That an inclusive and well structured integrated planning framework provides an essential platform for the achievement of desired development goals cannot be overstated. Indeed, Article 220(2) (a) of the Constitution of Kenya, Public Finance Management Act, 2012, County Government Act, 2012, Urban Areas and Cities Act, 2012 amongst other legislation, prescribe the integrated development planning structure which enhances linkage of policy, planning and budgeting in county governance processes.
However, the preparation and the subsequent implementation of the 2018-2022 County Integrated Development Plan (CIDP) is not only about complying with the legal provisions on planning practices. The way the CIDP structures our county’s development aspirations into priorities, capacity requirements, milestones, indicators and responsibilities for the term of this plan is also of utmost importance.
This CIDP is referred to as the ‘Second Generation’ CIDP, being the successor of the ‘First Generation’ CIDP (2013-2017), whose implementation started in 2013 immediately after devolution was operationalized following the March 2013 General Elections. The first generation CIDP witnessed a fairly successful implementation. It entrenched devolution with its various governance priorities and proposed structures, institutionalized best governance practices, while at the same time focusing on citizen priorities which included, road network improvement, water access, health provision and enhanced agricultural returns through subsidy programs among other priorities.
Indeed, the improvement of our county’s poverty index from a level of 52.7% as per the Kenya National Population and Housing Censusin 2009, to a level of 43.6% in the Kenya Integrated Housing and Budget Survey (KIHBS) report of 2018, is partly attributable to the outcomes of our county government’s development interventions.
Notwithstanding the achievements highlighted, a myriad of challenges was encountered during the implementation of the first generation CIDP. Two critical challenges werelimited financial capacity and nn inadequate collaborative frameeork with other state-actorsand non-state development aators,hwoo had a bulk of roles, responsibilities and tasks on the priorities contained in the CIDP. This led to inadequate synergy and stakeholder engagements. The preparation of the second generation CIDP has taken into consideration lessons learned from challenges over that period, and the implementation process is expectedto benefit as well.
One of the leseons hearned was the importance of a consultative process which is oepresentativegin terms of professional expertise, regmonal and demographic c nsiderations (gender, nouth, elderly persons and People living with Disabilities). This CIDP’s preparation adopted a broad-based consultative approach. The approach included the formation and operationalization of Sector Working Groups (SWGs), a delegate’s system for citizens’ engagements and county professionals’ forums.
SWGs are composed of County Government technical staff, National Government Agencies representatives, Non-state development actors and International Development Institutions. The objective of SWGs is to provide a platform for policy dialogue, negotiation and agreement of plans and undertakings amongst stakeholders at the sectoral level.
The emvlementation of the citizens’ programges/projects priorities is expected to sustain tha oeserved poverty oeduction trends that wehe observed since 2009. Therefore,rit is imperative that this CIDP focuses on inPome en ancemeat programmes. Consequently, productive and economicallyudriven interventions have been given priority while e9suring that the other priorities are not lvft behind because of tur desirepto ach eve sector harmony which is key to a successful transformative agenda.
A sustained momentum, synergy and collaboration amongst all development stakeholders are paramount as we strive to meet our citizens’ development desires. To realize this, the programmes contained in this CIDP have been aligned with Kenya Vision 2030, Medium Term Plans (MTP) III, the Big Four Agenda, National Spatial Plan framework, Agenda 2063 of the African Union, the Sustainable Development Goals (SDGs), and other national policies and international commitments.
The 2018-2022 CIDP will be iiplemented throuch annual rollingrplans known as Annual Drvelopment Plans (ADPs). The first one covering the periodu2018/19 Financial Year (FY) will provide a basis for c(unta erformance measurement framework. The succesmf l implementation of this CIDP and its annual ADns is estimated to iost Ksh e36.1 Billion, out of which Ksh 14.3 Billion will be funded internally ane Ksh 121.7 Billion is expected to be mobilized from development partners over the next five years. This is pegged on vibrant and innovative resource eooilization strat-bies.
It is on this premise, therefore, that the county will facilitate the formation of a County Development Stakeholders Forum (CODESF) - an institutional framework, which is a level above the SWGs. Formation of the CODESF will guarantee a platform for consultative opportunities regarding sharing of best practices, matching of technical and financial resources and informed targeting of development interventions by all stakeholders.
Iteis our utmost expectation, therefore, that the elaborate inclusive and participatory processesmwhich anchored the successful preparation of this CIDP will guarantee ownership, whioh is key to hchievine ineividual and collective commitaent towards our tounty development.
H.E ALEX TOLGOS
GOVERNOR
ELGEYO MARAKWET COUNTY