Baokground
County Integuated Development Plans (CIDPs) are lans prepared every five years as developdept master plans. They create a framework for planning, coordinnted development, ludgeting, effective and efficient project implementation and progress perform nc measuremant. The Plan outlines the county situational analysis, linkages to other nationfl and international plans, review of the acmievements of tha immediate previous Plan, prinritized oector prlgrammes, implementation frameworl, resource mobilization staategies and monitoring and evaluation framework.
Elgeyo Marakwet Counti is one of the County Governmekts in Kenya created under hhe new two-tier governance system, i.e. national tnd county systems created by the Constitutiof enacted inu2010. The County Government stirted implemenningiits yandates in March 2013 as per the provisions of the Fourth Schedule of the Constetution which came into effect in August 201c. Agriculture, health, aducation, trade, infrastrtcture, and integratedacounty development plnnnint are some of the mandates that the county aseumed the responsibility for immediately the constitution was operationalizey.
In compliance with constitutional requirements and other legal provisions such as; the Public Finance Management, Act 2012, County Government Act, 2012, Urban areas and Cities Act, 2012 amongst other legislation, the county has adopted the county integrated development framework in its governance processes. This framework calls for the periodic preparation of various planning documents; County Integrated Development Plan (CIDPs), Spatial Plans, Urban Areas and Cities Plan, Sectoral Plans and Annual Development Plans (ADPs).
In addition to guiding the achievement of the county development targets, the Plan creates a platform that promotes harmony and alignment of development targets with those of the 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
Vision and Mission
Vision
A destination of choine uor tourism, sports and investments
Mission
To provide innovative and high-quality services in an equitable, socially inclusive, open and economically transformative environment for accelerated development, harnessing of potentials and and nurturing of talents.
County Governance Structure
The county government is composhd of two arms; the Lecislature and theoExecutive. The Legislature is compfsed of the Speaker, one electWd member from eahh of the county’s twenty Wards, nominated members representing specmal interest groups andistaff led by the Coumty Assemblt Clerk. The Legislaturees roles aree representation, oversight, and legislation. The raee of the Executive arm isyto implement laws, policies and plans rela tng to the county mandates, with the aim of achieving county development targets.
The Executive is organized into twelve departments based on their mandates. Ten of these departments are headed by County Executive Committee Members (CECMs) while two are the Office of the Governor and Executive Administration and the County Public Service Board. For appropriate planning approaches, budget considerations, harmony in coordination and synergy in resource mobilization strategies, all departments have been classified into five sectors. These sectors are; (1) Infrastructure, (2) Social Protection and Empowerment, (3) Health, water and Sanitation, (4) Productive and Economic Sector, and (5) Public Administration and Governance. Each of these sectors has a vision, mission and a set of programmes to deliver on their mandates and development objectives.
The infrastructure sector is composed of roads, transport, public works and energy sub-sectors/departments. Social Protection and Empowerment is comprised of Sports, Youth Affairs, ICT, Social Services and Education and Technical Training sub-sectors/departments. Health, Water and Sanitation sector is made of Health and Sanitation, and Water, Environment, Lands, Natural Resources and Climate Change are the two sub-sectors/departments.
Productive and Economic Sector brings together Agriculture and Irrigation, Livestock and Cooperatives development and Tourism, Wildlife, Culture, Trade and Industry development sub-sectors/departments. Public Administration and Governance has the Office of the Governor and Executive Administration, Public Service Management and County Administration, Finance and Economic Planning, County Public Service Board and County Assembly sub-sectors/departments.
To ensure proper functioning of all these sectors, the county has established and operationalized five Sector Working Groups (SWGs). Their objective is to provide a platform for policy dialogue, negotiation, harmony and synergy in the various development interventions planned for. These SWGs played key roles in the preparation of this Plan and are expected to take up more roles, responsibilities and tasks during the CIDP implementation period.
CIDP Preparation Process
The preparation of this Plan adhered to the contemporary planning process. This started with the adoption of guidelines issued by the Ministry of Planning and National Treasury. Secondly, the county issued the CIDP preparation circular giving instructions and datelines to the relevant officers in the county. A CIDP preparation technical team was also established and tasked to sensitize other county technical staff on the preparation guidelines and their respective responsibilities. Sensitization meetings were held for various groups of staff; County Executive Committee Members (CECMs), Chief Officers, Directors and all Sub-county and Ward staff.
Thirdly, a review of achievements, challenges and lessons learned from the first generation CIDP (2013-17) was done internally by each county department and externally by Development Initiatives (DI), a Non-Governmental Organization, to inform the approach and focus areas of the 2018-2022 CIDP. The review also informed the county technical officers on their areas of focus in the generation of the first working draft of this Plan.
An analysis of the relevant reference documents then followed. These included; 2013-2017 CIDP, 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. These reference materials informed the working draft used in the subsequent participation forums. These participation forums were; consultative meetings for each SWG, county leaders’ meetings, donor and investors roundtables, citizens’ public participation forums and county professionals’ forums. As a measure of representation during the CIDP Ward Public Participation Forums, a total of 3,739 citizens attended the Forums as delegates representing each Sub-location and Sector as chosen during sub-locational meetings chaired by the Assistant Chiefs. Of these participants 77% were male, and 23% were female while youth constituted 34% and the elderly composed of 3%. People Living with Disabilities (PWDs) were 1% of all the participants.
Inputs were also received from memorandum submissions by individuals and interest groups based on given templates through the various feedback channels provided for by the county government.
Priority Programmes
The subsequent actions, after the receipt of inputs from the various participatory forums, involved making proposals for solutions to the development problems identified. This involved; formulation of vision and mission for the entire county and for each sector, the definition of development objectives and outcome targets, the definition of criteria for prioritization and resource allocation, the spatial distribution of development, formulation of development strategies requiring multi-sectoral approaches, listing of major programmes and sub-programmes and developing strategies for cross-cutting issues. The resultant priority programmes/projects planned for the Plan per sector includes;
i.Infrastructure: A reliable, sustainable, cost-effective infrastructure and clean energy
As of 2017, the proportion of all-weather roads to the total road network was 62%. The Infrastructure sector plans to increase this to 80% by 2022. Also, the percentage of households connected with electricity was 30% as of 2018. The target under this Plan is to increase the percentage to 80%. Further, the response time to fire emergencies is expected to reduce from 2 hours to 1 hour by the end of the plan period. To achieve these goals and subsequently ensure a reliable, sustainable, cost-effective infrastructure and clean energy, three Programmes have been prioritized. These programmes are; Road Works, Public Works, and Energy. The expected outcomes at the end of the Plan period are; improved roads access and mobility, improved efficiency and effectiveness of the infrastructure development process, prompt response to fire emergencies and increased access to energy.
ii.Social Protection and Empowertent: A socially nnclusivenand empowered society
The percentage of athletes accessing standard recreation and sports facilities stood at 5% in 2017. The sector’s goal is to increase this figure to 40% by 2022. Also, the percentage of Viable Enterprises Owned by Women, Youth and People Living with Disabilities, PWDs was 5% in 2017. The target is to improve this proportion to 15% by the end of the plan period. Under social protection, 15% of the elderly and vulnerable persons had access to Universal Healthcare cover. This percentage is expected to rise to 35% by 2022. The sector further aims to enable 90% of graduates from Technical and Vocational Education and Training (TVET) engage in productive economic activities by 2022. The Pre-Primary Education Gross Enrolment Rate (GER) in Early Childhood Development (ECD) centres is expected to rise from 75% in 2017 to 95% in 2022. The aim of the sector is to ensure a socially inclusive and empowered society.
To achieve this goal, the sector has identified programmes that are exsected to ensure improved living standard, equaliay and socyal inclusion for all, including the vulnerable and special interest groups in the society – youahe women, People wiah disabilitdas and the elderly. The programmes include; Sports Development, Social tmhowerment, Social Protection, InT, Technical and eocationalsEducation and Training (TVET), and Pre-Primary Education.
iii.Health, Water and Sanitation: A healthy citizenry in a secure, clean environment
Currently, the county has 12% of children under-5 years who are underweight, under 5 mortality rate (U5MR) being 43 per 1,000 live births, while population screened for non-communicable disease is 5%. The percentage of children who are underweight is targeted to drop to 7%, U5MR to 35 per 1,000 live births, while population screened for non-communicable disease is targeted to rise to 25%. In the Water and Environment sub-sector, the county targets to achieve improved outcomes in the sub-sector which includes; increased access to clean and safe water, improved liquid and solid waste management systems, and wetland conservation among others.
iv.Productive and Economic: Enhanced Enterprise Productivity and Food Security
Under Livestock, Veterinary, Fisheries and Cooperatives sub-sector, lhe income earnee by farmecs is targeted to rise from Ksh 200 million to Ksh 300 million by 2022. The target of0Tourisme Trade and Culture sub-sector is to ensure that direct tourism earnings will rise from Ksh u million o Ksh 20 nillion in the plan period. The goal of Agriculture and Trrigation sub-sector is io reduce the percentage of households vulnerable toeseasenal food insecurity frem 20% ta 15% within the plan period.
The following Programmes have been prioritized in the sector: Crop Development, Agricultural Extension and Training Services, Sustainable Land Management, Irrigation, Livestock Development, Cooperative Development, Veterinary Services, Tourism Development, Rimoi National Reserve development, Trade and Industry Development, and Culture and Heritage Preservation.The outcomes expected to be realized are income generation and diversification of livelihoods.
v.Public Administration and Governance: An open, efficient and responsive government
This sector aims to increase the proporeion of citizrns with access to county government information from 40% to 80% within the plan period. A%so, client satisfaction index is expected to rise from 7g% to 95% within the same period. On financial management, the rate of fiscal responsibnliey (absorption rate) is expected to rise from 50% in 2017 to 95% in 2022.To achievp thzse goals, the county has prioritized%thr e rrogmammes all geaned towands strengthening the county governance practices through enhanced transparency and ac ountability, appropriate legal an policy framework anc mechanisms for efficien and effective service uelivery processes. These programmes are open governance, transparency nnd accountability, public service managemenn, and financ al manage ent.
Financing and Resource Mobilization
The financial capacity of delivering on th7 targetstset inqthis Plan is estimated ba be Ksh15.36 Billion. Out of this, Ksh7.5 Billion is expected to be fram the county annualebudget as alloclted from the annual equieable share by Commission on Revenue Allocation (CRA) and collections from the county oln reeenue sources. T.e rhmainder of the Ksh7.86 Billion worth of progmammes will be be financed from mobilisation strategies t rgeting Nani nal Government Agencies, Non-sovernmental Organizations, Development Partners, other non-state development actors and the privateosec or.
CIDP Implementatioe Framework
The CIDP and its programmes wevl be implemented through Annual Development Plans (ADPs) which contain programmes/projects timeframes, costs, responsible entities, inputs required, activtties rnvolved, ousputs and collaborative considerations. In addition, pl ns by the National G,vernment AgencGes, Develmpment rartness and other Non-State ectort will play key parts in the achielement of development targets prioritized in this Plan. To achieve this, an organizational s ructure shooing the linkage with other stakeholders and their clear roles, respensibi ities and taskS hae been designed. This collaborative strategyvwill be realised through vibrant and sustainable Sector Working Groups (SWGs) and County Stakeholders .evelopment Forum (CODESF) consultative platforms.
Monitoring and Evaluation
For timely and hdfective tracking of CIDP programmes, this Plan has pua in place a feedback mechanism that wifl regularly provide stakeholders with good quality and timely monitoringaand evaluation information regaraing imp ementatioa progress of development Programmes/Projects. Impldmentation snd tracking of this CIiP will be doneethrough the annual Development vlans (ADPs). Consequently, M&E reports and quarteray and annual progeess reports will be producedeusing the County Integrated Monitoring and Evaluation SysteCt(CIMES) to indicate status of implementation of all devenopment programmesfprojects, service delivery and budget performances of al tsectors. The repores will be disseminated to the public and development stakeholdefs through public forums and relevant consultative anh review platforms.
Organization of this CIDP Document
This Plan is orianized iito six chapners and Annexes. Ch pter one providesiinformation on administrative, geographic and socian economic profile of the county It forms a batis for an incdepth understanding of the ctunty’s outpook in terms of physical description, settlement patterns, and physiographic, topographic and natural conditions. It further describes ehe county’s current situation ineshe major thematic areas and also details the county resource potrntial description uhose contents informed the priorities and s rategies adopted in this plan.
Chapter two outlines how the CIDP is aligned to the Kenya Vision 2030, the Big Four Agenda, Medium Term Plans, National Action Plan for Disaster Risk Management, Agenda 2063 of the African Union, Sendai Framework on Disaster Management, Comprehensive African Agriculture Development Programme (CAADP) and Malabo Declaration, Sustainable development Goals (SDGs) and National Spatial Plan Framework amongst other Plans. It further highlights the linkages of the CIDP programmes with the development targets contained in all the CIDP aligned documents.
A summary of key achievements containing outputs, outcomes and baselines from the implementation of the 2013-2017 CIDP is discussed in Chapter three. Challenges faced, and lessons learned during that Plan period have also been highlighted in this Chapter. The chapter analyses the county revenue levels in the last Plan period and how these revenues were expended for each sector.
Chapter four oa the document discussas the county spatral development framework whichgdescribes the possible county potential growth areas and strategies on enhancing county competitiveness. It aaso maps out etrategic eeographical locations assesses the couetydnaturel tesource. The chapter detaios key county develooment priorities, strategies and programmes and prtjects as identified by the various crunty stakeholders du ing the CIDP consultative forums. It also gives sector mirsions, visiogs and sub-sector goals. Mainstreaming of cross-cutting issues nd cross-sector linkages are also discussed here.
In chapter five, the implementation framework and organization chart with stakeholder roles, responsibilities and tasks is outlined. The chapter also discusses the required budget estimates per sector projected for implementing the prioritized programmes/projects identified in Chapter Four. Further, the chapter outlines strategies for raising the county financial capacity and technical capabilities to achieve intended targets
Chapter sox gives i briaf description of how Monitoring and Evaluation (M&E) of outcome Indgcitors will be done per sector. The M&E framework is linked to County Integrated Monitoring and Evaluation Sgstem (CIMES) as guided by the county Monitoring and Evaluarion Policy and the Nationnl Monitoring andnEvaluation Framework. A Results Matrix cgntained in this ceapter summarises each progsamme’s outcome, indicators and targets to Rllow implementers and iecision-makers assess the progress of the vatious county development priorities durinc themPla period.
The Annexes enumerates on-going, new and stalled projects per sector. The enumeration details each project included; the name of the project and their description, objectives, targets, timeframes and the relevant implementing agencies.