REPUBLIC OF KENYA COUNTY GOVERNMENT OF MOMBASA COUNTY TREASURY ANNUAL DEVELOPMENT PLAN 2024/2025 ©August 2023 COUNTY VISION, MISSION AND CORE VALUES VISION A vibrant and modern regional commercial hub with a high standard of living for its residents MISSION To provide high quality services through transformational leadership by ensuring prudent utilization of resources to foster socio-economic development to the residents of Mombasa CORE VALUES Patriotism Professionalism Integrity Human Dignity Good Governance Diversity 1 | P a g e TABLE OF CONTENTS COUNTY VISION, MISSION AND CORE VALUES ................................................................................................... 1 TABLE OF CONTENTS ............................................................................................................................................ 2 FOREWORD ........................................................................................................................................................... 6 ACKNOWLEDGEMENTS ........................................................................................................................................ 7 EXECUTIVE SUMMARY .......................................................................................................................................... 8 CHAPTER ONE: INTRODUCTION ........................................................................................................................... 9 1.1 OVERVIEW OF THE COUNTY .............................................................................................................................. 9 1.2 ANNUAL DEVELOPMENT PLAN LINKAGE WITH CIDP .......................................................................................... 10 1.3 PREPARATION PROCESS OF THE ANNUAL DEVELOPMENT PLAN ............................................................................. 10 1.4 THE COUNTY ANNUAL DEVELOPMENT PLAN PREPARATION PROCESS .................................................................... 12 CHAPTER TWO: REVIEW OF THE IMPLEMENTATION OF THE PREVIOUS ADP ................................................... 13 2.1 REVENUE PERFORMANCE ................................................................................................................................. 13 2.2 EXPENDITURE ANALYSIS .................................................................................................................................. 14 2.3 PROGRAMME PERFORMANCE REVIEW ............................................................................................................... 20 2.3.1: BLUE ECONOMY,AGRICULTURE AND LIVESTOCK ................................................................................................... 20  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 20  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 20  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 21  DEVELOPMENT ISSUES ......................................................................................................................................... 23 2.3.2: THE COUNTY EXECUTIVE ................................................................................................................................... 27  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 27  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 27  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 27  DEVELOPMENT ISSUES ......................................................................................................................................... 28 2.3.3: PUBLIC SERVICE ADMINISTRATION, YOUTH, GENDER, SOCIAL SERVICES AND SPORTS ................................................ 29  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 29  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 29  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 29  DEVELOPMENT ISSUES ......................................................................................................................................... 30 2.3.4: EDUCATION & DIGITAL TRANSFORMATION .......................................................................................................... 35  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 35  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 35  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 36  DEVELOPMENT ISSUES ......................................................................................................................................... 36 2.3.5: ENVIRONMENT AND WASTE MANAGEMENT ......................................................................................................... 39  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 39  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 39  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 39  DEVELOPMENT ISSUES ......................................................................................................................................... 40 2.3.6: FINANCE AND ECONOMIC PLANNING .................................................................................................................. 42  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 42  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 42  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 42  DEVELOPMENT ISSUES ......................................................................................................................................... 43 2 | P a g e 2.3.7: HEALTH SERVICES ............................................................................................................................................. 45  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 45  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 45  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 46  DEVELOPMENT ISSUES ......................................................................................................................................... 46 2.3.8: TRANSPORT AND INFRASTRUCTURE ...................................................................................................................... 48  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 48  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 48  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 49  DEVELOPMENT ISSUES ......................................................................................................................................... 49 2.3.9: LANDS, PLANNING, HOUSING AND URBAN RENEWAL ............................................................................................ 51  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 51  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 52  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 52  DEVELOPMENT ISSUES ......................................................................................................................................... 52 2.3.10: TOURISM, CULTURE AND TRADE ...................................................................................................................... 54  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 54  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 55  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 55  DEVELOPMENT ISSUES ......................................................................................................................................... 55 2.3.11: WATER, NATURAL RESOURCES AND CLIMATE CHANGE RESILIENCE ....................................................................... 58  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 58  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 59  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 59 2.3.12: COUNTY PUBLIC SERVICE BOARD ..................................................................................................................... 62  SECTOR ACHIEVEMENTS IN THE PREVIOUS FINANCIAL YEAR ..................................................................................... 62  CHALLENGES EXPERIENCED DURING IMPLEMENTATION OF THE PREVIOUS ADP .......................................................... 62  LESSONS LEARNT AND RECOMMENDATIONS ........................................................................................................... 63 DEVELOPMENT ISSUES ................................................................................................................................................. 64 CHAPTER THREE: COUNTY STRATEGIC PRIORITIES, PROGRAMMES AND PROJECTS (2024-2025) ................... 66 3.0 INTRODUCTION ............................................................................................................................................. 66 3.1 BLUE ECONOMY, AGRICULTURE AND LIVESTOCK ............................................................................................... 66 3.2 EDUCATION AND DIGITAL TRANSFORMATION ................................................................................................... 75 3.3 ENVIRONMENT & SOLID WASTE MANAGEMENT ................................................................................................ 82 3.4 FINANCE AND ECONOMIC PLANNING ............................................................................................................... 90 3.5 HEALTH SERVICES .......................................................................................................................................... 96 3.6 LANDS, HOUSING & URBAN PLANNING .......................................................................................................... 102 3.7 PUBLIC SERVICE ADMINISTRATION, YOUTH, GENDER, SOCIAL SERVICES & SPORTS ............................................... 106 3.8 TOURISM, CULTURE & TRADE........................................................................................................................ 113 3.9 TRANSPORT & INFRASTRUCTURE ..................................................................................................................... 123 3.10 WATER, NATURAL RESOURCES & CLIMATE CHANGE RESILIENCE ........................................................................ 130 3.11 THE COUNTY EXECUTIVE .............................................................................................................................. 134 3.12 THE COUNTY ATTORNEY ............................................................................................................................. 145 3.13 THE COUNTY PUBLIC SERVICE BOARD ............................................................................................................ 148 3.14 COUNTY FLAGSHIP PROJECTS ......................................................................................................................... 154 CHAPTER FOUR: DEPARTMENTAL RESOURCE ALLOCATION ............................................................................ 160 4.1 CAPITAL FINANCING AND ACCOUNTABILITY .................................................................................................... 160 3 | P a g e 4.2 CROSS-SECTORAL IMPLEMENTATION CONSIDERATIONS .................................................................................... 161 4.3 PROPOSED GRANTS, BENEFITS AND SUBSIDIES TO BE ISSUED .............................................................................. 177 4.4 RESOURCE REQUIREMENTS FY 2024/25 ....................................................................................................... 178 4.5 PROJECTED REVENUES AMOUNT (KSHS. MILLION) ........................................................................................... 178 4.6 BASELINE DEPARTMENTAL CEILINGS ANALYSIS: DEVELOPMENT AND RECURRENT FY 2023/24- 2025/26 ........... 179 4.7 FINANCIAL AND ECONOMIC ENVIRONMENT ................................................................................................... 181 4.7.1 County Economic and Fiscal Overview ............................................................................................... 181 4.7.2 Fiscal Performance and Emerging Challenges .................................................................................... 182 4.7.3 Risks, Assumptions and Mitigation measures ..................................................................................... 182 CHAPTER FIVE: MONITORING AND EVALUATION FRAMEWORK ..................................................................... 185 ANNEXURES .......................................................................................................................................................... 187 4 | P a g e ABBREVIATIONS AND ACRONYMS ADP Annual Development Plan BETA Bottom Up Transformation Agenda CADP County Annual Development Plan CBEF County Budget and Economic Forum CG County Government CIDP County Integrated Development Plan CIMES County Integrated Monitoring and Evaluation System Covid-19 Coronavirus Disease 2019 CVE Counter Violent Extremism FY Financial Year GCP Gross County Product GDP Gross Domestic Product JKP Jumuiya ya Kaunti za Pwani KNBS Kenya National Bureau of Statistics Kshs. Kenya Shilling MTEF Medium Term Expenditure Framework OSR Own Source Revenue PBB Programme Based Budget PFMA Public Finance Management Act SDGs Sustainable Development Goals SGR Standard Gauge Railway UPA Urban and Peri Urban Agriculture 5 | P a g e FOREWORD This policy document is prepared in line with the provisions of Article 220(2) of the Constitution of Kenya, 2010 and Article 126(1) of the Public Financial Management Act, 2012 (section 15) which states that over the medium term, a minimum of 30% of the budget shall be allocated to development expenditure. This ADP sets out the strategic priorities for the medium term that reflects the County Government’s priorities and plans for the 2024/25 financial year. It contains the Programmes/Projects to be delivered with their objectives, expected outputs, performance indicators, time frame and the amount allocated for each project as in line with the budget estimates for the Fiscal year 2024/25. The Annual Development Plan (ADP) 2024 is the second in a series of five annual plans that will implement the CIDP 2023/24 – 2027/28, and it will also be linked with the Sector/Departmental Annual Work Plans as well as their priority programmes and projects that will be undertaken. The plan in totality presents the county strategies towards realizing the objectives of the County Integrated Development Plan (CIDP) 2023/24 – 2027/28, the Bottom-up Economic Transformation Agenda (BETA), the fourth Medium Term Plan of the Vision 2030, Medium Term Expenditure Framework (MTEF) and Sectoral Plans, and is also geared towards mainstreaming the global and regional commitments like Agenda 2063 of the African Union and the Sustainable Development Goals (SDGs), among others. Planning remains a key principle in the County coupled with budgeting and resource mobilization. These are key aspects in the development process. Proper planning will ensure that our county uses the limited resources wisely to address the unlimited needs of its residents geared towards uplifting their livelihoods. MR. EVANS OANDA COUNTY EXECUTIVE COMMITTEE MEMBER FINANCE AND ECONOMIC PLANNING 6 | P a g e ACKNOWLEDGEMENTS The Mombasa County Annual Development Plan, 2024/25 is a result of contribution and concerted efforts and inputs of many Stakeholders. The Plan is the second in a series of five Annual Development Plans that will implement the County Integrated Development Plan (2023/24 – 2027/28). The preparation of this Annual Development Plan continues to be a collaborative effort from an array of expertise of professionals and key stakeholders in the County. The information in this policy document has been obtained from the stakeholders through the public participation fora as well as the Mombasa County Government Departments and thus We are grateful for their inputs. Much appreciation goes to the team in the Budget and Economic Planning unit that spent valuable time consolidating this policy document led by Ms. Jane Githui (Director Budget & Economic Planning) who worked tirelessly in the development and alignment of the document. CPA GLORIA MWASI CHIEF OFFICER FINANCE AND ECONOMIC PLANNING 7 | P a g e EXECUTIVE SUMMARY 1. The Mombasa County Annual Development Plan, 2024/2025 is prepared in line with the provisions of Article 220(2) of the Constitution of Kenya, 2010 and Article 126(1) of the Public Financial Management Act, 2012. The Plan is the second in a series of five Annual Development Plans that will implement the County Integrated Development Plan (2023/2024 – 2027/28). It spells out the county government’s strategic priorities and programmes that will be implemented over the medium term in response to the views expressed by members of the public during stakeholder consultation forums held throughout the County. 2. The County continues to lay a solid foundation upon which to start the journey of building a prosperous County for all its residents. This is progressively attained through the adoption of a growth strategy based in programmes that generate employment most rapidly, and provide more income-generating opportunities for the poor. To achieve the required economic growth, create impact in the county and realize the County vision of transforming Mombasa county into a vibrant regional commercial hub with a high standard of living for its residents, a set of County strategic priorities have been identified; namely: a) Revitalizing Mombasa’s economy b) Providing all citizens with access to clean water, sewer & storm water services c) Solving public transport challenges d) Prioritizing social welfare: improving quality of life for our people e) Entrenching good governance f) Reforming county government finance g) Investing in education h) Promoting cohesion, eliminating criminal gangs and battling drug menace i) Modernizing solid waste disposal j) Leveraging Technology for development: Mombasa as a Smart City. 3. The Mombasa County Annual Development Plan is prepared in reference to the third generation CIDP for the period 2023/24 – 2027/28. It has been prepared at a time when the Kenya’s development process is geared towards the Bottom-up Economic Transformation Model (BETA) as espoused in the fourth Medium Term Plan (MTP IV) of the Kenya Vision 2030 and the third generation CIDP. This has enabled the holistic integration of the national and county development thought process into the plan. 4. Implementation of the plan will require Kshs. 8.4 billion including the envisaged capital departmental projects, with the highest projection geared towards Water, Natural Resources and Climate Change Resilience (25%), Lands, Planning, Housing & Urban Renewal (22%) and Transport & Infrastructure (12%). Capital financing of projects will be through: Exchequer Issues; OSR; Public Private Partnerships; Development Partner support; Community Initiatives; and Private Sector Actors. There is also a proposed 799M that is projected for various grants that the County will issue in the 24/25 Fy including and not limited to bursaries for all cadre of students. 5. A sound coordination framework will be put in place to ensure the strategies have been translated into action plans. This will be coupled with an integrated monitoring, learning, reporting and evaluation framework for results. 8 | P a g e CHAPTER ONE: INTRODUCTION 1.1 Overview of the County 6. This section provides a short description of the county in terms of the location; size; demographic profiles; administrative and political units. It also highlights a summary of the socio-economic and infrastructural information that has a bearing on the development of the county. Position and Size 7. Mombasa County covers an area of 229.9 Km2 excluding 65 Km2 of water mass which is 200 nautical miles inside the Indian Ocean. It borders Kilifi County to the North, Kwale County to the South West and the Indian Ocean to the East. The County lies between latitudes 30 56’ and 40 10’ South of the Equator and between longitudes 390 34’and 390 46’east of Greenwich Meridian. The County also enjoys proximity to an expansive water mass as it borders the Exclusive Economic Zone of the Indian Ocean to the East. Demographic Features Population Size and Composition 8. Population distribution and settlement patterns in the County are influenced by proximity to vital social and physical infrastructure networks such as roads, housing, water and electricity. Other factors that influence settlement patterns include accessibility to employment opportunities and security. The total population of the county based on the 2019 Kenya Population and Housing Census was 1,208,333 persons of which 610,257 were male and 598,046, were female. The total population was projected to be 1,283,933 persons in 2022 and will rise to 1,422,440 persons by the end of the planning period in 2027. 9. Kisauni Sub-county is the most populated sub-county in the County with a population of 291,930 (24%) of the total population, which is projected to increase to 310,216 and 343,682 by the years 2022 and 2027. This high population size can be attributed to accessibility of low-cost housing and strong land tenure system. On the other hand, Changamwe Sub-county has the lowest population size which is due to the poor and inadequate social infrastructure compared to the other sub counties Administrative and Political Units (Sub-counties and wards) 10. Administratively, the County is divided into six sub-counties namely: Mvita, Nyali, Changamwe, Jomvu, Kisauni, and Likoni and thirty county assembly wards. The sub-counties are further sub-divided into thirteen (13) divisions, thirty-three (33) locations and sixty-two (62) sub-locations with area coverage as shown in Table 1-1. Table 1: Administrative Units by Sub-County, 2022 Sub-County No. of Divisions No. of Locations No. of sub- Area (Km2) locations Changamwe 2 4 10 16 Jomvu 2 4 10 29 Kisauni 3 6 14 106.12 Nyali 2 4 8 22.88 Likoni 2 6 9 14.1 Mvita 2 9 11 14.8 13 33 62 229.9 Source: County Commissioner’s Office, Mombasa County, 2023 9 | P a g e 11. Kisauni Sub- County has the highest number of sub-locations (14) covering the largest area 106.12Km2. Mvita sub-county is second in terms of number of sub-locations, however, it occupies the least space (14.8Km2) indicating high population density. This heavily informs prioritization in the County development planning to ensure equality. 1.2 Annual Development Plan Linkage with CIDP 12. The County Governments are required to prepare the County Integrated Development Plans to enable prioritization of socio-economic development issues at the local level. This is mandatory before the funding of county projects and programmes. County Integrated development planning is a process through which efforts of county devolved levels of government are coordinated at the local level, through which economic, social, environmental, legal and spatial aspects of development are brought together to produce a plan that meets the needs and sets the targets for the benefit of local communities. 13. The County Government Act 2012, in fulfillment of the constitutional requirement to legislate preparation of county plans, details the goals and procedures of “County Planning” (Part XI of the Act). County planners are required to prepare 5-year integrated county development plans and the annual county budgets to implement them as per section 108 (1) of the Act. The Annual Development Plan, therefore, picks the priorities and strategies from the CIDP in yearly phases. 1.3 Preparation Process of the Annual Development Plan 14. The Annual Development Plan preparation involved the following exercises: i. County Integrated Development Plan: The CIDP contains key information on the priorities and strategies of the County during a five-year period. The Annual Development Plan (ADP) will implement the CIDP in five annual plans. 10 | P a g e ii. Sector/Departmental Annual Work Plans: The Departments in the County prioritizes their programs in an annual work plan and this is essential in consolidating the ADP. Annual Development Plan Sources of Data The County Annual Development Plan Captures i. Submission of inputs from county departments ii. Stakeholder meetings, inputs from the County Budget and Economic Forum (CBEF), existing government policies, plans and strategies among others. iii. Public participation: The public is consulted on the planning process of the county. This takes place during the preparation of the County Integrated Development Plan (CIDP). A good CIDP must encourage public participation and inclusion of all stakeholders not only before and during preparation but also during implementation of projects, programmes and policies thereafter. Public participation is the process by which interested and affected individuals, organizations, agencies and government entities are consulted and included in the decision-making process. iv. Emphasis is also made to ensure participatory development and capacities are developed at the county and community level. Five laws which provide the framework for devolution have been enacted, namely: Urban Areas and Cities Act, 2011; The County Governments Act, 2012; The Transition to Devolved Government Act, 2012; The Intergovernmental Relations Act, 2012 and The Public Finance Management Act, 2012. v. The PFM Act 2012 provides for effective and efficient management of public resources. Article 125 of the Act requires the budget process for county governments in any financial year to consist of integrated development planning process which include long term and medium-term planning as well as financial and economic priorities for the county over the medium term. Articles 126 of the Act further obligates each county government to prepare an integrated development plan that includes strategic priorities for the medium term that reflect the county government's priorities and plans, a description of how the county government is responding to changes in the financial and economic environment; and, programmes to be delivered. vi. Stakeholders’ meetings: The key stakeholders in the County are consulted on the planning process of the county. This took place on August 16, 2023 as per the schedule below. S/NO DATE SUB COUNTY VENUE TIME 1 Thursday, Changamwe Changamwe Social Hall 9.00 am – 12.00 pm 2 17th August, Jomvu World Bank Primary 9.00 am – 12.00 pm 2023 School Grounds 3 Kisauni Kadongo Grounds 9.00 am – 12.00 pm 4 Nyali VOK Social Hall 9.00 am – 12.00 pm 5 Likoni Likoni Social Hall 9.00 am – 12.00 pm 6 Mvita Tononoka Social Hall 9.00 am – 12.00 pm 11 | P a g e 1.4 The County Annual Development Plan Preparation Process Phase One: Data Collection and Analysis 15. In this Phase, information was collected on the existing conditions within the County and on the implementation of previous plans. It focused on the types of challenges faced by people in the County and their leading causes. The identified challenges were assessed and prioritized in terms of their urgency. Information on availability of resources was also collected during this phase. 16. The Phase provides most of the content of Chapters 1 and 2 of the CADP. The County Annual Development Plan contributes to the identification of key development challenges and county priorities for the year. Phase Two: Strategies Development 17. The County worked on finding solutions to the problems assessed in phase one. The County heads agreed on the following: i. Annual development objectives and outcome targets. ii. Annual criteria for prioritization and resource allocation amongst sectors and spatial distribution of development resources. iii. Formulation of annual development strategies which may require a multi-sectoral approach. iv. Listing of major programmes and sub-programmes for the year. 18. The County developed the overall annual strategies for cross-cutting issues dealing with climate change; environmental degradation; HIV/AIDs; Gender, Youth and Persons with Disability (PWD); Disaster Risk Management (DRM), Ending Drought Emergencies (EDE) among others. Phase Three: Integration of Programs/ Projects 19. Once all programmes/projects were formulated, they were verified that they are consistent with the County Performance Management Framework (e.g. contribute to long term objectives, have clear outcomes, indicators, performance management, M&E, within available resources, etc.). Programmes were also reviewed based on Cross-Sectoral considerations, both in terms of potential negative impact and of harnessing synergies across County Government sectors, across levels of government and with non- governmental stakeholders. Phase Four: Annual Development Plan Approval 20. The Finance and Economic planning unit through the County Executive Committee Member presented the draft to the Executive for consideration and adoption. The Executive then tabled the draft CADP to the County Assembly. 21. In collaboration with the Executive, the County Assembly is expected to review the draft CADP in accordance with existing laws and regulations before approving the 2024/2025 County Annual Development Plan with or without amendments. 12 | P a g e CHAPTER TWO: REVIEW OF THE IMPLEMENTATION OF THE PREVIOUS ADP 2.1 Revenue Performance A summary of overall revenue over the period as informed by the PBB Estimates is hereinafter. Table 2-1: Mombasa County Revenue 2022/23 Type of Revenue Projected Budget Actual Revenue Estimates (Million) (Million) 2022/23 2022/23 Own Source Revenue (OSR) 5,004.30 3,998.6 Equitable share 7,567.40 7,567.4 Conditional grants (Development Partners) 724.30 666.80 Opening Balance 2021/22 704.00 - Total 14,000.00 12,232.80 From the County Revenue 2022/23 analysis, the actual revenue by category was below the projection in the budget estimate; with OSR amounting to Kshs. 3.99 billion, equitable share of Kshs. 7.6 billion and conditional grants by development partners amounting to Kshs. 669 million. Further analysis on the revenue based on the actuals is presented as follows. Actual Revenue 22/23 (Million) 5%0% Own Source Revenue (OSR) 33% Equitable share Conditional grants (Development Partners) 62% Opening Balance 2021/22 From Chart 2-1, it is worth noting that for the period under review, there is a high overdependence on equitable share up to 62% with own source revenue accounting for 33%. The County Revenue collection for the 2022/23 Fy has increased with 875 million from 11,357.8 in the 2021/22 Fy which is highly commendable. 13 2.2 Expenditure Analysis Table 2-2: Mombasa County Budget Expenditure by Programmes, FY 2022/23 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization 3011: THE EXECUTIVE Governor's Affairs & Advisory Services RECURRENT 160,000,000 92,888,531 78,964,365 85% DEVELOPMENT 0 1,984,500 0 0% Deputy Governor's Affairs & External Relations RECURRENT 54,000,000 35,502,588 21,055,001 59% DEVELOPMENT 36,000,000 15,000,000 3,959,767 26% Cabinet Affairs, Policy Research and Legal Services RECURRENT 78,500,000 62,490,410 23,453,442 38% DEVELOPMENT 2,000,000 0 0 0% MV 2035 & E-Government RECURRENT 18,000,000 9,255,260 2,229,840 24% DEVELOPMENT 0 0 0 Strategic Delivery Unit RECURRENT 24,500,000 15,109,500 5,149,519 34% DEVELOPMENT 12,000,000 0 0 Total 385,000,000 232,230,789 134,811,934 58.1% 3013: COUNTY PUBLIC SERVICE BOARD Administration Unit RECURRENT 122,491,500 78,618,480 84,163,570 107% DEVELOPMENT 27,508,500 20,000,000 3,640,050 18% Total 150,000,000 98,618,480 87,803,620 89.0% 3014: FINANCE AND ECONOMIC PLANNING Administration Unit RECURRENT 305,076,755 845,455,584 1,061,656,947 126% DEVELOPMENT 520,246,592 574,334,432 246,966,528 43% Accounting Unit RECURRENT 24,150,000 20,172,958 27,361,361 136% DEVELOPMENT 6,000,000 990,000 1,049,379 106% Planning and Monitoring Unit RECURRENT 27,010,654 24,020,542 17,572,583 73% DEVELOPMENT 12,000,000 9,970,002 974,897 10% Total 894,484,000 1,474,943,517 1,355,581,695 91.9% 14 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization 3015: ENERGY,ENVIRONMENT & WASTE MANAGEMENT Administration, Planning and Support Services RECURRENT 478,734,748 455,706,790 552,439,698 121% DEVELOPMENT 90,500,000 69,055,395 47,955,478 69% Energy RECURRENT 5,239,000 4,476,966 4,090,106 91% DEVELOPMENT 70,000,000 70,000,000 20,289,569 29% Environmental Management and Protection RECURRENT 61,460,000 38,523,327 27,783,687 72% DEVELOPMENT 65,500,000 60,000,000 3,367,310 6% Solid Waste Management RECURRENT 38,327,252 25,003,986 13,848,199 55% DEVELOPMENT 55,000,000 55,000,000 0 0% Climate Change RECURRENT 130,239,000 4,197,398 0 0% DEVELOPMENT 50,000,000 72,000,000 0 0% Total 1,045,000,000 853,963,862 669,774,046 78.4% 3016: Education, Information Technology & MV 2035 General Administration, Planning and Support Services RECURRENT 337,558,574 285,759,386 360,948,824 126% DEVELOPMENT 12,067,426 0 1,765,883 0% Education headquarters RECURRENT 11,200,000 6,881,600 5,175,354 75% DEVELOPMENT 93,000,000 93,000,000 10,201,448 11% Childcare RECURRENT 8,500,000 5,000,000 3,054,400 61% DEVELOPMENT 109,000,000 109,000,000 14,651,370 13% Elimu Fund RECURRENT 211,890,000 76,694,375 74,169,894 97% DEVELOPMENT 0 0 0 0% Information Technology Headquarters RECURRENT 30,000,000 10,240,672 6,141,897 60% DEVELOPMENT 114,300,000 98,000,000 26,942,434 27% Total 927,516,000 684,576,033 503,051,504 73.5% 15 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization 3017: HEALTH SERVICES Administration Unit RECURRENT 2,907,650,587 2,996,724,514 5,163,963,296 172% DEVELOPMENT 126,690,628 149,363,337 12,000,000 8% Curative/Clinical Health Services RECURRENT 182,273,099 57,204,086 36,242,437 63% DEVELOPMENT 49,516,083 32,201,744 547,397 2% Preventive and Promotive Services Unit RECURRENT 77,459,683 32,876,348 3,051,052 9% DEVELOPMENT 8,613,000 5,853,000 0 0% Special Programs RECURRENT 48,179,420 69,407,985 61,505,750 89% DEVELOPMENT 3,617,500 2,837,008 0 0% Total 3,404,000,000 3,346,468,021 5,277,309,931 158% 3018: Water, Sanitation & Natural Resources Administration unit RECURRENT 92,670,000 43,038,492 45,241,418 105% DEVELOPMENT 970,900,000 575,000,000 590,025,456 103% Sanitation/Sewerage Services Headquarters RECURRENT 1,750,000 25,000 98,276 393% DEVELOPMENT 27,000,000 27,000,000 1,754,406 6% Water Supply Headquarters RECURRENT 7,450,000 4,944,000 5,042,276 102% DEVELOPMENT 13,000,000 13,000,000 0 0% Natural Resources RECURRENT 7,230,000 0 106,897 0% DEVELOPMENT 10,000,000 10,000,000 0 0% Total 1,130,000,000 673,007,492 642,268,728 95.4% 3019: Youth, Gender , Sports and Cultural Affairs Administration Unit RECURRENT 105,891,660 76,477,740 94,386,123 123% DEVELOPMENT 2,500,000 0 2,211,500 0% Youth Empowerment RECURRENT 40,880,003 6,432,310 3,199,107 50% DEVELOPMENT 11,500,000 10,000,000 0 Gender Affairs and Disability Mainstreaming RECURRENT 37,000,000 10,663,475 7,166,019 67% DEVELOPMENT 40,000,000 40,000,000 710,219 2% Sports development RECURRENT 34,100,000 14,047,900 6,019,593 43% 16 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization DEVELOPMENT 440,000,000 440,000,000 31,210,888 7% Cultural Affairs RECURRENT 30,500,000 12,965,800 1,778,793 14% DEVELOPMENT 0 0 0 0% Public Recreation and Entertainment RECURRENT 7,628,337 2,779,200 0 0% DEVELOPMENT 10,000,000 10,000,000 0 0% Total 760,000,000 623,366,425 146,682,243 23.5% 3020: Trade, Tourism & Investment Administration Unit RECURRENT 335,745,978 309,120,281 371,808,349 120% DEVELOPMENT 0 0 3,289,422 0% Trade Development RECURRENT 33,787,810 13,784,870 6,079,334 44% DEVELOPMENT 130,000,000 130,000,000 4,992,451 4% Development of Tourism RECURRENT 35,259,133 16,884,711 2,936,483 17% DEVELOPMENT 199,943,064 199,943,064 10,297,967 5% Investment Promotion and Products Headquarters RECURRENT 33,105,082 13,598,655 0 0% DEVELOPMENT 40,000,000 39,764,864 0 Ease of Doing Business-Headquarters RECURRENT 12,101,997 6,672,280 3,301,470 49% DEVELOPMENT 10,056,936 9,743,633 28,088,662 288% Total 830,000,000 739,512,358 430,794,137 58.3% 3021: Lands, Housing and Physical Planning Administration Unit RECURRENT 197,083,825 134,511,885 253,195,013 188% DEVELOPMENT 19,576,556 16,576,556 5,818,819 4% Land Management Unit RECURRENT 21,566,175 5,382,300 4,055,322 75% DEVELOPMENT 2,000,000 2,000,000 0 0% Physical planning RECURRENT 4,650,000 1,530,000 0 0% DEVELOPMENT 83,000,000 81,000,000 21,317,507 26% Housing Development Unit RECURRENT 14,350,000 2,281,800 1,093,153 48% 17 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization DEVELOPMENT 31,000,000 31,000,000 440,495 1% Urban Renewal RECURRENT 27,350,000 6,060,518 3,901,113 64% DEVELOPMENT 269,423,444 150,000,000 0 0% Total 670,000,000 430,343,059 289,821,422 67.3% 3022: TRANSPORT, INFRASTRUCTURE & PUBLIC WORKS Administration Unit RECURRENT 430,992,272 447,745,604 532,632,328 119% DEVELOPMENT 0 0 0 0% Road and Transport Unit RECURRENT 24,202,430 10,157,319 5,948,016 59% DEVELOPMENT 450,700,000 460,012,233 450,025,664 98% Works Unit RECURRENT 6,950,000 7,979,935 6,897 0% DEVELOPMENT 12,800,000 0 3,151,837 0% Transport Planning, Management and Safety RECURRENT 31,780,298 956,200 4,678,614 489% DEVELOPMENT 7,000,000 5,408,217 491,379 9% Mechanical Services RECURRENT 60,575,000 32,166,285 24,870,087 77% DEVELOPMENT 8,800,000 6,000,000 1,401,793 23% Safety, Risk Management and Rescue Services RECURRENT 21,200,000 6,816,584 1,697,616 25% DEVELOPMENT 65,000,000 64,000,000 35,065,650 55% Total 1,120,000,000 1,041,242,377 1,059,969,882 101.8% 3023: Agriculture, Fisheries, Livestock and Co-operatives Administration Unit-Headquarters RECURRENT 157,140,832 114,516,263 163,082,471 142% DEVELOPMENT 0 12,373,819 0 0% Crop Management Unit RECURRENT 25,076,858 7,586,220 4,829,646 64% DEVELOPMENT 85,000,000 84,995,900 6,381,283 8% Livestock Unit RECURRENT 14,706,256 4,401,528 2,232,799 51% DEVELOPMENT 57,000,000 57,000,000 0 0% 18 Original Budget FY Final Budget FY Actual Expenditure % Budget Departmental Programmes Expenditure 2022/2023 2022/2023 Utilization Fisheries Unit-Headquarters RECURRENT 15,774,916 5,266,100 18,914 0% DEVELOPMENT 57,000,000 51,180,000 10,641,600 21% Veterinary Services RECURRENT 16,189,045 2,492,022 44,666 2% DEVELOPMENT 35,000,000 35,000,000 5,800,000 17% Cooperatives RECURRENT 10,112,093 2,141,715 488,249 23% DEVELOPMENT 12,000,000 12,000,000 0 0% Total 485,000,000 388,953,567 193,519,629 49.8% 3026: Devolution & Public Service Administration Administration RECURRENT 751,881,613 2,326,258,864 842,027,472 36% DEVELOPMENT 13,000,000 10,000,000 1,240,013 12% Devolution and public service administration RECURRENT 20,136,398 57,770,050 1,475,600 3% DEVELOPMENT 500,000 0 284,483 0% County Administration and Decentralized Services RECURRENT 33,972,796 9,821,471 6,210,275 63% DEVELOPMENT 49,500,000 46,000,000 303,448 1% Public Service Reforms and Delivery RECURRENT 72,909,194 8,591,398 45,349,181 528% DEVELOPMENT 0 0 0 0% Compliance and Enforcement RECURRENT 31,100,000 15,549,214 5,897,718 38% DEVELOPMENT 37,000,000 34,000,000 2,734,366 8% Total 1,010,000,000 2,507,990,997 905,522,554 36.1% 3010-MOMBASA COUNTY EXECUTIVE 12,811,000,000 13,095,216,980 11,696,911,326 89.3% 3012 COUNTY ASSEMBLY 889,000,000 904,783,020 809,459,880 89.5% MOMBASA COUNTY CONSOLIDATED 13,700,000,000 14,000,000,000 12,506,371,206 89.3% From the expenditure analysis, two departments achieved more than 100% with the health sector having the highest expenditure (158%), and Transport, Infrastructure & Public Works (102%). The lowest in expenditure was Youth, Gender, Sports and Cultural Affairs at (23.5%) and Devolution and Public Administration (36.1%) being below the 50% mark in expenditure. 19 2.3 Programme Performance Review A review of the level of implementation of the planned programmes and projects was undertaken, based on the extent to which the outputs are on track, and how realistic, appropriate and adequate are the inputs and activities used contributing to the achievement of the intended results. Details of sector performance follow below. 2.3.1: Blue Economy,Agriculture and Livestock  Sector Achievements in the Previous Financial Year The department Planned to capacity build 4000 stakeholders and achieved 5,500. Stakeholders were trained on value addition, agribusiness, urban & peri urban agricultural technologies, climate smart agricultural technologies, cross cutting issues, crop husbandry and Participatory Integrated Community development related trainings through Barraza’s, on farm demonstrations, trainings, group visits, individual farm visits, farmers field days, seminars and workshops.The major achievement of the Department was; Enhanced capacity of 15 staff and 5,500 stakeholders, 350 acres of land ploughed by one county tractors for crop production, Installation of 13 shade nets for crop production under drip line irrigation, Capacity building of 40 youth and women groups on value addition, Increased irrigated land to 7 acres, Vaccination of 7331 Livestock and Poultry against trade sensitive diseases, 243,134 Poultry and other livestock were slaughtered, carcasses inspected and passed as fit for human consumption. The fisheries sub-department carried out 4 land based patrol as a component of the Monitoring, Control and Surveillance which was aimed at making fishing sustainable resource for exploitation,15 Beach Management Units were trained on several aspects such as governance, Fish quality assurance and marketing. Through support from other programmes and projects the department trained the fisher folk communities on quality assurance and fish handling, fisheries management and gear fabrication and fishing gears, cooler boxes, weighing scales and deep freezers were offered to the groups. Another achievement was procurement of 3 modern fishing vessels equipped with accessories and fishing gears for Nyali BMU through support from the Go Blue project and the conversion of 16 BMUs into a cooperative.  Challenges Experienced during Implementation of the previous ADP The challenges experienced by the department during the implementation of the previous plan includes the following:  Human Resource Inadequacies  Inadequate information management systems  Insufficient collaboration and coordination amongst difference agencies and lack of organized stakeholder forum in the county  Weak and uncoordinated networks on technology development and dissemination (extension services poor)  Lack of materials for demonstration and lack of facilitation for extension staff to d Inadequate funding  Delayed funding  Weak Legal and Regulatory Framework  lack of sub-department policies and regulations  Inadequate capacity to adapt and mitigate climate change effects  High input prices and adulteration  Vulnerability of UPA to adverse impacts of climate change 20  Insufficient water supply for use in UPA activities  High incidence of emerging crop and animal pests and diseases  Lack of large stock slaughter infrastructure including County Abattoir  High rate of change of land use. (Competing land, water, and power uses)  Lack of county agro-processing infrastructure (post-harvest management facilities etc.)  Inadequate financial system arrangements in favor of establishment of cottage processing industry  Lack of succession planning in the department  Lessons learnt and Recommendations The key lessons learnt from the implementation of the previous plan and proposed recommendations for improvement are outlined in the table below; Challenges Lessons learnt Recommendations Capacity: Continuous Staff capacity development  Capacity building of staff  Human Resource is important  Develop a succession plan Inadequacies (few skilled and  Recruit staff to replace those competent staff, lack of staff who have exiting through trainings on UPA retirement and natural technologies, lack of attrition. promotions, ageing technical  Proper deployment of staff is staff and poor succession their areas of specialty management)  Fast track promotion of staff  Inadequate information  Strengthen Extension farmer management systems research fora  Insufficient collaboration and coordination amongst difference agencies and lack of organized stakeholder fora in the county  Weak and uncoordinated networks on technology development and dissemination. Funding: Make requisitions at beginning of  Lobby for decentralization of  Inadequate funding financial year some treasury functions  delayed funding  Put in place a mechanism for resource mobilization to reduce pressure on the equitable share from the national government  Weak Legal and Regulatory Work in liaison with the county attorney  formulate agricultural Framework to develop agricultural policies policies and  Formulate agricultural  Lack of sub-department regulations to anchor policies and regulations agriculture at the county level  Lack of breeding program Takes long to improve the local breeds  Introduce Artificial and also a lot of inbreeding leads to low Insemination and come up production and productivity with a breeding program for the county 21 Challenges Lessons learnt Recommendations  Lack of County Policy and Animals loitering in residential and  Develop Animal control and regulations on Animal welfare commercial premises and animal Welfare legislation and Control. cadavers and waste disposed in undesignated areas poses health risk  In collaboration with relevant Departments develop Animal Pound and Burial sites.  Lack of County Leads to illegal slaughter of livestock,  Establish a County abattoir, Abattoir(Slaughter House) posing health risk to meat consumers and alongside sale yard and hides loss of revenue due to the County and skins processing and government. value addition facility  Lack of reliable basic For timely disease diagnosis, early  Establish a Veterinary veterinary diagnostic facility response there is need for a lab in the Laboratory in Nyali Sub county County  High Animal diseases and Causes loss of livestock productivity and  Enhance disease surveillance pests challenges and re- loss of livelihoods and prompt intervention. emerging diseases  High crop pests and disease Uncontrolled pests and diseases lead to  Promotion of integrated pest incidences low crop yelds. management Chemical control of pests and diseases is very expensive  High rate of change of land Arable land is reducing day by day due to There is need to promote urban use. (Competing land, water, urbanization. farming technologies in our city and power uses) which need small land sizes.  Lack of county agro- Value addition activities can offer youth  County to work with other processing infrastructure and women employment creation and development partners in (post-harvest management income generation. construction of a value facilities etc.) addition centre.  Inadequate capacity to adapt Effects of climate change are real  Work with other and mitigate climate change stakeholders in addressing effects mitigation of effects of climate change.  Poor quality assurance systems This can limit market exploration due to  Work with other key (products that don’t meet poor product quality stakeholders like KEBS in market standards) attaining product certification  Expensive farm inputs Use of production farm inputs is  Sensitize our farmers to important for increased crop and register for subsidized livestock production and productivity government fertilizers.  Promotion of use of organic fertilizers 22  Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Crop Crop  High incidents  Poor climatic  Availability of fresh Production production of pests and conditions due to farm produce & and diseases climate change value added products agribusiness  Overdependence  Unreliable rainfall for markets on rain fed crop production  Availability of agriculture  Low practice of certified seeds,  High cost of irrigated farming cuttings & vines. farm inputs  Unfavorable subsidies  Availability of  Diminishing policies County & National arable land  Increased farm inputs subsidy  Low adoption of population/urbanizati program modern on  Availability of county agricultural  Lack of Urban & Peri - programmes & technologies urban agriculture stakeholders  Declining Soil policy supporting fertility agricultural  Limited uptake of development  Inadequate agricultural extension innovation and  Existence of urban services technology agriculture and climate smart  Low value  Limited financial technologies. addition of crop resource products  Existence of  Lack of a county Integrated pests and  Lack of revolving subsidy diseases management ornamental, fund cosmetics and  Collaborative  Low usage of organic pharmaceuticals research on invasive and inorganic plant and emerging pests & fertilizers diseases control  Lack of a value  Existence of small addition scale irrigation infrastructure systems (Centre)  Availability of water  Inadequate value harvesting addition equipment technologies  Inefficient value  Collaborative addition technologies Agroforestry and by staff and urban tree cover stakeholders programme  Lack of cold storage  Existence of financial facilities in the institutions. markets for agribusiness  Availability of development National policy supporting PPP Model.  Availability of public and private extension providers.  Availability of National Agriculture policy and legislations.  Availability of Agricultural research institutions e.g. KALRO, KEFRI, CABI, KEPHIS. 23 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Existence of 4k & young farmers clubs and ECD centres  Availability of County tractors for agricultural mechanization  Availability of cooperative sub department Livestock Livestock  High cost of  Inadequate and  Availability of Production production inputs delayed funding climate smart and  High incidences  High animal diseases livestock technology agribusiness of pest and and pests’ challenges  Availability of diseases and re-emerging Livestock extension  Inadequate staff diseases service delivery and technical  Poor funding  Enhanced competency  Poor animal control Partnership and  Unfavorable and welfare collaboration with climatic  Lack of staff non-governmental conditions recruitment organizations  Lack of livestock  Effects of climatic  Availability of infrastructure change conditions County subsidy (slaughter (drought) to livestock program houses, livestock production  Availability of sales yard  Lack of land for strategic vaccination  Poor veterinary construction of programs and infrastructure infrastructure enhance animal  Diminishing disease surveillance  Inadequate reliable grazing land in collaboration with basic veterinary partners  Low adoption of diagnostic facility Livestock  Availability of  Lack of value addition technologies National policy and center for livestock legislation on animal  Low value products welfare and control addition of  Inadequate value livestock  Availability of public addition equipment’s products and private service  Inadequate value providers addition technologies  Availability of  Increased human droughts tolerant population/urbanizati breeds of livestock on  Availability of Fodder  Lack of Urban & Peri - conservation urban Livestock policy technologies  Unfavorable subsidies  Availability of policies veterinary laboratory in Mariakani for coast Region  Availability of department of land for land identification for livestock infrastructure  Availability of National policy supporting PPP Model. 24 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Availability of livestock value addition technologies.  Availability of disease free zones in the county  Availability of vaccines for animal diseases  Availability of slaughter slabs for poultry  Availability of good overseas transport infrastructure for export market  Availability of cooperative sub department  Availability of County & National livestock inputs subsidy program  Existence of Urban Livestock technologies e.g., Hydroponics, Black soldier fly, Home- made feed manufacturing, solar eggs incubators  Availability of improved livestock breeds  Availability of drought resistant livestock breeds  Availability of market for value added products  Availability of financial institutions.  Availability of National policy supporting PPP Model.  Availability of public and private extension providers.  Availability of National Livestock policy and legislations.  Availability of Livestock research institutions e.g. KALRO, ILRI, ILRAD, KEVAVAPI 25 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Existence of 4k & young farmer’s clubs and ECD centers  Availability of cooperative sub department Blue Fisheries  Low adoption of  High cost of modern  Availability of Economy production, technologies fishing equipment modern fishing productivity  Poor  Inadequate skills of technologies for and infrastructure modern fishing fisher folk agribusiness and resources methods to fisher folk  Availability of  Inadequate staff  Lack of research and fisheries innovation and technical innovation institution and research competency  Inadequate staff institution  Ungazetted recruitment  Existence of County landing sites to  Inadequate laboratory institution conduct fisheries ungazetted landing  Availability of public activity site to offer room for & private fisheries  High cost of handling fisheries professionals input activity  Existence of landing  Inadequate  Lack of MCS patrols sites enforcement of facilities and  Existence of private activities equipment investors, partners  Lack of Fish  Inadequate and developers Processing enforcement  Existence of effective Factory  Inadequate fish post- patrol teams  Lack of Fishing harvest management  Availability of Port, Ship infrastructures Liwatoni fishing Equipment and  Poor blue economy complex facility Building Firm information  Availability of sea  Inadequate management systems weed production Hatcheries and technologies Fishing Trawlers  Availability of  Lack of degraded fish integrated fish breeding sites farming  Availability of  Inadequate Cold National Storage Facility Government Blue economy information management programme  Existing BMUs  Existence of development partners funded Program  Availability of cooperative sub department Marine  Lack of county  Low Social Availability of Public Private Renewable legal and policy Acceptance of Partnership for development Energy frameworks on Renewable Energy of the infrastructure marine Projects and &capacity building. Environmental Issues 26 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue renewable  Lack of capacity energy  Lack of legal &institutional framework Marine  Lack of county  Inadequate marine Availability of tourism Tourism legal and policy human capacity and department & other frameworks on infrastructure for stakeholder to support marine tourism marine tourism in Capacity building deep waters Water  Lack of county  Inadequate marine  Availability of Transport legal and policy human capacity and department of frameworks on infrastructure for transport marine water marine water transport transport Sea bed  Lack of county  Inadequate marine  Availability of extractive legal and policy human capacity and National government activities frameworks on infrastructure for collaborative marine sea bed marine sea bed framework extractive extractive activities activities  Poor Mariculture sea weed farming  Extractives from sea 2.3.2: The County Executive  Sector Achievements in the Previous Financial Year Under the Cabinet affairs, policy research and legal services there was acquisition and installation of CCTV cameras and accessories for increased security, the Governor’s Office and Advisory Services, there was successful transitioning and taking over of Government from the former regime, the Deputy Governors Affairs and intergovernmental Relations offices were renovated and partitioned and the research unit;Opinion polls and surveys conducted on the Citizen’s rating of the Governor’s achievement.  Challenges Experienced during Implementation of the previous ADP One of the major constraints is non implementation of the set goals and targets due to cash flow constraints which leads to delay in commencement of implementation of development projects. Presence of multiple competing activities poses a challenge as the Department has to do prioritization of various activities thus discussions are ongoing on how to match actual revenues with budget estimates. The Department is also constrained by the set recurrent ceilings by the Commission of Revenue Allocation.  Lessons learnt and Recommendations  Prioritization, diversification and resource mobilization to enable achievement of the planned programmes.  Capacity, funding, legal, policy, risk preparedness 27  Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Office of Coordination and  Overlaps in function  Lack of review of  Promoting synergies the County communication  Sluggish in functional in shared functions Secretary dispensation of assignments  Optimal utilization information  Lack of structured of resources  Slow in circulations of guidelines  Programs on publications  Negative external sensitization  No- existence of real interference  Efficient cascading time information and communication  Delays in dispensation of manifesto and of executive affairs executive directives Public Service  Inefficiency and  Poor planning /  Integrated staff delivery and ineffectiveness in prioritization of  Improved work transformation service delivery service delivery environment &  Lack of integrated  Inadequate/lean working conditions performance resources  Operationalize and management  Finalize and implement integrated framework implement the performance  Lack of an operational integrated management service delivery unit performance framework  Lack of prudent management  Operationalize a utilization of framework strategic service resources (includes delivery unit  Incomplete Rewards and  Automation of automation of general sanctions service administrative framework  Institutionalize functions  Resistance to performance  Unmotivated performance improvement plans workforce contracting  Develop monitoring  Overlaps of functions  Lack of employee and evaluation involvement/part handbook icipation  Re-engineering of  Resistance from functions staffs  Inadequate development of human capital Partnerships and  Ineffective Strategic  Lack of  Prioritization of external partnerships Partnership and programs for linkages/  inadequate donor policy partnership intergovernmenta coordination of  Lack of  Involvement of all l relations intergovernmental conducive and relevant stakeholders relations/communicat enabling in all stages ion environment to  Developing legal  Slow implementation attract strategic institutional of agreements partners framework for donor  Inadequate standards  Non and partnership of attracting implementation partnership of available standards 28 2.3.3: Public Service Administration, Youth, Gender, Social Services and Sports  Sector Achievements in the Previous Financial Year In the year 2022/2023, the department empowered the Youth, Women and PWDs by funding the International Women Day, International Youth Day and observed the International Autism Day. The department also operationalized Freetown sports ground, engaged 2,000 youth under the Mombasa Yangu Program, which was an initiative aimed at engaging youth in cleanup exercises.Similarly, the Department responded, created awareness about prevention and offered psychosocial support to survivors of Gender Based Violence with other Stakeholders at Tononoka GBV Situation Room, launched the Mombasa Local County Action Plan UNSCR WPS to strengthen women participation in peace and security and successfully organized the participation of staff in KICOSCA games in Kisumu County. In decentralization of services and ensuring that county services are accessible at the local level, the sector focused on establishing 4(four) strategic services centres of which 1(One) was constructed. The guiding principle of efficiency and effectiveness in public service delivery to the citizens is the main focus in the public service. Towards this, the sector had targeted Customer Satisfaction level of 70% out of which 57.5% was realized. This was attributed by automation of different county services. Human Resource policy and practice was a strategic focus to ensure effectiveness of human resource management. To realize this 2(two) draft HRM policies were developed pending formalization of policy making process. In order to improve efficiency in HR information retrieval and access, the sector had planned to install Integrated Human Resource Management System (IHRMS). In order to improve staff capacity, the sector had targeted to train 40 staff. The sector however realized a 500 staff trained. This was attributed on both individual staff efforts and that of development partners.  Challenges Experienced during Implementation of the previous ADP  Delayed exchequer funding, which hampered implementation of programs in the department in due time.  High level of expectations from youth,women and people living with disabilities against shortage of funding from both national and county treasury  Lack of mobility aspect as the department does not have even a single operating vehicle to supervise activities at the grassroots level.  Lack of policies and legal framework to support youth,women and disability mainstreaming.  Political interference from the local leaders.  Lack of technical expertise on youth, gender and disability aspects from the staff.  Lack of policies / regulations to guide implementation of county functions  Employee relations challenges –such as frequent industrial actions  Performance Management implementation challenges  Lack of Youth, Gender, Sports and Cultural affairs policies.  Inadequate budgetary allocation,  Delays in the exchequer releases which hinder implementation of various activities within the social sector,  Lack of key personnel to support critical operation areas.  Lessons learnt and Recommendations  Formulation of youth, Gender and disabilities policies is highly needed.  Timely release of funds is paramount  Prioritize payment for capital projects.  Allocate more funds to transformative projects within a financial year. 29  Increase funding for Soft Projects geared towards Social protection, integration, Mainstreaming and equality.  More capacity building and training of departmental staff is vital  There is need to increase funding in the sports program in order to complete the stalled Mombasa County Stadium .  Mobility aspect should be enhanced so that our staff can be able to move county wide and make sure county services are taken to the grassroots.  Staff Capacity building ,training, exchange programs should be enhanced  There is need to provide staff with adequate working tools  Need to develop and implement policies for effective service delivery  Need to Implement Collective Bargaining Agreements  Need to implement performance management within a well-defined approved framework  Recruitment of qualified personnel  Enhanced allocation of resources to identified programs and  Formulation of key policies  Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue General Working  Lack of work  Bureaucracy  Construction of more Administration environment is environment  Inclusivity of PWDs. offices which are inclusive not as per the policy of all societies i.e., PWD norms and  Non-  Installation office standards implementation of equipment. OSHA act  Lack of norms and standards for physical infrastructure and office spaces for different levels of governance in the county Government.  Non-Prioritization of work environment items in the planning stage Intergovernmenta  Policy guidelines  Conflicting interest.  Council of Governors l relations on Who is the initiate summit resolutions. intergovernmental of the process of  Council of Governors relations. policy formulation technical working  Limited or guidelines on committees’ guidance. institutional intergovernmental  Technical support from framework to relations. Inter-governmental guide on  Where does one’s authority intergovernmental mandate begin or  There should be a good working end. working relationship relationships  Inadequate Time between council of between county and financial governors, and the governments and resources to intergovernmental agency. other state and undertake.  Stakeholder engagement non-state actors at  Difference in forums and sector county levels. mandate and working group  Lack of clearly working system. committees. defined 30 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue responsibilities between national and county government on partially devolved functions.  Competing and conflicting interests between National leaders and elected county leaders. County Decentralization  Resistance to  Attitude  Availability of training Administration of service delivery change  Inadequate opportunities and to the village level  Lack of standard Technical capacity  Technical Support from decentralized operation  Lack of policy and development partners units procedures of legislation  Availability of supportive devolution of  Lack of land policies documents from county service  Staff establishment National government delivery.  Lease or rent office space  Failure to delineate  Placed sub county villages by the administrative structure in county place to village level government  Inadequate planning for decentralization of county public services.  Inadequate physical Infrastructure and offices.  Low Staffing levels with required skills and competencies Public  No county Policy  Technical capacity  Availability of Civic Participation and guidelines challenges education and Public Civic Education Civic Education  Technical capacity Participation policy from and Public and expertise National government Participation  Lack of training  Capacity building of staff  No county strategy curriculum for  Building and sustaining for civic education Civic education partnerships with and Public  Low staffing levels stakeholders Participation  Competing  Availability of a training  Inadequate priorities curriculum from the planning for civic  Technical capacity National government education and and expertise  Staff deployment and Public recruitment Participation  Use available skilled staff  Lack of County to train and training Civic Education institutions and Public  Use technical support Participation from Kenya school of Materials. government  Lack of a Civic Education and Public 31 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Participation units and staff  Limited training on civic education and Public Participation.  Standard operation procedures for public participation Service delivery  County public  Lack of technical  Capacity building and service delivery expertise in policy training of staff on policy policy framework making making not in place.  Limited land for  Existence of previous  Citizen Service construction and service delivery charters delivery charters monetary resources for defunct municipal not developed for  Lack of working councils and developed all levels. tools and equipment functions  Service delivery  Approve staff  Lease or Hire of service centers and offices establishment delivery centres and not established in  Lack of training offices some Sub Counties needs assessment  Use existing municipal and Ward levels.  Management facilities at the ward.  Some sub county ownership of  Existence of social halls offices not fully county performance and other county operationalized management system facilities.(containers) and equipped.  Limited staff with  Streamline the  Low staffing levels technical capacity administrative structure of at all  Limited physical sub county administration administrative offices at the grass units. root level Mobility  Limited skills and challenges for  Refurbishment and competencies to county employees equipping of sub county support all offices devolved  Deployment and functions. recruiting of staff  Weak Performance  Training opportunities for Management staff system  Training by Kenya school  Diversity of government mmanagement and  Use of Integrated human inclusiveness resource management challenges system  Staff placement  Use existing guidelines e.g. mismatch with job SRC guidelines, Public requirements. service commission  Lack of approved guidelines Organization  Leverage the use of structure and job technology in service descriptions. delivery-(e-governance )  Slow process in service delivery  Low and uncoordinated intergovernmental relations Enforcement & Weak disaster  No disaster  Duplication in roles  Sensitization of the compliance management preparedness and responsibilities community. mechanisms management between the 32 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue policy and concerned county  Guidelines form national guidelines. departments. government disaster  Limited county  Uncertainty in center. Early warning timely and  Existence of organization system for prompt responsive service dealing with disasters disaster response. delivery. management.  Disaster  Lack of adequate  Training institution on preparedness resources. disaster management. management plan  Limited disaster not in place management fund.  County standard operating procedures Disaster management not developed.  Limited capacity of disaster rescue centers and command centers.  Lack of Institutional framework for disaster response.  Disaster response unit and organization structure  Limited skills and competencies.  Low staffing levels to support the function.  Lack of adequate disaster response tools and equipment.  No public space to build and poor stakeholder collaboration. Low enforcement  Lack of county  Limited resources  Capacity building of of county laws policy to support  Organization Enforcement and and policies enforcement. culture and compliance officers.  Lack of laws to attitudes  Existence of Inspectorate support the  Interference on the training school. enforcement operational of the  There are Training of function inspectorate unit trainers at the inspectorate  Standard  Organization unit. guidelines on politics  Partnership with the enforcement of National police on county laws technical support.  Standard operating  Partnership with the procedures on development partners, enforcement NGOs and FBOs police on  Limited skills and technical support. competencies 33 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Low coordination between departments  Team works challenges Youth Youth  Limited  Low levels of  Availability of TVETs Empowerment Unemployment employment education  Empowerment programs opportunities  Few training e.g., Skills Mtaani,  Gaps in productive opportunities Mombasa Yangu, Inua knowledge and  Poor management Biashara skills of existing  County Revolving Fund  Limited access to financing  Youth Enterprise Fund financing opportunities  High annual increase of youth joining the labour market Sports Sports facilities  Limited investment  Land ownership  Availability of Sports Development in sports  sector investors infrastructure  Existing community play grounds Untapped talent  Insufficient talent  No talent academies  Existence of various sports academies/centers for other sports federation disciplines except  Coaching programs football.  Limited trained coaches Gender and Gender Equality  Retrogressive  Low levels of  Empowerment Disability cultural and education opportunities (Uwezo Empowerment and religious practices  Low levels of Civic Fund, Women Enterprise empowerment  education Fund, County Revolving of women and  Limited social Fund) goodwill  1/3 Gender rule girls Empowerment  Low disability  Low education  County revolving fund mainstreaming levels  30% Procurement of PWDs  Low involvement  Inadequate Skills allocation of PWDs in  Limited access to  5% employment socioeconomic information opportunities activities  Insufficient data  National government  Stigma on PWDs social protection  Lack of policy  Poor access to programs  Limited social economic  Development partners in protection and opportunities for social protection livelihood the (PWDs) programs Social Services Limited support  Lack of a county  Lack of awareness  Existence of two homes for for the social protection on social protection the elderly  policy for the programs  County Social Protection Elderly Persons, vulnerable groups  Few homes for the program women and including the elderly vulnerable groups Elderly Persons  Lack of safe houses  Poor uptake of Social Protection services 34 2.3.4: Education & Digital Transformation  Sector Achievements in the Previous Financial Year The department was able to achieve the following; School Feeding Program:The County Government, through the Department of Education to provide free lunch to all public ECDE pupils. H.E. Governor Sherriff Nassir officially launched the program in February 2023. The Department is currently feeding over 10,000 ECDE and Special Needs learners every day. The program provides a daily hot meal at lunchtime for all ECD learners in public schools, special needs schools and Special Units in the 6 Sub Counties. The objective of the program is to ensure that all our Public-School ECD students have adequate nutrition to enable them to be healthy and actively participate in learning. This program has increased enrolment in our ECDE Centres. Vocational Training: In 2022/2023, the Department and CAPYEI implemented the Go Blue-skills development matching and value chain development. Almost 300 trainees graduated with sea security certificates and catering combined with life skills and entrepreneurial skills Secondary School Holiday Mentorship Program:The Department recently run a very successful Holiday Program. It was a 9-day program that run during the 2023 April Holiday, covering 15 public Schools across the County. It had various activities, both academic and co-curricular activities. Based on each student’s daily attendance, there is a bursary per student of Ksh.250 per student per day and the students were provided with a daily transport and meal allowance of Kshs. 150. The program's primary objective was to empower high school students with comprehensive training on a myriad of societal issues while equipping them with the necessary skills to meet societal standards. Throughout the mentorship program, stimulating talks were organized, addressing crucial subjects such as mental health, grooming, and combating drug abuse, among others. Elimu Fund Secondary School Bursary:The County Government through the Elimu Fund, awarded over 9,300 boarding and day secondary beneficiaries with cheques worth over 63 million. To improve communication and connectivity in Mombasa County, the sector aimed to connect county departments to the internet (structured LAN), install CCTV cameras to critical county infrastructure and increase internet bandwidth. To enhance communication between departments, the sector connected IP phones in county departments, and developed Network Management /monitoring system for WAN/LAN. Each department has a dedicated portal which they engage and share information with the public 24/7. The county also established internet hotspots at Mama Ngina and ASK Show grounds to enable citizens to access the internet. The sector issued 50 robotics kits to ECDE centres and trained children and instructors on how to code effectively improving their understanding of coding and robotics.  Challenges Experienced during Implementation of the previous ADP  Financial constraints due to austerity measures by County treasury has slowed down implementation of programmes. Irregular monitoring of construction projects due to lack of transport facilities in the department. Low absorption of allocated funds hence hampering programs implementation as a result of supplementary budgets. Poor performance in the department as majority of the staff are in lower cadre employment. 35  Overambitious planning. Two programs have not taken off since the start of the CIDP in 2018: County Home Craft centres and ECDE school feeding program.  Poor prioritization of projects.  Failure to attain optimality in staffing levels in key technical areas. Constraints and challenges mentioned above caused delay of project implementation for ICT innovation hubs, Digital Literacy programme for youths, maintenance or expanding county ICT infrastructure policies and legal frameworks.  Lessons learnt and Recommendations  There is need to carry out thorough Needs Assessment and problem identification analysis using the right tools rather than imagination.  There is need to properly prioritize projects and programmes.  Optimality in staffing levels is key in technical areas  Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue ECDE & Child Access to  Inadequate  Inadequate budgetary  Availability of land Care quality pre- infrastructural allocation;  Availability of primary facilities;  Cultural and well-wishers and education  Inadequate ECDE traditional practices donors/partners teachers; resulting to high  Availability of a  Cultural and number of out of large pool of well- religious beliefs by school pupils; trained ECDE the community;  Household food citizenry  ECD levies insecurity due to  Best global  Lack of inclusive frequent drought; teaching and education training  Lack of pre-primary learning practices  Lack of equipped education policy in education the county assessment  Lack of capitation for resource centres pre-primary schools  Lack of access  Inadequate trainings transport for for teachers learners with  Lack of special needs disabilities units  Lack of a feeding  Lack of education program assessment centers  Lack of an ECDE  Lack of land for resource centre expansion  Limited number of  Few ECDE centers assessments by  Lack of inclusive quality assurance education units officers  Lack of teachers with special needs education in ECDE  Lack of inclusive education to ECDE teachers Quality and  Lack of proper  Lack of regulated  Adequate accessible Child sensitization on child care facilities personnel for care Services child care services  Lack of land for regulating  Lack of proper construction regulated child care facilities 36 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Limited use of  Lack of use of  Inadequate books and  Availability of library services radio lessons from digital books national library in KICD Mombasa  Lack of language  Availability of policies in schools library personnel  Lack of class  Lack of reading libraries culture in schools  Inadequate class readers and books  Lack of storage facilities VTCs Strengthening  Negative  Lack of capitation for  Availability of of VTCs perception of VTC the vocational trained instructors  Inadequate training centers; in the job market infrastructural  Inadequate resource  Availability of facilities; allocation; donors and well  Inadequate skilled  Lack of publicity and wishers personnel and awareness campaigns  Availability of vocational training about VTC ready market for instructors;  Lack of adequate VTC VTC hand made  Inadequate in each Sub County products as a way modern training  Lack of favorable of generating tools and youth policies revenue for the equipment for the county  Lack of policies and VTCs initiatives to establish  Available EARC  Inadequate land home craft centres center in Mombasa for construction Availability of  Lack of land for  Radicalization/ext bursaries, construction remism effects that scholarships,  hinder youth to Elimu fund and join VTCs HELB funds  Lack of disability friendly units  Lack of established home craft centres  Lack of sanitary towels (support)- social protection  Lack of lunches/food program  Lack of adequate monitoring and evaluation  Lack of land for construction  Lack of adequate tuition/fees for trainees/students ICT County data  Inexistence of  Cyber security threats  Advancements in and policy frameworks  Low budgetary security systems information to manage data allocation and technologies Management and information  Manual systems and  Enactment of the sharing processes data protection  Inadequate human  Inexistence of human laws 2019 resource skills development  Availability of capacity to manage strategies and training Cloud computing programs 37 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue data and  Lack of proper  Availability of information guidelines on open-source  Inexistence of data procurement of ICT applications and information infrastructure  Existence of management willing partners infrastructure and donors  Youthful, skilled and tech savvy population  Proximity to undersea cable hub  Existence of a national fiber optic (NOFBI) infrastructure  Existence of an innovation ecosystem (Partnerships with academy) County  Inadequate ICT  Environmental and  Technological and Connectivity Network geographical factors material infrastructure  High advancements in  Arbitrary mobile/broadband wireless procurement of connectivity charges technologies ICT Equipment and  Rapid technological  Existence of accessories advancements willing partners  Politics and donors  Emerging issues  National Government  Unplanned physical support (NOFBI) infrastructure developments  Strategic position of Mombasa as a  Lack of permanent port city and sea office blocks gateway  Inadequate ICT  Political goodwill budget Service  Manual service  Inexistence of policy  Existence of a Delivery delivery systems frameworks to National Automation processes and promote digital Government ICT (Efficient, procedures transformation policy framework effective and  Inadequate Human  A fairly youthful responsive resource and material and tech savvy public service capacity population sector)  Unplanned physical  Political goodwill infrastructure  Private sector developments willingness to  Wide digital divide partner with the  Computer illiteracy county  Availability of government affordable Internet  Affordability of smart digital devices  Lack of public and stakeholder participation in policy formulation 38 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inexistence of standard system operating procedures and processes Digital  Inexistence of  Inexistence of ICT  Existence of a transformation government incubation facilities National sponsored  Inadequate Human Government ICT initiatives to resource and material policy framework promote creativity capacity  A fairly youthful and innovation  Unplanned physical and tech savvy infrastructure population developments  Political goodwill  Wide digital divide  Private sector  Computer illiteracy willingness to  Availability of partner with the affordable Internet county government  Affordability of smart digital devices 2.3.5: Environment and Waste Management  Sector Achievements in the Previous Financial Year To safeguard the cementries the planned boundary walls for Manyimbo, Kongowea and Mbaraki cementries were constructed and completed so as to prevent enchroachment and trespassing. In enhancing aesthetics, functionality and oveall efficiency the County yard and other departmental offices were renovated as well as the mechanical section’s office. The overhaul repair and maintenance of the Department’s fleet was undertaken geared towards achieving peak functionality, improve performance and prolong the vehicles longevity.  Challenges Experienced during Implementation of the previous ADP  Limited/delayed release of funds allocated  Lack of technical expertise and inadequate energy support infrastructure  Outbreak of communicable diseases  Lessons learnt and Recommendations  Prioritization of planned projects ensures enhanced service delivery  Improved access to funds influences completion of projects  Efficient management of solid waste significantly reduces the outbreak of communicable diseases  There is a correlation between efficient solid waste management and a reduction of outbreak of communicable diseases  There is need for fresh recruitment of technical experts for adequate support 39  Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue General Service  Inadequate office  Lack of resource  Staff Capacity needs Administration, delivery space allocation for assessment. Planning and  Inadequate tools office  Sector competency-based Support and apparatus establishment training opportunities Services and safety  Lack of staff  Existing cooperation with equipment training needs development partners for  Inadequate assessment technological and technological and  Digital illiteracy innovation adoption innovation  Lack of capacity  Budget prioritization and adoption building & allocations  Inadequate trainings  Policy advocacy & technical capacity  Poor community civic  Low own source implementation engagements revenue on own source revenue- Environment Compliance to  Inadequate  Litigation  Policies development on Compliance environmental environmental processes. Environment & OSHA. and regulations policies.  Inadequate  Civic Engagement Enforcement and  Low level of workforce  Partnership and environmental citizen awareness technical Stakeholders Networking. conservation  Poorly equipped capacities  Technological enforcement unit  Environmental development & transfer.  Deforestation related emerging  Harmonization &  Weak issues that implementation enforcement require rapid coordination of response  Inadequate environmental initiative i.e., environmental conservation strategies & environmental surveillance priorities. incidences  Encroachment  Green investment  Lack of and frameworks and plans utilization plan environmental  Gazetting County reclamation  weak Environmental Inspector enforcement  Increase forest cover  Environmental  Development of county degradation conservation policy  Low forest cover  Lack of conservation policy  Lack of modern equipment and machinery  Uncoordinated Enforcement of environmental laws and policy  Overlapping functional conflicts with national government agencies and other county departments 40 Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Solid Waste Inefficient  Poor waste  Low awareness  Efficient sustainable solid Management Solid Waste segregation at the levels on waste waste management Management source segregation systems System  Inadequate waste  High population  Utilise organic waste for disposal sites of household Composting  Poor road surpassing the  Explore waste to energy infrastructure to solid waste technological option the designated management  Waste Management Mwakirunge systems information system dumpsite  Inadequate  Civic Engagement.  Poor waste human resource  Waste recycling and collection transition to circular machinery economy  Inadequate  Monitoring and facilities and evaluation of waste technologies for characteristics at source. promoting  Enhanced delivery of circular economy waste management transition. services and regulate  Lack of sanitary waste collection, landfill transportation and disposal.  Partnership and Stakeholders Networking.  Waste management enterprising Energy Inaccessible  High cost of  Lack of county  Ability to tap in Affordable and renewable energy Policy for renewable energy options Reliable adoption Renewable  Establishment of Renewable  Unavailability of Energy Mombasa Sustainable Energy requisite  Lack of technical Energy Policy and Bill technologies staff  Developing a Mombasa County Sustainable Energy Action Plan  Energy Needs & Consumption Assessment  Energy Management Information System  Sensitization and Capacity Development on Sustainable energy options  Enabling renewable energy financing partners & developing investments 41 2.3.6: Finance and Economic Planning  Sector Achievements in the Previous Financial Year Finance and Economic Planning plays a crucial coordination aspect in planning and management of county financial resources. The County Treasury was able to adhere to the PFM timelines of the budget cycle. The major achievements during the period under review were; spearheading the County in fiscal prudency. The Budget and Economic Planning unit coordinated the timely preparation and submission of County Policy Documents such as the third generation County Integrated Development Plan (CIDP) 23-27, County Fiscal Strategy Paper, the Annual Development Plan, Budget Implementation Reports, the County Budget Review and Outlook Paper (CBROP), quarterly financial reports and the Budget Estimates. The budget absorption rate for the 2022/23 was 87% up from 69% in the 21/22 FY. The internal audit section was able to carry out post-audit examination on all payments within the county executive departments. During the period under review, the supply chain management unit was able to coordinate procurement services for the county department’s use and projects. To ensure efficiency and effective management of public financial resources, county treasury fully embraced IFMIS as well as Internet banking. The Revenue Section coordinated the preparation and submission of the Finance Act, establishment of the Mombasa Revenue services, enhanced automation of the revenue collection systems and face lifting and equipping of the cess points and the banking hall for improved working environment and service delivery. The administration unit in the department played the role of coordinating, streamline and strengthening the human resource in the Department.  Challenges Experienced during Implementation of the previous ADP  Reduction in equitable share allocation  Legal litigations in revenue collections  Inadequate implementation of the planned budget  Increased pending bills  Inadequate M&E of programmes and projects  Inadequate reliable data for planning  Lessons learnt and Recommendations  Diversification of the revenue sources  There is need to embrace dialogue with all the stakeholders to reach consensus in revenue issues  Coming up with realistic revenue projections  Strengthening planning and budgeting capacities at the county levels through provision of adequate resources.  Improving on the systems of accountability and transparency and ensuring that all budgeting processes are grounded on a firm legal framework.  Mainstream M&E in all the programmes and projects  Collaboration and sharing with relevant stakeholders in data development and collation 42  Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Accounting Public Finance  High pending  Lack of a  Prioritization of payment Services Management bills coordinated of pending bills and  Red tape in payment processes completion on payment  Centralized stalled/ongoing projects processes payment systems  Automate the payment processes  Decentralization of payment processes Supply Chain  Ineffective and  Lack of a County  Accounting and management inefficient Assets management safeguarding of County Services County Assets systems Assets through management  Noncompliance establishment of an systems with the automated system  Inefficient and procurement  Ensuring compliance with ineffective policies and policies, standards, procurement procedures. procedures and applicable processes and  Centralization of finance and procurement procedures procurement laws and regulations processes.  Decentralization of  Lack of a procurement function coordinated  Fully digitize the procurement procurement processes process  Updating and safeguarding of county assets Resource  Low levels of  Lack of reliable data  Realistically Quantifying Mobilization Own Source on revenue sources and projecting revenue Revenue  Revenue leakages projections/targets collection  Fragmented revenue  Diversification of the collection systems revenue sources  Litigations  Continuously upgrade and  Over commitment update the integrated vis-à-vis revenue automated system for projections revenue collection  Establishment of Mombasa Revenue Services  Embrace participation, involvement and arbitration of all the major stakeholders Internal Audit  Nonexistence  Inadequate systems,  Establishment of effective of a risk controls and and efficient systems, management structures controls and structures system for  Development and internal audit implementation of a risk management framework Budget & Policy  Inadequate  Unfavorable  Political goodwill and Economic Planning, equitable parameters in the support from the regional Planning Coordination share revenue allocation leadership; lobbying for and MEL allocation formula inclusion of other  Weak  Inadequate parameters to support Linkages resources favourable allocation i.e. between  Occurrence of the Ocean under the land Planning and disasters area size budgeting  Meagre resource  Prioritization of planned  Low budget basket/ Unrealistic programmes and projects absorption revenue projection  Resource mobilization rate from partners 43 Programme Development Cause(s) Constraint(s) Opportunities Issue  Inadequate  Legal provisions  To realistically project reliable data requiring county revenues for planning planning data to be  Multi stakeholder sourced from KNBS involvement in data development and authentication; development of a statistical abstract Monitoring and  Weak  Lack of dedicated  Institutionalization of MEL; Evaluation monitoring, financial and Staffing, strengthening and evaluation and human resources capacity building of M&E learning for MEL, Officers (MEL) systems  MEL perceived as  audit hence resistance Mombasa Inadequate  Inadequate  Lack of training  Capacity building to the Investment technical staff training, policy, existing staff, recruitment Corporation ineffective  Lack of human of technical staff and (MIC) staff resource manual development of staff succession succession policy plan Low access to  Credit ratings  The county  Linkages with providers of credit, finance among the government’s credit, finance, capital by and capital for business trustworthiness means other subscription business enterprises among the of providers of credit, enterprises  Poor linkages  loans or share capital or between finance and capital otherwise for industrial, businesses and  The high rate of commercial or other providers inflation (economic undertakings in the county credit, finance terms) and capital  Low county  Poor revenue  Low county revenue  Poor revenue collection revenue base collection and base and generation generation mechanisms mechanisms Low  Lack of data  Lack of investment  Enhancement of competitiveness and policy frameworks competitiveness of County of County information (e.g., investment Government investments; Government on investment guide, ease of doing and ensuring a feedback status business) loop of business investments  High cost of  information ‘ease of doing  Provision and business’ dissemination of up-to-  Low county date information on branding and incentives available to marketing investors (corporate image) Poor  Lack of focal  Lack of investment  Promotion of county coordination of point for all policy frameworks programmes on county- funding for investment-  wide strategic county-wide related interventions such as Sister activities in Cities, Go Blue etc. strategic the County interventions  Uncoordinated partners and collaborators 44 Programme Development Cause(s) Constraint(s) Opportunities Issue in the area of investment Poor research  Low capacity  Lack of research  Leverage on research and and on research and innovation innovation actors to innovations and policy framework promote innovative ecosystem for innovation on investment programmes and activities county  Lack of  engagement investments with research & innovation institutions, hubs and practitioners General Service delivery  Inadequate  Inadequate  Increase budgetary Administration office allocation of funds allocation and Support infrastructure  Wrong placement  Rationalization of staff Services  Inadequate of staff  Capacity building of human  Inadequate existing staff resource prerequisite skills  Increase allocation for  Inadequate  Inadequate emergencies technical skills resources for  Emergency emergencies occurrences 2.3.7: Health Services  Sector Achievements in the Previous Financial Year  Construction of a newborn unit at portreitz subcounty hospital supported by Kenya pipeline company.  Installation of 10,000 lts of oxygen tank and piping at portreitz hospital through global fund  Completion of Utange outreach hospital (county government)  Construction of a comprehensive gender based violence center at maunguja ( action aid/ sauti ya wanawake)  Purchase of anesthetic machine for Mrima ( base titanium)  Construction of a youth friendly center and refurbishment at Ganjoni clinic( MSF)  Sinking of borehole at majengo dispensary ( Rotarat)  Construction of waiting Bay and facility refurbishment at Tononoka dispensary. (Rotarat)  Construction of perimeter wall and phlebotomy room at Mtongwe Dispensary (Walter Reed)  Challenges Experienced during Implementation of the previous ADP  Delays in maternal referrals  Maternal and infant mortalities audit not done  Emergence of Covid pandemic that decreased utilization of services from 2.5% to 2.3% per capita  Frequent industrial unrest  Constraints in cash flow to the department  Inadequate and un rationalized staff  No level 4 hospital boards  Low investments in prevention programs and overreliance on donor funding 45  Lessons learnt and Recommendations  There exist a strong link between delayed referrals and poor maternal outcomes  Need to establish cause of death and institute proper remedial action  Functional surveillance systems and emergency response mechanisms are key in handling pandemics  There is need to set aside resource for emergency  Frequent industrial unrest has a huge impact on the overall performance of the health sector leading to poor patient outcomes and more maternal mortality rate  Erratic disbursement from national government affects service delivery  Sub program level budgeting & allocation is key in realizing quality health outcomes and sustainability  Inadequate and unrationalized staff has leads to suboptimal service delivery more so on access and quality  Absence of hospital boards has created a leadership and governance gap hence affecting community ownership and accountability  Prevention programs are key in addressing communicable disease and reproductive health services  Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Health Services Service  Lack of PCNs in  Service delivery  Norms and Standards Delivery four sub counties hindrance  Policy and guidelines  Lack of an  Inadequate access  National PCN guidelines autonomous mental to mental health  Drug & Substance Abuse hospital in the services Rehabilitation County  Weak service  Public private collaboration  Lack of harmonized delivery linkages guidelines in place and referral and inefficiencies  KEPHS linkages  Sub optimal  National referral strategic  Suboptimal specialized plan in place prioritization of services in in Preventive and level four  Integrated specialized promotion service facilities services in level 5 facility  Sub optimal non  Inadequate  Pediatric accident and communicable resources emergency unit specialize allocated to diagnostic Preventive and equipment promotion service  Enhancing and updating  Lack of privacy for  Sub optimal funeral home services at pediatric and diagnosis and level 5 and 4 facilities neonatal emergency treatment services  Absence of  Sub optimal separation of mortuary services emergency services for adults and pediatric  Over capacity usage of funeral home at level 5 facility Health  Inequality in  Disproportionate  Existence of infrastructure Infrastructure geographical access distribution of norms and standards of facilities health facilities  Public Private Partnership according to 5km per population  Designated infrastructure radius  Compromised and partner support recommendation quality of care 46 Programme Development Cause(s) Constraint(s) Opportunities Issue  Most of the facilities  Inadequate access  Established an infectious do not meet to new born and disease facility (Utange infrastructure specialized care Hospital) norms and  Closing of  Establishment of Vikobani, standards facilities to Kindunguni and  All the level 4 convert into Dingirikani dispensaries hospitals do not response centers  Operationalization of 9 have a functional  Exposure to youth friendly centers newborn unit, high occupational  Enhancement of dependency unit health hazards infrastructure offering and dialysis and oncology service at level 4 services. environmental and 5 facilities  Lack of isolation pollution facility for  Long waiting time infectious disease and turnaround response time for service  Sub optimal delivery medical waste management system in the County  Sub optimal infrastructure and space to cater for oncology service Health  Inadequate general  Sub optimal  HRH strategic plan Workforce in and specialized response to health  Specialized skill mix the County human resource care needs of the  Existing gap analysis  High staff turnover population reports to support (premature exit,)  Overburdened recruitment  Delay in workers leading  Implementation of training Replacement of staff to burn outs and needs assessment on attrition compromised quality  Staff shortage  Aging workforce Health  Erratic supply of  pending debts  Global fund: Support Products and health commodities with KEMSA program commodities Technologies  Lack of health dating back to  HPT UNIT digital platform 2017 and 2019  County HPT Formulary list (Integrated EMR)  Inadequate  Recruitment of pharmacists and inadequate allocation of in level 3 and 2 utilization of funds for technology procurement of  Shortage of HPTs and essential HPTs activities for HPTs especially in the  Inconsistency in lower facilities procurement  Inadequate  Lack of ware Pharmacists and house for HPTs Pharmaceutical technologists across all levels  Inadequate storage space and conditions at facilities Health  Lack of integrated  Silo program  Digital health platform Management electronic health specific systems  Data protection act Information records  KHIS 47 Programme Development Cause(s) Constraint(s) Opportunities Issue Systems/  Inadequate data  Shortage of HMIS  Existence of E-health Monitoring demand and use to staff strategies and policies and Evaluation inform policy  Policy Planning Health information M&E unit Health  Inadequate access  Accessing funds  IFMIS- coding sub financing to allocated funds. was a major programs  Delayed problem as seen  FIF provisions in the disbursement of from the proposed health Act resources to absorption rate amendments facilities from looking at the  Mombasa social protection treasury development  Delayed budget. disbursement of  Late disbursement resources to from treasury. facilities from NHIF  Free services policy (user fee forgone)  Waivers and exemptions County Health  Level 4 facilities  Delay in  Political good will Management lack hospital appointment of  CGHTRH Health Leadership management boards board executive management board and  Weak PPP members  CHMT; SCHMT&HMT Governance collaboration  M&E TWGs  PPP  SWG/MTEF Health  Inadequate  Weak link  Existence of The Mombasa Research and dissemination between research County Ethics and Research Development mechanisms findings and Committee (MERC)  Lack of structured policy/action  Establishment of Centre of research processes  Inability to excellence for health care optimize the research potential of data for research 2.3.8: Transport and Infrastructure  Sector Achievements in the Previous Financial Year The department planned to construct 30km of access roads and maintain 200km of paved roads during the year in consideration. As result a total of 27.25km of roads were constructed and 205km of paved roads maintained. A total of 3.0km of storm water drainage infrastructure were constructed against a total of 5km planned during the financial year. The department further renovated the shimanzi public works office block offices being in line with improving working environment for staff as a way of boosting their morale and enhancing the physical appeal of the facility.  Challenges Experienced during Implementation of the previous ADP  Major encroachment on road reserves  Inadequate technical personnel  Inadequate resources 48  Lessons learnt and Recommendations  There is a correlation between proper planning and development  Most projects stagger because of delays in design and supervision hence the need to have personnel in place before embarking on capital intensive projects  Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Transport and Access and  Inadequate  Inadequate  County has a legal Infrastructure connectivity of transport capacity both at team led by the Development road policies and executive and county attorney infrastructure regulations County Assembly  Roads act in place, (construction and  Inadequate  Lack of road national government maintenance) road network development and programme for  Poor roads maintenance expansion of drainage; policy highways cutting  Lack of  Inadequate road across the city and continuous space Northern and maintenance of  Irregular southern bypasses the roads allocation of Road construction  Inadequate of maintenance Levy  Support from involvement of Fund (RMLF) for development the public in road maintenance, partners such as the supervision  Inadequate world bank, ITDP, of the road planning for land TradeMark Africa, construction and infrastructure JICA, etc. and development  Formalization of maintenance  Lack of utility informal settlement (M&E) vehicle  Development of  Encroachment replacement policy utility vehicle of road reserves  Low funding levels replacement policy  Inadequate for road  Availability of utility vehicles maintenance competency  Inadequate  Lack of county contractors and periodic / road maintenance technical staff to planned road policy undertake the maintenance maintenance  Aged road  Availability of county pavement machinery and (wear and tear) equipment for in- house works Storm water  Inadequate  Lack of storm  Storm water master drainage space for storm water management plan in place management in water drainage policy  Planning for storm built environment infrastructure,  Inadequate water development  Inadequate planning for storm infrastructure land planning water  Development (informal infrastructure partners and other settlement) development and road agencies aid in  Inadequate maintenance storm water storm water infrastructure drainage infrastructure Non-motorized  Lack of NMT  Inadequate  NMT master plan in transport policy planning for NMT place, need to review infrastructure  Inadequate facilities the master plan planning for  Public sensitization  Political goodwill NMT on usage of foot bridge 49 Programme Development Cause(s) Constraint(s) Opportunities Issue  Inadequate foot  Support from bridges national government on bypasses and highways Public transport  Lack of public  Unreliable public  Ongoing expansion system transport policy transport system, of major roads by  Unregulated no intermodal other road agencies, public connectivity public transport transport  Harmonization of service plan in place,  Inadequate water transport feasibility study for parking policies for the water transport to be facilities for four counties conducted, Metre public rail extension from transport SGR terminal to CBD vehicles central rail station  Unregulated  Adequate natural and unsafe resources (Indian water transport Ocean) for water transport  Lack of water transport infrastructure Public and Street  Limited street  Inadequate  Enhanced budget for Lighting lighting maintenance of street lighting network street lighting infrastructure (Safety and  Inadequate infrastructure maintenance. enhancing 24hr maintenance  Vandalism of street enhanced security business and lighting enforcement on operations) replacement of infrastructure street lighting fittings of street  The street lighting infrastructure lighting services not  Enhanced green infrastructure devolved to sub lighting technology  Lack of counties level street luminaires automation(sm  Ineffective street  Availability of art) street lighting intelligent (smart) lighting system management(man street lighting ual) management systems Fire, emergency  Inadequate of  Frequent  Development of and rescue fire stations breakdowns of fire emergency and response system  Inadequate fire engines rescue services policy engines  Inadequate fire  Devolving of the (Safety, risk  Inadequate hydrants services to sub management and firefighting  Inadequate fire county and ward rescue Services – tools and PPEs, stations levels protection of life inadequate and property) professional firefighting training  Lack of back up track for water supply  Narrow feeder roads not easy to access by fire engines  Lack of life guard rescue services and equipment 50 Programme Development Cause(s) Constraint(s) Opportunities Issue Road safety  Outdated and  Inadequate budget  Availability of unserviceable  Vandalism intelligent traffic traffic signal  Lack of policy on signal system for system provision of enhancing traffic  Inadequate universal access mobility road signs facilities for PWD  Support from  Inadequate and NMT national government speed calming on major by passes infrastructure  Support from  Inadequate development universal partners such as access facilities world bank, ITDP, for PWD and Trade Mark Africa, NMT JICA, etc. 2.3.9: Lands, Planning, Housing and Urban Renewal  Sector Achievements in the Previous Financial Year To improve land management and urban planning in Mombasa, the county constructed a land registry by 90% from 50% in the previous target. This was achieved through installation of a double decker container to be used as registry, scanning of documents and filing system were installed, awaiting operationalization. Land management on squatter’s regularization, the department was able to increase its baseline of 1,076 titles from 45% to 67% a total of 1994 titles were issued, thereby empowering the squatters as land owners and providing the security of tenure. The county spatial plan had some financial challenges. A draft was done but stakeholder’s participation was not achieved, hence target could not be realized and remained at 50%. On innovation and technology, the department was able to purchase equipment for GIS lab awaiting to be assembled and personnel to be trained. This has lacked behind due to challenges in office space and disbursement of funds for training, therefore the percentage remained at 80. In zoning plan, this still remains at 70% due to financial constrain and political good will. The constructions of 1,000 housing units in dilapidated county estates was able to be realized through joint venture, hence increased access to descent housing from 4% to 20% for low-income earners as envisioned in Vision 2030 (to achieve a well housed population living in an environmentally secure urban environment), thereby improving their livelihoods and quality of life. This being one of the Flagship projects, the department is keen to increase its housing stock in the next 5 years. Other major achievements included; Completion of Relocation of the Project affected persons for Mizzima Housing estate, Likoni flats/ customs estate, 90% completion of first phase of Buxton Housing estate, Security of tenure for the informal settlements under KISIP Program in Likoni 203, Georeferencing and digitization of all Mombasa County PDPs, Implementation of the ISUDP proposed Plans including preparation of the Special economic zone land use Plan, Updating of the County Valuation roll, Submission of county departmental policies such as draft county Housing and county land policy and Compliance and enforcement of the building standards and regulations. 51  Challenges Experienced during Implementation of the previous ADP  Inconsistent cash flow.  Inadequate personnel capacity in department  Prolonged Transition period  Lack of capacity building/Training and staff motivation that affected performance due to financial constraints.  Poor prioritization of departmental programmes.  Poor implementation of prioritized programmes/ Activities due to supplementary budgets and re-allocation of funds.  Lack of mobility due to lack of transport facilities in the department.  Inadequate resources which translates to limited availability of funds to implement projects.  Lessons learnt and Recommendations  Need to develop a projects implementation framework;  Need for strengthened link between the CIDP, ADPs and budgets;  Proper prioritization is key;  Optimality in staffing levels in key technical departments is key ingredient;  Sensitization of all county staff and sector heads on the significance of the CADP will enhance its delivery capability;  Managing stakeholders as a project objective will enhance CADP delivery capability, ownership and sustainability;  Putting in place a functional CADP delivery coordination mechanism will enhance its delivery;  Delivery of the CADP is positively supported by a risk mapping and change management plan;  Putting in place a functional monitoring and evaluation plan will enhance CIDP delivery;  Delivery of the CADP is positively supported by a projects handover and maintenance plan;  Managing resource mobilization as a core objective will enhance delivery capability of the CADP;  Separation of roles (between owners, implementers and regulators) in the project cycle management is key to the realization of the CADP;  Timelines: All the programmes /projects should have a defined life span. The implementation period should have a start and an expected end date. Any variation calls for project/ programme review and approval from the relevant authorities;  Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Lands, Planning Urbanization  Lack of Zoning  Lack of GIS Lab  Installation of GIS lab & Housing Plan, policy,  Lack of security  Finalization of County standards and of tenure Zoning Plan, policy, regulations,  Poor standards and regulations.  Urban coordination  Formulation of a county informalities, with other spatial Plan  Inadequate enforcing  Finalization and enforcement and departments implantation of county poor development  Insufficient satellite cities plans control, vehicle for (Maugunja Knowledge city,  Lack of adequate transportation Mwakirunge Eco City, technical Jomvu new city, Petro City) personnel  Implementation of the ISUDP 52 Programme Development Cause(s) Constraint(s) Opportunities Issue  Implementation and localization of the PLUPA 2019.  Approval and Implementation of Mombasa Gate city Master Plan.  Adopting and implementation of the Urban resilience plan  Acquiring at least 4 vehicles for enforcement and development control. Land  Lack of updated  Inadequate  Implementation of County Management land management human resource  Land policy system,  Lack of proper  Acquire appropriate data  Lack of proper capacity storage equipment record keeping, building  Digitization of all county  Missing file,  Lack of proper Land records undigitized land infrastructure  Update and modernize Land records set up rate registry  Lack of access to  Establishment of a GIS information laboratory  Creation of civic awareness programs across the county  Establishment of sufficient work stations Security of  Historical land  Absentee  Formulation County land Tenure injustices, landlords Policy.  Mushrooming of  Tenant at will  Preparation of advisory informal arrangements plans for squatter settlements  Lack of capacity settlements, (Miritini  Political in 1134/VI/MN, Mshomoroni interference understanding Plot 215, 241, and land rights 244/II/MN, Vikwatani 2038II/MN, Owinohuru Plot No. 148/V/MN, Mwatsalafu Plot No., Mafisini Plot No. 239/I/MN, Ziwa La Ng’ombe Extension, Kwa Chelang’a, Mwakirunge II, Kadzandani, Bangalaa Plots, )  Capacity building on land rights  Payment of Land rates  Development of squatter data base,  Improvement of development control and enforcement. Housing  Poor  Lack of county  Formulation of a county maintenance Housing Policy Housing Policy  Landlordism,  Untrained  Development of relocation illegal staff strategy for the new developments  Land county estate within the estate encroachment  Review of the affordable Housing program 53 Programme Development Cause(s) Constraint(s) Opportunities Issue  Rapid  Preparation and population Implementation of County growth Urban renewal Plan Servicing of  Poor roads,  Poor  Providing Infrastructure human  Lack of access coordination and serving of KISIP 2 settlements roads, between areas (Kidunguni, Likoni  Lack of basic National and 203, Kwa Rasi, Kalahari, infrastructure county Hodi Hodi, Misufini, and utilities such government, Kisumu Ndogo, Ziwa La as Solid waste  Lack of Ng’ombe) Management, implementatio  Providing infrastructure lack of access to n of the Plans and servicing of clean water, Kilimanjaro, Jomvu Public open Mikanjuni, Majaoni, space, Mkomani, Mwakirunge recreation, Phase II, Mwembelegeza, ECDEs, Health Vyemani and Waitiki center, flood settlement schemes lights  Capacity building and public awareness General  Delays in  Low staff  Improving staff morale Administration correspondence. morale through training, services  Lack of adequate  Inadequate promotions and technical staff vehicles for  Recruitment of technical  Inadequate site staff printing papers inspections.  Improved service delivery  Delay in staff through proper logistical appraisal and management promotions 2.3.10: Tourism, Culture and Trade  Sector Achievements in the Previous Financial Year In the plan period, on the development & Rehabilitation of trading facilities 143 mitumba stalls were constructed, New kongowea retail market leaking roof repaired, on the Kongowea Perimeter wall fence construction, 300 Meters was constructed, Open Skies Policy Advocacy development is at 60%. On the Blue Flag Accreditation for Mombasa county beaches 20% has been achieved whereby proposal have been developed on the No of beach operators trained on first aid and emergency services and Benchmarking and consultations with multisectoral teams undertaken. There is Zero draft available of the beach management bill, on promotion of Shopping festival and food bonanza, 3 festivals were held on Promotion and development of Cultural and creative industries. There is an Ablution block that has been constructed at Shelly Beach for Improvement of public recreation parks and entertainment. On Co-operative development, to strengthen cooperative supervisory advisory and auditing, there was audit and extension services there were 80 AGMs and 150 Visits undertaken while on Co- operative marketing and value addition, 500 participants, 22 exhibitors and 310 leaders conferences were held. 54  Challenges Experienced during Implementation of the previous ADP Paradigm shift in policy by the development partner affected verification of some of the indicators.  Lessons learnt and Recommendations There is need to review and verify indicators periodically  Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Trade Trade  Dilapidated market  Encroachment of  Available trading Development & infrastructure market land by infrastructure. Infrastructure  Lack of land for private developers  Existing trading expansion &  Inadequate trading opportunities. development of new space in market  Establishment of markets infrastructure cold storage  Inadequate trading  Inadequate policies facilities in space in markets & legislation to markets under promote trade PPP Entrepreneurship  Inadequate  Non-competitive  Existence of Development entrepreneurial skills. SME products. Capacity building  Under developed  Reluctance by SMEs institutions for micro small and to formalize their training. medium enterprises. businesses.  Availability and  Limited market.  Reluctance by the accessibility of information. SMEs to form market  Inhibiting factors to cooperatives. information for access affordable SME’s. credit Consumer  Lack of metrology  inadequate  Weights and protection & fair- accredited operating space. measures Act. trade practices laboratories.  Inadequate  Inadequate standards technical staff. & testing equipment  Inadequate  Inadequate inspection enforcement of set and verification of standards measuring equipment. Cooperatives  Poor  Inadequate  Bigger market for development cooperative personnel for cooperative Governance; supervision. products  Lack of  Lack of co-operative  Eagerness to form Cooperative management cooperatives by awareness, systems that support various interest education, linkages between groups. For training and the two levels of example, women research; government and the youth and Boda  Inadequate policy & cooperative Boda legislation movement. Ease of doing  Inadequate data on  Uncompetitive  Automation of Business new business business climate business services opportunities  Unfavorable climate  Mapping  Inadequate features in for doing business businesses to tap the automated system  Inadequate policies into new business to improve business and gaps in opportunities. services legislative  Upgrade of the e  Lack of small business framework services system development centers  Unregistered for improved  informal businesses business services. 55 Programme Development Cause(s) Constraint(s) Opportunities Issue  Lack of  Designing a asymmetrical business to information to the government consumers. feedback  Acts of God – mechanism natural disasters/ system to promote pandemics. Environmental  Insecurity sustainability for paperless  High rate of engagement with Inflation stakeholders.  Development of Small Business development Centre’s (SBDC’s) to support and improve access to business opportunities for MSMEs. Investment  Inadequate data and  Lack of adequate  Potentials in the promotion information on key land. blue economy departmental sectors.  Effects of Covid-19 sectors to  Weak linkages on trade activities. promote trade between planning and  International wars and investment, resource allocation. that have resulted value and supply  Weak M&E system into inflation. chains.  Monopoly of SGR.  Fluctuation in  Strategic location foreign currencies of Mombasa making it an ideal  Political instability investment hub, with a conducive environment to local & international trade and investments.  Establishment of both SEZ (Dongo Kundu) and Industrial Park.  Export trade due to proximity to the port  Availability of Schools and other tertiary institutions contribute to an existing skilled labour pool.  Extensive infrastructural connectivity to rail, road, air and sea network.  Collaboration with development partners. 56 Programme Development Cause(s) Constraint(s) Opportunities Issue Tourism Tourism arrivals  Radicalization.  Fluctuations caused  Attractive tourism development  Terrorism. by seasonality products  Cultism.  Limited information  Rich and diverse  Adverse Travel  Instability in source cultures. advisories markets  Poor pricing of the  Health risks and destination. restrictions  Existence of Meetings,  COVID related travel Incentives, restrictions. Conference and  Poor infrastructure at Exhibitions the tourism attraction (MICE) facilities sites  Limited tourism products  Inadequate Branding and marketing of tourism products. Control and Control and  Inadequate  Delay in legislation  Collaboration regulation regulation of enforcement and amendment with NACADA, of liquor liquors compliance  Inadequate support NGOs and CBOs sector  Inadequate legislation. system that involved in mitigates against prevention of ADSA alcohol and  Limited information substance abuse and knowledge on and rehabilitation effects of Alcohol services. Drugs and  Existence of Substance Abuse. policy on drugs, alcohol and substance abuse.  High population of young people involved in ADSA. Control and  Lack of county  Inadequate  Availability / regulation of betting, lotteries & resources to control expanding betting, lotteries gaming policy & illegal gambling. market for and Gaming. legislation  Lack of county lotteries, betting lotteries. and gaming  Religious / cultural activities. for prejudice to good cause gambling enterprises. Cultural Promotion,  Lack of interest from  Lack of awareness  Inter- Affairs development and the heritage bearers  Lack of governmental preservation of  Shrinking number of implementation cooperation for cultural heritage heritage bearers framework Culture and  Inadequate practices  Lack of policies in heritage to preserve culture the culture sector conservation  Neglected historical  High costs of  Non-state and cultural sites conservation stakeholder partnerships for culture preservation. Promotion and  Insufficient training  Low standards of  Implementation development of opportunities in artistic skills of UNESCO culture and culture and creative  Lack of awareness conventions creative arts industries of existing  Availability of opportunities Grants from 57 Programme Development Cause(s) Constraint(s) Opportunities Issue  Lack of artistic  Inadequate cultural National and platforms spaces International  Inadequate trainings Organizations for on culture and Culture and creative arts Heritage  Inadequate culture /  Existence of talent arts spaces academies and hubs  Limited Partnerships with talent academies  Establishment of and hubs Cultural Centers  Lack of Public  Empowerment Cultural Centers programs for cultural  Underutilization of practitioners existing public recreation facilities Public Promotion and  Insufficient training  Low standards of  Implementation of Recreation development of opportunities in culture artistic skills UNESCO conventions and culture and and creative arts  Lack of awareness of  Availability of Grants entertainme creative arts  Lack of artistic platforms existing opportunities from National and nt facilities  Inadequate cultural International spaces Organizations for Culture and Heritage  Existence of talent academies and hubs  Establishment of Cultural Centers  Empowerment programs for cultural practitioners Development of  High cost of construction  High investments  Existence of public recreation and and maintenance required recreation facilities public entertainment facilities 2.3.11: Water, Natural Resources and Climate Change Resilience  Sector Achievements in the Previous Financial Year The department had planned key strategic projects to ensure increase in water supply, improved access to sanitation and sewerage services, natural resources are conserved thereby enhancing the county’s climate change resilience and promote utilization of renewable energy. The department was able to implement 40% of the set target projects in all the five directorates due to inadequate and untimely disbursement of funds and lack of technical staff to implement the planned projects. On Natural Resource Management; Planting of 10,200 trees in terrestrial and mangrove ecosystems and Rehabilitation of 1 degraded ecosystem was achieved. On water supply; Drilling of 2 boreholes and Purchase of 4 water bowsers was undertaken. Under Sanitation; Construction of 5 Public toilets, increased Sewer line coverage by 2 Km, Procured 2 vacuum exhausters and Upgraded 200 of toilet latrines to pour flash toilets was achieved during the period under review. 58 Under Climate resilience the Department; Developed County Climate Change Action Plan 2023- 2027, Developed Greenhouse gases inventory, monitoring surveys and reduction targets and the Climate Vulnerability & Risk Assessment with Spatial mapping was undertaken.  Challenges Experienced during Implementation of the previous ADP  Lack of technical staff to implement the projects; the program has only 1 staff  Lack of timely disbursement of funds  Low collaboration with key stakeholders  Lack of funds to implement the planned activities  Lessons learnt and Recommendations  Employment of priority technical staff to ease the implementation of programs  Timely disbursement of funds from national treasury  Strengthened collaborations with key stakeholders  Facilitation of planned programs Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Water Access of  Inadequate bulk  Prolonged  Availability of donor supply clean & safe water supply dry periods support services water  Existing water and floods as  Availability of new water sources are not a result of technologies fully exploited. climate  Availability of green energy  Catchment change  High water demand degradation  Pollution of  Availability of a master plan  Water water bodies (TAHAL, MIBB) Governance.  Distant water  Availability of ground  Water sources sources water sources located outside  Vandalism of  Existence of national and the county. water county policies, legislations  Limited infrastructur and regulations. technology e  Climate Mainstreaming uptake  Illegal  Minimal connections  Improved inter- departmental synergies. research and  High non- development revenue water Sanitation/ Access to  Low  Inadequate  Availability of donor Sewerage sewerage and infrastructure public land support Services sanitation coverage  Vandalism of  Availability of new services.  Dilapidated and infrastructur sanitation technologies outdated e  High demand for sewerage infrastructure  Sewer system design Blockages.  Availability of national  Poor sanitation  Outbreak of sanitation and investment management diseases plan and master plan  Rural urban  Pollution of (MIBB 2017) Migration water bodies  Low awareness  Limited technology uptake  Illegal connection to storm drains. 59 Programme Development Cause(s) Constraint(s) Opportunities Issue Natural Conservation  Encroachment of  Low  Research on the county Resources of natural ecological community natural resources resources sensitive areas. awareness on  Potential of partnership and  Unsustainable natural collaboration in natural utilization of resource resource management natural conservation  Existence of national and resources  Lack of county policies, legislations  Limited natural and regulations. alternative resources  Readily available market for livelihoods management natural resources.  Encroachment of strategies  Improved inter- way leaves and  Inadequate departmental synergies. riparian lands regulations  Availability of donor  Back filling of  Inadequate funding wetlands. technical and  Climate change  Illegal and enforcement mainstreaming unsustainable staff exploitation of  Lack of natural natural resources. resource  Pollution and database contamination  Urbanization and overpopulation  Expansive industrialization e.g., SEZ Climate Climate  Emissions from  Lack of a  Civic engagement Capacity Change change anthropogenic strategic Development on adaptation activities long-term Sustainable Development and mitigation  Unsustainable view that will and Livelihood development. transform the diversification.  Encroachment of County to  Weather early warning ecosystems low carbon, systems establishment. climate  Pollution  Climate proof resilient  Illegal and infrastructural future. unsustainable development.  Lack of logging  Establish urban green Climate  Sea water spaces and natural buffer Change Act & intrusion zones. Climate Fund  Sea level rise  Ecosystem Restoration & Act. Rehabilitation  Increased urban  Limited heat  Participatory Climate Risk & access to Vulnerability assessments.  Low adaptation Climate and mitigation scenario  Develop a County Long to climate projections. Term Low Carbon change effects Development Strategy.  Weak  Low levels of enforcement.  Greenhouse Gases emission awareness to reduction targets  Lack of data climate change  Technological development,  Low carbon  Low climate innovation & transfer. investment change  Develop GHG inventory mainstreaming and an active emissions at the monitoring system. department  Carbon markets  Availability of climate financing 60 Programme Development Cause(s) Constraint(s) Opportunities Issue  Research  Existence of partnerships and collaboration opportunities Anthropogenic  Emissions from  Lack of a  Civic engagement Capacity Greenhouse anthropogenic strategic long Development on Gases activities such as term view Sustainable Development Emissions & emissions from that will and Livelihood shifts in transport, transform the diversification. weather energy, County to  Weather early warning patterns  Unsustainable low carbon, systems establishment. development climate  Climate proof resilient infrastructural future. development.  Lack of  Establish urban green Climate spaces and natural buffer Change Act & zones. Climate Fund  Ecosystem Restoration & Act. Rehabilitation  Limited  Participatory Climate Risk & access to Vulnerability assessments. Climate scenario  Develop a County Long projections. Term Low Carbon Development Strategy.  Weak enforcement  Greenhouse Gases emission reduction targets  Technological development, innovation & transfer.  Develop GHG inventory and an active emissions monitoring system. Energy Renewable  High cost of  Lack of  Ability to tap in renewable Energy renewable county Policy energy options energy adoption for  Establishment of Mombasa  Unavailability of Renewable Sustainable Energy Policy requisite Energy and Bill technologies  Lack of  Developing a Mombasa technical County Sustainable Energy staff Action Plan  Energy Needs & Consumption Assessment  Energy Management Information System  Sensitization and Capacity Development on Sustainable energy options  Enabling renewable energy financing partners & developing investments 61 2.3.12: County Public Service Board  Sector Achievements in the Previous Financial Year During the period under review, the CPSB realized the following achievements as detailed below. The Public Service Board achievements were;  Staff health awareness was done for all the staff in the PSB  Staff unity and cohesion was realized throughout the year whereas maximum staff to staff and management to staff support was realized.  Several Policies were drafted and are in the adoption process.  Staff socio-psychological support as well as financial support was done through staff contributions  Monitoring and Evaluation of staff work environment was jointly done with Administration office  Staff complaints handling system and management through office of the Ombudsman is in place  Very low Staff Disciplinary issues were realised during the financial year  Enhanced staff work morale and unity was witnessed during the period  Through Inter Directorate collaborations within PSB, an online system was developed and hence made us to be the first County to embrace virtual/ tele-working system  Proper controls and management of office imprest by timely reconciliations and providing accountability details.  Creation of a functional Standard Operating Procedure (SOP) for the front office operations.  Introduction of a guest appointment system for the Board’s Chief Executive Officer.  Design and introduction of a visitor’s form to promote efficient and quality service to the Public and stakeholders.  Challenges Experienced during Implementation of the previous ADP  Weak M&E Systems  Lack of policy documents to guide most of the county functions;  Lack of a project’s implementation framework;  Weak link between the CIDP, ADPs and budgets;  Poor prioritization;  Failure to attain optimality in staffing levels in key technical departments;  Lack of CIDP implementation mechanism  Inadequate resources  Delays in funds disbursement  Inadequate tools and equipment leading to low productivity  Inadequate of reliable means of transport for staff and tools to/from work sites leading to low productivity and inadequate supervision  Limited capacity within the community to actively participate in development activities  Frequent Industrial action (mostly under health)  Huge inherited debt  Dilapidated old infrastructure service provision  Inadequate policies and regulatory framework  Lack of an implementation framework for certain programs  Delayed payments on implementation of important Board programs despite being approved budget. 62  Delays in disbursement of funds to the county government by the national treasury brings about delays in processing of planned Board programs.  Mistrust from suppliers for fears of default/dishonesty in payment  Need for improvement of the gents and ladies’ washroom facilities.  Lack of functional lifts proves a challenge to visitors living with disabilities.  Nonexistence of prayer rooms.  Limited office space.  Limited running water.  Lessons learnt and Recommendations  Recommendation for Independent Board account to manage its operations efficiently and effectively.  Independent Board Pending Bill Vote to cater for its pending bills settlements  A.I.E Quarterly Allocation to the Board cater for its Budget  Engage public private partnership.  Need to put in place policy documents to guide most of the county functions;  Need to develop a projects implementation framework;  Need for strengthened link between the CIDP, ADPs and budgets;  Proper prioritization is key;  Optimality in staffing levels in key technical departments is key ingredient;  Sensitization of all county staff and sector heads on the significance of the CIDP will enhance its delivery capability;  Managing stakeholders as a project objective will enhance CIDP delivery capability, ownership and sustainability;  Putting in place a functional CIDP delivery coordination mechanism will enhance its delivery;  Delivery of the CIDP is positively supported by a risk mapping and change management plan;  Putting in place a functional monitoring and evaluation plan will enhance CIDP delivery;  Delivery of the CIDP is positively supported by a projects handover and maintenance plan;  Managing resource mobilization as a core objective will enhance delivery capability of the CIDP;  Separation of roles (between owners, implementers and regulators) in the project cycle management is key to the realization of the CIDP;  Sectoral plans and strategic plans actualize the CIDP, while Service Levels Agreements (service charters) minimize time wastage and enhance accountability;  Timelines: All the programmes /projects should have a defined life span. The implementation period should have a start and an expected end date. Any variation calls for project/ programme review and approval from the relevant authorities; and  There is need for the continuous review of the CIDP in order to establish the status of the implementation and make timely adjustments. 63 Development Issues Programme Development Cause(s) Constraint(s) Opportunities Issue Human Unavailability  HRM policy and  Limited  Availability of Technical support resource Human procedures not in capacity from the state department of management Resource developed. and public service and Strategy  Human Resource expertis  Availability of National development Management Strategic Plan e Government policies and not developed.  Limited procedure  Uncoordinated Human technica  Guidelines on development of Resource Management l skills strategic plans in place from Planning and national government.  Limited Succession compete  Establishment of HRM units in Planning ncies all county departments.  Limited technical skills and  Partnership with Development competencies. partners.  Weak governance structure  Partnership with Council of to support HRM function Governors technical committee  HR functions not aligned to of HRM departmental goals and  Develop a performance Reward objectives and Sanction policy  Knowledge Management policy and offices  Streamline Schemes of Service  Strengthen performance management, technical team  Develop a HR succession plan framework. Limited  Lack of HRD policy and  Limited  Availability of National Human procures or no Government HRD policy and Resource  Lack human resources availabil procedure Training and training and development ity of  Technical support from the Development plan internal Kenya school of Government.  Training needs assessment trainers  Availability of colleges tertiarily not undertaken by county  Limited and training intuitions. departments. budget  Availability of e-education  Lack of skills audit and for platforms to support virtual inventory training learning.  Knowledge management  Limited  Technical support from the State policy and guidelines not in Time department of public service place. and  Partnership with Development resource  Lack of talent management partners. s policy and guidelines allocatio  Partnership with Council of  Minimal talent n to Governors technical committee management training of HRM  Inadequate professional  Conflicti  Develop a virtual learning policy development ng  Conduct TNA report  Non- prioritization of HRD resource  Develop staff training in the resource allocation allocatio projections / plans n  Develop a Training Management  Information System (TMIS)  Develop an internship & Attachment Policy  Talent Management – policy. Staff  Delays in staff  Staff  Delays in staff compensation Compensation compensation Compen 64 Programme Development Cause(s) Constraint(s) Opportunities Issue and Payroll sation Management and Payroll Manage ment Un updated  Absence of an Integrated  Resistan  Install IHRMS (Integrated Human Human Resource ce to Human Resource Management Resource Data Management system change System) and EDMS (Electronic  Lack of records and  Non- Document Management information management Integrati System (EDMS) Software provide policy and guidelines. on with ICT Equipment and reliable  Lack of a digitalized other Internet services personnel records available  Provide bulk cabinets, archiving management system boxes and CCTV in registry  Limited staff with required  Limited  Establish a records management skills and competencies on capacity directorate records management. and  Develop Records management  Lack of records resource policy management officers s.  Establishment of an office on  Inefficient personnel  Slow ICT knowledge management and records management connecti budgetary allocation vity  Weak HR data  Electronic Data Management management units at  Internet policy and a system in place for county departments connecti ease of information access vity  Poor information sharing mechanism Inefficient  Inadequate Staff Welfare  Inefficie  Formulate a pension policy Staff Welfare,  Lack Occupational Health nt  Digitalize the pension section Occupational and Safety pension  Develop an OSHA Policy Health and  Lack Grievance handling manage Safety  Develop a staff welfare policy and Sexual harassment ment practices  HIV Policy and  Develop a Sexual harassment processe policy s  Continuous dialogue with trade unions  Carry out change management programs  Design and implement a wellness program  Develop Mental health policy  Provide medical cover to staff.  Establishment of a counselling office. High wage bill  Annual increments for all  Inadequ  Unskilled cadres to be on staff. ate own contracts upon satisfactory  Implementation of Salary sources performance, change terms to reviews and CBAs of permanent  Implementation of public revenue  Recruit basing on attrition services remuneration and figures benefits policy.  Promotions based on merit  Staff promotions through appraisals  High recruitments in  Temporarily freeze employment unskilled cadres for 1 or 2 years 65 CHAPTER THREE: COUNTY STRATEGIC PRIORITIES, PROGRAMMES AND PROJECTS (2024-2025) 3.0 Introduction This section provides a summary of what is being planned by the county. This includes key broad priorities and performance indicators. It also indicate the overall resource requirement in the ADP. 3.1 Blue Economy, Agriculture and Livestock 1) Vision To be an innovative, commercially-oriented and modern blue economy and agricultural sector. Mission To improve livelihoods of the fishing and farming community in Mombasa through promotion of competitive blue economy resource exploitation, innovative research and sustainable crop, livestock and fisheries development. Goal The goal of the sector is to improve livelihoods by promotion of competitive crop, livestock and fisheries production, appropriate policy and environment development, effective support services, sustainable natural resources and Land management. Objectives  To improve Food and Nutrition security through access to affordable agricultural farm inputs and provision of efficient extension services  To improve productivity of Livestock and livestock produce through effective extension services  To increase livestock farmer’s income  To ensure sustainable use of fisheries resources for better livelihoods for fisher fork and food security of the county  To prevent and control animal diseases and pests from within and outside the counties Key statistics:  Area: 212.48 km2  Agricultural land 129.1 km2  Land under crop production 23.22 km2 which is 18 % of the total agricultural land  Urban area is 140.6 km2  Population: 1,208,333 persons-2019 population census  Total Population of Livestock in Mombasa County is 169,198 (cattle, shoats camels, crocodiles and poultry)  Irrigation potential: 13 km2  Irrigated: 2 km2 (15% of the total irrigation potential)  Farm families: 24,200  Staff: 37 technical staff & 51 Administration staff  Staff: farmer ratio: 1:781  Number of licenced Poultry slaughter slabs:5  Fish traders (No.): 1388  Fish farm families (No.): 3500  Fish ponds (No.): 10  Fish Tanks (No.): 29  Area of fish ponds (m2): 12,000  Main species of fish catch (list with tonnage):  Demersal: 449.5  Pellagics: 171.3  Crustaceae: 199.7  Molluscs: 83.8  Sardines: 52.5  Mixed fish: 17  Rays/Sharks: 63.5  Fishing nets (No.): 600  No. of fish landing sites: 53  No. of Beach Management Units: 15 Programmes Costing, Monitoring and Evaluation Matrix . 67 Blue Economy, Agriculture & Livestock Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2024/25 2025/26 2023/24 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To strengthen capacity of the sector to undertake its mandate Outcome: Improved service delivery Administration, Planning Technical staff capacity built No. of technical staff capacity built 9 19.2 94 20 97 20 and Support Services Support staff capacity built No. of support staff capacity built 90 18 90 18 90 18 Technical staff recruited No. of technical staff recruited 43 73.8 23 33 21 27 Staff promoted No. of staff promoted 59 7.08 70 8.4 60 7.2 Programme 2: Crop Management Objective: To increase crop production and productivity Outcome: Increased crop production and productivity Crop Production and Input subsidies issued No. of farmers provided with 100 24 100 24 100 24 Productivity subsidized inputs Fruit trees supplied for planting No. of fruit trees supplied 20,0000 0.67 40,000 1.33 60,000 2.0 Farmers trained (on farming No. of famers trained 50 59.52 70 83.33 80 95.24 methods, post-harvest management etc.) Forums held on high-value crops, No. of forums held 2 2 2 2 2 2 water harvesting and drought resistant crops Crop pest and disease surveillance Crop pest and disease surveillance 4 2 4 2 4 2 conducted reports Farmers accessing credit No of farmers accessing credit (from 1 4 1 4 1 4 the Agricultural Credit Scheme) Marketing and value Producer groups supported No. of producer groups supported 10 4 10 4 10 4 addition Groups (women and youth) trained No. of groups (women and youth) 30 11.11 40 14.81 50 18.52 on value additions trained on value additions Programme 3: Livestock Production Objective: To increase livestock production and productivity Outcome: Increased livestock production and productivity Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2024/25 2025/26 2023/24 Target Cost Target Cost Target Cost Livestock Production and Promotion of adoption of modern No. of Promotions made 5 2 5 2.1 5 2.2 Productivity livestock farming Livestock stakeholders trained No. of livestock stakeholders trained 1000 6.67 1250 8.33 1500 10.0 County subsidy to vulnerable % of farmers issued with subsidized 10% 15 10% 16 10% 18 families distributed inputs % of farmers issued with breeding stock Livestock value addition Groups (women and Youth) No. of groups (women and youth) 15 7.5 15 7.5 15 7.5 and marketing trained on Value addition and trained on Value addition and marketing marketing Youth and women groups supported No. of youth and women groups 10 4 10 4 10 4 on poultry, beekeeping and rabbit supported keeping Livestock demonstration farms No. of livestock demonstration farms 1 2 1 2 1 2 established Famers reached by extension Proportion of famers reached by 15 5.88 30 11.76 50 19.61 services extension services Programme 4: Veterinary Services Objective: To Prevent and control animal disease and pests within the county Outcome: Healthy and productive animals Disease management and Livestock Disease surveillance No. of disease surveillance conducted 200 0.61 250 0.76 300 0.91 control Livestock disease vaccinations and No of livestock vaccinated and pest 100,000 2.2 100,00 2.3 120,000 2.4 pest control controlled animals 200,000 200,000 200,000 poultry Animal health, welfare and No. of animal owners sensitized on 1000 200 0.3 250 0.4 300 extension animal health and welfare Veterinary laboratory established No. of Veterinary laboratory - - 1 7 - - established (Nyali) Policy and regulations on urban No. of policies and regulations 200 0.61 250 0.76 300 0.91 animal husbandry, animal welfare developed and animal control and value addition developed Marketing and value Leather value addition center No. of leather value centers - - - - 1 20 addition established established Livestock sale yards constructed No. of livestock sale yards constructed - - - - 1 5 Slaughterhouses constructed and No. of slaughterhouses developed - - 1 5 - - operationalized Programme 5: Fisheries Development 69 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2024/25 2025/26 2023/24 Target Cost Target Cost Target Cost Objective: To increase fish production Outcome: Increased fish production Fish production An agricultural and marine training An agricultural and marine training - - 1 150 - - and incubation Centre established and incubation Centre established A commercial fishing port No. of commercial fishing ports - - - - - - constructed constructed Deep sea vessels and fishing gears No. of deep-sea vessels and fishing 1 120 1 120 1 120 procured gears Fish feed processing Factory No. of Fish Feed Processing Factory 1 200 - - - - Constructed Protected breeding areas and No. of protected breeding areas and 20 48.48 25 60.61 30 72.73 landing sites landing sites Fish Marketing and value Regular Monitoring, Control and No of Monitoring, Control and 4 20 4 20 4 20 addition Surveillance conducted Surveillance (Land and Sea Patrols) A fish market with storage facilities No. of Fish market with storage - - - - - - constructed facilities List of Development Projects and Costing  Crop Production Program Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost Indicators (Start- End) Agencies (Kshs) Input subsidy program Whole county Increase agricultural production  Increased food and nutritional No. of farmers 3rd quarter DBEL, KEMFSD, 10M and productivity. security at the household receiving the inputs. Increase household incomes level. No. of acreage under  More land under crop v arious crops. production.  More vulnerable farming households engaging in crop production. Agricultural Whole county Increase land area under Increased farmers investing in No. of tractor 2nd ,3rd 4th 6M mechanization production agriculture implements procured quarters No. of acres of land ploughed 70 Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost Indicators (Start- End) Agencies (Kshs) Promotion of County wide Mitigation against climate change Increase in urban tree cover through No. of tree seedlings 2nd & 4th DBEL, KEMFSD, 2M Agroforestry planting of assorted tree seedlings. planted quarters Pre-feasibility Whole County Determine the feasibility of an Report Report 3rd quarter 2M incubation center in the county Climate smart Whole county Mitigate the effects of climate Shade nets with drip irrigation kits No. of shade nets, multi All quarters DBEL, KEMFSD, 10M agriculture change installed and multistorey gardens storey gardens installed ADP installed No. of shed nets done and in production. No.of other climate smart farms installed/established Construction and Kisauni and Increase off-season production of No. of water pans Increased acreage 2nd & 3rd DBEL, KEMFSD, 20M rehabilitation of water Jomvu sub high value vegetables excavated/rehabilitated. under irrigation quarters ADP pans counties No of acres put under irrigation Construction of a value Nyali or Kisauni Promote organized agro processing More value added products accessing 1 value addition centre 3rd & 4th DBEL, KEMFSD, PPP addition center and value addition activities market established quarer ASDSP through provision of the infrastructure Promotion of IT County Increase staff efficiency during staff IT equipment procured 10 sets of IT equipment 3rd & 4th DBEL, KEMFSD, 2M equipment provision procured quarters ASDSP Total 50M  Livestock Program Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Kshs) (Start- End) Agencies Improved Kisauni, Likoni, Jomvu, To improve Livestock 20,000 birds issued to farmers Number of improved 2024- 2025 DBEL, 30,000,000 poultry Changamwe, Mvita & production, productivity and birds issued to farmers KEMFSD, production Nyali sub counties) agribusiness ASDSP Dairy/meat goats Kisauni, Likoni, Jomvu, To improve Livestock 200 dairy goats Number of dairy goats 2024- 2025 DBEL, 15,000,000 production Changamwe, Mvita & production, productivity and issued to farmers KEMFSD, Nyali subcouties) agribusiness 71 Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Kshs) (Start- End) Agencies Rabbit Kisauni, Likoni, Jomvu, To improve Livestock 375 rabbits issued to farmers Number of rabbits issued 2024- 2025 DBEL, 7,500,000 production Changamwe, Mvita & production, productivity and to farmers KEMFSD, Nyali sub counties) agribusiness Bee keeping Kisauni, Likoni, Jomvu, To improve Livestock 300 langstroth hives 8 honey Number of hives, honey 2024- 2025 DBEL, 9,000,000 Changamwe, & Nyali production, productivity and extractors, 30 bee suits, honey extractors, bee suits KEMFSD, subcounties) agribusiness harvesting accessories(15 sets) honey issued to farmers ADP packaging materials(10,000) electronic weighing scale(10) issued to farmers Poultry Kisauni, Likoni, Jomvu, To improve Livestock 20 egg incubators, 750feeders and 750 Number of equipment’s 2024- 2025 DBEL, 5,000,000 equipment’s Changamwe, & Nyali production, productivity and drinkers, 100 candling equipment’s, issued to farmers KEMFSD, subcounties) agribusiness 200 brooding bulbs,100 electric ASDSP debeakers, 100 electronic weighing balance and 1000 egg trays Value Addition: De-feathering machines(20), Number of equipment’s DBEL, 5,000,000 packaging materials (10,000 sets), issued to farmers KEMFSD, transportation cages for live birds(50), ASDSP meat transportation cool boxes(50), freezers(20) issued to farmers Feed processing All 6 sub-counties To improve Livestock 6 (hammer mill, mixer, pelleter, Number of equipments 2024- 2025 DBEL, 3,000,000 equipment’s: production, productivity and automatic weighing machine) installed issued to farmers KEMFSD, agribusiness ASDSP Total 74,500,000 72  Veterinary Services program Project Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Agencies Cost (Kshs) /Program Indicators (Start- End) Name -County Mwakirunge/ Likoni To ensure meat safety Reduced incidences of One Abattoir 2024- 2025 County Government of 35M Abbatoir and quality meat borne illness constructed Mombasa Healthy meat consumers Department of Blue Economy, -To generate revenue Reduced incidences of Kongowea and Agriculture, Livestock, 10M illegal slaughter of -Poultry Changamwe Markets -Employment creation livestock One poultry slab slaughter slab constructed Improved revenue collection 5M Leather Value Improved livelihoods for A leather centre Addition Centre Mvita Sub county To generate revenue value chain actors equipped and operationalized -Employment creation TOTAL 50M  Fisheries Program Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost Indicators (Start- End) Agencies (Kshs) Establishment of a Blue economy Kisauni/ Likoni To equip youths with relevant One value addition center One value addition 2024- 2025 CGM and 100 M Centre skills for value addition and constructed center constructed Development improve production of value- Partners added products Construction of a modern fish bandas All sub counties Improve Mombasa County landing Percent decrease in fish Fish bandas 2024- 2025 CGM and 60 M including a meeting hall at landing beaches’ quality standards brokers and percent constructed Development sites increase in fish prices at Partners landing sites 73 Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost Indicators (Start- End) Agencies (Kshs) Construction of county fisheries office Liwatoni Enhance quality service delivery No. of offices constructed One office 2024- 2025 CGM and World 100 M constructed Bank Maintenance of Boats Improved delivery of No. of boats repaired and One patrol boat 2024- 2025 CGM 2 M administrative services of the serviced functioning department Planting of mangroves Wards Conservation of fish breeding Enhanced environment No. of seedlings 2024- 2025 CGM and 2 M supporting areas and protection of the Development mangrove environment Partners growth Setting up and operationalization of County wide To increase fish production and 30 raised fish ponds 30 operational 2024- 2025 CGM 30M raised ponds fish farming productivity for increased incomes. constructed and operational raised fish ponds Procure deep sea fishing boats for each County wide To increase fish production and 16 deep sea fishing vessels Increased fish 2024- 2025 CGM 100 M Beach Management Unit and purchase productivity for increased incomes. landings of fishing gears and accessories Assorted fishing gears and accessories Procure fish handling and quality County wide Improved fish handling and Many fish and fisheries Fish handling 2024- 2025 CGM 4 M assurance equipments quality assurance for fish products products accessing markets equipments procured and issued to fish traders TOTAL 398M 74 3.2 Education and Digital Transformation 2) Vision A premier education service provider of quality teaching, learning, care and research. Mission To develop and promote our children and youths’ fullest potential to become competent, responsible and productive citizens in all spheres of life by offering quality educational related services for sustainable socio- economic development process. Strategic Objective  To provide quality education and training to the citizens of Mombasa.  Sector Priorities  To improve literacy level  To promote employable relevant and training skills  To increase the number of new public VTCs, classrooms and workshops.  To equip VTCs with state of art equipment  Improving the working environment of trainers  Increasing the number of VTCs trainers  Increase enrollment in VTCs  Strengthen resilience for youths against radicalization and extremism Programmes Costing, Monitoring and Evaluation Matrix Education & Digital Transformation Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs.) 2024/25 2025/26 2026/2027 Target Cost TargMet illiCost Target Programme 1: General Administration, Planning and Support Services on) Objective: To strengthen capacity of the sector to undertake its mandate Outcome: Improved service delivery General administration Supplied office stationery % Availability of office stationery, 40 20 20 10 20 and equipment supplies and equipment supplied. General office furniture supplied % Furniture supplied 20 2 30 3 20 Recruited Staff % of staff recruited 80 35 100 45 100 Promoted staff No. of staff Promoted - - 20 10 20 Operational vehicles availed No. of operational vehicles availed 2 14 2 14 1 Purchased School transport for No. of School buses purchased 1 15 2 30 2 Special needs Refurbished offices No. of refurbished offices 6 50 - - - Established legislation and policies No. of legislation and policies 1 1 1 1 1 established. Trained personnel % of trained personnel 25 5 25 5 25 BOMs established in the ECDE centers. & % of BOMs established in the 112 3 112 3 112 VTCs Programme 2: ECDE ECDE centers & VTCs Objective: To enhance access to ECDE and vocation training Outcome: Outcome: Enhanced access to ECDE and vocation training Inclusive Early Childhood ECDE centers constructed No. of ECDE centers constructed 2 60 2 60 2 Development and furnished. and furnished. Renovated & furnished ECDE Centres No. of renovated & furnished 3 15 4 15 4 ECDE Centres Proportion of ECDEs benefiting from No. of schools who have benefited 105 33 105 33 105 feeding program Capitation grants allocated No. of children who have benefited 8613 28 9426 28 10369 ECDE Centres equipped with play No. of ECDE Centres equipped 105 20 105 20 105 facilities teaching, reading & learning materials Inclusive Child Care Co-curriculum activities organized No. of Co-curriculum activities 3 2 3 2 3 Annually organized Annually Assessments conducted No. of assessments conducted in 6 2 6 2 6 ECDE and day care centers Sensitization meetings for parents No. of Sensitization meetings for 2 1.5 2 1.5 2 and held. parents held Professional development trainings No. of professional development 3 2 3 2 3 conducted for ECDE teachers trainings conducted for ECDE teachers Child Care Child care facilities regulated No. of Child care facilities 400 1 400 1 400 Training for parents and children Nreog.u olaf tterdai nings for parents and 2 1 2 1 2 Conducted children conducted Programme 3: Vocational Training Objective: To improve access to vocational and education training Outcome: Increased access, retention, completion and transition in Vocational Education and Training VTCs Training centres newly established and No of centers constructed 1 120 1 120 1 equipped Training centres renovated and No of VTC centers renovated and 1 40 1 25 1 refurbished refurbished No. of instructors recruited No of instructors 50 750 10 250 10 New courses introduced No of courses 7 10 7 10 7 Instructional materials and No of Centre’s supplied 3 20 4 28 5 equipment supplied in VTCs Co-curriculum activities organized No of activities 3 9 3 9 3 Variety of competitive global market No of courses 4 20 4 20 4 designed courses such as part time ones, maritime, agribusiness and e-learning ones Part-time instructors engaged No of part time instructors 20 1 20 1 20 Sensitized public on presence of VTCs and its No of meetings 6 9 6 9 6 benefits Improved working environment such as, No of VTC environment 3 5 4 6 5 occupational safety, improved offices, improved classrooms and workshops Formulated County Vocational and No of policies 2 5 2 5 2 Education Training policy, other policies and strategic plans (legal framework) Trainees benefitting from bursary No of bursaries 2500 81.2 3500 114.8 4500 allocation and scholarships 77 Establish PWDs friendly units in existing No of units established 2 20 1 10 1 institutions Capacity building of parents, trainees, No of meetings capacity 6 10 6 10 6 instructors, management, community on economic buildings livelihood programs, educating the youth on problems of radicalization and violent extremism Lunch provided No of lunches provided 1,000 9 1,500 13.5 2,000 Digitization of teaching and learning No. of Programs digitized 4 20 4 20 4 programs, instructors and trainee database, Home crafts established No of home crafts established 1 20 2 40 1 Parcels of land procured No of parcels of land procured 1 15 1 15 1 Revamped VTCs No of revamped VTCs 1 50 3 250 1 Upgraded polytechnic structures No of structured courses 3 2 3 2 3 Capitation grant disbursed iNnotr ofd sutcuedde nts benefitting from 1,000 15 1,500 22.5 2,000 capitation grants Monitoring and evaluated VTCs and No of monitoring assessments 12 2 12 2 12 Instructors made Trainees engaged in attachment and No of trainees who are attached 850 3 1500 3 2000 internship programs and on internship Program 4: Information Communication Technology Infrastructure Development Objective: To provide the necessary ICT Network infrastructure and environment for provision of services and information sharing Outcome: County Services provided at Ward level Unified Threat Management Secured data and information resources No of systems/devices protected 1 15 1 7 1 ESyxstteenmsi on and maintenance Departmental level LANs serviced & No of departmental offices fully 10 18 10 20 10 of maintained networked Pdreopcaurtrmemenentatl oLfA INC T ICT equipment, stationeries, tool sets and accessories No of ICT Equipment procured 15 1.5 15 2 15 Equipment, procured No of utility tool sets procured 10 0.6 10 0.8 10 MStaatiinotneenraiensc,e t ooof lIsC aTn LdA Ns LAN in all Ward offices serviced & No LANs in all Wards offices 30 5 30 7 30 Iancfcreassstorruicetsu re at Ward level maintained maintained IP phones serviced & maintained in all No of IP Phones in all Wards 120 0.3 120 0.4 120 Wards maintained Computers serviced & maintained in all No of computers in all Wards 210 3 220 4 230 Wards maintained Scanners/printers serviced & maintained in all Wards No Scanners/ maintained 40 3 43 5 45 ICT Personnel trained in all Wards No of personnel trained in all 33 2.97 33 3.36 33 Internet Available in all Wards AWmaordusn t of bandwidth (10Mb) 30 2.16 30 1.90 30 provided per Ward 78 Programme 5: Automation of County Services Objective: To minimize human interaction through automation of key county services Outcome: A more informed, better served and productive society County Services Automation County integrated Services Automation Approved County integrated 1 1.5 - - - Strategic plan available Automation Strategic Plan County eservices Platform available % of County Services Fully 50 15 70 25 90 automated Eservices portal Upgraded and No of times system is upgraded and 1 2 1 3 1 Maintenance of maintained Programme 6: Digital Transformation Objective: To uplift the social/economic status of the community Outcome: An empowered and prosperous community Digital Transformation Developed Web -based Information No. of Established Management 1 30 - 40 - management System Information Systems Installed learning institution with ICT No. of schools & VTCs installed 108 30 - 50 - infrastructure, with ICT infrastructure, internet and e-learning tools internet and e-learning ICT Training - PPP frameworks to Technology training centers established tNoo los f training centers established 1 50 1 80 1 establish technology training centers through PPP Establish Mombasa Business ICT Hubs set up in Ward Offices No of fully equipped and 5 10 5 15 5 Innovation and Incubation Hubs functioning ICT Hubs Number of e-business startups 2 5 2 6 2 ICT Hubs Personnel in place No of personnel in all hubs 30 22.5 30 25.5 30 Free Wi-Fi available at the ICT Hubs Total bandwidth (20Mb) installed 600 2.16 600 2.17 600 Employment Creation Job Placement Database created A Job Placement Database 1 3 - - - By-laws review Prohibitive by-laws affecting ICT No of prohibitive by-laws reviewed 5 0.5 - - - innovation reviewed 79 List of Development Projects and Costing No. PROJECT DESCRIPTION BUDGETED AMOUNT EARLY CHILDHOOD DEVELOPMENT & EDUCATION 1 Complete the construction of 2 Elimu schools Construction of the on-going 2 Elimu Schools  Digirikani – Mwakirunge Ward/ Kisauni  Chaani – Chaani Ward/ Changamwe 2 Construction of 6 ECDE Centres, each is at a Construction of 4 classrooms per ECD centre, modern washrooms with running water and a different stage of construction. Staff Room in 6 ECDE centers has been ongoing. 23M  Mwangala- Mtongwe Ward/ Likoni  Shika-Adabu- Shika-Adabu Ward/ Likoni  Baraka Voroni – Mwakirunge Ward/ Kisauni  Amani- Mikindani Ward/ Jomvu  St. Mary’s- Mikindani Ward/ Jomvu  R.G Ngala-Tudor Ward/ Mvita 3 Repairs of ECDE Centres Maintenance & repairs at various ECDE Centres 10M 4 Supply of Furniture to newly completed ECDE ECD child friendly tables and chairs; staff tables and chairs & administration office furniture 3M centres for completed ECDE centres. 5 Distribution of Daily lunch to Early Years’ Learners. All 95 public ECDE centers & Special Needs Schools & Units will continue to be supplied with a 84M hot meal for lunch. Improve the learner’s health and growth 6 Supply of ECDE teaching & learning materials All 95 ECDE Centres require teaching & learning materials to enhance the education 4M experience of our learners VOCATIONAL TRAINING & EDUCATION 7 Supply of tools and equipment to Vocational Supply tools and equipment to assist learning in the Vocational training Institutions in 5M Training Centres Mtongwe VTC, Maunguja VTC & Kisauni VTC TOTAL EDUCATION 129M 80 No. PROJECT DESCRIPTION BUDGETED AMOUNT DIGITAL TRANSFORMATION 1. County Network Security Enhancing the Security of the County Network to prevent intrusions and cyber attacks 2M 2. Equipping ICT innovation Hub Kisauni, Equip innovation Hub in Kisauni, Maunguja and Mtongwe VTC with ICT Equipment’s and 50M Maunguja, Mtongwe VTC, with ICT Equipment Tools 3. Expansion of Local Area Network Structured cabling in the remaining county offices; to connect all computers, printers, 25M sharing of data with data centers and users, secured network and data protection in line with Data privacy Act. County call center to receive all emergency cases in Mombasa 4. Document Management System Digitization of County Government documents to create a functional document management 50M system in place for all Couty Departments 5. ICT Help Desk Functional of help ICT desk system to support ICT users within the County Network 2M TOTAL DIGITAL TRANSFORMATION 129M TOTAL DEPARTMENT 258M 81 3.3 Environment & Solid Waste Management 3) Vision A sustainable clean and green environment. Mission To promote an effective and efficient system for a sustainable clean and green environment to the residents of Mombasa County. Strategic Objectives  To promote institutional, legal and regulatory stewardship in Sustainable clean and green environment.  Ensuring compliance to environmental legislation in promoting clean, healthy and green environment within the county.  To minimize waste generation and promote re-use, recovery and recycling and of waste materials and sustainable waste disposal  To promote an enabling environment for transforming Mombasa County towards a climate resilient development  To promote clean and safe energy in Mombasa County. Programmes Costing, Monitoring and Evaluation Matrix Environment & Solid Waste Management Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Programme 1: General Administration, Planning and Support Services Objective: Streamlining operations, planning and Human resources management Outcome: Institutional, legal and regulatory stewardship in Sustainable clean and green environment. Policy advocacy & Policy advocacy & community civic No. of Dialogue Forums conducted 5 1 5 1.2 5 community civic engagements conducted No. of Residents reached 1500 - 3000 - 5000 engagement No. of partners engaged 30 0.8 40 1 50 Office furniture and IT Office furniture and IT equipment No. of Office furniture and IT equipment 20 5 20 5 - equipment procurement procured procurement Enhanced community Conducted community capacity No. of community capacity trainings 2 2 2 2 2 capacity development with building development conducted. emphasis on special needs No. of actors reached 300 - 350 - 400 members No. of Partners involved. 7 - 10 - 15 Establish Grievance redress Environmental grievances No. of grievance management mechanisms 1 1 - - - mechanisms addressed developed. No. of grievance management mechanisms - - 1 1.1 1 reviewed. No. Grievances addressed. 100 1 80 1.1 75 Public acknowledgement of Community environmental actors No. community environmental actors 30 0.2 30 0.2 30 community environmental and goodwill ambassadors identified & recognized actors and goodwill identified and acknowledged No. of community environmental actors 30 0.2 30 0.2 30 ambassadors engaged. No. of community environmental actors 30 0.2 30 0.2 30 incentivized Enhanced linkages with Network of Development Partners No. Stakeholders’ partnership network 1 - - - - Development Partners and and Stakeholders partnerships activated. Stakeholders partnerships linked No. Development partners engaged. 15 1 15 1 15 % Donor Financial flows absorbed. 50% 1 50% 1 50% No. of MoUs signed and implemented 2 0.2 2 0.2 2 Establish multi-sectorial Multi-sectorial partnership No. Government Institutions engaged. 15 0.4 15 0.4 15 partnership established No. County Departments engaged - - 10 1 10 No. NGOs & CSOs 20 1 20 1 20 Own Source Revenue Own Source Revenue streams No. of Noise licenses issued 500 0.5 500 0.5 500 streams enhanced No. of waste management licenses 150 0.2 150 0.2 150 No. of cemetery licenses issued 120 0.05 120 0.15 120 Human Capacity needs Human Capacity needs assessed No of conducted Human capacity needs 850 10 860 11 870 assessment assessment. Staff human capacities Staff human capacities developed No. of human capacities assessment 72 1 - - - development. conducted No. Staff trained 120 8 125 10 130 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target % increase in essential service delivery in solid 60% 100 70% 120 80% waste management Establish an Occupational Occupational Safety & Health No of Occupational Safety & Health - - 1 1 0 Safety & Health Management Plan prepared Management Plan developed Management Plan No. OSH workplace guidelines developed. - - 1 0.5 - No. OSH Training conducted. 3 1 3 1 3 % Staff with OSH gears. 10% 3 20% 3 25% %. of staff first aiders & OSH officers 10% 1.5 12% 1.8 13% Human Resources Staffing establishment prepared No. of staff increased 300 10 300 10 300 management plan Programme 2: Environment Compliance and Enforcement Objective: Ensure compliance with environmental laws and regulations & enhancement of city and urban aesthetics. Outcome: Ensuring compliance to environmental legislation in promoting clean, healthy and green environment within the county. Establish a Mombasa Policy Document Developed Policy Document Developed 1 1 - - - Environmental Protection Policy Develop a Noise nuisance Noise nuisance regulations Noise nuisance regulations developed 1 1 - - - Regulation developed Enhance environnemental Strengthened environnemental No. of environmental compliance surveillance 50 1 50 1 50 compliance surveillance & compliance surveillance & conducted enforcement enforcement No of reports developed 500 0.2 500 0.2 500 Roll out county monthly monthly clean-up campaign rolled No. of County Monthly clean-up campaign 10 2 10 2 10 clean-up campaign out done County & City Open spaces City Open spaces Beautified Roundabouts beautified 8 2 - - 2 Beautification No roads beautified 30 2 30 2 30 Establishment of and Urban parks established No. of parks established 1 2 - - 1 Enhancement of Urban parks Establishment and Existing cemeteries enhanced No. of Cemeteries enhanced 10 2 10 2 - enhancement of current New cemeteries established No. of new cemeteries established - - 1 5 - cemeteries. Programme 3: Solid Waste Management Objective: To promote and facilitate prevention of solid waste generation through sustainable waste management systems Outcome: Minimized waste generation and promote re-use, recovery and recycling of solid waste materials and sustainable waste disposal Review of Mombasa County Mombasa County Solid Waste Mombasa County Solid Waste Policy in place 1 2 1 2 1 Solid Waste Policy Policy reviewed Amendment of Mombasa Mombasa Solid Waste Management Mombasa Solid Waste Management Act in 1 1 1 1 1 Solid waste management act Act amended place Waste truck compactors purchased No. of waste truck compactors 4 60 4 60 4 Bulldozers purchased No. purchased bulldozers 1 50 1 50 1 84 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Enhancement of waste Waste segregation receptacles and No. purchased waste segregation receptacles 3000 3 2000 2 1500 collection facilities and bins purchased and bins equipment. Cleansing tools purchased No. Purchased Cleansing tools 600 10 600 10 600 Machineries purchased No. of machineries purchased 6 50 6 50 6 Workshop tools, spares and small No. of workshop tools, spares and small 30 50 30 50 30 equipment purchased equipment purchased Establishment of waste Waste collection points established No. of waste collection points 30 100 60 120 90 collection points Waste collected at each point No. tonnage waste collected at each point 30 100 35 105 36 Waste disposed at landfill No. tonnage disposed at landfill 1000 150 1100 160 1200 Truck collection shifts done No. truck collection shifts 40 150 50 160 60 Customer satisfaction survey % Increment in customer satisfaction index 3% - 3% - 30% conducted Solid waste management Solid waste management access No of access road established at the dumpsite 4 900 4 900 4 access road infrastructure road infrastructure upgraded upgrade Landfill utilization plan Utilization plan developed No. of utilization plans developed 1 2 1 2.2 1 Development of a circular Partner’s up taking the circular No. Partner’s up taking the circular model 6 3 12 6 18 economy model for the model county Household adopting the circular % of household adopting the circular 10% - 12% - 15% economy model economy model Establish Community Established Community Material No. of community MRF established 3 90 3 90 3 Material Recovery facility Recovery facility Recovered materials No. of recovered materials tonnage 200 - 250 - 300 Material characteristics recovered % Material characteristics recovered 5% 10% 15% Recovered material recycled % of recovered material recycled 5% - 10% - 15% Establish County Waste County waste recycling centre No. county waste recycling centre established 1 500 1 500 1 Recycling centre established Establish waste incineration Established waste incineration No. of waste incinerators 1 50 1 50 1 Vehicle service maintenance Efficient & serviced vehicles No. vehicles serviced & maintained 30 50 30 50 30 Lubricants and fuel consumed No. Ltrs of lubricants and fuel consumed 600L 180 600L 185 600L Upgrading dumpsite to Sanitary landfill established Acres of dumpsite land converted into a 1 100 1 100 1 sanitary landfill sanitary landfill Construction of weigh Weigh bridge constructed No. weigh bridge constructed 2 40 1 20 1 Bridge Strengthen stakeholder Stakeholder partnership networks No. partnership networks activated 30 5 30 5 30 partnership network strengthened Programme 4: Renewable Energy (Energy) Objective: To promote efficient uptake of green energy production and usage. Outcome: To promote an enabling environment for transforming Mombasa County towards a climate resilient development. 85 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Establishment of Mombasa Drafted Mombasa Sustainable Energy Mombasa Sustainable Energy Policy and Act in 1 5 - - - Sustainable Energy Policy and Policy and Bill place Bill Technical Working Groups in energy No. Established Technical Working Groups in 1 2.5 1 2.5 1 established energy No. Focused Group Discussions No. Focused Group Discussions 4 1.0 4 1.0 4 Establish and operationalize Operational Renewable energy unit Renewable Energy unit in place 5 7.0 - 1.5 - an Energy Unit Officers deployed in Sub-Counties No. of officers deployed in Sub-Counties 10 - 12 - 18 Development and Sustainable energy action plan Sustainable energy action plan developed and 1 15 - - - operationalization of developed and operationalized operationalized Mombasa County Sustainable No. identified Energy resources in the No. identified Energy resources in the county 4 1 - - - Energy Action Plan county No. Developed energy resources No. Developed energy resources spatial 4 1 - - - spatial mapping mapping Conduct County energy No Conducted energy surveys No Conducted energy surveys 1 10 1 10 1 surveys No. developed County Energy needs No. developed County Energy needs profile 1 - 1 - 1 profile Development of Energy Audit Developed Energy Audit Tool Kit Energy Audit Tool Kit in Place 1 8 - - - Tool Kit No. reviews of energy audit toolkit. - - 1 4 1 Community Capacity Conducted Community Capacity No. community forums conducted. 2 1 2 1 2 Development on Sustainable Development on Sustainable energy No. of residents reached. 300 - 350 - 400 energy options options No. of partners collaborated 5 5 5 Development of Community Developed Community Sustainable No. energy solution initiatives developed. 2 2 2 2 2 Sustainable energy solutions energy solutions No. of community solar integrated power box 1 50 1 50 1 installed No. solar flood lights in markets, schools, 10 - 10 - 10 informal settlements No. of Refuse Derived Fuels (RDF) plants 3 100 3 100 3 established No. of energy saving cooking jikos distributed 10,000 30 10,000 30 10,000 No. of beneficiaries reached. 10,000 - 10,000 - 10,000 No. of partners engaged. 10 2 10 2 10 No. PPP & Community agreements developed 1 1 1 1 1 Establishment of an Energy Established Energy Resource Centre No. of energy centres established 1 100 1 100 1 resource center for No. Established Renewable Energy Innovation 1 5 1 5 1 promotion of energy hubs efficiency and conservation Strengthen linkages to Developed network to financial & No. of financial partners involved. 10 3 10 3 10 financial & green investments green investments partners No. of green investments developed. 1 5 1 5 1 developing partners. Programme 5: Climate Change Objective: To provide an enabling environment for transforming Mombasa County towards a climate resilient development. Outcome: Mainstreaming Climate Change into the County development and sectoral Planning and Budgeting 86 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Climate change policy & Established Climate Change Unit No. of units established 1 2 - - - strategy County Climate Change Policy No. of County Climate Change policy review - - 1 2 - Reviewed Drafted County Climate Change Act County Climate Change Act in place 1 1 - - - Draft County Climate Change Fund County Climate Change Fund Act in place 1 1 - - - Act Developed County Climate Change County Climate Change Action Plan in place 1 1 - - - Action Plan Inception and validation workshop No. of inception and validation workshop 1 0.3 - - - held Action plan reviewed No. of action plan reviews - - - - - Developed county long term low No. of county long term low carbon strategy - - 1 1 - carbon strategy developed No. GHG inventory Developed No. of GHG inventory Developed - - 1 5 - Conduct Greenhouse Gas Greenhouse Gas (GHGs) carbon Conduct Greenhouse Gas (GHGs) carbon - - 1 0.4 1 (GHGs) carbon emission emission survey conducted emission survey survey Industrial Sector GHG Carbon No. of Conducted Industrial Sector GHG - - 1 0.4 1 emission survey conducted Carbon emission survey. Solid Waste Sector GHG Carbon No. of Solid Waste Sector GHG Carbon - - 1 0.4 1 emission survey conducted emission survey conducted Adoption of Climate Change Climate Change Data visualization No. of adopted Climate Change Data - - 1 2 - Data visualization & & modelling tools adopted visualization & modelling tools modelling tools Capacity building on Capacity building conducted No. of persons capacity built 1 0.4 1 0.4 1 climate finance Climate Budget Review reports No. Climate Budget Review reports developed 1 - 1 - 1 developed Establish a multi-sectorial Technical working groups No. of technical working groups Established 1 - - - - technical working group established Operationalize a multi- Operationalized technical working No. technical working groups engagement - - 3 0.3 3 sectorial engagement of groups engagements sessions technical working group. Establish a Climate Established Climate Information No. of Climate information system established - - - - 1 Information Management Management System. System. Mangrove ecosystem Mangrove ecosystem restored No. Mangrove trees planted. 0.2 10 0.2 10 0.2 GIS Mapping conducted No. of acreage land area restored 2 0.1 2 0.1 2 Mangrove demonstration site No. mangrove demonstration sites adopted - - 1 3 - developed Established mangrove ecotourism No. mangrove ecotourism parks. - - 1 2 - parks 87 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Community awareness on Enhanced Community Resiliency No. of Community awareness on climate 4 1.5 4 1.5 4 climate change resiliency change conducted enhancement Establishment of a riparian Established of a riparian natural % Acres of riparian natural buffer-zone - - 20% 5 30% natural buffer-zone buffer-zone established Rivers & Riparian Land Rivers & riparian land restored No. Rivers Rehabilitated 1 5 1 5 1 Recovery, Rehabilitation and River rehabilitated No. Kms River rehabilitated 1Km - 1Km 0 1Km Restoration Riparian land rehabilitated % Riparian land rehabilitated 20% - 25% 0 30% Conduct stakeholder Conducted stakeholder Mapping No. stakeholder mapping conducted 1 0.15 - - - Mapping Establish a stakeholder Established stakeholder partnership No. Established stakeholder partnership 1 - - - - partnership network network network No. stakeholder partnership network 1 0.3 - - - operationalized List of Development Projects and Costing Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost (Kshs) Indicators (Start- End) Agencies Procurement of Mvita To enhance Improved service Number double FY 24-25 CGM 30M Supervision/Service Double operational efficiency delivery. cabin pick-ups Cabin Pick-Up Vehicles and coverage by acquiring one double cabin pick-up vehicle for each subcounty Purchase of compactor trucks Mvita To strengthen waste Improved efficiency Number of FY 24-25 CGM 105M management in waste collection compactors capabilities and transportation processes Phase 2 Maintenance of sanitary Mwakirunge To expand and Enhanced overall Acreage covered FY24-25 CGM 120M landfill in Mwakirunge enhance the waste management developed sanitary infrastructure for landfill facility safer and more responsible waste disposal. 88 Project Name Location/ Ward Objective Output/ Outcome Performance Time Frame Implementing Cost (Kshs) Indicators (Start- End) Agencies Construction of the Material Likoni To establish a new Improved resource Completion % FY24-25 CGM 80M Recovery Facility facility dedicated to conservation the recovery and processing of recyclable materials Acquisition of modern street Mvita To enhance aesthetic Enhanced street Number of modern FY 24-25 CGM 30M cleaning vehicles and appeal cleaning street cleaning vehicles Total 365M 89 3.4 Finance and Economic Planning Vision Excellence in financial management and economic planning Mission To provide leadership in financial management, economic planning, policy formulation, coordination and implementation of sound economic policies and giving technical guidance to Departments on Financial and Economic Planning matters for sustainable development. Strategic Objectives  Provide leadership and coordination in county development planning, policy formulation and management  Prudently mobilize and manage resources  Ensure accounting and safeguarding county assets  Design effective, efficient and secure systems of collecting revenue  Ensure compliance with policies, standards, procedures and applicable financial and procurement laws and regulations  Development risk management strategies and implementation  Monitor progress of implementation of all policy documents and development projects. Programmes Costing, Monitoring and Evaluation Matrix Finance and Economic Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To strengthen capacity of the sector to undertake its mandate Outcome: Improved service delivery Service Delivery Technical staff recruited No. of technical staff recruited 5 4 10 8 5 4 Staff trained No. of staff trained 150 5 150 5 170 7 Performance contracts signed No. of Directorates/ 7 1 7 1 7 1 Divisions on PC Performance appraisals signed No. of Directorates/ 7 1 7 1 7 1 Divisions on PC County Emergency County Emergency County Emergency 1 200 1 250 1 300 Fund Services Fund in place Fund Services Programme 2: Financial Management Services Accounting services Financial reports produced in No of quarterly financial reports 4 4 4 4 4 4 conformity with the PFMA produced in conformity with the PFMA Integrated real time accounting An Integrated real time 1 50 - - - - system in place accounting system Cash flow % Increase in cash flow 55 5 60 5 65 5 managed management Pending bills managed % of relative pending bills 55 2 60 2 70 2 settled Supply Chain Management Public procurement laws and Level of compliance with public 40 1 50 1 60 1 Services regulations compliance procurement laws and regulations Automated assets management An integrated automated assets 1 50 - - - - system management system in place County assets safeguarded Updated county assets register 1 1 1 1 1 1 Proportion of county assets 20 1 70 1 80 1 safeguarded and managed County supplies managed Proportion of county supplies 20 1 70 1 80 1 safeguarded and managed Resource Mobilization Integrated Automated revenue A fully integrated automated 1 250 - - Services collection system revenue collection system implemented Resource mobilization framework A resource mobilization strategy 1 - - formulated and implemented Percentage increase in local 10 2 10 2 10 2 revenue collection Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost % Increase in external funding - 2 20 2 10 2 as a percentage of county revenue Risk Management Services Risk management framework Risk management framework 1 20 - - - - developed Risk management reports in place Risk management reports 1 1 1 1 1 1 developed An Unqualified audit reports in 1 2 1 2 1 2 place Programme 3: Economic Planning, budgeting and Policy Coordination Objective: To improve the coordination of policy formulation, planning, budgeting, & implementation in the County Outcome: Enhanced policy planning, budgeting, implementation, monitoring and evaluation in the County Economic Planning and Policies and Development plans No. of Policies and Development 5 16 5 1 5 1 Policy prepared plans in place Coordination SDGs implementation report SDGs implementation report in 1 1 1 1 1 1 place Stakeholders/citizens Engagement A stakeholders/ citizens - 5 1 - 1 - framework Engagement framework in place CIDP implementation mechanism A CIDP implementation - 5 1 - 1 - coordination mechanism in place Sectoral capacity building report A sectoral capacity building - 2 1 2 1 2 report on planning and budgeting Budget preparation County Budget Review & Outlook % Absorption of allocated funds - 2 90 2 100 2 coordination Paper Audit Reports Levels of compliance with the 90 2 100 2 100 2 budgetary preparation timelines Public participation / stakeholders’ % Increase in the 90 2 100 2 100 2 reports participation of the state and non-state actors in the budget cycle Sectors PBB capacity building No of PBB capacity building 1 2 1 2 1 2 Training reports Trainings County Statistics and County statistical office established A County statistical office in 1 20 - - - - research place County Statistical Abstract A County Statistical Abstract in 1 8 1 - 1 - developed place Research conducted No of quarterly researches 4 2 4 2 4 2 92 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost MOUs signed No of Partnerships and 5 3 5 3 5 3 collaborations with academic institutions on research Monitoring and CIMEs operationalized An automated County Integrated 1 50 1 - 1 - Evaluation Monitoring and Evaluation System (CIMES) Monitoring and evaluation A Monitoring and Evaluation 1 4 1 - 1 1 Framework in place framework An M&E indicator handbook in A Handbook of reporting 1 4 1 - 1 - place indicators Decentralized M&E committees in No of Decentralized M&E 12 2 12 2 12 2 place committees Project Implementation Framework A Project Implementation 1 4 1 - 1 1 in place Framework Programme 4: Investment Promotion Objective: Image building to promote Mombasa as the leading investment hub Outcome: Increased investment opportunities Investment promotion Industrial Park/ Special economic No. Industrial parks 1 40 - 30 - 30 zone County job index A county job index report - - - - - - Investor facilitation and set up. No. investor certificates issued - - 2 0.25 2 0.25 Programme 5: Mombasa Investment Corporation (MIC) Objective: Efficiency in service delivery Outcome: Mombasa as an investment hub General Administration Staff capacity built No. of staff trained 50% 5 75% 5 100% 5 Planning and Support Staff and job needs’ analysis in A report on Staff and job needs 1 2 - - 1 3 Services place (Gaps) analysis A guideline on MIC schemes of A guideline on MIC schemes of 1 2 - - 1 3 service and remuneration in place service and remuneration developed Human Resource Policy No. of Human resource policies 1 5 - - - - developed Human resource manual plan No. staff recruited 10 40 10 40 10 40 Gender mainstreaming report No. of Gender mainstreaming 1 2 - - - - reports developed Record and personnel management Record and personnel 1 8 - - - - system management system developed Improved mobility for service No. vehicles acquired 1 7 1 8 - - delivery 93 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Project Finance, Research & Create linkages with providers of -No of providers linked with 1 10 - - 1 10 Innovation credit, finance, capital by means -No of surveys done other subscription of loans or share -No of financial instruments capital or otherwise for industrial, received commercial or other undertakings - % increase in investments in the county Building on the County’s credit No of financial institutions 1 10 - - - - worthiness willing to finance Performance index Access to credit, finance and capital % increase in investments 1 5 1 5 1 5 for business enterprises Enhancement of County generated No of investments established in 1 5 1 5 1 5 revenue the county % Increase in County revenue Competitiveness of County No of investments established in 1 5 1 5 1 5 investments the county Coordination of funding for No of strategic interventions 1 5 1 5 1 5 county-wide strategic interventions initiated Research and innovations Research reports on County 1 10 1 10 1 10 ecosystem for county investments investments developed Provide and disseminate up-to-date Investment publications 1 5 1 5 1 5 data and information on incentives developed available to investors Develop an investment pipeline of An investment pipeline of 1 5 - - 1 5 County Projects County Projects developed Strategy & Investment Investment portal Investment portal developed 1 5 - - - promotion Investment exhibitions/forums No. investment 4 10 4 10 4 10 exhibitions/forums organized Investment policy Investment policy developed 1 10 - - - - Increase in the No. investors Percentage increase in the No. 40% 5 50% 7 75% 10 investors Brand book Brand book developed 1 2 - - - - Investment guideline Investment guideline developed 1 5 1 5 1 5 Increase in the No. businesses % increase in the No. businesses 1 5 1 5 1 5 registered Ten-year investment promotion Ten-year investment promotion 1 10 - - - - strategy strategy developed 94 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Partnerships & networking Partnership database Partnership database developed 1 10 1 10 1 10 Partnership linkages No. linkages with partners 40% 10 50% 15 75% 20 Sister cities linkages No. sister cities engaged 3 2 3 2 3 2 Initiate strategic interventions No. strategic interventions 5 5 5 5 5 5 initiated Investor database Investor database developed 1 3 1 3 1 3 List of Development Projects and Costing PROJECTS Sub County/Ward Estimated cost Creditors All Wards 600,000,000 Revenue Automation and enhancement All Wards 230,000,000 Research, Feasibility Studies, Project Preparation and Design, Project Amalgamating of the various revenue streams All Wards 25,000,000 Refurbishment of Office and service stations All Wards 30,000,000 Total 905,000,000 95 3.5 Health Services Vision A leading County with a healthy and productive community. Mission To provide the highest attainable standards of quality, responsive and comprehensive health care services to all citizens through innovative, efficient and effective health systems. Strategic Objectives  Improve geographical access to health care services  Improve quality and responsiveness of health care services  Increase demand for quality health services  Strengthen monitoring and evaluation of health services  Enhanced innovation and evidence-based health care  Improved overall health outcomes Programmes Costing, Monitoring and Evaluation Matrix Health Services Programmes Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning, M&E and Support Services Objective: To enhance institutional framework for efficient and effective service delivery Outcome: High quality service delivery in an informed supportive and conducive environment General administration Governance structures in Number Governance 5 2 5 2 5 2 &support services place structures in place Policy Planning; Health Review and development Strategic planning and 8 14.7 5 9.2 8 14.7 Information M&E of strategic plans and documents in place Developed policies (CIDP; CHISSP, APD; AWP; APR; SWG; PBB&: HRH strategic plan, Referral by pass policy Health care Financing Revenue collected Amount of own source 1280 - 1300 - 1300 - revenue Health Products &technologies Consistent and adequate No. facilities with all tracer 46 - 46 - 46 - supply of commodities commodities/technology HRH Staff performance Percentage of performance 100 - 100 - 100 - appraisal system contract signed implemented Quality &Standards Customer satisfaction No. Customer satisfaction 47 0.884 47 0.9724 47 1.06964 survey conducted survey disseminated Health Research Number preliminary No. preliminary research 4 0.5 4 0.54 4 0.58 research reviews quarterly meetings conducted Infrastructure & development Upgraded facilities No. facilities upgraded as per 2 10 2 710 2 20 the infrastructure norms and standards (three level 4; three level 3 & four level 2 Programme 2: Curative and rehabilitative health services Objective: To offer quality curative and rehabilitative services Outcome: Improved quality service delivery in an informed supportive and conducive environment Sub County and referral Improved access to No of fully functional 1 12.5 1 12.5 1 12.5 facilities & Primary health emergency and specialized ambulances, care facilities care Accident and emergency infrastructure Functional Call Centre 1 10 - - - - (Emergency response network infrastructure) Increased access to clinical Establish specialized facilities 2 10 2 10 - - servicers Improve patient safety Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Improved medical waste Constructed incineration 1 12 1 12 - - management Facilities & PPP engagement for Microwave management in place Mental Health and MAT Upgrade Portreitz mental Portreitz Mental Hospital in - - 1 50 - - unit to stand alone mental place Hospital No. inpatient drug & 1 40 1 40 - - substance facilities in place Programme 3: Preventive and promotive Health Services Outcome Reduce incidences of preventive diseases and illness Objective: To increase access to quality effective promotive and preventive health services Environmental, Public, School Reduced water borne Number of diarrhoea cases 57208 72.84 54208 80.93 51630 39.23 and Community Health diseases treated Increased community Number of community units in 10 7.1 10 7.2 10 7.7 health units place Programme 4: Special Programs Outcome: Improved health status of the individual, family and community Objective: To increase access to quality effective promotive preventive and curative/rehabilitative services Reproductive, maternal, Reduced maternal Maternal mortality 172/100000 68.2 152/100000 75 132/100000 82.5 neonatal and child Health mortality rate/100000 Reduced cases of gender- GBV cases reduced 3702 18 3516 19.8 3341 21 based violence HIV/AIDS Prevention and Reduced HIV Prevalence HIV prevalence reduced 5.7% 41 5.65% 45 5.6% 50 Control/ Methadone Assisted Therapy (Special program) And Substance Abuse Malaria Prevention and Reduced Malaria positivity Malaria positivity rate reduced 2.6 21 2.6 23 2.4 25 Control ((Special program) rate Tuberculosis Prevention and Improved TB treatment TB treatment success rate 85.5% 43 85% 47 84.5% 52 Control success rate improved 98 List of Development Projects and Costing Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Kongowea Health centre Kongowea To improve Improved access to Refurbished and secured July 2024 to CGM 10M refurbishment and construction of quality of service quality primary facility June 2025 perimeter wall health care services Procure Generators for Vikwatani Various To ensure Improved access to No. of generators procured July 2024 to CGM 25M Outreach, Chaani Outreach, continuous quality primary June 2025 Mtongwe, Mlaleo Health Center, provision of health care services Kaderbhoy Dispensary quality service Kaderbhoy Dispensary Old Town/Mvita SC To improve Improved access to Refurbished and secured July 2024 to CGM 8M refurbishment and completion of quality of service quality primary facility June 2025 construction of perimeter wall health care services and Improved security Construction of Perimeter wall at Shika Adabu/Likoni To enhance Improved security Secured facility July 2024 to CGM 4M Shika Adabu Dispensary SC security of June 2025 facility Construction of Perimeter wall at Mwakirunge/Kisauni To enhance Improved security Secured facility July 2024 to CGM 19M Maunguja Dispensary SC security of June 2025 facility Refurbishment of Bamburi Kadzandani/Nyali SC To improve Improved access to Refurbished facility July 2024 to CGM 10M Dispensary quality of service quality primary June 2025 health care services Completion of construction of Mvita SC To improve Improved access to Completed facility July 2024 to CGM 4M Mvita Health center quality of service quality health care June 2025 services Construction of a stand-alone Airport ward/Portreitz To improve Improved access to Established mental hospital at July 2024 to CGM/PPP 75M mental hospital access to quality quality mental Portreitz June 2025 mental health healthcare 99 Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Refurbishment of Maweni Mkomani/Nyali SC To improve Improved access to Refurbished facility July 2024 to CGM 7M Dispensary and Vertical drains quality of service quality primary June 2025 health care services Refurbishment of Tudor Sub- Tudor/Mvita SC To improve Improved access to Refurbished facility July 2024 to CGM 14M County Hospital quality of service quality health care June 2025 services Refurbishment of Likoni Sub- Timbwani/Likoni SC To improve Improved access to Refurbished and secured July 2024 to CGM 12M County Hospital and construction of quality of service quality health care facility June 2025 Perimeter wall and security of services and facility Improved security Construction Of Shika Adabu Likoni Sub County To improve Improved access to Female Rehabilitation Centre July 2024 to CGM 20 M Female Rehabilitation Centre access to quality quality mental established June 2025 (Shonda) mental health healthcare Refurbishment of Miritini MCM Miritini/Jomvu SC To Improve Improved access to Refurbished and secured July 2024 to CGM 15M Clinic and construction of access to quality quality primary facility June 2025 Perimeter wall primary health health care services care services and secured facility Establish of Marimani In-patient Kisauni Sub County To improve the Improved access to  Rehabilitation Centre July 2024 to CGM 30 M Rehabilitation Centre Perimeter quality of mental quality mental established June 2025 wall and installation of ICT health care health care services  ICT (CCTV) equipment’s services equipment installed Expansion of Marimani Dispensary Kisauni Sub County To Improve Improved access to Marimani Dispensary July 2024 to CGM 10 M access to quality quality primary Expanded June 2025 primary health health care services care services Refurbishment of Innoculation Mvita SC To improve Improved access to Refurbished and secure facility July 2024 to CGM 9M Centre and Perimeter wall at Health access to quality quality healthcare June 2025 headquarters healthcare 100 Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Completion of perimeter wall at Changamwe SC To enhance Improved security Secured facility July 2024 to CGM 3M Magongo Dispensary security of June 2025 facility Upgrading of Chemotherapy unit at Tononoka ward To improve Improved access to Upgraded Chemotherapy unit June 2023 to CGM/PPP 30M CGTRH access to quality quality healthcare at CGTRH July 2024 healthcare Refurbishment of Mikindani MCM Mikindani/Jomvu SC To Improve Improved access to Refurbished facility July 2024 to CGM 7M Clinic access to quality quality primary June 2025 primary health health care services care services Construction of maternity block at Miritini/Jomvu SC To Improve Improved access to Maternity block constructed July 2024 to CGM 15M Miritini CDF health center access to quality quality primary June 2025 primary health health care services care services Construction of perimeter wall at Chaani/Changamwe To enhance Improved security Secured facility July 2024 to CGM 20M Chaani, Vikwatani, Mtongwe and SC security of June 2025 Mlaleo outreach Hospitals facility Total 347M 101 3.6 Lands, Housing & Urban Planning Vision A well-managed environment where land resources are well planned and utilized sustainably to create wealth for the citizens of the county. Mission To facilitate attainment of high quality of life for its residents of the county through planning, land administration and provision of clean, adequate and affordable housing. Strategic Objectives  Promotion of sustainable urban and Land use planning  Improvement of land management in the county  Regularization of all informal settlements’ schemes  Improvement on the condition of all county Housing estates  Servicing and improvement of existing level of infrastructure in all planned informal settlements  Enhancing departmental service delivery Programmes Costing, Monitoring and Evaluation Matrix Lands, Housing & Urban Planning Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To enhance departmental service delivery Outcome: Enhanced departmental service delivery General administration Staff trained No. of staff trained 10 1.5 10 1.5 10 1.5 Workstation installed No. of functional Work station 1 5 - - - - installed. Vehicles acquired No. of vehicles acquired 1 6.5 1 6.5 1 6.5 Technical staff recruited No. of Technical staff recruited 10 10 10 10 10 10 Staff Promoted No. of Staff Promoted 30 8 3 1 3 1 Stationery and equipment No. of Stationery and equipment - 5 - 5 - 5 acquired acquired Programme 2: Urban and Land use Planning Objective: To promote sustainable urban and Land use planning Outcome: Enhanced urban and land use planning Land use Planning County zoning Plan finalized County Zoning Plan in Place 1 10 - - - - County Spatial Plan Formulated CSP in place 1 100 - - - - Satellite cities Plans Prepared No. of Satellite cities plans prepared 1 20 1 20 1 20 ISUDP Implemented No. of projects in ISUDP 1 10 1 10 1 10 implemented Mombasa Gate city Master Plan Mombasa Gate city Master plan in 1 5 1 5 - - Approved place Awareness on development No. of awareness on development 1 2.5 1 2.5 - - control and enforcement created control and enforcement conducted EDAMS fully implemented Functional EDAMS in place 1 3 1 3 1 3 Advisory plans for the upcoming Subject plans that provide key 1 15 1 15 1 15 SEZ and MIP projects, Human linkages with the city Settlement and other Related Infrastructure Related Projects Programme 3: Provision of security of tenure Objective: To regularize all informal settlements schemes Outcome: Enhanced security of tenure Security of Tenure Advisory plans prepared No. of Advisory plans prepared 2 8 3 12 4 16 Land rights Capacity building No. of Land rights Capacity building 1 3 1 3 1 3 programmes conducted programmes conducted Squatter database created Squatter database In Place - - 1 1 1 1 Programme 4: Land Management Objective: To effectively improve land management in the county Outcome: Enhanced land management Land Administration Land Policy Formulated, Land Policy in Place 1 3 - - - - County land records digitized No. of land records digitized 1 3 - - - - Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost No. of new properties updated in the land registry Data storage Equipment acquired No. of data storage equipment - - 1 5 - - acquired GIS lab established Functional GIS lab in Place 1 90 - 15 - 15 Sectional properties mapped No. of Sectional properties mapped 1200 units 1 1200 1 1200 units 1 units Civic education conducted No. of Civic education programmes 2 1.2 2 1.2 2 1.2 conducted Programme 5: Urban renewal Objective: To improve on the conditions of county housing estates Outcome: Upgraded County housing estates Redevelopment of county County Housing policy County Housing policy in Place 1 3 - - - - housing estates formulated County Housing estate serviced No. of County Housing estate 2 5 2 5 2 5 serviced Informal Settlements Settlement scheme serviced No. of settlements schemes serviced 1 50 2 100 2 100 Servicing List of Development Projects and Costing Project Name Location/ Ward Objective Output/ Performance Indicators Time Frame Implementing Cost (Kshs) Outcome (Start- End) Agencies Security of Tenure & Squatter Likoni , Kisauni To Empower Improved Approved development Plans July 2024- June County 200M resettlement Citizens with livelihoods for 2025 Government of Jomvu & Changamwe ownership the beneficiaries Mombasa, documents Enhanced National economic Government activities , National Land Commission, Development Partners Establishment of a GIS lab Mvita Planning, storage Availability of GIS lab July 2024- June County 90M and automation of land and retrieval of data 2025 Government of management system data Mombasa 104 Project Name Location/ Ward Objective Output/ Performance Indicators Time Frame Implementing Cost (Kshs) Outcome (Start- End) Agencies Development Partners Mass Housing Project Tudor, Changamwe, Provision of Provision of Increased housing stock July 2024- June CGM & PPP 1.5B Nyerere, Khadija, affordable housing decent and 2025 Kizingo, Anderson affordable Gardens, Kikowani housing Estates Servicing and improvement Likoni July 2024- June County - of existing level of Changamwe, Kisauni 2025 Government of infrastructure in all planned Mombasa informal settlements National Government Development Partners Development of Land use Kisauni Ensure optimal use Well planned One satellite town plan. July 2024- June County 20M plans of Land for Urban Spaces 2025 Government of Development Mombasa National Government Development Partners Total 1,810M 105 3.7 Public Service Administration, Youth, Gender, Social Services & Sports Vision Effective and efficient leadership in the management of County Affairs. Mission To enhance coordination of government programmes for efficient and effective service delivery and enhance teamwork within the government departments; and sustainable and equitable social economic empowerment of the County residents. The sector mandate is to ensure effective human resource management and development, decentralization of county administration and service delivery and public participation and civic engagements. The main objective of the sector is to provide effective and efficient leadership in the management of the public service affairs of the county government of Mombasa, with our clarion call is “serikali na Huduma mashinani”. Strategic Objectives  To enhance decentralization of service delivery to the village level  To improve service delivery  To strengthen Public Participation and Civic Education  To ensure effective and efficient human resource management and development  To improve disaster management in the County  To enhance enforcement of county laws and policies  To promote sports development and nurture sports talent in the County.  To support youth, women and persons with disability with startup kits.  Accounting and safeguarding of county assets in the department.  Design effective, efficient and secure systems of collecting revenue from the social halls and sports facilities.  To develop and enact County policies and bills which promote sports, social protection for children, elderly and vulnerable groups.  To undertake entrepreneurship development through capacity building for sports personnel, youth, women and persons living with disability.  Generating employment for youth through Governor’s Airlift Program. Programmes Costing, Monitoring and Evaluation Matrix Public Service Administration, Youth Gender & Sports Programmes Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To Improve service delivery Outcome: Enhanced service delivery General Administration Automation of services No of service automated 1 2 1 2 1 2 delivery centres ICT equipment provided No of ICT equipment provided 20 2 10 1 10 1 Improved performance % of performance improvement 10 1 10 1 10 1 management achieved Improved service No. of service delivery 2 2 2 2 2 2 delivery programs implemented Enhanced No. of publications released 4 1 4 1 4 1 communications, media and public relations Communication No of 2 2 2 2 2 2 strategies Communication developed and strategies implemented developed and implemented Record Management Policy document Records Management policy 1 2 0 0 1 2 developed Digitized record % of records automated 1 2 1 2 1 2 management Coordination and Streamlined government Guideline for coordination of 1 1 0 0 0 0 communication operations operations in public service Monitoring report Efficiency monitoring report 1 1 1 1 1 1 prepared County Executive Policies reviewed and No of policies reviewed and 10 1 10 1 10 1 Committee approved approved by cabinet Affairs Intergovernmental MOUs implemented Number of 5 5 5 5 5 5 relations, Local Partnerships and collaborations and operationalized International Collaborations MV 2035 Programmes/ projects No of MV 2035 3 2 3 2 3 2 programmes implemented programs/projects implemented Programme 3: County Public Service Board Objective: Improving human resource management practices Outcome: Competent performance for service delivery Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Human Resource planning -Integrated - No of HRM Plans and 1 2.5 2 5 2 5 Human Resource plan policies developed developed - Reviewed Organizational structure Recruitment and selection Staff recruited No. of staff recruited - 2 - 2 - 2 Disciplinary control Disciplinary cases No of cases concluded 10 2 10 2 10 2 handled Employee Relations Good employment Reduced number of industrial - 3 - 3 - 3 relations actions Productivity and performance Performance - Performance management 1 3 1 2 1 2 improvement management framework framework in place adopted and - No of advisories issued implemented - Rewards and sanction policy - Level of compliance - Performance management tools developed Programme 4: Compliance and Quality Assurance Objective: To improve Human Resource Management Practices Outcome: Competent performance for service delivery Corruption prevention Civic awareness and No. of awareness and education 1 1 1 1 1 1 education forums held forums conducted Compliance Report Report submitted 1 0.5 1 0.5 1 0.5 submitted to the County Assembly Staff Sensitized on No of staff sensitized 1 0.5 1 0.5 1 0.5 corruption prevention Policies developed No of policies developed 1 2 1 2 1 2 Corruption prevention No of corruption prevention 1 0.5 1 0.5 1 0.5 committees committees operationalized operationalized Complaints management Complaint management Baseline survey on grievance 1 1 1 1 1 1 level established handling and feedback mechanism Conducted Grievance handling No of Grievance handling 1 1 1 1 1 1 conducted forum conducted 108 Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Alternative Dispute No. of alternative dispute 1 0.5 1 0.5 1 0.5 Resolution mechanism resolution mechanism created established complaints handling complaints handling 1 2 1 0.5 1 0.5 information system information system in place developed and implemented Complaints Policy and Policy developed 1 2 0 0 1 2 guidelines developed Maladministration No of awareness campaigns on 1 1 1 1 1 1 awareness conducted maladministration conducted Monitoring and Evaluation M&E reports No. of reports produced 4 1 4 1 4 1 Programme 5: Youth Affairs Objective: To empower youth Outcome: Empowered Youth Youth Economic Empowerment Youth trained on No. of Youth trained on 1000 3 1000 3 1000 3 business skills business skills Youth groups funded for No. of Youth groups supported 500 50 500 50 500 50 business start-ups with business funds Six One stop youth Six One stop youth center 1 6 1 6 1 6 Centre established (resource, empowerment, creative art) Youth employment No. of youth in employment 3000 100 3000 100 3000 100 opportunities created Youth Resilience and Youth trained on CVE No. of youth trained on 1000 10 1000 10 1000 10 Countering Violent Extremism Resilience and CVE Youth rehabilitated No. of youth of rehabilitated 300 9 300 9 300 9 from alcohol and drug alcohol and drug abusers abuse supported with start-up kits Programme 6: Gender Affairs and social protection Objective: To empower women and enhance social protection Outcome: Empowered women and enhanced social protection Gender, social economic Women trained on No. of women trained on 1000 10 1000 10 1000 10 empowerment and integration business skills business skills Women supported with No. of women supported with 200 4 500 1 500 1 start-up capital start-up capital Women groups No. of women groups supported 50 5 50 5 500 5 supported with business with business start-up funds start-up funds 109 Sub-programme Key Output Key Performance Indicator Planned Targets and Indicative Budget (Kshs. Million) (KPI) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Social Protection Elderly persons Proportion of elderly (60 and 20000 10 20000 10 20000 10 supported through NHIF above years) supported through contributions NHIF contributions Needy girls supported No. of needy girls supported 20000 1 20000 1 20000 1 with sanitary pads with sanitary pads Girls/women rescue No. of girls/women rescue 1 20 - - - - center established canter established Programme 7: Persons with Disability (PWDs) empowerment Objective: To promote empowerment and inclusivity of PWDs in the County development processes Outcome: PWDs empowered and included in the development processes of the county PWDs PWDs trained on No. of PWDs trained 100 3 100 3 100 3 entrepreneurship skills entrepreneurship skills Tenders allocated to % of county procurement 10% - 10% - 10% - PWDs allocated to PWDs County buildings % of county buildings 100% - 100% - 100% - compliant with PWDs compliant with PWDs requirements requirements Programme 8: Sports Development Objective: To harness and promote sports talent Outcome: Enhanced level of infrastructure and services Sports Development Sports men and women No. of sports men and women 300 4.5 300 4.5 300 4.5 trained trained Teams supported with No. of local teams assisted with 250 20 250 20 250 20 sports equipment sports equipment Leagues organized No. of local leagues 1 10 1 10 1 10 organized/hosted. Sports Infrastructure Stadium built Mombasa County Stadium 1 200 1 200 1 200 Water sports park No. of water sports parks 1 50 - - - - developed established Sports facilities No. of sports facilities 10 30 10 30 10 30 developed/renovate developed/renovated Programme 9: Public Recreation and entertainment Objective: To provide and maintain public entertainment and recreation facilities Outcome: Our cultural heritage protected and promoted Provision and Maintenance of Public recreational No. of public recreational parks 1 20 1 5 1 5 public entertainment and parks improved. improved recreational facilities 110 List of Development Projects and Costing  Youth & Sports Services Project name Location/ ward Objective Output/ outcome Performance indicators Time frame (start- end) Implementing Cost (kshs) agencies Mombasa stadium Tononoka To complete Sports facility Completion certificate. 2024-2025 County 100M improvement project and develop completed and government sports operationalized. and partners. facility Mwahima stadium Likoni To renovate Facility renovated Completion certificate 2024-2025 County 20M the facility government and partners. Uwanja wa mbuzi Kongowea To renovate Facility renovated Completion certificate 2024-2025 County 30M the facility government Improvement of bomu Bomu To improve Stadium improved Completion certificate. 2024-2025 County 42M stadium. bomu government stadium. Construction of three (3) Likoni, Kisauni, To promote Constructed No. of pitches constructed 2024-2025 County 18M volley ball sports ground Changamwe other volleyball pitch Government / disciplines of Patners sports Construction of two Beach Nyali and Likoni To promote Constructed No. of pitches constructed 2024-2025 County 20M Soccer pitches other volleyball pitch Government / disciplines of Patners sports Total 230M 111  Public Service Adminstration Project Name Location/ Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost Ward (Start- End) Agencies (Kshs) Construction of Service Changamwe County public No of service centers September Public service 38M centers To decentralize county services service delivery constructed 2024- administration to the grassroots and increase decentralized December Sub -county accessibility 2024 Administration Construction of sub Changamwe To decentralize county County public No offices constructed July 2024- Public service 75M county/ward offices Kisauni government services to the service delivery June 2025 administration Nyali grassroots and increase decentralized Sub -county Jomvu accessibility. Administration Refurbishment of offices Kisauni To improve work County public No of sub county July 2024- Public service 10M Mvita environment Service delivery offices refurbished June 2025 administration improved Sub -county Administration Establish training school Kisauni To promote capacity building Improved Training school July 2024- Public service 25M for enforcement & for our enforcement office training for established June 2025 administration compliance unit enforcement & Director compliance inspectorate officers. Establishment of city Kisauni, To improve services delivery Enhanced City Boroughs July 2024- Public service 50M Boroughs Mvita, at local levels e-county established June 2025 administration Likoni, government Director Changamwe, services inspectorate Jomvu Nyali Total cost 198M 112 3.8 Tourism, Culture & Trade Vision Effective and efficient leadership in the management of County Affairs. Mission To enhance coordination of government programmes for efficient and effective service delivery and enhance teamwork within the government departments; and sustainable and equitable social economic empowerment of the County residents. Strategic Objectives  Promote staff performance and productivity  Promote Good Employee Relations  To Promote Good governance, compliance with laws and regulations and assure Quality in service delivery  To Improve service delivery  Enhance Coordination and communication of County Government functions  Enhance Partnerships and external linkages Programmes Costing, Monitoring and Evaluation Matrix Tourism, Culture & Trade Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To Improve service delivery Outcome: Enhanced service delivery Administration planning Staff recruitment No. staff recruited 10 4.5 30 13 20 8 and support services Staff trained No. staff trained 2 0.5 10 4 50 20 No of staff promoted No. of staff promoted 6 3.5 50 6 250 30 Programme 2: Trade Development Objective: Promote trade and entrepreneurship opportunities and Regulate trading activities, consumer protection and fair-trading practices. Outcome: Empowered business community through Increased employment and business opportunities Trade and Commerce Wholesale & retail markets No. Wholesale & retail markets 2 80 2 10 2 70 constructed & rehabilitated constructed & rehabilitated Trade policies Developed No. of Trade Policies Developed 1 2 1 5 - Modern kiosks No. of modern kiosks 300 20 300 20 300 20 constructed SME’s trainee, coached and No. SMEs trained, coached and 600 5 700 5 500 4 mentored mentored. Market linkages & networks No. Market linkages & 10 1 15 1.5 20 1 created for SME’s networks created for SME’s Weight and Measures Accreditation metrology No. accreditation metrology 1 40 1 40 1 40 laboratories Constructed laboratories Constructed Modern standards & testing No. standards & testing 1 20 1 20 1 20 equipment Acquired equipment purchased Cooperative development, Staff capacity built and No. trained and No. services 11 5 13 1.25 16 1.25 Audit & extension services automated. automated. services. automated Stakeholders Sensitized on No. of stakeholders sensitized 50 7 60 3.25 70 3.25 adoption of technology in the on adoption of technology co-operatives. Societies. Co-operative marketing Co-operative societies trained. No. of Co-operatives trained. 5 2 7 2 10 2 and value addition Co-operative standards No. of updated co-operatives 50 7 70 2 90 2 updated. on emerging sector standards. Programme 3: Ease of doing business Objective: To create a conducive environment for business growth Outcome: conducive business environment Ease of Doing Business E services system Upgraded Signed contract for the system - - 1 86 - - upgrade. Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Business to government User acceptance training 1 0.5 - - - - feedback system designed and reports. upgrades Commissioning & roll out reports Small business development Roll out and operationalization 1 2 2 4 2 4 Centre established of the Centre in all county wards Programme 4: Tourism Marketing and Product Development Objective: to enhance tourism Outcome: Enhanced tourism Tourism marketing and Host Sports Tourism events No. of sports tourism events 1 2 1 2 1 2 promotion held within the county held Eco- Tourism facilities No. of tourist sites expanded - - 2 5 2 5 established and rehabilitated. Development of a Tourism No. of tourism policies 1 10 - - - - policy developed. Development of a convention No. of operational international Centre convention centres. Conduction of MICE events No. of MICE conducted within - - 1 5 - - within the county the county Beaches accredited with blue No. Beaches with blue flag - - 2 15 - - flag accreditation Mombasa Tourism websites No. of Mombasa Tourism 1 3 - - - - and portal developed and websites and portals developed updated and updated Betting and control gaming Betting and gaming Act enacted 1 7 - - - - Act domesticated Programs on responsible No. of programs on responsible 1 2 1 2 1 2 gaming developed gaming developed. To ensure controlled and No. of public forums in all sub 68% 45 80% 45 85% 45 regulated liquor sector counties. No. of collaborations with NACADA, NGOs and CBOs involved in prevention of ADSA and rehabilitation services. Rehabilitation services and Reduced No. alcohol and 1 75 1 75 1 15 facilities substance abusers. No. rehabilitation clinics built and improved. 115 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 5: Cultural Affairs Objective: To protect and promote our cultural heritage Outcome: Our cultural heritage protected and promoted Historical and cultural Historical and cultural sites No. of historical and cultural 5 10 5 10 5 10 sites conservation conserved/rehabilitated sites mapped and conserved/rehabilitated Protection, promotion and Community festivals held No. of community cultural 2 5 2 5 2 5 preservation of Tangible festivals held and Intangible Cultural Cultural and creative arts No. of Cultural and creative 1 20 - - - - Heritage centers established arts centers established Cultural practitioners’ No. of Cultural practitioners’ 300 4.5 300 4.5 300 4.5 capacity built capacity built Visual arts exhibitions held No. of Visual Arts exhibitions 4 0.5 4 0.5 4 0.5 held Food/culinary festivals held No. of food/culinary festivals 2 0.5 2 0.5 2 0.5 held Program 1: Trade Development Program Name Trade development Objective: To promote trade and growth of businesses Outcome: Socio Economic Development Enhance Sub Programme Key outputs Key performance indicators Planned Targets Construction and rehabilitation of Additional trading space and Number of new trading and parking spaces 3 markets (Mwembe Tayari, Sega & Makupa markets parking created created. reconstructed through Public private Number of markets rehabilitated. partnership (PPP). Kisauni & Tudor retail markets and two rehabilitated. Promoting and developing entrepreneurs Sustainable MSME’s Number of SME groups trained on basic Capacity building of 12 groups of MSME’s, 2 and entrepreneurship entrepreneurial skills. for every sub county No. of MSME startups. MSME conference and expo Creation of market linkages and Number of MSME conferences held. Hold one major MSME conference networking Number of participants attending the conference & expo 116 Program 2: Ease of Doing Business Programme Name: Ease of Doing Business Objective: Promote a conducive business environment that attracts investment, promote entrepreneurship and facilitate economic growth and development. Outcome: Provide a competitive business environment that promotes business growth and economy of Mombasa County. Sub Programme Key outputs Key performance indicators Planned Targets Achieved Targets Remarks* Establishment of Small Business, Advisory, No. of Businesses offered advisory, Business Development Support and Training support and training services. 556 432 Center – Mvita Sub County Business Growth Sales Increase 4.9M 3.2M Business Formalisation No. of businesses formalized 6 10 Access to Finance Finance Accessed Business Expansion No. Business Expanded 2.4M 2.74M 21 10 System Upgrade. Revenue enhancement Percentage Increase in revenue 600M 585M Exercise ongoing and growth Integration of County No. of business services integrated. Consolidated Business Public Health – Form B, Business Services Permit Yellow Fever, Typhim, Food Handlers Certificate One stop business Percentage of county business Consolidated Business Solutions services automated Permit 80% automation Business Mapping Revenue enhancement Percentage increase in own source 600M 585M Exercise Ongoing and growth revenue to end on 29 September Increase No. of businesses registered. number of Businesses 25,000 24,160 registered in the system Reduced number of Closed Geo Location of Businesses. businesses Compliance of County Business 100% Compliance 75% compliance Business Intelligence Regulations and Monitoring 117 Program 3: Tourism Development Programme Name (Tourism Development): Objective: To Develop and promote tourism Outcome: Well-coordinated sectoral functions and efficient delivery of service Sub Programme Key outputs Key performance Planned Targets Achieved Targets Remarks* indicators Open Skies Policy Research of Open Sky Policy done Concept note developed 100% 60% Advocacy Tourism Stakeholders Engaged Blue Flag Accreditation for Conserved Ocean biodiversity No of beach operators 100% 20% Benchmarking and consultations Mombasa county beaches Conducive beach environment trained on first aid and with multisectoral teams emergency services. Condition of beaches in Mombasa county Development of beach Improved livelihoods of the local The strategies in place to 100% 50% Zero draft developed management bill community adapt to climate change Increased revenue for Mombasa County EIAs, Survey and To enable sectoral planning and 100% 90% Draft Report In place feasibility studies decision making Human Resource Tourism Officers No. of hired Tourism 100% 50% Departmental deployments Management Training officers Promotions No. of Trained Staff No of Job Promotions Reviving City tours Frequent tourist city tours No. of city tours 100% 20% conducted Community Tourism Capacity building for taxi operators No of Taxi operators 100% NIL Educating public on importance of trained tourism No of public participations conducted Information Centre at Fort 100% The Information centre is very small Jesus and needs renovation 118 Program 4: Culture Programme Name: Culture Objective: To harness the full potential of our cultural heritage Outcome: Preserved positive cultural practices and developed cultural and creative industries Sub Programme Key outputs Key performance indicators Planned Targets Preservation of cultural Heritage -Rehabilitation of the Kengeleni -Kengeleni heritage site rehabilitated 1 Heritage site -Increased pottery production -Regeneration of Jomvu Pottery and preservation of its indigenous knowledge Provision of Cultural Spaces Construction of a cultural center Cultural center constructed 1 Creation of E-commerce platform for Provide a platform for the -E-commerce platform developed. 1 sales of Cultural goods Cultural and Creative industries to market their cultural goods and services Establishment of a County Data Culture -Survey of the culture and -Survey report 1 Data Base creative industries -Catalogue developed - Mapping of heritage sites and monuments 1 119 List of Development Projects and Costing Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Rehabilitation of New Nyali Kongowea Provide conducive Enhanced Socio- No. of traders allocated 2024/25 CGM 20M Chaani retail market environment for growth economic development trading space in the market. of businesses and trade. Jomvu/ new retail market Jomvu Provide conducive Enhanced Socio- No. of traders allocated 2024/25 CGM 10M environment for growth economic development trading space in the market. of businesses and trade. New Magongo market Changamwe Secure county assets Enhanced Socio- Perimeter wall fence 2024/25 CGM 10M perimeter wall fence economic development constructed Mackinnon market Mvita Provide conducive Enhanced Socio- Completion certificate. 2024/25 CGM 10M refurbishment environment for growth economic development Old town of businesses and trade. Likoni fish market Likoni Provide conducive Enhanced Socio- Completion certificate. 2024/25 CGM 10M refurbishment environment for growth economic development of businesses and trade. Bamburi retail market Bamburi Provide conducive Enhanced Socio- No. of trading spaces allotted 2024/25 CGM 10M environment for growth economic development to traders of businesses and trade. Kongowea market Nyali Provide conducive Enhanced Socio- No. of trading spaces allotted 2024/25 CGM 30M refurbishment environment for growth economic development to traders Kongowea of businesses and trade. Reconstruction of Makupa, Mvita Provide conducive Enhanced Socio- No. of traders allocated 2024/25 PPP /CGM - Sega and Mwembe Tayari environment for growth economic development trading space in the market. retail markets Through Mji wa Kale, of businesses and trade. Public private partnership Majengo & Tononoka wards Upgrading of kongowea Nyali Provide conducive Enhanced Socio- No. of trading spaces allotted 2024/25 CGM 40M market Kongowea drainage environment for growth economic development to traders system Kongowea of businesses and trade. Installation of CCTV systen Nyali Enhance security of Enhanced market No. of CCTV camera’s 2024/25 CGM 40M traders goods & their security installed Kongowea customers 120 Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Purchase of standards and County wide To promote confidence Consumer protection No. of working standards 2024/25 CGM 25M testing equipment’s in measurements, ensure Purchased fair trading practices Ensure fairness in trade and consumer protection transactions involving No. Secondary reference quantity measurements standards Purchased No. of testing equipment’s Purchased No. of mass comparators Purchased Rehabilitation of Jomo Nyali To put security and 24Hr Security Number of Towers 2024/25 CGM & partners (PPP) - Kenyatta beach certified rescue team on Completed the beach to keep goers and swimmers safe Gateway to old town Mvita To signify entrance to Increase in number of Completion Certificate 2024/25 CGM 25M Old Town and serve as a Tourists symbol of attracting Tourists Revamping & development Likoni To put security and 24Hr Security Completion Certificate 2024/25 CGM 40M of shelly public beacch certified rescue team on the beach to keep goers and swimmers safe Painting & uplifting of old Mvita Restoration and Increased number of Number of painted houses 2024/25 CGM 22M town Preservation of visitors to Old Town structures for future Completion certicates generations Framing of Mombasa Mvita To encourage Mombasa Promoting Mombasa Increase of number of 2024/25 CGM 12M residents and Tourists to cultural heritage and visitors and enhanced capture and share their boosting tourism Mombasa image in the social experiences of the City. media. Information bureau Mvita To give right information Enhanced Tourism Percentage increase in 2024/25 CGM 10M to visitors experience number of visitors 121 Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame Implementing Cost (Start- End) Agencies (Kshs) Rehabilitation of uhuru Mvita Preservation of heritage Provision of Flora and Increase in number of 2024/25 CGM 20M garden Fauna visitors Rehabilitation & Mvita Provide conducive Preservation of the Percentage increase in 2024/25 CGM 20M development of old town environment for growth heritage area and number of visitors fish market of businesses and trade. creation of employment to locals Jomvu Cultural Centre Jomvu Preservation of our Promoting Mombasa No. of heritage sites and 2024/25 CGM 10M Cultural Heritage cultural heritage and monuments boosting tourism preserved/restored Construction of Rescue, Likoni Rehabilitation and Reduced crime cases in Number of Drug addicts 2024/25 CGM 30M Treatment and Treatment of Drug the community rehabilitated Rehabilitation Centre Mwakirunge Addicts Systems Upgrade. County wide Revenue enhancement Enhanced service No. of system upgrades 2024/25 CGM & World bank - and growth delivery undertaken (IFC) Integration of County Business Services One stop business Solutions Establishment of Small All six sub To offer Business, Enhanced service No. of small business 2024/25 CGM, USAID & 60M Business Development counties Advisory, Support and delivery development centers Strathmore Center Training services established To Formalize Businesses Total Kshs. 454M 122 3.9 Transport & Infrastructure Vision A World class provider of cost-effective physical infrastructure facilities and services. Mission To provide efficient, affordable and reliable infrastructure for sustainable economic growth and development through construction, modernization, rehabilitation and effective management of all infrastructure facilities. Strategic Objectives  To promote green energy power generation plants;  To provide effective, efficient and safe transport system for people, goods and services;  To install, rehabilitate and maintain traffic signs and lighting;  To provide professional services (Architectural, Structural, Civil, Mechanical and Quantity Surveying) for public buildings and facilities  To provide firefighting and rescue services, advertisement and compliance. Programmes Costing, Monitoring and Evaluation Matrix Transport & Infrastructure Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 1: General Administration, Planning and Support Services Objective: To Improve service delivery Outcome: Enhanced service delivery Human Resource Staff rationalization report No. of staff rationalization report 1 3 - - - - planning and support HR succession plan No. of HR succession plan 1 3 - - - - services Development of policies No of policies developed 3 4 3 4 3 4 Employee satisfaction report No. of Employee satisfaction report 1 2 - - - - Gender mainstreaming report No. of Gender mainstreaming report 1 2 - - - - Record and personnel management system Record and personnel management system 1 8 - - - - in place Provision of office space No. of office space acquired 1 20 20 - - Staff trained No. of staff trained 94 2 94 2 94 2 Performance management Comprehensive performance management Comprehensive performance management in 1 6 - - - - place Programme 2: Electrical Objective: To enhance mobility, safety and security Outcome: Enhanced service delivery Public & street lighting Street lights installed No. of street lights installed 4000 100 4000 100 4000 100 Intelligent lighting management system Intelligent lighting management system done 20% 30 80% 120 - - established Street lights maintained No. of street lights maintained 15000 45 15,000 45 18,000 54 Street and public lighting policy Street and public lighting policy 1 1 - - - - Procuring of cherry pickers & service No. of cherry pickers procured 3 17 2 4 1 7 vehicles Procuring of working tools No. of procured working tools 1 3 - - - - Electrical building County Electrical installations supervised No. of county electrical installation supervised 1 1 1 1 1 1 services County electrical installations maintained No. of County electrical installations 1 0.5 1 0.5 1 0.5 maintained Programme 3: Fire Fighting and Rescue Services Objective: To improve emergency response Outcome: Improved emergency response Fire Fighting & rescue Fire station installed No. of fire stations installed 1 35 1 45 - - services Fire engines & firefighting equipment No. of Fire engines & firefighting equipment 1 30 1 30 2 60 procured procured Fire hydrants constructed No. of fire hydrants constructed 20 5 20 5 20 5 Fire hydrant maintained No. of fire hydrants maintained 150 7.5 150 7.5 150 7.5 Lifeguard diving vessels and diving No. of lifeguard vessels procured 2 40 2 40 2 40 equipment Water Bowser No. of water buzzer 1 6 1 6 2 12 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Programme 4: Public Works Objective: To enhance service delivery Outcome: Enhanced service delivery Professional building Approved building construction plans Proportion of building construction plans 1 - 1 - 1 - services approved Buildings constructed and maintained No. buildings constructed and maintained 1 20 1 55 1 50 Programme 5: Mechanical Objective: To improve emergency response Outcome: Improved emergency response County vehicles & plants Maintained vehicle & plants No. of maintained vehicles & plants 1 20 1 20 1 20 Vehicles procured No. of vehicles procured 1 25 1 15 1 10 Programme 6: Energy Objective: To increase generation and use of renewable energy Outcome: Increased generation and use of Renewable energy Renewable energy Energy policy Energy policy 1 1 - - - - Energy baseline survey No. of vehicles procured 1 2 - - - - Programme 7: Roads Infrastructure Development Objective: To improve road access Outcome: Improved road access Roads Development Road development and management policy Road development and management policy 1 1.5 - - - - done Paved roads Kms of paved road done 15 450 15 495 15 540 Roads maintained km of road maintained 645 450 650 470 655 495 Roads expanded Km of roads expanded 57 Storm water drainage constructed Km of constructed storm water drains 3 60 5 100 5 100 Storm water drainage maintained Km of maintained storm water drains 202 15 205 16 210 18 Programme 8: Transport Planning, Management and Safety Objective: To improve transport mobility and safety Outcome: Improved transport mobility and safety Transport Safety Walkways and rest facilities constructed No. of 4 60 5 75 5 75 walkways and rest facilities constructed Speed control facilities constructed No. Speed control 50 5 50 5 50 5 Facilities constructed Speed control facilities maintained No. Speed control 250 15 300 12 350 12 Facilities maintained Road traffic lights constructed No. traffic lights constructed - - 5 10 - Road traffic lights maintained No. traffic lights maintained - - - - - - Road Signs erected No. Road Signs erected 100 1 100 1 100 1 Road Signs maintained No. Road Signs maintained 200 15 300 15 400 17 125 Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2023/24 2024/25 2025/26 Target Cost Target Cost Target Cost Parking Intra-city Bus terminals/Parking No. of Constructed intra-city Bus - - 1 150 1 150 constructed terminals/Parking Water Transport Feasibility studies conducted No. of feasibility studies conducted 1 6 - - - - Constructed Jetties/ No. of Constructed Jetties/ - - 1 25 2 45 Access roads Access roads Water buses procured No. of water buses procured - - - - - - List of Development Projects and Costing Performance Time Frame (Start- Implementing Project Name Location/ Ward Objective Output/ Outcome Indicators End) Agencies/Department Cost (Kshs) Programme 1 Roads Infrastructure Reduced Maintenance or major congestion and 450km No. of km of major August 2024-June roads All travel time maintained roads maintained 2025 T&I 350,000,000.00 Improvement/ construction of access Improved access No of KM of access August 2024-June roads All to social services 15km road constructed 2025 T&I 125,000,000.00 Maintenance and minor 200km No. of km of storm repairs of storm water maintained and water drains August 2024-June drainage All 1 repaired maintained 2025 T&I 15,000,000.00 Storm water drainage No. of KM of storm infrastructure water drains August 2024-June construction All Reduced flooding 6KM constructed 2025 T&I 50,000,000.00 No of bridges and Construction of bridges cross culverts August 2024-June and cross culverts All Improved access 3NO constructed 2025 T&I 25,000,000.00 565,000,000.00 2 Transport Planning, Management and Safety 126 Performance Time Frame (Start- Implementing Project Name Location/ Ward Objective Output/ Outcome Indicators End) Agencies/Department Cost (Kshs) Programme Improved road 1no road marking 1no road marking August 2024-June Road marking machine All safety machine machine 2025 T&I Improved road safety and Purchase of mechanical identification of August 2024-June broom All places 300 no road signs 300 no road signs 2025 T&I Purchase of mechanical Improved road 1no mechanical 1 no mechanical August 2024-June 15,000,000.00 Placing road signs broom safety broom purchased broom purchased 2025 T&I Improved hygiene and 50 no road bumps No of road bumps August 2024-June Erecting bumps All physical appeal erected erected 2025 T&I Improved road Junctions No of junctions August 2024-June Junction Improvement All safety installed installed 2025 T&I Construction of cycling Improved road 9.3 km of cycling August 2024-June track Nyali/makupa safety 9.3km track constructed 2025 T&I 95,270,000.00 Pedestrian walkway Improved road 7 KM of improvement ALL safety pedestrian No of KM of walkways pedestrian walkways August 2024-June improved improved 2025 T&I 65,000,000.00 Multistorey Mvita i) Stakeholderrs I)no. of parking/Parking engagement s t a k e holders I)no. of stakeholders August 2024-June constructed ii) Concept paper engagement engagement II)Ino 2025 T&I development and II)Ino conept conept paper and Preliminary paper and preliminary design design preliminary preparation design 10,000,000.00 Feasibility study on No. feasibility studies water transport Enhanced 1no feasibilty on water transport August 2024-June conducted All mobility study conducted conducted 2025 T&I 15,000,000.00 127 Performance Time Frame (Start- Implementing Project Name Location/ Ward Objective Output/ Outcome Indicators End) Agencies/Department Cost (Kshs) Programme No of feasibility Feasibility study on BRT Enhance mobility 1no feasibilty studies on BRT August 2024-June conducted All and safety study conducted conducted 2025 T&I 15,000,000.00 Feasibility study on Modern Integrated Enhaced mobility No of feasibility Truck Marshalling Yard and reduced 1no feasibilty studies on BRT August 2024-June for Mombasa Conducted Miritini traffic congestion study conducted conducted 2025 T&I 10,000,000.00 225,270,000.00 3 County Public Works Purchase of Engineering Improved service August 2024-June software All delivery 1No. 1no. 2025 T&I 10,000,000.00 Maintenance of office Improved work August 2024-June buildings Shimanzi environment 4no. 4no. offices 2025 T&I 15,000,000.00 Improved service August 2024-June Construction of Offices County Yard delivery 2no 2no. 2025 T&I 35,000,000.00 Improved service August 2024-June Refurbishment of Offices Shimanzi delivery 1No. 2no. 2025 T&I 10,000,000.00 70,000,000.00 5 Electrical and Mechanical Services Overhaul of plant and Improved service August 2024-June machinery equipment ALL delivery 2no 1no. 2025 T&I 6,000,000.00 Improved service August 2024-June Overhaul of vehicles ALL delivery 2no. 1no. 2025 T&I 5,500,000.00 11,500,000.00 128 Performance Time Frame (Start- Implementing Project Name Location/ Ward Objective Output/ Outcome Indicators End) Agencies/Department Cost (Kshs) Programme 6 Safety, Risk Management and Rescue Services Purchase of lighting Enhanced 20000 lighting points August 2024-June equipment’s ALL security 200000 no. maintained 2025 T&I 85,000,000.00 Purchase of Firefighting 1no fire engines August 2024-June equipment ALL Increased safety 1No. purchased 2025 T&I 35,000,000.00 Purchase of Special safety gear for August 2024-June Firefighting staff ALL Increased safety 50 No. Assorted items 2025 T&I 17,500,000.00 137,500,000.00 TOTAL 1,009,270,000.00 129 3.10 Water, Natural Resources & Climate Change Resilience Vision A premier County with quality Water and Sanitation Services, sustainable utilization of natural resources, renewable energy and climate resilient. Mission Provide access to quality water and sanitation services, promote sustainable utilization of natural resources, renewable energy technologies and enhance climate resilience. Strategic Objectives  Enhance efficient service delivery and customer satisfaction  Conserve natural resources  Increase access to clean and safe water  Improve access to sanitation and sewerage services  Increase climate change resilience at the county  Improve access to affordable and renewable energy Programmes Costing, Monitoring and Evaluation Matrix Water, Natural Resources and Climate Change Resilience Programmes Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2024/25 2025/26 2023/24 Target Cost Target Cost Target Cost Programme Name: Administration planning and support services Objective: To enhance efficient service delivery and customer satisfaction Outcome: Efficient service delivery and customer satisfaction Efficient service delivery Recruited staff No of staff recruited 7 8.4 2 2.4 1 1.2 Trained staff No of staff trained 5 5 8 8 1 1 Promoted staff No of staff promoted - - 6 15 6 15 Programme 2: Water supply Objective: To increase access to clean and safe water Outcome: Increased access to clean and safe water Water Supply Desalinated sea water Volume of sea water desalinated(M3) - - - - - - Boreholes drilled No of Boreholes drilled 8 30 8 35 8 35 Developed policies, regulation and No. of policies, regulation and legislations - - 1 2 1 2 legislations developed Reduced illegal connections No of illegal connections reduced 100 2 150 3 100 2 Water storage facilities increased No of water storage facilities increased - - - - 1 20 Water pans constructed No of water pans constructed - - - - 1 3 Increased household water connection and No of household’s water connected 300 3 500 5 500 5 supply Constructed water supply network Distance of water pipeline network 50 500 50 500 50 500 laid/Constructed (Km) Adopted technologies to reduce non- % of non-revenue water (NRW) 50 5 49 10 48 50 revenue water Program 3: Sanitation/ Sewerage services Objective: To enhance the sanitation levels Outcome: Enhanced sanitation levels Sanitation Rehabilitated wastewater treatment plant No of wastewater treatment plants 1 350 0 0 0 0 rehabilitated Public toilets constructed No of public toilets Constructed 5 25 3 15 2 10 Increased sewer line coverage Distance of sewer line covered (Km) 20 200 20 200 20 200 Procured additional vacuum exhausters No of Vacuum exhausters procured - - - - 2 30 Controlled water bodies pollution Volume of treated wastewater 6000 2 6000 2 7000 3 discharged(M3/day) Constructed sludge treatment plants No of sludge treatment plants constructed - - 2 40 - - Developed policies and legislations No of policies and legislations developed - - - - 1 2 Programme 4: Natural resources Objective: To improve natural resource management Outcome: Improved natural resource management Natural Resources Developed natural resource policy No of natural resource policy developed 1 5 - - - - Developed forest act No of Forest Act developed and reviewed 1 2 - - - - Sub-programme Key Output Key Performance Indicator (KPI) Planned Targets and Indicative Budget (Kshs. Million) Baseline Target 2024/25 2025/26 2023/24 Target Cost Target Cost Target Cost Developed artisanal mining act No of artisanal mining Act developed and 1 2 - - - - reviewed Surveyed and mapped out natural Area of natural resources surveyed and - - 6 18 - - resources at the county mapped Valued county Natural resources Value of Natural resources obtained - - 6 12 - - Developed natural resources database No of natural resources database developed - - 1 8 - - Developed and updated integrated natural No of integrated natural resource - - 1 12 - - resource management system management system developed and updated Formed partnerships and collaborations No of collaborations and partnerships - - 1 4 1 3 formed Developed participatory rehabilitation No of participatory rehabilitation protocols - - 1 3 1 2 protocols for degraded sites for degraded sites developed Rehabilitated critically degraded ecological No of critically degraded ecological sites - - - - 1 300 sites rehabilitated Planted trees on terrestrial ecosystem No of trees planted on terrestrial ecosystem 30000 6 30000 6 30000 6 Maintained planted trees on terrestrial No of trees maintained on terrestrial 30000 10 30000 10 30000 10 ecosystem ecosystem Planted mangrove seedlings No of mangrove seedlings planted 100000 10 100000 10 100000 10 Maintained Mangrove seedlings No of mangrove seedlings maintained 100000 15 100000 15 100000 15 Supported nature-based enterprises No of nature-based enterprises supported 1 5 1 5 1 5 132 List of Development Projects and Costing Project Name Location/ Ward Objective Output/ Outcome Performance Indicators Time Frame (Start- Implementing Cost End) Agencies (Kshs) Improvement of work Mvita and Nyali To improve work Improved work % improvement of work July 24-Jun 25 Department of Water, 100M environment subcounty environment for environment environment Natural Resource and staff Climate Resilience County wide To increase water Improved health and Km of pipeline laid Jan 22 –Jun 25 Department of Water, 900 M supply coverage hygiene Natural Resource and Construction of and accessibility Storage facilities installed Climate Resilience decentralized water for the urban poor Increased coverage and supply systems accessibility Ground water abstraction points established Reduction and control of County wide To reduce and Reduced sewage No. of sewage overflows Sept 20 – Jun 24 Mowassco & 600 M sewge overflows mitigate sewage overflows cases addressed Department of Water, overflows Natural Resource and Climate Resilience Survey, planning design County wide To ensure the Quality and sound Design reports July – Dec 24 Mowasco & 45 M and management of the projects are implemented projects Department of Water, project technically or Progress reports Natural Resource and professionally Climate Resilience planned and implemented Purchase of smart water Mowasco To increase Increased revenue No. of smart meters June 23 – Dec 25 Mowassco & 35 M meters revenue supplied Department of Water, Reduces NRW Natural Resource and Climate Resilience Resettlement Action plan County wide To compensate the PAPs resettled No of PAPs compensated July 20 – June Mowassco & 450 M project affected 2024 Department of Water, persons Natural Resource and Climate Resilience Total 2.13B 133 3.11 The County Executive Vision A well-coordinated and inclusive County Government Mission To provide strategic direction, policy information, accountability and external partnership Strategic Objectives  To improve coordination and communication  To enhance public service delivery and transformation  To improve intergovernmental relations/partnership and external linkages Programmes Costing, Monitoring and Evaluation Matrix County Executive Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets Baseline Target 2024/25 2025/26 2026/27 2027/28 (Ksh 2023/24 Million) Target Cost Target Cost Target Cost Target Cost Target Cost Programme 1: Office of the Governor/ Deputy Governor Objective 1; To enhance effective coordination of government services Outcome 1: Improved service delivery Improved Develop policies Donor 17.1 1 2 - - 1 2 - - 1 2 6 intergovernmental on stakeholder engagement policy relations partnerships PPP Policy in place 17.1 1 2 - - - - - - 1 2 4 Resource 17.1 1 2 - - - - - - 1 2 4 mobilization policy in place No. of working 17.1 5 3 3 2 3 2 3 2 3 2 11 committees and taskforces established No. of MOUs 17.1 10 2 5 1 5 1 5 1 5 1 6 signed Sub-total 11 3 5 3 9 31 Programme 2: Office of the County Secretary Objective 2.1: To enhance effective communication of governments functions Outcome 2.1: Improved service delivery Communication Installed a One ERP in place 17.4 1 10 1 1 1 1 1 1 1 1 14 communication system ERP system Automated E One 17.4 1 10 1 1 1 1 1 1 1 1 14 cabinet system E –Cabinet system in place Installed an One DMS in place 17.4 1 1 1 1 1 1 1 1 1 4 integrated Data Management system Enhanced No. of circulars 17.4 20 0.2 50 0.5 50 0.5 50 0.5 50 0.5 2.2 issuance of and memos issued communications and circulars Regular and No. of publications 17.4 2 1 2 1 2 1 1 0.5 2 1 4.5 timely issued publication of committee affairs, policies, resolutions and Annual county 17.4 1 1 1 1 1 1 1 1 1 1 5 directives magazine No. of 50 1 75 2 75 2 75 2 75 2 9 media/press releases Coordination and Streamlined Guideline for 17.4 1 1 1 1 - - 1 1 1 1 4 communication government coordination of operations operations in public service Efficiency 17.4 1 1 - - - - 1 1 1 1 3 monitoring report 136 Objective 2.2: To enhance public service delivery and transformation/to enhance performance and productivity Outcome 2.2: Improved service delivery County reform Operationalized ISO certification 8.5 1 1 1 2 1 3 1 1 1 2 9 strategy County reform strategy Developed Capacity building 8.5 12 15 12 15 12 15 12 15 12 15 75 competencies required to deliver the county mandate through acquisition of the right systems, structures, tools and people Online Learning Online learning 8.5 1 3.5 1 1.5 1 1.5 1 1.5 1 2.5 10.5 Management system/ System digitization Operationalized One service 8.5 1 2 1 2 1 2 1 2 1 2 10 organizational improvement change and plan/no. of development periodic activities organizational (diagnosis and diagnosis reports interventions) One organization 8.5 1 5 1 3 1 3 1 3 1 3 17 restructuring/ Organizational structural review/ reviewed roles and organizational structures 137 No. of business 8.5 1 5 1 5 1 5 1 5 1 5 25 processes reengineered Modernized, Automated end- 8.5 1 3 1 3 1 3 1 3 1 3 15 Optimized, to-end process Standardized an automated end- to-end process Productivity and Integrated One integrated 8.5 1 3 1 2 1 2 1 1 1 1 9 performance performance performance improvement management management system system implemented Operationalize Establish working 8.5 1 2 1 2 1 2 1 1 1 1 8 service delivery committee for unit service delivery Install service 8.5 1 2 1 2 1 2 1 2 1 2 10 delivery monitoring system Cabinet Standing 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 Committee on Implementation of Performance Management System Set up a 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 performance management committee for institutionalization and coordination of PCs, SPAS 138 Performance 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 Management & Delivery Unit Management 8.5 1 1 1 1 1 1 1 1 1 1 5 Accountability Framework Performance Performance 8.5 1 3 1 2 1 2 1 2 1 1 10 management management framework framework in adopted and place implemented No. of sensitization 8.5 9 8 9 8 9 8 9 8 9 8 35 sessions on the framework Performance No. of draft PCs 8.5 1 10 1 10 1 10 1 10 1 10 50 Contracting for developed. eligible staff Sub-total 91.2 68.5 68.5 65 67.5 360.7 Programme 3: Governor’s Press Objective: To enhance coordination and reporting on Governor’s priorities; and sensitize, educate, and inform citizens on devolved governance Outcome: Adequately sensitized, educated and well-informed citizens on devolved governance Communication Establishment of A Radio Channel 16.7 1 20 1 10 1 10 1 10 1 10 60 a County Radio (Radio Mombasa) Channel Revamp county Interactive 16.7 1 1 1 1 1 1 1 1 1 1 5 digital Website communications 360 Degrees social 16.7 1 1 1 1 1 1 1 1 1 1 5 media presence Modernize County studio 16.7 1 20 1 10 1 10 1 10 1 10 60 county media 139 content production Mass Media Establishment of MOUs signed and 16.7 3 6 3 6 3 6 3 6 3 6 30 Partnership strategic renewed annually partnership with main stream media Sub-total 48 28 28 28 28 160 Programme 4: Governor’s Delivery Unit (GDU) Objective: To enhance coordination and reporting on Governor’s priorities Outcome: Informed evidence-based decision making Monitoring and Data collection, Digital Task 16.10 1 5 1 1 1 1 1 1 1 1 9 analysis and Management Tool Verification reporting (e.g., Asana, Slack Apps) in place % of projects 16.6 100% 10 100% 10 100% 10 100% 10 100% 10 50 monitored and verified No of times GDU 16.6 4 - 4 - 4 - 4 - 4 - - implementation matrix completed on quarterly basis Access to An interactive 16.10 1 - 1 - 1 - 1 - 1 - - information website for data enhanced and information Dissemination (cost covered in programme 3) 140 Projects No. of project 16.6 1 - 1 - 1 - 1 - 1 - - implementation reports prepared implementation status reports Sub-total 15 11 11 11 11 59 Programme 5: Special Programmes Objective: To coordinate Governor’s impactful strategic initiatives Outcome: Improved service delivery Governor’s Undertake No of Meetings for 10.2 4 12 4 12 4 12 4 12 4 12 48 impactful strategic Sequencing, undertaking initiatives Layering and Coordination of Integration (SLI) Integrated special of interventions programmes in relevant sectors (e.g., Governor’s airlift programme integrated in social services) Quarterly SLI 10.2 4 - 4 - 4 - 4 - 4 - 12 plans and reports Sub-total 12 12 12 12 12 60 Programme 6: Advisory services Objective: To promote development-oriented policies that political, social and economic activities Outcome: Evidence-based decisions No of advisory 8.3 12 24 12 24 12 24 12 24 12 24 120 meetings held 141 Informed Forums/ No of advisory 8.3 12 - 12 - 12 - 12 - 12 - - evidence-based meetings held on briefs and reports advisory services advisory prepared Sub-total 24 24 24 24 24 120 Programme 7: Policy and Planning Objective: To strengthen public policy and priority setting Outcome: Improved efficiency in service delivery Multisectoral Establish a Multisectoral 10.1 1 20 1 20 1 20 1 20 1 20 100 policy multisectoral ‘think tank’ ‘think tank’ to formulated and shape public operationalized policy Policy guidance/ 10.1 1 - 1 - 1 - 1 - 1 - circular issued Sub-total 20 20 20 20 20 100 Programme 8: Research Objective: To inform county government on public interests and perceptions Outcome: Improved governance Applied research Public No of surveys 16.7 2 10 2 10 2 10 2 10 2 10 50 perceptions conducted surveys on service delivery Public perceptions’ report Institute Knowledge tool kit 16.7 1 5 1 5 1 5 1 5 1 5 25 knowledge and regularly management updated (managing knowledge as an asset) 142 Sub-total 15 15 15 15 15 75 Programme 9: Protocol & Hospitality Objective: Projection, promotion and protection of CGM image Outcome: Improved corporate (CGM) image Protocol & Administration of % Adherence to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 Hospitality diplomatic requirements for privileges for diplomatic H.E. Governor & privileges Deputy Governor Coordination of % Adherence to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 county and laid-down official visits procedures for all official visits Protocol and % Compliance to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 county courtesy protocol and county courtesy practices Management of % Adherence to 16.6 100% 40 100% 40 100% 40 100% 40 100% 40 county events & laid-down functions procedures for events and functions Sub-total 100 100 100 100 100 500 143 List of Development Projects and Costing Project Name Location/ Objective Output/ Outcome Performance Indicators Time Frame Implementing Agencies Cost Ward (Start- End) (Kshs) IDMS All Wards To enhance effective Improve service One IDMS in place June 2024/July Governor’s Office 1M communication of delivery 2025 County secretary Office government functions CO Digital transformation E cabinet Mvita To enhance effective Improve service One E cabinet system in June 2024/July Governor’s Office 10M communication of delivery place 2025 County secretary Office government functions CO Digital trnasformation Establishment County All wards To enhance coordination and Adequately sensitized, A Radio Channel (Radio June 2024/July Governor press 10M Radio reporting on Governor’s educated and well- Mombasa) 2025 County Secretary office priorities; and sensitize, informed citizens on educate, and inform citizens devolved governance on devolved Construction of To be To enhance service delivery Improved service Official Governor’s June 2024/July Governor’s Office 45M Governor’s Official identified and ambience delivery residence in place 2025 Residence Modernize county media Mvita To enhance coordination and Adequately sensitized, County studio June 2024/July Governor press 10M content production reporting on Governor’s educated and well- 2025 County Secretary office priorities; and sensitize, informed citizens on educate, and inform citizens devolved governance on devolved Public perception All wards To inform county Improved governance No of surveys conducted June 2024/July Governor office 10M research government on public Public perceptions’ 2025 C.O policy and interests and perceptions report planning Multisectoral policy All wards To strengthen public policy Improved efficiency in Multisectoral ‘think June 2024/July Governor office 20M and priority setting service delivery tank’ formulated and 2025 C.O policy and operationalized planning Policy guidance/ circular issued Total 106M 144 3.12 The County Attorney Vision An institution of excellence in providing legal services for the County Government of Mombasa Mission To promote development of sound policies, laws and regulations through provision of legal advisory services to the County Government departments and institutions. Strategic Objectives  Coordinate, guide the county on legal matters pertaining policy, laws and regulations formulation to enhance service delivery. Programmes Costing, Monitoring and Evaluation Matrix County Attorney Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets 2023 2024/25 2025/26 2026/27 2027/28 (Ksh /24 Million) Target Cost Target Cost Target Target Cost Target Cost Target Objective: To provide effective and efficient legal services to the county government Outcome: Effective and efficient provision of legal services Legal Timely Issuance of legal 16.7 100 - 100 - 1000 - 100 - 100 - - consultancy & administration advisory opinions administration legal advice and justice Interpretation, 16.7 100 - 100 - 1000 - 100 - 100 - - negotiation, drafting of legal instruments (i.e., contracts, MOUs, Circulars & Executive Order) undertaken No. of court cases closed 16.3 200 200 200 200 200 200 200 200 200 200 1,000 (ADR) No. of court cases closed 16.3 500 500 500 500 500 500 500 500 500 500 2,500 (litigation) Policy and Timely No of policies (reviews) 16.7 10 2 10 2 10 2 10 2 10 2 10 legislative formulation and enacted drafting drafting of county laws No of bills (reviews) 16.7 10 2 10 2 10 2 10 2 10 2 10 enacted Promotion of Community legal No of public interest 16.3 10 - 10 - 10 - 10 - 10 - - public interest interests (i.e., land cases settled litigation and issues & other legal aid related matters) No of trainings on legal 16.3 5 1 5 1 5 1 5 1 5 1 5 resolved aid services conducted Enforcement of Proper Revenue generated from 16.7 10M - 12M - 15M - 20 - 25M - - county laws coordination with fines and penalties (Ksh) M DPP and Judiciary Enhance Risk levels relating to 16.7 Low - Low - Low - Low - Low - - compliance with regulatory compliance county laws and (e.g., mitigation of risk regulations for in building industry) risk mitigation Sub-total 705 705 705 705 705 3,525 List of Legal Initiatives and Costing Programme Nine: Office of the County Attorney Objective: To provide effective and efficient legal services to the county government Outcome: Enhance legal advisory, litigation and compliance Sub Programme Key outputs Key performance indicators Planned Targets Estimated Source of Cost Funds Legal Consulting and Development of legal advisory Number of legal opinions offered 1,000 10,000,000 CGM Administration framework Interpretation, negotiation and drafting of legal 500 instruments undertaken Number of court cases closed (Alternative Dispute 200 Resolution) Number of court cases closed (Litigation) 200 Legislative Drafting Timely formulation and drafting of Number of bills enacted 30 - CGM county laws Legal Aid and Public Interest Community legal interests resolved Number of public interest cases settled 200 20,000,000 CGM Litigation Legal Audit Compliance Number of 360 reviews conducted on departments 10 8,000,000 CGM Digitization of the office of the Establishment of an E-registry and E- Number of legal digital repositories 5,000 12,000,000 CGM County Attorney Court Total 50M 147 3.13 The County Public Service Board Vision To be a leading County Public Service Board in Kenya providing efficient and quality service delivery. Mission To ensure the citizenry of Mombasa receive quality professional public service in a robust, efficient and effective manner. Strategic Objectives  To strengthen planning of the board’s operations  To develop consolidated HR plan align to departmental mandate  To enhance the standard operating procedures  To enhance the operations of safety & health measure - OSHA during the planning period  To enhance monitoring and evaluation by 70% during the planning period  To enhance finance by 70% of the allocated budget of the board during the planning period  To enhance by 80% the employee’s skills and competencies during the planning period  To improve by 75% the culture of transparency and accountability for public service delivery during the period.  To strengthen compliance and legal frameworks of good governance by 80% during the planning period  To promote public service transformation by 50% during the year ending 2023  To enhance monitoring and evaluation by 70% during the planning period  To improve the effectiveness of internal control system to 80% by the planning period  To increase the quality of service delivery by 40% during the planning period  To improve by 40% the scope and quality of information flow during the planning period  To enhance by 50% general administrative and supportive services during the planning period Programmes Costing, Monitoring and Evaluation Matrix PSB Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets Baseline 2024/25 2025/26 2026/27 2027/28 (Ksh Million) Target 2023/24 Target Cost Target Cost Target Cost Target Cost Target Cost Programme 1: General Administration and support services Objective: To improve service delivery Outcome: Enhanced service delivery Policy formulation Policies developed No of policies 16.5 3 6 3 6 3 6 3 6 3 6 30 developed General Automation of No of services 16.5 1 5 1 5 1 5 1 5 1 5 25 Administration services automated % of records 16.5 100% 2 100% 2 100% 2 100% 2 100% 2 10 digitized No of ICT equipment 16.5 20 5 10 4 10 5 10 3 10 3 20 provided Improved % of staff appraised 16.5 100% 1 100% 1 100% 1 100% 1 100% 1 5 performance on performance management No. of performance 16.5 1 1 1 1 1 appraisal reports Stakeholders’ No of Stakeholders 16.5 3 3 3 3 3 3 3 3 3 3 15 satisfaction surveys satisfaction surveys conducted done (employees, work environment & external publics) Enhanced No. of publications 16.5 4 1 4 1 4 1 4 1 4 1 5 communications, released media and public relations Communication 16.5 1 2 - - - - 1 - - - 2 strategy reviewed Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets Baseline 2024/25 2025/26 2026/27 2027/28 (Ksh Million) Target 2023/24 Target Cost Target Cost Target Cost Target Cost Target Cost Sub-total 25 22 23 21 21 112 Programme 2: Human Resource Management Objective: Improving Human Resource Management Practices Outcome: Competent performance for service delivery Human Resource Integrated Human No of HR Policies 8.3 1 6 2 10 2 15 2 10 1 9 50 planning Resource plan and Procedures developed Manual developed Reviewed 8.3 1 - - - - - - - - - Organizational structure Recruitment and Staff recruited No. of staff recruited 8.3 8 50 8 40 6 22 4 10 4 5 127 selection of CSPB staff Promotion of CSPB Staff promoted No. of staff promoted 8.3 5 20 5 16 5 12 5 8 5 4 60 staff Disciplinary Disciplinary cases % of cases concluded 8.3 100% 4 100% 4 100% 2 100% 3 100% 2 15 control handled as per the (pending and new laid down policies cases) Employee Relations Complaints No. of Complaints 8.3 11 4 11 3 11 2 11 1 11 1 11 Handling Handling Committees Committees operationalized operationalized 150 Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets Baseline 2024/25 2025/26 2026/27 2027/28 (Ksh Million) Target 2023/24 Target Cost Target Cost Target Cost Target Cost Target Cost % of industrial 8.3 0% 4 0% 5 0% 6 0% 7 0% 1 23 actions undertaken Productivity and Performance Performance 8.5 1 5 1 1 1 1 1 1 1 1 9 performance management management improvement framework adopted framework rolled and implemented out Sub-total 87 69 45 30 14 245 Programme 3: Compliance and Quality Assurance Objective: Improving Human Resource Management Practices Outcome: Competent performance for service delivery Corruption Civic awareness and No. of awareness 16.5 6 2 6 2 6 2 6 2 6 2 10 prevention education forums and education held forums conducted Compliance Report Report submitted 16.5 1 2 1 2 1 2 1 2 1 2 10 submitted to the County Assembly Staff Sensitized on No of staff sensitized 16.5 1000 5 1000 5 1000 5 1000 5 1000 5 25 corruption prevention Corruption No of corruption 16.5 4 1 4 1 4 1 4 1 4 1 5 prevention prevention committees committees operationalized operationalized 151 Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs Budget Targets Baseline 2024/25 2025/26 2026/27 2027/28 (Ksh Million) Target 2023/24 Target Cost Target Cost Target Cost Target Cost Target Cost Complaints Complaint Report on grievance 16.3 1 1 1 1 1 1 1 1 1 1 5 management management level and feedback established mechanism prepared Grievance handling No. of Grievance 16.3 4 2 4 2 4 2 4 2 4 2 10 conducted handling forum conducted Alternative Dispute No. of alternative 16.10 4 2 4 2 4 2 4 2 4 2 10 Resolution dispute resolution mechanism forums held operationalize Awareness pf fair No of awareness 16.10 5 2.5 5 2.5 5 2.5 5 2.5 5 2.5 12.5 administrative campaigns on fair practices undertaken administrative practices conducted Monitoring and M&E reports on level No. of reports 16.10 4 1 4 1 4 1 4 1 4 1 5 Evaluation of fair administrative produced actions Sub-total 18.5 18.5 18.5 18.5 18.5 92.5 Total Programmes Cost/ Budget 130.5 109.5 86.5 69.5 53.5 449.5 152 PSB Initiatives & Costing Project Name Location/ Objective Expected outputs/Outcomes Performance Indicators Time Frame Estimated Cost (Kshs) in Millions Ward (Start- End) Baseline 2024/25 2025/26 2023/24 1. ERP Human Resource PSB Develop an integrated Improved employees productivity .Institutionalize July 2024- 2M 3M 3M Management System performance management compliance to the June 2025 system (PMS) performance management system 2. PSB Record PSB Development Record -Improved Records management - Comply with CDF Act July 2024- 2M 2M - Management Management Information - record retention and disposal - Comply with June 2025 Information System Management System (RMIS) guideline developed Procurement Act - record classification and indexing - Improve security guideline established infrastructure 3.Office space for the Tudor - Acquire space to - Service delivery to all - Staff attendance registry July 2024- 10M 10M - PSB - Yard accommodate the no. of staff June 2025 - Office/Boardroom - Enough office staff 4. Create Data Bank for PSB Conduct baseline surveys on -Improved employees productivity - Compliance July 2024- 1,5M 1.7M 2M PSB the grievance, - Public participation on PSB June 2025 CPR/Customer/HRM/ activities - No of Applicants handling and feedback - Citizenry awareness mechanisms 5. Policy Development PSB Develop policies that Improved compliance to good conflict of interest policy July 2024- 2.5M 1.5M - and Research inculcate in the county public governance developed and June 2025 a) Ethics and officers the duty to uphold the implemented Governance values and principles Increased compliance to good anti-corruption policy Develop and implement anti- governance developed and corruption policy implemented b) Grievance Handling PSB Develop complaints Strengthen public service delivery -Developed complaint July 2024- 2M 2M 2M Mechanism mechanism policies and handing guideline June 2025 guidelines implemented c) Human Resource PSB Develop and customize Policies Increased compliance to good Develop and customize HR July 2024- 2M 2M 2M Policy in Human Resource governance policies and HR manual June 2025 Strengthen Compliance to good governance Total 22.2M 153 3.14 County Flagship Projects Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million) 4.2.1 Blue Economy, Agriculture & Livestock Establishment of a Kisauni To equip youths with Identification of space One value addition 2023- 500 CGM & Directorate of value addition relevant skills for value Construction of value addition center constructed 2027 Development Agriculture Centre addition and improve Centre Partners production of value-added Equipping of the value addition products Centre Identification of value chain actors to utilize the Centre Construction Kisauni, To enhance marketing of Improved household income 3 sale yards 2023- 300 CGM & Directorate of livestock sale Jomvu and livestock and livestock for the livestock farmers constructed 2027 Development Livestock yards Likoni products; and to generate Partners Production revenue for the county and to help farmers access the market Develop modern Kisauni To ensure quality and safe High quality livestock products No. of 2023- 100 CGM & Directorate of large stock and Jomvu meat, co-product and by for consumption and industry slaughterhouses 2027 Development Livestock poultry slaughter Likoni product Increased employment developed Partners Production houses opportunities and income Construction of a All sub Improve Mombasa County Improved quality of landed fish Percent decrease in 2023- 120 CGM & Blue Economy modern fish counties landing beaches’ quality leading to good fish prices fish brokers and 2027 Development bandas including standards hence increased incomes percent increase in Partners a meeting hall at fish prices at landing landing sites sites 4.2.2 Education & Digital Transformation Reviving of VTCs County-wide Revitalize existing VTCs; and Upgrading 3 VTCs to centres of Improved image of 2023- 900 County Directorate of Skils Mtaani County-wide initiate centres of excellence excellence-Kisauni public VTCs 2027 Government VTCs on the 3 public VTCs (Hospitality). Mtongwe and (engineering& maritime) and development Maunguja (building & partners construction Provide appropriate Reviewing of existing training VTCs 5 vocational skills to programmes in our VTCs products/graduates youth/residents with skills required in the labor market Improve quality of training Enhancing/strengthening Digitalized VTCs 20 through review of existing Digitization Programmes in operations/program Public VTCs mes 154 Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million) programmes to meet societal and industry needs Enhance capacity building Upgrading/upskilling of Empowered 7.5 programmes for vocational vocational training staff (VTCs vocational training training staff & VTOs) staff Refurbish and upgrade Procurement of modern tools & Improved tools 150 infrastructure in county equipment and construction of &equipment and VTCs more workshops and computer training programmes labs Establish new VTCs in 3 Identifying free Increased no. of 150 sub-counties space/purchasing land for public VTCs construction of new VTCs Increase the number of  Partnering with private Empowered youth; 2023- 505.9 County Directorate of youths equipped with skills VTCs and other public increased no. of 2027 Government VTCs for both local and TVETs youth equipped with and international labour market  Partial TVET scholarships relevant skills; and development (70%) programme in both increased awareness partners public and private on skills training VTCs/TVET institutions  Sensitization forums in all sub-counties Empower youth with ICT, Establish& revitalize skills and VTCs 6 entrepreneurial and life workforce development centres products/graduates skills in 6 sub –counties - with skills required in the labor market Publicity on benefits of Incorporation of ICT Reduction of ICT 24 vocational training Entrepreneurship and Life skills illiteracy and programmes/skills Mtaani in training programmes enhanced no. of through sensitization on youth with courses offered in VTCs/ entrepreneurial TVETs mind set Operationalize skills &  Empowering the sub Empowered 2023- 20 County Directorate of workforce development county Vocational vocational training 2027 Government VTCs centres in 6 sub- counties Training Officers (VTOs) staff/VTOs; and on operation of skills and improved Skills and development workforce Development Workshop partners centres Development Centres; informed youth on career and 155 Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million)  Career service (guidance related matters; and and counselling) established skills and workforce centres Link VTCs graduates and Exporting of skills Skilled labourers 10 skilled youth to both local exported and international labour market Establish county owned  Mapping of existing Master & home 60 master and home craft master and home craft craft centres centres centres established and  Establish and operationalized operationalize 1 master & home craft center in the 6 sub counties 4.2.3 Environment & Solid Waste Management Solid Waste All sub To enhance waste collection  Collection, processing, Controlled waste 2023- 500M PPP Environment Management counties in every subcounty recycling and disposal of management 2027 & Solid Waste waste within the county. Management;  Provide legal framework and MIC for solid waste management to be effective 4.2.4 Finance & Economic Planning Automation of Countywide To leverage on technology Automation of local revenue Revenue collection 4 Ksh 500 County Revenue Revenue collection mechanism. It will infrastructure and Years million Allocation Section Collection entail acquisition of necessary accessories infrastructure, their installation, capacity building and operationalization 4.2.5 Health Services Mombasa Care County-wide To ensure access to  Identification of indigenes,  50,000 Indigenes 2023- 500M National CGM affordable and quality elderly, PWDs and OVCs and PWDs 2027 Government- health care for all  Undertake social protection NHIF Cover to to pregnant women,  10,000 OVCs 40,000 mothers and children indigenes  Refurbishment of 2 model health facilities per Sub-  2,500 CHVs CGM caters for County (levels 2 & 3) 10,000  6 ambulances vulnerable 156 Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million)  Equipping the model USAID- facilities to include  6 utility vehicles Stawisha Pwani laboratory and outpatient for monitoring/ programme  Provision of adequate support pharmaceuticals and non- supervision NG-CDFs in the pharmaceuticals County (six  Recruitment of additional constituencies) human resources and capacity enhancement UNICEF-  Stipend to the Community Bolesha Mama Health Volunteers (CHVs) na Mwana  Establish primary health have networks (Hospital is the hub, levels 2 &3 serve as spokes)  Ambulances linked to the model facilities  Provide support supervision/ monitoring of health service delivery 4.2.6 Lands, Housing & Urban Planning Security of Tenure Likoni To facilitate attainment of  Mapping out of settlement Issuance of titles 2023- 4B County CGM & Squatter high quality of life for its schemes 2027 Government of resettlement Kisauni residents  Identification of Mombasa, beneficiaries National Jomvu  Issuance of titles Government,Na tional Land Commission,  4.2.7 Public Service Administration, Youth Gender & Sports Mombasa County Mvita Provide a platform for talent Construction of stadium stands, Stadium Built 2023 1.7B CGM Youth, Stadium identification, and playing fields, offices, parking -2027 Gender and development. Sports 4.2.8 Tourism, Culture & Trade County Cultural Jomvu To preserve and develop and Construction of a cultural Cultural Centre built 2023 200M CGM Department Centre promote culture and center including an and operationalized - in charge of creative arts amphitheater, gallery, offices, 2027 culture function 157 Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million) open air theatre and botanical garden Mombasa Jomvu Kuu Enhance efficiency-seeking  They key sectors identified Creation of 2023- 1B PPP MIC in Industrial Park Ward and market-based industries through a complete Employment; 2027 JVC collaboration and logistics; and create feasibility study include Increased Market for CGM with relevant more jobs and better jobs in automotive, Produce; Market for County higher value addition pharmaceuticals and Supply of Building Departments manufacturing sectors textiles logistics Materials; Improved and Other  Provide horizontal access roads; skills State Agencies infrastructure for the developed and industrial park. empowerment  Advocate for SEZ status of especially women the industrial park.  Facilitate ease of doing business Mombasa Unidentified To increase income from  Provide ultramodern Economic 2023- 500M PPP MIC in Convention tourism conference for meetings, empowerment and 2027 JVC collaboration Centre exhibitions and office space tourism development CGM with relevant County Departments and Other State Agencies 4.2.9 Transport & Infrastructure Bus Rapid Transit All sub To decongest the traffic in  Collaborate with National Reduced travel time 2023- PPP Transport & counties the county Government for the PPP 2027 Infrastructure with relevant development ; and MIC partners.  Provide legal framework for the BRT to be effective.  Collaborate with the National Government to facilitate citizen engagement. Marshalling Yard Jomvu Sub- To decongest the traffic in  Providing parking for Streamlined 2023- 1B PPP Transport & County the county truck. transport around the 2027 Infrastructure  Providing a key port ; and MIC management system 158 Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Source of Funds Lead Agency/ Name Frame Cost (Ksh Agencies Million)  Providing ancillary facilities Bus Terminus Kisauni Sub- To ensure orderliness in  Construction of bus Bus terminal 2023- PPP Transport & County public transport and terminal points constructed 2027 Infrastructure efficient transport system  Construction of stalls for ; and MIC shops efficient transport system Intelligent All sub To ensure orderliness and  Installation of ITS for- ITS in place 2023- PPP & Transport & transportation counties efficient transport system traffic management 2027 Development Infrastructure system (ITS)  Improvement of Partners ; and MIC infrastructure  Efficient transport system Street Lighting All sub Improved security in the Supply, install and maintain Increased and 2023- PPP Transport & counties county streetlights functional 2027 Infrastructure streetlights ; and MIC 2nd Nyali bridge All sub To ensure orderliness in Feasibility and designs Feasibility Studies 2023- PPP KURRA counties public transport and and designs done 2027 efficient transport system 4.2.10 Water, Natural Resources & Climate Change Resilience Non-Revenue All sub Ensure sustainable and  Identify leakages Increase in water 2023- 10B PPP Directorate of Water Solution counties affordable access to water  Construction of water supply in the county 2027 Water; and (NRW) for the entire Mombasa supply networks MIC County  Adoption of technologies to reduce non-revenue water Water Transport All Sub To decongest the traffic in  Collaborate with National Identified landing 2023- PPP Directorate of counties the county Government for the PPP sites 2027 Water; with relevant development Transport & partners. Infrastructure  Provide legal framework for ; and MIC the water to be effective. Collaborate with the National Government to facilitate citizen engagement. 159 CHAPTER FOUR: DEPARTMENTAL RESOURCE ALLOCATION This section should present a summary of the proposed budget by programme and sector/ sub sector in the 2023/24 FY that will guide in the planning and implementation of the 2024/25 FY. It also provides a description of how the county government is responding to changes in the financial and economic environment. 4.1 Capital Financing and Accountability Capital financing and accountability strategies that the County Government will engage in funding the Capital Projects entails: a) Exchequer Issues: The county will prioritize on the capital projects to be implemented based on the medium-term plan and finance them through the National Government Revenue Allocation. b) Local Revenue: The county local revenue will be used to supplement financing of the projects that have been prioritized in the ADP. c) Public Private Partnership: The county government will collaborate with other stakeholders to undertake development of capital projects on agreed costing contract. The county will explore new and innovative financing methods in which private sector investment can be roped in through a mutually agreed arrangement. d) Development Partners: The County will also expect to continue receiving grants and loans from development partners for various projects and programmes upon approval by the county assembly. e) Community Initiatives: The County will encourage local initiatives from the community to accelerate development at the ward and village level. f) Private Sector Actors: The county government will collaborate with private sector actors both within and outside the country to fund development projects. 160 4.2 Cross-sectoral Implementation Considerations Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact 4.4.1 Blue Economy, Agriculture & Livestock Crop Health Improved health and  Negative health effects of  Increase production to promote Development nutrition pesticide use; Activities can food security and nutrition; create breeding sites for Training on safe use of pesticides vectors and increase surveillance; Encourage vector control Environmental Promotion of green city  Negative environmental  Promote urban and peri urban Protection, Water and impact from pesticide uses agriculture and 10% farm forest Natural Resources and production of policy; Training on GAP (Good agricultural waste; Agricultural Practices); Promote Competing use of portable water harvesting and water conservation technologies Social Protection, Alleviation of poverty and  Creation of dependency  Participatory approach to Culture and social protection syndrome program planning and Recreation implementation; implementation of agriculturally based social protection programs General Economic, Income generation and  Increased Rural urban  Promote value addition and And Commercial creation of employment migration; Increase in cottage industries; Diversification Affairs budgetary allocation required of enterprises; Promotion of agro by the department tourism; Resource mobilization from partners and PPP Education Improvement of child  Child labour in farms  Increase production to promote health increasing retention food security and nutrition; of pupils Discourage use of child labour in agriculture through sensitization Energy, Infrastructure Improvement and  Fragmentation of agricultural  Mobilize farmers to provide for and ICT maintenance of farm roads land access roads in the farms; Policy on agricultural land management Public Administration Enhanced Staff  Overlapping departmental  Staff development plans; & International (or development and/or intergovernmental Development of policies and bills Inter-Government) Creation of a conducive functions Relations working environment  Inefficient service delivery Livestock Health Improved health and  Negative health effects from  Training on prudent use of Development nutrition to households in misuse of animal drugs animal drugs and chemicals Mombasa County  Activities can create breeding  Encourage vector control and sites for vectors animal welfare 161 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Negative health from animal  Increase production to promote diseases (zoonotic diseases) food security and nutrition  Negative health due to low  Implement one health approach production of foods of animal origin Environmental Contribution to waste  Environmental degradation  Use of modern technologies of Protection, Water and management due to overstocking fodder production Natural Resources Planting of fodder trees  Negative environmental  Promote prudent animal waste which protects water and impact from pesticides and management by sorting of natural resources greenhouse gases emission. Livestock waste and making use  Competing portable water in animal feed  Promote production of organic manure from waste  Training on modern integrated livestock production practices  Promote Water harvesting and conservation technologies Social Protection, Alleviation of poverty and  Perceived as a poor man’s job  Participatory approach to Culture and social protection  Slow returns to investment program planning and Recreation implementation  Implementation of livestock based social protection programs General Economic Income generation and  Increased Peri urban to urban  Promote Livestock based value and Commercial creation of employment migration addition and cottage industries in Affairs Revenue generation the peri urban parts of the County  Diversification of Livestock enterprises Education Improvement of child  Child labour in farms  Increase production to promote health increasing retention food security and nutrition of pupils in schools  Discourage use of child labour in Use of schools to promote livestock-based enterprises livestock production through sensitization and surveillance Energy, Infrastructure Improvement and  Increase in cost of  Policy on agricultural land and ICT maintenance of farm roads infrastructure development management Contribution on alternative due to fragmentation of  Promote use of green energy from sources of energy (Biogas) agricultural land livestock waste. 162 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Public Administration Livestock subsector capacity  Overlapping  Staff development plans & International (Or development intergovernmental functions  Development of policies and bills Inter-Government) Creation of a conducive  Inefficient service delivery Relations working environment Fisheries General Economic Increase in trade and  Port congestion  Construction of a fish port and Development and Commercial industry  Increased Rural urban market Affairs Income generation and migration  Promote value addition and creation of employment cottage industries Revenue generation  Diversification of enterprises Health Improved health and  Negative health effects from  Increase production to promote nutrition poor fish handling food security and nutrition  Training on post-harvest handling and preservation and increase surveillance  Construct post-harvest handling and quality assurance facilities Environmental Protection of the marine  Negative environmental  Promote marine conservation Protection, Water and ecosystem impact from depletion of rare  Training on marine ecosystem Natural Resources and endangered fish species management  Environmental pollution from  Promote water harvesting and fishing activities conservation technologies  Competing water usage Social Protection, Alleviation of poverty and  Creation of dependency  Participatory approach to Culture and social protection syndrome program planning and Recreation implementation  Implementation of fisheries based social protection programs General Economic Income generation and  Increased Rural urban  Promote value addition and and Commercial creation of employment migration cottage industries Affairs  Increase in budgetary  Diversification of enterprises allocation required by the  Promote sport fishing and department ornamental fish production  Resource mobilization from partners and PPP Energy, Infrastructure Improvement and  Destruction of the marine  Mobilize fisher folk to provide for and ICT maintenance of fisheries ecosystem access roads and land for infrastructure fisheries infrastructure  Policy on fisheries management 163 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Public Administration Enhanced Staff  Overlapping departmental  Staff development plans & International (Or development and/or intergovernmental  Development of policies and bills Inter-Government) Creation of a conducive functions Relations working environment  Inefficient service delivery 4.4.2 Education & Digital Transformation Inclusive Early Transport &  Construction of  Pulling down of dilapidated  Develop improved learning childhood Infrastructure classrooms and offices classrooms environment Development  Provision of  Create access to ECDE centers and construction physical health facilities plans, Bill of  Help in designing appropriate Quantities and affordable equipment for  Technical support & young children. supervising progress of construction of ECDE centers Environment and Connection of sewer lines  Environment pollution  Comply and enforce NEMA solid waste regulations management Department of Health Provision of health services  Ensuring optimal health of  Community mobilization on the children health issues  Ensuring Sanitation and food safety  Enhance maternal health and child health care  Capacity building at all levels  Hygiene education Department of Water Provision of clean and safe  Clean drinking water  Connect water to schools water for drinking & for  Build capacity in water sanitation management/conservation at community level Department of Child protection  Child protection services e.g.,  Carry out advocacy on child Children services Child rescue protection at school and  Identification and placement community level of children with special needs  Establish child rescue centers 164 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Department of Allocation of funds  Improve learning and  Provide funds for ECDE Finance & Economic training institutions programs. planning  Provide funds for support of children with disability  Provide guidance on alternative funding strategies Educational VTCs Blue Economy and  Training programs in  Inadequate of food supply  Establish of Agri Business farms Agriculture Agri Business,  Untapped fishing industry in VTCs  Blue Economy courses  Improper utilization of the  Developing the Agri Business e.g., Hospitality, Under- sea curriculum water welding and  Linking agriculture field officers Seafarers courses on urban farming methods  Exploring on all skills required to realize Blue Economy Water and Natural Greening of VTCs  Drought / lack of Rains /  Supply of seedlings and seeds on Recourses trees and different plans Trade and Tourism  Marketing of products  Unsold products  Linking students with trade and from VTCs and Home  Lack support from the marketing officers crafts centers Government  Establishment of showrooms in  Engaging VTCs and VTCs Home Craft centres in  Participating in exhibition/trade preparing tourism fairs attractive products Youth  Connection to youth  Joining militia gang groups  Linking with the youth groups  Unskilled population department  Linking VTC graduates  Indulge in drug misuse and  Leverage on the existing to jobs abuse affirmative funds. 4.4.3 Environment & Solid Waste Management Environment Trade Connection to market Pulling down of structures  Establishment of market centres Compliance and centres on road reserve and parking bays along the roads Enforcement  Develop a resettlement plan Environment Conservation of Environment pollution  Comply and enforce NEMA environment in addressing guidelines pollution Water, Infrastructure Rehabilitation of catchment Threats to animal and plant  Collaboration with sector actor’s & PSA and riparian areas and species, change in vegetation ad enactment of environmental increase in proportion of composition and structure, and conservation and protection land area covered by forest depletion of water quality and policies 165 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact quantity through the destruction of catchments and underground aquifers. creates a window for invasive species, new pests and diseases Climate change Water, Infrastructure Increased in forest cover; Climate change, decrease in forest  Collaboration with sector actors & PSA access to safe and clean coverage, rapid deterioration of and enactment of overarching water; better river land cover leading to changing climate change legislation to discharge; reduction in rainfall resulting droughts and provide the framework for waste related diseases; and flooding, loss of biodiversity coordinated implementation of reduction in activities climate change responses and emitting noise above action plans permissible levels 4.4.4 Finance & Economic Planning General Public Human resource Biasness in  Preparation and implementation Administration, Administration management and planning recruitment and of a human resource development Planning and & Intergovernmental deployment of staff plan support Relations services  Planned and timely staff request;  Development of clear organograms by the sector and sub-sectors Financial All sectors Resource mobilization; Conflict of interest;  Timely preparation of risk Management Revenue collection; Red tape conflict; assessment reports and other Services Adherence to statutory Delayed releases and operations financial reports; Capacity requirements; building on statutory Prudent financial requirements and prudent management financial management;  Automation of revenue collection system; Economic All sectors Evidence-based policy Duplication of interventions;  Establishment of central data Planning, formulation; Delayed reporting; repository and collection system; budgeting and Budget preparation and Inadequate data;  Operationalization of county Policy implementation; Non-adherence to set timelines; statistics infrastructure Coordination Data collection, Analysis Red tape conflict  Capacity building on PFM Act and dissemination; and other financial regulations Sectoral reports Preparation; 166 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Formulation and Implementation of key policies (e.g., county social protection strategy) 4.4.5 Health Services General Office of the Public participation in Slows decision making  Implement the public Administration, Governor and PSA promotion of health participation framework Planning, M&E and Support Services Curative and Transport & Improve access to health Loss of lives and poor living  Provision of adequate means to Rehabilitative Infrastructure; facilities; and awareness standards treat and dispose wastes and Health Services Education & Digital creation and rehabilitation health education; partnership Transformation; and services for drugs and among health sector State and YGS. substance abusers Non-State Actors to establish rehab/ drop-in-centres across the county and establish specialized health services Preventive and Education and Social Improved reproductive Civil court cases for non-  Enhance county reproductive Promotive Health Development health and enhance school conformers health policies; create public Services health program sensitizations on the reproductive health requirements; partnership among health sector State and Non-State Actors Agriculture, Water & Improved hygiene & Pollution of environment by  Enhance county health policies; Environment sanitation; public health biomedical wastes, more cases of create public sensitizations on the and nutrition status; drugs and substance abuse; water health requirements; Zoonotic disease pollution and deaths collaboration in liquor licensing; surveillance and training of a community health personnel in mental health and psychology 4.4.6 Lands, Housing & Urban Planning Urban and Land  All County  Provision of data to  Delay in completion of the  Efficient Public Participation. use Planning Departments build on the CSP and plans  Efficient inter-departmental  County Assembly Zoning Plan.  Inaccuracy of data collected communication channel.  National  Sub County  Delay in approval of the plans Government Administration for mobilization. 167 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Health Services  Timely approval of  Delay in development  Back up servers in the event of  Transport & Development application approvals system downtime. Infrastructure applications  Alternative approval systems i.e.,  Environment Manual approval  Water  Efficient Public Participation  MOTCO  ICT Land  County Assembly  Improved revenue  Loss of revenue  Efficient Public Participation Management  Finance collection  Proliferation of  Devolution,  Availability of reliable Unplanned/uncontrolled Public Service data developments administration Provision of  All County  Sub County  Enchroachment  Provision of security of tenure security of tenure Departments Administration for  Delayed development  County Assembly mobilization  National  Improved revenue Government collection 4.4.7 Public Service Administration, Youth Gender & Sports Human Resource All sectors  Creation/abolishment  Human resource provision  Competency based recruitment Management of offices  Enhancing staff productivity  Compliance and  Performance advisory institutionalization of NPMS and monitoring General All sectors  Coordination of  Streamlined service provision  Harnessing technology to Administration government  Improved service delivery improve to service delivery and support business/programs and levels  Monitoring the implementation services communication  Streamlined and safely stored of planned programmes  Records management staff records  Capacity development in policy  Policy reviewing and  Standardized implementation development approval of government activities  Engagement of relevant  Partnerships and  Improved intergovernmental stakeholders external linkages relations and enhanced donor  Continuous engagement and support consultation with stakeholders  Promote ease of doing business initiatives Compliance and All sectors  Corruption prevention  Good governance practices  corruption risk assessment quality assurance  Complaints  Accountability and  continuous training/sensitization Management transparency  promote stakeholder cooperation 168 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Monitoring and  Identify non-compliance and  Undertake continuous evaluation undertake corrective Monitoring and periodic  Audit measures evaluation. Gender and All sectors  Peaceful co-existence,  Sexual Gender Based Sensitize communities on sexual Disability affirmative action for Violence, and social-based gender-based violence. Mainstreaming PWDs special groups; wars and reduced GBV Youth Education,  Training on ICT, Poor living standards among the  Adequate funding and Development Agriculture, Roads, agribusiness activities, youth; dependency and high rate curriculum reforms to suit Land, Finance and access to finance for of unemployment market driven skills; funding to Trade businesses, Availability youth enterprises; relevant of lands for youths in training on political, social- agriculture economic opportunities; training  Increased engagement on value addition; land zooning of youths in construction industry  Increased job opportunities for youths in building of roads infrastructure Sports Education and Trade Youth engagement in sports High drugs and substance abuse;  Rehabs, seminars and peer Development as a profession high rate of crimes; and increased training; in collaboration with conflict between the land owners sector actors to improve access to (parents) and the youths sports facilities 4.4.8 Tourism, Culture & Trade Trade Agriculture, rural and Provision of trading sites Lack of legal ownership Land entitlement development urban development documents (ARUD) Education and digital Business management Lack of entrepreneurial skills Training of SMEs transformation Environment and Solid waste management Delayed collection of garbage in Structured and scheduled collection solid waste markets of garbage management Transport and Infrastructure development; Delayed operations Timely implementation of works infrastructure BQs preparation; Works supervision 169 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Water natural Water supply in markets Lack of connection of water in the Restore connectivity resources and climate market change resilience Blue economy Provision of trading sites Lack of proper landing sites Clearly designate landing site and work with BMUs. Health Inspection of trading Lack of compliance to public Schedule inspections to ensure facilities and issuance of health requirements compliance. medical certificates to food handlers Investment Energy, Infrastructure  Set up of the IP portal.  Delayed operations  Timely implementation promotion and ICT  The strategy for the road network is to provide connectivity for vehicles within the site and also to the external transport networks.  Reliability of power will be a significant part of the value proposition for the industrial and manufacturing tenants targeted by the park Water natural Set up of desalination Delayed operations and financial Budget early and partner with other resources and climate plants, together with constraints. development partners in change resilience boreholes to supply water implementation. to the MIP. Set up of a wastewater treatment plant within the MIP. Lands Survey and proper mapping Delays in development of a RAP Fast track on the process. of squatters at the proposed industrial park. 170 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact MIC All Sectors  Increase in investment  Low credit worthiness  Investment porta  A strong brand name  Environment pollution  Ease of doing business aftercare for Mombasa County service  Increase in investment  Robust brand book  Increase in number of  Marketing and visibility strategy jobs created  Creation of Strategic  Successful flagship partnerships project  Comply with PPP regulations  Coordinated Strategic  ESIA as per the IFC and NEMA interventions standards  Successful partnerships  Partnerships with Research and with sister cities innovation hubs  Collaboration with County Departments  Conduct investment exhibitions  Establish Investment policy  Establish Promotion strategy  Create investor database  Create partnerships database  Collaboration with Departments Tourism Lands Identify and secure the Delays in identification of land Collaboration with relevant County development parcel of land to be and an updated feasibility study to Department (s) developed for the support the investment. Convention Centre Social Protection, Products development Conflict of interest; and limited  Harmonized operation; Culture and capacity in products development  Capacity building on products Recreation development;  Awareness creation in products development and marketing Energy, Infrastructure Online marketing platform Delayed operations Timely implementation and ICT set up Education Products marketing Biases in products support Awareness creation in products existence Energy, Infrastructure Infrastructure development Delayed operations Timely implementation of works and ICT Agriculture, Rural Provision of sites Lack of legal ownership Land entitlement and Urban documents Development (ARUD) 171 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Environmental Environmentally friendly Conflict of interest Harmonized operation protection, Water and management of the sites Natural Resources Energy, Infrastructure Online tourism information Lagged development Timely implementation and ICT portal and website set up; Infrastructure development; BQs preparation; Works supervision Agriculture, Rural Provision of sites Lack of legal ownership Land entitlement and Urban documents Development (ARUD) Cooperative Energy, Infrastructure Improve the value of Strain existing infrastructure due  Need for adequate legislation and development and ICT property through value to increased population policy, addition and land Potential source of conflict from  Need for collaboration and development (Housing sharing of resources stakeholders’ engagement in Cooperatives) development Potential to raise infrastructure bonds through cooperative engagement General Economic Alleviation of poverty Increased taxation and licensing Concessions from the county and Commercial through creation of new by the county government government on infant cooperatives Affairs employment, and industries Access to markets, Increase value of products through value additions Environmental Cooperatives participate in Slow development and SDGs Involve cooperatives in the Protection, Water and sustainable development implementation implementation of the 17 SDGs Natural Resources goal No. 13 on climate action. Public Administration Public Administration & Public Administration & Public Administration & International & International (or International (or Inter- International (or Inter- (or Inter-government) Relations Inter-government) government) Relations government) Relations Relations Social Protection, Contributing to youth and Can contribute to family dispute Need for civic and family training Culture and women empowerment by shifting power base from male Recreation through creation of income domination to fair distribution generating activities for women and youth 172 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact involvement of women and youth in decision making Education Provide resources for Little impact on education-based Cooperatives can manage an education through school programs working with partners education revolving fund jointly fees loans, improved living established by the cooperatives and standards; and increase the county government sensitizations on the need for education Cultural Affairs Tourism Mombasa culture  Lack of talents development In partnership with sector actors promoted, talents identified and ‘lost culture’ conserve the culture and promote and developed  Decrease in heritage bearers talents in arts 4.4. 9 Transport & Infrastructure Road’s Trade & Environment Connection to market Pulling down of structures  Establishment of market centers infrastructure centers on road reserve and  parking bays along the roads;  Develop a resettlement plan Access to essential services Poor living standards and high  In collaboration with national and market for produce; cost of living government and other alternative source of energy stakeholders improve on (green energy) transport infrastructure; utilization of renewable energy sources Public works and Office of the Security and public lighting Insecurity discourages opening of  In collaboration with public county lighting Governor; and Lands, - enhanced 24-7 business business startups and business identify areas that needs lighting Housing & Urban operations and reduced expansion; and high crime rate to establish proper accessibility Planning; Trade & crimes Environment 4.4.10 Water, Natural Resources & Climate Change Resilience Water Supply Transport and  Disruption of water  Provision of way leave  Consult and engage stakeholders Infrastructure supply and quality permits  Erect water marking post on the  Disruption of  Provide technical inputs on wayleaves construction works pipe laying  Easen wayleave permit issuance process  Include water sector in the approval process of the development plans  Provision of pipes leaves 173 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Compensate for water lost Public Health  Sensitization on water  Water quality monitoring  Enhance collaboration in water quality management and treatment quality monitoring  Sector conflicts on  Provision of technical health  Enhance water quality inputs collaborations/synergies  Census for boreholes and wells  Share information  Conduct water quality monitoring Land and Planning  Allocation of project  Delay in processes  Include water sector in the sites and documents  Inadequate public land approval process of the  Provision of existing development plans key development plans  Enable access of documents with  Technical input and ease  Recover public land or purchase land for infrastructure development Public Administration  Public/stakeholder  Bureaucracy  Consult and engage stakeholders mobilization and  Reduce bureaucracy engagement  Sharing if information  Provision of safer working environment  Monitoring of sector interventions sand services Environment  Water catchment  Ecological disruption during  Consult and engage with conservations constructions stakeholders  Control of pollution of  Carry out ESIA and ESMPs water bodies.  Carry out community  Conservation of the sensitization terrestrial ecosystem  Conservation of environment  Licensing  Initiate climate smart initiatives in carrying out activities Climate Resilience  Warning on adverse  Adverse weather patterns  Consult and engage with weather patterns stakeholders  Sharing of information 174 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact Sanitation Public Health  Wastewater quality  Poor wastewater  Enhance collaboration for Services monitoring and management synergies treatment  Sector conflict on  Census of sanitation facilities  Provision of technical wastewater quality  Regularize waste water quality input  Pollution of water bodies monitoring  Sensitization of  Stock material for sanitation wastewater management management  Control of pollution of water bodies  Management of sanitation/ablution facilities Land and Planning  Allocation of project  Conflicts on sites allocations  Include sanitation sector in the sites and documents approval process of the  Provision of existing development plans key development plans  Enable access of documents with  Technical input ease  Recover public land or purchase land for infrastructure development Transport and  Disruption of  Disruption of sanitation  Consult and engage stakeholders Infrastructure sanitation services services  Erect sanitation marking post on  Disruption of  Disruption of construction the way leaves construction works works  Easen way leave permit issuance  Provision of way leave  Provision of way leave process permits permits  Include sanitation sector in the  Provide technical  Provide technical inputs on approval process of the inputs on pipe laying pipe laying development plans  Provision of sewer pipes sleeves  Compensation for sanitation spillages Public Administration  Public/stakeholder  Bureaucracy  Consult and engage stakeholders mobilization and  Inefficient service delivery  Reduce bureaucracy engagement  Sharing if information  Provision of safer working environment 175 Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Sector(s) Synergies Adverse Effects Impact  Monitoring of sector interventions sand services Environment  Wastewater catchment  Ecological disruption during  Consult and engage with area monitoring constructions stakeholders  Control of pollution of  Carry out ESIA and ESMPs water bodies.  Carry out community  Conservation of the sensitization marine ecosystem  Conservation of environment  Licensing  Initiate climate smart initiatives in carrying out activities Climate resilience  Warning on adverse  Adverse weather patterns  Consult and engage with weather patterns  Negative impacts on climate stakeholders  Adoption of climate change  Sharing of information smart technologies Natural resources Climate resilience  Development of  Increased vulnerability to  Integration of climate during projects that increase the impacts of climate project planning and the resilience of the change development county to the impacts of climate change Renewable energy  Promoting the use of  Increased operational cost  Reducing the capital cost of renewable energy to and carbon emission at the installing renewable reduce cost in the county  Sensitize the benefits of utilizing utilization of non- renewable energy renewable and emission of carbon Environment and  Identify strategies to  Increased pollution of the  Sensitize and promote re use and Solid Waste promote the re use environment recycle of solid waste and recycle of solid  Increased solid waste at the  Sensitize on environmental waste to reduce disposal sites in the county legislations pollution on the environment  Enforcing compliance to environmental regulations 176 4.3 Proposed Grants, Benefits and Subsidies to be Issued This section provides information on grants, benefits and subsidies to be issued by the County Government during the plan period where applicable. Table 3. 1:Proposed Grants, Benefits and Subsidies to be Issued Type of payment (e.g. Purpose Key Performance Target Amount (Ksh. in Education bursary, Indicator Millions) Biashara fund, Scholarship grants etc.) Scholarships and other Issue bursaries to No of secondary Increase the 150 Educational Benefits - secondary school school students enrolment of Secondary Education students issued with bursaries pupils to secondary schools Scholarships and other Issue bursaries No of Tertiary Increase the 145 Educational Benefits - anad scholarships institution students enrolment of Tertiary Education to tertiary issued with bursaries students to institution tertiary students institutions Reward the No of school going Incentivize the 70 Educational Allowance - school going students enrolled and learners to Reward System children to benefitting from the remain in encourage reward system learning learning and Institutions deter social vices Scholarships and other Issue bursaries to No of Youth enrolled Harness the 130 Educational Benefits - secondary school in the skills Mtaani Youth’s talents Skills Mtaani students Programme School feeding To retain and No of children Increase the 84 programme increase the enrolled and retained enrolment of enrolment of the in the ECDE Centres the early age early age children in the children in the ECDE centres ECDE centres Airlifting Programme To facilitate the No of Youth Increase the 100 unemployed facilitated to travel employment youth access jobs oversees for rate of the oversees employment Youth Cooperatives revolving To empower the No of individuals and To empower 120 fund fisherfolk and groups facilitated the SMEs with start with start up capital community ups and the SMEs Total Proposed issuances 799 177 4.4 Resource Requirements FY 2024/25 Sector/ Department Name Amount ( Millions) 106 1 County Executive - 2 County Assembly 22.2 3 Public Service Board 905 4 Finance & Economic Planning 365 5 Environment & Solid Waste Management 258 6 Education & Digital Transformation 327 7 Health Services 2,130 8 Water, Natural Resources & Climate Change Resilience 428 9 Public Service Administration, Youth, Gender, Social Services & Sports 454 10 Tourism, Culture & Trade 1,810 11 Land, Planning, Housing and Urban Renewal 1,009 12 Transport & Infrastructure 572.5 13 Blue Economy, Agriculture & Livestock 50 14 The County Attorney TOTAL 8,436.7 4.5 Projected Revenues Amount (Kshs. Million) Source of Revenue Base Year 2023/24 ( Millions) Projected FY 2024/25 ( Millions) Equitable share 7,861.52 8,310.80 Conditional grants (GOK) 309.30 264.09 Conditional allocations from loans 1,276.38 796.75 and grants (Development Partners) Own Source Revenue 5,252.80 5,128.37 Total 14,700 14,500 178 4.6 Baseline Departmental Ceilings Analysis: Development and Recurrent FY 2023/24- 2025/26 DEPARTMENTS Projected Projected Projected 2023/2024 2024/2025 2025/2026 RECURRENT C D E County Executive 174,000,000 269,000,000 275,273,000 County Assembly 914,100,000 775,475,000 786,958,075 Public Service Board 131,400,000 133,250,000 135,515,250 Finance & Economic Planning 1,121,500,000 932,750,000 887,606,750 Environment & Solid Waste Management 623,000,000 630,375,000 641,091,375 Education & Digital Transformation 984,000,000 662,150,000 673,406,550 Health Services 1,943,973,855 3,485,000,000 3,544,245,000 Water, Natural Resources & Climate Change Resilience 114,000,000 133,250,000 135,515,250 Public Service Administration, Youth, Gender, Social Services & Sports 1,357,000,000 1,075,500,000 1,000,323,500 Tourism, Culture & Trade 390,107,190 358,750,000 364,848,750 Land, Planning, Housing and Urban Renewal 266,423,444 276,750,000 281,454,750 Transport & Infrastructure 916,000,000 574,000,000 583,758,000 Blue Economy, Agriculture & Livestock 209,000,000 256,250,000 260,606,250 The County Attorney 130,000,000 120,000,000 130,000,000 TOTAL 9,274,504,489 9,682,500,000 9,700,602,500 Projected Projected Projected 2023/2024 2024/2025 2025/2026 DEVELOPMENT C D E County Executive 25,000,000 25,625,000 26,060,625 County Assembly 50,000,000 30,750,000 31,272,750 Public Service Board 20,000,000 20,500,000 20,848,500 Finance & Economic Planning 716,000,000 358,750,000 364,848,750 Environment & Solid Waste Management 164,000,000 312,625,000 317,939,625 Education & Digital Transformation 166,000,000 307,500,000 312,727,500 Health Services 1,584,026,145 328,000,000 333,576,000 Water, Natural Resources & Climate Change Resilience 1,083,000,000 1,230,000,000 1,250,910,000 Public Service Administration, Youth, Gender, Social Services & Sports 225,000,000 604,750,000 521,212,500 179 DEPARTMENTS Projected Projected Projected 2023/2024 2024/2025 2025/2026 Tourism, Culture & Trade 221,892,810 389,500,000 396,121,500 Land, Planning, Housing and Urban Renewal 559,576,556 184,500,000 187,636,500 Transport & Infrastructure 361,000,000 768,750,000 781,818,750 Blue Economy, Agriculture & Livestock 250,000,000 256,250,000 260,606,250 The County Attorney - - - TOTAL 5,425,495,511 4,817,500,000 4,899,397,500 Projected Projected Projected 2023/2024 2024/2025 2025/2026 TOTAL C D E County Executive 199,000,000 294,625,000 201,333,625 County Assembly 964,100,000 806,225,000 818,230,825 Public Service Board 151,400,000 153,750,000 156,363,750 Finance & Economic Planning 1,837,500,000 1,291,500,000 1,252,455,500 Environment & Solid Waste Management 787,000,000 943,000,000 959,031,000 Education & Digital Transformation 1,150,000,000 969,650,000 986,134,050 Health Services 3,528,000,000 3,813,000,000 3,877,821,000 Water, Natural Resources & Climate Change Resilience 1,197,000,000 1,363,250,000 1,386,425,250 Public Service Administration, Youth, Gender, Social Services & Sports 1,582,000,000 1,680,250,000 1,521,536,000 Tourism, Culture & Trade 612,000,000 748,250,000 760,970,250 Land, Planning, Housing and Urban Renewal 826,000,000 461,250,000 469,091,250 Transport & Infrastructure 1,277,000,000 1,342,750,000 1,365,576,750 Blue Economy, Agriculture & Livestock 459,000,000 512,500,000 521,212,500 The County Attorney 130,000,000 120,000,000 130,000,000 TOTAL 14,700,000,000 14,500,000,000 14,600,000,000 Source: County Treasury, 2023 180 4.7 Financial and Economic Environment 4.7.1 County Economic and Fiscal Overview This County Annual Development Plan 2024/25 is prepared at a time when the Kenya’s development process is geared towards the Bottom-up Economic Transformation Model (BETA) as espoused in the fourth Medium Term Plan (MTP IV) of the Kenya Vision 2030 and the third generation CIDP. This has enabled the holistic integration of the national and county development thought process into the plan. The Census 2019 enumerated the total population of Mombasa to be 1,208,303 people. At the beginning of the third generation CIDP (2023), the population is projected to be 1,311,860 people, and 1,422,443 at the end of the planned period (2027), an indication of continued population growth despite the county. The total fertility rate is expected to decline over a similar period to reach 2.7 from 2.8 children per woman in 2023. As the county continues to experience a decline in fertility, the proportion of children below the age of 15 is expected to decline from 33.3 percent in 2023 to about 31.5 percent in 2027. This will result in a corresponding increase in the proportion of the population of the working ages (15- 64years) from 64.5 percent in 2023 to 65.8 percent in 2027 and the proportion of older persons above 64 years will increase from 2.2 percent to 2.7 percent. Therefore, as the proportion of those below the age of 15 years approaches 30 percent and the increase in the proportion of working ages with the proportion of those aged 64 years and above remains below 15 percent, a temporary demographic dividend window will open, estimated to be around 2031 when the county will experience accelerated economic window albeit through strategic investments in the identified four pillars. Mombasa County continues to face a unique distributional challenge in real GCP per capita due to dynamics in real economic activities as well as evolution of population size including internal migration and floating population which ultimately has an implication on public service delivery, including a rise in expenditure to deliver essential services. This has been attributed to the fact that the County’s allocated resources using the population parameter takes into account the census population while in essence the County has to plan for the its massive metro population. The above challenges are sectoral in nature and form an integral part of the People and Prosperity perspectives under the SDGs. A coordinated approach in analysis of developmental issues, planning, budgeting, implementation, monitoring and reporting, in both medium term and long term is critical. The county continues to heavily invest in infrastructure through expansion of roads, rehabilitation of non-motorized transport (NMTs) and opening up of access roads so as to ease the movement of goods and people within the county. Efforts are also in place to put up and rehabilitate trading centers and markets with the ultimate collective objective of creating a 24-hour economy. The County Government endeavours to prioritize expenditure in provision of safe potable water, quality health services, and modernized education institutions by improving their infrastructure and equipping, sanitation and waste management, social protection as well as youth and gender empowerment. The blue economy continues to be our anchor and an avenue that has been recognized internationally as a sector that can not only alleviate hunger but improve the standards of living of the citizens, in this 181 regard the County Government is in the forefront to harness and exploit its resources to ensure we realize its optimality. The county Government is inclined to revamp social programmes so as to spur the economy and improve the quality of life of its citizens. The County priorities and goals outlined herein are based on the County Integrated Development Plan 2023-2027, Governor’s Manifesto and the inputs from stakeholders. The key County proposed priority areas are;  Revamping of quality and affordable health services  Youth Empowerment, Cohesion and Inclusivity  Education and Training  Streamlined waste management services  Investment Promotion In the medium term, the county priorities will be: Revitalizing Mombasa’s economy; providing all citizens with access to clean water, sewer & storm water services; solving public transport challenges; prioritizing social welfare: improving quality of life for our people; entrenching good governance; reforming county government finance; investing in education; promoting cohesion, eliminating criminal gangs and battling drug menace; modernizing solid waste disposal; and leveraging Technology for development: Mombasa as a Smart City. 4.7.2 Fiscal Performance and Emerging Challenges In the financial year 2022/2023, as at 30th June 2023 the actual revenue attained was Ksh 12,232,779,655 which is 87 % of the total estimated budget of Ksh 14,000,000,000. The National Government transfers was Ksh 8,234,150,807 and local revenue of Ksh 3,998,628,848. This was an increase of Ksh. 874,957,631 from the previous financial year.In the 2021/2022 FY, the County realized Kshs 3,619,632,553 as local revenue and 8,217,892,579 as exchequer issues. The total revenue collected was Kshs 11,357,822,024. Unrealized local revenues, inadequate equitable share due to unfavorable formula parameters, delayed exchequer releases, and tedious procurement bureaucracies continues to hamper budget implementation. 4.7.3 Risks, Assumptions and Mitigation measures Risk Category Risk Risk Risk Level Mitigation measures Implication (Low, Medium, High) Financial Inadequate Stalled projects Medium Resource Mobilization financial Soaring Strategies resources pending bills Prioritization of resource allocation Financial Prudence Unrealized Own Accruing High Continuous improvement of Source Revenue pending bills revenue collection systems 182 Risk Category Risk Risk Risk Level Mitigation measures Implication (Low, Medium, High) (OSR) targets Diversification of revenue sources, Incentives for best performing revenue collectors Technological Systems breach Financial High Frequent updating of the irregularities system firewalls Real time Integration of systems and processes Develop the system user privilege policies Cyber Risk Data integrity Investment in cyber security Security breach risk management Social engineering Leakage of the Sensitization of the system system user users on information access disclosure credentials Climate Drought/ Floods Diversion of High Have a contingent plan for Change resources disasters Budgeting for disasters Loss of Climate practices livestock and Smart agriculture reduced crop Embracing green technology productivity Organizational Inadequate Human Inefficiency Medium Timely recruitment and Resource service delivery promotion of staff Capacity Operationalize the dispute Halting of resolution mechanism Industrial action critical services Operational Delay in delivery of Bureaucracies High Continuous review and services in government rationalization of public procurement procurement procedures and procedures regulations which lead to delays and inefficiencies Weak institutional Ineffective and Medium Continuous strengthening of frameworks unpredictable implementing planning institutions at all levels of government Legal, Unaligned laws Litigations High Aligning the county by laws Compliance and policies to the National and regulatory Introduction of new laws and regulations rules or legislations Lack of Legal Lack of a Develop supportive legal framework to anchor supportive legal framework for planning, 183 Risk Category Risk Risk Risk Level Mitigation measures Implication (Low, Medium, High) planning and M&E framework for coordination, monitoring and planning, evaluation coordination; monitoring and evaluation, that would secure the enforcement of the planning process Political Inadequate Political Changes in High Leverage on goodwill Good will county government Enhance internal and external policies and generation of funds to sustain priorities various sector projects Influences Good corporate governance funding and through training/capacity resource building allocation Diversify local revenue generating activities Economic Reduced Budgetary Inadequate High Nature and sustain goodwill; allocation funding, delay Develop and implement a in transfer of resource mobilization strategy allocated funds to the county affects delivery of planned activities Unaligned national Misalignment Align Sector activities with policies of the County county and national activities with government priorities and national other frameworks government priorities and international obligations hindering implementation Social Untimely Reduced High Timely dissemination of dissemination of integrity factual, accurate and timely county information perceptions by information about the county the stakeholders Strengthen stakeholder involvement 184 CHAPTER FIVE: MONITORING AND EVALUATION FRAMEWORK Introduction Programmes Monitoring and Evaluation Matrix The following matrix presents programmes, monitoring indicators and tools that will be used to carry out monitoring and evaluation of programmes during the Plan period. The chapter presents the monitoring and evaluation framework that will be used at the National and County level to track progress on implementation of projects and programmes. Monitoring the performance of County programs and projects helps increase their effectiveness, provides increased accountability and transparency in how public monies are used, and informs the budgetary process and the allocation of public resources, thus improving their effectiveness to improve welfare and, consequently, reduce poverty and increase the equality of opportunities. M&E improves the effectiveness of projects by allowing for mid-course corrections if there are aspects that do not have the desired impact; demonstrates impact and success of a project; and identifies lessons learned, enabling institutional learning and informing decisions about future programs. Evaluations assesses the relevance, effectiveness, efficiency, impact and sustainability of a project. Performance indicators adopted from CIMES Performance indicators adopted from the County Integrated Monitoring and Evaluation System are measures of project impacts, outcomes, outputs, and inputs that are monitored during project implementation to assess progress toward project objectives. They are also used later to evaluate a project's success. These Indicators organize information in a way that clarifies the relationships between a project's impacts, outcomes, outputs, and inputs and help to identify problems along the way that can impede the achievement of project objectives. They are therefore vital for strategic planning, informing resource allocation, forecasting, measuring results, benchmarking and quality management. Institutional framework that will be adopted to monitor the programmes At the National level, Monitoring and Evaluation is conducted through National Integrated Monitoring and Evaluation System (NIMES), whose main aim is to improve the effectiveness and quality of tracking of implementation of various development policies, strategies and programmes. The County and lower level monitoring and evaluation of projects and programmes are part of this system. The County will put in place a County Monitoring and Evaluation system to serve the needs of the County Government, while complimenting the National M & E system. The system will take cognizance of the projects and programmes included in the County Integrated Development Plan as well as indicators facilitating the MTEF process, and development aspects of the county. 185 Data collection, Analysis and reporting mechanisms The County Monitoring and Evaluation process is as follows: Planning: Identifying information to guide the project strategy, ensure effective operations and meet external reporting requirements. This has been relying heavily on the draft indicators handbook. Implementation: Gathering and managing information through informal as well as more structured approaches. Information comes from tracking which outputs, outcomes and impacts are being achieved and checking project operations. This is done through adhoc M&E committees. Participation: Involving project stakeholders in reflecting critically. Once information has been collected its analysed and discussed by project stakeholders through town hall meetings conducted through ward and sub county administrators. Communication: The results of M & E is communicated to the relevant stakeholders who need to use it. Ultimately the results from M&E – both the communication processes and information –improve the project strategy and operations. 186 ANNEXURES Annex 1: M&E Matrix Annex I M& E Matrix.pdf Annex 2: ADP Public Participation Report MSA COUNTY ADP 2425 PP Report.pdf Annex 3: ADP Memoranda JUNDA COMMUNITY BUDGET CHAMPIONS.pdf YOUNG PEOPLE GROUP CHANGAMWE AND JOMVU.pdf 187