Third Garissa County Integrated Development Plan 2023-2027

1.1 Background........................................................................................................................................................................... 19

1.2 Position and Size ................................................................................................................................................................. 19

1.3 Physiographic and Natural Conditions .......................................................................................................................... 20

1.3.1 Physical and Topographic Features......................................................................................................................... 20

1.3.2 Climatic Conditions.................................................................................................................................................... 21

1.3.3 Ecological Conditions................................................................................................................................................. 21

1.4 Administrative and political units .................................................................................................................................... 22

1.4.1 Administrative Units................................................................................................................................................... 22 1.4.2 County Government Administrative Wards per Constituency ...................................................................... 24

1.4.3 Political Units (Constituencies and Wards).......................................................................................................... 24

1.5 Demographic Features ...................................................................................................................................................... 25

1.5.1 Population Size, Composition and Distribution .................................................................................................. 25 1.5.2: Population Density and Distribution per Sub-County ...................................................................................... 28

1.5.3 Population Projection by Broad Age Groups....................................................................................................... 29 1.5.4: Population of Persons with Disability ................................................................................................................... 31 1.5.5: Demographic Dividend Potential ........................................................................................................................... 31 1.6: Human Development Index ............................................................................................................................................ 34

1.7 Poverty Profile ..................................................................................................................................................................... 35 CHAPTER TWO: PERFORMANCE REVIEW OF THE PREVIOUS CIDP PERIOD ..................................................... 37

2.0 Overview .............................................................................................................................................................................. 37

2.1 Analysis of the County Revenue Sources ..................................................................................................................... 37

2.2 County Budget Expenditure Analysis............................................................................................................................. 38 2.3: Sector Programmes Performance Review ................................................................................................................... 39

2.3.1 Finance & Economic Planning ................................................................................................................................... 39

2.3.2 Heath Services ............................................................................................................................................................. 39

2.3.3 Agriculture, Livestock, and Pastoral Economy..................................................................................................... 41 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2.3.4: Gender, Social Protection, Culture, Youth and Sports .................................................................................... 41 2.3.5: Water, Environment, Energy, climate Change & Natural Resources Management ................................... 42 2.3.6: Trade, Investment, and Enterprises ....................................................................................................................... 43

2.3.7 Roads, Transport, Public Works, and Housing ................................................................................................... 43 2.3.8: Education, Communication, ICT & e-Government ........................................................................................... 44

2.3.9 Lands, Physical Planning, and Urban Development ............................................................................................. 44

2.3.10 County Affairs, Public Service, and Intergovernmental Relations ................................................................. 44 2.4 : Challenges................................................................................................................................................................... 45 2.5: Emerging Issues .................................................................................................................................................................. 46 2.6: Lessons Learnt.................................................................................................................................................................... 47 2.7: Natural Resource Assessment ....................................................................................................................................... 48 2.8: Development Issues .......................................................................................................................................................... 51 CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK ........................................................................................ 66 3.1: Spatial Development Framework................................................................................................................................... 66 CHAPTER 4: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES ...................................................... 70

4.1 Development Priorities and Strategies .......................................................................................................................... 70 4.1.1: Finance and Economic Planning .............................................................................................................................. 70 4.1.2: Health Services ........................................................................................................................................................... 73 4.1.3: Agriculture, Livestock, and Pastoral Economy ................................................................................................... 76 4.1.4: Gender, Social Services, Culture, Youth and Sports ......................................................................................... 82 4.1.5: Water, Environment, Energy, Climate Change & Natural Resources .......................................................... 84 4.1.6: Trade, Investment and Enterprise Development ............................................................................................... 86 4.1.7: Roads, Transport, Public Works, and Housing .................................................................................................. 87 4.1.8: Education, Information, and ICT ............................................................................................................................ 88

4.1.9 Lands, Physical Planning, and Urban Development ............................................................................................. 90 4.1.10: County Affairs, Public Service, and Intergovernmental Relations ................................................................ 92

4.2 Sector Programmes and Flagship Projects .................................................................................................................... 97

4.2.1 Sector Programmes .................................................................................................................................................... 97

4.2.2 Flagship Projects ........................................................................................................................................................ 182

4.3 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks ..................................................................................................................................................................................................... 184 SDG 17- Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development ................................................................................................................................................................................. 187 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

4.4 Cross-Sectoral Linkages .................................................................................................................................................. 189 CHAPTER FIVE: IMPLEMENTATION FRAMEWORK ....................................................................................................... 194

5.1. Overview ........................................................................................................................................................................... 194

5.2 Institutional Framework .................................................................................................................................................. 194

5.1.1 County Structure ...................................................................................................................................................... 195 5.3: Resource Mobilisation and Management Framework ............................................................................................. 200

5.3.1 Resource Requirement by Sector ......................................................................................................................... 200 5.3.2: Revenue Projections ............................................................................................................................................... 200 5.3.3: Estimated Resource Gaps ...................................................................................................................................... 201 5.3.4: Resource Mobilisation and Management Strategies ........................................................................................ 202 5.4: Asset Management........................................................................................................................................................... 205 5.5: Risk Management ............................................................................................................................................................. 205 CHAPTER SIX: MONITORING, EVALUATION AND LEARNING .............................................................................. 211

6.1 Overview ............................................................................................................................................................................ 211

6.2 County Monitoring and Evaluation Structure ............................................................................................................ 211

6.3 M&E Capacity..................................................................................................................................................................... 215

6.4 M&E Outcome Indicators ............................................................................................................................................... 215

6.5 Data Collection, Analysis, and Reporting ................................................................................................................... 223 6.6 Dissemination, Feedback Mechanism, Citizen Engagement, and Learning .......................................................... 224

6.7 Evaluation Plan ................................................................................................................................................................... 225 ANNEXES ...................................................................................................................................................................................... 227 Annex 1: County Factsheet................................................................................................................................................... 227 Annex 2: CIDP Preparation Steps and Proposed Timelines ......................................................................................... 242 Annex 3: Integration of Population Issues into the CIDP .............................................................................................. 244 List of Tables Table 1: Area (Km2) by Sub-County................................................................................................................... 23 Table 2: County Government Administrative Wards ......................................................................................... 24 Table 3: County’s Electoral Wards by Constituency .......................................................................................... 24 Table 4: Population Projection (Sub-County & Sex) ........................................................................................... 25 Table 5: Population Projections by Age Cohort ................................................................................................. 26 Table 6: Population Projections by Urban Area ................................................................................................. 27 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Table 7: Population distribution and density by Sub-County .............................................................................. 28 Table 8: Population Projections by Broad Age Groups ...................................................................................... 29 Table 9: Population of Persons with Disability by Type, Age and Sex ................................................................. 31 Table 10: Demographic Dividend Potential ........................................................................................................ 33 Table 11: Analysis of County Revenue Sources .................................................................................................. 37 Table 12: County Expenditure Analysis.............................................................................................................. 38 Table 13: Natural Resource Assessment ............................................................................................................ 48 Table 14: Sector Development issues ................................................................................................................ 51 Table 15: County Spatial Development Strategies by Thematic Areas ................................................................ 67 List of Maps/Figures Figure 1: Location of Garissa County in Kenya .................................................................................................. 20 Figure 2: Shows the administrative units in the county. ...................................................................................... 22 Figure 3: Organizational Chart ......................................................................................................................... 195 Figure 4: Organogram of M&E Structure.......................................................................................................... 211 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 ABBREVIATION AND ACRONYMS ACT Artemisinin Combination Therapy GISEDP Garissa Integrated Social Economic Development Plan KCSAP Kenya Climate Smart Agriculture Project ASDSP Agricultural Sector Development Support Programme KUSP Kenya Urban Support Program AIDS Acquired Immuno-Deficiency Syndrome ARD Agricultural Research & Development ARV Antiretroviral ASALs Arid and Semi-Arid Land ATC Agricultural Training Centers AMS Agricultural Mechanisation Services BDS Business Development Services BOOT Build Operate Own Transfer BOT Build Operate Transfer BPO Business Process Outsourcing CASCO County Aids and STI Coordinator CSOE County State of Environment CEAP County Environmental Action Plan CA Conservation Agriculture CBO Community-Based Organization CC Climate Change CGG County Government of Garissa CDF Constituency Development Fund CEAP County Environmental Action Plan CFA Community Forest Associations CIDP County Integrated Development Plan COTU Central Organization of Trade Unions CYP Community Youth Polytechnics DD Development Department DRR Disaster Risk Reduction ECDE Early Childhood Development and Education EDE Ending Drought Emergency FBO Faith-Based Organization FGM Female Genital Mutilation FM Frequency Modulation GAWASCO Garissa Water and Sewerage Company GARUWASCO Garissa Rural Water and Sewerage Company GDP Gross Domestic Product GII Gender Inequality Index GIS Geographic Information System GNI Gross National income GOK Government of Kenya HDI Human Development Index HDR Human Development Reports 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 HIPC Heavily Indebted Poor Countries HIV Human Immuno-Deficiency Virus HQ Headquarters HR Human Resource ICT Information and Communication Technology ICU Intensive Care Unit DSR Disease Surveillance and Response IEBC Independent Electoral and Boundaries Commission IEC Information Education and Communication IFMIS Integrated Financial Management Information Systems ILO International Labour Organization IMCI Integrated Management of Childhood Illness IMF International Monetary Fund JICA Japan International Cooperation in Africa KAA Kenya Airport Authority KEFRI Kenya Forest Research Institute KEWI Kenya Water Institute KFS Kenya Forest Service KIE Kenya Industrial Estates KPLC Kenya Power and Lighting Company M&E Monitoring and Evaluation MISC Multiple Indicator Cluster Survey MTEF Medium-Term Expenditure Framework MTP Medium-Term Plan NACC National Aids Control Council NCPB National Cereal and Produce Board NCPD National Council for Population and Development NDMA National Drought Management Authority NEMA National Environmental Management Authority NHC National Housing Corporation NIB National Irrigation Board NWCPC National Water Conservation and Pipeline Corporation NYS National Youth Service OVCs Orphans and Vulnerable Children PAS Performance Appraisal System PLWAS People Living With AIDS PMF Act Public Finance Management Act, 2012. PMTCT Prevention of Mother-To-Child Transmission PPPs Public-Private Partnerships PWDs Persons with Disabilities REA Rural Electrification Authority RHC Regional HIV/Aids Coordinator STDs Sexually Transmitted Diseases SWOT Strength, Weaknesses, Opportunities, and Threats SYPT Subsidized Youth Polytechnics TOWA Total War against HIV and AIDs 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 UHF Ultra high frequency UN United Nations UNDP United Nations Development Programme UNFPA United Nations Fund for Population Assistance UNHCR United Nations High Commission for Refugees UNICEF United Nations Children’s Fund USAID United States Agency for International Development VCT Voluntary Counseling and Testing VHF Very High Frequency VIL Veterinary Investigation Lab WAN Wide Area Networks WFP World Food Programme WHO World Health Organization WRA Water Resource Authority WSTF Water Services Trust Fund YDI Youth Development Index YEDF Youth Enterprise Development Fund 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 GLOSSARY OF KEY CONCEPTS AND TERMINOLOGIES Baseline: 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. Blue Economy: The sustainable use and economic development of aquatic and marine spaces, including oceans, seas, coasts, lakes, rivers, and underground water. Demographic Dividend: The potential accelerated economic growth that may result from a country's mortality and fertility decline and the subsequent change in the population’s age structure. Development Issue: The key constraint/emerging issue concerning a sector needs to be addressed or tapped into through various interventions and programmes. 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/Long-term Plans, etc. (For further details, please refer to Treasury Circular No. 01/2022). Green Economy: An economy that aims to reduce environmental risks and ecological scarcities and enhance sustainable development without degrading the environment. Indicator: A sign of progress /change that results from a project’s intervention. It measures a situation or condition change and confirms progress toward achieving a desired specific result. It measures a project’s impact, outcomes, outputs, and inputs monitored during project implementation to assess progress. Integrated Development Planning: The process of coordinating the efforts of national and devolved levels of government and other relevant stakeholders to bring together economic, social, environmental, legal, and spatial aspects of development so as to produce a plan that meets the needs and sets the targets for the benefit of local communities. Outcome Indicator: A specific, observable, and measurable characteristic or change that will represent the achievement of the outcome. Outcome indicators include quantitative and qualitative measures. Examples: Enrolment rates, transition rates, mortality rates, etc. Outcome: An intermediate result generated from several outputs relative to the objective of a programme or intervention. Output: Products, services, or immediate results, tangible or intangible, resulting directly from implementing activities or applying inputs. Performance indicator: A measurement that evaluates an organization’s success or a particular activity (such as projects, programmes, products, and other initiatives) in which it engages. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programme: A grouping of similar projects and/or services performed by a National/County Department to achieve a specific objective; Programmes must be mapped to strategic objectives. Project: A set of coordinated activities implemented to meet specific objectives within defined time, cost, and performance parameters/deliverables. Public Participation: this is the process where individuals, and governmental and non-governmental groups influence decision-making in policy, legislation, service delivery, oversight, and development matters. It is a two-way interactive process where the duty bearer communicates information transparently and timely, engages the public in decision-making, and is responsive and accountable to their needs. Sector: This is a composition of departments, agencies, and organizations that are grouped together according to the services and products they provide. They produce or offer similar or related products and services and share common operating characteristics. Sustainable Development: The development that meets the needs of the present without compromising the ability of future generations to meet their own needs. Sector Working Group: Is a technical working forum through which government departments and partners/stakeholders consult on sector issues and priorities. Target: A result to be achieved within a given time frame by applying available inputs. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 FOREWORD The promulgation of the Constitution of Kenya in 2010 ushered in a structure of government with a two-tier system: one at the national and the other at the county level. The role and functions of county government is stipulated in the Fourth Schedule of the Constitution of Kenya 2010 and Section 5 of the County Government Act (2012). The fourth Schedule part 2 of the Constitution provides a county planning and development function as an avenue for counties to articulate their plans. The need for county planning is further amplified and given expression under the County Governments Act, 2012, and the Urban Areas and Cities Act, 2011, among other legislative provisions. The Assignment of the functions between the National and the County Governments has necessitated a significant change in the county's approach to development. The forty-seven counties established under the constitution of Kenya 2010 must configure themselves into units with capacities to translate their functions into realizable and tangible services, resources, and opportunities to be enjoyed by their citizens. The County Integrated Development Plans (CIDP) are developed across the counties as a tool for County Governments to establish their programmes and articulate their development agenda and priorities. Under the CIDP, counties can set their respective sector objectives better than before under a pre-constitution unified national planning process. An integral facet of the CIDP is that the integrated planning approach engenders public participation in the process. This ensures that County priorities are relevant to the felt needs of the citizens and that the county managers are made accountable. The development of the third-generation Garissa County CIDP has therefore been undertaken as a statutory requirement. It is the primary effort by the leadership of the County Government of Garissa to address the county’s challenges regarding service delivery. The plan was arrived at the county priorities through a participatory process between the county leadership, stakeholders and the residents of Garissa County through county wide public participation. The Plan has also been able to select those strategies deemed to be effective in addressing the development challenges across the county. These strategies have been carefully crafted to harness resources within and beyond the County with sufficient provisions to safeguard misapplication of the resources and are inspired toward the realizations of the Kenya vision 2030, MTPIV and SDGs. The preparation of second Generation CIDP required a significant level of reflection and consultation based on developing and implementing projects and programmes across all County Government sectors. This, therefore, presented various challenges though it offered opportunities to embrace tried and successful approaches. This CIDP is the first strategy developed and approved by the County Government of Garissa (executive and legislative arms) and represents a significant milestone in the context of the 60-year history of Kenya. It articulates our priorities and sets out a series of programs and projects that are believed will help transform Garissa County into ‘the emerging Oasis of hope in the desert’ of Northern Kenya. I believe that as the implementation of the measures stipulated in the second generation Garissa CIDP begins, all county residents will be willing enough to be called upon to engage themselves more 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 productively in their endeavors aimed at achieving the set vision. It is envisaged that the implementation of this plan will be strengthened by the institutional synergies that will be harnessed under the integrated approach to the baseline situation in the county. The plan as well provides key performance indicators and a concomitant action plan with a clear management structure. It is envisaged that the interest shown by the public in the making of this document will be sustained during implementation phase in order to keep the county managers accountable for delivery of the development programmes contained herein. During my tenure, I wish to assure residents of Garissa County that the strategies and activities outlined in this plan will be rolled out to the lowest administrative units where specific plans of action will be developed. The plan will be reviewed from time to time with a view of making it dynamic, relevant and more customer-focused. I wish to thank the CEC Finance and his team for facilitating the entire process from planning to funding phase. Special gratitude goes to Non-State Actors for their technical, Financial and professional coordination and integral input into the entire process, the County Planning Unit and all Technical team members for their contribution to this County Integrated Development plan. It is my sincere wish to appreciate the Honorable Speaker and his team of Honorable Members of the County Assembly for their support and input towards the production of this plan. Finally let me re-affirm my Government’s commitment to service improvement of our people's livelihoods through the big four as National Policies, good leadership, innovative technology and efficient infrastructure. H.E Hon Nathif A. Jama, The Governor, Garissa County. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 ACKNOWLEDGMENT The development of the Third generation Garissa County Integrated Development Plan (CIDP) benefited from invaluable inputs of departmental consultative forums, public participations and various key stakeholders. The entire process of developing this CIDP involved data collection (both primary and secondary), collations, review of the previous CIDP, research, consultation and coordination. This presented immense difficulty since there were a lot of difficulties in the implementations of the previous CIDP 2023- 2027. the county planning team was working with a team of dedicated technical expert from willing development partners to develop a document of this magnitude. However, reflecting on the entire process, it has been the greatest learning process that will certainly set a milestone and basis for future planning in the county. The preparation of this Plan wouldn’t have been any easy without the invaluable ideas, critique and contribution of the many stakeholders across the county through public participations. I would like to acknowledge the County Planning Unit for developing the second generation CIDP within a short notice while adhering to the guidelines prepared by the Ministry of Devolution and National Planning in consultation with Council of Governors. Our greatest gratitude goes to H.E. the Governor of Garissa County, Hon. Nadhif J. Adam for the guidance he gave to the process despite the huge demands on his time by county duties. I am indebted to all the Members of the County Assembly headed by the Honorable Speaker, Hon. Abdi Idle for their support, strong commitment and participation during the entire process. I wish to register special recognition to all my colleagues; the County Executive Committee (CEC) members, and the County Secretary for the dedication they individually gave and the technical expertise that went into this plan. The Technical staff from Finance and Economic Planning led by Mr. Mohamed Abdi Guliye; Director Economic Planning and statistics; Mohamed Iman Sigat: Deputy Director Economic Planning ; Mr. Abdirahman Noor; the Director of Budget; Mr. Mohamed Sahal Burale; Director Partnership and Donor Coordination; Yussuf KNBS; Moses Ouma; NCPD Regional Coordinator; Fahad Dekow an Economist from State Department for Economic Planning at National treasury who all played a critical role in weaving together the document, stakeholders’ comments and aligning the plan to the guidelines provided. In addition, I would like to thank other Chief Officers and their respective technical staff who shared their sector plans and participated in the consolidation of this important document. I wish to appreciate the various Non-State Actors and other stakeholders including SAVE THE CHILDREN, SENSE INTERNATIONAL KENYA (SIK), UNICEF, UNHCR, LMS Mercy Corps, WFP and other Partners who support in developing this documents. Finally, let me to single out the people of Garissa County through the various public participation forums for determining the development agenda of the county. To the many institutions and individuals, I have 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 not mentioned here, though they actively participated in one way or another in the process; accept our gratitude for your invaluable information. The County Government acknowledges that the greater challenge ahead is for us to ensure faithful and full implementation of this plan towards achieving the county’s goals and aspirations to build a just, equitable and prosperous county. Mr. Abass Ismail Khar, County Executive Committee Member, Finance & Economic Planning. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 EXECUTIVE SUMMARY The Third County Integrated Development Plan (2023-2027) is a positive step by the County Government of Garissa in addressing the many underlying challenges facing the residents of Northern Kenya and more so in Garissa County. Issues of Garissa are multifaceted which calls for coherent and comprehensive CIDP. This CIDP therefore, sets out the road map that will direct the future course of Garissa County. It articulates the mission, vision, strategic goals and objectives as well as the strategies that the county government intends to follow in the next five years. The goal of the County Government of Garissa is to help develop a county where its residents wake up daily knowing that they have access to resources, services and opportunities and can make positive contribution to society. Article 125 and 126 of the Public Finance Management Act, 2012 provides that each county prepares an integrated development plan which will include both medium term and long term priorities to be achieved by the County. The second phase of Garissa County Integrated Development Plan (CIDP) for the period 2023-2027 was prepared by the Economic Planning Unit in close collaboration with Sectoral heads & key development partners. The CIDP is a product of Programme-based consultative process in each of the 30 wards which brought together a cross-section of key stakeholders within the County. It has been prepared within the backdrop of the Kenya Vision 2030, the Fourth Medium Term Plan 2023-2027, the constitution of Kenya 2010 and in line with the Sustainable Development Goals. During the formative stages of developing the draft version of the Garissa CIDP in 2022, the National Office for Economic Development Coordination Directorate of the Ministry of Devolution and Planning provided the overall guidelines and was responsible for formulation of County Planning Handbook and related guidelines in collaboration with the Council of Governors. This CIDP comprises of six chapters. Chapter one provides background description of Garissa County, County Overview Position and Size, Location of the County in Kenya Physiographic and Natural Conditions such as Physical and Topographic features, Ecological conditions and Climatic conditions as well as Administrative and Political Units, Demographic Features, Population size, composition and distribution. Chapter two captures Review of implementation of the previous CIDP, Status of Implementation of the Previous CIDP this include, but not limited to: Analysis of the county Revenue Streams (equitable share, grants, own source revenue), County Expenditure Analysis by Sector/ subsector, Summary of key achievements, lessons learnt, Challenges, Emerging and Development issues. Chapter three presents spatial plan development framework in the county. The intention to develop a Spatial Plan for the County which will inform the spatial planning policy of the County. It informs the determination of development proposals and applications that fall outside the scope of prevailing town planning and provide a countywide perspective of spatial challenges and interventions within the County. It refers to the methods used by the public sector to influence the distribution of people and activities in spaces of various scales. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Chapter four presents county development priorities, strategies, programmes and projects as identified by stakeholders in the county during stakeholders’. The chapter also identifies resource potential growth areas, Enhancing county competitiveness, strategic geographical locations, abundant natural resources, existing and proposed infrastructure projects and emergence of ICT. Linkages of the CIDP with the Kenya Vision 2030, its Medium Term Plans and Other Plans, Policies and Strategies, National programmes and projects in the County, Flagship projects of Vision 2030 in the County, Linkage with Sectoral Plans, Urban and City Plans within the County, Integration of the Sustainable Development Goals (SDGs) into the CIDP. It analyzes the main socio-economic development challenges and proposes the strategies that will be adopted to deal with the challenges. It also reviews cross cutting issues such as poverty, gender and climate change across the county. The chapter also Proves appropriate infrastructure – Develop interconnected, efficient, reliable, adequate, accessible, safe, sustainable and environmentally-friendly systems of infrastructure (water; energy; education, training and research facilities; health; ICT; sewer; sports), Industrialization on how to Exploit existing potential and location to steer county economic growth Chapter five discusses the Implementation Framework and resource mobilization. It provides information on resource mobilization and management framework. The chapter includes the budget projection required under the law governing county government financial management and also indicates the financial resources that are available for Programme-based capital project developments and operational expenditure. It also provides a financial strategy that defines sound financial management and expenditure control as well as ways and means of increasing revenues and external funding for the county and its development priorities and objectives. The chapter focuses on the framework which includes institutions responsible for the actualization of the plan, resource requirements and mobilization. This section identifies the institutional framework and provides the roles of major players in the implementation of CIDP. This chapter addresses Resource Requirements by Sector and proposed budget for each sector as derived from the sector programmes. The Implementation Framework for implementation of County Government functions is also influenced by the Governors manifestos. Chapter six discusses Monitoring and Evaluation Framework. It gives mechanisms for data collection, analysis, and reporting, dissemination and citizen engagement. The section gives the monitoring and evaluation of outcome Indicators by sector. The CIDP Results Matrix therefore summaries the Programme outcome indicators and targets. This will allow implementers and decision-makers alike to assess progress towards the various county development priorities resource mobilization. The Chapter presents the monitoring and evaluation framework that will be used at the County level to track progress in implementation of projects and programmes. An indicative matrix detailing projects and programmes, expected output, outcome, means of verification, budget estimates, sources of funds, the time frame, implementing agencies and implementation status 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 based on programmes and projects identified in chapter four. The County will constitute a County Integrated Monitoring and Evaluation System (CIMES) to serve the needs of the County Government, while complimenting the National Integrated M&E system (NIMES). The system will take cognizance to the projects and programmes included in the CIDP as well as indicators facilitating the MTEF process and development aspects of Garissa County. In conclusion the summary of the implementation status of the projects and programmes in the CIDP across the county and the performance of the County is tracked upon progressive implementation of programmes stipulated in the CIDP. The performance indicator is drawn from the indicative matrix provided in Chapter Six that details summary of M & E outcome indicators. It provides a summary of sectors, Programmes, outcome indicators, baseline, source of data, reporting responsibility, situation in 2023, mid-term target (2025) and end term target (2027). The conclusion takes cognizance to the fact that Financial Year 2022/23 was the baseline of the development of the CIDP and was full of unnecessary delays caused by endless political environment in setting up the necessary operation infrastructure at the county government to facilitate timely implementation of projects and programmes in the CIDP. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER ONE: COUNTY OVERVIEW

1.1 Background Garissa County is one of the 47 counties in Kenya. The County has ten sub-counties namely: Garissa Township, Ijara, Lagdera, Balambala, Bura East, Fafi, Hulugho, Bothai, Liboi and Dadaab. However, three other Sub Counties have been Gazzetted but not operationalized (Shanta Abaq, Sankuri and Benane). The County Headquarter is at Garissa Township. The County is a member of Frontier Counties Development Council (FCDC) block which have been established through mutual understanding between the various counties with historical, political, and economic similarities. Garissa County is cosmopolitan with ethnic Somalis; Authaq, Awlyahan and Samawadal (Abdalla and Rer Mohamed) as the dominant clan; Maqabul, Mohamed Zubeir, Gare, Arabs, Borana and communities from the other parts of the country form the minority. The marginalized communities at the county are the Boni and wailwana. The County also hosts hundreds of thousands of Somali refugees in its Five refugees’ camps namely IFO, IFO 2, Dagahaley, Kambios and Hagadera camp. The backbone of the county’s economy is livestock production with over 90 percent of the inhabitants directly or indirectly deriving their livelihood from livestock. Nomadic Pastoralism is the more prominent in the county and defines the lifestyle of most of the county’s inhabitants. The main livestock breeds are Cattle (boran), Goats (Galla), sheep (black headed Persian) and Camel (dromedary one humped). The main livestock products are meat, milk, hides and skins. On Agriculture the counties practice rain-fed agriculture on small scale and Irrigation on a large scale along the riverine. The main crops grown are: watermelons, mangoes, vegetables, tomatoes, paw paws, bananas, cowpeas, sim-sim, maize, beans and green grams for subsistence production. The County is endowed with diverse natural resource base, such as water sources, pasture, forests, wildlife among others. These natural resources support the livelihoods of the populations, who are mainly pastoralists. The main water sources are River Tana Which marks the western boundary, is prone to flooding and has a rich potential of fish and very large-scale irrigation. The flood plain is important resource for pasture during dry seasons and serves as a refuge during drought conditions for pastoralists. Garissa hosts three major national reserves namely, Boni, Rahole and Arawale game reserves and one conservancy called Ishaqbini-Hirola, a sanctuary established to conserve highly endangered Hirola Antelope. The national reserves and conservancies provide a haven for a wide diversity of wildlife and plant species.

1.2 Position and Size Garissa County is one of the three counties in the North-Eastern region of Kenya. It covers an area of 44,753 Km and lies between latitude 0.1112120 S and longitude 40.3142430E. The county borders the Republic of Somalia to the East, Lamu County to the South, Tana River County to the West, Isiolo County to the Northwest and Wajir County to the North. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Figure 1: Location of Garissa County in Kenya Source: Kenya National Bureau of Statistics, 2019

1.3 Physiographic and Natural Conditions

1.3.1 Physical and Topographic Features Garissa County is basically flat and low lying without hills, valleys, and mountains. It rises from a low altitude of 20m to 400m above sea level. The major physical features are seasonal Laghas and the Tana River Basin on the western side. The River Tana has tremendous effect on the climate, settlement patterns and economic activities within the county. Given the arid nature of the county, there is great 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 potential for expansion of agriculture through harnessing of River Tana and Laghas. The soils range from the sandstones, dark clays to alluvial soils along the Laghas, River Tana Basin and the Lorian swamp. White and red soils are found in Balambala and Fafi Constituency where the terrain is relatively uneven and well drained. The soils have low water retention capacity but support vegetation. These soils have potential for farming. The rest of the county has sandy soils that support scattered shrubs and grasslands which are ideal for livestock production. The county’s land is highly erodible. The exploitation of the soil resource thus must consider conservation measures due to their fragile nature. The mineral potential of the soils is not exactly known as no geological mapping has been done. Reconnaissance surveys have however, indicated some occurrences of clay, good quality building sand along Laghas, lime and gypsum in places such as Benane in Lagdera Constituency and in Dadaab Constituency. Garissa County has two non-gazetted indigenous forests, namely Boni and Woodlands, most of which are woody trees and shrubs which are mainly browsed by camels and goats and to some extent by grazers like cattle and sheep. The county has 40 Community Forest Associations (CFAs) which are currently semi functional.

1.3.2 Climatic Conditions Given the arid nature of the county, temperatures are generally high throughout the year and range from 200 C to 390 C. The average temperature is however 360 C. The hottest months are September and January to March, while the months of April to August are relatively cooler. The humidity averages 60g/m3 in the morning and 55 g/m3 in the afternoon. An average of 9.5 hours of sunshine is received per day. Strong winds are also experienced between April and August with the rest of the months getting calm winds. Because of climate change the rainfall patterns and temperature has been changing due to climatic conditions. Thus, the county is prone to drought and flood emergencies leading to threat to livelihoods.

1.3.3 Ecological Conditions Garissa County has a relatively hot and dry climate throughout the year. The average temperature is greater than 27°C throughout much of the county. There is a strong south to north gradient of decreasing precipitation some southern parts of the county receiving greater than 1000 mm of precipitation per year, the central part of the county receiving around 500 mm, and the north/western parts of the county consistently receiving less than 250-500 mm. A small pocket of the northwestern part of the county receives less than 250 mm precipitation per year. As such, heat stress, dry spells, and drought are hazards that strongly contribute to agricultural risk in the county, especially in the northern parts of the county. The Tana River runs along south-western boarder of the county where flooding along riparian areas is also a risk, especially due to periods of rain upstream in the Tana River. The most extreme weather conditions tend to occur during July-December (second wet season). Historic records of temperature and precipitation in Garissa County indicate increasing variability in heavy precipitations in the second season (particularly in November), compared to the first season (particularly April) since the 1981. Extreme precipitation 20 mm or greater in a day occurred in five years since 1981 during the second wet season. In contrast, January-June (first wet Season) experienced only one year with a single day receiving over 20 mm of precipitation. This intense precipitation within Garissa River County can directly contribute to flooding, especially along smaller rivers and streams, it 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 should be noted that extreme precipitation events in upstream parts of the Tana River outside of the county are more important in causing flooding along the main stem riparian areas of the Tana River (e.g. Muranga County). Moisture stress and dry spells also occur more prominently during the second wet season (approx. 93 days of consecutive moisture stress), being about 20 days longer than in the first we season (approximately 65 consecutive days with moisture stress). However, there has been an increasing trend in moisture stress in the first wet season since 1981, which has not occurred during the second wet season. Climate has already been observed to change slightly in the county. Since 1981, the first wet season has experienced a high (1.5ºC) increase in mean temperature and associated reduction in crop cycle, and a strong tendency for decreasing precipitation on average (on the order of 25% reduction). The combination of increased temperatures and decreased precipitation make for an increase in drought risk. The second wet season experienced a very mild (~0.2°C) increase in temperature, and no change in precipitation. Looking to the future in the years of 2021-2065, both extreme precipitation and prolonged moisture stress are projected to occur, but the changes are different during different seasons. Within 30 years (by the early 2040’s) temperature is projected to increase by 1.0ºC, with the first wet season projected to experience even greater changes. And by this time, precipitation is projected to increase by 9% in the first wet season, and 22% in the second wet season. Increased extreme precipitation is projected to occur during the second season, with the highest single day of precipitation increasing on the order of 25%. The first wet season is projected to experience no change or even a slight decrease in the single day greatest precipitation. The changes are the opposite for future drought stress. The first wet season is projected to experience 15-20 additional consecutive days with moisture stress, whereas the second wet season is projected to experience a decrease of approximately 15 days. Whereas historically the second wet season experienced 25 days longer of consecutive moisture stress, in the future this is projected to be the opposite with the first wet season experiencing longer periods of consecutive dry periods than the first. These projections of future climate change under the two climate scenarios — RCP 2.6 and RCP 8.5 - show some difference, with the climate change patterns described above being slightly greater with higher greenhouse gas concentrations.

1.4 Administrative and political units

1.4.1 Administrative Units Garissa County has ten sub-counties which include: Fafi, Garissa, Ijara, Lagdera, Balambala, Dadaab, Hulugho, Bothai, Liboi and Bura East. The ten sub counties make the six Constituencies namely, Garissa Township, Balambala, Dadaab, Lagdera, Fafi and Ijara as shown in Fig 2. Figure 2: Shows the administrative units in the county. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 The County has ten sub-counties namely: Garissa Township, Ijara, Lagdera, Balambala, Bura East, Fafi, Hulugho, Bothai, Liboi, and Dadaab. However, three other Sub Counties have been Gazetted but not operationalized (Shanta abaq, Sankuri and Benane). Table 1: Area (Km2) by Sub-County S/ No Sub county No. of No. of No. of Sub Area (Km2) Divisions Locations locations 1. Garissa 3 15 25 2,538.5 2. Balambala 4 15 23 3,684 3. Lagdera 3- 12 19 6,096 4. Dadaab 2 9 9 3,615 5. Fafi 1 3 5 6,550 6. Ijara 5 17 21 2,453 7. Hulugho 2 11 16 3,107.8 4237? 8. Bothai 1 2 5 2,700 9. Liboi 1 3 5 2,800 10. Bura East 2 10 19 8,500 Source: County Commissioner’s Office/KNBS 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

1.4.2 County Government Administrative Wards per Constituency The County has ten sub counties namely; Fafi, Garissa Township, Balambala, Lagdera, Dadaab , Ijara, Hulugho, Bothai ,Bura and Liboi. Table 2: County Government Administrative Wards S/No. Subcounty No. of Wards No. villages 1. Garissa Township 4 2. Balambala 5 3. Lagdera 6 4. Dadaab 5 5. Fafi 3 6. Ijara 2 7. Hulugho 2 8. Bothai - 9. Bura East 2 10. Liboi 1 TOTAL 30 Source: County Government of Garissa,/KNBS

1.4.3 Political Units (Constituencies and Wards) Table 3: County’s Electoral Wards by Constituency Constituency County Assembly Wards Township Garissa Township Galbet Waberi Iftin Dertu Labasigale Dadaab Liboi Damajaley Dadaab Abakaile Madogashe Benane Lagdera Goreale Maalimin Sabena 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Constituency County Assembly Wards Baraki Bura Fafi Dekaharia Jarajila Fafi Nanighi Danyere Jarajara Balambala Saka Sankuri Balambala Hulugho Sangailu Ijara Ijara masalani Total Wards 30 Source: IEBC

1.5 Demographic Features

1.5.1 Population Size, Composition and Distribution The county has a projected total population of 905,087 persons which consists of 447,533 males and 457,554 females as of 2022 from the base population of 2019 census which was 841,319 consisting of 458,975 males and 387,344 females. The population is projected to increase to 970,917 and to 1,012,920 persons in 2025 and 2027 respectively at an annual increase of about 3.5%. County Population Age Structure Table 4: Population Projection (Sub-County & Sex) 2019 (Census) 2022 (Projections) 2025 (Projections) 2027 (Projections) Constituency Male Female Total Male Female Total Male Female Total Male Female Total Balambala 20,277 11,979 32,257 19,772 14,335 34,701 21228 15365 37224 22156 16023 38835 Fafi 72,617 61,413 134,040 70,807 73,493 144,194 76024 78771 154681 79347 82143 161373 Dadaab 99,059 86,185 185,252 96,590 103,138 199,285 103706 110544 213780 108240 115277 223028 Lagdera 25,023 25,291 50,315 24399 30266 54126 26197 32439 58063 27342 33828 60575 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Ijara 80,458 61,129 141,591 78452 73154 152317 84233 78406 163395 87915 81763 170464 Township 83,460 80,449 163,914 81379 96274 176331 87376 103187 189156 91195 107605 197339 Hulugho 78,081 55,898 133,984 76135 66894 144134 81744 71697 154617 85318 74767 161306 Total 458,975382,344 841,353447,533457,554 905,087480,508490,409 970,917501,515511,406 1,012,920 Fafi, Daadab, Ijara, Hulugo and Garissa town are densely populated in the County, and this is as a result of urbanization, presence of refugees, market areas, availability of water and pasture and security reasons. The overall trend is that the population is steadily increasing due to high fertility levels due to many girls and women entering the reproductive age group of 15-49 years and high cases of early marriages and teenage pregnancies. Overtime, we see from the projected data that, population is stabilizing and even through it is increasing, the increase is not rapid, and this is as a result of many girls going to school to the highest level and the positive impact of behaviour change communication programs leading to rationality in decision making on the family size. Balambal and Lagdera - discuss Table 5: Population Projections by Age Cohort Age 2019 (Census) 2022 (Projections) 2025(Projections) 2027(Projections) Group Male Female Total Male Female Total Male Female Total Male Female Total 0-4 57,026 54,590 111,616 65195 67077 132,273 68,967 69,175 138,142 68,783 68,998 137,780 5-9 71,027 64,189 135,216 59,729 63,078 122,807 61,189 65,500 126,688 63,650 66,891 130,541 10-14 78,734 57,929 136,663 57,067 59,588 116,655 57,673 60,932 118,604 58,636 62,538 121,174 15-19 47,520 70,575 118,095 52,511 53,442 105,953 55,588 57,698 113,286 55,992 58,590 114,582 20-24 46,171 38,902 85,073 45,998 45,631 91,629 49,765 49,641 99,407 51,790 52,446 104236 25-29 32,776 30,492 63,268 40,566 39,796 80,362 42,831 41,828 84,659 45,314 44,463 89777 30-34 26,678 25,831 52,509 32,495 31,217 63,711 38,413 37,000 75,413 39,906 38,332 78238 35-39 18,052 18,630 36,682 24,716 23,654 48,370 27,875 26,221 54,096 31,738 29,947 61685 40-44 17,725 14,648 32,373 20,320 20,5244 40,844 21,842 20,920 42,762 23,889 22,581 46471 45-49 10,825 8,457 19,282 14,426 14,866 29,292 18,380 18,961 37,341 19356 19237 38593 50-54 10,280 7,112 17,392 9,375 10,128 19,503 11,028 11,183 22,211 13501 13731 27232 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 55-59 5,339 4,004 9,343 7,404 8,555 15,959 7,540 8,553 16,093 8560 9219 17778 60-64 5,633 3,787 9,420 6,771 7,868 14,639 6,468 7,672 14,140 6554 7693 14247 65-69 2,780 2,017 4,797 4,667 5,177 9,844 5,921 7,097 13,018 5759 6992 12751 70-74 2,635 1,964 4,599 2,596 2,789 5,385 3,081 3,406 6,487 3769 4540 8308 75-79 1,033 675 1,708 1,573 1,762 3,335 1,721 2,006 3,726 1974 2359 4333 80+ 1,682 1,595 3,278 2,123 2,403 4,526 2,226 2,617 4,842 2345 2849 5194 Totals 435,916 405,397 841,313 447,533 457,554 905,087 480,508 490,409 970,917 501515 511406 1,012,920 Source: KNBS–KPHC of 2019 Garissa County has a child rich population, where 0–14-year-olds is 383,495 in 2019 which constitutes 45.6% of the total population. This is due to high fertility rates among women as shown by the percentage household size of 6 members at 35%. The proportion of 0–4-year-olds is 13.3% of total population due to high infant and under five mortality rates. There is low population aged 65 years and above. This is due to low life expectancy rate at 56 years for males and 65 years for females. Dependency ratio of 1:0. This has a negative impact on development since more resources are required to take care of this population. The population for the elderly is steadily increasing due to increase in life expectancy as a result close and available health services, improved nutrition and care, improved security thus investment to be done in critical areas of their welfare including health, food, pension scheme, cash transfers etc. Table 6: Population Projections by Urban Area 2019 2022 (Projections) 2025 (Projections) 2027 (Projections) Urban (Census) Centre Male Female Total Male F/male Total Male F/male Total Male F/male Total 5,844 3,209 9,053 6140 3371 9,511 6,612 3,630 10,242 6,946 3,813 10,759 Balambala 5,211 4,395 9,607 5,612 4,733 10,345 6,043 5,096 11,139 6,409 5,354 11,703 Bura East 6,518 5,682 12,200 7019 6119 13,138 7558 6590 14143 7941 6924 14,865 Masalani 29,968 26,626 56,597 32272 28,673 60,945 34754 30878 65,632 36514 32441 68955 Dadaab 5,238 5,773 11,011 5641 6217 11,858 6075 6694 12,769 6383 7033 13,416 Modogashe 4,848 3,962 8,830 5220 4266 9486 5621 4594 10,215 5906 4827 10,733 Nanighi 8,830 6,475 15,305 9509 6973 16,482 10281 7509 17,750 10759 7889 18,648 Hulugho 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Garissa 68,021 67,373 135,399 73252 72553 145,805 78884 78132 157,016 82873 82087 164,960 Township (Central) Total 127,960 117,813 245,773 144,665 132,905 277,570 155,828 143,123 298,906 163,731 150,368 314,039 Source: KNBS Discuss 1.5.2: Population Density and Distribution per Sub-County The table shows that Dadaab Constituency has the highest population at 185,252 with a density of 29 persons per km2. This is attributed to the fact that it is boarder point and one of the largest refugee hosting constituencies. The entry point and the administrative centre for the Northeastern region in addition to having relatively well-developed infrastructural facilities. The county is sparsely populated with majority of the population being concentrated in areas with infrastructural facilities such as Garissa Township. The average population density is 23 persons per km 2 in the county. Garissa Township Constituency has the highest population density of 242 persons per square kilometre. The town constituency attracts many people and is also the administrative centre for the Northeastern region and has relatively well-developed infrastructural facilities. Lagdera constituency has the lowest population density of eight persons per square kilometre. This is because of its expansive nature and relatively poor infrastructure. Table 7: Population distribution and density by Sub-County Sub-County Land Area 2019 (Census) 2022 2025 (Projections) 2027 (Projections) (Sq.Km) (Projections) Population Density/ Population Density/ Population Density/ Population Density/ (Km2) (Km2) (Km2) (Km2) Balambala 3,684.1 32,257 9 34,701 9 37,224 10 38,835 11 Fafi 15,072.9 134,040 9 144,194 10 154,681 10 161,373 11 Dadaab 6,479.8 185,252 29 199,285 31 213,780 33 223,028 34 Lagdera 6,096.4 50,315 8 54,126 9 58,063 10 60,575 10 Ijara 2,438.9 141,591 58 152,317 62 163,395 67 170,464 70 Township 3,230.7 163,914 51 176,331 55 189,156 59 197,339 61 Hulugho 7,733.2 133,984 17 144,134 19 154,617 20 161,306 21 Total 44,736.0 841,353 19 905,087 20 970,917 22 1,012,920 23 Considering the total Land area of Garissa County (44,736 km sq) and an average population density of 21 per Km2 indicates that the County is sparsely populated, and this is due to harsh climatic conditions due to its location and consistent climatic shocks and natural calamities from it. Daadab, Fafi and Garissa Township are densely populated and the former two due to refugee camps and Daadab town while the latter due to being the main urban are in the County. A lot of investment should be channelled towards 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 making the County more habitable for even population distribution such as water harvesting programs during flash floods, establishment of large irrigation schemes a lot the permanent river Tana to address the county food insecurity and encourage growing of drought resistant crops varieties. Also, adoption of Population Heath and environment (PHE) concept as a cross cutting issue, this is a concept that addresses the three key issues as one and will address environmental conservation and management, waste management, and food security which in the long run will have a positive impact on the quality of the population.

1.5.3 Population Projection by Broad Age Groups Introduce Table 8 Table 8: Population Projections by Broad Age Groups Age Groups 2019 (Census) 2022 (Projections) 2025(Projections) 2027 (Projections) Male Female interse Total Male Female Total Male Female Total Male Female Total x Infant pop (<1 12,427 Year) 6,185 6,242 Under 5 111,616 57,026 54,590 65195 67077 132,273 68,967 69,175 138,142 68,783 68,998 137,780 population Pre School Age 42,004 39,005 37,805 39,287 77,092 39,513 40,623 80,136 40,038 40,893 80,931 (3-5) 81,009 Primary School 120,360 99,501 93,473 98,047 191,521 95,317 101,163 196,480 97,928 103,499 201398 (6-13 Years) 219,861 Secondary 43,102 44,228 87,331 44,971 46,934 91,905 45,428 47,820 93,248 School Age (13- 98,786 66,162 164,948 17) Youth Population 139,075 138,869 277,944 148,184 149,167 297,351 153,096 155,499 308,595 (15-29) 126,467 139,969 266,436 Reproductive 229,130 - - 252,269 - - 265,596 - Age – female - 207,535 - - (15-49) Economically 254,583 255,680 510,263 279,730 279,678 559,408 296,600 2296,240 592,839 active pop (15- 246,834 199,600 446,434 64) Aged Population 10,959 12,131 23,090 12,949 15,126 28,073 13,847 16,740 30,586 (65+) 8,130 6,252 14,382 Source: KNBS Infant Population: The infant population is projected at 20,713 in 2017 representing 2.4 percent of the total county population. The population is projected to increase to 22,636 and to 24,560 in 2020 and 2022 respectively. This calls for an increased investment in immunization services and primary healthcare facilities. (Sense international activities incorporated). 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Under 5: Garissa County has 111,616 children who are below five years old. This is about 13.3 per cent of the total population. With the large number of children falling under this age bracket, the county shall require enhanced immunization programmes and improved facilities for maternal health. There will also be need for enhanced Early Childhood Development Education (ECDE) programmes in the county. Primary School Age Group (6-13): In the county, there are 239,035 children who are within the primary school going age. Of this, 54.9 per cent are boys while 45.1 per cent are girls. There will be need to put up more primary schools and employ more teachers to cater for the growing number of the school going children. The primary school enrolment is however low for both genders but worse for the girl child. There is, therefore need to carry out enrolment drives throughout the county. In addition, a programmes on the provision of sanitary towels need to be enhanced to retain the girl child in school. Secondary School Age Group (13-17): There are a total of 209,902 children who are within the secondary school going age. The secondary school age population for boys and girls is 119,836 and 90,066 respectively. This translates to 57.1% for boys and 42.9% for girls. The transition rate for girls to secondary school is low in the county due to many reasons including early marriage and nomadic way of life among others. The county, therefore, needs to set aside some resources for campaigns and programmes geared towards sensitizing the community on the importance of the girl child education. Youth Population (15-29): At 266,436, the youth constitute about 31.7 per cent of the total population. The county’s youthful population is, therefore, large, and more resources should be allocated towards activities and programmes that will benefit the youth. These include setting up of more vocational institutions, technical institutions, and putting in place policies that promote job creation for the youth and up scaling youth fund which is being administered by the County and National Government. Female Reproductive Age Group (15-49): The reproductive female age group is 207,553 as per 2019 census which constitute 24.7 per cent of the total population. The fertility rate on the other hand is at 4.4. This is attributed to low use of contraceptives by the community. This age group is quite large and therefore the county needs to- 1) Provide adequate health facilities to cater for this growing population through intensification of reproductive health campaigns. 2) Set aside a specific budget line for RH/Family Planning services and commodities. 3) Support full implementation of the Adolescent and youth reproductive health policy and the National Policy for Population and Development. 4) The county to establish youth friendly centres in the health facilities to cater for the youth reproductive health services. 5) Awareness creation programs for behavior change communication and increase health seeking attitudes. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Labour Force (15-64): The County has a labour force of 446,434 persons compared with the total population of 841,353. The male female ratio of the labor force is 13:1. With this high labour force, there is need for the creation of more employment opportunities to cater for the growing number of those joining the labour force each year. Aged Population (65+): The County has a very low aged population of 14,382 persons consisting of 8,130 males and 6,252 females as of 2019. There is however need for the County Government to start programmes and upscale Cash Transfer for the elderly already given by the National Government and development partners to benefit more old and needy persons across the County and invest in Health needs of the elderly such as Health Insurance schemes. 1.5.4: Population of Persons with Disability The number of persons living with disabilities in Garissa is calculated to be 2.3% of the population translating to 18,424 persons. The numbers are categorized by type of disability and gender. These numbers are projected to increase by 2027 in relation to the increase in the county population. More surveys need to be done to ascertain the exact number, specific age categories and disability types in the County. Table 9: Population of Persons with Disability by Type, Age and Sex Particulars Age 5+ 41,760 15-24 25-34 35-54 55+ Type Male Female Male Female Male Female Male Female Male Female Male Female Totals Visual 666 619 193 150 165 130 58 42 73 92 177 205 2,570 Hearing 676 613 237 204 193 147 69 71 88 89 89 102 2,578 Mobility 1,078 937 308 254 281 212 107 88 125 160 257 223 4,030 Self-care 1,036 873 338 269 289 218 112 106 121 133 176 147 3,818 Cognition 944 737 302 241 281 207 118 83 115 111 128 95 3,362 Communicating 571 462 210 158 175 122 54 64 76 65 56 53 2,066 Source: KNBS 1.5.5: Demographic Dividend Potential Demographic dividend occurs when the proportion of working people in the total population is high because this indicates that more people have the potential to be productive and contribute to growth of the economy. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 As defined by the United Nations Populations Fund (UNFPA) it means, “the economic growth potential that can result from shifts in a population’s age structure, mainly when the share of the working-age population (15 to 64) is larger than the non-working-age share of the population (14 and younger, and 65 and older).” in other words, it is “a boost in economic productivity that occurs when there are growing numbers of people in the workforce relative to the number of dependents.” UNFPA stated that, “A country with both increasing numbers of young people and declining fertility has the potential to reap a demographic dividend. Due to the dividend between young and old, many argue that there is a great potential for economic gains, which has been termed the "demographic gift". For economic growth to occur the younger population must have access to quality education, adequate nutrition and health including access to sexual and reproductive health. During the demographic dividend there are four mechanisms through which the benefits are delivered. 1) The first is the increased labor supply. However, the magnitude of this benefit appears to be dependent on the ability of the economy to absorb and productively employ the extra workers rather than be a pure demographic gift. 2) The second mechanism is the increase in savings. As the number of dependents decreases individuals can save more. This increase in national savings rates increases the stock of capital in developing countries already facing shortages of capital and leads to higher productivity as the accumulated capital is invested. 3) The third mechanism is human capital. Decreases in fertility rates result in healthier women and fewer economic pressures at home. This also allows parents to invest more resources per child, leading to better health and educational outcomes. 4) The fourth mechanism for growth is the increasing domestic demand brought about by the increasing GDP per capita and the decreasing dependency ratio. Low fertility initially leads to low youth dependency and a high ratio of working age to total population. However, as the relatively large working age cohort grows older, population sets in. The graph shows the ratio of working age to dependent population (those 15 to 64 years old, divided by those above or below this age range - the inverse of the dependency ration) based on data and projections. In simple terms, the demographic dividend is the economic growth that may result from changes to a country’s age structure, due to the shift from people living short lives and having large families to living long lives and having small families. Because of this change in age distribution, fewer investments are needed to meet the needs of the youngest age groups and resources are freed up for what is called the “economic gift.” This means that the labour force is growing more rapidly than the population that is dependent on it, creating a window for faster economic growth and family welfare. In theory, at the micro level, this transition can result in better living standards for families and higher incomes per person while at the macro level, it can have significant gains in the economic development of a country. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 In recent years, the demographic dividend, which is defined as the temporary opportunity to achieve rapid socio-economic development occasioned by a decline in fertility levels and strategic investments in key sectors, has been fronted as a solution to the myriad of problems being experienced by developing countries. The demographic dividend concept which began in 2013 focuses on the four key pillars namely, health, education, economic and governance. Table 10: Demographic Dividend Potential CATEGORY 2019 2023 2024 2025 2026 2027 Population Size 841,353 927,031 948,947 970,917 991,919 1,012,920 Population Below 383,495 375,635 379,536 383,434 386,465 389,496 15 years (%) Population 15-64 443,437 526,644 543,025 559,408 576,124 592,839 (%) Population above 14,382 24,750 26,413 28,073 29,331 30,586 65 (%) Dependency 90.176 76.025 74.757 73.561 72.171 70.859 Ratio Fertility Rate 4.4 4.3 4.1 4.0 4.0 3.9 In Garissa County context, to attain the demographic dividend, the programmes that are geared towards fertility rate reduction are essential and need to be embraced. These include lowering birth and child death rates - a process referred to as the "demographic transition, increase commitment to and investment in voluntary family planning in order to reduce family size. The demographic dividend is the accelerated economic growth that may result from a decline in mortality and fertility and the subsequent change in the age structure of the population. With fewer births each year, a county's young dependent population grows smaller in relation to the working-age population. With fewer people to support, a county has a window of opportunity for rapid economic growth if the right social and economic policies are developed and investments made. To achieve benefits of demographic dividend, the county ought to establish and promote integrated adolescent and youth friendly health services, ensure universal access to family planning services, foster sustainable investments in health systems including in human resources and infrastructure with the goal of enhancing access to quality health services for all. The table below shows that, the Garissa County dependency ratio tabulated from 2009 to 2030 is constant at 101.5. Fertility must decline substantially for the county to attain the demographic dividend. This can be done through involving women in decision making on matters of choosing the number, timing, and spacing of their children. Large numbers of young people can represent great economic potential, but only if families and county government can adequately invest in their health and education and stimulate new economic 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 opportunities for them. However, as long as the average number of children per woman (total fertility rate) and population growth remain high and children and adolescents greatly outnumber working-age adults, families and county government will not have the resources needed to invest adequately in each child. The population below 15 years and that above 65 years is greater than that of labour force (15- 64) meaning high dependency ratio. To achieve a demographic transition, the county must focus on providing women with voluntary family planning information and services. When women can choose when and how often to become pregnant, they are more likely to have fewer children and are better able to achieve their desired family size. Demographic Dividend window of opportunity for Garissa County will open between 2036 to 2040 and this will only happen when the County makes the right investment in Heath, job creation, entrepreurship etc. and if the same will delay, then the window will delay further regardless of the manpower at its disposal. The opportunity window is the period the County will start reaping from the investment. 1.6: Human Development Index One of the main objectives under the Kenya’s economic blueprint, Vision 2030, is to provide a high quality of life for all Kenyans. Various human development indices will be applied to measure the broad level of social economic wellbeing. These indices use three basic dimensions namely education, health, and income. The HDI emphasizes that people and their capabilities should be the ultimate criteria for assessing the development of a country and not economic growth alone since two countries/regions with the same level of GNI per capita can end up with such different human development outcomes. The Constitution of Kenya, 2010 in Article 27 recognizes that measures should be put in place to encourage affirmative action programmes and policies to address past inequalities. Economic and social rights to all are also recognized in Article 43. These include the right to health care services, adequate housing, and sanitation, adequate food of acceptable quality, clean and safe water, and appropriate social security to vulnerable groups in the society. The 6th Kenya Human Development Report of 2009, Introduced a new measure for youth development in Kenya, the Youth Development Index (YDI). The index was at 0.5817 nationally but also depicted variations across the regions. The index is a composite of education, income, and survivorship (health) dimensions. Therefore, it is critical to look at youth as a resource and a potential wealth for a nation. However, a large group of youths are potentially at risk of engaging in harmful anti-social behaviours, including risky sexual behaviour, substance use, and crime. The constitution requires measures to be undertaken to ensure the youth access relevant education and training, have opportunities to participate in political, social, economic active activities, and access to employment as well as protection from harmful cultural practices. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

1.7 Poverty Profile Poverty is a complex and multifaceted phenomenon. Until the 1980s, the Monetary poverty approach was largely the only way to measure and report on poverty. This money metric way of measuring poverty has been found to be less inclusive in terms of identifying the poor and not easily interpreted within policy-making circles. For example, when poor people are asked in participatory studies what makes them feel poor, they indicate a wide range of deprivations: not having enough to eat, having inadequate housing material, being sick, having limited or no formal education, having no work, and living in unsafe neighborhoods. Multidimensional poverty measures, attempt to reflect this complex experience of poverty that considers multiple dimensions of well-being beyond just monetary poverty. The multidimensional approach to measuring Poverty was given more impetus by the 2030 sustainable development goals-where Goal 1 is zero poverty with a target 1.2.2 requiring all countries to measure and report poverty using all approaches and support all forms for the various age groups. Following the recommendations of the Atkinson’s commission1 on global poverty, the World Bank added its own multidimensional poverty measure (MPM) in 2018 to complement its commonly reported poverty measures that focus more narrowly on monetary poverty. More recently the Poverty and Shared Prosperity 2020 report2 shows that over a third of those experiencing multidimensional poverty are not captured by the monetary headcount ratio, in line with the findings of the previous edition of the report3. the Poverty and Shared Prosperity 2022 report (World Bank, 2022)4 shows that almost 4 out of 10 multidimensionally poor individuals (39 percent) are not captured by monetary poverty, as they are deprived in nonmonetary dimensions alone. The Multidimensional Poverty Measures, therefore, seeks to understand poverty beyond monetary deprivations. As with monetary poverty, Sub-Saharan Africa experiences the highest levels of deprivation in multidimensional poverty, with more than half of the population multidimensionally poor. Although multidimensional poverty is endemic in Sub-Saharan Africa, other regions of the world also show non- monetary deprivations that are considerably higher than monetary poverty. In Latin America and the Caribbean, for example, the share of the population living in multidimensionally poor households is almost double that of the monetary poor. In Kenya the KNBS published the first ever report that analyses and compares poverty using both approaches (source: KNBS Comprehensive Poverty Report 2020). using data from the Kenya Integrated Household Budget survey of 2016/17. The report findings confirmed that using a monetary measure alone does not capture high incidence of multidimensional poverty and that it is possible to be multidimensional poor without being monetary poor. The analysis also supports other Country experiences such (in Rwanda) and concludes that relying only on monetary measures in low-income sub- 1 https://openknowledge.worldbank.org/handle/10986/25141 2 https://www.worldbank.org/en/publication/poverty-and-shared-prosperity 3 https://www.worldbank.org/en/publication/poverty-and-shared-prosperity 4 https://www.worldbank.org/en/publication/poverty-and-shared-prosperity 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Saharan Africa can send inaccurate signals to policymakers regarding the optimal design of social policies as well as monitoring their effectiveness. The monetary poverty rate for Garissa is 64.2% which is 28.5-percentage point higher than the national rate of 35.7% with approximately 540,513 people in Garissa being monetarily poor. Garissa has a multidimensional poverty rate of 69%, which is more than twice the monetary poverty rate of 64.2% with a total of 580,819 people being multidimensionally poor. When disaggregated by age groups, 66.2% of children in Garissa are multidimensionally poor. This is 14- percentage points higher than the national average of 52.5%. Among the youths, 71% are multidimensionally poor compared to a national average of 48.1% while for the elderly population, 72.8% are multidimensionally poor compared to a national average of 55.7%. Among children aged 0-17, the core drivers of multidimensional poverty are housing (82.9%), information (71%), sanitation (62%) and education (34%). For youths aged 18-34, the core drivers of multidimensional poverty are Housing (79%), education (75.3%), economic activity (64.3%) and sanitation (48.1%). Among adults aged 35-59, the core drivers of multidimensional poverty are education (91%), economic activity (87.5%), housing (80%) and sanitation (57%). Among the elderly aged 60+, the core drivers of multidimensional poverty are housing (88.5%), education (87%), sanitation (59.4%) and water (42.4%). 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER TWO: PERFORMANCE REVIEW OF THE PREVIOUS CIDP PERIOD

2.0 Overview This chapter deals with Status of Implementation of the Previous County Integrated Development Plan (CIDP) 2018-2022. The review of this first CIDP 2018-2022 was conducted in September 2022 by a team of secretariat from the County Government Technical departments. The document largely benefited from valuable inputs of the various key stakeholders operating within Garissa County. The document captures the following areas: County revenue streams analysis (Revenue generation), budget allocation of funds per department, expenditure analysis, sector projects implementation analysis, observations made during the review, challenges encountered, lessons learnt and recommendations made to address the challenges. The entire process of reviewing this CIDP involved data collection from departments, collations, review of secondary data documents, research, consultation and coordination.

2.1 Analysis of the County Revenue Sources This section provides annual projected revenues versus the actual receipts within the period under review. The information is tabulated in the table below. Table 11: Analysis of County Revenue Sources Revenue Revenue Projection (Ksh. million) Actual Revenue (Ksh. million) Sources FY1 FY 2 FY3 FY 4 FY 5 FY1 FY2 FY3 FY4 FY5 a) Equitable 6,227.00 6,659.00 6,939.40 7,026.00 7,999.00 6,227.00 6,659.00 6,939.40 7,026.00 7,999.00 Share b) Conditional 586.00 727.27 775.97 706.00 327.00 469.00 603.70 618.58 477.20 222.00 grants (GOK) c) Conditional grant 100.00 256.50 1,628.20 960.00 1,361.00 37.00 192.00 361.89 628.60 903.00 development partners d) Own 350.00 250.00 250.00 150.00 150.00 80.60 86.60 118.21 109.90 96.70 Source Total 7,263.00 7,892.77 9,593.57 8,842.00 9,837.00 6,813.60 7,541.30 8,038.08 8,241.70 9,220.70  Equitable share performance has been relatively fair although there was delay in disbursement.  Own source revenue performance was very poor this was a result of COVID and also manual revenue collection has affected the own source collection leading to revenue spillage. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Donor funds grants implementation was very slow because of policy mismatch long bureaucracy policy and procedure alignment. politics in institutional implementation and some grants requiring counterpart county contribution.  The conditional grants from national government completely reduced /removed as a result of council of governor’s agitation for formula change in an effort to increase equitable share allocation.

2.2 County Budget Expenditure Analysis This section provides an analysis of total budget allocation and total actual expenditure by sector as summarized in table 12. Table 12: County Expenditure Analysis Sector Total Total Actual Variance Absorption Remarks Budget Expenditure Rate (%) Allocation (KShs. M) (KShs. M) Agriculture, Livestock & 2,606.92 1,662.26 944.66 63.8% There was poor Cooperatives absorption of Gender, Social Services & 727.89 457.88 270.01 62.9% Development Budget Sports Because of delay in procurement and Roads and Transport 2,374.03 1,497.33 876.7 63.1% challenge of exchequer release. Education & Labour 3,751.20 3,017.04 734.16 80.4% Environment, Energy & 498.94 325.98 172.96 65.3% Natural Resources Lands, Housing and works, 2,509.80 1,930.18 579.62 76.9% Urban Development Finance & Economic 8,404.78 7,206.26 1,198.52 85.7% Planning Health & Sanitation 14,110.93 9,325.26 4,785.67 66.1% Trade, Enterprise 837.87 407.58 430.29 48.6% Development and Tourism Water & Irrigation Services 6,405.39 2,560.13 3,845.26 40.0% Despite the poor absorption rate of the development budget , the department had a development grant from world bank related to water and sanitation of the host Community. Executive Services 2,055.28 1,778.35 276.93 86.5% Fair Absorption Rate County Public Service 198.79 163.18 35.61 82.1% Fair Absorption Rate Board 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Municipal Board 814.91 447.29 367.62 54.9% There was challenge of implementation of Kenya Urban Support Programme (KUSP), Grant due to political wrangle that delayed grant disbursement and Implementation. Assembly 4,320.80 3,407.63 913.17 78.9% Fair Absorption Rate 2.3: Sector Programmes Performance Review This section provides sector performance trend of each sector on key outcome, outputs and gaps in the period of CIDP 2017-2022 implementation.

2.3.1 Finance & Economic Planning Finance and economic planning been a service department has steered well in the period under review. The department has successfully guided sectors in formulating sector plans and budgeting. The key milestone achieved includes successful implementation plan to budget system in the Hyperion in which sectors were trained on the use of the platform. Other achievements were successful implementation of E-procurement module, reduction of audit queries through enhancement of internal controls in our internal audit department. The county had a robust engagement with partners through the donor coordination department, the county has managed to secure more than $5M in direct investment, also managed a joint planning with the partners to mainstream their activities these enhanced more collaboration, co creation and co planning within partners and government.

2.3.2 Heath Services The county’s health Indicators has been improving since devolution started in 2013. The coverage for skilled delivery has improved from 43% in 2017 to 62% in 2021 while ANC coverage for 2021 as follows (1st ANC - 92%, 4th ANC - 51%). Fully immunized child coverage (FIC) stands at 81% in 2021 from 55% in 2017. However, children unreached with full vaccination are 7,082 in 2021. Family planning coverage has improved from 5% in 2020 to 6% in 2021. The Vitamin A supplementation of age brackets 12-59 months stands at 70% in 2021. Access to NCD services coverage has improved as more cases were screened at treated for diabetes and hypertension in 2021. For instances total cases treated for hypertension increased from 3,824 in 2017 to 7,422 in 2021 whereas diabetes cases treated increased from 1,724 in 2017 to 3,327cases in 2021. To supplement immunization activities have procured & install electricity powered EPI refrigerators (AC) in 11 health facilities that have access to the national electricity 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 grid. Garissa Regional vaccine depot is now renovated with support from UNICEF and is now operational. During the period the health sector has registered 13,000 indigents with NHIF and is currently active for care. The health department has a total work force 1700 health care workers that provide health care service delivery to its 90 public health facilities. Most of the workforce are not indigenous and hence get transfers or desert ones they get opportunity in their home counties of origin. The health department will continue replacing and hiring more HCWs to provide quality health care as need arise and replace those lost due to attrition. The health department has scaled up emergency health and disease outbreak response by mobilizing partners who have been supporting outreaches to hard-to-reach drought hit nomadic population with lifesaving health & nutrition interventions. Disease outbreaks response has been timely. The department has effectively responded to Covid-19, RVF, Kalaazar, Cholera, and measles during the period under review. The emergency operation center is now functional and active. Despite myriad of challenges including COVID-19 Pandemic, persistent drought coupled with limited funding the sector has progress in improving access and coverage of key health indicators. The COVID-19 outbreak has interrupted the basic health service; however, the department has vaccinated a total of 66,194 with cumulative tests conducted so far 3, 5165, with confirmed 3,287 cases and a total 151 deaths during the period under review. Over 95% of health funding comes from the County government while the remaining 5% comes from health partners closely working with County government. Some key donor partners include World Bank, Danida and UNICEF among others. Almost 70% of the health funds allocated is used on personal emolument while the rest are used for medical products, technologies, and infrastructure development. The County health department budget has been on upward trajectory since devolution started and is positively contributing term of performance. The health sector has achieved a well-designed system of fiscal management; evidence-based planning, effective human resources planning, proper and effective coordination, political goodwill and selfless leadership will ensure efficient and effective service delivery. The sector has successfully developed several projects that include construction and equipping of Cancer centre at Garissa County Referral Hospital with support from national government, Renovation/refurbishment of Masalani Hospital, construction of new dispensary block at Nunow, purchases of 3 utility vehicles to support the health system, Renovation/refurbishment of 5 blocks isolation centre, Supply and delivery of adjustable hospital beds for covid-19 isolation centre, Supply and delivery of bed side lockers, ongoing construction of 50 bed capacity Covid-19 isolation ward, construction of a warehouse at GCRH, extension of OPD block and purchase of new 3 ambulances to support and improve referral services. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

2.3.3 Agriculture, Livestock, and Pastoral Economy Overall, there were considerable achievements in the agriculture sector at outcome levels with most of the strategic targets achievements averaging over 50% in spite of the external and internal challenges faced during the 5-year period. The sector has generally experienced increased number of farmers (especially women and youth) engaged in agricultural value chain enterprises including live animal trade, camel milk, meat goat, honey, tomato, and horticulture. Additionally, there is marginal increase in daily incomes of value chain actors from KES 103 to KES 425 per person per day as demonstrated by the average increase in gross margin of the business across the value chains. The improved performance of the value chains in the County is attributed to increased adoption of technology, innovations and management practices (TIMPs) by value chain actors (estimated increase from 5% to 10%), improved management pests and diseases, increased aggregation and group marketing of products through common interest groups, producer organizations and cooperative societies & increased pluralistic extension models including use of farmer service centers, lead farmer model and involvement of private service providers and input suppliers. Agricultural value chain actors (VCAs) are also beginning to appreciate the importance of business planning as a tool for guiding and monitoring growth of an enterprise as shown by increase in the number of VCAs with viable business plans compared to start of the period. 2.3.4: Gender, Social Protection, Culture, Youth and Sports The department of youth affairs jointly with partners managed to identify and train 300 youth on agribusiness in the sustainable system programme in the years 2019 and 2020. The department also trained livestock and agricultural extension officers on youth and gender mainstreaming issues in the county. These officers were later linked to the youth groups for mentoring and extension services. Youth policy was formulated and adopted in 2020 and 2021 awaiting implementation. The youth policy creates several affirmative action and coordinating structures to promote mainstreaming of youth issues in the county. Youth capacity development through training on business plans and financial records keeping for 300 youth also done. Several youthful sports clubs participated in inter and intra-county sports competition. Garissa county winning as runner up for KYISA games in 2018 and 2019. the gender policy was formulated and adopted in 2020 and 2021 awaiting implementation and roll out in sub-counties. In 2018,2019 gender sensitization was carried out in the sub-counties. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Female genital mutilation acceleration in the sub-counties (16 days of GBV awareness) Sensitization of community on child protection, nutrition and safe parenting was done jointly with the state department of children services. Cash transfer for vulnerable households affected by the recurrent drought. This is achieved through partnership with national, county and NGOs. The county has 3 safe centers which are in Kora Kora, Dadaab camps. 2.3.5: Water, Environment, Energy, climate Change & Natural Resources Management At the beginning of the plan period, the proportion of households with access to clean and portable water stood at 60%. At the end of the plan period, the proportion increased to 70% due to drilling of 70 boreholes countywide, construction of five water reservoirs that increased water storage and availability. This also reduced the water trucking sites by 30% since most of the intervention is located along the livestock migratory routes. Water borne diseases has reduced due to the improvement of water abstraction. The sector also managed to Construct of 50 smallholder irrigation schemes along the river tana with introduction of 3 drip irrigation shade nets in three different locations. Six kilometers of pipeline was laid in 4 irrigation schemes, and this has enhanced the conveyance of irrigation water efficient system. Other key achievement in the irrigation sub sector is the introduction of solar powered pumping sets in 5 irrigation schemes that reduces cost of production and reduces the greenhouse gases (GHGs). The number of households with access to electricity increased from 20% to 48% with the household having access to clean fuels technologies increasing from 30% to 50%. This has led to reduction of number of hours spend in firewood collection by women and girls, reduction in firewood and charcoal usage and reduction in indoor air pollution. Strategies employed to achieve this included distribution of clean improved jikos, and expansion of electricity connection. Electrification from renewable energy sources within the trading centers also increased from 15% to 23.5% contributing to more disposable incomes in households due to increased number of trading hours. Through the massive tree planting exercise that was undertaken in all government institutions (schools, higher learning institutions, community households etc.). 400ha of degraded lands in refugee camps was also rehabilitated by the County government of Garissa in partnership with UNHCR with its implementing partners (RRDO & FAiDA) and this was done through establishment of fruit orchard in schools and greenbelts. The County government has also planted 2000 assorted seedlings along the Kismayu and lamu road and these has improved the aesthetic value of the town. The County Government of Garissa has also undertaken greater strides in reducing the vagaries exacerbated by climate change and this was done through the development of Garissa County Climate Change Fund Act 2018 which obligated the County Government to set aside 2% of the County annual development fund to locally lead climate actions. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 The county forest cover has increased from 7.01% to 14% tree cover in last five years and this was achieved. 2.3.6: Trade, Investment, and Enterprises  Construction of 11 no. stalls constructed at Garissa township and they are now operational.  510 weighing instruments,1875 weights and 13 measuring instruments verified at Garissa township for 3 months raising a revenue of KShs. 260,880.  Calibration of working standards at the National weight and measures laboratory.  Collection of stamps and dies from the national weights and measures headquarters.  Establishment of100M revolving fund (micro finance loans)  Enactment of Garissa County Revolving Fund Act and Regulation 2018.  Enactment of Garissa County Investment Development Authority Act2018.  Establishment of Garissa Investment Development Authority (GIDA).  Formulation of Garissa market Policy at draft stage.  Formulation of Garissa County trade policy at draft stage.  Participated in National Trade Fair and Expo at KICC Nairobi.  Participated in the East-Africa Jua-Kali Nguvu Exhibition at Eldoret.  Conducted five Business Skill (TOTs)trainings and Two staff induction.  Conducted one staff performance appraisal and contracting system.

2.3.7 Roads, Transport, Public Works, and Housing The sector has made improvements in the roads department by adequately utilizing all funds received for maintenance from KRB, within the required time frame ensuring no loss of funds, resulting in surpassing of targets in roads maintenance program. 3700kms of roads were graded against a target of 2000kms, 1600m of drainage culvert installed against a target of 1200m. however the challenge was in expansion and upgrading with 100kms upgraded to gravel standards against a target of 300kms and 15no drifts constructed against a target of 24. The department also had 3.4km of roads upgraded to bitumen standard and 4kms re-carpeted in Garissa township through donor funding. The public works and housing department succeeded in tendering, preparation, execution and supervision of infrastructure projects including The County Headquarters, Health headquarters, Masalani and Bura Sub-County office facilities, Dispensaries, Offices and ICT centres in all wards. The works building was also rehabilitated with ongoing monitoring and evaluation to track the progress of infrastructure project implementation. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2.3.8: Education, Communication, ICT & e-Government The sub-sector aimed to increase access to and improve on the quality of Early childhood development education and vocational training. The sub-sector targeted to construct 60 ECDE classrooms out of which 10 ECDE classrooms were done during the plan period. The rate of enrolments increased from 11005 in 2018 to 18,746 in 2021 due to these interventions. The sector has a developed ECDE meals policy and is currently amending the ECDE Act 2014 to align with National ECDE Act. The sector has awarded over 100 million shillings in scholarships targeting 10,000 students annually from vulnerable families to increase access, retention, and transition to education. To increase the enrolment, access, retention, completion, and quality of TVET services, in addition 10 instructors were employed and training equipment purchased for all TVET centers which increased enrolment rate from 54% in 2018 to 80% at the end of the plan period. The government facilitated the retention and completion of the course by offering students a capitation grants of 15,000 KES per student and introduced new courses that are more attractive, and market oriented to students. The department intended to connect all Sub counties through National Optic Fiber Backbone Infrastructure (NOFBI) which is a government initiative to enhance universal access to affordable ICT countrywide. The connectivity was done at the County Headquarters providing high-speed internet which now requires to be extended to other departments and sub-counties. ICT incubation hubs were constructed in all the Wards but due to inadequate resources, they have not yet been equipped.

2.3.9 Lands, Physical Planning, and Urban Development In the plan period, the urban development sub sector targeted to beautify Garissa Town. At the end of the plan period, the sector achieved a 100% Garissa Town beautification through rehabilitation of the main CBD roundabout, Tarmacking of urban roads and planting of trees along major roads. This achievement is attributed to additional funding in the form of conditional grant from the Kenya Urban Support Programme and County Government of Garissa. The County Government in collaboration with the Ministry of lands and physical planning, Kenya Informal Settlement Program (KISIP) and the National land commission have managed to plan and survey the following settlement areas; Riig, Makhanu, Ikadeq, County and Namu settlements. Apart from having well planned settlements, the project has improved issues of security of tenure of land as one of the project outputs is issuance of title deeds.

2.3.10 County Affairs, Public Service, and Intergovernmental Relations The department undertook construction and completion of county headquarter, in the same period construction and completion of State Lodge at Bura, and Masalani. The sector has hired personnel and trained. Public Participation Bill was passed by the County Assembly, Municipal & management Board Bills was passed as well as the development of Human Resource policies and procedure manuals. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2.4: Challenges 1) COVID-19 pandemic has adversely affected all sectors including; public engagement during planning and budgeting, CIDP Medium term review, revenue collection, Health, education, disrupted businesses operations where most of the businesses were either temporary or permanently closed leading to loss of jobs to many workers, also county development projects were to suspended to carter for more pressing emergency needs. 2) There was a challenge in local revenue collection, and this was mainly contributed by manual revenue collection leading to spillage of revenue and finding appropriate revenue collection system has been challenge to the county. Other challenges include untapped revenue sources like parking fees, land rates, lack of valuation roles, lack of enforcement, Undesignated parking area, poor regulations in administration of revenue collections. 3) Ballooning wage bill has been a problem in the budget process that led to non-compliance of fiscal responsibility principles. 4) Lack of County statistical abstract lead to sectors adopting unreliable baseline data and also challenge in monitoring progress and indicators performance. 5) Frequent and severe hazards (droughts, floods, Covid 19, Desert Locust, livestock disease outbreaks and conflicts) leading to Disaster hence reallocation of resources to respond to them. 6) Cash flow problems attributed to delays related to exchequer release hence affecting implementation of the budget. 7) The County had a lot of gaps in policy formulation in almost all the sectors, the few policies that were developed were funded by partners in the last five years and still the policies developed are pending for approval in County assembly. These gaps in policy formulation affected sectors in their implementation of programmes. 8) Use of IFMIS have centralize payment at the county HQ which leads to offices at the sub counties non-operational hence more marginalized. 9) Lack of county resource mapping and identification of viable investments opportunities to attract investors imply that much of the potential investments that generate potential revenue for the County like Gypsum, modern farming and renewable energy is under or unexploited. 10) Weak monitoring and evaluation of projects and programmes and adherence to CIDP: Generally, aligning programmes and projects to ongoing plans and adherence to CIDP, monitoring and evaluation, and reporting of projects were weak in all sectors. Partly, this is attributed to limited capacity and skills within the sectors to monitor and evaluate programmes and projects, lack of clear monitoring and evaluation plan and weak delivery unit that could effectively and efficiently monitor projects and programmes. Overall, this has implication on the rate of project implementation, project and programme quality and initiation of projects with limited impacts and lessons for replications. 11) Political interference in implementation of projects: Some projects have preference to the executive than others or driven by political or territorial interests. This lead to poor prioritization. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 12) Lack of climate proof infrastructure - The high variability of floods and droughts is likely to increase with global climate change. Water harvesting, storage and other sanitation infrastructure need to be planned, designed, built and operated in a way that anticipates, prepares for, and adapts to changing climate conditions. It can also withstand, respond to, and recover rapidly from disruptions caused by these climate conditions. 13) Lack of coherent land Policy - There is no comprehensive land master plan covering use and administration, tenure and security, and delivery systems of land in the county. This has resulted in low investment in land development, underutilization of productive land and lack of access to land for livestock development. 14) Inadequate disaster preparedness and Response - There is low preparedness, response capacity and coping mechanisms in the event of disasters such as drought, floods, fires, dis-eases and pests. In extreme cases, loss of livestock occurs early warning and response systems need to be strengthened. 2.5: Emerging Issues a) The effects of climate change have unprecedented effects on population health. Effects of severe droughts like malnutrition, lack of access to water and related disease outbreaks eg cholera are some of the key emerging issues the County is grappling with. Others include outbreak of vaccine preventable diseases like measles due to reduced herd immunity and reduced access to health services due to population movements in search of pasture and water. COVID- 19 pandemic remains major challenge and threat to human health. The County still records the lowest vaccination coverage in the Country. b) The emerging burden of NCDs is key concern for Health policy makers and will need a robust programme and partnership to halt and reverse the NCD burden. c) Floods - intermittent floods especially along the Tana River irrigated belt led to destruction of irrigation infrastructure, crops, and human displacements from their farms considerably long periods. Recovery efforts were slow as there was no contingency kitty. d) Desert Locust Invasion - several waves of invasion were experienced during the short rains season (OND) 2019 and the long rain season (MAM) 2020. This migratory pest affected the entire county with severe effects recorded in 17 out of 30 wards. The response actions were initially uncoordinated because of lack of preparedness of relevant actors. This pest had last invaded almost 70 years back. Its effects included depletion of forage and browse for livestock, destruction of crops and lowered crops and livestock value chains productivity in the affected areas. Resources were reallocated to respond to the emergency and livelihoods restoration. e) Refugee integration into local community through Garissa Integrated social economic development Plan (GISEDEP) and the Comprehensive Refugee Response Framework (CRRFF) which is an international framework where Government of Kenya is a signatory. f) Due to cross-county border conflict emanating from pastoral migration looking for water and pasture that causes loss of life, livestock banditry and properties. These requires up scaled 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 intergovernmental relation between counties and national government security apparatus and frequent engagement of community elders in peace building and cohesion. g) Digital economy and revolution - as the emerging new ecosystem, the need to embrace digital technologies that will fundamentally change business models, institutions, and societies. h) Climate change is increasing the frequency and intensity of droughts and floods, which exacerbate water insecurity, disrupt supplies, and devastate communities, degradation of forest and forest resources. Meanwhile rapid urbanization is increasing water demand especially the sub county headquarters and Garissa township, unplanned solid waste disposals, shrinking of grazing areas and indigenous species. i) Bottom-up economy Model – Following the incoming of the hustler government, there is discussion of hustler fund which is meant to support the SME’S to fill the political pledges of H.E William Samoei Ruto. j) Boda boda has created job opportunities for the community members but has also been linked to insecurity cases in the community. 2.6: Lessons Learnt i) CIDP has become an important tool for coordinating partners in implementation of sector priorities; Garissa County and USAID have a programme called PREG (partnership resilience economic growth) where we jointly co-create, co-plan and co-invest. ii) Cross-sectoral partnership and collaboration during COVID-19 Pandemic response has laid foundation for productive partnership for delivery of better health services through strengthening of system. iii) COVID-19 Pandemic has shot strong spotlight on our weak primary health care system and need to build strong and resilient PHC system. iv) The Climate change reality and persistent drought calls for strong resilient and mitigation interventions through humanitarian -development nexus as opposed to reactive responses. v) Community participation of health programs reduce disease incidence and prevalence and equally improve health seeking behavior. vi) Domesticate the national strategy for dealing with migratory pest and invasive weeds to be able to improve coordination of actors to better respond to migratory pests’ invasion. vii) There is need to initiate public-sector reforms and transformation. Investment in the civil service will greatly influence service delivery to the citizens. viii) Leveraging on Public private partnership engagement and building synergies with partners is critical for mobilization of resources for programme & project implementation. ix) Use of County Steering Committee in monitoring & evaluating project has enhanced coordination among the two government and reduce duplication of work. x) Automation of County Service Delivery - The County Government needs to initiate e- Government services to enhance efficiency in service delivery. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2.7: Natural Resource Assessment The Tana River runs along the western border with Tana River County. However, it covers very little portion of Garissa County as it forms part of the county boundary with Tana River County. It forms sources of water for Garissa Town and a number of centers located along the river e.g. Balambala, Nanighi, Bura and Masalani. Garissa is low-lying and flat, with very little surface water other than the Tana River and a few seasonal rivers that only flow during the rainy seasons. Most residents of Garissa County access groundwater using boreholes, between 150 – 300 m deep, mainly located in Merti aquifer and shallow wells. The northern and central parts of the county lack ground water, making them highly inhospitable during dry periods. Table 13: Natural Resource Assessment Name of Dependent Status, Level of Opportunities Constraints Existing Sustainable Natural Sectors Utilization & for optimal to optimal Management Resource Scenarios for utilization utilization strategies future River Tana  Agriculture  Declining water  Best practices  Water  Monitoring of water  Irrigation levels – expected in wastewater levels levels and quality  Fisheries to further management declined  Regulate waste water  Tourism decline because and wetland  Water and effluents from  Health of population conservation in quality farms and other  Water increase and some farms deteriorate sources  Livestock climate change.  Encourage d from flash  Extension services to  Wildlife  Water quality conservation of floods(affec cover waste water expected to water ting quality treatment  Energy decline due to  Livestock of fish and management increased watering other farming  Increase food aquatic activities, flash security animals floods, turbidity, through excessive use of irrigation water in the upstream Wildlife  Environme  Wildlife  Can improve  Drought  Creation and nt population tourism  Poaching strengthening of  Tourism decrease due to through local  Encroachm community persistent and foreign ent conservancies. drought, tourism  Human  Gazettement of poaching and activities. wildlife wildlife community encroachment of  Employment conflict conservancies their habitat. creation  Climate  Development of  Human-wildlife  Increase change Conservancy conflict due to biodiversity  Diseases management plan limited  Recruitment of wildlife resources rangers available  Disease Surveillance & vaccinations 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Name of Dependent Status, Level of Opportunities Constraints Existing Sustainable Natural Sectors Utilization & for optimal to optimal Management Resource Scenarios for utilization utilization strategies future  Opening of water corridors (malka)  Environm  Abundant  High potential  Lack of  Domestication of Minerals ent and minerals and geological national mining bills (gypsum, natural available which opportunity for mapping and policies sand, resource are yet to be economic  Inadequate  Conduct geological gravels, s exploited. exploitation exploration mapping and estimate limestone,  Roads  Unregulate quantity in place per and d local mineral and public harvesting marbles) works  Lack of  Tourism mining  Industrie policy and s legislations Forest  Environm  Decline of forest  wildlife habitat  Lack of  Carry out forest (BoniIjara, ent cover and it may  medicinal forest data inventory riverine,  Wildlife continue to  construction  Over  Develop forest dry  Tourism decline due to  fuel production dependenc bill/policy  Livestock population  fodder for y on  Rehabilitation of the woodlands  Energy increase, livestock charcoal degraded areas ) fragmentation,  Housing  sustainable  Illegal  Forest Research  Health over wood fuel logging including creation of dependency of production  Forest seed centers for charcoal & illegal  climate diseases indigenous species logging regulation  Forest  Sustainable charcoal  Flood control degradation production  Soil stabilization  Invasion of  Development of invasive nursery centers weeds such  Undertake massive as tree planting exercises Prosopisjuli in form of agroforestry flora on farms, plots and (Mathenge) institutional lands reducing especially schools, biodiversity colleges, heath facilities cover in  Gazettement of critical ameliorated forests as sites e.g. county/community riverine managed forests areas and  Recruitment of county around foresters, forest settlements rangers and  Climate community scouts change 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Name of Dependent Status, Level of Opportunities Constraints Existing Sustainable Natural Sectors Utilization & for optimal to optimal Management Resource Scenarios for utilization utilization strategies future  Support to community based forest/natural resource institutions (e.g. CFAs, WRUAs), their customary/local bylaws and implementation of their management plans  Support to county forest conservation committee supervise forest issues Ground  Water  Water level  Irrigation  Persistent  Forest protection water/Spri  Livestock diminishing & may  Livestock drought  Sustainable utilization ngs/lakes  Agricultu continue to watering  Over  Appropriate water (Benanay re decrease  Flood control abstraction conservation springs,  Tourism  Decreased water  Agricultural  Pollution  Water policy  Environm quality production  Climate  Support to community Lake Jerey, ent change based forest/natural Lake  Flash floods resource institutions Ishaqbini, &sedimenta (e.g. WUAs, WRUAs), Waso tion their customary/local Plains, bylaws and Rahole) implementation of their management plans Renewable  Energy  Untapped  Irrigation  Lack of data  Carry out baseline energy  Environm resources but  Rural on viability survey. (Solar/win ent there is an electrification  Lack of  Develop/formulate d/Biomass)  Agricultu opportunity for  Domestic use technology County Energy bills & re future  Water pumping & technical policies.  Tourism exploitation  know how.  Support the tapping of  Water  Financial solar, wind and  Educatio constraints manure/Mathenge- n  Lack of based biogas  Health policy & production.  bills  Lands Agricu lture Blue -Fisheries Untapped resources -Fishing  Lack of data  Carry out baseline economy ( -Water but there is an -Employment on viability survey on the ocean Darul- -Agriculture opportunity for opportunities for stretch. -Livestock future exploitation youth 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Name of Dependent Status, Level of Opportunities Constraints Existing Sustainable Natural Sectors Utilization & for optimal to optimal Management Resource Scenarios for utilization utilization strategies future Salam – -Environment -Revenue  Lack of  Develop/formulate Hulugho) -Tourism opportunity for technology County blue economy the county & technical bills & policies. know how.  Support the tapping of  Financial the blue economy constraints production 2.8: Development Issues This section presents key sector development issues and their causes as identified during data collection and analysis stage. The information provided as indicated in Table 14. Table 14: Sector Development issues Sector Developme Status Constraint Opportunities nt Issue Finance Public Weak financial Unrealized own source Strengthen OSR administration and and Financial management revenue potential management. Economic management system Revenue leakages Identify new potential revenue streams. Planning Manual revenue collection Map revenue streams methods Complete automation of revenue collection Weak Internal Control Availability of Audit committee to systems Strengthen internal control systems Inadequate office space, Availability of lands for office construction operational tools, and equipment Inadequate social amenities in Provide social amenities in revenue revenue collection points collection points Weak enforcement services Availability of labour force in the county to Strengthen inspectorate and enforcement Poor statutory and Strengthen statutory and administrative administrative reporting reporting Weak record management Strengthen record management system system Manual audit processes Automate audit processes Inadequate technical capacity Capacity building for existing staff of existing staff Planning Weak Inadequate number of Recruitment of technical officers Research and institutional technical staff Identify fresh graduates for internships Development framework for Weak linkage among fiscal Strengthen linkage among fiscal policy planning, policy documents documents research, and Inadequate fiscal policy Develop non-existent fiscal policy development documents documents 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Develop County Sectorial plans Non-operationalization of Existence of Statistical Act. statistics function Availability of Staff Develop County Human Development index (HDI) Develop County statistical abstract Health Access to Poor access to Long distance to the nearest Availability of public lands for services healthcare healthcare health facility construction. Availability of private health facilities Weak referral system Availability of public land for construction. Availability of ambulances for referral Inadequate technical skills Existing technical skills in the labour market Inadequate specialized health Existing technologies in specialized health services services Commodity stock outs Existing technology in commodity management High cost of healthcare Availability of UHC policy High cost of healthcare Availability of health insurance covers poor health seeking behaviour Existence of CHVS for BCC poor settlement patterns Extension of integrated outreach services High cases of communicable Available preventive public health diseases information. Available storage facility for prepositioning of medicines Disease High disease Increased cases of non- Available early screening technologies outbreaks burden communicable diseases Available storage facility for prepositioning of medicines weak emergency response Existence of partners both state and Non coordination state actors specialized in emergency response. Availability of Contingency funds Emergency Poor Poor emergency response Existence of relevant policies and laws. response emergency infrastructure and equipment response Inadequate technical skills Existence of National Government for trainings. Livestock Low (i) Shortage of (i)Frequent droughts and -Huge population of livestock in the and productivity livestock feeds Degradation of rangelands; County – 7.3 mil, valued at 80.8B, Pastoral of livestock and water, (ii) (ii)Unregulated Cross -Existence of new County livestock Economy enterprise in High border movement of development policy, 2022, the County prevalence of animals; (iii)Low annual -Institutionalized Anticipatory Action (decreased livestock pest vaccination coverage; (iv) models/ Forecast based financing to rates of and diseases Limited knowledge of address slow onset crises, reproductio (iii) Poor farmers on livestock health -Governors manifesto to Construct n, weight breeding stock management; (v) Misuse of mega-scale water harvesting pans for gain, meat – high rate of antimicrobials and drug irrigated fodder production, resistance); (vi) Low farmer: 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and milk inbreeding and extension service providers -Concerted effort from community and production) loss of genetic ratio Ward and village levels partners to restore of degraded vigor, (iv) Low (1:1,800) instead of (1:400); rangelands - Conservancies adoption of (vii) High cost of production -KALRO ready to supply fodder seeds technologies, inputs (breeding seed, Vet suited to the dry-lands to farmers innovations, drugs, fodder seeds; (viii) practicing irrigation, and best-bet Lack of evidence-based -Ongoing plans for development of GIS management breeding programs, (ix) system and potential for integrated Practices Insufficient livestock and rangeland resource spatial mapping, (TIMPs) by livestock product data in the -Existing livestock diseases control bill to livestock value County for planning, manage livestock diseases including TADs, chains actors. (x) Very few research -Existing County one-health committee – products on TIMPs suited for need for Institutionalization, secretariat, the Pastoral settings, budget allocation, -Ongoing bilateral engagement with republic of Somalia and neighboring Counties on cross-border disease control (already MOU developed with FR of Somalia), -Ongoing negotiations with KEVEVAPI to Sign MOU with on sustained supply of livestock vaccines, - ILRI & KALRO on specific research on TIMPs suited for the ASALs, -Enhance the existing lead-farmer and farmer service centers models Limited (i)Low literacy Inadequate number of -Existence of County programs and enterprise levels of our effective service providers – NGOs supporting business plans development farmers, (ii) private, public and CSOs, development for VCAs – Women, Youth of livestock Lack of viable and SIGs including refugees – ASDSP II, value chains enterprise ILO, – Camel development -Availability of government funds/credit milk, Meat plans/business for youth, women, and SIGs – “Hustler Goat, Hides plans by the fund” and skins, value chain Beef actors, (iii) Develop low literacy IEC and SBCC Limited number materials for (Agro) pastoral of service communities for mindset change to providers – adopt livestock as a business model/ public, private commercialization, and CSOs. Inadequate Weak Lack of legal framework to Existing modern livestock markets in market cooperatives/p guide the development of Balambala, Modogashe, Garissa, Bura-East linkages and roducer cooperatives in the County, and Masalani. market organizations – Opportunity to modernize Dagahley and information weak Lack of seed capital to jump- Hagadera livestock markets and system aggregation, start and strengthen the slaughterhouses to serve both host cooperatives. community and refugees, Limited Enhance existing product aggregation transformation Inadequate facilities for value through robust cooperatives/associations (value addition of livestock products involving youth, women and SIGs addition) of leading to losses, including Refugees, products – Enhance development of product Milk, meat, processing facilities – Abattoirs, Milk fodder, honey, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 hides and skins, processing facilities, Tanneries, Honey for bones, both host community and refugees, Ineffective market information system Crop Low crop -Low acreage -Inadequate resources for -Availability of vast arable land, River Agriculture productivity under irrigation, agricultural extension Tana, and potential for water harvesting and rain fed (personnel, office for crop production agriculture infrastructure and -Governor’s manifesto to boost irrigation -Insufficient soil transport facilities) development fertility levels -Inadequate mechanization -Existing irrigation schemes -High incidence services -Presence of Garissa Agricultural of pests and -High cost of initiating Mechanization Station (AMS) and diseases irrigation schemes Agricultural Training Centre (ATC) -High post- -Unavailability of local soil -Recruitment of technical personnel; local harvest losses testing facilities graduates available of farm produce -Low adoption of TIMPs -Access to climate smart agriculture -Poor -Limited access to quality technologies - agronomic other agro-inputs, credit -Willing support from partners (NGOs) practices, facilities, and Agricultural and private service providers including use of research institutions -Existence of 4-K clubs in schools and out- low yielding of-school youth groups crop varieties -Presence of lead farmers and farmer -Effects of service centers climate change (droughts, floods) Inadequate -Weak farmer -Insufficient mobilization of -Local and external markets market organizations, producers into cooperatives -Existence of enterprise Common linkages and exploitative -Low investment into Interest Groups (CIGs) market trade brokers, marketing infrastructure -Willing support from private service information market including post-harvest providers in marketing, infrastructure, handling & storage facilities. -Online market information forums, farm access roads -Low transformation of crop produce -Inadequate market information Low -Low -Lack of entrepreneurial skills -Value chain approach to crop enterprise enterprise performance of -Inadequate financial services development, development enterprise value -Potential for agribusiness for the youth, for crop chains women and SIGs including Refugees, value chains -Low -Availability of financial institutions investment in -Linkages to women enterprise fund, crop value Youth Enterprise Fund, “Hustlers Fund” chains Cross- High -Low Minimal focus on nutrition -Access to sources of high nutritious cutting: Malnutrition production and sensitive agriculture foods (OFSP, HIB) planting materials levels consumption of 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Agriculture diverse nutrient -knowledge, Skills, -Extension messaging on agri-nutrition , Livestock dense foods at technologies (Trainings materials available) household level -innovation -Potential for kitchen gardening, backyard -Inadequate -SBCC poultry for household, schools for awareness on production of nutritious foods healthy feeding habits Inadequate No legal Lack of resources to finalize Enactment of the prototype CASSCOM communicati framework to the bill to enactment, bill to strengthen sector coordination, on, support coordination coordination of , and the sector, collaboratio n in the sector, Inadequate Lack of Inadequate financing for M&E -On-going efforts to set up a County capacity for centralized data activities based GIS with dedicated modules for data and repository Inadequate staff dedicated for sector data and information knowledge Skill gaps for M&E -Dedicated County Directorate for M&E management M&E and deployment of departmental focal persons Fisheries Low fish Poor fisheries Inadequate skills among Plans to excavate mega-pans in the productivity infrastructure actors/stakeholders on the County, (inadequate fish production, Increased local demand for fish, number of Increased adoption of fishpond fishponds, cold Inadequate supply of technology in the County, chains) fingerlings, Fish pest (including lack of fishing predation) and diseases, gears Cooperativ Weak Poor Lack of cooperatives societies Customize the existing prototype County es cooperative cooperative policy, strategy, and bill, cooperatives societies policy, strategy, Developme societies/Ass culture, Lack of sharia compliant and bill, nt ociation in Inadequate credit facilities, Existing cooperative societies and POs in the County Sensitization, Insufficient number of crop and livestock value chains, trainings, qualified and experienced Existing CIGs, VMGs and livelihood coaching & cooperative officers in the groups that can be federated to mentorship for County, cooperatives/societies, cooperative Emergence of sharia compliant revolving societies fund in the County, Youth Youth -High -Shrinking labour market -Youth demographic dividends Development unemployment -Mismatch between skills and -Availability of policy development rate demands consultants. -Low uptake of Inadequate resources(funds) -Special group’s representation at the vocational skills -challenges in accessing county assembly to lobby for youth issues. -Drug and national identification -Willing partners from national and other substance abuse documents. developmental partners. --inadequate -low uptake of existing -Formulation and implementation of career guidance economic empowerment youth Policy and legal frameworks targeting youth programmes like youth -Low economic enterprise development status funds. -Negative mindset on technical skills 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 -Conflicts (VE, radicalization, and clan conflict) Sports Sports -Inadequate -Resource constraints -Availability of large youth population development promotion of -low mentorship -Existence of sports facilities sports -underdeveloped sports -presence of partners (state and non-state -Untrained facilities actors) coaches -inadequate devolved services -Digital revolution -lack of modern at grassroots level sports facilities such as stadiums Gender Mainstreamin -inadequate -Inadequate funds -Existence of large pool of state and non- g gender knowledge of -lnadequate skills state actors with gender programmes issues into technical -lack of Gender -technical know how government departmental mainstreaming policy. programing staff on Gender -Lack of gender audits in the and planning mainstreaming county sectors and gender responsive budgeting -Low public participation and citizen engagement on matters of development Gender Gender based -inadequate -Inadequate funds -Existence of large pool of state and non- violence and awareness on - low community awareness state actors with gender programmes sexual SGBV on GBV mitigation and -technical know how exploitation -weak SGBV response Linkages and - Infrastructural challenges referral including lack of safe houses, pathways vastness, poor road -difficulties in networks. weak accessing justice implementation of laws and - lack of safe policies, cultural practices, structures and and norms like maslaha services for system GBV survivors - Inadequate psycho-social and economic support for vulnerable groups for safe and secure families and communities. -absence of psycho social counselling targeting young families. -High illiteracy level in the 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 communities -Poverty Social Protection -inadequate -Inadequate funds -Existence of social protection services protection services protection -low community awareness -Existence of partners supporting social services including child measures for on existing protection protection programmes like cash transfer, neglect, child vulnerable services GBV and child protection labour. groups -cultural norms and practices -Existence of coordination structures - late including harmful practices within the county registration of against children and women -Existence of Child protection children information management system (CPIMS) -lack of -Skilled labour work force childcare facilities -Existence of National policies, legal -inadequate frameworks, and programmes on social child protection protection such as the national parenting centres in the programme. county Culture Promotion -Inadequate funds -Existence of cultural groups and -low community awareness -Existence of cultural centre preservation of culture unsustainable -Persistent and -High cost of O&M services -Existing water supply infrastructure Water access to devastating -un planned settlements -Governors’ commitment to increase water droughts -Climate change water service access. services -Limited, ageing -Inadequate resource -Investment in green energy and dilapidated - inadequate legal frameworks -Availability of sectoral support ie NG, water (water policy and regulation) developmental partners, Donors, CSR infrastructure - Limited access to ground projects -Increasing water potential -Availability of permanent water sources water demand -inadequate technical staff (River Tana& Merti aquifer) (Population -inadequate capacity of water -Availability numerous seasonal rivers for increase) management committees harvesting flash floods. - Evolution of -availability of trained personnel user -Existence County water management act expectation and 2018 political -Formation of GARUWASCO pressure. - inefficient and ineffective service delivery - Poor management of water schemes Irrigation Poor High cost of Inadequate funds for -Water harvesting and storage facilities Irrigation investment investment -Use of efficient water technologies infrastructure Availability of County irrigation policy Development Lack of document - Irrigation master plan. Reduced production and There is potential for Recruitment. destruction of irrigation Training Frequent infrastructures. Floods and Non-recruitment -Diversion of flood water into the droughts hinterland and construction water storage facilities -Availability of irrigation master plan 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Extreme -Availability of guidelines for climate Climate change proofing - availability of guidelines for irrigation Inadequate designs number of technical staff ENVIRON Poor - Unplanned - Weak Environmental - Existence of environmental laws MENT Environmenta & Governing structures in the country e.g EMCA CAP 387, waste l management mushroo - Lack of County management Act 2022, public health act systems ming Environmental Action CAP 242 settlement plan - We have Gazetted environmental - Poor - Lack of spatial planning inspectors. waste - Existence of NEMA county office manageme Inadequate allocation of funds which can enforce environmental nt systems compliance - Non- complianc e to regulatory laws - Weak enforceme nt of existing environme ntal regulation s. ENERGY Untapped Lack of county - Lack of bankable - Adequate sunlight with the suitable renewable energy plan investors intensity which can be harnessed. energy - Weak coordination - There also high potential areas for resources Lack of between the county, wind energy technology national government - Potential for biogas expertise to on other renewable - Willing development partners exploit energy who welling to fund green energy renewable - Inadequate staffing energy - Low capacity of the staff resources. Lack of data on wind, solar, biogas CLIMATE Loss of Lives Extreme - Low resilience of the - There is adequate Climate policies CHANGE and weather events communities. & laws in the country e.g Climate Livelihoods (droughts, - Increased vulnerability change act 2016, policy, NCCAP, floods, wildfires to pest and diseases NAP, NCRS 2010 famine & - Poor capacities of the - National climate finance mechanism migratory pest) ecological systems - County climate change fund act - Lack of spatial planning 2018 Destruction of - Poor coping strategies - There is the financing locally lead carbon sinks e.g - Inadequate capacity of climate action programe (FLLoCA) forest reserves the community and - Existence of county climate information service plan (CIS) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 & emission of technical staff on - There is also existence of global GHGs climate change issues. finance mechanisms e.g GCF, GEF, SCCF, LDCF, Forecast based - financing (FbF) etc Natural Unsustainable Illegal logging - Inadequate staffing - Political goodwill by the national resources use and - Inadequate and untimely government to achieve a target of degradation Charcoal forest patrols 30% tree cover by 2022. of forestry burning - lack mobility. - Partners interest on afforestation and allied - lack of county legislation programmes resources. Population on forestry - National strategy on agroforestry increases. management - Expansive land for afforestation and - Inadequate budgetary regeneration High demand of allocation - Abundant prosopis species that can wood energy - be exploited for charcoal, construction materials, firewood, Poverty & over dependence of charcoal briquets, biogas, pods for animal feeds and nutrition forestry resources supplement Menace of invasive species e.g prosopis julifora Extreme weather events e.g., droughts, wildfires Transboundary resource-based conflicts Untapped Lack of - Lack of technical staff - Existence of large deposits of mineral geological - No county legislation mineral resources resources mapping - Lack of artisanal mining - Mining act 2016 committee - Expansive land for gypsum On natural processing plant resources in the - Availability of willing investors county Poor wildlife Lack of county - Inadequate of staffing - Existence of gazetted national conservation law on wildlife - Inadequate skills on reserves e.g boni, arawale & rahole conservation wildlife conservation & reserves and management - Existence of community management - Inadequate funding conservancies e.g ishagabin, bour- algy, waso, bura east, Weak - Existence of county wildlife community conservation and compensation structures committee Lack of conservation 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 management plan - Trade Business Lack of -Inadequate information -Willingness by the government to information information to storage center and equipment support in establishing the centers. centers. investors and -inadequate technical know- -Capacity building of the staff on relevant business how by the staff skills. community Entrepreneur -Lack of -Illiteracy level of the traders -Enhance capacity building for traders. ship skills for business -Inadequate trainings on -Willingness from partners to support youth and management financial management by the SMEs on capacity building. women on skills by the business support providers. SMEs. youth and women on financial management and development of business plans. Market sheds -Inadequate Unconducive environment -Availability of high number of traders. stalls for traders for traders. -Availability of land /markets -High demand -Establishment of market shed for market -Trader’s sensitization on the market sheds. usage Mapping and Lack of accurate -Limited budgetary allocation -Skilled personnel at the county documentatio data for -Limited technological physical planning department n of business purpose of Knowhow on operating the - premises. direction. GIS. -Willing support from development partners (Mercy Corps) Investment Trade -Lack of trade Communication barrier -Existence of Garissa Agricultural show. s exhibitions exhibitions and among the traders and the -Willingness from exhibitors and and investment clients investors to participate in the forums. investment forums. -inadequate awareness about -Enhanced coordination amongst the forums. trade and agricultural shows stakeholders by the locals -competing priorities in terms of funding government programmes Creation of - Provision of - High cost of constructing - Significant increase in number of markets enabling trade standard markets constructed since devolution environment information to - Lack enough public land - Potential funding from national for business stakeholders near market centers. government and other donors with growth -Conduct enough mobilization effort. research on trade related matters -Facilitate Market infrastructure development 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 - Conduct business skills training for MSMEs Industry Industry - High cost of - Lack of industrialization - Availability of land for Jua kali park development industry policy - Available national policy that can be and value installation -Lack of industrial customized. addition - Lack of development park to harness prioritization by talents. the county government in the previous plans Enterprise Survey on No baseline -Lack of willingness from the -Enough staff to undertake the Developme Wholesale survey on the business community to be exercise(survey) nt and retail number of engaged businesses existing wholesale and retail businesses in Garissa county Access to -Absence of -Inadequate funding. -Goodwill from the leadership (Included trade sharia compliant -High demand for the credit in the Governor’s manifesto) credits(revolv credit facilities services. -Availability of partners willing to work ing funds) -High with the county (LMS) unemployment rate Association Lack of -Lack of financial capacity by -Willingness from the MSME Authority to formation assistance from the potential associations assist the associations- MSME Authority and -Unawareness on the -Political good will from the government other importance of the (Governor’s manifesto) institutions associations Weight and Unfair trade -Lack of -Lack of funds to verify the -One qualified inspector of Weight measures practice verification of equipment. &measures traders -Inadequate technical staff -Inherited weight and measure from the weighing and former NEP Office measuring equipment. Calibration of -Lack of -Inappropriate storage and -Calibration is done by weight and working required handling of the equipment. measures department of the national standards standard -Lack of facilitation in terms government for free accuracy of funding -Training of staff is done by the weight and -Inadequate technical staff measures of national government Tourism Promotion of -Human/animal -Lack of staff quarters -Improvement of conservations conflict -Inadequate staffing conservancy . -encroachment Camps in the county. of the -Willingness from the government to conservancy support the conservancy (Governor’s areas by the manifesto neighboring Low tourism -Inadequate -Insecurity -Rahole game reserve development revenue from -Harsh climate -Natural resources like River Tana the sector -Inadequate staff -Hotels in Garissa 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 -Few tourisms -NGOs support sites -Improving on the standards of hotels -Lack of classified hotels Roads Road’s Inaccessible Limited budgetary allocation Availability of partners e.g., KERRA, infrastructure road transport KURA, KeNHA infrastructure Transport Poor urban Increase in number of new High demand for accessible roads management social amenities creating demand for construction of new roads Poor fleet Limited capacity of road Training opportunities by National management contractors Construction Authority and maintenance Public Inadequate Conflicting priorities amongst Existing Public participation fora during Works office space implementers and budget making process for county stakeholders affecting government implementation of road staff projects Poor safety High cost of road Availability of labour and materials for levels of construction and road construction and maintenance buildings maintenance Housing Inadequate Limited access Limited number of -National Government goodwill in affordable to affordable government housing unit support of the program housing and decent Insufficient land for housing available private sector ready to invest in housing units development the sector -high cost of Poor state of government High demand for government housing unit building housing units Existence of government housing unit material limited budgetary allocation. -Lack of Availability of undeveloped land incentives for lack of training on private sector appropriate building development technologies Education. Access to Proximity to the Poor access roads Existing Primary Schools early nearest learning childhood institution. Inadequate funds Existing Policies and legal frameworks education. Inadequate Lack of land for construction. Existing Security forces infrastructure. Inadequate ECD Instructors. Insecurity Access to Proximity to the Poor access roads Establishing Hostels in the existing VTC’s vocational nearest training. Vocational train Inadequate funds Introducing short courses. ing centre. Lack of land for construction. Introducing inter-County Exchange Inadequate programmes. infrastructure. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Existing Security forces Inadequate VTC Instructors. Insecurity ICT & e- Poor Poor Internet Low ICT literacy levels Invest in Modern Server Room/ Primary Governme Infrastructure Connectivity Data Centre with Clean Power, Security nt and Poor network coverage and Connectivity solutions to all connectivity departments and Sub-County offices. Lack of Basic ICT equipment Invest in Dedicated servers for management of shared resources: Database, Web Applications, Poor Network Communications Servers, Knowledge infrastructure- Management System (Indigenous LAN/WAN, Knowledge/Success stories) and Digital mobile phone economy. Poor electricity Invest in Secure Storage, Additional connection Computer related hard wares: Pcs, Laptops, iPADs, Data Centre, Call Centre Lack of Business Continuity premises mapping and big data capturing plans- servers, and storage facilities. network attached Equip County ICT Incubation Hubs, E- storages, data Library, ICT Centre of Excellence, ICT back-ups. Self Service Kiosks/Huduma centers Inadequate funding physical Urban Poor urban Poor street lighting Availability of solar power for street planning development infrastructure lighting and urban developme nt Out-door advertisement Poor motorized and non- Existence of partners like world bank, motorized system KERRA, and KURA Poor waste management Existence of technology in waste recycling system Poor storm water Existence of partners like world bank, management KERRA, and KURA Weak emergency response Partnership with Kenya Red cross and system other partners Limited access to safe water Availability of GAWASCO. Availability of willing partners Limited access to sewerage Availability of GAWASCO. connection Availability of willing partners Poor market infrastructure Existence of partners like world bank and other willing partners Lack of urban by laws Existence of National legislation 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Lack of Institution to manage urban centers Lack of delineated urban area boundaries Land Poor Delay in approval of updated Increased demand for urban development Lands administratio development land use plans n and planning control Lack of an approved county Availability of draft plans spatial plan and local land use plans to guide development Unapproved development Existence of legal framework for development approvals Poor land Manual public land records Availability of partners like UNDP, KUSP administration and other partners to support land digitization Encroachment in public lands Existence of maps to guide boundaries Lack of ownership record of Existence of government agencies for public land processing of ownership records Double allocation of alienated Availability of land audit report public land Limited modern survey Availability of modern equipment equipment Lack of GIS expert Availability of GIS experts in the Country and departmental staff establishment. Establishing GIS Lab by partners Lack of policies and laws Existence of National policies Lack of valuation roll Revenue enhancement strategy County Service Ineffective and Inadequate technical staff Availability of skilled labor in the market affairs and delivery. inefficient Intergover Service delivery nmental relations Poor staff welfare Availability of staff promotion analysis Inadequate office space Availability of public land Weak decentralized system Availability of National and County government policies and legislations. Weak legal and policy framework Weak intergovernmental Existence of Intergovernmental relations relations Act. Inadequate capacity building Existence of National Government of existing staff training institutions Existence of willing partners in capacity building. Weak performance Existence of National legal framework on management systems Performance Contracting (PC) Weak Monitoring & Availability of National Integrated Evaluation systems. Monitoring and Evaluation Systems (NIMES) and County Integrated Monitoring and Evaluation Systems (CIMES) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Weak Public Participation and Existence of National government Civic Education. agencies Weak communication and Existence of local and national media public relations. outlets. Existence of digital media platforms. Existence of informed sources of information Weak disaster management Existence of National Government and response Agencies and Non-State Actors. Weak legal advisory and Existence of National Government representation agencies and institutions. Weak Inspectorate, Existence of National Government Compliance and Enforcement agencies Existence of National Government laws and policies. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK 3.1: Spatial Development Framework This chapter presents a spatial framework for the county and comprises of set policies and provisions on the use, development, and conservation of land in Garissa County. It identifies spatial issues and trends for which specific spatial strategies are formulated. It also gives localized spatial dimension to development principles, objectives, programmes, and projects. This framework will form the basis for the County government’s land use management system. Introduction The Spatial Development Framework represents the spatial planning policy within the County of Garissa. Spatial planning is hereby viewed as a self-conscious and collective effort to imagine or re-imagine urban and regional growth. Pursuant to the County Government Act, 2012, Counties are obliged to prepare GIS based County Spatial Plans (CSP) to guide their long-term development agenda. The Spatial Plan supports the implementation of strategic county projects by indicating their spatial locations and providing a framework for absorbing the spatial impacts of these projects. It provides a coordinating framework for sectoral planning which has been lacking at the county and national level, thus aims to address the disconnect that exist between physical and economic planning. Preparation of County Spatial Digital Maps and Strategic Integrated Urban Development Plans for urban areas and towns is a basic requirement under the new Constitution and other related statutes: The County Governments Act of 2012 Sec 102, 103, 104, 105,106, 109 and 110; the Urban areas and cities Act of 2011 Sec 36 and the Physical Planning Act Cap 286. Evidence of completed and approved County Spatial Plans among others is currently a basis for County Governments’ financial allocation and utilization. It is anticipated that Spatial Plans results in more prudent use of the county resources as the Plan provides a platform for prioritization of programmes and projects within the implementation mechanism. The Plan is essential at this point when devolution is taking shape as it will provide a guide for development planning by the counties as they discharge their responsibility of preparing county and local plans. The National Spatial Plan provides physical planning policies which the plans at county level are expected to articulate and propagate. These policies include protection of rich agricultural/rangeland land, conservation of identified environmentally sensitive areas, urban containment, and promotion of industrial development, among others. Objectives of county spatial planning include; i) To identify the spatial distribution of the resources within the county, their level of utilization and potential. ii) To assess the existing infrastructure, their current conditions, capacity and projected demand. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 iii) To identify fragile ecosystems and suggest intervention measures for their protection and conservation. iv) To investigate human settlement trends and propose an appropriate hierarchy or urban centers that will spur rural development. v) To assess capacity of the existing institutions and organizations and suggest strategies to enhance their performance. vi) To suggest an integrated spatial framework that will guide the sustainable utilization of the regional resources. vii) Spur rural-urban inter-linkages and hasten economic growth and development. viii) Suggest priority areas for intervention. Status of County Spatial Plan Garissa has initiated the development of physical development limited to the sub-county headquarters, but these have not been finalized. Countywide (regional) spatial plans to guide the efficient placement of land-use activities, infrastructure, and settlement growth across larger area of land than individual urban areas are town, is altogether missing. This major disconnect has led to uncoordinated and unguided development resulting not only in duplication of efforts but also in resource wastage and unbalanced development. Undertaking the County Spatial Plan in terms of specificities, the CSP process varies from county to county. However, some generalities are common in most of the counties. Counties face general lack of awareness at all levels (including at the Executive and the County Assembly) on what is a CSP, what it entails and more so its crucial role and centrality in development. This includes its envisaged role as a key instrument to realize constitutional provisions including environmental protection, and economic and social rights envisaged under Article 42 and 43, as well as its role in giving effect to the objects and principles of county planning, including budgetary allocations. Counties needed support on how to effectively oversight the CSP process. Table 15: County Spatial Development Strategies by Thematic Areas Thematic Overview/ Current Status Policy Strategy Potential Lead Agencies/ Area Geographical Departments Areas County Spatial The county currently does not Set guidelines on the County wide County government; Plan have a spatial plan preparation of the Physical planning &survey county spatial plan departments Mapping out The county does not have a Set guidelines on the County wide Departments of Physical of resource resource potential map preparation of the planning department, potential county resource survey, environment & areas potential map natural resources Digitization of Currently, the county plans Establish systems that County wide Department of Physical local physical and maps are not digitized allow the digitization of planning & survey development maps and sharing of plans and spatial information survey maps 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Thematic Overview/ Current Status Policy Strategy Potential Lead Agencies/ Area Geographical Departments Areas across interested departments Acquisition of The county currently does not Establish systems that County wide Department of Physical Raw planning have sufficient data for efficient allow for efficient and planning & survey data planning of the county effective planning Preparation of The existing development Update existing Bura, Balambala, Physical planning local physical plans are old and development plans and Dadaab, department development outdated/obsolete provide guidelines for Modogashe, plans for 7 sub future growth of the Masalani, Garissa county urban areas township & headquarters Hulugho Preparation of The emerging centers provide guidelines for County wide Physical planning local physical currently have no spatial future growth of the department development development plans urban areas and plans for all development control other emerging village centers in the county Human County is characterized by Create land use/ zonal Sub county Physical planning, settlements both urban and rural area or sectoral plans that headquarters agriculture, Roads, Zonal settlements which act as socio- cater for all human and other urban Infrastructure, planning economic centres and zones activities both in urban areas in the sub environment for conducting other and rural areas counties departments economic activities such as pastoralism Kenya -Planning and survey work of Improvement of land Makhanu, Namu, Physical planning Urban Informal five settlement schemes in tenure systems Iskadek, Riig and development and Survey Settlements phase  is complete. County departments Improvement -Planning and survey work of settlements and World bank Project five settlement schemes in (KISIP) phase  is ongoing. LAPSSET The LAPSSET corridor has Detailed planning of the LAPSSET Physical planning and been identified but no planning LAPSSET corridor corridor survey departments. has been done across the passing through the corridor within the county county Environmental The state of natural and built Establish tools and Garissa county Environment, Forest, Concerns environment in Garissa guidelines for water, physical planning County focuses on issues of environmental departments conservation, dealing with resource management environmental challenges of and conservation for pollution and waste future sustainability management Infrastructure The county does not have Planning for efficient Garissa county Physical planning and Transport sufficient corridors for and sustainable department, survey, infrastructure development transport and Roads, KENHA, KURA, and transport infrastructure linkages KERRA 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Action Considering the intensity of effort required, the CSP development process could be phased by spreading it between two or more financial years for instances by separating data acquisition process may be separated from the planning activity. Constantly, data is cited as a major challenge in terms of acquisition and management, more importantly, available sector data is not captured in the on spatial scale. The initial task of spatial is mining of the existing information. This is intended to minimize the poor link between sector plans, CIDP and the CSP process. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER 4: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES

4.1 Development Priorities and Strategies This chapter presents a highlight of programmes identified in various forums including, the Sub County consultations that were held in preparation of this plan. Technical inputs have been used to guide the planned projects and programmes. The chapter presents the planning period development challenge for each sector level and the projects and programmes to be implemented in the period. The County government of Garissa is composed of the legislative arm (County Assembly) and the Executive which has the following ten Sectors viewed as directorates. I. Finance and Economic Planning. II. Health Services. III. Agriculture, Livestock, and Pastoral Economy. IV. Gender, Social Protection, Culture, Youth, and Sports V. Water, Environment and Natural Resources. VI. Trade, Investment and Enterprise Development. VII. Roads, Transport & Public Works. VIII. Education, Information & ICT. IX. Lands, Physical planning, and Urban development. X. County Affairs, Public Service & Intergovernmental relation. For each of the Ministries/sector, though some are structured differently, their visions have been derived from the national sector vision and mission. In addition, the county’s response to the sector vision and mission and the role of the stakeholders are explained. The development Challenges, projects and programmes are presented at the departmental level. 4.1.1: Finance and Economic Planning Sector composition: The sector comprises of the following sub-sectors: Finance, Economic Planning, internal audit services, budget, revenue management, supply chain management, Accounts, and special programme. Vision: A leading sector in legislation, public policy formulation, coordination, supervision, and prudent resource management Mission: To provide overall leadership and policy direction in resource mobilization, management, and accountability for quality public service delivery. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sector Goals and Aspirations The county recognizes the importance of the Finance and economic planning sector and is committed to achieving its goals, which include enhancing management of public resources, integration and safeguarding of county interests. The county will emphasize on the following key objectives which include:  Improve policy formulation and coordination and implementation.  Enhance monitoring and evaluation.  Enhance revenue collection.  Ensure timely preparation and approval of the county budget.  Ensure compliance with the budget cycles timeliness and milestone.  Establish the county specific economic status.  Conduct demand driven specialized sector specific duties.  Provide basis for evidence-based planning and budgeting.  Interlink planning budget expenditure management and control, accounting, auditing, and reporting.  Carry out quarterly annual monitoring and evaluation exercise.  Align sector policies to county mandate.  Ensure projects are completed on time and communities derive intended utility.  Reduction of debt levels to sustainable level.  Increment in capital financing for capital projects through Public Private Partnership (PPP).  Improving economic planning coordination.  Improving research and development in the county.  Poverty alleviation and enhancing attainment of the rights of the marginalized and minorities.  Development audit for increased productivity and better service delivery. Table 16-1: Sector Priorities and Strategies Sector Priorities Strategies Integrated Development i.Develop a consultative 5-year CIDP. Planning and Enhance use of ii.Develop Annual Development plans. statistical data for policy, iii.Carry out Public Participation during development of County plans. planning and budgeting iv.Coordinate preparation of 10-year sectoral plans v.Enhance Capacity of technical team in economic planning and other key sectors vi.Automation of county statistics vii.Collaboration with national statistics and data institutions e.g- KNBS, NCPD viii.Development partners and academic and research institutions partnerships ix.Establish a multi sectoral technical approach on statistics and use of data x.Development of statistical abstract annually xi.Build culture of evidence-based planning and policy formulation xii.Enhance funding for County Data and Statistics xiii.Capacity enhancement of sector working groups. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 i.Finalize non-state actors’ coordination policy. A harmonized county and ii.Improve coordination of sector working group/forum through regular non-state actors’ investment partners roundtable meeting. priorities iii.Institutionalize joint planning, joint implementation, joint learning and monitoring between county government and partners. iv.Conduct quarterly post and reflection sessions with partners. v.Fundraising for various flagship projects in the county vi.Development of data depository for non-state actors programming in the county. vii.Capacity enhancement for department staffs through trainings and exposures Enhance M&E system i.Finalize M&E policy. ii.Develop tracking tool/indicator handbook. iii.Staff training and capacity enhancement on M&E iv.Customize the CIMES v.Establishment of the Population and Development Technical Working Group (TWG) vi.High level advocacy (The County Executive, Legislature and Development partners) on resource allocation vii.Public education and awareness creation program viii.Data automation and automation of the resource center ix.Do research and data analysis to generate new knowledge and data for planning. x.Employ researchers. xi.Establish a structure for collaboration with higher institutions of learning. xii.Establish a working structure with training bodies and agencies xiii.Enhancing peer to peer learning and working xiv.Staff training on mentoring and coaching to address succession issues xv.Establish working structure with development partners for staff training xvi.Development of policies and work plans xvii.Documentation and reporting of the implementation progress xviii.Establishment of the ward development committees Installation of proper internal i. Purchase and installation of audit software (TEAMMATE, IDEA and audit management system to ACL) enhance prudent financial ii. Capacity enhancement of the staff and committee management and governance. iii. Recruitment of the audit committee Proper coordination of budget i. Recruitment of CBEF and capacity enhancement process and implementation of ii. Regular expenditure tracking survey reports planned activities iii. Enhanced capacity on the reforms Implementation of i. Construction of friendly treasury headquarter. administrative efficiency and ii. Capacity enhancement capacity for service delivery. Placement of Asset register, i. Purchase and installation of procurement systems for proper record proper control systems and keeping. archiving for proper record ii. Purchase and stall fuel systems to monitor and track vehicles maintenance consumptions. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Installation of Revenue i. Purchase and installation of revenue automation systems. Management Automation ii. Revenue Mapping systems to enhance revenue collections. 4.1.2: Health Services The Garissa County Government’s Health Department is charged with the responsibility of ensuring that the people of Garissa have access to quality, innovative, cost-friendly, and dignified health services that improve the wellbeing of the population. To improve the overall livelihoods of citizen, the Garissa County aims to provide an efficient integrated and high-quality affordable health care system. Priority will be given to preventive care at community and household level, through a strengthen health-care system. The Health Sector is one of the central pillars of the equity and socio-economic development. It is the key sector that contributes to the well-functioning of other sectors in the County through a healthy population. Health is at the heart of development and is a key indicator on social welfare. Whereas improvement in health is important, better health is also a prerequisite for economic growth and social cohesion. The County is served by the Garissa County Referral hospital, a 7 sub-County hospital, 56 dispensaries, 21 health centre and 123 private Clinic and Nursing homes. The County also hosts the biggest refugee complex in Dadaab that is served by 3 hospitals and 8 health post. Vision: A healthy and productive county Mission: To provide quality, accessible, and affordable health care services that is innovative and culturally acceptable to the people of Garissa County Goal: To reduce illnesses, disabilities, and exposure to risk factors through evidence-based interventions and best practices Mandate of the Department To provide health services, create an enabling environment, regulate, set standards and policy for health service delivery. The key mandate of County government includes:  County health facilities and pharmacies.  Ambulance services.  Promotion of primary health care.  Licensing &control of undertakings that sell food to the public.  Veterinary services (excluding regulation of the profession).  Cemeteries, funeral parlours and crematoria; and  Refuse removal, refuse dumps and solid waste disposal. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Organization of Healthcare Service Delivery System i. Tier 1- Community units ii. Tier 2- Primary Care Facilities (Health Centres and Dispensaries) iii. Tier 3- Secondary referral (County Hospitals) iv. Tier 4- Tertiary Referral (National Referral Hospitals) Key Objectives  Eliminate and control communicable conditions.  Halt and reverse increasing burden of non-communicable diseases (NCDs).  Reduce the burden of violence and injuries.  Provide essential health services to Garissa County citizens.  Minimize exposure to health risk factors.  Strengthen collaboration with health-related sectors. Mandate of the Department  County health facilities and pharmacies.  Ambulance services.  Promotion of primary health care.  Licensing &control of undertakings that sell food to the public.  Veterinary services (excluding regulation of the profession).  Cemeteries, funeral parlours, and crematoria; and  Refuse removal, refuse dumps and solid waste disposal. Investment Areas  Organization of service delivery  Health leadership and governance  Health workforce  Health financing  Health products and Technology  Health information  Health infrastructure  Research and development Sector Priorities and Strategies: The main objectives of the health department policy are the elimination of communicable diseases, halting and reversing the rising burden on non-communicable diseases and mental disorders, reducing the burden of violence and injuries, providing essential primary healthcare, minimizing exposure to risk 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 factors for health conditions and strengthening universal health coverage among its population. The sector will have to complete all uncompleted projects, equip health facilities, and continue supply of health products and commodities. Investment will also be made on human resources recruitment, capacity building and timely maternal referral. The sector will continue support and fund disease surveillance, nutrition, HIV/AID, TB and Malaria interventions that is currently mainly funded by health partners to achieve the overall objectives and strategies of the health sector. Table 16-2: Sector Priorities and Strategies Sector Priorities Strategies Accelerate reduction of i. Integration of comprehensive services using PHC model under CHS platform. the burden of ii. Improve quality of care for provision of RMNCAH under PHC model Communicable Diseases iii. Acceleration of disease specific vaccination services and Conditions iv. Adequate essential supplies and medical equipment v. Robust M&E and support supervision vi. Enhanced Health promotion activities vii. Scale of NHIF registration and uptake to the general population and inclusion of refugees. viii. NHIF accreditation of all health facilities including refugee hospital and health facilities. Halt, and Reverse Rising i. Integrating health service provision tools, mechanisms, and processes for Burden of NCDs responding to NCDs ii. Establishing screening, early diagnosis and treatment programs at community level and in health facilities for major NCDs. iii. Public education and sensitization on lifestyle and risk factors of NCDs iv. Training and orientation of Health workers on NCDs Recruitment and deployment of health workers v. Enhance drugs and commodities and equipment for NCDs at lower level of care. vi. Improving the working environment vii. Evidence generation through operational research on the burden/ causes of NCDs. viii. Equip and operationalize cancer center. ix. Advocate for investment in mental health psychosocial support including the refugee camps. x. Educate the community on stigma associated with mental illnesses. xi. To strengthen mental health services through community-based mental health prevention and promotive services. xii. PPP for NCD investment and control Reduce the burden of i. Expand SGBV clinic services to all sub county hospitals. violence and injuries ii. Capacity building of HCW on SGBV iii. Enhance inter-sectoral collaboration, surveillance, and response on SGBV and injuries. iv. Training of HCW on trauma care. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 v. Establishing trauma care at causality. vi. Generate data on SGBV, RTAs and Communal conflict casualties vii. Establish intersectoral County call and command center for violence and injuries response Minimize exposure to the i. ACSM on the safe sexual practices, drugs, and substance abuse major health risk factors ii. Establish youth friendly center with extracurricular activities. through inter-sectoral iii. Functionalize inter-sectoral adolescent TWG. health promotion. iv. Scale up of Urban CLTS. v. Enhance solid and liquid waste management/ recycling. vi. Enforcement of public health laws on pollution Strengthen Collaboration i. Joint planning and resource mobilization and advocacy with health-related ii. Strengthen partnership through joint monitoring and supervision sectors. iii. Enhance linkage and leveraging to minimize duplication iv. Strengthening financial accountability, integrity, management, and capacity building v. Strengthen disease surveillance including the Dadaab camps Improve Health i. Expansion of facilities providing basic and comprehensive emergency Infrastructure care ii. Establishment of staff housing iii. Provision of reliable transport system with proper maintenance iv. Provision of modern medical equipment’s and comprehensive medical supplies Health Information system i. Automation of services ii. Printing and distribution of integrated data collection and reporting tools iii. Development of plans and policies iv. Improving data demand, use, storage and security at all levels. v. Research development Administration, i. Organize coordination meetings (Sectors and program) Leadership, and ii. Advocacy for required investments with related sector, donors, and with governance Finance department, based on evidence. iii. Strengthen partnership through joint monitoring and supervision. iv. Enhance linkage and leveraging to minimize duplication. v. Preparation of necessary bills and completion of ongoing bills (FIF, CHS, County health Bill). vi. Program monitoring and supervision. vii. Staff performance appraisal, recruitment, and monitoring. 4.1.3: Agriculture, Livestock, and Pastoral Economy The Sector Comprises of Agriculture, Livestock, Fisheries and Cooperative development. 4.1.7.1: Agriculture (Crop Production) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 The sector is composed of crop development; agricultural mechanization services, agribusiness and marketing, extension & training services, and agri-nutrition promotion divisions. Vision: to be the leading agency in provision of services towards achieving food security for all, employment, and wealth creation in Garissa County Mission: to improve the livelihood of the people of Garissa County by promoting competitive farming as a business through, local policy formulation, use of appropriate technology, effective extension services and sustainable resources management Strategic objectives: i. To develop legal framework and creation of enabling environment for the sector to develop. ii. To facilitate increased productivity and agricultural output through extension, advisory support services, technology application and pest and disease management. iii. To promote market and product development by adopting a value chain approach. iv. To strengthen human resource development including monitoring and evaluation (M&E) and coordination of staff functions within the department. v. To facilitate accessibility of affordable and quality inputs. vi. To promote conservation of the environment and natural resources through sustainable land use practices. vii. To mainstream and promote climate change resilient technologies in agricultural production systems. Mandate: To promote and facilitate production of food and agro-based raw materials in an environmentally sustainable manner, for food security, employment and wealth creation and poverty reduction in Garissa County. 4.1.7.2: Livestock The Livestock development department comprises of the following 4 divisions (sub programmes). This is the structure approved by the CPSB. a. Livestock production & Range management b. Veterinary Services c. Livestock Marketing & Value Addition d. Leather Development Vision: To be globally competitive in delivery of efficient and effective livestock production and veterinary services. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Mission: To improve the livelihoods and food security of Garissa communities by promoting innovative, commercially oriented value chains-oriented livestock-based enterprises. The mandate of livestock development department is to promote, regulate, and facilitate livestock production for socio economic development and industrialization. The specific County level functions of the divisions/sub programs include: (i) Livestock production & Range management  Enhance the productivity of the different livestock and livestock products value chains -Beef Production, sheep and goats – small stock and non-ruminant production,  Develop innovations/ technologies that will improve commercial feeds manufacturing within the County.  Improve the genetic vigor of our breeds through best bet breeding practices, technologies.  Disaster risk management – Relocations, Emergency water provision, Restocking, Destocking and Livestock Insurance.  Range resource Management services in both extensive (pastoral) and intensive (feedlots/ranches) production systems, advising on range water development, rangeland resource monitoring.  Increase knowledge and skills of farmers/livestock keepers through organized extension Services.  Apiculture and Emerging livestock services including quality assurance of bee products and emerging livestock.  Engage in research and development initiatives to enhance productivity of our livestock value chains.  Monitoring and Evaluation including project planning and policy development and monitoring and evaluation of the projects. (ii) Veterinary Services  Implementation of national veterinary policies  Development of relevant county veterinary policies and laws  Management of county abattoirs  Primary animal healthcare including vaccination campaigns.  Veterinary clinical services  Implementation of disease control programmes  Disease surveillance  Vector surveillance and control including tick and tsetse fly control.  Control of animal movement (intra and inter-counties) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Implementation of international treaties for the animal resource industry  Implementation of international standards on animal health, production, and food safety  Implementation of animal welfare standards  Animal control and welfare, including- i. licensing of dogs; and ii. Facilities for the accommodation, care, and burial of animals  Delivery of animal health, production, welfare, and food safety advisory/extension services  Implementation of animal reproductive services including Artificial Insemination  Collection and synthesis of data for county planning and reporting to the National Veterinary Services  Development of county-specific animal health and livelihoods programmes and projects  Implementation of national livestock programmes and projects  Development of markets and value addition infrastructure  Licensing of premises that sell meat, milk, hides, skins and other products of animal origin.  Veterinary technical responsibility for livestock sale yards, livestock markets and associated infrastructure  Implementation of standards for value addition to animal products including meat, milk, eggs, hides, skins, wool, and feathers  Participation in research agenda setting.  Implementation of national disaster management strategies  Counties in collaboration with National Veterinary Services will monitor export establishments and ports of entry veterinary services within their areas of jurisdiction.  County Veterinary Service Providers shall collaborate with the Department of Fisheries and Kenya Wildlife Service in matters of fish and wildlife health respectively.  County Veterinary Service Providers shall collaborate with the Ministry responsible for health services in their respective counties in matters of zoonosis and the ‘One Health approach.’ (iii) Livestock Marketing & Value Addition  Development of markets and value addition infrastructure  Management of livestock and livestock products marketing information system  Promotion and gazettement of livestock market days in all tertiary and secondary livestock markets in the Sub counties,  Support and promotion of Livestock products value addition and Agribusiness development,  Knowledge and skills development of farmers on development of enterprise development plans along the different value chains. (iv) Leather Development 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Hides & skins and leather are by product of beef industry and are of economic significance in our domestic gross product and earns substantial foreign exchange. Hides are produced from large livestock e.g., Came, Cattle and Calves and skins are from small livestock e.g., Goats, Sheep and Pigs/ Rabbits. Hides & skins are source of raw materials in tanning industries and leather is the final product after processing Hide& skins through several chemicals processing known as tanning. The core functions of the sub-programme include, to: o Promote, direct, coordinate and harmonize all activities in the County leather sector. o Monitor the production trends of leather and leather products. o Implement relevant training and demonstrations on best practices to stakeholders for production of high-quality hides, skins, and leather products. o Collect, store, analyze and disseminate data on hides and skins in the County. o Undertaking hides and skins and leather improvement projects activities. o Undertaking inspection and licensing of curing premises and stores for issuance of registration of premises certificate. o Monitor and advise tanners and traders on proper waste disposal from tanneries and hides and skins curing. o Set standards and enforce compliance in collaboration with other relevant institutions. o Mobilize technical and financial support for the leather sub sector. Sector Goal(s): To contribute to the Transformation of livestock production into commercially oriented enterprise that ensure sustainable food and nutrition security in Kenya. Table 16-3: Sector Priorities and Strategies Sector Priorities Strategies Increased crop i. Improvement of sector policy environment by customizing national policies and productivity development of county policies, bills, strategies, and sectoral plan ii. Promote expansion of crop production in irrigated riverine Tana and in the proposed new irrigation schemes in Waaso plains, Fafi plains and Gababa. iii. Strengthen Garissa AMS Station’s capacity to provide services at subsidized cost. iv. Support small holder farmers acquisition of irrigation infrastructure development services & equipment. v. Promote adoption of climate-smart technologies in irrigation infrastructure and crop production vi. Strengthen processes of sampling, testing & analysis of soils in determination of necessary soil amendments vii. Enhance farmers’ access to certified seeds, fertilizers, and affordable farm inputs. viii. Strengthen extension services delivery to farmers to enhance adoption of TIMPs and linkages to other service providers. ix. Strengthen research-extension-farmers linkages. x. Promote uptake of farming skills by school and out-of-school youth xi. Control pests (including migratory pests) and diseases. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sector Priorities Strategies xii. Built and strengthen partnerships with NGOs, National Government, and International Organizations in implementation of sectoral support programmes Improved market i. Strengthen agricultural Cooperatives to enhance farmers bargaining power. linkages and market ii. Strengthen Public-Private Partnerships in post harvest handling and marketing of information crop produce. dissemination iii. Open up farm access roads to enhance linkage between farms and markets. iv. Promote online marketing forums to enhance agricultural marketing. Improved enterprise i. Promote value chain approach to crop enterprise development. development for ii. Promote business development skills to the youth, women, and special interest crop value chains groups. iii. Promote linkages to financial institutions offering sharia-compliant financial credit, National Government Funds (Women enterprise fund, Youth Enterprise Fund, “Hustlers Fund”), and the County Government Garissa Revolving Fund iv. Promote the adoption of modern technologies (e.g Mpesa M-Biashara) for savings and credit. v. Promote Village Savings and Loaning (VSLA) schemes to enhance access to credit by producers. Enhance livestock i. Increase availability and access to quality water and feeds for livestock all year production and round through mechanized, irrigated fodder production and mega-scale water productivity harvesting infrastructure, ii. Rangeland spatial mapping and restoration of degraded rangelands, iii. Strengthen Surveillance and strategic control of livestock diseases (including zoonotic) and vectors. iv. Cross-border harmonization and synchronization of disease control programmes v. Improve quality of our livestock breeds through evidence-based breeding programs, vi. Enhance livestock research and extension services in liaison with KALRO and ILRI, vii. Improve extension services delivery to livestock keepers through recruitment of technical officers at Ward level. viii. Promotion of livestock value chains– Milk, Meat, hides and skins - Provision of quality technologies, innovations, and good management practices (TIMPs) to farmers, and skill development, ix. Livestock census and specific value chain analysis studies, x. Enhance response to emergencies (drought, floods, Migratory pest, COVID-19) to safeguard and maintain pastoral livelihoods, Enhanced i. Increase number of livestock value chain actors (youth, women, and SIGs) entrepreneurial skills implementing viable business plans, of livestock value ii. Increase number and diversity of business plans implemented, chain actors iii. Provide financial grants and credit facilities to Youth, women and SIGs engaged in livestock enterprises, iv. Develop livestock value chains innovation hubs, Improved Access to i. Improving market access linkages for priority livestock value chains. markets by priority ii. Support livestock value chains transformation and value addition through well- livestock value chain equipped abattoirs, milk processing facilities, tanneries, honey processing facilities actors iii. Improving access to market information by value chain actors, iv. Improving access to financial services by the value chain actors, Create enabling i. Preparation, launching and roll-out of livestock Sector policies, strategies, policy and legal regulations, and plans. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sector Priorities Strategies environment for Livestock Development Improved Fisheries i. Develop fisheries skills among actors/stakeholders on the fish production value productivity chain. ii. Support development of fisheries infrastructure iii. Strengthen the fingerlings and inputs supply system. iv. Strengthen value addition and marketing of fish Strengthened i. Development of cooperatives societies policy, strategy, and bills Cooperative ii. Improved capacity of the cooperative services sector through recruitment and societies/Associations deployment of qualified and experienced cooperative officers in the County, in the County iii. Federate existing CIGs, VMGs and livelihood groups into cooperatives/societies. iv. Ensure compliance with co-operative legislation Cross-cutting priorities Improved nutrition i. Enhance access to quality drought tolerant planting materials of nutrient dense levels foods (including OFSP, HIB) to households and schools. ii. Strengthen extension messaging on agri-nutrition. iii. Strengthen partnerships with County, National Government, and development partners to promote a healthy productive population Adequate i. Supporting initiatives for establishment of structures for consultation, communication, collaboration, cooperation, and coordination; - finalization and enactment of the coordination, and prototype CASSCOM bill to strengthen sector coordination. collaboration in the ii. Enhancing capacities of established structures for consultation, collaboration, sector cooperation and coordination; iii. Enhancing participation of stakeholders in consultation, collaboration, cooperation and coordination structures, Enhanced capacity for i. Participation in the formulation of the County GIS-based central data data and knowledge repository/lab management ii. Improve staff skills for monitoring and evaluation of programmes 4.1.4: Gender, Social Services, Culture, Youth and Sports Department of Gender, Social services, Culture, Youth and Sports is one of the departments of the county government. It deals with gender inclusivity and mainstreaming, social protection, cultural issues, youth development and co-curriculum activities. It mostly does mainstream issues through advocacy. Vision: An empowered, inclusive, and cohesive society Mission: To empower and build inclusive as well as cohesive society through sports, culture, youth, and gender equity Sector Goals 1) Management of Tangible and Intangible Cultural Heritage 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2) Registration of Cultural Practitioners, development, Promotion of all aspects of culture/Cultural industries 3) Organization of Cultural Exchange Programmes, Community Festivals, exhibitions, concerts/competitions, Education and capacity building workshops, seminars to empower cultural practitioners and communities and promotion of cultural tourism. 4) Undertaking cultural research and dissemination of cultural information. 5) Construction and management of cultural infrastructure (Cultural Centers, community museums and art galleries. 6) Identification, development of sports talent and establish, manage county talent academies, county sports facilities and ensuring that the national standards for development of sports facilities are adhered to. 7) Training of sports administrators at county level and facilitate the preparations and participation of inter/intra county teams for sporting activities and events. 8) Organize sports for the promotion of national cohesion. 9) Provide the community with a variety of information materials, programmes, services for personal growth and development. 10) Establish a local collection section in each library holding the respective community’s resources, history, people, customs, and traditions to promote the capture of indigenous knowledge and languages. 11) Provide consultancy, advisory, reference and research services to individuals, organizations, and the general community. 12) Mainstreaming and integration of youth interventions in sectoral policies at the county level. 13) Provision of strategic direction, guidance and coordination framework for investments targeted at youth empowerment. 14) Enhancement of transformative youth agendas regarding employability and life skills, talent, and entrepreneurship development. 15) Promotion of youth participation in decision making processes, peace building, community service and leadership. 16) Provide avenues and programs for sensitization of youth on drugs and substance abuse. 17) Promote collaboration with stakeholders on youth exchange programs. 18) Coordinating youth organizations in the county to ensure youth development through a structured organization. 19) Establishing and managing youth talent centers. Table 16-4: Sector Priorities and Strategies Sector Priorities Strategies 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Youth development I. Undertake youth mentorship program. II. Capacity building of youth on business development III. Introduction of soft loans and grants for youth and women IV. Establishing youth innovation and leadership hub V. Capacity building of youth groups on agribusiness VI. Linkages to financial institutions VII. Grants availing to youth groups. Institutional strengthening i. Launch of youth development policy ii. Formulation of implementation matrix for the policy iii. Formulation and implementation of policy and regulatory frameworks iv. Establishment of County Youth Council v. Establishment of innovation talent and technology fund Improvement of sports I. Provision of sports goods and facilities standards and talent II. Participation of our teams in sports tournaments outside the county identification III. Training of sports facilitators i.e., referees IV. Holding sports tournaments across the county V. Training of sports administrators VI. Establishment of modern multipurpose stadium Enhance Social protection I. Cash transfer to 250 PLWDs, 700 elderlies and 700 OVCs annually per (Support to PLWDs, OVC and Sub-County other vulnerable groups) II. Provide assistive and supportive device and services for PWD. III. Capacity building and support for OVC on income generating activities. Gender mainstreaming I. Access of good hygiene by providing sanitary towels for schoolgirls II. Provision of education and awareness on negative effects of FGM on women Gender Based Violence and I. Creation of public awareness and sensitization programs Sexual Violation Strategy II. Access to justice and legal representation Promotion and preservation of I. Conduct cultural festivals. culture II. Identification, registration and protection of Historical Sites and monuments III. Hold annual Culture week in each sub-county. IV. Mobilization and regulation of cultural practitioners V. promotion of traditional indigenous knowledge VI. Empowerment of cultural practitioners 4.1.5: Water, Environment, Energy, Climate Change & Natural Resources The Department of Water, Environment, Energy & Natural Resources is mandated to coordinate the functions of four sub-sectors:  Water  Irrigation  Environment  Energy 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Climate change  Natural Resource (Forestry, Wildlife & Mining) Vision: To be the leading sector in the provision of a clean, healthy, safe and sustainably managed Environment and Natural resources Mission: To facilitate good governance in the protection, restoration, conservation, development and management of the environment and natural resources for equitable and sustainable development Goals i. To enhance access to clean, safe, adequate, and affordable water. ii. To improve provision and access to sanitation systems and promote hygienic practices. iii. To improve access and availability to quality water for livestock and wildlife. iv. To provide safe and sustainable water and sanitation services in all schools and health facilities. v. To Enhance Environmental Management Systems. vi. To Facilitate Management, Utilization & Conservation of Forestry & Wildlife Resources vii. To Sustainably Facilitate the Exploration & Exploitation of Renewable Energy Sources e.g., Wind, Solar, Biogas & Wood Fuel. viii. To Facilitate Sustainable Exploitation and Management of Mineral Resources. ix. To Coordinate and oversee the Integration of Climate Change Mitigation & Adaptation Measures in All Sectoral Plans. Table 16-5: Sector Priorities and Strategies Sector Priorities Strategies Sustainable i. Strengthen county environmental management committee. Environmental ii. Develop county environmental action plan (CEAP). Management System iii. Undertake County state of environment report (SOE). iv. Enforce the existing environmental regulatory laws. v. Undertake environmental education campaigns. vi. Capacity enhancement of the technical officers Improve access to i. Invest in large-scale rainwater harvesting systems. clean and safe water ii. Establish new water sources and supply systems. iii. Rehabilitate existing water sources and supply systems. iv. Develop and implement a water resource map. Strengthen water i. Implement water policy and act. governance ii. FastTrack and adopt County Water Sectoral Plan. iii. Strengthen operations of GAWASCO and GARUWASCO. iv. Increase metered connections at HH and institutional levels. Improve water quality i. Protection of existing and new open water sources. ii. Establish desalination plants. iii. Establish water testing infrastructure. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Improved sanitation i. Establish and expand sewerage system for Garissa Municipality infrastructural development in ii. Provide waste collection services at households, promote and facilitate Municipalities regular waste collection, and embrace environment clean up exercises at neighborhoods and in towns. iii. Promote sanitation in public institutions (Health facilities, schools, markets, etc.) Promote sustainable i. Undertake geological mapping of mineral resources available in the Garissa exploitation of County mineral resources ii. Establish and operationalize artisanal committee. iii. Develop county legislation on mineral. iv. Develop sustainable management plans. v. Establish mining associations. vi. Establish gypsum processing plant in Garissa. Support community i. Strengthen the existing community conservancies. conservancies & ii. Create community wildlife protection unit. revive national iii. Develop conservancy management plans. reserves within the iv. Open wildlife water Corridors (Malkas) county v. Conduct County wildlife census 4.1.6: Trade, Investment and Enterprise Development Sector composition: 1. Trade development 2. Weights and measures 3. Investment 4. Industrialization 5. Enterprise development 6. Tourism Vision: To make Garissa County the preferred destination for Tourism, Trade, and a leader in Enterprise development Mission: To create an enabling environment to accelerate growth in Tourism, Trade, and Enterprise Development while empowering the youth and women to fully participate in the socio-economic development of the County Sector Goal(s): To create an enabling environment to accelerate growth in Tourism Trade, and Enterprise Development while empowering the youth and women to fully participate in the socio- economic development of the County. Table 16-6: Sector Priorities and Strategies 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sector Priorities Strategies Increased access to i. Review of the policy and the legal framework through the county assembly credit facilities to remove the sub-county committee establishment clause. (Revolving fund) ii. Operationalization of the fund. iii. Establish linkages between the MSME’s and other financial institutions and service providers Trade fair and i. Policy and legal framework development investment forums. ii. Resource allocation for the events. iii. Engagement of stakeholders for effective implementation of trade fair and investment forum. Mapping and identification of existing i. Conducting benchmarking and mapping of business sites. businesses and trade ii. Engagement of development partners and stakeholders on mapping of business sites. opportunities. iii. Field visits and mapping reports of the entire county. Business development services and capacity i. Assessment on the capacity of MSMEs in GSA County. building of SME’s ii. Conduct trainings and provide mentorship to MSME’s. iii. Mobilization of MSMEs to form associations/self-help groups. Creating an enabling environment for SME’s i. Review and development of trade policies. development ii. Assessment and mapping of existing markets. iii. Development of modern market infrastructure iv. Development of milk industries for value addition Weights and measures i. Promotion of weight & measure working standards ii. Dissemination of information on weight and measure iii. Promotion of accuracy in weight and measure. iv. Establishing of stamping stations at various markets designated places Tourism Development i. Promotion of tourism exhibitions ii. Promotion of hospitality sectors iii. Improvement of community conservancies iv. Promotion and preservation of cultural products 4.1.7: Roads, Transport, Public Works, and Housing The sector comprises of Roads, Transport, and public Works. Vision: to be a leading provider of quality and efficient road and transport network for sustainable development of Garissa County. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Mission: To provide efficient, affordable, and reliable transport and infrastructure services for sustainable economic growth and development through construction, modernization, maintenance and effective management of all infrastructure facilities and Transport services across Garissa County. Goal: To develop, maintain and manage all county roads effectively and efficiently and ensure better Transport services within Garissa County. A total of 2,700.6 km is classified as road network coverage comprising 1,637.84 km under county government and 1,062.76 km under national government. Of the total road network 420 km is covered by gravelled surface, 2,245.1 km earth surface and 221 km of bitumen surface. In 2023-2027 the subsector of Roads and Transport seeks to add on to the achievement by having more paved roads in the county while also expanding and maintaining rural access roads within the county. Information in this section is presented in Table 16. Table 16-7: Sector Priorities and Strategies Sector Priorities Strategies Improve road network. i. Expansion and upgrading of roads. ii. Rehabilitation and maintenance of existing roads. iii. Opening of new access roads. iv. Upgrading airstrip landing. v. Climate proofing of all road projects. Capacity building i. Monitoring and evaluation of programmes. ii. Stakeholder coordination. iii. Formulation of required policies and legislation framework. iv. Procurement of Road construction plant and equipment. Improvement of County transport i. Formulation of required policies and legislation framework for management centralization and management of transport services. ii. Development and management of bus terminus and parking bays. iii. Timely Servicing &Maintenance. *Public works missing 4.1.8: Education, Information, and ICT The sector includes the following sectors from County Government Departments and Agencies: Vocational Training; Early Childhood Education; Information, ICT and Libraries. In addition, the National Government Departments and Agencies include Teachers Service Commission; Ministry of Education; National Council for Persons with Disability (NCPWD), ICT Authority, Communication Authority of Kenya (CAK). 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sector Goals: I. Ensure that all girls and boys have access to quality early childhood development, care and pre-primary education. II. Improve the status of the child’s health, care and nutritional needs and link to health services such as immunization, health check-ups and growth monitoring. III. Ensure all girls and boys complete free, equitable and quality primary and secondary education. IV. Enhance access to vocational and technical training, including tertiary and university education. V. Promote, revitalize, and develop library services. Table 16-8: Sector Priorities and Strategies Sector Priorities Strategies Improve access to i. Investment in ECD infrastructures & other learning materials. quality education and ii. Capacity Building & training of ECD Teachers retention. iii. Provision of School Feeding Programme iv. Strengthening Quality Assurances and Standard Assessments v. Integration of Religious and Secular Education for Early Learners vi. Adoption of Digital Literacy in ECD Centres vii. Improve inclusion and participation of learners with special needs in education and provision of SNE equipment. viii. Strengthen mainstreaming of cross–cutting issues in education e.g., HIV and AIDS, gender issues and life skills and Environment. ix. Enhance equity and access to bursaries and scholarships for the poor and most vulnerable. x. Enhance hygiene in schools through WASH program. xi. Improve infrastructural development in basic education institutions Improve vocational i. Expand the technical and vocational courses offered at county TVETs for and technical training, formal and non-formal to the needs of labour market including including tertiary and Technological Competencies. university education. ii. Enhance capacity, instructors, and infrastructure at TVET training institution. iii. Promote youth enrolment drives into the TVETs through incentives such as start-up fund. Enhance access to i. Set up ward ICT hubs for the communities at Ward level. ICT ii. Install free public Wi-Fi hotspots in major Towns. iii. Operationalise the community resource centres to operate as ICT and E- commerce hubs at sub-counties. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

4.1.9 Lands, Physical Planning, and Urban Development The activities in this department affect the lives and livelihoods of the community by how they utilize the land as a resource to realize their social-economic goals. The functions under the sector include function No. 8 assigned to counties under Part II of the 4th Schedule of the Constitution of Kenya 2010. The functions include land survey and mapping, boundaries, Housing and Municipalities. The mandate is also informed by County Governments Act, 2012; Lands Act 2012; Community Land Act, 2016; Urban Areas and Cities Act,2011; Physical and Land Use Planning Act,2019; Rating Act Cap 267; Valuation for Rating Act, Cap 266; Public Procurement and Assets Disposals Act,2018 and PFMA 2012. Vision: To be the leading department in provision of efficient and equitable services in development and resource utilization. Mission Statement: To promote equitable and efficient use of land and its resources for sustainable growth and prosperity. Goals: To prepare spatial plans, formulate policies, legislate laws and subsequent regulations that will guide development activities within the county and the conservation, management and prudent utilization of the county’s land and natural resources while promoting security of land tenure. Mandate Garissa County has a well-established construction industry that comprises businesses mainly in commercial and residential buildings, civil engineering works and related trade services. The department uses multi-disciplinary teams of building professionals to fulfil its mandates in summary. a. Sustainable Land Use Management, b. Land Tenure Security, c. Urban and Rural Development planning Key functions of the Sub-Sectors a) Lands • Documents and maintains record for all public land. • Provision of reliable land information to the executive for decision-making in land administration and management. • Ensure land rates are paid by land proprietors. • Maintain a record of ownership for alienated land. b) Survey Section 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 • To undertake cadastral surveys for new grants and subdivision for public land • To undertake topographical surveys for public projects • To undertake general boundary surveys • Resolution of boundary disputes (fixed survey boundaries) • Giving evidence in court on survey matters • Processing of mutation forms c) Physical planning section • Formulate county physical planning laws. • Preparation of annual reports on the state of county physical planning • Conduct research on physical planning matters. • Implementation of physical planning standards • Custodian of all plans • Management of planning data and data lab. d) Urban development • To provide efficient urban services to the people of Garissa. • To strengthen the means of urban development implementation through collaboration with the other sectors to achieve sustainable development. • To provide sustainable urban development and drive the county economy by raising productivity at household, firms, and industrial level. • Upgrade the status of existing urban centers in line with urban areas and cities act. Table 16-9: Sector Priorities and Strategies Sector Priorities Strategies Improve system of settlements and i) Prepare county spatial plan. ensure productive use of scarce ii) Demarcate and Undertake planning of urban areas and other land, water, and other resources for towns. economic, social, ecological, and iii) Undertake planning activities for community land. iv) Re-planning of refugees’ camps and surrounding other functions. settlements/towns Enhance efficient and effective land i) Support establishment of the county land registries, integration governance through the digitization of land information and customized functionalities/GIS lab of land records and processes ii) Support establishment and roll-out of digitization and information management systems for land tenure security that is accessible to all. iii) Fast-track ascertainment of rights and interests in land for all including the marginalized, and hasten recognition, protection, and registration of community land rights to secure tenure. iv) Establish a land valuation roll. v) Formulate policies and law on land governance and management 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Secure land tenure for public land i) Extension of survey control points in sub counties. and utilities. ii) Support surveying of public land to secure tenure Improve urban services and i) Establish and strengthen urban management institutional infrastructure governance structures. ii) Improve coordination and response to disasters at the urban areas. iii) Establishment of key urban infrastructure (markets, recreational centers, streetlights, and bus/car parks). Well, planned urban areas i) Planning, approval and implementation of urban area plans as per UACA 2011. ii) Development control policy/bill/regulations. iii) Guide refugee settlement managers on county land and physical planning policies and laws. iv) Conduct joint urban planning activities with planners from refugees’ support agencies. Improve Municipal planning and i)Development of modern eco-friendly infrastructures Environmental Management ii)Expansion of garbage collection coverage iii)Public sensitization and education on waste management iv)Separation of solid waste and liquid waste management in the county v)Beautification of the municipality through afforestation and gardening works vi)Promote public-private partnership for solid waste management. vii)Opening and upgrading of municipal access roads viii)Development of key municipal infrastructure ix)Upgrading and enhancing streetlights x)Institutionalize municipal disaster risk response mechanisms. xi)develop and implement municipal governance instruments (municipal service charter and website, spatial plan, integrated waste management policy and plan, 5-year municipal strategic plan) 4.1.10: County Affairs, Public Service, and Intergovernmental Relations The sub sector is organized into four sections, namely: office of the governor, office of the deputy governor and the county secretary. The sub sector has distinct units and directorates with clear functions linked to its overall mandate as detailed below. Office of the Governor The county governor and the deputy county governor are the chief executive and deputy chief executive of the county respectively. The governor is responsible for providing overall policy and strategic guidance to the sector and all the other sectors within the county government; under office of the governor there are several units and directorate including. County Communication and Public Relation Unit 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 This office is headed by communications director. It is responsible for coordinating internal and external communications as well advising the executive on public and international rela-tions. The office ensures that county, promotes a positive corporate image geared towards positioning the county. Liaison Office This unit is based in Nairobi and its core functions include liaison and coordinating activities with the national, county government and other agencies. Office of the Deputy Governor The deputy governor deputizes the governor in the execution of the governor’s functions, while in acting capacity as Governor or delegated authority by the Governor. The office is also responsible in the management and coordination of disaster risk reduction and emergency response in the county. Office of the County Secretary This office is headed by the county secretary who is the head of county public service and secretary to the county executive committee as stipulated in the county government act. Offices of the county secretary is also responsible for arranging the business, keeping the minutes of the county executive committee and convey the decisions of the county executive committee to the appropriate persons or authorities. County Administration; Public Service & Management Department This department is responsible for decentralized units in the county including sub county, ward and village administration together with the County enforcement unit in coordinating their operations. The department performs the following: -  Human Resource Management  County Payroll  Performance Management  Sub County Administration Legal Advisory and Services This unit is responsible for coordinating all legal matters pertaining to the county executive as well as assessing the level of compliance with the provisions in the devolution legislations, liaising with the attorney general’s office on all matters affecting the county as well as liaising with the county departments on legal matters. The unit also provides advisory services on important legal issues and legal implications on programmes and initiatives undertaken by the county. Garissa County Public Service Board 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 The mandate of the Board, as derived from the County Government Act 2012 is to provide for organization, staffing and functioning of the county public service for effective and efficient service delivery. The core functions of the Board include:  Establishing and abolishing offices in the County Public Service Board.  Appoint persons to hold or act in offices of the county public service including in the Boards of Cities and urban areas within the county and to confirm appointments.  Exercise disciplinary control over and remove persons holding or acting in those offices.  Prepare regular report for submission to the county assembly on the execution of the functions of the Board.  Promote in the county public service the values and principles.  Advise the county government on implementation and monitoring of the national performance management system in counties.  Make recommendation to the Salaries and Remuneration Commission, on behalf of the county government, on the remuneration, pensions, and gratuities for county public employees. Table 16-10: Sector Priorities and Strategies Sector Priorities Strategies Improved coordination of i. Strengthening Coordination at all levels. county administration and ii. Establish Ward/Village Coordination unit. Decentralised Units iii. Strengthening capacity of county, sub county and ward DRM Coordination unit. iv. Dissemination of county contingency plan and response. Enhance Adaptation to i. Strengthening Early Warning systems: drought, famine, and other ii. Adaption of Forecasted based financing/ early action. disasters iii. Dissemination of early, climate and advisories to all level. iv. Translation of early warning messages and advisories into the local language. v. Dissemination of hazard mapping and vulnerability assessment report. vi. Mainstreaming of DRR in the county development policies. vii. Establishment of Emergency Operation Center (EOC). viii. SOP sector specific ix. Mainstream DRR in sector programmes x. Strengthening of Community based Disaster Risk Reduction: xi. Strengthening of community structure xii. Capacity building xiii. Development community action plans xiv. Advocacy and lobby for sustainable DRM Funding: xv. Policy and legislation xvi. Capacity building assembly xvii. Establish Disaster Risk management fund 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Promote good i. Promote civic education. governance ii. Strengthen county performance management framework. iii. Strengthen performance appraisal system. iv. Strengthen internal control system. v. Develop departmental service charters. vi. Follow up on audit issues. Enhance Conflict i. Strengthen Traditional Dispute Resolution (TDR) and Alternative Dispute Prevention, Mitigation and Resolution (ADR) mechanisms/structures to respond to conflicts. Response (CPMR) ii. Conduct intra/inter County community peace dialogue and mediation. iii. Strengthen conflict early warning, early response mechanism. iv. Advocacy for enactment of Peace Building and Conflict Management Act / Policy. v. Communication on peace e.g., through local FM station. vi. Resource mobilization from development partners. vii. Partnerships with religious and community leaders. viii. Identify and map conflict hotspots for effective and timely response. ix. Establish conflict early warning desks at sub-county and ward levels. x. Conduct community sensitization programs to propagate messages of peace among communities. Preventing/Countering i. Support the implementation of Garissa County Action Plan (WCAP) on Violent Extremism Preventing /Countering Violent Extremism(P/CVE). (P/CVE) Improved county i. Establishment of village councils. administration and ii. Establishment of village administration offices Decentralised units iii. Renovation of sub county and ward offices, iv. connecting power and Internet to all sub county and ward offices. v. Paramilitary training for sub county administrators vi. Capacity building of key staff in decentralized units Project implementation i. Monitoring of projects. ii. Evaluation of project. Service delivery i. Customer survey satisfaction ii. Development of service charter iii. Fraud investigations Enhanced co-operation i. Operationalize intergovernmental forum as required in law and consultation between ii. Ensure there is a budget allocation to fund the intergovernmental forum. the national and the iii. Formation of sub county intergovernmental forums iv. Make inter departmental coordination a key indicator in budget allocation. county government and v. Ensure majority of county flagship programmes are determined through the between county indicator of multisector approach. departments vi. Establish coordination structure at chief’s officers’ level and ensure coordination is a key indicator in performance contracts. vii. County secretary office to lead coordination between departments and to have a budget on this. viii. Have quarterly review meetings on interdepartmental coordination chaired by the governor and county secretary Enhanced stakeholders’ i. Formation of intercounty dispute resolution committee. involvement in border ii. Involvement of intergovernmental committee 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 dispute resolutions amongst counties Enhance donor i. Develop coordination mechanisms for all implementing Development coordination and partners and NGOs in the county. partnerships ii. Ensure joint planning and quarterly meetings with all implementing partners. iii. Develop a partnership/framework policy. iv. Develop and update donor register. Provision of clean towns i. Undertaking regular and extensive town cleaning and sanitation services and proper waste ii. Provision of working tools management iii. Provision of machineries for waste collection Optimal human resources i. Development and approval of HR policy. management ii. Capacity building County Public Service Board. iii. Conduct HR Audit. iv. Staff rationalization. v. Development and approval of staff establishment, organogram and job descriptions. vi. Allocate adequate resources for HR function. vii. Automate HR system and build capacity for its use. viii. Proper Supervision of all county staff in all workstations. ix. Ensure proper officer placements/ deployments. Develop and implement i. Finalize Garissa public participation policy and Act community engagement ii. Standardize and share public participation template at ward level and feedback system iii. Partnership with media, religious leaders, and community leaders Enhance public i. Finalize Garissa public participation Act participation and feedback ii. Implement the standard public participation template at ward level in policy, planning, iii. Partnerships with religious movement and civil society budgeting, and implementation 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

4.2 Sector Programmes and Flagship Projects This section provides sector programmes and flagship projects to be implemented within the planned period as presented in tables 17 and 18 respectively.

4.2.1 Sector Programmes The section provides sector programmes to be implemented within the planned period. This information should be presented in a tabular form. 4.2.1.1: Finance and Economic Planning The section provides Finance and Economic Planning sector programmes to be implemented within the planned period. Table 17-1: Sector Programmes Programme Name: General Administration and Services Objective: To co-ordinate and provide efficient administrative services Outcome: Enhanced efficient and prudent service delivery and improved working environment Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performanc s Budge e to SDG Year 1 Year 2 Year 3 Year 4 Year 5 t Indicators Targets Target Cos Target Cost Target Cost Target Cost Target Cost (KShs. * t M)* Administration Enhance office Treasury 16 1 200 200 and support coordination and house in place 17 services environment of work for service delivery Enhance staff No. of staff 16 20 5 30 7 40 10 50 15 60 20 57 capacity for trained 17 better service delivery Enhanced Timely 16 510 561 617 678 746 3112 personnel payment of 17 emoluments for salaries better service delivery Provision of No. of 16 150 200 210 215 220 995 Medical insurance County Staff 17 cover to enhance Insured 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 better service delivery Formulation of No of policies 16 2 4 3 6 3 6 2 4 3 6 26 policy legislation formulated 17 and regulations Provide necessary % of 16 100% 12 100% 13.2 100% 14.5 100% 16 100% 17.5 73.2 office logistics and achievement 17 equipment’s Sub-total 681 987.2 857.5 928 1,00 4,463. 9.50 20 Programme Name: Public Finance Management Objective: To manage public finances in a transparent, accountable, and prudent Outcome: Enhanced Public participation and confidence in government services Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performanc s Budge e to SDG t Indicators Targets Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. * M)* Target Cos Target Cost Target Cost Target Cost Target Cost t Accounting and Enhance financial % of 16 100% 10 100% 10 100% 10 100% 10 100% 10 50 Financial accountability and compliance 17 reporting preparation of financial statements Compliance with % Compliance 16 85% 10 90% 10 93% 10 98% 10 100% 10 50 procedures and with 17 standards procedures and standards Reduced liabilities Percentage of 16 70% 60% 50% 30% 10% 0 pending bills 17 Fully embraced 16 100% 15 100% 15 100% 15 100% 15 100% 1 61 IFMIS and ICT 17 Provision of office % of 16 100% 10 100% 10 100% 10 100% 10 100% 10 50 logistics and achievements 17 equipment Audit Services Purchase and No software 16 1 6 6 installation of procured 17 audit software (TEAMMATE, IDEA and ACL) Routine audit No. of Audit 16 4 4 4 4 4 4 4 4 4 4 20 carried 17 annually 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Supply chain Installation of % of 16 100% 10 100% 10 100% 10 100% 10 100% 10 50 management procurement achievement 17 systems and fuel systems keeping and maintaining asset register. Procure, store, % of 16 % of 0 and dispose achievement 17 achieve government good ment and services Local revenue Purchase and No of systems 16 1 40 40 enhancement installation of in place 17 revenue automation systems. Revenue Mapping No of mapped 16 3 0.5 0.5 zonal 17 Budgetary Enhance budget Compliance 16 100% 16 100% 17 100% 18 100% 14 100% 15 80 services formulation and to budget 17 process calendar Recruitment of Committee in 16 1 3 1 3 6 CBEF and place 17 capacity No of enhancement induction conducted Regular No of 16 4 4 4 4.5 4 5 4 5.5 4 6 25 expenditure expenditure 17 tracking survey tracking reports survey Reports County staff have No of PFM 16 1 1 1 1 1 1 1 1 1 1 5 increased capacity reforms 17 on PFM reforms trainings conducted Sub-total 129 81.5 83 82.5 67 443.5 .5 Programme Name: Economic Planning Services Objective: To build capacity in policy formulation and execution Outcome: Enhanced Planning and research Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Programme Output Performanc s Budge e to SDG t Indicators Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Targets Target Cos Target Cost Target Cost Target Cost Target Cost M)* * t Planning and M&E Social and No of CIDP 1 1 20 0 0 0 0 20 economic plans developed 2 developed 3 No. ADP 1 1 2 1 2 1 2 1 2 1 2 10 Developed 2 3 No. of Mid- 1 0 0 1 10 0 1 10 20 term and End- 2 term Reviews 3 No. of 1 0 0 3 15 0 0 3 15 0 0 30 Sectoral Plans 2 3 No. of Social 1 1 1 1 1 1 1 1 1 1 1 5 intelligence 2 Reports (SIR) 3 prepared. M&E policy Existence of 1 1 10 0 0 0 0 10 developed M&E Policy 2 3 No. of 1 1 3 0 0 0 0 1 3 0 0 6 tools/indicato 2 r handbook developed No. of M&E 1 1.5 1 1.5 1 1.5 1 1.5 6 carried County staff have No. of staff 8 15 2 10 1 10 1 0 0 0 0 4 enhanced trained on capacities on M&E M&E Population, Data technical No. of 17 2 0.5 3 0.8 4 1 4 1 4 1 4.3 Statistics and working group quarterly 1 Research established meetings No. of 1 1 2 1.5 2 1.5 2 1.5 2 1.5 7 reports produced High level No. of 17 0 0.5 2 2 2 2 2 2 2 2 8.5 advocacy (The meetings 3 County done Executive, Legislature and Development partners) on resource allocation 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Public are aware No. of 3 1 0.5 2 1 2 1 2 1 1 0.5 4 of population and sensitization 4 Development meetings issues done County has data Statistical 3 8 3 8 16 management Software processes procured e.g., SPSS, STATA and trained No. of 1 1 5 1 5 1 5 1 5 1 5 25 County 2 statistical abstract developed and approved No of surveys 2 5 2 5 2 5 15 done: (Impact Survey, Household survey, Data gap analysis) Updated 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 County Factsheet Contact research No. of 3 1 2 1 4.5 1 4.5 1 2.5 1 2 15.5 on key areas e.g., research done 4 SGBV, Drugs abuse Sub-total 62. 48.8 44.5 36 17 208.8 5 GRAND TOTAL 873 1,117. 985 1,046. 1,09 5,115. 50 50 3.50 50 4.2.2.2: Health Services The section provides Finance and Economic Planning sector programmes to be implemented within the planned period. Table 17-2: Sector Programmes Programme Name: Preventive, promotive and RMNCH services Objective: To provide effective and efficient preventive and Promotive health interventions across the county 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Outcome: Effective and efficient preventive and Promotive health interventions within the county Sub Key Key Linkages Planned Targets and Indicative Budget (KShs. Million) Total programme Outputs performance to SDGs Budget Year 1 Year 2 Year 3 Year 4 Year 5 indicators targets (KShs. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Maternal, Increased Skilled delivery 3 60% 50.0 65% 70.0 70% 100.0 75% 150.0 80% 200.0 570.0 newborn, child uptake of Coverage health and Maternal, Immunization 3 70% 60.0 75% 60.0 80% 80.0 85% 100, 90% 110.0 410.0 nutrition newborn, coverage services child health Nutrition 3 65% 80.0 75% 80.0 80% 100, 85% 120, 90% 150.0 530.0 and nutrition Commodities services coverage Functionalization 3 - 5.0 - 5.0 - - - - - - 10.0 of maternal shelter Functionalization 3 - 2.0 1.0 - 1.0 - 1.0 - 1.0 6.0 of MNH skills lab Capacity building 3 350 80.0 250 80.0 300 70.0 350 90.0 250 70.0 390.0 (Trainings) health for health care workers (MNCH, Nutrition, child health, lab, Immunization) Preventive and Increase Community unit 3 60% 30.0 70% 50.0 100% 70.0 100% 90.0 100% 100.0 340.0 Promotive preventive coverage (bills health services and and CHV promotive remunerations) services Environmental 3 30% 20.0 50% 30.0 70% 50.0 80% 70.0 100% 100.0 270.0 health, water and sanitation interventions increased Increase 95-95- 3 70% 20.0 80% 50.0 95% 70.0 100% 80.0 100% 90.0 310.0 95 strategy for HIV Prevention. Increase TB 3 75% 20.0 80% 30.0 85% 50.0 100% 60.0 100% 100.0 260.0 notification and treatment Enhance disease 3 70% 20.0 80% 30.0 80% 40.0 90% 50.0 100% 60.0 200.0 surveillance and outbreak response 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Capacity building 3 250 70.0 350 80.0 300 70.0 350 90.0 250 70.0 380.0 (Trainings) health for health care workers (TB/HIV/Malaria, WASH, Lab, CHS, Mental health, Surveillance, PHC, CLTS, KQMH) Sub-total 467.0 601.0 741.0 951.0 1,106.0 3,866.0 Programme Name: Curative and referral services Objective: To provide effective and efficient curative and rehabilitative a tall health service delivery unit. Outcome: Effective and efficient curative and rehabilitative health care services to the county citizens Sub- Key Output Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Programme performance to SDGs Budget Indicator targets Year 1 Year 2 Year 3 Year 4 Year 5 (KShs. M)* Target Cost Target Cost Target Cost Target Cost Target Cost Health Quality supply Number of 3 30% 300 55% 350 80% 380 85% 400 100% 450 1,880.0 products and of health Health facilities technologies products and received technologies supplies Emergency Improved No of active 3 40% 30 60% 30 100% 35 100% 40 100% 40 175.0 services referral ambulance and services life saved Health Care No. of indigents 3 5% 5 10% 10 20% 20 30% 30 50% 35 100.0 financing to registered strengthen UHC Rehabilitative Improve No. of health 3,1017 30% 10 40% 15 50% 20 60% 30 70% 50 125.0 services Rehabilitative facilities services receiving Rehabilitative supplies, No. of Client reached Early No. of children 3 20% 10 25% 10 25% 10 25% 10 5% 5 45.0 screening of screened and children and supported intervention (0-4yrs) Quality Increase No. of facilities 3 50% 30 60% 40 80% 50 100% 50 100% 50 220.0 Assurance quality of care with quality services 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sub total 385 455 515 560 630 2,545.0 Programme Name: Administrative and support services Objective: To provide health care services Leadership and management mechanism strengthened. Outcome: To strengthen leadership, management, and administration in the sector. Sub Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programmes Performance to SDGs Budget Indicators targets Year 1 Year 2 Year 3 Year 4 Year 5 (KShs. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Administration, Staff salaries Number of new 3 100 2,400 100 2,600 100 2,800 100 3,000 100 3,200 14,000 Human and wages, staffs resources, HR recruited/No. transport, and recruitment, Salaried and logistics promoted improve no. of new units infrastructure constructed to 3 2 30 2 30 2 40 - 100 at GCRH( completion Mental health unit, laboratory, records, amenity ,incinerator, biomedical engineering workshop) Construction no. of Maternal and infrastructures 3 5 20 3 30 2 20 - - - - 90 newborn units Hospital, constructed and Facelift for the completed. Hospital including administration block, Accident and emergency with minor theatre, Main gate, perimeter wall, car park, access road and landscaping, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Construction of underground water tank and install new plastic water tanks, Upgrading electric Power for the hospital, Renovation of all wards and water system infrastructure no. of theatre for hulugho constructed 3 1 30 1 30 60 and iftin theatres equipping of no. Of theatre two theatres equipped 3 1 30 1 30 60 Repair of no of Wards and GCRH and units repaired 3 2 10 2 10 3 30 3 30 3 30 110 Sub County Hospital Capacity building, 3 200 5 150 4 200 5 200 5 200 5 24 promotions Operations &Maintenance 3 30 3 40 4 30 5 40 7 50 7 26 Development Initiate No. of policies 3 2 50 2 60 1 30 1 30 1 30 200 of health strategic documents and policies and documents bills enacted. bills and policies/Bills Sub-total 2,450 2,660 2,830 3,030 3,230 14,200 Programme Name: Policy, Planning, Monitoring and Evaluation Objective: Comprehensive tracking for transparent management of quality information and evaluation across the county. Outcome: Coordinated and effective system for comprehensive equality reporting, use and dissemination within the county Sub Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total Programme Performance to SDG Budget Indicators targets* Year 1 Year 2 Year 3 Year 4 Year 5 (KShs. Target Cost Target Cost Target Cost Target Cost Target Cost M)* 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Health Increase Number of 3 20% 50 50% 70 70% 20 100% 50 100% 50 240 information digital facilities with system automation automated Policy, Developed Strategic plan 3 2 30 2 25 2 25 2 30 2 10 120 research, and plans developed and planning annual plans Sub-total 80 95 45 80 60 360 GRAND TOTAL 3,347 3,741 3,941 4,281 4,881 20,511 4.2.2.3: Agriculture, Livestock, and Pastoral Economy The section provides Agriculture, Livestock, and Pastoral Economy sector programmes to be implemented within the planned period. Table 17-3: Sector Programmes Programme Name: Administration & Support Services (Livestock Development) Objective: Improved staff welfare, enhanced technical & support capacity, improved office coordination and enhanced stakeholder coordination Outcome: Enhanced service delivery Sub Key Output Key Performance Linkage Planned Targets and Indicative Budget (KSh. M) Total Program Indicators s to Budge Year 1 Year 2 Year 3 Year 4 Year 5 me SDG t targets* (KShs. Target Cost Target Cost Target Cost Target Cost Target Cost M)* Governance Enhanced sector Number of livestock 1 1 3.0 2.0 5.0 1.0 3.0 - 1.0 - 1.0 13.0 , development bills enacted (I) Range 16 Administrat functions and grazing ion and through management, (ii) Support development of Livestock markets Services policies, bills, management, (iii) regulations, Livestock diseases and strategies, and pest control, (iv) plans County Agriculture Sector steering committee (CASSCOM) bill Livestock Sector plan 1 1.0 4.0 - - Review 2.5 - - - - 6.5 2022-2032 developed 16 County Livestock and 1 1.0 5.0 - 2.0 - 2.0 - 2.0 - 2.0 13.0 pastoralism 16 development strategy developed 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 County beekeeping 1 1.0 2.0 - 3.0 - 2.0 - 2.0 - 2.0 11.0 strategy developed and 16 implemented Enhanced Number of CASSCOM 16 1.0 0.2 4.0 1.0 4.0 1.0 4.0 1.0 4.0 1.0 4.2 communication, quarterly meetings coordination facilitated and Number of cross- 16 - - 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 8.0 collaboration learning visits within the sector supported for the - through the CASSCOM committee CASSCOM CASSCOM strategy 16 1.0 3.0 - 1.0 - 1.0 - 1.0 - 1.0 7.0 document developed and implemented Increased Number of Proposals/ 16 10.0 0.25 10.0 0.25 10.0 0.25 10.0 0.25 10.0 0.25 1.25 networking and Funding requests 17 resource developed mobilization to Number of partnership 17 1.0 0.2 1.0 0.4 1.0 0.5 1.0 0.5 1.0 0.5 2.1 improve service agreements/MoUs delivery and developed sector performance Strengthen Established sector HQ 16 - - 1.0 25.0 - 1.0 - 1.0 - 1.0 28.0 sector capacity offices at ATC to deliver on Number of additional 1 1.0 5.0 2.0 10.0 2.0 10.0 - - - - 25.0 mandates fully equipped and 16 operational Sub County offices (5 livestock) Number of vehicles 16 1.0 7.5 1.0 7.5 2.0 15.0 1.0 7.5 - - 37.5 procured for extension services (5) Number of Motorbikes 16 - - 3.0 1.8 4.0 2.4 3.0 1.8 - - 6.0 procured to support extension services in the Sub Counties (10) Number of Vehicles 16 3.0 3.0 5.0 5.0 5.0 5.0 2.0 2.0 - - 15.0 and Motorbikes repaired (15) Number of livestock 1 14.0 16.8 - 16.8 - 16.8 - 16.8 - 16.8 84.0 production graduates 16 employed (14) Number Veterinary 1 10.0 14.4 - 14.4 - 14.4 - 14.4 - 14.4 72.0 Surgeons employed 16 (10) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Number of Range 1 3.0 4.5 - 4.5 - 4.5 - 4.5 - 4.5 22.5 management officers 16 employed (3) Number of Meat 1 7.0 8.4 - 8.4 - 8.4 - 8.4 - 8.4 42.0 inspectors recruited 16 (7) Number of Beekeeping 1 4.0 4.8 - 4.8 - 4.8 - 4.8 - 4.8 24.0 experts recruited (4) 16 County staff Number of staff 16 - - 10.0 2.0 10.0 2.0 6.0 1.2 6.0 1.2 6.4 have increased supported to skills. undertake senior management course (SMC) Number of officers 16 4.0 1.2 4.0 1.2 4.0 1.2 4.0 1.2 4.0 1.2 6.0 supported to undertake strategic leadership development training course Number of Veterinary 1 25.0 2.8 20.0 2.2 20.0 2.2 20.0 2.2 20.0 2.2 11.6 professionals trained 16 on Participatory epidemiology (PE) Number of livestock 13 4.0 0.5 10.0 1.5 10.0 1.5 - - - - 3.5 officers trained on 16 Livestock emergency guidelines and standards (LEGS) Number of technical 16 4.0 0.5 10.0 1.5 - - - - - - 2.0 officers trained on Geospatial information system (GIS) Number of officers 16 - - 20.0 2.5 - - - - - - 2.5 trained on data collection and analysis tools - KOBO, ODK, SPSS, STATA Number of senior 16 - - - - 15.0 2.5 - - - - 2.5 officers who have received supervisory skills training, Number of 16 - - 20.0 2.5 - - 20.0 2.5 - - 5.0 professional courses for accountants, procurement officers, secretaries and clerks 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Employee Salaries and allowances 16 278.0 135.6 290.0 185.5 290.0 185.5 300.0 230.5 300.0 230.5 967.6 services (salaries paid to the sector staff 17 and emoluments Payment of Water, electricity, 7 36.0 2.0 36.0 2.0 36.0 2.0 36.0 2.0 36.0 2.0 10.0 utilities and bills internet connectivity (60 bills for each) Data and Established of sector 1 - - 1.0 25.0 - 5.0 - 5.0 - 5.0 40.0 knowledge data and information 2 management Management Hub Livestock census 1 - - 15.0 75.0 15.0 75.0 - - - - 150.0 conducted countywide 2 (Ward level) Conduct specific 1 1.0 2.0 2.0 3.0 3.0 4.5 3.0 4.5 - - 14.0 livestock value chains 2 analysis - Fodder, camel milk, Beekeeping, live animal trade, meat goat Sub-total 226.7 416.8 378. 320.1 301. 1,643. 0 8 2 Programme Name: Administrative and Support Services (CROPS) Objective: Improved staff welfare, enhanced technical & support capacity, improved office coordination and enhanced stakeholder coordination Outcome: Enhanced service delivery Sub Key Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Program Output Performance s Budge me Indicators to SDG t Targets Year 1 Year 2 Year 3 Year 4 Year 5 (KSh. * Target Cost Target Cost Target Cost Target Cost Target Cost M)* Agriculture Policies, bills, Number of developed 1,2,3,17 1.0 3.0 2.0 7.0 3.0 4.0 2.0 2.0 1.0 1.0 17.0 Administrat regulations, Instruments to ion and strategies, and facilitate, regulate and Support plans developed support agriculture (i) Services AMS policy and bill, (ii) ATC management bill, (iii) County Sustainable food systems strategy, (iv) Agriculture & Livestock Sectoral Plan 2023-2032 (v) Aquaculture policy & Guidelines (vi) Customization of relevant national policies 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Partnerships Number of Proposals/ 16, 17 10.0 0.25 10.0 0.25 10.0 0.25 10.0 0.25 10.0 0.25 1.25 established and Funding requests resources (in developed cash and in-kind) Number of partnership 17 1.0 0.2 1.0 0.4 1.0 0.5 1.0 0.5 1.0 0.5 2.1 mobilization agreements/MoUs developed The department County Departmental 16 - - 1.0 25.0 - 1.0 - 1.0 - 1.0 28.0 has the requisite HQs (Kilimo house infrastructure constructed at the and capacities to ATC grounds) deliver on sector Number of additional 1,16 1.0 5.0 2.0 10.0 1.0 5.0 - - - - 20.0 mandate fully equipped and operational Sub County offices (4 Agriculture) ATC and AMS facilities 1,16 - 25.0 1.0 80.0 - 25.0 - 15.0 - 5.0 150.0 refurbished (including institutions fencing) Operational financing 1,2,17 50% 5.0 100% 35.0 100% - 100% - 100% - 40.0 kitty each for AMS and ATC Level of office facilities 1,2 20% 10.0 40% 10.0 60% 10.0 80% 5.0 90% 5.0 40.0 equipped in sub- counties and wards Level of technical staff 1,2 30% 10.0 50% 15.0 70% 15.0 80% 10.0 90% 10.0 60.0 mobility (vehicle and motorcycles available per sub-county/ward for extension services) Number of vehicles 16 1.0 7.5 1.0 7.5 2.0 15.0 1.0 7.5 - - 37.5 procured for extension services (5) Number of Motorbikes 16 - - 3.0 1.8 4.0 2.4 3.0 1.8 - - 6.0 procured to support extension services in the Sub Counties (10) Number of Vehicles 16 3.0 3.0 5.0 5.0 5.0 5.0 2.0 2.0 - - 15.0 and Motorbikes repaired (15) Number of 1,16 2.0 3.6 - 3.6 - 3.6 - 3.6 - 3.6 18.0 Agribusiness experts/livestock economist recruited (2) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Number of Ward 16 15.0 14.4 - 14.4 - 14.4 - 14.4 - 14.4 72.0 Agriculture Extension Officers (WAEOs) (15) Number Agriculture 16 26.0 18.0 - 48.0 - 46.8 - - - - 112.8 officers (Crops (8), Agribusiness (4), extension and training (5) and Agri nutrition (6), Engineers (3) Number of Fisheries 16 - - 2.0 9.6 - - - - - - 9.6 officers (2) Number of 16 - - 5.0 9.6 9.6 Cooperative officers (5) Skills Number of staff 16 - - 5.0 1.0 5.0 1.0 5.0 1.0 3.0 0.6 3.6 development/tra supported to ining for all staff undertake senior management course (SMC) Number of officers 16 - - 3.0 0.6 3.0 0.6 2.0 0.4 2.0 0.4 2.0 supported to undertake strategic leadership development training course Number of technical 16 6.0 0.6 10.0 1.0 - - - - - - 1.6 officers trained on Geospatial information system (GIS) Number of officers 16 - - 25.0 2.5 - - - - - - 2.5 trained on data collection and analysis tools - KOBO, ODK, SPSS, STATA Number of senior 16 - - - - 10.0 2.0 - - - - 2.0 officers who have received supervisory skills training, Number of 16 - - 10.0 1.5 - - 10.0 1.5 - - 3.0 professional courses for accountants, procurement officers, secretaries and clerks Employee Salaries and allowances 16 139.0 67.8 145.0 92.8 145.0 92.8 150.0 115.3 150.0 115.3 483.8 services (salaries paid to the sub-sector 17 staff 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and emoluments) Payment of Water, electricity, 7 36.0 2.0 36.0 2.0 36.0 2.0 36.0 2.0 36.0 2.0 10.0 utilities and bills internet connectivity (60 bills for each) Sector data and Establishment of sector 1,2 - - 1.0 25.0 - 5.0 - 5.0 - 5.0 40.0 information data and information Management Management Hub Hub established Garissa County Existence of Garissa 1 0 - 1.0 5.0 1.0 1.0 1.0 1.0 1.0 1.0 8.0 Farm/Crop County Farm/Crop 2 Census Census report 17 conducted Improved Training reports 2 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 irrigation efficiency Improved Training reports 2 1.0 0.5 1.0 0.5 1.0 0.5 1.0 0.5 1.0 0.5 2.5 service delivery (Capacity building of Irrigation and drainage farmers through training of IWUAs) Improve service No. Of: Purchase of 2 10.0 7.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 10.0 32.0 delivery office furniture, 1.0 - 1.0 - 1.0 - 1.0 - - - - stationary, vehicles, motorcycles, 5.0 - - - - - - - - - - computers and 1.0 - - - - - 1.0 - - - - printers, computer software, GPS gadgets, digital levels, total station reflector targets mounted on rods, dumpy levels, steel tape measures, leveling staves, camping tents, safari beds, jungle boots, staff uniforms, digital cameras Awareness No. of awareness 2 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 meetings on meetings held. HIV/AIDs Employment of more - - - - - - - - - - - pandemic & female staff members in Gender Equality Garissa County IDWS held dept, hold meetings to encourage farmers to elect more female and 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 youth in their scheme committees. Improve service Project M&E site visits, 2 3.0 0.1 3.0 0.3 3.0 0.3 3.0 0.3 3.0 0.3 1.3 delivery & M&E reports/Setting implementation out performance efficiency. targets, Annual staff appraisal reports, Signing of performance contracts, Staff performance evaluation. Efficient and Monthly Pay for all staff 2 50.0 60.0 50.0 60.0 50.0 60.0 50.0 60.0 50.0 60.0 300.0 effective service in the irrigation delivery directorate Sub-total 245.0 481.3 320. 257.0 237. 1,541. 1 8 2 Programme Name: Livestock and Pastoral Economy Objective: To develop sustainable livestock sector and value chains for improved income, food and nutrition security Outcomes: Improved livestock production, income, food, and nutrition security. (1) Productivity of the livestock sector increased (2) Entrepreneurial skills and capacities of the livestock value chains actors strengthened, (3) Access to market by livestock value chain actors improved, (4) Strengthened Coordination of the sector Sub Key Output Key Performance Linkage Planned Targets and Indicative Budget (KSh. M) Total Program Indicator s to Budge me SDGs Year 1 Year 2 Year 3 Year 4 Year 5 t Targets (KShs. * Target Cost Target Cost Target Cost Target Cost Target Cost M)* County Livestock pest Number of active 1 4 2.0 4 2.0 4 2.0 4 2.0 4 2.0 10.0 Veterinary and diseases surveillance activities 2 Services surveillance conducted 3 improved 10 Countywide Number of Community 1 100 2.0 150 2.5 150 2.5 - - - - 7.0 including refugee disease reporters 2 camps trained for passive 8 surveillance 10 Number of disease 1 240 2.0 240 2.0 240 2.0 240 2.0 240 2.0 10.0 reports submitted 2 through KABS annually 10 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Mobile Number of mobile Vet 1 1 4.5 2 4.5 2 4.5 2 4.5 - - 18.0 veterinary labs established 2 diagnostics 3 laboratory established per Sub County, County Number of 1 40 2.0 40 2.0 40 2.0 40 2.0 40 2.0 10.0 Veterinary professionals trained 2 professionals per year 8 and Number of trainings 1 5 5 5 - 5 - 5 - - paraprofessional provided annually 2 s have enhanced 8 capacities. continuous professional development trainings for through national, regional, and international short course trainings Cold chain Number of solarized 1 1 3.5 2 3.5 2 3.5 1 3.5 - - 14.0 Solarization in cold chain for vaccine 2 sub counties – storage 7 Balambala, 13 Modogahse, Alinjugur, Liboi, Bura and Masalani Maintained MoU for sustained 1 1 0.5 - - - - - - - - 0.5 supply of vaccine supply signed 2 Vaccines, drugs with KEVEVAPI 3 and chemicals, Number of doses of 1 300,000 3.0 1,000,0 10.0 750,000 7.5 500,00 5.0 500,00 5.0 30.5 equipment, and PPR procured 2 00 0 0 PPEs 3 Number of doses of 1 300,000 3.6 500,00 6.0 750,000 9.0 500,00 6.0 500,00 6.0 30.6 CCPP procured 2 0 0 0 3 Number of doses of 1 200,000 2.0 200,00 2.0 200,000 2.0 200,00 2.0 200,00 2.0 10.0 S&GP procured 2 0 0 0 3 Number of doses of 1 300,000 3.6 300,00 3.6 300,000 3.6 300,00 3.6 300,00 3.6 18.0 CBPP procured 2 0 0 0 3 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Number of doses of 1 300,000 3.0 300,00 3.0 300,000 3.0 300,00 3.0 300,00 3.0 15.0 LSD procured 2 0 0 0 3 Number of doses of 1 150,000 13.5 150,00 13.5 150,000 13.5 150,00 13.5 - - 54.0 FMD procured 2 0 0 3 Number of Litres of 1 3,000 3.0 5,000 5.0 3,000 3.0 3,000 3.0 3,000 3.0 17.0 dewormers procured 2 3 Number of litres of 1 1,500 6.0 1,500 6.0 1,500 6.0 1,500 6.0 1,500 6.0 30.0 acaricides procured 2 3 Number of vials of 1 2,000 2.0 2,000 2.0 2,000 2.0 2,000 2.0 2,000 2.0 10.0 antimicrobials 2 procured 3 Number of Vaccination 1 300 1.5 300 1.5 300 1.5 300 1.5 300 1.5 7.5 and treatment kits 2 procured 3 Number of vaccination 1 400 0.8 400 0.8 400 0.8 400 0.8 400 0.8 4.0 PPEs procured 2 3 Quarterly Number of Goats and 1 300,000 3.0 100,00 5.0 750,000 7.5 500,00 5.0 500,00 5.0 25.5 targeted Sheep Vaccinated 2 0 0 0 livestock against PPR, CCPP and 12 vaccination G&SP facilitated to Number of Cattle 1 300,000 4.5 300,00 4.5 300,000 4.5 300,00 4.5 300,00 4.5 22.5 attain herd vaccinated against 2 0 0 0 immunity against CBPP, LSD and FMD 12 key Trans- Number of animals 1 1,000,0 1.0 1,000,0 1.0 1,000,00 1.0 1,000,0 1.0 1,000,0 1.0 5.0 boundary animal dewormed, treated, 2 00 00 0 00 00 diseases - PPR, sprayed against ticks 12 CCPP, S&GP, CBPP, LSD, FMD from KEVEVAPI covering host communities and refugees Improved Number of cross- 1 - - 2 1.2 2 1.2 1 0.6 - - 3.0 Coordination border disease control 2 with bordering agreements and plans 3 Counties and developed 17 federal republic Number of harmonized 1 - - 2 - 2 - 2 - 1 - - of Somalia in and synchronized 2 cross-boarder surveillance missions 3 vectors and 17 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 disease undertaken across the surveillance border control Number of harmonized 1 - - 2 - 2 - 2 - 1 - - and synchronized 2 disease control 3 missions undertaken 17 across the border Garissa export Operational export 1 1 100.0 1 100.0 1 100.0 - - - - 300.0 slaughterhouse slaughterhouse 2 completed, 8 equipped, and 12 operationalized Construct, Number of Sub County 1 1 5.0 2 10.0 2 10.0 1 5.0 - - 30.0 renovate sub slaughterhouses 2 county Livestock renovated, equipped 8 slaughterhouses and operational 13 -Dagahaley, Hagardera, Masalani, Balambala, Modogashe, & Dadaab to cover host and refugee communities. Established Number of animal 1 1 4.0 2 8.0 3 12.0 2 8.0 1 4.0 36.0 Vaccination vaccination crushes 2 cattle crushes in established 3 upper Fafi, Ijara and Upper Lagdera & Mudey in Balambala and around refugee camps Stray dog Number of dog baiting 3 20 3.0 20 3.0 20 3.0 20 3.0 20 3.0 15.0 population kits, chemicals and effectively traps procured managed in the Number of community 3 5 1.0 10 2.0 15 3.0 15 3.0 15 3.0 12.0 county including awareness messaging refugee camps on waste management, stray dogs menace and Rabies risks conducted Number of technical 3 20 2.0 40 4.0 40 4.0 40 4.0 40 4.0 18.0 staff trained on Dogs 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 population management Enhances animal Number of farmers 1 10,000 4.0 10,000 4.0 10,000 4.0 10,000 5.0 10,000 4.0 21.0 health extension reached with animal 3 and behavior health extension and change better husbandry communication messages messaging among livestock Keepers within host community and refugees Artificial Number of AI service 1 150 0.8 800 4.0 1,000 5.0 1,000 5.0 500 2.5 17.3 Insemination conducted 2 services fully operationalized in the County through PPP model Medium animal Medium animal hospital 1 - - 1 15.0 - 2.5 - 2.0 - 2.0 21.5 health hospital established and 3 established in equipped Garissa Township for Large and small Livestock Climate change No. of farmers linked 1 10,000 2.0 15,000 2.5 20,000 3.0 25,000 3.5 30,000 4.0 15.0 adaptation and to and receiving climate 13 mitigation information measures No. of anticipatory 1 2 4.0 2 4.0 2 4.0 2 4.0 2 4.0 20.0 enhanced for Action plans (including 13 both host Participatory scenario communities planning) held, and and refugees advisories disseminated Number of outcome 1 - - 4 4.0 4 4.0 4 4.0 4 4.0 16.0 Household economic 13 survey analysis workshops held annually Number of cross 1 - - 1 3.0 1 3.0 - - - - 6.0 learning visits on 13 performance of household economic surveys Sub total 192.7 245.1 240. 118.0 83.9 879.9 5 0 1 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Livestock Pastoral Number of 1 18,000. 15.0 20,000. 16.0 22,000.0 18.0 25,000. 20.0 30,000. 25.0 94.0 production production farmers/pastoralists 2 0 0 0 0 and Range System receiving extension 4 Managemen strengthened services and adopting 8 t new technologies and approaches No. of cross learning 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 25.0 /exchange tours held (intra and inter county, national and international) Fodder Acreage for fodder 1 400.0 40.0 1,000.0 60.0 2,000.0 100. - - - - 200.0 development production farms 2 0 Enhanced to opened up (Fafi, Ewaso 4 address Nyiro, Gababa, and perennial riverine areas) livestock feed No. of farm tractors 1 1.0 60.0 1.0 60.0 - - - - - - 120.0 shortage in the and equipment bought 2 County for fodder production - 4 Assorted (8 tractors, 2 excavators and equipment) Km of concrete and 1 - - 10.0 100.0 10.0 100.0 - - - - 200.0 accessory earthen 2 canals laid; No. of irrigation mega 1 - - 1.0 300.0 1.0 300.0 - - - - 600.0 dams excavated in Fafi 2 and Waso plains No. of Assorted inputs 1 - - assorte 100.0 - - - - - 100.0 for production e.g., 2 d grass seeds, fertilizers, assorted chemicals Strategic feed Number of hay stores 1 2.0 30.0 4.0 60.0 2.0 30.0 - - - - 120.0 reserves constructed (6 sub 2 established counties +4 in irrigation units) No. of hay bales bought 1 1.0 300.0 1.0 300.0 1.0 300.0 1.0 300.0 1.0 300.0 1,500. and stored on the 2 0 reserves/Fed directly to needy stock Range Hectares of degraded 1 500.0 5.0 1,000.0 5.0 1,000.0 5.0 2,000.0 5.0 3,000.0 5.0 25.0 management rangelands 2 enhanced rehabilitated 13, Quantity (Kgs) of range 1 10,000 15.0 10,000 15.0 10,000 15.0 10,000 15.0 10,000 15.0 75.0 grass seeds procured 2 for reseeding and 13, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 restoration of rangelands No of Ward level 1 10.0 3.0 20.0 5.0 30.0 5.0 36.0 6.0 36.0 4.0 23.0 RMCs formed, 2 registered and trained 13, No. of inter-county 1 2.0 8.0 2.0 8.0 2.0 8.0 2.0 8.0 2.0 8.0 40.0 resource use dialogues 2 convened 13 No. of water corridors 1 10.0 1.0 20.0 2.0 30.0 3.0 40.0 4.0 50.0 5.0 15.0 mapped, Maintained, 2 and protected 13 No. of strategic water 1 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 25.0 points rehabilitated 2 e.g., livestock water 13 troughs No. of remote sensing 1 1.0 12.0 - - - - - - - - 12.0 pasture and water 2 monitoring ICT system 13 in place Participate in national 1 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 2.0 5.0 25.0 and international range 2 management 13 conferences for 17 learning and experience sharing, innovation sourcing and best practice benchmarking Drought Additional No. of 1 - - 1,000.0 20.0 1,500.0 30.0 2,000.0 40.0 2,500.0 50.0 140.0 preparedness pastoral farmers taking 2 and response up livestock insurance 13 enhanced for No. of 50kg drought 1 50.0 100.0 50,000. 100.0 50,000.0 100.0 50,000. 100.0 50,000. 100.0 500.0 both host pellets bought and 2 0 0 0 communities stored and refugees Apiculture No of farmers engaged 1 100.0 20.0 100.0 12.0 100.0 8.0 100.0 8.0 100.0 8.0 56.0 programs in apiculture and 2 enhanced for supplied with both host production inputs communities Number of beekeeping 1 - - 1,000.0 30.0 1,000.0 30.0 1,000.0 30.0 - - 90.0 and refugees kits supplied - Beehives, 2 harvesting kits and Animal breeding No. of Sahiwal bulls 1 50.0 7.5 50.0 7.5 50.0 7.5 50.0 7.5 - - 30.0 and production supplied (Riverine 2 enhanced based) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of Pakistani camel 1 10.0 2.0 10.0 2.0 20.0 4.0 10.0 2.0 - - 10.0 bulls supplied 2 13 No. of farmers raising 1 50.0 10.0 100.0 10.0 150.0 10.0 200.0 10.0 250.0 10.0 50.0 kienyeji chicken 2 13 No. of farmers raising 1 20.0 10.0 40.0 10.0 80.0 12.0 100.0 12.0 120.0 16.0 60.0 dairy goats 2 No. of milk and meat 1 2.0 50.0 2.0 50.0 2.0 50.0 2.0 50.0 - - 200.0 producer organizations 2 formed and/or 8 supported (4 milk: 4 meat) No. of feedlots 1 1.0 150.0 - - 1.0 150.0 -- - - - 300.0 developed (2) 2 8 No. of animal breeding 1 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 10.0 shows, institutions 2 attended and or visited 17 for learning by farmers Sub total 855.5 1,289 1,30 634.5 563. 4,645. .5 2.5 0 0 Livestock Promote No. of Value chain 1 3,000.0 6.0 5,000.0 10.0 5,000.0 10.0 3,000.0 6.0 3,000.0 6.0 38.0 Value Agribusiness actors (VCAs) Capacity 2 Chains along the built on agribusiness 8 Developme Livestock Value and commercialization nt Chains in both in the livestock value host chains; communities No. of Promoted 1 1.0 2.0 1.0 2.0 1.0 2.0 1.0 2.0 - - 8.0 and refugees feedlots and other high 2 value livestock finishing 8 establishments in strategic sites; Number of Developed 1 1.0 2.0 1.0 2.0 1.0 2.0 1.0 2.0 1.0 2.0 10.0 and disseminated 2 standards for livestock products and by- products; Number of Organized 1 1.0 4.0 1.0 4.0 1.0 4.0 1.0 4.0 1.0 4.0 20.0 business/investment 2 fora and events. 17 Livestock % Change in volumes of 1 2.0 7.0 4.0 15.0 5.0 7.0 5.0 7.0 7.0 - 36.0 marketing livestock marketed 2 linkages annually - from all 8 markets in the County 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of livestock traders 1 200.0 3.0 300.0 5.0 300.0 5.0 300.0 5.0 3,000.0 5.0 23.0 trained on marketing 2 through Livestock marketing associations (LMAs) No. of Camel Milk 1 1.0 30.0 1.0 30.0 1.0 30.0 - - - - 90.0 processing plants 2 established 8 Number of Market 1 2.0 4.0 2.0 4.0 1.0 2.0 1.0 2.0 - - 12.0 Linkages for different 2 livestock value chain Strengthen Number of livestock 1 12.0 1.2 12.0 1.2 12.0 1.2 12.0 1.2 - - 4.8 Livestock data monitors trained 2 Market 8 Information Number of weekly 1 12.0 1.5 12.0 1.5 12.0 1.5 12.0 1.5 12.0 1.5 7.5 Systems market reports 2 submitted per month 8 per livestock market Established and 1 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 25.0 maintained data 2 collection, collation, analysis, storage, and dissemination system; Strengthen Number of established 1 1.0 75.0 - - 1.0 75.0 - - - - 150.0 Livestock strategic holding 2 Marketing grounds; 8 Infrastructure: Number of renovated 1 2.0 20.0 2.0 20.0 2.0 20.0 - - - - 60.0 existing Modern 2 livestock Markets- 8 Modogashe, Balambala, Garissa & Masalani Promote Trade Number of staff 1 1.0 10.0 1.0 10.0 1.0 10.0 1.0 10.0 1.0 10.0 50.0 in Livestock and capacity built on quality 2 Livestock assurance and livestock 8 Products products’ branding; Number of 1 1.0 8.0 1.0 10.0 1.0 10.0 1.0 10.0 1.0 10.0 48.0 meetings/Fora 2 attended in promotion 16 of Garissa markets in 17 national, regional and international trade facilitation meetings; Garissa mini- Operational Garissa 1 - - 1 60 1 60 - 5 - 5 130.0 Tannery mini-Tannery 2 completed, 8 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 equipped and operationalized, Improved Number of Hides and 1 10.0 0.1 20.0 0.2 20.0 0.2 20.0 0.2 20.0 0.2 0.9 production, skins Bandas; traders 8 quality handling and flayers licensed, 10 and regulation of hides and skins in the County including refugee camps, Improved Number of flaying kits 1 50 1 100 1 200 2 200 2 200 2 7.5 capacity of procured 2 flayers and hides Number of flayers 1 100 1 200 2 200 2 200 2 200 2 9.0 and skins traders trained and licensed 2 in the County annually 8 including Number of hides and 1 20 2 30 3 30 3 30 3 30 3 13.5 refugees, skin traders trained on 2 handling and value 8 addition of hides and skins Number of hides and 1 20 2 30 3 30 3 30 3 30 3 14.0 skins traders taken for 2 exposure tours 8 annually Sub-total 5.1 69.2 70.2 15.2 15.2 174.9 GRAND TOTAL 1,053 1,603 1,61 767.7 662. 5,699. .4 .8 2.8 1 8 Programme Name: Crop Production & Fisheries Services Objective: To develop more efficient agricultural production through extension, support services and affordable, high-quality inputs Outcome: Increased agricultural crop productivity Sub Key Output Key Linkage Planned Targets and Indicative Budget (KSh. M) Total Program Performance s to Budge me Indicators SDG Year 1 Year 2 Year 3 Year 4 Year 5 t Targets Target Cost Target Cost Target Cost Target Cost Target Cost (KSh. * M)* Crop Increased access Proportion of farmers 1 40% 10 60% 15 70% 15 80% 15 90% 15 70 Production to high quality using certified seeds, 2 and Value farm inputs and appropriate 3 Addition technology 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Procurement & Number of operational 1 1 7.5 1 1.5 1 1.5 1 1.5 1 1.5 13.5 operationalizatio mobile soil testing kits 2 n of a mobile soil testing lab Enhanced farm Number of farmers 1 15,000 10 25,000 10 35,000 10 45,000 10 55,000 10 50 extension visited on-farm or 2 support services attending 3 demonstrations 12 centers 13 Number of farmers 1 10 1 15 1 20 1 25 1 30 1 5 service centres 2 established 3 12 13 Number of lead 1 70 0.5 100 0.5 150 0.5 250 0.5 300 0.5 2.5 farmers/centres of 2 excellence established 3 12 13 Increased area Number of Ha under 1 30 1 100 1 150 1 200 1 250 1 5 under crop climate smart 2 production agriculture in rain-fed 13 areas (i.e., zai-pits, semi-circular bunds, conservation agriculture) Number of Ha under 1 4,500 10 6,000 15 7,000 15 8,000 10 8,500 10 60 irrigated crop 2 production (including 13 Waaso, Gababa, and Fafi plains) Enhanced Average HH income of 1 9,000 0.5 12,000 0.5 15,000 0.5 20,000 0.5 25,000 0.5 2.5 Resilience of small-scale agricultural 2 agricultural producers 13 production Diversity of food 1 20% 0.5 30% 0.5 40% 0.5 50% 0.5 60% 0.5 2.5 system sources 2 3 12 Number of high-impact 1 10 100 15 50 20 50 30 100 40 100 400 low maintenance 2 irrigation schemes 3 (solar-powered and 13 closed pipe/lined systems) developed Number of irrigation 1 20 40 30 20 45 30 60 30 75 30 150 pump sets procured 2 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and distributed to farmers Improved food Proportion of 1 40% 0.5 35% 0.5 30% 0.5 25% 0.5 20% 0.5 2.5 security and population receiving 2 nutrition food or dietary 12 subsistence Strengthened Volume of agricultural 1 30,000 0.5 35,000 0.5 40,000M 0.5 45,000 0.5 50,000 0.5 2.5 produce products reaching local 2 MT MT T MT MT marketing and external markets 8 systems for local Establish strategic cold 1 2 10 5 15 10 15 15 15 20 15 70 and export chains for perishable 2 markets agricultural produce 13 Improved Farm Length in Km of access 1 50 100 100 100 150 100 200 100 250 100 500 to Markets roads 2 access/connectiv 8 ity Agro processing Type and amount of 1 0.5MT 2 1.5MT 3 3MT of 3 5MT of 3 10MT 3 14 & Value addition agricultural products 2 of fruit of fruit fruit fruit of fruit of fresh produce processed 8 juice & juice & juice & juice & juice & (cottage jam/sau jam/sau jam/sauc jam/sau jam/sau industries) ce ce e ce ce Increased Number of youth 1 8 1 12 1 15 1 20 1 25 1 5 number of groups engaged in agri- 2 youths engaged business activities 5 in agribusiness 8 activities Improved health Number of households 1 10,000 5 15,000 5 20,000 5 25,000 5 30,000 5 25 and nutrition adopting 2 levels kitchen/backyard 3 gardening 12 Improved household 1 15,000 1 20,000 1 25,000 1 30,000 1 35,000 1 5 diet diversity score 2 3 12 Number of 1 5 1 10 1 15 1 25 1 30 1 5 groups/clubs of youth 2 in school trained on 5 agriculture and 8 agribusiness (4-K clubs, Young Farmers Clubs) Agriculture Number of value chain 1 150 1.5 200 2 200 2 250 2.5 250 2.5 10.5 value chains have business proposals 2 improved developed and financed 8 support from 12 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 the county Number of functional 1 30 0.5 50 0.75 100 1 150 1 150 1 4.25 government VSLA groups 2 8 12 Number of value chain 1 300 0.5 500 0.5 700 0.5 1,000 0.5 1,200 0.5 2.5 actors adopting 2 modern technologies 8 for savings & credit 12 Number of 1 100 0.5 300 0.5 500 0.5 750 0.5 1,000 0.5 2.5 CIGs/VMGs benefitting 2 from National/County 8 Government business 12 facilitation funds Agricultural Machineries Machineries for AMS 1 1.0 75.0 1.0 100.0 1.0 75.0 1.0 30.0 1.0 20.0 300.0 Mechanizati procured and procured (Bulldozers 6, 16 on Services operational Farm tractors and implements 10, Backhoe diggers 2, (Assorted), Low loader 1 Fishery Fishponds Number of Fishponds 1 10 7.5 20.0 15.0 25.0 18.75 25.0 18.75 20.0 15.0 Services Constructed, Constructed, equipped, 2 equipped, and and operationalized 8 operationalized 12 Fisheries Cold storage Number of cold 1 1.0 6.0 1.0 6.0 1.0 6.0 1.0 6.0 products facilities storage facilities 2 value established established 8 addition and marketing Sub-total 387.5 366.7 355. 356.2 342. 1,709. 0 5 75 5 50 75 Agriculture & Livestock Total 1,912 2,869 2,66 1,701 1,54 10,693 7 4 Programme Name: Co-operative Development Objective: To provide an enabling environment that facilitates sustainable growth for socio-economic development. Outcome: Expanded cooperative business Cooperati Improved No of cooperative 10.3 25 1.0 30 1.5 35 2.0 40 2.5 45 3.0 10.0 ve cooperative audit reports produced governanc governance No. of Inspections and 15 0.5 15 0.5 15 0.5 15 0.5 15 0.5 2.5 e, inquiries regulation Directorate 2 0.6 2 0.6 2 0.6 3 0.9 4 1.2 3.9 and Cooperative staff supervisio development n 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Co- To enhance and No. of Coops adopting 9.b 15 1.5 15 1.5 15 1.5 15 1.5 15 1.5 7.5 operative promote value value addition Marketing addition in And Value Cooperative Addition Societies No. of value added 5 1.0 5 1.0 5 1.0 5 1.0 5 1.0 5.0 products No of sensitization 17.9 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 meetings held No of market survey 12 1 0.0 1 0.0 1 0.0 1 0.0 1 0.0 0.1 done Access to No. of Cooperative 9.3 100 80.0 150 100.0 170 150.0 200 180.0 220 200.0 710.0 affordable credit Societies accessing affordable credit County Enhanced capacity No. of new 17.9 30 10.0 30 10.0 30 10.0 30 10.0 30 10.0 50.0 Cooperati in cooperative cooperatives ve societies promoted Extension Services No of new dormant 2 0.2 2 0.2 2 0.2 2 0.2 2 0.2 1.0 societies revitalized No. of Cooperative 12 1.0 12 1.0 12 1.0 12 1.0 12 1.0 5.0 Awareness campaigns conducted No of Mgt. Committee 12 1.0 15 1.1 18 1.3 18 1.3 20 1.5 6.2 held No of coop staff 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 2.5 training held No of pre coop 12 1.5 12 1.5 12 1.5 12 1.5 12 1.5 7.5 training held No of members 15 1.0 15 1.0 20 1.5 20 1.5 20 1.5 6.5 education held Annual Report on 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 cooperatives submitted Sub Total Co-operative Development 100.8 21.4 172. 203.4 224. 822.7 6 4 Sector Grand Total 2,013 - 2,990 - 2,83 - 1,904 - 1,76 11,515 .26 .01 9.21 .41 8.56 .45 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 4.2.2.4: Gender, Social services, Culture, Youth and Sports The section provides Gender, Social services, Culture, Youth and Sports sector programmes to be implemented within the planned period. Table 17-4: Sector Programmes Programme Name: Gender, Social Services, Culture, Youth and Sports Objective: Power and build inclusive and cohesive society through sports, culture, youth and gender equity and equality Outcome: Improved gender equality and social inclusion Improved well-being and life skills among youth through sports and cultural activities Sub Key Output Key Linkag Planned Targets and Indicative Budget (KSh. M) Total Programm Performance es to Budget e Indicator SDG Year 1 Year 2 Year 3 Year 4 Year 5 (KShs. M)* Target s Target Cost Target Cost Targ Cos Targ Cos Targ Co et t et t et st Youth Youth mentored, Number of 3 500 10.0 800 12.0 1,200 15.0 1,500 17.0 2,000 20.0 74.0 development capacity built on trainings 9 businesses and linked to conducted financial institutions Number of youths trained Primary school students’ Number of 3 1,500 100.0 1,500 100.0 2,000 150. 2,500 200. 3,000 250. 800.0 transit to secondary students 9 0 0 0 supported Youth leadership, Number of 3 1 200.0 2 50.0 3 60.0 3 60.0 3 60.0 430.0 innovation and centres 9 engagement hubs established established Number of - youths enrolled Youths have awareness Number of 500 10.0 1,000 12.0 1,500 15.0 2,000 20.0 3,000 25.0 82.0 of early nutrition, drugs, youths sensitized and mental health. Refugees and host GISEDEP - - - - - - - - - - - community integrated document finalized and launched Sub-total 320. 174.0 240 297 355 1,386.0 0 .0 .0 .0 Training needs Number of 1 7.0 - - - - 1 7.0 - - 14.0 assessment conducted training needs 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sports & assessment talent conducted development Model sports stadium Number of model 1 600.0 1 100.0 1 100. 1 100. - - 900.0 established sports established 0 0 Capacity of personnel Number of 100 20.0 100 20.0 100 20.0 60.0 enhanced personnel trained Talent and mentorship Number of 800 50.0 800 50.0 800 50.0 800 50.0 800 50.0 250.0 nurtured and inculcated youths mentored Sub-total 677. 170.0 170 157 50. 1,224.0 0 .0 .0 0 Social Assistive devices such as Number of 200 30.0 200 30.0 300 40.0 300 40.0 300 40.0 180.0 protection (chairs, Arm crutches, assistive devices tricycle, cane stick, provided for brails, Sunglasses, and PWDs. sunburn Lotion) provided for to PWDs. Number of PWDs benefitting from Assistive Devices Women and OVCs have Number of 100 50.0 100 50.0 100 50.0 100 50.0 100 50.0 250.0 income generating women and activities OVCs trained on income generating activities County has capacities to Number of 10 10.0 10 10.0 10 10.0 10 10.0 10 10.0 50.0 prevent and respond to Functional violence against children structures and women including established harmful cultural practices strengthened Childcare facilities Number of 3 20.0 3 20.0 3 20.0 3 20.0 3 20.0 100.0 established. childcare facilities established Number of - children benefitting from the facilities Garissa township child Establishment of protection unit (CPU) Garissa township operationalized child protection unit (CPU) County has a cash Number 10,000 100.0 10,000 100.0 10,00 100. 10,00 100. 10,00 100. 500.0 transfer programme vulnerable 0 0 0 0 0 0 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 supporting vulnerable household families covered Number of - resources injected Marriage fund No of Marriage 135.0 150 20 200 25 250 30 250 30 250 30 established fund beneficiaries County mainstreams Number of - disability in the sector programmes development mainstreamed programmes Sub-total 230. 235.0 250 250 250 1,215.0 0 .0 .0 .0 School girls have access No of School 5.6 25,000 20 30,000 30 40,00 40 40,00 40 40,00 40 170 to dignity kits Going girls 0 0 0 benefiting from Pads & undergarment No of Girls 10,000 15 10000 15 10,00 15 1000 15 10,00 15 75 assisted with 0 0 0 uniforms Women have enhanced No of Baking 5 1,000 1000 1000 1000 1000 0 capacities in Economic equipment Activities Supplied No of Sewing 500 5 500 5 500 5 500 5 500 5 25 machines Gender and provided Women No of umbrella 500 2 500 2 500 2 500 2 500 2 10 Empowerme Shades for nt women No of Fridges 100 4 100 4 100 4 100 4 100 4 20 provided Adult literacy centres No of Adult 4 5 4 5 4 5 4 5 4 5 25 established literacy centres established GBV Rescue Centre s No of GBV 5.3 1 8 2 16 2 16 2 16 0 0 56 constructed Rescue Centre s constructed Governance systems in No of Sexual 2 1 2 1 2 1 2 1 2 1 5 Fights Against SGBV Gender Based established. Violence (SGBV) Board meetings held 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No of Meeting of 25 1 30 1.5 30 1.5 30 1.5 30 1.5 7 Garissa Gender Technical Working Group No of Garissa anti 100 0.5 100 0.5 100 0.5 100 0.5 100 0.5 2.5 FGM champions Trained No of toll-free 1 0.2 1 0.2 1 0.2 1 0.2 1 0.2 1 line Established Circumcisers and No of Cutters 50 0.2 50 0.2 50 0.2 50 0.2 50 0.2 1 participants know about sensitised against the harmful effects of FGM FGM. No of participants 180 3 180 3 180 3 180 3 180 3 15 trained on GBV Sub-total 64.9 83.4 93. 93. 77. 412.5 4 4 4 Promotion Cultural festivals and Number of 5 5.0 5 5.0 5 5.0 5 5.0 5 5.0 25.0 and annual Cultural weeks festivals preservation held participated in of culture and County and sub county Number of 3 60.0 2 40.0 2 40.0 140.0 Heritage cultural infrastructures museums e.g., museums established established Establishment of a 1 20.0 1 20.0 40.0 Complete and complete and operational cultural operational centre cultural centre Vibrant performing Number of active 50 5.0 50 5.0 50 5.0 50 5.0 50 5.0 25.0 groups/visual and individual artist performing artist and performing groups County produces Number of Food 10 1.0 10 1.0 10 1.0 10 1.0 10 1.0 5.0 Indigenous food exhibitions held. Number of trainings on indigenous food held Council of Elders formed Council of elders 1 5.0 5.0 and have enhanced formed and capacities in trained peacebuilding and cohesion Appreciated local Workshop and - language literature and talents oral traditions search 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 development training Indigenous communities, Number of public - sensitive cultures and participation knowledge promoted forums conducted Sub-total 96.0 71.0 51. 11. 11. 240.0 0 0 0 Administra Sector specific policies Number of Youth 4 25.0 4 25.0 50.0 tion and and regulatory policy and legal governance frameworks established framework formulated and implemented Number of - Gender policy and legal framework established and implemented Number of Social - protection policy and legal framework established and implemented Number of - Culture policy and legal framework established Sub-total 25.0 - - - - 4.0 25. - - 50.0 0 GRAND TOTAL 1,41 733.4 804 833 743 4,527.50 2.90 .4 .4 .4 4.2.2.5: Water, Environment, Energy, Climate Change & Natural Resources The section provides Water, Environment, Energy, Climate Change & Natural Resources sector programmes to be implemented within the planned period. Table 17-5: Sector Programmes 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programme Name: Administration and support services - Environment, Climate change &Natural Resource Management Objective: Strengthened institutional Capacity & Accountability Outcome: Enhanced institutional capacity and accountability Sub- Key Output Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Tota programm Indicator es to l e SDG Year 1 Year 2 Year 3 Year 4 Year 5 Bud Target Target Cost Target Cost Target Cost Target Cost Target Cost get s* (KSh s. M*) Governance Polices, bills & No. of polices 1 2.0 1 2.0 1 2.0 1 2.0 1 2.0 10.0 and support regulation e.g., developed services mining, forest, charcoal, No. of bills 1 2.0 1 2.0 1 2.0 1 2.0 1 2.0 10.0 wildlife developed developed No. of regulations 1 2.0 1 2.0 1 2.0 1 2.0 1 2.0 10.0 developed Governing No. of governing 2 1.2 2 1.2 2 1.2 2 1.2 2 1.2 6.0 structures structure established established & supported Staff have No. of sub-county 2 12.0 1 6.0 - - - - - - 18.0 enhanced environmental capacity offices constructed and operationalized No. of vehicles 2 14.0 - - - - - - - - 14.0 procured for extension services No. of staff trained 5 1.0 5 1.0 5 1.0 5 1.0 5 1.0 5.0 on technical & management courses Personnel - - - - - - - - - - - emolument ?? Gender Number and roles 100 2.0 100 2.0 100 2.0 100 2.0 100 2.0 10.0 mainstreamed of women, men and youths mainstreamed in environmental activities Resource No. of proposals & 5 1.0 5 1.0 5 1.0 5 1.0 5 1.0 5.0 mobilized M.o.U developed Sub-total 37.2 17.2 11.2 11.2 11.2 88.0 Programme Name: Environment, Climate Change, & Natural Resource Management 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Objective: To facilitate sustainable environmental management, utilization and conservation of natural resources Outcome: Enhanced management and conservation of environment and natural resources Sub Key Output Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Tota Programm Indicator es to Year 1 Year 2 Year 3 Year 4 Year 5 l e SDG Bud Target Cost Target Cost Target Cost Target Cost Target Cost Target get s* (KSh s M*) Environment Framework for Minutes of the 3 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6.0 al good County 6 management governance & Environment 7 systems effective committee (CEC) 9 coordination CEAP and Sector 1 2 28 14 28 14 4 14 28 14 58.0 established Plans developed and quarter dissemination reports SOE report 1 2 0 0 1 2 0 4.0 developed SPRs/CPRs/ESI Number of 100 10 100 10 100 10 100 10 100 10 50.0 A and audit SPRs/CPRs/ESIA conducted and audit conducted Garissa County Number of public 28 14 28 14 28 14 28 14 28 14 70.0 residents are environmental aware of public awareness environmental conducted issues Technical Number of trainings 8 1.6 10 2 10 2 5 1 5 1 7.6 officers have conducted increased capacity on environmental issues Sub-total 30.8 41.2 41.2 42.2 40.2 195. 6 Energy Improved No. of county 7 1 2 0 0 0 0 0 0 0 0 2 development coordination energy plan utilization of developed renewable No. of 28 14 28 14 28 14 28 14 28 14 70 energy in the dissemination county campaigns carried out 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of Renewable 0 0 1 10 0 0 0 0 0 0 10 energy resource assessments reports produced All the major No. of solar 7 120 4.8 150 6 200 8 250 10 300 12 40.8 towns have streetlights erected streetlights and No. of flood 7 35 10 50 3 15 100 flood lights/mast erected lights/masts Garissa County No. of mini-grids 7 2 80 0 0 0 0 3 120 0 0 200 residents have established in the access to off-grid areas (solar affordable and Wind) energy No. of Solar home 7 200 1 200 1 200 1 200 1 200 1 5 systems (SHS) promoted No. of clean 7 300 1.5 400 2 500 2.5 500 2.5 500 2.5 11 cooking energy technology promoted No. of community 20 5 20 5 20 5 20 5 20 5 25 facilities connected with stand-alone solar systems (schools, hospitals, water Points) Sub-total 143. 88.0 45.5 152. 34.5 463. 3 5 8 Climate County climate 2% of annual county 13 1 80.0 1 90.0 1 100.0 1 110.0 1.0 120.0 500. change change development fund 0 institutional disbursed capacity Minutes of the 13 4 1.2 4 1.2 4 1.2 4 1.2 4.0 1.2 6.0 strengthened Climate change committee (steering, county technical & Ward level) County wide No. of participatory 13 30 9.0 - - - - - - - - 9.0 Participatory climate risk climate risk assessment assessment undertaken undertaken No of ward-based 13 30 15.0 - - - - - - - - 15.0 climate change action plan developed 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of county 13 1 5.0 5.0 climate change action plan developed County climate No. of CIS reviewed 13 1 5.0 - - - - - - - - 5.0 change & updated information service plan No of climate 13 4 2.0 4 2.0 4 2.0 4 2.0 4.0 2.0 10.0 reviewed and change information update dissemination undertaken Community No. of community 13 10 125.0 10 125.0 10 125.0 10 125.0 10.0 125.0 625. lead climate lead climate resilient 0 resilient investment investments supported supported (Environment, water, agriculture) Sub-total 222. 233. 228.2 238. 248. 1,17 2 2 2 2 0.0 Natural Forestry & No. of modern tree 2 10.0 2 10.0 2 10.0 - - - - 30.0 Resources forestry allied nursery centers management resources established managed and No. of trees planted 1 5.0 1 5.0 1 5.0 1 5.0 1 5.0 25.0 conserved & nurtured No. of forest 28 14.0 28 14.0 28 14.0 28 14.0 28 14.0 70.0 patrols & operation conducted No. of non-timber 3 2.0 3 2.0 3 2.0 3 2.0 3 2.0 10.0 forest product promoted No. of Botanical - - 1 7.0 - - - - - - 7.0 Garden established Ha of degraded sites 100 20.0 100 20.0 100 20.0 100 20.0 100 20.0 100. rehabilitated 0 No. of Prosopis 1,000 26.0 1,000 26.0 1,000 26.0 1,000 26.0 1,000 26.0 130. species sustainably 0 managed in all Sub Counties (Formation of CIGs along invaded areas, CB Prosopis CIGs, Charcoal briquettes, Sustainable Charcoal 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 production, Development of Furniture) No. of forest 1 5.0 1 2.0 1 2.0 1 2.0 1 2.0 13.0 inventory conducted Promote Mineral No. of geological - - - - 1 50.0 - - - - 50.0 sustainable resource mapping of mineral exploitation exploited resources of mineral undertaken resources No. of artisanal 4 1.2 4 1.2 4 1.2 4 1.2 4 1.2 6.0 mining committee established & operationalized No. of county 2 2.0 - 2 2.0 - - 4.0 legislation developed No. of sustainable 1 2.0 1 2.0 1 2.0 1 2.0 1 2.0 10.0 management plan developed No. of mining 2 1.0 - 2 1.0 - 2 1.0 3.0 association committee established No. of Established - 1 500.0 - - - 500. gypsum processing 0 plant established Wildlife Community No. of community 2 40.0 2 40.0 2 40.0 2 40.0 2 40.0 200. management conservancies conservancies 0 strengthened strengthened No of community 1 2.0 1 2.0 1 2.0 1 2.0 1 2.0 10.0 conservancy management plan developed No. of wildlife water 2 5.0 2 5.0 2 5.0 2 5.0 2 5.0 25.0 corridors opened No. of wildlife 1 4.0 1 4.0 1 4.0 1 4.0 1 4.0 20.0 census conducted Sub-total 113. 614. 160.2 97.2 98.2 1,08 2 2 3.0 GRAND TOTAL 546. - 993. - 486.3 - 541. - 432. 3,00 70 80 0 30 30 0.40 Programme Name: Irrigation Infrastructure Development Objective: To increase area of land under irrigation Outcome: Improve livelihoods through irrigation facilities 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Sub Key Output Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Tota Programm Indicators es to l e SDG Year 1 Year 2 Year 3 Year 4 Year 5 Bud Target Target Cost Target Cost Target Cost Target Cost Target Cost get s* (KSh s M*) County Policy Number of policies 2 1 5.0 - - - - - - - - 5.0 irrigation developed developed policy County Irrigation No. of Irrigation 2 - - 1 10.0 - - - - - - 10.0 irrigation master plan master plan master plan developed Irrigation Reports No. of reports and 2 10 2.0 10 2.0 10 2.0 10 2.0 10 2.0 10.0 schemes visits. development Pre-feasibility No. of feasibility and 2 10 2.0 10 2.0 10 2.0 10 2.0 10 2.0 10.0 and feasibility design reports studies of gravity Irrigation schemes reports Feasibility study No. of study 2 5 150.0 5 150.0 5 150.0 5 150.0 5 150.0 750. reports reports 0 developed. Lorian in Lagdera, Rahole in Balambala, Dagega in Fafi, Abalattiro & Gababain Ijara and Fafi plains in Fafi. Survey & design No. of Survey & 2 10 2.0 10 2.0 10 2.0 10 2.0 10 2.0 10.0 reports design reports New gravity No. of new gravity 2 5 50.0 5 50.0 2 50.0 2 50.0 2 50.0 250. Irrigation Irrigation systems 0 systems constructed constructed New pump- Field visits to No. of identification 2 10 2.0 10 2.0 10 2.0 10 2.0 10 2.0 10.0 fed Irrigation schemes, reports schemes Scheme 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 identification reports. Topographical Number of 2 10 3.0 10 3.0 10 3.0 10 3.0 20 6.0 18.0 survey and topographical design of 60 surveys and designs schemes schemes (60) Irrigation No. of schemes 2 5 50.0 5 50.0 5 50.0 5 50.0 5 50.0 250. infrastructure constructed 0 for 50 new pump fed irrigation schemes constructed Smallholder No. of Smallholder 2 5 50.0 5 50.0 5 50.0 5 50.0 5 50.0 250. pump-fed pump-fed Irrigation 0 Irrigation schemes schemes rehabilitated rehabilitated Irrigation No. of irrigation 2 1 10.0 1 10.0 1 10.0 1 10.0 1 10.0 50.0 schemes schemes completed completed Multipurpos Multipurpose No. of multipurpose 2 1 500.0 1 500.0 - - - - - - 1,00 e mega pans mega pans mega pans or 0.0 constructed reservoirs Water Water No of water 2 1 500.0 - - - - - - - - 500. reservoirs reservoirs reservoirs 0 established established Sub-total 1,32 - 831. - 321.0 - 321. - 324. 3,12 6.0 0 0 0 3.0 Programme Name: Administration, Governance, and support service - Irrigation Services Objective: strengthen institutional capacity and accountability Outcome: Equitable, efficient and effective service delivery. Sub Key Output Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Tota Programm Indicator es 2 Year 1 Year 2 Year 3 Year 4 Year 5 l e SDG Bud Target Cost Target Cost Target Cost Target Cost Target Cost Target get s* (KSh s M*) Capacity Farmers have Number of Training 2 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 building of improved held 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Irrigation capacity in Number of Farmers and drainage irrigation and benefiting from the farmers drainage training through training of IWUAs Capacity Staff have Number of Training 2 1.0 0.5 1.0 0.5 1.0 0.5 1.0 0.5 1.0 0.5 2.5 building of improved held. staff capacity in irrigation and Number of county drainage staff benefiting from the training Office More efficient No. of offices 2 2.0 5.0 2.0 5.0 2.0 5.0 1.0 2.5 1.0 2.5 20.0 construction and effective constructed in the HQRS service delivery and all sub counties Support Improve No. Of: Purchase of 2 10.0 7.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 10.0 32.0 Services service delivery office furniture, 1.0 - 1.0 - 1.0 - 1.0 - - - - stationary, vehicles, motorcycles, 5.0 - - - - - - - - - - computers and 1.0 - - - - - 1.0 - - - - printers, computer software, GPS gadgets, digital levels, total station reflector targets mounted on rods, dumpy levels, steel tape measures, leveling staves, camping tents, safari beds, jungle boots, staff uniforms, digital cameras Creation of Awareness No. of awareness 2 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 1.0 5.0 awareness meetings on meetings held. and HIV/AIDs Employment of - - - - - - - - - - - behavioural pandemic & more female staff change Gender members in Garissa among Equality County IDWS dept, departmenta hold meetings to l staff and encourage farmers farmers in to elect more relation to female and youth in HIV/AIDS pandemic 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and Gender their scheme Mainstreami committees. ng Monitoring Improve Project M&E site 2 3.0 0.1 3.0 0.3 3.0 0.3 3.0 0.3 3.0 0.3 1.3 and service delivery visits, M&E reports/ evaluation of & Setting out projects implementation performance efficiency. targets, Annual staff appraisal reports, Signing of performance contracts, Staff performance evaluation. Personnel Efficient and Monthly Pay for all 2 50.0 300.0 50.0 300.0 50.0 300.0 50.0 300.0 50.0 300.0 1,50 emolument effective staff in the 0.0 service delivery department Sub-total 314. 312. 312.8 310. 315. 1,56 6 8 3 3 5.8 Programme Name: Water Resources Development & Sewerage Management Objective: Develop and protect surface and groundwater sources for multiple uses Outcome: Increased availability and quality of reliable water resources Sub Key Outputs Key performance Linkag Planned Targets and indicative budget (KShs M) Programm Indicators e to Year 1 Year 2 Year 3 Year 4 Year 5 Tota e SDG l target Target Cost Target Cost Target Cost Target Cost Target Cost Bud s get Developmen Reliable water Per capita water 40% - - - - - - - - - - t of surface resources storage increases water (Mega dams, Number mega 1 300.0 1 300.0 1 300.0 1 300.0 1 300.0 1,50 storage and water pans, dams/pans 0.0 exploration boreholes, constructed of pipelines) Number of medium 20 150.0 - - - - - - - - 150. groundwater constructed size pans 0 source for and constructed multi- operationalized Number of 40 10.0 40 10.0 40 10.0 40 10.0 40 10.0 50.0 purpose hydrogeological water uses reports produced Number of 20.0 100.0 20.0 100.0 20.0 100.0 20.0 100.0 20.0 100.0 500. boreholes drilled 0 and equipped 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Length of pipeline 150.0 50.0 300.0 100.0 - - - - - - 150. constructed from 0 the River. Number of water 40.0 30.0 20.0 15.0 20.0 15.0 20.0 15.0 20.0 15.0 90.0 pans desilted and expanded. % of water sources 70% 10.0 75% 15.0 80% 20.0 90% 20.0 95% 20.0 85.0 functional throughout the year Catchment Improved Number of water 45 5.0 45 5.0 45 5.0 45 5.0 45 5.0 25.0 area surface water samples complying Conservatio quality to set quality n and standard rehabilitatio Number of 20.0 30.0 20.0 30.0 20.0 30.0 20.0 30.0 20.0 30.0 150. n catchments 0 conserved and rehabilitated Number of water 15.0 10.0 20.0 15.0 20.0 15.0 20.0 15.0 20.0 15.00 70.0 schemes with centralized desalination unit Expansion of Increased Proportion of urban 75% 10.00 80% 10.00 85% 10.00 90% 10.00 95% 10.00 50.0 water supply access to HHs with access to services minimum minimum safe amount of safe within 200m for drinking water 95% times in a year supplies in rural and urban areas Universal Proportion (%) of 27% 5.00 35% 5.00 65% 5.00 70% 5.00 75% 5.00 25.0 access to rural HHs with minimum safe minimum access to water supplies safe water within 1 to school, kilometer health and Proportion (%) of 50% - 60% - 80% - 100% - 100% - - public schools, health and institutions public institutions with access to minimum safe drinking within own premises Access to Proportion (%) of 40% - 45% - 50% - 55% - 60% - - reliable HHs with access to management of adequate livestock livestock water water points within points 5 kilometers 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Enhanced Proportion of 60% - 55% - 45% - 40% - 35% - - resilience to surface and ground drought water sources depleted 3-months after rain season Rehabilitatio Water supplies Number of 30 25.00 30 25.00 30 25.00 30 25.00 30 25.00 125. n, infrastructure boreholes, water 0 maintenance restored and storage tanks, cattle , and rehabilitated troughs and length operation of of pipeline water rehabilitated supplies Boreholes Number of 40 20.00 40 20.00 40 20.00 40 20.00 40 20.00 100. installed with boreholes installed 0 renewable with renewable energy sources energy sources Functional Number of drinking drinking and and livestock water livestock water points functioning points for 90% of the times Sewerage Raise Proportion of 10% 5 20% 10 30% 15 40% 20 50% 25 75.0 management proportion of wastewater safely wastewater treated collected to 50% by 2022 Increase safe Volume and 2% 3% 5% 10% - wastewater proportion of reuse to 10% wastewater reuse by 2022 Decentralize Promote Number of 1 20 2 40 4 80 6 120 8 160 420. d sewerage decentralized decentralized 0 Treatment wastewater wastewater and Programme and facial facial sludge sludge treatment facilities management developed and for isolated and operational small urban Number of 40% 50% 60% 70% 80% - communities individual households and small community’s onsite wastewater treatment complying to regulations Schools, Universal Proportion of 50% 60% 80% 90% 100% - health and improved schools, health and public sanitation and public facilities with 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 facilities handwashing in access to improved Sanitation schools, health sanitation and Programme and public handwashing facilities Rehabilitatio Sustainable Proportion of - n, management of functional sanitation maintenance sewerage and points of sewerage sanitation Total number of - and infrastructure complaints and sanitation management operational facilities breaches related to wastewater Sub-total 765. 685. 635.0 680. 725. 3,49 0 0 0 0 0.0 Programme Name: Administration, Governance, and Support Services - Water Objective: strengthen institutional capacity and accountability Outcome: equitable, efficient, and effective service delivery Sub Key outputs Performance SDG Planned Targets and indicative budget (KShs M) Tota programm indicators Target l e s* Year 1 Year 2 Year 3 Year 4 Year 5 cost (KSh Target Cost Target Cost Target Cost Target Cost Target Cost s. M)* Administrati Support and Proportion of staff 50% 10 60% 15 70% 20 90% 25 100% 30 100. on and strengthen with adequate office 0 support water, environment and services sanitation and facilities irrigation Value of financial - management and technical resource mobilized Governance Improved Proportion of 50% 75% 90% 100% 100% - governance and policies, strategies, accountability registration procedures developed and operational No. of annual 40% 10 50 15 50 15 50 15 50 15 70.0 projects monitored and reported Extent to which - children, youth, women and special interest groups are 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 included in water services proportion of 10% 30% 30% 30% 50% - facilities procured Proportion of - facilities with green energy Capacity and Reliable and Availability of water, 1 3 2 5 3 8 3 8 3 8 32.0 Knowledge accessible sanitation and development databases irrigation database updated to within 3- months Improved Proportion of 0.50% 1% 1% 1% 1% - knowledge and budget dedicated to innovation water, sanitation and irrigation data, knowledge and innovation Training plans Number of trainings - developed and implemented implemented according to capacity building plan Vehicles and Proportion of staff - equipment and provided with tools adequate logistics, tools and facilities for their work Sub-total 23 35 43 48 53 202. 0 GRAND TOTAL 4,29 - 3,68 - 2,119. - 2,22 - 2,17 14,4 6.30 8.60 10 1.60 3.60 99.2 0 4.2.2.6: Trade, Investment and Enterprise Development The section provides Trade, Investment and Enterprise Development sector programmes to be implemented within the planned period. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Table 17-6: Sector Programmes Programme Name: Trade Development Programme Objective: Facilitate trade in the county Outcome: Improved business environment and ease of doing business for a thriving economy Sub Key Output Key performance Linka Planned Targets and Indicative Budget (KShs. M) Total Programme Indicators ges to Budge SDG Year 1 Year 2 Year 3 Year 4 Year 5 t Targe (KShs. Target Cost Target Cost Target Cost Target Cost Target Cost ts M)* Market Market stalls No of market stalls 8.2 5 15 5 15 5 15 5 15 5 15 75 infrastructure and sheds constructed 8.3 development constructed No of market sheds 8.2 5 5 5 5 5 5 5 5 5 5 25 and constructed 8.3 rehabilitated. No of market stalls 8.2 5 7 5 7 5 7 5 7 5 7 35 rehabilitated 8.3 No of market sheds 8.2 5 2 5 2 5 2 5 2 5 2 10 8.3 Market sheds No of stalls 8.2 5 10 5 10 5 10 5 10 5 10 50 upgraded upgraded 8.3 Amenities and No of market 8.2 5 10 5 10 5 10 5 10 5 10 50 Utilities for facilities with 8.3 Market amenities & utilities Infrastructure established s established Ultra-Modern No of SME Parks 8.2 1 15 0 0 0 0 0 0 0 0 15 SME Parks Constructed 8.3 constructed Weights and Workshops No of workshops 8.2 1 10 0 0 0 0 0 0 0 0 10 measures constructed constructed 8.3 infrastructure Legal No of legal 8.2 0 0 1 20 0 0 0 0 0 0 20 metrology metrology 8.3 laboratories laboratory constructed constructed Weights and No of weights and 8.2 5 15 0 0 0 0 0 0 0 0 15 measures measures offices 8.3 offices constructed constructed Weights and No of equipment 8.2 1 10 0 10 0 10 0 10 0 10 50 measures purchased 8.3 offices equipped 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Aggregation No of aggregation 8.2 6 12 6 12 6 12 6 12 6 12 60 centres e.g. centres constructed 8.3 Milk Collection Centres constructed Business No of business 8.2 Various 10 Various 10 Various 10 Various 10 Various 10 50 start-ups kits start-up kits 8.3 including solar provided powered fridges, milk ATMs provided Market No of facilities 8.2 Various 10 Various 10 Various 10 Various 10 Various 10 50 infrastructure constructed 8.3 such as sunshades, boda-boda shades and toilets constructed Rehabilitation No of facilities 8.2 Various 10 Various 10 Various 10 Various 10 Various 10 50 and provision rehabilitated & 8.3 of social provided with amenities & amenities/ facilities utilities market infrastructure for traders of livestock and livestock products e.g., livestock markets Business No of incubation 8.2 1 10 1 10 0 0 0 0 0 0 20 incubation centres constructed 8.3 Centres and equipped constructed & equipped Food kiosks No of food kiosks 8.2 10 10 10 10 10 10 10 10 10 10 50 constructed constructed 8.3 Feasibility No of feasibility 8.2 1 10 0 0 0 0 0 0 0 0 10 studies studies done 8.3 conducted on Eco-Tourism Ventures 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Business Increased No. of forums held 8.2 8 5 8 5 8 5 8 5 8 5 25 Support access to for trade 8.3 Services trade information information dissemination Stakeholder No of stakeholder 8.2 4 2 4 2 4 2 4 2 4 2 10 engagement engagements held 8.3 Strengthened Business No of 8.2 4 5 4 5 4 5 4 5 4 5 25 management businesspersons and 8.3 and entrepreneur entrepreneur capacity build ship skills for the business traders increased Databank for No of databanks 8.2 1 6 1 6 1 6 1 6 1 6 30 the trade created 8.3 section established, maintained, and updated Staff for the No of staff capacity 17.9 15 8 15 8 15 8 15 8 15 8 40 Trade built Directorate capacity built Laws, No of documents 11.3 3 2 3 2 3 2 3 2 3 2 10 regulations, developed policies, service charter and other relevant document developed Markets No of markets 8.2 6 3 6 3 6 3 6 3 6 3 15 managed managed 8.3 Women No of women 8.2 4 2 4 2 4 2 4 2 4 2 10 business business 8.3 programmes programmes empowered empowered Differently No of differently 8.2 10 2 10 2 10 2 10 2 10 2 10 Abled Abled 8.3 Business Businesspersons persons empowered empowered 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Youth in No of youth 8.2 10 3 10 3 10 3 10 3 10 3 15 business businesses 8.3 Empowered empowered Consumer No of forums held 8.2 4 2 4 2 4 2 4 2 4 2 10 protection 8.3 forums Agribusinesse No of agribusiness 8.2 5 2 5 2 5 2 5 2 5 2 10 s supported 8.3 Business No of business 8.2 4 1 4 1 4 1 4 1 4 1 5 Consultancy consultancy services 8.3 services provided provided Monitoring, No of Monitoring, 8.2 4 2 4 2 4 2 4 2 4 2 10 Evaluation and Evaluation and 8.3 Reporting Reporting exercises done Informal No of traders 8.2 10 1.5 10 1.5 10 1.5 10 1.5 10 1.5 7.5 traders supported 8.3 empowered Transport No of Transport 8.2 10 5 10 5 10 5 10 5 10 5 25 businesses Businesses 8.3 supported Supported Staff No of field work 8.2 8 2 8 2 8 2 8 2 8 2 10 Transport and supported 8.3 logistics for field work facilitated Livestock and No of businesses 8.2 10 5 10 5 10 5 10 5 10 5 25 livestock supported 8.3 product trade supported Energy related No of businesses 8.2 20 4 20 4 20 4 20 4 20 4 20 businesses supported 8.3 supported and regulated Export trade No of businesses 8.2 5 4 5 4 5 4 5 4 5 4 20 promoted supported 8.3 Promote eco- No Ventures 8.2 1 5 1 5 1 3 1 3 1 3 19 Tourism supported 8.3 Ventures Brand and No of investment 8.2 1 5 0 0 0 0 0 0 1 5 10 Market profiles prepared 8.3 Garissa County as Investment 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and Trade destination Trade shows No of Exhibitions 8.2 4 4 4 4 4 4 4 4 4 4 20 & Exhibitions 8.3 Exchange No of exchange visit 8.2 2 3 2 3 2 3 2 3 2 3 15 visits/ Bench 8.3 markings Creation and No of towns with 8.2 10 5 12 6 14 7 15 8 15 8 34 Management market days 8.3 of Market days Sub-total 259. 225. 194. 195. 200.5 1075.5 5 5 5 5 Programme Name: Industrialization and investment programme Objective: Create enabling environment for business and industrial sector growth Outcome: Improved Production and Incomes from Business Sub Key Output Key performance Linka Planned Targets and Indicative Budget (KShs. M) Total Programme Indicators ges to Year 1 Year 2 Year 3 Year 4 Year 5 Budge SDG t Targe Target Cost Target Cost Target Cost Target Cost Target Cost (KShs. ts M)* Industrializati Business BDA set up and 9.2 2 10 2 10 2 10 2 10 40 on Development operational advisory centre set up Constituency No of fully equipped 9.2 2 10 2 10 2 15 3 20 1 5 60 industrial CIDC development centres and light industrial sheds established Dagahaley and No of tanneries 9.2 1 20 1 20 1 20 60 Dadaab operationalized tannery operationalize d Establishment Tomato processing 9.2 1 1 150 150 of Tomato plant established processing Plant Establishment 1 100 100 of Fodder system for animal feeds 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 (hydroponic farming) Establishment No. of Industrial 1 100 100 of Industrial Park established Parks Capacity No of traders 9.2 50 5 70 6.5 100 8 150 12 100 8 39.5 building for trained traders Investment Investment policy 9.2 1 2 2 policy developed developed Investment No of Investment 1 10 5 5 20 Authority Authority established established Exhibition and No of Investors 9.2 1 5 5 fare show attracted Formalization No of traders 9.2 20 5 20 5 20 40 30 10 60 60 120 of the Jua Kali supported sector Business and No of enterprises 9.2 250 50 300 60 350 70 400 80 450 90 350 entrepreneuri trained al skills transferred Entrepreneur No of 9.2 20 20 20 20 20 20 10 10 10 10 80 s have Entrepreneurs with concrete concrete making making machines machines Economic Volume of trade 9.2 5,000,0 0 5,000,0 0 5,000,000 0 5,000,0 0 5,000,0 0 0 cooperation with FCDC counties 00 00 00 00 Research and No of products 9.5 1 2 2 3 2 3 2 3 2 2 13 Development standardised Sub-total 229 284. 296 150 180 1,139. 5 5 Programme Name: Enterprise Development Services Objective: Create employments, Reduce Poverty and improve economy within the County Outcome: Improved access to funds for development of MSMEs Sub Key Output Key performance Linka Planned Targets and Indicative Budget (KShs. M) Total Programme Indicators ges to Budge Year 1 Year 2 Year 3 Year 4 Year 5 SDG t Targe Target Cost Target Cost Target Cost Target Cost Target Cost (KShs. ts M)* Revolving Business Number of SME 8.3 5000 150 6000 180 6500 200 7000 250 7500 300 1,080 Fund funded beneficiaries 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Groups Number of groups 8.3 150 2 150 2 150 2 150 2 150 2 10 Trained trained Groups Proportion of funds 8.3 2800 80 3800 90 4000 110 3500 105 385 funded & their repaid status Improved No of forums held 8.3 5 3 6 4 8 6 10 8 12 10 31 stakeholder engagement Sub-total 155 266 298 370 417 1,506 Programme Name: General Administration, Planning and Support Services Objective: To provide transformative leadership, capacity and policy direction in service delivery Outcome: an enhanced Institutional framework for excellent, efficient and effective service delivery within the sector General Improved legal No. of regulations 1.b, 2 3 2 3 1 1.5 2 3 0 0 10.5 Administration policy formulated (weights 8.3 framework and measures policy and Tourism Policy) No of Acts developed 1 2.2 1 2.7 0 0 1 3 0 0 7.9 (Enterprise Development Fund, and industrial development Acts) Improved No of progress reports 17.18 24 1.5 24 1.5 24 1.5 24 1.5 24 1.5 7.5 service delivery developed No. of operational 15 35 18 39 23 43 31 47 42 52 216 tools and equipment acquired & maintained Improve sector Training of staff and 16.a 20 6.3 17 5.8 19 6.7 25 7.9 21 7.8 34.5 capacity to capacity building deliver services Sub Totals 48.0 52.0 52.7 62.4 61.3 276.4 Grand Sector Totals 691.5 - 793.5 - 645.2 - 627.9 - 678.80 3,336.9 0 0 0 0 0 4.2.2.7: Roads, Transport, Public Works, and Housing The section provides Roads, Transport, Public Works, and Housing sector programmes to be implemented within the planned period. Table 17-7: Sector Programmes Programme Name: Administration and support services 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Objective: To enhance Governance and capacity for service delivery Outcome: Effective, efficient, and accountable service delivery Sub Key Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Total Program Output Indicators es to Year 1 Year 2 Year 3 Year 4 Year 5 Budg me SDG et Targe Targ Cost Targ Cost Targ Cost Targ Cost Targ Cost (KShs ts* et et et et et . M)* Administra Projects Number of projects 9.1 70% 20 90% 20 90% 10 100% 10 100% 10 70 tion and monitored monitored and evaluated for support and efficiency, effectiveness, and services evaluated impact Institutiona Number of structured 16.7 4 1.5 4 1.5 4 1.5 4 1.5 4 1.5 7.5 l stakeholders’ engagement 5c governanc No of policies, legislation and 5c 1 2 1 2 1 2 1 2 1 2 10 e and strategies, procedures coordinati regulation etc. in place on systems in place Adequate Level of office furniture, 9.1 70% 30 90% 20 100% 20 100% 20 100% 20 110 office stationeries, equipment, space, facilities and utilities available equipment, Ratio of staff adequately 8.5 60% 10 80% 10 100% 10 100% 10 100% 10 50 and accommodated in the office 10.1 facilities Number of working 9.1 10 2 10 2 10 2 5 1 5 1 8 equipment/tools/software/ap 8.5 plications procured/installed Staff have No of staff trained according 8.5 5 4 7 6 15 12 20 13 25 10 45 technical to appraised training needs 10.1 skills and Number of new support and 10.1 3 2 2 1 2 1 2 1 2 1 6 staff technical staff recruited welfare Enhanced Proportion of services 25% 5 50% 5 70% 5 85% 5 100% 5 25 administrat delivered in compliance to ive service charter efficiency New plant Enhance early warning and 9.1 4 25 4 25 4 25 4 25 4 25 125 and disaster preparedness equipment Number of MTF equipment 9.1 4 10 4 10 4 10 4 10 4 10 50 procured maintained and functional and operational Sub-total 111.5 102.5 98.5 98.5 95.5 506.5 Roads Rural Kms of Rural access road 9.1 300 40.4 350 46.8 400 53.2 400 53.2 400 53.2 246.8 Developm access cleared and graded 2a ent road 3.6 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 cleared and 11.2 graded All Kms of road upgraded to 10 50 10 50 10 50 10 50 10 50 475 weather gravel standard major 13.1 connecting length of culverts(m) 120 5 120 5 120 5 120 5 120 5 roads No of new drifts 3 20 4 30 6 40 8 50 10 60 Paved Kms of road upgraded to 9.1 2 120 2 120 4 240 4 240 4 240 960 roads bitumen standard Ms of lined drainage channels 9.1 400 1.2 400 1.2 400 1.2 400 1.2 400 1.2 6 13.1 Quality Length (km) of road bush 9.1 400 32 400 32 400 32 400 32 400 32 160 roads clearance 2a Length(km) of road graded 15.2 400 28.8 400 28.8 400 28.8 400 28.8 400 28.8 144 Length(km) of road re- 20 120 20 120 20 120 20 120 20 120 600 graveled Length (km) of roads re- 0.5 5 0.5 5 0.5 5 0.5 5 0.5 5 25 carpeted Length (m) of drainage 200 2 200 2 200 2 200 2 200 2 10 restored/rehabilitated Adequate Length km of tarmac road 9.1 0 0 1 150 0 0 1 150 1 150 450 landing Transport Bus Number of bus 11.2 2 15 2 15 2 15 2 15 2 15 75 services parks/term parks/terminus developed inus Number of designated on- 11.2 2 20 2 20 2 20 2 20 2 20 100 developed street and off-street parking 3.6 Streetlights Number streetlights installed 11 2 10 2 10 2 10 2 10 2 10 50 installed and maintained 16.1.4 and maintained County Number of county 11.2 50 20 70 20 90 20 100 20 100 20 100 governmen government vehicles 3.6 t vehicles serviced internally serviced Well serviced county 11.2 50% 30 60% 10 70% 10 80% 10 90% 10 70 and garage% 3.6 maintained Average vehicle downtime 3.6 1 10 1 10 1 10 1 10 1 10 50 (days) Governanc No of policies, legislation 5c 1 5 1 5 1 5 1 5 1 5 25 e and strategies, procedures 16.7 instrument regulation etc. in place s developed and enacted Sub totals 534.4 680.8 667.2 827.2 837.2 3546. 8 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programme Name: Public Works and housing program Objective: To create and improve working space for all the county workforces. Outcome: Improved delivery of services. Sub Key Key Performance Linkag Planned Targets and Indicative Budget (KSh. M) Total Program Output Indicators es to Year 1 Year 2 Year 3 Year 4 Year 5 Budg me SDG et Targe Targ Cost Targ Cost Targ Cost Targ Cost Targ Cost (KShs ts* et et et et et . M)* Public Adequate Newly constructed office 11.2 3000 150 3000 150 3000 150 3000 150 3000 150 750 works space for floor space (m2) 12 county 9 staff Technical Proportion of public 11 80% 10 85% 10 90% 10 95% 10 100% 10 50 support construction overseen by 12 for the the department county and public building Quality Improved area of existing 11.2 50 20 70 20 90 20 100 20 100 20 100 and well office space 3.6 maintain office Proportion of total budget 3.6 1 10 1 10 1 10 1 10 1 10 50 space for spent on maintenance the county employees Housing Improved Number of residential 11.2 20% 160 30% 160 40% 160 50% 160 60% 160 800 developme and developments by the 12 nt affordable government, private sector, 9 housing and individual owners by gender (men, women, and youth) Men, Number of serviced plots 11 10% 10 20% 10 30% 10 40% 10 50% 10 50 women, developed and acquired by 12 and youths men, women, and youth acquire developed serviced plots Men, Number of men, women and 11 10% 50 10% 50 10% 50 10% 50 10% 50 250 women, youth benefiting from 1.4 and youth affordable housing initiatives have access to affordable 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 housing initiatives Pro-poor Number and value of 1.4 10% 50 10% 50 10% 50 10% 50 10% 50 250 housing housing development 11 developme targeted to people with low- 12 nt income Sub-total 460.0 460.0 460.0 460.0 460.0 2,300. 0 0 0 0 0 00 Grand totals 1,105. 1,243. 1,225. 1,385. 1,392. 6,353. 90 30 70 70 70 30 4.2.2.8: Education, Information, and ICT The section provides Roads, Transport, Public Works, and Housing sector programmes to be implemented within the planned period. Table 17-8: Sector Programmes Programme Name: General Administration, Planning and Support Services Objective: To ensure provision of effective service to the clients Expected outcome: Effective service delivery Linkage Planned Targets and Indicative Budget (KSh. M) Total Sub Key s to Budge Year 1 Year 2 Year 3 Year 4 Year 5 Programm Key Output Performance SDG t e Indicators Targets Targe Targe Targe Targe Targe (KSh. Cost Cost Cost Cost Cost * t t t t t M)* No. of staff in- 320 80 350 95 400 150 420 130 100 30 485 post No. of training needs Staff have assessment 2 3 2 3 2 3 2 3 2 3 15 General improved report prepared Administrati operational and implemented on capacity No. of assorted equipment 10 5 10 5 10 5 10 5 10 5 25 acquired No. of machinery 1 3 1 3 1 3 1 3 1 3 15 acquired 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Learning No. of facilities Facilities integrated with 100 50 100 50 100 50 100 50 50 25 225 integrated with ICT ICT No. of policies, Policies, Bills, and Bills, and Regulations 2 10 2 10 2 10 2 10 2 10 50 Regulations developed developed Staff sign No. of Performance performance 1 2 1 2 1 2 1 2 1 2 10 Planning and contract contract signed support Progress report No. of progress services prepared and report prepared 1 1.5 1 1.5 1 1.5 1 1.5 1 1.5 7.5 submitted and submitted Functional No. of functional libraries in the libraries in the 1 2 1 2 1 2 1 2 8 county county Students No. of students supported supported through through 15000 200 15000 200 15000 200 15000 200 15000 200 1000 bursary/scholars bursary/scholars hip hip Sub-total 1840. 356.5 371.5 426.5 406.5 279.5 5 Programme Name: Education Development Objective: To provide quality Pre-Primary and Vocational Education in the County Expected Outcome: Improved Access to quality Pre-Primary and Vocational Education No. of ECDE centres equipped 4.2 20 8 20 8 20 8 20 8 20 8 40 with furniture No. of centres 4.2 10 25 10 25 10 25 10 25 10 25 125 constructed ECDE centres No. of ECD ECD developed and centres provided 4.2 20 15 20 15 20 15 20 15 20 15 75 operational with recreational equipment No. of ECD implementing 4.2 50 20 50 20 50 20 50 20 50 20 100 school feeding program Vocational VTCs developed No. of Training and workshops 4.2 6 18 4 12 4 12 3 9 51 Centres operationalized constructed 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No of classrooms 4.2 5 8 5 8 5 8 5 8 5 8 40 constructed No of computer labs constructed 4.2 1 4 1 4 2 8 1 4 1 4 24 and connect to internet No. of administration 4.2 1 4 1 4 1 4 1 4 1 4 20 blocks constructed No. of VTCs 4.2 5 8.5 5 8.5 5 8.5 5 8.5 5 8.5 42.5 equipped No. of VTC hostels 4.2 3 15 3 15 30 constructed No. of VTC 4.2 3 18 2 12 1 6 1 6 42 buses procured No. of VTCs 4.2 4 10 2 5 2 5 2 5 2 5 30 Renovated No. of VTCs registered demarcated and 4.2 2 2.5 2 2.5 2 2.5 7.5 acquire Title deeds Sub-total 156.0 139.0 116.0 112.5 103.5 627 Grand Totals 512.5 510.5 542.5 519.0 383.0 2467. 0 0 0 0 0 5 Programme 3: ICT, Information and Libraries Objective: Improve ICT infrastructure and enhance staff skills on ICT Outcome: Improved communication, increased efficiency, and improved service delivery Planned Targets and Indicative Budget (KShs. M) Total Linkage Sub Key Year 1 Year 2 Year 3 Year 4 Year 5 Budge s to Programm Key Output performance t SDG Targe Targe Targe Targe Targe e Indicators Cost Cost Cost Cost Cost (KShs. Targets t t t t t M)* No. of offices ICT, with Local Area 9.C 3 6 3 6 3 6 3 6 3 6 30 Information County offices Network (LAN) 17.8 and Libraries have access to installed the internet No. of offices 9.C connected to the 10 4 10 5 10 5 10 5 10 5 24 17.8 internet 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of offices County offices installed with have Video 9.C Video 10 5 10 5 1 1 1 1 1 1 13 Conferencing 17.8 Conferencing System System PPP with Number of PPP 9.C network with network 1 20 20 17.8 providers providers Existence of Partnership with partnership with the national the national 9.C government on 1 2 2 government on 17.8 National Fibre National Fibre optics optics No. of information 9.C security systems 1 5 1 2 1 2 1 2 1 2 13 County has 17.8 implemented and established operational security systems No of offices installed with 9.C 2 2 2 2 2 22 2 2 2 2 30 CCTV Camera 17.8 County has an Existence of Electronic Electronic 9.C Document Document 0 0 1 4 1 1 1 1 1 0.5 6.5 17.8 Management Management Systems Systems County has a Existence of Network Network 9.C 0 0 1 2 1 1 1 1 1 1 5 Management Management 17.8 Systems Systems Existence of County has a Geographic Geographic Information 9.C Information System (GIS) 1- 2 1 2 1 2 1 2 1 2 10 17.8 System (GIS) infrastructure infrastructure improvement and support Existence of Installation and Public accesses commissioning 9.C 2 2 2 2 2 2 2 2 2 2 10 Wi-Fi established of Public Wi-Fi 17.8 Hotspots in all Sub Counties 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Number of Power back up Power back up 9.C equipment equipment 1 5 1 2 1 2 1 2 1 2 13 17.8 installed purchased and installed Existence of a Upgraded developed and 9.C 1 1 1 1 1 1 1 1 1 1 5 County Website upgraded 17.8 website Number of Community 9.C Community Information 1 2 1 2 1 2 1 2 1 2 10 17.8 Information Centres Centres established established No. of 9.C government 1 10 10 15 12 25 17.8 services digitized Number of Innovation Hubs innovation Hubs and Incubation 9.C and Incubation 1 5 2 10 1 5 1 5 1 5 30 Centres 17.8 Centres established established To establish, No of Libraries 9.C Maintain and established 1 15 1 15 1 15 1 15 1 15 75 17.8 equip Libraries Automation of No of Libraries 9.C automated 0 0 1 2 1 2 1 2 0 0 6 Libraries 17.8 327.5 Sub-total 76.00 72.00 84.00 49.00 46.50 0 588.5 582.5 626.5 568.0 429.5 GRAND TOTAL 2,795 0 0 0 0 0 4.2.2.9: Lands, Physical Planning, and Urban Development The section provides Lands, Physical Planning, and Urban Development sector programmes to be implemented within the planned period. Table 17-9: Sector Programmes Programme Name: General Administration, Planning and Support Services Objective: To provide effective general administration planning and support service 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Outcome: Efficient Service Delivery and Improved Working Environment Sub Key Key Linkage Planned Targets and Indicative Budget (KShs. M) Total programme Output Performanc s to Year 1 Year 2 Year 3 Year 4 Year 5 Budget e Indicators SDG Targe Cost Targe Cost Targe Cost Targe Cost Targe Cost (KShs. Targets t t t t t M)* General County has No. of staff in 10.4 25 5 30 7 20 4.5 15 3 10 2 21.5 administratio improved post (including 16.3 n operational promotions) 16.7 capacity No. of TNA 1 3 1 3 1 3 1 3 1 3 15 reports prepared, submitted, and implemented No of 3 5 5 8 5 8 5 8 5 8 37 committees and boards capacitated No. of 5 15 5 15 5 15 5 15 5 15 75 machinery procured % Utility costs 100% 5 100% 5 100% 5 100% 5 100% 5 25 No. of 10 1 10 1 10 1 5 0.5 5 0.5 4 assorted ICT tools and equipment No. of 20 3 15 2.4 10 1.8 10 1.8 10 1.8 10.8 assorted physical planning tools and equipment acquired No. of 25 10 10 4 5 2 3 1.5 17.5 assorted survey tools and equipment acquired No. of asset 1 2.5 1 2.5 1 2.5 1 2.5 1 2.5 12.5 reports prepared and updated Planning and Performance No of Signed 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 Support management overall services signed. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Performance Contracts No. of 1 0.5 1 0.5 1 0.5 1 0.5 1 2 progress reports prepared Sector No. of policies 6 12 12 18 12 18 12 18 12 18 84 Governance developed instruments No. of Bills 6 20 6 20 6 20 6 20 6 20 100 developed developed No. of plans 3 0.2 3 0.2 3 0.2 3 0.2 3 0.2 1 prepared (procurement, work plans and budgets) No. of dispute 1 1 1 1 1 1 1 1 1 1 5 resolution frameworks Sub-total 83.70 88.10 83.00 80.50 77.50 412.80 Programme Name: Land Use Planning Objective: To provide a spatial framework that will guide and coordinate land use development for sustainable livelihood Outcome: Well Planned Land and Urban Areas for Sustainable Development of The County Land Use Land use No. of 11.A 1 85 0 0 0 0 1 85 170 Planning plans County Spatial 11.3 developed Plans 11.7 and reviewed approved No. of urban 4 60 2 30 2 30 2 30 1 15 165 centres plans prepared including refugee camps No. of 3 30 3 45 4 50 4 55 4 60 240 intermediate urban centres Planned, and plans prepared including refugee camos No. of Market 10 20 5 10 5 10 5 10 3 6 56 layouts prepared 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No of public 10 15 10 15 10 15 10 15 10 15 75 utility land use plans prepared No. of 3 1 3 1 3 1 3 1 3 1 5 reports prepared and submitted on development controls Sub-total 211.0 101.0 106.0 196.0 97.00 711.00 0 0 0 0 Programme 3: County Land Administration and Surveying Objective: To secure land for public use and investments, property boundaries of public/plot, government houses and trading centres Outcome: Reduced Land Conflicts and Improved Investor Confidence Land Survey Public land No. of public 11.A 100 2 100 2 100 2 100 2 100 2 10 and mapping surveyed plots surveyed 11.7 No. of market 16.3 10 10 10 10 10 10 10 10 10 10 50 centres 16.7 surveyed including refugee areas No. of rural 10 10 10 10 10 10 10 10 10 10 50 centres surveyed including refugee areas No. of Child 1 35 1 35 1 35 105 Child open open area area facilities facilities developed developed for nurturing care County Public Public land Hectares (Ha) 5 30 5 32 5 34 5 36 5 36 168 Land administered of land Administratio and managed acquired n No. of parcels 5 1 5 1 5 1 5 1 5 1 5 of land repossessed No. of land 2 2.5 2 2.5 0 0 0 0 5 committees established and operationalize d 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 % of land 100 5 100 5 100 5 100 5 100 5 25 disputes resolved No. of fora 10 5 10 5 10 5 10 5 10 5 25 and legal aid clinics held on land matters No. of title 5 2.5 5 2.5 5 2.5 5 2.5 5 2.5 12.5 deeds acquired for public land Valuation roll 1 15 0 0 0 0 0 0 0 0 15 approved and implemented Supplementar 0 0 1 1.5 1 1.5 1 1.5 1 1.5 6 y valuation roll prepared, approved, and implemented No. of digital 1 3 1 3 1 3 1 3 1 3 15 public land databases developed and updated Sub-total 121.0 107.0 76.50 111.0 76.00 491.50 0 0 0 Programme Name: Urban services and infrastructure Objective: To Enhances urban operations and improve urban services Outcome: Improved urban services for Garissa residents Urban Urban No. of bus 11.2 1 30 1 30 1 30 1 30 1 30 150 Development Infrastructur park 11.3 e improved constructed No. of Km of 2 20 1 10 1 10 1 10 1 10 60 urban access roads maintained No. Km of 1 20 1 20 1 20 1 20 1 20 100 sewer line improved No. of urban 1 10 1 10 1 10 1 10 1 10 50 public spaces (greening) No. of 0 cemeteries established 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No of social 1 10 1 10 1 10 0 0 0 0 30 halls constructed No of CCTV 1 10 1 10 1 10 1 10 1 10 50 cameras installed No of 1 5 1 5 1 5 1 5 1 5 25 billboards erected Urban Municipal 2 40 2 50 2 50 2 50 2 50 240 management Boards structures established and operationalize d Town 4 20 6 40 8 60 10 80 12 100 300 committees established and operationalize d No. of urban 12 10 10 10 10 10 10 10 10 10 50 areas conferred Sub-total 175.0 195.0 215.0 225.0 245.0 1,055.0 0 0 0 0 0 0 GRAND TOTAL 590.7 491.1 480.5 612.5 495.5 2,670.3 0 0 0 0 0 0 4.2.2.10: County Affairs, Public Service, and Intergovernmental Relations The section provides County Affairs, Public Service and Intergovernmental relations sector programmes to be implemented within the planned period. Table 17-10: Sector Programmes Programme Name: County Cabinet Affairs Objective: To provide leadership in policy formulation and implementation Outcome: Improved policy formulation and implementation Sub Linkag Planned Targets and Indicative Budget (KSh. M) Tot Key Output Programme es to Year 1 Year 2 Year 3 Year 4 Year 5 al 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 SDG Bud Key Target Ta get Performance s* Target Cost Target Cost Target Cost rg Cost Target Cost (KS Indicators et hs. M)* % of cabinet 12 resolutions 90 2.5 100 3 110 4 5 130 7 22 Functional County 0 implemented Executive No. of CECMs Committee signing 16 10 2 10 2 10 2 10 2 10 2 10 Performance contracts % Of Council of Governors (CoG) 10 11 80 5 100 7.5 100 7.5 7.5 100 7.5 35 Inter- meeting resolutions 0 governmental implemented resolutions No. of MoUs and 11 10 5 10 5 10 5 10 5 10 5 25 implemented. Agreements signed No. of Reports on Chief Officer’s 8 30 2 30 2 30 2 30 2 30 2 10 Progress Review Meetings held No. of policy briefs Advisories and prepared to the 8 40 15 40 15 40 15 40 15 40 15 75 policy briefs County Governor prepared and Executive No of advisory disseminated. Committee briefs prepared and 8 40 3 40 3 40 3 40 3 40 3 15 submitted No. of Reports on implementation of Office of 8 5 2.5 5 2.5 5 2.5 5 2.5 5 2.5 13 Governor’s Work plan Functional Office No. of consultative of the Governor & meetings between 8 10 6 10 6 10 6 10 6 10 6 30 Deputy Governor Executive and Assembly held No. of consultative meetings between Executive and 5 6 5 6 5 6 5 6 5 6 30 National Government officials Governor's press Number of press unit coverage releases/press 1 5 1 5 1 0 0 0 0 0 10 reports and statements 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 disseminations of annual county performance Existence of Forecast-based forecast-based financing financing mechanism for mechanism for early warning and 2 10 2 10 2 10 2 10 2 10 50 early warning and disaster disaster preparedness preparedness established established County Number of County Performance Performance reports by reports by 8 1 5 1 5 1 5 1 5 1 5 25 Governor’s Governor’s Service Service Delivery Delivery unit unit 69.0 71.0 349. Sub-total 69.00 72.00 68.00 0 0 00 Programme 2: County Public Service Board Objective: To recruit and retain skilled and motivated workforce Outcome: Improved Human resource management No. of reports on Human Resource Audit reports 1 2.5 1 2.5 1 2.5 1 2.5 1 2.5 12.5 prepared and Garissa county submitted government has a No. of staff robust Human promotion reports 25 Human Resource 250 2 250 2 250 2 2 250 2 10 prepared and 0 Resource management. submitted management Number of Staffs signing 35 2500 3.5 3000 3.5 3200 4 5.5 3800 6.5 23 Performance 00 Contracts. No. of Statutory 1 1.5 1 1.5 1 1.5 1 1.5 1 1.5 7.5 Reports prepared. Functional human Integrated human resource resource 1 20 20 management management system system General No of vehicles 2 15 1 7.5 22.5 administration procured 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of assorted equipment 30 3.5 30 3.5 30 3.5 30 3.5 30 3.5 17.5 procured Service delivery charter developed 1 1 0 0 0 0 0 0 0 0 1 Enhanced and implemented operational No. of training capacity. needs assessment 1 1 1 1 1 1 1 1 1 1 5 report prepared and implemented No. of board Staff 12 5 2 1 3 1.5 5 5 5 5 17.5 in post No. of plans prepared and 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 approved County Public Service Board office 1 100 100 renovated and furnished County Job analysis report 1 5 5 County implemented government has a No of staff welfare performance policies developed 1 1 1 management and implemented system in place. No. of Performance management 12 1 12 1 12 1 12 1 12 1 5 reports prepared and submitted 250. Sub-total 162.5 24.0 17.5 22.5 23.5 0 Programme Name: Coordination of Devolved Units Objective: To champion devolution at grass root level Outcome: Devolved functions Effectively and Efficiently implemented No of ward Offices 8 6 24 6 24 8 32 8 32 8 32 144 constructed Devolved Functional administration. devolved units No of sub county offices constructed 8 5 40 2 15 2 15 1 10 80 and renovated No. of offices equipped and 8 11 17 8 14 10 18 9 17 8 16 82 connected with internet 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No of village administration 11 30 10.8 30 10.8 30 10.8 8 5 37.4 units established and operationalized No. of public Functional public Public participation for a 10 20 10 20 10 20 10 20 10 20 100 participation & Participation & held civic education Civic Education No. of civic unit education for a 4 10 4 10 4 10 4 10 4 10 50 held No. of talk shows 17 12 1.2 12 1.2 12 1.2 12 1.2 12 1.2 6 organized No. of County newsletters 17 12 1.5 12 1.5 12 1.5 12 1.5 12 1.5 7.5 Public Improved public published and Communication communication disseminated No. of County Magazines 10 17 1000 1.5 1000 1.5 1000 1.5 1.5 1000 1.5 7.5 published and 00 disseminated Non-State actors’ 1 Number of policies coordination 3 1 20 20 adapted policy adapted 17 Partnership and Number of Donor Well structure and coordination Coordination coordinated non- meetings 17 4 6 4 6 4 6 4 6 4 6 30 state actors’ conducted framework Number of partners engaged 104.0 110. 93.2 564. Sub-total 141.20 116.00 0 00 0 4 Programme Name: Legal Services Objective: Provide Legal Services to The County Government Outcome: Effective and efficient County legal services Garissa County No. of bills 16 12 2.5 12 2.5 12 2.5 12 2.5 12 2.5 12.5 achieves the published required legal No. of Legislation Legislation 16 5 1 5 1 5 1 5 1 5 1 5 compliance. Audited No. of policies 16 5 1.5 5 1.5 6 2 6 2 6 2 9 domesticated Functional legal No. of Legal 10 16 100% 1 100% 1 100% 1 1 100% 1 5 Legal services unit. opinions rendered 0% No. of Contracts 16 10 0.5 10 0.5 10 0.5 10 0.5 10 0.5 2.5 and Agreement 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 reviewed and drafted No. of court 16 25 3 25 3 25 3 25 3 25 3 15 sessions attended No. of matters 16 10 5 10 5 10 5 10 5 10 5 25 settled out of court No. of legal 4 1 5 5 libraries established No. of staff legal 4 2 4 2 4 2 4 2 4 2 10 clinics conducted No. of county 1 12 1 12 1 12 1 12 1 12 60 courts established Sub Total 28.5 28.5 29 34 29 149 228.5 235. 216. 1,31 GRAND TOTAL 401.20 230.50 0 50 70 2.40 Programme Name: Disaster Risk Management Objective: Build resilience and reduce vulnerability to extreme events Outcome: Increased disaster resilience and coping capacities Linkag Planned Targets and Indicative Budget (KShs. M) Tot Key es to al Sub Year 1 Year 2 Year 3 Year 4 Year 5 Key Outputs Performance SDG Bud Programme Indicator Target get Ta s (KS Target Cost Target Cost Target Cost rg Cost Target Cost hs) et M* Ward disaster Number of disaster 2 6 18 6 18 6 18 6 18 6 18 90 committee trained committee trained Number of Ward contingency contingencies 2 6 18 6 18 6 18 6 18 6 18 90 plan developed developed Disaster profile Number of reviews 1 2 2 2 2 2 2 2 2 2 2 10 reviewed done Customized early No. of early Disaster communication communication 13 4 6 4 6 4 6 4 6 4 6 30 response and developed and developed and preparedness disseminated disseminated Stakeholders’ No of coordination coordination 2 4 1 4 1 4 1 4 1 4 1 5 meetings held strengthened Disaster profile No of assessment 2 4 8 4 8 4 8 4 8 4 8 40 developed done Motorized No of liters of fuel boreholes are 2 2 20 2 20 2 20 2 20 2 20 100 issued fueled 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 livestock feeds and No of tons 2 2 20 2 20 2 20 2 20 2 20 100 hays are purchased purchased No of water 2 2 20 2 20 2 20 2 20 2 20 100 Water bowsers bowsers hired are hired No of HHs 2 2 100 2 100 2 100 2 100 2 100 500 benefitted Relief foods are No of tons 2 2 50 2 50 2 50 2 50 2 50 250 purchased purchased Water tanks are No of tanks 2 2 20 2 20 2 20 2 20 2 20 100 purchased purchased Public participation No. of public on DRM Bill 17 1 3 3 participation held conducted No. of publication DRM Bill gazette 2 1 1 1 done SOP on beneficiary management No. of meetings 2 2 4 4 finalized and held validated Global logistics cluster are No. of training held 15 2 4 1 4 1 4 1 4 1 4 20 implemented LCA finalized and No. of workshop 12 2 4 4 validated held MEALR structure No. of meetings 1 2 4 2 4 2 4 2 4 2 4 20 developed held No. of staff trained Staff trained on & No. of training 1 1 4 1 4 1 4 1 4 1 4 20 DRR held Disaster No. of committees committees trained & No. of 1 6 18 6 18 6 18 6 18 6 18 90 trained training conducted Training and drills No. of training and 3 5 3 5 3 5 3 5 3 5 25 conducted drills conducted No. of Equipment/supplie equipment/supplies 5 8 5 8 5 8 5 8 5 8 40 s purchased purchased No. of disaster Disaster rescue rescue centers 2 10 1 5 1 5 20 centers developed developed Fire engines No. of fire engines 3 15 2 10 25 purchased purchased No. of boats Boats purchased 2 2.5 2 2.5 5 purchased 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Shelter units No. of shelter units 100 10 100 10 100 10 30 provided provided No. of victims Victims assisted 50 2 50 2 50 2 50 2 50 2 10 assisted No. of staff trained & No. of training Roll out Forecast- held. based Financing No. of department 1 20 1.5 1.5 (FbF) or agencies adapting and implementing FBF No. of staff trained Staff trained on & No. of training 1 20 2 1 2 4 SPSS held Technical staff trained on gender- No. of staff trained responsive & No. of training 4 1 4 1 4 8 budgeting and held mainstreaming Staff trained on Mobile Data No. of staff trained collection using & No. of training 1 1 3 1 3 6 Open Data Kit held (ODK) and KOBO Staff trained on No. of staff trained climate change and & No. of training 1 1 4 4 advocacy held Cash transfer working group No. of technical trained on cash staff trained & No. 1 1 4 1 4 1 4 1 4 1 4 20 retransfer related of training held regulations 347.0 332. 341. 1775 Sub-total 396.00 359.50 0 00 00 .5 575.5 567. 557. 3,08 GRAND TOTAL 797.20 590.00 0 50 70 7.90 Programme Name: PEACE BUILDING & CONFLICT MANAGEMENT Objective: To Achieve Sustainable Peace and Create an Enabling Environment to Improve Lives and Livelihoods of Garissa County Outcome: Peaceful and Cohesive Garissa Communities for Sustainable Development Sub Key Linka Key Planned Targets and Indicative Budget (Ksh. M) Tot Programme Output ges performa al to nce Bud SDG Year 1 Year 2 Year 3 Year 4 Year 5 get 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Targ Indicator Tar Cos Tar Cos Target Cost Target Cost Target Cost (Ksh ets s get t get t . M) Conflict Enhanced SDG Peace 1 10 - 0 - 0 1 5 - 0 15 prevention, legal, 16 Building & Mitigation and policy & Conflict Response institutio Manageme nal nt framewor (PB$CM) k on policy / bill peace developed. building & Conflict Managem ent Strengthe SDG -Peace 24 24 18 18 16 16 14 14 24 24 96 ned early 16 building warning and mechanis conflict ms/syste prevention ms. networks established / strengthen ed. Regular SDG -Reduced 24 24 18 18 16 16 14 14 24 24 96 inter/intr 16 incidences a- of conflict communi ty peace dialogue and mediation Conflict SDG No of 2 2 2 2 2 2 2 2 2 2 10 mapping 16 conflict mappings Strengthe SDG No of 4 4 4 4 4 4 4 4 4 4 20 ned 16 structures inter- created/re county viewed, communi ty peace committe es Strengthe SDG No of 6 6 2 2 2 2 2 2 2 2 14 ned ADR 16 traditional and peace traditiona structures l conflict supported mechanis m 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Annual SDG -No of 1 1 1 1 1 1 1 1 1 1 5 peace 16 festivals festivals undertak en Preventing/Count Enhanced SDG Reduced 30 10 30 10 30 10 30 10 30 10 50 ering Violent advocacy 16 incidences Extremism campaign of Violent (P/CVE) s. Extremism (VE) General Consulta SDG -No of 1 1 1 1 1 1 1 1 1 1 5 Administration/Se ncy and 16 consultanc rvices professio y and nal profession services al services undertak undertaken en Vehicles No of 2 18 0 0 0 0 18 acquired vehicles purchased and acquired Office -No of 10 8 0 0 0 0 4 3 - 0 11 equipmen Laptops, t Digital cameras & projectors purchased Training SDG -No of 20 20 18 18 16 16 14 14 12 12 80 and 16 trainings Capacity conducted. building on ADR and Conflict Sensitive (Do-No- Harm). Programme TOTAL 128 74 68 70 80 420 Grand Sector Totals 637.50 925 649 658.0 637.7 3,50 .20 .50 0 0 7.90 4.2.2.11: Municipalities The section provides Municipalities sector programmes to be implemented within the planned period. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Table 17-11: Sector Programmes Programme 1: General Administration, Planning and Support Services Objective: To provide effective general administration planning and support service Outcome: Efficient Service Delivery and Improved Working Environment Sub Key Output Key Performance Linkage Planned Targets and Indicative Budget (Ksh. M) programme Indicators s to Year 1 Year 2 Year 3 Year 4 Year 5 SDG Total Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (KSh. M)* General Municipal staff have No. of staff in-post 1b 30 15 30 15 30 15 30 15 30 15 75 Administration improved capacity to (including undertake functions. recruitment and promotions) No. of training 1 1.5 1 1.5 1 1.5 1 1.5 1 1.5 7.5 needs assessments reports prepared, submitted, and implemented No. of assorted 5 2 5 2 5 2 5 2 5 2 10 office equipment procured No. of machinery 10 20 10 20 10 20 0 0 0 0 60 acquired and operational Planning and County has improved No. of office space 2 30 0 0 0 0 1 15 0 0 45 Support services performance constructed management. No of Signed 1 1 1 1 1 1 1 1 1 1 5 Performance Contracts No. of policies 1 2 1 2 1 2 0 0 6 developed and approved No. of by-laws 1 2 1 2 1 2 1 2 0 0 8 developed and implemented No. of plans 3 5 3 5 3 5 3 5 3 5 25 prepared and implemented No of Pre-feasibility 1 3 1 3 1 3 1 3 1 3 15 Studies reports 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 prepared and implemented No. of Municipal 3 2 3 2 3 2 3 2 3 2 10 External donor support board resolution reports implemented No. of investment 1 3 1 3 1 3 9 plans operational Sub-total 86.5 56.5 54.5 48.5 29.5 275.5 Programme 2: Municipal infrastructure development and management Programme Objective: To develop urban infrastructure that will ensure a clean, orderly, secure, attractive and business friendly Municipalities Outcome: Improved growth and development of Municipalities Municipal Motorized and non- No. of parking bays 11.3 1 24 1 24 48 infrastructure motorized facilities constructed development developed. No. of parking lanes 50 2 50 2 50 2 6 marked Km of non- 2 15 2 15 2 15 2 15 2 15 75 motorized transport constructed Km of urban access 2 30 2 30 2 30 2 30 2 30 150 roads upgraded to bitumen Km of sewer line 1 25 1 25 1 25 1 25 1 25 125 extended No. of municipal 1 2 1 2 4 yards and stores operational No. of road signage 10 0.5 10 0.5 10 0.5 10 0.5 10 0.5 2.5 developed No. of Boda-boda 5 2 5 2 5 2 5 2 5 2 10 shades constructed No. of Street 10 5 10 5 10 5 10 5 20 named No. of streets lights 20 10 20 10 0 0 10 5.5 0 0 25.5 installed No. of billboards 5 5 5 5 10 erected Market infrastructure No. of modern 1 600 0 0 0 0 0 0 0 0 600 developed markets constructed(phased ) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of high mast 2 5 2 5 2 5 2 5 2 5 25 installed in markets Abattoirs constructed No. of abattoirs 0 0 1 2 1 2 1 2 1 2 8 and maintained constructed and maintained County has capacity for No. of fire stations 1 30 1 50 1 50 1 50 1 50 230 Disaster management & constructed and response. equipped No. of water 5 2 5 2 5 2 5 2 5 2 10 hydrants installed No. of staff capacity 2 1.2 2 1.2 2 1.2 2 1.2 2 1.2 6 built on disaster response Sub-total 758.7 175.7 144.7 143.2 132.7 1,355.00 Programme 3: Environment and Social Services Objective: To provide effective and efficient environmental and social services Outcome: Quality environmental and social services within Municipality Environment and Improved environmental HA of land acquired 11.6 2 5 4 10 15 Social Services Services for waste management No. of waste 4 32 4 32 2 16 2 16 1 8 104 management machinery acquired No. of enforcement 5 2 5 2 5 2 5 2 5 2 10 and demolition tools procured No. of waste 100 2 100 2 100 2 100 2 100 2 10 management tools procured (waste bins, skimps, wheelbarrow, rakes) No. of public 2 2.5 2 2.5 2 2.5 2 2.5 2 2.5 12.5 cemetery developed and maintained No. of open spaces 1 5 1 5 1 5 1 5 1 5 25 rehabilitated and developed No. of Green 2 1.5 2 1.5 2 1.5 2 1.5 2 1.5 7.5 spaces Maintained and Managed No. of water points 0 0 1 1.5 1 1.5 1 1.5 1 1.5 6 established 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of modern 1 1 1 1 1 1 1 1 1 1 5 toilets constructed Social Welfare services social welfare office 0 0 1 5 0 0 0 0 0 0 5 enhanced. operational No. of stadia 0 0 1 10 1 10 1 10 1 10 40 maintained No. of social hall 0 0 2 10 0 0 0 0 0 0 10 (resource centers and ICT hubs) constructed No. of outreach 2 1.5 2 1.5 2 1.5 2 1.5 2 1.5 7.5 programmes conducted Sub-total 52.50 84.00 43.00 43.00 35.00 257.50 GRAND TOTAL 897.7 316.20 242.20 234.70 197.20 1,888.00 0 4.2.2.12: County Assembly The section provides County Assembly programmes to be implemented within the planned period. Table 17-12: Sector Programmes Programme Name: ADMINISTRATIVE SERVICES Objective: To strengthen the capacity of the Members of the County Assembly (MCAs) to make laws, exercise oversight and represent the people well Outcome: Sub Key Output Key Linkages Planned Targets and Indicative Budget (KShs. M) Total Programme performance to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Budget Indicators Targets* Target Cost Target Cost Target Cost Target Cost Target Cost (KSh. M)* Staff Payment of staff No. of staff paid 960 965 970 975 980 4,850 Emoluments salaries Acquire, Installation of Acquired 50 20 50 50 develop, and modern AC modern AC improve systems systems physical Acquire land Land acquired 20 100 100 40 infrastructure Construction of An assembly 20 25 20 40 310 new assembly Constructed 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Construct a A Speakers 5 50 speaker’s residence residence Constructed Construct MCAs An MCAs lounge 10 10 20 lounge and hotel in and hotel current Assembly constructed and equipping Construct a A resource 10 15 10 20 55 Resource Centre Centre and equipping constructed and equipped Acquisition and Additional 15 10 25 construction of office/space for additional staff constructed office/space for staff and members Replace old New furniture 5 10 20 10 45 furniture by acquired acquiring new furniture Establish registry, A registry, 10 20 10 40 archives, library, archives, library, and and documentation documentation centre centre established Secure Undertake a Parcels of land 5 5 10 the survey and assets Assembly’s of the parcels of stock asset land and assets of the Assembly and Valuation Acquire title deeds Prove of land 2 2 for parcels of land ownership without ownership Acquire title deeds for parcels of land without ownership Undertake Assets marked 3 3 6 marking of Assembly’s assets Undertake Stock taking 1 1 1 1 1 5 periodic exercise done stocktaking exercise 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Develop an asset Asset register 3 3 6 Register developed Develop staff Recruitment of Legal research, 5 5 5 5 20 capacity to additional staff in budget, ICT, support legal, research, records MCAs in budget, ICT, management their work records and management and information information management management staff recruited Undertake a Needs analysis / a 5 10 10 10 10 45 training needs skills gap analysis / a skills identified and implement training needs Roll out team Report on No. of 10 5 5 15 15 50 building activities Team Building activities Implement Report on No. of 5 5 5 5 5 25 continuous continuous professional professional development development programme (CPD) programme (CPD) Develop a reward A reward and 3 2 2 5 5 17 and sanction policy sanction policy Develop an Internship policy 3 2 2 5 5 17 internship policy Have a staff No. of staff 3 2 2 2 2 11 retirement training trained Develop a No. of 3 2 2 5 3 15 counselling and a counselling and a rehabilitation rehabilitation programme programme conducted Implement a No. of medical 30 35 40 50 50 205 comprehensive covers Medical Cover Enhance No. of 2 3 4 5 14 participation in conference held conference Train staff on No. of staff 2 2 3 5 12 Supervisory skills trained 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Build public Branding of the No. of branding 0 image of the county assembly initiatives assembly Brand No. of workshop 0 internalization conducted for brand internalization Production/publish No. of quarterly 0 quarterly newsletter newsletter published Establishment and Managed social 0 management of media social media sites e.g., twitter Conduct a No. of customer 0 customer satisfaction satisfaction baseline survey baseline survey Develop and Assembly 0 implement an chattered assembly charter established Establish a media a media centre 0 centre Develop Conduct work No. of work 3 3 6 conducive environment environment working baseline survey surveys environment Conduct an No. of employees 3 3 6 with good employee governance satisfaction baseline survey Train the BOD No. of trainings 10 10 20 and MCAs on conducted to corporate board and MCAs governance, leadership, change management and financial management Undertake HR and No. of HR and 5 5 10 legal internal and Audits carried external audits Conduct self- self-evaluation 2 2 2 3 3 12 evaluation of the report developed assembly 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Undertake No. of corporate corporate social responsibility responsibility undertaken programmes Launch, sensitize No. of staff staff on cascade sensitize on 2018-2023 strategic plan strategic plan Undertake mid Mid and term and end term review review of strategic undertaken plan 2 2 2 3 3 12 5 5 5 5 5 25 2 5 7 10 10 Grand Totals 1,210.00 1,156 1,23 1,2 1,20 6,061.00 .00 8.00 50. 7.00 00 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

4.2.2 Flagship Projects The section summarizes all known county flagship projects for implementation by both levels of Government and Development Partners in the county. The information is presented in Table 18 below. Table18: Flagship Projects Project Locatio Objective Description Of Key Time Estimate Source Lead Name n Key Activities Output Frame d Cost Of Agency Kshs. In Funds Millions Agriculture And Livestock Export Garissa Increase Completion of Export of 5 Years 500 CGG Livestock Abattoir Town Incomes Abattoir Meat and And and from Infrastructure Other partners Agricultu Livestock E.G. Equipment, Products re and Sanitation Block, Livestock Products Holding Pens, Value Quarantine Addition for Station, Water Export Reticulation, Electricity Connection, Cold Room, and Packaging Facilities. Engagement of a Private Investor (PPP) Irrigation Ijara, Fafi, Increase Erection Of 10 5 Years 500 CGG Livestock Schemes Lagdera Food Irrigation Partners and (Abalatir and Production Infrastructure, PPP Agricultu o, Fafi, Dadaab Planting, re Waso, Sub Harvesting and and County Storage of Food Kulan And Marketing and Gababa) Health Services Construc Garissa Enhance Construction and Increase 3 Years 600 CGG Departm tion Of Town Primary Equipping of a Uptake of ent Of New Health Care Referral Hospital Referral Health Modern Operationalizatio Services GCRH n Of Specialist Services Water Services New Townshi Supply Of Construction of Clean And 3 Yrs. 6,000 County County Water p Clean and Plant, Storage Reliable Govern Govern Treatme Safe Water Tanks and Piping Safe ment ment nt Plant Water and Storage Facility 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Construc Hulugho, Supply Of Construction Of 4 Mega 5yrs 500 County Water tion of 4 Fafi, Clean and Water Retention Dams Govern Departm Mega Modogas Safe Water in Major Lagas Construct ment ent Dams he and for Irrigation ed and National Dadaab and Human Operation Govern Consumptio alized n ment World Bank Donors Roads, Transport, and Public Works Tarmac Townshi Improve Feasibility, Bitumen 5 Years 2000 CGG/N KeNHA 50km p Accessibility Tendering and Standard G/Partne Of Constitu and Drainage Implementation In All The rs) Garissa ency Bulas Townshi p Tarmacki Dadaab To Improve Feasibility, 211km 5 Years 5000 National KeNHA ng Accessibility Tendering and Bitumen Govern 211km Implementation Standard ment. Garissa Partners To Harhar In Liboi Lands, Physical, and Urban Development Construc Townshi Enhance Feasibility, Suqmugdi 5 Years 600 CGG and Urban tion Of p Trade Tendering and Market National Departm Suq Implementation Construct Govern ent Mugdi ed ment Modern Market Garissa County Enhance Survey And Land 5 Year 300 CGG Urban County Wide Proper Land Planning Documen And Departm Spatial Use for tation Partners ent Plan Sustainable Developmen t Affordabl Townshi Improve Land Acquisition, 3000 units 5 years 600 NG/CG Urban e p access to Tendering and of Houses G/PPP/pa Departm Housing quality basic construction Built rtners ent service Culture, Gender, Youth, and Sports Construc Townshi To The Feasibility, Stadium 4 Years 500 CGG Departm tion Of p Engage So Tendering and Construct And ent Of Modern Their Talent Implementation ed Partners Youth Stadium Is Enhanced Construc Townshi To promote Feasibility, Garissa 4 Years 500 CGG/N Departm tion of p and preserve Tendering and Museum G/Partne ent Of Garissa cultural Implementation Construct rs Culture Museum heritage and ed knowledge 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

4.3 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks This section indicates how the CIDP is linked with and is contributing towards the achievement of the following (among others): i. Kenya Vision 2030 and its Medium-Term Plans. ii. The UN 2030 Agenda and the Sustainable Development Goals. iii. Africa’s Agenda 2063. iv. Paris Agreement on Climate Change, 2015. v. EAC Vision 2050. vi. ICPD25 Kenya Commitments; and vii. Sendai Framework for Disaster Risk Reduction 2015 – 2030. This information is presented in Table 19 below. Table 19: Linkage with Kenya Vision 2030, other plans, and international obligations National Aspirations/Goals County Government contributions Development /Interventions* Agenda/ Regional/ International Obligations Kenya Vision 2030/ Agriculture - to be an innovative, Value addition to livestock and livestock products MediumTerm Plan commercially oriented and modern. Adoption of modern technologiesinto livestock Agriculture and livestock sector. production practices Fodder production through irrigation Adoption of commercialized livestock sector through Feedlots Health- To provide an efficient and high- Provision of affordable and quality health care services quality health care system with the best within the county standards. Registration and payment of NHIF premiums for Universal health access vulnerable groups Operationalization of community units in all rural villages Globally Competitive Quality Education, Enhancing the Quality of Early Childhood Education Training and Research for Sustainable and Increasing the Enrolment Development Enhancing the Quality of Vocational Training and Innovation Gender Equity in Power Resource Enhance gender and Women Empowerment Distribution, Improved Livelihoods for all Nurture Sports Talents and Improve Sport Vulnerable Groups and a Responsible, infrastructure. Globally Competitive and Prosperous Youth Cash transfers to vulnerable groups like PWD, Marginalised and Elderly Improved access for water and sanitation for Investments in Water harvesting infrastructures all. The Country aspires to rehabilitate the Development of water policies and laws hydro-metrological data gathering network Ground water mapping and extraction and construct multipurpose dams. Adoption of modern technologyinto irrigation. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Moving to the future as one nation with  Implementation of the values and principles of constitutional supremacy, sovereignty of the governance and public service people, equality of citizens and adherence to  Enhance good governance national values and principles  Equity and equality in resource distribution  Provide an effective and accountable leadership  Promote democratic ideals and uphold the rule of law in all operational frameworks.  Initiate and pass laws/regulations A nation that has clean, secure and  Undertaking environmental conservation sustainable environment by 2030 programmes  Improving waste management system within the county  Enacting environmental related laws and regulations  Sustainable Management of Prosopis invasion Enhance disaster preparedness in all disaster  improved and timely early warning and early prone areas and improve the capacity for action adaptation to climate change  Reducing number of people in need of humanitarian Aid Equity and poverty elimination; by reducing  Investment in agriculture to reduce poverty. the number of people living in absolute  Undertaking social protection programmes poverty to the tiniest proportion. Placing the poor in guaranteed social protection programmes. Adding values to Kenya product through  Investment in abattoir for livestock products value addition in agriculture, better wholesale value addition and export to the region. and retail trade, manufacturing for regional  Establishing grants and loans for business start- market ups and expansion of existing ones.  Investments in tanneries and milling machines for crop and livestock products value additions. The Vision aspires for a country firmly  The county will invest in the construction and interconnected through a network of roads, maintenance of roads within the county. railways, ports and airports  The construction of airports by the national government is captured within the plan. Information and communication: - to  Access to timely information have an informed citizenry that participate in  Establishment of a fully fledged Directorate of their development programs and make Public participation and Civic education informed decisions  Lobbying for the passing of public participation and Civic education bill SDG 1 End poverty in all its  Implementation of asset protection SDGs forms everywhere. through livestock insurance  Improved market prices for livestock and livestock products  Implementation of social protection e.g., cash transfers to elderly.  Diversification of agricultural enterprises to cushion against climate shocks.  Generation of employment opportunities through scaling up of production along different value chain nodes. (30% of the population deriving livelihoods from direct participation in agricultural activities). 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 SDG 2 – End hunger, achieve food security  Food security through improved production and and improved nutrition and promote value addition sustainable agriculture.  Support fodder production for sustainable livestock production  School feeding intervention targeting ECDE  Diversification of livelihood to reduce over reliance of pastoralism lifestyle. SDG 3 – Ensure healthy lives and promote  Fully operationalized health facilities wellbeing for all at all ages  Increasing patient to health personnel ratio  Operationalize maternity units in health centres  Enhance disease surveillance and health research  Improved nutrition uptake through consumption of animal products  Adoption of one Health approach to reduce burden of zoonotic diseases SDG 4 –Ensure inclusive and Improving the quality of education in ECD and equitable quality education and promote Vocational Training lifelong learning opportunities for all Enhancing the number of courses offered at the vocational training centres SDG 5 – Achieve gender equality and Undertaking Gender and Women Empowerment empower all women and girls. Programmes Supporting school going girls with undergarments and pads to reduce girls drop out. SDG 6 – clean water and  Enhance use of technology in management of sanitation for all. water resource in the county  facilitate and improve equitable access to clean water for domestic use  ensure transparent and participatory governance structures for sustainable water and sanitation services delivery in the county.  Provisions of clean, safe and portable water in a sustainable manner.  Extensive Geo-horological survey to exploit groundwater in a sustainable manner. Goal 7. Ensure access to affordable, reliable,  Installation of Solar Back-up at county offices and sustainable and modern energy for all Health Facilities to increase share of renewable energy in the county Goal 8. Promote sustained, inclusive and  The county will endeavor to continuously sustainable economic growth, full and improve the Gross County Product through productive employment and decent work diversification of livelihoods for the people, for all support development of livestock sector related enterprises.  The county will also invest in the skills development for income generation through modernization of technical and vocational training centres.  Substantially reduce the proportion of youth not in employment, education or training through enrolment drives, advocacy and subsidizing vocational training and other learning institutions. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Goal 9. Build resilient infrastructure,  The county will develop reliable and resilient road promote inclusive and sustainable infrastructure within the county. industrialization and foster innovation  Investment in jua kali sector to enhance manufacturing  Provision of credit and grants for small scales industries SDG 10 – Reducing inequalities: - empower  Mainstreaming of youths, women, PLWDs, and promote the social, economic and minorities and marginalized groups in county political inclusion of all. programs implementations.  Increase representation and voice of vulnerable groups in decision-making.  Initiate social protection programs and friendly policies like Revolving fund, medical cover for the elderly, cash transfer  Youth and women empowerment thro vocational training  Increase awareness and responsive action to the vulnerable population Goal 11: Democratic values,  Implementation of the values and principles of practices, universal principles of human governance and public service rights, justice and the rule of law entrenched. Goal 12. Ensure sustainable consumption and  The county will ensure Sustainable management production patterns and efficient use of natural resources through control of extractive sector.  Development of policies and laws for rangeland management is a priority for the county.  Enhance waste management especially plastic wastes. Goal 13. Take urgent action to combat  Capacity building on climate-smart technologies, climate change and its impacts innovations and management practices  Improvement of sustainable breeds Environmental protection and safeguards SDG 15. Protect, restore and promote  Supporting rangeland rehabilitation through sustainable use of terrestrial ecosystems, reseeding of denuded lands sustainably manage forests, combat  Improving Rangeland governance and desertification, and halt and reverse land management degradation and alt biodiversity loss  Adoption of climate smart technologies to protect indigenous tree species  Undertaking afforestation programmes  Adoption sustainable animal breeds and promotion of alternative livelihoods  SDG 16: Promote peaceful and  Increase allocation to Child rescue Centre and inclusive societies for sustainable enactment of appropriate child friendly law. development, provide access to justice  Ensure equity and inclusivity in resource for all and build effective, accountable distribution, and inclusive institutions at all levels  grievance redress mechanism  Establish CBEF, COMEC SDG 17- Strengthen the means of  Build and embrace PPP. implementation and revitalize the Global  Public watchdogs Partnership for Sustainable Development  Social audit 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Score card Aspirations 1: A prosperous Africa based on  The County plans to undertake poverty inclusive growth and sustainable reduction interventions such as diversification of Agenda 2063 development livelihoods, improve resilience of the pastoral communities and create employments through funding of jua kali sector.  Developing human and social capital through investments in early childhood education and support to secondary and tertiary education. enhance skills acquisition for income generation by investing in TVETS.  Enhancing access to quality and affordable health for all including women, youth and Persons with Disabilities.  Modernizing Agriculture and agricultural production. Aspirations 2: An integrated continent,  Enhancing cross border trade and cross border politically united, based on the ideals of Pan security with Somali republic. Africanism and the vision of Africa’s  Improve road connectivity to the neighboring Renaissance country through construction of all-weather roads. Aspirations 3: An Africa of good governance,  Improving quality of governance and respect for respect for human rights, justice and the rule rule of all of law  Establishing institutions for improved public participation.  Adherence to the relevant laws in all county operations Aspirations 4: A peaceful and secure Africa  Promoting Peace and mainstreaming conflict management within programmes and project implementation  Supporting national government in keeping law and order and mitigating clan conflicts. Aspirations 5 : An Africa with a strong  Promoting of Culture and Heritage of the cultural identity, common heritage, values County. and ethics Aspirations 6: An Africa whose development  Undertaking Gender and Women is people-driven, relying on the potential of Empowerment Programmes to enhance the role African people, especially its women and of women in nation building youth, and caring for children  Protecting Vulnerable Children within the Society.  Enhancing the creation of opportunities for the youth to secure jobs.  Investment in Early Childhood development Aspirations 7: Africa as a strong, united, Reducing aid dependency by investing in productive resilient and influential global player and sector to reduce poverty and increase self-reliance of partner the people of Kenya. EAC Vision 2050 Well educated and healthy human resources The county will invest in health infrastructure including human resource to help create healthy population. Improving the quality of Pre-primary education and contributing to the increase in enrolment of primary and secondary schools  Providing quality Equipment to Vocational 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Training Centre to enhance Skill acquisition Gender and women empowerment Undertaking Gender and Women Empowerment Programmes International Zero preventable maternal deaths and Enhance investment in reproductive Maternal Health Conference on maternal morbidities, such as obstetric through construction of maternities and other Population and fistulas, by, inter alia, integrating a facilities. Development (ICPD25) comprehensive package of sexual and Kenya Commitments reproductive health interventions, including access to safe abortion to the full extent of Enhance family planning the law, measures for preventing and avoiding unsafe abortions, and for the provision of post-abortion care, into national UHC strategies, policies and programmes, and to protect and ensure all individuals’ right to bodily integrity, autonomy and reproductive rights, and to provide access to essential services in support of these rights. Zero gender-based violence and harmful Fighting Gender based Violence and other harmful practices cultural practices

4.4 Cross-Sectoral Linkages This section provides the cross-sectoral impacts of each sectoral programme and appropriate actions to harness cross-sector synergies or mitigate adverse cross-sector impacts.  Harnessing cross-sector synergies: Indicate what considerations will be made in respect to harnessing cross-sector synergies arising from possible programme impacts.  Mitigating adverse cross-sector impacts: State the mitigation measures that may be adopted to avoid or manage potential adverse cross-sector impacts. The cross-sectoral impacts and the mitigation measures are presented in the format indicated in Table 20 below. Table 20: Cross-sectoral impacts Programme Sector Cross-sector Impact Measures to Harness or Synergies Adverse impact Mitigate the Impact Finance & Economic planning >To ensure timely Monitoring and implementation of Poor programme Sensitization of All sectors Evaluation Services projects. implementation departments/Stakeholders >Informed decision making Misuse and Financial Effective and efficient Capacity building on misappropriation of Management service delivery financial management resources Misuse and Resource Full implementation of Capacity building on the misappropriation of Mobilization programmes use of resources resources 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Implementation of Sensitization and Capacity Planning Services Timely preparation of plans programmes and building of staff and all the Policies outside the plan stakeholders Budget Equity in resource Preparation and Budget ceilings Mobilize more resources allocation management Health Services Public Health Water Prevention of waterborne Increase number of Programme on provision diseases preventable diseases like and utilization of portable amoeba, typhoid clean water Agriculture Provision of food security Increase number of Programs on food and ad- equate nutrition preventable diseases production and utilization of food Livestock Community Spread of zoonotic dis- Zoonotic diseases like rift empowerment about eases valley fever, rabies zoonosis Environment Prevention of Increase in number of Implementation of EIA, environmental related environmental related Policy intervention to disease. diseases like malaria protect environment and for proper waste disposal. Education Implementation of school Intestinal worms, Deworming for children, health program diarrhea Water and sanitation, school health clubs Capacity building of education stakeholders Youth, gender and Reduced stigma and Sex and Gender based Youth friendly health care social services reduced spread of dis- violence services eases Sexually transmitted Reproductive health for diseases youth including contraceptives Mitigation of sex and gender-based violence Trade Safer food premises Transmission of food- Permit for food handlers in borne diseases food premises condom distribution in business premises Tourism Ease of international travel inconveniencies in travel Yellow fever vaccine arrangements certificate for international travel Roads Improved access to Poor access to the Access to health facilities facilities facilities HIV prevention messages to the local community and the employees of construction companies Security Improved access to justice stigma and lack of re- Handling of cases of gender- for survivors of violence porting of cases of based violence violence Gender, Social Services, Culture, Youth, and Sports Youth ALL Construction and Lack of proper Allocate more resources Development and equipping youth coordination employment 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 empowerment centers with modern technology Youth internship programs Insufficient budgets to Establish clear cross facilitate youth intern- sectoral coordination ships across all the guidelines departments. Collaborate with Ministry of youth to implement youth programs Promotion of Agriculture, Promotion of indigenous Negative attitude on Continuous sensitization to indigenous food Health, Culture, food production and production and the community on high and nutrition Education consumption consumption of nutritional value of indigenous food and indigenous food. crops Enhance agricultural extension services Promotion and Culture, Health, Promotion of hygienic and Lack of proper guide- Formulation of cultural preservation of and Environment. alternative source of lines and procedures policy. traditional medical medicine from the government to practice and herbal guide use of alternative medicine medicine. identification Negative attitude to- Enforcement of wards alternative source deforestation laws of medicine Destruction of Sensitization of the public indigenous trees and on importance of herbs. traditional medicine. Encourage the community on botanical gardening Support to sports Environment, Environmental Deforestation and Enforcement of activities Health Education, conservation for conducive encroachment. environmental protection Recreation climatic conditions laws favorable for sporting activities. Promote sports as a Lack of sensitization on Awareness creation on profession and a life- style sports as a career and a sports as a multi-billion for health living means to health living. industry and an avenue to health living Gender main- All Engendering county Mind sets and negative Implement gender equality streaming programs, policies and attitude that gender is and women empowerment legislations to be about women and girls policies and framework. responsive to the needs of women, men, boys and girls Sensitize county leadership, staff, and citizens on gender mainstreaming Social protection Social protection, Existing social protection Lack of proper Establish MIS management Agriculture, programs in national and coordination system for social protection livestock, county government framework. programs. Education, Health, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 and Public Administration Insufficient Resources. Allocate more resources. Agriculture, Livestock and Pastoral Economy Livestock Environment Climate change Increased emission of Use of animal waste and development and mitigation & adaptation GHGs. industrial by products to management produce clean energy biogas production. Livestock Trade and Market linkages in dairy, Programs sustainability. Design and development and industrialization meat, and honey implementation market management. processing facilities. development programs. Crop Environment, Environmental Sustainability of design and development and Water and conservation & food programs. implementation farm management NRM. security af-fruitation and input subsidy programs afforestation programs. (develop guidelines) Crop Health Food security and Programs sustainability. Design and development and nutrition and health. implementation food management. security and nutrition programs. Mainstreaming HIV/AIDS Crop Environment, Food security and Programs sustainability. Design and development and Water and nutrition implementation food management. NRM. security and nutrition programs. Fisheries Environment, Environmental Programs sustainability. design and development and Water and conservation & food implementation management. NRM. security-water hyacinth. environmental Management. conservation programs Fisheries Trade and Market linkages -fish Programs sustainability. Design and development and industrialization stalls. implementation of management. market development programs. Water, Environment, Natural Resources, and Climate Change Water and Health Active Soil erosion Tree planting, check dam construction Sanitation Services Agriculture, involvement of De-forestation Tree planting Lands, stakeholders urban planning, during projects Land/ownership Policy development and sensitization, identification, conflicts mapping out all public land including newly planning and acquired land for projects implementation Water and Land Provide potable water downstream of the pollution sewerage treatment plant – urban area Irrigation Soil erosion Tree planting, check dam construction Development De-forestation Tree planting Land/ownership Policy development and sensitization conflicts Water use conflict Train farmers on water management Pollution from farm Training of farmers alternative use of farm inputs inputs Rising water tables/ Train farmers on water management/ salination Drainage 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Soil and water Environment, Soil erosion Soil erosion causing Agriculture/environment/water- Conservation water and control, environmental embankment of gabions, water pans and agriculture construction of degradation, soil terraces. pan and check infertility, Environment-planting of trees along river dams banks and riparian reserves. Siltation of water Water/agriculture-designs and supervision. bodies, insufficient water supply Spring and Environment Catchment 1. Environmental Water-construction of water points, catchment and water destruction, degradation, troughs, and distribution of water. protection diminishing water 2. Inadequate sup- Environment-conservation works like; tree from the spring for ply of water. planting and catchment protection by supply. fencing. Water/environment awareness creation 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER FIVE: IMPLEMENTATION FRAMEWORK

5.1. Overview This chapter stipulates the framework through which the County Integrated Development Plan (CIDP) 2023 - 2027 will be implemented. It further discusses the institutions responsible for the actualization of the plan, resource requirements, resource mobilization strategies, resource gaps and measures the county will put in place to address the resource gaps.

5.2 Institutional Framework This section outlines the institutional framework in relation to functioning of the county government allocation of functions and responsibilities to different players. Article 235 of the Constitution of Kenya and the County Government Act No.17 of 2012 Sections 183,185,187,189(2) prescribe the structure of the county government. The implementation of the County Integrated Development Plan will involve several players. These actors range from the county government departments, national government ministries departments and agencies, development partners and donors, non-Governmental organizations, and the residents of Garissa County. An elaborate organizational structure and framework with clear roles and responsibilities has therefore been put in place to guide and coordinate the implementing partners. This will help harness the potential of every partner in the county development process therefore guaranteeing efficiency and effectiveness in service delivery. The functions of the county government as per the Fourth Schedule of the Kenya Constitution, 2010 states that county governments are responsible for. 1) Agriculture, including crop and animal husbandry; livestock sale yards; county abattoirs; plant and animal disease control; and fisheries. 2) County health services, including, county health facilities and pharmacies; ambulance services; promotion of primary health care; licensing and control of undertakings that sell food to the public; veterinary services (excluding regulation of the profession); cemeteries, funeral parlours and crematoria; and refuse removal, refuse dumps and solid waste disposal. 3) Control of air pollution, noise pollution, other public nuisances, and outdoor advertising. 4) Cultural activities, public entertainment and public amenities, including - betting, casinos and other forms of gambling; racing; liquor licensing; cinemas; video shows and hiring; libraries; museums; sports and cultural activities and facilities; and county parks, beaches and recreation facilities. 5) County transport, including - county roads; street lighting; traffic and parking; public road transport; and ferries and harbors, excluding the regulation of international and national shipping and matters related thereto. 6) Animal control and welfare, including licensing of dogs; and facilities for the accommodation, care, and burial of animals. 7) Trade development and regulation, including - markets; trade licenses (excluding regulation of professions); fair trading practices; local tourism; and cooperative societies. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 8) County planning and development, including - statistics; land survey and mapping; boundaries and fencing; housing; and electricity and gas reticulation and energy regulation. 9) Pre-primary education, village polytechnics, home craft centres and childcare facilities. 10) Implementation of specific national government policies on natural resources and environmental conservation, including - soil and water conservation; and forestry. 11) County public works and services, including - storm water management systems in built-up areas and water and sanitation services. 12) Firefighting services and disaster management. 13) Control of drugs. 14) Ensuring and coordinating the participation of communities and locations in governance at the local level and assisting communities and locations to develop the administrative capacity for the effective exercise of the functions and powers and participation in governance at the local level. To be able to implement these functions the county government is organized into ten (10) functional departments headed by the County Executive Committee Members (CECMs) who are directly answerable to the Governor. The departments include Finance and Economic Planning; Agriculture, Livestock and Pastoral economy; Health Services; Education, Information & ICT; Gender, Culture, Social Services, Youth & Sport; Water Environment &Natural Resources; Roads, Transport & Public Works; Lands, Physical Planning and Urban development; Trade, Enterprise development and tourism. These are three entities namely: The Governor’s office, County Public Service Board and County Assembly which houses County Assembly Public Service Board. GAWASCO is Semi-Autonomous Institutions within the county. Figure 3: Organizational Chart

5.1.1 County Structure Governor: The Governor is the chief executive of the county and will provide overall leadership in the county’s economic, social and political governance and development; provide leadership to the county executive committee and administration based on the county policies and plans; promote democracy, good governance, unity and cohesion; promote peace and order; promote the competitiveness of the county; is accountable for the management and use of the county resources while promoting and facilitating citizen participation in the development of policies and plans, and delivery of services. Deputy Governor: The Deputy Governor is the deputy chief executive of the county and shall deputize the governor in the execution of the executive functions. County Secretary: The County Secretary is the Head of the County Public Service; responsible for arranging the business and keeping the minutes of the county executive committee subject to the directions of the executive committee; convey the decisions of the county executive committee to the 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 appropriate persons or authorities and perform any other functions as directed by the county executive committee. County Executive Committee Member: The County Executive Committee is comprised of 10 executive members appointed by the Governor and approved by the County Assembly. Each Executive member is responsible for the respective departments. The Executive Committee is responsible for supervising the administration and delivery of services in all decentralized units and agencies in the county in their respective departments. The committee will also perform any other functions conferred on it by the constitution or national legislation; carry out any function incidental to any of the assigned functions. The committee has the power to determine its own programme of activities in close consultation with the H.E. the Governor. County Chief Officer: A county chief officer shall be responsible for the respective county executive committee member, for the administration of a county department as provided under section 46 of the County Government Act 2012; ensure that the resources of the entity for which the officer is designated are used in a way that is lawful and authorized; effective, efficient, economical and transparent. The officer will also be responsible for the general administration and coordination of respective County Department; Initiation, development and implementation of policies and sector plans; Development and implementation of strategic plans; Promotion of National values and principles of governance; Overseeing implementation and monitoring of performance management systems and any other duties as may be assigned by the Executive Committee Member or the County Secretary. Directors: They oversee directorates in respective departments and responsible to the Chief Officers in executing their functions in the county departments. Sub-County Administrators: The Sub-County Administrator will be responsible to the County Chief Officer in charge of County Public Service. Article 50(3) of the County Government Act 2012, states that the sub-county administrator shall be responsible for coordinating, managing and supervising the general administrative functions in the Sub County unit; Developing policies and Plans; Ensuring effective service delivery; Coordinating developmental activities to empower the community; Facilitating and coordinating citizen participation in the development of policies and delivery of Services; Exercising any functions and powers delegated by the County Executive Committee Member in charge of County Public Service, Administration. Town Administrator: The Town Administrator will be responsible for implementing the decisions of the Town Management Committee; coordinating, managing and supervising the general administrative functions of the town; Overseeing the affairs of the town; Developing policies, plans, strategies and programs for better management of the town; Maintaining a comprehensive data base and information system of the town administration and providing public access to the same; Facilitating and coordinating citizens’ participation in development of policy plans and delivery of services; Ensuring preparation and submission to the County Treasury for consideration and submission to the County Assembly for approval as part of the Annual County Appropriation Bill; Establishing, implementing, and monitoring 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 performance management systems; Performing such other functions as delegated by the Town Committee; Exercising any functions and powers as may be delegated by the County Executive Committee Member in charge of County Public Service Management. Ward Administrator: The Ward Administrator shall be responsible to the Sub-County Administrator for the following: Coordinating, managing and supervising the general administrative functions in the ward unit; Developing policies and Plans; Ensuring effective Service delivery; Establishing, implementing, and monitoring performance management systems; Coordinating developmental activities to empower the community; Facilitating and coordinating citizen participation in the development of policies and delivery of services; Exercising any functions and powers delegated by the County Executive Committee Member in charge of Public Service Management. Village Administrator: A village administrator shall coordinate, manage and supervise the general administrative functions in the village including: Ensuring and coordinating the participation of the village unit in governance; Assisting the village unit to develop the administrative capacity for the effective exercise of the functions and powers; Participation in governance at the local level and exercise any function and powers delegated by the County Executive Committee Member in charge of County Public Service Management. Village Council: A village council shall be responsible for: Ensuring and coordinating the participation of the village unit in governance; Assisting the village unit to develop the administrative capacity for the effective exercise of the functions and powers; Participation in governance at the local level; Monitoring the implementation of policies at the village unit; Advising the ward administrator and sub-county administrator on matters pertaining to the village and any other function necessary for the better administration of the village unit. Speaker: The Speaker is the Head of the Legislative arm of the county government. The functions of the Speaker are: Presiding at any sitting of the County Assembly; Enforcing the Standing Orders; maintaining order in the House and chairing some committees and ensuring the integrity, independence and impartiality County Assembly. Clerk of the County Assembly: The Clerk is the accounting officer of the County assembly and also plays the role of the Administrative Head of the County Assembly. The Clerk is the Secretary to the County Assembly Service Board. County Assembly: The County Assembly is comprised of 30 elected members representing the wards and 18 nominated members representing special interests. The legislative authority of the county is vested in and exercised by its County Assembly. County Assembly will make laws that are necessary for the effective performance of the county functions in the fourth schedule of Kenya Constitution 2010. County Assembly will also exercise oversight over the county executive committee and any other county executive organ. County Assembly will receive and approve plans and policies, approve financial bills, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 enact county appropriations, approve budget estimates and approve county government borrowing. The County Assembly is organized in different standing committees. Member of the County Assembly: A member of a county assembly is responsible for maintaining close contact with the electorate and consulting them on issues before or under discussion in the county assembly; presenting views, opinions and proposals of the electorate to the county assembly; attending sessions of the county assembly and its committees; providing a linkage between the county assembly and the electorate on public service delivery; and extending professional knowledge, experience or specialized knowledge to any issue for discussion in the county assembly. County Public Service Board (CPSB): The functions of the County Public Service Board shall be, on behalf of the county government: to establish and abolish offices; appoint persons to hold or act in offices; confirm appointments; exercise disciplinary control over, and remove, persons holding or acting in those offices as provided for under County Government Act, 2012; prepare regular reports for submission to the county assembly on the execution of the functions of the Board; promote in the county public service the values and principles referred to in Articles 10 and 232 of the Constitution; evaluate and report to the county assembly on the extent to which the values and principles referred to in Articles 10 and 232 of the constitution are complied with in the county public service; facilitate the development of coherent, integrated human resource planning and budgeting for personnel emoluments in counties; advise the county government on human resource management and development; advise county government on implementation and monitoring of the national performance management system in counties; make recommendations to the Salaries and Remuneration Commission, on behalf of the county government, on the remuneration, pensions and gratuities for county public service employees. County Assembly Service Board (CASB): The board is responsible for providing services and facilities to ensure the efficient and effective functioning of the county assembly; constituting offices in the county assembly service and appointing and supervising office holders; preparing annual estimates of expenditure of the county assembly service and submitting them to the county assembly for approval, and exercising budgetary control over the service; undertaking, singly or jointly with other relevant organizations, programs to promote the ideals of county democracy; and performing other functions necessary for the well-being of the members and staff of the county assembly; or prescribed by national legislation. County Commissioner The County Commissioner, Deputy County Commissioners, Assistant County Commissioners, Chiefs and the Assistant Chiefs will be important in the implementation of the CIDP. These are officers appointed and deployed by the national government and are responsible for the public administration in the county. The County Commissioner is the chair of County Security and Intelligence Committee whose responsibility is to ensure that security prevails. Security is vital for development initiatives, especially given that the CIDP has adopted the Public Private Partnerships (PPPs) whose sustainability is sensitive to security. He/she is also a member of County Community Policing Authority in which the 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Governor chairs and where recommendations on proper security measures will be done. The County Commissioner also co-chairs the County Development Committee (CDC) which constitutes all development actors in the county and whose main mandate will be to guide county development in all sectors. Table 21: Institutional Arrangement Stakeholders Role Garissa Chamber of Facilitate both local and international trade. C o mmerce/Business Community Staff Unions Promotion of HR management & Development and welfare of workers Garissa County University Active participation in prioritization of projects, implementation, provide information and utilization of infrastructure. Faith Based Organization Participate in decision-making County Professionals Active participation in prioritization of projects, implementation, provide information and utilization of infrastructure. Community Based Utilize infrastructural facilities, Provision of skilled/ Organizations unskilled labour; Identify facilities to be repaired/ rehabilitated Participate in decision making on issues affecting the sector and provide factors of production for use by the sector, Care and provide for the sick; Provide land to construct facilities; Actively support the community strategies through active participation; To actively participate in and contribute to the provision of facilities through costs haring; Community policing, collaboration with security agents; Active participation in prioritization of projects and provide information on corruption; Engage in farming, production of food crops, provision of labour to be used in the sector andthe management of private tree nurseries and on farm treeplanting. Provision of funds for physical facilities, management of projects and provision of unskilled labour. Development Partners Provide new resources in form of credit, grants, and material support Multinational Companies Corporate Social Responsibility Cooperative Movement Provide affordable loans to farmers and provide farmers information County Citizens Community policing, collaboration with security agents; Active participation in prioritization of projects and provide information on corruption. Engage in farming, production of food crops, provision of labour to be used in the sector and the management of private tree nurseries and on farm treeplanting Media Provide media platform and information. Local Leadership Policy formulation National Government Policy guidance, formulation of conducive laws and training on managements skills, enforcement of laws, dispensation of justice, conducting of elections, provision of travel documents and certificates Academic and Research Supplement government efforts in the development. Institutions Kenya National Bureau Collection and dissemination of consumable data for planning purposes. of Statistics (KNBS) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 National Environmental Environmental audit (EIAs) and Environment Conservation. Management Authority (NEMA) Non state actors Supplement government efforts in the development Kenya Investment Authority Document available investment opportunities in the county. Medium and small enterprises Provide a conducive working environment to the MSMEs programme 5.3: Resource Mobilisation and Management Framework Implementation of the CIDP requires substantial resources which implies not only consolidating efforts to mobilize resources from currently available sources but also identifying more innovative approaches of revenue mobilization. It is also imperative that the county government should strive to maximize collection from all existing sources while exploring all other opportunities. This section will provide in-depth discussion on revenue raising, asset management, financial management, debt management, capital financing and accountability.

5.3.1 Resource Requirement by Sector This section indicates the projected financial resources required for each sector during the plan period. The section also includes the percentage of the total budget for each sector. Table 22: Summary of Sector Financial Resource Requirements Sector Name Resource Requirements (KShs Million) Total Proport 23/24 24/25 25/26 26/27 27/28 Flagship ion (%) Projects Agriculture and Livestock and 2,013.26 2,990.01 2,839.21 1,904.41 1,768.56 1,000.00 12,515.45 11.96% Pastoral Economy Finance and Economic Planning 873.00 1,117.50 985.00 1,046.50 1,093.50 5,115.50 4.89% Environment, Water, and Irrigation 4,296.30 3,688.60 2,119.10 2,221.60 2,173.60 1,100.00 15,599.20 14.90% Health services 3,347.00 3,741.00 3,941.00 4,281.00 4,881.00 600.00 20,791.00 19.87% Trade 941.50 543.50 545.20 627.90 678.80 3,336.90 3.19% Land and Physical Planning 590.70 491.10 480.50 612.50 495.50 1,500.00 4,170.30 3.98% Youth and Gender 1,412.90 733.40 804.40 833.40 743.40 1,000.00 5,527.50 5.28% Roads, Transport & PWs 1,105.90 1,243.30 1,225.70 1,385.70 1,392.70 17,000.0 23,353.30 22.31% County Affairs, Public service and 925.20 649.50 658.00 637.50 637.70 3,507.90 3.35% intergovernmental Education, Information, and ICT 588.50 582.50 626.50 568.00 429.50 2,795.00 2.67% Municipalities 897.70 316.20 242.20 234.70 197.20 1,888.00 1.80% County Assembly 1,156.00 1,238.00 1,250.00 1,207.00 1,210.00 6,061.00 5.79% Totals 18,147.96 17,334.61 15,716.81 15,560.21 15,701.46 22,200.00 104,661.05 100.00% 5.3.2: Revenue Projections This section indicates the various sources of revenue in the County as in Table 23. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Table 23: Revenue Projections Base Type of Revenue Year FY2023/24 FY2024/25 FY2025/26 FY2026/27 FY2027/28 Total 2022/23 Local Revenue 88.00 150.00 165.00 181.50 199.65 219.50 916 Equitable shares 7,927.00 8,239.00 8,568.56 8,911.30 9,267.75 9,638.46 44,625 IDA (World Bank) - Kenya Climate Smart 75.20 75.20 75.20 75.20 75.20 75.20 376 Agri. Project (KCSAP) IDA (World Bank) - Water & Sanitation 450.00 450.00 450 Development Project (WSDP) Danida (Primary Health 22.00 22.00 22.00 22.00 22.00 22.00 110 Care) IDA (World Bank) Credit FLLoCA 22.00 173.50 173.50 347 programme-CCIS ASDSP II 19.00 19.00 19.00 19.00 19.00 19.00 95 Emergency Locust Response Project 80.00 40.00 40.00 40.00 40.00 160 (ELRP) Kenya Urban Support 300.00 300.00 300.00 900 Programme (KUSP II) Equalization Fund 453.00 453.00 453.00 453.00 453.00 2,265 others (Libraries and 119.69 119.69 119.69 119.69 479 Industrial Parks) Expected National Funding From KURA, 767.65 806.03 846.33 888.65 933.08 979.74 4,454 KENHA and Partners USAID PREG Partners 1,045.00 1,097.25 1,152.11 1,209.72 1,270.20 1,333.71 6,063 World Bank and Other Partners (KDRDIP, 250.00 300.00 300.00 300.00 300.00 300.00 1,500 GISEDP) GRAND TOTAL 10,495.85 12,244.67 12,234.40 12,520.06 12,399.58 12,740.62 62,139 5.3.3: Estimated Resource Gaps The total resources required for implementing the projects and programmes identified in this plan for the next five-year period is KShs.104.6 billion the total revenue the government projects to raise is KShs.62.1 billion. There is thus a resource gap of KShs.42.5 billion. Table 24: Resource Gaps 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Requirement (KShs. Estimated Revenue Financial Year Variance (KShs. M) M) (KShs. M) FY2023/2024 22,588 12,245 -10,343 FY2024/2025 21,775 12,234 -9,540 FY2025/2026 20,157 12,520 -7,637 FY2026/2027 20,000 12,400 -7,601 FY2027/2028 20,141 12,741 -7,401 Total 104,661 62,139 -42,522 5.3.4: Resource Mobilisation and Management Strategies The county has identified the following strategies to help address the resource gap. This will be through the following measures. I. Expand support from the private sector: The county in liaison with the Ministry of Planning and National Treasury will strive to replicate the best practice already realized under the Kenya Vision 2030 regarding the emphasis on mechanisms that encourage Public-Private Partnerships (PPP) in development as a strategy to plug the resource gap identified in this Plan. This will be achieved by creating a favorable environment for investing in the form of fair taxation regimes, supportive legal and policy framework. These PPP approaches may include;  Management and Operating Agreements.  Leases/Affermage.  Concessions, Build-Operate-Transfer (BOT), Design-Build-Operate (DBO).  Joint Ventures and Partial Divestiture of Public Assets Full Divestiture.  Corporate sponsorships in the form of Corporate Social Responsibilities (CSR) The county will seek to increase the level of private investment into public goods. This will be through the development of a legal and policy framework for private sector development partners’ engagement which will provide an avenue of mobilizing resources from the private sector. It is expected that private sector and corporate entities investments of approximately Kshs 600 million annually will be raised. II. Frontier Counties Development Council (FCDC): to facilitate mobilization of resources from the Development partners and countries. The bloc would also help address common challenges that affect the region and those that would require the efforts of all the affected counties. Such challenges will include livestock diseases, drought and epidemics, water management, infrastructure, peace building, inter boarder conflict solutions among others. III. Donor Support Broadening: The county will aim to increase the volume and the proportion of financial contributions from development cooperation and multilateral funding windows for donors. This will be done in two ways; increasing the number of development partners doing 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 work in the county and/or putting in place mechanisms to encourage the existing development partners to increase the volume of their support. The county shall also undertake comprehensive donor mapping with a view to understanding the core areas of focus for development partners and charting engagement frameworks. A county development forum will be established to create synergy and eliminate duplication of development projects. Plans and budgets on which donors can base fund decisions will be formulated. This will give confidence to donors that activities for which the county requests financial support have been subjected to thorough review and prioritization and that their contributions are managed efficiently, such forum exist in all USAID funded agencies that is called PREG where monthly meetings with departmental heads and implementing partners is held. The focus will be that at least 30% of the total annual programmes will be implemented directly by the relevant development partner. IV. Property taxes: The property rate has the highest potential for own revenue given the size of the county, number of planned urban areas and number of plots. The County Government will invest to develop a valuation roll which will guide the collection of property rate based on clear and transparent valuations during the planning period this we belief will enhance at higher trajectory the own source revenue. V. Streamline issuance of trade licenses to maximize on revenue collection coupled with ICT innovations: The county will streamline trade licensing to ensure licensing fees are based on trade volumes and space occupied. It will conduct a comprehensive business survey to help develop a county business establishment database. In addition, citizen’s engagement and public participation will be improved to accelerate good working relations and minimize conflicts in county taxation and revenue collection, legislation, and business. This will be achieved through the implementation of a single licensing regime. The county will further enhance the use of ICT to automate revenue management to ensure effective revenue collection. This will reduce the human interface and thus minimize corruption. Digitizing the revenue collection processes will increase revenue collection and reduce collection costs. VI. County investment, marketing, and promotion legal and policy framework: The county will endeavor to attract more investors through continuous and extensive marketing of the available investment opportunities in the county. This will be achieved through establishing and operationalizing the county investment unit which will oversee the marketing of county investment opportunities. The unit will map, prioritize, and document all the investment opportunities to ensure coordinated and sustainable investment. To operationalizing this strategy, the county will develop the county investment marketing and promotion policy and bill. The objective and purpose of will be to provide the framework required to make the county an ideal investment destination. VII. Leveraging on County Professionals and People in Diaspora: The county acknowledges the enormous opportunities that county residents working in diaspora portend. In this regard, the county will establish networking channels using the county communications channels, hold frequent county professional’s caucuses and include county professionals in the county 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 development forums such as Sector Working Groups (SWGs), County Budget and Economic Forum (CBEF) and County Development Stakeholders Forum. VIII. Increase the proportion of in-kind support: Most county priority Programmes in this Plan will require support by development partners, National Government Agencies, non‐ governmental organizations (NGOs), Civil Society Organizations (CSOs) and academic and technical institutions in the form of funds, research, and technical support. This is targeted to generate in‐kind resources in support required to bridge the financial gap identified in this Plan. In the short and medium term, the county is expected to attract new and retain existing non- state actors in the form of aid, grants, and bilateral development assistance. The county has a relatively large network of NGOs, donors, and development partners, especially in the semi-arid regions. With the development of this plan, these non-state actors are expected to identify strategic areas to support development initiatives. As a government, the county will provide coordination to avoid duplication and assure sustainability of the development initiatives in the long term. IX. Public borrowing/debt financing: It is expected that in the medium term, the county will be able to borrow to finance key development projects. To attract investments (locally and internationally) the county will aggressively improve its key infrastructure to ease movement of goods and persons, communication, and access to markets outside the county. The investments in infrastructure are expected to increase economic activity in the county, boost trading activities, and exploit the county’s enormous agricultural, tourism and mineral potential. Cumulatively, these activities will grow the county’s revenue base to support the borrowing. X. Local revenue: The county will carry out a comprehensive study that will, among other things, rationalize the existing traditional revenues as was previously being collected by the defunct local authorities. It will also conduct a comprehensive valuation role based on urban spatial plans will be prepared to ensure that the county government is objective in rates charged on land. This will help the county to come up with new sources as guided by the now expanded mandates. The introduction of automated payment systems to minimize contact with cash and the development more IT-enabled systems will help seal financial leakages. Revenue personnel will be further placed under a performance-based system to enhance their efficiency and accountability. The county will further seek to plug revenue leakages by conducting a baseline survey to establish existing revenue base and identify bottlenecks in revenue generation. Remedial measures to minimize revenue leakage will be undertaken to enhance efficiency. XI. Fiscal discipline measures: The county will adhere to strict spending measures by ensuring compliance with the statutory requirement on the management of public funds. In addition, the government will apply cost-cutting and waste reduction strategies aimed at increasing resources for development by ensuring adherence to the 30:70 ratio of development to recurrent as set out in the PFMA, 2012. In addition, the county will strengthen the procurement and audit systems by continuously building the capacities of officers involved in the procurement of goods and services and audit processes. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 XII. Institutionalization of Resource Mobilization Strategies: This will be done through the formulation of appropriate policies (Partnerships, Donor Support and Resource Mobilization Policy) which will take cognizance of previous resource mobilization strategies at the global and national level. Once the formulated policies have been implemented and it is found that there would be a need for a legal framework, then a bill will be generated for possible enactment. The policy and/or Act will create an institutional mechanism for proper management of the resource mobilization strategies adopted. A county resource mobilization sub-committee of the County Stakeholders Development Forum supported by an established secretariat will be formed and will and spearhead resource mobilization strategies. The committee will be mandated to recommend resource mobilization priorities for the county by auditing the resource need, identifying the potential donors, outlining the approach for each donor, developing targeted messages for advocacy, and tracking the performance of funds for accountability. The committee will create an open avenue for pledges and voluntary contributions. The committee will also guide county staff in the development of effective proposal submissions that communicate to potential supporters and donors. Given that this plan is integrated, the established committee will liaise with and lobby the National Government Agencies to take some of the prioritized programmes in the plan. Given that this plan is aligned to the Vision 2030, Medium Term Plan (MTP), National Spatial Plan and the Sustainable Development Goals (SDGs), it will assist in convincing non-county development entities to finance and implement programmes related to their respective mandates. It is expected that at least 10% of the total annual CIDP programmes will be implemented directly by the relevant development partner. 5.4: Asset Management According to section 149(1) of the PFMA 2012, County Government are required to maintain fixed asset register, updated asset inventory, and make reports in their financial statements. County Government will put in strategies to strengthen and comply with this law. A software on asset management and reporting shall be acquired which will assist in reporting on all assets and liabilities inherited from the defunct local authority and the newly acquired ones. Valuation roll will be done to ascertain the value of land and buildings demarcated already within the county. This value shall be used to get more revenues. Land and buildings that belong to the county will be updated in the asset register. The County Government shall comply with the Public Procurement and Disposal Act, 2015 in its procurement and disposal of goods and services. 5.5: Risk Management This section provides the key anticipated risks that may hinder the implementation of the CIDP, potential risk implications and proposed mitigation measures to enhance sustainable development. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Table 25: Risk, Implication, Level and Mitigation Measures Risk Risk Risk Implication Risk Mitigation Measures Catego Level ry (Low, Medium, High) Financial Inadequate Stalled projects. Low The county will turn to financial mobilization of funding in own resources source revenue and from development partners. The county will establish a donor liaison office to ensure institutional memory exists for partnerships to continue beyond individual departmental heads. Late Delayed disbursement of funds from Medium The county will seek to enter Disbursemen the exchequer is another financial contracts with adequate grace t of Funds risk that the county might run in to. period to cover for the delays. Delayed disbursement leads to late owning of obligation by the county The county shall further and might lead to interest charges prepare a procurement plan by the county suppliers and service early to allow for departments providers. This increases the to organize for financial county’s operating costs and leads requisitions from the exchequer further to accumulation of pending bills. Pending bills Pending bills have the effect of Medium The county will make sure that crippling a county government’s it plans to implement projects in ability to deliver in subsequent a timely manner and ensure that financial years. it is not disadvantaged by time value of money. above and Pending bills makes it hard for beyond the estimated budget. counties to budget in subsequent financial years. Revenue Loss of county revenue Medium Revenue automation leakage Misappropria Loss of county funds Medium Enhance internal control tion of funds systems 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Risk Risk Risk Implication Risk Mitigation Measures Catego Level ry (Low, Medium, High) Procurement The procurement and contract Medium The county will need to apply administration process are prone to the spirit of the Public risks. There are risks in developing Procurement and Disposal Act, specifications, selecting the 2015 which explicitly outlines appropriate procurement methods, how procurement should be preparing tender documents and conducted to the above- advertising, evaluation and selection mentioned risks. Technical of firms and individuals, negotiating departments’ in-charge of the contract, and contract infrastructure projects will also administration. The risks may be need to design implementable understatements, overstatements work plan for execution. or misinterpretation of the need, narrow commercial and biased specification, failure to identify potential sources, selecting inappropriate methods, providing inadequate information, actual or perceived breach of confidentiality, offers fail to meet needs and failure to identify a clear winner. Accounting This risk might arise from Medium The county will ensure that the and incompetent personnel, poor financial accounting and Reporting supervision, and weak internal audit reporting department is Risks oversight. adequately staffed with competent trained staff and adequately supervised. The internal audit will regularly review financial statements and approve selection of accounting policies used. Capacity Technical Anticipated technical risks are Medium The county will strengthen the Risks Risks. associated with engineering designs, section which carries out design site specific characteristics, review, procurement support, construction and installation, and construction supervision and operation and maintenance. test run support to control design and construction quality to ensure that no time is lost in design and site changes. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Risk Risk Risk Implication Risk Mitigation Measures Catego Level ry (Low, Medium, High) Absorptive Low absorption of budgeted funds Low The county will undertake Risks may delay delivery of essential quarterly implementation infrastructure and programmes reporting of all county projects envisaged in the CIDP and therefore and programmes to ensure delay in meeting the aspirations of planned projects and the county in the next five years. programmes are implemented and paid on time. Delay in the Implementation of the project is Medium Fast-tracking through approval of delayed. department at house committee policy and at county assembly. bills Inadequate Weak or inadequate legal Medium The county must profile its Legal frameworks may pose great risks in entire institutional legal Framework delayed implementation of projects framework and put everything due to litigations because of in place. loopholes in the legal framework in the county institutions. Change Change in The design of programmes in the Medium The Department of Finance and Manage design of CIDP envisages inter-departmental Economic Planning to do ment programmes synergies for successful exhaustive dissemination of the Risks and projects implementation. CIDP to ensure that each of the stakeholders understand their The CIDP is set in such a way that role in contributing towards its development initiatives are theme implementation and achieving based and sectors will have to the county vision. contribute to the achievement of the aspirations in the thematic areas. Development is a county initiative and not a sectoral affair. Exogen Natural The CIDP is cognizant of natural High The Public Finance Management ous calamities. calamities like floods, drought and Act, 2012 section 110 provides Risks diseases which may befall the county for establishment of an -Drought and force the county to rework its emergency fund to allow for -Floods budget to accommodate the forward budgeting and developing situation. This will divert appropriation for funds for -Diseases funds from strategic areas and affect emergencies. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Risk Risk Risk Implication Risk Mitigation Measures Catego Level ry (Low, Medium, High) smooth implementation of the Investments in fodder programmes in the CIDP. production and storage, disease control, feedlots, water Loss of livelihoods. harvesting and conservation and flood control measures. Political risks Changes in holders of political Medium Controller of budget to ensure offices or shift in political economy that the CIDP is implemented as may completely derail the programs approved. and projects in the CIDP. This will delay delivery of the vision of the Proper policies/ guidelines to CIDP in the programmed period. enforce public engagement and participation. Political influence on prioritization of projects. Court cases Litigations and court injunctions can Medium Strict adherence to all the also derail timely execution of the relevant financial and CIDP. These litigations can arise procurement acts during from county’s processes especially implementation of projects and procurement where perceived programmes. unfair competition may land the county in a court of law. Orders to County to have a strong legal repeat the whole procurement representation through the process will expose the county to office of the County Attorney. disadvantages of time value of money, increase operation costs, and lose valuable time in delivering the CIDP. Vandalism Destruction of infrastructure Medium Station security personnel to safeguard county facilities. Technol Cyber Disruption of Government Low Use of firewall protection ogical security businesses and loss of critical information Climate Erratic Loss of trees Medium Investing in provision of water change rainfall and establishment of climate (drought) change unit to mitigate the effect of climate hazards 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Risk Risk Risk Implication Risk Mitigation Measures Catego Level ry (Low, Medium, High) Security Cross county Loss of life and property. Medium Establish more police posts and Boarder stations to beef up security clashes Destruction of communication mast around the boarder. that curtails communication Al-Shabaab derailing service delivery. Peace campaigns and talks to Attacks end the perennial cross boarder clashes. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 CHAPTER SIX: MONITORING, EVALUATION AND LEARNING

6.1 Overview This chapter outlines how the plan 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 the proposed 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 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 Directorate, M&E Technical Oversight Committee, Sector M&E Committees, Sub-County M&E Committees, the Ward M&E Committees, and Village M&E Committees. The M&E Directorate is headed by the County Director of M&E and supported by trained departmental M&E Focal persons and sub-county M&E Officers. The Directorate 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 Directorate oversees all M&E activities, provides technical direction, and support, and ensures the accurate reporting of results for County programs/plans/projects activities. County programs/plans/projects activities. Figure 4: Organogram of M&E Structure County Assembly Committee Intergovernmental Forum County M&E Committee (CoMEC) County M&E Unit Sector Project Planning & Monitoring Unit (SPPMUs) (CoMEU) Sub – County M&E Committee (SCoMEC) Ward M&E Committee 3rd Generation of Garissa County Integrated Public Development Plan (CIDP) 2023 - 2027 Participation 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 and authorizing the governor to present the report at the summit. 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 building for M&E, setting the strategic direction for CIMES, approving M&E Directorate’s work plan and advising M&E Directorate on actions to be taken on various M&E issues, approving indicator reports for use by CoMEC, and endorsing M&E Directorate’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. Ward MEC is charged with producing Ward M&E reports, presenting M&E reports to the TOC, and developing M&E indicators. Table 7: Responsibilities of Major Committees on M&E Preparation and Reporting in the CIMES Guidelines Committee/F Members Responsibilities Frequency of orum Meetings County Citizen Chair:  Participate in development of Annually Participation Fora • CEC or Chief Officer responsible M&E indicators to monitor and (As per the Public for the topic of the forum evaluate CIDP. Participation Bill  Review and give 2018) Membership: feedback to M&Ereports • Representatives of NGOs, and Civil Society Organizations • Representative of Evaluation Society of Kenya • Representatives of rights of minorities, marginalized groups, and communities • Representative of private sector business community. • Development partners’ representatives in the county Convenor: 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Committee/F Members Responsibilities Frequency of orum Meetings • Responsible CEC or Chief Officer. County M&E Co-Chairs: • Oversee delivery, quality, Quarterly Committee • County Secretary and senior timeliness and fitness for CoMEC. representative of the national purpose of M&E reports. government nominated by the • Drive service delivery County Commissioner in through ResultsBased writing. Management Membership: • Receive, review and approve county and sub-county • Heads of technical departments of M&E work plans and M&E the national government at reports. county level • Convening County Citizen • County chief officers Participationfora to discuss • County Assembly Clerk M&E reports • Court Registrar • Mobilization of resources to • Representatives from devolved undertake M&E at county and funds sub-county level • Technical Representatives • Approve and endorse managing all other Non- final countyindicators Devolved Funds in the County • Submission of M&E reports to NIMES, CIF, CoG, constitutional Convenor: offices and otherrelevant • Chief Officer responsible for institutions Economic Planning • Dissemination of M&E reports and otherfindings to stakeholders, including to County Fora Technical Chaired by: • Identify, commission, and Quarterly Oversight • Chief Officer responsible for manage evaluations. Committees Economic Planning • Review of the M&E reports (TOC) • Present M&E reports to CoMEC Membership: • Capacity building for M&E • Up to ten technical officers versed in M&E from a balanced • Sets the strategic direction for groupof county departments and CIMES. non-devolved function • Approves M&E Directorate’s department. work plan and advises M&E Directorate on actions to be Convenor: taken on various M&E issues. • M&E Director • Approves indicator reports for use by CoMEC • Endorses M&E Directorate’s reports to bepresented to CoMEC 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Committee/F Members Responsibilities Frequency of orum Meetings Sector Chair: • Produce sector M&E reports Monitoring • Co-chaired between a Chief • Develop sector indicators & Evaluation Officer from a relevant county • Undertake sector evaluations Committees government department and Director from the relevant • Present sector M&E reports to (SMEC) the TOC department of the National government at county Membership: • Sector relevant county departments’ Chief Officers, equivalent national government representative from that sector and sector relevant CSOs. (The County to define sector as per MTEF) Convenor: • Chief Officer responsible for the relevant department SCoMEC Co-chair: • Produce sub-county M&E Quarterly • Sub-county administrator and reports DCC • Present M&E reports to the TOC • Develop M&E indicators Membership: • HODs at the sub-county level, development partners, CSOs etc. Convener: • Sub-county M&E officer Ward MEC Co-chair: • Produce ward M&E reports Quarterly • Ward Administrator and ADCC • Present M&E reports to the TOC • Develop M&E indicators Membership: • HODs at the ward level, development partners, CSOs etc. Convener: • Ward Administrator Village MEC As per the village council • Participate in the Quarterly composition development ofindicators process • Participate in monitoring of projects inrespective villages • Provide feedback on M&E reports 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

6.3 M&E Capacity As mentioned in the section above, the existing M&E structure has the necessary human capacity for M&E, including the County M&E Director, and departmental/sector M&E Focal Persons. The County government has also taken steps to undertake M&E capacity-building for staff and the various M&E committees to ensure that people have a variety of skills and knowledge to run each step of the M&E system. In addition, the County has allocated resources such as a dedicated vehicle to support monitoring activities and purchased laptops and associated accessories to provide the physical equipment required for M&E. The County has also allocated the appropriate amount of funds to facilitate M&E processes, with the M&E Directorate providing a Costed M&E Work plan to ensure that all M&E interventions are well funded. To further strengthen the County M&E capacity, the M&E Directorate will regularly assess the M&E capacity and devise strategies to address emerging gaps through, among others, leveraging on ongoing national government and partner-led M&E capacity building initiatives, existing partnerships, and collaborations for M&E, and mobilizing more resources for the various M&E initiatives.

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 26: Outcome Indicator Reporting Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty Finance and Economic Planning General Enhanced Proportion of governance 2022 Department Administratio efficient and instruments (bills, policies, of Finance n and prudent strategies) enacted and Services service Economic delivery and Planning improved working environment Public Enhanced Gross County Product 3.8% 2017 Finance Public finance Corruption Perception Index TBD 2022 Management management Additional Own Source 88M 2022 315M 600.65M and Revenue collected confidence in Unqualified audit report Qualifie 2022 Unqual Unqualifi government d audit ified ed audit services report audit report report Budget absorption rate 35% 2022 Economic Enhanced Number of plans developed 2022 Planning Planning and and implemented services research 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty Health Sector Preventive, Effective and Maternal mortality ratio Department promotive efficient Neonatal mortality ratio 2022 of Health and RMNCH preventive Infant mortality ratio 2022 Services services and Child mortality ratio 2022 Promotive Percentage of children aged 22.9% 2022 health 12–23 months who were fully interventions vaccinated (basic antigens) within the Percentage of children aged 16.9% 2022 county 12–23 months who were fully vaccinated (according to national schedule) Percentage of children aged 3.6% 2022 24–35 months fully vaccinated (according to national schedule) Proportion of women in 12.7% 2022 childbearing age utilizing any family planning method Fertility rates 4.4 2019 Percentage of children under 9% 2022 Department age 5 who are stunted of Health Percentage of children under 11% 2022 Services 5 who are malnourished Prevalence of anaemia in 2022 Department women aged 15 to 49 years, of by pregnancy status Agriculture, (percentage) Livestock, and Pastoral Economy Proportion of births attended 68.1% 2022 Department by skilled birth provider of Health Percentage women aged 15– 31.2% 2022 Services 49 with 4+ ANC visits Proportion of women who 45% 2022 received a postnatal check during the first 2 days after a live birth Proportion of HIV started on 2022 ART HIV/AIDS prevalence rate 2022 Tuberculosis incidence per 2022 100,000 population Curative and Effective and Proportion of health facilities 2022 Department referral efficient with constant and adequate of Health services curative and stocking of essential drugs Services rehabilitative health care services to 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty the county citizens Administrativ To Nurse-population ratio 2022 Department e and support strengthen Doctor-population ratio 2022 of Health services leadership, Population: In-patient Bed 2022 Services management, Ratio and administratio n in the sector. Policy, Coordinated Proportion of health facilities 2022 Department Planning, and effective with health management of Health Monitoring system for information systems Services and comprehensi Evaluation ve equality reporting, use and dissemination within the county Agriculture, Livestock and Pastoral Economy Governance Enhanced Proportion of governance 2022 Department and service instruments (bills, policies, of administratio delivery strategies) enacted Agriculture, n (Livestock Amount of additional 2022 Livestock, and Crops) resources mobilized for the and Pastoral sector Economy Proportion of staff in the 2022 sector with enhanced capacities Livestock and Improved Yield of fodder (tonnes per 2022 Department Pastoral livestock acre) of Economy production, Meat of livestock, fresh or 2022 Agriculture, income, food, chilled (in tonnes) Livestock, and nutrition Livestock vaccination 2022 and Pastoral security coverage (cattle) Economy Livestock vaccination 2022 coverage (sheep) Livestock vaccination 2022 coverage (goats) Livestock vaccination 2022 coverage (camels) Livestock mortality rates 2022 (cattle) Livestock mortality rates 2022 (sheep) Livestock mortality rates 2022 (goats) Livestock mortality rates 2022 (camels 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty Value of livestock products 2022 traded annually (in KShs) Value of livestock traded 2022 annually (in KShs) Crop Increased Crops yield (Metric Tonnes 2022 Department Production crop per ha) of productivity, Rate of post-harvest loss 2022 Agriculture, nutrition, and Household diet diversity 2022 Livestock, food security score and Pastoral Value of crop products 2022 Economy traded annually (in KShs) Proportion of agricultural 2022 land under improved practices Proportion of registered 2022 farmers with access to additional financing. Gender, Social services, Culture, Youth, and Sports Gender, Improved Proportion of youth 2022 Department Social gender population with access to of Gender, Services, equality and business and financial Social Culture, social opportunities Services, Youth and inclusion Transition rate from primary 2022 Culture, Sports to secondary schools Youth and Proportion of youth 2022 Sports population with access to sports and talent development opportunities Proportion of vulnerable HHs 2022 receiving cash transfers. Proportion of children aged 5 2022 - 17 years who have undergone female genital mutilation. Proportion of children aged 5 2022 – 17 years engaged in child labor. Proportion of girls and 2022 women undergoing FGM/C. Percentage of women aged 21% 2022 15–49 who have experienced physical violence since age 15 Percentage of women aged 5.8% 2022 15–49 who have ever experienced sexual violence Percentage of women aged 14.8% 15–19 who have ever been pregnant Proportion of girls aged 15-19 17.6% 2019 who have been ever married. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty Percentage of girls aged 15– 14.8% 2022 19 who have ever been pregnant Proportion of PWDs 2022 receiving assistance form county government. Gender Parity Index (GPI) in 2022 primary and secondary schools Proportion of women in the 2022 County Public Service Water, Environment, Energy, Climate Change, & Natural Resources Management Administratio Enhanced Proportion of governance 2022 Department n and support institutional instruments (bills, policies, of Water, services - capacity and strategies) enacted Environment, Environment, accountability Energy, Climate Climate change & Change, & Natural Natural Resource Resources Management Management. Environment, Enhanced Area (in ha) of Degraded Land 2022 Climate management Under Sustainable change & and Management Natural Conservation Percentage of 2022 Resource of households/businesses/institu Management Environment tions using climate-smart and Natural energy technology Resources Contributions of mining to 2022 GCP Proportion of Forest area (of 2022 total land area) Proportions of households 2022 and institutions adopting clean energy Irrigation Improve Proportion of agricultural 2022 infrastructure livelihoods land under irrigation Development through irrigation facilities Administratio Equitable, Proportion of sector staff 2022 n, efficient, and with enhanced capacity to Governance, effective deliver irrigation services and support service Proportion of registered 2022 service - delivery. farmers with enhanced Irrigation capacity on irrigation Services services. Water Increased Proportion of population 2022 Resources availability using safely managed drinking Development and quality of water services & Sewerage safe and Proportion of urban HHs 2022 Management affordable with access to minimum safe 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty drinking within 200m for 95% times in water for all a year Proportion (%) of rural HHs 2022 with minimum access to safe water within 1 kilometer Proportion (%) of schools, 2022 health, and public institutions with access to minimum safe drinking within own premises Proportion (%) of HHs with 2022 access to adequate livestock water points within 5 kilometers Proportion of surface and 2022 ground water sources depleted 3-months after rain season Percentage of households 2022 with year-round access to improved water source Proportion of population 2022 using safely managed drinking water services Percentage of population 2022 using basic drinking water services Percentage of population 2022 using limited drinking water services Percentage of population 2022 using unimproved drinking water services Percentage of population 2022 using surface water Proportion of households 2022 connected to a public water supply system Improved Proportion of population 2022 sanitation and using safely managed hygiene for all sanitation services Proportion of population 2022 using a hand-washing facility with soap and water Proportion of schools, health, 2022 and public facilities with access to improved sanitation and handwashing. Proportion of wastewater 2022 safely treated. Trade, Investments, and Enterprises Trade Improved Proportion of registered 2022 Department Development business MSMEs benefitting from the of Trade, 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty environment various county trade Investments, and ease of initiatives. and doing Share of trade contribution to 2022 Enterprises business for a GCP thriving Number of new MSMEs 2022 economy registered Industrializati Improved Manufacturing value added as 2022 on and Production a proportion of GCP. investment and Incomes from Manufacturing employment as 2022 Business a proportion of total employment Enterprise Improved Proportion of registered 2022 Development access to MSMEs accessing revolving Services funds for fund development of SMEs Roads, Transport, Public Works, and Housing Administratio Effective, Proportion of rural 2022 Department n and support efficient, and population who live within of Roads, services accountable 2km of an all-season road. Transport, service Proportion of population that 2022 Public delivery has convenient access to Works, and public transport Housing Public Works Improved Proportion of urban 2022 and housing service population accessing program delivery affordable housing Education, Communication, ICT, & e-Government General Effective Transition rate from primary 2022 Department Administratio service to secondary schools. of Education, n, Planning delivery Communicati and Support on, ICT, & e- Services Government Education Improved Net enrolment rate (ECDE) 2022 Development Access to Net enrolment rate (Primary) quality Pre- Gross enrolment rate 2022 Primary and Teacher: pupil ratio (ECDEs) 1:88 2022 Vocational Teacher student ratio (VTCs) 2022 Education Proportion of secondary 2022 students completing their studies transitioning to VTCs ICT, Improved Proportion of established 2022 Information communicati county offices with the and Libraries on, increased requisite ICT infrastructure efficiency, and Proportion of population with 2022 improved access to the internet service Proportion of county services 2022 delivery automated Lands, Physical Planning and Urban Development 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty General Efficient Proportion of governance 2022 Department Administratio Service instruments (bills, policies, of Lands, n, Planning Delivery and strategies) enacted Physical and Support Improved Planning and Service Working Urban Environment Development Land Use Well Planned Proportion of urban 2022 Planning Land and population living slums or Urban Areas informal settlements. for Sustainable Development of The County County Land Reduced Proportion of total adult 2022 Administratio Land population with secure n and Conflicts and tenure rights to land Surveying Improved Investor Confidence Urban Improved Proportion of the urban 2022 services and urban population that has infrastructure services for convenient access to public Garissa transport residents Municipalities General Efficient Proportion of municipal 2022 Municipalities Administratio Service governance instruments (bills, n, Planning Delivery and policies, strategies) enacted and Support Improved Services Working Environment Municipal Improved Proportion of the municipal 2022 infrastructure growth and population that has development development convenient access to public and of transport management Municipalities Environment Quality Proportion of municipal 2022 and Social environment population using safely Services al and social managed sanitation services services within Municipality County Affairs, Public Service, and Intergovernmental Relations County Improved Proportion of governance 2022 Department Cabinet policy instruments (bills, policies, of County Affairs formulation strategies) enacted Affairs, Public and Proportion of population 2022 Service, and implementati satisfied with their last Intergovernm on experience of public services ental Improved Turnover Rate 2022 Relations Human Dismissal rate 2022 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Programm Outcome Outcome indicator(s) Baseline Mid- End- Reporting e Value Year term term Responsibili target target ty County resource Employee Satisfaction Index 2022 Public Service management Employee Engagement Index 2022 Board Female to male ratio 2022 Proportion of employees who 2022 are PWDs Coordination Devolved Proportion of devolved 2022 of Devolved functions administrative units with Units Effectively established and operational and Efficiently governance instruments implemented Amount of additional 2022 resources (in cash and in- kind) mobilized through partner engagement and collaborations Legal Services Effective and Compliance rate to 2022 efficient regulatory requirements County legal services Disaster Risk Increased Proportion of HHs showing 2022 Management disaster improvement in DRR, resilience and resilient livelihoods practices coping capacities

6.5 Data Collection, Analysis, and Reporting The County M&E Directorate, 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 Directorate 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 Directorate 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 Directorate 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 Directorate 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. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Regarding reporting, the County shall develop the County Annual Progress Report (CAPR) based on the guidelines developed by the Monitoring and Evaluation Directorate. 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. 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. The County will also produce other reports like the Public Expenditure Report (PER), Projects Analytical Reports, and Evaluation Reports. To play its role in the National Annual Progress Reports, the county government will produce the following reports as per the CIMES guideline. a) Villages, through the Village Monitoring and Evaluation Committees (ViMEC) will submit their reports to their respective Ward Monitoring and Evaluation Committees (WaMEC) one week before the last day of each quarter. b) Wards then aggregate their ViMEC results for one week and submit their summarized report through the WaMEC to the Sub-Counties Monitoring and Evaluation Committee (SCoMEC) by the first day of the next quarter. c) 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. d) 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. e) County M&E units can 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. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 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. 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.

6.7 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 fulfillment 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 N Policy/ Evaluati Outcom Use of Commissi Anticip Anticip Evalua Source of o Progra on Title e(s) the oning ated ated tion Funding mme/ (specify Evaluatio Agency/ Evaluati Evaluati Budget Project the n Partners on start on end (Kshs.) type) Findings date date 1.CIDP Midterm Improved Improve CEC June Sept 10 CG/ Donor Review implement implement Finance and 2025 2025 million of the ation of ation of Economic Third the CIDP CIDP. Planning Generati on CIDP 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2.CIDP End-term Improved Inform CECM June Sept 10 CG/Donor of the decision- decision- Finance and 2028 2028 milli Third making making for Economic on Generati approache future planning on CIDP s for the implement implement ation of ation of Policies plans and programs 3.Agricultur Outcom Increased Increase CECM for January April 4 CG/GoK/Do e e food food Agriculture, 2024 2024 million nor Evaluatio security security Livestock n of the and and and Pastoral Crop and reduced reduce Economy Livestock poverty poverty Develop level. level ment and Managem ent Program me 4.Health Outcom Improved Strengthe CECM for January April 5 County e RMNCAH n Health 2027 2027 mill Government/ evaluatio RMNCAH Services ion Donor n of interventi RMNCA ons H intervent ions 5.Water Outcom Improved Improved CECM for January April 5 County e water access to Water, 2026 2026 mill Government/ evaluatio services clean and Environmen ion Donor n of safe water t, Energy, water Climate sector Change and intervent Natural ions Resources 6.Education Outcom Enhanced Improved CECM for January April 5 County e education access to Education, 2025 2025 mill Government/ evaluatio services quality Information, ion Donor n of basic and ICT educatio education n sector intervent ions 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 ANNEXES

Annex 1: County Factsheet The information presented in this section includes a variety of statistics and other information across the entire Garissa County, vital for planning purposes. The Factsheet should be aligned to the County Statistical Abstract. The fact sheet provides information at a glance. Information Category County Statistics National Average (as at 2019) Statistics County Area: Total area (Km2) 44,736 580,876.3 Non-arable land (Km²) 39,336 Arable land (Km²) 5,400 Size of gazetted forests (Ha) 500,000Ha 3,467,000Ha Size of non-gazetted forests (Ha) 130,777.6Ha Approximate forest cover (%) 14.1% 12.8% Water mass (Km2) 400 No. of rivers, lakes and wetlands protected 1 river, 0 Lakes Total urban areas (Km2) 690 No. of quarry sites rehabilitated 6 No. of climate change adaptation 3 projects/programmes TOPOGRAPHY AND CLIMATE Lowest altitude (metres) 20 Highest (metres) 400 Temperature High 0C 390C range: Low 0C 210C Rainfall High (mm) 400 Low (mm) 150 Average relative humidity (%) 60 Wind speed (Kilometres per hour/knots) 18 DEMOGRAPHIC PROFILES Total population 841,353 47,564,296 Total Male population 458,975 23,548,056 Total Female population 382,344 24,014,716 Total intersex Population 34 1,524 Sex ratio (Male: Female) 1.2:0.8 1.0:1.02 Projected Population Refugee population (2022) 279,585 540,000 (45,856 Mid of plan unregistered) 53,331,000 period (2025) 1,037,959 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 1,113,219 End of plan period (2027) Infant population (<1 year) Female 18,167 552,528 Male 19,681 552,508 Inter-sex 0 38 Total 37,848 1,105,074 Population under five Female 88,422 2,986,769 Male 95,789 3,006,344 Inter-sex 0 154 Total 184,211 5,993,267 Pre- Primary School population Female 38,958 1,860,075 (3-5) years Male 41,929 1,885,132 Inter-sex 0 94 Total 80,887 3,745,301 Primary school age group (6-13) Female 27,220 5,022,287 years Male 34,271 5,087,183 Inter-sex 0 267 Total 61,491 10,109,737 Secondary school age group (14 Female 5,391 2,243,017 - 17) years Male 7,841 2,340,379 Inter-sex 0 131 Total 13,232 4,583,527 School Going Population as per CBC Curriculum Pre- Primary School population Female 10,890 (3-5) years Male 13,720 Inter-sex - Total 24,610 Primary school age group (6-12) Female 39,014 years Male 50,510 Inter-sex - Total 89,524 Junior Secondary School age Female 3,482 group (13 - 15) years Male 4,558 Inter-sex - Total 8,040 Senior Secondary School age Female 8,961 group (16 - 18) years Male 14,851 Inter-sex - Total 23,812 Youthful population (15-29) Female 116,914 6,949,079 years Male 149,522 6,635,497 Inter-sex 0 510 Total 266,436 13,585,086 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Reproductive age (15 - 49) years 407,282 12,094,679 Labour force (15-65) years Female 199,600 13,855,764 Male 246,834 13,471,159 Inter-sex 0 974 Total 446,434 27,327,897 Aged population (65+) Female 6,252 1,033,906 Male 8,130 827,497 Inter-sex 0 50 Total 14,382 1,861,453 Population aged below 15 years 383,657 19,737,323 Eligible Voting Population Name of constituency Garissa Township 53,765 Balambala 26,085 Fafi 27,335 Lagdera 26,949 Ijara 29,666 Dadaab 38,185 Total (county) 201,985 22,152,144 No. of Urban (Market) Centres with 7 population >2,000 Urban population (By Urban Centre) Bura East Female 4,395 Male 5,211 Intersex 0 Total 9,606 Dadaab Female 29,968 Male 26,628 Intersex 0 Total 56,695 Balambala Female 3,209 Male 5,844 Intersex 0 Total 9,053 Garissa town male 68,021 Female 67,373 Intersex Total 135,399 Modogashe Male 5,238 Female 5,773 Intersex Total 11,011 Masalani Male 6518 Female 5682 Intersex - Total 12,200 Hulugho Male 8,830 Female 6,475 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Intersex - Total 15,305 Rural population Total 630,463 Urban population Total 210,890 Population Density Garissa Township 49 (persons per km2) by Sub- Balambala 9 county Dadaab 29 Lagdera 8 Ijara 58 Hulugho 17 Fafi 9 Incidence of landlessness (%) 0% Percentage of farmers with title deeds (%) 1% Mean holding size (in Acres) 2.5 Labour force by sector Agriculture: Male 164,397 (No.) Female 44,897 Intersex 0 Rural self- 85.3 employment: Male Female 84.6 Intersex - Urban self- 83.9 employment: Male Female 85.2 Intersex - Wage employment: 38.4 Male Female Intersex Unemployment levels (%) Male 37.01 Female Intersex Total Total number of households 141,394 Average household size 5.9 Female headed households (%) Child headed households (%) Children with special needs Male Female Intersex Total Children in labour (No) Male Female Intersex Total Number of PWDs Visual 1,285 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Hearing 1,289 Speech 1,033 Physical 2,015 Mental 1,682 Other 1,909 Total 9,213 Orphans and Vulnerable 15,177 children (OVCs) (No.) Number of street Families 354 Orphanages (No.) 4 Rescue centres (No.) 1 Gender Protection Units 1 (No.) Correction/rehabilitation 1 facilities (No.) POVERTY INDICATORS Absolute poverty (%) 65.5 Rural poor (%) Food poverty (%) 45.2 Contribution to National Poverty (%) HEALTH Five most common diseases (in order of prevalence) Upper Respiratory Upper Respiratory Tract Infections Tract Infections Urinary Tract Infection Suspected Malaria Suspected Malaria Disease of the skin Disease of the skin Diarrhea Urinary Tract Diarrhea Infection Infant Mortality Rate (IMR)/1000 42/1000 36/1000 Neo-Natal Mortality Rate (NNMR)/1000 24/1000 33/1000 Maternal Mortality Rate (MMR/100,000) 641/100,000 355/100,000 Post Neo-Natal Mortality Rate (PNNMR)/1000 13/1000 16/1000 Child Mortality Rate (CMR)/1000 8/1000 14/1000 Under Five Mortality Rate (U5MR)/1000 65/1000 52/1000 Prevalence of stunting (Height for Age) 15.6 26 Prevalence of wasting (Weight for Height) 11.4 4 Prevalence of underweight (Weight for Age) 13.1 11 Life expectancy Male 57.4 60.6 Female 60.5 66.5 Health Facilities (No.) By Sub-county Hospitals Balambala 1 Dadaab 1 Fafi 1 Garissa 10 Hulugho 1 Ijara 1 Lagdera 1 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Refugee Camps 3 Health Centres Balambala 4 Dadaab 4 Fafi 5 Garissa 2 Hulugho 1 Ijara 3 Lagdera 2 Dispensaries Balambala 10 Dadaab 14 Fafi 15 Garissa 18 Hulugho 7 Ijara 9 Lagdera 13 Refugees 6 Private Clinics Garissa 76 Dadaab 5 Nursing Homes Dadaab 1 Ijara 3 Garissa 6 Maternity Bed capacity Balambala 6 Dadaab 10 Fafi 5 Garissa 40 Hulugho 6 Ijara 12 Lagdera 30 Refugees 93 Youth friendly centres Balambala 0 Dadaab 0 Fafi 0 Garissa 0 Hulugho 0 Ijara 0 Lagdera 0 Refugee Camp 4 Health Facility Bed Capacity Balambala 16 Dadaab 30 Fafi 12 Garissa 210 Hulugho 10 Ijara 26 Lagdera 20 Refugees 238 ICU Beds Balambala 0 Dadaab 0 Fafi 0 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Garissa 6 Hulugho 0 Ijara 0 Lagdera 0 Refugees 10 Doctor/patient ratio Balambala 0:55000 Dadaab 1:199,000 Fafi 1:143,000 Garissa 1: 3000 Hulugho 0:143,000 Ijara 1: 75,000 Lagdera 1: 54,000 Refugees 1: 19500 Nurse/patient ratio Balambala 21 (1:2600) Dadaab 28 (1:7200) Fafi 22 (1: 6500) Garissa 222 (1:700) Hulugho 7 (1:21,000) Ijara 24 (1:6400) Lagdera 26 (1:2100) Refugees 149 (1:1560) Clinical Officers Balambala 4 Dadaab 7 Fafi 6 Garissa 46 Hulugho 3 Ijara 7 Lagdera 5 Refugees 42 Laboratory Technicians Balambala 5 Dadaab 8 Fafi 7 Garissa 50 Hulugho 3 Ijara 7 Lagdera 7 Refugees 8 HIV prevalence (%) 2.1% 4.9% Patients on ARVs (No.) 1421 1,268,029 Average Distance to Health facility (km) 45 5 Antenatal Care (ANC) (%) 45 51 Health Facility Deliveries (%) 62 79.4 Registered traditional herbalists and medicine-men (No.) Contraceptive use by women of reproductive age 5 26 (15-49 yrs) (%) Immunization coverage (%) 81 83 CHVs (No.) 2500 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Crude Birth rate 31.5 27.9 Crude death rate 6.5 10.5 AGRICULTURE, LIVESTOCK & FISHERIES Crop Farming Average farm size (Small scale) (acres) 1.0 Average farm size (Medium scale) (acres) 30 Average farm size (Large scale) (acres) 150 Main Crops Produced Food crops (list) Maize, Sorghum, Rice, Cowpeas, Green grams Cash crops (list) Total acreage under food crops (acres) 6,060 (1,557Ha) Total acreage under cash crops (acres) Main storage facilities (Maize cribs, store and warehouses) Extension officer farmer ratio 1:1,135 Livestock Farming Number of livestock Exotic Cattle (Dairy) 6,063 Exotic Cattle (Beef) 7,458 Indigenous (Beef) 1,407,170 Cattle Goats 3,857,292 Sheep 2,746,577 Camel 816,057 Donkey 105,543 Indigenous Chicken 88,360 Exotic Chicken 11,379 Broilers Exotic Chicken Layers 24,196 Others (Beehives) 8,120 Priority Trade- 1. Contagious Sensitive Diseases caprine pleuropneumonia (CCPP) 2. Peste des petits ruminants (PPR) 3. Foot and Mouth disease (FMD) 4. Contagious bovine pleuropneumonia (CBPP) 5. Newcastle disease Priority Zoonotic 1. Brucellosis Diseases 2. Q – fever 3. Rabies 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 4. Rift Valley Fever (RVF) disease 5. Anthrax Number of Ranches 0 Fattening Lots (Feedlots) 2 Extension officer famer ratio 1:1,800 1:400 Irrigation Infrastructure Irrigation schemes Small (<5 Acres) 25 Large (>5 Acres) 360 Type of Livestock, Population and Value Exotic Cattle (Dairy) Quantity (Total 6,063 Population) Value (Kshs.) 394,095,000 Exotic Cattle (Beef) Quantity (Total 7,458 Population) Value (Kshs.) 261,030,000 Indigenous (Beef) Cattle Quantity (Total 1,407,170 Population) Value (Kshs.) 32,364,910,000 Goat Quantity (Total 3,857,292 Population) Value (Kshs.) 15,429,168,000 Sheep Quantity (Total 2,746,577 Population) Value (Kshs.) 8,239,731,000 Camel Quantity (Total 816,057 Population) Value (Kshs.) 32,642,280,000 Donkeys Quantity (Total 105,543 Population) Value (Kshs.) 1,583,145,000 Indigenous Chicken Quantity (Total 88,360 Population) Value (Kshs.) 61,852,000 Exotic chicken (Broilers) Quantity (Total 11,379 Population) Value (Kshs.) 9,103,200 Exotic chicken (Layers) Quantity (Total 24,196 Population) Value (Kshs.) 12,098,000 Beehives Quantity (Total 8,120 Population) Value (Kshs.) 40,600,000 Livestock Products and Their Value (Annual) Camel Milk Quantity (kg.) 178,704,000 Value (Kshs.) 10,722,240,000 Cattle Milk Quantity (kg.) 154,614,000 Value (Kshs.) 9,276,840,000 Goat Milk Quantity (kg.) 124,830,000 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Value (Kshs.) 7,489,800,000 Camel Meat Quantity (kg.) 4,560,000 Value (Kshs.) 1,824,000,000 Beef Quantity (Kgs) 312,000 Value (Kshs.) 124,800,000 Goat Meat Quantity (Kgs) 396,000 Value (Kshs.) 158,400,000 Mutton Quantity (Kgs) 216,000 Value (Kshs.) 86,400,000 Chicken meat Quantity (Kgs) 1,680 Value (Kshs.) 1,344,000 Honey Quantity (Kg.) 28,800 Value (Kshs.) 28,800,000 Hides Quantity (kg.) 1,044,000 Value (Kshs.) 41,428,800 Eggs Quantity (Trays) 1,241,000 Value (Kshs.) 471,580,000 Live Cattle Exported Quantity (Trays) 38,400 Value (Kshs.) 806,400,000 Live Goats and Sheep Quantity (Trays) Exported 28,800 Value (Kshs.) 129,600,000 FISHERIES Fish traders (No.) 12 Fish farm families (No.) 110 Fish ponds (No.) 4 Fish Tanks (No.) 0 Area of fish ponds (m2) 1,200 Main species of fish catch (list Tilapia 4MT with tonnage) Fishing nets (No.) 4 No. of fish landing sites 0 No. of Beach Management Units 0 OIL AND MINERAL RESOURCES Mineral and Oil potential (explain) Ongoing mining and extraction activities (Quarry, sand harvesting, cement etc.) FORESTRY No. of gazetted forests 1 No. of non gazetted forests 2 No. of community forests 2 Main forest products (Timber, fuel and poles): Gum Arabica, Resins, Poles, Firewood, Charcoal, Herbal Medicine. Forestry products’ value chain development: Currently there is no forestry value chain product developed but the County has high potential of Gums and resins, timber, charcoal value chains opportunities. Incidences of environmental threats: (Loss of biodiversity, drought, floods, Forest fires, Deforestation) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 No. of people engaged in forestry Seedling Forest Nurseries (No. of 500,000 production seedlings) Private Nurseries (No. of 700,000 seedlings) Quantity of timber produced (m³) 0 EDUCATION AND TRAINING Pre-Primary School No. of ECD centres 287 No. of ECD teachers 350 Teacher/pupil ratio 1:47 Total Enrolment Girls 7,286 Boys 9,249 Average years of attendance (years) 3.5 Primary Schools Number of primary schools 225 Number of teachers 926 Teacher/pupil ratio 36.7 Total enrolment Boys 34,271 Girls 27,220 Dropout rate % Male: 2.4 Female: 3.3 Enrolment rate % 21.1 Retention rate % 55 Proportion of community 0 – 1Km nearest to public primary 1.1 – 4.9Km school 5Km and more Special Needs Schools Number of Special Needs Schools 3 No. of Integrated Schools 2 Number of teachers 25 Teacher/pupil ratio 1:10 Total enrolment Boys Girls Dropout rate % Enrolment rate % Retention rate % Secondary Schools Number of secondary schools 41 Number of teachers 510 Teacher/student ratio 1:40 Total enrolment Boys 7,841 Girls 5,391 Dropout rate % 1.7 Enrolment rate % 11.4 Retention rate % 0 – 1Km 1.1 – 4.9Km 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Proportion of community 5Km and more nearest to public secondary school Vocational Training Centres No. 9 Enrolment 600 Attendance 600 Tertiary Education No. of TVETS 4 (accredited public and No. of universities 4 private) Enrolment (desegregate by sex) Attendance Adult Literacy Number of adult 99 literacy centres Enrolment 1,944 Males 1,312 Females Attendance Literacy rate (%) Male 56 Female 82 Total Ability to read Can read (%) 35 Cannot read (%) 65 Ability to write Can write (%) 82 Cannot write (%) 18 Ability to read and write Can read and write 35 (%) Cannot read and write 65 (%) Percentage of schools with Electricity 27.8 access to: Internet Computers TOURISM AND WILDLIFE Hotels by category (No.) Five star 0 100 Four star 4 250 Three star 6 500 Two star 8 1,500 One star 15 4,000 Unclassified 40 10,000 Hotel bed capacity by Five star 0 10,000 category (No.) Four star 400 100,000 Three star 180 90,000 Two star 120 18,000 One star 225 900,000 Unclassified 400 20,000 Animal Types ((No.) Elephants 50 36,280 Rhino 1 1,739 Lion 200 2,489 Leopards 100 2,000 Others 2,000 200,000 Game parks 1 40 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Number of Wildlife Reserves 2 28 Conservation Areas (No.) Conservancies 7 160 Game ranches 0 100 Number of tourists visiting Domestic 80 2.5M attraction sites, annually Foreign 30 1M (No.) Museums (list) 0 22 Heritage and Cultural sites (No.) 0 7 Social amenities Talent Academies (No.) 0 10 Sports stadia (No.) 0 25 Libraries /information documentation centres (No.) 8 94 Social halls/Recréation Centres (No) 7 Public Parks (No) 8 FINANCIAL SERVICES Number of co-operative societies 54 Active cooperative societies (No.) 36 Dormant cooperatives societies (No.) 18 Collapsed Cooperatives (No.) 0 Total Registered Membership (No.) 1300 Commercial banks (No.) 8 Micro-finance Institutions (No.) 8 Mobile money agents (No.) 100 Village Savings and Loan Associations (No.) 60 Community Organizations/Non-State Actors Public Benefits NGOs Organizations (PBOs) CBOs FBOs special interest groups BLUE ECONOMY Total Area under marine protection 0 Total area of marine reserves 0 ENVIRONMENTAL MANAGEMENT Volume of solid waste generated: Daily/Annual 16,479.72 Tones Annually Volume of solid waste collected & Disposed: 13,440 Tones Daily/Annual Annually Proportion of waste recycled 2% No. of Material Recovery Facilities 3 No. of Waste Management Facilities 7 WATER AND SANITATION Households with access to piped water (No.) Households with access to portable water (No.) 80,770 Permanent rivers (No.) 1 27 Shallow wells (No.) 25 Protected springs (No.) 1 Un-protected springs (No.) 0 Water pans (No.) 199 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Dams (No.) 0 Boreholes (No.) 150 Distribution of Households Piped into dwelling 3.4 10.1 by Main Source of water Piped 8.6 14.1 (%) Rain/harvested 0.4 3.9 Borehole 26.3 9.9 Protected well 2.4 7.0 Protected spring 0.9 7.1 Unprotected well 3.4 2.6 Unprotected spring 0.5 2.4 Stream 8.8 16.8 Water Vendor 3.1 8.5 Dam 17.9 3.3 Pond 12.6 1.6 Lake 0 3.3 Water supply schemes (No.) Average distance to nearest water point (km) Households’ distribution by time taken (minutes, one way) to fetch drinking water (%) Households distribution by 0 3.8 time taken (minutes, one 1-4 23.4 way) to fetch drinking 5-14 53.1 water: 15-29 15.5 30-59 2.5 60+ 1.6 No. of Water Resource User Associations (WRUA) established Households with= latrines Flush toilet 5.1 9.5 VIP Latrine 3.6 11.9 Uncovered Pit Latrine 16.7 9.4 Bucket 2.9 0.8 None 36.2 7.4 Community distribution by Collected by local 6.1 6.3 type of waste/garbage Authority disposal (percent): Collected by Private 3.5 8.8 firm Garbage pit 7.3 14.9 Burning 45.6 27.1 Public garbage heap 1.6 2.4 Farm Garden 5.3 18.4 Neighborhood 1 6.9 Community group ENERGY Households with electricity connection (%.) 24 % of trading centres connected with electricity HHs distribution by main Electricity 24 cooking fuel Gas (LPG) 18 Biogas 0 Solar 0 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Paraffin Firewood 71.7 Charcoal HHs distribution by main Electricity 24 lighting fuel Gas (LPG) 0 Biogas 0 Solar 10 Paraffin Tin lamp 32 Fuel wood HOUSING Type of Housing Permanent (%) Semi-permanent (%) Roofing material Iron Sheets (%) 53 80.3 Grass thatched (%) 33.9 5.1 Tiles (%) 0.4 1 Housing wall Bricks (%) 6.6 10.2 Mason stones (%) 7.3 16.3 Mud (%) 13.5 27.5 Floor type Cement (%) 18.9 43.7 Earthen (%) 68.2 30.0 Clay (%) 3.4 13.4 INFRASTRUCTURE Road Length 2,700.6 161,451.5 Bitumen surface (km) 219 21,295.1 Gravel surface (km) 236.5 60,267.3 Earth surface (km) 2,245.1 79,889.1 Railway line (km) 0 5,717 Railway stations (No.) 0 59 Major bus parks (No.) 1 141 Lorry parks (No.) 0 44 Operational Airports (No.) 0 8 Operational Airstrips (No.) 8 50 Telecommunication Number of telephone connections 12.2 22.6 % of county covered by CDMA wireless Mobile network coverage (%) 70 Proportion of population with internet/broadband 30.3 47.3 connectivity Private couriers (No.) 15 110 Post Offices (No.) 6 623 Licensed stamp vendors (No.) 0 TRADE AND INDUSTRY Trading center’s (with >2000 population) (No.) 25 Registered retail traders (No.) 20,000 Registered wholesale traders (No.) 30 Jua kali Associations (No.) 1 Major industries (No.) 6 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Micro, Small and Medium Enterprise (No.) 20,000 Flood lights/street lights (No.) 35 No of Market Stalls 6 Disaster Management Fire engines (No) 5 Fire stations (No) 1 Fire fighters (personnel) (No) 6 Ambulance (No) 1

Annex 2: CIDP Preparation Steps and Proposed Timelines Step No. Description Details Time Frame Responsibilities 1. Preliminaries • Concept Note 20th • County Executive • Circular September, Committee Member • CIDP Technical 2022 (CECM) Economic Team Planning • SWGs • County Secretary • Sensitization (CS) 2. Data Collection • Review 15th October, • (SWG, CIDP TEAM) and Analysis • Priority setting and 2022 • Economic and public participation Planning Director forums • Sector policies • Governor Manifesto 3. Development of • Vision 15th • CECM Economic Objectives and • Mission November, Planning Strategies • Objectives 2022 • Ag. County Chief • Strategies Officer(CCOs) • Economic and Planning Director 4. Formulation of • Programmes 15st • CECM Economic Programmes and • Sub programmes November Planning Projects • Projects 2022 • Ag. CCOs • Resource • Economic and Mobilization Planning Director • Risk Management • Development of specific sector priorities Preparation of • Shared 5th January • CIDP Technical Team the Draft CIDP • Peer Review 2023 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Validation Stakeholders 25th February CECM Economic Planning workshop 2023 Economic and Planning Director Principal Secretary, State Department for Planning Adoption and County Executive 28th February Governor Approval committee member 2023 CA Speaker County Assembly Launch and • Printing of Final Draft March 2023 CECM Economic Planning Dissemination County Secretary • Launch forum April 2023 Governor • Stakeholders’ forums May 2023 CECM Economic Planning • Websites County Secretary • Print/electronic media 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027

Annex 3: Integration of Population Issues into the CIDP Globally, UN Member Governments (Kenya included) agreed to integrate population issues in all development planning at all levels and in relevant sectors. Consequently, it was agreed that “people…. are at the centre of sustainable development, hence a fuller integration of population dynamics into development planning and review processes will assist countries in achieving the Sustainable Development Goals and targets by 2030”. Planning and effectively managing the needs of current and future generations requires knowledge about population dynamics (size, age-structure, distribution, characteristics, and growth rate) today, and in future including their nature of change over time. To ‘leave no one behind’, it is essential that data for planning, implementation and monitoring goes beyond national averages and progress to disaggregated data to differentiate levels of achievement that includes hidden population groups. To ensure that population issues have been integrated into the CIDP, each sector should outline the following: Rationale; programme intervention areas; and integration issues. Rationale: The rationale should provide the important role the sector plays in the broader context of human development and hence the justification for its inclusion in the CIDP. The justification should be explicit in identifying specific areas or goals, be they at global or national level, which the sector will contribute to. To lend credence to such justifications, it helps to cite relevant protocols, policies, or legal frameworks (such as a national constitution). Programme intervention areas: It is important for each sector to be focused – hence the need to identify specific intervention areas that will be addressed during the plan period. In so doing, there is clarity in terms of data requirements. Integration issues: The gist of the integration process revolves around three areas: determination of eligible population, determination of specific needs of this eligible population, and target setting.  Determination of eligible population: All development programmes worldwide aim to satisfy people’s needs and desires. However, such needs and desires vary by two key characteristics – age and sex. Consequently, need arises to determine eligible population by age and sex in each sector. Eligible populations should be obtained from population projections.  Determination of specific needs of this eligible population: It is not always that the interventions planned will reach or be demanded by the totality of the eligible population. Determination of specific needs of the eligible population requires knowledge about past and present social, economic, and demographic trends. Judgment statements concerning the future assist in this effort. For example, while population projections will provide figures on women in reproductive age, neither will all such women require maternal health care services, nor will the health care system be able to handle maternal health care needs of all pregnant women. Sectoral policies and norms (through forecasts) guide determination of specific needs of the eligible population. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Target setting: Targets that are set should be realistic and commensurate with responsibilities and resources available. Realistic targets enable service delivery to be focused and measured, leading to continuous improvement. To illustrate how population issues should be integrated into the CIDP, the following examples in five sectoral areas are offered. I. Health Rationale The goal of development is human dignity and well-being, in which health is an essential ingredient. Progress in sustainable social development is manifested in the health status of the population, and "health for all" must become one of the guiding principles within the larger framework of sustainable development. To achieve SDG 3, UN member countries are obliged to “Ensure healthy lives and promote well-being for all at all ages”. As well, the right to health is a fundamental human right guaranteed in the Constitution of Kenya. Article 43 (1) (a) of this Constitution provides that ‘every person has the right to the highest attainable standard of health …’. Similar rights are also contained in regional human rights instruments, such as the African Charter on Human and People’s Rights, of which Kenya has ratified. The Kenya Health Policy, 2014–2030, gives guidelines that ensure significant improvement in overall status of health in Kenya in line with the Constitution of Kenya, the Kenya Vision 2030 and global commitments. It is noteworthy that health services were devolved to the county level as of August 2013. Indeed, a healthy population is more productive, hence contributing to higher levels of economic growth for a country. Programme Intervention Areas A country’s health status is closely intertwined with its demographic development. Improved access to healthcare reduces mortality and the birth rate, while life expectancy rises. This calls for a life cycle approach to health. The life cycle approach is a concept that emphasizes on prevention and early intervention at every stage of life, i.e., intrauterine period, early childhood, adolescence, youth, middle age and old age. An outcome at one point in the life cycle might be a determinant for health elsewhere further in the cycle. This resonates well with SDG 3. A healthy transition to adulthood lays the groundwork for a healthy adult population - critical to realizing a demographic dividend. Starting with infants and children, programmes that promote good health and prevent disease and infection will help them grow and develop physically and intellectually. Health programmes that provide immunizations and prevent and treat infectious diseases ensure that children are healthy and stay in school. Good nutrition, especially during the first 1,000 days of life, promotes physical, mental, and emotional growth and development among infants and young children. Determination of Eligible Population 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Determination of the eligible population for health will adopt the life cycle approach which disaggregates population by broad age groups. The requisite population figures should be sourced from the population projections based on the 2019 Kenya Population and Housing Census. Two examples are used to illustrate the process of integration – the number of nurses required over the Plan period (to represent the supply component of the health care system), and the number of children under 5 who will require immunization services (to represent the demand component of the health care system). The Norms and Standards for Health Service Delivery (Republic of Kenya, 2006) outlines the expected population sizes and the attendant number of nurses by level of health facility as shown below. NURSES Type of Target No of No of Nurse Total In-post Gap Facilities Population Facilities Per Facility Required Dispensary 89 2 178 89 89 Health Centre 36 3 108 72 36 Sub County 9 17 144 108 36 Hospital WCRH 1 120 120 110 10 TOTAL 135 550 379 171 LAB STAFF Type of Target No 0f No of Lab Total In post Gap Facilities Population Facilities Techs Per Required Facility High Volume 15 2 30 10 20 Dispensary Health 36 2 72 18 54 Centre Sub County 9 3 27 23 4 Hospital WCRH 1 30 30 22 8 TOTAL 61 159 73 86 CLINICAL OFFICERS Type Of Target No Of No Of RCO Total In-post Gap Facilities Populations Facilities Per Facility Required High Volume 5 1 5 5 0 Dispensary Health Centre 36 2 72 15 57 Sub County 9 4 36 27 4 Hospital Wcrh 1 30 30 22 8 total 51 143 69 74 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 PHARM TECHS Type Of No Of No Of Pharm Total Inpost Gap Facilities Facilities Tech Per Required Facility Health Centre 36 1 36 0 36 Sub County 9 3 27 12 15 Hospital WCRH 1 14 20 10 10 TOTAL 51 83 22 61 RADIOGRAPHERS Type Of No Of No Of Total In-post Gap Facilities Facilities Radiographers Required Per Facility Sub County 9 2 18 1 17 Hospital WCRH 1 10 10 4 6 Total 10 28 5 23 ORAL HEALTH OFFICERS Type Of No Of No Of Oral Total Inpost Gap Facilities Facilities Health Per Required Facility Sub County 9 2 18 0 18 Hospital WCRH 1 4 4 1 3 total 10 22 1 21 Determination of Specific Needs of Eligible Population To determine the number of critical Health care workers required over the Plan period, we apply the norms given above to the projected total population by year. YEAR CRITICAL DISPENSARY HEALTH SUB COUNTY WCRH CADRE CENTRE HOSPITAL 2022 NURSES 89 72 108 110 LAB STAFF 10 18 23 22 RCO 5 15 27 22 PHARM TECH 0 0 12 10 COHO 0 0 0 1 XRAY 0 0 1 4 2023 NURSES 120 82 118 115 LAB STAFF 12 23 25 24 RCO 5 20 30 26 PHARM TECH 0 5 17 26 COHO 0 0 4 2 XRAY 0 0 5 5 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2024 NURSES 130 92 128 120 LAB STAFF 15 33 27 26 RCO 5 30 33 28 PHARM TECH 0 15 20 28 COHO 0 0 8 4 XRAY 0 0 10 6 2025 NURSES 150 102 138 120 LAB STAFF 20 43 27 28 RCO 5 40 36 30 PHARM TECH 0 25 24 30 COHO 0 0 12 4 XRAY 0 0 14 8 2026 NURSES 170 108 144 120 LAB STAFF 25 53 27 30 RCO 5 55 36 30 PHARM TECH 0 30 27 30 COHO 0 0 14 4 XRAY 0 0 16 10 2027 NURSES 178 108 144 120 LAB STAFF 30 72 27 30 RCO 5 72 36 30 PHARM TECH 0 36 27 30 COHO 0 0 18 4 XRAY 0 0 18 10 TARGETING OF IMMUNIZATION SERVICES Baseline 2023 2024 2025 2026 2027 PROJECTED 25,148 25701.256 26266.68363 26844.55067 27435.13079 28038.70366 POPULATION FOR FULLY IMMUNIZED TARGET 63% 70% 75% 80% 82% 85% PROPOTION FOR FULLY IMMUNIZED POPULATION 15,843.24 17,990.88 19,700.01 21,475.64 22,496.81 23,832.9 IMMUNIZED TARGETING OF SKILLED DELIVERIES Baseline 2023 2024 2025 2026 2027 Projected Population 26,118.00 26,692.60 27,279.833 27,879.989 28,493.35 29,120.20 for Skilled Deliveries Target Proportion of 49.2% 56% 60% 65% 70% 75% Skilled Deliveries Expected No of 12,850.06 14,947.85 16,367.90 18,121.99 19,945.34 21,840.15 Skilled Deliveries 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 TARGETING OF 4TH ANC VIST Baseline 2023 2024 2025 2026 2027 Projected Population For 4th ANC 25970 26541.34 27125.25 27722.00 28331.89 28955.19 Visit Target Proportion For 4th ANC Visits 38% 44% 55% 60% 65% 70% Population Immunized 9868.6 11678.19 14918.89 16633.20 18415.73 20268.63 TARGETING CLIENTS OF FP Baseline 2023 2024 2025 2026 2027 Projected 373,595.2 381,814.3 390,214.2089 398,798.9 407,572.5 416,539.1 Population for FP Clients Target 8% 12% 28% 25% 30% 35% Proportion for FP Clients Number of 29,887.6 45,817.716 109,260 99,699.725 122,271.8 145,788.7 Women of Reproductive Age on FP TARGETING CLIENTS FOR POST NATAL CLINIC BASELINE 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 Projected Population 26,118.00 26,692.596 27,279.833 27,879.989 28,493.349 29,120.203 Attending Post Natal Clinics Target Proportion 20% 30% 40% 50% 60% 70% Attending Post Natal Clinics Post Natal Mothers 5223.6 8007.7788 13367.11817 13939.9945 17096.0094 20384.1421 Attending Post Natal Clinics TEENAGE PREGNACY Baseline 2023 2024 2025 2026 2027 Projected 214,567 219287.47 224111.8 229042.3 234081.2 239231 Population Teenage Population Target 17% 15% 12% 8% 6% 4% Proportion Teenage Pregnancy 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Population With 36476.39 32893.121 2689341.5811% 18323.38 14044.87 9569.239 Teenage Pregnancy Key Indicators – Outcome level a. Proportion of children fully immunized. b. Incidence/Prevalence of vaccine-preventable diseases c. Malnutrition among children under 5 d. Proportion of adolescents accessing sexual and reproductive health services (SRHS) e. Proportion of births occurring to adolescents f. Pregnancy rates among adolescent females g. Percentage of youth accessing SRHS services h. Percentage of youth receiving comprehensive sexuality education i. Percentage of youth accessing FP commodities j. Percentage of births attended by skilled providers. k. Percentage of mothers giving birth in a health facility l. Percentage of women attending at least 4 ANC visits m. Percentage of women attending postnatal care clinics Suggested Sources of Data 1. The 2019 Kenya Population and Housing Census Reports 2. MOH Reports 3. Kenya Demographic and Health Survey (KDHS) Reports 4. Republic of Kenya (2006), Norms and Standards for Health Service Delivery II. Education Rationale Provision of quality education, training and skills development is critical in building a just and cohesive society that enjoys inclusive and equitable socio-economic development. This is reinforced by Goal 4 of Sustainable Development Goals that seeks to ensure inclusive and equitable quality education and promote lifelong learning opportunities for all. Regionally, Kenya is a signatory to Agenda 2063 which outlines the significance of investing in education and training as a strategic framework for socio- economic transformation. Kenya Vision 2030 aims at creating a comprehensive, equitable and just society based on democratic ideals and education and training is expected to be the principal catalyst towards realization of this vision. The Constitution of Kenya recognizes education as one of the basic rights of every child. This is captured in Article 53 which outlines fundamental rights of the child and Article 54 that guarantees the right to access educational institutions and facilities for all children with disability. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Early childhood development is guided by the Basic Education Act, 2013, which makes provisions for the promotion and regulation of free compulsory basic education, and provides for the accreditation, registration, governance and management of institutions of basic education. The Technical and Vocational Education and Training (TVET) Act, 2013, guides the technical and vocational education and training in the country while the Kenya Institute of Curriculum Development (KICD) Act, 2012, empowers the Institute to vet and approve, for utilization in Kenya and to analyse any local and foreign curriculum and support materials to ensure that they conform to the Kenyan standards and values. Tertiary education is guided by the Universities Act, 2012, and provides for the promotion of university education, including the establishment, accreditation and governance of universities. Programme Intervention Areas The main areas of focus in the education sector include pre-school education (early childhood development education), primary education, secondary education, tertiary education, adult and continuing education, technical, vocational education, and training. Early childhood development is a fully devolved county function. Integration Issues The department comprises of early childhood Education, Primary and Secondary Education, Tertiary and Adult education, Vocational and Technical training, Social Protection for vulnerable groups, Sport developments and Culture and heritage. Early Childhood Development Education, Vocational training, Sports development and Culture and heritage is devolved while Primary and Secondary Education, Tertiary and Adult education is under the national government. Social Protection for vulnerable groups is shared function by both county and national government. Determination of Eligible Population The County of Garissa identify the population for ECD as children between 4-5. The projected population for children aged 4-5 in Garissa county is …………… in 2022 and this is projected to grow to …………. In 2027. The County has a gross enrolment rate 36.7% in 2022 and targets to achieve 75% gross enrolment rate by 2027. The ECD care Givers will depend on the enrolment in schools and the desired teacher pupil ratio of 1:25. Given the enrolment in 2022, the county requires 763 ECD teachers but the current in post are 575. The ECD care Givers requirement is expected to grow ……. In 2027. The school Feeding Programme will target to cover 100% of all school going children. The learning equipment’s will be targeted at the ratio of 1:2 for all ECD children attending Schools. CD classrooms will be planned at 1:25 hence the classroom requirement for ECD centres in 2022 is 763 against current classrooms of 314. This is expected to grow to …. In 2027. The primary education population are those children between 6-13. The projected population for children aged 6-13 in Garissa county is projected to be …….. in 2022 and …… in 2027. The county has a current gross enrolment rate of …….. in 2022 and target to achieve ……. Gross enrolment rate by 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2027. Given the gross enrolment rate, the county expect to have ………………… in primary schools by 2027. Primary teachers are planned using the desire teacher Pupil ratio of 1:45 . the teacher requirement by 2027 is projected to be ….. . The school Feeding Programme will target to cover 100% of all school going children. Sanitary pad distribution will be targeted for girls in class 7 and 8. Those children between 14-17 will be targeted for secondary education. These children are projected to be ….. in 2022 and ….. in 2027.The Gross enrolment rate stands at ….. in 2022 and is projected to improve to …. In 2027. With the targeted enrolment, the secondary schools will require …… teachers achieve the desired teacher pupil ratio of ….. by 2027. Sanitary pads distribution will target 100% of girls attending secondary schools. The initiation of scholarships and bursary will target to cover at least 30% of school going children who are deemed needy. The County of Garissa has a vulnerable population comprising of those living below the poverty line of ……….. as per 2019 KPHC. These are projected to be ……. In 2022 and …….. in 2027. This population will form the eligible population for Hunger Safety Net Programme (HSNP). The number of Orphan and Vulnerable Children (OVC) are projected to be ………. In 2022 and grow to ……. In 2027. These will form the eligible population for OVC cash transfers. The number of Severely disabled Persons in the county are projected to be …… in 2022 and …… in 2027. These will form the eligible population for cash transfer Programme for the differently abled persons. Projects like purchase of assistive devices and wheelchair races will be pegged on this population. Training of sign language interpreters and establishment of orthopedic workshops will also be pegged on this population. Determination of Specific Needs for Eligible Population Due to challenges of achieving 100 percent transition and availability of resources, then inevitably planning must take into account specific needs of children who are already enrolled for ECD and not necessarily all those who are eligible. Much as the Ministry of Education aspires to achieve 100 percent transition to ECD, this is sometimes not possible due to a variety of reasons. If we assume a net enrolment rate of 78% in County Z, then those who are supposed to be enrolled in ECD in 2022 will be 80,832 (0.78*103,631). For example, the norms and standards for ECD require that one teacher takes acre of 25 children. Thus, the number of teachers required for ECD in County Z will be 3,233 (80,832/25). Target Setting ECD Enrolments 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Time Eligible Population (A) Target Population (B) Actual / Projected Out of school Children (A- Enrolments (C) C) 2022 63,395 31,697 19,071 44,324 2025 67,712 27,084 27,084 40,628 2027 70,752 35,376 35,376 35,376 ECD Care Givers Time Eligible Target Required (A) Actual/Target in Teacher: Pupil Population Population post (B) 2022 63,395 19,071 763 575 1:33 2025 67,712 27,084 1,083 846 1:32 2027 70,752 35,376 1,415 1,141 1:31 Primary School Enrolment Time Eligible Population (A) Target Population (B) Actual / Projected Out of school Children (A- Enrolments (C) C) 2022 235,325 117,662 70,018 165,307 2025 251,348 125,674 100,539 150,809 2027 262,632 131,316 131,316 131,316 Primary Teachers Time Eligible Target Required (A) Actual/Target in Teacher: Pupil ratio Population Population post (B) 2022 235,325 70,018 1,555 1000 1;70 2025 251,348 100,539 2,234 1,478 1:68 2027 262,632 131,316 2,918 1,960 1:67 Secondary Schools Enrolments 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Time Eligible Population (A) Target Population (B) Actual / Projected Out of school Children (A- Enrolments (C) C) 2022 98,014 49,007 20,424 77,590 2025 104,688 52,344 26,172 78,516 2027 109,388 54,694 38,289 71,099 Secondary Teachers Time Eligible Target Required (A) Actual/Target in Gap (A-B) Population Population post (B) 2022 98,014 20,424 454 2025 104,688 26,172 581 2027 109,388 38,289 850 Hunger Safety Net Programme Beneficiaries Time Eligible Population Target Population Actual/Projected Recipients 2022 2025 2027 Cash Transfer for Severely Disabled – County Government of Garissa Time Eligible Population Target Population Actual/Projected Recipients 2022 7,350 735 205 2025 7,846 785 750 2027 8,195 820 820 Cash Transfer for Severely Disabled – National Government and Partners 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Time Eligible Population Target Population Actual/Projected Recipients 2022 7,350 2025 7,846 2027 8,195 Cash Transfer for Orphans and Vulnerable Children’s (OVCs) Time Eligible Population Target Population Actual/Projected Recipients 2022 2025 2027 Indicators - Outcome Level There are various indicators that are used to measure success at various levels of education. Some of these indicators include gross enrolment rates, net enrolment rates, teacher to pupil/-student ratios, transition rates, completion rates, retention rates, enrolment for special needs education and mobile education centres for pastoral communities. Suggested Sources of Data Some of these sources of data include Ministry of Education reports, Teachers Service Commission reports, census reports, Economic Survey reports, and Kenya Demographic and Health Survey reports. III. Agriculture Rationale An important aspect which is related to the first four of the five pillars (of the demographic potential) relates to food, which is essential to human survival (i.e. food is necessary for the achievement of the SDGs such as education, health, employment, etc., and is affected by SDG1 - poverty). Food systems also employ millions of people worldwide (including Kenya). They include not only food production but also all food-related activities. Food security exists when all people, at all times, have physical, social and economic access to sufficient, safe and nutritious food that meets their dietary needs and food preferences for an active and healthy life. The four pillars of food security are availability, access, utilization, and stability. In the SDG framework, food and food systems are anchored on SDG 2 - End hunger, achieve food security and improved nutrition and promote sustainable agriculture. Ensuring sustainable access to 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 nutritious food universally will require sustainable food production and agricultural practices. Six key questions guide the incorporation of SDG 2 in plans: How severe? How many? When? Where? Who and why? Essentially, the purpose is to identify and plan for populations in need of different strategic actions (e.g., acute food insecurity, etc.). Programme Intervention Areas (At Both Household and Population Levels) In planning for the future, it is expected that we foster key activities around nutrition-sensitive agriculture at the household level to increase the availability, access, and utilization of nutritious foods. Assessing future food security requires forecasting, projecting, predicting, and exploring the future. Given the environmental and health impacts of current food systems, feeding people by 2030 sustainably and nutritiously will require food systems to transform at an unprecedented speed and scale. This will entail:  Estimating the aggregate number of people in different phases of food insecurity experience, including the number of people or households that are in need of urgent action.  Estimating the number of people facing acute food insecurity and in need of urgent further action, and for which period or how long.  Identifying the most affected areas and the characteristics of the most affected populations.  Highlighting the main factors driving the current and projected food insecurity situation; and  Developing a summary population for the current and projected classifications according to food insecurity scenarios. Note: for planning based on household projections, most indicators will be derived from the KNBS household projections. For purposes of monitoring and evaluation, it will be critical to identify:  Key risk factors that would trigger the need to update an analysis (e.g., conflict and rainfall) which inform the key assumptions (this will also go to risks and assumptions in the implementation chapter and in the M&E section); and  Recommendations for data collection and information systems, i.e., timing, coverage and indicators that are relevant to fill data quality gaps and inadequacies that may emerge during the analysis (for the M&E and actions on CIDP). Determination of Eligible Population If we focus on food insecurity at household level, then the projected population is converted into households by multiplying the former by the average household size. Consequently, the ‘eligible population’ – but in terms of households – will be computed from the population projections based on the 2019 population and housing census. For illustration, let us assume that the average household size for County Z is 3.8. Then the resultant number of households by year are as shown below. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Population by age/ 2022 2023 2024 2025 2026 2027 households Total population 2,039,518 2,073,374 2,107,229 2,141,085 2,172,953 2,204,821 Number of 77,502 78,788 80,075 81,361 82,572 83,783 households Determination of Specific Needs of Eligible Population To determine the eligible population with specific needs, we tease out those households experiencing food insecurity. For example, suppose that 15.4% of households in County Z are food insecure, then the required number of households to be planned for is obtained by applying this percentage to the total number of households – as shown in the last row of the table below. Pop. Characteristic of interest 2022 2023 2024 2025 2026 2027 Total population 2,039,518 2,073,374 2,107,229 2,141,085 2,172,953 2,204,821 Number of households 77,502 78,788 80,075 81,361 82,572 83,783 Proportion that are food insecure 11,935 12,133 12,332 12,530 12,716 12,903 (15.4%) Target Setting Given the sensitivity of food insecurity, County Z is determined to address this issue amongst all the households affected. In this regard, then the targets will be as shown below. Pop. Characteristic of interest 2022 2023 2024 2025 2026 2027 Total population 2,039,518 2,073,374 2,107,229 2,141,085 2,172,953 2,204,821 Number of households 77,502 78,788 80,075 81,361 82,572 83,783 Proportion that are food insecure 11,935 12,133 12,332 12,530 12,716 12,903 (15.4%) Target (100%) 11,935 12,133 12,332 12,530 12,716 12,903 Key Indicators - Outcome Level In selecting outcome indicators on food security, focus should be on those that can be generated with ease or available from the national statistical system. Examples may include:  Food Consumption Score (FCS): The FCS is a composite score based on self-reported information on nine consumed food groups and food frequency (number of days food groups were consumed during the past seven days), weighted by the ascribed relative nutritional importance of different food groups. Based on standard thresholds, households are classified into one of three food consumption groups: poor, borderline, or acceptable, with scores of ≤21, 28 and 35, respectively. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027  Household Hunger Scale (HHS): It assesses whether households have experienced problems of food access in the preceding 30 days, as reported by the households themselves. The HHS assesses the food consumption strategies adopted by households facing a lack of access to food.  Reduced Coping Strategies Index (rCSI) (most useful in humanitarian situations): developed by CARE International, it is an experience-based indicator collecting information on household use and the frequency of five different food-based coping strategies over the past 7 days. It is thought to be most useful in early onset crises when households change their food consumption patterns to respond to shocks, but not in protracted emergencies when households are likely to have already exhausted some coping mechanisms.  Acute malnutrition: Global acute malnutrition based on weight-for-height Z-score (GAM based on WHZ) is defined as the percentage of children under five who are below -2 standard deviations of the median of weight for height (<-2 WHZ) or in the presence of oedema. Cut-offs are derived from WHO guidance. Only DHS has such data – therefore baseline indicator to be derived from the 2022 KDHS; currently as at 2016, (a) prevalence of malnutrition (weight for height <-2 standard deviation from the median of the WHO Child Growth Standards) among children under 5 years, by type (wasting): 6.7 (total); 7.2 (male); 6.1 (female); (b) prevalence of stunting (height for age <-2 standard deviation from the median of the World Health Organization (WHO) Child Growth Standards) among children under 5 years: 29.9 (total); 32.8 (male); 26.9 (female);  Prevalence of moderate or severe food insecurity in the population, based on the Food Insecurity Experience Scale (FIES): baseline (year) 2016, 56.5 (moderate or severe), while 19.1 (severe) - this is for only 20 out of 47 counties; and  Mortality: Under Five Mortality Rate (U5M) Suggested Sources of Data Most of the indicators or proxies will come from the 2019 Kenya Population and Housing Census Analytical Report on Agriculture and the KDHS. IV. Water and Sanitation Rationale The sector implements its programmes through the department of water and WAJWASCO. The focus for the sector is to ensure Sustainable management of water resources and access to safe water and sanitation which is not only essential for unlocking economic growth and productivity, but also provide significant leverage for existing investments in health, agriculture, and education. Water Sanitation and Hygiene (WASH) issues are anchored on Sustainable Development Goal (SDG) 6 – ‘Ensure availability and sustainable management of water and sanitation for all’. Programme Intervention Areas 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 The sector is faced with myriad of challenges emanating from climate change related issues and hence the focus for the 5 years will be ensuring that new and existing WASH systems are resilient to climate change over time and hence reduce the growing threat of water scarcity as well as water related diseases. The sector will focus on water distribution to households ensure most of the communities have access to affordable piped water. Currently approximately 25,000 households have access to safe and clean water which is a small proposition of the total population. The sector will increase its efforts in putting in place the following:  Safe and affordable drinking-water services.  Climate-resilient WASH services and communities.  Prevention of water scarcity crises through early action; and  Water cooperation for peace and stability Determination of Eligible Population The county’s average household size is 6.106 as per the 2019 Census. Therefore, the resultant number of households from projected population for the 5-year plan period are as shown below. Population by age 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of 138,932 142,576 146,219 149,863 153,882 157,900 households Determination of Specific Needs of Eligible Population Only 45,000 households have access to clean and safe water in the county which translates to 32% of the total households. Therefore 68% of households in the County have no access to safe water. In the plan period the county will focus its planning to the 68% of the households to ensure they have access to clean and safe water as shown in the last row of the table below. Characteristic of Interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion without access 94,474 96,951 99,429 101,907 104,639 107,372 to safe water (68%) Target Setting The Department of Water will strive to reach 80% of the affected households in ensuring access to clean water. Therefore, the target for the period is illustrated in the table below. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Characteristic of interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion without access to 94,474 96,951 99,429 101,907 104,639 107,372 safe water (68%) Target (85%) 75,579 77,561 79,543 81,526 83,712 85,898 In a similar manner, targets for households without access to improved sanitation may be obtained. The households with access to improved sanitation is 45.8. Conventional 126,878 Main Mode of Solid Waste Disposal, 11.2% + 6.2 burnt in a pit well managed. Suggested Sources of Data 1. UNICEF’s Water Game Plan: Universal safe and sustainable water services for all by 2030, UNICEF, New York, 2020, www.unicef. org/media/73146/file/UNICEF-Water-Game-Plan.pdf 2. The 2019 Kenya Population and Housing Census Vol. IV: Distribution of Population by Socio- economic Characteristics. V. Energy and Environment Rationale Programme Intervention Areas Determination of Eligible Population The county’s average household size is 6.1 as per the 2019 Census. Therefore, the resultant number of households from projected population for the 5 year plan period are as shown below. Characteristic of Interest 2022 2023 2024 2025 2026 Total population 848,385 870,636 892,887 915,139 939,676 Number of households 138,932 142,576 146,219 149,863 153,882 a. Electricity connectivity 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Determination of Specific Needs of Eligible Population The total number of households with access to electricity in 2019 was 14% of the total households according to the 2019 Census household and census survey. The projected total number of households for the County is 138,932 hence the total number of households with electricity access in 2022 is expected to rise to 26% resulting to 36,122 households. Therefore 74% of the county households have no access to electricity. The department will focus on these residents to ensure they have access to electricity. Characteristic of Interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion of households with access 36,122 37,070 38,017 38,964 40,009 41,054 to electricity (26%) Proportion of households without 102,809 105,506 108,202 110,899 113,872 116,846 access to electricity (74%) Target Setting Since the total households with no access to electricity stands at 74%, the department will target to provide electricity to 50% of these households. Characteristic of Interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion of households with access to 36,122 37,070 38,017 38,964 40,009 41,054 electricity (26%) Proportion of households without 102,809 105,506 108,202 110,899 113,872 116,846 access to electricity (74%) Target (40%) i.e.8% per year 8,225 8,440 8,656 8,872 9,110 9,348 b. Solar Connectivity Determination of Specific Needs of Eligible Population The total number of households with access to solar connectivity was 5.1% of the total households according to the 2019 population Census and household survey. The projected total number of households for the County is 138,923 hence the total number of households with solar access in 2022 is projected at 12% resulting to 16671. Therefore 88% of the county have not adopted renewable energy sources. The department will focus on increasing renewable energy penetration in the community. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Characteristic of Interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion of households with renewable 16,672 17,109 17,546 17,984 18,466 18,948 energy adoption systems, solar access (12%) Proportion of households without 122,260 125,466 128,673 131,880 135,416 138,952 renewable energy adoption systems, solar (88%) Target Setting Eighty-eight (88) per cent of the total households have not adopted renewable energy systems such as solar. The department will target to increase the adoption of clean sustainable energy to 50% of the households. Characteristic of Interest 2022 2023 2024 2025 2026 2027 Total population 848,385 870,636 892,887 915,139 939,676 964,214 Number of households 138,932 142,576 146,219 149,863 153,882 157,900 Proportion of households with renewable 16,672 17,109 17,546 17,984 18,466 18,948 energy adoption systems, solar access (12%) Proportion of households without renewable 122,260 125,466 128,673 131,880 135,416 138,952 energy adoption systems, solar (88%) Target (30%), 6% every year 7,336 7,528 7,720 7,913 8,125 8,337 VI. Employment Rationale Globally, creation of productive and sustainable employment opportunities is part and parcel of basic policies on economic growth, poverty reduction and development. This is summarised in Sustainable Development Goal 8: “Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all”. The labour market is an important link between population change and economic and social development since employment constitutes the primary means of addressing household poverty. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Kenya aspires to become a globally competitive country offering high quality of life to all her citizens by the year 2030. Indeed, the social, economic and political pillars of the Kenya Vision 2030 are anchored on existence of a skilful, productive, competitive and adaptive human resource base. Further, the Constitution of Kenya reaffirms the government’s commitment to employment issues. Article 41 of this Constitution grants all persons the right to fair labour practices. It also guarantees every worker the right to: fair remuneration; reasonable working conditions; form, join or participate in trade union activities and programmes; and undertake strike action. Article 43 of the Constitution provides for economic and social rights, which includes the right to social security. The Constitution also provides for equality in access to employment opportunities. The Constitution, therefore, advocates for decent work, where freely chosen productive employment is promoted simultaneously with fundamental rights at work, adequate income from work, representation, and the security of social protection. Sessional Paper No. 4 of 2013 on Employment Policy and Strategy for Kenya aspires to promote full employment as a priority in national, economic and social policy and to enable the economically active population to attain and secure sustainable livelihood through productive and freely chosen employment by the year 2030. Programme Intervention Areas Unemployment, underemployment, and the working poor have been identified as one of Kenya’s most difficult and persistent problems. Unemployment in this context is taken to mean a situation where a person of a working age who is able, willing and ready to work at the prevailing wage rate is searching for work but is not able to get one. Along the same lines, underemployment refers to employment at less than desired or normal working hours while the working poor are those who work but earn wages that cannot accord them a bare minimum standard of living as measured by the poverty line. It is important for counties to track the proportion of youth not engaged in education, employment, or training (NEET) – since a high proportion of NEET is highly associated with potential civil unrest. Yet another important area of programme intervention concerns child labour. Integration Issues The working age population is key in driving the country’s demographic dividend agenda and reducing the dependency levels. An essentially young population with relevant job skills could be a great asset to the country and it puts Kenya in a competitive position to attract capital by taking advantage of the labour pool. The result would be “the demographic dividend” contributing to high economic growth, through rising savings as a result of a low dependency ratio. Determination of Eligible Population The eligible population for employment will adopt the global definition of the working-age population - often defined as all persons aged between 15 and 64 years. In order to facilitate computation of the various employment-related indicators, other broad age-group populations are important. Such 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 populations groups include population below 15, population age 65+, youth population, and population below the legal working age. The requisite population figures should be sourced from the population projections based on the 2019 population census. For illustration, let us assume that the projected populations age 15-64 and 15-29 for County Z are as shown below. Population by age 2022 2023 2024 2025 2026 2027 Population age 15-64 1,213,369 1,241,079 1,268,790 1,296,500 1,325,287 1,354,075 Population age 15-29 606,976 616,371 625,766 635,160 642,758 650,355 Determination of Specific Needs of Eligible Population It is not always that the totality of the eligible population who have specific needs to be planned for. The existing policies and/or norms should be used to guide on such specific needs. For example, if the policy is to create employment opportunities for all those that are unemployed, then the totality of the eligible population will have specific needs that should be planned for. Population by age 2022 2023 2024 2025 2026 2027 Population age 15-64 1,213,36 1,241,07 1,268,79 1,296,50 1,325,28 1,354,07 9 9 0 0 7 5 Proportion unemployed (7.3%) 88,576 90,599 92,622 94,645 96,746 98,847 Population age 15-29 606,976 616,371 625,766 635,160 642,758 650,355 Proportion unemployed youth 5,463 5,547 5,632 5,716 5,785 5,853 (9%) Target Setting Based on the specific needs of the population that should be planned for, realistic targets should be set guided by the prevailing social, economic and demographic circumstances. Let us assume that the current socio-economic circumstances of County Z may only be able to create job opportunities for 60% of the unemployed youth. In this regard, then the targets for youth employment will be as shown below. Population age 15-29 606,97 616,37 625,76 635,16 642,75 650,35 6 1 6 0 8 5 Proportion unemployed 5,463 5,547 5,632 5,716 5,785 5,853 youth (9%) Target (60%) 3,278 3,328 3,379 3,430 3,471 3,512 Key Indicators - Outcome Level The key indicators should include: 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 a. Dependency ratio b. Employment ratio c. Unemployment rate d. Youth unemployment e. Underemployment f. Child labour g. Percentage of youth not in education, and not in employment or training (NEET) Suggested Sources of Data 1. The 2019 Kenya Population and Housing Census Monograph on Labour Force Dynamics 2. Quarterly Labour Force Reports by KNBS VII. Special Programs Rationale The sector seeks to create a safer, resilient, and more sustainable county through the establishment of a robust disaster risk management system that contributes to the protection of lives, livelihoods, property, and the environment. It further aims at building the resilience of the people of Garissa County with well-established structures that streamlines disaster risk management in all county sectors to achieve sustainable development goals of the county and create an effective framework through which Disaster risk management is entrenched in all aspects of county development plans. The sector of Disaster Risk Management seeks the creation of effective and working county Disaster Risk Management institutions, legal frameworks to address the current and emerging issues and gaps in disaster risk management in the county. The Sector seeks to enhance preparedness and collaboration between the National government, County government, non-state actors and the communities in all disaster risk reduction activities. The sector is a key pillar to the county’s efforts in aligning its objectives and priorities with global, national and local legal and strategic frameworks. In line with the Sendai Framework for Disaster Risk Reduction 2015-2030, the sector has prioritized understanding disaster risk, strengthening disaster risk governance to manage disasters, investing in DRR for resilience and enhancing disaster preparedness for effective response and to “build back better” in recovery, rehabilitation and reconstruction respectively. This will strengthen the community’s resilience to deal with potential disasters which in turn shall preserve lives and livelihoods, minimize suffering and provide quality life for the people of Garissa County in a clean and secure environment as envisioned in Kenya Vision 2030. The sector also contributes to SDG 2, SDG 13, SDG 16 and SDG 17 on Zero hunger, Climate Action, Peace Justice and Strong Institutions and Partnerships for the goals respectively. The sector plays a pivotal role in helping the county comply with the requirements of the constitution of Kenya 2010, the County Government Act, the National 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Emergency response plan, the Garissa County Disaster Management Act 2014, the Garissa County Disaster Management Policy, Climate Change Act and other related laws and policies. Further, the sector’s priorities are critical in achieving the objectives of Ending Drought Emergencies (EDE), 2022 which commits the government to end the worst of suffering caused by drought by 2022. Programme Intervention Areas The sector undertakes routine hazard and vulnerability assessments, food security assessments, rapid assessments and other need-based assessments so as to generate and disseminate early warning reports in a timely manner. Supporting populations in need of humanitarian assistance is another critical intervention area for the sector. Such interventions include cash transfers, distribution of food and non-food items, resettlement of internally displaced persons (IDPs) and other situation-specific interventions. The sector creates and implements the appropriate legal and institutional frameworks for management of disasters, building capacity and promotion of a culture of disaster awareness by the people of Garissa County towards disaster risk reduction. It ensures disaster risk management institutions and activities are coordinated and are focused to create partnerships between state and non-state actors operating in the county. The sector ensures the reduction of vulnerability to hazards and disasters by developing evidence-based innovative dialogue and multi-hazard risk management systems within Garissa County. It is responsible for the creation of the DRM Fund and mobilization of resources from other sources to eliminate vulnerability and achieve disaster risk reduction. Gender mainstreaming in all DRR activities is another key intervention area to ensure gender issues are addressed in all intervention areas across sectors. Other key intervention areas for the sector include mainstreaming DRR into sustainable development policies, strategies, and plans in all sectors, enhancing the resilience of the county to the impact of disaster risk and climate change, promoting public-private partnership in Disaster Risk Reduction and ensuring effective and coordinated disaster preparedness, response, recovery, and rehabilitation that provides protection both physically and in terms of human dignity among other interventions. The Directorate of EMU does a routine Monitoring of efficient implementation of policies, programs, and projects of the county to ensure accountability and transparency in the utilization and management of public sector resources. The Directorate of EMU also aims to promote good governance by ensuring integrity, accountability, transparency, and proper management of public resources. EMU Directorate also carries out project monitoring exercises to enhance service delivery to the people as well as carrying out special investigations to investigate and address cases of misuse of public funds. It also carries out customer satisfaction surveys to determine the quality of the services offered to the citizens. 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 Determination of Eligible Population The sector targets populations that need humanitarian assistance mainly determined through vulnerability assessments, food security assessments and rapid assessments. These assessments can be at the National or County level. County, National, and international weather forecasts also form an integral part in determining populations in need of humanitarian assistance. This is further supplemented by specific geographical and household eligibility criteria that pinpoints specific households that are to be targeted. Based on the above, the number of people in need of humanitarian assistance for the last five years was as follows: Year Population Number of people in need of humanitarian assistance 2018 65,500 2019 781,263 117,189 2020 798,557 117,189 2021 816,285 273,442 2022 834,406 351,568 Target Setting Out of the populations in need of humanitarian assistance, the sector targets to reach at least 50% with relevant interventions. For instance, the table below shows the number of households targeted to be reached with humanitarian assistance for the last five years: Year Population Number of people in need of Target (50%) Actual population humanitarian assistance reached 2018 65,500 32,750 156,000 2019 781,263 117,189 58,595 90,000 2020 798,557 117,189 58,595 2021 816,285 273,442 136,721 150,000 2022 834,406 351,568 175,784 168,000 Although the above trends indicate a gradual annual increment of people in need of humanitarian assistance, it is difficult to project for the same in the long-term future. The sector can only give projections for a season based on food security assessments and seasonal weather forecasts. However, for the purposes of planning, it is assumed that 50% of the population in any given year will need humanitarian assistance. Based on this, the table below shows the estimates and the respective targets: Year Population projections Number of people who will be in need Target to be reached of humanitarian assistance (50%) 2023 852,930 426,465 213,233 2024 871,865 435,933 217,967 2025 891,221 445,611 222,806 2026 911,006 455,503 227,752 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2027 931,230 465,615 232,808 Key Indicators – Outcome Level a. Number of assessment reports generated. b. Number of early warning reports generated. c. Number of early warning reports dissemination sessions held. d. Number of households reached with humanitarian interventions. e. Number of coordination meetings held. Suggested Sources of Data 1. The 2019 Kenya Population and Housing Census Reports 2. Food security assessment reports 3. Rapid assessment reports 4. Kenya Meteorological Department (KMD) forecasts VIII. Department of Peace and Security The sector targets populations that are residing in conflict hotspot areas at the ward level mainly determined through Conflict Mapping, and Rapid Assessments. These conflict hotspot areas are; 1. 2. 3. These assessments can be at the National or County level. Target Setting Out of the populations in need, the sector targets to reach the hotspot areas with relevant interventions. Although the trends indicate a gradual annual increment in the population in need of assistance, it is difficult to project for the same in the long-term future. The sector can only give projections for a season based on conflict hotspot mapping and rapid assessments. However, for the purpose of planning, it is assumed that the above-mentioned population represents 30% and in any given year will need assistance. Based on this, the table below shows the estimates and the respective targets: Year Population projections Number of people who will be in Target to be reached need of humanitarian assistance (30%) 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027 2023 852,930 426,465 127,940 2024 871,865 435,933 130,780 2025 891,221 445,611 133,683 2026 911,006 455,503 136,651 2027 931,230 465,615 139,685 3rd Generation of Garissa County Integrated Development Plan (CIDP) 2023 - 2027