County Integrated Development Plan 2023-2027

1.1 Background ........................................................................................................... 21

1.2 Position and Size of the County ............................................................................ 21

1.3 Physiographic and Natural Conditions.................................................................. 24

1.4 Administrative and Political Units......................................................................... 25

1.5 Demographic Features .......................................................................................... 29

1.6 Human Development Approach ........................................................................... 37 2 CHAPTER TWO: PERFORMANCE REVIEW OF THE PREVIOUS CIDP PERIOD .. 39

2.1 Overview ............................................................................................................... 39

2.2 Analysis of the County Revenue Sources .............................................................. 39

2.3 County Budget Expenditure Analysis .................................................................... 40

2.4 Sector Programmes’ Performance Review ........................................................... 43

2.4.1 Health Services ...................................................................................................... 43

2.4.2 Agriculture, Livestock, Veterinary and Fisheries .................................................. 46

2.4.3 Education .............................................................................................................. 47

2.4.4 Roads, Transport and Infrastructure .................................................................... 49 2.4.5 Trade, Co-operatives, Tourism Industrialization and Enterprise Development ... 50 2.4.6 Lands, Physical Planning, Housing and Urban Development ............................... 50

2.4.7 Environment, Water and Natural Resources ........................................................ 51

2.4.8 Gender and Youth ................................................................................................. 52

2.4.9 Sports, Culture and Social Services ....................................................................... 53

2.4.10 County Executive .................................................................................................. 54

2.4.11 Finance and Economic Planning ........................................................................... 54 iv

2.5 Challenges ............................................................................................................. 54

2.6 Emerging issues..................................................................................................... 55

2.7 Lessons Learnt....................................................................................................... 56

2.8 Natural Resource Assessment .............................................................................. 57

2.9 Development Issues .............................................................................................. 58

2.9.1 Health Services ...................................................................................................... 58

2.9.2 Agriculture, Livestock, Veterinary and Fisheries .................................................. 62

2.9.3 Education .............................................................................................................. 63

2.9.4 Roads, Transport and Infrastructure .................................................................... 64 2.9.5 Trade, Cooperatives, Tourism and Enterprise Development ............................... 65 2.9.6 Lands, Physical Planning, Housing and Urban Development ............................... 65

2.9.7 Environment, Water and Natural Resources ........................................................ 67

2.9.8 Gender and Youth ................................................................................................. 68

2.9.9 Sports, Culture and Social Services ....................................................................... 69

2.9.10 County Executive .................................................................................................. 69

2.9.11 Finance and economic planning ........................................................................... 70 3 CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK .................................. 71

3.1 Spatial Development Framework ......................................................................... 71 4 CHAPTER 4: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES ......... 81

4.1 Development Priorities and Strategies ................................................................. 81

4.1.1 Health Services ...................................................................................................... 81

4.1.2 Agriculture, Livestock, Veterinary and Fisheries ................................................. 107

4.1.3 Education ............................................................................................................ 125

4.1.4 Roads, Transport and Infrastructure................................................................... 138

4.1.5 Trade, cooperatives, Tourism and Enterprise Development ............................... 147 4.1.6 Lands, Physical Planning, Housing and Urban Development ............................. 162

4.1.7 Environment, Water and Natural Resources ...................................................... 173

4.1.8 Gender and Youth ............................................................................................... 189

4.1.9 Sports, Culture and Social Services ..................................................................... 195

4.1.10 County Executive ................................................................................................. 203

4.1.11 Finance and Economic Planning ......................................................................... 216 v

4.2 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks.............................................................................................. 220 5 CHAPTER FIVE: IMPLEMENTATION FRAMEWORK ........................................... 232

5.1 Overview ............................................................................................................. 232

5.2 Institutional Framework ..................................................................................... 232

5.2.1 Organization flow chart ...................................................................................... 232

5.2.2 Kirinyaga County Executive Committee .................... Error! Bookmark not defined.

5.2.3 Kirinyaga County Assembly ....................................... Error! Bookmark not defined.

5.2.4 Kirinyaga County Budget and Economic Forum........ Error! Bookmark not defined.

5.2.5 County Public Service Board ...................................... Error! Bookmark not defined.

5.2.6 County Chief Officers................................................. Error! Bookmark not defined.

5.2.7 County Directors and Sub-County Heads of DepartmentsError! Bookmark not defined.

5.3 Resource Mobilization and Management Framework ....................................... 234

5.3.1 Resource Requirements by Sector ....................................................................... 234

5.3.2 Revenue Projections ............................................................................................ 235

5.3.3 Estimated Resource Gap ..................................................................................... 235

5.4 Asset Management ............................................................................................. 236

5.5 Risk Management ............................................................................................... 236 6 CHAPTER SIX: MONITORING, EVALUATION AND LEARNING ............................ 238

6.1 Overview ............................................................................................................. 238

6.2 County Monitoring and Evaluation Structure ..................................................... 238

6.3 M&E Capacity ...................................................................................................... 243

6.4 M&E Outcome Indicators ................................................................................... 244

6.5 Data Collection, Analysis and Reporting ............................................................. 248 6.6 Dissemination, Feedback Mechanism, Citizen Engagement and Learning ........ 249

6.7 Evaluation Plan.................................................................................................... 249 vi LIST OF TABLES Table 1.1 Area (KM2) by Sub- County ........................................................................................ 26 Table 1.2 County Government Administrative Wards............................................................... 26 Table 1.3 County Government Electoral Wards by Constituency ............................................. 27 Table 1.4 Population Projections (by Sub-County and Sex) ...................................................... 29 Table 1.5 Population projection by Age Cohort ........................................................................ 29 Table 1.6 Population Projection by Urban Areas....................................................................... 31 Table 1.7 Population density and distribution........................................................................... 33 Table 1.8 Population Projection by Broad Age Groups ............................................................. 34 Table 1.9 Population of Persons with Disability by Type, Age and Sex ..................................... 35 Table 1.10 Demographic Dividend Potential ............................................................................. 36 Table 1.11 Human Development Indicators .............................................................................. 37 Table 1.12 Multidimensional and monetary poverty ................................................................ 38 Table 1.13: Multidimensional Poverty incidence by age group ................................................ 38 Table 2.1 Analysis of the County Revenue Sources ................................................................... 39 Table 2.2 County Budget Expenditure Analysis ......................................................................... 40 Table 2.3 Natural Resource Assessment.................................................................................... 57 Table 2.4 Development Issues Health Services ......................................................................... 58 Table 2.5 Development Issues- Agriculture, Livestock, Veterinary and Fisheries ..................... 62 Table 2.6 Development Issues- Education ................................................................................. 63 Table 2.7 Development Issues- Roads, Transport and Infrastructure ....................................... 64 Table 2.8 Development issues- Trade, Cooperatives, Tourism and Enterprise Development .. 65 Table 2.9 Lands, Physical Planning, Housing and Urban Development ..................................... 65 Table 2.10 Environment, Water and Natural Resources ........................................................... 67 Table 2.11 Gender and Youth .................................................................................................... 68 Table 2.12 Sports, Culture and Social Services .......................................................................... 69 Table 2.13 County Executive ...................................................................................................... 69 Table 2.14 Finance and economic planning............................................................................... 70 Table 3.1 Land Uses ................................................................................................................... 71 Table 3.2 Proposed Land Uses ................................................................................................... 72 Table 3.3 County Spatial Development Strategies by Thematic Areas ..................................... 73 Table 4.1 Sector Priorities and Strategies- Health Services ....................................................... 82 Table 4.2 Sectoral Programmes - Health Services ..................................................................... 85 Table 4.3 Sector Priorities ........................................................................................................ 108 Table 4.4 Sector Programmes .................................................................................................. 111 Table 4.5 Sector Priorities and Strategies- Education ............................................................. 126 Table 4.6 Sector Programs ....................................................................................................... 127 Table 4.7 Sector Priorities and Strategies ................................................................................ 139 Table 4.8 Sector Programmes .................................................................................................. 140 Table 4.9 Sector Priorities and Strategies ................................................................................ 148 Table 4.10 Sector Programs ..................................................................................................... 150 Table 4.11 Sector Programs- Lands, Physical Planning, Housing and Urban Development .... 165 vii Table 4.12 Sector Programs-Environment, Water and Natural Resources ............................. 176 Table 4.13 Sector Programs- Gender and Youth ..................................................................... 191 Table 4.14 Sector Programs-Sports, Culture and Social Services ............................................ 197 Table 4.15 Sector Programs- County Executive ....................................................................... 205 Table 4.16 Sector Programs- Finance and Economic Planning ................................................ 217 Table 4.17: CIDP Linkages with National Development Agenda, Regional and International Development Frameworks....................................................................................................... 220 Table 5.1 Institutional Framework ........................................................................................... 232 Table 5.2 Summary of Sector Financial Resource Requirement ............................................. 234 Table 5.3 Revenue Projections ................................................................................................ 235 Table 5.4 Estimated Resource Gap .......................................................................................... 235 Table 5.5 Risk, Implication, Level and Mitigation Measures ................................................... 237 Table 6.1 Responsibilities of Stakeholders in M&E Institutional Framework ......................... 240 Table 6.2 M&E Outcome Indicators ......................................................................................... 244 Table 6.3 Evaluation Plan ......................................................................................................... 250 LIST OF FIGURES Figure 1.1 Kirinyaga County on Map.......................................................................................... 22 Figure 1.2 Kirinyaga County Map ............................................................................................... 23 Figure 1.3 Mean Temperature and Precipitation ...................................................................... 25 Figure 1.4 Map of County Administrative Boundaries .............................................................. 28 Figure 1.5 Population Pyramid................................................................................................... 31 Figure 2.1 Budget Allocation (2017/18-2021/22) ...................................................................... 41 Figure 2.2 Absorption Rates (2017/18-2021/22)....................................................................... 42 Figure 5.1 Organization Flow Chart ......................................................................................... 233 Figure 6.1 M&E Organogram ................................................................................................... 239 viii FOREWORD Through Constitution of Kenya Chapter Eleven establishes devolved Governments whose one of the objectives is to promote social and economic development and the provision of proximate, easily accessible services throughout Kenya. The Constitution under The Fourth Schedule clearly sets out the distribution of functions between the national Government and the County Governments. In particular Part 2 of the Schedule sets out fourteen functions of the County Governments. These functions include, agriculture, County health services, control of air pollution, noise pollution, other public nuisances, outdoor advertising, cultural activities, public entertainment, public amenities, County transport, animal control and welfare; trade development and regulation; County planning and development, preprimary education, village polytechnics home craft centers , childcare facilities, implementation of specific national Government policies on natural resources and environmental conservation, County public works and services, firefighting services and disaster management; control of drugs and pornography and lastly ensuring and coordinating the participation of communities and locations in governance at the local level and assisting communities and locations to develop the administrative capacities for the effective exercise of the functions and powers and participation in governance at the local level. It is important to note that though the Constitution of Kenya creates two levels of Government which are distinct, the two are interdependent and interrelated as such they leverage on each other thus building synergy. Enabling Legislations have been enacted to give effect to Articles on Devolved Government. Amongst these legislations is the County Government Act 2012 which under Section 108 provides for the development of a five-year County Integrated Development Plan with clear goals and objectives; an implementation plan with clear outcomes; provisions for monitoring and evaluation; and clear reporting mechanisms. In this regard therefore, this is the 3rd Generation County Integrated Development Plan (CIDP) which commences in 2023 – 2027. The CIDP provides an integrated development planning framework in the County and a sole basis for preparing County budgets. The CIDP is expected to contribute to the realization of aspirations of Kenya Vision 2030 and its Medium Term Plans, Bottom-Up Economic Transformation Agenda (BETA) and Sustainable Development Goals (SDGs) at the County level. ix This CIDP draws its development agenda from Vision 2030, BETA, the County’s Sessional Paper 2032 and the views of the public gathered during various public participation forums held in the Sub-Counties of Mwea, Kirinyaga West, Kirinyaga East and Kirinyaga Central in November 2022. The County will not only partner with the national Government in the realization of its development agenda as stipulated in this CIDP, but it will also partner with development partners as well as pursuing Public Private Partnership (PPP) approach to mobilize resources in implementation of key projects. The County will indeed synergize with the National Government to ensure that the County significantly contributes to the realization of Vision 2030 which is the priority of Kenya as at this time. Despite the scarce resources due to the competing development needs of the County as stipulated in this CIDP, the County will endeavor to equitably allocate the available resources to ensure equitable development and redistribution of or the implementation of development projects. Through the application of wisdom, knowledge and the County will put in place effective and efficient monitoring and evaluation systems that will see to it that projects are implemented within the given timelines. The implementation of this CIDP has taken into account the inclusion of the special groups in the actualization of the development projects and programmes herein identified. As articulated in our Sessional Paper 2032, employment creation for our youth and the economic empowerment for our women is a priority area. We take realize that the youth and the women are key factors of production in our County economic growth. In this regard the, the projects identified herein will ensure there is meaningful engagement of our youth that will translate to their economic empowerment through wealth creation. This CIDP outlines projects and programes for implementation in the next five years 2023-2027 in five strategic goals which have been highlighted in Sessional Paper. These five strategic goals are 1) job creation through the creation of new industries and product diversification; 2) better health through accessible and affordable health care; 3) increased income from improved and efficient productivity, market access, product marketing and competitive market prices; 4) improved urban planning and infrastructure in order to created state of the art towns and cities and lastly 5) enhance knowledge and skills development in order to establish demand driven, adaptive, diligent, talented and unique work force. x For the period 2023– 2027, the success of the implementation of the County Sessional Paper 2032 is highly dependent on the efficient and effective implementation of the projects and programmes articulated in this CIDP. In this regard then, we call upon the national Government, development partners, all relevant state and non-state agencies, all stakeholders within and without the County and ultimately the residents of Kirinyaga County to partner with us and to make good their commitment in realizing our County development goals and agendas. We strongly believe that the implementation of the projects and programmes articulated in this CIDP will result to significant economic, social and governance benefits to the advantage of Kirinyaga County and Kenya as a whole. H.E. ANNE MUMBI WAIGURU, EGH GOVERNOR KIRINYAGA COUNTY xi ACKNOWLEDGEMENTS Development of this CIDP was achieved through tireless efforts which entailed a consultative process together with stakeholders within the County and National Government Agencies. First and foremost, I wish to acknowledge the moral and material support provided by the executive office County Government of Kirinyaga led by H.E. Hon. Governor Anne Mumbi Waiguru, EGH; Deputy Governor H.E Hon. David Githanda, the County Executive Committee Members (CECs). We further appreciate the contribution of The Speaker, All Members of County Assembly of Kirinyaga for support during public consultative forums and approval process. We also acknowledge the invaluable input from stakeholders who were instrumental in developing this CIDP. We acknowledge highly valuable technical input and guidance provided by the National Treasury and Economic Planning, Kenya Institute of Public Policy Research and Analysis (KIPPRA), Council of Governors, Kenya National Bureau of Statistics. We also acknowledge the contribution and tireless guidance and insights offered by Executive Committee Members, County Chief Officer. We also highly appreciate technical input, data and information provided by County Directors and their technical officers. I cannot forget staff in the Department of Finance and Economic Planning led by Director Economic Planning, Director Budget, and Economists for their commitment and dedication throughout the entire preparation process. Further, we salute the support of Sub-County and Ward Administrators for their support in successful coordination of public consultative forums. Lastly, special appreciation to the entire community members of Kirinyaga County who attended the Public Consultation Forums. We take this opportunity to thank all of you for your support. JACQUELINE NJOGU COUNTY EXECUTIVE COMMITTEE MEMBER-FINANCE AND ECONOMIC PLANNING xii EXECUTIVE SUMMARY This CIDP 2023-27 is the third prepared under the devolved government. The plan outlines the strategic priority programs and projects for implementation in the period 2023-2027. It builds on the achievements of first and second generation CIDPs. This plan provides the basis for development in the county for the period. It provides programs and projects that will be implemented by County Government agencies. The plan is divided into six chapters and annexures as follows; Chapter one provides information about the county. It describes the county in terms of position and size; location of the county in Kenya. It also gives a highlight on the county physical and topographical features. Climatic and ecological conditions of the county is also provided. This chapter also provides information on the county’s administrative and political units. These includes number and size of Divisions, Locations, sub-Locations. Also provided is County Government administrative units by wards and constituencies. This chapter also provides the County’s demographic profiles that provides insights into socio-economic status of the county. Chapter two provides a review on implementation of the previous CIDP 2018-22. It presents an analysis of county performance in terms of revenues, expenditures and key outcomes as well as the major challenges faced in the implementation of the plan. Chapter three provides provide the spatial framework within which development projects and programmes will be implemented. The spatial development strategy is analyzed in various thematic areas. Chapter four provides sector development priorities, strategies, programmes, flagship projects, and cross-sectoral linkages. Each sector provides a discussion of priorities and strategies to implement them. Each sector then provides programs to be implemented in the next five years. This chapter also demonstrates Kirinyaga County CIDP linkages with National Development Agenda (MTPIV, BETA) Regional and International Development Frameworks. Further, the chapter provides cross-sectoral impacts of each sectoral programme and appropriate actions to harness cross-sector synergies or mitigate adverse cross-sector impacts. Chapter five gives information on the county’s institutional arrangement and their specific roles towards implementation of the CIDP. In addition, the chapter presents the resource mobilization and management framework, asset management, and risk and mitigation measures. xiii Chapter six gives an outline how the plan will be monitored and evaluated during and after its implementation. This information includes M&E structure; data collection, analysis, reporting and learning; M&E outcome indicators tracking; and dissemination and feedback mechanism. The Annex gives information about the county, the county fact sheet. In addition, the annex also provides M&E tools and matrix used for monitoring and evaluation. xiv ABBREVIATIONS AND ACRONYMS ABBREVIATIONS ANC Antenatal Care ARD Agriculture & Rural Development BPO Business Process Outsourcing BETA Bottom-up Economic Transformation Agenda CA County Assembly CBEF County Budget and Economic Forum CBO Community Based Organization CCC Comprehensive Care Clinics CCO County Chief Officer CEC County Executive Committee CIDP County Integrated Development Plan CPSB County Public Service Board DRR Disaster Risk Reduction DTC Diagnosis Testing & Counseling ECD Early Childhood Development GDI Gender Development Index GDP Gross Domestic Product HCDA Horticulture Crops Development Authority HH Household HPI Human Poverty Index ICT Information Communication Technology KeRRA Kenya Rural Roads Authority KFS Kenya Forest Service MCA Member of County Assembly SDGs Sustainable Development Goals MTEF Medium Term Expenditure Framework NCPB National Cereals & Produce Board xv NEMA National Environmental Management Authority NIB National Irrigation Board CIMES County Integrated Monitoring & Evaluation System NGO Non-Governmental Organization PFM Public Finance Management Act PLWHA People Living With HIV & AIDs PMTCT Prevention of Mother to Child Transmission PPP Private Public Partnership RMLF Roads Maintenance Levy Fund VCT Voluntary Counseling & Testing WRUA Water Resource User Association xvi CONCEPTS AND TERMINOLOGIES Baseline: Baseline is an analysis describing the initial state of an indicator before the start of a project/programme, against which progress can be assessed or comparisons made Programme: A grouping of similar projects and/or services performed by a Ministry or Department to achieve a specific objective; The Programmes must be mapped to strategic objectives. Project: A project is a set of coordinated activities implemented to meet specific objectives within defined time, cost and performance parameters. Projects aimed at achieving a common goal form a programme. Green Economy: The green economy is defined as an economy that aims at reducing environmental risks and ecological scarcities, and that aims for sustainable development without degrading the environment. Indicator: An indicator is a sign of progress /change that result from your project. It measures a change in a situation or condition and confirms progress towards achievement of a specific result. It is used to measure a project impact, outcomes, outputs and inputs that are monitored during project implementation to assess progress Target: A target refers to planned level of an indicator achievement Outcome: Measures the intermediate results generated relative to the objective of the intervention. It describes the actual change in conditions/situation as a result of an intervention output(s) such as changed practices as a result of a programme or project. Output: Immediate result from conducting an activity i.e. goods and services produced Performance indicator: A measurement that evaluates the success of an organization or of a particular activity (such as projects, programs, products and other initiatives) in which it engages. Outcome Indicator: This is a specific, observable, and measurable characteristic or change that will represent achievement of the outcome. Outcome indicators include quantitative and qualitative measures. Examples: Enrolment rates, transition rates, mortality rates etc. Flagship/Transformative Projects: These are projects with high impact in terms of employment creation, increasing County competitiveness, revenue generation etc. They may be derived from the Kenya Vision 2030 (and its MTPs) or the County Transformative Agenda. 17 Demographic Dividend: The demographic dividend is the accelerated economic growth that may result from a decline in a country's mortality and fertility and the subsequent change in the age structure of the population. It is evident in Kenya that demographic transition is taking place at both national and County level creating a demographic window of opportunity to harness the demographic dividend. Demographic window is the period when the population structure is such that those aged below 15 years are less than 30% of the total population and those aged 65 years and above are less than 15% of the population. This period is estimated to last for about 40 years during which a County can achieve the fastest economic growth due to the large workforce relative to dependants. This window opens at different times for each County depending on the current population structure and fertility levels. For the demographic window to open fertility levels must continue to decline. The Sustainable Development and Sustainable Development Goals (SDGs) In September 2015 UN member countries adopted the 2030 Agenda for Sustainable Development and its 17 Sustainable Development Goals. As part of implementing the SDGs, the Government of Kenya published and launched its Road Map to achieving SDGs. The Road Map envisages a partnership with all stakeholders as well as building capacity for devolved Governments to implement the SDGs. The domestication and integration of the SDGs will be imbedded in Medium Term Plans and County Integrated Development Plans. The policies, programmes and projects outlined in the CIDP should integrate and be aligned with the objectives of all of the 17 SGDs which include: Goal 1: End poverty in all its forms everywhere Goal 2: End hunger, achieve food security and improved nutrition and promote sustainable agriculture Goal 3: Ensure healthy lives and promote well-being for all ages Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Goal 5: Gender equality and empower all women and girls Goal 6: 18 Ensure availability and sustainable management of water and sanitation for all Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all Goal 8: Promote sustainable economic growth, full and productive employment and decent work for all Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Goal 10: Reduce inequality within and among countries Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable Guidelines for Preparation of County Integrated Development Plans (Revised) 2017 Goal 12: Ensure sustainable consumption and production patterns Goal 13: Take urgent action to combat climate change and its impacts Goal 14: Conserve and sustainably use the oceans, seas and marine resources for sustainable development Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification and halt and reverse land degradation and halt biodiversity loss Goal 16: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels Goal 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development The Blue Economy Blue Economy means the use of the sea and its resources for sustainable economic development. The Blue Economy covers both aquatic and marine spaces including oceans, seas, coasts, lakes, rivers, and underground water. It encompasses a range of productive sectors, including fisheries, aquaculture, 19 tourism, transport, shipbuilding and repair, energy, bio prospecting, bunkering, sport fishing, port services, marine insurance, freight forwarding and underwater mining and related activities. Kenya is endowed with rich coastal and maritime resources which has a huge potential for development of the Blue Economy. Kenya has great potential in achieving sustainable development through a Blue Economy approach. Key to achieving the above is ensuring that proper policies and strategies are put in place for the Blue Economy, adopting the agenda at the highest level both at the National and County level, and investing in the sector. In addition, public awareness on Blue Economy must be created, and capacity built to harness the benefits of the sector. For purposes of this CIDP, the blue economy refers to the main fishing activities in the County 20 1 CHAPTER ONE: COUNTY OVERVIEW

1.1 Background This chapter provides the background information on the socio-economic and infrastructural information that has a bearing on the development of the County. It also provides description of the County in terms of the location, size, physiographic and natural conditions, demographic profiles as well as the administrative and political units. In addition, it provides information on infrastructure and access; land and land use; community organizations/non-state actors; crop, livestock and fish production; forestry, environment and climate change; mining; tourism; employment and other sources of income; water and sanitation; health access and nutrition, education and literacy, trade, energy, housing, transport and communication, community development and Social Welfare.

1.2 Position and Size of the County Kirinyaga County is located between latitudes 001’ and 00 40’ South and longitudes 370 and 380 East. The County borders Nyeri County to the North West, Murang’a County to the West and Embu County to the East and South and also boarder small part of Machakos County. It covers an area of 1,478.1 square kilometers. 21 I Location ofK. . ~~--- - - - - - - - - - innyag· C I WA,Tm " I Figure 1.1 Kirinyaga County on Map 22 ,., \ • j Figure 1.2 Kirinyaga County Map 23

1.3 Physiographic and Natural Conditions

1.3.1. Physical and Topographic Features The County lies between 1,158 metres and 5,380 metres above sea level in the South and at the Peak of Mt. Kenya respectively. Mt. Kenya which lies on the northern side greatly influences the landscape of the County as well as other topographical features. The mountain area is characterized by prominent features from the peak, hanging and V-shaped valleys. The snow melting from the mountain forms the water tower for the rivers that drain in the County and other areas that lie south and west of the County. The Snow flows in natural streams that form a radial drainage system and drop to rivers with large water volumes downstream.

1.3.2. Ecological Conditions The County has three ecological zones; the lowland areas that fall between 1158 metres to 2000 metres above sea level, the midland areas that lie between 2000 metres to 3400 metres above sea level and the highland comprising areas of falling between 3400 metres to 5380 metres above sea level. The lowland area is characterized by gentle rolling plains that cover most of Mwea constituency. The midland area includes Ndia, Gichugu and Kirinyaga Central constituencies. The highland area covers the upper areas of Ndia, Gichugu and Central constituencies and the whole of the mountain area. The County is well endowed with a thick, indigenous forest with unique types of trees covering Mt. Kenya. Mt. Kenya Forest covers 350.7 Km2 and is inhabited by a variety of wildlife including elephants, buffaloes, monkeys, bushbucks and colorful birds while the lower parts of the forest zone provide grazing land for livestock. The rich flora and fauna within the forest coupled with mountain climbing are great potential for tourist activities. The County has six major rivers namely; Sagana, Nyamindi, Rupingazi, Thiba, Rwamuthambi and Ragati, all of which drain into the Tana River. These rivers are the principal source of water in the County. The water from these rivers has been harnessed through canals to support irrigation at the lower zones of the County especially in Mwea sub-County. The rivers are also important sources of domestic water through various water supply schemes. The rapid populating increase is however constraining many of the schemes since the designs were meant to cater for a smaller population. There is therefore a dam being constructed in the County at Gichugu Constituency as well as rehabilitation and expansion of Mwea irrigation scheme which will address some of these problems. The water resources, if optimally 24 harnessed, will boost agricultural production in the County and contribute to sustained economic development and poverty reduction. Geology and Soils The geology of the County consists of volcanic rocks, which influence formation of magnificent natural features such as “Ndarasa ya Ngai’ (God’s bridge)” along Nyamindi River, and the seven spectacular water falls within the County.

1.3.3. Climatic Conditions The County has a tropical climate and an equatorial rainfall pattern. The climatic condition is influenced by the County position along the equator and its position on the windward side of Mt Kenya. The County has two rainy seasons, the long rains which average 2,146 mm and occur between the months of March to May and the short rains which average 1,212 mm and occur between the months of October to November. The amount of rainfall declines from the high-altitude slopes of Mt. Kenya towards the Semi- arid zones in the eastern part of Mwea constituency. The temperature ranges from a mean of 8.10C in the upper zones to 30.30C in the lower zones during the hot season. - Tmin - Tmax 50 40 e 200 ~ §. 30 3 "P C: 0 ·--= I Cl) -, DJ c :i~ 1ool 20 ~ 0 0... D I 10 0 0 1 2 3 4 5 6 7 8 9 10 11 12 Month Source: Kenya County Climate Risk Profile: Kirinyaga County Figure 1.3 Mean Temperature and Precipitation

1.4 Administrative and Political Units

1.4.1 Administrative Units The County is divided into five sub-counties namely; Kirinyaga East, Kirinyaga West, Mwea East, Mwea West and Kirinyaga Central. These sub-counties are subdivided further into 12 divisions, 30 locations and 81 sub-locations. 25 County constituencies and administrative units Table 1.1 Area (KM2) by Sub- County DISTRICT/SUBCOUTY AREA(KM2) No. of Divisions No. of Locations No. of Sub locations Kirinyaga West 208 3 8 16 Kirinyaga Central 153 3 5 18 Kirinyaga East 232 3 10 27 Mwea East 303 1 5 16 Mwea West 239 2 2 4 Forest Area 343 Total 1478 12 30 81 The County has four constituencies namely Mwea, Ndia, Kirinyaga Central and Gichugu. Mwea Constituency comprises of two sub counties namely Mwea East and Mwea West Sub counties, while the other constituencies form Kirinyaga West, Kirinyaga Central and Kirinyaga East districts respectively.

1.4.2 County Government Administrative wards by constituency Table 1.2 County Government Administrative Wards Sub County No. of Wards Kirinyaga West 3 Kirinyaga Central 4 Kirinyaga East 5 Mwea East 4 Mwea West 4

1.4.3 Political Units (Constituencies and Wards) The County has four constituencies namely Mwea, Ndia, Kirinyaga Central and Gichugu. Mwea Constituency comprises of two sub counties namely Mwea East and Mwea West Sub counties, while the other constituencies form Kirinyaga West, Kirinyaga Central and Kirinyaga East districts respectively. County’s Electoral Wards by Constituency Kirinyaga County has twenty (20) County assembly wards. Table below shows the constituency, name of County assembly ward and number of County Assembly wards per constituency. 26 Table 1.3 County Government Electoral Wards by Constituency Constituency County Assembly Wards Mwea 8 Gichugu 5 Ndia 3 Kirinyaga Central 4 27 Figure 1.4 Map of County Administrative Boundaries Page 28 of 263

1.5 Demographic Features This section provides demographic features for Kirinyaga County population as per the 2019 Kenya Population and Housing Census Report), current estimates and projections for both mid (2025) and end (2027) of the plan period, segregated by sex.

1.5.1 Population Size, Composition and Distribution County Population Age Structure Population Projections (by Sub-County and Sex) Table 1.4 Population Projections (by Sub-County and Sex) Sub-County 2019 2022 2025 2027 M F Intersex Total M F Intersex Total M F Intersex Total M F Intersex Total Kirinyaga Central 60,118 62,617 5 122,740 62,322 64,912 5 127,239 64,606 67,292 5 131,903 66,175 68926 6 135,107 Kirinyaga West 56,154 58,502 8 114,660 58,212 60,646 8 118,867 60,346 62,869 9 123,224 61,812 64397 9 126,217 Kirinyaga East 67,037 68,514 4 135,559 69,494 71,025 4 140,524 72,042 73,629 4 145,675 73,792 75417 4 149,213 Mwea East 66,432 66,114 8 132,554 68,867 68,537 8 137,413 71,392 71,050 9 142,450 73,126 72776 9 145,910 Mwea West 52,228 52,594 6 104,828 54,142 54,522 6 108,671 56,127 56,520 6 112,654 57,490 57893 7 115,390 Total 302,011 308,369 31 610,411 313,038 319,644 32 632,714 324,513 331,360 33 655,906 332,395 339,409 34 671,838 KNBS 2019 By the end of this plan period i.e. 2027, the County population is projected to be at 671,838 male and female being 332,395 and 339,409 respectively, while intersex number will increase from 31 to 34. Kirinyaga East Sub County will have the highest projected population of 149,213 followed by Mwea East 145,910. Kirinyaga Central, Kirinyaga West and Mwea West by end of plan period will be having 135,107,126,217 and 115,390 respectively. Population projection by Age Cohort Table 1.5 Population projection by Age Cohort 2019 2022 2025 2027 Age Male Female Total Male Female Total Male Female Total Male Female Total 0-4 28,836 28,655 57,491 29,893 29,705 59,598 30,989 30,794 61,783 31,741 31,542 63,284 Page 29 of 263 2019 2022 2025 2027 Age Male Female Total Male Female Total Male Female Total Male Female Total 5-9 28,749 28536 57,285 29,803 29,582 59,385 30,895 30,666 61,562 31,646 31,411 63,057 10-14 30,601 30395 60,996 31,723 31,509 63,232 32,886 32,664 65,550 33,684 33,458 67,142 15-19 29,637 28,432 58,069 30,723 29,474 60,198 31,850 30,555 62,404 32,623 31,297 63,920 20-24 23,042 23,586 46,628 23,887 24,451 48,337 24,762 25,347 50,109 25,364 25,963 51,326 25-29 20,721 21,433 42,154 21,481 22,219 43,699 22,268 23,033 45,301 22,809 23,593 46,401 30-34 24,114 25,634 49,748 24,998 26,574 51,572 25,914 27,548 53,462 26,544 28,217 54,761 35-39 24,522 24,698 49,220 25,421 25,603 51,024 26,353 26,542 52,895 26,993 27,187 54,179 40-44 21,621 21,154 42,775 22,414 21,929 44,343 23,235 22,733 45,968 23,800 23,285 47,085 45-49 18,253 17,714 35,967 18,922 18,363 37,285 19,616 19,036 38,652 20,092 19,499 39,591 50-54 14,939 14,573 29,512 15,487 15,107 30,594 16,054 15,661 31,715 16,444 16,041 32,486 55-59 12,496 12,485 24,981 12,954 12,943 25,897 13,429 13,417 26,846 13,755 13,743 27,498 60-64 7,918 7,956 15,874 8,208 8,248 16,456 8,509 8,550 17,059 8,716 8,758 17,473 65-69 6,445 6,982 13,427 6,681 7,238 13,919 6,926 7,503 14,429 7,094 7,685 14,780 70-74 4,631 6,053 10,684 4,801 6,275 11,076 4,977 6,505 11,482 5,098 6,663 11,761 75-79 2,225 3,239 5,464 2,307 3,358 5,664 2,391 3,481 5,872 2,449 3,565 6,015 80+ 3,257 6,839 10,096 3,376 7,090 10,466 3,500 7,350 10,850 3,585 7,528 11,113 Age NS 4 5 9 4 5 9 4 5 10 4 6 10 KNBS: 2019 Page 30 of 263 Population Pyramid 80+ 70-74 60-64 50-54 40-44 30-34 20-24 10-14 0-4 15 10 5 0 5 10 15 □ Percentage Female □ Percentage Male Figure 1.5 Population Pyramid In 2019, the age cohort with highest population is 10-14 with 60,996 male and female being 30,601 and 30,395 respectively. While the one with lowest population was 75-79 with 5,464 population male and female being 2,225 and 3,239 respectively. By the end of this plan period, this population is projected to be 67,142 and 6,015 for ages 10-14 and 75-79 respectively with its gender population as, 10-14 male projected to be 33,684 and female projected to be 33,458 whereas 75-79 male projected to be 2,449 and female projected to be 3,565. Population Projection by Urban Areas Table 1.6 Population Projection by Urban Areas Urban Census (2019) 2022 (Projection) Projection (2025) Projection (2027) Area M F T M F T M F T M F T Kerugoya 14,474 15,571 30,045 15,005 16,142 31,146 15,555 16,733 32,288 15,932 17,140 33,072 Kagio 6,294 7,663 13,957 6,525 7,944 14,469 6,764 8,235 14,999 6,928 8,435 15,363 Sagana 5,462 5,741 11,203 5,662 5,951 11,614 5,870 6,170 12,039 6,012 6,319 12,332 Kutus 4,441 4,702 9,143 4,604 4,874 9,478 4,773 5,053 9,826 4,888 5,176 10,064 Page 31 of 263 Urban Census (2019) 2022 (Projection) Projection (2025) Projection (2027) Area M F T M F T M F T M F T Kimbimbi 3,221 3,604 6,825 3,339 3,736 7,075 3,461 3,873 7,335 3,546 3,967 7,513 Kagumo 1,702 1,971 3,673 1,764 2,043 3,808 1,829 2,118 3,947 1,873 2,170 4,043 Kianyaga 1,325 1,649 2,974 1,374 1,709 3,083 1,424 1,772 3,196 1,459 1,815 3,274 Wang'uru 24,846 26,868 51,714 25,757 27,853 53,610 26,701 28,874 55,575 27,349 29,575 56,925 KNBS 2019 Kirinyaga County has 8 major urban areas namely; Kerugoya, Kagio, Sagana, Kutus, Kimbimbi, Kagumo, Kianyaga and Wang’uru. During census period, Wang’uru town in Mwea East sub-County had the most population of 51,714 male and female being 24,846 and 26,868 respectively, while Kianyaga urban area had the lowest population of 2,974 male being 1,325 and female being 1,649. Other urban areas that followed in population are; Kerugoya, Kagio, Sagana, Kutus, Kimbimbi and Kagumo, with 30,045, 13,957, 11,203, 9,143, 6,825 and 3,673 respectively. At the end of plan period, this population is projected as Wang’uru 56,925 male being 27,349 and female 29,575 while Kianyaga projected population will be 3,274 male being 1,459 and female 1,815. Other towns will have Kerugoya 33,072, Kagio 15,363, Sagana 12,332, Kutus 10,064, Kimbimbi 7,513 and Kagumo 4,043. Page 32 of 263

1.5.2 Population density and distribution Table 1.7 Population density and distribution Sub- 2022 (Projection) 2025 (Projection) 2027 (Projection) County Population Area Density Population Area Population Area Population Area Density (KM2) (KM2) Density (KM2) Density (KM2) Kirinyaga 122,740 153 800 127,239 153 829 131,903 153 860 135,107 153 881 Central Kirinyaga 114,660 208 552 118,867 208 572 123,224 208 593 126,217 208 608 West Kirinyaga 135,559 232 585 140,524 232 606 145,675 232 629 149,213 232 644 East Mwea 132,554 303 437 137,413 303 453 142,450 303 470 145,910 303 481 East Mwea 104,828 239 438 108,671 239 454 112,654 239 471 115,390 239 482 West Total 610,411 1,478 413 632,714 1,478 428 655,906 1,478 444 671,837 1,478 455 KNBS 2019 Population density allows broad comparison of settlement intensity across geographical areas. This calculated by dividing total population by the total land area, i.e. Population Density = Number of people/Land Area. Kirinyaga County has total land area of 1478 square kilometers and 5 sub counties. Mwea east Sub County have the largest land area of 303 square kilometer while Kirinyaga central is the smallest with 153 square kilometers. Sub-County with the highest population is Kirinyaga East which during 2019 census period had 144,803 while Mwea west had the least population of 111,980. Therefore, Kirinyaga central have the highest population density of 800, followed by Kirinyaga East 585, then Kirinyaga West 552 then Mwea West 438 and last Mwea East which have a population density of 437.This is as well reciprocated in entire planning period projection where by 2027 Kirinyaga Central will have a population density of 881 and Mwea East 481. Each of the 5 sub-counties has a bigger population density compared to that of County level which during census period had 413 and by end of plan period, the County will have population density of 455. Page 33 of 263

1.5.3 Population Projection by Broad Age Groups Table 1.8 Population Projection by Broad Age Groups 2019 (Census) 2022 (Projection) 2025 (Projection) 2027 (Projection) Age Group M F T M F T M F T M F T Under 5 Population 32,190 32,595 64,785 31,637 31,444 63,082 30,808 29,719 60,526 30,584 29,501 60,085 4-5 Pre Primary 11,174 11,122 22,296 12,202 12,145 24,347 12,751 12,691 25,442 13,324 13,262 26,587 6-8 Lower Primary 16,950 16,999 33,949 18,509 18,563 37,072 19,342 19,398 38,739 20,212 20,270 40,482 9-11 Upper Primary 17,890 17,936 35,826 19,536 19,586 39,122 20,414 20,467 40,881 21,333 21,388 42,720 12-14 Junior Secondary 18,890 18,569 37,459 20,628 20,277 40,905 21,556 21,189 42,745 22,525 22,142 44,668 15-17 Senior Secondary 18,883 18,414 37,297 20,620 20,108 40,728 21,548 21,012 42,560 22,517 21,958 44,474 Youth(18-34 years) 78,631 80,671 159,302 85,864 88,092 173,956 89,726 92,054 181,781 93,763 96,195 189,958 Women of Reproductiv e Age (15 – 49 Years) 171,603 171,603 174,797 174,797 179,587 179,587 182,115 182,115 Economically Active Population (15 – 64 Years) 197,144 206,599 403,743 202,154 212,740 414,894 209,668 221,952 431,620 214,359 226,988 441,347 Aged (65+) 22,614 23,364 45,978 21,439 23,980 45,419 19,675 24,903 44,578 19,715 26,819 46,534 KNBS 2019 Population by broad age groups provides an overview of manner in which the County population has been distributed. The table above exhibits the primary categories of population based on school years as per Competence Based Curriculum (CBC), years and sex, women reproductive age (15-49) years, the Youth (18-34) and economically active population (15-64) years, and the ageing population (65+). According to the contemporary statistics and consecutive projections, the number of children under the age of 5 years is likely to gradually decline from 64,785 in 2019 to a projected 60,085 in 2027. The same trend will be realized in the preschool category. The trend is different for primary school children where the population is expected to increase gradually from 2019 to 2025, but experience a fluctuation in the year 2027. The population of residents falling under the category of secondary school is also likely to Page 34 of 263 increase gradually from 2019 to 2025 and then register a slight decrease in 2027. However, the youth population is likely to exhibit gradually increase from 2019 to 2027, an indication that the productive population is will have a reliable baseline from which the key players in the labour market can be derived. This trend is also exhibited in the number of women who fall within the reproductive age. Thus, the County, based on the projections, will register a gradual increase in the number of reproductive women by year 2027. The economically active population (15-64) years in 2019 was 403,743, implying that the County has a significant number of people who are economically active, surpassing those who are dependent on them in ages brackets (0-14) years and (65+) years. This provides sufficient evidence that deliberate efforts have to be made by the County Government to support the economically reproductive population in terms of boosting their affirmative multiplier effect. This is likely to have a tangible effect on the population at the end of the reproductive age cohort to establish self-reliance as they approach the age of 65+, hence adjusting the dependency ration to the benefit of the economically productive population.

1.5.4 Populations of persons with disabilities Population of Persons with Disability by Type, Age and Sex Table 1.9 Population of Persons with Disability by Type, Age and Sex Type 2019 M F Inter- sex T Hearing 933 1,359 _ 2292 Speech 1,058 960 _ 2019 Visual 2,201 4,018 _ 6219 Mental 2,009 2,958 _ 4,967 Physical 3,019 6,254 _ 9275 Self- care 1,360 1,655 _ 3016 Albinism 39 57 96 KNBS 2019

1.5.5. Demographic Dividend Potential Demographic dividend is defined as the accelerated economic growth that a County can experience as a result of declining fertility levels that occasion a reduction in the dependency levels and an increase in Page 35 of 263 the proportion of the population in the working ages (15-64 years). With fewer dependents to support, those in the working ages will have more savings that can be invested for the economic growth of the County thereby improving the wellbeing of the County’s residents. However, the attainment of a demographic dividend is not automatic. As the fertility levels decline, the County needs to make simultaneous strategic investments in the health, education, economic and governance sectors. The aim of these investments is to ensure that as the County’s children and youth get older, they remain healthy, are able to access education and training opportunities, as they enter the labour force they get income and employment opportunities, they invest for their life in old age, and they participate fully in governance matters affecting the County. Table 1.10 Demographic Dividend Potential Category 2019 2023 2024 2025 2026 2027 Population % Size Population 187,418 29% 187,505 29% 187,534 28% 187,562 28% 187,010 28% 186,458 28% below 15 (%) Population 403,743 63% 420,469 64% 426,044 65% 431,619 65% 436,483 65% 441,346 65% 15 - 64 (%) Population 45,978 7% 45,138 7% 44,858 7% 44,579 7% 45,556 7% 46,533 7% above 65 (%) Total 637,139 100% 653,112 100% 658,436 1 663,760 100% 669,049 674,339 population Dependency 0.58 0.58 0.55 0.55 0.55 0.55 0.54 0.54 0.53 0.53 0.53 0.53 ratio Fertility 2.7 2.6 2.6 2.6 2.6 2.5 Rate KNBS 2019 The table shows the projected population till the year 2027.This shows that the population will increase gradually thereby the County needs to plan accordingly so as to factor the gradual population growth over the years especially in key areas such as Health, Education, Economic and Governance areas. It also shows the projections in population age cohorts. This is the productive or labor force population of the County. A large proportion of this population, mainly between 15 and 25 years is either in secondary schools or at the tertiary level. The bulk of the labor force is either unskilled or semi-skilled and is mainly engaged in agricultural activities. This calls for increased investments in manufacturing and service industries in the County to enhance job creation Page 36 of 263 opportunities to absorb this ever-increasing population especially those being released into the job market. The dependency ratio in Kirinyaga County is 55. This is one of the comparatively low ratios in the country implying that the ability by the working population to save and to invest is high. A higher dependency ratio is likely to reduce productivity growth. A growth in the non-productive population often diminishes the productive capacity of the County, impacting the potential to achieve positive growth in the economy. The Total Fertility Rate in Kirinyaga County is averaged at 2.7 per woman. Thus, the number of children that would have been born to every 1,000 women in that year, assuming each woman passed through her child bearing years bearing children according to the age specific fertility rate, would have been about 2,700 children. This is significantly below the national fertility rate of 3.9 during the same year or 3,900 per 1,000 women. As fertility levels decline, the dependency ratio falls initially because the proportion of children decreases while the proportion of the population of working age increases. The period when the dependency ratio declines is known as the “window of opportunity” when a “demographic dividend” may be reaped because society has a growing number of potential producers relative to the number of consumers. The projection shows that the total fertility will continue to decline gradually.

1.6 Human Development Approach Human Development Indicators The Human Development Index (HDI) represents a broader definition of wellbeing by providing a composite measure of three basic dimensions of human development which are health, education and income. HDI is derived from the life expectancy index, education index and GDP index of the County. Table 9 below shows a comparison of the County and national indicators Human Development Indicators Table 1.11 Human Development Indicators Indicators County level National level GDI 0.937 HPI 46.00% HDI 0.569 0.601 Page 37 of 263

1.7 County Poverty Index Monetary poverty analysis used the overall poverty line and households' adult equivalent consumption from the Basic Report on Well-Being in Kenya (Kenya National Bureau of Statistics, 2018). The monetary poverty line is KShs 3,252 and KShs 5,995 monthly per adult equivalent in rural and urban areas, respectively. In Kirinyaga County, monetary poverty stands at 19.4%. Table 1.12 Multidimensional and monetary poverty Multidimensional and monetary poverty Multidimensional poverty Monetary poverty Kirinyaga 36.2% 19.4% Source: Comprehensive Poverty Report, KNBS 2020 An individual is considered multidimensional poor if she/he is deprived in at least 3 basic needs, services or rights out of the 7 analysed. Different dimensions are used for different age groups. Dimensions of Children under 5 age group are physical development, nutrition, health, education, water, sanitation, and housing. Dimensions for children 5-17 years age group are nutrition, education, information, child protection, water, sanitation, housing. For the youth (18-34) and adult (35-59) age groups, the dimensions are nutrition, education, information, economic activity, water, sanitation, and housing. For the elderly (60+) the dimensions are nutrition, education, information, water, sanitation, and housing. In Kirinyaga County, overall multidimensional poverty stands at 36.2%. Multidimensional poverty incidences is more prevalent in Adult (35-59) at 52.4% and Youth (18-34) at 42.5%. Table 1.13: Multidimensional Poverty incidence by age group Multidimensional poverty incidence by age group Children (under 18) Youth (18-34) Adult (35- Elderly 59) (60+) Kirinyaga 22.6% 42.5% 52.40% 31.6% Source: Comprehensive Poverty Report, KNBS 2020 Page 38 of 263 2 CHAPTER TWO: PERFORMANCE REVIEW OF THE PREVIOUS CIDP PERIOD

2.1 Overview The chapter reviews the performance of the Second Generation CIDP (2018-2022). It analyses performance in terms of county revenue sources; expenditure analysis as well as programs performance Development issues are also presented in the chapter.

2.2 Analysis of the County Revenue Sources Table 2.1 Analysis of the County Revenue Sources Revenue Projection (Ksh. million) Actual Revenue (Ksh. million) Revenue Sources 2017/18 2018/19 2019/20 2020/21 2021/22 Total 2017/18 2018/19 2019/20 2020/21 2021/22 Total Equitable Share 4,409.2 4,113.4 4,241.1 4,241.1 5,196.2 22,201 4,409.2 4,113.4 4,241.1 4,241.1 5,196.2 22,201 Conditiona l Allocations from National Governme nt Revenue 295.1 371.8 298.1 413.9 153.3 1,532 172.9 159.0 166.2 281.9 - 780 Grants (Condition al grants from Developm ent partners) 136.2 317.6 521.9 295.0 573.6 1,844 114.8 200.8 337.1 359.2 293.7 1,306 Own Source Revenue 600.0 430.0 480.0 405.0 485.0 2,400 344.0 432.6 374.7 346.5 364.7 1,863 Total 5,440.5 5,232.8 5,541.1 5,355.0 6,408.1 27,977.6 5,040.9 4,905.9 5,119.2 5,228.7 5,854.5 26,149.1 Source: County Treasury County Government has three major sources of revenue namely; equitable share in accordance with Article of the Constitution of Kenya; Grants from national Government sources as well as from development partners; and Own Source Revenue. Each year, equitable share and grants are appropriated in the Division of Revenue Act and County Allocation of Revenue Acts. During the period under review, Equitable share received was 22.2 Billion as appropriated in the CARA, albeit delays in disbursement. The County received 780 Million (50.9%) against 1.532 Billion appropriated in CARA from Conditional Allocations from National Government Revenue. This allocation includes funds towards leasing of Medical Equipment which is not transferred to County Revenue Fund (CRF). The County Government also received 1.306 Billion (70.8%) from Conditional grants from Page 39 of 263 Development partners. Own Source Revenue collected for the period under review stood at 1.86Billion against a targeted collection of 2.4 Billion. This indicates a performance of 77.5%.

2.3 County Budget Expenditure Analysis Table 2.2 County Budget Expenditure Analysis Total Budget Allocation-(2017/18- Total Expenditure- Absorption ENTITY 2021/22) (2017/18-2021/22) Variance Rate County Assembly 4,189,644,084 3,621,078,536 568,565,548 86% County Executive 3,147,657,589 2,613,843,543 533,814,046 83% Finance and Economic Planning 2,626,839,565 2,171,636,550 455,203,015 83% Agriculture, Livestock and Fisheries 3,265,344,452 1,877,182,600 1,388,161,852 57% Environment, Water and Natural Resources 1,013,435,325 700,902,582 312,532,743 69% Education 1,312,756,678 1,159,464,452 153,292,226 88% County Health Services 11,822,092,861 10,791,654,440 1,030,438,421 91% Lands, Housing and Urban Development 673,638,267 352,462,601 321,175,666 52% Transport and Infrastructure 3,047,873,001 2,275,943,424 771,929,577 75% Trade, Co-operatives, Tourism Industrialization and Enterprise Development 547,669,918 380,369,244 167,300,674 69% Gender and Youth 313,484,459 258,078,706 55,405,753 82% Sports, Culture and Social Services 278,580,448 180,175,335 98,405,113 65% TOTAL 32,239,016,648 26,382,792,013 5,856,224,635 81.8% Source: County Treasury County expenditure for the last 5 years amounted to 26.3 Billion. County health services is the highest spending entity with total expenditure of 10.79 Billion. This amounts to 40% of total County expenditure in the last five years. Other strategic areas with highest investments in the County are; Transport and Infrastructure, agriculture, Livestock and Fisheries. Page 40 of 263 Budget Allocation (2017/18-2021/22) Allocations in Ksh Billion 14.000 11.822 Allocation (Ksh Billion) 12.000 10.000 8.000 6.000 4.190 3.148 3.265 3.048 •-- -•- 4.000 2.627 1.313 2.000 -■ ■- 1.013 0.674 0.548 0.313 0.279 - ~--· r.:-··· ~-1.. ~.:;.e -r.:-~ z,e" r.:- , <.,e" ~e •f,~··· ~ ,<.,e" "~ ~ ~ e .$- ~o <}v ,s-"' -1,.0 e~ <.,v 1'.'I>~ ~~ <.,'I> ~"<. ,._v ~"<. «,+'I; <,.~ c.,q; ,<,_0 c.,q; ~ ~-1.. "" ~-1.. -<.,~ ~ r,:-0 0~ 'I>~ ov ~ ~ X"q,'1> 'I> -r.:-~ r,:-0 § !<,_'-.'I> ~-:. e"' oq; r,:-0 t,.1> c.,O -o,'I>~ <.,Ov <.,Ov r,:-0 *'I> e" ~ o'~ ~'I> oc.; ~~ ov 0e~ i> ,o~f «,<.,o § ~-1.. 'I>~ ~ f/.,'I> i> 'I> ;ff/, ~q; ~' <.,Ov o"' 0~ <.,O ~v " <.,e ~q,, 'I>~ 'v r.:-"~ oe' <.,V ~~ ~v -~o,;:; "'"'I> <;_-$:' z,<.,v .:;."<- "'"'I> 1;-"' «,~ c.,~o '?-~ Entity Figure 2.1 Budget Allocation (2017/18-2021/22) Budget allocation by department indicates strategic investments in health services at 11.8 Billion, transport and Infrastructure at 3.04 Billion. Other major allocations includes County assembly 4.19 Billion and County executive 3.148 Billion. Agriculture, Livestock and Fisheries also received major allocation at

3.26 Billion. Page 41 of 263 Absorption Rates (2017/18-2021/22) Absorption Rates 100.0% 86.4% 88.3% 91.3% 90.0% 83.0% 82.7% 82.3% Absorption Rate (%) 74.7% 80.0% 69.2% 69.5% 64.7% 70.0% 57.5% 60.0% 52.3% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Entity Figure 2.2 Absorption Rates (2017/18-2021/22) Overall absorption rate stood at 75%, with major service providers showing high absorption rates; health services with 91.3%, education at 88.3%. Page 42 of 263

2.4 Sector Programmes’ Performance Review

2.4.1 Health Services As at 2022, there were 256 health facilities in the County with a total installed bed capacity of 2206. These comprised of 70 public health facilities, 27 Mission/Faith-Based Facilities and 160 Private clinics and hospital. There are 4 level four Public Hospitals located in Kirinyaga Central, Gichugu, Ndia and Mwea Constituencies. In addition, there are 116 community units at level one which are spread all over the County. Over the past 5 years, the department has operationalized 5 dispensaries ((Umoja, Kianjiru, Kiamwathi, Kamwana, Kiumbui) and 5 laboratories (Joshua Mbai, Kangu, Karimaini, Riakithiga Dispensaries) which has drastically reduced the distances between health facilitates in Kirinyaga East sub-County. However over the years there was notable increase in the number of private health facilities which calls for regular inspection and regulations to ensure quality of health care. Over the years the above health facilities experienced increased workload of clarinets seeking outpatient services. The most prevalent diseases in the County are; respiratory diseases at 45 percent others are skin diseases at 8 percent, diarrhoea at 5 percent, and amoebas at 4 percent. For causes of hospitalization and mortality cardiovascular diseases at 11percent which are due to complications of hypertension and diabetes are the most prevalent, HIV 5 percent and TB percent. In the year 2021/2022, COVID 19 ranked number 3 causes of deaths at 8 percent. TB Treatment success rate has improved from 84% (2017) to 88% while the TB death rate has reduced from 9% (2017) to 7%. In the year 2019/2020 and 2021/2022 the Kirinyaga County also overstretched on resources due to COVID19 pandemic with 2298 positive cases, 202 deaths(9% positivity rate) and 703 admissions(32% hospitalization rate). The County Government of Kirinyaga supported in providing oxygen, personal preventive materials and purchased 8 full-fledged ICU beds and ventilators. Though County has large water bodied in the southern side (Mwea Constituency) due to rice growing. The County is classified as low risk for malaria (<1/1000). There is notable reduced prevalence rate due to control measures which have been ongoing; environmental health control, distribution of LLITNs that is MCH clinics to children under 1yr (70%) and pregnant women (73%) and mass net distribution Page 43 of 263 (2019,…..87%). In this regard, the County is targeted for malaria elimination among other counties like Nyeri, Laikpia and Nyandarua) Globally non-communicable diseases (NCDs) are in the rise and Kirinyaga County is not exceptional due to lifestyle and lack of awareness. The County has registered increased cases of hypertension, diabetes, mental disorders and cancers. The County has supported the screening for hypertension and cancers at facility and community levels. For cancer patients, treatment centre was initialed with the help of 2 oncologists. The plan is to make it full-fledged cancer registry bearing in mind most cancer cases seek services in Kenyatta National hospital and the palliative centre in Nyeri come. Due to increased number mental cases among health care workers, the County has trained on mental health to health care workers. This has been made possible due to enhanced screening in the health facilities and establishment of NCD clinics in primary care facilities across the County that has greatly improved access. Over the year there has been notable change in community seeking for services delivery due to improved access and expansion of services. Immunization services in the County improved from 87% to 99% over the years. In 2021/2022 Kirinyaga County was awarded a trophy for the best performing County in measles/rubealla 2 and most improved in HPV vaccines. However in terms COVID19 vaccine, the County achieved 35.3% of fully vaccinated for >18yrs. There’s need to scale up COVID19 vaccine for adults and adolescent 12-17yeara. There was notable improvement of women seeking antenatal services from 88% to 99% (1st antenatal attendance) and 45% to 59% came for 4th visit. The County has remained the best County to deliver and hence skilled delivery has improved from 83 to 95%. However the maternal ratio (116/100,000 live births and neonatal death rate (16/1000live births) which are on upward trend. The County has the best contraceptive prevalence rate (76%) which could be better than this if all private/chemist were reporting in this indicator. Over the years, the County has been experiencing so many referral due to lack of capacity in terms of skill mix and infrastructure. The County embarked on upgrading Kerugoya County referral hospital to level5 and Kimbimbi and Kianyaga sub-County hospitals to proper level 4. Kerugoya superstructure and equipment were completed while the other 2 the civil works and ongoing. Kerugoya County referral will offer such specialized services e.g. MRI, ICU. To ease referral the County has operationalized the Page 44 of 263 command centre (ambulances commanded from one point) and 3 ambulances were purchased. The County has also developed an integrated hospital information management system where all outpatient modules are operational in order to increase sufficiency and effectiveness of service delivery. Malnutrition is not a big concern in the County. However, there are pockets of underweight at 7.7 percent and stunted growth at 17.2 percent among children below 5yrs. This is attributed to the fact that most mothers’ breastfeed during their first year coupled with constant supply of food. The HIV prevalence is at 3%. However the HIV testing denitrification of people living with HIV is at 89% (target 14594). The health services for people with HIV has improved over the years. For example 99% of all positive clients were started on ART both general population and pregnant women. And 93% were virally suppressed. TB program has really invested lots of time and resources in curbing the disease across the County, however, there has been a drop in TB case finding 1457(notification rate 232/100,000) in 2018, 1281(Notification rate 203/100,000) in 2019 and 1248 (Notification rate 200/100,000) and TB treatment outcome this year due to COVID19. Almost 100% of TB/HIV confected patients were given ARV and CPT. Other notable developments in the health sector includes;  10 new Dispensaries were constructed completed at 100%. This has contributed to better performance of various health indicators; skilled deliveries increase from 79.8% in 2017 to 101.4% in 2021, fully immunized children from 88% in 2017 to 99.7% in 2021  Four laboratories were opened and operationalized (Joshua Mbai, Kangu, Karimaini, Riakithiga Dispensaries)  Completion and operationalization of the Inpatient eye Unit in Kerugoya County referral hospital and eye unit at Kianyaga sub-County hospital  Completion and Operationalization of radiology department in Sagana Sub-County Hospital  Construction of Isolation ward in Kerugoya County referral hospital complete at 100%  Through the support of AMREF and THS-UCP, the improved the number community units from 74 to 116 which has improved community engagement and involvement in health service delivery at the community level. There is also notable increment of pregnant women attending at 4 ANC visit from 40.9% (2017) to 59.6% through CHVs referrals for the defaulters. Page 45 of 263  The department also benefitted with equipment and machineries  1 washing machine, 3 ambulances, 6 generators. I incinerator, 3 ventilators, 2 ICU units and 1 cold room  The department has also increased the scope of services offered in the County by establishing renal unit, cancer centre and CT scan which has really reduced the cost of travel while seeking these services in other counties for the clients.

2.4.2 Agriculture, Livestock, Veterinary and Fisheries During the period under review the directorate registered good progress in various area. There was an increase in crop acreage for the main value chains including avocadoes and macadamia, through establishment of one macadamia factory and initiation of construction of 4 modern aggregation centres for horticultural produce more so avocadoes. The acreage under avocado increased by over 200 ha. Two seedling production nurseries were also constructed in Mwea and Kamweti. The directorate registered 13000 farmers who are benefiting from the National value chain support project by the National Government. Under the same theme, 23750 bags of assorted fertilisers were acquired by farmers through facilitation by the field staff from the National Government subsidized fertiliser system. Extension services continued being provided in various methodologies like field days demonstrations, FFS, core farmer led field schools and field visits. Through the NARIGP project, farmer groups were supported to start propagation nurseries for avocadoes and tomatoes. It is anticipated that the nurseries will supply high quality planting materials and reduce the costs of the same for our farmers. The directorate continues supporting the groups with technical backstopping to ensure sustainability of these income generating activities. The department has supported close to 50,000 households, raising their levels of income from Kshs 150 to above Ksh. 1,000 per day across the various value chains, including poultry production, tomato, avocado, dairy and fish farming, bee keeping, eggs incubators as well as pig rearing. To reduce production costs there by increasing profitability margin, the department promoted households under the Wezesha program through establishment of an animal feeds production factory at Kiaga where the farmers have been sourcing quality and subsidized animal feeds for poultry and dairy Page 46 of 263 value chain. To boost the production capacity of the factory, the County has set aside budget to install two semi-dual automatic machines with capacity of producing 310 bags of 70kg per day. This in addition to the current 110 bags per day. To promote the dairy value chain, our Wezesha program is working closely with the four dairy cooperatives namely Podago, Rukingo, Kirima and Rung’eto to improve their capacity for milk collection and value addition. We have provided them with milk coolers, yoghurt processing machines, power back- up generators and milk haulers. The department shall promote the existing cooperatives value add their milk through packaging their own milk in order to improve and enhance market access which will in turn increasing earnings for our dairy farmers. Through the same program the dairy farmers are able to access subsidized A.I. services in collaboration with Kenya Animal Genetic Resources Center (KAGRC). So far a total of 85,000 cows have been served and we are seeking to double the figure in the coming years. The program aims at upgrading animal breeds for better milk production from the current average 5 liters per cow per day to 12 liters per cow per day. In the coffee sector the County has included seven coffee cooperatives in our Wezesha program namely Mutira, Mwirua, Kabare, Ngiriambu, Rung’eto, Baragwi and Karithathi. The department has initiated coffee revitalization program aimed at improving coffee produce management, processing and improve market access. This will be achieved through acquisition and installation of modern eco-pulping machines for cherry processing and improve other related infrastructure such as coffee drying beds. Through our interventions for equitable distribution of irrigation water in Mwea Irrigation scheme, the department has promoted increase the annual production of rice from 60,000 tonnes in 2017 to the current 113,000 tonnes. With the completion of Thiba Dam, we are aiming to increase land under rice irrigation from the current 25,000 acres to 48,000 acres which will double our production capacity. This will be achieved through collaboration with the national Government to provide market for improved income for our farmers.

2.4.3 Education At the beginning of the plan period in 2017, the national number of pre-primary schools was 25,381 public and 16,398 private. At the County level, there were 198 public and 216 private pre-primary Page 47 of 263 schools. The enrolment of ECDE children was 12,868 in public schools and 10,625 in private schools. On the other hand, the number of teachers was 447 in public schools and 489 in private schools. At the end of the plan period, in the County, the number of public schools were 199 while the private schools were 216. The children enrolment stood at 15,939 in public schools being an increase of 23.9%, while in private schools, the number was 11,525 being an increase of 8.5%. In the period between 2018 – 2022, a total of 21 classrooms and workshops were constructed, 12 classrooms were renovated, and 130 lecture seats and 20 drawing tables were procured to facilitate improvement in quality of training being offered. During the same time, 6 new dormitories were constructed, 3 were renovated and a total of 84 double decker beds procured. This has led to increase in enrolment by more than 250 trainees. 9 pit latrines and toilets, 4 bio-digester systems, drilling of 1 borehole and water connection have gone a long way in improving sanitation in our VTCs and reducing spread of water-borne diseases. Construction of gates in 3 institutions and fencing of 6 VTCs were fenced thereby enhancing security of trainees and equipment in the institutions. Completion of 4 office blocks has enhanced service delivery in the institutions and ensured records are properly and securely kept. Additionally, construction of 1 auto-garage, and 3 masonry shades have gone a long way in improving quality of training in the VTCs. Construction of new infrastructural projects, renovations, and furnishing with equipment has led to increase in enrolment from 1357 trainees in 2017 to 1793 in 2022 by 32% during that period. Completion rate over the period is over 60% of enrolment, amid variety of challenges being experienced by VTCs. After closure of educational institutions in 2020 due to the outbreak of Covid-19, many trainees dropped out early pregnancies and other others became casual labourers. They eventually and did not report back to complete their training and this led to drop in enrolment. Meanwhile additional 5 new VTCs have been established during the same period of time making a total of 16 VTCs in Kirinyaga County. In the past five years, the County Government has disbursed Ksh. 290 million to needy children in secondary and tertiary institutions. Page 48 of 263

2.4.4 Roads, Transport and Infrastructure In order to improve urban infrastructure by having smooth all weather surface for a motorway or pedestrian walkway, the County Government undertook cabro parking spaces and street improvement project in five major towns of Kirinyaga where 8,500 Square Meters (SM) were done in Kianyaga town, 19,500 SM in Kutus town, 35,630 SM in Kagio town, 12,500 SM in Kerugoya town and 11,000 SM in Wang’uru town however the works in Wang’uru are expected to rise to about 25,000 SM once the project is complete. The total area paved by the end of the plan period 2018-2022 will be 101,100 SM at a cost of Kshs. 500 million. The project has increased the County parking slots and improved the towns drainage system in addition to providing traders and investors with a conducive environment to do business. This is all geared towards transforming the County’s urban centers into economic hubs. Rural roads are considered the lifeline of rural communities since they ensure transportation of material, goods and men leading to diversification of agricultural activities and boosts rural economies. During the CIDP period 2018-2022, the County Government initiated the Nyorosha Barabara Mashinani initiative where a total of about 5,000 kms were graded compared to about 2,800 kms at the start of the CIDP 2018-2022 implementation period which represents an increase of 178.5%. About 800 kms were graveled compared to about 420 kms done by the end of the previous CIDP and this represents an increase of 190.5%. This has enhanced access to income opportunities in different County areas. The County has also constructed 10 bridges connecting people and homes across rivers such as Nyamindi. These include Maghiga-ini, Gachuria Moyo, Mukure and Kandakame among others. In order to create a pleasant environment for late/night traders, prevent illegal works and anti-social activities for instance crime, the County Government installed an additional sixteen (16) 20M high floodlights masts in various strategic County locations from the initial 81 high mast floodlights. Better lighting will deter offenders and help spur economic activities in both County rural and urban areas. For the longest time, Kirinyaga County has been served by only one fire station at Kerugoya although it does not meet the modern firefighting standards. To help the County achieve an inclusive multi- disciplinary and multi-sectoral approach in firefighting, factor climate variations into fire and rescue services and disseminate information on fire safety, the County has begun the construction of a modern Page 49 of 263 fire station at a cost of Kshs72 Million in Kutus town which is over 50% done and is expected to be completed by end of 2022/23 Financial Year.

2.4.5 Trade, Co-operatives, Tourism Industrialization and Enterprise Development At the beginning of the plan period (2017-2022) only 3 markets had been upgraded ie, Kagio fresh produce, Kerugoya fresh produce and Kagumo fresh produce markets. At the end of this plan period County Government of Kirinyaga has been able to upgrade 15 more markets which are; Kiamutugu open air market, Kianyaga open air market, Wang’uru open air market, Makutano open air market, Sagana open air market, Kibingoti open air market, Kagio clothes market, Kagio cereals market, Kagumo and Kerugoya phase II markets, Kutus open air market, Kibingo open air market and Githure Kathoge and Makutano aggregation markets. Further supporting manufacturing through provision of coffee roasting, grinding and packaging machinery to support value addition in coffee value chain.

2.4.6 Lands, Physical Planning, Housing and Urban Development On the onset of the County integrated development plan 2018-2022, variety of activities were disorganized in the physical space across the County. The lacked basic planning framework and insufficient land for public purpose. The department utilize the opportunity to deliver plans and Programmes geared towards proper utilization of land resource. The department initiated preparations of County spatial plan and Kerugoya-Kutus municipal plan that opened up the County to service providers and development partners like Word Bank, SUED and KUSP. These activities have increased the value of land tremendously and there is evidence of organized use of land in urban areas. Through numerous interventions, the County residents have enjoyed improved access to service areas, security of tenure and well managed development of towns and villages. Affordable housing schemes project to provide a home to over 100 households. The department has acquired parcel of lands to develop infrastructure in line with Government Big 4 Agendas. Kerugoya-Kutus Municipality lacked basic public utilities like car parks, public gardens, drainage systems, sewer systems modern markets and public washrooms. Only 15% of the municipality population had access to these facilities. At the end of the planning due to construction of ample cabro car parks, Page 50 of 263 modern markets, drainage systems, sewer system and urban image regeneration over 50% of the population enjoy these facilities.

2.4.7 Environment, Water and Natural Resources At the beginning of the 2018/2022 plan period, the department had identified various challenges which were mainly on solid waste management. In the planning period 2013/2017, the department had constructed solid waste receptacles in all markets within the market & at residential areas due to poor handling &maintenance of waste which included burning the waste, the receptacles collapsed. To mitigate the challenge, in the planning period 2018/2022, the department targeted to acquire 100 skips& 5 skip loaders truck of which 30% & 20% has been achieved respectively. During the period, the department had also planned to develop the sustainable solid waste management structure by licensing of private garbage collectors Four (4) have been licensed. In liaison with the Kerugoya-Kutus Municipality, the department has participated in the implementation of the sewage system which, by the end of the plan period 2018/2022, 40% has been achieved. This has been achieved under the Urban Centres Liquid Waste Management Program. In the planning period, the department planned to enhance the County forestry through beautification of urban centers and County corridors, rehabilitation of dumpsites and increasing tree cover. Several areas have been beautified which include Samson Corner, Makutano Junction& Kirinyaga University junction. On the other hand, several dumpsites have been rehabilitated which include Kagio, Kiamathatwa and Kerugoya. Regarding County tree cover, in collaboration with KFS, the department has surpassed the targeted coverage for the plan period. Tree planting occurred in Kangaita forest, Castle Forest reserves, Thiba dam, Thiba River-River line (Riparian land), and Kerugoya Stadium. For instance, the department has repossessed approximately 20% of River Thiba’s river-line through the aforementioned tree cover program. Currently the tree cover at the County is 30.39% and the Forest cover is at 23.62% which has surpassed the KFS & National targets of 30% & 10 % respectively. In 5 years, the department targets to achieve 40% forest cover in a bid to support the agenda of mainstreaming climate change. In a bid to steer a better environment management system, the department has strived to have a well- structured environmental regulatory framework. Some of the tools that constitute the framework Page 51 of 263 include a Solid Waste Management Act, A Climate Change Act and a Climate change Unit. The department is in the final stage of enacting bills on the County Solid Waste Management and Climate Change. The enactment of these bills, specifically the climate change bill, will inform the process of establishing the climate change Unit. Table 1 shows the analysis of the projects implemented in 2018/2022. At the beginning of the plan period the proportion of households with access to clean water and portable water stood at 55%. At the end of the plan period, the proportion increased to 65%. This affirmative growth is attributed to drilling of 12 boreholes, construction of 5 tanks, supply of water tanks, increased piping coverage across various wards in the County. At the beginning of the plan period, approximately 112,304 were connected to clean and portable water. However, at the end of the plan period, 132,722 household have been connected with clean and portable water. Out of the total households that are served with water, only 25% are served with clean and safe water. There are various sources of water constituting river Sagana, Nyamindi, Rupingazi, Thiba, Rwamuthambi and Ragati as the primary sources. There are unprotected water sources constituting 12 water pans, 3 dams, 208 shallow wells, boreholes & boreholes and protected springs. Thiba dam has been completed this year (2022) and is expected to serve and support the rice farming in the County, with the primary focus being Mwea. The department is part of the agencies that has been involved in the planning and implementation of Kerugoya-Kutus sewerage system. The department is responsible for ensuring that citizens are connected with water for domestic consumption and irrigation purposes. For the plan period 2017/2022, the department consumed approximately 285.28million in connecting citizens with clean and portable water for domestic purposes. The department also used approximately 104.73 million to connect the citizens with water for irrigation purposes. This has assisted in improving the quality of life among the citizens and increased the food production across the County.

2.4.8 Gender and Youth Under ‘Wezesha Mama’ programme, the County established Kaitheri Apparel Factory in Kerugoya to engage women in making school uniforms and hospital linen. We have also established a Gender-Based Violence and Recovery Centre in Kerugoya. In order to support school going children to have a dignified Page 52 of 263 life, free sanitary pads distribution programme to help reduce our girls’ absenteeism from school which has so far benefited over 20,000 girls in the County. Further, in order to supported youth empowerment, the County has supported youth groups to engage in economic activities by supplying them with 4 Washing Machines, 1 welding machine which have economically benefited over 500 youths. Further on youth empowerment, support to acquire driving licences, support boda boda groups by constructing sheds towards improving their business. To support women empowerment and improve livelihood of welfare groups, the County has supported these groups and benefited over 300 beneficiaries. To support the PWDs, the County embarked on enhancing mobility and functionality by providing various equipment which has reached 90 beneficiaries, improving access to information for visually impaired by provision of braille materials.

2.4.9 Sports, Culture and Social Services Distributed sports kits to over three hundred (300) clubs across the County. In order to support sports facilities, the County embarked on rehabilitating stadia such as Kerugoya, which is 80% complete and Kianyaga playing grounds. The National Government rehabilitated Wang’uru Stadium to International level, the County also embarked to develop talent in sports for our youth through supporting sports championships in various disciplines e.g football, volleyball, and athletics and cross country. Construction of social halls in various wards in mwea- Nyangati, Tebere, Thiba, Gathigiriri to support social cohesion in the community. Page 53 of 263

2.4.10 County Executive Automation of revenue collection- through the ICT department, the County embarked on ensuring efficiency in offering revenue services through automation. This has seen milestones achieved on revenue services including; Unified billing; Real-time revenue reporting; Customer notification of revenue events via sms and email; Increased payment channel e.g. mobile money; Bank integration thus ease and timely reconciliation of accounts. Information dissemination- ensuring access to information, ICT department has continuously maintained and upgraded the County website, Sub-domain creation for different County departments. Faster delivery of services and enhanced digital inclusivity- provision of Operational ICT Infrastructure

2.4.11 Finance and Economic Planning This department comprises of the following directorates; Accounting Services, Revenue services, procurement services, Budget Formulation, Coordination and Management, internal audit services, Economic Planning services. The department is mandated to prepare County plans and budgets, ensure smooth procurement and payment process, resource mobilization through revenue collection, monitoring and evaluation of County programs. During the CIDP 2018-2022 period, the department was able to carry out preparation of development policies, ADPs, Second Generation CIDP (2018-2022), formulation and submission of Annual County Budgets each year. The department also ensured smooth implementation of County budgets through facilitating procurement processes; ensured timely settlement of payments through the Accounting services directorate. Through the revenue department, ensured resource mobilization for implementation of projects and programs. In order to achieve efficiency in own source revenue collection, this department embarked on rolling out automated revenue management system which is being implemented.

2.5 Challenges During implementation of the previous CIDP, there were a numerous challenges experienced. Amongst the most notable challenges includes;- Page 54 of 263 Inadequate resources- the County experienced inadequate resources allocated to development activities. This is occasioned by expenditure pressures from huge recurrent expenditures. This has also been worsened by late release of funds from the National Treasury hampering projects implementation. Further, during the period, the County did not meet own source revenue targets in majority of the financial years. This was occasioned by low efficiency in revenue collection methods. The County has since rolled out Automated Revenue Management System which, once fully operational, is expected to greatly improve revenue collection.

2.6 Emerging issues COVID 19 pandemic: The COVID-19 outbreak proved a major hindrance to services delivery since the 1st case was reported in Kenya in March 2020. Various sectors were greatly affected due to pandemic containment measures put in place by the Government. These included inter-County lock downs which reduced business activity around the County. Many households lost income and consequently put them on the edge of poverty. In the Agriculture sector, the disruption of international supply systems that led to high cost if fertilizers and fuel that had a serious negative impact on production and productivity. The County and National Governments however, instituted measures to cushion citizens. These measures included supporting them with food and non-food stuff to the most vulnerable, reduction of taxes by national Government. To aid recovery, the Government also ensured access to credit to Micro and Small Enterprises. There was notable reduced health seeking behavior due to fear, there was decongested of the outpatient and wards to maintain the distance of 1.5m which affected the workload and service delivery. The health workers weren’t spared by the new infections leaving thin workforce to attend the clients and some facilities being closed for some time to facilitate fumigation. At the community level, many people who were working in factories and industries within the County were laid off and some who were on chronic care management had their care interrupted. The County Government and National Government mitigated the COVID-19 effects on the health system by allocating additional resources. Novel pests and diseases- like Maize lethal necrosis, Tuta absoluta, Golden apple snail, Potato cyst nematodes which were previously unknown in the County but had serious impact on crop production and cost of production Climate change- challenges had an impact on crop performance and this needs to be addressed Page 55 of 263 adequately

2.7 Lessons Learnt The County should ensure robust revenue mobilization strategies which includes fully automation of the revenue collection system. In addition, to ensure increased funding for development priorities, there is need for continued and improved collaboration between the County Government and development partners. The County should embrace Public Private Partnership (PPP) as means to mobilize resources and spur more economic growth. Disaster preparedness is key to secure the County’s economy from unforeseen shocks from disasters. Adequate resources and response mechanisms should be instituted. Climate change mitigation measures must be mainstreamed in development activities. Page 56 of 263

2.8 Natural Resource Assessment Table 2.3 Natural Resource Assessment Name of Dependent Status, Level of Opportunities Constraints to Existing Sustainable Natural Departments Utilization; for optimal optimal Management Resource* Scenarios for utilization utilization strategies Future Surface Water- Environment, The County is Adoption of Inadequate Regularization of River Thiba, Water & home to major modern irrigation financial water intakes. Nyamindi, Natural rivers; Thiba, systems. support to Rupingazi, Resources, Nyamindi, farmers for Ensure Rwamuthambi Agriculture Rwamuthambi. Improvement of acquiring conservation of and their Water resource water modern riparian lands and tributaries is abundant but distribution irrigation water tower not optimally networks. systems catchment areas. utilized for irrigation and Lack of domestic use. adequate capacity for water service providers to distribute domestic water to individual households. Land Across sectors Out of the total Development of Lack of proper Finalization, County land size, spatial plans to development operationalization 1170.7km2 is designate lands and County and enforcement arable land for various spatial plans of County spatial which is used for activities and plan. cash crop, and protect areas for mixed farming. food production and industrial development. Forests Environment, The County has 7 Forests are water Deforestation is Measures to Water & forests with 5 towers in the a big challenge protect the Natural Gazzetted County. They are to sustainable catchment areas Resources, forests (Mt. mainly utilized use should be put in Agriculture, Kenya, Njukiini for water sources place including lands, housing, west, and sources of reforestation of & Tourism Murinduko, wood fuel. degraded forest Karaini & Mt. Kenya areas. Kamuruana) national park is a tourist attraction Promotion of agro- center. Tourism forestry to increase can be improved tree cover. by marketing strategies and Page 57 of 263 Name of Dependent Status, Level of Opportunities Constraints to Existing Sustainable Natural Departments Utilization; for optimal optimal Management Resource* Scenarios for utilization utilization strategies Future infrastructural developments Wetlands and Environment, The County has Wetlands are Encroachment Measures put in riparian Water & 24 identified sources of water of wetlands place to protect reserves Natural wetlands and hinders their and conserve Resources, approximately They are habitat conservation riparian and Agriculture and 500KM of for migratory wetlands in the Tourism riparian reserve. birds which Lack of legal County serves as tourists’ land ownership attraction. for the wetlands They offer opportunities for Weak blue economy enforcement in especially in protection of fishing industry. wetlands and riparian areas. South Ngariama Roads Highly depleted Surface runoff Long distance Borrow pit and Kwa V of good quality water harvesting. rehabilitation gravel quarries gravel with huge Borrow pit overburden rehabilitation Mt. Kenya • Tourism . Few tourists Synergy between . Deforestation • Afforestation • Agriculture visiting County . Inadequate • Increased . Lack of public Government and resources for budget allocation sensitization National public for the department -Poor Government for sensitization • Wild animal infrastructure Tourist attraction conservation for Increased • Increase human Gross County resource Products

2.9 Development Issues

2.9.1 Health Services Table 2.4 Development Issues Health Services Development Issue Cause(s) Constraint(s) Opportunities  Gaps in quality of care in  Limited capacity of  Constrained  Universal health public health facilities screening and County resources coverage treating certain may inhibit scaling programs conditions eg NCDs up of curative  Enhance Public-  Inadequate health services in Private Page 58 of 263 Development Issue Cause(s) Constraint(s) Opportunities equipment for public health partnerships routine and facilities.  Strengthen specialized health  Cost of health mental health services services in public services in the  Gaps in health hospitals may form County products and a barrier to access  Completion of technologies to care for the stalled health management indigent in the facilities  Lack of integrated community  Roll out Health health information  Limited quality Management management management Information system system System to all  Staff shortage and public health inadequate skill mix facilities  Uneven and inconsistent implementation of quality initiatives in the health sector.  Sub-optimal mental health  Under investment in  Inadequate career  Integration of services in the County mental health development path mental health services for mental health services in  Inadequate professionals Primary Health specialized mental  High stigma for Care facilities health personnel mental health disorders  High communicable disease  Sub-optimal  Low County  Improved morbidity and mortality targeting of Key and investment in HIV, HIV/AIDS & TB especially HIV, TB and Malaria Vulnerable TB and Malaria services and Populations budgetary  High HIV stigma allocation index  Public Private  Low TB case engagement for detection rate TB case finding (based on and prevalence survey- management 2016)  Rising burden of Non-  Suboptimal screening  Inadequate budget  Promotion of Communicable diseases and early identification of allocation for public awareness (NCDs), Injuries (RTAs, preventable diseases preventive and and healthy living Violence, GBV)  Weak referral system promotive activities through from community to  education in health facilities (Notable school and delays at community communities level) Page 59 of 263 Development Issue Cause(s) Constraint(s) Opportunities  Sub-optimal Health  Enhance seeking behavior community especially for NCDs and health among men  Low investment in health promotion activities  Under investment in Primary  Under prioritization of Constrained County  Implementation of Health care services PHC in County health resources may inhibit primary care planning and budgeting scaling up PHC network guidelines  Over reliance of external services in the County. grants and donor funding for PHC services  Low Reproductive Health (RH)  Lack of youth targeted RH  Operationalize services uptake amongst the services identified Youth youth Friendly Centre  Poor environment, sanitation  Lack of universal and hygiene sanitation coverage  Over-reliance of donor  Under prioritization of  Constrained  Engagement of funding for disease HIV, TB and other chronic County resources private providers in prevention programs diseases may inhibit scaling provision of chronic disease prevention, care and treatment  High levels of obesity,  Poor dietary and lifestyle malnutrition and wasting habits  Sub-optimal Community  Weak community  Inadequate Health strategy  engagement in disease community control, preventive and awareness on promotive services (weak health issues community structures)  No stipends/community kits for active CHVs Inadequate budgetary allocation  Inadequate support for  Inadequate budget Ring fencing of funds for health services supervision, monitoring allocation for meant for health and evaluation administration,  Lack of framework for management and stakeholders’/sectors coordination of coordination health services  Low demand and use of generated information  Inadequate capacity for operational research to inform policy  Gaps in health governance in  Inadequate structures  Well defined public hospitals for coordination of management health services structures at all (hospital boards) levels (facility, sub- Page 60 of 263 Development Issue Cause(s) Constraint(s) Opportunities  County and County)  Catastrophic/Impoverishing  Low uptake of Health  Prevailing poor  Government Health expenditure insurance in the County economic subsidy programs conditions targeting the poor  Social protection mechanisms  Community Based Organizations as a platform for Community based health insurance Page 61 of 263

2.9.2 Agriculture, Livestock, Veterinary and Fisheries Table 2.5 Development Issues- Agriculture, Livestock, Veterinary and Fisheries Department Development Issue Cause(s) Constraint(s) Opportunities Agriculture Low Agricultural Low adoption of High cost of inputs Creating a revolving fund for Productivity and technologies Low numbers of inputs Outputs Crop pre and post- extension officers Bulk purchase by farmer groups harvest losses High cost of Value addition Inadequate extension technology adoption Private sector involvement in services Poor infrastructure extension Low and declining soil Use of IT in extension fertility Technical capacity development of service providers Inadequate Access to High cost and low Financial illiteracy by Create farmer based savings and Affordable Credit and quality of inputs farmers credit entities Inputs Limited capital and Low appetite for Policy intervention on interest access to affordable credit rates credit Perceived high risk in Subsidized credit Restrictive terms of agriculture Create an inputs revolving fund credit Lack of interest by finance institutions High inherent risks Inadequate Market Low usage of IT IT illiteracy by Enhance IT usage Access and information Lack of data collection farmers Create a centralized integrated and feedback system Informal nature of information management Lack of regulatory many markets system systems Lack of an integrated Establish service centres for Lack of coordination IMS dissemination Technical capacity to gather and analyse data Inappropriate Policy Lack of County legal Slow processing of Domesticate national policies and Legal Framework frameworks guiding legislative documents and laws Lobbying for the agricultural sector enactment of legislation Inadequate Poor coordination Inadequate technical Domesticate KASEP Institutional Capacity Inadequate of and financial capacity Strengthen CASCCOM and Linkages resources of players Training of extension and other Low participation of Lack of a legal service providers players coordination Mistrust among players framework Low technical capacity Lack of quality control of service providers of service provision Overlap and duplication of service mandates Livestock  Low livestock - Poor livestock - Inadequate - Climate smart technologies Production & production/yield breeds funding - Adoption of E extension Veterinary - Livestock diseases - Poor market - Invest in value addition Services and pests structures - Strengthen farmers - Inadequate fodder - Inadequate institution/organization - Low extension staffing - Enhanced disease services - Poor mobility surveillance and strategic Page 62 of 263 Department Development Issue Cause(s) Constraint(s) Opportunities - Shortage livestock - Low production disease control production staff of quality raw (vaccination) - High cost and poor material for - Enhance fodder processing quality of inputs concentrates and conservation - High post-harvest - Affordability - Exploit and increase funding loses superior genetic to community group - Low livestock material initiatives product prices - Inadequate - Partnering with other - Land extension stakeholder fragmentation services due - Creating linkages to Market, - Climate change shortage of staff financial institution and - Lack of prompt insurance laboratory - Employ livestock extension diagnosis for officers simple field - Employ Veterinary technical diseases staff - Shortage of - Construct and equip veterinary laboratory technical staff - Purchase motor vehicles - Shortage of transport for County and sub County technical teams Fish Production  Low fish - High cost and poor - Inadequate funding - Climate smart technologies production quality of inputs - Low staffing levels - Adoption of E - Extension  Low fish - High post-harvest and mobility - Invest in value addition and set consumption loses - Lack of fish modern structures - Low quality seeds market/outlet - Strengthening fish farmers (fingerlings) structures association and cooperatives - Land - Poor accessibility of - Licensing fish mongers fisher fragmentation quality feeds and raw men/women - Poor market materials for - Partnering with other structures and concentrates stakeholders linkages - Affordability of - Exploit and increase funding to - Low extension superior seeds community groups initiatives Services (fingerlings) - Link farmers to financial - Social cultural - Low surveillance of institutions and insurance issues towards fish rivers and dams - Employ more extension officers

2.9.3 Education Table 2.6 Development Issues- Education Department Development Issue Cause(s) Constraint(s) Opportunities Vocational Human resource Inadequate Inadequate funding Increased enrolment Education and Support staff(e.g. instructors and Quality training Training accountant) and other support staff security officers No security officers Low enrolment Absent of in-service Inadequate funding Improve on existing training and capacity infrastructure Page 63 of 263 Department Development Issue Cause(s) Constraint(s) Opportunities building Publicity & sensitization Recruitment competent lack of internet instructors. connectivity for Construction of modern innovation motor vehicle shed with inspection pit & equipment Lack of attractive Lack of training No policy for employment of Provision of modern training programs for personnel replacement and instructors equipment youth Instructors training programs to be done Organizing institutions skills competition Education - ECDE Improving dilapidated Pre-devolution lack of A devolved function that is infrastructure infrastructure budgetary allocation catching attention of County Government

2.9.4 Roads, Transport and Infrastructure Table 2.7 Development Issues- Roads, Transport and Infrastructure Department Development Cause(s) Constraint(s) Opportunities Issue Transport, Encroachment of Lack of public Inadequate capacity for  Demarcate road Roads and existing road awareness and civic enforcement and civic reserves and mapping Public Works reserves education education on law of County road. relating to  Funding for public encroachment sensitization to keep off road reserve Low quality roads Depletion of natural Inadequate capacity to  Adoption of new construction road construction explore and implement technology for instance material materials new roads technology. stabilized soil, Do-nou technology. Inadequate  Use of Late disbursement of Enhancing local contractors’ capacity by local unqualified funds by National capacity and timely payment as contractors labour. Treasury. per contracts to also ensure  Lack of timely projects completion. sufficient capital.  Delayed payment of contractors. Inadequate Limited County Inflation of construction  Enhancing collaboration construction and Resources against materials cost with neighbouring maintenance competing priorities counties and the funding National Government. Page 64 of 263 Department Development Cause(s) Constraint(s) Opportunities Issue  Lobby for increased budgets.  Adopting alternative cost efficient technologies.  Source funds from development partners.

2.9.5 Trade, Cooperatives, Tourism and Enterprise Development Table 2.8 Development issues- Trade, Cooperatives, Tourism and Enterprise Development Department Development Issue Cause(s) Constraint(s) Opportunities Cooperatives, Tourism, Lack of conducive -Increased farm -Low budget -Product diversification Trade, Marketing, trading environment products allocation -Market linkages Industrialization & -Inadequate markets -Land availability Enterprise Development to cater for demand and supply forces Low industrial -No proposed and -Low budget -land availability development sector approved PPP model allocation in the County Poor tourism circuit -Poor infrastructure -Low budget - Synergy between County establishment in the -Lack of public allocation Government and National County sensitization -No tourism staffs Government for Tourist in the attraction for Increased Gross department County Products -Poor -Tourist attraction in the County infrastructure -Variety of tourist attraction areas across the County. Poor Corporate -Lack of training and -Low budget -Provision of more trainings to Governance in extension services allocation corporates and cooperatives cooperative sector -Existing cooperative policies Malpractice in -Lack of verification -Low budget -Fair trade practices weights and of weights and allocation -Consumer protection measurement tools measurement -Enforcement vehicle

2.9.6 Lands, Physical Planning, Housing and Urban Development Table 2.9 Lands, Physical Planning, Housing and Urban Development Department Development Issue Cause(s) Constraint(s) Opportunities Lands Physical Lack of adequate -Urbanization and -Low budget -Availability of willing Planning and plans to guide lack of adequate allocation partners to enhance Housing development facilitation to -Incomplete planning. planning and plans zoning Page 65 of 263 Department Development Issue Cause(s) Constraint(s) Opportunities Lack of public land -High population -Low budget -Government policy for public purposes density. allocation for on land acquisition. -High land values land acquisition. -Participatory -Lack of vacant approaches in project land or willing planning and sellers implementation. Low housing High population -Lack of land for -ABT centers to train provision density and rapid housing on appropriate urbanization. construction building technology. High Cost of -High cost of -National construction construction Government materials Affordable Housing scheme -Inadequate public -Urbanization and -Inadequate -Available public car and bus park increased mobility funds spaces for expansions spaces in Kerugoya- in and out of the of car and bus parks. Kutus Municipality municipality -Lack of modern -Lack of public land -Inadequate -Presence of livestock yard in for construction. funds municipal plan and Kerugoya-Kutus Urban Economic Municipality Plan. Page 66 of 263

2.9.7 Environment, Water and Natural Resources Table 2.10 Environment, Water and Natural Resources Department Development Cause(s) Constraint(s) Opportunities Issue Environment, Development, Lack of legal capacity in Lack of financial It will enhance enforcement Energy & formulation and the department to carry resources and compliance to Natural management of out its functions environmental standards Resources policies and laws optimally and ensure a clean, healthy relating to Sectoral and sustainable functions environment as enshrined in the word and spirit of the constitution of Kenya 2010 Environment, Undertake Degraded environment Lack of financial Sustainable consumption Energy & conservation, control and unsustainable resources and development of natural Natural and protection of consumption of natural Inadequate resources Resources Natural resources resources Institutional capacity Improved biodiversity to handle functions Lack of legal framework to govern the functions of the department. Environment, Enhance Poor linkages and Lack of operational Public sensitization Energy & environment engagement with structures to guide campaigns and advocacy on Natural conservation through relevant stakeholders the engagement of matters of environmental Resources improved private and on environmental relevant conservation for collective public linkages to conservation and stakeholders and responsibility ensure effective control institutions coordination Lack of adequate funds Environment, Capacity builds the Understaffing in the Lack of adequate Key personnel to streamline Energy & current human department funds Sectoral functions and Natural resource and recruit Limited training service delivery Resources key personnel as per opportunities for the Sectoral Sectoral staff members organogram Environment, Mainstreaming and It is the Sectoral legal Lack adequate funds Improved adaptation to Energy & coordination of obligation to implement Lack of adequate climate change Natural climate change and report on climate technical human Reduced vulnerability of Resources adaptation and change issues. capital communities to climate mitigation Need to instigate and Lack of legal change impacts disseminate climate framework and Reduced emissions of GHGs Page 67 of 263 Department Development Cause(s) Constraint(s) Opportunities Issue smart technologies to policy. to mitigate climate change ensure low carbon and Lack of public Improved resilience to avert climate resilient awareness on the loss of investment development. causes and impacts Need for training on of climate change climate change Water and Way leave conflict Land issue Involve all stakeholders Irrigation before commencement of services work Duplication of Lack sector coordinationMisuse of funds Multinational/sector projects between County and when County andengagement and national Government national consultation Governments fund duplicate projects Inadequate staff Retirement of aging staffLack of expertise Employ technical staff with without replacement requisite knowledge Stalled projects Political interference Management issues Capacity building stakeholders Administration and Lack of sufficient Funds allocated are - Development partners operations support administration material insufficient are likely to get interest system/structures (computers, printers, in the development modern survey agenda equipment e.g., - Improved access to tarrametors, total quality water station, RTK machines, - Improved capacity for modern GPS (Handheld employees to deliver Garmin Gps), drilling quality services. machines, Leica Dumpy Level among others.

2.9.8 Gender and Youth Table 2.11 Gender and Youth Department Development Cause(s) Constraint(s) Opportunities Issue Gender Non-responsive i. To many needy cases Erratic/ County food security, special ii. Insufficient financial unpredictable campaign against programmes resources weather patterns HIV/AIDs, Disaster Risk Reduction Page 68 of 263 Youth HIV/AIDs i. Proper High rate of Accessibility to VCT awareness/sensitization unemployment services on HIV/AIDs among youth

2.9.9 Sports, Culture and Social Services Table 2.12 Sports, Culture and Social Services Department Development Issue Cause(s) Constraint(s) Opportunities Sports, Culture Lack of documented -No policies developed -Low budget -Trained personnel and Social cultural heritage allocation -Variety of cultural Services heritage like ‘salts lick’ Poor County sporting -Unmaintained County -Low budget -Spacious County structures stadium allocation sporting grounds -Coordinated County sport clubs Drugs, alcohol and -lack of sensitization to -Low budget -Available man power other substance communities allocation -CBOs and FBOs can be abuse -High rate of consumption -No inspection used for public -Increased outlets vehicle for transport sensitization. -County alcoholic drinks services control 2014 Act have -Large number of never been reviewed drug addict

2.9.10 County Executive Table 2.13 County Executive Department Development Issue Cause(s) Constraint(s) Opportunities Executive  Lack of adequate ICT and Limited Lack of  Partnership with networking equipment. budget adequate other players in the  Lack of training allocation funding industries .e.g. ICT opportunities for skills players. upgrade.  Regular trainings  Limited facilitation in terms through grants of movement especially in funded programmes ICT, Communications and such as KDSP. Delivery Unit Departments.  Establishment of resource centers.  Benchmarking with similar departments in other organizations. Page 69 of 263

2.9.11 Finance and economic planning Table 2.14 Finance and economic planning Department Development Issue Cause(s) Constraint(s) Opportunities Finance and  Lack of adequate ICT and Lack of Limited budget  Partnership with Economic networking equipment. adequate allocation other players in the Planning  Lack of training funding industries .e.g. ICT opportunities for skills players. upgrade.  Regular trainings through grants funded programmes such as KDSP.  Establishment of resource centers. Page 70 of 263 3 CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK

3.1 Spatial Development Framework The CIDP 2023-2027 will work within the County spatial framework within which development projects and programmes will be anchored to and are aligned to National Spatial Plan 2015–2045. Spatial development framework addresses land use, socio-economic and environmental issues to achieve balanced and sustainable development and optimal land use across the country. The Plan provides comprehensive strategies and policy guidelines to deal with issues of rural and urban development, modernizing agriculture, infrastructure, energy production, mining and industry, and sustainable human settlements. It will provide a spatial framework for anchoring Vision 2030 through MTP IV and Bottom up Economic Transformation Agenda (BETA). The Plan is also a coordinating framework for various sectors involved in spatial planning and implementation. On the other hand, the County spatial plan is a ten-year GIS plan 2021-2031 which elaborates the overall growth strategy and the broad land use patterns for efficient land use practices. It basically provides the land utilization strategies. Kirinyaga has a total area of approximately 1482 Km2 which is categorized into two as urban land use & non-urban land use. The table 1 shows the proposed land use in area as a percentage. Kirinyaga County non-urban land use is 85% and urban land use is 15% of the Total area. Table 3.1 Land Uses Category Land uses Area (Ha) Percentage Non-urban land use Agriculture 88,682 60 Conservation 29,554 20 Eco tourism 6,678 5 Urban land use Urban areas 13,439 9 Public purposes 8789 6 Total 148,200 100 Source: County Department of Lands, Physical Planning The County is further categorized into eight broad zones based on the economic activities and the opportunities to untapped potential. Table 2 shows these zones and their percentages ,they include; Page 71 of 263 Conservation 20%,mixed agriculture 17%,agriculture for rice 15%,agriculture for coffee 12%,agriculture for ranching 9%,agriculture for tea 7%, urbanized area 9%,public purpose 6% and Eco-tourism 5%. Table 3.2 Proposed Land Uses Proposed land use Area in Ha % Conservation(Park, Forest, Rivers) 29,554 20 Mixed agriculture 25,197 17 Agriculture(Rice) 22,734 15 Agriculture(Coffee) 17,355 12 Agriculture(Ranching) 13,191 9 Agriculture(Tea) 10,205 7 Urbanized areas 13,439 9 Public purposes 8,789 6 Eco Tourism 6,678 5 Total 148,200 100 Source: County Department of Lands, Physical Planning The CIDP 2023-2027 is aligned to the National & County spatial plan by anchoring it to various thematic areas that addresses the development issues identified through various consultative meetings with various County departments. There are thematic areas which categorized into and an overview of the current status is analyzed. Further, the policy strategy is proposed which aims at realizing the areas identified. For each thematic area to be realized and considering the zones given above, the potential geographical area is proposed as well as the department/lead agencies to implement the strategies. These areas are identified with the aim of improving the standards of living of the constituents, improve competitiveness of the County with other counties ensure sustainable development & socio-economic development & aiming at diversifying the County economy. The areas also focus at identifying the environment and natural resources, determining the various challenges and formulate appropriate strategies to manage the opportunities from the untapped resources. Page 72 of 263 The areas are presented in the table below Table 3.3 County Spatial Development Strategies by Thematic Areas Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas Industrialization County is home to Establish the Sagana industrial Physical Planning, several-Agro industrial zones park Water, Energy…. processing industries with Supporting which are spread infrastructures( across major urban water ,electricity & areas. road network The County supports Cooperation -Across the County - Water sufficient access to between entities department water for processing that manage the -Kiriwasco and other operation in water resource, -WARA industries, farms, those that - Business irrigation schemes consume and the Community among others across community. the County. Resource Community water -Promotion of roof Along major rivers, Water, environment and potential growth projects have water harvesting highlands and natural resources. areas constructed -Harness water riparian lands. uncontrolled water through construction Agriculture, veterinary, intakes along rivers. of Dams Livestock & Fisheries Currently 63.7% of -Construction of households use water pans especially improved water in Murinduko area sources with only 1.4% -Enforcement of of them using water regulation rainwater collection. (chocking rivers) -Protection of riparian lands Irregular weather -Promotion use of Areas with arable Agriculture, veterinary, patterns have led to modern farming soils for mixed Livestock & Fisheries draught leading to mostly irrigation farming (Ndia) many households methods Water, environment and needing food rations -Expansion of natural resources. especially in the lower existing storage zones of the County. facilities -Promotion growing of crops with minimal water requirements Modernizing Agriculture Page 73 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas Promotion of Agro-processing is an -Establishment of Ndia, Mwea, Central Trade, Cooperatives, Business untapped potential agro-based Industrialization, oriented which can contribute industries e.g. fruit Agriculture, veterinary, agriculture to alleviating and food, Livestock & Fisheries unemployment among -Promotion of value the youth. The County addition has a good resource -Create appropriate base for production of supportive legal horticulture environment for There is a good investment infrastructure, -Encourage and County strategically support cottage located industries A lot of interest from investors Enhance crop Key crops in the County -Offer support to Upper zones (tea and Agriculture production and includes Tea, Coffee, farmers in use of coffee growing Water and Irrigation productivity Rice and horticulture. modernized areas), Lower zones Over 80% rely on crop agriculture (Mwea) rice growing production. mechanization. zones Unfavorable prices, -Promotion use of irregular weather green houses patterns and low crop -Promoting use of production lowering high quality planting the earnings. materials -Provision of extension services to farmers -Partnering with research centers for coffee and tea produce -Promoting use of organic fertilizers -Adoption modern irrigation systems -Adoption of modern storage facilities Enhance capacity Extension services are -Create a conducive Countywide Agriculture. for delivery of key to achieving working environment Directorate of IT extension targets for staff Department of Planning services Farmer staff ration is -Promote and Department of Public above the FAO support private Service recommended and sector involvement staff require technical in extension Page 74 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas skills, modern -Promote use of IT in equipment and extension delivery facilities to deliver -Hire more staff to reduce farmer staff ratio Enhance The County holds -Ensure a robust Whole County Trade, Cooperatives, effective annual agriculture marketing and Industrialization, marketing trade fair which branding strategy Agriculture, veterinary, systems and attracts investors in both local and Livestock & Fisheries networks the County and international. Kenya. -Encourage more and diversified trade fairs in the County. -Capacity building for cooperative societies Enhanced There are weak -Strengthen County wide Agriculture, coordination and coordination CASCCOM Environment, Lands, cooperation mechanisms in the -Implement existing National Competent sector County and national Authorities and sector wide regulators mechanisms like KASEP, Food Safety policy -Support coordination entities with resources Enhancing food Climate change has -Promotion use of County wide Agriculture, veterinary, and nutrition impacted production, climate smart Livestock & Fisheries security food safety issues keep agriculture arising in production, -Enhance post- Water, environment and food utilization is poor, harvest management natural resources. diversification of food of produce Health sources is critical for a -Promotion of farm healthy population based diversification There is no -Promotion of better centralized database food management on food business methodologies operators -Enact food safety legislation with adequate sensitization of Food Business operators Page 75 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas Fisheries-fish -The County has a -Establishment of All sub counties  Water production and diverse aquaculture industries for value  Trade and productivity potential i.e. Trout in addition  industrialization upper zone of -Provision of  Fisheries Kirinyaga central, subsidies and Kirinyaga east and incentives to the Kirinyaga west, farmers Tilapia, catfish and ornamental fishes in all sub counties. Fisheries -Food Increased drought -Commercialization All sub counties  Agriculture, and frequencies especiallyof aquaculture KeFS, state Nutrition in the northern zones -Development of a department of Security of the County Low County food policy fisheries, consumption of fish and institutional aquaculture and and fish products framework blue economy -Creation of  National Low production due to awareness and aquaculture high cost of training for both staff research inputs, inadequate and development training and poor farmers and training facilities -Strengthening agro- centre-Sagana, based cooperatives KMFRI, Kenya and other forest service Aquaculture institutions -Capacity building of farmers -Training of feed formulation and substitution of fishmeal with locally available -Encourage and support Climate Smart Aquaculture - Support initiatives for large scale rain and flood water harvesting - Support to soil and water conservation initiatives Page 76 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas Fisheries – Aquaculture provides -Promote All sub counties Fisheries , trade and Wealth and employment to of rural Agribusiness and fish cooperatives employment households. value chains creation -Full employment of Almost of the wealth is County resources to derived from the grassroots level aquaculture -The richly resourced County has a lot of unexploited resources, the youth are unemployed and poverty levels are high. Transportation Transport- roads Tarmac the roads Commercial streets, Transport, Trade & network classification and under class A,B,C,D industrial cooperatives, minimum width and link roads, All areas(Sagana),public Kerugoya/Kutus identified municipalities, facilities & Municipal & Wanguru towns, and marketMunicipalities, towns Municipal centres and market centres County is neighboring Recognize & Kenol-Nanyuki Transport & public works tom other potential promote corridorsrailway Land & urban Planning counties-Identify Makutano-Embu County corridors Sagana-Kutus Kutus-Karatina Provide Kianyaga and -Establish talent Kerugoya and -Sports appropriate Kerugoya stadia are academy within the Kianyaga stadia -Water infrastructure not at national stadium, terraces, -Public works standard level flood lights and water system The County has Develop appropriate Water Spread across Environment and developed many policy the whole County Natural resources, water supplies Physical planning, water including boreholes resources authority, and irrigation water Kenya forest service, systems which are Agriculture spread across the whole County The County is engaged Providing an Across the County Environment, Water and in projects that have efficient and Natural Resources, direct impact on the effective sewerage Finance and Economic environment, such as; system for proper Planning -the ongoing handling and Lands, Housing and Page 77 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas construction of treatment of liquid Urban Development Kerugoya-Kutus waste Roads Transport and municipality sewer line Installation of proper Infrastructure, -Upgraded cabro maintenance parking and drainage mechanisms for the systems sewerage and -refuse disposal sites drainage systems Ensure that there an effective solid wasted handling system Diversifying County has several Diversifying and Gichugu sub-County -Department of Tourism tourist attraction sites enhance quality of Cooperatives, Tourism, which are underutilized tourist attraction Trade, Marketing like; Mt. Kenya forest Industrialization and and Mt. Kenya National Enterprise Development Park, ‘daraja ya -KIDA Mungu’ Sagana white water which acts as a major tourist attraction site There are several -Develop policies for Riagitugu -Culture directorate cultural sites across sites regulation Ndarasha ya Ngai -Tourism directorate the County which are -Establish cultural Koroma unutilized sites zones with Mau Mau Caves etc -Supporting infrastructure (security and road network) -Promote water sporting activities. Human The County has a Preparation of and Municipalities, towns -Land Physical Planning settlement potential of being a approval of spatial and villages and Housing home to 3 large plans and zoning -Municipal municipalities. plans to ensure Administrations. It has over medium orderly human towns that is home to settlements. These majority of population are County spatial There are a well- plans, Municipality organized village for Plans, Towns Plans, rural livelihoods. Village/ Markets advisory plans and action area plans Preparation of County wide -Land Physical Planning Page 78 of 263 Thematic Area Overview/Current Policy Strategy Potential Lead Agencies/ Status Geographical Departments Areas County land use and Housing policy in line with national land use policy Preparation of Towns and -Land Physical Planning municipal/Town Municipalities and Housing development control -Municipal framework Administrations. Conserving the The County has Development of County wide -Environment and Natural numerous wetlands, County natural Natural Resource Environment rivers, and beautiful resource and -Land, physical sceneries. biodiversity planning, and Housing The County also shares conservation act. the larger Mt. Kenya Forest with indigenous trees Mapping and gazette County wide -Land, physical of riparian reserves, planning, and Housing forest lands and -Environment and conservation sites. Natural Resources The County is Engagement of all Across the County Environment, Water endowed with an stakeholders to and Natural Resources, expansive pool of uphold the Agriculture natural resources such necessary Lands, Housing and as rivers, quarries, conservation Urban Development wetlands, forests measures such as Roads Transport and among others reforestation, Infrastructure, protection of Directorate of riparian reserves Enforcement and wetlands. Kenya Forest Service Operationalization NEMA of an effective enforcement and compliance unit -Waste Liquor bottles -Establish the All wards -Directorate of liquor are disposed disposal mechanism -Environment everywhere yet are together with the bar Hazardous to both owners human and -Formulate policy on environment disposal of liquor -Asbestos at Kianyaga bottles. Children Home -Follow Nema Guidelines Page 79 of 263 Page 80 of 263 4 CHAPTER 4: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES Introduction This Chapter outlines development priorities, strategies, programmes and flagship projects priority development projects and programmes identified through stakeholder forums. Projects and programmes identified will seek to steer the County to economic prosperity. This section also discusses cross- sectoral linkages.

4.1 Development Priorities and Strategies

4.1.1 Health Services This sector comprises of Medical Services and Public Health directorates. In Kirinyaga County, health service delivery is offered from level 1 to level 4; Public Health facilities include 4 Hospitals and 60 Health Centres and dispensaries. Faith Based institutions include 2 hospitals and 20 health centres and dispensaries. Private health facilities include; 2 hospitals and 158 nursing homes and clinics.

4.1.1.1 Sector Vision and Mission Vision: A healthy and productive population Mission: To establish progressive responsive and sustainable technologically driven evidence based and client centered health system able to deliver an accelerated achievement of high standards of health for the people of the County.

4.1.1.2 Sector Goal(s): The Health sector, in reference to the three economic pillars, falls under the Social Pillar. It is envisaged to contribute to the realization of the Kenya’s Vision 2030. In addition, the objectives of the department/ sector are in line with the Sustainable Development Goal 3 (Good Health and Well-Being). The department, up to date, still strives to achieve the specific objectives of the SDG Goal 3 achievable by 2030 including: a) Reducing the global maternal mortality ratio to less than 70 per 100, 000 births b) Prevent deaths of perinatal, neonatal and children under 5 years of age Page 81 of 263 c) End the epidemics of AIDS, tuberculosis, malaria, neglected tropical diseases and other communicable diseases. d) Reduce the high burden of non-communicable disease and fatalities for the affected persons e) Reduce morbidity and mortality of conditions related to environmental health and sanitation f) Strengthen the prevention and treatment of substance use including narcotic drug abuse and harmful use of alcohol g) Ensure access to sexual and reproductive health-care services including family planning, information and education, as well as, integration of reproductive health into national strategies and programmes h) Strengthen access to essential health services at all levels of care. i) Support research and development of vaccines and medicines for communicable and non- communicable diseases which affect the County as one of the counties in the developing country, Kenya. j) Enhance the recruitment, development, training and the retention of health work force in the County. k) Strengthen community health interventions by creating more units and empowering community health volunteers. l) Ensure financial sustainability of health services and Protection of all from the financial risks of ill health.

4.1.1.3 Sector Priorities and Strategies: Table 4.1 Sector Priorities and Strategies- Health Services Priorities Strategies Improve Curative and Rehabilitative i. To increase proportion of health facilities in the County with Services comprehensive health services as defined by Kenya Essential package for Health. ii. To ensure 100% availability of Tracer Essential medicines and medical supplies in all County Health Facilities. iii. Complete and Operationalize stalled and ongoing projects in the department. Page 82 of 263 Priorities Strategies iv. Continuously improve the range and quality of services at Primary Health Care (PHC) facilities as a way of decongesting the public hospital and bringing services closer to the people v. Implement Kenya Quality Model for Health across all levels of healthcare in the County. vi. To capacity build health care workers to enable them effectively offer essential medical services. vii. Equip all health facilities with essential equipment to enable effective delivery of health services. Improve Preventive and Promotive i. Prioritize PHC as an agenda for achievement of Universal Health Services Coverage ii. Provision of maternal, neonatal and child health services iii. Prioritization of Malaria Elimination iv. Strengthen disease surveillance and disaster preparedness v. Reduce incidences of HIV and provision of biomedical care for the persons living with HIV & AIDS vi. Reduce TB incidences and provision of quality TB services vii. Halt, and reverse increasing burden of Non-communicable conditions in the County viii. Improve environmental, sanitation and hygiene services ix. Strengthen health promotion and advocacy x. Reduce the burden of Violence & Injuries xi. Minimize exposure to health Risk factors xii. Strengthen collaboration with Health-Related Sectors xiii. Strengthen Public-Private Partnerships in healthcare delivery. xiv. Strengthen community health interventions by creating more units and empowering community health volunteers. Page 83 of 263 Priorities Strategies Strengthen administration, support, i. Strengthen leadership and governance of health services management and coordination of ii. Strengthen the support supervision and management systems of health services the health services iii. Decentralize financial management of health funds to primary health care facilities and public hospitals & Improve stability in the flow of health funds during any given financial year. iv. Plan for transition of donor funded health activities to County funding. v. Strengthen the health management information services and decentralize them to the lowest possible level. vi. Allocate adequate resources for research and development including operational research. vii. Recruit and rationalize staff as per the KEPH norms and standards viii. Improve working environment for HRH, timely promotions and capacity building. ix. Establish a reward and recognition system for HRH. Page 84 of 263

4.1.1.4 Sector Programmes and Flagship Projects Table 4.2 Sectoral Programmes - Health Services Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub Key Output Key Linkage s Planned Targets and Indicative Budget (KSh. M) Total Programme Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Environmental Disposal of -KCRH drainage SDG 6 KCRH drainage 1.5 Kianyaga 1.5 Kimbimbi 1.5 Sagana 1.5 KCRH 2 8 Health, Water fecal matter system connected connection sanitary block sanitary sanitary morgue and Sanitation and liquid to main sewer block block sanitary waste in -Sanitary blocks block health for Kimbimbi, facilities Kianyaga Sagana, KCRH morgue improved. constructed. Procure Procured hospital SDG 6 One truck 8 8 hospital waste waste truck truck Construction a Number of SDG 3 1 20 20 modern modern incinerator at incinerators constructed Kimbimbi SCH Equipped Number of SDG 3 1 20 20 Modern Modern Incinerator at incinerators Sagana SCH equipped Construction a Number of SDG 3 1 20 20 modern modern incinerator at incinerators Kianyaga SCH constructed Overhauled Number of sewer SDG 3 1 5 5 sewer system systems &6 at Kimbimbi overhauled SCH Page 85 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub Key Output Key Linkage s Planned Targets and Indicative Budget (KSh. M) Total Programme Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Connection of Hospital sewer SDG 6 1 5 5 Kerugoya system County Connected to Referral main sewer Hospital sewerage to the main sewer Disposed Quantity of SDG 3 & 6 100% 0.5 0.5 Asbestos Asbestos disposed Establishment Number of SDG 6 1 10 10 of County Real Sanitation Hubs Time Sanitation Established Monitoring Hub Infection % of Facilities with SDG 6 100% 0.5 100% 0.5 100% 0.5 100% 0.5 100% 0.5 2.5 prevention adequate IPC controlled system in place among patients and health care workers Page 86 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) Disease open No. of villages SDG 3 & 160 4 160 4 160 4 160 4 160 4 20 prevention defecation at declared open 6 villages villages villages villages villages and Control household level defecation free eradicated Reduce worm No of school SDG 3.8 80000 20 80000 20 80000 20 80000 20 80000 20 100 burden among children school children dewormed Improved food No of water and SDG 3.8 100 0.1 100 0.1 100 0.1 100 0.1 100 0.1 0.5 and water food samples quality control analyzed Integrated Eradication of % of suspected SDG 3.8 100% 2 100% 2 100% 2 100% 2 100% 2 10 Disease AFP AFP cases Surveillance investigated and Response Elimination of % of suspected SDG 3.8 100% 3 100% 3 100% 3 100% 3 100% 3 15 (IDSR) immunizable immunizable conditions diseases (Measles, NNT) investigated Knowledgeable % of HCWs SDG 3.8 30% 1 40% 1.4 60% 1.8 80% 2 95% 2 8.2 HCWs on IDSR trained on IDSR Establishment Number of SDG 3.8 - - - - 1 3 - - 3 of a vaccination international centre travel established vaccination centre Health Reduced No. of schools SDG 3.8 300 0.5 400 0.75 500 1 600 1.25 600 1.5 4.75 Promotion & teenage and school School Health pregnancies, communities drug abuse and with active STIs adolescent Page 87 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) health activities1 Increase No of sessions SDG 3.8 300 0.1 300 0.1 300 0.1 300 0.1 300 0.1 0.5 awareness on held disease prevention & control Reproductive Increased skill Number of SGD 3 200 10 250 15.5 285 18.3 285 18.9 295 20 72.7 maternal and knowledge health care ,newborn for health care workers trained ,child and workers in adolescent reproductive health health Repairs, number of SDG 3 5 15 5 15.8 5 16.5 5 20.2 5 23.7 91.2 renovation and maternity and expansion of MCH/FP blocks maternity and renovated, MCH/FP clinic repaired and blocks/units expanded 20 Targeted Number of 14.5 40 23.7 65 39.3 85 44.7 95 54.9 177.1 Community community reproductive units health services conducting targeted reproductive health services Universal Financial Risk Proportion of SDG 35% 40 50% 60 75% 60 90% 75 100% 75 310 health Protection Households 3.8 coverage enrolled to Page 88 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) Health insurance (NHIF) Quality and Proportion of SDG 50% 3 100% 2 100% 2 100% 2 100% 2 11 affordable level 4 3.8 health facilities with services at mapped PHC level primary care networks (PCNs) Well- Primary SDG 25% 5 30% 5 35% 5 40% 5 50% 5 25 resourced Health care 3.8 primary expenditure healthcare as a % of total services County health expenditure Community Individual s and Number of SDG 105 0.5 630 3.126 630 3.126 630 3.126 630 3.126 13.025 Health communities Community 3.8 services empowered to health improve their volunteers own health trained Motivated Number of SDG 300 0.75 600 1.5 900 2.25 1200 3 1354 3.354 9.504 Community Community 3.8 health Health volunteers Volunteers paid through 2500kshs monthly monthly stipend stipend payments Improved Number of SDG 3.8 24 12 24 12 24 12 24 12 24 12 60 quality Community community health units Page 89 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) health data digitized each .(Digitization of with (10 Community Community health health information volunteers) system) Improve public Number of SDG 3.8 50 0.769 100 1.538 100 1.538 400 6.152 600 9.228 19.225 visibility of CHVs community through health procurement of volunteers (bags/badges equipped jackets, glucometer, jacket with logo, digital thermometer, blood pressure, machine) Update and Number of SDG 3.8 85 0.45 210 0.63 210 0.63 210 0.63 210 0.63 2.970 empower public health care health workers/ public officers/health health officers care workers on updated community health information Immunization Procurement of Number of SDG 3.8 10 4 10 4 10 4 10 4 10 4 20 Services cold chain equipment’s equipment’s procured - Fridge - Gas - cylinders Maintenance of Number of SDG 3.8 15 1 10 .5 5 .5 5 .5 10 1 3.5 Page 90 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) cold chain equipment’s equipment’s repaired Capacity Number of SDG 3.8 100 .5 100 .5 100 .5 100 .5 100 .5 2.5 building of staff health care -training workers managers on trained supervision -training staff on cold chain management Conducting Number of SDG 3.8 800 4 800 4 800 4 800 4 800 4 20 immunization outreaches outreaches conducted Non- Population Number of 3.4 60,000 2 60,000 2 60,000 2 60,000 2 60,000 2 10 Communicable sensitized on people reached Conditions NCDs with awareness messages Known status Number of 3.4 60,000 2.5 60,000 2.5 60,000 2.5 60,000 2.0 60,000 2.0 11 of NCDs in the people community screened Reduce Number of 3.4 10,000 2.6 10,000 2.6 10,000 2.6 10,000 2.6 10,000 2.6 13 morbidity and people started premature on treatment mortality and follow up associated with NCDs Bring together Number of SDG 3.4 4 0.5 4 0.5 4 0.5 4 0.5 4 0.5 2.5 key meetings held departments to and discuss NCDs resolutions/ prevention strategies arrived at and Page 91 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) implemented County agenda No. of national SDG 3.8 6 0.75 8 1 10 1.25 12 1.5 12 1.5 6 on reversal on health days on increasing priority health burden of NCDs conditions high observed in the County A workforce Number of SDG 3.4 200 3 200 3 200 3 200 3 200 3 15 that is health workers competent to trained on manage NCDs comprehensive management of NCDs Comprehensive Number of SDG 3.4 1 6 - - 1 6 - - 1 6 18 Oncology comprehensive diagnostic and oncology treatment diagnostic and services treatment provided centres Number of SDG 3.4 1 1.2 - - 1 1.2 - - 1 1.2 3.6 palliative care centres established Mental Health Proportion of SDG 3.4 35% 45% 50% 70% 95% Services patients provided diagnosed with a mental health disorder receiving care and treatment HIV/AIDS Adapt and scale Proportion of SDG 3.3 60% 5 75% 6.5 90% 7 100% 8 100% 8.5 35 up health facilities comprehensive with HTS Page 92 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) and high integrated impact HIV services prevention Proportion of SDG 3.3 80% 85% 90% 90% 99% interventions HIV positive clients linked to care within 3 months Scale up HIV Proportion of SDG 3.3 60% 15 75% 16.5 90% 17 100% 18 100% 18.5 85 treatment facilities services in all offering health facilities comprehensive HIV treatment services Increased Proportion SDG 3.3 1% 30 2% 60 4% 120 5% 150 7% 210 570 Domestic (%) of County Financing to Health Sustain the budget HIV Response allocated for Mechanisms HIV interventions % of Donor SDG 3.3 10% 12 30% 36 50% 60 75% 90 100% 120 312 Funded HIV/TB services transitioned to County services Well- No of HIV SDG 3.3 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6 Coordinated committees HIV services forums held Tuberculosis Reduced TB Proportion of SDG 3.3 50% 3 75% 4.5 100% 5 100% 5 100% 5 22.5 Transmission TB patients completing treatment Page 93 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) Proportion of SDG 3.3 75% 0.5 85% 0.6 95% 0.6 100% 0.7 100% 0.7 3.1 TB Treatment interrupters traced Malaria All pregnant Proportion SDG 3.3 100% 4 100% 4 100% 4 100% 4 100% 4 20 women and of pregnant children women and under 1 children provided under 1 with Long provided Lasting with LLITNs Insecticide Treated Nets (LLITNs) Mass LLITN Proportion of SDG 3.3 100% - 100% 12 100% - 100% - 100% 14 26 distributed to HH in Mwea Households provided with (HH) in Mwea LLITNs Constituency Regular Proportion of SDG 3.3 100% 0.4 100% 0.4 100% 0.4 100% 0.4 100% 0.4 2 surveillance of patients with Malaria suspected endemicity malaria for whom a diagnostic test result was recorded Page 94 of 263 Programme Name: Preventive and Promotive Services Objective: To reduce incidence of Preventable diseases and ill health. Outcome: Reduced burden of preventable diseases. Sub- Key Outcome Key Linkage Planned targets programme Performance s to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh (Ksh (Ksh (Ksh (Ksh millions) millions) millions) millions) millions) Knowledgeable Proportion of SDG 3.3, 30% 0.6 50% 0.8 75% 1 80% 1.2 95% 1.3 4.9 HCWs on HCWs 3.8 malaria sensitized on diagnosis and malaria management diagnosis and management Neglected Sensitized Number of NTD SDG 3.8 12 0.2 12 0.2 12 0.2 12 0.2 12 0.2 1 Tropical community on sensitization Diseases prevailing and forums (NTDs) increasing conducted NTDs Sub-Total 252.5 366.8 460.1 544.7 656.4 2,280.5 Programme Name: Curative and Rehabilitative Services Objective: To Provide high quality curative care services. Outcome: Reduced mortality and disability due to ill health. Sub Programme Key Output Key Performance Indicators Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget SDG (KSh. Targets* Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Theater Equipped theater unit in the new Number of theatre units SDG 3.8 20 20 services maternity block at Kimbimbi sch equipped Equipped theater unit in the new Number of theatre units SDG 3.8 20 20 hospital complex at Kimbimbi sch equipped Equipped theater unit in the new Number of theatre units SDG 3.8 20 20 hospital complex at Kianyaga sch equipped Equipped theater unit in the new Number of theatre units SDG 3.8 20 20 hospital complex at kimbimbi sch equipped Page 95 of 263 Programme Name: Curative and Rehabilitative Services Objective: To Provide high quality curative care services. Outcome: Reduced mortality and disability due to ill health. Sub Programme Key Output Key Performance Indicators Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget SDG (KSh. Targets* Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Psychiatric Construction of a modern psychiatric Number of psychiatric SDG 3.8 1 5 15 5 25 services unit units constructed Renal services Renovated male ward to SDG 3.8 8 8 accommodate renal unit at kimbimbi sch Equipped renal unit with 8 dialysis Number of dialysis SDG 3.8 25 25 machines machines equipped Specialist Renovated OPD block to Number of opd units SD3 5 5m clinics accommodate specialist clinics at renovated kimbimbi sch Inpatient Constructed male ward at Kianyaga sch Number of male wards SD3 10 10 constructed Constructed male ward at Sagana SCH Number of male wards SD3 10 10 constructed Equipped new hospital complex at Number of new hospital SD3 300 300 Kianyagai SCH complex equipped Accident and Equipped new hospital complex at Number of new hospital SD3 300 300 emergency Kimbimbi sch complex equipped services Equipped trauma centre at Sagana sch SD3 Physiotherapy Renovated harambee ward into Number of wards SD3 3 3 services physiotherapy and occupational renovated therapy at Kimbimbi SDH Page 96 of 263 Programme Name: Curative and Rehabilitative Services Objective: To Provide high quality curative care services. Outcome: Reduced mortality and disability due to ill health. Sub Programme Key Output Key Performance Indicators Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget SDG (KSh. Targets* Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Occupational Renovated female medical ward into Number of wards SD3 2 2 services occupational therapy unit at CRH renovated Equipped rehabilitative services at 4 Number of rehabilitative SD3 12 12 hospitals (physiotherapy, occupational units equipped therapy, orthopedic plaster and Maternity trauma services) services Renovated maternity unit at kianyaga Number of maternity units SD3 5 5 sch renovated Renovated walk ways linking various Number of walk ways SD3 4.5 4.5 sdps at Kimbimbi SDH renovated Referral Procured 12 ambulances Number of ambulances SD3 4 12 4 12 4 12 4 12 48 procured Blood safety Renovated satellite blood bank Number of satellite blood SD3 1.5 1.5 bank renovated Kitchen and Constructed kitchen and laundry unit Number of kitchen and laundry SDG 3.8 129.8 at Kimbimbi sch laundry units constructed 25 services TB Services Renovation of TB Clinics & waiting bay Number of facilities with SDG 3.8 1 1.5 1 1.5 1 1.5 1 1.5 6 in Sagana, Thiba, Baricho and renovated clinics Gathigiriri Procured 1 Trunat cartridge’s Number of truant SDG 3.8 1000 1.2 1500 1.8 2000 2.4 2000 2.4 2000 2.4 10.2 cartridge procured Procured 5 portable digital X -Ray Number of digital X Ray SDG 3.8 3 2 3 2 3 2 3 2 3 2 10 viewer boxes viewer boxes procured Page 97 of 263 Programme Name: Curative and Rehabilitative Services Objective: To Provide high quality curative care services. Outcome: Reduced mortality and disability due to ill health. Sub Programme Key Output Key Performance Indicators Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget SDG (KSh. Targets* Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Procured 10 biosafety cabinets Number of biosafety SDG 3 2 15 2 1.5 2 1 2 1.5 2 1.5 7.5 procured Procured 25 Anthropometric tools Number of SDG 3 5 0.25 5 0.25 5 0.25 5 0.25 5 0.25 1.25 Anthropometric tools procured Procured food ration for 30 health Number of health facilities SDG3 30 35 30 35 34 37 36 39 39 40 facilities with assorted food ratio procured Health Procured non-pharmaceuticals for 80 Number of health facilities SDG3 68 200 73 225 76 250 79 275 80 300 1250 Products and health facilities with assorted non- technology pharmaceutical procured Procured pharmaceuticals for 80 Number of health facilities SDG3 68 250 73 275 76 300 79 325 80 350 15 health facilities with assorted pharmaceutical procured Procured laboratory reagents and Number of health facilities SDG3 68 80 73 82 76 84 79 86 80 88 420 small lab equipment for 80 health with assorted laboratory facilities reagents and small lab equipment procured Procured food ration for 30 health Number of health facilities SDG3 30 35 30 35 34 37 36 39 39 40 186 facilities with assorted laboratory reagents and small lab equipment procured Procured assorted linen for 30 health Number of health facilities SDG3 30 10 30 10 34 12 36 12 39 12 56 facilities with assorted laboratory reagents and small lab equipment procured Procured Fungicides, Insecticides & Number of health facilities SDG3 71 0.3 73 0.5 76 0.7 78 0.9 80 1 3.4 Spray with Fungicides and sprays Procured Chemicals & Industrial gases Number of health facilities SDG3 71 10 73 12 76 15 78 17 80 19 73 with Chemicals and Page 98 of 263 Programme Name: Curative and Rehabilitative Services Objective: To Provide high quality curative care services. Outcome: Reduced mortality and disability due to ill health. Sub Programme Key Output Key Performance Indicators Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget SDG (KSh. Targets* Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost industrial gases Procured patients uniform and Number of health facilities SDG3 30 2.3 30 2.3 34 2.7 36 3 39 3.3 13.6 clothing with patient uniform. Procured vaccines and Sera Number of health facilities SDG3 71 10 73 11.5 76 12 78 13.5 80 14 61 with Vaccines and Sera Procured Xray Films and other filming Number of health facilities SDG3 4 8 5 10 5 10 5 10 6 12 50 material with X ray films Sub-Total 719.1 1388.9 814.5 840.1 845.5 4608.1 Programme Name: General Administration Objective: To provide effective and efficient Administration, Planning, Management Support and Coordination of health interventions across the County Outcome: Well managed Health services in the County Sub Programme Key Output Key Performance Linkage s to SDG Planned Targets and Indicative Budget (KSh. M) Total Budget Indicators Targets* (KSh. Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Hospital Automated and Number of SDG 3.8 20 20 20 20 17 30 13 10 8 10 90 Management integrated health health facilities Information information automated Systems system in 68 health facilities Annual Number of SDG 3.8 1 3 1 3 1 3 1 3 1 3 15 Maintenance of maintenance Electronic contracts Medical Records signed Page 99 of 263 Programme Name: General Administration Objective: To provide effective and efficient Administration, Planning, Management Support and Coordination of health interventions across the County Outcome: Well managed Health services in the County Sub Programme Key Output Key Performance Linkage s to SDG Planned Targets and Indicative Budget (KSh. M) Total Budget Indicators Targets* (KSh. Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Human New staff Number of new SDG3.8 50 7 50 7 50 7 50 7 50 7 35 Resources for recruited of all staff recruited Health cadres Transition of Proportion of SDG 3.8 20% 10 50% 25 75% 70 100% 95 100% 95 295 donor supported donor- staff to County supported Public Service HCWs transitioned to County Public Service Promotion of % of Staff SDG 3.8 HRH promoted who are due Joint Inspection % of Health SDG 3.8 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6 of all facilities Facilities Management inspected and annually Coordination of Health Quarterly support % of Public SDG 3.8 10 4 10 4 10 4 10 4 10 4 20 Services supervision of Health Facilities Public Health supervised Facilities quarterly Health Sector Well planned and No of planning SDG 3.8 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6 Planning, Budgeted work and budgeting Budgeting and plan meetings held budgeted health services Page 100 of 263 Programme Name: General Administration Objective: To provide effective and efficient Administration, Planning, Management Support and Coordination of health interventions across the County Outcome: Well managed Health services in the County Sub Programme Key Output Key Performance Linkage s to SDG Planned Targets and Indicative Budget (KSh. M) Total Budget Indicators Targets* (KSh. Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Monitoring Enhanced Health Quarterly SDG 3.8 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6 and Evaluation planning & data Routine data demand and use Quality Audit Create data No of capacity SDG 3.8 4 1 4 1 4 1 4 1 4 1 5 demand and use building session at all levels of of data demand service delivery and use Leadership Enhanced inter- Number of SDG 3.8 2 0.5 2 0.5 2 0.5 2 0.5 2 0.5 2.5 and Governmental inter- Governance relations Governmental forums conducted Enhanced Number of SDG 3.8 4 1 4 1 4 1 4 1 4 1 5 collaboration and Assembly oversight from committees- County Health Legislature department forums held Enhanced No of Hospital SDG 3.8 4 0.5 4 0.5 4 0.5 4 0.5 4 0.5 2.5 Hospital with functional governance Boards Enhanced No of Health SDG 3.8 70 4 72 4 75 4 78 4 80 4 20 Primary Facilities with Healthcare functional Facilities health governance committees Page 101 of 263 Programme Name: General Administration Objective: To provide effective and efficient Administration, Planning, Management Support and Coordination of health interventions across the County Outcome: Well managed Health services in the County Sub Programme Key Output Key Performance Linkage s to SDG Planned Targets and Indicative Budget (KSh. M) Total Budget Indicators Targets* (KSh. Year 1 Year 2 Year 3 Year 4 Year 5 M)* Target Cost Target Cost Target Cost Target Cost Target Cost Research and Strengthen % of Health SDG 3.8 0.5% 3 0.5% 3 1% 6 1.5% 9 1.5% 9 30 development Health research funds capacity committed to Health research Number of SDG 3.8 5 - 5 - 10 - 15 - 15 - Health research by County HCWs Health Adequate health Proportion of SDG 3.8 40% - 40% - 45% - 45% - 45% - 0 Financing financing health expenditure as a % of total County health expenditure % of user fees SDG 3.8 50% 35 100% 20 100% 20 100% 20 100% 20 115 retained at health facility Well-resourced Primary Health SDG 3.8 25% 5 30% 5 35% 5 40% 5 50% 5 25 primary care healthcare expenditure as services a % of total County health expenditure Sub-Total 97.6 97.6 155.6 163.6 163.6 678 TOTAL 1069.2 1853.3 1430.2 1548.4 1665.5 7566.6 Page 102 of 263

4.1.1.5 Sector Flagship/Transformative Projects and Programmes Project Location Objective Description of Key Time Estimated Source Lead Name Key Activities Output(s) Frame* cost (KSh.) of Agency Funds Kerugoya Kerugoya ward To enhance Completion of Complete 2023-2024 500M CGK CGK County service Construction and medical delivery and equipping equipped complex of Medical medical Complex complex Kimbimbi Nyangati Ward To enhance Completion Complete 2023-2025 300M CGK CGK Hospital service and equipping and delivery of Medical equipped Complex medical complex Kianyaga Baragwi ward To enhance Completion Complete 2023-2025 300M CGK CGK Hospital service and equipping and delivery of Medical equipped Complex medical complex

4.1.1.6 Cross-Sectoral Implementation Considerations Cross-Sector Impact Programme Linked Measures to Harness or Synergies* Adverse Name Sectors(s) Mitigate the Impact impact Curative and Public Works &  Joint  Haphazard  Develop Master Rehabilitative Infrastructure; Development development Plan for Health Services of Bills of of health facilities Quantities facility.  Continue joint  Poor  Joint development of planning of technical physical BQs and joint supervision of development inspection of ongoing ongoing works. works Department of  Processing  Grabbing of  Collaboration with Physical Ownership land meant Land Registry to planning; documents for public demarcate and health issue title deeds for facilities land meant for Public Health Facilities National  Road safety  Increased  Strengthen Transport and Programs Road traffic collaboration Safety accidents Authority Page 103 of 263 Cross-Sector Impact Programme Linked Measures to Harness or Synergies* Adverse Name Sectors(s) Mitigate the Impact impact Preventive & Ministry of  Dissemination of  Non-  Strengthen Promotive Health & Health National Policies alignment of collaboration Health SAGAs and regulations, County and  Joint planning and  Trainings and National review of Health capacity building Policies sector plans of HCWs  Delay in  Donor funded disbursement programmes of grants  Research and Development National  Improved Living  Increased  Comply and enforce Environmental environment pollution & NEMA guidelines Management  Joint inspection risk to health during Health waste Authority teams disposal (NEMA) County  Provision of  Outbreak of  Strengthen Department of cleaning services sanitation collaboration Water and and landscaping related Environment; for health diseases or facilities conditions  Technical assistance and advisory on setting up sanitary facilities  Provision of sanitation services for markets, solid & liquid waste management, water quality control and control of environmental pollution.  Connection of water to Public Health facilities County  Health education  Increased  Strengthen Department of and promotion absenteeism collaboration Education/ in schools,  Early Ministry of pregnancies colleges and Education Page 104 of 263 Cross-Sector Impact Programme Linked Measures to Harness or Synergies* Adverse Name Sectors(s) Mitigate the Impact impact universities  Vitamin supplementation in schools in the County.  deworming and school hygiene activity in schools County  The agricultural  Can lead to  Strengthen Department of sector to ensure increase of collaboration Agriculture, food security Zoonotic Livestock and while the diseases and fisheries department of malnutrition health to ensure food quality control.  One Health Programmes General County  Provision of IT  Reduced  Roll-out e- Administration Department of specifications for efficiency in Government services Information, the Health offering across all County Management Government Government sectors Communication Information services and Technology Systems (HMIS).  networking for all hospitals, technical support (user support), and preventive maintenance. Council of  Cross County  Risk of  Strengthen inter- Governors and border public disease County County health outbreaks if collaboration Governments interventions cross border  Joint Purchasing collaborations agreements are not  Benchmarking on strengthened. best practices in health Page 105 of 263 Cross-Sector Impact Programme Linked Measures to Harness or Synergies* Adverse Name Sectors(s) Mitigate the Impact impact Governance,  Court Users  Delayed  Joint Inspection Justice, Law and Committee justice with relevant Order Sector  Technical working bodies of business groups on SGBV premises in  Joint inspections compliance to the of premises Public Health Act County  Issue of Public  Strengthen Department of Health Licenses collaboration Trade Ministry of  Social and  Lack of  Strengthen Interior & Community community collaboration coordination of Mobilization support and National goodwill  Security  Security lapses,  Strengthen Government provision injuries and collaboration violence, theft  Address Sexual &  Increase in  Strengthen Gender-Based SGBV cases, collaboration Violence (SGBV) Injuries &  Establishment of STIs recovery centres  Address  Increased  Strengthen Alcohol and accidents, collaboration Substance SGBV, crime,  Joint Rehabilitative Abuse chronic programs diseases  Disaster Poor disaster  Establish a common Management response and disaster response management plan& command Page 106 of 263

4.1.2 Agriculture, Livestock, Veterinary and Fisheries Department Introduction Agricultural transformation is a decades-long process which involves modernization of on-farm production, shifting production towards more value addition. Agricultural transformation is critical to growing the economy, reducing the cost of food, alleviating poverty and therefore delivering 100% food and nutrition security. Department composition The department comprises of directorates; Agriculture; Livestock, Veterinary and Fisheries

4.1.2.1 Sector Vision and Mission Vision: To be the leading agent of food security for all, employment creation, income generation and poverty reduction in Kirinyaga County. Mission: To improve the livelihoods of Kirinyaga people by promoting competitive farming business through appropriate policy environment, effective support services and sustainable agricultural resources management.

4.1.2.2 Sector Goal(s) • Create enabling environment for agricultural development • Increase agricultural productivity and outputs • Promote market access, agro-processing and value addition • Enhance accessibility of affordable inputs and credit to farmers • Promote sustainable land use and environmental conservation • Enhance institutional efficiency and effectiveness in implementation and extension & advisory service delivery • To create enabling environment for aquaculture sector development • Increase aquaculture production productivity, output and value addition • Promote market access and market development for all fish and fish products • Enhance accessibility to affordable inputs and credits • Increase land utilization through aquaculture • Promote environmental conservation Page 107 of 263 • Create wealth and employment • Ensure food security and balanced nutrition •

4.1.2.3 Sector Priorities and Strategies Table 4.3 Sector Priorities Priorities Strategies a) Strengthen its extension service delivery system Increase agricultural productivity and output b) Encourage private sector participation in extension services delivery through c) County Agriculture Sector Extension Policy (CASEP). d) Farmer groups and organizations empowered to provide these services at grassroots level. e) Strengthen institutional linkages and enhance collaboration between research, extension services, and farmers. f) Intensify training and dissemination of appropriate technologies. g) Food safety and quality regulations emphasized for market compliance. h) Surveillance and control of migratory and other pests to be enhanced. i) Initiate crop specific value chain development approach j) Promote new technologies of improved varieties, agronomic packages, and sustainable land use systems a)Collate and disseminate information on the domestic and Promotion of access to Market information export markets for dissemination to producers, exporters and service providers by use of ICT. b) Organize and participate in agricultural shows and trade fairs both local and international to expand market reach for County’s commodities. Page 108 of 263 Priorities Strategies c) Collaborate with other public institutions to facilitate the private sector in developing and maintaining transport and marketing infrastructure, especially rural market facilities and access roads that lead to markets. d) Promote value-addition by addressing the barriers to rural agro-processing that include licenses, product standards, entrepreneurial skills, high cost of equipment, packaging among others. e) Collaborate with the National Government to expand and diversify agricultural markets and products. f) Ensure that agricultural exports meet international quality and safety standards. g)Explore new markets and increase export volumes. h) Domesticate and implement the Agribusiness Development Strategy so as to promote commercial agriculture. a)Facilitate farmer organizations’ capacity to procure inputs in Enhance Accessibility to Affordable Inputs and Credit bulk and creation of an efficient distribution network. b) Establish an Agricultural Input Revolving Fund (AIRF) for sustained access to affordable inputs. c) Training and supervision of stockists to ensure only high quality inputs are stocked and also enforce regulations on standards of inputs and products from the agricultural sector. d) Capacity build and assist farmers in coming up with farm business plans so as to access credit e) Broaden lending base, by holding consultative fora with financial and insurance institutions and stakeholders to encourage them to accommodate small agricultural producers. Page 109 of 263 Priorities Strategies a)Build the capacity of farmers on suitable soil and water Promote Sustainable Land Use and Environmental Conservation management practices b) Soil fertility promotion through conservation agriculture, use of organic fertilizers and soil testing and amendments. c) Encourage farmers to practice appropriate agro forestry in an effort to conserve the environment and increase farm forest cover. a) Appropriate training to equip staff with relevant and suitable Enhance Institutional Efficiency and Effectiveness in Implementation and skills to effectively tackle the department’s functions. Service Delivery b) Acquisition, allocation and efficient utilization of equipment and other facilities to enhance a conducive working environment. c) Creation of a conducive environment for private investment d) Endeavour to domesticate and implement the public-private partnerships act. e) Promote E Extension where farmers can access information through internet and mobile line services. a) Strengthen Livestock & fisheries extension services To Increase Livestock and Fisheries b) Provision of quality farm inputs for Livestock & Fish productivity and profitability y for c) Enhance pest and disease control in Livestock enhanced Food Nutritional security and income d) Support Community initiatives e) Linking livestock and fish farmers to markets, financial institutions, input suppliers and other stakeholders f) Establishment of ultramodern value addition facilities for Livestock and Fish products Page 110 of 263

4.1.2.4 Sector Programmes and Flagship Projects Table 4.4 Sector Programmes PROGRAMME: CROP DEVELOPMENT AND MANAGEMENT Objective: Increase agricultural productivity and outputs Outcome: Increased crop production per Ha of key Crops Value Chains( Tea, Coffee, Avocado, Macadamia, Tomatoes, Rice, Bananas) Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Land and Crop Reduction of post- harvest % reduction in post-harvest 1,2,3 2 5 5 6 5 6 5 6 5 6 29 Development losses losses of key horticultural crops Soil testing Number of soil samples 2 2000 4 2000 4 2000 4 2000 12 tested Promotion of modern Number of technologies 1,2,13 3 6 3 6 2 4 2 4 2 4 24 production technologies promoted and adopted Supply of high quality Number of beneficiaries 1,2,3 2000 50 2000 50 2000 50 2000 20 2000 20 100 planting material and inputs Quantities of seeds/seedling distributed. No of input distribution 20000 20000 20000 20000 20000 centres constructed and operationalized Increased use of Number of mechanization `1,2 3 5 2 5 10 mechanization in agriculture technologies adopted Support to irrigation Number of irrigation projects 1,2,3 15 10 10 5 10 5 10 5 10 5 30 projects for increased crop offered extension services production Promotion of climate Number of climate smart 1,2,3 10 20 10 20 10 20 10 20 10 20 100 Page 111 of 263 PROGRAMME: CROP DEVELOPMENT AND MANAGEMENT Objective: Increase agricultural productivity and outputs Outcome: Increased crop production per Ha of key Crops Value Chains( Tea, Coffee, Avocado, Macadamia, Tomatoes, Rice, Bananas) Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* change mitigation technologies promoted Expansion of irrigation No of acres under irrigated 100 25 100 25 50 25 50 15 50 15 105 infrastructure agriculture Agricultural Enhance efficiency of Number of offices 1,2 2 12 4 12 4 12 4 12 4 12 48 Extension Services extension delivery constructed/ completed and equipped, maintained Train staff and farmers on Number of staff and farmers 1,2,3 10000 12.0 10000 12.0 10000 12.0 10000 12.0 10000 12.0 60.0 modern, emerging trained technologies and issues Farmers trained in organic Number of farmers trained 1,2,3, 13 500 1.5 500 1.5 500 1.5 500 1.5 500 1.5 7.5 production Quantity organic of produce marketed Enhance service provision by Number of vehicles procured 1,2,3 2 12 2 12 1 2 12 36 extension staff No of extension staff hired 20 15 20 15 10 10 10 10 50 Food security Traditional high value crops Amount of planting materials 1,2 20 10 20 10 20 10 20 10 20 10 50 initiatives production promoted purchased tons -Amount of produce harvested -Number of beneficiaries Promotion of crop insurance Number of producers insured 1,2 10000 360 10000 360 10000 360 10000 360 10000 360 1800 for resilience Page 112 of 263 PROGRAMME: CROP DEVELOPMENT AND MANAGEMENT Objective: Increase agricultural productivity and outputs Outcome: Increased crop production per Ha of key Crops Value Chains( Tea, Coffee, Avocado, Macadamia, Tomatoes, Rice, Bananas) Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Promotion of sustainable Number acres under SLM 300 15 300 15 300 15 300 15 300 15 75 land management (SLM) Sub-Total 562.5 558.5 536.5 490.5 480.5 2628.5 PROGRAMME: AGRIBUSINESS AND INFORMATION MANAGEMENT Objective: Promote market access, agro-processing and value addition Outcome: Increased access to markets, market information, affordable inputs and credit Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Agribusiness and Market access improved Number of markets 1,2,3 3 30 2 20 2 20 70 Market Development constructed Access to affordable Revolving Agricultural fund 2 1 150 1 150 - - - 300 inputs and credit established improved Funds disbursed Page 113 of 263 Market linkages improved -Number of marketing 1,2,13 30 5 20 3 20 3 11 linkages -Number of groups trained Value addition of produce Number of groups trained 1,2,3 6.0 6.0 6.0 6.0 6.0 30.0 increased -Number of value addition facilities constructed and operational Consumption of local Number of branded mobile 1,2,3 10 10 20 15 15 15 10 10 10 10 60 coffee enhanced coffee vendors equipped. Agricultural Agricultural information Number of equipment 1,2 20 .1 20 .1 20 .1 7.3 information collected, maintained and purchased management managed -MIS installed and operationalized -Number of staff trained 1 5 -Reports generated by system 1,2 30 1 30 1 Agricultural Enterprise No of census done 1,2,3 0 0 1 50 0 0 0 0 0 50 No of value chain reports Census conducted generated 10 Sub-Total 207.1 196.1 44.1 16 16 479.3 Page 114 of 263 Programme Name: Livestock Production Objective: To increase Livestock productivity and profitability for enhance food nutritional security and income generation Outcome: increased livestock production in Dairy (cow) milk(1.19% of National Target by 2027), Dairy (Goat) Value Chains, Pig, BeeKeeping Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Livestock Extension Livestock farmers trained on Number of Farmers trained 2.3.2 10,000 6 10,500 6.5 11,000 7.0 11,500 7.5 12,000 8.0 35.0 and capacity animal husbandry practices on Livestock husbandry Building practices Support livestock Affordable AI availed to farmers Number of Inseminations 2.3.2 5 5.0 5 5.0 5 5.0 5 5.0 5 5.0 25 breeding services carried out Hides and skin and Licensing and capacity building of Number of Flayers trained and 2.3.2 20 0.4 20 0.5 20 0.6 20 0.7 20 0.8 3.2 leather development flayers licensed Monitoring Licensing of hides and Number of bandas monitored 2.3.2 20 0.2 20 0.3 20 0.4 20 0.5 20 0.6 2.0 skin bandas and licensed Improve Livestock Establish modern Livestock sale Number of livestock Sale yards 2.3.2 3 30.0 0 0 0 0 0 0 0 0 60 Marketing structures yards established Livestock Extension Enhance E Extension services Number of ICT equipment 2.3.2 26 13 0 0 0 0 0 0 0 0 13 services purchased and distributed Construction offices Number of Offices constructed 2.3.2 2 20 0 0 0 0 0 0 0 0 20 Enhance staff mobility to Number of Vehicles purchased 2.3.2 0 0 2 10 0 0 0 0 0 0 10 reach farmers Page 115 of 263 Support Community initiatives Number of youth and 2.3.2 100 50 100 50 100 50 100 50 100 50 250 of youth and vulnerable micro vulnerable groups supported projects Employ Extension Staff Number extension Staff 2.3.2 0 0 30 20 0 0 0 0 0 0 20 Employed Enhance value Acquisition and installation of Number equipment acquired 2.3.2 0 0 5 25 0 25 0 25 0 25 100 addition for dairy value addition facilities for and installed products Dairy Sub- Total 125 117 88 89 89 508 Programme Name: Veterinary Services Objective: Maintain Healthy Livestock Herd for increased Livestock Productivity, Profitability and Safeguard Human Health Outcome: 1 Increased Livestock Productivity 2. Improved farmers income 3. Improved Human health 4. Improved quality of livestock products used as raw materials in industries Sub Programme Key Output Key Performance Linkage s Planned Targets and Indicative Budget (KSh. M) Total Indicators to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Budget Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (KSh. M)* Livestock Vaccination of Number of animals 2.3.2 85,000 25 85,500 27.5 86,000 30 86,500 32.5 87,000 35 150 Disease and Pest livestock against immunized Control notifiable diseases Construction of Number of 2.3.2 0 0 1 10 0 0 0 0 0 0 10 functional Laboratory laboratory construction Equipping of Number and type of 2.3.2 0 0 0 0 1Kit 10 0 0 0 0 10 laboratory Equipment bought Employ No. of technical staff 2.3.2 0 0 0 0 0 0 30 50 0 0 50 Veterinary employed Technical staff Page 116 of 263 Fencing Meters of 2.3.2 600 5 - - - - - - - - 5 Veterinary perimeter fence Meters offices completed Compound Enhance disease Purchase of ICT 2.3.2 26 10.4 0 0 0 0 0 0 0 0 10.4 surveillance using E reporting Construction of Number of offices 2.3.2 0 0 2 20 0 0 0 0 0 0 20 offices Constructed Purchase Motor Number of Motor 2.3.2 2 10 0 0 0 0 0 0 0 0 10 Vehicles Vehicles purchased Enhance Surveillance 2.3.2 6 2.5 6 2.75 6 3.0 6 3.25 6 3.5 15 Disease disease reports Surveillance Veterinary Meat inspection Number of meat 2.3.2 20 1 20 1.25 20 1.5 20 1.75 20 2 7.5 Public Health and Licensing inspection and licenses granted Sub-Total 53.9 61.5 44.5 87.5 40.5 287.9 Programme Name: Fisheries development Objective: To create wealth and Improve food and nutrition security Outcome: Enhanced food security and improved livelihoods Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Fish Feed Improved Number of tonnes 2.3.2 1 7 0 0 0 0 0 0 0 0 7 Production- quality of fish of feed produced installation of produced a fish feed production factory Page 117 of 263 Capacity Increase fish Number of 2.3.2 350 0.35 350 0.35 350 0.35 350 0.35 350 0.35 1.75 Building production farmers trained (Farmers and and Number of Staff) productivity Technical staff in the County trained 5 0.5 6 0.6 1.1 Strengthening Improved Number of 2.3.2 1 5 0 0 0 0 0 0 0 0 5 Marketing household modern markets Structures and income established Linkages - build modern market and fish processing plant Operational Improved fish Increase in field 2.3.2 2640 2.6 2640 2.6 2640 2.6 2640 2.6 2640 2.6 13.2 Facilitation production visits and service delivery Fish Improved fish Number of 2.3.2 12 0.054 12 0.054 12 0.054 12 0.054 12 0.054 0.27 Products and fish inspections Safety and products reports written Quality quality after patrols Assurance Establish a increase trout Number of trout 2.3.2 1 50 0 0 0 0 0 0 0 0 50 Trout fish farms established Hatchery production And farm and productivity Rehabilitate Increased Number of ponds 2.3.2 200 8 200 8 200 8 50 2 50 2 28 ion of ESP production rehabilitated and ponds and and income constructed construction by buying pond liners Enhance Employ Number of 2.3.2 30 50 0 0 0 0 0 0 0 0 50 Aquaculture fisheries fisheries officers extension technical employed Page 118 of 263 services Officers Enhance Number of ICT aquaculture E Equipment Extension Purchase ICT purchased 26 10.4 0 0 0 0 0 0 0 0 10.4 equipment A Aquaculture Improved No. of households 2.3.2 350 35 350 35 350 35 350 35 350 35 175 Business production, reporting an Development productivity as increase in programme well as food production and security graduated from and level 1 nutrition of (subsistence) to smallholder level 2 farmers (semi commercial) No. of households 2.3.2 350 31.5 350 31.5 350 31.5 350 31.5 350 31.5 157.5 reporting adoption of environmentally sustainable and climate resilient technologies and practices No. of fish ponds 2.3.2 350 3.5 350 3.5 350 3.5 350 3.5 350 3.5 17.5 constructed, upgraded or rehabilitated and stocked with fish in an environmentally sustainable and climate smart manner No. of persons 2.3.2 350 0.35 350 0.35 350 0.35 350 0.35 350 0.35 1.75 trained in business Page 119 of 263 management No. of households 2.3.2 350 0.35 350 0.35 350 0.35 350 0.35 350 0.35 1.75 provided with targeted support to improve their Nutrition- kitchen gardens Improve No. of persons 350 0.35 350 0.35 350 0.35 350 0.35 350 0.35 1.75 the trained in efficiency of business the value management chain in No. of fish and smallholder fish households products by included in out promoting grower schemes a business and linked to the approach at Market all scales. Extension officers trained by the programme Capture -improved fish No of dams, rivers 2.3.2 200,000 2 O 0 0 0 0 0 0 0 2 fisheries production and canals development- from capture restocked restocking of fisheries dams , rivers, canals, cage faring in dams Sub-Total 207.0 82.7 82.1 76.1 76.1 523.8 TOTAL 1,155.1 1,016.1 795.2 758.8 702.5 4,427.5 Page 120 of 263

4.1.2.5 Sector Flagship/Transformative Projects/Programmes Project Location Objective Description of Key Output(s) Time Estimated Source of Lead Agency Name Key Activities Frame* cost Funds (KSh.) Construction of Kangai To add value Construction of One factory is By June 150M CGK ALVF and to tomato factory operationalised 2024 commissioning produced in Procurement of tomato the County equipment processing Commissioning facility of factory Construction of Kangai To process Construction of One factory is By June 200M CGK ALVF and avocado for factory operationalised 2024 commissioning export Procurement of avocado pack equipment house facility Commissioning of factory Construction of Mwea TO improve Construction of 10 sheds By June 25M CGK ALVF modern French on the safety modern grading constructed 2024 bean grading of French sheds sheds beans Revitalization of Kamweti To improve Construct and Construct and By 200M CGK ALVF Kirinyaga ATC on equip lecture equip 2 lecture performance halls, halls June 2025 of the ATC modern kitchen Construct a facility modern kitchen facility Construction of County To improve Construction of 5 centres By June 90M CGK ALF input wide accessibility input operationalized 2025 distribution to high distribution centres quality centres inputs Page 121 of 263 Project Location Objective Description of Key Output(s) Time Estimated Source of Lead Agency Name Key Activities Frame* cost Funds (KSh.) Ultramodern Kirinyaga To link farmers Establishment of 1ultra modern 1 year 50m ABDP- IFAD ,GoK and fish market central, to market and Ultra-modern fish fish market to be Kirinyaga County establishment Kiaga value addition market established County Government market of fish Government Stocking/ All To increase To restock all 1000000 5 years 10m County County restocking of Kirinyaga fish permanent fingerlings to be Government Government rivers, canals sub- production in rivers, dams and restocked GOK GOK and dams counties Tonnage canals with tilapia and catfish fingerlings Rehabilitation All To increase To rehabilitate all 1750 pond to 5 years 238m County County of ponds with Kirinyaga fish farmers ponds rehabilitated Government Government provision of sub- production in And Development pond liners counties Tonnage development partners fingerlings partners feeds, and capacity building Establishment of Kirinyaga To process and Construction, 1 Milk processing 5yrs 100M County County Milk Processing County value add milk equipping and plant established Government Government of plant for increased operationalizing and operational and Kirinyaga shelf life milk processing development plant partners Page 122 of 263

4.1.2.6 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Linked Measures to Harness or Synergies* Adverse Name Department(s) Mitigate the Impact impact Markets Trade Organization Form market committees to development of traders help manage the markets and supervision Environment Recycling of Pollution by Incorporate waste management solid waste waste and other components, encourage materials effluents recycling of waste Works Technical Form project management input in committees to implement market projects development Irrigation Water Compliance Prudent water Train community water development with use and management committees regulatory agrochemical Form supervision committees issues use Training of farmers on water and chemical use Farmer Social Services Regulation Strengthen the group organization farmers of Resource management for resources and group mismanagement operations operations Cooperatives Regulation of Financial Ensure compliance with PO mismanagement regulatory regimes operations Ultramodern Public works Architectural construction of Establishment of fish market fish market drawings and structures centres design of market centres Environment Environment Comply and enforce NEMA pollution Guidelines Water Water Comply with water regulations availability Group Social and Registration of Certification of groups formation gender small aquaculture groups and aquaculture small enterprises groups Nutrition Health Capacity Change of Comply with nutrition advises building on improved health Page 123 of 263 fish eating health advantage Crop and fish Agriculture Capacity Improve on crop Comply with Agriculture advises integration building on and fish how to integration integrate both Canals and NIB Use of water Comply with NIB regulations furrows water from Irrigation schemes Group Cooperative Training Group Comply with their guidelines development development groups graduating to form association and cooperatives Marketing Trade Linking fish Market linkages Comply with their guidelines farmers to market Page 124 of 263

4.1.3 Education and Public Service This sector comprises of two directorates; Early Childhood Education; Vocational Education Training

4.1.3.1 Sector Vision and Mission Vision To have a globally competitive quality education, training and research for Kirinyaga County’s for sustainable development Mission To provide, promote and coordinate lifelong education training and research for Kirinyaga County’s for sustainable development.

4.1.3.2 Sector Goal(s): 1. To enhance support to Directorate's and County educational institutions for efficient service delivery; 2. To increase access to quality, equitable, affordable and relevant vocational education 3. To transform County owned polytechnics and home craft centres to offer relevant technical and vocational skills development for employment creation and technology transfer; 4. To strengthen County education field services for effective and coordinated service delivery; 5. To provide support to other education providers including national education agencies through a sustainable bursary programme for greater access to education for all; 6. To enhance the culture of accountability, integrity, transparency and promotion of values and principles of an effective public service; 7. To develop a motivated and seamless public service for effective service delivery; and 8. To initiate and strengthen partnerships with agencies and institutions in the fulfilment of the Sectoral mandate.

4.1.3.3 Sector Priorities and Strategies: The Department priorities are derived from the Department development issues which are related to the development of the standard structural plans, the minimum engagement with the user/ stakeholders, human resource Support staff (e.g. accountant) and security officers Page 125 of 263 enrolment & lack of attractive training programs for youth . Table 4.5 Sector Priorities and Strategies- Education Priorities Strategies a) Engage a consultant in coming up with a clear strategic plan Improve quality and relevant of vocational education. of vocational training b) Engage TVETA and other education stakeholders in planning stage mainly in areas of infrastructure requirements, human resource and accreditation. Improve access of vocational a) Upgrade some of our institution to offer up to diploma and technical education b) Bring institution nearer to residents of Kirinyaga c) Introduce additional courses to meet local demand d) Attract investments associated with vibrant institutions Provision of learning facilities a) Construction of new classrooms and resources in ECDE centres. b) Renovation of existing classrooms c) Construction of child friendly sanitary facilities d) Provision of child play facilities e) Provision of adequate teaching and learning materials f) Adoption of digital learning programme Improve talents and training Establish and upgrade sport & games facility in our institutions skills Increase enrolment a) Enhancement of internet connectivity b) Increase training programs attractive to the youth and qualified instructors c) Introduction of production unit d) Provision of quality training materials, tools & equipment e) Improved infrastructure Increase level of skills & a) Installation of internet connectivity innovation b) ii) undertake skill competitions among the youths c) iii) Avail modern equipment for skill show d) iv ) have a County VTC skill show day once a year Increase level of greening Undertaking trees & flower plants planting activities environment Security enhancement a) Installation of CCTV cameras b) Employment of trained security personnel c) Construction of strong rooms for storage of expensive equipment d) Installation of fire fighting equipment Page 126 of 263

4.1.3.4 Sector Programmes and Flagship Projects Table 4.6 Sector Programs Programme Name: Vocational Education and Training Objective: improve the quality of skills offered in technical training institutions Outcome: Creation of employment to youth through skills offered in VTCs Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Kirinyaga East Sub-County Construction & Construction & No. of - - 1 5 1 5 - - - - 10 Equiping of ICT equipping of a lab at Computer LAB Kiambataha and rooms Kiamwathi constructed No. of - 50 2 50 2 - - - - 4 computers purchased No. of - 1 0.2 1 0.2 - - - - 0.4 multipurpose heavy duty Printer Equipping and connect No. of - 50 2 50 2 - - - - 4 Computer labs at computers Kimweas & Kamiigua purchased Construction of Construction of No of 2 15 2 15 30 Dormitory(boys dormitories at dormitories & girls)& Kimweas & Kamiigua constructed Equipping and equipped with beds Construction administration blocks No of 1 5 1 5 1 5 1 5 20 of in Kimweas, Kamiigua, administration Kiambatha & blocks administration Kiamwathi VTCs block constructed Fencing at Kamiigua & No. of 1 2 1 1.5 3.5 Page 127 of 263 Fencing & Kimweas institutions Gate with perimeter fences Construction of Gate No. of 1 0.5 0.5 at Kamiigua institutions with gate Construction Motor vehicle No of 1 2 2 and Equipping workshop at workshops of VTCs Kiambatha fully workshops constructed and equipped Twin workshop at Equipped 1 3 3 Kiamwathi workshop Construction Construction Of an No of ablution 1 1.5 1.5 Of an ablution bloc at blocks ablution bloc Kiamwathi constructed County Library Construction of County library 1 10 - - - - - - - - 10 County library at at Kamiigua Kamiigua VTC Kirinyaga West Sub-County Construction of Construction of Number of 1 3 1 3 1 3 9 modern modern washrooms complete washrooms for for male & female in washrooms male & female Ndiriti, Kibingoti & Kiamwe Construction of Dining hall and a Number of SDG 3 1 2 1 2 4 a dining hall kitchen at Ndiriti complete dining and a kitchen &Kibingot2 hall and kitchen CCTV system Installation of CCTV Number of SDG 11 1 0.5M 1 0.5 1 0.5 1.5 installation system at Ndiriti, functioning Kibingoti & Kiambwe CCTV cameras Workshop Construction of a Number of SDG 4.4 1 1.5 1 2.5 4 Construction workshops at Ndiriti & workshops with Kibingoti with strong strong rooms rooms Page 128 of 263 Construction and Number of SDG 4.4 1 2 1 0.5 2.5 equipping of a equipped computer laboratory computer at Ndiriti &Kiambwe laboratories Supply of training Number of SDG 4.4 1 3 1 3 1 3 1 3 - - 12 materials and materials and equipment in Ndiriti, equipment Kiamwe & kibingoti bought VTCs Fencing of compound No of VTC WITH SDG 4.4 1 1.5 1.5 at Kibingoti Vtc fencing done and cameras installed Construction of MVM Number of SDG 4.4 1 1.5 1.5 shade together with a shades service bay at Kibingoti constructed Renovation of MVM Number of SDG 4.4 1 1 1 and Masonry workshops workshops at renovated Kiambwe Construction of Male Number of SDG 3 1 3 3 dormitory at Kiambwe dormitories constructed Construction of female Number of SDG 3 1 3 3 dormitory at Kiambwe dormitories constructed Construction of Multi- Number of halls SDG 3 1 3 3 purpose hall at constructed Kiambwe MWEA East sub- County Nyangati and Construction of Number of SDG 4.4 2 10 10 Mucii-wa workshop at workshops Urata VTC Nyangati & Mucii- constructed wa Urata Renovation of Number of SDG 4.4 2 5 5 workshop at workshops Nyangati & Mucii- renovated wa Urata Page 129 of 263 Construction of Number of SDG 4.4 1 10 1 10 20 dining hall kitchen dining hall & and equipping kitchen Nyangati &Mucii-wa constructed Urata Construction of ICT Number of ICT SDG 4.4 1 5 1 5 1 5 15 LAB that is fully LAB heavy duty printer, constructed with internet and equipped connectivity at Nyangati, Mucii-wa - Urata and Ngucui Construction of a Number of SDG 4.4 1 1 1 masonry shade at masonry Nyangati shade constructed Construction & Number of SDG 4.4 1 2 1 2 4 equipping of administration administration block block at Nyangati & constructed Ngucui Supply of training No of VTCs SDG 4.4 2 3 2 3 2 3 2 3 2 3 15 materials & with equipment’s at equipment’s Nyangati, Mucii-wa- & training urata materials supplied Recruitment of Number of SDG 4.4 3 3 3 3 3 3 3 3 3 3 12 human resource VTCs (trainers),Hiring supported Support with trainers staff(Security & support personnel at staff hired Nyangati, Mucii-wa Urata and Ngucui Landscapping, No of VCTs SDG 4.4 1 1 1 1 1 1 3 Strategic, Physical with strategic Page 130 of 263 and structural physical and planning at structural Nyangati, Mucii-wa - planning Urata Construction of a No of complex SDG 4.4 1 15 15 complex building building built hosting institution catering class kitchen a classroom & dining hall Nyangati, Mucii-wa –Urata Completion of auto No of doors SDG 4.4 1 0.4 0.4 garage at Mucii-wa installed urata Construction of No of ablution SDG 4.4 1 1.5 1 3 4.5 Ablution block that block built can serve 1000 persons of both genders at Ngucui & Mucii-wa-Urata Kirinyaga Central SDG 4.4 sub County Construction -construction and No of blocks SDG 4.4 2 3.5 2 3.5 7 of Classrooms furnishing of 4 constructed classroom block at (2)Kaitheri,(2)Mutitu & Dormitory -construction and No of SDG 4.4 1 4.5 4.5 construction furnishing of girls dormitory dormitory with bio blocks digester at Kaitheri constructed Construction of an No of modern SDG 4.4 1 2.4 1 2.4 4.8 modern ablution ablution block at Kaitheri & blocks Kiamuthambi constructed Page 131 of 263 Supply of training No of VTCs SDG 4.4 2 1.4 2 1.4 2 1.4 2 1.4 2 1.4 7 materials at supplied with Kaitheri,Mutiti training &Kiamuthambi materials Construction of an Construction SDG 4.4 1 2 2 institution store at of an Kaitheri institution store Landscaping, No of VTCs SDG 4.4 2 3.7 3.7 Improvements of Improvements pavements-cabros of pavements- cabros at Kiamuthambi Landscaping at Kaitheri Upgrading MVM shed SDG 4.4 1 1 1 at Mutitu No of Upgraded MVM shed Construction of an No of SDG 4.4 1 3.5 1 3.5 7 administration block administration at Mutitu & blocks Kiamuthambi Construction of a No of VTCs SDG 4.4 1 3 1 3 6 standard dining hall with a with a medium standard modern kitchen at dining hall Mutitu with a &Kiamuthambi medium modern kitchen Construction of No of SDG 4.4 1 1 1 2.5 3.5 computer lab and equipped furnishing the lab computer lab with 20 computers, and 1 projector and 1 white board Mutitu & Kaitheri Sinking of a bore No of SDG 4.4 1 1.5 1.5 hole and pumping boreholes and system at pumping Kiamuthambi system Page 132 of 263 Construction of an No of SDG 4.4 1 3.5 3.5 administration block administration at kiamumthabi block Construction and No of SDG 4.4 1 2.5 2.5 furnishing of workshops plumbing and constructed welding workshop at Kiamuthambi Mwea West Sub- SDG 4.4 County NITA/Knec exam Number of SDG 4.4 100 1 100 1.0 100 1 100 1 100 1.5 5 registration in all trainees exams in Thome, registered for Kiamikuyu & Nguka National Exam VTCs Skill show held per Number of SDG 4.4 60 0.6 60 0.6 60 0.6 60 0.6 60 0.6 3 year in Thome, trainees Kiamikuyu & Nguka registered for VTCs skill show competitions Construction of Dormitories Number of SDG 4.4 2 7 1 3.5 0 0 0 0 0 0 10.5 dormitories constructed dormitories constructed MVM Modern motor Number of SDG 4.4 1 1.5 1 2.5 0 0 0 0 4 vehicle shed with MVM sheds inspection pit & with store inspection pi Computer Lab Number of No of SDG 4.4 30 Computer, 1.8 30 1.8 3.6 computers Computers, 1Printers, Number of printers Printers, 1projectors & Internet connectivity projectors & screens screens Boreholes Increased level of Number of SDG 4.4 2 boreholes 5.2 5.2 Plastic tanks Water & sanitation boreholes drilled drilled 2plastic tanks Number of 10m3 plastic Page 133 of 263 tanks Construction of Number of SDG 4.4 2 ablution 3.0 3 Ablution ablution block blocks with urinal constructed Fencing Perimeter fence Number of SDG 4.4 2 4 4 VTCs with fences elected CCTV systems CCTV & security Number of SDG 4.4 1 1.2 1 1.2 1 1.2 0 0 0 0 3.6 officers in Thome, VTCs with Nguka & kiamikuyu CCTV cameras Number of security guard recruited Landscapping Landscaping and co Number of SDG 4.4 1 0.2 1 0.2 1 0.2 1 0.2 1 0.2 0.8 curriculum activities VTCs with playing fields landscaped Sub-Total SDG 4.4 90.7 112.3 81.6 27.7 27.9 340.2 Programme Name: Free pre-primary education Objective: To improve the learning environment in the ECDE centres Outcome: Increased enrolment due to conducive learning environment Infrastructural New No of New 4.2 12 20.25 12 19.5 12 19.5 11 18.5 11 18.5 96.25 development classrooms classrooms constructed Renovation of No of Existing 4.2 14 6.6 14 6.6 14 6.6 14 6.6 15 6.6 33 classrooms classrooms renovated Sanitary No of Child friendly 4.2 12 18 12 18 12 18 13 19.5 13 19.5 93 facilities sanitary facilities constructed Teaching and Assorted No of trainees 4.2 15,000 3 15,000 3 15,000 3 15,000 3 15,000 3 15 learning teaching and supplied with materials learning Teaching and materials learning materials procured and distributed Page 134 of 263 Digital EIDU digital EIDU digital 4.2 15,000 18 15,000 9 15,000 9 15,000 9 15,000 9 54 learning learning learning programme programme implemented Sub-Total 65.85 56.1 56.1 56.6 56.6 291.25 TOTAL 156.6 168.4 137.7 84.3 84.5 631.5 Page 135 of 263

4.1.3.5 Sector Flagship/Transformative Projects Project Location Objective Description of Key Time Estimated Source of Lead Agency Name Key Activities Output(s) Frame* cost (KSh.) Funds County library Kabare ward Where all Already started Gaining 2023-27 10,000,000 County Seeking funding for and youth learners can information Government same centre get and donors information, they want and do research ICT Resource Kibingoti VTC Establish an Construction and youth 2023-25 5,000,000 County Centre ICT resource equipping of ICT benefiting Government centre Centre from the ICT of Kirinyaga centre Equipped ICT Thiba To improve Construction and trainees 2023-25 9,000,000 County County centre with skill equipping the ICT benefiting Government Government of internet innovations centre from the of Kirinyaga Kirinyaga connectivity and research facility Complete Wamumu To construct Designing, Number of 2023-25 10,000,000 County County break making concrete block constructing and breaks made Government Government of factory mutithi for business equipping break and sold of Kirinyaga Kirinyaga making production unit Institution Kirinyaga Improve Acquiring of Increase 2023-27 6,000,000 County Gov Education bus 61 seater central vtcs’ transport institution bus enrolment Kirinyaga department Page 136 of 263

4.1.3.6 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Linked Measures to Harness or Mitigate the Synergies* Adverse Name Department(s) Impact impact VTCs Public Works Preparation Disparities Ensure BQs are prepared for the infrastructure of BQs and between BQs budgeted amount projects and projects’ budgetary inspection allocation Tree growing & Environment Formation of N/A N/A Biogas installation & ClimateEnvironmental Change clubs Tree growing Digital literacy ICT Digital Exposure to Controlled content learning unauthorized content Page 137 of 263

4.1.4 Roads, Transport and Infrastructure This sector comprises of Public Works and Roads and directorates.

4.1.4.1 Sector Vision and Mission Vision To be the leading provider of construction and engineering works goods and services within Kirinyaga County and beyond. Mission To provide quality construction and engineering works goods and services to enhance the development and maintenance of infrastructure within the County.

4.1.4.2 Sector Goals a) To design, develop and maintain roads to a standard that will enhance efficient transportation of people goods and services; b) To develop and maintain street and security lighting infrastructure to enhance security and safety; c) To develop and maintain public transport infrastructure; d) To design, develop and maintain institutional facilities to enhance service delivery; e) To maintain County fleet and plant to facilitate service d e l i v e r y ; f) To design, develop and maintain bridges to enhance vehicular and pedestrian passage; g) To offer engineering services to private developers; h) To provide project planning and design services to projects funded by Ward Development Fund (WDF); and i) To design and operate traffic management system (TMS) to enhance efficient vehicular and pedestrian movement.

4.1.4.3 Sector Priorities and Strategies: The following are Department priorities envisaged and strategies proposed to achieve them in relation to root causes of the development issues. Page 138 of 263 Table 4.7 Sector Priorities and Strategies Priorities Strategies 1. Need to provide accessibility, a) Undertake planning and designs of priority County mobility and enhance quality of roads Projects Roads b) Development of the road network c) To preserve the quality of the County road network through regular maintenance d) Undertake Monitoring and Evaluation of projects under the department 2. Securing and preservation of road a)To define, demarcate and clear road reserves through assets reclaiming all the encroached County road reserves and sensitize the public. b) Promote stakeholder understanding of the overload control regulations 3. Promoting environmental and a) Carry out Environmental and Social Impact social safeguards Assessment (ESIA) in Projects b) Implement interventions to reduce dust/air/noise pollution at construction sites. c) Re-Vegetate existing and new roads by planting trees. d) Gender Mainstreaming in projects. e) Activate Grievance Redress Committee on each project. 4. Improvement of security and Installation of security lighting apparatus e,g. stand- County businesses working alone solar powered mini floodlights, 20M High environment through adequate floodlight masts and street lighting lighting. 5. Increased preparedness and Reduce and avoid potential losses from hazards, secure timely response in disaster lives and livelihoods in disaster situations through prevention and management purchase of additional modern disaster management equipment. Page 139 of 263

4.1.4.4 Sector Programmes and Flagship Projects Table 4.8 Sector Programmes Programme Name: Roads development, maintenance and management Objective: Increased efficient, durable and all-weather road network Outcome: Improving accessibility and mobility in different County areas Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total s Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets (KSh. * Targe Cost Target Cost Target Cost Targe Cost Targe Cost t t t M)* Constructio Graded road No. of kms of 9.1 1200 35 1200 35 1200 35 1200 35 1200 35 175 n and surfaces roads done maintenanc Graveled road No. of kms of 9.1 250 300 300 360 300 360 300 360 300 360 1,740 e of roads surfaces roads done and bridges Easy access Number of bridges and 9.1 1 15 2 30 3 45 4 60 4 60 210 footbridges done Culvert Works Number of culvert units 9.1 300 2.5 300 2.5 400 3.5 400 3.5 400 3.5 15.5 produced and installed Bitumen surface Number of kms 9.1 0 0 0 0 1.0 30 1.0 45 1.5 45 120 roads of roads done Paved and well Area of paved 30,00 30,00 30,00 drained surfaces surfaces done in 9.1 150 30,000 150 30,000 150 150 150 750 0 0 0 SM Page 140 of 263 Sub-Total 502. 653. 5 577.5 623.5 5 653.5 3010.5 Programme name: Disaster Management Objective: Reduce and avoid potential losses from hazards, secure lives and livelihoods in disaster situations Outcome: Increased preparedness in disaster prevention and management Fire fighting Operationalizat Operational fire 9.1 1 10 and ion of a County station 10 Emergency Fire Station services Purchase of No. of fire 9.1 1 50 New Fire engines 50 Engine purchased Installation of No. of hydrants 9.1 4 0.24 4 0.24 4 0.24 4 0.24 4 0.24 1.2 20 no. Fire installed hydrants in major towns 61 Sub-Total 10.2 50.2 0.2 0.2 0.2 .2 Programme Name: Infrastructure Development, maintenance & management Objective: Enhanced construction/maintenance of public buildings and supervision of all County constructions Outcome: Provide, enforce & sustain structures that ensure a safe and secure environment for citizens Public works Purchase of a project No of 9.1 2 10 10 Services supervision vehicle vehicles Construction and Operational 9.1 60 13.8 40% 9.2 23 operationalization of a fuel station % County Fuel Filling Station Installation of No of masts 9.1 5 8 5 8 5 8 5 8 5 8 40 20M high floodlights masts: 25no. Installation of 10M No of 9.1 4 2.8 4 2.8 4 2.8 4 2.8 4 2.8 14 Solar Powered Mini floodlights floodlights Expansion and -Number of 9.1 Office Block 6 Fencin 4 10 Fencing of TR & office blocks expansion g PW Offices completed Page 141 of 263 - Metres fenced Sub-Total 16.8 24.8 24.6 20.0 10.8 97.0 TOTAL 664. 3168. 529.5 652.5 648.3 673.7 5 7

4.1.4.5 Sector Flagship/Transformative Projects Project Name Ward Objectives Targets Description of Activities Green Economy Cost (Kshs.) Source of Timeframe ((Key considerations funding Outputs) Paving and marking of Kirinyaga Clean, Well- 30,000 SM Site Clearance, Relocation of Follow NEMA regulations and 150,000,000.00 County 2023 – 2028 Sagana town, Kagio town – West Sub drained and paved of paved services and traders, guidelines on pollution control Government Upper side, Kibingoti town, County towns and surface Excavation, Hardcore packing, and plant grass, trees, flowers of Kirinyaga Kiangwachi town and shopping centres Compaction, Paving with as much as possible Baricho town Cabro blocks Paving and marking of Kirinyaga Clean, Well- 30,000 SM Site Clearance, Relocation of Follow NEMA regulations and 150,000,000.00 County 2023 – 2028 Kutus town, Kagumo town Central Sub drained and paved of paved services and traders, guidelines on pollution control Government and Kerugoya town County towns and surface Excavation, Hardcore packing, and plant grass, trees, flowers of Kirinyaga shopping centres Compaction, Paving with as much as possible Cabro blocks Project Name Ward Objectives Targets Description of Activities Green Economy Cost (Kshs.) Source of Timeframe ((Key considerations funding Outputs) Page 142 of 263 Paving and marking of PI Gichugu Clean, Well- 30,000 SM of Site Clearance, Relocation Follow NEMA regulations and 150,000,000.00 County 2023 – 2028 town, Kianyaga town, Sub drained and paved surface of services and traders, guidelines on pollution control Government Kiamutugu town and Kutus County paved towns Excavation, Hardcore and plant grass, trees, flowers of Kirinyaga town – Upper side and shopping packing, Compaction, as much as possible centres Paving with Cabro blocks Paving and marking of PI Mwea East Clean, Well- 30,000 SM of Site Clearance, Relocation Follow NEMA regulations and 150,000,000.00 County 2023 – 2028 town, Kimbimbi town, Sub drained and paved surface of services and traders, guidelines on pollution control Government Wang’uru town and Mutithi County paved towns Excavation, Hardcore and plant grass, trees, flowers of Kirinyaga town and shopping packing, Compaction, as much as possible centres Paving with Cabro blocks Paving and marking of Mwea Clean, Well- 30,000 SM of Site Clearance, Relocation Follow NEMA regulations and 150,000,000.00 County 2023 – 2028 Makutano town, Kagio and West Sub drained and paved surface of services and traders, guidelines on pollution control Government Kutus town – Lower side County paved towns Excavation, Hardcore and plant grass, trees, flowers of Kirinyaga and shopping packing, Compaction, as much as possible centres Paving with Cabro blocks Improvement of roads Gichugu Efficient, 1,200 kms of Site Clearance, Relocation Follow NEMA regulations and 450,000,000.00 County 2023 – 2028 through grading works, Sub durable and grading, 350 of services, Grading, Gravel guidelines on pollution control, Government graveling works and paving County well-connected kms of gravel, Works, Excavation, Save trees as much as possible of Kirinyaga using cabro blocks or road network 3No of bridges, Hardcore packing, and plant grass, trees on any bitumen including 360 M culvert Compaction, Paving with available space in the project installation of bridges, lines. Cabro blocks or bitumen footbridges and culvert lines materials Page 143 of 263 Improvement of roads Kirinyaga Efficient, 1,200 kms of Site Clearance, Relocation Follow NEMA regulations and 450,000,000.00 County 2023 – 2028 through grading works, West Sub durable and grading, 350 of services, Grading, Gravel guidelines on pollution control, Government graveling works and paving County well-connected kms of gravel, Works, Excavation, Save trees as much as possible of Kirinyaga using cabro blocks or road network 3No of bridges, Hardcore packing, and plant grass, trees on any bitumen including 360 M culvert Compaction, Paving with available space in the project installation of bridges, Cabro blocks or bitumen footbridges and culvert lines materials Improvement of roads Kirinyaga Efficient, 1,200 kms of Site Clearance, Relocation Follow NEMA regulations and 450,000,000.00 County 2023 – 2028 through grading works, Central durable and grading, 350 of services, Grading, Gravel guidelines on pollution control, Government graveling works and paving Sub well-connected kms of gravel, Works, Excavation, Save trees as much as possible of Kirinyaga using cabro blocks or County road network 3No of bridges, Hardcore packing, and plant grass, trees on any bitumen including 360 M culverts Compaction, Paving with available space in the project installation of bridges, Cabro blocks or bitumen footbridges and culvert lines materials Project Name Ward Objectives Targets Description of Activities Green Economy Cost (Kshs.) Source of Timeframe ((Key considerations funding Outputs) Improvement of roads Mwea Efficient, 1,200 kms of Site Clearance, Relocation Follow NEMA regulations and 450,000,000.00 County 2023 – 2028 through grading works, West durable and grading, 350 of services, Grading, Gravel guidelines on pollution control, Government graveling works and paving Sub well-connected kms of gravel, Works, Excavation, Save trees as much as possible of Kirinyaga using cabro blocks or bitumen County road network 3No of bridges, Hardcore packing, and plant grass, trees on any including installation of 360 M culvert Compaction, Paving with available space in the project bridges, footbridges and lines. Cabro blocks or bitumen culvert lines materials Improvement of roads Mwea Efficient, 1,200 kms of Site Clearance, Relocation Follow NEMA regulations and 450,000,000.00 County 2023 – 2028 through grading works, East Sub durable and grading, 350 of services, Grading, Gravel guidelines on pollution control, Government graveling works and paving County well-connected kms of gravel, Works, Excavation, Save trees as much as possible of Kirinyaga using cabro blocks or bitumen road network 3No of bridges, Hardcore packing, and plant grass, trees on any including installation of 360 M culvert Compaction, Paving with available space in the project Page 144 of 263 bridges, footbridges and lines Cabro blocks or bitumen culvert lines materials Page 145 of 263

4.1.4.6 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Name Linked Measures to Harness or Synergies* Adverse Department(s) Mitigate the Impact Impact Roads development, Trade Increase trade through -Pulling down of structures on road reserve -Establish market centres and maintenance and construction of markets -Restricted movements and delays during parking bays along the roads; management & market centres. road construction increases cost of doing -Develop a resettlement plan business - Design of alternative routes - loss of business in affected areas due to to improve traffic inaccessibility during road closures connectivity. Environment Promote environmental - Contributes to deforestation. -Conduct Environmental conservation and -contributes to silting of water resources Impact Assessment studies, management through surface run offs affecting the amount -Comply and enforce NEMA of water available for both domestic and Guidelines commercial uses. -Undertake tree planting -Exposed borrow pits posing danger to life and exercises. - Implement road land degradation beautification programs. -Leads to noise and air pollution and excessive - Enforce reinstatement of vibrations quarries and borrow pits after road construction works Agriculture Improved market Reduces land available for agricultural -Design of alternative routes linkages of the purposes to improve traffic agricultural produce connectivity Disrupts both water and energy infrastructure Improved accessibility of farm inputs. Page 146 of 263

4.1.5 Trade, cooperatives, Tourism, Industrialization and Enterprise Development This sector is composed of four directorates, namely Cooperative Development, Trade and Enterprise Development, Tourism and Industrialization. In addition this sector houses Kirinyaga Investment Development Authority (KIDA).

4.1.5.1 Sector Vision and Mission Vision A globally competitive County economy with sustainable and equitable socio-economic development and cooperative sector wealth Mission To develop, promote, coordinate and implement sustainable integrated cooperative development, trade, tourism, industry and enterprise development policies and programmes for an emerging economy.

4.1.5.2 Sector Goals a) Capacity building for staff, cooperatives, SMEs and other relevant stakeholders b) To promote value addition and product diversification c) To promote the culture of saving for social economic empowerment of the people of Kirinyaga County d) Promote good corporate governance in the co-operative movement e) Enhance standards of measurements, traceability and fair-trade practices f) Promote private sector development through enterprises and entrepreneurship development g) Establish structures to promote growth and development of County Tourism h) Implement an effective and transformative investment administration system and thereby encourage and expand investment in the County i) Enhance financial and economic prudence in County Government investments j) Establish an effective and efficient instrument for managing County Government investments k) Enhance the competitiveness of County Government investments l) Promote, coordinate and facilitate local, domestic and foreign investment for social and economic development Page 147 of 263 m) Enhance County revenue base n) Provide for mobilization of finances for investments o) Provide for investment in socially beneficial enterprises aimed at benefiting the local communities p) Enable the County Government to undertake Public Private Partnerships and Joint- Ventures in areas that are beneficial to the County q) Participate and support in the long-term development planning of the County r) Participate and support in monitoring the progress of implementation of strategic initiatives of the County, and s) Monitor and report on the Mountain Cities Development Index

4.1.5.3 Sector Priorities and Strategies Table 4.9 Sector Priorities and Strategies Priority Strategies a) To provide conducive trading environment a) Construction of new markets for traders b) Existing market Improvements c) Capacity building for traders and SMEs b) To develop industrial sector in the County a) Development of industrial master plan for investors attraction b) Resource mapping c) Industrial development c) To promote and expand tourism activities a) Tourism resources development in the County b) Tourist sites development c) Domestic tourism promotion and marketing d) To promote cooperative development and a) Review and amendment of existing management cooperative policy. b) Capacity building on governance and compliance issues c) Cooperative advisory and extension services d) sensitization on compliance audits e) To ensure fair trade practices a) Annual verification of all weights and measures equipment b) Regular training of fair-trade practices f) To promote value addition and product a) identify produce for value addition diversification b) develop value addition of local produce policy c) mobilization of financial resources d) capacity building on value addition e) dissemination of market information g) To mobilize finances for investment  Conduct annual investors conference h) To facilitate investors, establish businesses  Establish an enterprise fund (hustler in the County fund) Page 148 of 263 Priority Strategies  Set up a One Stop Centre (OSC) for trade licenses and business information i) To promote and manage the industrial  Exhibit the industrial park in park international and local trade fairs and expos  Set up an efficient industrial park management  Develop a County industrial policy j) To create value addition for farm produce  Establish a rice wine factory  Establish a banana processing factory  Management of the tomato processing factory  Management of the rice husk factory Page 149 of 263

4.1.5.4 Sector Programmes and Flagship Projects Sector Programmes Table 4.10 Sector Programs Programme Name: Trade Development and Investment Objective: To provide conducive trading environment for traders Outcome: Increased income Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Program Output Performance to SDG Budget me Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Tar Cost Target Cost Target Cost Target Cost Target Cost get M)* Promotio Upgraded Number of SDG 1.3.6.8 4 80 4 80 4 80 4 80 4 80 400 n, markets upgraded developm markets ent and growth of trade Sub-Total 80 80 80 80 80 Programme Name: Industrial Services Objective: To develop industrial sector in the County for investors attraction Outcome: Jobs creation and market for locally produced commodities Sub Key Key Linkag Planned Targets and Indicative Budget (KSh. M) Total es Program Output Performanc to Budg me e SDG Year 1 Year 2 Year 3 Year 4 Year 5 et Indicators Target (KSh. s* Target Cost Target Cost Target Cost Target Cost Target Cost M)* Promotio Industrial park Number of SDG Feasibility study 50 Development 20 Investor 30 Setting 50 At least 2 50 200 n of developed Industries 1.2.8.9 of bankable soundin up of operation Industrial developed .17 projects g industri al developm es industries ent in place Page 150 of 263 Industrial County Number of SDG 8 Identification of 20 resource resource handbooks the consultant 20 mapping handbook developed and mapping developed exercise Sub-Total 70 20 30 50 50 220 Programme Name: Mobilization of Investment Funds Objective: To mobilize finances for investment Outcome: Increased investments Sub Key Key Linkages Planned Targets and Indicative Budget (Kshs. M) Total Programme Outpu Performance to SDG Budg t Year 1 Year 2 Year 3 Year 4 Year 5 et Indicators Targets* (Kshs . Targ Cos Targ Cost Targ Cos Targ Cost Target Cos et t et et t et t M)* Investors Increas Number of investor SDG 9, 1 10 1 10 1 10 1 10 1 10 50 conference ed conference held 8, 1 number of busines ses establis hed and scaled up within the County Sub-Total 10 10 10 10 10 50 Programme Name: Trade Facilitation Objective: To facilitate investors establish businesses in the County Outcome: Increased investments Sub Key K Linkages Planned Targets and Indicative Budget (Kshs. M) Total I I e I I ,_ Page 151 of 263 y Program Output Performan to SDG Budg me ce Year 1 Year 2 Year 3 Year 4 Year 5 et Indicator Targets* (KSh. s Targ Cost Targ Cost Targ Cost Targ Cost Target Cost et et et et M)* Enterpris New businesses Number of SDG 9, 8, 500 100 500 100 500 100 500 100 500 100 500 e fund established and investment 1 (hustler existing businesses loans fund) promoted within disbursed the County One Stop Improved service Number of SDG 17,9, 1 10 1 10 1 10 1 10 1 10 50 Centre delivery one stop 8, 1 (OSC) center established Sub-Total 110. 110. 110. 110. 550. 0 0 0 0 110.0 0 Programme Name: Promotion and management of Industrial park Objective: To promote and manage the industrial park Outcome: Increased number of industries set up in the industry park Sub Key Ke Linkages Planned Targets and Indicative Budget (Kshs. M) Total y Programme Output Performan to SDG Budget ----- - - ce ----- Year 1 Year 2 Year 3 Year 4 Year 5 Indicat Targets* (KSh. ors Target Cost Target Cost Targ Cost Targ Cos Target Cost et et t M)* Internation Increas Number SDG 17, 9, 3 15 3 15 2 10 2 10 2 10 60 al and local ed of 8, 1 trade fairs numbe exhibits and expos r of in industr internati ies onal and establis local Page 152 of 263 hed in trade the fairs and industr expos ial park Industrial Increas Amount SDG 9, 8, 3 2 3 2 6 4 6 4 6 4 16 park ed of 1 manageme efficien revenue nt cy of generate industr d ial park operati ons Sub-Total 17.0 17.0 14.0 14.0 14.0 76.0 Programme Name: Tourism Development and marketing Objective: To promote and expand tourism activities in the County Outcome: Increased tourists Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Tot s al Progra Output Performance to SDG Bud mme Year 1 Year 2 Year 3 Year 4 Year 5 get Indicators Targets (KS * h. Target Cost Target Cost Target C Target Cost Target Cost o M) st * Touris Tourist Number of SDG Tourist site 10 10 m sites tourist sites 1.5.8 identification resourc developed developed and e development develo pment and manag ement Page 153 of 263 Domest Handbook List of SDG Publication 5 Conducting 7 Conducting 7 Conducti 7 26 ic developed, members 1.5.8 of and and ng and tourism document attended handbooks participation participation participat promot ary exhibitions, and of tourism of tourism ion of ion and developed Number of production exhibition exhibition tourism marketi and documentarie of exhibitio exhibitions s and documenta n ng handbook ries produced Sub- Total 10 5 7 7 7 36 Programme Name: Value addition of farm produce Objective: To increase farm gate prices through value addition Outcome: Increased farm gate prices for poverty reduction Sub Key K Linkages Planned Targets and Indicative Budget (Kshs. M) Total e y Progra Output Performan to SDG Budget mme ce Year 1 Year 2 Year 3 Year 4 Year 5 Indicator Targets* (KSh. s Targe Cost Targe Cos Target Cost Targ Cos Tar Cost t t t et t get M)* Banan Successful Number of SDG 1, 7, 9, 1 150 150 a VC- Investor factories 8, 12 Banan mobilization established a to Establish proces banana sing processing factory factor y Rice Successful Number of SDG 1, 7, 9, 1 150 150 Value Investor factories 8, 12 Chain- mobilization established Rice to Establish Page 154 of 263 Wine rice wine proces processing sing factory factor y Tomat Investor Number of SDG 1, 7, 9, 1 150 150 o mobilization processing 8, 12 Value to establish plants Chain Fruits and established Tomat Vegetables o Processing plant proces sing factor y Rice Successful Number of SDG 1, 7, 9, 1 150 150 husk Investor processing 8, 12 factor mobilization plants y to Establish established husk processing factory Avoca Successful Number of SDG 1, 7, 9, 1 150 150 do Investor processing 8, 12 Value mobilization plants Chain- to Establish established Avoca Avocado oil do Oil processing factory Proces Page 155 of 263 sing plant Macad Successful Number of SDG 1, 7, 9, 1 150 150 amia Investor processing 8, 12 Value mobilization plants Chain- to Establish established Macad Macadamia amia processing factory Proces sing plant Tea Successful Number of SDG 1, 7, 9, 1 150 150 Value Investor processing 8, 12 Chain- mobilization plants Tea to Establish established Packag Tea ing Packaging and and Appellation Brandi Factory ng Edible Successful Number of SDG 1, 7, 9, 1 150 150 Oils Investor processing 8, 12 Value mobilization plants Chain- to Establish established Edible Edible Oils(Ca Oils(Canola, Sunflower) nola, processing Sunflo plant wer) proces sing Page 156 of 263 Leathe Successful Number of SDG 1, 7, 9, 1 150 150 r and Investor processing 8, 12 Leathe mobilization plants r to Establish established Produ Leather cts Products processing Value Chain- Leathe r Produ cts proces sing Sub- Total 450 750 150 0 0 1350 Programme Name: Cooperative Development and Management Objective: To enhance cooperative management and corporate governance Outcome: well managed cooperative societies Sub Key Ke Linkages Planned Targets and Indicative Budget (KSh. M) Total y Programme Output Performanc to SDG Budg e Year 1 Year 2 Year 3 Year 4 Year 5 et Indicators Targets* (KSh. Tar Cost Target C Target Co Target Cost Target Cost get os st M)* t Cooperative Empow -Number of SGD 1.4 30 0.4 40 0. 50 0.8 60 1 80 1.2 4 advisory and ered Cooperative 6 extension coopera members services tive advised societie s Page 157 of 263 Cooperative Gained -Number of SDG 1.4.5.10 30 0.8 40 0. 50 1 60 1.3 70 1.4 5.4 education knowled cooperative 9 and training ge and societies skills trained Cooperative Empow -Number of SDG 1.10 30 0.65 40 0. 50 0.9 60 1.1 70 1.2 4.6 governance ered cooperative 75 and leadersh whose accountabili ip leaders are ty trained Capacity Good -Number of SDG 1.4.10 30 0.4 40 0. 50 0.8 60 1 80 1.2 4 building and governa Cooperatives 6 seminars on nce and holding governance complia seminars and nce rate compliance issues Sub-Total 2. 2.25 85 3.5 4.4 5 18 Programme Name: Weights and Measures Objective: To ensure fair trade practices Outcome: Fair trade practices Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Tota l Programme Output Performance to SDG Bud get Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KS h. Targe Cost Target Cost Targe Cost Targe Cos Targe Cost t t t t t M)* Verification Weights and Number of weights SDG 16 100% 2 100% 2 100% 2 100% 2 100% 2 10 and other measures and measures technical equipment verified equipment verified services Sub-Total 2 2 2 2 2 10 2 Page 158 of 263 Programme Name: Cooperative audit Services Objective: To give a true and Fairview of the cooperative’s societies financial affairs Outcome: Financial accountability and compliance Sub Key K Linkag Planned Targets and Indicative Budget (KSh. M) Total e es y Programm Output Performan to Budget e ce SDG Year 1 Year 2 Year 3 Year 4 Year 5 Indicator Target (KSh. s s* Target Cost Target Cost Targ Cost Target Cost Target Cost et M)* Auditing Registere Number of SDG 30 0.6 35 0.7 40 0.8 45 0.9 50 1 4 of d audited cooperative 8.10 financial accounts societies statement audited s for cooperativ es Inspection Inspectio Number of SDG 5 0.2 7 0.3 9 0.4 10 0.5 12 0.6 2 and n reports Cooperativ 8.10 investigati es with on for inspection cooperativ reports es done Carrying Complian Number of SDG 60 0.3 70 0.4 80 0.5 90 0.6 100 0.7 2.5 out ce audit cooperative 8.10 continuou s with s and compliance complianc audit done e audit Sub-Total 1.1 1.4 1.7 2 2.3 8.5 TOTAL 752. 998. 408. 279. 280. 4 3 2 4 3 2718.6 Page 159 of 263 Page 160 of 263

4.1.5.5 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Linked Measures to Synergies* Adverse Name Department(s) Harness or Mitigate Impact the Impact Trade Public works Development Re-location of the Identify a temporary development and of BQs traders area for the traders investment Supervision of during construction the project period Verification of the work done Finance Tendering Unsatisfied non- Conduct transparent process winning contractors tendering process by Allegations of engaging all stake- favourism by holders bidders Environment, water Provision of Skip- Environment Comply and and Natural resources loaders pollution enforce NEMA Collection of guidelines refuse Provision of Water One Stop Center Lands, Physical Approval and Delay in approval and Adherence to Planning and Housing issuance of the issuance of building workflow timelines building plans plans Health and Sanitation Approval and Delay in approval and Adherence to issuance of issuance of health workflow timelines health permits permits Finance and ICT Development System downtime Deploying the system and integration and server in servers based in of the one stop redundancy different locations management and ensuring the system, and system is up to date revenue collection Trade and Approval and Delay in approval and Adherence to Cooperatives issuance of the issuance of trade workflow timelines licenses licenses Industrial park Finance and ICT Development System downtime Deploying the system management and integration and server in servers based in of the redundancy different locations management and ensuring the system, and system is up to date revenue collection Environment and Waste collection Poor hygiene and Adherence to natural resources and disposal pollution contractual agreement Tomato and Rice Agriculture and Mobilization of Low supply and/or Contract farming and husk processing livestock farmers and delay in delivery of proper raw material factories planning Page 161 of 263 provision of raw raw materials to the materials factory Health and Sanitation Approval and Delay in approval and Adherence to issuance of issuance of health workflow timelines health permits permits Finance and ICT Revenue and Delay in payment of Timely disbursement expenditure suppliers of funds management Environment and Waste collection Poor hygiene and Adherence to natural resources and disposal pollution contractual agreement Banana and Rice Lands, Physical Design and Delay in design and Adherence to Wine Factory Planning and Housing approval of the approval of the workflow timelines factory plans factory plans Transport and public Development of Delay development Adherence to works Bill of Quantities of BQs workflow timelines (BQs) Supervision of the project Verification of the work done Finance and ICT Tendering Delay due to court Conduct transparent process process emanating tendering process by from unsatisfied engaging all stake- contractors holders Agriculture and Mobilization of Low supply and/or Contract farming and livestock farmers and delay in delivery of proper raw material provision of raw raw materials to the planning materials factory Health and Sanitation Approval and Delay in approval and Adherence to issuance of issuance of health workflow timelines health permits permits

4.1.6 Lands, Physical Planning, Housing and Urban Development This sector is composed of three sub-sectors; Physical planning; Survey and GIS; Housing, urban Development and valuation as well as Kerugoya-Kutus municipality.

4.1.6.1 Sector Vision and Mission Vision The department vision statement is ‘‘to ensure sustainable management and utilization of land and housing resources for socio-economic growth and development’’. Mission Page 162 of 263 The department mission statement is ‘‘to facilitate improvements of livelihoods of County Residents through efficient administration, equitable access, secure tenure and sustainable housing and land resource management’’.

4.1.6.2 Sector Goals The core objectives of Lands, Physical Planning and Housing department are: a) To establish adequate capacity to provide quality services and respond to emerging issues. b) To promote a favourably investments environment for sustainable development. c) To realize a sustainable rural and urban development framework d) To develop and implement responsive policies for land use planning, housing and urban development.

4.1.6.3 Sector Priorities and Strategies Department Priorities Strategies Enhancement of security - Partner with national Government on land registration and issuance of of tenure titles. - Public participation on acquisition of land for public purpose. - Promotes out-of-court dispute resolutions of boundary disputes for faster processing of ownership documents. Physical planning - Preparation of municipal/towns and village physical and zone plans - Establishment of development control framework at urban areas level. - Establishment of digital data collection and management systems like Electronic Development Application Management System (eDAMS) and Land Information Management System (LIMS) Provision and - Adoption of Appropriate Building Technology (ABTs) in construction management of Housing industries. - Partnership with National Government in provision of Affordable housing. - Facilitation and equipping of building inspectorate unit. - Renovation of County housing estates. Promote access to - Town and village physical planning for orderly allocation of resources service areas - Acquisition of land for road linkages - Marking of access roads to avoid encroachment. Storm water - Integration of drainage facilities in design and construction of Buildings, management roads and other civil works. This is through development applications and approval. - Storm water harvesting in major development to complement piped in operations. Page 163 of 263 Adoption of best practices in handling of municipal waste like the concept of Municipal/Towns Solid recycling, reusing, privatization etc. waste management. - Designation of municipal waste collection points - Establishment of incineration center of municipal solid waste. - Integration of water collection facilities in building designs and construction - Preparation and enactment County solid waste bill to control behavior and conduct of waste generation and handling. - Urban areas regeneration Construction and equipment’s of the disaster response center. Disaster management - Safety checks on the designs and construction of buildings and roads. - Adoption of technology in disaster response mechanisms like fire alarms - Regular inspections of public facilities for disaster preparedness. Department staff training on knowledge and skills advancement programs. Capacity building Page 164 of 263

4.1.6.4 Sector Programmes and Flagship Projects Table 4.11 Sector Programs- Lands, Physical Planning, Housing and Urban Development Programme Name: Land Management Objective: To harmonize complementary goals of economic, environmental and social opportunity for sustainable land management Outcome: Sustainable land use patterns Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* County spatial GIS Lab Construction of Lab 17.6 - - 1 20 - - - - - - 20 Planning Building Number of working 17.6 - - - - 25 60 10 20 10 20 100 stations equipped County Spatial Plan % of plan completion 11.3 85% 50 100% - - - - - - 50 Up to Data Updates. 11.3 100% 5 100% 5 100% 5 100% 5 100% 5 25 Municipality Plans’ Number of approved 11.3 1 0.5 1 55 - - 1 55 - - 110.5 Municipal Plans Spatial Cadastral Maps of Number of Urban 17.6 1 1.5 1 1.5 1 1.5 1 1.5 1 1.5 7.5 Planning Urban Areas Areas mapped Land acquisition for Area (Ha) of land 11.7 3 100 3 100 3 100 3 100 3 100 500 public purposes i.e. Acquired public utilities LIMs and Edams Functional online 17.6 - - 1 85 - _ _ 85 system system % of applications and 17.6 - - - - 30% 5 30% 5 30% 5 15 Land under digital managements Town Local Physical Number of Approved 11.3 - - 1 15 1 15 1 15 1 15 60 Development Plans LPDPS Village and Markets Number of Advisory 11.3 - - 1 1.5 1 1.5 1 1.5 1 1.5 6 Advisory Plans plans prepared Town Zoning County Land Use Number of approved 16.7 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 and Policies policies and acts Development Mapping and Public Land Titling Number of titles 1.4 20 0.3 20 0.3 20 0.3 20 0.3 20 0.3 1.5 Survey facilitated Land Registration- Number of parcels 1.4 - - 2000 40 2000 40 - - - - 80 Page 165 of 263 South Ngariama facilitated Survey tools and Set of tools and 17.6 - - 1 5 1 5 - - - - 10 equipment Equipment Marking of roads Number of Villages 9.1 5 2 5 2 5 2 5 2 5 2 10 marked Training and Training and Number of Staff 17.9 10 4 10 4 10 4 10 4 10 4 20 capacity Capacity built trained Building Sub-Total 163.8 334.8 239.8 209.8 154.8 1103.0 Programme Name: Housing Development Objective: Support quality, safe and affordable housing Outcome: Secure decent homes with suitable terms of ownership and living conditions Sub Programme Key Output Key Performance Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Budget Indicators SDG Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. Targets* Target Cost Target Cost Target Cost Target Cost Target Cost M)* Improvement and Housing Laws Number of laws 11.1 1 1.5 1 1.5 1 1.5 N/A N/A 6 development of and Policy and policies human developed settlement Equipped Number of set 11.7b 1 0.6 1 6 1 0.6 1 0.6 N/A 7.8 Building equipment’s inspectorate acquired Storm water Kilometers of 11.6 10 90 10 90 10 90 10 90 10 90 450 Management Drainage Channels constructed Adoption of Number of 11.6 1 0.2 1 0.2 1 0.2 1 0.2 1 0.2 1 green approved Designs technology in Number of towns 11.6 1 4 1 4 1 4 1 4 1 4 20 building adopting the technology Integration of Number of 11.6 - - - - 100 50 100 50 100 50 150 Sewer System in housing units houses connected Constructed Number of 11.1 100 500 - - 100 500 - - - - 1000 Affordable affordable units Housing units constructed through PPP Appropriate Number of 9.1 1 5 - - 1 5 - - - - 10 Building centers Page 166 of 263 Technology established Centre Renovation and Number of 11.1 - - 25 25 25 25 25 25 25 25 100 maintained housing units County House Renovated SU Estates Sub-Total 601.3 126.7 676.3 169.8 169.2 1744.8 Programme Name: Solid waste management Objective: Improvement of Municipality Solid Waste System Outcome: Clean Environment Sub-Programme Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Fabrication and Acquisition and -Number of 11.6 1 10 1 10 20 supply of skips fabrication of skip skip loaders containers loader system with acquired and one skip container operationalized Acquisition of 60- -Number of 11.6 12 6 12 6 12 6 12 6 12 6 30 3 6M skip containers skip containers acquired 15 acreage -Weighbridge -Fully 11.6 0.5 50 0.5 50 100 rehabilitation of -Grading of internal established Kabatero/Kutus access roads rehabilitated dumpsite -Fencing of the dumpsite dumpsite -Provision of water points -Provision of lighting Page 167 of 263 -Landing bay for garbage truck -Construction of dumpsite office having two office rooms, store, a washroom for management personnel Acquisition and -Acquisition of the -Acquired and 11.6 1 20 20 installation of incinerator operationalized medical and waste hazardous waste hazardous incinerator at incinerator Kabatero dumpsite Construction of the -Construction 11.6 5 5 10 go down for of one go down installation of the incinerator -Construction of waste holding room Kerugoya clothes Construction of Fully 8.3 50 35 - - 85 Market market sheds, laying established and of slabs, functional toilets, drainage and market flood lights Installation of Kerugoya and Kutus Fully functional 8.3 40 30 30 - 100 Floodlight and markets and bus bus parks and lighting parks markets Industries Through PPP, Infrastructure 8.2 800 550 250 250 150 2,000 support to support establishment and various Page 168 of 263 setting up various industries factories in the Municipality Upgrade Kerugoya Reclaiming the Infrastructures 11.7 50 50 20 10 150 Urban Forest, to Urban Forest to an to support Public abortorium abortorium and public and upgrade Kerugoya and Kutus recreation Kerugoya and gardens up grade facilities Kutus public gardens Upgrade of Car Upgrade of transport Capital 9.1 300 300 300 100 1000 parks, Drainage utilities infrastructure systems, access to support roads and public Landscape. transport. Decommissioning -leveling Operational 11.7 4 3 2 0.5 0.5 10 of Kerugoya -Planting trees and Public Park Dumpsite and grass reclaiming it in to a public park Improvement of -Murraming of Fully 11.7 33 12 3 1 1 50 Kerugoya Urban access roads operational forest in to a public -Developing walking public arboretum paths Arboretum Reclaiming and -Planting grass and Percentage 11.7 50 20 25 10 25 10 40 Greening of bamboo trees area riparian land and -Establishment of beautification of arboretum urban areas. -Fencing arboretum space Kiamathatwa -Formerly designed Fully 11.7 4 2 1 1 1 10 3acreage land to be as dumpsite but operational Page 169 of 263 developed as Kutus hazardous due to its public arboretum proximity to Arboretum households making it unsuitable -Activities will including leveling off the ground and planting grass and trees Development of Construction and A modern 11.7 150 100 250 Stadia maintenance of stadium Stadium to modern constructed standards and maintained Kirinyaga County Completion and An operational 11.b 50 - - - - - - - - 50 Fire Station operationalization of and equipped modern, fire station fire station in in Kutus Kutus Sub-Total 1422.0 1183.0 682.0 408.5 208.5 3925.0 TOTAL 2187.1 1644.5 1598.1 788.1 532.5 6772.8 Page 170 of 263

4.1.6.5 Sector Flagship/Transformative Projects Project Location Objective Description of Key Key Output(s) Time Estimated Source of Lead Agency Name Activities Frame* cost (KSh:) Funds SURVEY SECTION/ PHYSICAL PLANNING SECTION GIS lab County Consolidation, management and -Construction of Operational and 3 years 120M -County Department of Headquarters dissemination of spatial data Laboratory Building functional GIS Lab. Government lands, Physical -Equipping of Gis Lab –W.W. F Planning and -Operationalization of -F.A. O Housing. GIS Lab -World Bank -Commissioning of Gis Lab. County LIMS County Effective management of land and -Outsourcing for -County Digital 3 years 90M County Department of and Edams Headquarters development control aspects consultancy services. land management Government lands, Physical -Evaluation of the system. Planning and bidders. -Accurate and Housing. -collection of sample updated data. Database. -training and equipping of system administrators. -data cleaning and public sensitization. -regulatory professional stakeholders review and evaluations. - commissioning Acquisition of Kutus Promote proper management of -Site identification and Land and 1year 12M County Department of land for Kutus livestock in Kerugoya-Kutus suitability analysis. ownership Government lands, Physical Livestock Municipality -Tender and documents Planning and Market acquisition of land. Housing. -land Conveyancing. HOUSING SECTION Construction of Kerugoya To enhance decent affordable houses -Site identification and Safe and 3years 1B -County National Housing affordable for residents suitability profiling. affordable Government Corporation. Housing Units -construction of housing -National through PPP housing units. Government -inspection and occupation. -commissioning KERUGOYA-KUTUS MUNICIPALITY Page 171 of 263 Kirinyaga Kutus To establish a modern, equipped, - Site identification -centralized 2 Years 70 Million KUSP -Kerugoya- County Fire and upgraded fire department, and feasibility County disaster Kutus Station emergency response, and rescue study. response and Municipality to cater for rapid growth in operation -Department of - Tendering and site lands, Physical population as well as commercial center Planning and handover. and residential investments. Housing. -construction and equipping of the station. -inspection and commissioning Page 172 of 263

4.1.7 Environment, Water and Natural Resources This sector comprises of Environment, Energy, Climate Change and Natural resources, Water and Irrigation Services sub-sectors

4.1.7.1 Sector Vision and Mission: Vision A clean, healthy, and secure environment to guarantee high quality life for a prosperous County. Mission To enhance governance in the protection, restoration, conservation, development and management of the environment and natural resources that creates an enabling environment for economic and social development.

4.1.7.2 Sector Goals: The Department aims to achieve the following; a) To manage and sustain landscapes and natural resources. b) To secure water for the future consumption. c) To conserve and enjoy our nature, parks and places. d) To ensure communities are active in the sustainable management of our environment. e) To promote and improve access to clean, potable water to all households in the County f) Ensure availability and sustainable management of water resources and sanitation services g) To increase area under irrigation

4.1.7.3 Sector Priorities and Strategies Priorities Strategies Development, formulation and Operationalization and facilitation of the County environmental committee management of policies and laws relating to Sectoral functions Deliberate and intentional legislative proposal to the Executive Committee for approval and subsequent enactment Sensitization and advocacy for various environmental functions among the stakeholders to solicit goodwill Undertake conservation, control and Develop and implement various workplans for all the protection of Environment and Natural functions under the department e.g. solid waste management Resources action plan, climate change action plan, environmental action Page 173 of 263 plan etc. Enhance the institutional capacity of the department to possess key technical skills and personnel to implement the Sectoral mandate Provision of tools and equipment of work to enhance service delivery eg. Surveillance vehicles, noise meters, PPEs, etc. Improve linkages with other County and national Government agencies for effective cooperation through the County Environmental committee. Research and development of innovative and effective methods of environmental conservation Enhance environment conservation Sensitize and Capacity build for the stakeholders to through improved private and public implement and ensure effective coordination to improve linkages to ensure effective coordination environmental conservation and enhance compliance. Promote innovative methods of environmental conservation that are geared towards achieving Diversity, Equity and Inclusivity. Promote best practices in environmental management and conservation for improved performance. Capacity build the current human Enhance the institutional capacity of the department to resource and recruit key personnel as possess key technical skills and personnel to implement the per the Sectoral organogram Sectoral mandate through recruitment and trainings. Develop environmental workshops, benchmarking forums and seminars. Provision of tools and equipment of work to enhance service delivery eg. Surveillance vehicles, noise meters, PPEs, etc. Ensure there a conducive working environment for the human resource in the department. Mainstreaming and coordination of Promote, advocate and enforce environmental assessment climate change adaptation and on development. mitigation. Development of a climate resource center. Development and enactment of County Climate Change Act Page 174 of 263 (CCCA) and subsequent Action Plan implementation. Sensitize and Capacity build for the stakeholders to ensure effective coordination of climate change issues. Adoption of Climate Smart Technologies e.g. Climate Smart Agriculture, Green Energy, Sustainable waste management Develop climate change workshops, benchmarking forums and seminars Participate in National, Regional, and International Climate change related fora. To increase the proportion of - Rehabilitate and expand existing water supply projects population accessing safe water for - Drill new boreholes urban and rural areas - Design new water projects To increase the strategic water storage - Construct water reservoirs capacity - Acquire storage water tank and distribute to local communities To increase land under irrigation - Rehabilitate and expand existing irrigation water projects - Drill new boreholes - Design new irrigation projects To increase the proportion of County -construction of sewerage system population accessing improved -increase exhausters in the County sanitation services Page 175 of 263

4.1.7.4 Sector Programmes and Flagship Projects Table 4.12 Sector Programs-Environment, Water and Natural Resources Programme Name: Effluent Waste Management Objective: Provide sustainable urban center liquid waste management services Outcome: Improved efficiency in liquid waste management Sub Key Key Linka Planned Targets and Indicative Budget (KSh. M) Total ges Programme Output Performance to Budg SDG Year 1 Year 2 Year 3 Year 4 Year 5 et Indicators Targe (KSh. ts* Target Cost Target Cost Target Cost Target Cost Target Cost M)* Urban Acquiring 1- 11.6. Acquire 10 10 Centers Exhauster Trucks 1, 1 Liquid 15.1 exhaust Waste er truck Manageme nt Program Zero discharge of Sensitiza 2 Sensitiza 2 Sensitiza 2 Sensitizati 2 Sensitiza 2 10 waste water/raw tion for tion for tion for on for tion for sewage from enforce enforce enforce enforcem enforce premises ment of ment of ment of ent of the ment of the the the waste the waste waste waste water waste water water water regulation water regulatio regulati regulati regulatio n on on n Percentage of No. of major 25 50 75 100 sewerage towns connected percent percent percent percent system with sewerage of of of of complete, system sewerag sewerag sewerag sewerage e system e e system complet system system complete e complet complet e e Page 176 of 263 Sub-Total 12 2 2 2 2 20 I I I I Programme Name: Natural Resource Management I I I I I I I I I I Objective: To manage and sustain landscapes and natural resources Outcome: Improved Riparian Ecosystem Sub Ke K Linkages Planned Targets and Indicative Budget (KSh. M) Tot y e al y Program Out Perform to SDG Bud me put ance Year 1 Year 2 Year 3 Year 4 Year 5 get Indicat Targets* (KS ors Target Cost Target Cost Target Cost Target Cost Target Cost h. M)* County 6.6 No. of Repossess 10 Repossessi 10 Repossess 10 Reposses 10 40 Rivers Reposed ion of on of ion of sion of Conserv statutory statutory statutory statutory statutory ation riparian riparian riparian riparian riparian Program basins. basin basin along basin basin along river river along river along Thiba and Nyamindi Sagana river its main and its and its Rupingazi tributaries main main and its tributaries tributaries main tributarie s No of Establish 1 Establishm 1 Establish 1 Establish 1 Establishm 1 5 County ment of 1 ent of 1 ment of 1 ment of 1 ent of 1 Bamboo County County County County County Page 177 of 263 Propagati Bamboo Bamboo Bamboo Bamboo Bamboo ng Propagati Propagatin Propagati Propagati Propagatin Nursery ng g Nursery ng ng g Nursery establish Nursery. Nursery Nursery ed. Planting 25 5 50 percent 5 75 5 100 5 20 bamboo percent of of Planting percent of percent seedlings Planting bamboo Planting of on the bamboo seedlings bamboo Planting 60% of seedlings on the seedlings bamboo riparian on the riparian on the seedlings land of riparian land riparian on the the 3 land land riparian major land rivers Sub- 16 16 16 16 1 65 Total Programme Name: Natural Resource management Objective: To manage and sustain landscapes and natural resources Outcome: Improved Biodiversity Conservation Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budg Year 1 Year 2 Year 3 Year 4 Year et 5 Indicators Targets* (KSh. Target Cost Target Cos Target Cost Target Cost Targ Cos t et t M)* County Wet- 6.6, 15.1 Repossessed and 25 5 50 percent 5 75 percent 5 100 percent 5 20 Land land ownership percent of of of Page 178 of 263 Conservatio documents of repossessed repossessed repossessed n processed reposse and and and Programme ssed processed processed processed and ownership ownership ownership process documents documents documents ed ownersh ip docume nts Percentage of Reclaim 5 Reclaim 50 5 Reclaim 75 5 Reclaim 100 5 20 County’s Wetland 25 percent of percent of percent of and water pans percent wetlands wetlands wetlands reclaimed of and water and water and water wetland pans pans pans s and water pans Sub-Total 10 10 10 10 0 40 Programme Name: Forestry Objective: To conserve and enjoy our nature, parks and places Outcome: Improved Forest Resource Conservation Sub Key Key Linkage s to Planned Targets and Indicative Budget (KSh. M) Total Programm e Output Perform SDG Targets* Year 1 Year 2 Year 3 Year 4 Year 5 Budget ance Target Cost Target Co Target Cost Target Co Target Co (KSh. Indicato st st st M)* rs County No. of 15.1, 15.2 Processing 2 Processing 2 Processing 3 2 Processi 2 Processing 3 2 10 Processe Forestry d land 3 land 3 land land ng 3 land Page 179 of 263 Enhancement ownershi ownership ownership ownership land ownership p Programme documen documents documents documents owners documents ts of of County of County of County hip of County County forests forests forests lands docume forests lands forests lands lands lands nts of County forests lands No. of 1 Re- 1 Re-establish 1 Re-establish 2 1 3 the Re- establish 2 County County tree establish County tree nurseries ed tree nurseries County nurseries tree nurseries No of Establish 1 5 Establish 5 10 botanical botanical 1 gardens garden botanical establish garden ed No of Beautificati 1 Beautificatio 1 Beautification 1 Beautific 1 Beautificatio 1 5 urban on of 3 n of 3 urban of 3 urban ation of 3 n of 3 urban centers urban centers and centers and 3 urban centers and and centers 3 main main County centers 3 main County and 3 main County corridors and 3 County corridors County corridors (gateways main corridors beautifie corridors (gateways County (gateways d. (gateways corridors (gateway s Sub-Total 9 4 4 8 3 28 Programme Name: Renewable Energy Objective: Mainstream green energy for domestic and commercial uses Page 180 of 263 Outcome: Transition from convectional energy sources to green energy. Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total s ,- Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cos Target Cost Target Cost Target Cost Target Cos t t M)* County Utilization of Number 7.3 2000 energy 10 2000 10 2000 10 2000 10 2000 10 100 Renewable energy saving alternative, jikos energy energy energy energy jikos Energy jikos, bulbs sustainable distributed jikos jikos jikos distributed Programme and use of and distributed distributed distributed biogas for renewable 50 biogas 50 biogas household sources of units 5 50 biogas 5 50 biogas 5 50 biogas 5 units 5 and energy constructed units units units constructed institutional deployed constructe constructe constructe energy needs 10 briquette 10 d d d making 5 5 5 5 briquette 5 machines 10 10 10 making distributed briquette briquette briquette machines making making making distributed machines machines machines distributed distributed distributed Sub-Total 20 20 20 20 20 100 Programme Name: E n f o r c e m e n t a n d c o m p l i a n c e Objective: To ensure seamless compliance to County environmental regulations Outcome: A clean and healthy sustainable environment Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Programm e Outpu Performance s to SDG Year 1 I Year 2 I Year 3 I Year 4 I Year 5 Budget t Indicators Targets Target ICos I Target I Cos I Target I Cos I Target ICos ITarget ICos (Ksh. Page 181 of 263 * t t t t t M)* Develop No. of County 11, Drafting, 4 2 County 2 1 County 1 1 County 1 8 environmenta enacting and environment environment environment County l ACTs 12.4, environment Drafted, 13.1, disseminatio al Acts al Acts al Acts al regulatory enacted and n of 4 County implemented implemented implemented framework disseminated environment al ACTs No. of Establish 1 5 operationaliz 2 operationaliz 2 operationaliz 2 operationaliz 2 13 environmenta environment e e e e l monitoring al monitoring environment environment environment environment and and al monitoring al monitoring al monitoring al monitoring enforcement enforcement and and and and unit unit enforcement enforcement enforcement enforcement Established unit unit unit unit and operationalize d No of double Purchase 1 6 Purchase 1 6 12 cab pick-ups for double cab double cab environmenta pick-up for pick-up for l assessment environment environment and al assessment al assessment inspections and and purchased inspection inspection Sub-Total 15 4 9 3 2 33 Programme Name: Water services Objective: To increase the population with access to potable and sanitation services and to consistently increase area under irrigation in the County Outcome: Increased water & sanitation coverage and increased area under irrigation Sub Key Output Key Linkages to SDG Targets* Planned Targets and Indicative Budget (Ksh. M) Total Programm Performanc Year 1 Year 2 Year 3 Year 4 Year 5 Budge e e Indicators Targe ICost Targe I Cost Targe I Cost Targe ICost Targe ICost t (Ksh. Page 182 of 263 t t t t t M)* Surface and Construction of Number of SDG6 6.1 6.26.3 6.46.5 3 15 2 10 2 10 2 10 2 10 55 ground water intakes water intakes water constructed abstraction installation of Number of SDG6 1 4 1 4 1 4 12 services water machines 6.1.16.2.16.3.16.3.26.4.16.4.26.5. cleaning/treatin 1 6.5.2 g machines Construction of Number of 6.1 6.26.3 6.46.5 3 6 3 7 13 water tower & water tower placing of plastic constructed tanks Construction of Number of 6.1 6.26.3 6.46.5 1 0.75 1 0.75 1.5 water kiosks water kiosk constructed Borehole Number of 6.1 6.26.3 6.46.5 1 2 1 2 4.0 maintenance by boreholes installing pumps maintained Water Laying of gravity -Number of 6.1.16.2.16.3.16.3.26.4.16.4.26.5. 40414 82.0 22250 114.75 28531 132.5 17946 152.7 5482 117.25 599. pipelines, & distribution kilometers 1 6.5.2 5 3 storage and mains installed treatment Construction of Number of 6.1 6.26.3 6.46.5 1 45.0 1 45.0 1 45. 1 45.0 1 45.0 225. service water treatment water 0 0 work treatments works Construction of Number 6.1 6.26.3 6.46.5 3 15.0 3 15.0 3 15. 3 15.0 2 10.0 70.0 masonry water masonry 0 tanks water tanks Page 183 of 263 Sub-Total 169. 206. 8 198.5 5 222.8 182.3 979.8 TOTAL 251. 267. 1265. 8 254.5 5 281.8 210.3 8 Page 184 of 263

4.1.7.5 Sector Flagship/Transformative Projects Project Location Objective Description of Key Activities Key Time Estimated Source Lead Agency Name Output(s) Frame* cost (KSh.) of Funds Waste Kutus To develop a Community awareness and No. of 2023- 100 M CGK Directorate of Management & Mwea circular economy capacity building on individual households, 2027 Environment Resource towards zero and collective responsibility markets and and Natural Recovery waste on waste management from businesses Resources the source (households, serviced NEMA businesses, markets and farms) through segregation and subsequent sustainable waste disposal and material recovery systems. Clean Transfer of waste from source Amount of 2023- 105 M CGK Department of Environment should be well mechanized waste 2027 Environment Economic including additional collected and Natural Empowerment equipment and vehicles for No of vehicles Resources Enhanced and transfer of waste from source collecting appropriate to end point. waste technology No of waste Improved skills collection skips procured Climate Change Red Soil To Establish a one- Establish a climate data bank Available 2023- 100M CGK Directorate of and Renewable stop shop for Establish a model weather County 2027 Environment Energy climate change station climate data and Natural Resource mitigation and Early warning Signs and Operational Resources Center adaptation Natural Disaster Response community MoEF-CCD Unit radio station Community Radio Station Early warning systems in place Page 185 of 263 Mwea makima Mwea Potable water Construct water treatment component 2023- 45.0million CGK treatment work work 2027 Kiangai Kiine Potable water Construct water treatment component 2023- 45.0million CGK treatment work work 2027 Kianyaga Baragwi Potable water Construct water treatment component 2023- 45.0million CGK treatment work work 2027 Rukanga Mutithi Potable water Construct water treatment component 2023- 125.0million CGK treatment work work 2027 and piping Expand existing water supply Kathataini Njukiini Potable water Construct water supply and component 2023- 125.0million CGK water project treatment work 2027 Page 186 of 263

4.1.7.6 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Linked Measures to Harness Synergies* Adverse Name Department(s) or Mitigate the impact Impact Solid waste Trade Clean trading Inefficient waste Timely waste management centers collection will hamper collection program/ trading activities schedules Improved Public Health Increased Appropriate Disposal environment and communicable and/or Treatment of sanitation diseases Hazardous waste Public works Improved road Unmanaged waste Efficient and effective networks will result to blockage management of waste Better flood water of drainage systems from the source by use drainage and impassable of skips access roads. Finance Improved revenue Low turnover on Enforce and monitor collection revenue compliance with solid waste management regulations Natural Tourism Tourist attraction Encroachment to Controlled Resource sites thus improved natural resource development and Management socio-economic conservation areas agricultural activities development will adversely affect Sensitization on Creation of jobs tourism thus low importance of revenue conserving natural resources Restricted Culture and Promotion of Displacement of Ensure there is a Heritage Kirinyaga heritage people from resettlement and identified areas of compensation plan Reservation of interest Civic education cultural artifacts Land use and land use change Water and Rivers provide us Contamination of Regulate agricultural Irrigation with water for water due to use of activities along the domestic and agrochemicals and river bends and irrigation purposes fertilizers riparian land Treatment of water for domestic use Sensitization on use of river water resource Agriculture, Rivers provide water Contamination of Sensitization of Livestock and for agricultural use, water due to use of resource users on Fisheries livestock and agrochemicals and sustainable Page 187 of 263 fisheries fertilizers agricultural practices Unsustainable Strategic planning on consumption of river water resource use resource causes stress on water resource Forestry Trade and Wood resources Unsustainable Enhance and advocate Industrialization (wood, timber, gum, consumption is likely for resource switching medicinal species) as to cause strain on the e.g. use of concrete raw material for forest resource e.g. poles in place of industries Deforestation timber poles Advocate for establishment of commercial woodlots for establishments that consume a lot of forest resource Establishment of commercial tree nurseries for propagating tree seedlings Housing and Wood resources for Deforestation Sustainable forest Urban sustainable housing resource consumption Development development Reforestation and afforestation programs Effluent waste Road Connection of Demolition of road Develop and management Infrastructure facilities, homes and infrastructure implement a institutions to an Destruction of crops rehabilitation plan. efficient sewerage and private structures Rehabilitation and/or system along the sewer line compensation for private property destroyed Trade It will offer a clean Demolition of Identification and and healthy business structure establishment of environment for along the sewer line trading centers for trading and resettlement of enterprise affected traders development Public Health Reduced N/A N/A communicable diseases e.g. Cholera, malaria Page 188 of 263

4.1.8 Gender and Youth This Sector is composed of directorates of Gender, Youth and Persons with Disabilities

4.1.8.1 Sector Vision and Mission Vision Sustainable and equitable socio-cultural and economic empowerment of all Kenyans Mission To formulate, mainstream and implement responsive policies through coordinated strategies for sustained and balanced socio-cultural and economic development of the County and empowerment of vulnerable and marginalized groups and area.

4.1.8.2 Sector Goals a) To support the department to implement its overall strategic direction to maximize the quality and impact of its programs and optimize the benefits for children and adults living with disability b) To lead the process of mainstreaming disability assistance and promote a rights based approach to meeting the needs of children and adults living with disability. c) Monitor and implement systems enabling effective review monitoring and evaluation of progress need in the area of inclusion of people with disability and give strategic direction on various interventions.

4.1.8.3 Sector Priorities and Strategies Priorities Strategies Establish disaster management committees; cereal banking Special Programmes Initiate, lobby for and advocate legal reforms on issues affecting women, and to Gender Affairs formulate laws, eliminate all forms of discrimination against women; mainstream a gender in all development initiatives and institutionalize the mandates of the National Commission on Gender and Development Facilitating opportunities for youth to participate in all processes of national Youth Affairs development; ensuring improved and effective youth participation in all structures of decision making Page 189 of 263 Page 190 of 263

4.1.8.4 Sector Programmes and Flagship Projects Sector Programmes Table 4.13 Sector Programs- Gender and Youth Programme Name: Women, Youth & PWD Empowerment Services Objective: To improve Socio-economic status for the women, youth and People Living with Disabilities Outcome: More Socially and Economically empowered women, youth and People Living with Disabilities Sub Key Key Linkages Planned Targets and Indicative Budget (Ksh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (Ksh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* People Integrated, One complex 4.a.1 1 50 1 50 1 50 0 0 0 0 150 Living With vocational training structure 4.5.1 Disabilities and production constructed and centre. (Kamigua fully equipped. Integrated) No of graduates. Establishment of Construction of a 4.a.1 1 12.5 1 12.5 0 0 0 0 0 0 25 orthopedic assistive Fully functional technology orthopedic and workshop. orthosis workshop Assistive Devices No of assistive 4.a.1 500 10 500 10 500 10 500 10 500 10 50 devices procured No of beneficiaries Wezesha PWDs Fund. No of group 5a 40 4 40 4 40 4 40 4 40 4 20 beneficiaries 8.6 empowered Page 191 of 263 Creation of market No of market 4.a.1 1 1.25 1 1.25 1 1.25 1 1.25 0 0 5 centre and business outlets outlets in every sub- established County Baseline survey, No of PWDs 5c 2000 3 2000 3 2000 3 2000 3 2000 3 15 profiling and registered and documentation of documented PWDs and their social groups Modified/special No of modified 17.19.1 0 0 1 6 0 0 0 0 0 0 6 vehicle special vehicle Universal health No of 3.8 500 3 650 4 650 4 500 3 500 3 17 coverage for beneficiaries vulnerable PWDs Promotion of Para No of para events 4.a.1 3 4.5 3 4.5 3 4.5 3 4.5 3 4.5 22.5 sport conducted Capacity building on No of groups 17.9 2 2.5 3 3.5 5 4.5 3 2.5 2 2.5 15.5 diversification of trained, livelihood to mitigate effects Youth Affairs Youth ICT and talent No of hubs 4.a.1 1 12.5 1 12.5 1 12.5 1 12.5 0 0 50 development hub established Wezesha vijana No of youth 5a 50 6 50 6 50 6 50 6 50 6 30 program groups 8.6 empowered Capacity Building No of people 4.3 200 2 200 2 200 2 200 2 200 2 10 trained 17.9 Baseline survey, No of youths 5c 2000 3 2000 3 2000 3 2000 3 2000 3 15 profiling and registered and documentation of documented youths and their social groups Gender Gender based Construction of a 5.1 0.5 12.5 0.5 12.5 0.5 12.5 0.5 12.5 0 0 50 Page 192 of 263 Affairs violence center fully equipped 5.2 GBVC center Wezesha women’s No of groups 5a 50 10 50 10 50 10 50 10 50 10 50 programs empowered 8.6 Capacity Building for No of people 17.9 200 2 200 2 200 2 200 2 200 2 10 women in various life trained aspects Universal Health No of 3.8 500 3 500 3 500 3 500 3 500 3 15 Coverage for the beneficiaries elderly and vulnerable Sub-Total 141.8 149.8 132.3 79.3 53.0 556.0 TOTAL 141.8 149.8 132.3 79.3 53.0 556.0

4.1.8.5 Sector Flagship/Transformative Projects Project Location Objective Description of Key Output(s) Time Estimated Source Lead Name Key Activities Frame* cost (KShs) of Agency Funds Gender Kerugoya Activism against Bench marking i. Create a safe 5 years 30,000,000 CGK Directorate based gender violence Identification environment for of Gender violence To create a safe of a site the gender based center environment for Equipping violence victims gender based Construction of violence victims the center Providing of personnel Sub County County To equip the youths Trainings i. Digitalize the young 5 years 70,000,000 CGK Directorate ICT hubs with ICT skills Training of generation of Youths To help youths trainers ii. Eradication of deviate from poverty unproductive iii. Employment activities e.g. drug and creation Page 193 of 263 substance abuse Page 194 of 263

4.1.8.6 Cross-Sectoral implementation considerations Cross-Department Impact Programme Linked Measures to Harness or Synergies* Adverse Name Department(s) Mitigate the Impact impact Youth Sports Trainings and capacity Timely arrangement between empowerment building both e departments

4.1.9 Sports, Culture and Social Services The sector comprises of the following directorates; Sports, culture, alcoholic drinks control and social services.

4.1.9.1 Sector Vision and Mission Vision To be a dynamic, youth oriented, social welfare and policy driven department Mission To coordinate and facilitate the delivery of quality development services with special emphasis on the enhancement of youth and sports for recreation and development.

4.1.9.2 Sector Goals a) Improve of sporting Activities b) Nurture and tap talent c) Promotes and preserve cultural site and activities d) Control and monitoring the sale of alcoholic and drug abuse in the County e) Creating a conducive environment for the children

4.1.9.3 Sector Priorities and Strategies: Priorities Strategies a) Improve of sporting Activities i.Tapping and nurturing of talents among our youth through tournaments and leagues ii. Purchase of sport uniforms and equipment iii. Rehabilitation of stadia iv. Training of coaches and referees v. Develop department policies b) Control and monitoring the sale of i. Inspection of liquor outlet in the County alcoholic and drug abuse in the ii. Licensing the approved liquor outlet County iii. Issuance of liquor license c) Identify, promote and preserve i. Provision of offices at the site. Page 195 of 263 cultural site and activities ii. Beautification of the cultural sites d) Secure safe and a conducive i. Construction of perimeter wall environment for the children ii. Installation of hot water solar system iii. Disposal of hazardous Asbestos iv. Renovation and Completion of Manager in KCH Page 196 of 263

4.1.9.4 Sector Programmes and Flagship Projects Table 4.14 Sector Programs-Sports, Culture and Social Services Programme Name: Preservation and promotion of cultural heritage Objective: To preserve and promote cultural heritage Outcome: Improved social welfare Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Indicators Targets* Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M) Preservation Established Number of SDGs 4.8 1 50 50 and cultural cultural promotion Centre centres of cultural established heritage Documented Number of SDGs 6 4 6 4 6 4 6 4 6 4 20 and documented 4.6.11.15 preserved and cultural sites preserved cultural sites Preserved Number of SDGs 1 3 3 cultural artifacts 4.11 items and preserved artifacts Trained Number of SDG 500 3 500 3 500 3 500 3 500 3 15 personnel women 1.3.4.5 trained Number of SDG 500 3 500 3 500 3 500 3 500 3 15 Support men trained 1.3.4.5 home craft Market Number of SDG 3 0.5 3 0.5 3 0.5 3 0.5 3 0.5 2.5 industries linkages markets 1.3.5.8 linked Tools of Number of SDG 200 20 200 20 200 20 200 20 200 20 100 work tools 1.3.5.8 provided provided Page 197 of 263 Sub-Total 83.5 30.5 30.5 30.5 30.5 205.5 Programme Name: Development of sports and sporting facilities Objective: To Promote and develop sport talents Outcome: Improved sporting standards through training and improvement of sports infrastructure Sub Key Key Linkag Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance es Budg Indicators to SDG Year 1 Year 2 Year 3 Year 4 Year et Target 5 (KSh. s Targ Cost Targe Cost Targ Cos Targ Co Targ Cos M) et t et t et st et t Development of sports and Improved stadia Number of SDGs 1 30 1 15 1 5 1 8 1 7 65 sporting facilities improved stadia 3.4.5.6 Sports equipment and Number of clubs SDGs 50 10 50 10 50 10 50 10 50 10 50 uniforms issued with 3.4.5 purchased and issued uniforms to various clubs Well-coordinated No. of SDGs 1 10 1 10 1 10 1 10 1 10 50 sports tournaments championships 3.4.5.1 held 6 Trained personnel No of coaches, SDGs 50 1 50 1 50 1 50 1 50 1 5 officials and 3.4.5.8 referees and staff trained climate change marathon Marathon held Number of SDG 1 10 1 10 1 10 1 10 1 10 50 marathon held 1.2.3.5 Sub-Total 61 46 36 39 38 220 Programme Name: Children services Objective: To provide safe environment, care and protection for needy children Outcome: Improved care and better living standards Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performan to SDG Budget ce Targets* Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. Indicators Targ Cost Target Cost Targ Cost Targ Cos Target Cost M)* et I I et I et It I Page 198 of 263 Child rehabilitation and Children Number SDGs 5 0.2 5 0.2 5 0.2 5 0.2 5 0.2 1 custody rehabilitat of children 2.3.5.6 ed and re- rehabilitat integrated ed and re- integrated Feeding programe Children Number SDG1.2.3. 43 4 43 4 43 4 43 4 43 4 20 fed of children 5.6 fed Purchase of linen and Linen and Number SDG3.4.5 43 2 43 2 43 2 43 2 43 2 10 clothing clothes of linen purchased and clothes purchased Sub-Total 6.2 6.2 6.2 6.2 6.2 31 Programme Name: Control and campaign against drug and substance abuse Objective: To control and minimize alcohol and substance use Outcome: Well informed community about alcohol, drug and substance usage Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Indicators Targets* Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. Target Cost Target Cost Target Cost Targe Cost Target Cost M)* t Training on alcohol, Well Number of SDG 100 0.5 100 0.5 100 0.5 100 0.5 100 0.5 2.5 drug and substance trained women 3.4.5.12 use communiti trained es Number of SDG 100 0.5 100 0.5 100 0.5 100 0.5 100 0.5 2.5 men trained 3.4.5.12 Campaign and Well Number of SDG 3.12 20 0.5 20 0.5 20 0.5 20 0.5 20 0.5 2.5 advocacy against sensitized campaigns alcohol, drug and community held substances use Reformed Number of SDG 50 0.4 100 0.6 200 0.8 250 1 300 1 3.8 Rehabilitation of addict addicts 1.3.5.8.1 addicts rehabilitated 2 Page 199 of 263 Controlled Number of SDG 2,200 1.2 2,200 1.2 2,200 1.2 2,200 1.2 2,200 1.2 6 consumptio outlets 3.6.12 Inspection of alcohol n rate and inspected, outlets sales approved and differed Reviewed Number SDG 12 1 0.8 0.8 Review of Kirinyaga Act sections County alcoholic discussed drinks control 2014 and act amended Sub-Total 3.9 3.3 3.5 3.7 3.7 18.1 154. 78. TOTAL 6 86 76.2 79.4 4 474.6 Page 200 of 263

4.1.9.5 Sector Flagship/Transformative Projects Project Location Objective Description of Key Key Output(s) Time Estimated Source of Funds Lead Name Activities Frame* cost (KSh.) Agency Constructing Mutithi To tap and  Construction of  Construction of 2022- 100,000,000  County Sports, and equipping ward nurture a modern library a modern library 2027 Government culture talent academy talents  Construction of  Construction of  Donors and social a modern studio a modern studio  Private public service. and a theatre and a theatre partnership  Construction  Construction and installation and installation of a modern of a modern gym gym  Construction of  Construction of ablution block ablution block  Construction of  Construction of dormitories dormitories  Construction of  Construction of offices and offices and changing rooms changing rooms  Electrification  Electrification  Installation of  Installation of water systems water systems Page 201 of 263

4.1.9.6 Cross-Sectoral Implementation Considerations Cross-Department Impact Programme Name Linked Measures to Harness or Synergies* Adverse Department(s) Mitigate the Impact impact Preservation and Tourism Development of Low Employ proper expertise for promotion of cultural tourism circuit expertise tourism development heritage Poor road Improve on infrastructure network Page 202 of 263

4.1.10 County Executive This sector comprises of the following sub-sectors a) Office of the Governor & Deputy Governor b) Administration affairs c) Human Resource Management d) Enforcement e) County Public Service Board f) Records & Archive management g) Information Communication & Technology h) Communication i) Governor’s Delivery Unit j) Directorate of legal services

4.1.10.1 Sector Vision and Mission Vision Providing county leadership for economic prosperity and well-being of the Citizens Mission To provide leadership and policy direction to ensure efficient and effective service delivery

4.1.10.2 Sector Goals To create a conducive environment for effective and efficient service delivery

4.1.10.3 Sector Priorities and Strategies Priorities Strategies Keep operations and County services i. Automation of services running smoothly ii. Training of employees iii. Motivation of employees iv. Adequate allocation of resources Efficiently and effectively manage County i. Automation of projects management projects and programs ii. Regular visits and reviews of the programs/projects iii. Dedicated workers tasked with Projects /Program monitoring and evaluation Ensure application of best working practices i. Hiring of qualified and great team members and standards in the County ii. Capacity building for employees iii. Training of employees on best practices iv. Improve communication among employees Page 203 of 263 Page 204 of 263

4.1.10.4 Sector Programmes and Flagship Projects Table 4.15 Sector Programs- County Executive Programme Name: Administration of County Affairs Objective: To ensure good governance through provision of sustainable, affordable and effective customer care services Outcome: Efficient and effective service delivery Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (Ksh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Information Internet Connectivity Number of 9.c 14 2.1 13 2 13 2 0 0 0 0 6.1 Communication in County offices and offices to be & Technology Wide Area Network connected Data Centre Number of Data 9.4 1 5 1 5 1 5 1 5 1 5 25 Centers in the County Asset Management Number of 9.c 0 0 0 0 1 12.5 1 12.5 0 0 25 System Asset Management Systems Revenue Number of 9.c 1 2 1 2 1 2 1 2 1 2 10 Management Annual System(Maintenance Maintenance contracts) Contracts Hospital Number of 9.c 1 2 1 2 1 2 1 2 1 2 10 Management Annual Information Maintenance System(Maintenance Contracts Contracts) Page 205 of 263 Active Directory and Number of 9.4 1 12.5 1 12.5 0 0 0 0 0 0 25 SharePoint Active directories Project/Performance Number of 9.c 1 2 1 2 1 2 1 2 1 2 10 Management System PPMS systems Enforcement & Purchase and No of vehicles 8.8 2 16 2 16 0 0 0 0 0 0 32 Compliance branding of motor procured & vehicles branded Purchase of uniforms No of uniforms 8.8 100 5 0 0 100 5 0 0 100 5 15 both working and procured ceremonial Recruitment and No of staffs 4.3 50 16.5 0 0 50 16.5 0 0 0 0 33 inspectorate basic recruited training Training and skills No of staffs 4.3 100 2 100 2 100 2 100 2 100 2 10 development trained Certificates offered Enactment of the No of bills 16.3 1 5 0 0 0 0 0 0 0 0 5 inspectorate bill enacted Building of Sub- No of Sub- 8.8 0 0 1 5 1 5 1 5 0 0 15 County offices County offices constructed Renovation of Renovated 8.8 1 3 0 0 0 0 0 0 0 0 3 Kerugoya enforcement enforcement office office(Impounding office) Records & Renovation & No of County 9.4 1 2 1 1 1 1 1 1 0 0 5 Archives equipping of County record archives Page 206 of 263 Management records archives equipped & renovated Digitization & No of County 9.c 1 2 1 1 1 1 1 1 0 0 5 automation of County records records digitized Records appraisal & No of records 1 2 1 2 1 1 0 0 0 0 5 disposal appraised & disposed Storage equipment No of storage 8.8 10 1.5 10 1.5 10 1.5 10 1.5 10 1.5 7.5 equipment procured & installed Training & skills No of staffs 4.3 15 1.2 15 1.2 15 1.2 15 1.2 15 1.2 6 development trained Recruitment No of staffs 8.5 6 6 0 0 0 0 0 0 0 0 6 recruited Administration Canteen and Kiosk Construction of 2.1 0.5 7.5 0.5 7.5 0 0 0 0 0 0 15 construction within one canteen HQ Construction of one Kiosk Capacity Building No of staffs 4.3 4 1 4 1 4 1 4 1 4 1 5 trained Security Surveillance No of additional 16.4 2 1.5 0 0 0 0 0 0 0 0 1.5 equipment In-house ICT No. Of 9.c 1 2 1 2 1 2 1 2 1 2 10 Workshop and workshops Maintenance room UPS for Governor’s No. of UPs 3.9 1 3 0 0 0 0 0 0 0 0 3 Residence Page 207 of 263 Staff Mini-bus No. of buses to 3.9 1 10 0 0 0 0 0 0 0 0 10 be procured Water Purification No. of Plants 6.1 0 0 0 0 1 3 0 0 0 0 3 plant Maintenance of HQ No. of Buildings 11.1 2 4 2 4 2 4 2 4 2 4 20 and Governor’s to be Residence maintained Communication Purchase of No of vehicles 8.8 0 0 1 5 1 5 0 0 0 0 10 movement Vehicle purchased Recruitment No of recruited 8.5 0 0 2 1.7 0 0 0 0 0 0 1.7 of staffs staffs Purchase of No of 8.8 16 2 0 0 0 0 0 0 0 0 2 Communication communication gadgets gadgets procured Capacity Building No of staffs 4.3 13 1.3 13 1.3 13 1.3 13 1.3 13 1.3 6.5 trained Governor’s Purchase of GDU No. of Vehicles 8.8 1 5 0 0 0 0 0 0 0 0 5 Delivery movement Vehicle Unit(GDU) Purchase of ICT No of 9.c 7 1.8 0 0 0 0 0 0 0 0 1.8 Equipment Equipment Recruitment of No. of staff 8.5 4 3.4 0 0 0 0 0 0 0 0 3.4 additional staff Capacity Building No. of staff to 4.3 6 1.2 6 1.2 6 1.2 6 1.2 6 1.2 6 be trained Human Human Resource No of staffing 8.5 2 1 0 0 0 0 0 0 0 0 1 Resource Staff Planning plans Management Page 208 of 263 Improvement of Number of staff 10.3 300 5 300 5 300 5 300 5 300 5 25 Work Environment Human Resource Number of HRD 4.3 1 0.3 0 0 0 0 0 0 0 0 0.3 Development Policy Policy Capacity Building Number of staff 4.3 300 10 300 10 300 10 300 10 300 10 50 Acquisition of ICT Number of 9.c 9 1.5 9 1.5 0 0 0 0 0 0 3 equipment for roll up equipment of a unified human resource Furnishing of Human Number of 8.8 7 5 0 0 0 0 0 0 0 0 5 Resource Office furniture Performance Number of staff 10.3 2400 3 2400 3 2400 3 2400 3 2400 3 15 Management Office of the Purchase of ICT Number of 9.c 4 2 0 0 0 0 0 0 0 0 2 County equipment and equipment Attorney software (4 computers, all-in-one printer/scanner) Recruitment of staff No. of Staff 8.5 2 4.6 2 4.6 2 4.6 2 4.6 2 4.6 23 recruited Legislation of County No. of County 16.3 3 0.03 3 0.03 3 0.03 3 0.03 3 0.03 0.15 Laws legislation drafted Revision of laws No. of County 16.3 3 0.03 3 0.03 3 0.03 3 0.03 3 0.03 0.15 legislation revised Page 209 of 263 Rendering legal No. of legal 16.3 4 0 4 0 4 0 4 0 4 0 0 opinions and advice opinions to County rendered Departments Access to legal % reduction of 16.10 5 0.05 5 0.05 5 0.05 5 0.05 5 0.05 0.25 information cases against (purchase of reading the County material at Kenya law or other relevant places) Representation of the No. Of 16.3 1 70 1 70 1 70 1 70 1 70 350 County by external concluded advocates cases Training on 3 1 1 1 1 1 1 0 0 0 0 0 2 Alternative Dispute Resolution Sub-Total 235.01 174.11 169.91 137.41 122.91 839.35 TOTAL 235.01 174.11 169.91 137.41 122.91 839.35

4.1.10.5 Sector flagship/Transformative Projects Project Name Location Objective Description of Key Output(s) Time Estimated Source Lead Key Activities Frame* cost (Ksh) of Funds Agency Internet Connectivity All Provision of -Procurement Faster and efficient 3 years 10M CGK ICT and Wide Area wards internet in access to the Network County offices. internet Page 210 of 263

4.1.10.6 Cross-Sectoral implementation considerations Cross-Department Impact Programme Name Linked Measures to Synergies* Adverse Department(s) Harness or Mitigate Impact the Impact Information Lands & Urban Prioritize fiber optic Pulling down of Compensation of the Communication & Planning connection through structures on affected Technology County spatial plan road infrastructure Reserve where fiber cable will pass through

4.1.11 County Assembly The County Assembly of Kirinyaga consists of 33 members, structured into 20 elected, twelve nominated and the speaker as the ex-officio.

4.1.11.1 Vision and Mission Vision A dynamic, independent and people oriented County Assembly Mission To facilitate Members of the County Assembly to adequately fulfil their Constitutional Mandate

4.1.11.2 Sector Goals To enact quality and enforceable legislations and improved oversight of the county government for accountability

4.1.11.3 Sector Priorities and Strategies Priorities Strategies Infrastructure development in County Assembly v. Construction of Assembly administration Headquarters and Offices block vi. County Assembly chambers and offices renovations vii. Installation of power back-up viii. Infrastructure improvements (Equipping furnishing, water )County Assembly Ward Offices ix. Installation of integrated Security System and CCTV x. ICT resource centre xi. Purchase of vehicles Capacity Development iv. Capacity Building programs to Members of County Assembly (MCA) and staff Public Relations and Outreach Extension v. Develop media outreach programs and Page 211 of 263 documentaries vi. Holding Bunge Mashinani plenary sittings Page 212 of 263

4.1.11.4 Sector Programmes and Flagship Projects Programme Name: Legislation and Oversight Objective: To promote effective performance of County Government functions Outcome: Improved Service delivery Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Infrastructure Construction of % completion of 16.6 20 70 20 70 20 70 20 70 20 70 350 development Administration block Administration blocks construction Installation of power No of power generators 16.6 1 15 15 generator installed Furnishing and No of County Assembly 16.6 20 25 25 Equipping- of County Ward Offices furnished Assembly Ward Offices and equipped Installation of refurbished % completion of 16.6 100 25 25 container offices Installation of refurbished container offices Installation of integrated % completion of 16.6 100 20 20 Security System and CCTV Installation of integrated Security System and CCTV Installation of Air % completion of 16.6 100 11 11 Condition equipment and Installation of Air system Condition equipment and system Borehole and additional % completion of 16.6 100 10 10 works at Ward offices Borehole and additional works at Ward offices Chamber Renovation and % completion of 16.6 100 15 15 County Assembly Offices Chamber Renovation and Page 213 of 263 Programme Name: Legislation and Oversight Objective: To promote effective performance of County Government functions Outcome: Improved Service delivery Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* additional works County Assembly Offices Public Relations and % implementation of 16.6 100 30 100 30 100 30 100 30 100 30 150 Outreach Extension Public Relations and Outreach Extension program Construction of County % completion of 16.6 20 25 20 25 20 25 20 25 100 Assembly ICT & Resource Construction of County Center Assembly ICT & Resource Center Purchase of Oversight No of Oversight Vehicles 16.6 2 25 25 Vehicles purchased Establishment of media No of media centres 16.6 1 10 10 centre Established Purchase of Broadcasting % completion of 16.6 50 25 50 25 50 capability of County installation of Assembly Hansard Broadcasting capability of Equipment and E- County Assembly Parliament Hansard Equipment and E-Parliament Cabral paving and No of parking slots paved 16.6 50 40 50 40 80 extension of parking lot Purchase of Land for No of acres of land 16.6 5 50 50 expansion purchased Purchase of new county No of assembly mace and 16.6 1 10 10 assembly mace and accessories purchased accessories Page 214 of 263 Programme Name: Legislation and Oversight Objective: To promote effective performance of County Government functions Outcome: Improved Service delivery Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Construction of County % completion of County 16.6 20 50 20 50 20 50 20 50 20 50 250 Assembly Members Assembly Members Offices and health and Offices and health and wellness center wellness center Capacity Capacity Building for % of MCA’s and Staff 16.6 100 60 100 60 100 60 100 60 100 60 300 Building MCA’s and Staff trained Sub-Total 306 285 235 300 370 1496 TOTAL 306 285 235 300 370 1496 Page 215 of 263

4.1.12 Finance and Economic Planning This sector comprises of the following directorates; Accounting Services, Revenue services, procurement services, Budget Formulation, Coordination and Management, internal audit services, Economic Planning services.

4.1.12.1 Sector Vision and Mission Vision To be a department of excellence in planning, financial management and administration for a competitive and prosperous county with a high quality service delivery to improve the life for all citizens. Mission To provide leadership and coordination in Planning, policy formulation, Financial Management and tracking results, and performance

4.1.12.2 Sector Goal(s) To ensure efficiency, prudency in resource allocation and utilization

4.1.12.3 Sector Priorities and Strategies Priorities Strategies Revenue Mobilization i. Automation of revenue services Ensure Accountability in implementation of County i. Automation of projects management budgets systems ii. Clearly defined monitoring and evaluation systems. Capacity building towards skills advancement and i. Capacity building programs for increased productivity employees Page 216 of 263

4.1.12.4 Sector Programmes and Flagship projects Table 4.16 Sector Programs- Finance and Economic Planning Programme Name: Public Finance Management Objective: To promote prudent utilization of public resources Outcome: Improved Transparency and Accountability in management of public finances Sub Key Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performance to SDG Budget Year 1 Year 2 Year 3 Year 4 Year 5 Indicators Targets* (KSh. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Budget Timely preparation and No. Of budgets 1 4 1 4 1 4 1 4 1 4 20 Formulation, submission of County prepared Coordination and Budgets. Management Timely preparation of No. of quarterly 4 0.5 4 0.5 4 0.5 4 0.5 4 0.5 2.5 quarterly budget reports prepared implementation reports Timely preparation and No. of CBROPs 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 submission of County prepared Budget and Review Outlook Paper Timely preparation and No. of CFSPs 1 3 1 3 1 3 1 3 1 3 15 submission of County prepared Fiscal Strategy Paper Training and Capacity No of Officers 5 1 5 1 5 1 5 1 5 1 5 Building to officers trained Sub-Total 9 9 9 9 9 45 Internal audit Preparation of quarterly No of quarterly and 4 1.5 4 1.5 4 1.5 4 1.5 4 1.5 7.5 services and annual audit reports annual audit reports prepared Training and Capacity No of Officers 5 1 5 1 5 1 5 1 5 1 5 Building to officers trained Page 217 of 263 Sub-Total 2.5 2.5 2.5 2.5 2.5 12.5 Accounting implementation of % compliance to 100% 6 100% 6 100% 6 100% 6 100% 6 30 Services Service Charter on Service Charter on Accounting Services Accounting Services Training and Capacity No of Officers 15 3 15 3 15 3 15 3 15 3 15 Building to officers trained Sub-Total 9.0 9.0 9.0 9.0 9.0 45.0 Procurement implementation of % compliance to 100% 10 100% 10 100% 10 100% 10 100% 10 50 Services Service Charter on Service Charter on Procurement Services Procurement Services Training and Capacity No of Officers 15 3 15 3 15 3 15 3 15 3 15 Building to officers trained Sub-Total 13.0 13.0 13.0 13.0 13.0 65.0 Revenue Services Own Source Revenue % of annual 100% 20 100% 20 100% 20 100% 20 100% 20 100 and other revenue targeted Own mobilization Source revenue achieved Revenue Management % of Own Source 100% 30 - - - - - - - - 30 System rolling out and Revenue Collected Capacity Building using RMS Sub-Total 50.0 20.0 20.0 20.0 20.0 130.0 Economic Planning Timely preparation and Mid-term Review - - - - 1 10 - - - - 10 Services submission of County of County Planning Policies Integrated Development Plan (2023-27) Annual 1 2 1 2 1 2 1 2 1 2 10 Development plans prepared Page 218 of 263 Ensuring Efficiency in Preparation of 4 2 4 2 4 2 4 2 4 2 10 resources utilization Quarterly through M&E Monitoring Reports Ensuring evidence Based County Statistical 1 10 1 10 1 10 30 planning through Abstracts Prepared collection and and published publication of County data Training and Capacity No of Officers 10 2 10 2 10 2 10 2 10 2 10 Building to officers trained Sub-Total 16.0 6.0 26.0 6.0 16.0 70.0 TOTAL 99.5 59.5 79.5 59.5 69.5 367.5 Page 219 of 263

4.2 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks The CIDP is linked to the national agenda (BETA, Vision 2030/MTPIV), regional and international frameworks as indicated in table below Table 4.17: CIDP Linkages with National Development Agenda, Regional and International Development Frameworks National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations Bottom-up Economic National Value Chains County prioritized Value chains: Transformation Leather; dairy;  Dairy, rice, banana, poultry, tomato, Approach (BETA) and pastoral economy; avocado, fish, bees keeping, pig rearing, MTP IV rice; tea; edible oil coffee, macadamia crops, aquaculture/blue economy; construction/building materials; garments and textiles Agriculture  Wezesha Kirinyaga (Dairy, rice, banana, transformation: poultry, tomato, avocado, fish, bee keeping, pig rearing, coffee, Macadamia )  Improve of agricultural extension and support services through use of Kuza Biashara App which maps farmers and provide and M& E framework to facilitate access to high quality planting materials and skills.  Soil testing services improved  Increased livestock production (dairy) through affordable AI services. Page 220 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Livestock Disease and Pest Control (Vaccinations, Vet Laboratory.  Acquisition and installation of value addition facilities for Dairy.  Rice VC- support efficiency of water supply- rehabilitation of canals.; promote mechanization of rice planters  Expansion of irrigation infrastructure  Coffee: Coffee revitalization program.  Banana Value Addition- use of Solar Driers  Promotion adoption of crop insurance for resilience.  Supporting Access to affordable credit through linkages to financial SPs.  Supporting market linkages to agro- producers.  Supporting access to Agricultural information-by setting up information management system.  Feeds Production- high quality feeds produced(for poultry, fish)  Support through equipment- pond liners etc.  Stocking of fish ponds with fingerlings Page 221 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Fish farming- Strengthening Marketing Structures and Linkages- Fish Aggregation Centre  Promoting global certification- through GAP (good agricultural practices) MSMEs and  Promote industrialization by Construction manufacturing and completion of 7 Aggregation Centers (with support to cold storage facilities.).  Sagana Agro-industrial City (SAIC)- agro- processing of in value chains such as ; Avocado, macadamia, coffee, tea, tomato, dairy (goat milk, cow milk,), fish, banana, animal feeds.  MSMEs Capacity building through department of Cooperatives.  Linkages of MSMEs to financial SPs. Affordable housing  The County in line with BETA and Kenya Kwanza will liaise and adopt the National Government plans and objectives in regard with affordable Housing. The County has provided Land for the Construction of 1000 affordable Housing Units which is already underway.( land provided) Digital and Creative  Automation of County Government economy services- Revenue Management System. Page 222 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Automation of Hospital Information Management System and roll out to all County health facilities  Establishment of ICT Resource Centers in County VTCs  Fibre optic connection to County offices. (sub-county and ward offices)  Youth talent development hubs Healthcare  Provision of High Quality Health Care by completion and equipping of Kerugoya County referral hospital to level 5- Completion.  Expanding connected health facilities to Integrated Hospital Information Management System (HIMS) to increase efficiency and accountability in health care service delivery.  Establishment of Level 4 Hospital in every Sub-County by Completion of upgrading, installation of medical equipment at Kimbimbi and Kianyaga sub-county hospitals to level 4.  Increase Access to affordable Health Care by Completing the construction of 14 ongoing dispensaries to bring the total number of Dispensary to 84 As per WHO Page 223 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations requirements of 5Km Radius access to Health Care  Preventive and Promotive Services- maternal, neonatal, child health; TB; HIV; Halting Non-Communicable conditions; immunization program; mental health services  Community Health Services- Remuneration/support to Community Health workers  Timely acquisition and distribution of medical drugs, non-pharms  Human Resource recruitment Enablers Infrastructure:  Improvement of access roads through murmuring and gravelling works though the county in –house road improvement program that targets to undertake 200km of graveling and 500kms of Murruming  Urbanization program which entail improvement of municipalities’ social and infrastructural amenities, i.e Modern Firestation, Sewer system, paving and cabro works of parking spaces, walk ways and drainage in all major towns. i.e Kagumo, Kianyaga, Page 224 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Water projects completion(drilling borehole, water intakes/piping connectivity)  Water treatment facilities at Mwea Makima, Kiangai, Kianyaga, Rukanga, Kathataini water projects.  Irrigation infrastructure (rice canals rehabilitation) Lands :  Finalization of County spatial plan.  Finalization of Development of Kerugoya/Kutus municipal Plan and Urban Ecomomic Plans.  Establishing and equipping GIS lab.  Establishing County Land Information Management System (LIMS) and Electronic Development Application Management System (eDAMS).  Completion of Kirinyaga County Fire Station  Completion of Bulk water and sewerage system (with National Govt)  Acquisition of private land for public use(access roads, cemeteries) Education and Training: Page 225 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Infrastructure development in ECDE(Provision of learning facilities and resources in 199 ECDE centres)  Implementation of Digital Learning in ECDE centres  VTCs Improvement in 16 VTCs (infrastructure, equipment, Tutors)  Bursary- to needy children in secondary and tertiary institutions ICT:  Automation of County Government services- Revenue Management System, Hospital Information Management System  Automation and roll out Agricultural Information Management Systems through Kuza Biashara APP  Establishment of ICT Resource Centers in County VTCs  Fibre optic connection to County offices. (sub-county and ward offices)  Environment and energy  In line with National Government agenda of increasing the National tree cover target of 30%, The County targets to increase tree cover from 21% - 30% by targeting to plant at least 6 million trees. Page 226 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations  Solid Waste Management Programme- Acquisition of 70 garbage collection Skips and 4 skip loader to improve garbage collection. Segregation of waste and use of modern technology to recycle and properly dispose of waste  Acquire 1 exhauster truck towards- Urban Centers Waste Management Program.  Completion of Bulk water and Sewer system  Distribution of 10,000 energy saving Jikos, construct 200 biogas plants & distribute 50 briquette making machines  Establishment of 1 climate change resource Centre  supporting delivery of locally-led climate resilience actions through FLLOCA program Sustainable Goal 1 No Poverty Implementation of programs targeting the Development Goals- vulnerable, PLWDs to access basic services SDGs including good health care Goal 2 Zero Hunger County will implement programs on increasing agricultural productivity; Wezesha program, enhanced extension services, access to inputs Goal 3 Good Health County plans to complete key health and Well-being infrastructure; Kerugoya Referral Hospital, Kimbimbi Hospital, Kianyaga Hospital; completion Page 227 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations of other health centres. Access to medical drugs in all health facilities; promotion of preventive programs. Goal 4 Quality Supporting access to quality pre-primary Education education; access to high quality technical education through VTCs. Infrastructure development in these institutions, hiring of more tutors Goal 5 Gender Equality County Government will continue on the first line to championing for gender equality and the empowerment of women through mainstreaming of gender equality across all areas. Goal 6 Clean Water County Government will continue implementing and Sanitation programs to providing clean and accessible water through the county; completion of sewer systems; bulk water supply; water treatment facilities; Solid Waste Management Programme Goal 7 Affordable and County Government will support clean energy Clean Energy innovative actions, initiate clean energy programs at community level. Goal 8 Decent Work Through Wezesha Program, County Government and Economic Growth will contribute to creation of employment opportunities for women and youth. Goal 9 Industry, The County Government is putting efforts to Innovation and increase industrialization in the county. Infrastructure Establishment of Sagana Agro-Industrial City will Page 228 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations contribute to increasing employment opportunities. Goal 10 Reduced County Government will implement programs to Inequality ensure all inclusive economic growth, support the vulnerable to access economic opportunities. Goal 11 Sustainable County Government is at the forefront to ensure Cities and accesses to affordable housing; improvement of Communities basic amenities in urban areas. Goal 12 Responsible County Government will implement programs to Consumption and ensure reduction in post-harvest losses; these Production includes, setting up aggregation centres with cold storages, foster agro-manufacturing at Sagana Agro-Industrial City. Goal 13 Climate Action County Government will support delivery of locally-led climate resilience actions through FLLOCA program; tree planting program Goal 14 Life Below County to implement programs to conserve Water riparian and water sources; urban sanitation programs to reduce pollution to water bodies Goal 15 Life on Land County to implement tree planting drive to contribute to National agenda of achieving 30% forest cover. Goal 16 Peace, Justice County Government will foster participation of all and Strong stakeholders in decision making. These will Institutions include public participation in planning and budgeting processes; continue to work in Page 229 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations strengthening established institutions of County Government by allocating adequate resources. Goal 17 Partnerships County Government strengthen resources and collaborations to mobilization measures; increase own source achieve the goals revenue collection; digitization of services; Access to employment through ICT. AU Agenda 2063 A peaceful and County Government through various programs prosperous Africa will seek to achieve aspirations of Agenda 20263. based on inclusive Programs to ensure economic prosperity; growth and agricultural productivity; climate action; sustainable manufacturing and value addition; transport and development infrastructure; women and youth empowerment. Paris Agreement 2015 Combat climate County Government will support delivery of change and adapt to locally-led climate resilience actions through its effects FLLOCA program; tree planting program EAC Vision 2050 A peaceful and County Government through various programs prosperous East Africa will seek to achieve aspirations of AU Vision based on inclusive 2050. Programs to ensure economic prosperity; growth and agricultural productivity; climate action; sustainable manufacturing and value addition; transport and development infrastructure; women and youth empowerment. Sendai Framework for Building the Resilience County Government will seek to implement Disaster Risk Reduction of Nations and programs to build capacity on disaster (2015-2030) Communities to knowledge; develop disaster action plans; set Disasters aside resources for emergency response. Page 230 of 263 National/Regional/ Aspirations/Goals County Government Contributions/ International Interventions Obligations ICPD25 Kenya A comprehensive County Government will strengthen systems to Commitments package of sexual and access sexual and reproductive healthcare reproductive health services in all county health facilities; Capacity interventions building; personell, counselling services, community healthcare services Zero sexual and County Government to continue on the frontline gender-based to eliminate sexual and gender violence in all violence, areas; provide counselling services in established discrimination, and GBV centre in the county. harmful practices Page 231 of 263 5 CHAPTER FIVE: IMPLEMENTATION FRAMEWORK

5.1 Overview Chapter five outlines the institutional framework and organizational flow that will be followed in implementing the plan. It also highlights the stakeholders in the County and their roles. This chapter also highlights the resource mobilization framework. Table 5.1 Institutional Framework S/No. Institution Role in Implementation of the CIDP 1. County Executive Policy formulation and implementation of the CIDP. Committee 2. County Assembly perform the legislative functions within the County including approval of County laws, policies, budgets and expenditures, integrated development plans, tariffs, rates and service charges 3. County Government These are the implementing agencies responsible for Departments technical 4. County Planning Unit Overall planning coordination in the County, monitoring and evaluation 5. Office of the Overall Coordination on matters related to National County Government functions Commissioner 6. National Planning Office at Capacity Building and Backstopping to County planning the County unit on matters related to planning, Monitoring and education. 7. Other National Implementing agencies on Functions related to National Government Departments Government and Agencies at the County 8. Development Partners Collaborating with the County and National Governments in implementation of programs and projects 9. Civil Society Organizations Contributing to needs identification, providing civic education to citizens 10. Private Sector Collaborating with the County and National Governments in implementation of programs and projects

5.1.1 Organization flow chart The Constitution read together with the County Government Act of 2012 outline the basic organizational chart for the County Government. As such, the organization flow chart shown herein under is informed by the two laws, which seeks to achieve timely and efficient Page 232 of 263 implementation of the County policies, projects and programmes thus avoiding duplication of roles and functions. Below is a summary of the organizational flow chart County Government Governor County Commissioner County Assembly Committees t- Deputy Governor Governors DU and I Front Office Developmen t Partners D CJ ~.______________I County Budget and economic Forum D County Secretary County Community Policing Committee '-----------r-- County Directors County Security Committe e Public (National) County Executive Service Committee Sub-County i Sub-County HOD’s(National) Development Sector Committees Committee Chief Officers Ward Development Committee County Directors Village Development Committee CDF Committees Sub-County HOD’s (County) Figure 5.1 Organization Flow Chart Page 233 of 263

5.2 Resource Mobilization and Management Framework This section provides the resource requirements per sector as well as a resource mobilization framework for implementation of the plan.

5.2.1 Resource Requirements by Sector This section presents a Summary of projected financial resource requirements for each sector during the plan period and the percentages of each sector total requirement against the total budget requirement for the County. The summary of this information is presented in table 5.2 Summary of Sector Financial Resource Requirements Table 5.2 Summary of Sector Financial Resource Requirement Sector Name Resource Requirement (Ksh. Million) FY FY FY FY FY Total % of total 2023/24 2024/25 2025/26 2026/27 2027/28 budget requirements County Assembly 306.0 285.0 235.0 300.0 370.0 1496.0 4.1% County Executive 235.0 174.1 169.9 137.4 122.9 839.4 2.3% Finance and Economic 99.5 59.5 79.5 59.5 69.5 367.5 1.0% Planning Agriculture, Livestock, 1367.1 1228.1 1007.2 970.8 914.5 5487.5 15.1% Veterinary and Fisheries Environment, Water 389.8 392.5 405.5 419.8 348.3 1955.8 5.4% and Natural Resources Education and Public 164.6 176.4 145.7 92.3 92.5 671.5 1.8% Service Health Services 1289.2 2073.3 1650.2 1768.4 1885.5 8666.6 23.8% Lands, Physical 2187.1 1644.5 1598.1 788.1 532.5 6750.3 18.6% Planning, Housing and Urban Development Roads, Transport and 1129.5 1252.5 1248.3 1273.7 1264.5 6168.7 17.0% Infrastructure Trade, Co-operatives, 752.4 998.3 408.2 279.4 280.3 2718.6 7.5% Tourism Industrialization and Enterprise Development Gender and Youth 161.8 169.8 152.3 99.3 73.0 656.0 1.8% Sports, Culture, 174.6 106.0 96.2 99.4 98.4 574.6 1.6% Children and Social Services Total 8,256 8,560 7,196 6,288 6,052 36,352 100.0% Page 234 of 263

5.2.2 Revenue Projections Table 5.3 Revenue Projections Revenue Projections (Ksh Million) Type of Revenue Base year FY FY FY FY FY Total 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 Equitable share 5,196.20 5,420.20 5,420.20 5,420.20 5,637.01 5,637.01 27,534.62 Conditional - - Allocations from National Government Revenue Conditional 362.90 362.90 362.90 362.90 362.90 362.90 1,814.50 Allocations Financed by proceeds of loans and grants from Development Partners Own Source 550.00 577.50 606.38 636.69 668.53 701.95 3,191.05 Revenue Public Private 500.00 - 500.00 1,000.00 Partnership (PPP) Total 6,109.10 6,860.60 6,389.48 6,919.79 6,668.44 6,701.86 33,540.17

5.2.3 Estimated Resource Gap Table 5.4 Estimated Resource Gap Estimated Resource Gap(Ksh Million) FY Resource Personnel Total Resource Estimated Variance (Ksh. Requirement (Ksh. Emoluments Requirement Revenue (Ksh. Mn) Mn) Mn) 2023/24 8,256.5 2,955.9 11,212.3 6,860.6 (4,352) 2024/25 8,560.0 2,985.4 11,545.4 6,389.5 (5,156) 2025/26 7,196.1 3,015.3 10,211.3 6,919.8 (3,292) 2026/27 6,288.0 3,045.4 9,333.5 6,668.4 (2,665) 2027/28 6,051.9 3,075.9 9,127.8 6,701.9 (2,426) TOTAL 36,352.3 15,078.0 51,430.3 33,540.2 (17,890.1)

5.3.4 Resource Mobilization and Management Strategies The County will seek to explore revenue mobilization strategies to ensure implementation of this plan. Amongst the measures with potential for resources mobilization includes; Page 235 of 263 Cooperation within the County and Economic bloc to achieve jointly established priorities will help leverage the assets that each can bring to the table. Providing conducive investment environment to encourage investors both local and international to venture in the county and support long-term priorities. Strengthening collaboration with national Government departments in jointly undertaking capital projects. Attracting investors to undertake capital intensive projects through Public Private Partnerships. Improving efficiency in collection of Own Source Revenue; Automation of collection, expanding revenue bases e.g. parking fees in urban areas; increase enforcement in collection of cess on agricultural produce; Carrying out valuation roll in the urban centres which will enhance land rates collection upon completion of valuation roll. Development of tourist sites such as God’s Bridge, Mau Mau-caves in Mt. Kenya, tourist information centres at the three entry point into the County, Kamweti Climbing Lane to create employment and consequently revenue from business premises. Pursue borrowing in accordance with provisions of the law to finance capital projects

5.3 Asset Management The County treasury is tasked with management of all County Government assets and liabilities. The County treasury will therefore ensure to keep an updated Asset register at all times. The County treasury will ensure compliance with laws governing public financial management systems as well as Public Procurement and Disposal Act. Page 236 of 263

5.4 Risk Management Risk, Implication, Level and Mitigation Measures Table 5.5 Risk, Implication, Level and Mitigation Measures Risk Category Risk Risk Implication Risk Level (Low, Mitigation measures Medium, High) Financial Inadequate Stalled projects High Resource mobilization financial Strategies resources Climate Change Drought Loss of livestock High Climate smart agriculture and reduced crop practices productivity Technological Cyber security Breach of valuable High Investment in cyber security Risk information risk management Organizational Inadequate Inefficiency in Medium Timely recruitment Human Resource service delivery Capacity Page 237 of 263 6 CHAPTER SIX: MONITORING, EVALUATION AND LEARNING

6.1 Overview This chapter outlines how the CIDP 2023-27 will be monitored and evaluated during and after its implementation. The M&E processes, methods and tools should be guided by Section 232 of the Constitution and all the legal provisions that provide for M&E, County M&E Policy in line with the National M&E Policy, CIMES Guidelines, Kenya Norms and Standards for M&E and Kenya Evaluation Guidelines. The chapter highlights County M&E structure; data collection, analysis, reporting and learning; M&E outcome indicators tracking; and dissemination and feedback mechanism.

6.2 County Monitoring and Evaluation Structure Article 176 of the Constitution of Kenya 2010, established the County Governments with each Government consisting of the County Executive and the County Assembly. The two arms of County Government have an important role to play in the successful implementation of monitoring and evaluation. In order to understand better the role played by the two institutions and other stakeholders. The County Government has established the necessary structures to support the M&E process for implementing the plan. The established County M&E structure consists of the County Assembly Committee responsible for Finance, Planning, and Economic Affairs, the County M&E Committee (CoMEC), County M&E Unit, M&E Technical Oversight Committee, Sector M&E Committees, Sub-County M&E Committees. The M&E unit is headed by the County director of economic planning and supported by trained Sectoral M&E Focal persons. The unit is responsible for providing strategic guidance, vision, and management for the successful monitoring and evaluation of all County programs/plans/projects and ensuring the strategic and functional integration of all M&E activities and active collaboration with other stakeholders. The Unit oversees all M&E activities, provides technical direction, and support, and ensures the accurate reporting of results for County programs/plans/projects activities Page 238 of 263 M&E Organogram (. County County Monitoring and Count~ anJ Assembly Evaluation Committee F., r(CoMEC) ol\1F.CJ Technical Oversight Over~ighl Monitoring and Committee (TOC) iTO I Evaluation Eva uatron Unit Unit (MEU) (MEU) Sector Monitoring fonitoring and Evaluation F.\aluation Committee C'ommitke Sub-County Suh Monitoring and tnt~· foni Evaluationn Committee F.\aluatil Figure 6.1 M&E Organogram The County Assembly committee responsible for Finance, Planning and Economic Affairs is responsible for receiving County M&E reports, reviewing, and presenting them to the County Assembly for approval. The CoMEC is charged with ensuring that the County has the quality information needed to make decisions and lead and direct County M&E initiatives and oversees overall County compliance and results of projects implementation and service delivery within the CIDP and ADP. The M&E Technical Oversight Committee is responsible for identifying, commissioning, and managing evaluations, reviewing the M&E reports, presenting M&E reports to CoMEC, capacity Page 239 of 263 building for M&E, setting the strategic direction for CIMES, approving M&E Unit work plan and advising M&E Unit on actions to be taken on various M&E issues, approving indicator reports for use by CoMEC, and endorsing M&E Unit’s reports to be presented to CoMEC. The Sector M&E Committees (SMEC) is responsible for producing sector M&E reports, developing sector indicators, undertaking sector evaluations, and presenting sector M&E reports to the TOC. SCoMEC is charged with producing sub-County M&E reports, presenting M&E reports to the TOC, and developing M&E indicators. Responsibilities of Stakeholders in M&E Institutional Framework Table 6.1 Responsibilities of Stakeholders in M&E Institutional Framework Stakeholder Responsibility Legislative Arm of the County Government County Assembly - Overall public oversight on all development programmes/projects - Approval of County development plans and budgets - Receiving and adopting County M&E reports - Approval of legislative policies Executive Arm of the County Government County Executive - Deliberates on and sets the development agenda in the County Committee - Drives delivery of the CIDP projects through each ADP - Ensuring M&E structures are established in the County - Promoting the role of the M&E Section in advancing Results Based Management and Public service Delivery that ensures the CIDP objectives and outcomes meet the needs of the citizens. - Receive, review and ratify cabinet memos on M&E issues. - Receive annual M&E reports and give policy directions - Sharing the County’s Annual Progress Reports (APR) on the implementation of the CIDP with the County Assembly, County citizens and other stakeholders County Chief Officers - Responsible for the portfolio of services, programmes and projects within a devolved function Page 240 of 263 Stakeholder Responsibility - Produce technical M&E reports for the projects/ programmes that are under their administration Directors of Sector - Implementation of programmes/ projects in their sectors Departments - Report on progress of programmes/projects - Lead department in the coordination and implementation of Economic Planning M&E policy Department - Coordinates integrated development planning within the County while ensuring linkages between CIDP, MTP,SDGs and Vision 2030 - Formulate guidelines, standards and norms on issues relating to M&E - Ensures meaningful engagement of citizens in the CIMES and CIDP preparation and implementation process - Ensures the collection, collation, storage and updating of data and information needed for the planning and M&E processes Monitoring and Evaluation - Coordination of CIMES including its institutionalization within Unit (Under the Economic the County Planning Department) - Develop the overall framework of the integrated M&E activities - Prepare work plans and detailed budgets for the M&E activities - Provide oversight for the development of performance indicators - Establish contacts with national and other County M&E stakeholders - Mobilize resources for M&E activities in the County - Coordinate the preparation of all County M&E reports; guide staff and executing partners in preparing their progress reports in accordance with approved reporting formats and ensure their timely submission. - Prepare the consolidated County M&E reports for the CEC - Coordinate field visits to support implementation of M&E Page 241 of 263 Stakeholder Responsibility - Check the quality of data produced during field visits and identify where adaptations may be needed; - Follow up on the implementation of evaluation recommendations with project managers; - Review and provide feedback on the quality of methodologies established to collect monitoring data, and document the protocols that are in place for the collection and aggregation of this data; - Establish an effective system for assessing the validity of monitoring and evaluation data through a review of CIDP implementation activities and completed monitoring forms/databases. - Ensure availability of relevant software and ICT tools for M&E - Maintaining the support systems that underpin reporting such as the monitoring website - Facilitate harmonization of M&E tools and processes at all County administrative units - Foster participatory planning and monitoring - Support development of M&E capacity through training mentoring and coaching. - Systematically capture lessons learnt from successes and failures - Prepare communications strategy to promote CIMES The Citizenry and Non-State Actors Citizenry - Demand for transparency and accountability in the running of County affairs - Participate in local development projects and decision making - Participate in M&E activities in the County - Report on the outcome/impact of various project/programme interventions Development Partners - Provide technical and financial support Civil Society Organizations - Community mobilization for County planning and development (NGOs, FBOs, CBOs) Page 242 of 263 Stakeholder Responsibility - Collaborate in conducting participatory monitoring and evaluation

6.3 M&E Capacity As mentioned in the section above, the existing structure has the necessary personnel, including County M&E Unit, and Sectoral/sector M&E Focal Persons. The County Government has also taken steps to undertake capacity-building for staff and the various committees to ensure staff have the requisite skills and knowledge to perform every step of the M&E system. In addition, the County has availed resources to support monitoring activities such as laptops and associated accessories to provide the physical equipment. The County has also allocated funds to facilitate the processes, with the M&E Unit providing Work plan to ensure that all interventions are facilitated. To further strengthen the County M&E capacity, the Unit will regularly assess the capacity and devise strategies to address emerging gaps. The gaps can be addressed through, among others, leveraging on ongoing national Government and partner-led capacity building initiatives, existing partnerships, and collaborations to mobilizing more resources for the various M&E initiatives. Page 243 of 263

6.4 M&E Outcome Indicators This section presents programme outcome indicators by sector as captured in Table 17 on sector programmes in Chapter Four. Table 6.2 M&E Outcome Indicators Sector Programme Outcome Outcome Baseline* Mid End Reporting Responsibility Indicator (s) Value Year Term Term Target Target Health Services Preventive and Reduced Under five Mortality 39 2014 30 25 Department of Health Promotive Services mortality rates rate per 1000 Services, Ministry of Health Maternal mortality 248 2014 230 200 Department of Health rate per 100,000 live Services, Ministry of births Health Infant mortality rate 24 2014 20 15 Department of Health per 1000 live births Services, Ministry of Health TB Treatment 84 2017 90 95 Department of Health Success rate (%) Services, Ministry of Health Immunization 98 2014 100 100 Department of Health coverage Services, Ministry of Health % of skilled 96 2014 100 100 Department of Health deliveries conducted Services, Ministry of in our health facilities Health Curative and Improved quality % of hospitals with 0 1 2 3 Department of Health Rehabilitative Services of care and health specialized services Services, Ministry of services Health Page 244 of 263 Sector Programme Outcome Outcome Baseline* Mid End Reporting Responsibility Indicator (s) Value Year Term Term Target Target % of healthcare - 10 0 Department of Health facilities reporting Services, Ministry of stock out of essential drugs and supplies Health Agriculture, crop development Increased crop Coffee Production 1.4 2019 1.5 1.7 Livestock, Veterinary and management produce quality per Ha (Tons) and Fisheries and quantity Rice production 3 2019 3.5 4 Department of AVLF per Ha (Tons) Banana 42 2019 45 50 Department of AVLF production per Ha Livestock production Average milk 7 2019 10 12 Department of AVLF production per cow per day (lts) Education Vocational Education Number of 1800 2022 3600 5400 Department of Education and Training Trainees enrolled in VTCs Pre-Primary Gross Enrollment 82 2020 85 90 Department of Education Education Rate Environment, Water Water Services Improved access Proportion of HHs 71 2020 80 90 Department of and Natural to water with access to Environment water and Resources clean and safe Natural Resources water waste management Improved Proportion of 0 2022 50 80 Department of services efficiency in urban centers with Environment water and liquid waste access to Natural Resources management sewerage system Environment and % of land covered 21 2022 25 30 Department of Climate Change by forest Environment water and Natural Resources No of climate 60 2022 90 130 Department of smart Environment water and technologies Natural Resources promoted Page 245 of 263 Sector Programme Outcome Outcome Baseline* Mid End Reporting Responsibility Indicator (s) Value Year Term Term Target Target Roads, Transport Roads development, Improving % of KMs of earth 419 2022 1000 1500 Department of Roads, and Infrastructure maintenance and accessibility and surface graveled Transport and management mobility Infrastructure Disaster Disaster No of fire stations 0 2022 1 1 Department of Roads, Management Management and response units Transport and units established Infrastructure Lands, physical Land management Controlled and No. of Spatial 0 2022 1 1 Department of Lands, planning and urban sustainable land Plans Developed physical planning and development use urban Development Urban Development Improved SM of urban area 101,000 2022 150,000 200,000 Department of Lands, accessibility in with improved physical planning and urban areas pavements urban Development Housing Improved living No. of affordable 0 2022 1000 1500 Department of Lands, conditions housing units physical planning and developed urban Development Trade, Cooperatives Trade Development Increased No of markets 16 2022 26 36 Department of Trade Tourism income constructed and commissioned Sports Culture and Sports Improved talent No of sports 1 2022 5 10 Department of Sports Social Services development facilities upgraded Gender and Youth Women, Youth Improved socio- Proportion of 50 2022 70 80 Department of Gender Empowerment economic women in groups and Youth Services wellbeing accessing economic empowerment programs Proportion of 20 2022 30 50 Department of Gender youth in groups and Youth accessing empowerment programs Finance and Revenue Improved % increase in Own 60 2022 70 80 Department of Revenue Economic Planning Mobilization Services resources Source Revenue Services Page 246 of 263 Sector Programme Outcome Outcome Baseline* Mid End Reporting Responsibility Indicator (s) Value Year Term Term Target Target available for Collection budget implementation Public Finance Improved % increase in 81 2022 90 95 Department of Budget Management Transparency budget absorption Coordination Services and rates Accountability in management of public finances County Executive Administration Improved service % of departments 100 2022 100 100 Office of the County services delivery implementing Secretary performance management practices Page 247 of 263

6.5 Data Collection, Analysis and Reporting The County M&E Unit, in collaboration with the other M&E Committees, will define and develop the main methods and tools that will be used for data collection, archiving, analysis, and reporting arrangements in line with the National M&E Norms and Standards. The County M&E Unit will coordinate the development of a CIDP Indicator Handbook that will guide the Monitoring & Evaluation of the CIDP III. The handbook will be accompanied by the data management plan to help coordinate the M&E functions and organize the collection, analysis, and dissemination of information needed for effective CIDP implementation. The data management plan will define the data collection tools for the indicators, the data collection methods, and the data processing and analysis methods. The M&E Unit will prioritize continuous training and adoption of technology in the data management processes to make them simpler, faster, more reliable, and more transparent. The County will utilize primary and secondary methods to collect quantitative and qualitative data. The data collection tools will be developed by the M&E Unit in collaboration with the departments and tailored to meet the needs of each department/sector. They will include questionnaires, structured, semi-structured, and unstructured interviews, focus group discussions, photography, videography, and observation, among others. The M&E Unit will undertake capacity building on data quality issues to ensure that the data collected meets the required quality standards. The data collected will be analyzed and reports generated to help inform decision-making. Regarding reporting, the County shall develop the County Annual Progress Report (CAPR) based on the guidelines developed by the Monitoring and Evaluation Unit. The CAPR will provide the overall status of the CIDP implementation on an annual basis. Subsequently, this will inform the preparation of the consequent Annual Development Plan (ADP) and annual budget preparation process. Further, the County will prepare the Quarterly M&E progress reports that will feed into the CAPR, donor programme/project reports, back-to-office reports, mid-term reports to be prepared at the third year of CIDP implementation, and End Term Reports to be prepared at the end of CIDP implementation period and other ad hoc reports. Page 248 of 263 Through the e-CIMES, the County will be able to analyze the progress towards the achievement of the policies, projects, and programmes outlined in the CIDP III. Analysis of CIMES results will demonstrate whether the resources spent on implementing CIDP investment programmes are leading to the intended outcomes, impacts, and benefits for the County population. To play its role in the National Annual Progress Reports, the County Government will produce the following reports as per the CIMES guideline. a) Sub-counties, through the SCoMEC, submit their reports to the County M&E Unit one week after the end of the quarter, following the quarter to which the report is referring. b) The Sector Monitoring and Evaluation Committee (SMEC) will prepare sector M&E reports and submit them to the County M&E Unit one week after the end of the quarter. c) County M&E Unit thereafter compile the County M&E report for onward submission to County Monitoring and Evaluation Committee (COMEC).

6.6 Dissemination, Feedback Mechanism, Citizen Engagement and Learning The County will make data and information available to stakeholders, Government officials, academic researchers, policymakers, senior management, project participants, and the public for use in making evidence-based decisions. The County will develop a data dissemination plan that will define the target stakeholder or audience, the information needs of the various stakeholders/audiences, the communication methods, and the timing/frequency of the dissemination. The data/information will be disseminated through State of County Address, oral presentations in stakeholder meetings, written reports, fact sheets, press releases, posters, flyers, social media platforms, County websites, devolution conferences, peer-to-peer events, webinars, and live events. Further, the County will develop a Feedback-and-Response System, or FRSs to create a two-way communication loop that will enable the various sectors/department to receive citizens’ feedback and respond timely to their suggestions and concerns. The Feedback mechanisms will allow the citizens to provide feedback through channels that include meetings, suggestion boxes, hotlines, and others. The County will develop response mechanisms that will acknowledge receiving the feedback and provide appropriate responses to the public in a timely manner. Page 249 of 263 Regarding learning from the M&E initiatives and reports, the information generated from M&E will be useful for decision-makers, policymakers, and the wider County audience as it will provide facts and evidence, that when accepted and internalized, provide knowledge products for promoting learning. Hence, the County will incorporate learning into the overall programme implementation by using the information disseminated from the M&E processes and making it available for potential users to become applied knowledge. The County will utilize critical reflection sessions, after-action reviews, and peer-to-peer learning, among others, as strategies for learning to improve the overall County performance and quality of results of ongoing and future programs, strategies, and interventions. Evaluation Plan This section identifies the key policies/programmes/projects for evaluation during or after the plan period. Evaluation will be critical for the County policies/programmes/projects to determine the relevance and fulfilment of objectives, development efficiency, effectiveness, impact, and sustainability. The evaluations will include rapid evaluations, impact evaluations, CIDP midterm/end- term Reviews, or any other type of evaluation. The M&E Directorate will develop comprehensive evaluation plans for each planned evaluation to support the evaluation planning and will cover components like the purpose of the evaluation, evaluation questions, evaluation criteria, timetable, and work plan, collecting data for an evaluation, data collection methods to answer evaluation questions, data collection tools and activities, data analysis, and reporting evaluation findings. Table 27 provides a summary of the Evaluation plan for the various intended evaluations by the County. Table 27: Evaluation Plan Table 6.3 Evaluation Plan Anticipated Evaluation Title Source of Funding Policy/ Use of the Commissioning Evaluation Outcome(s) Anticipated Evaluation start No Programme/ Evaluation Evaluation (specify the type) Agency/ Partners Budget (Kshs.) Project Findings date end date Page 250 of 263 1 CIDP Midterm Improved Improve CECM June Sept 2025 Kshs. CG/ Review of implementation implementation Finance 2025 10 Donor the Third of the CIDP of CIDP. and million Generation Economic CIDP Planning 2 CIDP End-term Improved Inform CECM June Sept 2028 Ksh 10 CG/ review of decision- decision- Finance 2028 million Donor the Third- making making forand Generation approaches for future Economic CIDP the implementation planning implementation of Policies and of future plans programs 3 Health Outcome Increased Improve the CECM June Sept 2027 Kshs. GoK/ Sector Evaluation access to health delivery of Health 2027 4 Donor Programs of Services health services million Preventive and Promotive Services program 3 … Page 251 of 263 7 ANNEX

7.1 ANNEX 1: COUNTY FACT SHEET Information Category County Statistics County Area: Total area (Km2) 1478 Arable land (Km²) 1430 Size of Gazetted forests (Ha) 34,300 Approximate forest cover (%) 21 No. of rivers 6 TOPOGRAPHY AND CLIMATE Lowest altitude (meters) 1,158 Highest (meters) 5,199 Temperature range: High 0C 25.11 Low 0C 14.37 Rainfall High (mm) 366 Low (mm) 35 Average relative humidity (%) 72.65 Wind speed (Kilometers per hour) 0.88 DEMOGRAPHIC PROFILES Total population 610,411 Total Male population 302,011 Total Female population 308,369 Total intersex Population 31 Projected Population Mid of plan period (2025) 655,906 End of plan period (2027) 671,838 Infant population (<1 year) Female 5,865 Male 6,108 Total 11,973 Population under five Female 28,655 Male 28,836 Total 5,7491 Pre- Primary School population (3- 5) years Female 16,957 Male 17,072 Total 34,029 Primary school age group (6-13) years Female 47,349 Male 47,580 Total 94,929 Page 252 of 263 Information Category County Statistics Female 24,569 Secondary school age group (14 - 17) years Male 25,033 Total 49,602 School Going Population as per CBC Curriculum Pre- Primary School population (3- Female 16,207 5) years Male 16,523 Total 32,730 Primary school age group (6-12) Female 49,804 years Male 51,794 Total 101,598 Junior Secondary School age group Female 22,833 (13 - 15) years Male 23,521 Total 46,354 Senior Secondary School age group Female 16,207 (16 - 18) years Male 16,523 Total Youthful population (15-29) years Female 73,451 Male 73,400 Total 146,851 Women of reproductive age (15 - 49) years 162,651 Labour force (15-65) years Female 199,547 Male 198,771 Total 398,318 Aged population(65+) Female 23,113 Male 16,558 Total 39,671 Population aged below 15 years 175,772 Eligible Voting Population Name of constituency 1.Kirinyaga Central 82,111 2. Gichugu 92,495 3.Ndia 69,743 4. Mwea 116,393 Total (county) 360,742 No. of Urban (Market) Centres with population >2,000 Page 253 of 263 Information Category County Statistics Urban population (By Urban Centre) Wanguru Female 26,868 Male 24,846 Total 51,722 Kerugoya Female 14,474 Male 15,571 Total 30,045 Female 7,663 Male 6,294 Total 13,961 Kagio Sagana Female 5,741 Male 5,462 Total 11,203 KUTUS Female 4,702 Kutus Male 4,441 Total 9,143 Female 3,604 Male 3,221 Total 6,826 Kimbimbi Female 1,971 Kagumo Male 1,702 Total 3,673 Female 1,649 Male 1,325 Kianyaga Total 2,974 Rural population Female 237,083 Male 237,086 Total 474,187 Population Density (persons per km2) by Sub- Kirinyaga Central 800 county Kirinyaga East 585 Kirinyaga West 552 Mwea East 437 Mwea West 438 Page 254 of 263 Information Category County Statistics Incidence of landlessness (%) Percentage of farmers with title deeds (%) 67 Mean holding size (in Acres) Unemployment levels (%) Male 2.9 Female 2.0 Total number of households 202,804 Average household size 2.9 Female headed households (%) 33.4 Child headed households (%) 0.2 Number of PWDs Visual 6,219 Hearing 2,292 Speech 2,019 Physical 9,275 Mental 3,016 Other 4,967 Total 18,859 Orphans and Vulnerable children (OVCs) (No.) 1 Gender Protection Units (No.) 1 Correction/rehabilitation 1 facilities (No.) POVERTY INDICATORS Absolute poverty (%) 20.0 Rural poor (%) - Food poverty (%) 18.8 Contribution to National Poverty (%) HEALTH Five most common diseases (in order of prevalence) Respiratory Skin Diseases Diarrhoea Parasitic(amoeba) NCDs(Hypertension, Diabetes) Infant Mortality Rate (IMR)/1000 24.1 Neo-Natal Mortality Rate (NNMR)/1000 16 Maternal Mortality Rate (MMR/100,000) 116 Child Mortality Rate (CMR)/1000 37 Page 255 of 263 Information Category County Statistics Under Five Mortality Rate (U5MR)/1000 39 Prevalence of stunting (Height for Age) 11.2 Prevalence of wasting (Weight for Height) 2.2 Prevalence of underweight (Weight for Age) 5.7 Life expectancy 59.9 60.6 71.1 66.5 Health Facilities (No) Health Facilities Kirinyaga Central 92 Kirinyaga East 62 Mwea 111 Kirinyaga West 34 Health Facility Bed Capacity No. 2206 Doctor/patient ratio 1:30,000 HIV prevalence (%) 3 Patients on ARVs (No.) 14,594 Average Distance to Health facility (km) 6 Antenatal Care (ANC) (%) 99 Health Facility Deliveries (%) 95 Contraceptive use by women of reproductive age (15-49 yrs) 76 (%) Immunization coverage (%) 99 CHVs (No.) 50 Crude Birth rate 21 Crude death rate (%) 10 AGRICULTURE, LIVESTOCK & FISHERIES Crop Farming Average farm size (Small scale) (acres) 2.47 Average farm size (Large scale) (acres) 12.35 Main Crops Produced Food crops,HHs (Maize, Sorgum,Rice, Potatoes, Beans, Cassava, sweet potatoes, 139,866 green grams, bananas, cabbages, tomatoes, onions, millet, watermelon, kales, sugarcane) Cash crops HHs (Tea, Coffee, avocadoes, Citrus, Mangoes, macadamia, Khat/miraa) 139,866 Total acreage under food crops (acres) 67,351 Total acreage under cash crops (acres) 41,599 Main storage facilities (Maize cribs, store and warehouses) Extension officer farmer ratio Livestock Farming Number of livestock Dairy Cattle 48,488 Page 256 of 263 Information Category County Statistics Beef Cattle 12,931 Goats 106,844 Sheep 26,751 Camel 0 Donkey 2,404 Poultry 862,599 Others 107,673 Irrigation Infrastructure Irrigation schemes Small (>5 Acres) 1 Type of Livestock, Population and Value Dairy cattle Quantity (Total 48,411 Population) Value (Kshs.) Beef cattle Quantity (Total 12,931 Population) Value (Kshs.) Goat Quantity (Total 106,844 Population) Value (Kshs.) Sheep Quantity (Total 26,751 Population) Value (Kshs.) Camel Quantity (Total 0 Population) Value (Kshs.) Livestock Products and Their Value (Annual) Milk Quantity (ltrs) 86,000,000 Value (Kshs. M) 3,000 Beef Quantity (No. Slaughtered) 14,253 Value (Kshs. M) 5.1 Mutton Quantity (No. Slaughtered) 2.7 Value (Kshs. M) 1.1 Chicken meat Quantity (No. Slaughtered) 53,661 Value (Kshs. M) 24.1 Honey Quantity (Kg.) Value (Kshs.) Hides Quantity (kg.) 26,011 Value (Kshs.) 14.0 Eggs Quantity (Trays) Page 257 of 263 Information Category County Statistics Value (Kshs.) FISHERIES Fish ponds (No.) 147 Fish Tanks (No.) 606 Main species of fish catch (list with tonnage) Catfish 29.4 OIL AND MINERAL RESOURCES Mineral and Oil potential (explain) Ongoing mining and extraction activities (Quarry, sand harvesting, cement etc.) FORESTRY No. of gazetted forests 6 No. of non-gazetted forests 2 No. of people engaged in forestry 2500 Seedling production KFS and Private Forest 5,560,255 Nurseries (No. of seedlings) Quantity of timber produced(m³) 2022 EDUCATION AND TRAINING Pre-Primary School No. of ECD centres 415 No. of ECD teachers 358 Teacher/pupil ratio 1:41 Total Enrolment Girls 12,582 Boys 12,090 Average years of attendance (years) Primary Schools Number of primary schools 326 Number of teachers 2,916 Teacher/pupil ratio 1:39 Total enrolment Boys 56,814 Girls 54,586 Dropout rate % Enrolment rate % 100 Special Needs Schools Number of Special Needs Schools 2 Secondary Schools Number of secondary schools 152 Number of teachers 1,329 Teacher/student ratio 1:29 Total enrolment Boys 20,393 Girls 19,595 Page 258 of 263 Information Category County Statistics Enrolment rate % 47.91 Vocational Training Centres No. 16 Enrolment 1800 No. of universities 1 Literacy rate (%) 89 TOURISM AND WILDLIFE Hotels by category (No.) Five star 0 Four star 0 Three star 1 Two star 5 One star 30 Unclassified 7 Hotel bed capacity by category (No.) Five star 0 Four star 0 Three star 60 Two star 165 One star 564 Unclassified 48 Heritage and Cultural sites (No.) 14 Museums 1 Talent Academies (No.) 1 Sports stadia (No.) 3 Libraries /information documentation centres (No.) 0 Social halls/Recreation Centres (No) 9 Public Parks (No) 1 FINANCIAL SERVICES Number of co-operative societies 119 Total Registered Membership (No.) 743,240 Commercial banks (No.) 15 Micro-finance Institutions (No.) 31 Community Organizations/Non-State Actors Public Benefits Organizations (PBOs) NGOs 603 ENVIRONMENTAL MANAGEMENT No. of Waste Management Facilities 1 WATER AND SANITATION Households with access to piped water (No.) 95,680 Households with access to portable water (No.) 144,538 Permanent rivers (No.) 6 Shallow wells (No.) 208 Page 259 of 263 Information Category County Statistics Protected springs (No.) 29 Dams (No.) 3 Distribution of Households by Main Source of Piped into dwelling 17.2 water (%) Piped 30.0 Rain/harvested 1.3 Borehole 3.7 Protected well 7.4 Protected spring 1.4 Unprotected well 1.3 Unprotected spring 1.0 Stream 27.8 Water Vendor 1.9 Dam 0.1 Pond 0.1 Lake -- Water supply schemes (No.) Household distribution by time taken (minutes) to 0 14.5 fetch drinking water (%) <30 81.5 >30 3.9 No. of Water Resource User Associations (WRUA) 12 established Households with latrines Flush toilet 18,525 VIP Latrine 36,440 Uncovered Pit Latrine 7,939 Bucket 407 None 407 Community distribution by type of waste/garbage Collected by local 14,657 disposal (percent): Authority Collected by Private firm 6,107 Garbage pit 60,462 Burning 42,140 Public garbage heap 3,257 Farm Garden 20,561 Neighborhood 2,646 Community group ENERGY Households with electricity connection (prop.) 132,935 % of trading centres connected with electricity 99 HHs distribution by main cooking fuel Electricity 611 Page 260 of 263 Information Category County Statistics Gas (LPG) 48,451 Biogas 814 Solar 0 Paraffin 11,196 Firewood 133,138 Charcoal 8,957 HHs distribution by main lighting fuel Electricity 132,935 Gas (LPG) 0 Biogas 0 Solar 17,304 Paraffin 18,933 Tin lamp 25,447 Fuel wood 203 HOUSING Type of Housing Permanent (%) 48.2 Semi-permanent (%) 51.8 Roofing material Iron Sheets (%) 95.0 Grass thatched (%) 0.0 Tiles (%) 0.2 Housing wall Bricks (%) 9.4 Mason stones (%) 24.1 Mud (%) 10.4 Floor type Cement (%) 47.3 Earthen (%) 42.2 Clay (%) - INFRASTRUCTURE Road Length Bitumen surface (km) 400 Gravel surface (km) 419 Earth surface (km) 1,558 Railway line (km) 19 Railway stations (No.) 1 Major bus parks (No.) 3 Lorry parks (No.) 3 Operational Airports (No.) 0 Page 261 of 263 Information Category County Statistics Operational Airstrips (No.) 0 Telecommunication Number of telephone connections 99 % of county covered by CDMA wireless Mobile network coverage (%) 99 Proportion of population with internet/broadband 90 connectivity Private couriers (No.) 5 Post Offices (No.) 5 TRADE AND INDUSTRY Trading centres (with >2000 population) (No.) Registered retail traders (No.) Registered wholesale traders (No.) Jua kali Associations (No.) Major industries (No.) 16 Micro, Small and Medium Enterprise (No.) 30,000 Flood lights/street lights (No.) No of Market Stalls Disaster Management Fire engines (No) 1 Fire stations (No) 1 Fire fighters (No) 7 Ambulance (No) 20 Page 262 of 263

7.2 ANNEX 2: MONITORING AND EVALUATION MATRIX TEMPLATE Sector Project Name Date Financial Year Responsible Hierarchy of Indicators Target Actual Deviation Comments/Recommendations Objectives Annual Quarterly Impact Outcome Output Inputs Page 263 of 263