonh.e interest rates are expected to remain low and stable over the medium term supdp obrtye improved liquidity conditions, and the proposed fiscal consolidation. Kenya’s external position is projected to strenng thoever the medium termsu pported by a narrower current account deficit. The improvemenn tt hie overallb alance of payments reflects improved performance of tea and horticruel teuxports; strong diaspora remittances; recovery in tourism, and increased foreign dirnevcet si tment in infrastructure. Risks to the Economic Outlook This macroeconomic outlook is not without risks.s kRsi from the global economies relates to uncertainties in the global financialr kmeats particularly with regard to the U.S. economic and trade policies, normalization of maornye pt olicy in the advanced economies and the Brexit outcome. The recent geopoliticasl itoens building around production and use of nuclear weapons if not addressed could w deoigwhn global growth with negative impact on trade and financial flows. Domestically, the economy will continue to be exepdo sto risks arising from adverse weather conditions until the mitigating measure sf oofd security under “The Big Four” Plan are put in place. Additional risks could emtea nfarom public expenditure pressures especially recurrent expenditures. The Governm wenillt monitor the above risks and take appropriate measures to safeguard macroecico nsotambility. Unemployment East Africa’s largest economy, Kenya, holds the iodusb distinction of having the region’s highest unemployment rate, the United Nations siany sit s latest assessment of human development that throws a huge policy-making chnaglele at Nairobi. The 2017 Human Development Index (HDI) shows theant yKa’s rate of unemployment is now equal to those of neighboring Ethiopia and Rdwaa cnombined, highlighting the paradox of economic policies that have sustained growthh owuit generating jobs — culminating to poor distribution of the benefits of growth. The itUend Nations Development Programme (UNDP) report says that nearly four in every 10 yKaenns of working age have no jobs — the worst level of unemployment in the region. The rret pinodicates 39.1 per cent of the Kenyan populations of working age are unemployed compatore Tda nzania’s 24 per cent, Ethiopia’s 21.6 per cent, Uganda’s 18.1 per cent and Rwan1d7a.1’s per cent. Youth Development Index in the county currently stands at 0.5952 againnsatt iao nal development index of 0.5817. County Fiscal Strategy Paper 2018/2019 14 SECTION III DEVELOPMENT PRIORITIES AND INTERVENTIONS 3.0 Introduction The medium term expenditure framework for 2018/1 290 –20/21 ensures resource allocation based on prioritized programmes are aligned. Iot afolscuses on strategic theme “okfi ck starting the County transformative agendato” wards an accelerated economic growth, poverty reduction and employment creation. The fpoiullar rs adopted over the medium term in the County Integrated Development Plan (20182-2) 0a2re expected to form an integral part in transforming the local development by creatinmgp eloyment and improving standards of living, building on our competitive base and red upcoeverty. In the next fiscal year, county programmes, prosj eacntd policies will be guided by the strategic pillars namely: 1) Employment and weacltrhe ation for sustainable economic prosperity; 2) Universal access to social amen fitoier simproved standard of living; 3) Social protection and equity through empowerment and ys anfets; and 4) Legal and institutional development, service delivery and public engage.m ent The programmes will build on the achievements zreadl i in implementation of the st 1 generation CIDP while keeping focus on the nati ognoavlernment aspirations presaged under the famous “BIG FOUR” agenda; the Vision 2030 MTI P(2II018-20220, the 2030 global Sustainable Development Goals and the Aspiratiorn tsh fe Africa Agenda 2063. Therefore in allocating resources emphasis is olani dt he following specific sectors under each thematic pillar over the medium-term: 3.1 Pillar 1: Employment and Wealth Creation for Sustainable Economic Prosperity 3.1.2: Agriculture, Rural and Urban Development Setcor The Agricultural Rural and Urban Development Se ctomr prises of the following five sub- Sectors: Agriculture; Livestock Development; Fisiehse rDevelopment; Irrigation; Lands, Housing and Urban development, National Land Comsimonis (NLC) and Irrigation. Other agencies in the sector include; Agriculture Macrhyin eServices (AMS) and Agriculture Farmers Training (ATC). The sector plays an impnotr tarole in promoting food and nutritional security; employment and income genioenra; t sustainable land use and management; building resilient, secure and susbtalein uarban areas. The first generation CIDP outlined a number of praromgs and sub-programs to be implemented during the 5 year period by the se cDtoerl.ays in completion is largely attributed to high capital projects which reqdui r ea huge capital outlay such as the milk processing plant in Eldama-Ravine sub-countyic hw hrequire Kes 200 Million. The Introduction of e-procurement led to delays in purroecment processes while some targets were over ambitious making it difficult to be acvheied within the period. County Fiscal Strategy Paper 2018/2019 15 Sector Development Needs, Priorities and Strategi es Strategic Objectives Development Gaps Interventions To promote excellence in Inadequate specialized skills Recruitment/Training and capacity building service delivery Lack of result based management tool in thIen stitutionalization of Results Based county public service Management in the public Service Inadequate resources for service delivery Performance contracting and Public Service Appraisal system To develop institutional Inadequate regulations/ policies in the Develop bills, regulations and policies in the and legal framework for sector i.e. boards/committees sector the sector. Inadequate policies, laws and regulations in the sector To Increase crop Dependency on rain fed agriculture Expansion of irrigation schemes production and Inadequate affordable credit to the industryF ertilizer cost reduction strategy productivity for food Reduced investment in cash crops Technology expansion strategy security High costs of inputs Diseases Control strategy Poor governance and management of farmFeris heries Development and Management institutions Soil and water conservation Low adoption of appropriate and improved agricultural technologies Inadequate farm mechanization and machinery services General Low agricultural productivity and production. Post-harvest loses Low extension staff numbers – on average staff farmer ratio of 1:1,331 (400 ideal). Delayed payment for farm produce especially pyrethrum, cotton. Inappropriate legal and regulatory framework Soil Conservation measures To Increase market • Pre- and post-harvest losses. Skills development for technical human access through promotion • Inadequate Markets and Marketing resource of value addition and infrastructure Community Based value addition in crops, development of standards • Inadequate storage and processing Livestock and fisheries, along the value chain. facilities Development of Marketing organization • In adequate market information Public Private Partnerships (PPP) Development of commodity standards Development of Market infrastructure Promote Contract farmin g To promote adoption of Lack of adequate skills in emerging Public Private Partnerships (PPP) new technologies that technologies Skills development strategy enhances efficiency in Capacity building of extension officers and production farmers To Increase production Prevalence of animal diseases Infrastructure improvement-water development, and productivity in Low and declining range productivity road network, livestock markets, dips, slaughter livestock for food Pre- and post-harvest losses houses, pasture establishment and conservation, security Limited capital and access to affordable milk cooling facilities and processing plant. credit Livestock upgrading for poultry, small stock and Inadequate Markets and Marketing large ruminants through provision of A.I infrastructure services, establishment of bull schemes to Inadequate water development upgrade local breeds and provision of high Inadequate storage and processing facilitieqs uality breeding stock for poultry. Input subsidy programs through provision of pasture seeds. Provision of extension services-promotes adequate technologies in animal husbandry for increased productivity and product ion County Fiscal Strategy Paper 2018/2019 16 Strategic Objectives Development Gaps Interventions To prevent and control Pest and disease incidences Livestock, Disease and pest control for crops, Livestock crop, livestock and crops and fish leading to high cost of and fish through establishment of laboratories human diseases production and reducing the quality of farm and clinics for disease diagnosis and produce. surveillance to make the county a disease free Increasing incidence of HIV/AIDS, zone Malaria, water-borne and zoonotic diseasesIn. oculation programme To promote fish Low production of fish Expanding fish farming from current potential production for food Destruction of fish breeding grounds areas of Lakes Baringo and Bogoria to fish security ponds in the farms Training of farmers on fish farming Demarcation and conservation of fish breeding areas Enforcement of regulations guarding fish demarcated areas To Improve Rural ,urban Poor implementation of approved plans Policy formulation and legislation planning, housing and resulting to haphazard developments Preparation of integrated development plans for sanitation Outdated physical development plans designated urban areas i.e. Kabarnet, Eldama Lack of GIS software/lab to manage land Ravine and Marigat, Chemolingot, Kabartonjo information and digitize plans and Mogotio. Lack of land information and management Revision of Development Plans system Approval of development plans Lack of field operation vehicle especially Enhance service delivery in urban areas for physical planning Planning of trading centres Low budgetary allocation Promote a safe and healthy environment; Land of county land use policies and Facilitate and regulate public transport regulations Land injustices /conflicts Inadequate technical staff-physical planners, surveyors, housing officers Inequality of infrastructure services in the town for citizens that still need water, sewer systems. Lack modern sewerage system Rampant grabbing of public utilities Inadequate storage and processing facilities Inadequate Markets and Marketing infrastructure Increasing incidence of HIV/AIDS, Malaria, water-borne and zoonotic diseases. To promote Lack of coherent land policy and laws. Range rehabilitation, fodder production and Administration and Inadequate Development Plans management sustainable management Lack of GIS Software/Lab To Manage LandR ain water harvesting expansion and of land. construction of sand dams Marketing, value addition and agro processing Dry land production through drought resistant crops Development of land use/ land cover assessments and County spatial plan To Enhance drought Environmental degradation especially in theE stablish Integrated Drought Early Warning and resilience and climate agro pastoral livelihood zones this has an Response System change adaptation adverse effect on crop productivity Establish Knowledge Management for Drought Landslides Construct and rehabilitate water supply systems Flooding Range rehabilitation, fodder production and management Rain water harvesting expansion and construction of sand dams Marketing, value addition and agro processing Dry land production through drought resistant crops Development of land use/ land cover assessments and County spatial plan County Fiscal Strategy Paper 2018/2019 17 Strategic Objectives Development Gaps Interventions To promote natural High incidences of soil erosion Promotion of soil and water conservation resources conservation Invasive species Management of invasive species and management Environmental pollution Control of pollution Deforestation Agro forestry Siltation of water sources 3.1.1: General Economics and Commercial Affairs Setocr The General Economic and Commercial Affairs Secisto rth e commercial engine of the County contributing to economic growth, employm ewnet,alth and most important harnessing the county competitiveness as well actualizing 2th0e3 0 global Sustainable Development Goals (SDGs). The sector comprises of three sutbo-rse ncamely; Industrialization, Trade & Enterprise Development and Co-operative Develop.m ent During the implementation of the 1st generation PC IDcovering the period 2013-2017, notable achievements were realized by the sectaotr itnhclude: development of 660 enterprises providing both direct and indirect eomymplent and livelihoods to over 4500 residents through the Construction 9 fresh prodmucaerk ets, 2 curio shops, 18 honey stalls and 2 Jua-Kali Industrial Parks at Kabarnet anda mElad Ravine. In promoting business growth, the sector has disbursed Kes 29.66 milalios nS ME loans to 358 individuals with business and financial management training pac k age. During the year 2015, the sector organized a mianjvoers tment conference dubbed “Baringo Entrepreneurship & Expo summit (BEES) 2015”. Then fecorence brought together local and international investors and provided a platforms hto wcase her diversity and branded itself as tourism hub. Notable achievements was increased number of t oiunr i2s016 as well as the increase in investments witnessed mainly in major towns suc Kh aabsarnet, Eldama Ravine, Marigat and Mogotio. The sector participated in strategic exithioibns and trade fairs to show case the County investment opportunities at local, regioannadl international forums such as the ASK shows, NOREB investment forums, TICAD and ensureadir FTrade Practices. All these efforts has significantly boosted the county’s eocmony. In supporting value addition and job creation, cthoeu nty will strategically allocate resources towards development of the manufacturing sectortri cpualarly Agro-processing in order to move towards increasing the sector contributionm f r9o.2 percent in 2016 to 15 percent of GDP by 2022 while increasing formal manufacturinegc tosr jobs as envisaged under the National Government Big Four Agenda. In order taol irze these objectives, the county will promote growth in the agro-processing sub-sect osru tpoport value addition across the value chain through implementation of various initiati vienscluding; meat, coffee, skins and hides, Aloe Vera, honey, cotton and Milk processing. Other key areas of investment includes; promotninngo vi ations through ICT; improving ease of doing business; creating industrial parks; prtoinmgo market access through construction of market shades. County Fiscal Strategy Paper 2018/2019 18 The county will put in place radical measures to mporte an enabling environment to facilitate growth in trade, commerce and enterp rdiseevelopment while developing good governance and effective management to coopera. tives 3.1.3: Environmental Protection, Water and Natural Resource Sector Promoting Environmental Conservation and Water Supply Environmental conservation and access to clean saanfde water is essential for the achievement of the county development needs. Toie vaec hon this course, there is need to invest on environmental conservation and Solid ew amstanagement through massive tree planting, soil erosion control measures, buildinegw esrage structures in urban areas; protection of ecosystems and investing on climahtea ncge adaptation mechanisms. Furthermore, access to clean and safe water w ilal cbheieved through investment on clean water infrastructure and management. In reality, a clean environment and adequate srainfek idng water and reasonable standard of sanitation complements efforts towards improvedm pariy health care and productivity of labour market force. In addition, adequate suppfl y woater is essential for increased agricultural production, manufacturing activitie s. The Governors’ manifesto pillar on the sector tadg “gWeater- Maji-Bei” emphasizes on the critical need for enhanced access to water for ldoepvmeent prosperity. Therefore, investment in clean water supply, construction, rehabilita tiaond expansion of water supply system, drilling and equipping of boreholes and construnc toiof water pans/small dams. In order to tap on the on-going large scale dams by the nal tigoonvaernment, the county will invest in pipe work distribution lines and prioritize suppolyf water in the urban. Wetlands and water towers will be protected towards sustainable wastuepr ply. In addition, the county will mobilize resources for sanitation infrastructur et hien two major towns and establish proper water management system. Over the past five years, the sector implementneudm ab er of projects and programmes which include; the construction and rehabilitation of 3W19ater Supplies, constructed 145 Pan/Small dams; drilled and equipped 144 Boreholes, 19 smanadll large irrigation schemes were expanded and protected 42 springs and catchmeanst . aTrehe county also established 12 community wildlife conservancies as well as supdp loiever 70,000 assorted tree and fruit trees seedlings to schools and institutions. The tourism sub sector has remained vibrant anedx pise cted to be on an upward trend in the coming years through extensive marketing strate. gImiepsroved security situation has led to removal of travel alerts from major tourist origtiinag countries and this has boosted tourism growth. The tourism section has been transformherodu tgh integration with sports and the rich cultural diversities in the county. All thesaere key and critical for revenue generation, inclusive growth and employment creation. The cyo uwnitll strategically place itself so as to ride on national government incentives to boost stehector, among them; giving visa on arrival for all Africans visiting Kenya and the riondt uction of Charter Incentive Program and Air Passengers subsidy (USD 30 rebates per pasrse).n ge County Fiscal Strategy Paper 2018/2019 19 The sector has considered a number of prioritie st hien plan period which include: Completion of ongoing water projects in urban aunrda lr areas to increase the number of people connected to safe piped water. This will abceh ieved through drilling of new - boreholes and construction of water pans and sdmaamlls including large dams from national government and extension of water supplies froms tienxgi infrastructure of Kirandich and Chemususu Dams; partnering with development pasr tinne rconstruction of sewerage and solid waste dumpsites in major towns; Promotionl oocfa l and international tourism and continuous investment in infrastructure; focusinng doomestic tourism, partnership with regional development blocks like NOREB and Amayiaa nTgrle Initiatives; development and diversification of tourism products like sport, tcuurlal, and health tourism to facilitate growth in the sub sector. It is expected that once this projects are com,p lwetaeter shortage in major towns and accessibility in rural areas will be addressed yaonudt h and women will be engaged in other productive areas of the economy. Summary of Sector Priorities The sector has considered a number of prioriti ethse in plan period which include: a) Completion of ongoing water projects in urban aunrda lr areas to increase the number of people connected to safe piped water. This bwei lla chieved by leveraging on new - boreholes (plan to acquire drilling machine) anda lsl mdams including large dams from national government and existing infrastruecstu rsuch as Kirandich and Chemususu Dams. It is expected that once thise cptrso jare complete, water shortage in major towns and accessibility in rural areas l wbiel addressed and youth and women will be engaged in other productive areatsh eo fe conomy. b) Resource mobilize funds to facilitate constructiofn sewerage and solid waste dumpsites in two major urban areas of the coun twy ealls as acquisition of land banks c) Completion of pans/small dams and multipurposee l-asrcgale dams currently under various stages of implementation d) Promotion of local and international tourism and ntcinouous investment in infrastructure to facilitate tourism growth. Morem pehasize will be put on infrastructure development and marketing strate. gies e) We will be leveraging on new - boreholes and smdamll s including large dams from national government and existing infrastructurecsh s aus Kirandich and Chemususu Dams that have not been exploited fully. We alsaon ptol increase access of sewerage services in Kabarnet Town’ f) The Governor intends to enhance access to quaelaitlyt hh and a clean environment for living in Baringo County.W e will invest in modern equipment and personnel. 3.2 Pillar 2: Universal Access to Social Amenitie fsor Improved Standard of Living 3.2.1: Energy, Infrastructure and ICT Sector County Fiscal Strategy Paper 2018/2019 20 This sector is a key enabler for growth in othemr mcoercial, social and productive sectors. The sector vision over the medium term ios m“take communication, Infrastructure and Energy access memorable and sustaina ble” The sector comprises of four sub-sectors namelye;r gEyn Access; Transport, Public Works; Information and Communications Technology. The ctiotuntsional mandate for the sector include: County roads, Street lighting, Traffic a pnadrking, Public road transport, county public works, Mechanization and services, electtyr icaiccess, gas reticulation and energy regulation. Energy sub-sector The energy sub sector is geared towards providninegrg ey required by the flagship and other projects that is expected to accelerate economoiwc tghr and development by 2030. The Sub-sector strategic objective is to develodp iamnprove access to quality, reliable and affordable energy. The main sources of energy irnin Bgao County are electricity, solar, LPG, biogas paraffin, charcoal and firewood. Lack of eascsc to clean sources of energy is a major impediment to development. The county is endowed with significant amountse onfe rwable energy resources such as wind, solar, geothermal, small hydro and biomass. If ehsasrend, these resources can play a significant role in the country’s energy supply m. iTxhe county has a great significant potential in solar, geothermal and wind the depeanrttm will take steps in promotion, development and utilization of renewable energyu lrtiensg in an increase in the contribution to national grid. The Sub-Sector is responsible for Renewable EnPergomy otion and Development; Thermal Power Development; Oil and Gas Exploration; Oil/ Gaansd Minerals sector capacity development; Rural Electrification Programme; Enye rgRegulation, Security and Conservation; and Fossil Fuels Exploration and Dloepvmeent. Mobilize resources for research and development of alternative energyc esos.u r Transport and Infrastructure Sub-Sector The sub-sector is responsible for: County roads eldoepvment, County infrastructure management and supervision, County roads develotp mpoelnicy management; Transport policy management; Marine transport management; eDloepvment, standardization and maintenance of roads; Mechanical and transporti cseesr;v Materials testing and advice on usage; Standardization of vehicles, plant and emqeunipt; Protection of road reserves; maintenance of air strips; County transport ande tsya pfolicy; The operational objectives of the Sub-sector aroe :p rTomote effective public transport and traffic management, to develop climate proofed lr uarnad urban roads infrastructure for improved social and economic integration, to en scuormepliance to standards in public works. Information Communications and Technology Sub-sectro: The sub-sector is responsible for: Provide Inforiomna tCommunications and Technology infrastructure (ICT); Development of County Commcuantions Capacity and Infrastructure; County Fiscal Strategy Paper 2018/2019 21 Promotion of Software and hardware Development sIntrdyu, Provide ERP solutions to county government departments; County ICT Infrastructurev edlopment and management, Provision of ICT Consulting to other Government adretmp ents; Provision of ICT training, Provision of advisory services on acquisition ofT ICand telecommunication services and equipment to departments; Telecommunication sesr,v icDeevelopment o fICT centers and innovation hubs, Data storage, usage and recover. The mandate of the sub-sector is to develop ICTra sintrfucture, capacity compliance and software applications for sustainable development The 1st generation CIDP identified the sector as key foautinodn towards economic prosperity. The overall strategy was to provide adequate phaly siincfrastructural facilities through opening up of new access roads particularly in ruthrea l areas; rehabilitation, improvement and effective management and expansion of thei negx isintfrastructure facilities. The county managed to open up a total of 1,486 kilometerse owf rnural roads; maintained and upgraded 199 Kilometers of existing roads; while upgradin3g k1ilometers of urban roads to bitumen standard. In addition, electricity and telephone services ew exrpanded to cover all the Sub-Counties with emphasis on public institutions and social naimti es including market centres, schools, health centres and other community projects. Thuen Ctyo government recognized ICT as key catalyst for economic growth. Thus the County’sio vnis of knowledge based economy aimed at shifting the current industrial development p taotwhards innovation, creativity, adoption, adaptation and use of knowledge as a major soufr ceec oonomic growth. During the last medium term period, the county made great striodwesa rtds ICT integration and development. The success include; construction, equipping anedr aotiponalization of two ICT innovation Centre’s at Mwachon and Kabarnet which has offetrreadin ing to over 3,460 persons including county staff, teachers and the generabll icp;u Supported 121 learning institutions by equipping computer labs with computers and oirzgeadn 5 ICT contests and exhibitions which has nurtured innovations among students aonudth y. In an effort to leverage ICT in service delivery and management, the county deds,ig ndeeveloped and installed 4 Management systems: - Revenue Collection and Mamneangte System, GIS, Afya EHMS and County website. Thirty two (32) new Local ArNeeat works (LAN) were established in the County Offices to improve efficiency in resoeu rscharing and systems implementation for decision-making and reporting. Though these efforts are commendable, there exaipsst gin fully developing the sector to meet the growing needs of the populace. The tabelleo wb summarizes the sector development gaps and need and strategic prioreitays a orver the medium term period. County Fiscal Strategy Paper 2018/2019 22 Sector Development Needs/gaps and Priorities Sector Specific Development Gap/Nee d Strategic Priorities Objectives To enhance accessibility in Majority of the communities cannot access basIdice ntify crucial areas isolated from the Rural areas social amenities. There is need to open up thee xisting road network and ensure that roads rural areas to enable them access such facilitieosp.e ned are geared towards linking to key socio-economic hubs. To maintain good and Currently once roads are constructed, they ar-e Carry out intensive programmes to improve climate proof rural road not regularly maintained. There is need to earth roads to gravel roads. Network regularly maintain to increase the lifespan of -Plan for periodic maintenance of roads as these roads soon as they are opened. To Provide safe and reliable Currently there are challenges in accessing p a-rItnst egrating crossing structures into all road passage across water bodieosf the county due to undulating terrain and watceorn struction projects and irregular land surface run-off. There is need to invest in safe and reliable passage to serve communities using them. To decongest and expand There is need to upgrade urban roads to Inclusion of upgrading and maintenance of the County Urban Centers bitumen standard to accelerate development binit umen roads in each financial year and spur economic urban areas development. To Improve sanitation and Most towns in Baringo county have no proper -Integrate provision of drainage systems into urban roads sustainability drainage systems. There is need to develop all road construction projects drainages to eliminate cases of flooding and improve sanitation To Reduce traffic Currently there are few well designed and -construct modern parking lots congestion and ensure ordedr eveloped parking in the county. There is need-S et up parking system and guidelines to in urban centres to come up with more parking to ensure smoomtha ximise utility of parking areas flow of traffic and ease congestion. To increase the County The existing machineries are not enough to m-eAect quire additional number of plant Machineries fleet and its the needs of the entire county. There is need tmo achineries and vehicles management acquire more and manage the existing --Establish an automated fleet management machineries to meet the growing needs in the system county. To have a centralized cost Currently maintenance of county vehicles and - Establish a county vehicle and machinery effective and efficient machineries are outsourced to third parties whmo aintenance workshop maintenance system for are expensive and unsustainable. There is need county machineries and to develop a county workshop to cater for quick vehicles repairs and maintenance. To have an organized and Currently there is very little control of -Formulate policies and bills that will put in effective public transport movement and organization of public transporpt lace a framework for the organisation and system in the county by vehicles. There is need to develop a frameworskt reamlining of operation of public service 2022 that controls how they are operated. vehicles County Fiscal Strategy Paper 2018/2019 23 Sector Specific Development Gap/Nee d Strategic Priorities Objectives To build ICT and IncubationC urrently we have 2operational and 1 -Build ICT centres centers for nurturing incomplete ICT centres. There is need for at -Build Innovation and incubation centres innovation and Promote least 30 more centres. business process outsourcing (BPO’s) in the County. To equip ICT and 2 ICT and Innovation Centres have been -Acquisitions and installation of modern ICT Incubation centres with partially equipped. There is need to allocate equipment modern equipment to foster enough funding for equipping existing and innovation and ICT newly established ICT centres promotion To Facilitate Internet 32 County offices with LAN while 53 other -Establish structured cabling in the offices Connectivity, system offices’ LAN are yet to be established -Put up metal trunking in the offices utilization and ICT resource - Install Internet connectivity in county offices sharing in 85 County and departments Offices by 2022 To Interlink all county Currently there is no central communication -Laying and splicing of fibre optic cables entities(Wards, Sub platform due to lack of WAN to facilitate a -Erecting masts and installing receivers , Counties, Hospitals and unified communication and information sharingre peaters and microwave dishes Departments to county HQ) -Installing of switches, routers, amplifiers and for information sharing and patch panels Systems Integration -Laying and termination of data cables -Network Configuration To construct and equip a Currently there is no Data center in the county- Establishing and equipping a data center reliable data management thus there is urgent need for a well-equipped -Constructing a recovery site centre. data center and a recovery site for business -purchase and installation of servers continuity ant to manage the huge data -Installation and integration of systems management needs of the county To ease communication andT here is no telephone network in county office-sE stablish Intercom n video conferencing reduce movement from one and premises. There is need to install intercomfa cilities office to another as well as in the 85 county government offices and -Acquire install and manage a Customer facilitate tele & Video - departments. relations management system-call center conferencing -Establish a switch board for call managem ent To improve management of There are four disintegrated systems in variou-sE stablish an ERP system information for decision departments. There is need to have an integra-tDeedv elop and Integrate sectoral systems making Enterprise Resource Planner(ERP) encompassing sectoral systems To ensure security of ICT infrastructure and systems need to be -Install firewalls systems and information secured using firewalls, network monitoring -Install surveillance systems during storage, transmissionto ols and surveillance systems which are -corporate anti-virus and back-ups. currently not in place. To digitize Vital County BCG has no digital repository for its vital -Digitize all manual vital records by scanning Records such as Maps, records and documents. There is need to digitaizned creating digital databases minutes and personnel all manual records for ease of use and -Acquire and adopt a good records and records among others integration with other county systems. document tracking system To redesign the existing Online presence gives the general outlook of t-hines tall SSL County website to county. There is need to do Website redesigns-I ntote grate online portals incorporate new features ensure it reflects the true picture of the county- upgrade CMS with enhanced online -Change design and layout security. To promote digital literacy Currently we have trained 3460 persons on IC-TC ommunity training and hence enhance uptake loitfe racy. There is need to train more people on- ICT contests online government service s.ICT to enable uptake of online opportunities an-Edx hibitions access government services -ICT clinics -Consumer forums County Fiscal Strategy Paper 2018/2019 24 Sector Specific Development Gap/Nee d Strategic Priorities Objectives To Promote and support Currently we have Identified, supported and -Fund innovations locally developed ICT recommended 3 ICT innovators who are being- Incubate viable ideas solutions and talent mentored by centum and county Government -oLfi nk innovators with industry players west Pokot. There is need to support, mentor and incubate more youths with ideas to actualize their talent To register ICT centers and Currently there is no ICT professional -Register ICT centers for VUE (CCNA, Innovation centers to be ICTe xamination center in the County. There is neeMdC SE, A+, Prince 2, Ressilia and forensic professional examination to register county ICT centers as VUE centersI ntov estigation...) centers reduce number of people seeking exam center-s in the neighbouring counties. To improve on accuracy of There is need to expedite facilitation of Site tv is-Si chedule site visits to carry out conditional designs and bills of for data collection, surveys with consideration to the actual needs quantities. Designs and of the project to allow for proper prioritisation Bills of quantities to ensure accuracy and timeolyf activities. submission of bid documents To ensure Adherence to Currently works officers depend on client -Provide funding specifically for facilitation specifications. departments to facilitate valuation of works of regular site visits to ensure timely which takes a longer time to approve. There ism onitoring at every stage of implementation. need to have a budget to facilitate the process independently to fasten the process. To sensitize all stakeholdersT here is need to carry our stakeholders -Carry out workshops and trainings involving on their roles and quality engagement for smooth implementation of stakeholders that will expose and sensitise compliance in project projects them on standards and guidelines required as implementation well as their roles in ensuring value for money in projects 3.2.2: Health Sector Health care is one of the major devolved functiofn Cs ounty Governments. The Constitution of Kenya 2010 guarantees the people of Kenya tghhet rtoi healthcare and gives the County Government specific responsibilities to deliver tohnis right. The sector vision to be “a preferred choice in healthcare service provisionill” bwe delivered through three sub sectors, namely; Public health and Sanitation, Medical Sceersv;i and Administration and Planning. The health sector endeavors to provide good heaanldth w ellbeing and sanitation in line with the Sustainable Development Goals (SDG) No. 3 &It 6a.l so takes into consideration the views of the members of the public and other stoalkdeehrs as envisaged in the Constitution. The health sector is an indirect contributor of neocmoic growth by contributing to a healthy population. A healthy population is able to worko dpurctively and thus contribute to economic growth. The sector achieved the following during the preuvsi oCIDP; Construction of 36 new dispensaries across the county which help to re dtuhcee distance to health facilities, Renovation of 55 health facilities and construc tiofn 32 staff houses which helped to improve of service delivery, equipping of two moarrtiues in Eldama ravine and county referral hospital which has improve death body caityp aand preservation, Construction of County Fiscal Strategy Paper 2018/2019 25 three theaters, equipping of 18 maternities whisc hi nitended to improve surgical and maternity services. The sector will prioritize the programme and suobg prar mme that aim at achieving universal health care which is one of the Jubilee Big Fouer nadga. It will also lay emphasis on Sustainable Development Goals (SDGs) 2 and 3,c thie vaement of AU Agenda 2063 with a view of achieving Kenya Vision 2030 social pillanr ohealth. A healthy nation is critical for economic development and poverty reduction. In trheigsard, sector has strategies which focus to address health challenges and achievaeb tohvee commitments through the following three main programmes: i. Preventive and promotive health: this includes itniountr, immunization, environmental health, reproductive, maternal, neonatal, child anddolescent health, TB, HIV, malaria, disease surveillance, health promotion c aonmdmunity strategy. ii. Curative and rehabilitative services: this inclu dseusrgery, radiology, obstetrics, physiotherapy, occupational therapy, laboratory apnhdarmacy services, pathology and palliative care iii. Administrative and planning services: these arep osrutp services like compensation to employees, use of goods and services, transpo ritn afrnadstructure, procurement and monitoring and evaluation The table below highlighted the development neends satrategies will be undertaken by the sector to achieve universal health care for thizee cnit. Sector Development Needs and Strategies Sector Objectives Development Priorities Strategies Need/Gap To upgrade health Inadequate Upgrading 7 health Construct theatre, maternity, lab and mortuary. facilities through new infrastructure to offer center to sub county Equip, gazette and staff construction, quality health care hospital renovation and Upgrading two Construct more wards, laboratory, theater, ICU, equipping level four hospital equip and staff to level five Equipping health Equipping new facilities 30 and reequipping facilities existing 80 no Long distances covered Construction of 10 Identification of community need through to access health new dispensaries public participation, procure integrated services dispensary unit and equip and staff To increase the variety Limited number of Upgrading of 30 Construct maternity, observation ward, lab, of services being health services being dispensary to equip and staffing offered at health offered at facility health centres facilities To establish and sustain Inability to establish Community health Establishment of new units, operationalization functional community new ones and sustain service and sustainability of existing units, monitoring, units through capacity existing community coordination, capacity building, policy building, advocacy and units development policy intervention To increase Limited access to Immunization Integrated outreaches, procuremencot lodf immunization coverage immunization services chain equipment, capacity building and M&E To increase skilled Inadequate equipment Reproductive and Outreaches, procuring of RH commodities, deliveries and family and staff maternal health capacity building and M&E County Fiscal Strategy Paper 2018/2019 26 Sector Objectives Development Priorities Strategies Need/Gap planning uptake To improve nutrition High underweight, Nutrition Outreaches, procuring of nutritional status malnutrition and commodities, capacity building and M&E stunting levels To avert possible Inadequate support to Disease Active and passive case search, response, outbreaks carry out case searches surveillance capacity building and M&E To improve HIV Low HIV testing, AIDS/HIV Identification and testing, care and trmeaetnt detection, treatment and linkage to care and and follow up, more ART sites, more HTS follow up treatment and hence counselors low viral suppression To improve malaria Inadequate IRS, poor Malaria Treatment, IRS, LLTN, capacity building, prevention, diagnosis capacity to diagnose, improved capacity to diagnose and M&E and treatment inadequate LLITNs To improve surgical Inadequate Surgical services Complete and equip theatres, irtmecernut of services infrastructure, specialists, Identification of surgical cases, equipment and staff baseline investigations, consent, operation, post operation care and follow up To improve in patient Inadequate In patient services Construct and equip wards, irtemcerunt of staff services infrastructure, equipment and staff To establish/improve Inadequate casualties, Accident and Construct and equip casualties and capacity casualty services equipment and skilled emergency services build staff staff To establish/improve Inadequate Diagnostic services Construct, renovate and equbiopr alatories and diagnostic services laboratories, equipment capacity build staff and skilled staff To recruit, promote and Inadequate Human Attraction, Hire new staff train human resources resources for health Retention , Facilitation academic development for health absorption Policy on retention Supportive supervision, feedback and mentorship To improve monitoring Lack of M&E Monitoring and Policy formulation and evaluation of framework, inadequate evaluation Adequate and consistent supportive supervision health projects and support supervision, programs mentorship and feedback To improve transport Inadequate funds to Effective transport Timely maintenance of vehicles and services support an effective system motorcycles, better controls and increased transport system budgetary allocation 3.2.3: Education Sector Under Early childhood development, the county hraesa tgly improved environment for young learners. The number of standard permanent clamss hroaos increased from 30 in 2013, to a total 444 classroom in 2017 with 350 being comp laented in use. This is a result of the massive investment made by the county departmer netd fuocation in the construction of new ECDE classrooms across the county. The county also embarked on massive recruitmecnot notfr act ECDE teachers by end of 2017 the number of ECDE teachers in the county stoo1d, 7a7t 2 this reduced the teacher pupils ratio to 1:27 as compared to 1:60 pupils in 201a3i nasgt the global standard of 1:25. These has seen ECDE transition rate from 50% in 20132 t%o 6in 2017 (LRA 2017). In order to ensure quality of education to the learners, thuen tcyo established an ECDE training college (Baringo County Training College –Lelian). County Fiscal Strategy Paper 2018/2019 27 The county over the devolution period has improvoend e nrollment of vocational training centers enrolled over 1,520 learners. The increina sen rollment was attributed by new infrastructural facilities, refurbishment and eqpuinipg of the existing VTCs, subsidized youth polytechnic tuition programme (SYPT) and hire osft rinuctors from 46 to 100. Sector contributions to the pillars The education sector goals and strategic objec itsiv egseared towards the realization of pillar 1, 2 and 3 of the second generation CIDP Pillar 1: employment and wealth creation for sustaniable economic prosperity The sector will contribute towards realization hoifs t pillars through massive investment and revitalization of vocational training centers thohu gprovision of skilled training that are responsive to the current market needs, increacsceeds sa to skilled training to the youth through tuition subsidy programmes as well as imvipnrgo the learning infrastructures at the vocational colleges this will ensure productions okfil led youth hence improving their self- employability. Pillar 2: Universal access to social amenities foimr proved standard of living. The sector will contribute towards realization hoifs t pillars through massive investment in ECDE centers infrastructures to reduce distance caondgestion in public ECDE centers, recruitment of more teachers to attain the reqeu itseiat cher pupil ration in ECDEs, as well as supporting the needy students to transition andu iarec qhigher education through bursary provision in secondary, vocational, technical anidv eursity education levels. Pillar 3: social protection and equity through empowerment and safety nets. The sector will contribute towards realization ohfi st pillars through provision of ECDE meals and nutrition programme for ECDEs in vulneler aAbSAL areas and pockets of poverty in urban areas e.g. urban slum areas and informetatlle ms ents and supporting the needy students to transition and acquire higher educ atthioronugh bursary provision in secondary, vocational, technical and university education lse.v e Early Childhood Development Education ECDE Sub Sector will focus on completion and eqiunigp pof ongoing ECDE classrooms, construct 6 model centres, construct more ECDEe crse,n at nd carry out curriculum support, strengthening staff establishment and capacity ldoepvmeent. The sector will further put additional resources towards infrastructural atcietisv i at Lelian ECDE teacher training college. In order to increase enrolment and reotenn, tihe sector will implement ECDE meals programme in selected areas. Vocational Training The sector strategy will include drastic measuroe si ntcrease enrolment, retention and transition. Strategies that will be put in plancecl ui de: Expansion of existing centers through infrastructural development; Provision of neces sacruyrriculum support materials and equipping workshops with instructional materialsd atonols; and Provision of fee subsidy as County Fiscal Strategy Paper 2018/2019 28 well as carrying out massive publicity and brand cinagmpaign to boost enrolment. As a model, Kabimoi Vocational Training Center will bpeg uraded as a flagship. 3.3 Pillar 3: Social Protection and Equity through Empowerment and Safety-Nets 3.3.1: Social Protection, Culture and Recreation The sector is mandated include; sports and culthuere sector also supports and other programs which are cross-cutting but still coordteinda by national government like Youth affairs, Gender affairs, Social protection, Labonrd achildren affairs to compliment national government in addressing the needs of the vulne rgarbolups. During the n2d MTEF period the sector realized the following achievements; 1. Disbursement of youth and women loans to 300 gr oeuapcsh at 100,000/ resulting in improved livelihood for men and women. 2. Constructed of dormitory, dining hall, pit latrinfoer Kabarnet school for the deaf ,Esageri school for the deaf, Kampi ya samaki c chailrde center respectively resulting in increased enrolment and retention of childretnh wspi ecial needs in school 3. Provision of cash transfer and issuance of NHIvFe cr oto 230 PWDS and the elderly 4. Constructed 6 youth empowerment in all the 6 suubn-tcieos. 5. Rehabilitation of sports play grounds at Mogotioa, rMigat and Kabartonjo. 6. Distribution of sports assorted equipment (ballest,s nand uniforms) to 30 wards resulting in increased talents in sports. 7. Constructed and fenced Kimalel cultural Centre lrtiensgu in promotion of harmonious living amongst communities and preservation ofu cruallt heritage, 8. Collected 1000 cultural artifacts thus promotinglt ucrual education and heritage for posterity 9. Constructed county players theatre/social hall. 10. Supported the community, and artists through tnragisn iand event organizing thus empowering artists to exploit their talents to greantee income 11. Organized music and cultural festivals thus pronmgo tciultural exchange and national cohesion The social protection, culture and recreation sre gcotoals and strategic objectives is geared towards the realization of pillar 3 of the seconedn egration CIDP. The sector will contribute to the realization of this pillar by focusing atttieon on Social Assistance to Vulnerable Groups through provision oPf rovision of grants, cash transfers and loans. rAenweass creation on old persons cash transfer prog(rOamP- CT) and the persons with severe disabilities cash transfer program (PWSD-CT) stheec tor will also support realization of universal health care through enrolment of theslnee vruable groups into the national hospital insurance fund (NHIFS).ector Development Gaps/Needs and Strategic Priorities County Fiscal Strategy Paper 2018/2019 29 Sector Objectives Development Gap/Need Strategic Priorities Completion and equipping of youth • Lack of a structured • Train youths on effective empowerment centres. youth leadership in the leadership skills • Implementation of the County county decision making • Organize workshops’ in Youth Policy organs. support of youth issues • Ensure representation of youths in • Inadequate resourceful • Formation of Baringo County top decision making organs in the information to the youth Youth Council. county • Organize joint fairs for all • Nurture and grow youth leaders youth groups Youth Education and Training. • Low transition rate from • Develop a model youth/vocational • Produce youths with right skills and primary to secondary and centre knowledge relevant for the job tertiary institutions • Conduct enrolment drives for the market youth vocational centre. • Enhance capacity of the youths • Introduce new courses at the • Provide quality, affordable and youth vocational centre accessible formal and informal education Youth and Information • Lack of bandwidth • Capacity building of • Improve youth access to • reach from leading media y ouths to effectively use information for them to houses in the country ICT tools and equipment advance their participation in • Low penetration rate of • Equip youth centre with ICT society internet support services tools and equipment • Establish information and • Lack of ICT equipment • Partner with stakeholders to communication channels for the for local youths develop youth information youth • Low capacity of youths centre • Create a vibrant information culture to utilize ICT tools • Create in formation reliant among the youth networks among the youths Youth and Employment • High levels of • Provide information on the labour • Develop resource centre to unemployment market assist youth on employment • among the youths • Provide career guidance and information • Lack of data on counselling • Reduce the level of unemployment existing skills and • Train and encourage youths to among the youth competencies among the develop entrepreneurial skills for • Avail information on existing youth self-employment employment opportunities and skills required • High population of the • Establish youth internship youths programs in the county • Few employment • Provide seed capital to youth opportunities enterprises • Lack of relevant skills • Establish youth development and qualification marshal plan. Youth and Environment • Poor handling of garbage • Conduct workshops on the use • Increase participation of the youth and waste of alternative in the protection, preservation, • disposal especially • sources of energy conservation and improvement of • plastic bags • Carry out awareness campaigns on the environment • Negative attitudes environmental issues • Increase youth awareness on towards garbage • Organize mass clean-ups environmental issues collection • Establishment of tree nurseries • High rate of destruction of forest cover Youth crime and Drugs • High • Enhance guidance and • Reduce crime rate among the • unemployment rates counselling youths • Availability of drugs in • Develop support services for • Reduce rate of drug and the black market youths involved in crimes and substance abuse • Negative peer pressure drugs • Develop responsible youths • Lack of committed role • Sensitization campaigns against models drug abuse • Support youths in detention centres Youth and Health • Lack of awareness on • Workshops on HIV/AIDS and County Fiscal Strategy Paper 2018/2019 30 Sector Objectives Development Gap/Need Strategic Priorities • Improve access to comprehensive reproductive reproductive health health information and services to • health issues • Support establishment of youth the youth • Lack of openness on friendly health services • Contribute to the reduction of the sexual matters • Lobby for involvement of youth rate of HIV/AIDS and STD • Lack of youth friendly in health programs infections among the youths health services • Campaign for abstinence and/or • Advocate for development of • Lack of good nutrition protected sex among youth youth friendly health services due to poverty and reliance on relief supplies • Belief in traditional forms of therapy • Early mariages and teenage pregnancies • Sports, Leisure and Community • Lack of adequate sports • Organize ports • Service ground and equipment tournaments • Enhance youth participation in • Lack of a structured • Register and nurture young talents sporting activities management of srptos through sporting organizations • Enable youths to spend their in the county • Organize peace campaigns leisure time effectively • Negative attitude • Organize workshops on need for • Develop youth talents and towards volunteerism community service and potentials in various sports • Cultural practices that volunteerism • Promote peace, unity and hider girls participation • Use sporting platform to promote understanding in certain sports behaviour change and campaign • Promote youth participation in against drug abuse community • Network with stakeholders to • service/volunteerism provide sports equipment • To support enterprises owned by • Data on disabled youths • Collect and maintain a data bank youths with disability • Lack of support on disabled youth disabled. • Advocate for support equipment’s such as • Initiate deliberate efforts to include equipment’s clutches wheelchairs etc. them in all youth activities • Few youth groups including quota system composed of youths with • Network with development disability partners to supply support equipment • Mainstreaming of gender issues • Cultural practices that • Initiate deliberate efforts • Ensure that all youth activities are relegate females to the • to include girls and boys in youth gender sensitive background activities • Nurture and grow female and male • Low literacy levels of • Organize workshops on gender youth leaders girls issues • Support female owned • Early marriages/teen • Provide seed capital to female enterprises pregnancies owned enterprises • Reduce the incidences of GBV • Dominance of males in • Sensitize the public on gender all activities based violence • Cultural practices that • Campaign against FGM limits girls from • and early marriages participation in some • Establish county rescue centre sports Awareness creation and sensitization on gender based violence • Regular meetings of the County Gender technical working groups • Establishment of a gender based violence recovery centres. • Completion and operationalization • Lack of funds and land to • Collaboration with the relevant of cultural centre, open construct a cultural national and county government amphitheater and cottage facilities. centres ministries and other partners • Completion and operationalization • No access to a recording • Construct and equip a modern of county players’ theatre. studio with the right recording and production studio in • Documentation of the various equipment for the county Intangible cultural heritages (ICH) documentation and • To conduct indigenous community County Fiscal Strategy Paper 2018/2019 31 Sector Objectives Development Gap/Need Strategic Priorities and artefacts within the county production food festivals and exhibitions • Promotion and development of all • Negative attitude towards • To register and form cultural aspects of visual performing arts traditional foods and groups and establish community • Revitalize and develop indigenous scarcity multi-purpose halls in each sub- language and oral tradition. • No registered performing county • Promotion of indigenous foods and art groups • Establishment of arboretum and nutrition • Registration process has botanical garden along all major • Promotion of community cultural not been devolved rivers in the county and the lake. festivals within the county • Lack of art gallery at the • Promotion and preservation of cultural centres. • Establishment of public recreation Traditional Medical practice and • No regulation of sale parks in each sub-county on at herbal medicines and production of least five acres of land. • Identification, Promotion, and cinema, gambling and • Establish a library in the county training of upcoming talented artist. racing • Establishment of a museum and • Betting, Casinos, Gambling & • Poor enforcement of the art gallery with in the county Racing law. • To control and prevent drug substance abuse in the County Identification, Promotion, and training of upcoming talented artist. • Development of E/Ravine stadium • Only two undeveloped • Construct a state of the art stadium and Completion of Kabarnet stadiums in the at Eldama Ravine and Kabarnet. Stadia’s entire county. • Establish county sports facilities • Documentation and creation of new • Lack of adequate funds to data bank. County Sports facilities (Eldama develop stadiums • Construct and equip County Sports Ravine stadium, Mogotio stadium, • Lack of funds to facilitate Academy Emining stadium, Kabarnet documentation of • Promote sport activities to all stadium, Marigat stadium, earmarked public utility population categories. Mochongoi stadium and Tiaty grounds. • Recruit technical staff. stadium). • No established County • Development of County Sports sports academy in the Academies. county • Establishment of sub-county Under • Inadequate trained sports 14 years sports academies in 6 sub- officers employed or counties. posted to sub counties • Support to sports programmes • Establishment of Torongo /mochongoi high altitude Athletics camp and Completion of Ossen athletics camp. • Implementation of Sports Policy. • Establish talent / sports • Development revolving fund. • Empower community/groups • Inadequate funds • Mobilization of Community • Economically through capacity m e m b e r s t o form groups. building and funding. • Shortage of technical • Group’s registration. staff • Capacity building of the groups and community committees. • Issue grants and loans to registered and active groups. • Link groups to relevant sectors for support. • Monitor and evaluate performance of groups. • Build sectoral and departmental synergies to empower grou ps. • Reduce poverty in the • Inadequate funds • Provision of grants, cash transfers households living with the • Shortage of technical and loans. vulnerable persons staff • Awareness creation on the old • Unpredictable payments persons cash transfer program(OP- schedules CT) and the persons with severe County Fiscal Strategy Paper 2018/2019 32 Sector Objectives Development Gap/Need Strategic Priorities • Untrustworthy caregivers disabilities cash transfer program (PWSD-CT) • Up scaling of OPCT& PWSD-CT programs • Monitoring and evaluation on the cash transfer programs. • Provide psychosocial counselling to Pwds and elderly • Provision of shelters to the elderly and persons with disability. • Increase inclusion and • Inadequate funds • Undertake county census for participation of PWDs in • Shortage of technical Pwds development staff • Advocacy on the PWDs rights • Capacity building of the • PWDs groups • Provision of assistive devices and trade tools to PWDs • Funding the PWDs groups • Conduct accessibility audit in institutions • Sensitize the community on the needs of Pwds • Enforce compliance of affirmative action to Pwds The sector will put emphasis on the following br opardiorities to address the existing gaps within the county. The specific strategies for e abcrohad priority areas are enumerated below each broad priorityC ultural development and conservation: 1. Completion and operationalization of cultural cer natend building of cottages and open Amphitheatre facilities 2. Completion and equipping of players theatre 3. Completion and equipping of players theatre 4. Promotion and development of all aspects of visaunadl performing arts 5. Revitalize and develop indigenous language and t roardailtion. 6. Promotion of community cultural festivals withihne t county 7. Establishment of Children Recreational Park in Krnaebta Museum Social Development and Children Services 1. Community Mobilization andD evelopment 2. Empowerment of women and other disadvantaged g roups 3. Child care support and protection Social protection 1. Social Assistance to Vulnerable Groups 2. Coordination of social protection programmes anrde nsgtthening linkages between key players for social protection 3. Establish county social protection technical wogrk ginroup County Fiscal Strategy Paper 2018/2019 33 Gender mainstreaming, prevention and response to gneder-based violence 1. Training of officer on gender issues. 2. Gender M&E Framework prepared and implemented. 3. Response to Gender based violence Sports development 1. Upgrading of Eldama Ravine and Kabarnet stadia s ttoa tae of the art stadiums. 2. Documentation of County Sports facilities (Eldamaa viRne stadium, Mogotio stadium, Emining stadium, Kabarnet stadium, Ma risgtatdium, Mochongoi stadium, Tiaty stadium). 3. Establishment of 3 Under 14 years Sports Acadeimn ieas ch Sub –County. 4. Rehabilitation and Levelling of Sports fields pera rWd Youth Development and Employment 1. Equipping of Youth empowerment centers centers stsois at youth on employment issues 2. Avail financial services to youth entrepreneurso uthgrh the County Youth Enterprise Development Fund (CYEDF) 3. Build the capacity of youth with special needs etos isrt risk factors and enhance protective factors 4. Promote and establish home and community-baseda rwee plfrogrammes to address the needs of youth addicted to drugs 5. To increase participation of youth in leisure, ereactiron, art, culture and community service 3.4 Pillar 4: Legal and Institutional Development, Service Delivery and Public Engagement 3.4.1: Public Administration Governance and Inter-governmental Relations Sector The sectors role is to ensure effective coordina, tmioanagement of the county development agenda, effective service delivery and to providoev egrnance & leadership to the entire county. In addition, the sector ensures the depvmeelont of institutional, policy and legal frameworks by promoting public policy formulati oannd implementation. The sector envisaged to implement a number of programmes arnodje cpts during the last 5 years. Despite various challenges, a number of them wecrheie vaed including renovations and refurbishments of the official governor’s reside,n crefurbishment and repairs county headquarters, external works and landscaping of eGrnovr’s office and Residence, Construction of 12 ward administrative offices. T hSeub sector also spearheaded and technically supported the formulation of variousu nctoy policies. Deepening Public Financial Management Reforms Achievement of themes necessitates prudent manangt eomf ethe available public resources. As such, the county will continue to strengthen eenxdpiture control and improve the efficiency of public spending through public finaianlc management reforms aimed at County Fiscal Strategy Paper 2018/2019 34 enhancing transparency and accountability in ortdoe pr rovide fiscal space for financing priority projects. The focus will be to fast track consideration opf orrets on budget implementation on quarterly basis. To further strengthen this, the county wacilql uire monitoring and evaluation software to enhance timely reporting. These activities wgoill a long way in entrenching accountability of public resources. Sector Development Needs and Strategic Priorities Sector Objectives Development Gaps/Needs Strategic Priorities To provide effective administrative and Speakers’ official residence Purchase of land aonds tcruction of coordination services for efficient service speakers’ official residence deliver Office space Construction of office complex block II Parking bay Construction of parking bay CCTV Installation of CCTV in the assembly premise To represent, legislative and oversight the Capacity to legislate, represent Training and operations executive and oversight County Fiscal Strategy Paper 2018/2019 35 SECTION IV FISCAL PERFORMANCE AND MTEF OUTLOOK Fiscal Performance During 2016/17 financial year, county’s approvedd gbeut estimates was KS 6.521 billion which was revised downwards to KS 6.511 billion.e Trhevised estimates consisted of KS 3.901 billion for recurrent and KS 2.609 billionr fodevelopment. The larger share of the revenue was from equitable share of KS 4.791 bni lwliohich constituted 73.5 percent. Other revenues funds included: Maternal Health Care o f8 K3.S230 million (1.28 percent); Medical Equipment of KS 95.744 million (1.47 percent); HS DSAFNIDA of KS 12.985 million (0.2 percent), Compensation for user fees forgone of 1 K3.S370 million (0.21 percent); Roads Maintenance Fuel Levy of KS 73.620 million (1.13r cpeent); World Bank Support to Health of KS 77.761 million (1.19 percent); Universal lhthe aCare Project of KS 24.656 million (0.38 percent); Health workers Salary Remittanceo c(tDors) of KS 65.124 million ( 1 percent); Local Revenue Source of KS 330 millio.n0 7(5 percent) and Project Roll Over of KS 943.507 million (14.49 percent). Performance of Revenu e Revised revenue projection for the county for 201176 f/inancial year was KS 6.511 billion comprising of KS 4.791 billion equitable share, 3K8S1 .368 million from grants, KS 65.124 for health workers salary remittance, KS 943.50il7li omn rollover and own revenue of KS 330 million. However, the actual revenue receiveads wKS 6.380 billion which was below the target by KS 130.449 million. This shortfall of reenvue target is explained by KS 95.744 million from medical equipment, KS 21.506 millionro mf Maternal Health Care and KS 43.453 million from own revenue collection. Addnitiaol revenue was received from HSSF DANIDA of KS 12.805 million and KS 42.105 milliono rf health workers salary remittance for nurses as shown in Table 1 below. Locally collected revenue was KS 286.546 milliona iangst a target of KS 330 million, an increase of 7.229 million from the previous fisyceaal r. Compared to the previous years, there has beenu aglr aindcrease in own revenue from KS 201.519 million, KS 249.723 million and KS 279.3 1in7 FY 2013/14, FY 2014/15 FY and FY 2015/16 respectively as in Table 2. This imprmoveent is attributed to adoption of policies geared towards revenue enhancement measures ningc luaduitomation of revenue system, strong internal control systems as well as setutipn go f good business working environment for trade through construction and upgrading of kmetasr and sale yards, street lighting and cabro works in major towns among others. The shortage in local revenue collection during 2th0e16/17 fiscal year was due to drought situation which prevailed in the entire county fr othme month of September 2016 to June 2017 which affected livestock markets. Insecuriltsyo aaffected both livestock trading and tourism sector particularly in the three sub coeusn toi f Baringo North, Baringo South and Tiaty. Further, geopolitical situation in the pedr iounder review affected revenue collection enforcement. County Fiscal Strategy Paper 2018/2019 36 The implementation of the FY 2017/18 budget is ounr sce although performance is lagging behind targets. The revenue performance in the yheaalrf have consistently lagged behind targets due to extended political period of repperaets idential election, Doctor and Nurses strike, spillover of prolong drought and insecu riinty some parts of the county. The actual revenue collected for half year was Kes.146.68 iomni llwhich was lower than the same period in financial year 2016/17 of Kes.150.71 imonill. By the end of December the total revenue Kes.2b.3il6li8o n which include a roll over cash equivalent for projects of Kes.950 million, equiltea bshare of Kes.1.234 billion, local revenue Kes.146.68 million, world bank support etoa lhth facilities Kes.24.65 million and Danida Kes.12.92 million. County Revenues 2014/15 2015/16 2016/17 2017/18 Revenue budget Approved Actual Approved Actual Approved Actual Budget Budget Budget Half Year Conditional - 65,759,400 51,262,500 83,230,118 61,724,000 - Allocation Free Maternity Leasing Of Medical - 95,744,681 - 95,744,681 - 95,744,681 - Equipment HSSF DANIDA - 23,790,000 25,970,000 - 12,985,000 25,790,000 102,8,825 12,920,888 Health facilities Loans And 73,673,500 - - - - - Grants(WHO) World Bank - 17,224,300 17,224,300 77,761,278 77,761,278 904,0,2010 24,656,046 Support To Health Facilities Compensation For - 12,950,107 12,950,107 13,370,516 13,370,516 13,0,1090 Use Fees Forgone Salary Remittance - - - 65,124,000 65,124,000 - (Doctors) Salary Remittance - - - - 42,105,000 - (Nurses) Universal Health - - - 24,656,046 - 54,243,300 Care Roll Over Funding 784,166,11 886,341,38 886,341,38 943,507,49 943,507,490 943,308,12 943,308,12 9 5 5 0 5 5 Roads Maintenance - 56,410,082 56,410,082 73,620,416 73,620,416 19899,2,18 - Fuel Levy Fund 6 C & P Grant - - - - - 40,839,509 - Development of - - - - - 35,239,276 - Youth Polytechnics EU Grant - - - - - 66,000,000 - Devolution Advice and Support Equitable Share 3,874,911,84,440,576,0 4,440,576,0 4,791,438,1 4,791,438,19 4,983,000, 1,234,328,0 17 26 26 90 0 000 59 Local Revenue 255,800,00 300,000,00 279,317,20 330,000,00 286,546,866 350,000,00 146,681,41 0 0 3 0 0 8 Total Revenues 5,012,341,4 5,900,975,9 5,744,081,6 6,511,437,7 6,380,987,75 6,877,796, 2,361,894,5 36 81 03 35 6 062 36 Table 3: Actual Local revenues per stream from 20-h1a3lf year of 2017/18 financial year 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 County Fiscal Strategy Paper 2018/2019 37 Sources Actual Actual Actual(Ke Actual Approved Approved Actual (Kes) (Kes) s) (Kes) Budget Budget Half Year (Kes) (Kes) Game Park 69,456,838 54,429,063 44,298,390 62,320,050 674,8320 , 72,089,658 57,126,090 Fees Animal Stock 7,497,705 9,928,000 15,258,665 11,812,060 20,1160 ,2421,316,861 6,793,890 Sale Fees Produce & 18,374,372 32,385,244 48,506,214 36,985,511 483,02106 , 50,897,299 15,089,721 Other Cess Single 31,737,095 35,722,947 38,098,248 32,366,030 401,0286 , 42,491,296 4,873,559 Business Permit Plot Rent/ 15,127,880 17,317,051 16,744,873 12,916,819 212,7880 , 23,087,105 3,916,907 Rates Market Fees 29,184,504 30,303,827 37,215,442 35,942,724 401,29275 , 42,638,709 16,330,689 & Others Koibatek - 7,404,056 2,893,400 2,282,212 3,996,043 4,235 ,8061,372,710 ATC Marigat AMS - 4,159,189 3,930,042 934,745 7,197 ,410 7,629,255 9,984,450 Public Health 570,900 1,136,942 2,157,105 4,080 ,6803,388,924 3,592,259 489,548 Veterinary 266,320 1,200,000 1,158,190 11,601,340, 2851,835 1,362,985 119,520 Hospital 29,303,991 55,737,110 69,475,982 75,304,695 761,07973 , 80,658,768 30,584,334 Revenue TOTAL 201,519,605 249,723,429 279,736,551 286,5646 ,8 330,000,000 350,000,000 146,681,418 Overall Expenditure Performance During the period under review, the county’s redv isbeudget was Kes 6.511 billion from initial approved budget of Kes 6.521 billion, inscilvue of balance brought forward from development as rollover fund of Kes 943.507 mil lfiroonm FY 2015/2016. However, from the overall budget, Kes 3.901 billion was allocatedfi ntoa nce recurrent and Kes 2.609 billion for development operations. The cumulative expenditure for the period underi erwev was Kes 5.282 billion which was below target of Kes 6.511 billion by Kes 1.228 iboinll representing 81 percent overall absorption rate, this is illustrated in table 2lo bwe. The recurrent and development expenditures for etvhie w period was Kes 3.787 billion and Kes 1.494 billion respectively implying that utialitzion of recurrent was 97.3 percent and 57 percent on development allocatio n. The recurrent expenditure of Kes 2.552 billion erespernting 48 percent of the total budget was used to finance employee compensation while 1 K.2e3s5 billion representing 22 percent of the total budget was spent on operations andn tmenaaince. As at the end of period ending 30th June 2017,l taoctatual recurrent expenditure was Kes3.787. The sectors of health services, Genecroanl oEmics & Commercial Affairs and Agriculture, Rural & Urban development which acctoeudn for the highest absorption of 99 percent, 99 percent and 98 percent respectively. Analysis of development outlay indicates that theec tosr of Education accounted for the largest absorption share of 73 percent, followed t hbey sector of General Economics & Commercial Affairs at 68 percent and water & Nalt uRraesources at 67 percent. Details of various sector expenditures for the FY 2016/17p arorev ided in Table 3 below. County Fiscal Strategy Paper 2018/2019 38 During half year of 2017/2018 the total expendi tduerecreased by Kes 154,286,090 from Kes 1,957,989,224 in 2016/17 financial year to Kes 31,7803,133 in 2017/18 financial year. Overall absorption rate was 27% of the total bu.d get Personnel emolument expenditure for the half yeasr wKes 1.317 billion as compared to Kes.1.130 billion in 2016/2017, whereas Kes 333m.5i1lli on was spent on operations and maintenance. The overall development expenditurrein gd uthe period was Kes 152.41 million. The Personnel emoluments are skyrocketing and mreesa saure needed to tame to sustainable levels in compliance with Regulations 25(1) (b)t hoef Public Finance Management (County Governments) Regulations, 2015.Half year absor psthioonws that recurrent has hit 41% mark while development is at 6% indication a total o%f 2 7absorption rate. Table 3; Expenditure analysis for 2016/17 and haylef ar of 2017/2018 SECTOR 2016/2017 Abso 2017/2018 Abso Approved Actual rptio Approved Half Year rptio Budget n Budget Actual n Rate Rate Energy, Sub 691,536,822 455,991,070 66% 629,343,680 63,552,220 10% Infrastructure total and ICT Rec. 54,932,373 46,307,617 84% 63,372,632 16,126,363 25% Dev 636,604,449 409,683,453 64% 565,971,048 47,425,857 8% Environmental Sub 617,299,148 450,541,981 73% 774,369,939 53,986,682 7% Protection, total Water and Rec. 129,272,765 124,734,135 96% 145,777,960 31,592,963 22% Natural Resources Dev 488,026,383 325,807,847 67% 628,591,979 22,393,719 4% Agriculture, Sub 610,902,532 484,951,831 79% 660,610,241 187,472,790 28% Rural and total Urban Rec. 294,257,796 287,465,609 98% 310,522,080 146,528,525 47% Development Dev 316,644,736 197,486,222 62% 350,088,161 40,944,265 12% General Sub 172,865,495 142,561,369 82% 165,536,742 27,860,392 17% Economic and total Commercial Rec. 81,488,182 80,833,111 99% 73,890,386 25,768,628 35% Affairs Dev 91,377,313 61,728,258 68% 91,646,356 2,091,764 2% Education Sub 525,821,618 438,776,051 83% 597,757,865 161,267,512 27% total Rec. 274,774,281 255,213,109 93% 293,214,784 145,867,174 50% Dev 251,047,337 183,562,941 73% 304,543,081 15,400,338 5% Health Sub 2,354,602,004 2,008,893,326 85% 2,203,855,827 865,298,101 39% total Rec. 1,830,092,281 1,818,885,587 99% 1,852,339,609 856,439,317 46% Dev 524,509,723 190,007,739 36% 351,516,218 8,858,784 3% Social Sub 166,056,261 91,443,874 55% 153,263,910 22,515,483 15% Protection, total Culture and Rec. 32,185,856 29,333,682 91% 36,165,660 8,742,444 24% Recreation Dev 133,870,405 62,110,192 46% 117,098,250 13,773,039 12% Public Sub 1,372,353,854 1,209,541,630 88% 1,457,517,547 421,632,131 29% Administration total , Governance Rec. 1,204,718,882 1,145,198,548 95% 1,207,694,483 420,101,855 35% & Intergovernme Dev 167,634,972 64,343,082 38% 249,823,064 1,530,276 1% ntal Relation County Fiscal Strategy Paper 2018/2019 39 SECTOR 2016/2017 Abso 2017/2018 Abso Approved Actual rptio Approved Half Year rptio Budget n Rate Budget Actual n Rate TOTAL REC 3,901,722,416 3,787,971,397 97% 3,982,977,594 1,651,167,267 41% . DEV 2,609,715,319 1,494,729,734 57% 2,659,278,157 152,418,042 6% GRAND TOTAL 6,511,437,735 5,282,701,131 81% 6,642,255,751 1,803,585,309 27% MTEF Outlook The fiscal framework for the FY 2018/19 Budget iass ebd on the county government development priorities as set out in section III. Resource Envelop Baringo County Government has experienced a stereavdeyn ue growth over the last four years. This was largely influenced by the consibdler aequitable share which has had a positive trend throughout the years. The county total revenue grew by 57.2% between /21041 a3nd 2016/17 financial years, from Kes.3, 459,162,534 to KS 5,437,687,266. Local rueeve cnonstituted 5.8% of the revenue in the first year of the plan implementation. The etaqbulie share has been on upward trend for the last four year from Kes.3.247 billion in 20143 /F1Y to Kes.4.791 billion in 2016/17 FY. During 2017/18 FY the approved budget for equit asbhleare is Kes.4.983 billion and the estimated revenue for 2018/2019 financial year eis .K5.086 billion which is an increase of Kes.103.8 million this was as a result of reduc ere ivnenue allocation ratio from 1.65% to 1.62% as per the 2018 Budget Policy Statement. Other revenue sources amount to Kes.60 1m.4il8lion for 2018/2019 FY from Conditional allocations to County Governments from National eGronvment Revenue and Conditional allocations from Loans and Grants from DevelopmPeanrt ners. The Government remains committed to a sustainaisbclea l fpolicy path that will aim to grow revenues progressively. Local Revenue: Performance of major streams Key Revenue Streams The major five local revenue streams include Gamarek pfees, produce and other cess, single business permit, market fees and hospital revewnuheicsh contribute the highest proportion of the local revenue. In an effort to boost local revenue collectione, Cthounty Government is going to undertake a combination of policy and administrative reforms btolster revenue yields going forward. These efforts will reverse the revenue losses eiexnpceerd in the recent past where local revenues have declined. Some of the reforms ton dber utaken include: County Fiscal Strategy Paper 2018/2019 40 Game Park Fees A game park fee is the major County source of l orceavlenue with an actual collection of 62Million in 2016/2017 financial year and an ac tuoaf lKes. 57 Million as at 31st December 2017 and we are targeting to raise 72million in ftihneancial year 2017/2018. Through the department of Tourism there are plans underwayp teor aotionalize Lake Baringo and Lake Kapnarok. The advertisement by Kenya Tourism Booafr dfe asibility study of cable Car between Baringo County and Elgeyo Marakwet Couniltly b woost Tourism in our County. Marketing strategies will be put in place targe tbinogth local tourist and non-local tourist. The marketing strategies will include and not limiteod a tttending Secondary and Primary schools Principals and head teachers forums, direct scvhiosoital tions and regular updating of Lake Bogoria and county websites. Other innovative avenues shall be pursued in ato b cido llect more local revenue including the nature trails and conservancies, Rhino Charge se,v deinvtersifying tourism products to attract more visitors among other strategies In the short term we have experienced stable gr oinw thourism inflows which we expect to continue in the near future which see the reaolizna otif the proposed projections of Kes.76M, Kes81M and 86M in the years 2018/2019,2019/2020 2 a0n2d0/2021 respectively. Hospital Revenue Hospital revenues is another major source of Thuen Ctyo Revenue, we had an actual collection of Kes. 75.1 Million and an actual cocltlieon of 30.6Million as at 31st December 2017 half year of the financial year 2017/20 18. Revenue from hospital fees is expected to incraesa sthee County’s population grows Investment in hospital infrastructure in our majhoor spitals which has been ongoing is expected are expected to be completed and put ein; Musogotio Sub County hospital, Kabartonjo theatre and X-ray unit and other infrruacsttural development coming up. The operationalization of the ICU, HDU and AmenPitryiv/ ate wing in our two major hospitals will see them tapping new clients in mthaer kets and hence an increase in revenue generation from these facilities. With the above activities going on in the two Rerafel rKabarnet and Eldama Ravine hospitals and the four sub county hospitals; Kabartonjo, Mg atr iChemolingot and Mogotio(new) we will realize our revenue of Kes80.7Million, Kes 58M5.illion, Kes. 90.6Million in the financial year 2018/2019, 2019/2020 and 2020/20in2a1n fcial years respectively. Produce Cess and Market Fees Produce cess and Market fees we had an actualc tcionlle of Kes72.8Million in 2016/2017 financial year and in the half year of the finanl cyieaar 2017/2018 as at 31st December 2017 the collection realized 31.4Million. The above revenue cover the following revenue seosu rpcroduce cess, forest, stone, sand, fish, motorbikes, matatus and market revenues.n Tuhmeb er of motor bike shades and Toilets County Fiscal Strategy Paper 2018/2019 41 which have been constructed in various markets l ewaildl to improved compliance and reduce closure of markets due in adherence to public h ereagltulations. The Matatus and motorbikes have recently startemdp clyoing in an increasing number and this will lead to improvement of revenue in thisu rscoe of revenue. There will be continuous engagement of playersh eins et sectors and capture new one and this will lead to realization of Kes.92Milllion, Kes98Mllioi n,Kes104 Million in the financial years 2018/2019, 2019/2020 and 2020/2021 respectively. Single Business Permit The numbers of businesses are expected to incorevaesr et ime. An increase trend in income from this source is therefore expected. The Couintey nds to realize this through the introduction of graduating business licenses whwicilhl be linked to the volume of trade. Further the automation of revenue collection angdh tetining of monitoring and evaluation controls will contribute to the increased revenoulele c ted from this source through enhancing collection efficiency and effectiveness. Establishment of Inspection and compliance team satrnodng enforcement team within the county will enhance revenue generation from thuisr cseo. Plot Rent/ Rates Rates are a major source of revenue for the Coaundty also a major contributor to the County’s debts resultant from the high default .r aAtte the time of preparing this plan, the County had in place a rating and valuation Act a nVda luation ready for validation Partnering with Kenya Revenue authority will impero cvompliance in this source of revenue. Veterinary fees, Koibatek Agricultural Training Centre, Marigat Agricultural Mechanization Centre Veterinary fees is another source of local revewnhuiec h has gone up since the coming up of Goldox international in Mogotio. There is a possibility that there will be an increenmtal upward trend in this revenue source. Koibatek agricultural training centre and MarigaMt SA have had a slow revenue growth in the past and there is need to pump in capital tpor oimve on its operations which will see increase in revenue generated from these sources. Expenditure Projections In the Financial Year 2018/2019 overall expendi taurre projected at Kshs 6.034 billion with personnel emoluments taking the highest share ohfs K3s.173 Billion, operations and maintenance taking aKshs 1.061 Billion and develeonptm expenditure is projected to consume Kshs 1.799 Billion. In the financial year 2019-2020 and 2020-2021 txhpee nediture are projected to rise to Kshs 6.104 and Kshs 6.270 respectively. Note: Projected Programme expenditure for each soer catnd sub sector is in annex 3, below. County Fiscal Strategy Paper 2018/2019 42 SECTION V FISCAL RISKS AND POLICIES The main risks to the fiscal outlook are economeicrf oprmance, increasing public-sector wage bill, insecurity, and recurrent drought siitouna tis likely to reverse the gains made and re-allocation of resources on response. The overall county wage is of significant concenrn t hie implementation of the budget or indeed in the realization of Baringo fiscal goaTlsh.e recruitment of any additional staff must therefore be based on the outcome of the oinng- gjob evaluation exercise aimed at staff rationalization to achieve a lean and effnict ieworkforce and a sustainable wage bill. Another specific concern is the revenue effort aspnedc ific and targeted interventions will be designed to ensure that the budget of the c oruenmtyains fully financed and no project or programme is jeopardized by inadequate resour ces. Other risks include – I. Global shocks. Uncertainties in future economicf opremrance associated with global and national influences such as price of crudeth oaitl affect cost of production, and exchange rate fluctuations will eventually havei manp act on the performance of the county’s economy. II. National Insecurity threats- Ethnic conflicts anedr rot rism in the country poses a threat to development and tourism industry. III. Country’s financial shocks- Domestic borrowing aitnsd e ffect on interest rates will influence the performance of the county economy. IV. Unreliability of local revenue flows- erratic weaetrh conditions pose a major risk to the county economy and the county’s projected rueev esnince agricultural produce cess continues to be among the highest local rev seonurce. V. Insecurity in the county due to cattle rustling cnaengatively impact the county’s economic growth and fiscal positions as it will ureirqe urgent mitigations. VI. The execution of development expenditure might sdlouwe to lower execution rates by the Departments and Agencies as is revealedh eb yp rtevious expenditures that show roll over funds ever increasing. VII. The slow disbursement of equitable share by thei oNnalt Treasury shall impact negatively in the execution of the programd mpreojects and thus slows county economic growth and development. County Fiscal Strategy Paper 2018/2019 43 VIII. The slower-than-programmed spending on developmbuedngt et poses a risk to the fiscal program, going forward. In order to pernetv this risk from materializing, the County Treasury is preparing guidelines on how tcaal ppirojects should be planned, appraised and evaluated before funds are finalmlym ciotted in the budget. IX. Going forward, there are risks associated with nedxpituere proposals that cannot be accommodated within the baseline ceilings. X. Natural disasters often lead to lower than projde cetceonomic growth and have huge budgetary implications. They also impact negati voenly social welfare. The severe drought that started in mid-2016 heavily impactend a ogricultural activities resulting in the contraction of the agricultural sector thbeyr elowering economic growth with huge budgetary implications. The county through udgrhot risk management and ending drought emergencies programme will set uspo rnese measures. XI. Climate change is a threat to the achievementsh eo fS tustainable development goals and the Kenya Vision 2030. It is projected thate, tghlobal mean temperature will continue to increase over the next century by 2,. 8w0iCth a 3 percent chance of rising 60C or more. The physical consequences of sucshe a in rci lude: changed precipitation patterns, sea level rise, more intense and perfhreaqpus ent extreme weather events, and increased prevalence of vector-borne diseass wese lal as catastrophic events, such as prolonged droughts and flooding in many cou.n tCieosunty’s economy is highly dependent on the climate sensitive sectors sucahg raicsu lture, tourism and water. Climate change therefore, poses potential econocmonics equences which include: - lower productivity in agriculture and other clim astensitive sectors, biodiversity, fragile ecosystems, and water supply systems. County Fiscal Strategy Paper 2018/2019 2 SECTION VI RECOMMENDATIONS AND CONCLUSION The fiscal framework presented herein is preparuerds upant to the PFM Act and lays ground for the next financial year in terms of preparinhge tfinal spending estimates as well as prioritization of resource allocation. Fiscal dipslcinie will be important in ensuring proper management of funds and delivery of expected o.u tEpfufet ctive and efficient utilization of funds especially on capacity building on differesnetc tors of the County will be crucial in ensuring that the County gets to deliver on itsc tfiuonns. In pursuit of this, effective budget implementation at the county level will be facitleitad through capacity building and development of systems for close monitoring andl ueavtiaon of spending entities to ensure that resource application bears the most fruith eto tat xpayer. Involvement of all stakeholders in budget execution is also key in enhancing ovl ebruadl get implementation and the public will be key in shaping the final budget policiesd a anllocations for the 2018/19 Financial year. The county will also revamp its revenue collectainngd management systems with the goal of increasing the revenue base, full implementatio ne leocf tronic Revenue system. This will in effect lead to self-reliance as well as ensurinagb islity of county fiscal framework. County Fiscal Strategy Paper 2018/2019 44 Annexes Annex 1: Summary of Projected Budget Revenues for FCSP 2018-2019 period Summary of Projected Budget Revenues for CFSP 280-12019 period Actual Revenues Actual Approved Estimated Projected Revenues Revenues (Half Revenues Revenues Year) SOURCES OF REVENUES 2016/2017 2017/2018 2017/2018 2018/2019 2019/2020 2020/2021 Equitable Share of Revenue Raised Nationally 4,791,438,190 1,234,328,059 4,983,000,000 5,086,800,000 5,261,760,000 5,420,520,000 Equitable Share of Reven ue 4,791,438,19 0 1,234,328,05 9 4,983,000,00 0 5,086,800,00 5,261,760,00 0 5,420,520,00 0 Roll over Project Funds - - - - - - Conditional allocations to County Governments from 244,459,613 - 333,374,243 432,888,614 343,767,853 360,468,531 National Government Revenue Conditional Allocation for Development of Youth - 35,239,276 35,605,000 - - Polytechnics Conditional Grant-Compensation for User Fee Foreg on 13,370,516 13,191,000 13,191,000 14,267,386 14,838,081 Conditional Allocation Free Maternity 61,724,000 - - - - - LINDA MAMA Programme - - 50,161,600 56,524,416 65,568,323 Conditional Grant-Leasing of Medical Equipment 95,744,681 95,744,681 200,000,000 129,787,234 129,787,234 Conditional Grant- Road Maintenance Fuel Levy 73,620,416 189,199,286 133,931,014 143,188,817 150,274,893 Conditional allocations to County Governments from 103,551,278 37,576,934 268,113,694 143,540,985 105,507,748 72,197,832 Loans and Grants from Development Partners World Bank Loan to Supplement financing of County 77,761,278 24,656,046 94,210,000 - - - Health facilities KDSP (Level 1 Grant + FY 2016/17 allocation) - 40,839,509 27,052,470 27,052,470 - DANIDA Grant to supplement financing of county hteha l 25,790,000 12,920,888 12,820,885 12,820,885 12,820,885 - facilities World Bank Loan for transforming health system for 54,243,300 59,667,630 65,634,393 72,197,832 universal care project EU Grant for instrument for Devolution Advice and 66,000,000 44,000,000 - - Suppor t Local Revenue 286,546,866.00 146,681,418.00 350,000,000.00 371,147,448.00 393,416,295.00 417,021,273.00 Local Revenue 286,546,866.00 146,681,418.00 350,000,000.00 371,147,448.00 393,416,295.00 417,021,273.00 TOTAL REVENUES 5,425,995,947 1,418,586,411 5,934,487,937 6,034,377,112 6,104,451,961 6,270,207,701 County Fiscal Strategy Paper 2018/2019 45 Annex 2: Expenditure for the MTEF period MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) Agricultur Agriculture, Livestock and Recurrent 224,861,191.00 137,210,886.00 230,802.,020 4 248,886,894 258,123,482 269,955,223 e, Rural Fisheries and Urban Developm Personnel 199,637,251.00 130,746,006.00 209,313,540.00 227,398,230 236,634,818 248,466,559 ent Emoluments Operations & 25,223,940.00 6,464,880.00 21,488,664.00 21,488.0,606 4 21,488,664 21,488,664 Maintenance Development 115,331,213.62 33,408,205.00 167,2362.0,908 134,232,986 100,232,986 101,232,986 Dev 115,331,213.62 33,408,205.00 101,232,986.00 23920,9,86.00 100,232,986 101,232,986 IDEAS - - 66,000,000.00 44,000,000 - - Land, Housing Recurrent 31,459,723.00 8,372,887.00 31,831,294.00 33,825,518 34,844,049 36,148,752 Personnel 21,546,741.00 5,176,696.00 23,081,294.00 25,075,518 26,094,049 27,398,752 Emoluments Operations & 9,912,982.00 3,196,191.00 8,750,000.00 8,750,00 0.00 8,750,000 8,750,000 Maintenance Development 29,399,118.58 7,536,060.00 60,350,000 0.0 55,350,000.00 50,350,000 60,350,000 Kabarnet Town Recurrent 17,478,796.00 952,575.00 23,943,900.00 ,55245,733 26,377,451 27,431,324 Personnel 11,428,796.00 100,000.00 18,643,900.00 20,254,733 21,077,451 22,131,324 Emoluments Operations & 6,050,000.00 852,575.00 5,300,000.00 5,300,000.00 ,3005,000 5,300,000 Maintenance Development 6,725,058.99 - 20,936,397.00 15,936.,0309 7 20,936,397 20,936,397 Eldama Ravine Town Recurrent 20,458,086.00 110,100.00 22,502,132.00 ,3232,687 23,000,229 23,866,856 Personnel 15,043,086.00 - 16,834,432.00 16,655,987 17,332,529 18,199,156 Emoluments Operations & 5,415,000.00 110,100.00 5,667,700.00 5,667,700.00 ,6675,700 5,667,700 Maintenance Development 29,420,564.78 - 13,000,000.00 13,0000.,0000 13,000,000 13,000,000 Sector Totals 834,844,110.81 570,598,913.00 549,110,214.64 526,864,594 552,921,536 Energy, Transport and Infrastructure Recurrent 54,932,373.00 16,126,363.00 61,222,63 2.13 65,073,707.55 67,040,609 69,560,139 Infrastruct ure and Personnel 41,165,683.00 13,818,897.00 44,572,632.13 48,423,707.55 50,390,609 52,910,139 Emoluments County Fiscal Strategy Paper 2018/2019 46 MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) ICT Operations & 13,766,690.00 2,307,466.00 16,650,000.00 16,650.0,00 0 16,650,000 16,650,000 Maintenance Development 409,583,065.10 47,425,857.00 356,1703.0,001 443,575,945.00 420,719,271 433,155,155 DEV 409,583,065.10 47,425,857.00 166,973,724.00 ,634049,931.00 277,530,454 282,880,262 RLMF - 189,199,286.00 133,931,014.00 143,188,817 150,9237 4,8 Sector Total s 54,932,373.00 61,222,632.13 508,649,652.55 487,759,880 502,715,294 General Industrialization, Commerce Recurrent 81,488,182.00 25,768,628.00 73,990,38 6.20 79,188,222.83 81,842,970 85,243,606 Economic and Enterprise and Personnel 57,848,162.00 21,176,175.00 60,160,146.20 65,357,982.83 68,012,730 71,413,366 Commerci Emoluments al Affairs Operations & 23,640,020.00 4,592,453.00 13,830,240.00 13,830.0,204 0 13,830,240 13,830,240 Maintenance Development 67,065,071.35 2,091,764.00 40,700,000 0.0 35,700,000.00 40,700,000 40,700,000 Sector Totals 81,488,182.00 73,990,386.20 114,888,222.83 122,542,970 125,943,606 Health Health Services Recurrent 1,830,092,281.00 1,948,705,941.29 2,3013,351.44 2,031,092,527 2,088,142,296 Personnel 1,343,517,491.00 784,823,740.00 1,521,126,565.29 1,667,972,236.44 1,672,345,447 261,0,738,060 Emoluments Operations & 486,574,790.00 71,615,577.00 427,579,376.00 345,1,1354.100 358,747,080 362,104,236 Maintenance O & M 486,574,790.00 71,615,577.00 427,579,37 6.00 209,500,000.00 209,500,000 209,500,000 Universal Care - - - 59,667,630.00 65,634,393 19772,,832 DANIDA - - - 12,820,885.00 12,820,885 - Linda Mama - - - 50,161,600.00 56,524,416 65,352638 , User fees Forgone - - - 13,191,000.00 14,267,386 14,838,081 Development 382,939,424.65 8,858,784.00 265,098.0,207 2 349,353,591.00 299,140,825 299,140,825 Dev 382,939,424.65 8,858,784.00 169,353,591.00 9,31543,591.00 169,353,591 169,353,591 Leasing of - - 95,744,681.00 200,000,000 129,787,234 129,73847 ,2 Equipment’s Sector Totals 1,830,092,281.00 1,948,705,941.29 2,362,666,942 2,330,233,352 2,387,283,121 Education Education Recurrent 274,774,281.20 145,867,174.00 292,314.,0708 4 313,085,239 323,693,556 337,282,434 Personnel 231,807,531.20 142,976,850.00 240,398,784.00 261,169,239 271,777,556 285,366,434 Emoluments County Fiscal Strategy Paper 2018/2019 47 MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) Operations & 42,966,750.00 2,890,324.00 51,916,000.00 51,916.0,00 0 51,916,000 51,916,000 Maintenance Development 140,841,755.80 15,400,338.00 181,8307.0,500 151,837,500.00 181,837,500 181,837,500 Sector Totals 274,774,281.20 292,314,784.00 464,922,738.94 505,531,056 519,119,934 Public The Governorship Recurrent 172,851,543.00 61,891,903.00 151,349,158 2. 157,422,988.29 160,524,924 164,498,394 Administr ation Personnel 62,183,149.00 28,984,168.00 70,294,052.18 76,367,458.29 79,469,394 83,442,864 Emoluments Operations & 110,668,394.00 32,907,735.00 81,055,530.00 81,03505.0,50 81,055,530 81,055,530 Maintenance Development 70,294,052.00 - 23,631,008.00 20,6381.,0000 23,631,008 23,631,008 The Deputy Governor Recurrent 8,291,526.00 - 20,475,211.00 21,475,207 6.0 21,475,278 21,475,281 Personnel 685,328.00 - 65.00 67 70 Emoluments Operations & 7,606,198.00 20,475,211.00 21,475,211.00 21,4715 ,21 21,475,211 Maintenance Development - - - - - County Secretary Recurrent 84,590,480.00 44,688,818.00 96,397,06 3.99 98,651,850.32 99,803,462 101,278,635 Personnel 23,055,684.00 1,106,094.00 26,097,063.99 28,351,850.32 29,503,462 30,978,635 Emoluments Operations & 61,534,796.00 43,582,724.00 70,300,000.00 70,300.0,00 70,300,000 70,300,000 Maintenance Development - - - - - - County Public Service Board Recurrent 44,342,580.00 8,148,850.00 45,034,572.95 47,856,653.81 49,298,005 51,144,326 Personnel 30,438,375.00 4,838,489.00 32,662,972.95 35,485,053.81 36,926,405 38,772,726 Emoluments Operations & 13,904,205.00 3,310,361.00 12,371,600.00 12,371.0,600 0 12,371,600 12,371,600 Maintenance Development - - - 4,300,000.00 5,000,000 5,000,000 Tiaty Sub-County Recurrent 15,054,313.00 2,149,333.00 17,380,982.00 18,555,934.04 19,156,030 19,924,731 Personnel 12,170,177.00 769,583.00 13,598,982.00 14,773,934.04 15,374,030 16,142,731 Emoluments Operations & 2,884,136.00 1,379,750.00 3,782,000.00 3,782,00 0.00 3,782,000 3,782,000 Maintenance Development 7,131,844.20 - - 4,300,000.00 5,000 ,000 5,000,000 County Fiscal Strategy Paper 2018/2019 48 MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) Baringo North Sub-County Recurrent 14,578,691.00 1,739,554.00 16,270,269.05 17,352,884.30 17,905,820 18,614,111 Personnel 11,049,853.00 755,834.00 12,530,269.05 13,612,884.30 14,165,820 14,874,111 Emoluments Operations & 3,528,838.00 983,720.00 3,740,000.00 3,740,000.00 ,7403,000 3,740,000 Maintenance Development 4,491,822.00 - - 4,300,000.00 5,000 ,000 5,000,000 Baringo Central Sub-County Recurrent 12,067,668.00 1,461,877.00 14,669,736.08 15,612,302.72 16,093,710 16,710,375 Personnel 9,492,269.00 656,605.00 10,909,336.08 11,851,902.72 12,333,310 12,949,975 Emoluments Operations & 2,575,399.00 805,272.00 3,760,400.00 3,760,400.00 ,7603,400 3,760,400 Maintenance Development 4,604,977.80 - - 4,300,000.00 5,000 ,000 5,000,000 Baringo South Sub-County Recurrent 16,768,891.00 3,549,801.00 17,832,935.02 19,042,947.58 19,660,950 20,452,590 Personnel 13,833,391.00 2,468,846.00 14,004,775.02 15,214.5,788 7 15,832,790 16,624,430 Emoluments Operations & 2,935,500.00 1,080,955.00 3,828,160.00 3,828,16 0.00 3,828,160 3,828,160 Maintenance Development 6,130,696.00 - - 4,300,000.00 5,000 ,000 5,000,000 Mogotio Sub-County Recurrent 12,474,061.00 3,903,151.00 15,537,250.09 16,539,411.47 17,051,256 17,706,911 Personnel 9,498,865.00 2,709,323.00 11,599,090.09 12,6014,275 1. 13,113,096 13,768,751 Emoluments Operations & 2,975,196.00 1,193,828.00 3,938,160.00 3,938,16 0.00 3,938,160 3,938,160 Maintenance Development 3,776,178.80 - - 4,300,000.00 5,000 ,000 5,000,000 Eldama Ravine Sub-County Recurrent 15,419,242.00 1,615,268.00 16,189,671.19 17,267,854.30 17,818,526 18,523,918 Personnel 11,881,733.00 607,091.00 12,478,971.19 13,557,105 4.3 14,107,826 14,813,218 Emoluments Operations & 3,537,509.00 1,008,177.00 3,710,700.00 3,710,70 0.00 3,710,700 3,710,700 Maintenance Development 5,295,051.00 - - 4,300,000.00 5,000 ,000 5,000,000 The County Treasury Recurrent 259,185,216.00 104,917,617.00 260,272.,5137 9 259,432,709.34 266,045,560 247,463,917 Personnel 143,419,433.00 88,283,130.00 149,856,120.53 162,6,890.334 169,416,540 177,887,367 Emoluments Operations & 115,765,783.00 16,634,487.00 110,416,059.00 960,62209.0,0 96,629,020 69,576,550 Maintenance County Fiscal Strategy Paper 2018/2019 49 MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) O& M 115,765,783.00 16,634,487.00 110,416,059.00 ,57669,550.00 69,576,550 69,576,550 KDSP Programme - - - 27,052,470.00 27,052,470 - Development 13,324,534.00 1,530,276.00 45,611,408 4.0 37,601,027.50 40,611,484 45,611,484 County Assembly Recurrent 549,094,670.80 186,035,583.00 666,216.,0704 6 549,548,252.25 591,166,472 608,749,796 Personnel 315,170,349.00 61,100,635.00 311,063,921.00 337,8,493.977 351,666,472 369,249,796 Emoluments Operations & 233,924,321.80 124,934,948.00 355,152,825.00 2811,4,0680.48 239,500,000 239,500,000 Maintenance Development 10,000,000.00 - 5,000,000.00 5,000,00 0. 5,000,000 5,000,000 Sector Totals 2,091,158,031.60 2,188,694,203.16 1,332,091,099.93 1,400,242,487 1,415,785,477 Social Sports, Culture and Arts Recurrent 32,185,856.00 8,742,444.00 34,695,660.00 36,329,973.02 37,164,683 38,233,917 Protection, Culture Personnel 14,832,260.00 4,746,925.00 18,915,660.00 20,549,973.02 21,384,683 22,453,917 and Emoluments Recreation Operations & 17,353,596.00 3,995,519.00 15,780,000.00 15,780.0,00 0 15,780,000 15,780,000 Maintenance Development 88,238,194.22 13,773,039.00 55,466,036.00 76,071,036.00 50,466 ,03 55,466,036 DEV 88,238,194.22 13,773,039.00 55,466,036.00 460,0,4366.00 50,466,036 55,466,036 Develop Village YP - - - 35,605,000.00 - - Sector Totals 32,185,856.00 34,695,660.00 112,401,009.02 87,630,719 93,699,953 Environme Environment and Natural Recurrent 71,032,759.80 6,928,081.00 78,161,909.46 34,667,465.35 35,742,942 37,120,589 nt Resources Protection, Personnel 20,041,683.00 3,813,756.00 24,371,746.46 26,477,465.35 27,552,942 28,930,589 Water and Emoluments Natural Operations & 8,280,542.00 627,795.00 8,190,000.00 8,190,000.00 ,1908,000 8,190,000 Resources Maintenance Development 42,710,534.80 2,486,530.00 45,600,106 3.0 30,600,163.00 40,600,163 45,600,163 Water & Sewerage Recurrent 100,950,540.00 27,151,412.00 118,216,4241 4. 123,941,615.37 126,865,811 130,611,601 Personnel 51,825,450.00 18,109,184.00 66,266,214.44 71,9951.3,671 74,915,811 78,661,601 Emoluments Operations & 49,125,090.00 9,042,228.00 51,950,000.00 51,950.0,00 0 51,950,000 51,950,000 Maintenance Development 325,262,019.20 19,907,189.00 445,4377.0,908 400,437,987.00 440,437,987 459,406,425 Sector Total 243,016,059.60 274,540,033.36 589,647,230.72 643,646,902.66 672,738,778.19 County Fiscal Strategy Paper 2018/2019 50 MTEF Departments and Budget Lines Actual Actual Approved Estimated Projected Expenses Sector Entities 2016/2017 2017/2018 (Half Budget budget 2019/2020 2020/2021 (Kes) Year) -(Kes) 2017/2018 2018/2019 (Kes) (Kes) (Kes) (Kes) Grand Total For the Sector 6,034,377,111.07 6,104,451,961.06,270,207,701.0 0 0 TOTAL Recurrent 3,901,037,088.00 1,651,285,092.00 ,2048,413,093.60 4,234,949,405.57 4,341,788,2364.6,450,139,652.0 5 4 TOTAL Personnel 2,650,887,412.20 1,317,768,027.00 2,908,780,468.630, 173,886,497.09 3,239,427,771.63,371,474,501.0 Emoluments 5 4 TOTAL Operations & 1,250,149,675.80 333,517,065.00 1,299,632,625.00 0611,0,62,908.48 1,102,360,465.01,078,665,151.0 Maintenance 0 0 TOTAL Development 1,762,565,176.89 152,418,042.00 1,726,074,843.00 7991,4,27,640.50 1,762,663,657.41,820,067,978.6 0 6 Grand Total 5,663,602,264.89 1,803,703,134.00 5,,943847,936.60 6,034,377,046.07 6,104,451,894.60,270,207,630.7 5 0 Recurrent 4,208,413,093.60 4,291,884,039.50 4,407,899,007.50 4,518,945,254.10 71% 70% 72% 72% Personnel 2,908,780,468.60 3,173,886,497.09 3,239,427,771.65 3,371,474,501.04 49% 52% 53% 54% Emolumen ts Operations 1,299,632,625.00 1,061,062,908.48 1,102,360,465.00 1,078,665,151.00 22% 17% 18% 17% & Maintenan ce Developm 1,726,074,843.00 1,799,427,640.50 1,762,663,657.40 1,820,067,978.66 29% 30% 29% 29% ent Grand 5,934,487,936.60 6,091,311,680.00 6,104,451,896.00 6,270,207,636.00 100% 100% 100% 100% Total County Fiscal Strategy Paper 2018/2019 51 Annex 3; Projected Expenditure per programme MTEF Period County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Energy,Infrustructure and ICT 444,645,642.00 446,233,540.83 487,759,880.40 502,715,293.76 General Administration, Planning and Support Sersv ic Personnel Emoluments 44,572,632.00 48,423,707.55 50,390,609.00 52,910,139.00 Operations & Maintenance 16,650,000.00 16,650,000.00 16,650,000.00 16,650,000.00 Road Infrastructure Development Rural Roads development and maintenance 170,449,059.00 163,337,875.58 183,357,405.34 186,891,888.78 Crossing and Structures Development 14,691,766.59 16,492,465.03 16,810,381.53 Roads Maintenance Fuel Levy Fund 189,199,286.00 133,931,014.00 143,188,817.00 150,274,893.00 Urban roads development and maintenance 15,024,665.00 4,321,107.82 4,850,725.01 4,944,229.86 Lighting systems 51,853,293.83 58,208,700.11 59,330,758.34 Drainages Systems 1,728,443.13 1,940,290.00 1,977,691.94 Bus parks and parking 1,296,332.35 1,455,217.50 1,483,268.96 County Mechanical and Transport Management - - - Acquisition and Management of Machineries - - - Acquisition, Repairs and Maintenance of county cvlehsi - - - Management of Public Transport systems - - - ICT Development - - - - ICT Promotion and ideas Incubation - - - ICT Infrastructure and Systems Development and mgeamnaent LAN, WAN, 8,750,000.00 10,000,000.00 11,225,651.41 11,442,042.34 Data Centers, Communication, Telephony Networks s aynsdtems) Software development and e-government systems - - - Automation of County Government processes and cseesr vi - - - Development, Implementation and maintenance of Mgeamnaent Information - - - Systems Surveillance and Information security systems - - - County Fiscal Strategy Paper 2018/2019 52 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) ICT Infrastructure and systems (Redesigning of Ctyo uWnebsite and Portals) - - - ICT promotion and Ideas Incubation (Capacity Bunigld ai nd training on ICT - - - ICT promotion and Ideas Incubation (Professionalm eixnation - - - ICT Promotion and ideas Incubation - - - Total Development 383,423,010.00 381,159,833.29 420,719,271.40 433,155,154.76 Environmental protection, Water and Natutral Resources 665,516,110.46 573,430,706.50 643,646,903.00 672,738,777.90 Water and Irrigation General Administration, Planning and Support Services Personnel Emoluments 66,266,214.00 71,991,615.37 74,915,811.00 78,661,601.00 Operations & Maintenance 51,950,000.00 51,950,000.00 51,950,000.00 51,950,000.00 Water Resource Development and Management Water Supply Infrastructure (Surface, underground) 355,777,987.00 298,652,156.86 355,555,966.86 370,868,772.47 Water resources conservation and protection 9,678,353.00 11,522,421.92 12,018,660.55 Water harvesting, storage and flood control 53,900,000.00 25,926,646.92 30,866,591.12 32,195,929.26 Institutional development and management - - - Irrigation and drainage development 35,760,000.00 34,568,862.56 41,155,454.82 42,927,905.68 Sewerage and Sanitation Services - - - Design, feasibility and land acquisition for Sewgeer a 1,123,488.03 1,337,552.28 1,395,156.93 Sewerage infrastructure in Urban areas - - - Total Development 445,437,987.00 369,949,507.36 440,437,987.00 459,406,424.90 Environmental Protection, Wildlife management and ot urism General Administration, Planning and Support Services Personnel Emoluments 24,371,746.46 26,477,465.00 27,552,942.00 28,930,589.00 Operations & Maintenance 8,190,000.00 8,190,000.00 8,190,000.00 8,190,000.00 Environment Protection and Management County Fiscal Strategy Paper 2018/2019 53 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Solid waste disposal and management 8,635,000.00 6,531,212.68 5,909,422.30 6,637,180.74 Protection of water catchments and wetlands 7,200,000.00 4,969,273.99 4,496,184.70 5,049,899.81 Natural Resource Conservation and Management - - - Forests conservation and management 8,300,000.00 8,642,215.64 7,819,451.66 8,782,434.45 Soil conservation 21,465,163.00 7,777,994.08 7,037,506.49 7,904,191.01 Wildlife conservation and Security 1,296,332.35 1,172,917.75 1,317,365.17 Tourism development and promotion 23,700,000.00 - - - Tourism promotion and marketing 2,160,553.91 1,954,862.91 2,195,608.61 Niche tourism product development and diversifiocna ti 3,024,775.47 2,736,808.08 3,073,852.06 Tourism infrastructure development 10,469,760.66 9,473,009.10 10,639,631.15 Tourism training and capacity building - - - Total Development 69,300,163.00 44,872,118.77 40,600,163.00 45,600,163.00 General Economic And Commercial Affairs 90,990,386.20 127,973,140.78 122,542,970.00 125,943,606.00 General Administration, Planning and Support Sersv ic Personnel Emoluments 60,160,146.20 65,357,982.83 68,012,730.00 71,413,366.00 Operations & Maintenance 13,830,240.00 13,830,240.00 13,830,240.00 13,830,240.00 Industrial Development & Investment Industrial Development & Investment 6,000,000.00 20,481,661.73 17,087,322.63 17,087,322.63 Business Enterprise Development - - - Business Enterprise Development 11,000,000.00 19,012,874.41 15,861,951.21 15,861,951.21 Co-operative Development & Management - - - Co-operative Development & Management - 9,290,381.81 7,750,726.16 7,750,726.16 Total Development 17,000,000.00 48,784,917.95 40,700,000.00 40,700,000.00 Health Services 2,213,804,213.29 2,417,117,940.32 2,330,233,382.00 2,387,283,121.00 General Administration, planning and Support Services County Fiscal Strategy Paper 2018/2019 54 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Personnel Emoluments 1,521,126,565.29 1,667,972,236.44 1,672,345,477.00 1,726,038,060.00 Operations & Maintenance 427,579,376.00 209,500,000.00 209,500,000.00 209,500,000.00 Conditional Allocation Conditional Allocation 135,841,115.00 149,247,080.00 152,604,236.00 General Administration (records, procurement, M&TEra, nsport, medical insurance, HIS and Policy) Preventative and promotive Health Services - Communicable diseases ( - - - TB,HIV/AIDS, Malaria, Primary Eye care) - - - Infrastructure development 141,530,914.00 180,470,606.66 149,963,970.27 149,963,970.27 Community strategy and Environmental health - - - RMNCAH(reproductive, maternal, neonatal, child anddo lescent health) - - - Nutrition - - - Curative and rehabilitative services 27,822,677.00 - - - Human Resource Development - - - Infrastructure Development 23,333,982.23 19,389,620.73 19,389,620.73 Outpatient and system support services - - - Oncology services and Rehabilitative services - - - Infection prevention and control - - - Health products (drugs, vaccines, supplies) - - - Leasing of medical equipment - - - Leasing of medical equipment 95,744,681.00 200,000,000.00 129,787,234.00 129,787,234.00 Total Development 265,098,272.00 403,804,588.88 299,140,825.00 299,140,825.00 Education 466,402,284.00 463,007,554.40 505,531,056.00 519,119,934.00 General Administration, Planning and Support Services Personnel Emoluments 240,398,784.00 261,169,238.94 271,777,556.00 285,366,434.00 County Fiscal Strategy Paper 2018/2019 55 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Operations & Maintenance 51,916,000.00 51,916,000.00 51,916,000.00 51,916,000.00 Early Childhood Development Education Infrastructure development 146,350,000.00 75,928,593.59 120,774,928.82 120,774,928.82 Curriculum development and equipment - - - Child health and social welfare 15,702,905.82 24,977,643.37 24,977,643.37 Capacity development 432,110.78 687,331.96 687,331.96 Vocational Training - - - Staff establishment and development - - - Infrastructure development 27,737,500.00 22,253,705.27 35,397,595.86 35,397,595.86 Curriculum development - - - Quality assurance and technical accreditation - - - conditional grant for development of youth polytneicchs 35,605,000.00 - - Total Development 174,087,500.00 149,922,315.46 181,837,500.00 181,837,500.00 Social Protection Culture and Recreation 70,661,696.00 52,356,417.09 87,630,719.00 93,699,953.00 General Administration, Planning and Support Services Personnel Emoluments 18,915,660.00 20,549,973.02 21,384,683.00 22,453,917.00 Operations & Maintenance 15,780,000.00 15,780,000.00 15,780,000.00 15,780,000.00 Cultural Development 7,000,000.00 1,728,443.13 5,442,734.07 5,981,981.30 Social Development and Children Services - - - County Social Safety Net 4,000,000.00 2,841,114.69 8,946,450.98 9,832,834.34 Promotion of best labour practices - - - Gender and development 2,160,553.91 6,803,417.58 7,477,476.62 Sports Development 20,966,036.00 8,000,000.00 25,191,382.83 27,687,257.76 Youth Development and Employment 4,000,000.00 1,296,332.35 4,082,050.55 4,486,485.97 Total Development 35,966,036.00 16,026,444.07 50,466,036.00 55,466,036.00 County Fiscal Strategy Paper 2018/2019 56 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Agriculture Rural and Urban Development 570,598,913.00 574,449,000.16 526,864,594.15 552,921,537.16 Agriculture, Livestock and Fisheries Management General Administration, Planning and Support Services Personnel .Emoluments 209,313,540.00 227,398,229.86 236,634,818.00 248,466,559.00 Operations & Maintenance 21,488,664.00 21,488,664.00 21,488,664.00 21,488,664.00 Crop development and management Farm input support-supply of certified seed/fliezretir 2,550,753.00 73,859,464.83 59,264,269.17 59,855,534.29 Food security Initiatives 2,300,000.00 6,913,772.51 5,547,558.14 5,602,904.77 Agricultural Extension Services 1,944,498.52 1,560,250.73 1,575,816.97 Support disaster risk reduction for agriculturale ergmency management and - - - climate change issues Agribusiness& market development 9,169,283.00 1,728,443.13 1,386,889.53 1,400,726.19 Agricultural training, capacity building and Infoarmtion management 5,590,000.00 6,913,772.51 5,547,558.14 5,602,904.77 Agricultural machinery services to improve mechantioizn of agriculture sector 3,300,000.00 4,321,107.82 3,467,223.83 3,501,815.48 for high yields Fisheries development and management - - - Fisheries Development &Management 1,103,173.00 1,797,580.85 1,442,365.12 1,456,755.24 Aquaculture development 1,700,000.00 - - - Management and development of Capture fisheries - - - Livestock development and management - - - Livestock Production and Management 8,000,000.00 - - - Apiculture development 3,000,000.00 5,401,384.77 4,334,029.79 4,377,269.35 Livestock products value addition and Marketing. 20,640,650.00 14,259,655.80 11,441,838.66 11,555,991.08 Livestock Disease Management 43,879,127.00 - - - Livestock Extension Services development 7,777,994.08 6,241,002.90 6,303,267.86 IDEAS 66,000,000.00 44,000,000.00 - - County Fiscal Strategy Paper 2018/2019 57 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Total Development 167,232,986.00 168,917,674.83 100,232,986.00 101,232,986.00 Lands, Housing and Urban Development General Administration, Planning and Support Services Personnel Emoluments 23,081,294.00 25,075,517.80 26,094,049.00 27,398,752.00 Operations & Maintenance 8,750,000.00 8,750,000.00 8,750,000.00 8,750,000.00 Land use planning Land Planning and Development 26,200,000.00 7,345,883.29 11,456,457.78 13,731,821.78 Land Survey -GIS Mapping 9,150,000.00 - - - Records management 4,321,107.82 6,739,092.81 8,077,542.23 Land Surveying - - - Land adjudication and demarcation 3,456,886.26 5,391,274.25 6,462,033.78 Land adjudication and demarcation 2,160,553.91 3,369,546.41 4,038,771.11 Land adjudication and demarcation 25,000,000.00 5,000,000.00 7,797,876.25 9,346,610.36 Housing development - - - Estate management 10,000,000.00 15,595,752.51 18,693,220.73 Total Development 60,350,000.00 32,284,431.28 50,350,000.00 60,350,000.00 Kabarnet Town General Administration, Planning and Support Services Personnel Emoluments 18,643,900.00 20,254,732.00 21,077,450.98 22,131,323.53 Operations & Maintenance 5,300,000.00 5,300,000.00 5,300,000.00 5,300,000.00 Urban infrastructure Development & Management Urban Planning and infrastructure development 7,611,789.00 1,296,332.35 1,247,258.77 1,247,258.77 Infrastructure and pedestrian access 3,000,000.00 9,661,040.58 9,295,315.10 9,295,315.10 Waste Disposal and Management 6,300,000.00 6,481,661.73 6,236,293.87 6,236,293.87 Environmental protection and conservation 1,024,608.00 1,080,276.95 1,039,382.31 1,039,382.31 County Fiscal Strategy Paper 2018/2019 58 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Disaster preparedness and Response Management 3,240,830.86 3,118,146.94 3,118,146.94 Disaster preparedness and Response Management - - - County Mechanical and Transport Management - - - Acquisition and Management of Machineries 3,000,000.00 - - - Acquisition, Repairs and Maintenance of county cvlehsi - - - Management of Public Transport systems - - - Total Development 20,936,397.00 21,760,142.47 20,936,397.00 20,936,397.00 Eldama Ravine Town General Administration, Planning and Support Services Personnel Emoluments 16,834,432.00 16,655,987.02 17,332,529.17 18,199,155.63 Operations & Maintenance 5,667,700.00 5,667,700.00 5,667,700.00 5,667,700.00 Urban infrastructure Development & Management Infrastructure and pedestrian access 9,444,985.19 5,876,018.00 5,876,018.00 Urban Planning and infrastructure development 5,653,829.00 1,296,332.35 806,488.53 806,488.53 Waste Disposal & Management - - - Waste Disposal and Management 7,346,171.00 6,481,661.73 4,032,442.64 4,032,442.64 Environmental Beautification and conservation Management - - - Environmental protection and conservation 432,110.78 268,829.51 268,829.51 Disaster Preparedness and Response Management - - - Disaster preparedness and Response Management 3,240,830.86 2,016,221.32 2,016,221.32 Total Development 13,000,000.00 20,895,920.91 13,000,000.00 13,000,000.00 Public Administration, Governance and Intergovernmental Relations 1,330,813,161.08 1,298,753,214.66 1,319,186,889.56 1,334,729,876.89 County Assembly County Assembly -General Administration Planning and Support County Fiscal Strategy Paper 2018/2019 59 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) Personnel .Emoluments 311,063,921.00 337,939,843.77 351,666,472.48 369,249,796.10 Operations & Maintenance 355,152,825.00 211,608,408.48 239,500,000.00 239,500,000.00 Legislation, Representation and Oversight Infrastructure Development - Infrastructure Development 5,000,000.00 20,000,000.00 5,000,000.00 5,000,000.00 Total Development 5,000,000.00 20,000,000.00 5,000,000.00 5,000,000.00 Office of The Governor General Administration Planning and Support Personnel .Emoluments 70,294,052.18 76,367,458.29 79,469,394.22 83,442,863.93 Operations & Maintenance 81,055,530.00 81,055,530.00 81,055,530.00 81,055,530.00 Protocol, Public Relations and Communications Protocol and Public relations services Communication Services Liaison office Liaison office Infrastructure Development Infrastructure Development 23,631,008.00 60,249,745.23 28,631,008.00 28,631,008.00 Total Development 23,631,008.00 60,249,745.23 28,631,008.00 28,631,008.00 The Deputy Governor General Administration Planning and Support Personnel .Emoluments - - - - Operations & Maintenance 20,475,211.00 21,475,211.00 21,475,211.00 21,475,211.00 Disaster Risk Management Early warning system County Public Service Board County Fiscal Strategy Paper 2018/2019 60 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) General Administration Planning and Support Personnel .Emoluments 32,662,972.95 35,485,053.81 36,926,405.48 38,772,725.76 Operations & Maintenance 12,371,600.00 12,371,600.00 12,371,600.00 12,371,600.00 Human Resource Development and Management - Public Service, Administration, Devolution, Youth Affairs and ICT County Secretary General Administration Planning and Support Personnel .Emoluments 26,097,063.99 28,351,850.32 29,503,461.56 30,978,634.64 Operations & Maintenance 70,300,000.00 70,300,000.00 70,300,000.00 70,300,000.00 Civic Education Development General Civic education Services Sub County Administration General Administration Planning and Support Personnel .Emoluments 75,121,423.43 81,611,914.41 84,926,872.59 89,173,216.22 Operations & Maintenance 22,759,420.00 22,759,420.00 22,759,420.00 22,759,420.00 Infrastructure Development-Sub-County Infrastructure Development - 25,800,000.00 30,000,000.00 30,000,000.00 Total Development - 25,800,000.00 30,000,000.00 30,000,000.00 Finance and Economic Planning General Administration Planning and Support Personnel .Emoluments 149,856,120.53 162,803,689.34 169,416,540.23 177,887,367.24 Operations & Maintenance 110,416,059.00 69,576,550.00 69,576,550.00 69,576,550.00 Kenya Devolution Support Programme( World Bank) 27,052,470.00 27,052,470.00 - Infrastructure Development 35,000,000.00 30,000,000.00 34,809,843.43 39,095,557.71 Revenue Services 4,000,000.00 - - - County Fiscal Strategy Paper 2018/2019 61 County Fiscal Strategy Paper Ceiling Programmes Fo 2r 018/2019 Approved budget Estimated budget Projected budget Projected budget 2017/2018 (Kes) 2018/2019 (Kes) 2019/2020 (Kes) 2020/2021 (Kes) County Revenue System - - - Cash transfers to Agencies - - - Budget Monitoring & Evaluation services - - - Economic Planning Services - - - Monitoring and Evaluation 6,611,484.00 5,000,000.00 5,801,640.57 6,515,926.29 Supply Chain Services - - - Supply Chain Services - - - Internal Audit Services - - - Total Development 45,611,484.00 35,000,000.00 40,611,484.00 45,611,484.00 Personnel .Emoluments 2,908,780,468.03 3,173,886,495.77 3,239,427,801.72 3,371,474,500.05 Operations & Maintenance 1,299,632,625.00 1,061,062,908.48 1,102,360,465.00 1,078,665,151.00 Development 1,726,074,843.00 1,799,427,640.50 1,762,663,657.40 1,820,067,978.66 Grand Total 5,934,487,936.03 6,034,377,044.75 6,104,451,924.12 6,270,207,629.71 Percentage Personnel .Emoluments 49% 53% 55% 57% Operations & Maintenance 22% 18% 19% 18% Development 29% 30% 30% 31% County Fiscal Strategy Paper 2018/2019 62