MURANG’A COUNTY

THIRD COUNTY INTEGRATED DEVELOPMENT PLAN (2023-2027)

Sustainable development for socio-economic

transformation
 MURANG’A COUNTY
INTEGRATED DEVELOPMENT PLAN
(2023-2027)

i
 COUNTY VISION, MISSION AND MOTTO

Vision
Sustainable development for socio-economic transformation

Mission
To transform the County for sustainable development for the benefit of all

Motto
Kamùingì Koyaga Ndìrì (Unity is Strength)

ii
 Table of Contents
LIST OF TABLES ........................................................................................................................... VI
LIST OF FIGURES ......................................................................................................................... IX
LIST OF MAPS .............................................................................................................................. X
ABBREVIATIONS AND ACRONYMS ............................................................................................. XI
GLOSSARY OF COMMONLY USED TERMS ................................................................................. XIV
FOREWORD ............................................................................................................................. XVI
ACKNOWLEDGEMENT .............................................................................................................. XIX
EXECUTIVE SUMMARY ...............................................................................................................XX
CHAPTER ONE .............................................................................................................................. 1
1. COUNTY OVERVIEW ............................................................................................................ 1
1.1. BACKGROUND .......................................................................................................................... 1
1.2. POSITION AND SIZE OF MURANG’A COUNTY ................................................................................. 1
1.3. PHYSIOGRAPHIC AND NATURAL CONDITIONS ............................................................................... 3
1.3.1. Physical and Topographic features ............................................................................... 3
1.3.2. Climatic Conditions ..................................................................................................... 5
1.3.3. Ecological Conditions .................................................................................................. 5
1.4. ADMINISTRATIVE AND POLITICAL UNITS ....................................................................................... 6
1.4.1. Administrative Subdivision (sub-counties, wards, villages) ............................................. 6
1.4.2. County Government Administrative Units by Constituency .......................................... 8
1.4.3. Political Units (Constituencies and Wards) .................................................................... 8
1.5. DEMOGRAPHIC FEATURES ......................................................................................................... 10
1.5.1. Population Size, Composition and Distribution ........................................................... 10
1.5.2. Population Projections by Age Cohort ........................................................................ 12
1.5.3. Population Projections by Urban Area ........................................................................ 14
1.5.4. Population Density and Distribution ........................................................................... 16
1.5.5. Population Projection by Broad Age Groups ............................................................... 18
1.5.6. Population of Persons with Disability .......................................................................... 21
1.5.7. Demographic Dividend Potential ............................................................................... 23
1.6. HUMAN DEVELOPMENT INDEX ................................................................................................. 23
1.7. COUNTY POVERTY PROFILE...................................................................................................... 24
1.8. THEORY OF CHANGE .............................................................................................................. 25
CHAPTER TWO .......................................................................................................................... 26
2. PERFORMANCE REVIEW OF THE SECOND CIDP (2018-2022).............................................. 26
2.0. OVERVIEW .............................................................................................................................. 26
2.1. ANALYSIS OF THE COUNTY REVENUE SOURCES .............................................................................. 26
2.1.1. Analysis of the County Own Source Revenue ................................................................... 28
2.2. COUNTY BUDGET EXPENDITURE ANALYSIS..................................................................................... 31
2.3. SECTOR PROGRAMMES PERFORMANCE REVIEW FOR THE SECOND CIDP PLAN PERIOD......................... 33
2.3.1. Public Administration and ICT Department ..................................................................... 33
2.3.2. Finance and Economic Planning ..................................................................................... 38
2.3.3. Agriculture, Livestock, Fisheries Services ........................................................................... 41
2.3.4. Roads, Housing and Infrastructure .................................................................................. 55
2.3.5. Trade, industrialization, Tourism and Cooperative Development .................................... 56
2.3.6. Health and Sanitation ..................................................................................................... 61
2.3.7. Lands, Physical Planning and Urban Development .......................................................... 65
2.3.8. Education and Technical Training Sector ......................................................................... 68
2.3.9. Youth, Sports, Culture and Social Services ....................................................................... 70
2.3.10. Water, Irrigation Environment and Natural Resources ................................................... 73

iii
 2.3.11. County Assembly .......................................................................................................... 77
2.4. WATER AND NATURAL RESOURCE ASSESSMENT ............................................................................. 79
2.5. DEVELOPMENT ISSUES ............................................................................................................... 84
CHAPTER THREE ........................................................................................................................ 94
3. SPATIAL DEVELOPMENT FRAMEWORK .............................................................................. 94
3.1. OVERVIEW OF SPATIAL DEVELOPMENT FRAMEWORK .................................................................... 94
3.2. RESOURCE POTENTIAL GROWTH AREAS ..................................................................................... 94
3.3. COUNTY COMPETITIVE ADVANTAGE.......................................................................................... 97
3.3.1. Land, Geological and Physiographic Capability .......................................................... 97
3.3.2. Location Advantage .................................................................................................. 98
3.3.3. Established Culture of Entrepreneurship and Renown Entrepreneurs ........................... 98
3.3.4. Established Financial Institutions & SACCOs ............................................................... 98
3.3.5. Natural and Agro-forestry ......................................................................................... 98
3.4. MODERNIZING AGRICULTURE................................................................................................... 99
3.4.1. Agriculture Sector Overview ...................................................................................... 99
3.4.2. Development Objectives ........................................................................................... 99
3.4.3. Intervention Strategies ............................................................................................... 99
3.4.4. Value Addition .........................................................................................................100
3.4.5. Industrialization .......................................................................................................100
3.5. OPPORTUNITIES FOR TOURISM DEVELOPMENT ........................................................................... 101
3.6. HUMAN SETTLEMENTS............................................................................................................ 102
3.6.1. Human Settlement Policy ......................................................................................... 102
3.7. NATURAL ENVIRONMENT CONSERVATION ................................................................................ 103
3.7.1. Rationale for Conservation ....................................................................................... 103
3.7.2. Objectives of the Natural Space System .....................................................................105
3.7.3. Environment and Natural Resources Policy and Legislation Thrusts ............................ 105
3.7.4. Mining/Quarrying ....................................................................................................105
3.8. TRANSPORTATION, LINKAGES AND CONNECTIVITY...................................................................... 110
3.8.1. Transportation, Linkages and Connectivity as Enabler of Economic Development ........... 110
3.8.2. Development Objectives for Transportation, Linkages and Connectivity ......................... 111
3.8.3. Development Proposals, Interventions and Guidelines .................................................... 111
3.9. PUBLIC INFRASTRUCTURE UTILITIES AND SYSTEMS ........................................................................ 112
3.9.1. Water Resources....................................................................................................... 112
3.9.2. Education Infrastructure, Training and Research ........................................................ 116
3.9.3. Health ..................................................................................................................... 118
3.9.4. ICT .......................................................................................................................... 119
3.9.5. Energy Access ........................................................................................................... 119
CHAPTER FOUR ........................................................................................................................ 123
4. DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES .......................................... 123
4.1. OVERVIEW OF THE CHAPTER ..................................................................................................... 123
4.2. SECTOR PRIORITIES AND STRATEGIES ........................................................................................... 123
4.2.1. Public Administration and ICT ....................................................................................... 123
4.2.2. Finance and Economic Planning ................................................................................ 153
4.2.3. Agriculture, Livestock and Fisheries ........................................................................... 177
4.2.4. Roads, Housing and Infrastructure ........................................................................... 233
4.2.5. Trade, industrialization, Tourism and Cooperative Development .............................. 241
4.2.2. Health and Sanitation .............................................................................................. 265
4.2.3. Lands, Physical Planning and Urban Development ................................................... 279
4.2.4. Education and Technical Training ............................................................................ 297
4.2.5. Youth, Sports, Culture and Social Services ................................................................. 311
4.2.6. Water, Irrigation, Environment and Natural Resources ............................................. 327

iv
 4.2.7. County Assembly .................................................................................................... 350
4.3. COUNTY FLAGSHIP PROJECTS ................................................................................................. 359
4.4. CIDP LINKAGES WITH NATIONAL DEVELOPMENT AGENDA, REGIONAL AND INTERNATIONAL ............ 363
4.5. CROSS-SECTORAL LINKAGES .................................................................................................... 369
CHAPTER FIVE ......................................................................................................................... 375
5. MONITORING, EVALUATION, LEARNING AND REPORTING ............................................ 375
5.1. OVERVIEW .......................................................................................................................... 375
5.2. MELR CAPACITY AND REPORTING STRATEGIES .......................................................................... 377
5.3. M&E OUTCOME INDICATORS ................................................................................................ 378
5.4. DATA COLLECTION, ANALYSIS AND REPORTING ......................................................................... 378
5.5. DISSEMINATION AND FEEDBACK MECHANISM ........................................................................... 378
5.6. CITIZEN ENGAGEMENT, LEARNING AND REPORTING................................................................... 379
5.7. EVALUATION PLAN ............................................................................................................... 379
CHAPTER SIX ........................................................................................................................... 384
6. RESOURCE REQUIREMENTS AND IMPLEMENTATION FRAMEWORK ................................ 384
6.1. OVERVIEW .......................................................................................................................... 384
6.2. HUMAN RESOURCE REQUIREMENT.......................................................................................... 384
6.3. INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION OF THE CIDP .............................................. 384
6.4. RESOURCE MOBILIZATION AND MANAGEMENT FRAMEWORK ...................................................... 388
6.4.1. Resource Requirement by Sector .............................................................................. 388
6.4.2. Revenue Projections ................................................................................................. 391
6.4.3. Estimated Resource Gap .......................................................................................... 393
6.4.4. Resource Mobilization and Management Strategies .................................................. 393
6.5. ASSET MANAGEMENT ............................................................................................................ 395
6.6. RISK MANAGEMENT.............................................................................................................. 395
ANNEX 1: COUNTY FACTSHEET ............................................................................................... 398
ANNEX 2: POPULATION PROJECTION (BY SUB COUNTY AND SEX) .......................................... 414
ANNEX 3: LOCAL REVENUE PROJECTIONS (2022-2028) ............................................................ 415
ANNEX 4: IRRIGATION PROJECTS (2023-2027) ......................................................................... 418
APPENDIX 1: COUNTY URBAN INSTITUTIONAL DEVELOPMENT STRATEGY (CUIDS) ................ 427

v
 List of Tables
Table 1.1: Area (Km2) by Sub-County ....................................................................... 8
Table 1.2: County Government Administrative Wards............................................... 8
Table 1.3: County’s Electoral Wards by Constituency ................................................ 9
Table 1.4: Population Projection by Sub-counties ..................................................... 11
Table 1.5: Population Projections by Age Cohort .................................................... 13
Table 1.6: Population Projections by Urban Area .................................................... 15
Table 1.7: Population Distribution and Density by Sub-County ................................ 17
Table 1.8: Population Projections by Broad Age Groups .......................................... 20
Table 1.9: Population of Persons with Disability by Type, Age and Sex .................... 22
Table 1.10: Demographic Dividend Potential .......................................................... 23
Table 2.1: Analysis of County Revenue Sources ....................................................... 27
Table 2.2: Analysis of County Own Source Revenue ............................................... 29
Table 2.3: County Sector Approved budget and Expenditure Analysis ..................... 32
Table 2.4: Annual Targets and Achievements across the ASDSP- Supported Value
Chains ................................................................................................................... 51
Table 2.5: Achievements for the NARIGP programme for the period 2018-2022 ..... 54
Table 2.6: Domestic Water service level in the county ............................................ 74
Table 2.7: Water Losses for the Year 2021 .............................................................. 74
Table 2.8: Natural Resource Assessment ................................................................. 79
Table 2.9: Sector Development Issues ..................................................................... 84
Table 3.1: Framework for Development of Growth by Region ................................ 95
Table 3.2: Agro Industrial strategies ....................................................................... 101
Table 3.3: Development and Design Guidelines for Open Space ............................ 107
Table 3.4: Estimated Ground Water Yield .............................................................. 112
Table 3.5: County Water Resources....................................................................... 113
Table 3.6: HHs distribution by Main Cooking Fuel ................................................ 119
Table 4.1: Public Admin. and Coordination Directorate Sector Priorities and Strategies
........................................................................................................................... 124
Table 4.2: Public Administration and Coordination Directorate Sector Programmes 125
Table 4.3 : Enforcement Sub Sector Programmes................................................... 129
Table 4.4: Fire and Disaster Priorities and Strategies .............................................. 130
Table 4.5: Fire and Disaster Programmes and Projects ............................................ 131
Table 4.6: ICT Sector Priorities and Strategies ....................................................... 133
Table 4.7: ICT Sub Sector Programmes ................................................................. 134
Table 4.8: Human Resource Sector Priorities and Strategies ................................... 137
Table 4.9: Human Resource Sub Sector Programmes ............................................. 139
Table 4.10: Internal Audit Priorities and Strategies ................................................. 146
Table 4.11: Internal Audit Sub Sector Programmes ................................................. 147
Table 4.12: Public Service Board Sector Priorities and Strategies ............................. 149
Table 4.13: Public Service Board Sub Sector Programmes ....................................... 150
4.14:Governor’s Delivery Unit Sub Sector Programmes ......................................... 155
Table 4.15: Finance Sector Priorities and Strategies ................................................ 156

vi
Table 4.16: Sub Sector Programmes ...................................................................... 157
Table 4.17: Economic Planning Sector Priorities and Strategies .............................. 159
Table 4.18: Economic Planning Programmes .......................................................... 161
Table 4.19: Monitoring and Evaluation Sector Priorities and Strategies ................... 165
Table 4.20: Monitoring and Evaluation Sector Programmes .................................. 167
Table 4.21: Resource Mobilization and Revenue Sector Priorities and Strategies ...... 171
Table 4.22: Resource Mobilization and Revenue Sub Sector Programmes .............. 172
Table 4.23: Budget and Fiscal Affairs Sector Priorities and Strategies ...................... 174
Table 4.24: Budget and Fiscal Affairs Programmes ................................................ 176
Table 4.25: Agriculture (Crops) Sector Priorities and Strategies .............................. 178
Table 4.26: Agriculture (Crops) Sub Sector Programmes ........................................ 180
Table 4.27: Livestock Development Sector Priorities and Strategies ........................ 186
Table 4.28: Livestock Development Sub Sector Programmes ................................. 187
Table 4.29: Veterinary Services Sector Priorities and Strategies ............................... 192
Table 4.30: Veterinary Services Sub Sector Programmes ........................................ 195
Table 4.31: Fisheries Sector Priorities and Strategies ............................................... 201
Table 4.32: Fisheries Sub Sector Programmes ........................................................ 203
Table 4.33: Agribusiness, Value Addition, Marketing and Agro Small Micro Enterprise
Priorities and Strategies ........................................................................................ 209
Table 4.34: Agribusiness, Value Addition, Marketing and Agro Small Micro Enterprise
Programmes ........................................................................................................ 213
Table 4.35: Value Chain Sub Sector Priorities and Strategies .................................. 216
Table 4.36: Value Chain Sub Sector Programmes .................................................. 218
Table 4.37: Coffee Development Sub Sector Priorities and Strategies ..................... 220
Table 4.38: Coffee Development Sub Sector Programmes ..................................... 222
Table 4.39: KATC Mariira Farm Sub Sector Priorities and Strategies ....................... 228
Table 4.40: KATC Mariira Farm Sub Sector Programmes ....................................... 230
Table 4.41: Roads, Housing and Infrastructure Sector Priorities and Strategies ........ 233
Table 4.42: Roads, Housing and Infrastructure Sector Programmes ........................ 236
Table 4.43: Trade Industry and Investment sector Priorities and strategies ............. 242
Table 4.44: Trade Industry and Investment Sub Sector Programmes ...................... 245
Table 4.45: Tourism Sector Priorities and strategies ............................................... 254
Table 4.46: Tourism Directorate Sub Sector Programmes ...................................... 255
Table 4.47: Cooperative Development sector Priorities and strategies ................... 258
Table 4.48: Cooperative Development Sub Sector Programmes ............................ 260
Table 4.49: Cooperative Audit priorities and strategies ......................................... 261
Table 4.50: Cooperative Audit Sub Sector Programmes ......................................... 263
Table 4.51: Health and Sanitation Sector Priorities and Strategies ........................... 266
Table 4.52: Health and Sanitation Sector Programmes .......................................... 268
Table 4.53: Lands, Physical Planning and Urban Devt. Sector Priorities and strategies
........................................................................................................................... 279
Table 4.54: Lands, Physical Planning and Urban Development Sub Sector Programmes
........................................................................................................................... 281

vii
Table 4.55: Murang’a Municipality sector Priorities and strategies ......................... 287
Table 4.56: Murang’a Municipality Sub Sector Programmes .................................. 289
Table 4.57: Education (ECDE)l Sector Priorities and strategies ................................ 297
Table 4.58: Education (ECDE) Sub Sector Programmes .......................................... 300
Table 4.59: Vocational Training Directorate ......................................................... 305
Table 4.60: Vocational Training Directorate Sub Sector Programmes ..................... 306
Table 4.61: Talents, Innovation and Local Industry Sector Priorities and strategies .. 308
Table 4.62: Sub Sector Programmes...................................................................... 309
Table 4.63: Youth Development Sector Priorities and strategies .............................. 311
Table 4.64: Youth Development Sub Sector Programmes ...................................... 313
Table 4.65: Sports Sub Sector Priorities and Strategies ........................................... 315
Table 4.66: Sports Sub Sector Programmes .......................................................... 316
Table 4.67: Culture Sub Sector Priorities and Strategies.......................................... 318
Table 4.68: Culture Sub Sector Programmes.......................................................... 320
Table 4.69: Social Services and Gender Sub Sector Priorities and Strategies ............. 322
Table 4.70: Social Services and Gender Sub Sector Programmes ............................. 324
Table 4.71: Water and sewerage Sub-sector Sub Sector Priorities and Strategies ...... 327
Table 4.72: Water and sewerage Sub-sector Sub Sector Programmes ...................... 330
Table 4.73: Water Sector Projects......................................................................... 334
Table 4.74: Water Sector Cross-sectoral impact ..................................................... 337
Table 4.75: Irrigation, Drainage and Water Storage Sub Sector Priorities and Strategies
........................................................................................................................... 338
Table 4.76: Irrigation, Drainage and Water Storage Sub Sector Programmes .......... 340
Table 4.77: Environment and Natural Resources Sub Sector Priorities and Strategies
........................................................................................................................... 343
Table 4.78: Environment and Natural Resources Sub Sector Programmes .............. 345
Table 4.79: County Assembly Sub Sector Programmes .......................................... 351
Table 4.80: County Flagship Projects .................................................................... 360
Table 4.81: Linkage of CIDP with other Plans and International Obligations .......... 365
Table 4.82: Cross-Sectoral Linkages ...................................................................... 369
Table 5.1.: Outcome Indicator Reporting .............................................................. 378
Table 5.2.: Evaluation Plan .................................................................................. 381
Table 6.1.: Stakeholders’ arrangement in the Implementation of the CIDP ............. 386
Table 6.2.: Summary of Sector Financial Resource Requirements ........................... 390
Table 6.3.: Revenue Projections for FY 2023/2024 – 2027/2028 .......................... 392
Table 6.4.: Resource Gaps .................................................................................... 393
Table 6.5.: Risk, Implication, Level and Mitigation ................................................ 396

viii
 List of Figures
Figure 1.1: Estimated Murang’a County Population by Age Cohorts ......................... 12
Figure 2.1: Number of Farmers reached and offered extension services per year ....... 43
Figure 3.1: Main Household Lighting Source in Murang’a (%) by Sub County ......... 121
Figure 4.1: Linkage of CIDP with Other Plans and International Obligations........... 364
Figure 5.1: County Monitoring and Evaluation System (CIMES) StructureProject Site
MERL Committee ................................................................................................ 377
Figure 5.2: Monitoring, evaluation, learning and reporting System ........................ 380
Figure 6.1: Organization Chart ............................................................................. 385
Figure 6.2: Organization ChartCounty Assembly ................................................... 385

ix
 List of Maps

Map 1.1: Location of the County In Kenya ................................................................ 2

Map 1.2: The Topography of Murang'a ................................................................... 4
Map 1.3 : Murang’a Agro-Ecological Zones ............................................................... 6
Map 1.4: County’s Administrative and Political Units ................................................ 7
Map 3.1: Sustainable Land Management Areas ...................................................... 104
Map 3.2: Regional Movement Corridors and Networks........................................ 110
Map 3.3: MUWASCO Operation Areas ................................................................. 115
Map 3.4: Spatial Distribution of Education Facilities ............................................... 117
Map 3.5: Spatial Distribution of Health Facilities.................................................... 118

x
 Abbreviations and Acronyms
AfDB African Development Bank
AI Artificial Insemination
AIDS Acquired Immune Deficiency Syndrome
ANC Antenatal Care
APHIA II AIDS, Population & Health Integrated Assistance II
ART Anti- Retroviral Treatment
ASAL Arid & Semi- Arid Lands
ASL Above Sea Level
AWS Athi Water Services
BCC Behaviour Change Communication
BOG Board of Governors
BPO Business Processes Outsourcing/ Off- showing
CBO Community Based Organization
CCC Comprehensive Care Centre
CCSP Community Capacity Support Programme
CECM County Executive Committee Member
CIDP County Integrated Development Plan
CIGs Common Interest Groups
CoMEC County Monitoring and Evaluation Committee
CMR Child Mortality Rate
COVID-19 Corona Virus Disease 2019
ECDE Early Child Development Education
EIA Environmental Impact Assessment
EMCA Environmental Management & Coordination Act
FBO Faith-Based Organization
GDP Gross Domestic Product
GHGs Green House Gases
GOK Government of Kenya
HCW Health Community Worker
HDI Human Development Index
HH Household
HIV Human Immunodeficiency Virus
ICT Information Communication Technology
IEBC Independent Electoral & Boundaries Commission
IFMIS Integrated Financial Management Information Systems
IMR Infant Mortality Rate
KCB Kenya Commercial Bank
KDHS Kenya Demographic Household Survey
KEBS Kenya Bureau of Standards
KEMSA Kenya Medical Supplies Agency
KENHA Kenya National Highway Authority
xi
KeRRA Kenya Rural Roads Authorities
KFS Kenya Forest Services
KIE Kenya Industrial Estate
KNBS Kenya National Bureau of Statistics
KPLC Kenya Power and Lighting Company
KURA Kenya Urban Roads Authority
LPG Liquefied Petroleum Gas
LSK Law Society of Kenya
MMR Maternal Mortality Rate
MNH Maternal Neonatal Health
MOU Memorandum of Understanding
MSMEs Micro- Small & Medium Enterprise
MTEF Medium Term Expenditure Framework
MTP Medium Term Plan
NACC National Aids Control Council
NaMATA Nairobi Metropolitan Area Transport Authority
NARIGP National Agriculture Rural Inclusive Growth Project
NCDs Non-Communicable Diseases
NCPD National Cereals & Produce Board
NEMA National Environment Management Authority
NGOs Non-Governmental Organizations
NHIF National Health Information Fund
NIMES National Integrated Monitoring & Evaluation System
NNMR Neo Natal Mortality Rate
NSEC National Socio-Economic Council
ODP Ozone Depleted Products
OVCs Orphans & vulnerable Children
PLWHAs People Living With HIV/AIDS
PM&E Participatory Monitoring and Evaluation
PMC Project Management Committee
PMTCT Prevention of Mother to Child Transmission
PNMR Post Natal Mortality Rate
PPPs Public Private Partnerships
RMNCAH Reproductive, Maternal, Neo-Natal, Child and Adolescent Health
SBA Skilled Birth Attendance
SCCU Sub- County coordinating Unit
SCCU Sub- County Coordinating Unit
SCDPO Sub County Development Planning Officer
SCEC Sub- County Environment Committee
SHEP Plus Small Holder, Horticulture Empowerment Promotion Unit Project
SMEP DTM Small and Micro Enterprises Programme Deposit Taking Microfinance

xii
SMEs Small & Medium Enterprise
SP Sector Programme
TB Tuberculosis
TBA Traditional Birth Attendant
TFR Total Fertility Rate (TFR)
UHC Universal Health Care
UNDP United Nations Development Programme
UTaNRMP Upper Tana Natural Resources Programme
VCT Voluntary Counselling & Testing
VIP Ventilated Improved Pit (Latrine)
WARMA Water Resource Management Authority
WRA Women of Reproductive Age-18-49
WRUA Water Resource Users Association
YP Youth Polytechnics

xiii
 Glossary of Commonly Used Terms
Baseline Analysis describing the initial state of an indicator before the start of a
project/programme, against which progress can be assessed or
comparisons made
Demographic The accelerated economic growth that may result from a decline in a
Dividend country's mortality and fertility and the subsequent change in the age
structure of the population
Flagship/ Projects with high impact in terms of employment creation, increasing
Transformative county competitiveness, revenue generation etc. They may be derived
Projects from the Kenya Vision 2030 (and its MTPs) or the County
Transformative Agenda
Food Farmacy Is an emerging programme model designed to increase the access to
and consumption of healthy foods
Green An economy that aims at reducing environmental risks and ecological
Economy scarcities and that aims for sustainable development without degrading
the environment
Indicator A sign of progress /change that result from your project. It measures a
change in a situation or condition and confirms progress towards
achievement of a specific result. It is used to measure a project impact,
outcomes, outputs and inputs that are monitored during project
implementation to assess progress
Outcome A specific, observable, and measurable characteristic or change that will
Indicator represent achievement of the outcome. Outcome indicators include
quantitative and qualitative measures. Examples: Enrolment rates,
transition rates, mortality rates etc.
Outcome Intermediate results generated relative to the objective of the
intervention. It describes the actual change in conditions/situation as a
result of an intervention output(s) such as changed practices as a result
of a programme or project
Output Immediate result from conducting an activity i.e. goods and services
produced
Performance A measurement that evaluates the success of an organization or of a
indicator particular activity (such as projects, programs, products and other
initiatives) in which it engages
Programme A grouping of similar projects and/or services performed by a Ministry
or Department to achieve a specific objective; The Programmes must
be mapped to strategic objectives
Project A set of coordinated activities implemented to meet specific objectives
within defined time, cost and performance parameters. Projects aimed
at achieving a common goal form a programme
Sectors Composition of departments, agencies and organizations based on
services and products they provide. For the purposes of Murang’a
County planning, the CIDP sectors are listed as follows:
a) Public Administration and ICT Department
b) Finance and Economic Planning
c) Agriculture, Livestock and Fisheries
d) Roads, Housing and Infrastructure
e) Trade, industrialization, Tourism and Cooperative
f) Health and Sanitation
xiv
 g) Lands, Physical Planning and Urban Development
h) Education and Technical Training
i) Youth, Sports, Culture and Social Services
j) Water, Irrigation Environment and Natural Resources
Sustainable Sustainable development is the development that meets the needs of
Development the present without compromising the ability of future generations to
meet their own needs
Target Planned level of an indicator achievement
The Blue The use of the sea and its resources for sustainable economic
Economy development. The Blue Economy covers both aquatic and marine
spaces, including oceans, seas, coasts, lakes, rivers, and underground
water. It encompasses a range of productive sectors, including:
fisheries, aquaculture, tourism, transport, shipbuilding and repair,
energy, bio prospecting, bunkering, sport fishing, port services, marine
insurance, freight forwarding and underwater mining and related
activities

xv
 Foreword
Kenya is living through an exciting period, a period of renewal and economic
transformation aimed at finally recalibrating the country’s economy to serve all citizens.
This ambition has been captured at the national level through the ruling party’s
“Bottom-Up Economic Transformation Agenda (BETA).”

The county is the most critical unit of development in Kenya. The county has a direct
impact on the standards of living and welfare of the people through the functions
mandated to it by the Constitution. This is the spirit of the third generation Murang’a
County Integrated Development Plan (CIDP), the county’s development blueprint,
which outlines the programmes and projects it plans to implement during the next five-
year plan period (2023 – 2027). The Plan is a social contract between the County
Government and the people of Murang’a. It is well anchored on the global
commitment to the seventeen Sustainable Development Goals, and the regional and
national development objectives. This third generation CIDP also builds on
achievements of the second CIDP for the 2018-2022 plan period that ended on 30thJune
2023. Gaining from the experience gathered during the implementation process of the
second CIDP (2018-2022), it also incorporates the aspirations of the Manifesto of the
ruling political party with a view to putting the county on a trajectory of high, broad-
based, inclusive and sustainable growth.

Additionally, the development of this CIPD took cognizance of the national

development agenda and the aspirations of the Kenya Constitution 2010. The role of
the county towards realization of the national development agenda as stated in a
number of policy documents is clearly mapped out. These policy documents include:
The United Nations Sustainable Development Goals (SDGs), Africa Agenda 2063, the
Kenya Vision 2030, and its Fourth Medium Term Plan (MTP), presently anchored in
the President’s “Bottom-Up Economic Transformation Agenda (BETA).”

Healthcare remains a very important agenda in our county. Annually, the health sector
takes the lion’s share of the county’s budget, a factor that is justified by the demographic
characteristics of the county. The census data for Murang’a County in the years 1999,
2009 and 2019 reveals that the population has stagnated at around one million
residents, with the 2022 population estimated at 1,095,371 people against 1,056,640
in 2019. The registered voters in 2022 were about 650,000, implying that the county
has more adults than minors.

The ageing population could help explain the recent upsurge of non-communicable
diseases (cancer, diabetes, high blood pressure) in Murang’a. The county proposes a
two-pronged approach to address this challenge. First is strengthening the NHIF
coverage, and secondly, establishing a fund to cover the costs of every expectant
mother seeking pre and post-natal services in the county public health facilities. This

xvi
fund will be known as “Kang’ata Care.” I have every confidence that Kang’ata Care
will help improve the health and well-being of the people of Murang’a. In addition,
we have planned for the completion of stalled health facilities and renovation of
existing ones.

Murang’a County is heavily dependent on agriculture, which accounts for 60 per cent
of its economic activities. More than 70% of Murang’a residents are employed, directly
and indirectly, by the sector. Within the third CIDP plan period, the county government
will, therefore, focus on agricultural crops and livestock, including: mangoes, dairy
farming, coffee, tea, avocadoes, macadamia, bananas and other industrial crops. In this
aspect, it is expected that Murang’a Kilimo will play a pivotal role towards promoting
youth engagement in agriculture. The county will engage in value addition to boost
incomes in agriculture and diversify its economy from the heavy reliance on primary
production. In addition, appropriate legal frameworks to underpin this agenda will be
developed. We will also work to strengthen co-operatives, as they are a strong pillar in
organising farmers to boost productivity and market their produce.

Globally, urban areas are broadly projected to grow very fast, with about 66% of
global population expected to be living in urban areas by 2050. To plan for this
expected expansion in urban population, the county will invest in urban renewal
projects, such as paving of roads, street lighting, sewerage systems and public housing,
among others. In addition, the county plans to work closely with the national
government to implement a programme on affordable housing at Makenji area, which
is part of the gazetted Bus Rapid Transit (BRT) corridor line 2. Towards this end, the
Spatial Development Master Plan will provide guidance.

As we seek to enhance economic growth, standards of living, governance, public service

delivery, and engagement of the private sector, we adopted an inclusive and
consultative process to prepare this CIDP as mandated by the Constitution of Kenya
2010. We were cognisant of the fact that the county’s most valuable asset is her
entrepreneurial human resource. The CIDP, therefore, gives attention to the
mobilization of human, financial, and technical resources. On this basis, the Murang’a
County Government calls upon people of Murang’a, including the diaspora
community, private sector players, and other strategic partners, to join us in the
implementation of this CIDP. We all realize the importance of efficiency and
effectiveness in implementing this transformative agenda, in which we will all be
spurred by our memorable clarion call, “Kamuingi Koyaga Ndiri” (Unity is Strength).

We have to be bold. We have to do things differently. We have to do away with old

attitudes and embrace new mind-sets. Above all, we have to desire to make Murang’a
County the best county that it can become.

xvii
With all stakeholders on board, I have full confidence that we can achieve the targets
laid out in this Third County Integrated Development Plan (2023-2027).

His Excellency, Dr Irungu Kangata, PhD

Governor,
Murang’a County

xviii
 Acknowledgement
This Third County Integrated Development Plan (CIDP) was prepared in line with
section 104 of the County Governments Act 2012 and will guide the preparation of
subsequent policy documents and development processes, including the Annual
Development Plans, Annual Work Plans, and Budgets and Procurement Plans.

The CIDP reflects the strategic priorities of the Murang’a County Government for the
next five years. Among others, it is anchored on national, regional and global policies,
including the Vision 2030 and the Medium-Term Plan IV (2023-2027). The Plan
outlines clear reporting systems, measurable goals and objectives, a cost estimate for
the implementation plan, an efficient county-based resource mobilisation framework,
and provisions for monitoring, evaluation, reporting and learning system.

The CIDP offers detailed guidance for budgeting, project funding, monitoring, and
assessment. The Plan preparation was participatory, involving a broad range of
stakeholders, including: national and county government personnel, professionals,
business persons, development partners, civil society organizations, and the general
public.

We are thankful to His Excellency the Governor, Dr. Irungu Kang’ata, for his wise
leadership and insights provided in preparation of this Plan. We are also appreciative
of the technical assistance provided by the county personnel and stakeholders,
especially the County’s Department of Economic Planning under the leadership of Chief
Officer, P.G. Kahora, Director, Stephen Mwangi, as well as the economists in the
department, including: Justin Gatuita, Walter Ojwang, Charles Njuguna, Gabriel
Wachira, Claire Nyaguthii, Judith Mwaniki, Ann Njoroge and Ann Kamau. In addition,
we recognize Dr. Samuel Kerunyu Gichere, for his technical support in guiding the CIDP
preparation process.

We appreciate the very helpful normative guidelines from the national government
that made it to possible for us to prepare this CIDP. We also extend our gratitude to
the Speaker of the County Assembly, County Assembly Committee on Finance and
Economic Planning, Clerk, and Members of the County Assembly for actively
participating in forums which significantly enriched the CIDP.

Prof. Kiarie Mwaura

CECM, Finance and Economic Planning

xix
 Executive Summary
Murang’a County is one of the 47 Counties created under the Kenya Constitution 2010.
It is located in the central region of the Republic of Kenya and lies between latitudes 0o
34’; 107’ South and longitudes 36o; 37o 27’ East. The county covers a total area of
2,558.8 Km2, and borders Nyeri to the North, Kiambu to the South, Nyandarua to the
West, and Kirinyaga, Embu and Machakos counties to the East. Administratively, the
county is divided into seven constituencies and 35 wards, with 9 sub counties, 32
divisions, 118 locations, 294 sub locations and 2,478 villages. The 2019 Population and
Housing Census recorded a population of 1,056,640 persons in Murang’a County. The
population growth rate is estimated at 1.2 percent per annum, with the number of
people slated to rise to 1,108,594 in 2023, 1,135,521 in 2025 and 1,163,103 persons in
2027. The male-female sex ratio for the county is 49:51.

During the plan period (2023-2027), the county targets to have an accelerated and all-
inclusive economic growth, higher living standards, improved governance, efficient
public service delivery and an enabling environment for the private sector to do
business. The Plan is driven by a socio-economic agenda focusing on reducing
inequalities in access to productive resources as primed in ‘the Bottom-up
transformative economic model.

In order to achieve these targets, the county will invest in comprehensive Information
Communication Technology (ICT) and network connectivity, targeting automation of
services in revenue, health, agriculture and administration. In addition, the county also
targets to improve access to markets and social amenities through upgrading to bitumen
standards of 40 Kilometres of urban roads, opening 1,225 km of access roads, and
maintenance of 5,250 Km of access roads. This is envisaged to improve the road
network and reduce the distance to an all-season road to within 2 km from any
residential area. Further, the county targets to increase business hours within the urban
areas through installation of 400 poles of streetlights and floodlights. To enhance the
aesthetics within its towns, the county will install 19,500 square metres of cabro-
pavements within the urban areas.

The agricultural sector targets to modernize production and market accessibility of

major crops that include tea, coffee, avocado, mangoes, macadamia and horticulture
crops. In the education sector, the county targets to scale up the school feeding
programme, improve the existing education infrastructure, and prioritize education
subsidy through bursaries and scholarships. In the heath sector, the county will prioritize
having adequate infrastructure within its 272 health facilities. The county will also scale
up the universal health cover for the vulnerable groups and establish model health
facilities.

The county government realizes the important role played by the national government,
and the essence of effective collaboration of the national and county governments’

xx
socio-economic agenda, especially in roads and housing. The county will, therefore,
work closely with the national government, especially in implementing the affordable
housing agenda.

The process of identifying and prioritizing the projects and programmes to be

implemented over the next five years involved all stakeholders through participatory
workshops and engagements. Through this process, the efforts at national and devolved
levels of government and other relevant public institutions were coordinated at local
level with due consideration to the economic, social, environmental, legal and spatial
aspects of development. References were made to the provisions of the Constitution of
Kenya 2010; County Government Act 2012; Transition to Devolved Government Act
2012; Urban Areas and Cities Act, 2011; Public Finance Management Act (PFMA) 2012;
and the National Government Coordination Act 2013.

Whilst the first chapter of the CIPD gives a general overview and background of the
county, chapter two gives a summary of the review of the implementation of the
previous CIDP (2018-2022). Chapter three summarizes the County Spatial
Development Framework while chapter four tabulates the strategic programmes and
sub-programmes by sector. Chapter 5 is on Monitoring, Evaluation, Reporting and
Learning, while Chapter 6 discusses the resource requirements and sources of financing
for the CIDP. Annexes provide critical information about the county.

xxi
 CHAPTER ONE
1. COUNTY OVERVIEW
1.1. Background
Murang’a County is one of the 47 counties created under the Kenya Constitution 2010.
Administratively, the county is divided into 7 constituencies and 35 wards within the 9
sub-counties, 32 divisions, 118 locations, 294 sub-locations and 2,478 villages. The
County 2019 Population and Housing Census recorded a population of 1,056,640
persons.

Murang’a County is the home to the mythical Mukurwe wa Nyagathanga, a relic for
the Agikuyu cradle which serves as memorabilia of Gikuyu and Mumbi. It is believed
that Gikuyu and Mumbi, the ancestral parents of the Agikuyu resided in this place
together with their nine daughters, creating the clan system that is the core of the
Gikuyu community. The shrine within the county provides a significant landmark, not
only to Murang’a, but the entire central region due to its ancestral, spiritual, and cultural
heritage. It was a place for offering sacrifices to Mwene-Nyaga (God), especially during
moments of calamities, internal conflicts or invasion.

The county headquarters is situated at Murang’a town, previously referred to as Fort

Hall. It is predominantly inhabited by the indigenous Kikuyu community. The county
is traversed by rugged hilly landscape and lies within the rolling Kikuyu farmlands. Being
the epicenter, it attracts traders and farmers from far and wide. Buoyed by its proximity
to Nairobi, the county is fast urbanizing with vibrant activities, including agriculture,
transportation and hospitality, commerce, and quarrying. The county is known for its
fertile farming soil and good climate. Although tea and coffee are the county's main
cash crops, food crops, such as maize, beans, sweet potatoes, arrow roots, pumpkins
and bananas, are also grown in the county. The county is an active member of the
Central Region Economic Block (CEREB).

1.2. Position and Size of Murang’a County

The county is located in the central region of the Republic of Kenya and lies between
latitudes 0o 34’; 107’South and Longitudes 36o; 37o 27’ East. The county covers a total
area of 2,558.8Km2. and borders Nyeri to the North, Kiambu to the South, Nyandarua
to the West and Kirinyaga, Embu and Machakos counties to the East as shown in Map
1.1.

1
Map 1.1: Location of the County In Kenya

2
1.3. Physiographic and Natural Conditions
1.3.1. Physical and Topographic features
The western part of the county, which is along the slopes of the Aberdare Forest, is
3353m above sea level. On the other hand, the eastern part is 914m above sea level.
The western highlands have deep dissected topography and drain into various rivers.
These rivers flow from Aberdare ranges to the west, south eastward and drain into the
Tana River. The county’s geology and basement system comprises volcanic rocks of the
Pleistocene age and Achaean rocks. The western part of the county bordering the
Aberdare ranges is characterised by volcanic rocks while the Eastern part is composed
of the rocks of the basement system. Porous beds and disconformities within the
volcanic rock system form important aquifers, collecting and moving ground water,
thus regulating water supply from wells and boreholes. The county’s rugged, dissected
topography and geology are both an asset and liability to the county’s development.
The highest parts bordering Aberdare ranges form the rain catchment areas, from where
most of the rivers passing through the county originate.

The volcanic rocks make fertile soils, which, in turn, facilitate agricultural activities.
The ecological conditions in the high areas provide a suitable environment for tea and
coffee farming. However, this dissected topography causes gulley erosion and
landslides, making the construction and maintenance of bridges and roads are very
expensive. The topography of Murang’a County is shown in Map 1.2.

3
Map 1.2: The Topography of Murang'a

4
 1.3.2. Climatic Conditions
The climatic conditions of the county consist of the western region with an equatorial
climate, the central region with a sub-tropical climate and the eastern part with semi-
arid conditions. The Eastern region, covering the lower parts of Kigumo, Kandara,
Kiharu and Maragua constituencies receive less rain and, as a result, crop production
requires consistent irrigation.
Long rains fall in the months of March, April and May. April reliably records the highest
amount of rainfall averaging 213mm. The short rains are in October and November
averaging about 135mm. The driest month is February with 21mm of rainfall. The
Western region, covering Kangema, Gatanga, and higher parts of Kigumo and Kandara,
is generally wet and humid due to its proximity to the Aberdare Ranges and Mt. Kenya.

Rainfall in western and central regions is reliable, well distributed throughout the year,
and is adequate for cultivation. The main production activities include: tea, coffee,
maize, potatoes and dairy farming, which form the most common sources of basic
household food consumption and income. In the eastern areas, the annual temperature
ranges from 26 to 30 degrees Celsius, while the mean minimum annual temperature
ranges between 14 and 18 degrees Celsius. In the western wetter and colder areas, the
mean minimum annual temperatures can be as low as 6 degrees Celsius or less. The
temperatures in the central region fall between the minimum and maximum annual
mean temperatures.

1.3.3. Ecological Conditions

The county is composed of six agro-ecological zones as shown in Map 1.3. Zone 1
consists of the highest potential areas where forestry, tea and tourism industry are the
major economic activities. Zones 2 and 3 are the lowlands lying to the east of
Aberdares, which are generally suitable for both coffee and dairy farming. The flat area
of Makuyu division in Maragua constituency is characterized by arid and semi-arid
conditions. This forms the agro-ecological zones 4, 5, and 6. In these zones, coffee and
pineapple plantations thrive under irrigation.

The six agro-ecological zones provide ideal and conducive climate for production of
tea, coffee and dairy in the upper and mid regions that have an equatorial and sub-
tropical climate. The flatter eastern areas, characterized by arid and semi-arid
conditions, provide suitable environment for coffee and pineapple plantations. The
highest areas in the west have deeply dissected topography, and are drained by several
rivers.

All the rivers flow from the Aberdare ranges to the West, South Eastward to join Tana
River. This provides the necessary topography and gradient for irrigation. The geology
consisting of volcanic rocks of the Pleistocene age and basement system rock of Achaean
type occupying the western part of the county bordering the Aberdares

5
provide porous beds and disconformities within the volcanic rock system form

important aquifers, collecting and moving ground water, thus regulating water supply
from wells and boreholes. Soils emanating from the volcanic activity are generally fertile
and important for agriculture with the slopes in the rich volcanic soils on the higher
altitudes particularly suitable for tea growing.

Administrative and Political Units

1.3.4. Administrative Subdivision (sub-counties, wards, villages)
The county is divided into Nine (9) sub-counties; Gatanga, Ithanga, Kahuro, Kandara,
Kangema, Kigumo, Mathioya, Murang’a East and Murang’a South. Map 1.4 and Table
1.1 illustrates the administrative units, the land area, number of divisions, the number
of locations, and number of sub-locations in each sub-county.

***This map excludes Gatanga Subcounty (Ithanga & Gatanga) that were under Thika district before
Devolution in 2013
Map 1.3 : Murang’a Agro-Ecological Zones
6
Map 1.4: County’s Administrative and Political Units
7
Table 1.1: Area (Km2) by Sub-County
S/No. Sub-County No. of No. of No. of Sub- Area (Km2)
Divisions Locations locations
1. Gatanga 5 19 51 313.30
2. Ithanga 2 6 14 285.70
3. Kahuro 3 12 32 169.00
4. Kandara 3 11 29 235.90
5. Kangema 4 11 33 173.46
6. Kigumo 3 16 36 242.10
7. Mathioya 5 15 31 351.30
8. Murang’a East 4 14 29 241.00
9. Murang’a 3 12 37 547.20
South
Total 32 118 294 2,558.96
Source: County Commissioner, Murang’a County

1.3.5. County Government Administrative Units by Constituency

The County is divided into seven (7) constituencies; Kiharu, Kangema, Mathioya,
Gatanga, Kigumo, Kandara, and Maragua. The constituencies have wards as the
administrative units. The distribution of the administrative units, wards, and villages are
as shown in Table 1.2.

Table 1.2: County Government Administrative Wards

S/No. Constituency No. of Wards No. of Villages
1. Gatanga 6 508
2. Kandara 6 273
3. Kangema 3 203
4. Kigumo 5 359
5. Kiharu 6 513
6. Maragua 6 324
7. Mathioya 3 298
Total 35 2,478
Source: Murang’a County Government

1.3.6. Political Units (Constituencies and Wards)

According to the Independent Electoral Boundaries Commission (IEBC), the county is
divided into seven (7) constituencies namely Gatanga, Kandara, Kangema, Kigumo,
Kiharu, Maragua and Mathioya. Table 1.3 shows the respective constituencies and
wards in each constituency.

8
Table 1.3: County’s Electoral Wards by Constituency
S/ Constituency County Assembly Wards
No. No. of Wards
Wards
1. Kihumbu-ini, Kariara, Ithanga, Gatanga,
Gatanga 6
Kakuzi/Mitumbiri and Mugumoini
2. Ithiru, Ngararia, Muruka, Kagundu-ini,
Kandara 6
Gaichanjiru and Ruchu
3. Kangema 3 Muguru, Kanyenya-ini and Rwathia
4. Kigumo 5 Kangari, Kinyona, Kigumo, Muthithi, Kahumbu
5. Township, Gaturi, Mbiiri, Wangu, Mugoiri,
Kiharu 6
Murarandia
6. Kimorori/Wempa, Makuyu, Kambiti, Ichagaki,
Maragua 6
Nginda, Kamahuha
7. Mathioya 3 Gitugi, Kiru, Kamacharia
Total 35
Source: IEBC, Murang’a County Government

9
1.4. Demographic Features
1.4.1. Population Size, Composition and Distribution
According to the 2019 Population and Housing Census, the population of Murang’a
County was estimated at 1,056,640 persons with a population growth rate of 1.2
percent per annum. The county population is projected to rise to 1,108,594 by 2023,
1,135,520 by 2025, and 1,163,100 persons by 2027.

The most populated sub-counties are Gatanga, with 187,989 people, and Murang’a
South, with about 184,824 people. The population by sex consisted of 523,940 males,
and 532,669 females (see Table1.4). Other than those people living in the Aberdare
Forest (Forest guards and families), Kangema has the lowest population of 87,989
people, with that population projected to grow to 88,553 persons by 2027. The male-
female sex ratio for the County is 98 males against 100 females. The high female
population may be attributed to the migration of men as they search for employment
and business opportunities.

10
Table 1.4: Population Projection by Sub-counties
2019 2020 2021 2022 2023 2024 2025 2026 2027
Sub- County (Census) (Estimate) (Estimate) (Projection) (Projection) (Projection) (Projection) (Projection) (Projection)
Aberdare Forest 43 44 44 45 45 46 46 47 47
Gatanga 187,989 190,258 192,555 194,880 197,232 199,613 202,023 204,462 206,930
Kahuro 88,193 89,258 90,335 91,426 92,529 93,646 94,777 95,921 97,079
Kandara 175,098 177,212 179,351 181,516 183,707 185,925 188,170 190,441 192,740
Kangema 80,447 81,418 82,401 83,396 84,403 85,421 86,453 87,496 88,553
Kigumo 136,921 138,574 140,247 141,940 143,653 145,387 147,143 148,919 150,717
Mathioya 92,814 93,934 95,068 96,216 97,378 98,553 99,743 100,947 102,166
Murang'a East 110,311 111,643 112,990 114,354 115,735 117,132 118,546 119,977 121,425
Murang'a South 184,824 187,055 189,313 191,599 193,912 196,253 198,622 201,019 203,446
Total 1,056,640 1,069,396 1,082,305 1,095,371 1,108,594 1,121,977 1,135,521 1,149,229 1,163,103

Source: County Statistics Office

11
 1.4.2. Population Projections by Age Cohort
According to the 2019 population census, those between the ages of 5-9 and 10-14 have
the largest populations of 114,251 and 117,758 respectively (see Figure 1.1 and Table
1.5). The population was in 2022 estimated at 118,439 and 122,074 respectively.

The same trend, if maintained, implies that for the same cohorts, the population will
be expected to grow to 122,780 and 126,549 by the year 2025, and 125,762 and
129,623 by the end of the CIDP period in 2027.

Noteworthy too is that the highest population is within the 15 -49 years age bracket,
implying that the focus of socio-economic development must pay special attention to
this age bracket.

Murang'a County Population Pyramind

100+
90-94
80-84
70-74
60-64
50-54
40-44
30-34
20-24
10-14
0-4
-15.00 -10.00 -5.00 0.00 5.00 10.00 15.00

%Male %Female

Figure 1.1: Estimated Murang’a County Population by Age Cohorts

12
 Table 1.5: Population Projections by Age Cohort
Age 2019 Census 2022 Projections Projection 2025 Projection 2027
Cohort M F T M F T M F T M F T
0-4 55,695 54,819 110,514 57,736 56,828 114,565 59,853 58,911 118,764 61,307 60,342 121,649
5-9 57,564 56,687 114,251 59,674 58,765 118,439 61,861 60,919 122,780 63,364 62,399 125,762
10-14 59,951 57,807 117,758 62,148 59,926 122,074 64,427 62,122 126,549 65,991 63,631 129,623
15-19 55,307 50,160 105,467 57,334 51,999 109,333 59,436 53,905 113,340 60,880 55,214 116,093
20-24 38,214 37,212 75,426 39,615 38,576 78,191 41,067 39,990 81,057 42,064 40,961 83,026
25-29 31,823 32,975 64,798 32,989 34,184 67,173 34,199 35,437 69,635 35,029 36,297 71,327
30-34 35,380 36,354 71,734 36,677 37,687 74,363 38,021 39,068 77,089 38,945 40,017 78,962
35-39 34,374 34,523 68,897 35,634 35,788 71,422 36,940 37,100 74,040 37,837 38,001 75,839
40-44 31,951 31,021 62,972 33,122 32,158 65,280 34,336 33,337 67,673 35,170 34,147 69,317
45-49 28,548 28,255 56,803 29,594 29,291 58,885 30,679 30,364 61,044 31,424 31,102 62,526
50-54 22,188 23,528 45,716 23,001 24,390 47,392 23,844 25,284 49,129 24,424 25,899 50,322
55-59 20,187 22,035 42,222 20,927 22,843 43,770 21,694 23,680 45,374 22,221 24,255 46,476
60-64 14,624 15,823 30,447 15,160 16,403 31,563 15,716 17,004 32,720 16,097 17,417 33,515
65-69 13,356 14,856 28,212 13,846 15,401 29,246 14,353 15,965 30,318 14,702 16,353 31,055
70-74 11,534 13,123 24,657 11,957 13,604 25,561 12,395 14,103 26,498 12,696 14,445 27,141
75-79 5,793 9,160 14,953 6,005 9,496 15,501 6,225 9,844 16,069 6,377 10,083 16,460
80-84 3,811 6,312 10,123 3,951 6,543 10,494 4,096 6,783 10,879 4,195 6,948 11,143
85-89 2,163 4,001 6,164 2,242 4,148 6,390 2,324 4,300 6,624 2,381 4,404 6,785
90-94 866 2,112 2,978 898 2,189 3,087 931 2,270 3,200 953 2,325 3,278
95-99 451 1,205 1,656 468 1,249 1,717 485 1,295 1,780 496 1,326 1,823
100+ 152 695 847 158 720 878 163 747 910 167 765 932
Age NS 8 6 14 8 6 15 9 6 15 9 7 15
Inter-Sex 31 31 31 31
Total 523,940 532,669 1,056,640 543,145 552,194 1,095,370 563,054 572,434 1,135,520 576,730 586,339 1,163,100
*Intersex population is excluded from the table since it is too small to be distributed by age and projections
Source: KNBS

13
1.4.3. Population Projections by Urban Area
The most populated urban areas in Murang’a are Kenol and Murang’a Town, with the
population estimated at 44,086 and 43,314 persons respectively as reported in the 2019
Population and Housing Census. This population is projected to rise to 48,527 and
47,678 persons by the end of the plan period as shown in Table 1.6.

The County Government has planned to provide efficient and effective basic human
needs, such as, water, sewer systems, urban roads and non-motorized transport in all
urban centres. In so doing, Murang’a and Maragua urban areas have been combined
to form one municipality.

14
Table 1.6: Population Projections by Urban Area
Urban 2019 Census 2022 Projections Projection 2025 Projection 2027
Area M F T M F T M F T M F T
Kangari 1,919 2,177 4,096 1,989 2,257 4,246 2,062 2,340 4,402 2,112 2,396 4,509
Kenol 21,209 22,876 44,086 21,986 23,715 45,701 22,792 24,584 47,376 23,346 25,181 48,527
Kiria-ini 1,742 2,038 3,779 1,806 2,113 3,919 1,872 2,190 4,062 1,918 2,243 4,161
Maragua 4,006 4,591 8,577 4,153 4,759 8,912 4,305 4,934 9,239 4,410 5,054 9,463
Murang'a 21,056 22,258 43,314 21,828 23,074 44,902 22,628 23,920 46,548 23,178 24,501 47,678
Sabasaba 1,130 1,308 2,438 1,171 1,356 2,527 1,214 1,406 2,620 1,244 1,440 2,684
*Intersex population is excluded from the table since it is too small to be distributed by age
Source: KNBS

15
 1.4.4. Population Density and Distribution
The county average population density as per the 2019 Population and Housing Census
is 413 persons. It is projected at 428 persons per square km by 2022, and is expected
to grow to 455 persons per square km by the end of the plan period (2027).

The most densely populated sub-county as per the 2022 population projections is
Kandara, at 742 persons per square KM, while Gatanga sub-county is the least, at 314
persons per square KM. By the end of the plan period, it is projected that Kandara sub-
county population density will be 817 persons per square KM while Gatanga Sub-
county will grow to 345 persons per square KM as shown in Table 1.7.

16
Table 1.7: Population Distribution and Density by Sub-County
Sub 2019 Census 2022 (Projection) 2025 (Projection) 2027 (Projections)
County
Area Populatio Densit Area Populatio Densit Area Populatio Densit Area Populatio Densit
(KM2) n y (KM2) n y (KM2) n y (KM2) n y
Aberdare 173.30 43 0.25 173.30 45 0.26 173.30 46 0.27 173.30 47
Forest 0.27
Gatanga 599.00 187,989 314 599.00 194,880 599.00 202,023 337 599.00 206,930
325 345
Kahuro 169.00 88,193 522 169.00 91,426 169.00 94,777 561 169.00 97,079
541 574
Kandara 235.90 175,098 742 235.90 181,516 769 235.90 188,170 798 235.90 192,740
817
Kangema 173.46 80,447 464 173.46 83,396 481 173.46 86,453 498 173.46 88,553
511
Kigumo 242.10 136,921 566 242.10 141,940 242.10 147,143 608 242.10 150,717
586 623
Mathioy 178.00 92,814 521 178.00 96,216 541 178.00 99,743 560 178.00 102,166
a 574
Murang'a 241.00 110,311 458 241.00 114,354 474 241.00 118,546 492 241.00 121,425
East 504
Murang'a 547.20 184,824 338 547.20 191,599 350 547.20 198,622 363 547.20 203,446
South 372
Total 2558.9 1,056,640 413 2558.9 1,095,371 428 2558.9 1,135,521 444 2558.9 1,163,103
6 6 6 6 455
Source: KNBS

17
 1.4.5. Population Projection by Broad Age Groups
As summarized in Table 1.8, the population projection for Murang’a County is
distributed as per the following age groups:

Age group under 1: This age group comprises children who are below one year. The
2022 projected population of this age group stands at 22,237, which represents 2.03
percent of the total population. This population is estimated to grow to 23,612 by end
of the plan period 2027. The county's immunization coverage currently stands at 87.9
percent above the national figure of 77 percent. However, measures have to be put in
place to curb the infant mortality rate of 30/1000 live births, which is lower than the
national rate of 32/1000 live births.

Age group 0-4 (Under 5): The 2022 projected population of this age group stands at
92,328. This population accounts for 8.43 percent of the entire population and is
estimated to grow to 95,712 and 98,037 in 2025 and 2027 respectively. The under-
five mortality rate is 11/1000 live births against the national mortality rate of 41/1000
live births.

Age group 3-5 (Pre-primary School): This age group comprises children in Early
Childhood Development Education (ECDE). The 2022 projected population for this
age group stands at 70,021 accounting for 6.39 percent of the total county’s
population. It is projected to grow to 72,587 by 2025 and 74,351 by end of the plan
period. The male accounts for 50.3 percent of this age group.

Age Group 6-13 (Primary School): This is the population of Primary School going age
and it accounts for 17.66 percent (193,422) of the total population, this age cohort is
expected to grow to 200,512 in 2025 and 205,382 by end of the Plan period, 2027.

Age group 13-19 (Secondary School): It is estimated that 159,001 persons were in
secondary school going age in the year 2022. This population is expected to grow to
164,829 and 168,833 in 2025 and 2027 respectively. The net enrolment in secondary
schools for this group, which constitutes 14.52 percent of the county population, stands
at 49.3 percent (61,904) for males and 50.7 percent (63,658) for females.

Age group 18-35 (Youth Population): The county’s youth population in 2018 was
estimated at 232, 440, accounting for 19.0 percent of the total population. It was
estimated that the population would have grown to 244,864 in 2020, and 257,934 by
2022. This age group is the most productive, with the highest unemployment rate, and
inadequate skills.

Age group15-49 (Reproductive Age): Reproductive health issues remain critical to the
county as women face many challenges. The county’s fertility rate stands at 3 children

18
per woman, Maternal Mortality Rate is at 77/100,000 live births against the national
ratio which stands at 342/100,000 live births, and a contraception prevalence of 19.9
percent, against the country’s 44 percent. The 2022 projected population for this age
group was 259,682, which accounts for 23.7 percent of the county’s population. The
group is estimated to grow to 269,201 and 275,739 in 2025 and 2027 respectively.

Age group 15-64 (Labour Force): The projected labour force in the county in 2022 was
647,372, which constitutes 59.1 percent of the total county population. It is estimated
to increase to 671,101 and 687,402 in 2025 and 2027 respectively. This implies that
the county has a readily available labour force (human resource) and, therefore, there
is a need for the formulation of programmes that would develop human resource skills.
In addition, the county has to formulate strategies to strengthen the sectors that
constitute its economic base so that employment opportunities can be created.

Age group above 65: The county’s elderly population was estimated at 92,874 in 2022.
This accounts for 8.48 percent of the total population, and is projected to increase to
96,278 in 2025, and 98,617 by 2027. The designing of social protection programmes
need to take this into account.

19
Table 1.8: Population Projections by Broad Age Groups
Age Group 2019 Census 2022 (Projection) 2025 (Projection) 2027 (Projections)
M F T M F T M F T M F T
Infant Population (<1Year) 10,902 10,549 21,451 11,302 10,936 22,237 11,716 11,337 23,052 11,612 12,000 23,612
Under 5 Years Population 44,793 44,270 89,063 46,435 45,893 92,328 48,137 47,575 95,712 48,730 49,306 98,037
Pre-School (3-5 Years) 33,974 33,571 67,545 35,219 34,802 70,021 36,510 36,077 72,587 36,953 37,397 74,351
Primary School (6-13 Years) 94,172 92,411 186,583 97,624 95,798 193,422 101,202 99,310 200,512 101,722 103,660 205,382
Secondary School (13-19
Years) 79,886 73,493 153,379 82,814 76,187 159,001 85,850 78,979 164,829 80,898 87,935 168,833
Youth (15-29 Years) 125,344 120,347 245,691 129,938 124,758 254,697 134,701 129,331 264,033 132,473 137,973 270,446
Women of Reproductive
Age (15-49 Years) - 250,500 250,500 - 259,682 259,682 - 269,201 269,201 - 275,739 275,739
Economically Active
Population (15-64 Years) 312,596 311,886 624,482 324,054 323,318 647,372 335,932 335,169 671,101 343,310 344,092 687,402
Aged (65+) 98,617
38,126 51,464 89,590 39,523 53,350 92,874 40,972 55,306 96,278 56,649 41,967

Source: KNBS

20
 1.4.6. Population of Persons with Disability

According to the 2019 Kenya National Population and Housing Census, the number of
persons with disabilities, was 102,527, which accounted for 9.7 percent of the total
county population. This calls for strategic partnerships with stakeholders in order to
address the needs of persons with disabilities.

By type, most people have mobility and visual disabilities at 37,260 and 20,820 persons
respectively, with the least being communication at 7,327 persons. The age between 0-
14 years’ accounts for 53.9 percent of the total county population of persons with
disability. This phenomenon has implications on the need to focus on education
infrastructure which are accessible to all.

Table 1.9 gives the distribution of persons with disability by type of disability, age, and
sex.

21
Table 1.9: Population of Persons with Disability by Type, Age and Sex
Age 0-14 15-24 25-34 35-54 55+

Femal
Type Total Male Female Total Male e Total Male Female Total Male Female Total Male Female

Visual 11,135 4,268 6,867 734 302 432 510 184 326 1,782 599 1,183 6,659 2,431 4,228

Hearing 4,796 2,068 2,728 305 175 130 258 134 124 624 325 299 2,821 1,014 1,807

19,26
Mobility 2 6,537 12,725 502 287 215 540 294 246 2,615 1,054 1,561 14,341 4,240 10,101

Self-care 6,537 3,051 3,486 502 318 184 474 305 169 900 566 334 3,231 1,064 2,167

Cognition 9,002 3,945 5,057 696 426 270 732 445 287 1,635 885 750 4,607 1,415 3,192

Communicati
ng 4,529 2,497 2,032 605 362 243 524 321 203 735 433 301 934 375 559

Source: KNBS 2019

22
 1.4.7. Demographic Dividend Potential
The demographic dividend is defined by United Nations Populations Fund (UNFPA) as
“the economic growth potential that can result from a shift in a population’s age
structure, mainly when the share of the working age population (15-64) is larger than
the non-working age share of the population (14 and younger, and 65 and older).

Table 1.10, the county demographics show an increasing number of people in the active
labour force (15-64). The county plans to intensify strategies for engagement of this
active population with a view to increasing productivity and growth of all sectors of
the county’s economy. It will also strengthen the county human capital base and
employment opportunities through investment in education, training and skills
development. The county will also invest in the key sectors of agriculture, infrastructure,
technology, and innovation.

Given that the demographic window of opportunity for Murang’a County has opened,
more focus should to be given to creating employment and income opportunities for
the working age population so that they can contribute to accelerated socio-economic
development of the county. However, the younger population must have access to
quality education, adequate food nutrition, and quality health, in order for the
envisaged “demographic gift” to occur. Moreover, the increase in dependency ratio is
a negative for the county, since an increasing number of residents are dependent.

Table 1.10: Demographic Dividend Potential

Category 2019 2023 2024 2025 2026 2027
Population Size
1,056,640 1,108,594 1,121,977 1,135,521 1,149,229 1,163,103
Population below 15
(%) 32.42 34.01 34.42 34.84 35.26 35.68
Population 15-64
(%) 59.10 62.01 62.76 63.51 64.28 65.06
Population above
65(%) 8.48 8.90 9.00 9.11 9.22 9.33
Dependency Ratio
0.69 0.73 0.73 0.74 0.75 0.76
Fertility Rate 3.2 3.0 3.0 3.0 2.9 2.9
Source: KNBS 2019 Census and KDHS 2022

1.5. Human Development Index

During the second CIDP planning period (2018-2022), the County Human
Development Index (HDI) was 0.56, while the national ratio was 0.52. This implies
that the county was performing better in terms of human development. Currently, the
HDI is 0.5621 and 0.601 respectively for the county and national levels. This shows that
the county is performing better though there is a significant decline compared to the

23
2013-2017 HDI index. This is partly attributed to growing unemployment, especially
amongst the youth, which currently stands at 22%.

1.6. County 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 poverty. This money
metric way of measuring poverty has been found to be less inclusive in terms of
identifying the poor. It is also not easily interpreted within policy-making circles. When
poor people, for example, 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 neighbourhoods.

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 (SDGs), where Goal 1 aims at
ending poverty in all its forms everywhere. The SDGs require all countries to measure
and report poverty using all approaches and support all forms for the various age
groups.

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 2016/16, the report
findings confirmed that using a monetary measure alone does not capture high
incidence of multidimensional poverty. The monetary poverty rate for Murang’a is
24.6%, which is 11-percentage point lower than the national rate of 35.7%, with
approximately 259,751 people in Murang’a being monetarily poor. Murang’a has a
multidimensional poverty rate of 43.2%, which is 19-percentage point lower than the
monetary poverty rate of 24.6%, with a total of 456,156 people being multi-
dimensionally poor.

When disaggregated by age groups, 33.5% of children in Murang'a are multi-

dimensionally poor. This is 19 percentage points lower than the national average of
52.5%. Among the youth, 43.6% are multi-dimensionally poor, compared to a
national average of 48.1%, while for the elderly population, 40.9% are multi-
dimensionally poor, compared to a national average of 55.7%.

Among children aged 0-17, the core drivers of multidimensional poverty are housing
(63.7%), sanitation (37.2%), water (31.4%) and nutrition (22.3%). For the youth aged
18-34, the core drivers of multidimensional poverty are housing (54.8%), education
(51%), economic activity (42.1%), sanitation (33.1%) and water (26%).

24
Among adults aged 35-59, the core drivers of multidimensional poverty are economic
activity (84.4%), education (74.1%), housing (60.3%) and sanitation (36.6%). Among
the elderly aged 60+, the core drivers of multidimensional poverty are housing (60%),
education (45.7%), water (34.3%) and sanitation (34.1%).

1.7. Theory of Change

This CIDP for the 2023-2027 plan period aims at socio-economic transformation of the
county for sustainable development and for the benefit of all. To achieve this overall
objective, the county realises its historical and hidden entrepreneurial capacity that
potentially could be developed and managed to stimulate economic growth and
development. Since independence, the county has had a rich history of successful
cooperative movement that is mainly agricultural-based. The county, like the rest of the
country, has of late experienced various challenges, including increased levels of
unemployment, food insecurity, poor access to health care, high levels of illiteracy and
transition levels.

To address the above challenges, the county, through this CIDP, seeks to change the
status quo. Specifically, the county will be focusing on among others, increased
agricultural production, productivity and value addition; improved Universal Health
Care; education sector interventions, including school-feeding programme; community-
based development projects of roads and ECDE infrastructure; health centres; and
markets. The county aims at achieving these objectives through the traditional
cooperative spirit of the people of Murang’a in the motto, Kamùingì Koyaga Ndìrì
(Unity is Strength).

25
 CHAPTER TWO
2. PERFORMANCE REVIEW OF THE SECOND CIDP (2018 -2022)
2.0. Overview
This chapter gives an overview of the implementation status of the second CIDP (2018-
2022) programmes and projects. It analyses county revenue streams (equitable share,
grants and own source), comparing the budgeted versus the actual revenue. The chapter
tabulates county expenditure by sector/sub-sector, comparing the estimated against the
actual budget. It finally summarizes key sectoral achievements with a focus on outcomes
and outlines the challenges and lessons learnt during the implementation.

2.1. Analysis of the County Revenue Sources

The county has two broad sources of revenue: the national sharable revenue comprising
equitable share as per the Commission on Revenue Allocation (CRA); conditional grants
and loans; and own source revenue collected locally by the county from various
sources.

The Murang’a County Government Equitable Share has been on a steady increase, rising
from Kshs 6.25 billion in 2018/19, Kshs 6.68 billion in 2019/20, Kshs 6.46 Billion in
2020/21, Kshs 7.18 Billion in 2021/22 to Ksh 7.18 Billion in 2022/23 financial years as
indicated in Table 2.1.

26
Table 2.1: Analysis of County Revenue Sources
Revenue Source 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023

Projectio Actual Projection Actual Projection Actual Projection Actual Projection Actual
n (Kshs (Kshs M) (Kshs M) (Kshs M) (Kshs M) (Kshs M)
M)

Equitable Share 6,779.77 6,248.60 7,520.48 6,679.83 8,012.69 6,456.6 7,534.51 7,180.16 7,990.78 7,180.16
0

Conditional Grants 942.36 354.65 250.37 282.19 310.76 350.34 364.97 175.97 153,3 -
(GOK)

Conditional Grants 117.69 457.53 335.03 520.78 541.13 637.46 685.26 761.32 466.2 -
(Development
Partners)

Own Source 960.00 704.03 960.00 580.30 900.00 627.16 1,500.00 520.32 600.00
Revenue

Balance B/F 750.00 525.00 540.66 1,039.22 300.00

(Revoted)

Total 8,799.86 8,514.81 9,065.88 8,588.11 9,764.58 8,612.22 10,084.75 9,676.99 8,877.27 8,619.7
8

Source: County Treasury

27
2.1.1. Analysis of the County Own Source Revenue
The main sources of local revenue ranked by amounts collected include Licenses, Health
(NHIF reimbursements), plot rent/land rates, plan approvals and building materials and
other cess.

The projections for own source revenue were Kshs 960,000,000 both for FYs
2018/2019 and 2019/20. The same was revised to Kshs 900,000,000 and Kshs
1,500,000,000 respectively for FYs 2020/2021 and 2021/2022. However, the actual
revenue realized was Kshs 704,030,420 and Kshs. 520,317,425 respectively for FYs
2018/2019 and 2021/2022, indicating a general downward trend as shown in Table
2.2.

28
Table 2.2: Analysis of County Own Source Revenue
Local Revenue Sources / FY 2018/2019 2019/2020 2020/2021 2021/2022
Department/Revenue item Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual
Revenue Revenue Revenue Revenue
Licenses 221,936,953 126,378,883 106,453,611 105,811,246 99,800,260 142,683,456 199,800,260 106,214,073
Plot rent/land rates 85,737,502 60,126,961 66,833,528 53,077,908 62,656,433 69,562,753 62,656,433 52,727,019
Other cess revenue 3,031,002 21,883,240 6,130,486 30,464,265 5,747,331 43,272,008 5,747,331 37,553,539
House rent/stall/hall 12,620,023 8,151,673 11,405,486 5,348,648 10,692,643 6,088,784 10,692,643 3,864,556
Bus Park fee 34,178,856 28,719,937 62,168,765 19,568,017 58,283,217 24,631,551 58,283,217 26,647,768
Parking fee 38,439,493 18,592,165 38,407,404 21,188,492 36,006,941 25,056,136 36,006,941 21,125,468
Market fee 57,448,382 53,712,820 68,396,963 39,866,857 64,122,153 46,390,801 64,122,153 42,663,662
Plan approval 26,258,990 36,907,306 49,801,478 9,654,982 46,688,886 2,848,192 46,688,886 2,837,038
Self-help group 3,600,692 3,825,810 4,053,310 1,324,551 3,799,978 1,471,325 3,799,978 998,187
Morgue fee 4,267,584 2,341,690 2,344,737 1,764,911 2,198,191 1,545,454 2,198,191 1,589,982
Sub division/transfer 14,814,243 7,114,440 22,301,378 6,199,421 20,907,542 8,692,414 20,907,542 4,760,952
Liquor 54,150,514 28,003,100 39,932,690 29,438,559 37,436,897 24,056,184 37,436,897 16,098,213
Motor bikes 4,995,274 6,833,610 16,830,870 2,188,647 15,778,941 2,651,387 15,778,941 1,075,519
Slaughter 985,873 3,010,010 1,958,445 1,910,676 1,836,043 1,068,984 1,836,043 1,013,666
Building materials & other cess 96,630,345 62,713,630 82,360,716 46,508,937 77,213,171 29,414,570 77,213,171 33,045,131
Advertisement 24,012,869 17,027,999 11,630,645 6,335,818 10,903,729 10,463,947 10,903,729 11,312,809
Education & poly 1,323,271 2,380,600 1,419,809 166,189 1,331,071 139,776 1,331,071 45,350
Other land-based revenue 3,526,160 3,242,610 10,994,325 3,985,709 10,307,180 2,749,224 10,307,180 2,507,105
Sale of forms 13,921,583 8,565,260 13,093,859 3,620,329 12,275,493 7,684,076 12,275,493 5,366,238
Environmental Conser. Fee
(Conservancy) 24,418,657 13,515,289 22,204,586 9,452,486 20,816,800 16,085,549 20,816,800 12,160,977
Impounding fees 3,020,846 5,277,070 6,494,386 1,667,021 6,088,487 1,544,129 6,088,487 1,653,322
Penalties 3,216,308 1,749,735 2,486,645 453,856 2,331,230 1,632,704 2,331,230 2,121,027
Fire fighting 606,074 3,183,230 24,308,535 11,776,580 22,789,252 17,373,124 22,789,252 14,014,973
Land, housing & phy. Planning 1,366,285 1,302,650 14,600,000 1,475,830 13,687,500 8,421,917 13,687,500 2,246,989
Mariira farm (Revenue) 1,262,972 2,483,171 2,321,783 170,482 2,176,672 195,835 2,176,672 140,662
Cooperatives (audit fee) 1,017,634 840,110 838,396 662,314 785,996 495,988 785,996 272,106
Livestock (AI Services) 2,327,915 3,331,125 18,727,888 2,167,160 17,557,395 1,865,290 17,557,395 153,290
Meat inspection 19,605,670 8,210,880 15,781,040 8,746,517 14,794,725 10,920,614 14,794,725 12,318,686
Vet. clinical services 465,368 47,220 6,390,710 1,210,759 5,991,291 0 5,991,291 657,090
Hospital Charges 154,007,298 139,482,031 185,110,820 132,099,827 173,541,390 92,409,655 173,541,390 81,250,808

29
 Local Revenue Sources / FY 2018/2019 2019/2020 2020/2021 2021/2022
Department/Revenue item Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual
Revenue Revenue Revenue Revenue
Public health 45,534,192 24,008,915 42,118,140 21,045,894 39,485,756 22,866,755 39,485,756 18,825,282
Weights & measures 1,271,172 1,067,250 2,098,566 948,543 1,967,406 2,882,016 1,967,406 3,055,938
Sub-Total 960,000,000 704,030,420 960,000,000 580,301,431 900,000,000 627,164,598 1,500,000,000 520,317,425

30
2.2. County Budget Expenditure Analysis
For the FY 2019-2020, analysis of expenditure by sector as shown in Table 2.3 shows
that the Health and Sanitation Sector recorded the highest absorption rate of the budget
at 93.92 per cent, while the Sector of Environment & Climate Change recorded the
least absorption rate of the budget at 42.78 per cent. The sector of Health and
Sanitation had the highest budget allocation at KES 3,262.5 million at 36.98 per cent
of the total budget.

For the FY 2020/21, the Health and Sanitation Sector recorded the highest absorption
rate of budget at 96.00 per cent, while Environment & Climate Change Sector recorded
the least absorption rate of budget at 42.63 per cent. Health and Sanitation Sector had
the highest budget allocation at KES 3,770.30 million representing 42.43 per cent of
the total budget.

The analysis of expenditure for FY 2021-2022 shows that the sector of Public Service
Administration recorded the highest budget absorption rate at 94.74 per cent, while
the Sector of Environment & Climate Change recorded the lowest at 17.04 per cent.
The Health and Sanitation Sector had the highest budget allocation and expenditure at
KES 4,595.38 million and KES 4,005.28 million respectively. The Health and Sanitation
Sector accounted for 49.69 per cent of the total county expenditure.

31
Table 2.3: County Sector Approved budget and Expenditure Analysis
Financial Year 2019-2020 2020-2021 2021-2022

Sector Name Total Total Varian Absorpti Total Total Varian Absorpti Total Total Varian Absorpti
Budget Actual ce on rate Budget Actual ce on rate Budget Actual ce on rate
Allocati Expendit (%) Allocati Expendit (%) Allocatio Expendit (%)
on ure on ure n (Kshs. ure
(Kshs. (Kshs. M) (Kshs. (Kshs. M) M) (Kshs. M)
M) M)
Agriculture, Livestock & Fisheries 852.1 661.79 190.31 77.67 766.65 661.79 104.86 86.32 1,187.33 665.14 522.19 56.02
Education and vocational 672.4 506.54 165.86 75.33 580.21 444.17 136.05 76.55 632.51 515.68 116.83 81.53
training
Environment & Climate change 92.9 39.74 53.16 42.78 78.07 33.28 44.79 42.63 44.59 7.6 36.99 17.04
Finance, IT & Economic 294.9 188.5 106.4 63.92 351 188.6 162.4 53.73 458.57 320.84 137.73 69.97
Planning
Health & Sanitation 3,262.5 3,064.09 198.41 93.92 3,770.3 3,619.59 150.71 96 4,595.38 4,005.28 590.1 87.16
Road, Transport, Energy and 734.2 649.5 84.7 88.46 585.72 542.93 42.79 92.69 584.6 304.64 279.96 52.11
Public works
Lands, Housing & Physical 159.3 70.11 89.19 44.01 313.48 194.29 119.2 61.98 282.03 83.51 198.52 29.61
Planning
Water and Irrigation 175.6 90.47 85.13 51.52 222.1 123.46 98.64 55.59 136.72 111.95 24.77 81.88
Trade, Industry and Tourism 255 238.81 16.19 93.65 270.65 238.7 31.95 88.2 514.15 190.33 323.83 37.02
Youth, Sport, Culture and Social 195.2 118.7 76.5 60.81 125.71 103.42 22.29 82.27 186.44 118.05 68.39 63.32
Services
County Assembly 805.1 576.73 228.37 71.63 835.14 730.26 104.88 87.44 971.3 786.06 185.24 80.93
Governorship, County 332.2 292.8 39.4 88.14 318.32 251.57 66.75 79.03 323.26 258 65.26 79.81
Coordination and
Administration
Public Service Admin 945.7 883.5 62.2 93.42 622.92 574.96 47.96 92.3 707.96 670.69 37.27 94.74
Public Service Board 46.2 27 19.2 58.44 44.64 28.69 15.95 64.27 43.72 22.57 21.15 51.62
Total 8,823.3 7,408.28 1,415.0 83.96269 8,884.91 7,735.71 1,149.2 87.06571 10,668.56 8,060.34 2,608.2 75.55228
0 2 0 2

32
2.3. Sector Programmes Performance Review for the Second CIDP Plan Period
2.3.1. Public Administration and ICT Department
The department coordinates government activities including liaison with the County
Assembly for the legislation and implementation of policies. Other major functions
domiciled within the department are public service, including: performance evaluation
and ISO certification, project coordination and monitoring, performance management,
as well as internal audit. The Public Administration and Information Communication
Technology Department consists of the following Directorates:
a) Administration and Coordination
• Coordination of Government Services
• Enforcement and Compliance
• Fire Services and Disaster Management
• Fleet management
b) Human Resource
• Payroll Management
• Human Resource Management and Development
c) Performance Management Directorate
• Performance Contracting
• Performance Appraisals
• ISO Certification
d) ICT and Public Communication Directorate
• Information Communication Technology and Public Communication
• Information and Public Communication
e) Public Service Board; and
f) Internal Audit
g) Project Coordination, Monitoring and Evaluation

2.3.1.1. Administration and Coordination Directorate

The mandate of this directorate is to enhance coordination and service delivery. Under
the Kenya Devolution Support Program, 19 members of staff were trained on integrated
environmental assessment and audit, 14 staff members assessed on a senior management
course, 2 on strategic leadership development program, and one on transformative
development course. Eleven county & sub county offices received new office equipment
(e.g. desk top computers, metallic cabinets, laptops).

The following were the achievements, challenges, emerging issues, and lessons learnt
for the directorate and divisions:

A. Achievements
a) It successfully coordinated ten departments at the county headquarters and at the
sub-county level. It also developed the organizational structure and set up and
operationalized the Office of the County Attorney.

33
b) The Fire and Disaster Management Division responded to all reported emergencies;
sensitized public, business premises, firms and learning institutions on fire and
disaster management; issued fire clearance certificates to fire compliant businesses,
firms and institutions, and consequently contributing to revenue generation in the
county; conducted external and on-the-job trainings; and acquired a new fire
engine GKB 420W, thus improving response capacity.
c) The Enforcement Section recruited 100 enforcement officers against a target of 70;
procured 30 requisite uniforms for the enforcement officers; and initiated
development of county by-laws.

B. Challenges
The challenges experienced during the period included:
a) Covid-19 pandemic which hindered the implementation of various activities
b) Coordination of departments was greatly impacted while officers were working
from home
c) Inadequate funding
d) Lack of facilitation for office equipment and stationery
e) Insufficient rescue equipment and protective equipment such as rope rescue and
emergency medical gears.
f) There are only three fire stations distributed across the county thus prolonging
response time when long distances need to be covered.

C. Emerging Issues
Covid-19 forced the county to adopt a new way of doing business. Coordination of
county departments while working from home was a new phenomenon. Only the
officers in departments offering essential services remained in the office.

D. Lessons Learnt
The lessons learnt include:

a) There is a need for adequate preparedness for unforeseen emergencies, such as

the Covid-19 pandemic
b) Team work plays a critical role in achievement of organizational goals
c) The need for well-coordinated channels of communication
d) A well-defined organizational structure and coordinated enhances performance
e) Policy formulation, implementation and compliance are of great importance to
delivery.

2.3.1.2. Information Communication Technology and Public Communication

A. Achievements
The sector achieved the following:
a) A Local Area Network was installed in all eight sub-county offices which were
also connected with 5Mbps internet to facilitate the implementation of a
Revenue Management System.

34
 b) A bulk SMS platform was acquired to enable easy communication with the public
across the county.

c) The resource centre program was started in 2018 to provide the youth with
access to internet in all sub counties. The program had been implemented to the
level of acquisition of office space, and construction of some workstations in
Kiharu sub-county after the Ministry of Information Communications and
Technology gave approval for the resource centre to be housed at their premises.

d) The Murang’a County website was designed to enhance public communication.

Through the website, the public can access information about vacancies, tenders,
public documents, and follow up on county events and projects. In 2022, it was
revamped to make it more interactive to better serve the needs of the public.

B. Challenges
The challenges include:
a) Inadequate facilities and equipment both in IT and Public Communication.
b) Lack of harmonization from the ICT Authority to guide ICT and public
communication operations across all counties.
c) Lack of office space and related infrastructure, especially in sub counties.

C. Emerging Issues
During second CIDP plan period, the Covid 19 outbreak enhanced the use of ICT by
the public due to the ‘work from home’ programme.

D. Lessons Learnt
There is a need to sensitize staff and the top management on ICT, since it is vital in
efficient delivery of county services.

2.3.1.3. Human Resource

A. Achievements
In the Plan Period, the department appraised and classified 50% of the existing records
and trained 11 records management officers. Six human resource offices were
networked with the IPPD system and ten officers trained on the Unified Payroll System.
The performance management unit reviewed and rolled out a new staff performance
appraisal management tool as well as trained 3000 employees on performance
management.
The department developed four draft policies, namely: Training Policy, Records
Management Policy, Occupational Health and Safety Policy and Performance
Management Policy. Also developed were a draft strategic human resource plan and
ten departmental structures and staffing plans. The department trained 50% of the
employees, conducted a skills audit and established a skills inventory. It also provided

35
a medical cover, group personal accident cover, work injury benefit (WIBA) cover and
group life cover.

B. Challenges
The Directorate experienced the following challenges
a) Low allocation of funding for implementation of programmes /projects;
b) Small office space and limited equipment;
c) Covid 19 pandemic hindered implementation of various activities;
d) Resistance to change;
e) Inadequate consultation between department and agencies;
f) Poor job placement;
g) Lack of capacity building and orientation;
h) Lack of mobility and airtime facilitation;
i) Inadequate policy and guidelines formulation and implementation.

C. Emerging Issues
The emergence of Covid- 19 resulted in staff working from home, but most were ill-
equipped as they lacked computers and other ICT technologies and applications

D. Lessons Learnt
Lessons learnt include:
a) The need for adequate disaster/pandemic preparedness;
b) The importance of team work in achieving goals;
c) The need for well-coordinated channels of communication;
d) Organizational culture is key to performance;
e) Devolved services should be decentralized to the ward level;
f) There is a need to develop and implement adequate well-structured systems;
g) There is a need to capacity build and have proper job placement of employees.

2.3.1.4. Project Coordination, Monitoring and Evaluation

A. Achievements
The achievements during the 2018-2022 period include;
a) Deployment and capacity building of three M&E officers was undertaken
b) Institutionalization of M&E in all county departments

B. Challenges
The challenges included:
a) Inadequate technical capacity on the part of the County Monitoring and
Evaluation Unit.
b) Inadequate facilitation of the M&E function; project coordination and M&E was
allocated insufficient funds to enable effective collection, analysis, reporting and
dissemination of findings.
c) The challenge of hosting the Monitoring and Evaluation Directorate in
Administration rather than in the Economic Planning Unit.
36
C. Emerging Issues
The emergence of Covid-19 slowed down the implementation of several
programmes and projects.

D. Lessons Learnt
They include:
a) Inculcation of M&E culture across the departments/directorates facilitates the
achievement of objectives.
b) The monitoring and evaluation findings can be used to promote accountability
to the public.
c) The monitoring, evaluation, learning and reporting function should be highly
linked to the economic planning function of the county.

2.3.1.5. Internal Audit

A. Achievements
Internal audit staff were trained on relevant skills in order to improve the processes
of audit. In addition, an Audit Committee was established and is operational.

B. Challenges

a) The absence of a risk management profile makes it difficult to evaluate the

adequacy and reliability of information available for decision making.
b) High turnover of staff to other departments.
c) Inadequate budgetary allocation.
d) Lack of capacity building for seconded staff.

C. Emerging Issues
The emergence of Covid-19 slowed down the implementation of several programmes
and projects.
D. Lessons Learnt

The Audit section is guided by the Public Finance Management Act. It mitigates loss of
public resources.

2.3.1.6. Public Service Board

A. Achievements
During the plan period, the board was able to meet all the ten departmental requests
for recruitment, thus establishing adequate work force in the county public service. In
the promotion of values and principles, the board reports annually to the relevant
bodies. Human resources policies are in draft form awaiting completion.

B. Challenges

37
The sector encountered various challenges in fulfilling its mandate. They included the
following:
a) Inadequate human resource policies
b) Lack of compliance with the NCIC guidelines on staffing diversity in the existing
workforce.

C. Emerging issues
The Covid 19 pandemic halted the recruitment and development of staff, thus hindering
service delivery.

D. Lessons Learnt
Lessons learnt include:
a) Adequate planning and funding are a requirement to cater for disaster and
pandemic preparedness
b) Succession planning should be embraced to ensure no vacuum is left in the
departments
c) Timely disbursement of funds is key to performance

2.3.2. Finance and Economic Planning

The sector is composed of finance, economic planning, county budget, procurement,
and revenue.
2.3.2.1. Finance
The Finance Directorate comprises revenue, procurement, accounts and county
budget units.

A. Achievements
During the Plan Period, the directorate steered the planning, resource allocation and
utilization in all the functions of the county

B. Challenges
These includes:
a) Low absorption of development funds as illustrated by the expenditure of
Kshs.1.37 billion in FY 2021/22 from the annual development budget
allocation of Kshs.3.29 billion. The development expenditure represented
41.7 per cent of the annual development budget.
b) A high wage bill, which accounted for 40.9 per cent of the annual realised
revenue of Kshs.8.35 billion in FY 2021/22, thus constraining funding to other
programmes.
c) The underperformance of own-source revenue at Kshs.520.32 million against
an annual projection of Kshs.1.58 billion, representing 32.9 per cent of the
annual target.
d) High level of pending bills
e) Use of manual payroll. Personnel emoluments amounting to Kshs.504.12

38
 million were processed through the manual payroll and accounted for 11.6
per cent of the total payroll cost. The manual payroll is prone to abuse and
may lead to loss of public funds where the internal control systems are weak.
f) Inadequate supervision of projects and programmes under implementation.
g) Inadequate facilities and office space, which affected service delivery.

C. Emerging Issues
When the pandemic first appeared in Kenya in March 2020, usual economic operations
were disrupted and resources were redistributed to cater for Covid-19 programs. This
reduced the amount of money available for other programmes and projects.

D. Lessons Learnt
There is a need for effective resource matching of approved and budgeted county
priorities

2.3.2.2. Economic Planning

A. Achievements
During the plan period, the directorate timely prepared and submitted for approval the
following county economic policy documents:
• The County Integrated Development Plan
• The County Annual Development Plans
• The County Annual Progress Reports (C-APR)
• The financial and non-financial reports to the Office of the Controller of Budget
(OCOB)
b) Participated in the preparation of the following budgeting policy documents:
• County Budget Review Outlook Paper
• County Fiscal Strategy Paper
• Budget estimates for financial years
c) The department also provided technical support to other departments and
donor-funded programmes, such as KDSP, KUSP, NARIGP, and ASDSP.
d) Management of County Statistical data;

B. Challenges
These include:
a) Late submission of departmental inputs for incorporation into various statutory
time bound reports, such as the Annual Development Plans (ADPs) and County
Annual Progress Reports (CAPRs).
b) Insufficient funding and facilitation of critical departmental activities.
c) Weak M&E structure incapable of tracking the implementation of planned
activities.
d) Insufficient fora for capacity-building departments on effective planning

39
 e) Non-operational County Integrated Monitoring and Evaluation System (CIMES)
f) Lack of a Resource Mobilization Unit for proposal writing and developing
partnerships

C. Emerging Issues
During the implementation period, the issue of Covid 19, affected public participation
in programmes and projects.

D. Lessons Learnt
a) Effective and efficient monitoring, evaluation, learning and reporting is of
necessity a function of the economic planning directorate; and
b) There is an urgent need to create a Resource Mobilization Unit to be domiciled
in the economic planning directorate for proposal writing and partnership
development.

2.3.2.3. Revenue
A. Achievements
The revenue section was able to reverse the decreasing trend of own source revenue
which at the start of the planning period only stood at 50.5%.

B. Challenges
The following challenges made it difficult to realize the targeted amount.

a) The county government failed to review the Finance Act during the period, making
it difficult to explore new areas of revenue enhancement. The last review was
undertaken in 2018.
b) Inadequate support from management: Revenue collection relies on supervision and
monitoring to ensure enhanced collection of revenue. The management provided
inadequate support to achieve this. Specifically, fuel for revenue vehicles was not
provided, all the revenue vehicles in the sub counties were either unserviceable or
grounded, and enforcement officers were not facilitated to undertake their duties.
c) Enforcement Challenge: the county has an enforcement section under the
department of administration. The county enforcement officers are required to assist
the revenue section where enforcement of revenue defaulters is required, including
taking such defaulters to court. However, the absence of a legal framework to
prosecute offenders makes this difficult. As a result, the county relies on those who
chose to pay voluntarily.
d) Non-Automation of Revenue Management: the County failed to automate
revenue operations over the period, despite the department making requisitions
for automation. As a consequence, the department was unable to detect a decline
in revenue from specific areas.
e) Lack of training for revenue staff: for efficient performance, every worker needs
capacity building to improve and enhance performance skills. During the planning
period, no training or capacity building was undertaken.
40
 f) Political Interference; during the period, especially during the electioneering year,
there were a number of political pronouncements that incited traders against
paying the requisite county revenue. This affected revenue collection negatively.
g) Unrealistic revenue targets: the county continuously set unrealistic targets over the
planning period. The highest amount ever collected was Kshs.700 million p.a,
while the lowest was Kshs. 454 million p.a. Despite this, the county budgeted
between Kshs 1 billion and Kshs 1.6 billion annually which was unrealistic.

C. Emerging Issues
During the implementation period, the Covid 19 pandemic affected revenue collection.
The resultant economic recession and economic hardship led to the closure of businesses
and, in turn, low revenue collection.

D. Lessons Learnt
Management support is very crucial in revenue mobilization, review of the County
Finance Act every year would have gone a long way towards enhancing revenue.
Embracing modern methods of revenue mobilization, including undertaking a valuation
roll, would have sparked a rise in local revenue as witnessed in other counties.

2.3.3. Agriculture, Livestock, Fisheries Services

2.3.3.1. Agriculture (Crops)
During the CIDP period (2018-2022), the crops sector programmes being implemented
were; food and nutrition security, cash crop development, and capacity building and
extension. The Department also established a County Agriculture Sector Steering
Committee (CASCOM), to facilitate implementation of Food and Nutrition Security.
The Directorate partnered with large scale agro-preneurs and processors, such as Kakuzi
and Delmonte.

A. Achievements
i. Food and Nutrition Security Programme
Under the Programme, 2,500 metric tonnes of hybrid maize and 250,000 (50 kg)
bags of topdressing fertilizer were purchased and distributed to 250,000 farming
households countywide.

At the end of the 5-year period, 2,571 metric tons of hybrid maize seeds and
225,893(50kg) bags of top-dressing fertilizer had been distributed during long rain
seasons. Over the five (5) years, household food supply improved by 1.5 million
bags of maize valued at KES 4.8 billion. During the period, weather fluctuations in
some seasons adversely affected production.

0ne facility was to be established and operationalized at a cost of KES 300m.This

was not realised as no funds were allocated over the five years.

41
ii. Cash Crop Development Programme
The Avocado upgrading sub programme distributed 1,729,000 Hass Avocado
seedlings to 292,540 farmers. The area under Hass production increased by 5,532
hectares. The crop planted in the first year is currently in flowering stage. Once
mature, we project to realise additional 99,576 metric tonnes of avocado fruits
annually valued at KES 7 billion. The seedlings were procured jointly by Murang’a
County Government and the Upper Tana Nairobi Water Trust Fund.

iii. Capacity Building and Extension Services Programme

During the CIDP 2018-2022 period, the Crops Directorate targeted to offer extension
services to 636,000 farmers using different approaches and methodologies, such as
SHEP approach, farm field schools, field days, farm demonstrations, barazas, group
and individual farmer visits. The farmers reached were 351,450 as indicated in Figure
2.1. The low achievement was due to the COVID 19 pandemic containment
measures, which restricted human contact and movement across the county (March
2020- July 2022).

42
 Number of Farmers reached and offered extension services.

250,000

200,000

150,000

100,000

50,000

0
2018/2019 2019/2020 2020/2021 2021/2022

Target Achievements

Figure 2.1: Number of Farmers reached and offered extension services per year

B. Challenges
The challenges included:
a) Prolonged drought adversely affected rain fed and irrigated farmlands.
b) Increased farm input prices, for example, CAN fertilizer rose from Ksh. 2,500 in
July 2021 to Ksh. 5,400 in 2022.
c) Emergence of the following migratory pests; fall army worm, African army worms
(Long Rains-2022), desert locusts (Short Rains 2019), quelea birds (Short Rain-
2021 and Long Rains 2022) in rice fields.
d) Invasion of velvet monkeys caused the destruction of crops (maize, tender beans,
coffee, mangoes, banana, macadamia). There was no compensation under
Wildlife Crop Damage Act.
e) Covid-19 pandemic affected extension service delivery at production and
marketing levels as containment protocols demanded reduced group sizes,
minimal human contact and restricted movement across counties (March 2020-
July 2022).
f) Receding workforce due occasioned by retirements

C. Emerging Issues
These include:
a) There is a need to incorporate nutrition sensitive agriculture in all projects and
programmes addressing food and nutrition security. This will reduce incidences of
nutrition related diseases in the county, such as diabetes, hypertension and
malnutrition.
b) There is a need to establish food farmercies that will enhance culture and food
traditions by supporting healthy, diversified and culturally appropriate diets.

43
 c) ICT packages developed and incorporated in agriculture enhanced information
and extension service delivery. This included interventions, such as video
conferencing, during COVID 19 pandemic.
d) Indigenous technical Knowledge (ITK) if incorporated in the extension system can
improve planning for farm operations.
e) There is a need to develop better technologies and innovations by establishing
strong research –extension linkage at the county level. There is also need to
create an inventory for them.

D. Lessons Learnt
These include:
a) When making plans for projects and programmes there is a need to factor in the
costs for possible emergencies; and
b) It is imperative to apply ICT communication tools.

2.3.3.2. Livestock Development

A. Achievements
The Livestock Production Department, in collaboration with Upper Tana Natural
Resources Programme (UTaNRMP), distributed 840 dairy cows to 56 common interest
groups spread across all the sub counties. The programme also carried out 39,347 farm
visits, held 76 field days, 727 demonstrations, and 2,122 group-training sessions.

B. Challenges
These include:
a) Nil disbursement of livestock development funds in the period under review, this
adversely affected planned departmental activities;
b) Low staffing levels of extension staff (15) to cover all the 35 county wards;
c) There was a problem accessing farmers and farmer groups as three departmental
vehicles were reallocated from the department; and
d) The prolonged drought in 2017 - 2019 affected fodder availability leading to low
livestock productivity.

C. Emerging Issues
The outbreak of COVID 19 in 2020 affected extension services, as there was no physical
contact with farmers and staff had to use innovative ways, such as phone calls and
messages to consult with farmers.

D. Lessons Learnt
a) Collaboration with sector stakeholders in service delivery avails the necessary
departmental operational resources. The stakeholders included development
projects (NARIGP, UTaNRMP, and ASDSP);
b) Using emerging and innovative extension approaches and technology (SMS,
WhatsApp and phone calls) enhances service delivery; and
c) Prioritizing climate smart agriculture practices, such as fodder irrigation and
silage making, enhances livestock production.

44
2.3.3.3. Veterinary Services
A. Achievements
The Department achieved the following:
a) Insemination of 60,209 cows; inspection of 654,906 carcasses (bovine, caprine,
ovine and porcine), production of 326,008 hides and 87,124 skins, and conducted
97,375 farm visits.
b) Collected KES 96,666,281 in revenues.

B. Challenges
These were:
a) Inadequate budgetary allocation;
b) Delay in accessing approved budgets;
c) Lack of customization of existing national policies, acts, strategies to fit county
needs.
d) Lack of sanitary documents;
e) Lack of a structured engagement with private practitioners, health department
and law enforcement officers;
f) Understaffing in the county director’s office, laboratory, leather development
offices.

C. Emerging Issues
These include
a) Antimicrobial resistance is a major concern;
b) Outbreaks of diseases that had been previously eradicated, such as CBPP;
c) Slaughter of animals at unlicensed establishments; and
d) Training of farmers by unlicensed players in the value chain.

D. Lessons Learnt
These include:
a) That the veterinary department would perform better with private practitioners
actively involved in its operations;
b) Licensing, inspection and adherence to the laid rules and regulations have been
neglected and need to be revived; and
c) Veterinary departed would operate better with the implementation of the
veterinary department development fund-VSDF.

2.3.3.4. Fisheries
A. Achievements
During the plan period, 7,651 farm visits and 366 field days were organized, which
raised productivity from 67kg per 300m2 to 82Kg of fish per 300m2. Five public dams

45
were stocked with 30,000 fingerlings in Maragua sub-county. The Department carried
out 32 “eat more fish campaigns.” Further, over 200 fish inspections were undertaken
and 85% of fish traders in the county licensed.

Challenges
The challenges experienced were as follows:
a) COVID -19 affected activities during the implementation period
b) Budgetary allocation on programs anchored in the CIDP 2018-20222 were
funded at 10%.
c) The competition with the national government for fingerlings in the past three
years
d) High cost of production of inputs, such as fish feeds, purchase of pond liners and
fishing equipment.

C. Emerging Issues
a) COVID -19 affected the implementation activities during the period, especially
field days, demonstrations and meetings which were banned.
b) Erratic weather patterns for the last two years of implementation caused some
streams to dry up in some areas.

D. Lessons Learnt
These included:
a) Collaboration with other sector players, such as the state department of fisheries,
UTaNRMP project, NARIGP project, enhanced implementation of various
programs, especially on stocking of dams
b) Collaboration with other non-governmental and faith-based organizations
assisted farmers in the development of water pans, some of which have been
stocked with fish.

2.3.3.5. Agribusiness, Value Addition, Marketing and AgroSMEs

A. Achievements
The Agribusiness and Marketing Department undertook market intelligence research
that led to compliance with agricultural produce and product market requirements and
standards.

B. Challenges
Several challenges were encountered that included but no limited to:
a) Inefficient Market infrastructure and managements
b) Low commercialization
c) Low compliance with agricultural produce and product market standards and
requirement
d) Inadequate and inconsistence supply of agricultural commodities
e) Inefficient use of ICT in marketing
f) Poor post-harvest management

46
 g) Low value addition of agricultural commodities
h) Low levels of agricultural market intelligence, research and innovations
i) Inadequate access to domestic, regional and export/international markets
j) Multiple taxes, levies and fees increasing the cost of doing business
k) Lack of policy to support development and growth of agricultural marketing
produce and product.

C. Emerging Issues
Some of the emerging issues encountered were:
a) Covid-19 which limited movement of goods, both locally and internationally
b) Theft of agricultural produce, such as avocado, banana and coffee.

D. Lessons Learnt
The following were the lessons learnt:
a) Partnership worked well with other programmes, such as ASDSP, NARIGP,
HCD, Hand in Hand East Africa.
b) Use of ICT to reach many people, where bulk SMS were used to pass
information
c) Collaborations with private agro-entrepreneurs.

2.3.3.6. Agricultural Value Chains, Organic Agriculture, Policy and Strategy Directorate
The directorate is involved in agricultural value chains, organic agriculture, policy and
strategy

A. Achievements
The directorate developed the following policy documents:
a) Murang'a County Agro Ecology Policy 2022-2028
b) Murang'a County Agro Ecology Act 2022
c) Murang'a County Avocado Act 2022
d) Drafts Murang'a County Mining and Quarrying Policy
e) Drafts Murang'a County Alien and Invasive Species Policy
f) Drafts Murang'a County Rural Roads and Storm Water Policy
g) Drafts Murang'a County Wetland and Riparian Policy
h) Draft Murang'a County Food and Nutrition Bill 2022
i) Draft Murang'a County Electronic Farm Inputs Subsidy Policy
j) Draft Public Finance Management Agriculture Farm Inputs Mangoes Fund
k) Draft Public Finance Management Agriculture Farm Inputs Dairy Milk Fund

B. Challenges
The following challenges were encountered
a) Near grounding of extension activities in key mandate areas due to non-
facilitation
b) Poor coordination and planning within the department

47
 c) High staff turnover resulting from natural attrition followed by non-
replacement (no hiring of new staff)
d) Lack of funding to directorate in both recurrent and development votes
e) Diversion of departmental bulk funds to emerging issues, such as relief food
and seeds
f) Lack of consistency in project support from the County Treasury

C. Emerging Issues
The following were the emerging issues during the implementation period of the
2018-2022 CIDP:
a) The need to strategize on greening agriculture to meet market demands
(export), especially fruits and vegetables
b) Non-performance of existing coffee sub sector policy and strategy to match
vision for sector revival
c) Enhancing the role of the county in the restructuring of the tea sector
d) Lack of strategy in project development and partnership creation between
county and development partners
e) Need to relook at fisheries potential in Murang'a County in terms of policy and
strategy
f) Strategy to achieve the regional protocol on Maputo Declaration and
alignment to CAADP and Vision 2030
g) Long term strategy for agriculture as a key driver in county economic
development and revenue generation
h) Legislative and strategy support in irrigation
i) Need for strategy on the growth of fruits and vegetables for export
j) Need to develop a clear fisheries strategy for the county
k) A need for a competitive youth strategy to drive inclusivity

D. Lessons Learnt
a) Need to focus ADP and CIDP programming and aligning to budgets provision
b) Need to avoid over running budgets beyond allocations
c) Need to support extension services in order to achieve food security
d) Critical role of strategic planning
e) Need for sub sector coordination as proposed in CASCOM legislative paper

2.3.3.7. Coffee Development

A. Achievements
The directorate increased coffee production through promotion of several strategies,
such as the introduction of farmer field schools and provision of subsidized farm inputs.
It also improved the efficiency of coffee primary processing through training of factory
managers and the construction of coffee drying tables. Other strategies included
increasing acreage of coffee by developing and distributing 4.2 million coffee seedlings.

48
The coffee directorate also developed the county coffee revitalisation program action
plan, which was adopted by the national government and is being implemented in
eight counties as a pilot. It is being implemented in Murang’a under the NARIGP
project. It also participated in the GIZ coffee innovation fund competition. One
proposal on water conservation was considered and is being implemented in Rwegetha
Factory in Gatanga.

The directorate initiated the establishment of a coffee cupping laboratory as well as the
Murang’a County Coffee Platform, which is part of the Global Coffee Platform Re-
organisation and restructuring of the Murang’a Farmers Co-op Union. It has also
introduced Kenya coffee to Nebraska State (USA) as well as the Singapore online coffee
auction.

B. Challenges
The following were encountered:
a) Lack of adequate transport.
b) Adverse weather impacted negatively on the lower part of the county.
c) Understaffing, for example, five officers retired without replacement.
d) There was the continued perception that the prices of coffee were low.
e) Coffee theft from the primary processing factories.
f) The coffee co-operatives use outdated manual systems for records keeping.
g) The coffee societies held high debts and therefore lacked adequate funds to run
their operations, this limited their ability to access finance.

C. Emerging Issues
These included:
a) COVID -19 affected coffee directly. Coffee is an export crop consumed mainly
by Europe and America – these two regions were affected by the pandemic and,
in turn, exports decreased.
b) There is a need to adopt technology and automation of processes. Some factories
have started solar drying of coffee which is saving on labour and exposure of
coffee to thieves.
c) Natural coffee is becoming popular and there is, therefore, a need to train
farmers on this.
d) There is an observed increase in the number of small-scale farmers seeking
pulping licenses.
e) There is a need to carry out needs assessment, prioritization and validation along
the value chain.
f) There is a need for participatory design in capacity development and
enhancement along the value chain.
g) There is a need to develop practical incentives that will encourage better
production chain at all levels of coffee supply chain.
h) There is a need to carry out needs assessment, prioritization and validation along
the value chain.
49
 i) There is a need for participatory design in capacity development and
enhancement along the value chain.
j) There is a need to develop practical incentives that will encourage better
production chain at all levels.

D. Lessons Learnt:
The Coffee Directorate has the following lessons learnt:
a) The coffee co-operatives have the potential to attract other financiers and
alternative sources of funding
b) The coffee co-operatives have a large catchment area hence immense potential
for growth
c) Adoption of technology and staff creativity eased departmental service delivery,
especially data collection and reporting.
d) Purchase and/or repair of vehicles and timely servicing of existing vehicles and
motor cycles will enhance staff mobility for effective service delivery.
e) The existence of disease resistant coffee varieties, such as Batian & Ruiru 11 from
the Coffee Research Institute, will enhance productivity.

2.3.3.8. KATC Mariira Farm

A. Achievements
The Kenyatta Agricultural Training Centre KATC Mariira farm was able to train 35,000
farmers through non-residential training, outreaches and stakeholders’ field days.
However, a target of 50,000 farmers was not met due to the Covid-19 effect. Two
stakeholders’ farmers’ field days were held annually with an average of 3000 farmers
per field day in attendance.

B. Challenges
a) Lack of transport for efficient movement of officers, as well as transport for
ferrying of farmers to attend training. More farmers can be served if the ATC
gets a bus to ferry learners.
b) The lack of funds from the county finance office made many of the planned
activities fail. Consideration for revolving funds to the ATC may assist in ensuring
funds availability throughout.
c) The acquisition and delivery of inputs, materials and feeds procured from the
county headquarters failed, and the little done was irregular - especially the dairy
animal feeds. This had significant effect on the nutrition of the animals, and
hence lowered their production.
d) The limitation in terms of available training infrastructure and equipment at the
agro-processing unit (APU) minimizes the chances of reaching out to more
farmers. In addition, it reduces the number of products which can be value added
and promoted at the ATC.
e) The negative perception of the youth towards agriculture, causing their reduced
engagement in agricultural activities.
f) Adverse weather conditions affecting crop performance.

50
 C. Emerging Issues
These were:
a) The emergence of Covid- 19 resulting to lock down, social distancing and banning
of public assembly brought a paradigm shift in the mode of working and use of ICT.
b) Establishment of Mariira Campus of Murang’a University of Technology at Mariira
Farm had some effects on the implemented of the training programmes. The ATC
could not hold residential trainings since the hostels were assigned to university
students. However, the university brought new synergy in training and innovations

D. Lessons Learnt
a) Covid-19 challenges brought about new strategies of working and communication,
such as the use of zoom for meetings.
b) There is a need to rebrand of Kenyatta Agricultural Training Centre, Mariira Farm,
and enhance collaboration with stakeholders.
c) There is a need to create a digital platform for farmers and stakeholders.
d) There is a need to expand and improve the existing irrigation infrastructure from 3
acres to 10 acres.

2.3.3.9. Agricultural Sector Development Support Programme Phase Two (ASDSP II)

A. Achievements
The programme had targeted to reach 23,633 value chain actors dealing with dairy,
bananas, and french beans). By the end of the period, the programme had achieved
60% of the target, which is 14,170 value chain actors (VCAs). This achievement was
through the 30 service providers (SPs) targeted and achieved as seen in Table 2.4.

Table 2.4: Annual Targets and Achievements across the ASDSP- Supported Value Chains
Dairy (Cow milk) Bananas French beans Total
Target Achieved Target Achieved Target Achieved Target Achieved
2018/2019 0 0 0 0 0 0 0 0

2019/2020 0 0 0 0 0 0 0 0
2020/2021 0 0 0 0 0 0 0 0

2021/2022 14,000 4,000 1600 840 815 420 16,500 8,460

2022/2023 6,051 8,000 705 560 352 280 7,023 5,640

Total 20051 12,000 2305 1400 1167 700 23,523 14,100

B. Challenges
The challenges were:

a) Delayed transfer of donor funds from CRF to the commercial account

b) Covid-19 challenges leading to less farmers attending trainings

51
 c) Adverse weather conditions affecting crops performance

C. Emerging Issues
The emerging issue was misunderstanding between some VCOs and the County
Government in the management and marketing of farm produce
D. Lessons Learnt
The lessons learn were:
a) Covid-19 challenges brought about new strategies of working and
communication
b) The use of ICT payment applications has improved efficiency in the dairy
sector
c) Individuals and cooperatives can also thrive well when given a chance to
plan their own activities without too much interference by the authorities

2.3.3.10. National Agricultural and Rural Inclusive Growth Project (NARIGP)

A. Achievements
Component 1: Supporting Community-Driven Development
The overall objective of this component is to strengthen community level institutions’
ability to identify and implement investments that improve their agricultural
productivity, food security and nutritional status; and, linkages to selected value chains
(VCs) and Producer organizations (PO). The achievements for this component were:
a) Supported 745 groups with 25,391 farmers (10,410males and 14,981 females) to
implement micro projects under the following windows; 521 Value Chains and
Sustainable Land Management (VC/SLM) groups, 95 Livelihood, 90 Vulnerable
and Marginalised Groups (VMG) groups and 39 Nutrition Mainstreaming (NM)
groups;
b) It also disbursed KES 203,398,899 to the groups and trained farmers on
technology innovation and management practices of each value chain and each
farmer has adopted at least one each.

Component 2: Strengthen Producer Organizations (POs) and Develop Value Chains.

The objective of this component is to strengthen Producer Organizations (POs) and
improve market access for smallholder producers. Through a VC approach, CIGs and
VMGs formed under Component 1 were to be supported in order to make them
strong business-oriented POs.

During the CIDP period the Achievements were:

a) Inclusion of membership to the POs; The membership of FPOs increased from

13,440 to 30,034. Two additional county POs were started under poultry and
avocado value chains. The CIG federated to join FPOs increased from 191 to 567
The POs are distributed as follows:
• Avocado Value Chain - 7 cooperatives, 94 CIGs

52
 • Dairy cows - 4 cooperatives, 139 CIGs
• Bananas - 4 cooperatives, 85 CIGs
• Local chicken - 1 cooperative, 249 CIGs
• Coffee- 7 cooperative societies, 635 CIGs
As a result of increasing POs membership, the annual turnover for the supported POs
increased from KES 1.178 billion to KES 1.496 billion. The profit increased from KES
23.704 million to KES 42.7 million

b) Implementation of Enterprise Development Plans

• Banana ripening chamber for Gikama Agribusiness Cooperative Society which
was at 30% completion.
• Establishment of a fodder production unit for Kangari United Dairy Cooperative
which was at 65% complete
• Rehabilitation of 7 coffee factories-at procurement stage

c) Value chain upgrading

• The establishment of avocado pest free zone for Murang’a Avocado Farmers’
Cooperative Union (at 50% completion).
• The establishment of a poultry hatchery and breeding farm for Murang’a Poultry
Farmers’ Cooperative (at 52% completion).
• Establishment of banana processing facility (processing of banana flour and baking
of banana products) for Sabasaba Agribusiness Cooperative (at 40% completion).
• Establishment of Avocado Aggregation Centre for Murang’a Avocado Farmers’
Cooperative Union (at procurement stage).
• Installation of milk pasteurization unit for Kangari United Dairy Cooperative (at
procurement stage).

Component 3: Supporting County Community-Led Development.

The objective of this component is to strengthen the capacity of county governments
to support community-led development initiatives. These include county investments
that support value chains and sustainable land management. The achievements include:

a) There are 13 Projects which have been supported

• Ititu Ikundu Irrigation Scheme which will serve 457 households and has
reached 70% completion
The sustainable land management initiative has implemented projects in the following
regions:
• Sabasaba, Muthithi Ward, Kigumo Sub-county
• Warugara, in Kiru Ward, Mathioya Sub-county
• Makindi, Ithiru Ward, Kanadara Sub-county
• Mugongi, Mugoiri Ward, Kahuro Sub-county

Under implementation

53
 • Gaaci, Kagunduini Ward, Kandara Sub-county
• Boboti, Ruchu Ward, Kandara Sub-county
• Kagwanja Mukui, Kamacharia Ward, Mathioya Sub-county
• Gachocho, Kinyona Ward, Kigumo Sub-county
• Thamara, Muthithi Ward, Kigumo Sub-county
• Mika, Mugoiri Ward, Kahuro Sub-county

a) Implementation of the 4 Sustainable Land Management Projects have enabled the

installation of 258 farm ponds for runoff harvesting with a capacity of 100m3 each
have been installed for harvesting runoff and providing water for small scale
irrigation. To increase tree, cover 23,500 Hass avocado and 16,000 agroforestry
tree seedlings were planted. A total of 4677 hectares were conserved and 46.24
ha were put under irrigation.

Disruptive Agricultural Technologies

Extension in collaboration with KUZA, soil analysis in collaboration with Agrocare,
Marketing of agricultural produce by m-shamba and support for AI services in
collaboration with Digi-cow as seen in Table2.5.

Table 2.5: Achievements for the NARIGP programme for the period 2018-2022
S/No Activity Target Achieved Complete Balance
d
a) Supporting microprojects for farmer 1,279 745 645 534
groups (CIG)s
b) Training provided to CIGs on 7,500 7,598 - -
Technology, Innovation and days days
Management Practices (TIMPs)
c) Increase land area under TIMPs/SLM 3,400H 2.603Ha 2,603Ha 797Ha
a
d) Supporting investments for famer 14 14 0 14
producer organization (FPOs)
e) Development and implementation 14 14 0 14
of Environmental and Social
Management Plans
f) Support implementation of value 1 1 70% 30%
chain multi-community investment completio impleme
(Irrigation project) n ntation
g) Support implementation of 12 12 4 8 projects
sustainable land management at 10%
projects (SLM) impleme
ntation
h) Support farmers with Disruptive 8,700 1,365 1,365 7,335
Agricultural Technologies (DAT)-e-
extension, produce marketing, soil
analysis and AI services

54
2.3.4. Roads, Housing and Infrastructure
A. Sector Achievements
The directorate achieved the following:
a) Rehabilitated 2km of streetlights and 15 floodlights
b) Installed 3000sqms of cabro stones
c) Opened 245km of access roads, graded 330km, gravelled 16km and constructed
17 bridges/footbridge and box culverts.
d) Upgraded approximately 2100 km of county roads (unclassified roads)
e) Formulated a housing policy and forwarded to County Assembly for approval
f) Identified Makenji Land for affordable housing
g) Supervised renovation and upgrading of 40 polytechnic in the county
h) Supervised rehabilitation of institutional infrastructure (hospitals, CDS,)
B. Challenges
The sector faced the following challenges:
a) Encroachment on feeder roads
b) Unforeseen calamities, such as landslides and COVID 19 pandemic
c) Fieldwork logistical challenges i.e., no supervision vehicles
d) Road encroachment by private developers
e) Inadequate office space
f) Insecurity – vandalism of streetlights and road furnitures

B. Emerging Issues
The directorate encountered unforeseen calamities e.g., collapsing of a bridge,
flooding etc.

C. Lessons Learnt
The following were the lessons learnt
a) Need for intersectoral collaborations
b) Timely disbursement of resources is vital for successful project implementation

55
2.3.5. Trade, industrialization, Tourism and Cooperative Development
The Department is composed of:
a) Trade
b) industrialization
c) Tourism
d) Cooperative Development
2.3.5.1. Trade

A. Achievements
The following were achieved:
a) 18 markets and market sheds were constructed, including Gikoe (2022), Gatumbi
(2020) and Kabati washrooms (2018);
b) Provision of small trader loans amounting to 20 million through the small trader
empowerment program’s special purpose vehicle – Wachuuzi SACCO;
c) The weights and measures program calibrated over a thousand machines in the
7 sub-counties annually;
d) There was an increase in private industrial investments numbers from 13 to 21.
This has brought about an increase in employment; and
e) Traders of agro-products, pottery and weaving and small-scale producers
attended two trade fairs annually.

B. Challenges
The following were the challenges:
a) Worksite & Related Infrastructure
i. Limited common manufacturing facilities
ii. Inadequate amenities in the worksite including water supply, designated
areas for waste disposal and internet connection
b) Market Environment
i. Low level of awareness and uptake of AGPO
ii. Low trade participation due to few approaches used in promoting local
and international trade
c) Technical Capacity
i. Limited skills
ii. Low rate of understanding and adaptation of new technology
iii. Inadequate incubation services
iv. Low uptake of innovation and patenting
d) Governance & Regulatory Framework
i. High cost of acquisition and renewal of licenses and permits
ii. Inadequate awareness on existing policies and laws and low
participation in their formulation
e) Risk Preparedness & Management
Insufficient risk preparedness and management
f) Financial Inclusion
Undiversified access to financial services

56
 A. Emerging Issues
The following were the emerging issues:
a) Digital Marketing - There has been an uptake of digital businesses as the new
way of engagement. The business model of selling goods and services or
providing information to consumers concerning products and services digitally.
b) Covid 19 caused massive displacement of businesses and families; reduced
business operations, disrupted supply chains, among other effects.
c) Due to increased globalization, the county has an opportunity to encourage
foreign investment and export that will open markets leading to increased
demand for resources found in the county.

D. Lessons Learnt
a) Have contingency plans for unforeseen pandemics and calamities
b) Need for integrated co-ordination with other departments
c) Have increased linkages with the national government and the private sector

2.3.5.2. Tourism
A. Achievements
The following were the achievements over the 2018-2022 plan period:
a) Identification, mapping and documentation of the following six heritage and
cultural centers: Mukurwe wa Nyagathanga, Fort Hall Residence, Wangu wa
Makeri Homestead, Paramount Chief Karuri wa Gakure Homestead, Tuthu
Religious Shrine and Mau Mau Caves. From these, Mukurwe wa Nyagathanga,
Karuri wa Gakure and Wangu wa Makeri Homesteads have been gazetted as
heritage sites by the National Museums of Kenya. The gazetted sites form the
baseline for resource mobilization.
b) Contracted the Department of Hospitality, Tourism and Leisure Studies of
Kenyatta University to be the lead consultant in the rehabilitation of Mukurwe
wa Nyagathanga to a vibrant centre of cultural tourism and culture learning with
a theme of “LETS GO TO MUKURWE WA NYAGATHANGA TO PRAY AND
GIVE THANKS.
c) Organized a cultural festival event at Mumbi Grounds in 2019, which attracted
a variety of stakeholders.
d) Organized cycling event in 2018 and 2020 along the Nyoka road. It attracted
62 professional cyclists from around the country. The outcome was to diversify
the tourism experience and showcase the countryside panoramic sceneries, thus
promoting Aberdare Tourism Circuit.
e) Took 22 different Tour operators and 96 visitors into the Aberdare through two
separate entry points for the adventure tourism of hiking and camping.
f) Mapped two entry points and footpath into the Aberdares, the Wanjerere, in
Kangema/Mathioya and Gatare in Kigumo sub-counties.
g) Attended five tourism expos and fairs in different counties and centers, namely:
Kakamega County, Kilifi County, Meru County and twice at Sarit Centre.

57
 h) Produced a video documentary showcasing tourism sites, accommodation
facilities and enumerated activities in the county. It was christened as THE GEM
ADMIST ROLLING HILLS.

B. Challenges
The following were the challenges:
a) Financial constraints resulting from limited budget allocation, and bureaucracy
in securing funds
b) Inadequate staffing, with only one staff in the section
c) Lack of appreciation of the socio- economic potential of tourism
d) Centralization of critical decision-making organs
e) Covid-19 impacts
f) Lack of a tourism regulatory framework for the county
g) Limited facilitation on transportation, allowances and remitting stipends to
consultants

C. Emerging Issues
The following were the emerging issues:
a) Tourism development requires a collaborative approach between private
stakeholders and government entities. The latter to give guidelines on incentives
and regulation through friendly legislation.
b) Need to diversify tourism to enhance the premium experience. This should be
followed by modern and affordable accommodation, one area to tap into is the
homestay, i.e. Murang’a has many of its resident population residing in
neighbouring counties of Kiambu an Nairobi, a number of them have built
palatial homes, for prestige and cultural attributes at their rural homes, but are
deserted. It is for this reason we need to identify such residences for regulation
with the aim of converting these residences into accommodation facilities at a
fee.

B. Lessons Learnt
The following were the lessons learnt:
a) There is a need to align the Governor manifesto to capture all sectors for fair
play in resources allocation.
b) Tourism development is largely a consumer sector; hence a significant amount
of resource allocation is fundamental if the county is to realize tangible benefits
from tourism.
c) County has a lot of tourism resources that are yet to be utilized and a definite
approach is required in identifying, mapping, developing and marketing.
d) There is a need to diversify into unique tourism exploits for maximum
experiences and to create different arena from other destinations
e) The county ought to steward a conducive environment through a legislative
framework so as to attract serious investors.
58
2.3.5.3. Cooperative Development
A. Achievements
The following were the achievements:
a) Construction of Murang’a County Creameries in 2019 at Maragua. The plant has
the capacity of processing 20,000L per hour of UHT milk. It can also produce
yoghurt, cheese, and semi-long life packed milk.
b) Acquisition of ten 5,000-liter milk coolers distributed to farmer cooperatives.
c) Stabilized the price of Milk at KES 35 per kg from previous payment of KES 28.
d) Managed to control middlemen/brokers in the dairy sector which led to the
stabilization of the price of milk
e) Held five sensitization workshops across the county where 80 board members
and 165,000 members of cooperative societies were trained. In addition, 15,000
new members of cooperative societies were recruited
f) Registered 32 new cooperative societies and revived 7 dormant ones

B. Challenges
The following were the challenges:
a) Inadequate staffing hampering extension services. In the cooperative
development section, there are five cooperative officers against the 43
proposed, while in the cooperative audit section, only six cooperative auditors
are available against the required number of 30 to effectively serve the entire
county.
b) Inadequate funding affected extension services and hampered efficient service
delivery. Budgetary proposals for logistics and other office accessories were not
honoured.
c) Huge disparities in development amongst the cooperative societies across the
county. Whereas some are highly developed, some have stagnated at
rudimentary levels.
d) Political interference in cooperative societies
e) Challenges in succession planning within the directorate due to inadequate
human resource capacity. Since only a few officers at the top are properly
trained, cooperative technical officers require extensive training to offer quality
extension services, this is posing succession challenges.
f) Rampant wrangles within the cooperative movements across the county.
g) Limited capacity to use modern technology in the management of cooperatives
across the county.
h) Low numbers of youth and women participating in the cooperative movement
across the county.

2.3.5.4 Cooperative Audit

A. Achievements
These include:

59
 a) Through the Audit Section appropriation in aid (AIA), 516 audits were
undertaken, earning the county KES 6,490,000 in revenue.
b) Carried out 40 audit inspection extension services throughout the county
c) Successfully conducted three liquidations at Kagaa Farmers’ Cooperative Society,
Kandara Farmers’ Cooperative Societies and Mugoiri Five Farmers Cooperative
Society.
d) Carried out four enquiries at New Murarandia SACCO, Kimma SACCO, Kukena
SACCO, and MNK SACCO
e) Participated in the liquidation of KPCU Ltd in collaboration with the national
government
f) Implemented accounting systems in 35 dairy cooperatives.
g) Registration of Murang’a Cooperative Creameries.

B. Challenges
The challenges encountered include:
a) Inadequate staffing affecting audit extension services. There are only six auditors
in-post against the optimal required number of 30 to effectively cover the county
b) Inadequate budgetary allocations impacted on provision of extension services as
the allocation was not enough to cover the entire county audit extension services
c) Impacts of Covid -19 Pandemic
d) Inadequate technical capacity in cooperatives to prepare quality financial reports

C. Emerging Issues
These include:
a) Need to adopt use of ICT in operations and management of cooperatives across
the county
b) Need to establish a Cooperative Development Fund targeting youth and women
owned cooperatives
c) Succession planning in the directorate and cooperatives need to be addressed to
forestall situations where there are no experienced professionals to facilitate
cooperative operations
d) Cooperatives need to be encouraged to engage professionals who are also
people with integrity to stem the frequent wrangles and corruption.

D. Lessons Learnt
These include:
a) Management reforms and use of ICT should be integrated in the operations and
management of cooperative movements.
b) There is a need for cross-sectoral synergy to promote producer-based cooperatives
and address the problems of fragmentation and informality that exist in the supply
chain.

60
c) Continuous capacity building and sensitization is important in enhancing
cooperative leadership and management.
d) Vibrant cooperative movements are hinged on stable markets devoid of
middlemen/brokers.

2.3.6. Health and Sanitation

A. Sector Achievements
Curative Health Services
This programme aims at providing quality medical services and, therefore, reducing
morbidity and mortality through early diagnosis and prompt treatment. Under the
program, the following services were provided: outpatient, forensic and diagnostic,
inpatient, health products and technologies, specialized health services, and mental
health services management whose key outcome is to increase access to treatment and
rehabilitation of mental health patients.

During the period under review, per capita utilization rate was 2.3 visits per person in
the year 2018/2019 which then reduced to 1.2 visits per person in the following year
2019/2020. This was attributed to Covid-19 restrictions. The Average Order Refill Rate
(ORR) of the 22 tracer medicines by quantity was as follows; FY 2018/2019 the County
received medicines from Kenya Medical Supplies Authority (KEMSA) twice at ORR of
82% and 98%. In FY 2020/2021, the county received medicines from KEMSA and local
suppliers at ORR 75%.

The department undertook outreach services in hard-to-reach areas and schools in the
beginning of the plan period through the Beyond Zero Campaigns, but activities halted.
Mental health reverse referrals were also prioritized. Pharmaceutical and non-
pharmaceutical products were procured and distributed to the 114 health facilities.
Medical equipment and including resuscitative machines, blood pressure machines, and
patient monitors were procured.

Under the Administration Planning and Support Services Program, the Health
Department aimed at, first, improving efficiency and effectiveness in health care services
by ensuring compliance with set standards and norms, and, second, improving the
staffing level to be able to achieve the recommended Healthcare Worker
(HCW)/patient ratio.

The recommended HCW/Patient ratio in the county has not yet been met. The county
revenue allocation for the Health Department improved from 25% in 2018/2019, to
34.9% in 2019/2020, and 35% in 2020/2021. Outputs achieved include:
a) Recruitment of staff: Lab Technicians -120, Clinical Officers-58, Health Records
and Information Officers (HRIOs) -31, Nurses – 248, Community Oral Health
Officers (COHO) – 9, Radiologists – 1, Community Health Advisers (CHA) – 54,
Medical Officers – 39, Medical Engineers – 1, Public Health Officers (PHOs) –
28, Radiographers -4, Pharmaceutical Technicians – 8, Pharmacists – 9,

61
 Community Health Officers (CHO) – 3, Nutritionists – 19, Social Workers – 7,
Orthopaedic Technicians – 8, Physiotherapists – 2, Anaesthetists – 1, Dentists – 1,
Plaster Technicians – 4, Mortuary Attendants – 6, Casual Staff - 177(NHIF clerks,
General clerks, Cleaners, Watchmen and Drivers)
b) Maragua Hospital - Erecting walkways, renovation of maternity wing and
expansion of the new-born unit.
c) Murang’a County Referral Hospital (C.R.H) - renovations to create youth
friendly services room and waiting bay
d) Murang’a County Referral Hospital - I.C.U
e) Murang’a County Blood Satellite Centre
f) Murang’a County Referral Hospital - L.A.N – UHC
g) Covid- 19 equipment support
h) Construction of youth friendly centre and waiting bay in Maragua Hospital
i) Incinerators fencing
j) Renovation for the three isolation centers
k) Kenneth Matiba Hospital -renovation and equipping
l) Kangema Hospital - theater renovation and equipping
m) Kigumo Hospital - administration block and laboratory building
n) Purchase of two landcruiser vehicles
o) 1 Ambulance procured
p) 2 generators procured (Kigumo, Kangema)
q) 1 Immuno-Essay Machine procured
r) 5 labs renovated
s) Vaccine carriers procured
t) Expansion of renal dialysis services at Murang’a Level 5 Hospital.
u) Hand washing facilities and sanitization
v) Oxygen plant.
w) Renovation of mortuaries

Preventive and Promotive Health Services:

This program aims at increasing awareness and prevention of diseases. The community
level health units have the responsibility of providing health services to the population.
The county has engaged 1,700 community health workers with a monthly stipend, and
intends to increase the number as well as engage community health volunteer nurses.

During the period under review (2018-2022), preventive and promotive health services
had the highest score among the three program areas. Reproductive, maternal, new-
born, child and adolescent health (RHNCAH) services achieved most of the planned
activities. This was facilitated by the Transforming Health Systems for Universal Care
(THS-UC) World Bank funding for the county. Nutrition sub program was also boosted
by Nutrition International. The TB and HIV program also had a remarkable
achievement. The HIV prevalence rate in Murang’a County is 2.4%, an average of
about 19,824 persons. HIV prevalence rate in females and males is 3.3% and 1.4%
respectively.
62
The county established three Isolation centres to cater for COVID 19 cases, as well as
an ICU at Murang’a Level 5 Hospital.

Other key achievements for the 2018-2022 CIDP, included: the establishment of inter
facility provision of emergency and referral health services, improvement of health
services through the provision of diagnostic and therapeutic medical equipment, such
as generators for power, oxygen plants, managed equipment supplies from national
government, and expansion of renal dialysis services at the Muranga Level 5 hospital.

Reproductive Health services

The programme has several sub programmes i.e., family planning services, maternity
and child health services, immunization services and nutrition services.

Family Planning Services: The sub programme aimed at increasing access to family
planning services. During the period under review, the county targeted to increase
access to family planning services by 5% to 70 %. The current family planning coverage
is 34.7%. The low access rate is explained by the utilization of long-term family
planning methods, while utilization rate measures the number of visits, hence does not
capture the number of people already on family planning. The programme will
continue in the next planning period.

Maternity and Child Health Services aim at increasing skilled delivery. During the period
under review, the county targeted to increase skilled delivery by 5% to 58%. The
achievement was 79%. The programme will continue in the next planning period. The
county also targeted to increase the 4th Antenatal Care (ANC) uptake from 39 % to
49%. The achievement was 51.5 %.

Immunization Services aim at increasing immunization coverage. During the period

under review, the county targeted to increase the percentage of fully immunized
children by 20% to 79%. The target was surpassed, with coverage at 93%. Efforts are
being made to ensure that all children are immunized against preventive diseases. The
medical personnel have now changed the strategy of waiting for children to be brought
to the health facility, by moving from house to house to ensure that no child is left out.

Nutrition Services aim at reducing the number of malnourished children. During the
period under review, the county targeted to reduce the number of children under five
years with stunted growth by 20%, (baseline was 19.6%), reduce the number of
children of under 5 years who were underweight by 20 %,(baseline was 11.4%), and
improve exclusive breastfeeding rate among children below 6 months by 20%, which
at the time was 61%. By the year 2021, the proportion of children under five years
attending child welfare clinics who were stunted stood at 2.7%, while those who were
underweight were 8.6%.

63
Linda Mama Programme
'Linda Mama' is a free health insurance cover that targets women in Kenyan slums and
rural areas. It is meant for the women who cannot afford the NHIF card which goes
for less than 5 dollars a month. It covers pregnancy, and expires three months after
delivery. During the period under review, the percentage of skilled delivery for the
years 2018, 2019, 2020 and 2021 was 65.8%, 66.8%, 79% and 79% respectively. The
Linda Mama Programme has played a key role in improving the access to quality
maternity services.

B. Sector challenges
The following challenges were encountered
a) Inadequate funding for the sector
b) Low health insurance coverage in the country and high cost of health services
c) Lack of adequate laboratory services
d) Inadequate emergency services for delivery and under-utilization of existing
antenatal services;
e) Inadequate skills and competences of health workers
f) Poor surveillance systems due to lack of automation of health services
g) Interruption of immunization by frequent power outages and erratic gas supply,
logistical challenges in support supervision and supplies and breakdown of
equipment
h) Increased cases of NCDs due to: poor health seeking behaviour in the
community, lack of fitness facilities at workplace
i) Inadequate capacity for emergency and disaster preparedness
j) Increased cases of mental health challenges
k) Inadequate health infrastructures and equipment
l) Weak enforcement of existing laws and policies
m) Increased road accidents due to poor road infrastructure and untrained road
users

Emerging Issues
They included:
a) Emergence of drug resistant strains of diseases.
b) Increased teenage pregnancies
c) Increased gender-based violence
d) Antimicrobial Resistance

Lessons Learnt
They included:
a) It is important to prioritize the planned projects for proper and smooth
implementation.
b) There is a need to have an emergency kitty for emerging public health
challenges. This should be in the plan before the emergencies to allow timely
interventions.

64
 c) There is a need to have some substantial amount of funds in the health facilities
especially the hospitals to enable smooth running and management of the same.
d) Provision of aqua tabs to households may curb water related illnesses
e) Strengthening universal health coverage activities, such as recruiting households
to the NHIF programme.

2.3.7. Lands, Physical Planning and Urban Development

2.3.7.1. Lands, Physical Planning and Urban Development
Sector Achievements
a) Established and operationalized the Murang’a Municipality, an agency of
Murang’a County Government, created under Section 9(3) of the Urban Areas
and Cities Act, 2011. The Municipality was awarded a Charter in 2019 vide
gazette notice no. 11 of 3rd December 2019. Further, the functions were
transferred vide gazette notice No. 10189 of 4th December 2020.
b) Preparation of County Spatial Plan (90%);
c) Preparation of Integrated Strategic Urban Development Plans for Kangari,
Maragua, Kenol, Murang'a and A2 Corridor.
d) Succession program;
e) Titling: 10 freehold Titles and 100 Mjini Land Letters of Allotment.
f) Boundary Disputes: 80 boundary disputes were resolved;
g) Opening of Access Roads: 100KM of access roads were opened up;
h) Preparation of Part Development Plans (PDPs): 24 PDPs prepared; and
i) Draft Delmonte Master Plan initiated.

Sector Challenges
The challenges encountered included:
a) Scarce financial allocation.
b) Fieldwork logistics (transport and equipment).
c) Inadequate office space.
d) Weak inter-sectorial synergies in revenue collection.

Emerging Issues
The emerging issues include:
a) Planning, surveying and titling of MCG land (in Delmonte) and plots in town
centres
b) Digitization and automation.

Lessons Learnt
There were two main lessons learnt:
a) Inter-sectoral collaborations are needed
b) Timely allocation of resources is vital for effective and efficient service delivery
c) There is a need for synergies between the county and the municipality

65
2.3.7.2. Murang’a Municipality
The Municipality is an agency of Murang’a County Government created under
Section 9(3) of the Urban areas and Cities Act, 2011. The Municipality became fully
operational when it was awarded a Charter vide gazette notice no. 11 of 3rd
December 2019. The functions were transferred vide gazette notice No. 10189 of 4th
December 2020. Functionally, the Municipality was structured into four directorates
premised on four board committees to provide an integrated system and offer
effective and efficient service infrastructure. The directorates include:
a) Transport, Infrastructure, Public Works, Housing and Urban Development
b) Health, Sanitation, Water and Environment
c) Legal, Education, Social Services and Partnerships
d) Administration, Finance, Public Service, IT and Economic Planning
The following were the Municipal achievements, challenges and lessons learnt during
the plan period (2018-2022):

Achievements
a) Upgraded the following urban roads to cabro standards: Mortuary Road;
Mahesh-Total Junction NMT Walkway
b) Upgraded the following town roads to bitumen standards: JCT Hospital Road-
Stage - KPLC – Lands Offices – JCT Kiria-ini Road; JCT Family Bank Back Lane
Access Roads; Amica Bank Building Access Road; JCT Brewery Depot – JCT
Murang’a High School Link Road; JCT Magunas Supermarket – JCT Magunas
Whole Sale Road;
c) Upgraded Mukuyu Bus Park and Parkings along Mukuyu Alpha Junction-
Mukuyu Market to cabro standards;
d) Constructed NMT walkways along Unaitas-Benrose Junction Road; JCT Kiria-ini
Road – Lands Offices; and JCT Mentor SACCO Building – KPLC Offices;
e) Improved parking bays within the CBD;
f) Procured and distributed safety gears for waste management;
g) Procured and distributed modern litter bins to businesses within CBD;
h) Collected, separated and transported solid waste to Karii dump site;
i) Undertook community sensitization on communicable and non-communicable
diseases;
j) Coordinated mobilization and mass vaccination against the Covid 19 pandemic;
k) Trained 30 solid waste handlers;
l) Renovated and fenced Mukuyu Social Hall
m) Created and operationalized Youth Council within the Municipality to champion
the empowerment of the youth;

66
 n) Improved infrastructure within Kieni Polytechnic, Murang’a School for the Deaf,
Ndutumi polytechnic as well as Kisomo Maliwazo Adult Centre;
o) Improved Municipal recreational parks at Maragua and within Murang’a town
CBD
p) Spearheaded the creation of two new municipalities; Kenol and Kangari and six
town administrations; Kiria-ini, Kangema, Kahuro, Kandara, Ithanga and
Kirwara

Challenges Encountered
The sector challenges include:
a) Limited resources to effectively manage the ever increasing menace of solid waste
b) Poor market information and linkages
c) Inadequate policies to facilitate effective Municipality functions. For example, the
Municipality by-laws are still in draft form
d) Delipidated urban infrastructure that include access roads, back streets, drainage
systems
e) Inadequate budgetary allocations
f) Weak linkages and communication structures that hinder effective information flow
to and from the county departments
g) Lack of framework for synergies with other county departments in project
implementation
h) Unmet revenue targets
i) Weak inter-sectorial synergies in revenue collection.
j) Inadequate staff in some critical sectors, such as engineering, finance, planning and
procurement
k) Overlapping functions with other county departments
l) Widespread use of unclean energy within the Municipality aggravating the impacts
of climate change
m) Inadequate office space
n) Uncontrolled developments and mushrooming of structures affecting development
of necessary infrastructure

Emerging Issues
a) There is a need for extensive framework on PPP and how other stakeholders can
be brought on board to supplement the Municipal service delivery.
b) The Municipality By-laws are very important in enforcing various development
control requirements.

essons Learnt
During the implementation of Municipality Integrated Development Plan 2018-2022,
several lessons were learnt and noted to inform the future structuring and
implementation of capital projects within the Municipality:

67
 a) Public participation and sensitization through regular engagement spurred an
inherent demand for accountability and higher level of service infrastructure.
There is need to enhance funding and engagement of the public
b) Need to carry out extensive feasibility studies before inception of capital-
intensive projects to determine the social, economic, environmental and political
implications. This is important in stemming any impacts on social livelihoods and
environment.
c) Synchronization of planning and budgeting enhance timely completion. Right
budgeting further prevents piling of pending bills which is a recipe for inflated
project costs, litigations and destroyed image.
d) Synergy with county departments enable avoidance of duplication. There is need
for clear structures for cross-sectoral implementation synergies and mitigation of
adverse effects
e) There is a need for a unit to undertake resource mobilization function; Due to
the inadequate resourcing for the Municipality, there is need for collaborating
platform with other public and private partners to raise funds for the required
Municipality infrastructure services.

2.3.8. Education and Technical Training Sector

2.3.8.1. ECDE Directorate
The county has 648 public ECDE Centres distributed along the eight sub counties, with
a total enrolment of 41,373 pupils. The Centres are managed by 1,040 teachers
contracted by the county government, who are awaiting deployment by the Public
Service Board on permanent and pensionable terms of service.

A. Achievements
The Directorate achieved the following:
a) The ECDE feeding program has been on-going, thus raising enrolment in the
ECDE sector
b) Access to ECDE education has been enhanced by free ECDE tuition, which has
been enabled by the employment of ECDE teachers and the provision of T/L and
play materials.
c) Provision of the scholarship fund for 4700 bright and needy students as an
intervention program F/Ys 2019 up to 2022.
d) Increased enrolment of ECDE learners from 36,000 pupils in 2019 to 41,343
pupils in 2022 due to the introduction of the feeding program and later UJI
program
e) Improved monitoring and assessment of ECDE sector after integration and
intervention of EIDU program on digital and TAYARI program
f) 99% transition of pre-school learners from ECDE to primary education.
g) Construction and renovation of classrooms as follows: -
• 5 classrooms and 12 toilets in 2021/2022 F/Y
• 1 ECDE centre renovation of 2 classrooms and an office plus 6 double toilets
and a urinal’
68
 B. Challenges
The following were challenges:
a) Inadequate resources -under-funding of the development budget has undermined
growth in school infrastructure
b) Bureaucracy in the procurement process
c) Shortage of teachers
d) Rise in absenteeism due to the withdrawal or inconsistency of the lunch program
e) Poor and dilapidated infrastructure
f) Inadequate and proper teaching and learning materials
g) Inadequate play and rest materials.

C. Emerging Issues
The following were emerging issues:
a) EIDU/Tayari program on digital learning
b) Covid 19 issues
c) The Influx in pupils’ enrolment hence teachers’ shortages
d) Drought leading to malnutrition

D. Lessons Learnt
The lessons learnt includes:
a) Determine needs from the ground
b) Involve the community in service delivery
c) Prioritization of projects due to limited funding
d) Procurement should start early in the financial year
e) Carry out a needs assessment and public participation
f) Involve the stakeholders in service delivery
g) Regular assessment of the progress of any project or service is necessary

2.3.8.2. Vocational Training

This sector is in charge of training in vocational and technical skills, such as motor vehicle
mechanic, plumbing etc. In Murang’a County, the vocational training centers are well
established and the county has the highest number of these institutions in the country
at seventy (70) spread across the 35 wards. The county has a special training
Programme known as “Ufundi kwa Vijana” that offers short courses of between two
to three months and, so far, more than 26,583 trainees have graduated. This calls for
concerted effort to consolidate the gains and improve the quality and relevance of these
institutions in delivering their core mandate.

A. Achievements
Achievements during the plan period include:
a) 65 VTCs have received capitation from the national government
b) Renovation and rehabilitation of 36 VTCs to improve training environment.
c) 8250 regular trainees have graduated
d) 26,583 short course trainees have also graduated.
69
 e) The sector held 8 co-curricular activities across the county
f) 274 casual Instructors employed
g) Five new VTCs started

B. Challenges
The challenges encountered included:
a) Lack of adequate funds for capitation
b) Delay in disbursement of funds
c) Poor perception towards VTCs by the society
d) Lack of enough modern tools and equipment to train skills relevant to the
current job market
e) Linkages with relevant attachment agencies & industry
f) Collaboration with primary schools where VTCs are hosted
g) The poor state of infrastructure i.e., old classrooms, toilets, workshops etc
h) Outdated curriculum in some programmes, such as motor vehicle mechanics
i) Lack of capacity building of officers in the directorate

C. Emerging Issues
Two outstanding issues emerged
a) Covid pandemic which disrupted the training programme and co-curricular, and
b) Drought and poverty have affected enrolment in some sub counties

D. Lessons Learnt
The lessons learnt were:
a) Create awareness to the society of the programme offered in VTCs
b) Adequate funds should be allocated to this sector to assist our youths in acquiring
vocational skills
c) Organize refresher courses to the staff on emerging technologies and financial
management
d) Create collaboration and partnership with the relevant industries

2.3.9. Youth, Sports, Culture and Social Services

2.3.9.1. Youth Development
The Directorate of Youth Affairs was first established in December 2005 to address the
socio-economic challenges hindering the Kenyan youth from achieving the Millennium
Development Goals. With the promulgation of the Constitution of Kenya, 2010, and
subsequent re-organization of government ministries, the youth docket has been
domiciled in several ministries, and is currently one of the three state departments in
the Ministry of ICT, Innovation and Youth Affairs. In 2013, two functions of the
directorate were devolved; Training and Empowerment.

70
 A. Achievements
During the period under review 2018-2022, the department achieved the following;
a) Trained 800 youths on access to government procurement opportunities (AGPO)
b) Trained and linked 20 youth owned SMEs on access to youth funds
c) Engaged 1,200 youths in direct labour (construction of MCC, ICU, Mumbi and Ihura
stadium)
d) Provided 2,000 boda-boda riders with licenses, reflector jackets and umbrellas

B. Challenges
There were challenges that included:
a) Rampant use of drugs and substance abuse among the youth
b) Apathy in accessing available opportunities offered by the government
c) Over reliance on handouts and external support
d) Limited recognition of youth innovations
e) Increase in mental health breakdown due to hopelessness
f) Negative social media impact

C. Emerging Issues
The emerging issues include:
a) High social media influence
b) High rate of crime
c) High rate of HIV
d) High rate of unwanted pregnancies and abortions
e) Covid pandemic disrupted programmes implementations.

D. Lessons Learnt
There were two lessons learnt:
a) Importance of networking and collaboration with relevant actors, and
b) Proper planning and prioritization of youth programmes and projects

2.3.9.2. Sports
In the period under review 2018-2022, the Department of Sports planned to develop
sports and talent under various programs which include; sports stadia development,
sports talent development, sports administrators’ education and empowerment.

A. Achievements
Achievements included:
a) Stadia development at Ihura Stadium and Mumbi Stadium that entailed
construction of a perimeter wall, gate installation, installation of pop-up
irrigation system and levelling of the football pitch
b) Talent development; organized Under-18 cricket tournament at Kimorori
playground, taekwondo youth tournament at Kiharu grounds, cross country
county championship at Gakoigo stadium, and KICOSCA games that produced
and presented a national and an international team

71
 a) Sports equipment and teams kitting; assorted equipment distributed to 400
football teams, and assorted equipment issuance to 50 volleyball teams

B. Challenges
The following challenges were encountered:
a) Change of county priorities in funding and delays in procurement of goods and
services
b) Inadequate budgetary allocation
c) Inadequate technical staff in the department
d) Inadequate transport facilitation
e) Weak Intersectoral coordination in project development and management

C. Emerging Issues
The emerging issues included:
a) Increase on abuse of drugs and substances among the athletes
b) Migration of Murang’a athletes to other counties for trainings
c) Inclusion of sports for physically challenged
d) Athlete activism

D. Lessons Learnt
a) Proper planning, partnership development and coordination with other sports
stakeholders is critical
b) There is a need to formulate policies and legislation on sports

2.3.9.3. Culture

A. Achievements
The following were the achievements:
a) Participated in the Kenya music and cultural festivals both at the county and
national levels
b) Held Community cultural festivals
c) Held 50 Capacity building workshops for cultural practitioners
d) Mapped 10 cultural sites and monuments (heritage sites)
e) Promoted natural health products where seven samples were sent to Primates
Research Institute for clinical testing and analysis to counter Covid-19.
f) Endorsed registration of cultural groups, artists, herbalists and other cultural
practitioners.
g) 35 herbalists and 10 young champions were trained on Natural Products Industry.

B. Challenges
The main two challenges were
a) Financial constraints, and
b) Inadequate staffing

72
 C. Emerging Issues
These includes:
a) Covid 19 pandemic. With the emergence of Corona Virus, herbalists were engaged
to respond to the pandemic by making curative products
b) Performing artists were used as a platform to create awareness and educate the
public about the pandemic.

C. Lessons Learnt
These were the lessons learnt:
a) Strengthened financial and procurement processes to ensure timely implementation
of programmes and projects.
b) There is a need to enhance collaboration, partnerships and networking.
c) Enhanced monitoring and evaluation for effective and efficient service delivery and
project implementation.

2.3.9.4. Social Services and Gender Directorate

A. Achievements for the Period 2018-2022
During the period under review, 280 wheelchairs, 30 walking frames, and 20 clutches
were issued to people living with disability. Also, 150 children were rescued and placed
in children’s homes where they are safe and have access to education, shelter, clothing
and food. In addition, two toilets were constructed, one at Koimbi Children’s Home
while the other was constructed together with a kitchen at Kandara Children’s Home.
Seven hundred self-help groups were registered, while 2000-self-help groups have been
empowered and trained. On gender mainstreaming, the number of women in top
leadership position was 9 out of the 46 positions, which translate to 19%. However,
there was an improvement to 26% of woman in leadership positions within Murang’a
County.

B. Challenges
The challenges include:
a) Inadequate funding
b) Gender-based violence
c) Reported cases of child trafficking, abduction, kidnapping, and physical abuse.

D. Lessons Learnt
The following were the lessons learnt
a) There is a need for programs prioritizing
b) There is a need for inter-sectoral collaboration to achieve a common goal.

2.3.10. Water, Irrigation Environment and Natural Resources

2.3.10.1. Water and Sewerage Directorate
The directorate is charged with the responsibility of offering domestic water and
sewerage services to the county. The county has 10 permanent rivers, about, 2740

73
shallow wells, 95 protected springs, and 345 unprotected springs There’ are 85 water
pans and 12 dams.

1. Achievements for the 2018-2022

Whilst the households connected to water were 212,912, households with access to
portable water were 156,467. The county has 28 water resource associations. The
directorate provided water to 212,912 households out of 318,105 households in the
county. This represented 67 percent coverage in domestic water supply. On the other
hand, only 38,134 households were connected to sewerage services representing 12
percent coverage. The services were offered through 5 public water supply entities, 35
community projects and 11 county boreholes as shown in Table 2.6.

Table 2.6: Domestic Water service level in the county

No. Water Supply Source Production {M3/Day} Households
Served
1. Murang’a Water and Sanitation Company 10,500 25,505
2. Murang’a’ South Water and Sanitation 16,685 73,409
Company
3. Kahuti Water and Sanitation Company 16,154 30,433
4. Gatanga Community Water Scheme 13,110 28,231
5. Gatamathi Water and Sanitation Water 10,196 37,178
Company
6. Eleven County Boreholes 660 5,926
7. 35 Community Water Projects 2,587 12,229
Totals 69,892 212,912

2. Challenges
The challenges experienced include:
a) High levels of non-revenue water due to leaks, water theft and pipe bursts.
b) Inadequate budgetary allocation to the sector
c) Vandalism of water infrastructure
d) Old and dilapidated water infrastructure leading to high levels of water wastages
through leaks and bursts
e) Destruction of water supply infrastructure by other developers

The vandalism of water infrastructure occasioned heavy water losses as shown in Table
2.7

Table 2.7: Water Losses for the Year 2021

S/NO. NAME OF WATER SUPPLY PROVIDER (WSP) AREAS SERVED WATER
(SUB-COUNTY) LOSSES %
a) Murang’a Water and Sanitation Company Kiharu 25
(MUWASCO)
b) Murang’a South Water and Sanitation Kigumo, Kandara 48
Company (MUSWASCO) and Maragua

74
c) Kahuti Water and Sanitation Company Kangema and 64
(KAWASCO) Kahuro
d) Gatanga Community Water Scheme Gatanga and 40
Ithanga
e) Gatamathi Water and Sanitation Water Mathioya 63
Company
Average 48
Source WASREB

3. Sector emerging issues

The emerging issues included:
a) Public private partnerships (PPPs) are becoming inevitable in implementation of
water programmes, and
b) Natural calamities, such as landslides and floods that destroy water supply
infrastructure
c) Diminishing river flows due to changing climate change

4. Lessons learnt
The lessons learnt included:
a) To reduce the accumulation of pending bills, care should be taken when awarding
contracts and abiding by the approved budgetary allocations,
b) Skewed priorities may arise from political influence,
c) The development of water supply infrastructure is capital intensive, hence, to
supplement Government allocation, PPP programmes should be enhanced, and
d) The future of water supply development in the county is through construction of
flood water storage structures, such as dams and pans, due to climate change.

2.3.10.2. Irrigation Directorate

A. Achievements
A total of 13 Irrigation schemes were initiated and these include Mirichu- Murika in
Kahuro Sub-county, Nyanjigi in Kangema Sub-county, Githuya in Kandara Sub-county,
Mirira in Kiharu Sub-county Nginda in Maragua Sub-county and Ndakaini Wanduhi in
Gatanga Sub-county among others increasing the land under irrigation to 45,000Ha.
Under the same programme, the directorate had planned and managed to increase the
number of farmers trained in using modern irrigation technologies from 9,000 to
13,500 farmers (50%)

One mega dam (Maragua Dam) was constructed along Maragua river to supply water
to the lower side of Murang’a, de-silting was done to Mugira Dam in Maragua sub
county as well as Gakaki irrigation scheme intake works in Kahuro sub county. A total
of over 100 water pans were also constructed in the Murang'a South region.

75
B. Challenges
The following were the challenges:
a) Inadequate staffing
b) Inadequate funding
c) Un-coordinated policies, legal, institutional and regulatory frameworks
d) Under-exploited irrigation potential due to low levels of public participation and
investments
e) Vandalism and theft of Irrigation infrastructure
f) Destruction of irrigation infrastructure by builders and road contractors.
g) Diminishing river flows due to changing weather patterns, climate change and
illegal water abstractions,
h) Inadequate and un-coordinated information in irrigation research, science and
technology
C. Sector emerging issues
The emerging issues included:
a) Cumbersome and expensive process of way leaves acquisition that derail
project implementation.
b) Natural calamities e.g. landslides and floods that destroy irrigation
infrastructure such as intakes, pipelines and storage facilities
c) Diminishing river flows due to changing weather patterns and climate change

D. Lessons learnt
The lessons learnt included:
a) Coordination with major stakeholders including development partners
b) Stakeholder consultation and participation is important for the success of projects
and ownership

2.3.10.3. Environment and Natural Resource.

A. Achievements
The following were the achievements during the plan period:

a) Environment Management and Protection Programme: Three hundred (300)

litterbins were acquired and distributed to the nine sub-counties. One thousand
(1000) assorted waste collection tools and one thousand (1,000) pieces of protective
equipment were procured and issued to two hundred and sixty-three workers.
County environment committee was gazetted in 2018 for a period of three years.
Beautification of Kangema and Kenol towns by planting of ornamental trees and
flowers along the streets. One waste collection truck was procured.

A total of 1000 young people were trained across the county on reduce, re-use and
recycle on waste management through public private partnership. Whilst 150 waste
collection chambers were constructed in Gatanga, Kangema, Kigumo and Maragua
sub counties, Kangema and Karii dumpsites were improved by gravelling of access

76
 roads. On the other hand, the Mitubiri Sanitary Landfill, which is funded by the
Word Bank and part of the Nairobi Metropolitan Services Improvement Project
(NAMSIP), is 80% complete.

b) Natural Resource Conservation and Management Programme:

a. The rehabilitation of three degraded areas (Kiang’ombe gullies, Kagumo in
Kahuro, and Kora in Mathioya).100 seedlings nurseries were established.
b. Punda Milia Dam was desilted.
c. 10Km of Saba and Maragua river banks were rehabilitated by planting bamboo
and other indigenous trees.
d. 520,000 tree seedlings were procured and distributed to various public
institutions and planted.

B. Sector Challenges
The following were the challenges:
a) Insufficient funding.
b) Climate change issues
c) Covid-19 challenges
d) Lack of legal instruments (policy on waste management and forestry).

C. Emerging Issues
Covid-19 was of great challenge during the period under review

D. Lessons Learnt
There were two lessons learnt:
a) Solution to the challenge of inadequate funds, splitting the project budget and
entering into public private partnerships.
b) Bureaucracy in procurement affects achievement of the departmental work plan.
c) Supervision of projects was difficult due to lack of mobility.
d) Unreliable weather affects programs and implementation plan
e) There is a need to domesticate national government legislations, such as EMCA.
The natural resources available and challenges are summarized in Table 2.8.

2.3.11. County Assembly

The County Assembly is one of the two Arms of the County Government with the
other being the County Executive. The Assembly is constitutionally mandated to
undertake the legislative, oversight and representation roles on behalf of the County.
In the discharge of itsconstitutional mandate, the Assembly is comprised of elected
and nominated Members. The Members are ideally assisted by a team of competent
professionals and qualified personnel led by the Assembly Clerk, while the overall
leader of the Assembly is the Hon. Speaker to whom the Clerk is answerable. Whilst
the Assembly is an arm of the County government, it is distinct and independent from
the Executive and enjoys autonomy in the execution of its mandate and management

77
of its affairs. The overall supervision and conduct of the Assembly as well as ownership
of its property and policy direction overview is undertaken by the CountyAssembly
Service Board (CASB), which is chaired by the Hon. Speaker. The Board is equally
mandated to implement several circulars from various commissions that coordinate
the functions of County Government, such as the Salary and Remuneration
Commission (SRC) and the Commission on Revenue Allocation (CRA).

Article 185 of the Constitution sets out the authority of the County Assembly, which
has 35 elected officials and 14 nominated members. The Speaker is an elected official
of the Assembly.

A. Sector Achievements
During the Plan Period, the County Assembly considered and passed various legislation
including those supporting the budget process

B. Sector Challenges
There is weak coordination of policies and legislations

C. Emerging Issues
The most urgent immediate issue is the need for an effective administrative unit to
help coordinate activities.

78
2.4. Water and Natural Resource Assessment
Table 2.8: Natural Resource Assessment
Natural Resource Dependent Status, Level of Opportunities for Optimal Constraints to Optimal Existing Sustainable Management
Sectors Utilization; Utilization Utilization Strategies
Scenarios for
Future
Maragua River Water Underutilized Can support more domestic Upstream damming; a) Legal and policy enforcement
up stream water supply by Nitrification; b) River rehabilitation
construction of new intakes- deforestation along the programme
ongoing Maragua dam also river banks c) Conservation of forest
to have a component of upstream where the river
domestic water supply to originates
the lower area of Murang’a d) Conservation of Riparian land
County Sub-County next to the river to be
enhanced
Thika River Water over utilized Can support more people Cultivation upstream a) Legal and policy enforcement
forms the upstream with domestic water-if making the resource b) Strengthening of water
boundary of modern intakes are more polluted resource user associations
Murang’a and constructed and water c) Conservation of forest
Kiambu Counties conservation enhanced upstream where the river
–used by both originates
counties d) Conservation of Riparian land
next to the river to be
enhanced
Kimakia River Water over utilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water
conservation enhanced

79
 c) Conservation of forest
upstream where the river
originates
d) Conservation of Riparian land
next to the river to be
enhanced
Kiama River Water Underutilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced
Makiama River Water Underutilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced
Irati River Water over utilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of forest
conservation measures upstream where the river
enhanced originates
d) Conservation of Riparian land
next to the river to be
enhanced

80
Kayawhe River Water Underutilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced

Gondo River Water Underutilized Can support more people Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced
Mathioya North Water Underutilized Can support more people -Cultivation upstream a) Legal and policy enforcement
River upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced
Mathioya South Water Underutilized Can support more people -Cultivation upstream a) Legal and policy enforcement
upstream- with domestic water-if making the resource b) Strengthening of water
modern intakes are more polluted resource user associations
constructed and water c) Conservation of Riparian land
conservation enhanced next to the river to be
enhanced

81
Silanga Dam Water Underutilized Can support people with -Demarcation of dam a) Legal and policy enforcement
-Kagunduini domestic water-if modern area and protection of b) Strengthening of water
intake, water treatment dam riparian land resource user associations
facility and distribution required c) Conservation of Riparian land
network are developed next to the dam to be
enhanced
Mugira Dam - Water Underutilized Can support people with -Demarcation of dam a) Legal and policy enforcement
Kabiti domestic water- modern area and protection of b) Strengthening of water
intake, water treatment dam riparian land resource user associations
facility and distribution required c) Conservation of Riparian land
network are developed next to the dam to be
enhanced
Borehole sources Water Underutilized Can support people with -development of Legal and policy enforcement
domestic water- If all boreholes to be
existing and those to be coordinated-All
developed in future are boreholes to be
provided with a solar equipped with solar
system as a source of power. system as a county
Government policy.
Springs and Water Underutilized Can support more people development of springs Legal and policy enforcement
shallow wells with domestic water- if and wells to be
storage facilities are coordinated-.
provided and solar systems
installed where pumping is
to be done
River Maragua • Irrigation Over-utilized • Can support more food • Uncontrolled a) Legal and policy enforcement
for irrigation production through modern abstractions b) Catchment conservation
irrigation technologies • Encroachment of
riparian areas

82
Mathioya North • Irrigation Underutilized • Can support more food • Uncontrolled a) Legal and policy enforcement
and Mathioya for irrigation production through modern abstractions b) Catchment conservation
South Rivers irrigation technologies • Encroachment of
riparian areas
Forest Kenya forest Intact but • Eco tourism • Encroachment Legal and policy enforcement
{Aberdare, services requires some • Non-wood forest • Human wildlife
Kiambicho and Irrigation enrichment with products conflict
county forest} Tourism indigenous trees • Carbon credit
Wildlife • Water towers
• Growing commercial
forest.
• Revenue
Building sand -Miners Overutilized -revenue Uncontrolled Legal policy guideline
Infrastructure harvesting
Builders
Building stones Miners Overutilized Revenue Uncontrolled Legal policy guideline
Infrastructure harvesting

83
2.5. Development Issues
Table 2.9 provides the analysis of development issues by Sector

Table 2.9: Sector Development Issues

Directorate Development Issue Cause(s) Constraint(s) Opportunities

Sector 1: Public Administration and ICT

Public Inadequate Lack of appropriate Inadequate skills and low funding • Reorganisation of government
Administration coordination of structures and inadequate management structures
government services personnel • Achieve ISO certification
• Enhance performance contracting

ICT Under-developed Low investment in the Inadequate budget allocation Mobilize stakeholders and partners
information, subsector with a view to improve and
communication prioritize ICT connectivity
technology
connectivity
Sector 2: Finance, Economic Planning and other Cross-cutting Issues
Revenue and Unmet Revenue • Unrealistic revenue • Inadequate budget allocation • Training and sensitization of
Resource targets targets • Lack of automation Revenue collectors
Mobilization • Financial leaks • Inadequate human skills • Automation of county Revenue
Lack of adequate • Lack of adequate collection Systems
Resource resource mobilisation
mobilisation skills
strategy
Finance Unmet Financial Unmet revenue Targets • Inadequate budgets allocation • IFMIS System
Commitments • Delays in release of funds • PFM Act 2012
Economic Non-vibrant County • Unclear placement of • Inadequate technical staff • Create a Research, MERL and
Planning monitoring, MERL within the monitoring and evaluation Resource Mobilization Units within
evaluation, County structure • Lack of adequate Economic Planning
reporting and • Lack of established sub- planning/statistics officers
county planning offices

84
Directorate Development Issue Cause(s) Constraint(s) Opportunities
learning (MERL) • Lack of adequate • Create a county and subcounty
system statistical information statistical offices and placement of
staff

Sector 3: Agriculture, Livestock and Fisheries

Agriculture Decreasing farm Land subdivision Most of farm land is converted to • land policy implementation on
(Crops) land sizes un utilized plots arable land
• Invest on intensive farming and
urban agriculture
Insufficient crops Insufficient baseline data Lack of finances to conduct baseline • Allocation of resources for this
baseline data collection and analysis for data collection and analysis activity
some crops • collect data continually
• Set up team to collect CROP data
continuously
Low crop • Climate change • Low productivity • Involve the Youth through Student
productivity • Inadequate extension • Financial. Inadequate resource Led Agriculture extension
services allocation • Establish Farm Hubs in each of the
• Low soil fertility. • Low Land policy and climate 35 wards
• diseases and pests’ change implementation • Pilot and practice climate smart
infestation; • staff: farmer ratio. One technical agriculture and organic agriculture
• Frequent drought staff serves more than 2700 • Embrace irrigation agriculture
occurrences; farmers as compared to the ideal through construction of irrigation
• Poor irrigation methods; 1:500 schemes, water pans,
• Inadequate funding for • Implement soil and water
irrigation; conservation measures through
• High cost of farm inputs. catchment approach
• Harness rain water by construction
of dams, water pans and
• Intensify soil testing to implement
soil correction measures

85
Directorate Development Issue Cause(s) Constraint(s) Opportunities

• Employment of more agricultural

technical staff
• Implement land and climate change
policies
• Set up Grain silos for disaster
preparedness.
Low level of • High cost of technology • Inadequate trained manpower • Sensitization and awareness
adoption of modern and machinery • Lack of awareness creation
farming • Lack of skills • Capacity building
technologies
Low access to • Unstructured market • Inadequate market information Development of structured markets
markets channels and cartels • Inadequate dedicated market and related infrastructures
• Bureaucratic certification structures and facilities
processes
Improper use of Lack of adequate Inadequate skilled man power • Training of extension workers
agro chemicals information and • Promoting use of organic
knowledge agriculture
Fisheries Low fish production • High cost of fish feeds • High cost of inputs • Sustainable aquaculture
and inadequate fish • Poor quality fingerlings • Adverse effects of climate change • Climate smart technologies
marketing • Low investment in • Inadequate technical capacity • Capacity building of stakeholders
infrastructure aquaculture • Introduce student led extension
(SLE) services
• Investment in fish feed
manufacturing
Livestock Low livestock • Poor livestock breeds • Low yield of livestock due to • Educate farmers on livestock
productivity • High cost of animal feeds poor breeds, diseases and pests’ farming techniques
and inputs infestation • Intensify animal disease surveillance
• Low quality inputs • High cost of livestock inputs • Promote value addition
• Poor marketing systems • High cost of AI services • Revive livestock cooperatives
for livestock products • Introduce student led extension (SLE)
services

86
Directorate Development Issue Cause(s) Constraint(s) Opportunities

• Inactive and under developed • Open up livestock products

cooperative societies dealing with marketing channels
livestock products;
• Poor livestock management
Sector 4: Roads, Housing and Infrastructure

Roads, Poor and irregular • High cost of road • Inadequate funding • Opening up of new roads
Housing and maintenance construction and • Unpredictable weather patterns • Widening of access roads
Infrastructure maintenance • Dissected terrain affecting the cost • Timely maintenance of roads
• Narrow access roads of construction • Availability of dedicated
• Inadequate funding of conditional grants such as Road
road maintenance Maintenance Levy Fund (RMLF)
activities • Strengthen coordination of the
County and National Government
Road agencies
Storm water • Poor infrastructure such • Inadequate funding Participatory planning, coordination
management as drainage systems • Poor urban planning and and management of services involving
systems in built-up • Negligence by coordination of urban services all stakeholders
areas responsible parties
Neglected railway Under-utilized railway Inadequate funding Mobilize resources for the
line & stations and system and available air development for the air strip
Kambirwa air strip strip
Sector 5: Trade, Industrialization, Tourism and Cooperative
Tourism Untapped tourism Absence of a Tourism Inadequate funding • Education and awareness of the
potential Development Master Plan tourism potential
• Develop and promote tourism
products
• Encourage public-private
partnerships
Cooperatives Poorly • Existence of unethical • Political interference in • Establish and strengthen
managed product marketing management of societies marketing structures

87
Directorate Development Issue Cause(s) Constraint(s) Opportunities
cooperative practices • Poor marketing infrastructure of • Capacity building in the
sector • Poor management in agricultural crops and products cooperatives sector
agricultural crops e.g.,
coffee
• Inadequate value
addition
• Short comings of the
cooperatives Act.

Trade Inadequate market • Increased migration to • Inadequate funding • Mobilize additional resources
opportunities and the urban centres • Inadequate staffing • Participating in trade fair and expo
infrastructure • Dilapidated market • Inadequate skills and capacities in • Capacity building in trade and
infrastructure marketing marketing
• Poor access to markets • Red tape in certification • Exploring new markets
• Poor access to regional
and international
markets
Sector 6: Health and Sanitation
Health Low access to • Inadequate Accident and • Inadequate budgetary allocations • Strengthened collaboration with
medical services Emergency services in • High cost of medical equipment Health-Related Sectors
major hospitals and health services • Centralize Radiology services
• Inadequate theatre • CHVs and CHAs equipped for NCD
facilities screening and Community
• Inadequate Radiology mobilization and sensitization
services • Collaborate with Agriculture to
• Inadequate infrastructure improve farming methods for food
for laboratory services security and improved nutrition
•
Exposure to health • Improper waste handling • Strengthened collaboration with
Risk factors and disposal • Poor enforcement on existing Health-Related Sectors
pollution laws

88
Directorate Development Issue Cause(s) Constraint(s) Opportunities

• Weak enforcement of • Low income from agricultural • CHVs and CHAs equipped for NCD
existing pollution activities screening and Community
laws/principles • Vulnerability of some mobilization and sensitization
• Low level of populations
enforcement to stop • Skill gaps to support the
smoking in public established systems as well as
• Food insecurity and weak linkages between the
poor nutrition various core systems
Dilapidated health • Non-functionality of • Inadequate contracted Budget for maintenance in place
facilities critical inputs like maintenance services
maintenance and • Inadequate spare parts
replacement plans • Inadequate maintenance
• Bureaucracies & Lack of engineering technicians hence
clear disposal guidelines inadequate maintenance skills
of non-functional • Ineffective government insurance
equipment cover
Increasing burden of • Poor health seeking • Lack of fitness centers • CHVs and CHAs equipped for NCD
communicable and behaviour • Overuse and misuse of screening and Community
non-communicable • Food insecurity and antimicrobials mobilization and sensitization
conditions poor nutrition • Lack of clean water and • Adequate budgetary allocation
• Anti – microbial sanitation • Strengthened collaboration with
Resistance • Stigma Health-Related Sectors
• Mother to child HIV • Lack of PMTCT services in some
Transmission facilities
• HIV and STI • Poor adherence of mothers to
• TB HAART
• Mental health • Skill gaps to support the
challenges established systems as well as
weak linkages between the
various core systems

89
Directorate Development Issue Cause(s) Constraint(s) Opportunities

• Inadequate lab support to

monitor AMR surveillance
• Frequent stock outs requisite
medications
• Lack of resources for community-
based HIV prevention activities
• Few TB treatment sites
• Lack of isolation units
Sector 7: Lands, physical planning and Urban development

Lands, Inadequate urban • Garbage within the town • Inadequate funding • Mobilizing both government and
physical infrastructure service CBD • Lack of alternative disposal sites private sector stakeholders and
planning and network • Inadequate and parking resources.
Urban bays and spaces in CBD
development and Mukuyu;
• Non-working street
lighting;
• Non-maintained
cemeteries funeral
parkours and
crematoria;
• Poorly managed dump
site at Karii.
Lack of title deeds • Uneconomical land • Inadequate staffing • Expedite dispute resolution
subdivision • Inadequate information on mechanisms
• High number of land surveys and conveyance • Build and strengthen partnerships
disputes with private sector service providers
• Encroachment of public • Sensitisation and education on land
land and access roads matters

Sector 8: Education and Technical Training

90
Directorate Development Issue Cause(s) Constraint(s) Opportunities
Education and Declining education • Inadequate education • Disruption from broken family • Support ECDE education and
Technical standards facilities structures polytechnics
Training • Poor role modelling • Inadequate budgetary allocations • Increase access to tertiary colleges
• Understaffing • Poverty and youth polytechnics
• Unemployment • Modernize education physical
facilities
• Improve disbursement of bursaries
to needy children
• Reduce the staff to pupil ratio
• Partner with stakeholders and
other development partners
Sector 9. Sector: Youth, Sports, Culture and Social Services

Youth Vandalization of Lack of adequate security Inadequate funds Strengthen utilization and management
and Sports Sports facilities of sports facilities
low Income, drugs • inadequate employment • Inadequate funding • Promote income generating
and substance abuse opportunities • Slow economic development activities
• inadequate job readiness • Inadequate sports facilities and • Improve sports facilities and access
and market fit equipment road to the facilities
• Peer pressure and • Develop and equip Youth
idleness polytechnics
• Develop talent centres
• Redesigning youth programmes and
projects
Social Services Gender inequalities • Unfavourable cultural • Outdated cultural beliefs • Improve gender-based education
in resource practices • Lack of implementation of • Gender mainstreaming
allocations and • Lack of access to affirmative action plans
leadership. community resources
Teenage Pregnancies • Poverty Low incomes • Social cultural education
• Inadequate sex • Promote Income generation
education activities
• Broken family structures

91
Directorate Development Issue Cause(s) Constraint(s) Opportunities
Sector 10: Water, Irrigation, Environment and Natural Resources

Water and Inadequate access to • Inadequate • Management conflicts among • Review roles and responsibilities of
Irrigation water for domestic infrastructural water services providers water service providers including
use and irrigation investments • Inadequate funding for water determination of their areas of
• Vandalism of water and and irrigation projects jurisdiction
irrigation infrastructure • Inadequate technical personnel • Increase investment in water sector
• Destruction of water and equipment • Training water users’ groups
and irrigation • Poor leadership in community • Protection of springs and
infrastructure by other managed projects catchment areas
developers e.g., road • Difficulties in securing way leave • Training on water harvesting
contractors technologies
• Rehabilitate and commission stalled
community boreholes
• Construction of new irrigation
systems
• Enforcement of existing water use
regulations
Environment Environmental • Indiscriminate dumping • Poverty • Mainstream environmental
and climate degradation and of waste • High cost of energy planning into development
change pollution • Uncontrolled charcoal • Lack of alternative sources of • Increased institution collaboration
burning income in environment and natural
• Uncontrolled sand • Lack of enforcement of resources management
harvesting environment policies and • Increased capacity building in
• Encroachment of legalisation environmental and natural
riparian areas resources management
• Catchment degradation • Increased restoration of
• Quarrying and Sand landscapes
harvesting
• Poor soil conservation
methods

92
Directorate Development Issue Cause(s) Constraint(s) Opportunities
Cross-cutting Increasing levels of • High unemployment; • Low levels of employment • Investment in vocational and
Issues Poverty • Inadequate security opportunities technical training
personnel • Deteriorating family structures • Mobilize stakeholders and partners
• Illicit Brews and drug • High transaction cost of land with a view to establishing VTCs
abuse transfer and other opportunities for business
• Poor land tenure system. • Drugs and substance abuse • Enhance social funding (Hustler
Fund)
• Mobilize stakeholders and
partners to eradicate substance
and drug abuse

93
 CHAPTER THREE

3. SPATIAL DEVELOPMENT FRAMEWORK

3.1. Overview of Spatial Development Framework

The Spatial Development Framework provides a base to guide the implementation of the
county development programmes and projects. The framework aims to bolster the
objective of secure land tenure and resilient communities. It integrates the strategic
development dimension at the local level and describes thematic areas outlined in
Murang’a County Spatial Plan for the period 2015-2045 as aligned to the National Spatial
Plan (2015-2045). The Plan seeks to underpin urban and rural development linkages from
a spatial framework perspective with a goal of accommodating population growth vis a
vis provision of adequate and appropriate related services infrastructure.

The county spatial planning and implementation is aimed at improving the service
infrastructure base and sustainable development that is critical for economic development.
It is crucial in the realization of constitutional principles of efficiency, productivity, and
sustainability. Previously, the focus has been on economic planning with little or no regard
for spatial planning. The Murang’a County Spatial Plan (2015-2045) was developed under
the Nairobi Metropolitan Services Improvement Programme (NaMSIP).

Under the spatial planning framework, the county government aims to strengthen urban
services and infrastructure, emphasizing growth, equity, environment, and governance.
During the preparation of the Murang’a Spatial Plan, the county also developed Integrated
Strategic Development Plans (ISUDPs) which included the A2 corridor ISUSP, Maragua
ISUDP, Murang’a ISUDP, Kandara ISUDP, and Kangari ISUDP.

3.2. Resource Potential Growth Areas

Resource potential growth area strategy provides an approach through which policy
guidelines, plans, and development strategies take account of region-specific characteristics
and interests. It provides for joint and shared inter-relationships grounded on economic
and social functions. Regional characteristics and interests including physical nature, agro-
ecological and state of infrastructure services as summarised in Table 3.1

94
Table 3.1: Framework for Development of Growth by Region
Zone Potential Policies Strategies
Western Agriculture production - Increased investment - Construction of key infrastructure to
Region Water catchment - Environment conservation support resource exploitation and
Forestry - Sustainable exploitation of natural development
Tourism resources - Natural resources mapping and
Agro-forestry - Sustainable urban land use and exploitation
Trade and Commerce growth - Environmental protection of sensitive areas
Wildlife resources - Balanced growth and mining zones
Dairy production - Densification of built-up areas - Utilization of water resources for
Livestock production - Development of key social and agriculture and food production
(Dairy) physical infrastructure - value addition
- Environmental conservation
- Intensive land use
Central Agriculture production - Sustainable use and exploitation of - Construction of key infrastructure to
Region Water catchment natural resources support resource exploitation and urban
Forestry - Balanced growth development
Tourism - Increased investment in social and - - Conservation of wildlife and forest
Industry and value physical infrastructure resources
addition - Environmental conservation - Resource mapping and exploitation
Agro-forestry - Sustainable urban land use and - Urban development around key human
Tourism (Cultural Sites) growth settlement and investment
Livestock Production - Balanced growth - Enhanced agriculture and food production
(Dairy) - Densification of built-up areas - value addition
Trade and Commerce - Development of key social and - Environmental conservation
physical infrastructure - Intensive land use
- Conservation of wildlife and forest
resources
Eastern Agricultural (Irrigated) - Sustainable use and exploitation of - Development and rehabilitation of key
Region Industry and value natural resources infrastructure in underserviced locations
addition - Balanced growth - Services to under-served populations
Mining (Quarrying) - Increased investment in social and - Environmental protection
Fisheries physical infrastructure
Trade and Commerce - Environmental conservation

95
Livestock production - Sustainable urban land use and - Construction of key infrastructure to
growth support resource exploitation and urban
- Balanced growth development
- Densification of built-up areas - Resource mapping and exploitation
Development of key social and - Urban development around key human
physical infrastructure settlement and investment
- Enhanced agriculture and food production
- value addition
- Environmental conservation
- Intensive land use

96
3.3. County Competitive Advantage
Accelerating the attainment of the County medium-term to long-term objectives is the
primary aim of the County Spatial Development Framework as integrated into the CIDP
(2023-2027) aspirations. Globalization offers opportunities in global markets besides the
local markets, though with intensive competition. To enhance its competitiveness, the
county should leverage its traditional strengths and opportunities, including vast arable
land, conducive climate, proximity to Nairobi City, (within the Nairobi Metropolitan
Region), an established culture of entrepreneurship as well as stable financial institutions,
SACCOs and insurance agencies.

3.3.1. Land, Geological and Physiographic Capability

The County Spatial Framework aims to optimize the utilization of county land by rationally
allocating activities considering land capabilities and potentials, and taking necessary steps
to protect and conserve the environment. The framework categorizes land into land-based
needs, including prime-agriculture areas, potentials of the low-lying semi-arid areas,
accommodating increasing urban population and provision for future infrastructure
utilities.

The county has a total area of 2,558.9 km2, of which 2,135 km2 is arable land. The average
farm size under large - scale holdings is 16 acres, while that of small-scale farms is 2.2 acres.
The main land use activities in the county are cash crop farming, subsistence farming,
livestock keeping, fish farming, housing, and forestry. Land holding is considered essential
and it is estimated that 64.9 per cent of farmers have title deeds while 35.1 per cent does
not have title deeds. Majority of the county population own land, and the incidence of
landlessness is approximately 0.2 percent.

The entire county is suited to diverse livelihoods with capabilities across the county. The
highest areas in the western parts are drained by several rivers and also form rain catchment
areas. The geology consists of rich volcanic rocks generally fertile and highly suited for
growing tea. This region falls under the agro-ecological zone one consisting of the highest
potential zones where forestry and tea form the most important economic activities. Agro-
ecological zones two and three are the lowlands east of the Aberdares and are generally
suitable for coffee and dairy farming. Arid and semi-arid conditions characterize the flatter
low-lying areas to the eastern part of the county. This forms the agro-ecological zones 4,
5, and 6 suitable for coffee and pineapple plantations. These areas including the eastern
region, lower parts of Kigumo, Kandara, Kiharu and Maragua constituencies receive less
rain and crop production requires irrigation.

97
3.3.2. Location Advantage
The proximity and location of the county within the larger Nairobi Metropolitan Area
provide its agricultural sector with the cost leadership advantage. As such, traders are able
to provide products at an advantageous costs compared to other agricultural potential
counties outside the Nairobi metropolis which effectively enable offering of products at a
relatively lower price. As a market leader in the transport sector within the Nairobi
metropolis, pool resources as a factor provide a competitive advantage which accrues due
to industry alliances across industries. Other location advantages include Thika
superhighway traversing other central region counties and connecting the Northern part
of Kenya.

3.3.3. Established Culture of Entrepreneurship and Renown Entrepreneurs

Murang’a County is associated with established and eminent entrepreneurship culture that
spans for decades. The culture of entrepreneurship accords the county with the required
competitive edge especially in the City of Nairobi where the descendants of Murang’a rule
in business interests ranging from transport, Nairobi Security Exchange, retail trade and
hospitality, among others.

3.3.4. Established Financial Institutions & SACCOs

Established commercial banks, SACCOs and insurance agencies play a key role in the
economic development through provision of financial services to the farmers, business
people and the public in general. Besides provision of credit facilities, the financial
institutions also advise the local people on the best businesses to venture into in order to
get maximum returns. The government uses the financial institutions to channel funds such
as the social protection fund to the vulnerable members of the population. Youth
Enterprise Development Fund and Women Development Fund are also channelled
through financial institutions. The Hustler Fund and other grant financing mechanisms may
adopt the same financing channels.

3.3.5. Natural and Agro-forestry

The county has five indigenous gazetted forests namely: Gatare, Karua, Kiambicho and
Wanjerere forests, covering a total area of 254.4 km2. These forests are in two zones: the
tropical montane forest zone located along the Aberdare ranges and the semi-arid forest
zone located in the lower parts of the county. However, there are 204,557 farm forests
which are privately owned plantations. The main forest product in the county include
timber (approximated at over 64 million running feet per annum), firewood (over
500,000 stacks), and seedling production of over 63 million per year. Other minor forest
products include grass, bamboo sticks, medicinal herbs, honey and charcoal. The forests
are also the major sources of various rivers, namely: Maragua, Mathioya North, Mathioya

98
South, Kiama and Thika rivers. Agroforestry involves tree farming with crops and/or
pasture and entails planting trees that do not compete with crops. The county has 270,879
acres under farm forestry in 204,557 farms. There are 282,774 people involved in farm
forestry, with an average of 40 trees per farm.

3.4. Modernizing Agriculture

3.4.1. Agriculture Sector Overview
The agricultural sector is not only the driver of the county’s economy but also the means
of livelihood for most residents. The sector comprises crop production (industrial & food
crops), horticulture, livestock, fisheries, and forestry. Agricultural transformation is
essential for the county, as it has huge potential to spur growth and raise income. As at
2017, an estimated 58% of the Gross County Product (GCP) ranked 12th nationally with a
contribution of 2.3% to the GDP came from agriculture Sector. Residents engage in small-
scale farming and livestock keeping with over 60% of small-scale farmers growing tea and
coffee, especially in the upper parts of Murang’a. Agricultural activities are dictated by the
underlying climatic and geographical features across the county. Besides crop farming,
other agricultural activities include dairy farming which is dominant with milk processing
plants spread across the towns.

3.4.2. Development Objectives

The development objectives of the spatial urban plans are:
a) Protection of high potential agricultural areas from urban development;
b) Identification of opportunities for viable and appropriate economies and
sustainable livelihoods in the hinterland;
c) Strengthening of agriculture through economic and infrastructure investment;
d) Creation of linkages between the hinterland and urban nodes to facilitate the flow
of people, goods, services and capital between these areas; and
e) Creation of sustainable tourism opportunities linked to natural, cultural and
recreation assets in the rural hinterland.

3.4.3. Intervention Strategies

The intervention strategies include:
a) Protection of economically viable agricultural activities in the county
b) Attention is given to the development of cooperatives, commonages and agri-
villages in the agricultural areas.
c) Agri-villages must be promoted throughout the rural hinterland as a sustainable
manner in which to integrate local economic development and residential
settlement development;

99
 d) The subdivision of agricultural land into small, uneconomical land parcels, must be
prevented.
e) Illegal land uses on farm portions, such as industrial and commercial developments
that have no direct relation to agriculture, should be eradicated and moved to
nodes.
f) Mining and quarrying activities may not be permitted within sensitive natural areas,
high potential agricultural areas or near areas of high tourism potential.
g) Locate small-scale agriculture in closer proximity to nodes in order to ensure that
small-scale farmers can easily access essential services as well as urban markets
h) Promote sustainable agricultural technologies and practices in order to limit negative
externalities
i) Subdivisions of agricultural land for urban development should only be permitted
around and contiguous to existing nodes in order to prevent leap-frog development
and the inefficient development of service and movement networks

3.4.4. Value Addition

Value addition plays a vital role in provision of forward and backward linkages to the
agricultural sector. With the shift to export-oriented manufacturing as the main thrust of
Kenya’s industrial policy, this sector provides potential opportunity as the country aims to
raise the share of products in the regional market from 7% to 15 % and develop niche
products for existing and new markets. Opportunities include development of Special
Economic Zones (SEZs), Industrial Parks, Industrial Clusters, promotion of small and
medium scale manufacturing firms, development of niche products, and commercialization
of research and development results.

Agricultural activities in the county are dictated by the underlying climatic and geographical
features across the county. Besides crop farming, other agricultural activities include dairy
farming which is dominant with milk processing plants spread across the town

3.4.5. Industrialization
Industrial potential is driven by the availability of raw materials in the form of minerals;
agricultural produce; technology; skilled human resources; quality physical infrastructure
that attracts investment, and markets (local or external). Other determinants of industrial
potential include internal and external markets and the ability to attract investment in
industrial activities. The industrial sector in the county is dominated by small and medium
sized industries. Most of these industries are agro-processing firms with coffee being the
leading followed by tea factories.

100
They majorly produce semi-finished products which are exported to other counties and
internationally as raw materials and therefore do not fetch optimum prices. There is a need
for the factories to refine and package the end products to optimize returns and create
more employment opportunities in the county. Only a few processors like Del Monte and
Farm Nut produce finished products and hence are the largest employers compared to the
others. The county has potential for more industries like the aforementioned, especially
mangoes, bananas, and milk processing factories. There is also potential in pottery, where
clay soil is exported to other counties instead of making finished product of clay for export.
Most of the industries are rural based, dealing mainly in tea and coffee. Table 3.2 entails
some strategies to spur agro-industrialization across various products.

Table 3.2: Agro Industrial strategies

Type of
Potential Constraints Strategies
Industry
Rural-based Upper - Low adoption of - Provide adequate, supportive
industries western technology transport and infrastructure
for tea and regions - Limited/No value addition - Diversify energy production sources
coffee - Poor Linkage to markets to reduce costs of production and
- Presence of industry enhance its reliability
brokers (Cartels) - Introduce contract farming through
SACCOs
Agro-based Lower - Low adoption of - Provide adequate, supportive
Industries eastern technology transport and infrastructure
for Dairy, parts of - Limited/No value addition - Diversify energy production sources
Macadamia, the - Poor Linkage to markets to reduce costs of production and
Bananas, County - Presence of industry enhance its reliability
Avocado brokers (Cartels) - Introduce contract farming through
SACCOs

3.5. Opportunities for Tourism Development

Murang’a County has several tourist destinations, including Mukurwe wa Nyagathanga-
the cultural homestead of the Agikuyu community; Tuthu Catholic Church Mausoleum-
which houses Paramount Chief Karuri wa Gakure’s Mausoleum; Ndakaini dam, the main
source of water for Nairobi County; Kimakia fishing grounds in the Aberdares National
Park - that has great opportunities for fishing adventures ;Karia ka Mbari ya Ngware - a
sacred cultural heritage site where elders conduct prayers and other tradition and has a rich
history on the origin of the Agikuyu.

Mathioya river has one of the most challenging rafting courses in Kenya, offering excellent
opportunities for kayaking and swimming adventures. There are also great destination
hotels, including: Hotel Nokras, Sagana Getaway Resort, Stanley’s Haven, Muchiri Hotels
and Aberdares Cottages among many others. Furthermore, the county has great landscapes

101
along its breadth including tea farms and the Aberdares ranges, hills, and valleys offering
great potential for agriculture tourism. (see Plate 3.1.) There are also numerous waterfalls
that offer hydro-power generation and tourism opportunities.

The main wildlife in the county are elephants found in Aberdare Forest. Other wildlife in
the county include columbus monkeys and their related species. Other tourism
opportunities are in the hospitality industry, conference tourism, cultural tourism, and
eco-tourism.

3.6. Human Settlements

The Kenya Vision 2030 anticipates that more than half of our nation’s population will
likely reside in urban areas following the current population trends. Thus, there is a need
to plan for decent and high-quality urban livelihoods for the population. Ideally, human
settlements perform the following functions:
a) Service Function: settlements facilitate the provision of schools, health services, public
utilities, public transport, commercial banks, cooperatives, and administration among
other important services. These serve not only the people in the towns, but also those
in the surrounding areas.
b) Economic Function: These provide employment opportunities, e.g., within industries,
commercial, and the above service functions. They provide a market for the local
produce, which stimulates the conversion from subsistence to a cash economy. It also
creates material advancement in both rural and urban centres through production of
manufactured goods.
c) Residential Function: Human settlements also provide a residential function for people
working in non-agricultural employment.

3.6.1. Human Settlement Policy

The Human Settlement Policy emanated from the detailed Human Settlement Strategy of
1978. This strategy is an overall framework for the management of urban growth and
location of physical development in the urban and rural areas of Kenya so as to develop
“a coherent system of human settlement.” Five strategies were outlined to achieve the
above:
a) The development of service centres;
b) The development of growth centres;
c) The development of an integrated transportation and communication system;
d) Rural development; and
e) The development of appropriate standards for urban infrastructure

102
The main objectives of the above strategies are:
a) To continue promoting the maximum development of the rural areas in orde to
improve living standards for the majority of the people;
b) To establish a more even geographical spread of urban physical infrastructure to
promote more balanced economic growth throughout the nation as well as a more
equitable standard of social services between different areas;
c) To encourage the expansion of several large towns in addition to Nairobi and
Mombasa in order to promote regional growth, thereby providing more alternatives
for the absorption of the migrant population and the problems arising from excessive
concentration in these towns;
d) To continue developing a complementary network of communication so as to improve
accessibility between centres of economic and social development;
e) To adopt standards for urban infrastructure which more closely relate to what can be
afforded by the country as a whole; and
f) To continue improving the planning machinery and co-ordination between
developmental agencies, which are responsible for planning, decision making,
financing, implementing and administering a wide variety of services.

3.7. Natural Environment Conservation

3.7.1. Rationale for Conservation
Article 42 of the Constitution of Kenya 2010 provides that every person has the right to a
clean and healthy environment including the right to have the environment protected for
the benefit of present and future generations through legislative measures. Further, Article
69 states that the state shall ensure sustainable exploitation, utilization, management and
conservation of the environment and natural resources, and equitable sharing of accruing
benefits. Therefore, as a contributing share of the national agenda of a clean, secure and
sustainable environment by the year 2030, specific county strategies will entail promoting
environmental conservation through mainstreaming of green economy issues in every
sectoral development programme. Other initiatives include tree planting along riparian
lands, robust strategies to reduce pollution and waste management, efficiency in water and
sanitation provision, adoption of climate smart agriculture and consumption of clean
energy.

The development strategy for the natural open space system deals with the designation,
protection and management of biodiversity and important ecosystems. The natural open
space system generally comprises rivers, dams, riparian zones, wetlands, ridges and other
environmentally sensitive areas. Sensitive ecological environments, on one hand, pose a
constraint to development, as these parcels of land must remain free of development.

103
Ecologically sensitive areas provide immense opportunities and value from an ecological,
identity, place- making, attractiveness, tourism, and property value perspective. Wetlands
in particular perform several critical ecological functions. They moderate impacts from
flooding, control erosion, purify water and provide habitat for fish and wildlife. Natural
areas are often also the most important tourist destinations in the county.

The Spatial Plan, therefore, aims to safeguard the functionality of the county’s life-
supporting ecosystem services and ensure appropriate and sensitive development around
natural open spaces. Map 3.1 shows the identified Sustainable Land Management (SLM)
areas initiated and being implemented through NARIGP. The county will continue
implementing such programs to enhance environmental conservation and the wise use of
natural resources.

Map 3.1: Sustainable Land Management Areas

104
3.7.2. Objectives of the Natural Space System
These include:
a) To introduce policies that will restrict degradation and promote the preservation of the
environment;
b) To improve water quality in rivers and water courses through the management of solid
waste, waste water and industrial effluent;
c) To prevent illegal dumping in open spaces and rivers; and
d) To protect the county’s indigenous forests.

3.7.3. Environment and Natural Resources Policy and Legislation Thrusts

The county will aim at developing and implementing relevant policies and strategies as
well as legislation to help protect and conserve the environment and wise use of natural
resources, among others, the county will:
a) Watercourses and wetlands rehabilitated to restore the ecological integrity
b) Watercourses must be protected from pollution resulting from development through
the creation of open space buffers along watercourses that must remain free from
development.
c) Remove eucalyptus trees from riparian zones.
d) Wetlands are protected from development through the introduction of a buffer around
wetlands that must remain free from development.
e) Steep slopes that exceed 25 degrees are should be protected as ridges in accordance
with the prescriptions of the Kenya Planning Handbook.
f) Rehabilitate degraded areas in order to ensure optimum functioning of ecosystem
services.
g) Mining and quarrying activities may not be permitted within sensitive natural areas,
high potential agricultural areas or near areas of high tourism potential.

3.7.4. Mining/Quarrying
Quarrying provides the primary source of building materials, especially bricks and building
stones, for the building and construction industry. There are also sand quarries on the
border of Murang’a and Machakos that are a source of income. However, quarries have
been cited as operating without any clear regulatory framework, leading to dangerous
operations. Most workers have no protective gear, water or toilets. In addition, work takes
place in high vertical cliffs, and risky transport and tunnelling make the sites unsafe.

Several quarries are close to homesteads, schools, roads, rivers, railway lines and shopping
centres. There are complaints of nuisance and danger posed by uncontrolled and illegal
blasting, dust and water ponding in the pits. Quarries encroach onto ecologically sensitive
areas and the deposition of waste in some waterways. There is notable land degradation

105
due to inadequate rehabilitation and quarries’ after-use plans. Nevertheless, quarries are
important sources of employment and economic activities and provide opportunity for
growth.

The county has prepared development and design guidelines for open spaces through the
Department of Lands as summarized in Table 3.3.

106
Table 3.3: Development and Design Guidelines for Open Space
Environment Definition Guidelines
Feature
Riparian Land on each side of a watercourse Every development must provide 3%-5% of the area for
(River) as defined. Has a
Reserve water retention reservoir
minimum of 2m, or equal to the full
width of the - Natural flow of rivers and tributaries should be preserved and conserved. River
reserves should become green networks (buffer zones to control pollution,
river as measured between the banks surface erosion, squatters’ intrusion)
of the river - Sanitation services must be provided to settlements located within the
catchments of water sources to avoid pollution due to surface run-off and
course up to a maximum of 30m for groundwater seepage of sewerage and other harmful effluents
seasonal and - Development along the Riparian Reserve should only be considered if strict
measures for riverbank protection, wastewater treatment plants, storm water
perennial river
control and erosion control are put in place and enforced. No development
shall take place directly adjacent to the Riparian Reserve without an
Environmental Management Framework indicating measures for the
conservation of the ecological integrity of the shoreline as well as measures to
repair damage to the shoreline and its vegetation caused by construction.
- The natural drainage channels and banks of rivers must be protected up to the
100-year flood line. No development may be permitted within the 100-year
flood line from rivers, streams and wetlands without the written consent of the
relevant environmental and water authorities

Slope 0 - 2% Area where slope does • Development in hill areas requires several conditions that must be observed not
not constrain to endanger stability, balance and the harmony of the natural environment
• Between 5 degrees to 15 degrees are considered as medium slopes and could be
Development developed with the implementation of slope control measures

107
2 - 9% Medium slopes which • Between 15 degrees to 25 degrees could be developed with the
are implementation of control measures
• Areas with slopes that exceed 25 degrees are not allowed any development
developable although from a safety perspective
slope should • Natural vegetation should be preserved on steep slopes to prevent soil erosion
• A slope analysis should be conducted on all ridges and mountains in order to
be considered in site
determine development restriction areas
development
• All scenic vistas should be protected from development
plan and storm water
management

9 - 21% Maximum slopes for

motor vehicle access
provided that all
weather paved surfaces
are available

21 - 27% Urban development is

seriously

constrained, and slopes

of more than

21% do not allow for

motor vehicle

Access

27 - No development
45% allowed

108
Natural The natural open space system • All natural open spaces should, as far as possible, be linked to form a continuous
Open Space comprises rivers, dams, riparian system of green open space through the demarcation of green corridors
System zones, wetlands, ridges and throughout the urban environment, which are then linked to public open
environmentally sensitive areas spaces.
• The natural open space system must be visible and “public” and not privatized
in development enclaves. This is important from both a social equity perspective
(i.e., that members of the community and visitors can have the visual enjoyment
of the open spaces) and from a safety perspective (i.e., that the public can
always monitor these areas which could potentially become dangerous areas).
• All land uses along green open spaces must face onto the open space with
active facades including windows and/or balconies and visually permeable
fencing. No high walls may be permitted.
• Pedestrian and cycling paths should, as far as possible, be incorporated into
linear open space systems to increase the recreational value of the open space
system and also to enhance safety through increased activity in or along the
open space system.

109
 3.8. Transportation, Linkages and Connectivity
3.8.1. Transportation, Linkages and Connectivity as Enabler of Economic Development
Economic development in the county is partly dependent on the ability to move
between and access different places and settlements in the county, and areas outside of
the county. It is, therefore, important to create a functional and efficient regional
movement network as the basis for economic development. A key factor of a
prosperous regional economic network is network density, meaning the degree to
which different parts of the region are functionally linked. “From the point of view of
the economy of urban regions, lack of connectivity is translated into lack of
competitiveness. The major county movement corridors and networks are shown in
Map 3.2.

Map 3.2: Regional Movement Corridors and Networks

110
3.8.2. Development Objectives for Transportation, Linkages and Connectivity
The following are the development objectives from a movement and connectivity
perspective:
a) To ensure a clear hierarchy of roads that connect all the different parts of the
county;
b) To improve public transport facilities and networks;
c) To improve the use of rail as a mode of public transport; and
d) On a local level, to improve and support non-motorized transport.

3.8.3. Development Proposals, Interventions and Guidelines

The development interventions required to improve accessibility and connectivity in
the county are focused on the creation of a number of strong movement corridors.
a) There are two proposed north-south corridors, namely:
b) The A2-C71 route that must be developed as the primary corridor in the county,
as an extension of the proposed A2 Corridor, and
c) The C70 route that must be developed as the secondary corridor.
d) There are three proposed east-west corridors, linking
i. Murang’a Town with Kiria-ini,
ii. Murang’a Town with the C70 corridor via Route C72 and
iii. Kaharati with Kigumo and. Kangari
e) The function of the corridors is both mobility and economic in nature, as they
will provide access to all the major nodes in the county as indicated in the spatial
development concept.
f) The corridors must also be developed as the main public transport (i.e., bus)
routes in the county, with stops in all the nodes along the corridors.
g) The proposed Eastern Bypass will have a strong mobility function, linking the
county with areas to the south.
h) The railway line must be upgraded to facilitate the use of rail as a mode of
passenger transport, in particularly for commuting to Nairobi.
i) All the major roads in the county must have supporting pedestrian infrastructure
such as pedestrian crossings/bridges, signage, bus stops and pedestrian paths that
are separate from the vehicular road lanes.
j) The regional movement network must support the rationalized regional nodal
network in so far as transport infrastructure and services to and from these nodes
must be improved to allow people to access employment, education, health and
other services in these nodes.
k) Within the nodes, the local movement network should complement regional
connectivity by ensuring good local accessibility and permeability. Table 3.5 sets
out development and design guidelines that will apply to local movement
networks within the nodes

111
 3.9. Public Infrastructure Utilities and Systems
Access to essential services underpins fundamental development indicators and ensures
minimum health standards as defined by the World Health Organization. The standards
incorporated in the sustainable development goals are the world’s quantified targets
for addressing and eventually eradicating extreme poverty in its many dimensions. The
infrastructure system is categorized into economic and physical services such as railways,
airports, roads, water supply, energy etc., and social infrastructure, including housing,
health, and education facilities.

3.9.1. Water Resources

The National Water Policy 1999 set specific policy objectives covering four basic areas
of water resources management, water supply and sewerage development, institutional
arrangement and financing of water sector:
a) Preserve, conserve and protect available water resources and allocate them in a
sustainable, rational and economical way.
b) Supply of water of good quality and in quantities that are sufficient to meet the
various water needs including poverty alleviation, while ensuring safe disposal
of wastewater and environmental protection.
c) Establish an efficient and effective institutional framework to achieve systematic
development and management of the water sector.
d) Develop a sound and sustainable financing system for effective water resources
management, water supply and sanitation development.

The country has limited natural renewable water resources estimated at 42.1 BCM/year.
This consists of 20.6 BCM/year of surface water and 21.5 BCM/year of groundwater
recharge as per the National Water Master Plan of 2013. Murang’a hosts (partly) one
of the five “water towers”; Aberdares Range (103,315 ha) and form upper catchments
of main perennial rivers flowing eastwards to the Indian ocean.

3.9.1.1. County Water Resource

The county is located within the Tana Catchment Area (TCA) with the available water
resources consisting of the surface water runoff and sustainable yield of groundwater.
The estimated ground water yield for the years 2010 and 2030 as per the National
Water Master Plan are 6,533(MM3)) per year and 7,828 (MM3)) per year respectively
as shown in Table 3.4:

Table 3.4: Estimated Ground Water Yield

Year Surface Water Ground Water Total
(MM3)) per year (MM3)) per year (MM3)) per year
2010 5,858 675 6,533
2030 7,262 567 7,828
Percentage of 2010 124% 84% 120%
Values

112
The sustainable yield of groundwater was derived as 10% of the groundwater recharge
in the catchment area excluding river courses and riparian areas with a width of 1 km,
where groundwater abstraction will need to be restricted. It shows that the 2030 surface
water runoff will increase to 124% of 2010 runoff, while the 2030 sustainable yield of
groundwater will decrease to 84% of 2010 yield, both due to climate change impacts,
resulting in an increase of 2030 available water resources to 120% of 2010 resources.

Water demand projection indicate that present water demands (2010) are estimated to
be 14% of the available water resources, the water demands for 2030 are expected to
increase drastically up to 105% of the available water resources in 2030. The ratio of
105% of water demand to water resources, which is called a water stress ratio, indicates
severe situation in the water balance compared with the ratio of 40% regarded to
indicate severe water stress.

3.9.1.2. Water Resource Endowment

Murang’a County’s water resources are rivers, shallow wells, springs, dams, boreholes
and roof catchment. There are 15 permanent rivers, 2740 shallow wells, 95 protected
springs, 345 unprotected springs, 85 water pans, 12 dams and 250 boreholes that
supply water for domestic and agricultural use in the county. All these sources supply
60 percent of the county population with clean and safe drinking water as shown in
Table 3.5.

Table 3.5: County Water Resources

ITEM UNITS
Households with access to piped water (No.) 161,311
Households with access to portable water (No.) 156,467
Permanent rivers (No.) 15
Shallow wells (No.) 2,740
Protected springs (No.) 95
Un-protected springs (No.) 345
Water pans (No.) 85
Dams (No.) 12
Boreholes (No.) 250
Distribution of Households by Piped into dwelling 52
Main Source of water (%) Piped 32
Rain/harvested 2
Borehole 7
Protected well 2

113
 Protected spring 1.5
Unprotected well 1
Unprotected spring 0.5
Stream 1.4
Water Vendor 0.4
Dam 0.1
Pond 0.1
Lake 0
Water supply schemes (No.) 5
Average distance to nearest water point (km) 2.1
Households’ distribution by time taken 0 0
(minutes, one way) to fetch drinking 1-4 156,900
water: 5-14 163,860
15-29 110
30-59 230
60+ 220
No. of Water Resource User Associations (WRUA) established 17

3.9.1.3. Water Service Providers

Household water infrastructure in Murang’a County is provided by five water and
sanitation companies, namely: MUWASCO, GATAWASCO, MUSWASCO, Kahuti, and
Gatamathi. The companies are discussed in the next section.

a) Murang’a Water and Sanitation Company (MUWASCO)

MUWASCO operates two water treatments works with a capacity of 5,000 CMPD
(current utilization – 1,500 CMPD. The company covers Kiharu, Kahuro, Embassy,
Sagana River, Gwathamaki, Mbombo, Muchungucha, Kiria and Ndikwe, as shown in
Map 3.3.

114
Map 3.3: MUWASCO Operation Areas

The identified new areas for water distribution include the eastern part of the
Municipality, including Samar and Kamuiru, the Northern parts, including Rurii,
Nyakiha-ini and surrounding areas and the Western part, including Kiria and
surrounding areas. Other proposed interventions include the proposed Maragua dam
that will serve Maragua Town, Samar/Maragua Ridge, Ndutumi, Kahuro, Kiria,
Nyakahura, Kiamara, and surrounding areas. On sewerage infrastructure, Murang’a and
Mukuyu areas have water closets that are connected to Karie treatment works that
MUWASCO also runs. The coverage is about 16% of the households. All the other areas
of the Municipality use pit latrines or septic tanks as the means of liquid waste disposal.
The latrine coverage of the Kiharu and Kahuro is 93% of the total population.

b) Gatamathi Water and Sanitation – Mathioya Sub County

Gatamathi Water and Sanitation comprises Mathioya and Gatango water supply
schemes. Mathioya supply scheme covers Njumbi and Gitugi divisions in Mathioya Sub-
county, Rwathia and Kihoya locations in Kangema Sub-county. The intake and partial
treatment works are located at Mioro in Njumbi Division. The scheme was designed to
have pumping and gravity water conveyance systems. The Gravity system which works
on a rationing schedule serves Kihoya, Kiawambogo, Rwathia and Kenya-Njeru within
Rwathia and Kihoya Location in Kangema, Gacharage-ini, Gatunguru, Gikoe and
Nyakianga within Njumbi Division, Mihuti, Karung’e, Ngutu, Kanjahi, Gitugi, Kambara
Nyangiti, Chui and Yakarengo within Gitugi Division.

115
The pumping system initially meant to serve Kiamuturi, Kagongo and Mioro within
Njumbi division, Mathioya Sub-county and Rwathia and Kihoya locations – Wanjerere
and Nyagatugu and parts of Tuthu in Kangema Sub-county is no longer operational.
Areas not served include Kiamuturi, Mioro, Kagongo, Nyagatugu, Wanjerere and
Tuthu. Gatango Water Supply scheme commissioned in 1972 was initially through
communal water points. The scheme used to serve up to and including Kiambugi
Secondary School in Gathuki-ini (Kiharu Sub-county) 15km from Kiria-ini market. It
further served Iruri, Thuita, Kora and Warugara in Mathioya Sub-county. Areas
currently not serviced include Thuita, Gakurwe and Kiambugi.

c) Gatanga Water Company – Gatanga

Gatanga Community Water Scheme is an agency of the Athi Water Services Board and
provides services in Gatanga catchment and its environs. Two water treatment plants
serve the scheme at Karangi and Rwegetha. The Karangi Water Treatment Plant is an
innovative payment for ecosystem services project commissioned in February 2019. The
plant is served by two rivers, Kiama and Kimakia, and has a capacity of 3,000 Cubic
Meters (m³) per day. The Rwegetha Water Treatment Plant is also an innovative
payment for ecosystem services project that was opened in February 2019 and served
by two rivers, Kiama and Kimakia. It has two intakes at Chomo and Gatura. The plant
has a capacity of 3,000 Cubic Meters (m³) per day.

d) Murang’a South Water and Sanitation Company (MUSWASCO) – Murang’a South

The Murang’a South Water and Sanitation Company Ltd (MUSWASCO) is an agency
of the Murang’a County Government that was incorporated in 2008. The Company
provides water and sanitation services to the three sub-counties of Kandara, Kigumo,
and Murang’a South. The total coverage area is 934km2 serving a population of 497,103
(2021/2022 FY). The intakes are located within Wanyaga and Kinyona, with treatment
plant situated in Kinyona area of Kigumo Sub-county. The supply schemes include
Gaichanjiru water project, Kenol-Kabati main supply, Maragua bulk water project,
Mareira – Kagundu-ini – Kenol line, Kangari-Githumu water project, Mareira –
Karimwaro – Makenji line, Makomboki – Gituru and Kambiti water project.

3.9.2. Education Infrastructure, Training and Research

3.9.2.1. Basic Education Infrastructure
Basic education infrastructure in the county consists of 742 primary schools and 316
secondary schools distributed across the county as indicated in the map; there are also
676
ECD centers with total enrolment of 41,371 pupils and 1,040 teachers, in total there are
about 5596 teachers. Map 3.4. shows the spatial distribution of the education facilities.

116
Map 3.4: Spatial Distribution of Education Facilities

From the map, the schools are evenly distributed through the county. However, the
South-East and West of the A2 have clearly fewer schools which corresponds with the
settlement patterns. There is very little evidence of clustering and the distribution of
schools do not contribute significantly to the spatial differentiation in development and
settlement in the county. As expected, there are indications of clustering in the more
important settlements including Murang’a, Maragua, Kenol and Kandara.

3.9.2.2. Training and Research

The total enrolment is 191,676 and a transition rate of 70 percent. The teacher/pupil
ratio is 1:34. In this category, there is a shortage of teachers which the county
government will have to deal with in order to ensure that we attain the required ratio
of 1:20. There is need to improve the transition rates in the county.

The county has one science and technology institute (Michuki Technical Training
Institute), seventy vocational training centres, six TVETS, three accredited colleges and
four non-accredited colleges. All these are middle-level institutions, where the youth

117
who do not get opportunities to join the universities get skills suitable for the labour
market.

3.9.3. Health
3.9.3.1. Health Access
The county has 272 health facilities serving a population of 1,056,640 as per the 2019
KNBS Census results. It has one county referral hospital, six sub-county hospitals, three
mission hospitals and a number of private hospitals. There are 26 public health centres,
134 dispensaries (89 public and 25 mission/NGO) and 137 private clinics. Most facilities
are located in the southern parts of the county, especially in Murang’a, Maragua and
near Thika town. Distribution also points an association with larger settlements,
although there is a sufficient distribution across the county. Health facilities are more
concentrated in the denser population areas to the North-west of the county (See Map
3.5).

Map 3.5: Spatial distribution of health facilities

3.9.4.1 Health and Sanitation

Murang’a County health policy, just like the national government’s policy, aims to
achieve and sustain 100% access to improved sanitation in rural and urban areas by
2030. This policy measure targets increasing public investment in sanitation and hygiene
from 0.2% to at least 0.9% of GDP by 2030. In line with 2018 WHO Guidelines on
Sanitation and Health, the county government aims to ensure that sanitation
programmes achieve anticipated health gains and increase authoritative health-based

118
guidance on sanitation. In terms of strategy, this process will involve ensuring
communities have access to sanitation facilities. Sanitation should be integrated into
regular local government-led planning and service provision to ensure increased
investments and coordination of sanitation planning to protect public health. To
effectively implement this policy, the county will prepare and operationalize a County
Environmental Health and Sanitation Bill to assist and guide county government to
effectively execute the sanitation and environmental health-related functions and
powers vested in them by the Fourth Schedule of the Constitution.

3.9.4. ICT
Information Communication Technology (ICT) plays a crucial role in improving access
and quality of service delivery. ICT provides improved services in communication,
health, finance, education, agriculture and governance. ICT opportunities include
establishing resource centres in the Sub Counties and promoting online job
opportunities.

3.9.5. Energy Access

The energy subsector promotes environmentally friendly, sustainable and renewable
sources of energy. The major sources of energy in the county include: electricity,
firewood, paraffin, charcoal, LPG gas and solar. Based on the Kenya Population and
Housing Census 2019 data, 317,778 county households (74.8%) use firewood as source
of energy. Therefore, emphasis needs to be put on reforestation to replace the trees
that are felled in search of wood fuel in addition to exploring other alternatives of fuel
such as biogas. Table 3.6 depicts various sources and usage of energy.

Table 3.6: HHs distribution by Main Cooking Fuel

ENERGY
HHs distribution by main Electricity (%) 0.4
cooking fuel Gas (LPG) (%) 17.0
Biogas (%) 0.6
Solar (%) 0.0
Paraffin (%) 4.7
Firewood (%) 74.8
Charcoal (%) 2.5
HHs distribution by main Electricity (%) 60.5
lighting fuel Gas (LPG) (%) 0.1
Biogas (%) 0.1
Solar (%) 8.8
Paraffin (%) 27.3
Tin lamp (%) 3.1
Fuel wood (%) 0.1

119
The sub-county lighting sources indicate that electricity is the leading source of lighting
in all the eight sub counties though at varying percentages. This was followed by
paraffin and solar respectively in position two and three. Kandara leads in terms of
electricity as source of lighting energy with 67.7%, followed by Kiharu at 63.4%.
Murang’a South and Kigumo respectively had the lowest electricity as source of lighting
energy at 56.5% and 57.3%.

Gas lamps, wood and battery, were the lowest - used sources of lighting energy in all
the nine sub-counties. However, Murang’a South had the highest use of wood fuel as
source of lighting energy at 2%. The summary is shown in Figure 3.1.

Murang'a South
56.5
60
Percentages

50
40 27.9
30
20 12.2
10 1.6 1.1 0.2 0.2 0.1
0
Electricity Paraffin Solar Torch Candle Battery Wood Gas Lamp
Lamps
Source of Lighting

Gatanga
80
60.3
Percentages

60
40 23.4
20 12.3
2.3 1.3 0.3 0.1 0
0
Electricity Paraffin Solar Torch Candle Battery Wood Gas Lamp
Lamps
Source of Lighting

120
 Kandara
80 67.7
Percentages

60
40 26.5
20 3.9 1 0.9 0.1 0 0
0
Electricity Paraffin Solar Torch Candle Battery Wood Gas Lamp
Lamps
Source of Lighting

Kigumo
80
57.3
Percentages

60
40 32

20 8.2
1.4 0.8 0.2 0.1 0
0
Electricity Paraffin Solar Torch Candle Battery Wood Gas Lamp
Lamps
Source of Lighting

Kahuro Mathioya
80 58.7 80 60.7
Percentages

Percentages

60 60
40 29.7 29.7
40
20 8.8 2.1 0.5 20 7.8 1.1 0.5 0.1 0.1
0.1 0.1 0 0
0 0

Source of Lighting Source of Lighting

Mathioya Kangema
70 60.7 70 59.5
60 60
Percentages

Percentages

50 50
40 29.7 40 29.5
30 30
20 7.8 20 8.7
10 1.1 0.5 0.1 0.1 0 10 1.5 0.6 0.1 0.1 0.1
0 0

Source of Lighting Source of Lighting

Figure 3.1: Main Household Lighting Source in Murang’a (%) by Sub County

From the above analysis wood fuel, (firewood and charcoal) account for about 77.3%
of total domestic energy demand in the county. This implies that there is need to focus
121
on policy and strategies to reduce greenhouse gas emissions. The county therefore will
within this CIDP period undertake measures to promote energy technologies, such as
solar, biogas, energy efficient cooking stoves and small hydro-plants. In addition, a
robust energy use assessment will be conducted.

122
 CHAPTER FOUR
4. DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES
4.1. Overview of the Chapter
This Chapter provides the overall sectoral development priorities, strategies and
programmes. It further provides county flagship projects as well as cross-sectoral
linkages. For the purposes of this CIDP, the county is structured into ten sectors based
on the ten departments of the county government:
a) Public Administration and ICT
b) Finance and Economic Planning
c) Agriculture, Livestock and Fisheries
d) Roads, Housing and Infrastructure
e) Trade, Industrialization, Tourism and Cooperatives
f) Health and Sanitation
g) Lands, Physical Planning and Urban Development (Murang'a Municipality)
h) Education and Technical Training
i) Youth, Sports, Culture and Social Services
j) Water and Irrigation

4.2. Sector Priorities and Strategies

4.2.1. Public Administration and ICT
Public Administration and ICT comprises the directorates of Public Administration with
divisions and sections that include coordination, enforcement and compliance, fire
services and disaster management, project coordination and monitoring; directorate of
human resources; ICT directorate; performance management directorate, public service
board and internal audit.

4.2.1.1. Public Administration and Coordination Directorate

Sector Vision, Mission and Goal

Vision
Efficient and effective administration and coordination of service delivery

Mission
To enhance transformation, coordination and efficiency in service delivery

Goal
To deliver quality service to the public

Sub Sector Priorities and Strategies

The Sub-se priorities are as summarized in Table 4.1.

123
Table 4.1: Public Admin. and Coordination Directorate Sector Priorities and Strategies
Sector Priorities Strategies
Enhanced Coordination of a) Enhance interdepartmental coordination
County Services committee chaired by the County Secretary
b) Strengthen coordination of county
administration with County Assembly
c) Formulate public participation policy
Renovate county headquarters a) Renovation
and other sub-county offices
Construction of buildings a) Construct official residence for Governor and
Deputy Governor
b) Construction of sub-county offices (Kangema,
Gatanga, & Ithanga)
Improved security and a) Install CCTV security system in county
surveillance headquarters and sub- county offices
b) Construction of perimeter wall and gates

124
Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.2.
Table 4.2: Public Administration and Coordination Directorate Sector Programmes
Programme Name 1: Administration, Planning and Support Services
Objective: To enhance transformation efficiency in service delivery
Outcome: Improved working environment
Sub Key Output Key Linka Planned Targets and Indicative Budget (KSh.M) Total
Programme Performance ges Year 1 Year 2 Year 3 Year 4 Year 5 Budget
Indicator to Target Cost Target Cost Target Cost Target Cost Target Cost (KSh.M
SDG (M) (M) (M) (M) (M) )*
Targ
ets*
Administratio Renovation County 9.1 Phase 105 170 178 155 0 608
n Services of County Headquarter 1
Headquarters s and other
and other offices
sub-county
offices
Construct County Sub 9.1 60 1 85 100 90 0 335
county sub- headquarter
headquarters s
in Murang’a
South
Construct Official 9.1 - 0 - 30 1 20 - 20 - 0 70
Official residence official
residence for constructed residen
Governor ce
constr
ucted
Construct Official 9.1 - 0 - 20 1 15 - 15 - 0 50
Official residence official
residence for constructed residen

125
 Deputy ce
Governor constr
ucted
Construct Subcounty 9.1 Subcou 30 30 30 50 40 180
Subcounty offices nty
offices (Kangema, offices
(Kangema, Gatanga, & constr
Gatanga, & Ithanga) ucted
Ithanga) constructed
Construct 35 Offices 9.1 2 4 10 20 15 30 8 25 - 25 104
Ward Constructed
Administrato
rs offices
Maintenance 9.1 12 12 17 33 35 109
of buildings
Secure Constructed Perimeter 9.1 14 Perime 0 30 35 30 109
working perimeter wall in place ter
environment wall at wall
County HQs
Installed CCTV 9.1 - 0 - 0 CCTV 5 - 5 - 5 15
CCTV security securit
security systems y
system at installed system
HQs and sub- at HQs
Counties
Standard Number of 9.1 - 0 2 gates 4 - 0 - 5 - 0 9
gates standard
constructed gates
in HQs constructed
Cabro-paved Cabro- 11.2 - 15 Cabro- 0 - 15 - 15 - 25 70
compound at paving in paved
County HQs place compo
und

126
Fleet Automation Number of 9.1 1 3 - 0 - 0 - 0 - 0 3
management of fleet automated
management fleet
managemen
t system
Introduce Number of 9.1 100 1 100 0 100 0 100 0 100 0 1
fueling cards fueling cards vehicle vehicle vehicle vehicle vehicle
for all s s s s s
vehicles
Disposal of Unserviceabl 9.1 83 0 - 0 - 0 - 0 - 0 0
unserviceable e vehicles vehicle
vehicles disposed s
Procurement Number of 9.1 19 114 11 70 - 0 - 0 2 28 212
of vehicles vehicles vehicle vehicle
procured s s
Fuel and All vehicles 9.1 100 25 100 28 100 35 100 45 100 45 178
Vehicle in good vehicle vehicle vehicle vehicle vehicle
maintenance condition s s s s s
Sub Total 385 471 464 495 238 2053
Programme Name 2: Government Advisory Services
Objective: To ensure compliance with the laid down policies, legislation and regulations
Outcome: Harmonized and accountable Institutions with sound public interpersonal and interdepartmental relations
Operationali Legal officers Number of 8.5 - 0 2 legal 2 - 0 - 0 - 0 2
ze County recruited legal officers officers
Attorney’s appointed
office
Sub Total 2 0 0 0 2
Programme Name 3: Leadership and Coordination of Department and Agencies
Objective: To promote social and economic development through the provision of proximate, easily accessible services throughout the County.
Outcome: Efficiency in Service Delivery
County Approved Number of 9.6 30 1.5 20 1 20 1 10 1 10 2 6.5
Executive policies, approved
Committee policies,

127
 programs programs
and projects and projects
Intergovernm Number of Intergovern 9.a 15 12 15 12 15 12 15 14 12 20 70
ental meetings mental / meetin
Relations attended Council of gs
Council Governors attend
Support Fora ed
attended
Sub-Total 13.5 13 13 15 22 76.5
Grand Total 400 484 490 510 260 2144

128
4.2.1.1. Enforcement
A. Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.3.
Table 4.3 : Enforcement Sub Sector Programmes
Programme Name: Enforcement
Objective: To ensure compliance in payments of fees and rates and security of county properties
Outcome: Secure County property and enhanced revenue collection
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators Targets budget
(Ksh.
M)
Target cost Target cost Target cost Target cost Target cost
Training Capacity Number of 8.5 50 5 50 5 50 10 50 5 50 10 35
and built skilled enforcement
Capacity officers officers
building trained
Procure Patrol 10 vehicles 9.1 2 12 2 12 2 12 2 12 2 12 60
patrol vehicles procured
vehicles procured
Construct Signal house construct 9b 0 30 0 10 0 5 0 5 0 5 55
and equip and equip
signal house operations
signal house
Procure Number of Uniform 9.1 130 10 130 5 130 10 130 10 130 10 45
Staff uniformed procured Sets
uniforms procured
Total 57 32 37 32 37 195

129
4.2.1.2. Fire and Disaster
A. Vision, Mission and Goal

Vision
Efficient, effective and timely emergency services

Mission
To provide timely and effective emergency services
Goal(s)
Saving lives and property
A. Priorities and Strategies
The sub-sector priorities are as summarized in Table 4.4.

Table 4.4: Fire and Disaster Priorities and Strategies

Priorities Strategies
Fire and Disaster Unit Develop a well-structured and fully-fledged unit with adequate
Establishment staffing with the right terms of engagement.
Digitization Setting up Crisis Integrated Emergency Management System
(CIEMS)/ Murang’a Integrated Emergency Management System
(MIEMS)
Personnel Capacity Facilitate trainings on Disaster Management to the Unit’s staff and
building. volunteers.
Public Sensitization Carry out sensitization programs on disaster management to
programs. enhance resilience in the society.
Enhancement of Setting up more fire stations (one fire station per sub-county) fully
emergency response equipped with firefighting equipment and other rescue gears.
capacity

130
B. Programmes and Projects
The Sub-se priorities are as summarized in Table 4.5.
Table 4.5: Fire and Disaster Programmes and Projects
Programme Name: Disaster Management and Control
Objective: To enhance level of preparedness, disaster response capacity and reduce vulnerability to disaster occurrences.
Outcome: Enhanced level of disaster preparedness, improved disaster response capacity and Reduced vulnerability to incidences of disaster
occurrence
Sub Key Output Key Linka Planned Targets and Indicative Budget (KSh. M) Total
Programme Performance ges Year 1 Year 2 Year 3 Year 4 Year 5 Budget
Indicators to (KSh.
SDG M)*
Targe Targe
Target Cost Cost Target Cost Target Cost Target Cost
ts* t
New Fire Number of 1 fire
1 fire 1 fire 1 fire
stations in new fire 9.1 statio 0 0
station 20 20 station 20 station 20 80
place stations in place n
Established
No. of offices
Disaster Fire and
constructed, 5 2
Control and Disaster 9.1 - - 0
equipped and offices 10 - Offices 25 - 35
Managemen Management
furnished
t Centre
Renovated, 3 renovated,
equipped & equipped &
digitized fire digitized fire
1 fire
stations stations 1 fire 1 fire
9.1 statio 0
(Headquarter, (Headquarter, station 30 30 station 28 - 88
n
Kenol & Kenol &
Kangari fire Kangari fire
stations) stations)
Number of fire 7 fire 7 fire 7 fire 7 fire 7 fire
Fire hydrants
hydrants 9.1 hydran hydra hydra hydran hydran 0
installed 10 10 10 10 40
installed ts nts nts ts ts

131
 Number of fire 50 40 30 15 15
Fire personnel
personnel 8.5 firefigh firefig firefigh firefigh firefigh 5
trained 5 5 5 5 25
trained ters hters ters ters ters
Percentage of
Rescue gear required Rescue 8.5 65% 70% 73% 75% 80% 30
60 25 30 30 175
gear in place
1
Map
1 Map 1 Map 1 Map 1 Map
of
of of of of
Mapped Updated Map disast
disaster disaste disaste disaste
Disaster and of disaster and er
9b and r and r and r and 1
Hazard prone hazard-prone 5 and 1 1 1 9
hazard- hazard hazard hazard
areas areas hazar
prone -prone -prone -prone
d-
areas areas areas areas
prone
areas
Number of
Learning
Sensitized institutions,
communities business
8.2 100 100 100 100 100 5
in disaster premises, Firms, 5 5 5 5 25
management SACCOs and
Chamas
sensitized

Total 145 96 124 71 41 477

132
4.2.1.3.Information Communication Technology and Public Communication
Vision
Transformed and automated county services
Mission
To provide effective, harmonized and automated services

Sector Goal(s)
• To enhance efficiency in service delivery
• Awareness creation of Government services

Sector Priorities and Strategies:

The sub-sector priorities are as summarized in Table 4.6.
Table 4.6: ICT Sector Priorities and Strategies
Sector Priorities Strategies

i. Provide a) Conduct a countywide survey on the connectivity

comprehensive requirements.
information b) Acquisition of connectivity materials
communication c) Establishment of a countywide Local Area Network
technology network d) Provide countywide internet connectivity
connectivity e) Conduct regular support and maintenance services
ii. Disseminate a) Provide regular updates on county services and
information in a activities
timely and efficient b) Increase use of bulk SMS platforms
manner c) Strengthen information networks
d) Set up a feedback management system to handle
responses to the public
e) Enhance accessibility to websites
iii. Improve service a) Establishment of a Hospital Management System
delivery processes b) Digitization of Human Resources Records
c) Identification of a county server room to enable efficient
management and storage of county data
d) Identify a mini-recording studio to handle all county
audio-visual recording and editing needs
e) Development of a Revenue Management System to
ensure efficiency in revenue collection, seal loopholes of
loss of revenue and ensure easier reporting
iv. Development of Prepare an ICT policy Paper
County ICT Policy
and Strategy

133
Sub-Sector Programmes
The Sub-sector priorities are as summarized in Table 4.7.
Table 4.7: ICT Sub Sector Programmes
Programme Name: Information Communication Technology and Public Communication Development
Objective: To Enhance Service Delivery
Outcome: Efficient Service Delivery through use of Information Communication Technology
Sub Key Output Key Linkage Planned Targets and Indicative Budget (KSh. M) Total
Programme Performance s to Year 1 Year 2 Year 3 Year 4 Year 5 Budget
Indicators SDG (KSh.
Targets* Target Cost Target Cost Target Cost Target Cost Target Cost M)*

Development Functioning Number of 9.1 4 10 4 12 4 9 4 7 4 6 44

of ICT Local Area County
infrastructure Network Offices
Connection in all connected to
county offices the Network
and Functional Number of 9.1 30 15 30 10 30 10 30 10 30 10 55
internet health
connectivity in centres
all county offices Connected
to the
network
Functioning ICT A functional 9.1 1 5 5
Audit System audit system
place
Installed A functional 9.1 1 5 5
operational server room
County ICT
server
Functional WIFI No. of 9.1 2 4 2 4 3 6 3 8 2 4 26
connected in major towns
major towns connected to

134
 free WIFI in
the county
Acquisition of ICT Equipment Number of 9.1 40 5 40 5 40 5 40 6 40 5 26
ICT ICT
equipment equipment
and asset acquired
Photography The number 9.1 5 2 5 2 4
equipment of
procured photography
equipment
acquired
Utility vehicle No. of 9.1 1 5 1 5 10
vehicles
Automation Integrated Number of 9.1 7 100 7 70 7 34 7 30 7 25 259
of County Management functional
Services Information Management
Systems Information
• Hospital Systems
management developed
System,
• Revenue
Management
System,
• Agriculture-
Farmers
Database,
• Crops
Database,
\Education
database for
students and
pupils and a

135
 - County
Human
Resource
Management
System,
• - Audit
(Teammate
Audit
System)- Fire
Services and
Disaster
Management
Unit
Functional A functional 9.1 1 30 30
County e- County e-
government government
system system
Dissemination Public Weekly 9.1 6 6 6 6 6 30
of communication Newsletter
Information electronic and and website
to the Public. print media
Policy Approved ICT ICT 9b 1 3 3
formulation Policy approved
policy
document
Total 190 114 70 67 56 497

136
4.2.1.4. Human Resource
Key Roles

Sub Sector Vision, Mission and Goals

Vision
Effective and efficient management and coordination of human resource
Mission
To provide overall leadership and policy direction in human resource management and
accountability for quality public service delivery.

Sub Sector Priorities and Strategies

The sub-sector priorities are as summarized in Table 4.8.

Table 4.8: Human Resource Sector Priorities and Strategies

Sector Priorities Strategies

Skilled Manpower a) Develop and operationalize the Strategic Human
Resource Plan
b) Develop a transformative organizational culture

An appropriate County a) Carry out a workload analysis

Organizational structure and b) Develop and review county organizational
workload analysis structures
c) Enhance the internship programme
Adequate and Properly placed a) To develop and implement the recruitment and
Personnel maintenance policies
b) Ensure adherence to Article 54 of the
Constitution by providing for at least five percent
of all appointive and nominative positions within
the counties for persons with disabilities
Continuous Training and a) Develop and implement training and
Capacity building development policy
b) Leadership development and team building
Effective and efficient a) Develop and implement performance
performance management management system
b) Develop a reward and sanction framework
c) Establish monitoring and evaluation policy
d) Training on performance management

137
Employee Welfare Develop and implement an employee welfare
policy
Cordial Industrial Relations a) Establish a liaison office
b) Establish an industrial dispute resolution
committee

Improved Record Management a) Acquire adequate and secure filing system

b) Digitize all manual human resource records
c) Training on records management
Automation of Human Resource a) Operationalize other inactive IPPD system
Functions functions.
b) Linking the IPPD system with key offices in the
county.
c) Training on human resource information system.

138
Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.9.

Table 4.9: Human Resource Sub Sector Programmes

Sub Key Output Key Linkage Planned Targets and Indicative Budget (KES. M) Total
Programme Performan s to Budget
ce SDG Year 1 Year 2 Year 3 Year 4 Year 5 (Ksh.
Indicator Targets M)*
* Target Cost Target Cost Target Cost Target Cost Target Cost
Programme 1: Administration, Planning and Support Services
Objective: To ensure effective and efficient service delivery
Outcome: Enhanced stakeholders’ satisfaction
9.1 Develop
Effective and Conduct a
Reduced and
responsive customer
number of implement - - - - - - 2
management 3 satisfaction 2
complaints a service
and survey
charter
administrati
Improved 9.1
on services
customer
Administrat
satisfaction
ion Services
9.1 Procure a
Effective and
Biometric biometric
efficient
clock-in clock-in - - - - - - - - 30
time 30
system system and
management
accessories
Conducive 9.1 Procure Conduc
Improved Conduct a
work adequate t an
employee work
environment office tools employ - - - - 14
productivit environmen 2 10 2
with and ee
y t Survey
adequate equipment satisfact

139
 tools and ion
equipment survey
Number of
personnel
recruited
Adequate
and 5 new 5 new 5 new
and highly 5 new 5 new
trained in 8.5 employ emplo emplo 10
skilled employees 2 employees 2 2 2 2
Human ees yees yees
personnel
Resource
departmen
t
68
Personnel 58 63
8.5 38 trained 53 trained 7 traine 8 33
Services 5 6 trained 7 trained
d
Coordinate Trainin
Acquire fire Developme
d and g of
proof, nt of a
organized records
9.1 modern Document - - - 13
Human 8 2 manage 3
Effective filing retention
Resource ment
Record cabinets schedule
registry staff
Managemen
Digitiz
t Digitize
Digitize Digitize e 25%
25% of
25% of the 25% of the of the
9.1 the 28
existing 7 existing 7 7 existin 7
existing
records records g
records
records
internship
No of 250
Internship opportunitie 250 250
interns 9a 250 interns 250 interns intern 250
programme s to fresh 50 50 interns 50 interns 50 50
engaged s
graduates
Sub Total 380
104 79 71 66 60
Programme 2: Leadership and Coordination of Departments

140
Objective: To ensure the County Departments work towards achievement of organizational goals
Outcome: Appropriate and optimally staffed departmental organizational structures.
2
Human Number of 2
2 Huma
Resource policies Huma
2 Human 2 Human Human n
Policy Approved developed n
9b Resource Resource Resourc Resou 15
Developme HR Policies and 3 3 3 Resour 3 3
policies policies e rce
nt and implement ce
policies polici
Liaison ed policies
es
Imple
Aligned Revie ment
Implem
Human Developme Sensitizatio w the the
Strategic ent the
Resource A Strategic nt of a n of the strategi strate
Human strategi
function Human strategic strategic c gic
Resource 9b c 8
with the Resource Human 4 Human 1 1 Huma 1 Huma 1
Manageme Human
overall Plan Resource Resource n n
nt Resourc
county Plan Plan Resour Resou
e Plan
strategy ce Plan rce
Plan
Ensur
Ensure Ensure e
Human timely timely timely
Attraction Ensure Ensure
Resource remune remun remun
and Adequate timely timely
Manageme ration eration eratio
Retention of and remunerati remunerati
nt and 8.5 4,20 4,30 of all 4,45 of all 4,57 n of 22,220
qualified qualified on of all on of all 4,700
Developme 0 0 the 0 the 0 all the
and skilled employees the eligible the eligible
nt eligible eligible eligibl
employees employees employees
employ emplo e
ees yees emplo
yees
% of the
Highly
employees 8.5 100 100 100 100 100 673
trained and 120 130 135 140 148
trained

141
competent
employees
Procure
Occupa
Occupatio Develop an Sensitizatio
Occupationa tional
nal health Occupation n on
l Health and Health
and safety 9.1 al Health Occupation - - 10
safety 2 3 and 5
system in and Safety al Health
system Safety
place Policy and Safety
equipm
ent
Develop a Sensitizatio
Staff
Improved staff n staff
welfare 9.1 7
staff welfare welfare 2 welfare 5
policy
policy policy
Procu
Procur re
Procure e medic
medical medica al
Procure Procure covers, l covers
medical medical Group covers, ,
covers, covers, life Group Grou
Group life Group life cover, life p life
Timely cover, cover, Group cover, cover,
Increased
response to Group Group Persona Group Grou
welfare 9.1 842
welfare Personal 155 Personal 160 l 167 Person 175 p 185
programs
issues Accident, Accident, Acciden al Perso
Workmen’s Workmen’s t, Accide nal
` ` Workm nt, Accid
compensati compensati en’s` Work ent,
on covers on covers compen men’s` Work
sation compe men’s
covers nsation `
covers comp
ensati
142
 on
covers
Coord
Coordi Coordi inate
nate nate perfor
Coordinate Coordinate
perfor perfor manc
- Signed performanc performanc
mance mance e
Performanc 9b e contract e contract 19
5 5 contrac 3 contrac 3 contra 3
e Contracts Manageme Manageme
t t ct
nt nt
Manage Manag Mana
ment ement geme
Institutionali nt
zed results- 9b Develop a Develop a
Performanc
based Performanc Rewards
Performanc e
performance e and -
e Manageme
Manageme sanction
Manageme nt Reports
nt policy policy
nt
9b Staff
Staff Staff Perfor
Operational Staff Perfor Perfor manc
ize Performanc mance mance e
- staff
Performanc e Appraisal Apprais Apprai Appra
appraisals
e Appraisal manageme al sal isal
System nt manage manag mana
ment ement geme
nt
9b Emplo
- Report
Employee Employee yee
on
satisfaction satisfaction - satisfac - - 10
employee 5 - 5
survey survey tion
satisfaction
survey
Department - Report 9b
Survey - - - - - - - 2
al and Staff on 2

143
 Functional departmen
Analysis tal and
Report staff
functional
analysis

4,49 4,60 4,76 4,89

Sub Total 8 7 4 7 5,040 23,806

Grand 4,60 4,68 4,83 4,96

Total 2 6 5 3 5,100 24,186

144
4.2.1.5. Internal Audit
Key Roles
a.) Coordinate the development, implementation and review of internal audit
policies;
b.) Strategies, guidelines, regulations, legislations, frameworks, norms and
standards;
c.) Review the governance mechanisms for transparency and accountability with
regards to finances and assets;
d.) Conduct risk based, value for money and system audit aimed at strengthening
internal control mechanisms;
e.) Verify the existence of assets and ensure proper safeguards for protection;
f.) Provide assurance that appropriate institutional policies, procedures and good
public practice is followed;
g.) Evaluate the adequacy and reliability of information available for decision
making with regards to county operations;
h.) Provide reasonable assurance on the state of risk assessment, monitoring, control
and governance;
i.) Review and evaluate budgetary performance, financial management, reliability
and integrity of record keeping, transparency and accountability mechanism and
processes;
j.) Review the effectiveness of the financial and non-financial performance
management system; and
k.) Undertake a post audit of all documents used in initiating commitment and
expenditure and in effecting payments.

Sub Sector Vision, Mission and Goals

Vision: Timely and prompt assurance and consulting that will ensure prudent and
economical use of resources to yield maximum benefits to its customers

Mission: To enhance and protect the county government value by providing risk based
and objective assurance, advice and insight, designed to add value and improve county
operations.

145
Sector Goal(s): Ensure accountable and responsive public governance in utilization of
county resources

Sub Sector Priorities and Strategies

The sub-sector priorities are as summarized in Table 4.10.

Table 4.10: Internal Audit Priorities and Strategies

Sector Priorities Strategies
Capacity building a) Train officers in relevant skills
b) Purchase office equipment

a) Installation of an audit system

Internal controls b) Train officers about the audit system

146
Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.11.
Table 4.11: Internal Audit Sub Sector Programmes
Sub Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M) Total
Programme Performance to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Budget
Indicator Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh.
M)*
Programme 1: Training and Capacity Building
Objective: To equip internal auditors with relevant audit skills
Outcome: Improvement of auditing and governance
Training Training of All staff 8.5 4 1 4 2 5 3 5 3 5 3 12
and staff trained in
development relevant skills
Programme 2: Internal Audit System
Objective: To establish internal controls
Outcome: Increased compliance
Automation Team Team Mate 9b 1 5 0 0 0 0 0 0 0 5
of internal Mate Audit Audit system
Audit system in place
Programme 3: Logistics support
Objective: To ease movement of officers
Outcome: Increased Audit surveillance
Logistical a vehicle No. of 9.1 1 7 0 0 0 0 0 0 0 0 7
support vehicles
Programme 4: Risk Management
Objective: To develop a county risk profile
Outcome: Management of risk
Risk profile A risk Risk 9b 1 2 0 0 0 0 0 0 0 0 2
policy management
profile in
place
Total 15 2 3 3 3 26

147
4.2.1.6. Public Service Board
Key Roles
The functions of the County Public Service Board are:
a) Establish and abolish offices in the county public service;
b) 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;
c) Exercise disciplinary control over, and remove, persons holding or acting in those
offices;
d) Prepare regular reports for submission to the County Assembly on the execution of
the functions of the Board;
e) Promote the values and principles referred to in Articles 10 and 232 of the
Constitution;
f) Evaluate and report to the County Assembly on the extent to which the values and
principles referred to in Articles 10 and 232 are complied with;
g) 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;
h) Advise county government on implementation and monitoring of the national
performance management system in counties; and make recommendations to the
Salaries and Remuneration Commission (SRC) on the remuneration, pensions and
gratuities for county public service employees.

Sub Sector Vision, Mission and Goals

Vision:
Quality human capital servicing all sectors

Mission:
To effectively deploy efficient human capital for service delivery

Sector Goal(s):
To ensure attainment of the overall objective of the county department

148
Sub Sector Priorities and Strategies
The Sub-se priorities are as summarized in Table 4.12.

Table 4.12: Public Service Board Sector Priorities and Strategies

PRIORITIES STRATEGIES
Effectively a) Formulate human resource policies and plans that embrace
utilize existing career profile matching and staff performance
policies and b) Undertake training and capacity building
legislation for c) Establish and abolition of offices
efficient civil d) Recruitment of competent staff to fill the offices,
service
Promotion of a) Sensitization of staff on values and principles;
public service b) Undertake compliance audits and forward the reports to the
integrity relevant authorities
c) Evaluation of the extent to which the values and principles
have been complied with

149
Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.13.

Table 4.13: Public Service Board Sub Sector Programmes

Programme 1: Administration, Planning and Support Services
Objective: Improving Positive work ethics in County Public Service
Outcome: Enhanced service delivery
Sub Key Output Key Linkages Planned Targets and Indicative Budget (Kshs. M)
Programme performance to SDG Year 1 Year 2 Year 3 Year 4 Year 5 Total
Indicators Targets* Budget
Target Cost Target Cost Target Cost Target Cost Target Cost
(M) (M) (M) (M) (M)
Administrati Office Procured 9.1 Furniture 9 - 3 - - - - 12
on Services furniture, office and office
equipment furniture, equipment
and equipment
stationeries and
stationeries
Renovated Renovated 9.1 Renovation 13 - - - - - - 13
Board office block of the
offices whole PSB
block
Motor No. of 9.1 Purchase of 6 0 Purcha 6 - - 12
vehicle motor 1 motor se of 1
purchased vehicles vehicle motor
vehicle
Personnel Recruitmen Recruitment 8.5 Recruitment 3 Recruit 4 Recruit 5M 7
Services t of Board of Board of 2 Board ment ment
members to Members members of 3 of 2
enhance board board

150
 service memb memb
delivery ers ers
Digitization Procureme No. of 9.1 Procuremen 8 - - - - - - 8
of Human nt of the digitization t of one
resources digitization machines digitization
machine machine
Training on No of 9a 7 officers 1 - - - - - - 1
the use of offices trained on
the trained on digitization
digitization digitization machines
machine machines
Public a functional 9.1 Procuremen 2 - - - - - - 2
recruitment digitized t and
portal recruitment installation
system of a
recruitment
portal
Training on No of 9a 7 officers 1 - - - - - - 1
the public offices trained on
recruitment trained on digitized
portal digitized recruitment
recruitment
Sub Total 43 3 10 0 0 56
Programme 2: County Co-ordination and Management
Objective: To establish a skilled and adequate workforce in the County Public Service
Outcome: Improved employee productivity
Training and Competent Number of 8.5 5-day 2 5-day 4 5-day 5 5-day 6 5-day 8 25
capacity and staff trained training for training trainin trainin trainin
building motivated 10 members for 10 g for g for g for
workforce of staff member 10 10 10
s of staff memb memb memb
ers of ers of ers of
staff staff staff

151
 Improved Increased 8.5 Develop a 2 M&E 3 M&E 3 M&E 3 M&E 3 14
service Employee service complia compli compli compli
delivery and charter nce with ance ance ance
customer the with with with
satisfaction service the the the
charter service service service
guidelin charter charter charter
es guideli guideli guideli
nes nes nes
Recruitment Recruited 100% 8.5 100% of 5 100% of 6 100% 5 100% 6 100% 10 32
and selection department department department departm of of of
al staff al staff al staff ental depart depart depart
requests needs/ requests staff mental mental mental
requests recruited requests staff staff staff
recruited request reques request
s ts s
recruit recruit recruit
ed ed ed
Performance Staff APAs Number of 8.5 3700 staff 7 3800 9 3900 12 4000 12 4100 12 52
Management and staff staff staff staff staff
Reports appraised
Review of An updated 9.b Developme 5 impleme 2 imple 2 imple 2 imple 2 13
performanc PAS system nt & ntation mentat mentat mentat
e Appraisal implementa ion ion ion
system tion
Human Harmonize No. of HR 9.b 2 3 1 5 1 5 1 5 1 5 23
Resource d HR policies
Policies operations finalized
and
implemente
d
Sub Total 24 29 32 34 40 159
Grand total 67 32 42 34 40 215

152
 4.2.2. Finance and Economic Planning
The Finance and Economic Planning Department will be expected to perform three
broad functions that will each be headed by a Chief Officer. The functions will include:
a) Governor’s Delivery Unit
b) Revenue and Supply Chain Management
c) Finance and Economic Planning

The department will be composed of six directorates as follows:

• Governor’s Delivery Unit
• Finance
• Economic Planning
• Monitoring and Evaluation
• Revenue and
• Budget and Fiscal Affairs

4.2.2.1. Governor’s Delivery Unit

The objectives of the Unit will be

a) To improve the coordination of government flagships programmes and
projects
b) Monitor, evaluate and report on timely basis
c) Strengthen institutional mechanisms for outcomes performance management
d) To put in place systems for innovative ways to implement programmes and
projects with high impacts and low delivery risk to the County

Delivery Programmes
a) County Transformation Programme (CTP) which is focused on public service
transformation, re-engineering and organizational performance, strengthen systems
to provide for effective planning and budgeting. Implementation tracking to ensure
support to government activities up to the lowest level possible, Information
generation, sharing and branding of the county.

b) Accelerated Development Programme (ADP) – focused on implementation of

development projects.
153
Put in place mechanisms to ensure effective project design, costing, procurement,
contractor management and overall project implementation within the financial year
to reduce to less than ten per cent projects carried forward to another financial year
and improved budget absorption rate.

Functions of the Unit

To ensure delivery of County Transformation Programme (CTP) and Accelerated
Development Programme (ADP), the Unit discharge the following functions:

a) Strategic support
Helping Departments structure their plans of action such that they are aligned with the
strategic priorities and contained actionable goals and indicators. This will ensure that
resources are aligned to achieve Key Result Areas (KRAs).

b) Interdepartmental Coordination
Addressing failures in interdepartmental coordination that limit the progress made on
commitments, helping to detect their presence and working to mitigate them, and
providing backing for the interdepartmental decision-making coordination process.

c) Efficiency Monitoring and Evaluation

Oversee the integrity and focus of the programmatic strategy outlined by the Governor
via monitoring of the commitments organized under the priority areas. The Unit will
therefore, evolve an effective monitoring and evaluation framework to conduct
independent assessment of performance and progress, give recommendations and
highlight areas of attention to Governor.

d) Citizen Participation
Timely reporting to citizens and other stakeholders on county progress towards fulfilling
the governor’s commitments and obligations.

The sub-sector priorities are as summarized in Table 4.14.

154
4.14:Governor’s Delivery Unit Sub Sector Programmes
Programme 1: Departmental Coordination
Objective: To coordination and ensure synergy between departments
Outcome: Quality Seamless coordination and synergy between County departments
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total
Programme performance to SDGs 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)
(M) (M) (M) (M) (M)
Departmental Coordination No. of 10 20 10 20 10 20 10 20 10 20 100
Coordination of County County
Departments departments
coordinate
Policy Developed No. of 3 3 - - - - 1 1 - - 4
Formulation policies and policies and
and legislations legislations
Development developed
Field Sectoral plan Sector-specific 9b Health 1 Agric. 1.5 Educatio 2 Lands, 2 Trade 2 8.5
Monitoring Implementation evaluation Sector Sector n Sector Housing and
and Evaluation and Service report and Investme
Infrastructure Urban nt Sector
Evaluation Develop
report ment
Sector
County Handbook of 9b Handbo 3 Handbo 3 handbo 0 handboo 0 handboo 1 7
handbook of county ok ok ok k k
Development development
indicators indicators
prepared.
Sector-specific No. of sector- 9b 10 0.5 10 1 10 1.5 10 2 10 2.5 7.5
monitoring of specific
projects templates
Documentaries No. of 9b 3 2 3 3 3 4 3 5 3 6 20
on county documentaries
success stories produced
Grand Total 29.5 28.5 27.5 30 31.5 147

155
4.2.2.2. Finance
Vision
County government services and programmes effectively and efficiently delivered.

Sector Mission
To ensure that all programmes and services are budgeted for, approvals acquired and
necessary subsequent systems are adhered to.

Sector/subsector Goal
a) Developing and implementing financial and economic policies in the county.
b) Ensure compliance with the budget cycles timeliness and milestone
c) Coordinating implementation of the budget of the county
d) Mobilizing resources for funding budgetary requirements
e) Putting in place mechanisms to raise revenue and resources
f) Public debt management
g) Consolidating annual appropriation accounts and other financial statements
h) Prudent management and control of finances
i) Promote efficient and effective use of county budgetary resources

Sub Sector Priorities and Strategies

The Sub-se priorities are as summarized in Table 4.15.

Table 4.15: Finance Sector Priorities and Strategies

Sector Priorities Strategies
Improve on financial a) Adherence to budget provision
commitments b) Increased financial resources mobilisation
c) Enhanced audit
d) Review of the Finance Act
e) Capacity building
f) Developing Public Private Partnership Programs
g) Enhance project financing through funded partnerships
h) Facilitate the participation of PWDs in planning and
policy by extending invitations to PWD groups and
NCPWD whenever such opportunities are available.
i) Establish a car and mortgage fund for the County
Executive

156
Sub Sector Programmes
The sub-sector priorities are as summarized in Table 4.16.
Table 4.16: Sub Sector Programmes
Programme Name: Administration, Planning and Support services
Objective: Effective and Efficient Service Delivery
Outcome: Quality Service Delivery Environment
Sub-Programme Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total
performance to SDGs 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)
(M) (M) (M) (M) (M)
Vehicle for Number of
Administration
Financial vehicles 9,1 1 6 0 0 0 0 0 0 0 0 6
Services
Services procured
Car and
No. of
Mortgage
Executive
Facilities for 9,1 LS 320 - - - - - - - - 320
receiving car
County
and mortgage
Executive
Staff capacity
Number of
Personnel Services building and 8.5 10 1.5 10 2 5 2.5 5 3 5 3.5 12.5
staff trained
training
Sub Total 327.5 2 2.5 3 3.5 338.5
Programme 1: Financial Services, Reporting, Budgeting and Policy
Objective: Strengthen Financial Services, Reporting, Budgeting and Policy
Outcome: Quality County Financial Services, Reporting, Budgeting and Policy
Financial
Financial Services No of Policy 9.b 5 5 5 6 5 7 5 8 5 9 35
policy
policy and
Financial
reporting No of reports 9.b 5 5 5 6 5 7 5 8 5 9 35
report
0
Asset and Updated
Procurement Supply chain County Asset 9.b 1 2 1 2.5 1 3 1 3.5 1 4 15
Management Management
Subtotal 12 14.5 0 17 19.5 22 85
GRAND TOTAL 19.5 16.5 0 19.5 22.5 22.5 103.5

157
 4.2.2.3. Economic Planning
Key Roles
a) Coordinate the development, implementation and review of economic
plans, policies, strategies, guidelines, regulations, legislations, frameworks,
norms and standards
b) Integrate national planning framework into the county plans and alignment
with budgets
c) Guide and coordinate the sectoral policy formulation and research
d) County statistics management
e) Collection, collation, storage and updating of data and information suitable
for the planning process
f) Coordinate public participation in economic planning process;
g) Provision of policy briefs, review and reports on the status of the county
economy.
h) Provision of technical backstopping to all departments on sectoral, cross
cutting and emerging economic issues and development planning.
i) Undertake monitoring and evaluation of programmes and projects.
j) Coordinate mainstreaming of Sustainable Development Goals (SDGs) in
planning and monitoring frameworks.
k) Undertake socioeconomic research, modeling and forecasting.

Sub Sector Vision, Mission and Goals

Vision
Effective and efficient planning, resource mobilization, execution and monitoring of
programs and projects

Mission
To enhance capacity for planning and implementation of the sustainable development
agenda

Goals
The sub-sector goals are to:
a) Generate data and information for effective county planning services;

158
 b) Guide and coordinate socio-economic development planning and budgeting;
c) Guide and coordinate the sectoral policy formulation and research
d) Enhance resource mobilization skills through preparation of bankable project
proposals for resources mobilization
e) Build socio-economic research capacity; and
f) Develop and implement efficient monitoring, evaluation and reporting systems
for all county programs and projects
g) Policy briefs, review and reports on the status of the county economy
h) Technical backstopping to all departments on sectoral, cross cutting and emerging
economic issues and development planning

Sub Sector Priorities and Strategies

The Sub-sector priorities are as summarized in Table 4.17.

Table 4.17: Economic Planning Sector Priorities and Strategies

Sector Priorities Strategies
Improve service delivery a) Capacity building of County Economic Planning Directorate
processes a) Build and strengthen a statistical office to service the county
Preparation of requisite a) Preparation of County Integrated Development Plan (CIDP)
County Planning 2027-2032
Policies. b) Preparation of Annual Development Plans (ADPs)
• ADP FY 2024/25
• ADP FY 2025/26
• ADP FY 2026/27
• ADP FY 2027/28
• ADP FY 2028/29
c) Convening CBEF committee meetings
Review the a) Midterm Review of CIDP 2023-2027
implementation of CIDP b) End Term Review of CIDP 2023-2027
2023-2027
Monitoring and Monitoring, Evaluation and Reporting on implementation of
Evaluation framework County Integrated Development Plan (CIDP) 2023-2027
County Statistical a) Framework for the Data Collection, Compilation, Analysis and
management Dissemination of Statistical information
b) Data Collection
c) Preparation of County Statistical Abstract
d) Conducting Statistical surveys
e) Updating County fact sheet

159
Resource Mobilization a) Preparationism of concept papers for financing
and Proposal b) Build a database of development partners
Development
Technical backstopping a) Mainstreaming environmental planning into economic
development
b) Providing capacity building to the county departments of policies
formulations

160
 A. Sub Sector Programmes
The Sub-sector priorities are as summarized in Table 4.18.
Table 4.18: Economic Planning Programmes
Objective: Effective and Efficient Service Delivery
Outcome: Quality Service Delivery Environment
Sub-Programme Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total
performance to SDGs 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) (M) (M) (M) (M) M)
Administration County County 9.1 Phase 1 20 Phase 20 Phase 20 - 5 - 5 70
Services Planning Offices Planning 2 3
Offices
Rehabilitated
Vehicles for Number of 9.1 1 7 - 0.5 - 0.5 - 0.5 - 0.5 9
Monitoring and vehicles
evaluation procured
and
maintenance
Printing of plans number of 9.b 5 1 5 1 5 1 5 1 5 1 5
plans and
policies
Personnel Staff capacity Number of 8.5 10 5 10 6 10 7 10 8 10 9 35
Services building and staff trained
training
Sub Total 33 27.5 28.5 14.5 15.5 119
Programme Name: Economic policy formulation and review
Objective: Strengthen County Development Planning, Policy formulation and Implementation
Outcome: Quality County Development Planning and policy formulation

161
County County Approved 9b - - - - - - - - 1 10 10
Economic Integrated copy of
policy Development CIDP 2028-
Formulation, Plan (CIDP) 2032
modelling and 2027-2032.
management

Annual Number of 9b 1 3 1 4 1 5 1 6 1 7 25
Development ADP
Plans (ADPs)
Sectoral policies Developed/ 1 2 1 2 1 2 1 2 1 2 10
formulated/revi formulated
ewed sectoral
policies
County policy Reviewed CIDP Number of 9b - - - - Mid- 5 - - End 7 12
Review and 2023-2027 policies term term
Reporting. Mid-term and reviewed review review
End-term report for
for CIDP
CIDP 2023-
2023- 2027
2027
Monitoring, Quarterly ADP Number of 9b 4 2 4 2.5 4 3 4 3.5 4 4 15
Evaluation and implementation quarterly
Reporting on reports reports
implementation
of County
Integrated

162
Development
Plan (CIDP)
County Framework for Number of 9b 1 5 1 5 1 6 1 6 1 7 18
Statistical the Collection, county
management Compilation, statistical
Analysis and Abstract
Dissemination Number of 9b 1 0.5 1 1 1 1.5 1 2 1 2.5 7.5
of Statistical county Fact
information sheet

Resource Proposals No of 9.b 10 5 10 5.5 10 6 10 6.5 10 7 30

Mobilization development Concepts
and proposal
development
Technical Mainstreaming No of 9.a 2 5 4 10 6 15 9 20 10 25 75
backstopping environmental workshops
planning into and training
economic seminars
development
Subtotal 22.5 30 43.5 46 71.5 202.5
Grand total 55.5 57.5 72 60.5 87 321.5

163
4.2.2.4. Monitoring and Evaluation

Key Roles
a) Operationalize CIMES policy framework, guidelines, standards and tools;
b) Co-convene various sectors in the formulation of short term, medium term and
long-term framework for tracking county development plans and policies;
c) Develop county monitoring and evaluation capacity within and without the
department
d) Coordinate implementation and review of County Integrated Monitoring and
Evaluation System (CIMES)
e) Develop and maintain an electronic County Integrated Monitoring and
Evaluation system (CIMES)
f) Coordinate development and review of performance indicators for the County
Integrated Development Plan and Sectoral policies
g) Track and report progress in implementation of County Integrated
Development Plan and other county development initiatives;
h) Coordinate community score cards, satisfaction surveys, and other topical
programme evaluations
i) Identify and integrate emerging geo-based monitoring tools and equipment

Sub Sector Vision, Mission and Goals

Vision
Credible and valid information for decision making

Mission
To inculcate the use of monitoring and evaluation in county operations for
accountability, efficiency and effectiveness.

Goal
To provide a robust framework for use of modern motoring and evaluation tools,
approaches and methodologies for efficient and effective decision making.

164
Sub Sector Priorities and Strategies
The Sub-sector priorities are as summarized in Table 4.19.

Table 4.19: Monitoring and Evaluation Sector Priorities and Strategies

Sector Priorities Strategies
Operationalize CIMES policy a) Fast track approval and Operationalization of the County
framework, guidelines, M&E policy
standards and tools; b) Operationalize County Integrated Monitoring & Evaluation
System (CIMES)
c) Establish and operationalize CIMES Structures
d) Fast track approval of M&E department organizational
structure
Co-convene various sectors in a) Develop M&E tools
the formulation of short term, b) Design Log frame Matrix for flagship projects
medium term and long-term c) Develop capacity skills set for M&E Officers
framework for tracking County d) Capacity build/sensitize departmental M&E champions on
development plans and emerging skills set, tools, approaches and methodologies
policies; e) Conduct sectoral baseline surveys in partnership with
sectoral M&E focal persons
f) Establish County M&E Database
g) Produce and disseminate success stories on
project/programme
h) Establish County executive dash board
Develop County monitoring a) Institutionalize M&E reporting across the sectors
and evaluation capacity within b) Create and maintain County website on Monitoring and
and without the department Evaluation
c) Procure vehicles for monitoring and evaluation exercises
d) Provide adequate office infrastructure and space for
Monitoring and Evaluation
e) Enhance budget allocation to Monitoring and evaluation
f) Nurture M&E capacity among implementers
g) Analyze existing databases for decision-making and ensuring
responsive service delivery
h) Identify emerging development needs.
i) Guide and coordinate model service delivery units in
comparison with best practices
Coordinate implementation a) Establish and operationalize CIMES Structures
and review of County b) County M&E Committees (COMEC)
Integrated Monitoring and c) Sub County M&E Committees (SCOMECs)
Evaluation System (CIMES) d) — Ward M&E Committees (WMEC)
Develop and maintain an e) Train M&E officers as ToTs in e-CIMES
electronic County Integrated f) Acquire and install necessary e-equipment for e-CIMES
Monitoring and Evaluation g) Operationalize e-CIMES
system (CIMES)

165
 h) Sensitize programme implementers and M&E Champions on
data entry into e-CIMES
Coordinate development and a) Prepare monitoring and evaluation matrix for sector
review of performance reporting
indicators for the County b) Prepare county handbook of development indicators in
Integrated Development Plan collaboration with other sector M&E Champions
and Sectoral policies
Track and report progress in a) Monitoring and evaluating implementation progress of
implementation of County CIDP
Integrated Development Plan b) Monitoring and evaluating implementation progress of
and other County development CADP
initiatives; c) Monitoring and evaluating implementation progress of
Sectoral policies and plans
Coordinate community score a) Institute and administer citizen scorecards
cards, satisfaction surveys and b) Present monitoring, evaluation and compliance data during
other topical programme public participation For a
evaluations
Identify and integrate emerging a) Organize and facilitate inter-County twinning/peer
best practices including geo- learning/benchmarking exercises
based monitoring tools and b) Organize and facilitate intra-County twinning/peer learning
equipment exercises
c) Present monitoring, evaluation and compliance data during
public participation For a

166
 Sub Sector Programmes
The Sub-sector priorities are as summarized in Table 4.20.
Table 4.20: Monitoring and Evaluation Sector Programmes
Programme Name: Administration, Planning and Support services
Objective: Effective and Efficient Service Delivery
Outcome: Quality Service Delivery Environment
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh.) Total
Programme performance to SDGs Year Year budget
Year 1 Year 2 Year 4
indicators Targets 3 5 (Ksh.)
Target Cost Target Cost Targe Cost Target Cost Targ Cost
(M) (M) t (M) (M) et (M)
No. of
Operational committees
9.b 4 0.5 4 1 4 1.5 4 2 4 2.5 7.5
Administrati CIMES formed and
on operational
No. of
M&E Vehicle vehicles 9.1 1 8 - - - - - - - - 8
bought
Copy of
Approved
approved
County M&E 9b 1 5 - - - - - - - - 5
County M&E
policy
Planning policy
Copy of
Approved
approved 1
County M&E
M&E 9b organizatio 0.2 - - - - - - - - 0.2
organizationa
organizationa n structure
l structure
l structure

167
 Approved
Career 1 career
career
progression progressio
progression 9b 0.2 - - - - - - - - 0.2
guidelines for n
guidelines for
M&E Officers guidelines
M&E Officers
No. of new
Personnel 3 M&E
Staff recruited officers 8.5 1.73 - - - - - - - - 1.73
Services officers)
recruited
Sub Total 15.63 1 1.5 2 2.5 22.63
Programme 2: Monitoring and Evaluation
Objective: To strengthen result-based management
Outcome: Improved accountability
County
Annual 1
Field Copies of 1 1 1
Progress 9b 1 CAPR 0.5 1 1 1.5 CAP 2 6
Monitoring CAPR CAPR CAPR CAPR
Report R
and
(CAPR)
Evaluation
Copies of 9b 4 4 4
Quarterly 4
Quarterly 4 reports 0.25 report 0.27 repor 0.29 0.32 repor 0.35 1.48
CAPR reports
CAPR s ts ts
Quarterly Copies of 9b
4 4 4
CADP CADP 4
4 reports 0.25 report 0.5 repor 0.75 1 repor 1.25 3.75
implementati implementati reports
s ts ts
on reports on reports
Capacity No. of M&E 4 4 4
Build M&E Officers/ 9a 4 M&E M&E M&E 4 M&E M&E
1 1.5 2 2.5 3 10
officers/ Champions officers officer office officers office
Champions sensitized s rs rs

168
 13
13 13
13 Budg
Budge Budg
13 Budget Budget et
t et 0
Champions Champ Cha
Cham Cham
ions mpio
pions pions
ns
Sector-specific
evaluation Trad
Sectoral plan Lands,
report on e
Implementati Housin
service and
on and Educa g and
infrastructure Health Agric. Inves
Service 9b 1 1.5 tion 2 Urban 2 2 8.5
and Sector Sector tmen
Infrastructure Sector Develo
implementati t
Evaluation pment
on of Secto
report Sector
projects/ r
programmes
County Handbook of 9b Handbook 3 Hand 3 hand 0 Handb 0 hand 1 7
handbook of county book book ook book
Development development
indicators indicators
prepared.
Sector-specific
No. of sector-
data
specific 9b 10 0.5 10 1 10 1.5 10 2 10 2.5 7.5
collection
templates
templates
Inter-county No. of
twinning/ twinning/ 9b 1 1 1 1.5 1 2 1 2.5 1 3 10
peer learning Benchmarking

169
 / Peer
learning
Documentarie No. of
s on county documentarie 9b 3 2 3 3 3 4 3 5 3 6 20
success stories s produced
Sub Total 9.5 13.02 13.54 16.82 23.1 74.23
Programme 3: County Integrated Monitoring and Evaluation System (CIMES)
Objective: Enhance County harmonization and uniformity of M&E functions
Outcome: Harmonized and uniform county M&E function
No. of CIMES SCOM WME
CIMES
Structures COMEC ECs Cs
CIMES operationaliz 9b 0.5 0.5 0.5 - - - - 1.5
formed across structure Structu Struct
ed
the County re ure
Quarterly No. of
CIMES Committee
9a 4 0.5 4 0.75 4 1 4 1.25 4 1.5 5
committee meetings
meetings convened
Logframe
matrix for
No. of Depe
county Depen Depe Depen
matrices 9a Dependent 0.1 0.1 0.1 0.1 nden 0.1 0.5
flagship/ dent ndent dent
designed t
transformativ
e projects
functio
County M&E Database in
nal
database place and 9b - - - - - - 1 - - 1
databa
platform functional
se
Sub Total 1.1 1.35 1.6 2.35 1.6 8
Grand Total 23.73 0 13.37 0 17.64 0 22.42 0 25.7 102.86

170
 4.2.2.5. Revenue
A. Key Roles
To increase revenue collection and enhance resource mobilization
Sub Sector Vision, Mission and Goals
Vision
County revenue services improved

Sector Mission
To ensure efficiency in revenue collection
Goals
a) Revenue collection
b) Mobilizing resources for funding budgetary requirements
c) Prepare and implement revenue enhancement plans
d) Continuous liaison with National Treasury and Commission of Revenue
Allocation

Sub Sector Priorities and Strategies

The Sub-sector priorities are as summarized in Table 4.21.
Table 4.21: Resource Mobilization and Revenue Sector Priorities and Strategies
Sub Sector Priority Strategies
Improve on resource a) Review of Finance Act
mobilization and b) Automation of revenue management
revenue collection c) Empowerment of enforcement team
d) Capacity building
e) Expansion of revenue base
f) Mapping of revenue streams
g) Developing of PPP policy
h) Enhance project and programme financing through
development partnerships
i) Establish the Murang’a County Revenue Board

171
Sub Sector Programmes
The Sub-sector priorities are as summarized in Table 4.22.
Table 4.22: Resource Mobilization and Revenue Sub Sector Programmes
Programme Name: Administration, Planning and Support services
Objective: Effective and Efficient Service Delivery
Outcome: Quality Service Delivery Environment
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performanc to SDGs
e indicators Targets Year 1 Year 2 Year 3 Year 4 Total
Year 5
budget
(KSh.
Targe Cos Targe Targe Targe cos
cost cost Target cost M)
t t t t t t
Number of
Administratio Revenue
revenue 9a 2 12 2 12 2 14 2 16 2 18 72
n Services vehicles
vehicles
Number of
Training and
Personnel Revenue
Capacity 8.5 100 10 100 10 100 12 100 14 100 16 62
Services officers
building
trained
Sub Total 22 22 26 30 34 134
Programme Name: Resource Mobilization and Revenue
Objective: To improve on revenue collection
Outcome: Improved revenue collection
Resource
Number of
mobilization Review 25. 26.
Reviewed 9b 1 24 1 1 1 27 1 27.5 130.5
and Revenue Finance Act 5 5
Finance Act
policies

172
Revenue 9b
Automated
Automation Number
revenue
and revenue Revenue 1 20 1 5 1 5 1 5 1 5 40
Managemen
collection system
t
administration
No. of 9b
County
Resource Resource
resource
Mobilization Mobilization
mobilization 1 5 1 5 1 5 1 5 1 5 25
research and Research
and revenue
advisory studies
studies
developed
35. 36.
Sub Total 195.5
49 5 5 37 37.5
57. 62.
Grand total 329.5
71 5 5 67 71.5

173
 4.2.2.6. Budget and Fiscal Affairs
Key Roles
a) Co-ordination of county budget process as enshrined in the Constitution.
b) Guide in resource allocation within the available resource envelope.
c) Monitoring and evaluation on implementation of budgeted programmes and
projects;
d) Create and enhance intergovernmental relations with relevant constitutional
offices involved with budgeting and fiscal affairs.

Sub Sector Vision, Mission and Goals

Vision
• Budgeting to achieve intended county programs’ outcomes for long term intended
impact.

Mission
To ensure the county and its entities budget their strategic objectives within the
available resource envelope.

Goals
The sub-sector goals are to:
a) To ensure that all programs and plans are well costed, budgeted and
implemented within the available resource envelope.
b) Ensure legality of budget and expenditure.
c) Monitor planned programs for their intended outcomes.
d) Monitor expenditure for remedial action.
e) Ensure effective and efficient working relationship with key budget and
planning stakeholders.
The budget and fiscal affairs sub-sector priorities and strategies are as presented in
Table 4.23
Sub Sector Priorities and Strategies
Table 4.23: Budget and Fiscal Affairs Sector Priorities and Strategies
Sector Priorities Strategies
Co-ordination of Budget a) Collaborate in preparation of County Integrated Development Plan
Making process. (CIDP).

174
 b) Preparation of key budget documents.
• Budget Circulars
• County Budget Review and Outlook Paper.
• County Fiscal Strategy Paper.
• Preparation of main and supplementary budget estimates.
Resource Mobilization • Co-ordinate with departments on funds needs for exchequer
requests.
• Engage with other development agencies within the county.
• Prepare proposals for funding in conjunction with user departments.
Monitoring and • Preparation of Budget Implementation reports and expenditure
Evaluation. versus budget reports.
• Collection, analyses and evaluation of information.
Improve service delivery • Capacity building of county entities on budgeting and
processes implementation.
• Maintain working relationship with key intergovernmental budget
offices, such as County Assembly, Controller of Budget,
Commission of Revenue Allocation, and external budget
stakeholders.

175
D. Sub Sector Programmes
Table 4.24: Budget and Fiscal Affairs Programmes

Programme Name: Budgeting and Fiscal Affairs.

Objective: Efficient and Effective Directorate

Outcome: Equitable resource distribution.

Planned Targets and Indicative Budget (Kshs. M)

Sub- Key Output Key performance Linkages to Total
Programme indicators SDGs Year 1 Year 2 Year 3 Year 4 Year 5 budget
Targets (Kshs.
Target cost Target cost Target cost Target cost Target cost M)

Budget • CBROP No of policy 9.b 5statial 23 5 25 5 27 5 29 5 31 135

• CFSP document plan
• Budget
Estimates
• Debt
Manageme
nt

Resource • Availed funds • Funding . 24 2M 24 2M 24 2M 24 2M 24 2M 10M

Mobilisation for availed.
programmes. • Projects
• Additional implemented by
funding and Development
programmes partners.
from other • Funding
Development Proposals
partners. prepared and
submitted.

Grand Total 25 27 29 31 33 145

176
4.2.3. Agriculture, Livestock and Fisheries
The sector comprises the following: crops, livestock, veterinary services, fisheries,
agricultural value chain development, agribusiness directorates and Kenyatta
Agricultural Training Centre based at Mariira farm. The department runs the county-
based programmes and the county and national Government jointly funded
programmes, namely Agriculture Sector Development Support Programme (ASDSP II)
and National Agriculture and Rural Inclusive Growth Project (NARIGP). The
Department established a County Agriculture Sector Steering Committee (CASCOM) to
facilitate implementation of food and nutrition Security. Further, the Department
partners with large scale agro producers and processors, such as Kakuzi and, Demonte

4.2.3.1. Agriculture (Crops)

Key roles are:
a) Develop, review and Implement crop policies, strategies and legislations;
b) Asses food requirements and food stock balances;
c) Promote and facilitate crop production, adaptive technologies and extension
services;
d) Promote use of data collection tools for agriculture information management;
e) Provide surveillance, control and management of crop pests and diseases;
f) Provide technical advice on agricultural mechanization and development of farm
structures;
g) Facilitate, develop and promote market infrastructure and access;
h) Promote agro-processing and value addition of crop commodities;
i) Liaise and collaborate with development partners, institutions and other relevant
stakeholders to promote crops and products development;
j) Carry out farmer-led on-farm research jointly with farmers, researchers and
extensionists;
k) Monitor availability and quality of farm inputs; and
l) Provide capacity building and training for agriculture sector development.

Sub Sector Vision, Mission and Goals

Vision:
A wealthy and food secure county

Mission:
To ensure sustainable food supplies and security
Sector Goal(s):
a) Increase crop productivity and output
b) Enhance accessibility of affordable inputs and credit to farmers
c) Promote sustainable land use and conservation of the environment
d) Enhance the role of youth and women as well as PWD in agriculture
e) Promote sustainable food chains for value addition

177
 f) Enhance institutional capacity through efficiency and effectiveness in service
delivery

Sub Sector Priorities and Strategies

Table 4.25: Agriculture (Crops) Sector Priorities and Strategies
Sector Priorities Strategies
Increase agricultural a) Capacity build farmers on appropriate and efficient
production, productivity agricultural practices and technologies
and profitability b) Enhance farm input e–subsidy programme
c) Organize farmers into cooperative societies
d) Strengthen collaborative research on new technologies
e) Review land use and land subdivision for agriculture and
commercial purposes
f) Promote use of irrigated agriculture
g) Enhance horticultural development support through
provision of farm inputs and market linkages.
Improve food and a) Invest in irrigation agriculture
nutrition security b) Promote production of drought tolerant/resistant crops as
alternative food sources
c) Promote on-farm water harvesting and efficient water
utilization technologies
d) Train farmers on appropriate food production, preparation,
utilization and preservation technologies
e) Promote crop insurance for staple food crops (maize, beans)
in the county.
f) Promote home gardens and farm pharmacy in every ward
g) Provide famers with quality farm inputs
Improve soil fertility a) Promote soil testing and fertility management
b) On farm soil and water conservation
c) Enhance access to farm inputs e.g., fertilizers, liming material
d) Capacity building on safe use of Agro-chemicals
e) Train farmers on organic farming
Improve extension a) Recruit and train agricultural extension officers
service delivery b) Use ICT in agricultural extension service delivery
c) Engage industrial attachment students and interns to food
farmacies
Control of emerging crop a) Establishment strategic pest and disease control unit
pests and diseases b) Operate plant clinics at the food farmacies and markets

178
Promotion of production Promote and support production and value addition of THVC
of Traditional High Value and oil crops (soybeans, cotton, sunflower) in collaboration
Crops (THVC) and with processors and SMEs
industrial oil crops
Create farmer owned a) Carry out rapid assessment on stakeholders’ roles and
agribusiness responsibilities in agricultural value chains
b) Establish collaborative student and youth led agriculture
extension programme
c) Support local farmer cooperatives to create 35 hubs one in
each WARD
d) Train and register local youth to support communities in
setting up the hubs.
e) Develop ICT based tools to achieve efficient data collection,
analysis and information dissemination
f) Build institutional capacity and ownership of farm hub

Promote innovation in Organize and participate agricultural shows and trade fairs
the agricultural sector

179
Sub Sector Programmes
Table 4.26: Agriculture (Crops) Sub Sector Programmes
Crops Programme 1: Administration, planning and support services
Objective: To promote effective and efficient service delivery
Outcome: Improved social economic welfare of farming community
Sub- Key Output Key Link Planned Targets and Indicative Budget (KSh.M)
Programme performance ages Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators Target cost Target cost Target cost Target cost Target cost budget
(KSh. M)
Office 9.1 5 6 7 8 9 35
equipment and Number
furniture
Motor vehicles 2 9 2 10 2 12 2 14 2 16 61
and Motor Number 9.1
General bikes
administratio No of 12 7 12 5 12 5 12 5 12 5 29
n Recruited Agricultural
Agricultural extension 2.a
extension staff staff
recruited
Graduates 35 3 35 4 35 6 35 7 35 9 29
No of
Students on 2.a
Students
Internship
Renovation - 3 5 6 8 9 31
Office and No of
and
Smart Registry Offices and
equipping a 9.b
operationalize smart registry
smart
d renovated
registry
subtotal 28 31 37 43 49 189
Crops Programme 2: Cash Crop Development
Objective: To increase productivity and profitability of flagship cash crops (Banana, Mangoes and Macadamia)
Outcome: To increase Mangoes, avocado, Banana and Macadamia Productivity and profitability

180
 Mango 10,000 100 10,000 110 10,000 113 10,000 115 10,000 177 615
Farmers
Mango supported
-No of
developmen with 5 shillings
farmers 2.a
t support sub e-subsidy per
supported
programme kg sold to
contracted
processors
Avocado, 2.a 10000 50 10000 55 10000 56 10000 58 10000 65 284
Banana,
Banana, No. of
Macadamia
macadamia farmers
and Avocado
upgrading trained and
farmers trained
sub supported
and supported
programme
Support to Farmers 2.a 2000 10 2000 12 2000 13 2000 14 2000 17 66
industrial/oil supported No. of
crops with inputs farmers
soyabeans, and market supported
sunflower. linkages
Sub Total 160 177 182 187 259 965
Crops Programme 3: Capacity Building and Extension
Objective: To enhance effectiveness and efficiency in agricultural extension service delivery
Outcome: Increased farmers receiving extension services
Support to 2.a 66,500 20 100,50 22 120,30 25 - 29 140,100 32 128
No of
County 0 0 130,00
Farm Farmers
Agricultural 0
extension receiving
Extension
services extension
service
services
delivery
Support No of local 2.b 1 15 1 17 1 20 1 21 1 23 96
Local and
local and and national Count Count County, Count County,
national
national Agricultural y, 1 y, 1 1 y, 1 1
Agricultural
Agricultural shows and

181
shows and shows trade trade fairs Nation Nation Nation Nation Nation
trade fairs fairs held and al al al, 1 al al
attended
Sub Total 35 39 45 50 55 224
Crops Programme 4: Food and Nutrition Security Programme
Objective: To ensure access to safe, nutritious and affordable food at the household level and increased incomes
Outcome: Improved food and nutrition security for 30000 HH
Farm Inputs, Farm inputs No. of 2.3 30000 5000 5000 5000 5000
credit, and subsidy farmers Farmer 60 Farmer 65 Farmers 69 Farmer 72 Farmers 75 341
other related supported s s support s support
services suppor suppor ed with suppor ed with
Support ted ted 80MT ted 50MT
with with agricult with agricult
60MT 80MT ure 80MT ure
agricult agricul inputs agricul inputs
ure ture (seeds ture (Maize
inputs inputs Assorte inputs seed/
(Pulse (Pulse d, (Maize fertilize
seeds seeds Vegeta seed/fe r, Pulse
Assorte Assort ble rtilizer, seeds
d, ed seeds) Pulse Assorte
Vegeta seeds d,
ble Vegeta Vegeta
seeds) ble ble
seeds) seeds)
Demonstration 2.3 ,
materials -
Developmen Insurance No. of 2.3
t and scheme insurance -
equipping of schemes
a formed
department
smart

182
registry and
office (all
VC)
Staff Soil No. of soil 2.3
recruitment conservation tests -
and soil tests
Renumeratio Food No. of food 2.2 9 9 9 4 4
n of staff pharmacies pharmacies 45 55 70 75 80 325
established
Sub Total
105 120 139 147 155 666
Programme 5: National Agricultural and Rural Inclusive Growth Project (NARIGP)
Objective: Increases agricultural productivity and profitability of targeted rural communities in selected counties, and in the event of an Eligible Crisis or
Emergency, to provide immediate and effective response
Outcome: Empowered Murang’a agricultural communities through improved incomes and livelihoods
National Micro projects -No of 2a -534 -534 205 -534 205 -534 205 -534 205 1,025
Agriculture implemented Micro- SHG 205 SHG SHG SHG SHG
Rural projects suppor suppor support suppor support
Inclusive implemented ted ted ed ted ed
Growth supported
Project and
(NARIGP)/N completed
ational Catchments -No of 2.a -12 -12 -
Agricultural conserved Catchments catchm 205 catchm
Value Chain conserved ents M ents
Developmen suppor coun suppor
t Project ted terpa ted
rt
fundi
ng
and
428
M

183
 don
or
fundi
ng
Farmer -No 2a -1 -1 -
producer irrigation Irrigati Irrigati
organizations projects on on
supported completed project project
compl compl
eted eted
Irrigation -No of 2a 14 PO 14 PO -
projects farmers suppor suppor
producer ts with ts with
organizations invest invest
supported ments ments
with
investments
completed
NAVCDP Farmer -No of 2a 19230 5M 3,846 5M 3,846 5M 3,846 5M 20
(National assets/services farmers farmer 3,846 GOK GOK GO GOK
Agricultural reached with s and and K and
Value Chain agricultural 266 266 and 266
Developmen assets or world worl 266 worl
t Project) services bank d wor d
Increased farm their 2a bank ld bank -
sales to over produce in ban
50% value added k
form
-
Sub Total 205 210 210 210 210 1,045
Programme 6: Agriculture Sector Development Support Programme (ASDSP)
Outcome: is to contribute to the Transformation of crop, livestock and fisheries production into commercially oriented enterprises that ensure
sustainable food and nutrition security in Kenya.

184
Object: To develop sustainable priority value chains for improved income, food and nutrition security
Agriculture SIVCAPS No of 2a 3 3 25 3 25 3 25 3 25 125
Sector developed and SIVCAPS 25
Developmen implemented implemented
t Support
Program
Grand Total 601 637 661 752 3,209
557

185
4.2.3.2. Livestock Development
Vision
A transformed livestock department for economic prosperity and livelihood support.

Mission
To increase production, productivity and value addition of livestock.

Sub Sector goals and targets

a) To transform livestock production into a commercially oriented enterprise
b) Ensure sustainable livestock food security
c) Create wealth from sale of livestock and livestock products.

Table 4.27: Livestock Development Sector Priorities and Strategies

Sector Priorities Strategies

Enhance extension a) Resource mobilization for livestock extension services

service delivery b) Recruit livestock extension staff to cover all county wards and
replace retirees
c) Promote use of ICT in extension service delivery.
d) Collaborate with livestock extension service stakeholders.
e) Create a critical mass of livestock extension providers through
Farm Hubs.

Increase value a) Promote and support creation of value addition centers and
addition in cottage industries.
livestock products b) Promote on-farm and off farm storage and transport facilities
c) Capacity build on post-harvest losses and spoilage of livestock
products and management
d) Promote the growth of the leather industry

Livestock a) Train farmers on record keeping at farm level

registration b) Register animals with Kenya Stud Book and breed associations
to increase livestock value
c) Develop a livestock database to keep farmers and livestock
data and information in a data management system for farm
identification and traceability

186
Sub Sector Programmes

Table 4.28: Livestock Development Sub Sector Programmes

Programme Name: Livestock Administration Planning and Support Services
Objective: Efficient and effective service delivery
Outcome: Improved coordination and quality of extension services
Sub-Programme Key Output Key Linkage Planned Targets and Indicative Budget (Ksh. M) Total
performance s to Year 1 Year 2 Year 3 Year 4 Year 5 budget
indicators SDGs Target cost Target cost Target cost Target cos Targe cost (Ksh. M)
Targets t t
Administration Provision of Number of 9.1 - 3 office 5 3 office 7 1 office 9 21
Services staff stations with stations stations stations
accommodat offices and and and and
ion and equipment equipmen equipme equipme
work t nt nt
equipment’s
Personnel Recruitment Number of 8.5 40 5 10 staff 5 - - - - - - 10
Services of technically technical staff staff
qualified recruited
staff
Livestock and No of staff 8.52 131 in hr 131 in hr 131 in hr 131 in 131 in hr 0
Veterinary Staff receiving hr
Salaries and Salaries and
other other
emoluments emoluments
Sub Total 5 10 7 9 0 31
Programme Name: Livestock Resources Management and Development
Objective: Livestock enterprises development and diversification of household income

187
Outcome: Improved livelihoods
Dairy subsidy Subsidized Number of 2.1 36M 180 36M Kg 187 36M Kg 193 36M Kg 197 36M 205 962
milk prices milk kilograms Kg Kg
subsidized
Dairy coolers Milk Coolers No of coolers 23 - 0 5 10 5 10 - 0 - 0 20
procured distributed to
and cooperatives
distributed
to
cooperatives
Dairy Livestock Number of 2.3 3500 5 3500 6 3500 7 3500 8 3500 9 35
production registration animals
with KSB registered
Model farms Number of 2.5 25 25 20 Farms 20 20 20 20 20 20 20 105
established model farms Farms Farms Farms Farms
established
(Mariira &
Thailand and
others started
by co-ops as
demo farms)
Fodder Bulked Acreage under 2.5 50 5 50 Acres 5 50 Acres 5 50 Acres 5 50 5 25
Production Bracharia/ fodder Acres Acres
Super Napier (Bulking
in Mariira Bracharia/
ATC and Super Napier
dairy co-ops) in Mariira
ATC and dairy
co-ops)

188
Livestock Livestock Number of 2.3 350 7 350 7 350 7 350 7 350 7 35
Development extension group training trainin trainings trainings trainings traini
and capacity services gs ngs
building Farm Visits 2.3 5000 5 5000 7 5000 7 5000 8 5000 9 36
farm farm visits farm farm farm
visits visits visits visits
Demonstratio 2.3 120 2 120 3 120 4 120 5 120 3 17
ns demo demonstr demonst demonst demo
nstrati ations rations rations nstrat
ons ions
Field days 2.3 16 8 16 field 8 16 field 8 16 field 8 16 8 40
field days days days field
days days
Strategic animal Introduced Number of 2.4 1000 5 1000 6 1000 10 1000 10 1000 10 41
products food dorper sheep dorper sheep dorper dorper dorper dorper dorp
security for mutton sheep sheep sheep sheep er
production sheep
Local goats Number of 2.4 1000 5 1000 local 10 1000 10 1000 10 1000 10 45
for Chevon local goats local goats local local local
production goats goats goats goats
Poultry for Number of 2.4 7000 5 7000 5 7000 5 7000 5 7000 5 25
women, birds birds birds birds birds birds
youth and
PWDs
Pigs for Pork Number of 2.4 2000 5 2000 pigs 10 2000 10 2000 10 2000 10 45
and bacon pigs pigs pigs pigs pigs
production

189
 Rabbit Number of 2.4 3500 7 3500 7 3500 7 3500 7 3500 7 35
population rabbits rabbits rabbits rabbits rabbits rabbit
kept by s
women,
youth and
PWDs
Emerging Farms Number of 2.4 8 2 8 farms 2 8 farms 2 8 farms 2 8 2 10
Livestock rearing farms rearing farms farms
Promotion emerging emerging (1 per
livestock livestock sub
county
)
Livestock Dairy Goats Number of 2.4 1 dairy 5 2 dairy 10 15
Products Value milk value dairy goat goat milk goat
Addition and addition milk value value milk
marketing centres addition addition value
(cooling & centres centre addition
processing) (Maragua centers
) (Kigumo
&
Kangem
a)
Dairy value Number of 2.4 105 2 105 3 105 3 105 4 105 5 17
addition dairy value groups groups groups groups group
group addition s
trainings groups (Niche
products e.g.,
Probiotic
yoghurt)

190
 Established Apiary 2.4 20 5 20 5 20 5 20 5 20 5 25
apiaries establishment Apiari Apiaries Apiaries Apiaries Apiar
(For training, es ies
honey, hive
products and
crops
pollination)
Sub Total 273 306 313 321 320 1533
Grand Total 278 316 320 33 320 1564
0

191
4.2.3.3. Veterinary Services

Key Roles

a) Improve animal genetic resource

b) Reduce disease and pests in domestic animals by enhancing livestock disease
surveillance, vaccination and diagnostic services
c) Safeguard human health
d) Production of quality hides and skins and prevention of environmental
pollution.
e) Increase livestock productivity
f) Raise revenue for the county government

Sub Sector Vision, Mission and Goals

Vision
A wealthy and food secure county.

Mission
To enhance livestock health and create wealth from livestock products.

Sector Goal
Wealth generation and food security

Sub Sector Priorities and Strategies

Table 4.29:Veterinary Services Sector Priorities and Strategies

Sector Priorities Strategies
Control of livestock disease a) Well-timed diseases reporting, vaccinations,
and pests controlled movement of animals into the county.
b) Customize existing disease control regulations and
acts.
c) Managing the population of stray dogs
d) Sensitize farmers on good dog ownership practises
e) Quick response to disease outbreaks

192
Installation of data a) Training our field officers on quality data
management system collection, submission and analysis.
b) Create a knowledge bank with open data access.
Improvement on marketing a) Market infrastructure for live animals in Makuyu
systems sub- county by construction of live animal market
b) Renovation and upgrading of Makuyu slaughter
house to an export slaughter house
c) Form leather trades cooperatives and promote
the growth of the leather industry
d) Construction of a tannery at the same area with
Makuyu slaughter house
Improvement in quality a) Subsidized breeding material—Artificial
and reduction on cost of insemination
inputs and services b) Improved supervision and regular analysis of
input accessing our market.
c) Collaboration with private practitioners to reduce
cost of service to farmers
d) Inspection of farm input premises i.e., agro vets
and feed manufactures.

Improve on quality of a) Improve on staff to farmer ratio.

extension services b) Quality data collection, analysis and use.
c) Introduction of disease reporting clinics during
market days in all sub-counties.
Reduction in pre- and post- a) Sensitize traders on new technologies in meat
harvest losses preservation
b) Sensitizing traders on value addition e.g.,
mincing of meat
Reduce environmental a) Construction of biogas units at our slaughter
pollution due to poor houses.
disposal of animal waste b) Install hygienic blood collection chambers.
Overall improvement on a) Semi-automation of veterinary services
Service Delivery b) Adequate facilitation of staff
c) Recruitment of new staff to replace those who
have retired or have left service due to natural
attrition.
d) Refresher courses.
Increased Farmers Veterinary extension through farm visits, barazas and
Knowledge on Livestock radio talk show on county animal health.
Health

193
Quality assurance in Compliant input service providers and facilities
delivery of veterinary
services, inputs and
products
Effective regulation and Reduced abuse and misuse of veterinary medicine via
guarantee for safe usage of regulation of veterinary drug dispensation.
veterinary medicines on the
farms
Safeguard Human Health Adherence to laid rules and regulations in meat
inspection

Production of Quality Sensitize frays on the best way to handle this by-
Hides and Reduction of product at slaughter points.
Environmental Pollution

194
Sub Sector Programmes
Table 4.30: Veterinary Services Sub Sector Programmes
Programme Name: Administration, Planning and Support services
Objective: Effective and Efficient Service Delivery
Outcome: Enabling Service Delivery Environment
Sub- Key Linkages
Key Output Planned Targets and Indicative Budget (KSh.M.)
Programme performance to SDGs
Total
indicators Targets Year Year
Year 1 Year 2 Year 5 budget
3 4
(Ksh.)
Cos Targe Targe
Target Target cost Cost cost Target cost
t t t
Number of 5 5
39 motor bikes 9.1 5 bikes 2 5 bikes 2 2 2 - 0 8
motor bike bikes bikes
and 8 Vehicles
and vehicles 1 1
purchased 1 1
purchased 5 5 vehicl 5 vehicl 5 20
vehicle vehicle
e e
Administrati
15 6 4 4 4
on Services
8.5 technic 5 technic 5 Techn 5 Techn 5 technic 5 25
Number of
al al ical ical al
staff
2 2
recruited 8 2
Personnel service Suppo Supp 2
support Support 0
rt ort Support
s staff
staff staff
Number 8.5 20 2 10 l 1 8 1 6 0.8 6 0.8 5.6
trained
5 3 2 2 2 0

Infrastructur Number 2 2 2 2
Renovated office/ 9.1 6 6 6 6 24
e renovated blocks blocks blocks blocks

195
 or
constructed
Ablution
block
Ablution block constructed 9.1 1 block 3 3
or
renovated
perimeter
Completed
wall 9.1 1 10 10
perimeter wall
completed
Renovation of Completed
9.1 1 7 7
parking renovation
Sub Totals 30 19 29 18.8 5.8 102.6
Programme Name: Veterinary Disease and Pest Control
Objective: Reduced Disease and Pest in Domestic Animals
Outcome: Optimal Health and increased Productivity in Domestic Animals
150,0 170,0
100,00 130,00 200,00
Number of 00 00
Livestock livestock 3b 0 20 0 23 26 28 0 30 127
animals anima anima
Vaccination vaccinated animals animals animals
vaccinates ls ls
4000 5000 6000 6000 6000
1 1 1 1 1 5
dogs dogs dogs dogs dogs
Disease
Number of
Surveillance, Continuous and
sanitary
Monitoring, updated sanitary 3b 52 1.2 52 1.2 52 1.2 52 1.2 52 1.2 6
reports
and County reports
produced
One Health
Pest control Livestock covered No. of
3b 500 3 600 3.6 700 4.2 900 4.2 1200 4.2 19.2
(Ticks, under pest livestock

196
Tsetse fly control and covered
and vector borne under pest
Mosquitoes diseases control
programme
Kiharu vet 0
Renovated and lab
Laboratory
equipped Kiharu renovated 1 50 0 0 0 0 0 0 0 50
Services
vet lab and
equipped
75. 28. 34. 36.
Sub Total 32.4 207.2
2 8 4 4
Programme Name: Livestock Breeding
Objective: Improve Animal Genetic Resource
Outcome: High Quality Breed and Increased Milk Production
Number of
14,00 16,00
Artificial Animals (cows cows 2.5 10,000 5 12,000 7 9 11 18,000 13 45
0 0
Inseminatio and goats) inseminated
n services inseminated Number of
0.4
dairy goats 2.5 50 0 100 300 1 500 0.1 600 1.2 2.5
0
inseminated
Sub-total 5 7 10 11 14 47.5
Programme Name: Veterinary Extension Services
Objective: Increased Livestock Productivity
Outcome: Increased Farmers Knowledge on Livestock Health
Veterinary
Number of
Animal
Trained/ farmers 70,00 70,00
Health 2a 70,000 2 70,000 2 2 2 70,000 2 10
sensitized farmers trained or 0 0
Extension
sensitized
Services

197
 Number of
Farmers
Veterinary clinics veterinary 2.19 0.19
outreach 24 24 2.19 24 2.19 24 0.19 24 6.96
introduced clinics 2 2
program
introduced
4.19 4.19 2.19 2.19
Sub-total 4.192 16.96
2 2 2 2

Programme Name: Veterinary Inspectorate Services

Objective: Quality assurance in delivery of veterinary services, inputs and products
Outcome: Compliant input service providers and facilities
Compliant No. of
input service Agrovets facilities Agro-vets
215 3 220 3 250 3 260 3 270 3 15
providers inspected facilities
and facilities inspected
Capacity 1
Building and
training on Number of
animal stake
Stakeholders
product and holders 240 1 280 1 300 1 300 1 300 5
trained in AMR
Anti- trained in
Microbial AMR
Resistance
(AMR)
Safe meat for Number of
Meat 6400 6800
human carcasses 2.3 56,000 3 60000 4 5 5.5 72000 6 23.5
Inspectorate 0 0
consumption inspected

198
facilities and
Renovation of
services 2.3 2 5 1 7 1 9 1 12 10 43
slaughter houses

Sub Total 8 11 14 17.5 16 66.5

Programme Name: Hides and Skins Development
Objective: Production of Quality Hides and Reduction of Environmental Pollution
Outcome: Production of Quality Hides and Reduction of Environmental Pollution
Number of
Increased flayers 2.3 400 2 200 1 200 1 200 1 200 1 6
production of trained
quality hides and No. of 2.3
skins assorted
400 2 400 2 400 2 400 2 200 2 10
items
Hides and
purchased
skins
Licensed and hides &skins 2.3
developmen
environmental curing
t 40 42 44 46 47 0
compliant curing premises
premises license
Hide and Leather Hide and 2.3
Traders Leather
1 3 3
Cooperative in Traders
place Cooperative
Complete and 2.3
operational phase
Tannery phase 1 10 phase 10 10 30
Tannery at 3
Makuyu.
Sub total 17 13 13 3 3 49
Grand Total 144 87 106 91 82 510

199
4.2.3.4. Fisheries
Fishing is practiced in farms since there are no large water masses in the county. By
2013, there were 2380 households practicing fish farming with 2520 fish ponds
covering an area of 714,000m2. The main fish species reared are Tilapia and Cat fish

Key Roles
a) Promote and coordinate development of aquaculture.
b) Coordination of the preparation, review and implementation of county
fisheries policies and legislation.
c) Coordinate the management and development of dam and river-line fisheries.
d) Promotion of fish quality assurance, value addition and marketing
e) Promote and strengthen fisheries extension services.
f) Provision of extension services to fisheries stakeholders in the value chain.
g) Fisheries licensing.
h) Disseminate research findings and new technologies on fisheries through field
days, on-farm trials in fresh water fisheries resources
i) To monitor and evaluation (M&E) of fisheries projects and programmes.

Sub Sector Vision, Mission and Goals

The directorate of fisheries is mandated to provide for the exploration, exploitation,
utilization, management, development and conservation of fisheries resources, in the
county.

Vision
Fish to become a dietary item in every household; More fish is for a healthier and
wealthier population.

Mission
To facilitate sustainable management and development of fisheries resources and
products for wealth creation

The directorate of fisheries has the following goal:

200
To ensure increased and sustainable fish production and utilization by properly
managing Murang’a County fishery resources

Sub Sector Priorities and Strategies

Table 4.31: Fisheries Sector Priorities and Strategies
Sector Priorities Strategies
Increase fish a) Access to quality fingerlings
production b) Access to quality fish feeds available through farmer co-
operatives
c) Promote water harvesting technologies
d) Promote good aquaculture practises
e) Promote fish marketing and value addition through fish
farming co-operatives
Fish quality a) To disseminate aquaculture value chain information to value
assurance chain actors
marketing and b) To enforce established fish quality assurance regulations, IOE
value addition standards for fish processing other international guidelines
(for all fish products)
c) Promote fair fish trade regulations trade
conventions/agreements
d) Improve marketing infrastructure, such as cold storage, by
supporting producer organizations and information on fish
markets
e) Develop local market for our aquaculture products (to
stimulate demand) through agricultural trade fairs,
agricultural shows, field days, and “Eat more fish
campaigns”.
f) Promote diversification and value addition of aquaculture
products
g) Prepare, publish, and regularly monitor guidelines on the
implementation of quality standards of aquatic products to
protect the public health as well as improve acceptability of
aquaculture products.
h) Promote fish producers branding their fish products in order
to aces better prices.
Sustainability of a) Use of technologies that ensure water and environmental
fisheries resources resources are sustainably managed like water recycling.
b) Develop regulations applicable fisheries policy and fisheries
regulations controls for aquatic bio-security
c) Conduct monitoring control surveillance surveys on major
water bodies in the county

201
 d) Promote stocking of appropriate fish species in county waters
to increase fish production in over fished water bodies.
e) Conform to wetland and watersheds conservation standards
appropriate legislation and regulations in place
f) Continuous monitoring control and surveillance of fisheries
resources and publish data that are up to date

Improve access to a) Promote the use of ICT technology in order to make farmers
fish farming access fish market and fisheries extension services
advisory services b) Recruitment of staff in the fisheries sub sector to all sub
counties
c) Support fish farmer trainings, on farm demos and field
demonstrations, capacity build producer organizations
d) Promote collaboration among sector stakeholder doing similar
programs
e) Support the mobility of fisheries extension staff with vehicles,
ICT gadgets, motor cycles and improve work environment
(Offices at sub counties

202
Fisheries Sub Sector Programmes
Table 4.32: Fisheries Sub Sector Programmes
Program’s Name: Aquaculture Development program
Objective: To improve fish production and income from Fisheries livelihoods
Outcome: Improved food and nutritional security
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M) Total
Program perform to SDGs cost Kshs
me ance Targets (M)
indicator Year 1 Year 2 Year 3 Year 4 Year 5
s

Target Cos Target cost Target cost Target cost Target cost
t
Aquacult New ponds No of 2.1 175 7 175 7 175 7 175 7 175 7 35
ure constructed new ponds ponds ponds ponds ponds
develop ponds/N
ment ew area
(Fish (M2) on
farming) fish
farming
Fish feeds Weight 2.1 stocke 5 stocked 6 stocked 7 stocked 8 stocked 7 33
subsidy of fish d 45,000 45,000kg 45,000kg 45,000
feeds 45,00 kg fish fish feeds fish feeds kg fish
(Kg) 0kg feeds feeds
fish
feeds

203
 Fingerlings No of 2.1 216,00 4.5 216,00 4.5 216,000 4.5 216,000 4.5 216,00 4.5 22.5
subsidy fingerlin 0 0 Fingerling Fingerling 0
gs Fingerl Fingerli s s Fingerli
stocked ings ngs ngs
Cage No of 2.1 2 3.6 2 cages 3.6 2 cages 3.6 2 cages 3.6 2 cages 3.6 18
culture cages cages (4×4×1 (4×4×1.5 (4×4×1.5 (4×4×1
construc (4×4× .5) m )m )m .5) m
ted and 1.5) m Fingerling
installed s
Departm Operational 1 24 1 2.1 1 0.7 1 0.7 1 0.7 1 0.7 4.9
ental fish hatchery operatio
farm and and fish nal
Hatchery seed hatchery
develop bulking unit and fish
ment bulking
unit
Sub total 22. 21.8 22. 23.8 22.8 113.4
2 8
Programme Name: Fish quality assurance, Value Addition and Market Development
Objective: To create a market for fish and fish products
Outcome: Improved market value for fish products and fish livelihoods
Develop Improved No of 2.1 0 32 4 32 4 32 4 32 4 16
ment of consumptio fish “eat promot promotio Promotio promot
fish n and more ions on ns on” n on “eat ions on
marketin access to fish” “eat eat more more fish “eat
g specific campaig more fish “campaig more
niche ns fish “campaig ns (Fish fish
markets for “campa ns (Fish cookery “campa
igns cookery demo ign

204
 fish and fish demo equipme
products equipme nt)
nt)

Fish Improved No of 2.4 32 fish 0.2 32 fish 0.5 32 fish 0.5 32 fish 0.5 32 fish 0.5 2.2
quality fish (food) fish inspect inspecti inspectio inspectio inspecti
assuranc safety and inspectio ion ons ns ns ons
e access n done
wider
market
reach
Sub 0.2 4.5 4.5 4.5 4.5 18.2
Total
Programme Name: Management of capture and conservational Fisheries development program
Objective: To effectively manage and utilize Fisheries resources
Outcome: A sustainable fishery livelihood in the county
Develop Rehabilitati 8 No of 2.4 0 0 2 Fishing 4 2 Fishing 4 2 4 12
ment of on of fish camps camps Fishing
capture fishing camps rehabilita rehabilita camps
and camps rehabilit ted ted rehabili
recreatio ated tated
nal
fisheries
Restocking 4 No of 2.4 - 0 3 No. 0.52 3 No. 0.5 3 No. 0.52 3 No. 0.52 2.08
of dams rivers rivers rivers 2 rivers rivers
and rivers and 15
dams
stocked
and

205
 training
of co-
manage
ment
units
0 30,000 0 30,000 0 30,000 0 30,000 0 0
fingerli fingerling fingerling fingerli
ngs s s ngs
Sub total 0 0.52 4.5 4.52 4.52 14.08
2
Programme Name: Administrative support and fish farming extension support services
Objective: To have an effective and efficient fish farming extension service delivery system
Outcome: Improved fish farming extension support service delivery by 80% and in conformity with service delivery charter
Administ Build 8 No of 9.1 2 8 2 5 2 offices 5 2 Offices 2 0 20
ration offices at offices offices offices
Services sub county built
Personne Train 20 No of 8.5 0 4 0.6 4 Officers 1.5 4 officers 1 4 0.6 3.7
l Services technical staff fisheries Officers
staff trained officers
Recruit 16 No of 8.5 8 staff 5 0 8 Staff 5 0 0 10
technical staff recruit recruited
staff recruited ed
Staff salaries No of 8.5 13 staff in 13 staff in hr 13 staff in 13 staff in hr 13 staff in hr 0
and staff receive hr receive receive hr receive receive
emolument receiving Salarie Salaries Salaries Salaries Salaries
s salaries s and and and other and other and
and other other emolume emolume other
emolum emolu emolu nts nts emolu
ents ments ments ments

206
 Technical Assorted 8.5 Techni 3.6 0 Office 1.2 2 Motor 14 0 18.8
training equipme cal desk and vehicles
gadgets, nt/ equip 32 office and 8
ICT stationer ment - chairs motor
equipment y 1.6M Cycles
and
Transport
9.1 ICT 1 1 0 0 0 2
equip
ment-
2.0M
Sub 17.6 6.6 12.7 17 0.6 54.5
Total
Grand 40 33.4 44. 49.8 32.42 200.18
Total 2 52 2

207
4.2.3.5. Agribusiness, Value Addition, Marketing and Agro Small Micro Enterprise
Agricultural Marketing

Key Roles
They include:
a) Promote agribusiness, market access and quality product development
b) Commercialization and contract farming
c) Promote effective input delivery and information to smallholder farmers
d) Promote affordable, available, credit access
e) Enhance domestic export market development
f) Enforcement of quality and standards
g) Market Infrastructure development services
h) Enhance agriculture value addition (agro processing)
i) Agro small micro enterprise support
j) To offer Transforming programmes leadership
k) To enhance effective and efficient institutional management

Vision and Mission

Vision
A vibrant agricultural driven economy

Mission
To promote effective and efficient service delivery

Goals
They include:
a) To develop an efficient and reliable transport system for agricultural produce and
products
b) To increase/improve market access, food safety and fair trade among players in
value chain
c) To develop a modern market infrastructure for efficient trade and sustainable
management
d) To enhance involvement of the youth and women in agribusiness.
e) To improve access to agricultural technologies, innovation and information.

208
f) To increase competitiveness of agricultural product locally, regionally and
internationally
g) To promote value addition and utilization of agricultural products
h) To promote commercialization and growth of agricultural small enterprises (Agro-
SMEs).
i) To build capacity of market players in conformity with the prevailing business
environment
j) To develop and enforce standards for agricultural produce
k) To promote collective marketing of agricultural commodities
l) To develop alternative marketing channels e.g., digital and virtual markets,
auctions, warehouse systems, commodity exchange, and derivatives markets,
Nairobi Coffee Exchange, Mombasa Tea Auction
m) To monitor and evaluate impact
n) To enhance access to affordable credit
o) To formulate policy to support development and growth of agricultural marketing
produce and product.
p) To enhance efficient use of ICT in marketing/digital marketing.
q) Consolidate taxes, levies and fees into one.

Sub Sector Priorities and Strategies

Table 4.33: Agribusiness, Value Addition, Marketing and Agro Small Micro Enterprise
Priorities and Strategies
Sector Priorities Strategies
a) Value Addition a) Support county-based processing and packaging hub, such
Processing as horticultural pack houses, milk processing plants, coffee
Innovation roasting, avocado processing plants, warehouses, hide and
Adoption skin processing, slaughter houses, poultry processing, tea
value addition, vegetables value addition, growing of rice,
growth and value addition to edible oils (soya beans,
sunflower, canola, simsim etc), and development of fruit
factories
b) Support registration of SMEs agribusinesses, certification on
global GAP,
c) Support SMEs with modern processing technologies
d) To formulate policy to support development and growth
of agricultural produce Value addition, processing and
Marketing.

209
 e) Provide logistical support to the SMEs.
f) Support SMEs business incubation.
g) Capacity building on good management
h) Cascade policy on value addition
b) Transformation a) Provide business incubation advisory
And b) County flagship projects and priority enterprises
Commercialization c) Transform co-operatives into business entities
of Agriculture d) To develop an efficient and reliable transport system for
agricultural produce and products
e) Develop and enforce market standards for agricultural
produce to conform to local, regional and international
Standards.
f) To promote collective marketing of agricultural
commodities
c) Youth And a) Address key challenges that hinder youth and women
Women in from tapping into the immense potential in the agricultural
Agribusiness sector.
b) Linkage with SLAE and farm hubs.
c) Enhance involvement of the youth and women in
agribusiness.
d) Enhance access to affordable credit
e) To enhance efficient use of ICT in marketing/digital
marketing.
f) Cascade national youth strategy
g) Hold local and international Youth entrepreneur’s forum
h) Entrepreneurship training.
i) Developing bankable agribusinesses proposals.
j) Technical training and value addition.
k) Business modelling to start and run the agribusiness
including record
l) keeping, statutory requirements and compliance.
m) Value chain and business linkages advisory.
n) Financial literacy training and investor readiness programs.
o) Provide case studies to foster exchange of learning and
inspiration among value chain groups.
p) Virtual learning and advisory support via computer
platforms or
q) mobile to support program beneficiaries during and post
COVID -19 scenario.
r) Onsite learning and advisory support will be provided
once the
s) County business incubation hubs are established

210
d) Market System a) Promote effective input delivery and information to
Development smallholder farmers
b) Carry out market intelligence surveys to various local and
international markets,
c) Installation of digital marketing and trading strategies
though a County Agribusiness App
d) Develop effective communication strategies for real time
market information sharing, use of Apps,
e) Development of niche markets
f) Establish central electronic ward agribusiness service centre
g) Organize market for emerging products and special crops
h) To enhance efficient use of ICT in marketing/digital
marketing.
i) To develop an efficient and reliable transport system for
agricultural produce and products
j) Support SMEs with guarantee minimum price,
k) To increase/improve market access, food safety and fair
trade among players in value chain
l) To develop a modern market infrastructure for efficient
trade and sustainable management
m) Organize business to business forums and networks, trade
shows, business tours
n) Design communication strategy to cascade information
gathered through market intelligence surveys to the
Farmers and Value chain actors.
e) Institutional a) Change management of staff
Capacity b) Capacity building cooperatives
Development and c) County agriculture sector data management, analysis,
Sustainability impact analysis
d) Initiate formation of viable co-operatives through
commodity-based community mobilization
e) Revitalization of co-operatives
f) Growth and development of co-operatives
g) Transform co-operatives into business entities.
h) Create strategic partnership
i) Capacity build on resource mobilization
j) Flag business opportunities through trade fairs,
k) Train cooperatives on business management and strategic
leadership
l) Organize exchange programmes
f) 5 Administration a) Equip office with modern ICT equipment

211
b) Provide operational Resources
c) Periodical staff training
d) Effective coordination and liaison with other sector
provider
e) Clear performance targets and implementation framework
f) Partnership and stakeholder collaboration

212
Sub Sector Programmes
Table 4.34: Agribusiness, Value Addition, Marketing and Agro Small Micro Enterprise Programmes
Programme 1: Women and Youth Empowerment in Agribusiness
Objective: Institutional Capacity Development
Outcome: Improved coordination and quality of extension services
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (Ksh. M) Total
Programme performance es to Year 1 Year 2 Year 3 Year 4 Year 5 budget
indicators SDGs (Ksh. M)
cos
Target Target Cost Target cost Target Cost Target cost Target
t
s
14 14 14 14
Women Capacity build
Group Group Group Group 14
and youth youth and No. Of
s s s s Groups
empowerm women Groups 9.5 2 2 2 2 2 10
Capaci Capaci Capaci Capaci Capacit
ent in agribusiness Empowered
ty ty ty ty y Build
agribusiness groups
Build Build Build Build
subtotal 2 2 2 2 2 10
Programme 2: Market System Development
Objective: Improve Effectiveness and Efficiency of Markets
Outcome: Increased Enterprise Profitability
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (Ksh. M)
Programme performance es to Year 1 Year 2 Year 3 Year 4 Year 5
Total
indicators SDGs
cos budget
Target Target cost Target cost Target cost Target cost Target
t (Ksh. M)
s
12 12 12 12
12
Marketing Market No of Market market market market market
9.5 1.2 1.2 1.2 1.2 market 1.2 6
System intelligence Surveys survey survey survey survey
surveys
Developme s s s s
nt Installed I App I App I App I App I App
Digitization of
Agribusiness 9.5 Develo 1 Devel 1 Develo 1 Develo 1 Develo 1 5
Marketing
and ped oped ped ped ped

213
 Communicatio Marketing and and and and and
n System Information Updat Updat Updat Updat Update
App ed ed ed ed d
35 35 35 35
Procurement
35 computers 35 compu compu compu comput
of ward
and 35 iPads compu ters ters ters ers and
Agribusiness
with Installed 9.5 ters 3 and 35 3 and 35 3 and 35 3 35 3 15
Hubs
Marketing and 35 iPads iPads iPads iPads
Computers and
App iPads Mainte Mainte Mainte Mainte
iPads
nance nance nance nance
Sub Total 5.2 5.2 5.2 5.2 5.2 26
Programme 3: Institutional Capacity Development for Sustainability
Objective: Transformation of institutions into Business Entities
Outcome: Increased Income
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (KSh.M)
Programme performance es to Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators SDGs budget
cos
Target Target cost Target cost Target cost Target cost Target (KSh. M)
t
s
NO.
capacity institutions 5 Co- 5 Co- 5 Co- 5 Co- 5 Co-
9a 0.5 0.5 0.5 0.5 0.5 2.5
building capacity ops ops ops ops ops
developed
Institutional 1 Visit 1 Visit 1 Visit 1 Visit
1 Visit
Capacity Exchange Visits by 50 by 50 by 50 by 50
by 50
Developme to well Agribu Agribu Agribu Agribu
Number of Agribusi
nt performing 9a siness 1 siness 1 siness 1 siness 1 1 5
Visits ness
Business Entities Entities Entities Entities
Entities
Entities Leader Leader Leader Leader
Leaders
s s s s
Flagging of No Trade 4 4 4 4 4
Agribusiness Fairs, No of 17.9 Agribu 2.8 Agribu 2.8 Agribu 2.8 Agribu 2.8 Agribusi 2.8 14
Opportunities Attendants siness siness siness siness ness

214
 Trade Trade Trade Trade Trade
Fairs Fairs Fairs Fairs Fairs
subtotal 4.3 4.3 4.3 4.3 4.3 21.5
Programme 4: Administration Planning and Support Services Institutional Development
Objective: Institutional Capacity Development
Outcome: Improved coordination and quality of extension services
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (Ksh. M) Total
Programme performance es to Year 1 Year 2 Year 3 Year 4 Year 5 budget
indicators SDGs (Ksh.)
cos
Target Target Cost Target cost Target Cost Target cost Target
t
s
No. of
Administrat Office space offices/equip
9.1 1 0.3 1 0.3 1 0.3 1 0.3 1 0.3 1.5
ion Services and equipment ment
provided
Number of
Personnel Recruited
technical staff 85 2 1 4 1 6 8 1 10 30
Services technical staff
recruited
Department
No. of
Transport Purchased
vehicles 91 1 6 - 0 - 0 - 0 - 0 6
Improveme vehicle
purchased
nt
No. of 5
Modern Computer and computers compu
ICT other and other 9.1 ters 0.75 - 0 - 0 - 0 - 0 0.75
equipment accessories ICT and 5
accessories iPads
10.
subtotal 38.25
9.05 4.3 6.3 8.3 3
Grand 20.5 21.
Total 5 15.8 17.8 19.8 8 95.75

215
4.2.3.6. Value Chain
Key Roles
a) Develop, review and Implement crop policies, strategies, regulations and acts;
b) Facilitate, develop and promote market infrastructure and access, agro-
processing and value addition of crop commodities in collaboration with other
directorates and projects.
c) Liaise and collaborate with development partners, institutions and other relevant
stakeholders to promote crops and products development which include but not
limited to faith based organizations, universities, agro dealer associations, and
research institutions.

Sub Sector Vision, Mission and Goals

Vision:

A wealthy and food secure county

Mission:
To develop and exploit agricultural resources and provide extension services

Table 4.35:Value Chain Sub Sector Priorities and Strategies

Sector Priorities Strategies
Organic agriculture Development of an agro ecology strategic plan
development program Development of an agro ecology action plan
Implementation of plan of action with priority on
a) Baseline survey conducted and advocacy for partnership
enhanced
b) Key champion staff and lead farmer capacity development
c) Setting up of model farms on organic agriculture
d) Setting up and operationalizing of proposed organic board
e) Operationalizing of a multi stakeholder platform
Policy and legal Finalize incomplete policies on food and nutrition/CASCOM,
frameworks mangoes, environmental policies and laws etc. and conduct
public participation
Ensure legislation is completed
Handle emerging needs on policies in veterinary (leather
development), fisheries and irrigation

216
Certification and a) Access funds and roll out Global Gap and Organic EU
development of certification for export avocado in next 3 years
export crop value b) Monitor implementation of mango and dairy policies
chains
Extension support to a) Draft the Climate Smart Agriculture (CSA) Action Plan and
sustainable agriculture validate for implementation
b) Support and coordinate partner departments to complete
Climate action plans
c) Activation of CSA MSP planned activities through
partnership

217
Sub Sector Programmes
Table 4.36: Value Chain Sub Sector Programmes
Programme 2: Cash Crop Development and Management
Objective: To add value to avocado, macadamia and mangoes sub sector
Outcome: To increased value from avocado, macadamia and mangoes
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (Ksh. M) Total
Programme performa es to Year 1 Year 2 Year 3 Year 4 Year 5 budget
nce SDGs (Ksh. M)
indicators Target Target cost Target cost Target cost Target cost Target cost
s
-
No. Building extensi extensi
Certific
Avocado of the on extensi on
ation
Certification Certified cooperati avocado suppor on suppor
of the
of export avocado ve packhou t to suppor t to
Muran
crop value societies societies se certifie t to certifie
8a 7 g’a 5 5 6 8 20
chains- Established certified Strategic d certifie d
County
priority cottage No of plannin organi d organi
avocad
avocado industries establishe g c organic c
o
d cottage Training farmer farmers farmer
farmers
industries on s s
farmers
Sub Total 7 5 5 6 8 20
Programme 3: Capacity Building and Extension
Objective: To enhance effectiveness and efficiency in agricultural extension service delivery
Outcome: Increased farmers receiving extension services
Extension Approved No. of
2a 7 1 7 1 7 1 7 1 7 1 5
support to policies in policies

218
sustainable established develope
agriculture value chains d
Subtotal 1 1 1 1 1 5
Programme 1: Administrative support and fish farming extension support services
Objective: To have an effective and efficient fish farming extension service delivery system
Outcome: Improved fish farming extension support service delivery by 80% and in conformity with service delivery charter
Office
Smart
establish
Administratio equipped Equipped Operati Opera Operat Operat
ment
n and department departme 9.1 3 onaliza 4 tionali 3 ionaliz 3 ionaliz 2 12.05
and
support registry and ntal office tion zation ation ation
operatio
office
ns
Subtotal 3 4 3 3 2 12.05
Grand total 11 10 9 10 11 37.05

219
4.2.3.7. Coffee Development
Key Roles
To work with the sector stakeholders to develop coffee in the county to be the most
preferred business in the right geographical zones.

Sub Sector Vision, Mission and Goals

Vision
“A directorate that is transforming coffee business in the County to be an exemplary
business model in Kenya and beyond”.

Mission

To empower coffee farmers and other coffee stakeholders to engage in coffee business

in the most profitable and sustainable fashion for the benefit of all.

Sub Sector goals and targets

a) To create an enabling environment for development of coffee.

b) To increase coffee productivity and production.

c) To improve coffee quality.

d) To expand markets of coffee

e) To enhance institutional efficiency and effectiveness in the implementation and

service delivery to the coffee farmers.

f) To promote sustainable land use practice and conservation of natural resources

Sub Sector Priorities and Strategies

Table 4.37:Coffee Development Sub Sector Priorities and Strategies

Sector Priorities Strategies
·Increase coffee a) Enhance extension services
production b) Support leaf and soil analysis
c) Initiate farm input subsidy programme.
d) Promote use of ICT in extension
e) Recruit agricultural extension agents to replace those exiting service

220
 f) Ensure adequate facilitation of extension service providers.
Increase area a) Establish coffee nurseries to produce grafted coffee seedlings
under coffee b) Distribute the coffee to farmers
c) Engage youth groups in this
Digitization, a) Digitize the weighing of coffee at the primary processing factory
automation and and transmission of data to a central data analysis point.
improvement of b) Ensure use of computers in data management and communication
primary in coffee factories.
processing c) Support compliance with environmental requirements.
d) Implement waste water regulations and the OSHA requirements in
the coffee factories and estates.
Murang’a a) Restructure the Union to be able to meet its mandate as per its
Union – This is articles of association
disconnected b) The assets will be used as collateral for financing farm inputs.
from the
farmers it is
supposed to be
serving
Coffee markets a) Support coffee certification
improvement b) Promote targeting of niche markets
c) Promote roasting, grinding, packaging and branding of coffee by
the factories/societies.
Licensing e) Engage government printer to produce coffee movement permits
and licenses.
f) Engage the public in reviewing the licensing of coffee operations.
Promote coffee Support establishment of coffee roasting units in the coffee factories
value addition
Increase a) Modernize the processing equipment – promote use of ecological
profitability pulpers, drying green houses
a) Promote diversification at the factory level; promote utilization of
local resources at the factory to generate side income.
Promote youth a) Enforce gender consideration in the election of management and
and women supervisory committees as required by law.
engagement in b) Train youth in agro-chemicals use, pruning and grafting techniques.
coffee support c) Send the youths to the field to practice in the three thematic areas.
d) After one year have them examined with emphasis on practicals to
calibrate their ability to give advisory services to the farmers.
Diversification Facilitate the coffee factories diversify to other income streams.
This will cushion the factories when the coffee earnings are low.

221
Sub Sector Programmes
Table 4.38: Coffee Development Sub Sector Programmes
Programme Name: Coffee Directorate Administration Planning and Support Services
Objective: Efficient and effective service delivery
Outcome: Improved coordination and quality of services
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (Ksh. M)
Program performance es to Year 1 Year 2 Year 3 Year 4 Year 5 Total
me indicators SDGs budget
Target Target cost Target cost Target cost Target cost Target cost (Ksh. M)
s
Recruitment of Number of
Personnel 20
technical and technical staff 8.5 10 staff 12 20 staff 14 16 - 18 - 20 80
Services staff
support staff recruited
Number of
Laptops for 10 0.5
Office computers 9.1 0.5 10 0.5
staff laptops M
Equipmen purchased
t Coffee Number of 9.1
9
moisture moisture 0.8 0.8
meters
meters meters
ICT and 9.1
Number of 2
computer 0.1 0.1
printers printers
Administr accessories
ation and Chairs, table, 9.1
Support coffee
Furnished
dispenser, 1 1
board room
coffee
percolator

222
Staff field 9.1
Number of
extension Field
staff 50 50
transport extension 50 staff 2.5 50 staff 2.5 2.5 50 staff 2.5 2.5 12.5
adequately staff staff
facilitatio services
facilitated
n
Staff facilitated Number of
Internatio
to travel staff
nal travel 9.1 4 staff 3 4 staff 3 4 staff 3 4 staff 3 4 staff 3 15
within and out adequately
expenses
of the country facilitated
Motor Number of 9.1
vehicles are motor 2
1 Isuzu
availed for vehicles SUZU
Provision double 5 0 4 9
ease of available to KI
of cabin
transport of the 4WD
transport
the staff directorate
9.1 10 10
Number of
Motorcycles m/cycle 2 m/cycle 2 4
motor cycles
s s
26.
subtotal 21.5 25.5 23.5 25.5 122.9
9
Programme Name: Coffee Production Support
Objective: To increase coffee production by 100% from the current 30 million kgs
Outcome: Improved revenue from coffee
Sub- Key Output Key Linkag Planned Targets and Indicative Budget (KSh. M)
Program performance es to Year 1 Year 2 Year 3 Year 4 Year 5 Total
me indicators SDGs budget
Target Target cost Target cost Target cost Target cost Target cost (Ksh. M)
s

223
 Number of
seedlings
Produce and
Coffee distribute,
distribute
seedlings Youths 2.5 1M 15 1M 17 1M 19 1M 22 1M 25 98
coffee
support trained in
seedlings
nursery
operations
Amount of 75, 75,
Facilitate
Inputs money spent 75, 000 75, 000 000 75, 000 000
provision of 2.1 75 83 97 112 120 487
support to support farmers farmers farmer farmers farmer
input subsidy
input subsidy s s
Soil
Facilitate soil Number of 1500 1500
amendme 1500 1500 1500
sampling and soil samples 2a 1.5 1.5 Sampl 1.5 1.5 Sampl 1.5 7.5
nts & Samples Samples Samples
analysis analyzed es es
Analysis
Field days Number of 2@
Coffee 2@
held in the field days 13.3 2 3 2 3 3 3 Kshs 3 15
field days Kshs 1.5
County held 1.5
Number of
Establish demo 75 150 150 150 150
Demos demo farms 13.3 3.8 7.6 7.6 7.6 7.6 34.2
farms demos demos demos demos demos
established
Number of
Soil and Facilitate Re-
levelling
water establishment
boards, line 13.2 1500 1.5 1.5
conservati of terraces in
spirit and
on coffee farms
strings
99. 112.
subtotal 128.1 146.1 157.1 643.2
8 1
Programme Name: Coffee cooperative societies improvement

224
Objective: To make the operations of coffee cooperatives more efficient
Outcome: Coffee cooperative societies that are offering high quality services to the members
Sub- Key Output Key Linkag Total
Program performance es to Planned Targets and Indicative Budget (Ksh. M) budget
me indicators SDGs (Ksh. M)
Target Year 1 Year 2 Year 3 Year 4 Year 5
s Target cost Target cost Target cost Target cost Target cost
The coffee is Number of
Digitisatio
weighed using weighing
n of
digital scales 9.3 75 7.5 75 7.5 0 0 0 15
coffee
weighing installed in
weighing
scales factories
The factory
Coffee
operations are
weighment
computerized Purchas
data is
Compute and data real e 150
transmitted 9.3 7.5 - 0 - 0 - 0 - 0 7.5
rization time data comput
to the HQ
transmitted to ers
on real time
the coffee
basis
directorate
Installation of
a system for
Real time
coffee IT
data 9.3 7 - 0 - 0 - 0 - 0 7
weighment System
transmission
data
transmission
Society number of 500 500 500
2a 5 5 5 0 15
extension coffee people people People

225
services technicians Coffee
Coffee Coffee
support Train para- trained technic
technici technici
extension 3.7 3.7 ian’s
an’s kit an’s kit 3.75 0 11.25
technicians 5 5 kit
Kshs 7, Kshs 7,
Kshs 7,
500 500
500
4000 4000
coffee coffee
4000 4000 move 4000 move
coffee coffee ment coffee ment
Continue movem movem permit movem permit
licensing of Licenses and ent ent s@ ent s@
0.2 0.2
Licensing various permits being 9.1 permits permits Kshs 0.3 permits 0.3 Kshs 0.35 1.45
5 5
players in the issued @ Kshs @ Kshs 50, @ Kshs 50,
subsector 50, 300 50, 300 300 50, 300 300
Pulping Pulping Pulpin Pulping Pulpin
licenses licenses g licenses g
license license
s s
Number of 9.1
Factory Construct
fermentation 75 75
infrastruct drying tables
tanks factories factorie
ure and repair 7.5 7.5 15
repaired and to s to
improve fermentation
drying tables benefit benefit
ment tanks
constructed
Restructure 9.1 Consult
Murang’a A reformed
the Union to ant Kshs 3 3
Union Union
be able to 3M

226
 meet its
mandate.
9.1 Public
Particip
5 5
ation
5M
Promote the
Kenya
utilization of
Planters
the coffee 0
Cooperati
cherry fund by
ve Union
farmers
In order to
promote
competition
to increase
Taste of
quality and
harvest
productivity Yearly Yearly Yearly Yearly Yearly Yearly
factories 9b 5 5 5 5 5 25
the factories competition fete fete fete fete fete
competiti
and farmers
on
will be
engaged o=in
yearly
competition
14.0
Sub Total 51.5 29 5 5.3 5.35 105.2
Grand 178. 162. 167. 174. 187.
total 2 6 65 9 95 871.3

227
4.1.3.7. KATC Mariira Farm
Kenyatta Agricultural Training Centre also known as Mariira farm is located in the
Kigumo sub-county and it is the only ATC in Murang’a County. The ATC acts as an
agricultural information and advisory resource centre for farmers and it is mandated to
train farmers on modern farming technologies through residential and non-residential
training. The ATC is also a breeding centre and bulking of fodder is done at a large scale
for distribution to farmers. In collaboration with other stakeholders in the county, the
ATC hosts two annual farmers’ field days and exhibitions which target farmers from the
whole of Murang’a County and the environs. The ATC seeks to diversify its operations
to include Thai Farm at Kambirwa, where dry land farming and related management
of ASAL crops will be established in order to train farmers from the lower part of the
county.

Sub Sector Vision, Mission and Goals

Vision:
A centre of excellence for training farmers, staff and stakeholders

Mission:
To train farmers staff and other stakeholders on relevant adaptive agriculture
technologies and skills through teaching, demonstration, and provision of training
facilities.

Sector Goal(s):
Wealth generation and food security

Sub Sector Priorities and Strategies

Table 4.39: KATC Mariira Farm Sub Sector Priorities and Strategies

Sector Priorities Strategies

Student-Led Agricultural a) Jointly with Murang’a University of Technology, develop
Extension (SLAE) SLAE aligned academic curriculum to include agribusiness
incubation technology and extension Farm Hubs

228
 b) Build and enhance partnership between Murang’a University
of Technology, KATC Mariira, JKUAT, KALRO and the
private sector to initiate agribusiness practices
Farmers, staff and a) Hold residential and non-residential trainings
stakeholders’ capacity b) Establish of training crops demo plots
building c) Hold exhibition and field days
d) Conduct farmers outreaches, open days and training tours
e) Conduct tailor made youth trainings
f) Provision of training facilities to other stakeholders

Provision of quality a) Establishment of a fruit tree nursery

seeds and planting b) Training of fruit tree nursery operators
materials c) Bulking of fodder crops including modern and high value
fodder crops including bracharia and super napier
Agribusiness and value a) Establishment and furnishing of an agro-processing unit
addition b) Establish and/or maintain a model farm on commercial
enterprises like dairy, avocado, coffee, apiculture
c) Expansion of irrigation infrastructure from the existing one
hectare to 4 hectares
Augmenting Agriculture a) Establish agriculture information and advisory resource centre
extension and b) Create an appropriate mobile application for technical
promoting youth in advisory services and market linkages
agriculture c) Conducting information sourcing and repackaging
d) Make agricultural motivational talks in schools and colleges to
create positive attitude and perceptions towards agriculture
Research and a) Participatory research and trainings
innovations b) Partner with Murang’a University of Technology and other
research institutions and innovators in promotion of adaptive
technologies to farmers
c) Provision of land for research and on farm trials
d) Hold collaborative trainings and exhibition on adaptive
technologies

229
Sub Sector Programmes
Table 4.40: KATC Mariira Farm Sub Sector Programmes
KATC Mariira Farm Programme 1: Farmers, Staff and Stakeholders Capacity Building and Development Program
Objective: Enhance the provision of services and adoption of agricultural technologies at the KATC Mariira farm
Outcome: Increased crops and livestock productivity, refurbished institution and more farmers and stakeholders trained
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M) Total
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 budget
indicators Targets Target cost Target cost Target cost Target cos Target cost (Ksh.)
t
Conduct Farmers and No. of SDG 8,000 3 9,000 4 10,00 7 12,00 8 15,000 9 31
farmers, stakeholders farmers and 2.3, 2.4, 0 0
staff and training, field stakeholders 2.9
stakeholders days, outreaches trained
training at and open days
KATC Develop and No. of SDG 100 1 1,000 1 1,000 2 1,000 3 1,000 5 12
train tailor made youth 2.3, 2.4,
short courses for trained 2.9
the youth
Construction -No. of SDG 0 3 1 4 1 8 1 11 1 12 38
and refurbish buildings 2.3, 2.4,
KATC training refurbished 2.9
infrastructure
Sub Total 7 9 17 22 26 81
KATC Mariira Farm Programme 2; Promotion of market access and nutritional security
Objective: Enhance value addition and marketability of agricultural produce and products
Key Output Planned Targets and Indicative Budget (Ksh. M)

230
Sub- Key Linkages Year 1 Year 2 Year 3 Year 4 Year 5 Total
Programme performance to SDGs budget
indicators Targets (Ksh. )
Target cost Target cost Target cost Target cos Target cost
t
Promotion Agribusiness Constructio SDG 0 0 1 2 1 4 1 4 1 4 14
of market incubation n and 2.4, 2.9
access and centre furnishing
nutritional established at the
security KATC Mariira incubation
centre
Incubating and No. of SDG 12 1 12 1 12 1 12 1 12 1 5
training farmers group 2.3, 2.4,
trainings 2.9
Sub total 1 3 5 5 5 19
KATC Mariira Farm Programme 3: Crops and livestock Development
Objective: Increase agriculture productivity
Outcome: Enhance food security and increased farmers’ incomes
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators targets budget
(Ksh. M)
Target cost Target cost Target cost Target cos Target cost
t
Crops Tree nursery Number of SDG
Developme established at seedlings 2.3, 2.4, 10,000 1 50,00 2 60,00 3 80,00 4 100,00 5 15
nt at KATC KATC produced 2.5 0 0 0 0
Mariira and
Farm distributed

231
 Establish and No. of acres SDG 2 acres 2 2 2 2 acres
maintain a of 2.3, 2.4, 0 acres 0 acres 0 acres 0 0 1
commercial commercial 2.5
model farm crops
planted
Livestock High quality No. of high- SDG
Developme livestock breeds quality 2.3, 2.4, 5 1 10 2 15 2 12 3 15 3 10
nt availed to breeds 2.5
farmers availed to
farmers
High quality No. of acres SDG
fodder bulked of bulked 2.3, 2.4, - - 3 0 3 0 3 0 3 0 1
and distributed fodder 2.5
to farmers
Apiculture No. of hives SDG
installed 2.3, 2.4, - - 20 0 10 0 - - - - 0
2.5
Feed processing No. of feed SDG
unit processors 2.4, 2.5 - - 1 2 1 3 1 3 1 3 11
established.
Sub total
2 6 8 10 11 37
Grand total
10 18 30 37 42 137

232
 4.2.4. Roads, Housing and Infrastructure
Key Roles
a) Development of architectural, structural, civil, electrical and mechanical designs
for new county government buildings and support infrastructure
b) Provision of technical advice in development of maintenance schedules for
county buildings, roads and support infrastructure
c) Preparation of bills of quantities and estimates for county government roads,
buildings and support infrastructure
d) Provision of project management services for county infrastructure projects
e) Provision of technical advice and supervision support for county infrastructure
projects

Sector Vision, Mission and Goals

Vision
An integrated and sustainable infrastructure supported by modern technology

Mission
To provide efficient, affordable and reliable infrastructure

Goal
The overall goal of the department is to manage and maintain state of the art
infrastructure
Sector Priorities and Strategies

Table 4.41: Roads, Housing and Infrastructure Sector Priorities and Strategies

Sector Priorities Strategies

Planning and a) Preparation of plans for the headquarters
construction of county b) Renovation of county headquarters and other sub-county
headquarters offices
Improve road network a) Upgrading rural & town roads
b) Rehabilitation of existing roads
c) Opening of new access roads
d) Resurvey and upgrade feeder roads
Connectivity a) Constructing of foot bridges, box culverts & bridges
b) Rehabilitation of bridges, footbridges and box culverts

233
 c) improvement of transport infrastructure to ensure access to
residential zones
Security a) Installation of solar street lighting, floodlighting and
maintenance of existing ones
Major town aesthetics a) Bituminous surfacing and cabros installation to major town,
and cleanliness roads and parking

Development of a) Formulation of a county transportation policy

transportation policy All new transport infrastructure should provide for reasonable
accommodation for persons with disabilities. This can be achieved
through:
a) Provision of non-motorized walkways for every new
road constructed to provide for easy mobility of PWDs
(Wheelchair users etc.)
b) Provision of ramps, lifts and other PWD friendly
infrastructure for every building constructed, and
revamping the existing ones to provide for the same
c) All constructed roads should have pedestrian crossings at
reasonable distances apart to allow for easy mobility of
persons with disabilities

Improved public • Construction of modern bus parks in all designated

transport municipalities, towns and markets such as Murang’a,
Kenol, Kangari, Kangema, Kiria-ini, Kahuro
• Development of NMT lane along Kenol-Murang’a Road

Promotion of air • Construction of an airstrip at Kwa Ndege area at

transport Kambirwa

Improvement of existing • Refurbishment of government housing scheme at

institutional houses Murang’a and Kandara

Promotion of affordable • Introduce use of ABT and support Housing construction

housing program • Development of incentives and subsidies to attract private
sector investment in housing

Urban renewal and • Establishment of affordable housing scheme e.g., tenant

redevelopment purchase and PPPs
program • Condemn and phase out old buildings/structures.
• Estate management of government houses/buildings
• Repossession of government houses

234
 • Develop asset register for county houses
• Develop and maintain housing allocation framework
• Collection of revenue from county houses and stalls

Construction of county • Construction of official residences for the governor,

government housing deputy governor and assembly speaker
and support • Renovate county headquarter
infrastructure

Development of county • Collect and analyse data on available office space

office space allocation • Determine allocation of office spaces among county staff
and management
criteria

Promote use of clean • Review and document use of renewable energy

energy • Develop and promote use of biogas, solar, energy saving
jikos and mini hydro energy

235
Sector Programmes
Table 4.42: Roads, Housing and Infrastructure Sector Programmes
Programme Name: Road Development
Objective: To build resilient roads within the county.
Outcome: Improved mobility, accessibility and connectivity.
Urban Roads Bitumen No. of 11.2 1 km 1 km 1 km in 1 km in 1 km in
standard roads Kms of in 21 in 21 every 21 every 21 every 21 1,050
–1KM in every urban every 0 every 0 major 0 major 0 major 0
major town roads major major town (7 town (7 town (7
upgraded town town Towns) Towns) Towns)
to bitumen (7 (7
standards Towns Towns
) )
Opening of Access Opened access No. of Km 11.2 175 4 350 8 350 8 175 4 175 4 307
roads. roads 4 8 8 4 4
Grading of Access Graded access No. of Km 11.2 875 81 875 81 875 81 875 81 350 3 354
roads. roads 2
Gravelling of Gravelled No. of Km 11.2 175 31 210 3 210 3 210 3 210 3 1,827
Access roads access roads 5 7 7 7 7
8 8 8 8
Footbridges Improve No. of 11.2 70 2 70 2 70 2 70 2 70 2 140
connectivity Footbridge 8 8 8 8 8
s
Bridges/Box Complete no of 11.2 3 2 5 3 5 3 5 3 6 4 168
Culverts footbridge in bridges 0 5 5 5 3
use and culvers

236
Development of Approved No. 11.2 1 3 1 3 - - - - - 6
transportation transport Policies
policy policy
Construction of Complete No. done 11.2 - - - - - - - - - - -
modern bus parks modern bus
park
Non-Motorised Dedicated No. of kms 11.2 5 4 6 4 7 5 8 6 10 8 288
Transport system Walk ways 0 8 6 4 0
and cycle lanes
NaMATA Support Coordinated 11.2
NaMATA 5 5 5 5 5 25
activities
Construction of an Airstrip Airstrip 11.2 - - - - - - - - - -
airstrip -
Sub Total
7 8 8 8 8 4,165
4 7 8 4 2
8 3 0 5 0
Programme Name: Public Works.
Objective: To provide clean, safe and convenient business environment and to improve aesthetics of our major towns and increased revenue
Outcome: Improved business, increased revenue and aesthetic beauty of major towns.
Bituminous Bitumen No. of Km 11.2 2 8 3 12 3 12 2 8 2 8 480
Surfacing. surface road done 0 0 0 0 0
Cabros Cabro paved SqM. Done 11.2 3,000 8 5,000 13 5,000 2 5,300 2 6,500 3 95
streets/towns 0 5 0
Sub Total 8 13 14 10 11 575
8 3 0 5 0
` Programme Name: Community based projects
Objective: To upgrade community service infrastructure

237
Outcome: Improved mobility, accessibility and ECDE infrastructure
Community Based Upgraded No. of 9.1 Ward- Ward- Ward- Ward- Ward-
Projects ECDE centres ECDE based 31 based 31 based 31 based 31 based 31 1,550
Centres prioriti 0 prioriti 0 prioritize 0 prioritize 0 prioritize 0
zed zed d d d
project project projects projects projects
s s
Graded/ Kms of 11.2
gravelled access -
access roads roads
graveled
No. of 9.1
health -
centres
upgraded
Installed No. of 11.2
culverts culverts -
Sub Total
31 31 31 31 31 1,550
0 0 0 0 0
Programme Name: Housing
Objective: To upgrade and construct affordable housing
Outcome: Improved housing conditions
Promotion of Affordable No. of 11.1
affordable housing houses houses 70 2 105 4 105 4 70 2 35 14 154
program done 8 2 2 8
Urban renewal and Improved No. of 11.1 - - - - - - - - - -
redevelopment housing houses -
program done

238
 County Constructed No. of 11.1 Phase Phase Phase 3 Phase 4 Phase 5
government housing for houses 1 2 2 2 3 4 5 170
housing and County Hq, done 0 5 5 0 0
support Governor,
infrastructure Deputy
Governor and
Speaker
Sub Total
4 6 7 6 6 324
8 7 7 8 4
Programme Name: ENERGY DISTRIBUTION
Objective: Ensure all shopping centers, Markets and major towns are lighted.
Outcome: Increased safety & prolonged business hours
Sub-Programme Key Output Key Link Planned Targets and Indicative Budget (KSh. M)
performan ages
ce to Year 1 Year 2 Year 3 Year 4 Year 5 Tot
indicators SDG al
s bud
Targ get
ets (KS
h.
M)
Target C Target C Target c Target c Target c
os os os os os
t t t t t
Floodlighting Working No. of 7.1
Floodlights poles done 70 2 105 3 105 3 70 2 35 12 134
5 5 7 5

239
Street lighting Working No. of Km 7.1
Streetlights done 2 4 3 6 3 6 2 4 2 4 24
Review and Study of Study 7.1 1 4 4
document use of renewable
renewable energy energy and use

Develop and Training and No. of 7.1 70 3 70 3 70 5 70 3 70 2 16

promote use of capacity Trained
biogas, solar, building and
energy saving jikos capacity
and mini hydro built
energy in all 35
Wards
Sub Total
3 4 4 3 18 178
2 8 8 2
Grand Total
1, 1, 1, 1, 1, 6,792
2 4 4 3 3
2 31 5 6 2
5 5 0 2

240
4.2.5. Trade, industrialization, Tourism and Cooperative Development
The Department is in charge of trade, industry and investment.
4.2.5.1. Trade Industry and Investment
Key Roles
The roles are:
a) Formulation, review and implementation of policies and registration on
weights and measures and other consumer protection services
b) Promotion of domestic bilateral, regional and international trade
c) Coordination and development of micro, small and medium business engaged
in trade
d) Collection of business information and management of county business
information centres.
e) Provision of market infrastructure
f) Promotion of use of e-Commerce
g) Conducting trade fairs/exhibitions and facilitating trade mission in the county
h) Dissemination of information to entrepreneurs on investment and industry
requirements including to IDB, KIE, ICDC, Banks, Non-Financial Institutions and
available Government incentives.
i) Capacity building of traders on entrepreneurship growth.
j) Protection of the consumer against cheating through false description of goods
and services in terms of quantity, quality, price, composition fitness for
purpose, place or date of manufacture or such other practices.
k) Regulation of sale, manufacturing and repair of weighing and measuring
equipment for use for trade.

Sub Sector Vision, Mission and Goals

Vision
A vibrant and industrial business hub

Mission
To provide a conducive environment for growth in trade and industrial development.

Goals
a) Developing trade policies and legislation
b) Promote retail and wholesale markets
c) Develop County export programmes

241
 d) Provide capacity building support to micro, small and medium enterprises
e) Provide an enabling environment for growth in trade, investment and industry
f) Promote fair trade practices and consumer protection
g) Promote public private partnerships
h) Linking local producers with export markets
i) Enhance participation in trade and investment expo
j) Adoption of technology in trade for value addition
k) Capacity building on digital trade/e-commerce

Sub Sector Priorities and Strategies

The sub-sector priorities are summarized in Table 4.43

Table 4.43:Trade Industry and Investment sector Priorities and strategies

Priorities Strategies
Construction of a) Construction and renovation of markets sheds and collection
markets and centers.
provision of basic b) Construction of sanitation blocks,
amenities in markets c) Availability of piped clean and safe water.
d) Provision of lighting structures for security and extended
hours.
e) Creation of access for PWD’s within the market. Such as
ramps.
Construction and a) Upgrade all feeder roads leading to markets
upgrading of road b) Grading of all roads leading to the market areas
networks to markets c) Constructed road network within the County.
Facilitate affordable a) Government supported Sacco
and accessible credit b) Negotiation with financial institution for provision of cheap
facilities to traders. loans.
c) Creation of networks to Youth, Women and PWD to
government/NGO funding.
d) Creation of the Murang’a County Economic Stimulus fund
Promotion of a) Identify products for possible branding and promotion
products and market b) Establish market linkages for various commodities
linkages (both local c) Promote and capacity build e-marketing including e-portal
and international) and video promotion
d) Institute interventions for tea/coffee/avocado and other crops
e) Dairy development and promotion
f) Identify opportunities for participation in Trade and
investment expos

242
 g) Enhance Inter- county trade
h) Promote access to product standardization at KEBS
i) Promotion of value chains
j) Spur Mt. Kenya and Aberdares Region Economic Bloc
k) Export development and promotion
Empowerment of a) Training of traders on business finance, sales and
traders to achieve management
business efficiency b) Encourage traders to form producer business groups for self-
support
c) Create awareness on available targeted opportunities for
youth and women
d) Collaboration with the CAK for new rules and
implementation to ensure level playing ground
e) Introduce digitized trade licensing system
f) Providing accessible and affordable loans for PWDs in
business, agriculture and cooperatives sectors
d) Offering incentives for PWDs in this sector through.
• lowering taxes for PWDs or exempting them altogether;
and/or
• reducing the requirements of setting up businesses for
PWDs
• facilitating the dissemination of information on AGPO by
making it easily available for PWDs through sub-county
offices
• provide accessibility to county markets by organizing
stalls, tiling and or use of cabro blocks along market
walkways.
Establish trends on a) Sub-county market research,
trade activities in the b) Establishment of data hubs for investors
County c) Creation of data driven analysis
d) Create a feedback database to link traders with the county
e) Development of county competitiveness index i.e., talent
infrastructure, cost of setting up a plant
f) Digitization of the data system
Attract investors to a) Investors conferences
Murang’a County b) Encourage growth of cottage industries
c) Implementation of the local content policy
d) Provision of incentives to existing and new investors.
e) Creation of Murang’a business round table
f) Creation of Murang’a County Development Authority
g) Promotion of renewable energy sources
h) Private- Public partnerships and business forums
Preparation and a) MCG Trade Policy
operationalization of b) 10- year Departmental strategic plan
c) CIDP, ADP and other sectorial plans
243
the County Trade
policy and a 10-year
strategic
Promote effective a) Construction of a wholesale hub
industrialization and b) Construction of a regional retail market
investor mobilisation c) Creation of special economic zones
d) Establishment of industrial parks.
e) Creation of Murang’a County Innovation Hub
f) Aggregation of farm produce
Access to quality, a) Verification and calibration of weighing equipment.
affordable and safe b) Establishment of weights and measures laboratory in the
products county.
c) Carrying out routine inspection on all retail and wholesale
premises.
d) Implementing the Labelling of Goods Act by ensuring the
goods labelled are clearly marked with name, address, net
weight, and the expiry date.
Consumer awareness a) Eliminate ‘odd size’ as a means of price cutting in order to
and sensitization eliminate unfair commercial advantage.
b) Eliminate deceptive packages from all retail and wholesale
premises.
Creation of a) Promote skills and innovation development
innovation centers in b) Promote accelerated value chain development
The County c) Promote food and nutrition security
d) Promote climate resilience

244
Sub Sector Programmes
Table 4.44: Trade Industry and Investment Sub Sector Programmes
Programme Name 1: Administration, planning and Support services
Objective: To ensure shared vision towards realization of Departmental goal
Outcome: Effective service delivery and motivated personnel
Sub Key Output Key Linkages to Planned Targets and Indicative Budget (Ksh. M) Total
Programm Performance SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Budget
e Indicators Targets Targ (Kshs
Target Cost Target Cost Target Cost Target Cost Cost
et M)
No. of
Furnished and
Furniture 9.1 2 3.2 3 4.8 4 6.4 3 4.8 2 3.2 22.4
Administra equipped work
and internet
tion spaces
services.
Services High speed 9.1
stable internet 1 1 - - - - - - - - 1
services
Vehicles Purchase of 3 9.1
1 7 1 7 1 7 21
procured vehicles
Recruited
Recruitment of
additional 9a 5 1.15 5 1.15 5 1.2 5 1.3 5 1.4 6.2
Personnel 30 new staff
personnel
Services
Number of
Capacity
trainings 9a 8 3 8 3 8 3 8 3 8 3 15
built staff
attended
15.9
Sub total 15.35 17.6 9.1 7.6 65.6
5
Programme Name 2: Trade, Industry and Investment Promotion
Objective: To improve business environment and promote attractive investment climate

245
Outcome: To create a conducive environment for growth in trade, investments and industry
Constructed No. of markets 9.1 3 20 4 20 5 20 5 20 6 20 100
Constructi /Renovated
on of markets
markets sheds and
and collection
provision centres.
of basic Sanitation No. of markets 9.1
5 20 7 20 7 20 6 20 5 20 100
amenities blocks with amenities
in markets Piped clean 9.1
No. of markets
and safe
with clean 7 20 9 20 12 20 9 20 7 20 100
water in
water
markets
Lighting 9.1
structures
for security No of markets
and with adequate 7 20 9 20 12 20 9 20 7 20 100
extended lighting
market
hours.
Access for 9.1
No of markets
PWD’s
with PWD’s 7 20 9 20 12 20 9 20 7 20 100
within the
accessibility
market.
Number of
Constructed
Constructed
Market road
and graded 11.2 6 8.4 8 11.2 10 14 12 16.8 14 19.6 70
Access networks to
roads within
markets
the County

246
 Branded No of products
homegrown identified as 2a 1 5.8 3 17.4 2 11.6 3 17 4 23.2 75
products homegrown
Market Number of
linkages for linkages
various established for 9a 2 5 3 7.5 4 10 5 12.5 6 15 50
Promotion commoditie various
of s commodities
products e-marketing
and including e- Number of
market portal and products visible 9.1 10 2.7 12 3.24 15 3.8 18 4.86 20 5.4 20
linkages video online
both local promotion
and Number of
internatio Linkages of linkages
9.1 4 5 4 6 4 7 4 7 4 6 31
nal value chain established milk
value chains
Number of
Trade trade
8 80 8 80 8 80 8 80 8 80 24
exhibitions exhibitions
attended
Number of
Inter-
value chain
county
products
trade
promoted.
promotion, 9.5 4 7 4 7 4 7 4 7 4 7 35
Number of
Promotion
collaborative
of value
products
chains.
shared.

247
 Spur Mt.
Kenya and
Aberdares
9.5 0
Region
Economic
Bloc.
Access to
Number of
product
products 9b 10 5 10 5 10 6 10 6 10 6 28
standardizat
certified
ion at KEBS
Prepare MCG Trade
No of policies 9b 1 15 15
and Policy
operationa
lize the
County
10-year
Trade
strategic / Number of
policy and 9b 1 15 15
sectorial strategic plans
a 10-year
plan
strategic
plan

Capacity
Empower
built traders
ment of
on business
traders to
finance, No of trainings
achieve 9.3 6 10 8 11 8 13 8 13 8 12 59
sales and held
business
managemen
efficiency
t. Youth
and women

248
 aware of
available
targeted
opportunitie
s
Producer
Number of PBG
business 9.3 100 1 200 2 300 3 400 4 500 5 15
created.
groups
Sub-county
market
research.
Data collected
Creation of
and analyzed 9b 7 4 7 4 7 4 7 4 7 4 20
data driven
per sub-County
analysis for
Establish County
trends on advantages.
trade Number of data
Data hubs
activities canters 9b 1 4 4
for investors
in the established
County Digitization
Operationalizati
of the data 9a 1 6 6
on of system
system
Developme
nt of county
competitive Development
ness index of competitive 9.5 1 3 3
i.e., talent, index report
infrastructur
e, cost of

249
 setting up a
plant.
Whole sale
Whole sale Hub 9.1 1 10 15 18 43
Promote Hub
effective Special 9.1
Special
economic
industriali economic zones
zones and 1 100 1 100 1 100 1 100 1 100 500
zation and industrial
industrial
and parks.
parks.
investor Murang’a 9.1
mobilisati Murang’a
County
on County 1 6 6
Innovation
Innovation Hub
Hub
Aggregation 9.1
Regional retail
of farm 1 50 1 50 1 50 1 50 1 50 250
market
produce
Facilitate
affordable
and Governmen
Operationalizati
accessible t supported 9.3 1 15 20 25 40 100
on of SACCO
credit Sacco
facilities to
traders.
Negotiation 9.3
Number of
with
credit facilities
financial 2 3 2 3 2 3 2 3 2 3 15
partnering with
institution
County
for

250
 provision of
cheap loans.
Creation of 9.3
networks to
Youth,
Number of
Women and
networks 4 0 4 2 4 2 4 2 4 2 8
PWD to
created
government
/NGO
funding.
Creation of 9.3
the
Murang’a Creation and
County operationalizati 1 6 3 9
Economic on of fund
Stimulus
fund
Number of
Investors
Attract conferences 9.1 1 7 1 8 1 8 1 9 1 8 40
conferences
investors annually
to Encourage
Number of
Murang’a growth of
cottage 9.1 3 5 8 6 8 6 8 6 8 5 28
County. cottage
industries set up
industries
Implementa
tion of the
local Implementation 9b 1 3 3
content
policy

251
 Creation of Operationalizati 9b
Murang’a on of the
3 2 3 2 3 2 3 2 3 2 10
business Business Round
round table Table
Creation of 9b
Murang’a
Operationalizati
County 1 3 4 5 12
on of MCDA
Developme
nt Authority
Promotion
of Set up of
renewable renewable 7.2 2 4 2 4 2 4 2 4 2 4 20
energy energy sources
sources
Private-
Public Operationalizati
partnerships on of business 9b 3 2 3 2 3 2 3 2 3 2 10
and business forums
forums
Establishme
nt of
Access to weights and
Operationalizati
quality, measures 1.3 1 3 3
on of Lab
affordable laboratory
and safe in the
products county.
Carrying out Number of
routine machines 9a 1000 2 1000 2 1000 2 1000 2 1000 2 10
inspection inspected

252
 on all retail
and
wholesale
premises.
Promote
skills and
innovation 9b 0
Creation developmen
of t.
innovation Promote 9b
centers in accelerated
The value chain Creation and
County developmen operationalizati
1 3 4 7
t. Promote on of
food and innovation hub
nutrition
security
223. 224. 252. 288.
Sub total 182.3 47 34 29 6 1171
grand 197.6 239. 241.9 261. 296.
total 5 42 4 39 2 1236.6

253
4.2.5.2. Tourism Directorate
Key Roles
The tourism Directorate is in charge of Tourism Promotion and Development

Sub Sector Vision, Mission and Goals

Vision
A tourist destination of choice
Mission
To promote unique tourism experience
Sector Goal(s):
a) To develop a Tourism Master Plan
b) To develop and promote Tourism enterprises
c) To steward a conducive environment through a legislative framework
d) To encourage investment of hospitality related enterprises
e) To diversify development of tourism products
f) To encourage domestic tourism in the County to bolster county revenue stream.

Sub Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.45
Table 4.45: Tourism Sector Priorities and strategies

Sector Strategies
Priorities
Tourism Tourism Product development and Diversification (e.g., Adventure
Development tourism, Agri- tourism, Sports tourism, Cultural and Historical Tourism)
Master Plan
Tourism i. Aberdares ecosystem, cultural sites, Accommodation facilities.
marketing ii. Niche product development to include motor vehicle racing at
and Ndakaini, ecotourism, water sports, homestays, cultural festivals;
promotion agro-tourism, M.I.C.E, county film and art festivals
iii. Tourism infrastructure development to include recreation /
amusement parks, beautification of towns
Mapping of i. The Aberdare tourism circuit
tourism sites ii. Cultural and historical sites
iii. Areas with potential for agro-tourism, homestays and sport
tourism
Infrastructure Areas leading and that have potential in tourism development: Route
support digitization, mapping and signage installation. Gravelling of key roads
to Mukurwe wa Nyagathanga, rapids camp, towards the Aberdare’s
two entry points Gatare in Kigumo and Wanjerere in Kangema Sub-
counties and Kiambicho forests

254
Sub Sector Programmes
Table 4.46: Tourism Directorate Sub Sector Programmes

Programme Name: Tourism and Marketing

Objective: To make Murang’a an alternative tourist destination in the country.
Outcome: To increase tourism consumption, social image of the county for social economic impact to the residents
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M) Total
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 budget
indicators Targets Year 5 (KSh.
M)
Target cost Target cost Target cost Target cost Target cost
Increased
visitor -conservation
Identify,
experience of and
Tourism develop and
arising from protection of
Products realign them 12b 10 12 12 13 15 62
increased environment
development into a tourism
choice of and historical
circuit,
tourism sites
products
sustainable
social economic
development
SWOT
increased that will have
Tourism analysis,
visibility and ripple effect to
marketing and rebranding, 12.2 15 20 20 25 20 100
visitors marginalized
promotion and product
number area use of
positioning
naturally
occurring
resources
construction of increased The255 of
Infrastructure roads, investment tourism that
12b 15 20 20 25 20 100
support gravelling and in hotels, translate
grading and allies’ demand for

255
 hospitality Agricultural
facilities produce,
-construction
demand for
of market
tourism
shades and
diversification
washrooms
into
along
agritourism
highways
-enhanced
agriculture
production to
support the
hotel industry
Identifying Collaboration
Tourism tourism sites Documented with other
products and other evidence of allied sectors
12b 1 15 1 15 1 15 1 15 1 75
mapping, niche products tourism for execution
documentation for products. and
and strategic documentation implementation
plan Formulation of
execution
strategic plans
strategy
for execution
Total 41 39 41 44 36 337

256
4.2.5.3. Cooperative Development

Key Roles
The cooperative development sub sector is composed of cooperative development
and cooperative audit.
1. Cooperative Development
The Cooperative Development Directorate is structured into two divisions;
Cooperative Development and Cooperative Advisory Services and performs the
following key functions:
a) Coordinating and promoting the registration of co-operative societies in the
county.
b) spearheading formulation and implementation of the county’s co-operative
policies
c) Mainstreaming good corporate governance in the county’s co-operative sector.
d) Building the capacity of co-operative societies members, leaders and staff
through regular education and training.
e) Developing and executing work plans for the county’s co-operative extension
services.
f) Coordinating development programs and projects in the co-operative sector.
g) Settling of co-operative disputes.
h) To conduct research and information for the co-operative sector in the County.
i) To monitor performance on growth and development of the co-operative
movement in the county.
j) To promote Co-operative ventures, innovations, value addition and
investments in the County.
k) To carry out amalgamations, splits and liquidations to co-operative societies.
l) To carry out inspections and inquiries in co-operative societies.

Sub Sector Vision, Mission and Goals

1. Cooperative Development
Vision:
Vibrant, professionally managed cooperative movement

Mission:
To nurture a vibrant, ICT-compliant and professionally run cooperative societies

Goal
Create and promote an enabling environment for competitive and professionally
managed cooperative societies

257
Sub Sector Priorities and Strategies for 2023-2027
The sector priorities and strategies are summarized in Table 4.47

Table 4.47: Cooperative Development sector Priorities and strategies

Sector Priorities Strategies
1. Cooperative Development
Enhance Cooperative • Integrate cooperative development of uniform
capacity, education, training curriculum into the county learning institutions, such
and research as polytechnics
• Train/sensitize cooperative management, staff as well
as cooperative members
Promote cooperative • Facilitate cooperative societies to engage in
production, value addition production, value addition and marketing of their
and marketing products/services
• Streamline market linkages in value chain
• Facilitate establishment of bulk storage facilities
• Facilitate creation of credit schemes
• Develop framework to promote contract farming
• Creating enabling environment for PPPs and BPOs
with established manufacturers in order to eject new
capital and enable technology transfer
• Introduce and strengthen cooperatives including for
farm produce, such as avocadoes and macadamia,
mangoes, oranges and new oil crops e.g. s soya
beans, canola, sunflower and cotton
Align legal and regulatory • Establish and support sectoral forums to discuss and
framework to the resolve issues in the cooperative sub-sector
Constitution of Kenya 2010 • Provide framework for the co-operative sub sector
and address the dynamic service platform
environment of Cooperative • Establish institutional framework for facilitating co-
movement in the County operative self-regulation through its structures
Promote platform for the • Facilitate development of shared e-platform for
advancement of ICT and cooperative movement
Innovation in cooperative • Capacity build cooperatives to embrace modern
movement technology, ICT and use of shared platforms
Create and promote • Facilitate and promote registration of cooperatives
conducive environment for • Develop regulations that guide the graduated levels
competitive and of growth and development such as vetting and
tenure for cooperative leadership

258
professionally managed • Promote alternative dispute resolution mechanism
cooperative societies
Mainstream cross-cutting • Support development of environment conservation
issues including gender, policies for cooperatives
youth and women, climate • Promote gender responsiveness in the cooperative
and HIV AIDS in cooperative movement
movement • Facilitate forums for sensitization on HIV/AIDS,
climate change and substance and drug abuse
Promote cooperation, • Facilitate collaboration and linkages with
collaboration and linkages cooperatives and stakeholders for the benefit of the
among cooperative movement
movements and stakeholders • Establish Cooperative Development Fund
through networks at all • Promote establishment of a revolving fund kitty
levels • Promote establishment of intra and inter-county
platforms for collaboration
• Introduce cooperative societies for avocadoes,
macadamia, soya beans and sunflower

259
Sub Sector Programmes
Table 4.48: Cooperative Development Sub Sector Programmes

Programme Name: Cooperative Development

Objective: To promote Development of vibrant Cooperatives
Outcome: Improved confidence in Cooperative Societies
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators Targets Target cost Target cost Target cost Target cost Target cost budget
(Ksh.
M)
Cooperative Vibrant Increase in 10% 40 15% 60 20% 68 25% 72 30% 85 325
societies cooperative number of
development societies in vibrant
and the county cooperative
promotion societies
Cooperatives Improved Increased 10% 6 15% 9 20% 12 25% 15 30% 19 61
oversight cooperative number of
and governance compliant
compliance cooperatives
societies
Cooperative Improved Murang’a 10% 2.5 15% 3.75 20% 5 25% 6.25 30% 8 25.5
policy, efficiency in County
research and the Cooperatives
advisory cooperative Act, milk
movement and Mango
operation policies

Total 49 73 85 93 112 412

260
4.2.5.4. Cooperative Audit
Cooperative Audit draws its mandate from Section 25 of the Cooperative Society Act,
Cap. 490 and Cooperative Societies Rules No. 14-19 which require all registered
cooperatives to be audited at least once every year. The County Cooperative Audit
performs the following key functions;
a) Develop and review co-operative audit policy and operational guidelines;
b) Develop social, environmental and value for money audit guidelines;
c) Provide tax consultancy and advocacy services on behalf of co-operative
societies and ensuring uniformity in application of tax laws;
d) Ensure correctness of disclosures in accounts, adherence to statutory
requirements, international accounting and auditing standards;
e) interpret accounts and give timely advice on financial matters;
f) Register societies audited accounts;
g) Conduct research, prepare and disseminate technical/professional updates on
cooperative accounting and audit;
h) Prepare and review accounts reporting/presentation formats
i) Maintain societies audit data and information.
j) Provide cooperative financial and investment advisory services.
k) Conduct continuous audits and audit investigations.
l) Carry out Inquiries on financial affairs and management of cooperative
societies.
2. Cooperative Audit
Vision:
Efficient agency providing effective auditing services to Cooperative Societies
Mission:
To provide efficient and effective accounting and auditing services to cooperative
societies
Goal
To implement policy and operational guidelines to mainstream good governance in
management of cooperative movements

Sub Sector Priorities and Strategies for 2023-2027

The sub-sector priorities and strategies are summarized in Table 4.49

Table 4.49: Cooperative Audit priorities and strategies

Sector Priorities Strategies
Implement policy and • Develop and review Cooperative Audit Policy and
operational guidelines on Operational Guidelines
cooperative audit services • Develop social, environmental and value for money
audit guidelines

261
 • Provision of tax consultancy and advocacy on behalf
of cooperative societies
• Provision of audit extension services to the societies
• Train/sensitize cooperative management and staff on
accounting and audit best practices

Promote good governance in • Provide cooperative financial and investment

cooperative societies advisory services
• Preparation and review of accounts
reporting/presentation formats
• Promote audit services and enforce audit
requirements and standards
• Ensuring correctness of disclosures in accounts and
adherence to statutory requirements, international
accounting and auditing standards
Ensure effective and efficient • Establish and support sectoral forums to discuss
service delivery emerging issues in accounting and audit
• Interpretation of accounts and timely advice on
financial matters
• Registration of societies audited accounts
• Conduct research, prepare and disseminate
technical/professional updates on cooperative
accounting and audit
Regulate and monitor • Facilitate development of shared e-platform for
compliance with provisions cooperative movement
of cooperative societies Act • Capacity build cooperatives to embrace modern
and subsidiary legislation technology, ICT and use of shared platforms
• Carry out inquiries on financial affairs and
management of cooperative societies

262
Sub Sector Programmes
Table 4.50: Cooperative Audit Sub Sector Programmes

Programme Name: Cooperative Audit

Objective: Enhance governance and accounting services in cooperative societies
Outcome: Vibrant, professionally managed cooperative societies
Sub-Programme Key Output Key performance Linkages Planned Targets and Indicative Budget (Ksh. M)
indicators to SDGs Year 1 Year 2 Year 3 Year 4 Total
Year 5
Targets budget
Target cost Target cost Target cost Target cost Target cost (Ksh.
M)
Organized No. of Sensitization
8.2 4 1.5 5 2.5 7 2 7 2 9 2 10
sensitization workshops/for a
workshops/ for a No. of cooperative
0
members sensitized
Cooperative e-platform
Established and
societies Audit established and 8.2 0 0 1 0.5 0 0 2 1 0 0 1.5
functional e-platform
Extension functional
Services No. of audit
extension services 8.3 130 3 140 3 145 3.5 200 4 250 5 18.5
Audit extension conducted
services conducted No. of registered
0
accounts
No. of Inspections
for co-operative 8.3 20 1 20 1 25 1 25 1 30 1 5
societies
Inquiries for No. of inquiries
8.3 1 0.5 0 0 1 0.5 2 1 0 0 2
Cooperative Societies conducted
Liquidated No. of Cooperative
8.2 1 2 0 0 0 0 0 0 0 0 2
Cooperative Societies societies liquidated
Cooperative framework for Murang’a County
9b 0 0 1 4 0 0 0 0 0 0 4
Audit policy, facilitating co- Cooperative Act

263
research and operative self- Audit Manual 8.3 0 0 0 0 1 2 0 0 0 0 2
advisory regulation 8.3
Audit and
0 0 0 0 1 2 0 0 0 0 2
Accounting Policy
Tax consultancy No. of tax 8.3
80 1 80 1 80 1 80 1 80 1 5
extension services consultancy services
No. of cooperative 8.3
0
societies
Established sectoral 8.3
No. of sectoral fora
forums on accounting 0 0 2 2 3 3 2 2 0 0 7
organized
and audit
No. of research 9b
Research reports 0 0 1 1 0 0 0 0 0 0 1
carried out
Total 9 15 15 12 9 60

264
4.2.2. Health and Sanitation
Key Roles
The Sector key roles are:
a) Preventive, promotive and curative health services
b) County health facilities and pharmacies
c) County health referral services
d) Health education management
e) Health Inspection and other public health services
f) Quarantine administration
g) HIV/AIDS prevention and management
i) Food safety and inspection
j) Immunization policy and management
k) Cemeteries, funeral parlours and crematoria

Sector Vision, Mission and Goals

Vision
A healthy county population

Mission
To provide accessible, equitable and quality health care services

Sector Goal
Better health in a responsive manner

Strategic goals/Objectives of the sector

The following strategic objectives aim towards the realization of the Murang’a County
Health Sector Vision:
a) Promote Universal Health Care (UHC)
b) Support optimal health and survival of pregnant mothers and babies
c) Strengthen advocacy for social health insurance coverage
d) Strengthen the integrated surveillance and health services automation systems
e) Adopt and implement nutrition interventions affecting pregnant mothers, school
children, and the vulnerable
f) Strengthen community nursing for improved health services
g) Strengthen collaboration with private and other sectors that have an impact on
health.

The County Health Department collaborates with the following institutions and
regulatory bodies.
i. KEMSA (KEMSA Act, 2013)
ii. NHIF (NHIF Act, No.9 of 1998)

265
 iii. Referral Hospitals Authority
iv. National AIDS Control Council (Legal Notice No.170 of 1999)
v. Health Records and Information Managers Board (Health Records and
Information Managers Act, 2016)
vi. Kenya Nutritionists and Dieticians Institute (Nutritionists and Dieticians Act,
2007)
vii. Nursing Council of Kenya (Nurses Act Cap. 257)
viii. Kenya Medical Laboratories Technicians and Technologists Board.
ix. Clinical Officers Council (Training Registration and Licencing Cap.260)
x. Public Health Officers and Technicians Council (Training Registration and
Licencing) Act, 2012)
xi. Physiotherapy Council of Kenya (Physiotherapists Act, 2014)
xii. National Quality Control Laboratories (Pharmacy and Poisons Act, Cap. 244)

Health Sector Priorities and Strategies

Table 4.51: Health and Sanitation Sector Priorities and Strategies
Priorities Strategies
Development and equipping a) Construction, rehabilitation and equipping of
Health Infrastructure health facilities
b) Acquisition, modification, renovation or
replacement of equipment at the workplace
c) Replacement of asbestos roofing with
recommended iron sheets
d) Provision of adequate medical, laboratory and
cold chain equipment in all health facilities
e) Provision of power backs in all level 2 & 3
health facilities with maternities
f) Develop a cancer treatment facility
g) Establish a palliative care ward
h) Establish mental health rehabilitation centres
i) Construct an ultra-modern county health
products store
j) Adherence to IPC policies on waste management
Provide comprehensive and a) Promote Universal Health Care (UHC)
quality health services b) Support optimal health and survival of pregnant
mothers and babies
c) Strengthen advocacy for social health insurance
coverage
d) Strengthen the integrated surveillance and health
services automation systems

266
 e) Adopt and implement nutrition interventions
affecting pregnant mothers, school children, and
the vulnerable
f) Upgrading health facilities
g) Strengthen community nursing for improved
health services
h) Provision of adequate and well-equipped
ambulances
i) Strengthen community strategy and school
health program
j) Surveillance of diseases targeted for eradication
and elimination
k) Health promotion activities
l) Strengthen intersectoral collaboration
Promote affordable healthcare a) Partner and lobby the national government and
services development partners to fund and implement
the projects.
b) Enhance NHIF program
c) Increase the range of health services at all levels
d) Avail radiology services in all level 4 facilities
Improve Human resource capacity a) Recruit and train medical staff

Upgrade Medical products and a) Adherence to annual procurement plan

technologies b) Establish an electronic inventory management
platform

Automate Health information Procure health management and information

system
Enhance Leadership and Staff development through short courses and
Governance training

Strengthen adherence to a) Licensing and routine examination of food

regulations handlers and food outlet
b) Routine inspection and certification of Buildings
Strengthen policies on People a) Promote universal accessibility of health services
living with Disabilities (PWDs) in the entire county by equipping all health
facilities with sign language interpreters.
b) Provide health commodities for children with
autism, sunscreen lotions for persons with
albinism and such other commodities that might
be necessary for persons with disabilities.

267
Sector Programmes
Table 4.52: Health and Sanitation Sector Programmes
Programme Name: Administration, Planning and Support services
Objective: To improve efficiency and effectiveness in health care services
Outcome: Quality Health Service delivery
Sub- Key Key Linkag Planned Targets and Indicative Budget (KSh. M) Total
Program Output performance es to Year 1 Year 2 Year 3 Year 4 Year 5 budget
me indicators SDGs Target Cost Target Cost Target cost Target cost Target cost (Ksh.
Target M)
s
Increase No of 3c
Capacity HCW/patie technical and 91 95 98 100 107 491
develop nt ratio casual staff
ment for recruited
Health Health No of 3c
workers workers personnel 5 5 5 5 5 25
Trained trained
Enhancin health No of health 3b 157 157 157 157 157
g supplies facilities facilities facilitie 800 facilitie 800 facilities 800 facilities 800 facilitie 800 4,000
of supplied supplied with s s s
Pharmace with Pharms
uticals Pharms
and Non- health No of health 3b 157 157 157 157 157
Pharmace facilities facilities facilitie 162 facilitie 162 facilities 162 facilities 162 facilitie 162 810
uticals supplied supplied with s s s
with non- non-pharms
pharms
Procurem Medical No. of 3b 570
ent and and other Medical and 114 114 114 114 114
maintena equipment other
nce of procured equipment
medical and procured and
and other maintained maintained

268
equipme
nt
Transport Ambulance No. of 3b
(Ambulan and utility ambulances 36 36 1 1 1 76
ce and vehicles procured
Utility available
vehicles)
Health Annual No of 3d
sector work workshops 1 1 1 1 1 4
planning, planning, held
budgetin Budgeting
g, and
monitori reporting
ng and Monthly No of 3d
evaluatio manageme meetings held 1 1 1 1 1 4
n nt meetings
Programme Name: Health Facilities Infrastructure development
Objective: To improve efficiency and effectiveness in health care services
Outcome: Quality Health Service delivery
Construct Constructe No. of units 3.8 Compl
ion and d Kenol constructed ete 150 Compl 100 Comple 100 Comple 50 Compl 50 450
maintena Level IV phase 1 ete te te ete
nce of hospital phase phase 3 phase 4 phase
buildings 2 5
Constructe No. of units 3.8 Compl
d Kandara constructed ete 20 Compl 20 Comple 20 Comple 20 Compl 20 100
Level IV phase 1 ete te te ete
hospital phase phase 3 phase 4 phase
2 5
Constructe No. of units 3.8 Compl Compl Comple Comple Compl
d Mathioya constructed ete 50 ete 100 te 100 te 50 ete 50 350
Level IV phase 1 phase phase 3 phase 4 phase
hospital 2 5

269
 Constructe Ultra-modern 3.8 Compl
d ultra- central ete - 10 10 20 10 50
modern County health Pharma
central products store cy
County wareho
health use
products
store
Health No. Health 3.8 As per
facilities in facility need 66 66 66 66 66 330
good buildings
condition constructed,
maintained
and
renovated
Expansio Increased No. of 3.8
n and access to facilities 100 100 100 100 100 500
Renovati health expanded and
on of services renovated
existing
health
facilities

Physical Well No of facility 3.8

infrastruc maintained buildings 16 16 16 16 16 79
ture buildings maintained
maintena
nce
Health Health care No of 3.8 40,000 40,000 40,000
fund provided Households HH 330 40,00 330 HH 330 HH 330 40,00 330 1,650
to covered with covere 0 HH covered covered 0 HH
poor/vulne NHIF d covere covere
d d

270
 rable
families

Sub Total 1,92 1,942 1,90 1,82 1,818 9,419

7 9 1
Programme Name: Curative and Rehabilitative Health services
Objective: Provide accessible essential health services
Outcome: Reduced morbidity and mortality
Capacity 3.d 60 60 60 60 60
built 20 HCWs 1 HCWs 1 HCWs 1 HCWs 1 HCWs 1 5
HCWs per No of HCWs 3.d
Sub-County capacity built 2 2 2 2 2 12
per quarter
on
BMNOC,
EMOC-
5days
Laboratorie No of Labs 3.d
s equipped operationalize 1 1 1 1 1 3
Primary
with Hb d
Health
estimation
facility
meters
services
and safety
Hoods,
5 days No of lab 3.d 35 35 35 35 35
Capacity services HCW 5 4 HCW 4 HCW 4 HCW 4 HCW 4 21
Building on training for for 5 for 5 for 5 for 5
TB contacted days days days days days
microscopy
, Malaria
microscopy
and
Commodit

271
 y
manageme
nt, 35 pp
per sub-
county
Quarterly 3 3.d
days 1 1 1 1 1 3
supported
supervision
on Lab
commodity
manageme
nt for each
Sub-County
Quarterly 3.d
EQA for -
TB, HIV
and
Malaria for
each Sub-
County
Hospital General 3.8
level outpatient 8 8 8 8 8 40
services services
provided
Capacity 3.8 175 175 175 175
Building of 1 HCW 1 HCW 1 HCW HCW 1 2
HCWs per
Sub-County
on
Emergency
care

272
 Mental No of mental 3.4 51 52 53 54 55 265
health health
hospital provided

Mental No of Mental 3.4 5 6 7 8 9 35

health health reverse
reverse referrals
referral
Theatre Capacity No of theatre 3b/3b 40 40 40 40 40
services building of staff trained HCW 0 HCW 1 HCW 1 HCW 1 HCW 2 3
40 theatre
staff
Inpatient Inpatient No of 3.8 4180
services inpatients 4,180 4,180 4,180 4,180 -
provided admissions
Procure No of 288
Oxygen Procure cylinde 6 6
Cylinders Oxygen rs
with Flow Cylinders
meters with Flow
meters
Capacity No of HCWs 3d
building of capacity built 30 30 30 30 30 150
HCWs on
Emergency
care,
Infection
Prevention
and
Control
Total 86 80 81 82 83 412
Programme Name: Preventive and Promote Health services
Objective: To Increase Awareness and prevention of Diseases

273
Outcome: Reduced Burden of Disease
Eliminate Reduce No. of new 3.3 1,249 32 154
communi number of HIV infections 29 1,028 32 808 30 588 367 33
cable new HIV per year
condition infections
s by 75%
Reduce Annual MTCT 3.3 8%
Mother to rate 4 0 4 0 4 0 4 0 4 20
child
transmissio
n rate to
<5%
Reduce No. of AIDS 3.3 289 11 12 59
AIDS related deaths 10 257 13 224 192 161 13
related
mortality
by 50%
Reduce No. of Viral 3.3 11 11
cases of Hepatitis 11 10 10 -
Viral
Hepatitis
Reduce No. of annual 3.3 5462
cases of cases of STIs 3 5,385 3 5,329 3 5,296 4 5,286 4 17
STIs reported
School School % of school 3.3
health children going children 7 7 7 7 7 36
interventi dewormed dewormed
ons
Control Increase No. of people 3.3
of non- Routine screened for 5 5 5 5 5 27
communi Screening Diabetes
cable of high-risk
diseases Groups on

274
(diabetes, Diabetes
hypertens hypertensio
ion, n
cancer) Capacity No. of HCW 3.3 25 25 25 25 25
building of capacity built HCW HCW HCW HCW HCW
HCW
Immuniza Proportion % of fully 3.3 90%
tion of fully immunized 10 10 10 1 10 1 10 50
Services immunized children
children
increased
Proportion % of children 3.2 88% 1 1
of children receiving 3 1 1 -
received doses of
three doses Penta3
of Penta3
Reproduc Women of Family
tive reproductiv planning 3.7 23% 12 0 12 0 12 0 12 0 12 60
health e age coverage/upta
(WRA) ke
receiving
family
planning
(FP)
commoditi
es
Neglecte HCW No. of HCW 3.3
d tropical capacity capacity build 2 2 2 2 2 8
diseases built
Tools and No. of tools
equipment and -
equipment
procured

275
Commun CHVs and No. of CHVs 3d
ity CHVNs and CHVNs 1 1 1 1 1 5
Health offering recruited &
services Health trained
services
communi Communit No. of 3d
ty y outreach outreaches 1 1 1 1 1 5
outreach held held
services
Beyond Beyond -No of 3d 9 sites 9 sites 9 sites 9 sites 9 sites
Zero zero outreaches. per 2 per 2 per 2 per 2 per 2 9
outreach outreaches month month month month month
services undertaken
TOTAL
114 120 116 120 121 589
Program me Name: NUTRITION AND DIETETICS
Objective: Effective and efficient Nutrition and dietetics service delivery.
Outcome: A county free of all forms of malnutrition.
Promotin Improved No of 3.2
g Maternal, Improved 7 20 67 19 68 182
improved Infant, cases
Nutrition Young Nutrition 3.2
Child (MIYCN) at -
Nutrition both health
(MIYCN) facility and
community
levels.
Nutrition Improved 3.2
of older nutritional 1 1 1 1 1 4
children status of older
and children and
adolescents adolescents
promoted

276
Prevention, Level of 3.2
control and Improved 0 2 1 2 2 7
manageme micronutrient
nt of status
Micronutri
ent
Deficiencies
Prevention, No. of 3.3
control and incidences of 1 0 1 1 1 4
manageme diet related
nt of Diet non-
Related communicabl
Non- e diseases
Communic
able
Diseases
(DRNCDs)
Clinical 3.3
nutrition 0 2 2 2 2 7
and
dietetics in
disease
manageme
nt
Promoted 3d
nutrition in 2 2 2 2 2 10
nutrition
sensitive
sectors
Strengthen 3d
ed Sectoral 6 6 5 5 8 31
and multi-
sectoral

277
 Nutrition
governance
and
Coordinati
on
Advocacy, No of 3d
Communic advocacies 3 3 3 3 3 15
ation and
Social
Mobilizatio
n (ACSM)
strengthene
d
strengthene No of 3b
d supply Nutrition 189 189 186 189 186 939
chain commodities
manageme and
nt for equipment’s
nutrition supplied
commoditi
es and
equipment’
s
Sub Total
211 226 270 226 276 1,210
Grand Total 2,35 2,382 2,39 2,2 2,31 11,701
2 1 63 3

278
4.2.3. Lands, Physical Planning and Urban Development
Key Roles
Land use planning
Mapping and titling
Land surveying
Urban development

Sector Vision, Mission and Goals

Sector Vision
• Sustainably planned and managed land uses

Sector Mission
• To promote professional support to planning and management of land uses

Subsector goals:
Lands and survey:
Ensure effective management of land and easy access to land ownership information

Urban and Regional Planning:

Ensure controlled development in urban and market centers

Urban development
Ensure safe, accessible and sustainable services for urban populations.

Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.53

Table 4.53: Lands, Physical Planning and Urban Devt. Sector Priorities and strategies

Sector Priorities Strategies

Support Planning and a) Prepare municipalities and urban centres development
Renovation of County master plan
Headquarters b) Prepare part development plans for county
headquarters
Construct and Upgrade a) Construct drainage systems and urban centres
drainage and garbage b) Build sustainable garbage collections centres in
collection points
Digitization, a) Digitizing all market plans and zoning plans.
Digitalization and b) Geo-referencing of all market plans
Automation. c) Establishment of a GIS Laboratory (hardware and
software)

279
 d) Automation of development applications, market plot
files and county cadastre records
County Spatial Plan a) Approval and Implementation of county spatial plans
Kandara IUSDP and urban integrated structure development plans
Kangari IUSDP b) Preparation of Local Physical Development Plans
Maragua IUSDP (Zoning Plans) for Kenol, Kangari, Maragua and Kangari
Murang’a IUSDP c) Preparation of County Development Control Policy
A2 Corridor IUSDP d) County valuation roll and rating for property
Succession and Titling. a) Establishment of alternative dispute resolution
mechanisms in all sub-counties.
b) Re-planning of all market centres and public plots.
c) Solving of boundary disputes and opening of access
roads.
d) Referral of succession cases to county attorney office for
drafting of petitions.
e) Planning, surveying and titling of MCG land (in
Delmonte)
f) Planning, surveying and titling of plots in town centres
Office Management and a) Establishment and staffing of the Office of County
Human Resource Director of Survey
Development. b) Establishment of County Land Administration Office.
c) Employment of Physical Planners (2).
d) Continuous professional development of staff.
e) Acquisition of Two Vehicles for Fieldwork.
f) Purchase Office Equipment such as Plotters, A0 Scanners,
Computers, Software, Servers and W. A.N.
g) Acquisition of office furniture such as modern tables,
chairs, filing cabinets, mao cabinets.
h) Preparation/development of customer driven service
charter.

280
Sector Programmes
Table 4.54: Lands, Physical Planning and Urban Development Sub Sector Programmes
Programme 1: Administration, Planning and Support Services
Objective: To improve service delivery
Outcome: Improved efficiency and effectiveness in service delivery
Sub programme Key Output Performa Link Planned Targets and Indicative Budget (KSh. M) Total
nce ages Year 1 Year 2 Year 3 Year 4 Year 5 budget
Indicators to (KSh.
SDG Target Cost Target Cost Target Cost Target Cost Target Cost M)
No. of
Vehicles
Vehicles 9.1 1 8 1 8 - - - - - - 16
procured
procured
number 9.1
Printing of of plans
Administration 5 1 5 1 5 1 5 1 5 1 5
plans and
Services
policies
No. of 9.1
assorted
Office
office
equipment 20 10 20 10 20 10 20 10 20 10 50
equipmen
procured
t
procured
No. of
staff in
Renumerate IN
the 8.5 0
d Staff HR
payroll
Personnel
system
Services
No. of 8.5
New staff
new staff 10 5 5 3 5 3 5 3 5 3 17
recruited
recruited
No. of 8.5
Trained
staff 40 5 40 5 40 5.5 40 5.5 40 6 27
staff
trained

281
 disaggreg
ated by
section
and
gender
No. of
training
Conducting
sessions 8.5 4 2 4 2 4 2 4 2 4 2 10
training
for the
personnel
Passing of No. of
Policy and
policies and Policies 9b 7 5 14 7 17 8 20 10 20 10 40
legislation
bills passed
Development
11.3 0
control bill
No. of
Land allocation
Bills 11.3 0
policy
passed
Valuation for
0
rating Act
Sub Total 36 36 29.5 31.5 32 165
Programme 2: County Urban and Regional Planning
Objective 1: To ensure Harmonious and sustainable land uses
Objective 2: To ensure Development control Standards are met
Outcome 1: Planned Urban and Rural areas
Outcome 2: Secure liveable human settlements
Preparation of Planned No. of
11.3 5 5 5 5 5 5 5 5 5 5 25
Plans areas Plans
No. of 11.3
Development Well zoned
develop
Control areas/devel 100 2 100 2 100 2 100 2 100 2 10
ments
opments
with

282
 approved
plans.
No. of 11.3
Buildings
&
0
Construct
ions
vetted
No. of 11.3
Management of Secured Secured
10 5 10 5 10 5 10 5 10 5 25
Public land Public Land. Public
Land
Planning, No. of 11.3
Planned
mapping and urban
municipalit 1 40 20 20 20 100
titling of areas
y
Makenji land planned
Provision of 11.3
framework No. of
Preparation of
for bills 3 10 10 10 30
bills
implementa prepared
tion
Sub Total 62 42 42 32 12 190
Programme: Land Survey and Mapping
Objective: To provide spatial frameworks for the County to guide developments and easy public access to mapping information
Outcome: Up to date surveyed land, and other maps for the county
No. of 11.3
land
1
County Land Accessible owners
subcou
information digital land and
nty 2 1 2 2 2 2 2 2 2 10
system information develope
GIS
system rs
system
accessing
digital

283
 land
informati
on
No. of 11.3
Increased
GIS labs 0
revenue
in place.
Survey 11.3
No. of 50
Boundaries and Demarcated
Land bound 2 50 2 50 2 50 2 50 2 10
fencing boundaries
surveyed aries
establishment
Reduced No. of 11.3
land disputes 0
disputes resolved
No. of 11.3
Public land public
& open Land &
100 1 100 1 100 1 100 1 100 1 5
spaces open
digitized spaces
digitized
Sub Total 5 5 5 5 5 25
Programme: Land Valuation
Objective: To Value all land under leasehold
Outcome: Effective management of leasehold land and revenue enhancement
Developme
nt of a
valuation
No. of
roll for 1
valuation
Valuation commercial, 11.3 valuati 20 - - - - - - - - 20
rolls in
town on
place
centers and
large
farms/firms
20 0 0 0 0 0 0 0 0 20

284
Programme: : Urban management
Objective: Safe, Secure and Liveable Urban Settlements
Outcome: Well managed and sustainable Urban centers
No. of 11.3
new
municipal
Established
ities
urban 2 15 0 0 0 0 0 0 0 0 15
gazetted
institutions
and
operation
Urban
al
Development
No. of 11.3
town
administr
ations
2 5 2 5.5 2 6.5 0 0 0 0 17
gazetted
and
operation
al
Kms of
urban
Bitumen
roads/stre
standard
ets
urban 11.2 2.5 50 2.5 50 2.5 50 2.5 50 2.5 50 250
upgraded
roads/
to
streets
bitumen
standards
Kms of
Proper drainage
drainage system 111 5 3 5 3 5 3 5 3 5 10 22
system maintaine
d

285
 Kms of
walkways
Bitumen/
upgraded
Cabro
to 11.2 2.5 10 2.5 10 2.5 10 2.5 10 2.5 10 50
standard
bitumen/
walkways
cabro
standards
No. of
Improved/ bus parks
upgraded upgraded 11.2 0 0 1 20 1 20 1 20 1 20 80
bus parks /
improved
No. of
Renovated/ office
improved units 9.1 5 15 5 15 5 15 5 15 5 15 75
offices renovate
d
103. 104.
Sub Total 98 98 105 509
5 5
186.
Total 221 0 5 0 181 0 166.5 0 154 909

286
 Murang’a Municipality
Sub Sector Vision, Mission and Goals

Vision
A model vibrant municipality

Mission
To provide a sustainable and efficient municipal service for holistic municipal social
and economic growth

Sub Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.55

Table 4.55: Murang’a Municipality sector Priorities and strategies

Sector Priority Strategies

1. Enhance town - Prepare zoning plans
planning and - Formulate development control bill
development control - Fast track formulation and approval of Integrated Strategic
Development Plan for Murang’a Municipality reviewed boundary
- Establish affordable housing scheme through PPP
- Improve government houses under the management of the
Municipality
2. Establish prudent - Map all revenue streams
and sound revenue - Fully automate revenue collection
management and - Train staff on revenue management, best practices in financial
financial systems management
- Institutionalize public participation in the budget process
- Fast track approval of Municipal by-laws
3. Provide sustainable, - Maintain Municipal dump sites and disposal sites
efficient and effective - Procure adequate litter bins, PPEs, boots and other gears
solid waste - Designate and manage waste collection points
management services - Engage private waste collectors
- Train staff on waste management best practices
- Capacity build stakeholders on waste management
4. Provide sustainable - Sustainably upgrade and maintain town access roads
robust infrastructure, - Improve/upgrade bus parks, streets and walkways
drainage and - Improve pavements and drainage systems
sanitation facilities - Improve offices within the Municipality
5. Enhance integrated - Establish community health units
disease surveillance, - Engage community health volunteers
improve food and - Train community health volunteers
water quality control - Establish community-based health information
services and promote - Sensitize staff on priority disease surveillance areas
community health - Upgrade/improve mortuaries, funeral homes
- Manage and maintain cemeteries
- Increase inspection and licensing of food establishments

287
 - Enforce food safety laws and prosecute offenders
6. Enhance - Increase inspection and licensing of quarries within the
environment and Municipality
social safeguards - Institutionalize Grievance Redress Mechanism
protection within the - Institutionalize and enforce OSHA standards
Municipality - Undertake ESSIA and NEMA certification before initiating any
project
- Enforce NEMA, WaRMA and other environment regulations
7. Provide and - Maintain and protect social parks within the Municipality
properly maintain - Improve/upgrade social halls within the Municipality
recreational, - Beautify social parks within the Municipality
educational and - Improve/upgrade education facilities
social facilities within
the Municipality
8. Provide platform for - Institutionalize public participation
democratic - Map municipal stakeholders for active engagement
participation of - Develop framework for public private partnership
residents in the - Train staff on public participatory processes, community score
matters of the cards and report writing
Municipality
9. Institutionalize - Engage additional technical staff in the various sections within the
capacity and quality Municipality
public services - Capacity build/train staff
- Fast track the review and approval of Municipal organizational
structure
- Institutionalize quarterly public participation for a and
mechanisms for integrating public participation for a submissions
- Provide adequate office space and accompanying infrastructure
including internet access
- Provide adequate transport logistics for revenue collection,
development control and enforcement
- Substantially appoint seconded staff to the respective positions
based on the organizational structure in consultation with the
County Public Service Board
10. Provide framework - Timely preparation, submission and approval of Municipal
for evidence-based Integrated Development Plan (IDeP), Strategic Plan, Municipal
budgeting and budget and other Municipal policy documents
decision making - Establish municipal database/fact sheet
- Map municipal revenue sources/streams with projections
- Institutionalize public participation on strategic planning and
budget process
- Train staff on public budget process
- Institutionalize framework for monitoring and evaluation, data
dissemination and feedback

288
Sub Sector Programmes
Table 4.56: Murang’a Municipality Sub Sector Programmes
Department 1: Administration, Public Service, Finance, IT and Economic Planning
Sub Sector 1: Finance, Administration, Human Resource, ICT and Economic Planning
Programme 1: General administration, Planning and Support Services
Objective: To enhance administration and service delivery within the Municipality
Outcome: Enhanced service delivery infrastructure and coordination

Sub Key Output KPI Linkage Planned Targets Total

Programme to SDG Year1 Year 2 Year 3 Year 4 Year 5 Budget
Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Kshs.
M)
Administratio Vehicles No. of 9.1 2 12 1 6 - - - - - - 18
n Services procured Vehicles
procured
Public For a No. of public 9a 4 0.8 4 0.8 4 0.8 4 0.8 4 0.8 4
convened for a
convened
Office No. of 9.1 100 5 100 7 100 8 100 8.5 100 5 33.5
equipment assorted office
procured equipment
procured
Renovated/ No. of office 9.1 5 10 5 10 5 10 5 10 5 10 50
improved units
offices renovated
Personnel Renumerated No. of staff in 8.5 IN 0
Services Staff the payroll HR
system
New staff No. of new 8.5 10 5 5 3 5 3 5 3 5 3 17
recruited staff recruited
Sub Total 32.8 26.8 21.8 22.3 18.8 122.5
Programme 2: Financial Management and Reporting

289
Objective: Establish efficient, prudent and sound financial systems
Outcome: Prudent, sound and accountable financial systems
Budget Budget No. of budget 1 0.25 1 0.25 1 0.25 1 0.25 1 0.25 1.25
Management process public public for a 9a
participation held
for a
Quarterly No. of 9a 1 0.25 1 0.25 1 0.25 1 0.25 1 0.25 1.25
Financial and quarterly
non-financial financial
reports reports
prepared
Resource Operational Revenue 1 25 0 0 0 0 0 0 0 0 25
mobilization automated system 9a
and revenue revenue operational
system
Mapped Copy of 9a 0 0 1 1 0 0 0 0 0 0 1
revenue mapped
sources/ revenue
projections sources
Approved Copy of 1 4 0 0 0 0 0 0 0 0 4
Municipal By- approved 9a
laws Municipal by-
laws
Sub Total 29.5 1.5 0.5 0.5 0.5 32.5
Programme 3: Performance Management
Programme Objective: Institutionalize capacity and quality public services
Envisaged Outcome: Increased community satisfaction in Municipal services
Performance Trained staff No. of staff 8.5 50 5 50 5 50 5.5 50 5.5 50 6 27
Management trained
disaggregated
by section and
gender

290
 Approved Copy of 9.1 1 1 0 0 0 0 0 0 0 0 1
Municipal approved
organizationa Municipal
l structure organizational
structure in
place
Twinning/Exc No. of 9a 4 2 4 2 4 2 4 2 4 2 10
hange twinning,
programme/ exchange
Peer Learning programmes/
peer learning
Sub Total 8 7 7.5 7.5 8 38
Programme 4: Economic Policy formulation, planning and reporting
Objective: Provide framework for evidence-based budgeting and decision making
Outcome: Community based project identification and prioritization
Policy Approved Copy of 9a 1 2.5 0 0 0 0 0 0 0 0 2.5
formulation, Municipal approved
planning and Integrated Municipal
reporting Development Integrated
Plan Development
Plan (IDeP)
Approved Copy of 9a 1 0.4 1 0.4 1 0.4 1 0.4 1 0.4 2
Municipal approved
Annual Municipal
Strategic Plan Annual
Strategic Plan
Municipal Copy of 9a 1 0.25 1 0.25 1 0.25 1 0.25 1 0.25 1.25
budget municipal
estimates budget
estimate
Municipal Copy of 9a 0 0 1 1 0 0 0 0 0 0 1
handbook of Municipal
indicators

291
 handbook of
indicators
Quarterly No. of 9a 4 0.2 4 0.2 4 0.2 4 0.2 4 0.2 1
Project quarterly
Implementati project
on reports implementatio
n reports
Sub Total 3.35 1.85 0.85 0.85 0.85 7.75
Programme5: Information Communication Technology (ICT)
Objective: Improve connectivity within the Municipality through use of ICT
Outcome: Improved communication framework
Information Operational No. of offices 9.1 15 1 0 0 0 0 0 0 0 0 1
communicati LAN/WAN connected
on with
technology WAN/LAN
Sub Total 1 0 0 0 0 0 0 0 0 1
Sub Sector 2: Works, Infrastructure, housing and Urban Planning
Programme 1: Urban development programme
Objective: Sustainably manage urban institutional and infrastructure services
Outcome: Quality urban institutional and infrastructure services
Urban Established No. of new 9.1 2 5 0 0 0 0 0 0 0 0 5
Development urban municipalities
institutions gazetted and
operational
No. of town 9.1 2 3 2 3 2 3 0 0 0 0 9
administration
s gazetted and
operational
Bitumen Kms of urban 11.2 2.5 50 2.5 50 2.5 50 2.5 50 2.5 50 250
standard roads/streets
urban roads/ upgraded to
streets

292
 bitumen
standards
Proper Kms of 11.1 5 3 5 3 5 3 5 3 5 10 22
drainage drainage
system system
maintained
Bitumen/ Kms of 11.2 2.5 2 2.5 2 2.5 2 2.5 2 2.5 2 10
Cabro walkways
standard upgraded to
walkways bitumen/cabr
o standards
Improved/ No. of bus 112 0 0 1 10 1 10 1 10 0 0 30
upgraded bus parks
parks upgraded/
improved
Renovated/ No. of house 11.1 5 10 5 10 5 10 5 10 5 10 50
improved units
Municipal renovated
houses
Constructed/ No. of 8.2 2 20 2 20 2 20 2 20 2 20 100
upgraded markets
markets developed
Renovated/ No. of Market 8.2 5 10 5 10 5 10 5 10 5 10 50
improved/ Stalls and
Extended Lockups
Municipal Renovated/
Market Stalls improved/
and Lockups Extended
Urban Approved No. of zonal 9.1 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5
planning zonal plans plans
prepared and
approved

293
 Valuation Complete 0 0 1 3 0 0 0 0 0 0 3
Roll valuation roll
Affordable No. of 11.1 0 0 5 5 5 5 5 5 5 5 20
housing complete units
(informal of affordable
settlement housing
upgrading
through PPP)
ISUDP for Approved 11.0 0 0 0 0 1 6 0 0 0 0 6
Murang’a Murang’a
Municipality ISUDP
reviewed
boundaries
Sub Total 103. 116.5 119.5 110.5 107. 557.5
5 5
Sub Sector 3: Legal, Education, Social Services and Partnerships
Programme 1: Social infrastructure and welfare
Objective: Provide conducive environment for ECDE Learning within the Municipality
Outcome: Increased enrolment and transition in ECDE
ECDE Improved/up No. of ECDE 4a 0 0 1 0.8 1 0.8 1 0.8 1 0.8 3.2
Management graded facilities
and childcare improved/
Coordination facilities upgraded
Complete No. of new 4a 0 0 0 0 2 1.6 2 1.6 2 1.6 4.8
ECDE ECDE
classrooms classrooms
constructed
within the
Municipality
Youth Improved/up No. of youth 4a 0 0 1 1 0 0 1 1 0 0 2
polytechnic graded youth polytechnic
management polytechnics facilities

294
and improved/
coordination upgraded
Assorted tools No. of 4a 0 0 0 0 0 0 1 3 1 3 6
and assorted tools
equipment and
equipment
procured
Social Maintained No. of social 9.1 3 0.3 3 0.3 3 0.3 3 0.3 3 0.3 1.5
infrastructure Municipal halls
social halls maintained
Operational No. of PWD 4a 0 0 0 0 0 0 1 2.5 1 2.5 5
PWD centre centres
constructed
Equipped No. of 4.2 0 0 0 0 2 1 0 0 2 1 2
children’s children’s
homes homes
equipped
Sub Total 0.3 2.1 3.7 9.2 9.2 24.5
Directorate 4: Health, Sanitation, Water and Environment
Programme 1: Solid waste Management
Objective: Sustainably collect, segregate and dump over 90% of the solid waste produced within the Municipality
Outcome: Safe, secure, clean and liveable urban environment
Solid waste Litter bins No. of litter 11.1 100 2 150 2.5 150 2.5 150 2.5 100 2 11.5
management procured bins procured
PPEs No. of PPEs 11.1 500 0.5 0 0 0 0 0 0 500 0.5 1
procured procured
Boots and No. of 11.1 100 0.05 100 0.05 100 0.05 100 0.05 100 0.05 0.25
other gears boots/gears
procured procured
Maintained Karii dump 11.1 1 4 1 4 1 4 1 4 1 4 20
dump sites site
maintained

295
 Maintained No. of waste 11.1 30 1 30 1 30 1 30 1 30 1 5
waste collection sites
collection maintained
sites
Skip truck No. of skip 11.1 1 10 0 0 0 0 1 10 0 0 20
with skip trucks with
purchased skip procured
Sub Total 17.5 7.55 7.55 17.5 7.55 57.75
5 5
Programme 2: Public health services
Objective: To enhance public health service provision and infrastructure
Outcome: Healthy and wealthy communities
Public health Trained CHVs No. of CHVs 3c 50 1 50 1 50 1 50 1 50 1 5
services trained
Trained No. of PHOs 3c 10 0.5 10 0.5 10 0.5 10 0.5 10 0.5 2.5
public health trained
officers
Mortuaries/ No. of funeral 9.1 1 5 0 0 0 0 1 5 0 0 10
funeral homes homes/
upgraded mortuaries
upgraded
Urban Town face-lift No. of urban 11.1 1020 - - - - - - - - - 0
Renewal houses
renovated/
painted
Sub Total 6.5 1.5 1.5 6.5 1.5 17.5
Total 202. 164. 162. 174. 153. 859
5 8 9 9 9

296
4.2.4. Education and Technical Training
4.2.4.1. Education (ECDE)
Key Roles

ECDE sub sector areas of strategic focus include:

(i) Harness resources for improved educational output in ECDE
(ii) Promote demand driven research and timely dissemination of research findings
in the ECDE subsector.
(iii) Collaborate with the Department of Health for Vitamin A supplementation.
Immunization and other nutritional aspects.
(iv) Access, equity and improved training of ECDE teachers and other staff.
(v) Increase the enrolment, retention and completion rate of pre-primary
education in PP1 & PP2.
(vi) To refurbish and upgrade the current infrastructure in the ECDE sector.
(vii) Nurturing sport, talents and recreation activities within ECDE pupils
(viii) Capacity building on emerging issues through workshops and seminars or insets
Sub Sector Vision, Mission and Goals
Vision
Enhanced quality early childhood education
Mission
To provide a conducive learning environment in the ECDE centres.
Sub sector Goals
a) Enhance curriculum implementation and supervision.
b) Improve teachers’ skills.
c) Enhance quality teaching/learning in all our centres by maintaining qualified
teachers.
d) To provide clean hygienic child friendly classrooms/toilets.
e) Contract/Repair ECDE centre classroom and fully equip them.
f) Create a good and safe playing environment for the learners.
g) To ensure children imagination, physical, cognitive & emotional strength is
enhanced.
h) Improve the nutrition value of ECDE learners
i) Ensure access, retention and completion of ECDE learners.
j) Improve skills and talents among the young children at this early age.

Sub Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.57

Table 4.57: Education (ECDE)l Sector Priorities and strategies

297
Sector Priorities Strategies
Curriculum a) Train ECDE teachers on curriculum development and reforms
implementation and (CBC).
supervision b) Enhance digital learning and implementation
c) Provision of adequate and relevant teaching and learning
materials
d) Enhance monitoring and supervision
e) Recruit additional teachers to meet the recommended
teacher pupil ratio of 1:25
f) Enhance quality teaching and learning in all ECDE centres
g) Ensure completion, retention, progression and transition
from pre-primary to primary
Feeding program. Maintain and improve the feeding program for ECDE learners
Digital learning and Integrate digital and Tayari program learning activities
TAYARI Program
Play and rest materials Provide play and rest materials in ECDE centres
Absorption of ECDE To implement the COG and SENATE recommendations on
teachers on permanent employment of ECDE teachers
and pensionable terms of
service
Free ECDE tuition To establish capitation for ECDE learners to facilitate free pre-
primary education
Co-curricular activities Provide facilitation to ECDE pupils in festivals from sub county
to the national festival
Play and rest materials Provide play and rest materials to all public ECDE centers to
enhance good health and promote talents to the ECDE learners
ECDE Centers of Identity and equip ECDE centres of excellence
Excellence
Infrastructure a) Modernize infrastructure such as:
development a. Construct/renovate and equip classrooms and offices in
all wards
b. Provision of child-friendly furniture
c. Construction and renovation of child-friendly toilets and
ablution blocks
d. Fencing of ECDE centres
b) Build partnerships with relevant stakeholders including UN
agencies, UNICEF, UNDP, and financial institutions such as
the World Bank and Africa Development Bank
c) Education infrastructure to provide for reasonable
accommodation of PWDs in its universal design;

298
 Equip schools to accommodate leaners with disabilities through
provision of lifts, ramps, sign language interpreters, etc.
Intervention Enhance the scholarship program to bright and needy students
Scholarship program in primary schools, the best three KCPE students per school, and
the university students from day secondary schools who are
undertaking their first semester at the university.

299
Sub Sector Programmes
Table 4.58: Education (ECDE) Sub Sector Programmes
Programme Name: Administration, Planning and Support
Objective: To promote effective and efficient service delivery
Outcome: Enhanced Efficiency and effectiveness in service delivery
Sub- Key Output Key Linkages to Planned Targets and Indicative Budget (Ksh. M)
Program performan SDGs
me ce Targets Year 1 Year 2 Year 3 Year 4 Year 5 Tota
indicators l
bud
get
(Ksh
. M)
Target cost Target cost Target cost Target cost Target cost

Recruitm 1042 ECDE No. of 4c Factored

ent of teacher ECDE in HR
additiona absorbed teachers
l ECD on on P&P
teachers permanent
and and
absorptio pensionabl
n to e terms
permane 500 ECDE No. of 4c 100 20 100 20 100 20 100 20 100 20 100
nt and teacher ECDE
pensiona Recruited teachers
ble terms
ECDE Provision 1500 4.1 50% 20 65% 6 75% 4 95% 8 100% 2 40
Staffing of 1500 teachers in
ECDE 676 ECDE
teacher in centres
all public
institutions

300
Childcare Enrolled Level of 4.2 100% 10 100% 12 100% 12 100% 12 100% 17 63
facilities Children enrolment
and of children
Quality aged
Assurance below 4 in
and childcare
Standards facilities
Quality No. of 4.2 1 5 1 5 1 5 1 5 1 5 25
assurance Quality
and Assurance
standards reports
to be
maintained
in all ECDE
centres
through
monitoring
and
evaluative
programme
s
Programme Name: Education Support Programmes
Objective: To enhance access to quality education
Outcome: An educated society
Teaching Enhance No. of 4.1 80% 100 10% 27 10% 27 - - - 154
and curriculum Materials
learning delivery procured
materials
Teacher All ECDE No. of 4c 50 2 50.00 2 50 2 50 2 50 2 10
Refresher teacher ECD
courses inducted Teachers
and on CBC inducted
curriculu on the

301
m and digital new ECD
develop learning curriculum
ment
Digital Digital No. of 4.4 41,343 24.8 41,343 24.8 41,343 24.8 41,343 28.8 41,343 24.8 128
Learning devices and ECDE
and Tayari T/L learners in
Tayari materials Digital
Program learning/
mes Tayari
Program
Scholarshi 100% No. of 4.1 4700 100 4700 188 4700 188 4700 188 4700 188 852
ps and transition bright and
interventi from needy
ons primary to students
secondary benefited
school for
bright and
needy
student
Play and ECDE Level of 4.7 30% 5 60% 6 75% 3 90% 3 100% 1 18
rest Centres ECDE
materials with play Centres
and rest with play
materials and rest
materials
Co- Support the Improve 4.4 20% 1 40% 1.2 60% 1.3 80% 1.4 100% 1.5 6.4
curriculu ECDE skills and
m pupils in talents
activities co- among the
curriculum young
activities children at
from sub this early
county to age.

302
 national
levels
Programme Name: Early Childhood Development Education (ECDE)
Objective: To enhance access and quality Early Childhood Development Education (ECDE)
Outcome: Improved Quality of education and Training in Early Childhood Development Education
ECDE Construct No. of 4a 2 10 2 10 2 10 2 10 1 5
infrastruc and equip Model
ture and one model ECDE
Develop ECDE centres
ment centre in constructe
each sub d and fully 45
county equipped
Construct No. of 4a 150 50 150 50 150 50 150 50 150 50 250
ECDEs ECDE
Centres Centres.
ECD Functional 41,376 4.1 100% 40 100% 42 100% 45 100% 47 100% 48 222
Feeding and ECDE
program sustainable learners in
feeding the lunch
program feeding
for ECDE program
learners in in all ECD
676 public centre
ECDE
centres
Total 387. 394 392. 375. 364. 1,91
8 1 2 3 3.4

303
4.2.9.2 Vocational Training Directorate
Key Roles
The roles of the vocational Training Directorate are as outlined below
i. Access, equity and improved quality training through enhanced
capitation for trainees and staff
ii. Increase the retention and completion rate in VTCs
iii. To establish new and emerging technological advancements courses in
the VTCs.
iv. To refurbish and upgrade the current infrastructure
v. To establish Income Generating Activities (IGAs) in the VTCs through
value addition, production units, incubation centres etc.
vi. Provision of modern tools and equipment
vii. Capacity building on emerging issues and new courses
viii. To address crime and drug abuse through provision of life skill and
support groups
ix. Nurturing sport, talents and recreation activities within VTCS
x. Self-employment by trough provision of entrepreneurial skills
xi. Absorption in the current market through training in modern skills

Sub Sector Vision, Mission and Goals

Vision
High quality vocational and technical education centres
Mission:
To provide relevant, modern vocational and technical skills
Goals:
• Improve the quality of training.
• To improve the training environment.
• To review the development and implementation of the curriculum in VTCs
as per the TVET standards.

Sub Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.59

304
Table 4.59: Vocational Training Directorate
Sector Priorities and strategies
Sector Priorities Strategies
Capitation for VTCs • Collaboration between the national and county
governments to realize national education goals.
• Linkages with the concerned stakeholders in technical
training to enhance relevance of technical skill
• Negotiation between the Executive and Assembly to
allocate the capitation money
• Ensure completion, retention, progression and
transition from secondary to TVETS
Tools and equipment. • Collaboration between the national and county
governments to Improve the quality of training
• Cooperation between the county government and
development partners to equip the VTCs
Renovation of • Construct/renovate and equip workshop, classrooms
infrastructure and and offices in all wards
construction new ones. • Construction and renovation of hostels and ablution
blocks in selected VTCs
Quality Assurance and • Monitor and evaluate curriculum implementation as
Standards per TVET Act 2016 regulation to improve quality of
training.
Training of VTCS trainers • Equipping the trainers with the latest managerial and
teaching skills which will help in promotion
Co-curricular /Skill • Identification and nurture of talents in youth by
Competition creating healthy competition among trainees
Innovative courses and • Partnership with technology companies and
resources institutions such as Huawei, CISCO, Safaricom, etc.
• Introduce free WIFI

305
Sub Sector Programmes
Table 4.60: Vocational Training Directorate Sub Sector Programmes
Programme Name: Administration, Planning and Support

Objective: To promote effective and efficient service delivery

Outcome: Enhanced Efficiency and effectiveness in service delivery

Key Linkages Planned Targets and Indicative Budget (Ksh. M)

Sub-
Key Output performance to SDGs Year Year Year Year Total
Programme Year 1
indicators Targets 2 3 4 5 budget
Targe Targe Targe Cos Targe Targ cos (Ksh. M)
cost cost cost
t t t t t et t
Number of
Vehicle 9.1
vehicles 1 6 - - 1 6 - - - - 12
procured
Administrati procured
on services Number of
Public For a 9a 9 1 9 1 9 1 9 1 9 1 5
publics Fora
Number of
Office
assorted office 9.1 30 7 20 5 10 5 10 5 10 6 28
Equipment
equipment
Number of staff
Remunerated Factored in HR
in Payroll 8.5 0
staff
System
Personnel No. of 8.5
Recruited new
Services Recruited new 30 25 15 8 15 8 20 15 15 9 65
staff
staff
Number of 4.4
Capitation
trainees
amount 100 10
enrolled in 20% 100 50% 110 70% 119 85% 130 559
disbursed to all % 0
regular
VTCs
programme

306
 Admission
Registers,
Number of
Quality Vocational
Assurance Training -No of Quality
and Centres Assurance 4.4 67 5 70 6 70 7 72 8 75 10 36
Standards assessed as per reports
the TVET
standards
Training of Number of
The instructors
instructors
VTCS trained and 8.5 20 3 25 4 25 5 25 5 25 5 22
trained and
trainers certified
certified
Program Name: Polytechnic Improvement
Objective: To improve access to quality training
Outcome: Skilled manpower for economic empowerment

Construction VTC Number of VTC

100
/Renovation constructed constructed/. 9.1 35% 45 60% 57 70% 68 85% 75 87 332
%
of VTC and renovated Renovated
Tools and
Tools and equipment’s in Number and
equipment all the Youth type of 100 10
9.1 35% 20 65% 76 75% 84 90% 100 380
Polytechnics equipment % 0
provided procured

Co-curricular VTC Number of VTC

/ Skill competitions competitions 9b 8 4 9 5 9 6 9 6 9 10 31
Competition held held
32
Totals 1,470
216 272 309 345 8

307
4.2.9.3 Talents, Innovation and Local Industry
Background Information:
This is about identifying and nurturing talents, Identifying and developing innovative
works, in our youth and using them to improve local industry to spur economic growth
and improve standards of living. To realize this, the county through the department of
education wishes to establish a talent academy to train our youth to exploit their
potential that they may benefit from this programme.
Vison:
A globally competitive agency in education, training, research and Innovation for
sustainable development
Mission:
To provide a conducive training environment for the youth where right talents,
values, skill, attitude and knowledge are inculcated leading to holistic development
Goal:
To develop talents and innovative works and promote industry.
The sector priorities and strategies are summarized in Table 4.61

Table 4.61:Talents, Innovation and Local Industry Sector Priorities and strategies
Sector Priorities Strategies
Talent Conduct youth talent search through; talent shows, exhibitions, and
development displays
Organize festivals from the ward level
Identification and nurturing of Talents
Establish Talent Academy through rehabilitation of existing
infrastructure and doing new construction
Training, workshops and seminars with fully equipped music, recording
studio, music halts
Linkages, collaborations and networking with related departments and
stakeholders
Drama theatre gallery, swimming pool and ICT hub
Capacity building on the training offered.
Talent shows and music extravaganza
Provision of necessary equipment’s
Nurturing and development of talents e.g., in music, dance and drama
Youth Donations from friendly financial institutions and other partners
empowerment Funding from the county treasury
Promoting Setting up an ICT and information centre hub
innovative
works
Enhance local Provide guidance on ways to improve industrial growth
industry Do marketing of products from the identified centers.
Do value addition through packaging and repackaging

308
Table 16: Programmes

Table 4.62: Sub Sector Programmes

Programme Name: Talent development innovation and local industry

Objective: To increase the number of trained talented youth, innovative production and increase market for the products
Outcome: Number of trained youths in various areas increased, innovations and industrial development
Sub Key Output Key Linkag Planned Targets and Indicative Budget (KSh. M)
Programme Performance e s to
Indicators SDG Year 1 Year 2 Year 3 Year 4 Year 5 Budget
(KSh.
Target Cost Target Cost Target Cost Target Cost Target Cost Total
Talent Complete & Hall, 4.4 40% 4 60% 6 10
developme equipped music number of
nt hall equipment
supplied
rehabilitated Number of 4.9 90% 2 10% 1 3
infrastructures rehabilitated
infrastructur
es
Complete and No. of 4.9 - - 40% 2 60% 1.2 - - - 3.2
fully equipped swimming
swimming pool pool
Complete and An indoor 4.9 40% 1 40% 1 20% 0.5 2.5
operational games hall
indoor games
hall
Empowerm Organise Number of 9.a 10 1 10 1 10 1 10 1 10 1 5
ent festivals festivals and
Programmes attended exhibitions
attended

309
 Nurtured Number of 4.4 20% 2 40% 4 60% 6 80% 8 100% - 20
talents talents
shows held
Improved Number of 9.1 5 0.2 5 0.2 10 0.4 5 0.2 2 0.5 1.5
industrial sites improved
sites
Workshops on Number of 9.b - - 9 1 9 1 2
civic education workshops
organized
Exhibition and Number of 9.b - - 10 1 10 1 10 1 10 1 4
technology exhibitions
fairs done conducted
Complete and Completed 9.b - - 10% 3 40% 5 50% 7 10% 43 58
fully equipped structure
art gallery
Research on Number of 9.b 100 0.2 50 0.1 50 0.1 10 0.1 0.5
innovation research
conducted done
\
Programme Name: Administration, Planning and Support
Objective: To promote effective and efficient service delivery
Outcome: Enhanced Efficiency and effectiveness in service delivery
Office Equipped Number of 9.1 10pcs 2 5pcs 1 10pcs 2 5
furniture office assorted
office
equipment
procured
Recruitment Recruited staff Number of 8.5 5 10 20 25 30 0
of new Staff recruited
staff
Totals 9.6 23 18.5 20.6 45.6 117.3

310
4.2.5. Youth, Sports, Culture and Social Services
4.2.5.1. Youth Development
Key Roles
The key roles of the youth development include:
1. Youth empowerment
2. Mainstreaming youth in county development
3. Harnessing and developing youth talents
4. Managing and promoting engagement with youth
5. Collaborating and overseeing networking of different stakeholders
promoting youth activities
6. Establishing of county youth policy

Sub Sector Vision, Mission and Goals

Vision:
Highly Empowered youth

Mission:
To provide support services and skills for youth empowerment

Goal:
To have a socio-economically empowered youths for improved livelihoods

Sub Sector Priorities and Strategies

The sector priorities and strategies are summarized in Table 4.63

Table 4.63: Youth Development Sector Priorities and strategies

Sector Priorities Strategies

Youth empowerment Training and sensitization

Develop and operationalize an education partnership programme

for youth empowerment

Access to funding opportunities

Support the youth with equipment and tools

Labour exports

ICT and information centres{hubs}

Support job readiness training

311
Talent development Establishment of a county music recording studio

Identify, nurture and develop talents

Capacity building and training

Conduct youth talent search

Linkages and networking

Talent shows and music extravaganza

Nurturing and development of talents e.g., in music, dance and

drama

312
Sub Sector Programmes
Table 4.64: Youth Development Sub Sector Programmes
Programme Name: Talent development
Objective: identify nurture and develop talents among the youth
Outcome: empowered and talented youths in diverse skills
Sub- Key Output Key Linkage Planned Targets and Indicative Budget (Ksh. M)
Programme performanc s to Year 1 Year 2 Year 3 Year 4 Year 5 Total
e indicators SDGs budge
Targets Targe cost Targe cost Targe cost Targe
cost
Targe
cost t (Ksh.
t t t t t M)
Develop and
operationalise
an education Education
partnership partnership Trained
10 20 15 30 20 40 25 50 140
programme programme manpower
for youth in place
empowermen
t
Establishment A functional
A complete
of a county studio,
and Phase Phase Phase Phase Phase
music number of 4.4 10 5 5 2.5 2 24.5
equipped 1 2 3 4 5
recording recorded
studio
studio artists
Capacity Empowered Number of
building and youths in empowered 4.4 30% 60% 90% 90% 100% 0
training various skills youths
Conduct Number of
Nurtured
youth talent talents 4.4 20% 5 40% 10 60% 12 80% 15 100% 42
talents
search shows held
Sub totals
15 35 47 57.5 52 206.5
Programme Name: Youth empowerment

313
Outcome: a socio-economically empowered youths for improved livelihoods
No. of
Administratio Vehicles
Vehicles 9.1 1 6 - - - - - - - - 6
n Services procured
procured
No. of
Public fora
public for a 9.a 4 0.2 4 0.2 4 0.2 4 0.2 4 0.4 1.2
convened
convened
No. of
Office assorted
equipment office 9.1 50 1 30 0.5 30 0.5 30 0.5 30 0.5 3
procured equipment
procured
No. of staff
Personnel Remunerate in the
3 13 13 13 13 0
Services d Staff payroll
system
Number of
Grants to Empowered
SMEs 8.10 20% 20 40% 40 60% 50 80% 60 100% 65 235
existing SMES youth SMEs
assisted
Equipment
9.1 20% 5 40% 10 60% 15 80% 20 100% 50
and tools
Labour
8.5 20% 5 40% 5 60% 5 80% 5 100% 20
exports
ICT and
information 9.1 20% 5 40% 5 60% 5 80% 5 100% 20
centres{hubs}
42. 60.
sub totals 75.7 90.7 335.2
2 7 65.90
57. 95. 122. 148.
Grand total 541.7
2 7 7 2 117.90

314
4.2.10.2 Sports
Key Roles
• To develop, manage and market quality sports and recreation facilities
• To encourage more stakeholder’s participation in sports and recreation

Sub Sector Vision, Mission and Goals

Vision
A vibrant inclusive sports sector
Mission:
To promote sports for all
Goal:
Sports and talent development

Sub Sector Priorities and Strategies

Table 4.65: Sports Sub Sector Priorities and Strategies

Sector Priorities Strategies

Identify, nurture and market a) Establishing sports academies
sports talents b) Organize exchange programs, competitions and
tournaments
Sports facility development a) Construction and rehabilitation of sports facilities
b) Improvement of access roads to the sports facilities
c) Strengthen utilisation and management of sports
facilities
Enhance sporting culture Organize sports tournaments and competitions
Securing sports facilities Identification and mapping of sports facilities
Enhance sports administration a) Recruitment of coaches
and management b) Capacity building of coaches, referees and sports
administrators
Provision of sports equipment Procure equipment and sports uniforms for various
and uniforms sports disciplines
Anti-doping education Training and sensitization on doping, drug and
substance abuse

315
Sub Sector Programmes
Table 4.66: Sports Sub Sector Programmes
Programme Name: Sports and talent development
Objective: Promotion of sports and talents
Outcome: A healthy, socially fit and economically empowered society
Sub- Key Output Key Linka Planned Targets and Indicative Budget (Ksh. M)
Programme performance ges to Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators SDGs budget
Targe (KSh. M)
ts Targe cost Target Cos Targe cost Targe cost Targe cost
t t t t t
Administratio Vehicles No. of Vehicles 9.1 1 6 - - - - - - - - 6
n, planning procured procured
and support Office No. of assorted 9.1 20 3 20 3 2 2 1 2 - - 10
services equipment office
procured equipment
procured
Personnel No. of staff in 4 14 19 21 15 0
services the payroll
system
No. of new 8.5 10 5 2 1 - - 0
staff recruited
Stadia Standard Standard stadia 4.a 13 50. 13 200 8 200. 8 200.7 8 190 842.4
development stadium at at Gakoigo 3 .65 7 5
Gakoigo and constructed
other sports and equipment
facilities, provided
including
improvement
of Mumbi
Stadium

316
Sports talent Enhanced Number of 4.4 300 2 330 2.2 360 2.5 390 2.7 400 3 12.4
development athletes’ youths that
performance have been
identified,
trained
Antidoping Informed 8.2 100 1 110 1.1 120 1.2 140 1.5 150 2 6.8
campaign athletes on
issues of
doping
Provision of Number of 4.4 400 5 440 5 480 5 500 5.2 200 2 22.2
sports teams
equipment benefiting with
and uniforms the equipment
and uniforms
Tournaments Number of 4.4 400 2 400 2 450 2 450 2 400 2 10
and teams
competitions participating in
tournament
and
competitions
Total 69.3 213. 213.4 214.15 199 909.8
95

317
4.2.10.3Culture
Key Roles
a) The department is tasked with the role of co-ordination, initiation and
implementation of cultural programs in the county.
b) Development of cultural talents.
c) Development of cultural infrastructure
d) Building capacity for cultural practitioners and administrators.
e) Research, data collection, documentation and digitization of cultural statistics.

Sub Sector Vision, Mission and Goals

Vision:
A vibrant society thriving in rich cultural heritage
Mission:
To promote, preserve, revitalize and develop culture
Goal
Promote and preserve cultural heritage and develop talent

Sub Sector Priorities and Strategies

Table 4.67: Culture Sub Sector Priorities and Strategies

Sector Priorities Strategies

Capacity building of cultural practitioners a) Prepare policies and legislation to support
creative economy e.g., on Funding
b) Mainstream creative economy
infrastructure (theatres, music halls, art
gallery) into infrastructure development
programme
c) Mainstream creative economy by branding
the county e.g., using artists as county
ambassadors
d) Establish county information portal on arts
and crafts industry
e) organize workshops and consultative
meetings for stake holders in culture

Development of cultural infrastructure a) Upgrading/ renovation of Mukurwe wa

Nyagathanga heritage site in collaboration
with other stakeholders.
b) Erect a perimeter wall to secure the centre
c) Upgrading the access road to Mukurwe
wa Nyagathanga

318
 d) Construction of monuments/ statues in
honour of our heroes and heroines.
e) Renovation of country club building to a
cultural centre status.
f) Establish Bildad Kaggia Museum Library,
and cultural gallery
Cultural talent development To organize cultural shows, trade fairs,
exhibitions to promote creativity and
innovation.
Community Cultural Festivals a) Plan and hold all-inclusive community
cultural festivals
b) Organize and stage Kenya Music and
Cultural Festival at the county and
national levels
Mapping cultural sites and monuments. Identify, map, and document all cultural sites
countywide
Documentation and digitization of To involve research assistants, custodians and
Indigenous knowledge, traditional providers of indigenous knowledge in data
cultural expression and genetic resources collection, preservation, documentation and
digitization.

319
Sub Sector Programmes
Table 4.68: Culture Sub Sector Programmes

Programme Name: Cultural Development

Objective: To promote, preserve and revitalize all functional aspects of culture for sustainable development
Outcome: Empowered cultural practitioner and conserved heritage sites and functional cultural facilities
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 Total
SDGs budge
Targets Target cos Target cost Target cos Target Cos
Target
cos
t (Ksh.
t t t t M)
Vehicles No. of Vehicles
9.1 1 6 - - - - - - - - 6
procured procured
Public For a No. of public for
Administratio 9.a 4 0.4 4 0.4 4 0.4 4 0.4 4 0.4 2
convened a convened
n Services
Office No. of assorted
equipment office equipment 9.1 100 5 100 5 100 5 - - - - 15
procured procured
No. of new staff
0
recruited
Conserved
Conservation 10 of heritage
heritage 9.9 1 5 3 5 3 5 2 2 1 0.5 17.5
of Heritage sites restored
sites
Developed Equipped and
cultural Functional 8.9 2 1 2 1 2 1 2 1 2 1 5
centres cultural centres
Number of
Cultural
Registered and
development Registered
empowered
cultural 8.9 35 2 50 3 70 4 85 6 100 7 22
artists,
practitioner
herbalist/tradition
al health

320
 practitioner and
cultural groups
have a data
documentatio repository
n of on
indigenous indigenous
knowledge knowledge, county repository
8.9 50% 2 50% 4 6
and traditional in place
traditional cultural
cultural expression
expression and genetic
resources
participatio number of
Kenya music
n and performers, Annua Annua Annua Annua Annua
cultural 8.9 2 2 2 2 2 10
promotion Awards and l l l l l
festival
of diversity certificates
23. 20. 17. 10.
Total 11.4 83.5
4 4 4 9

321
4.2.10.4 Social Services and Gender

Key Roles
• Sensitization and mobilization of the community members toward cash transfer

program, women fund and other social activities

• Leading in public participation

• Offering social support and counselling to community members facing

hardships

• Supporting persons with disabilities with assistive devices in collaboration with

Murang’a Level 5 Hospital.

• Registration of Self-help groups, renewal and replacement of self-help groups

certificates in collaboration with social services office for national government.

• Capacity building of registered self-help groups through trainings.

• Coordination of county sponsored children homes (Kandara and Koimbi)

Sub Sector Vision, Mission and Goals

Vision
A competitive and empowered society
Mission
To promote and develop gender and social inclusivity for social economic
empowerment
Goal:
To have an empowered and self-reliance society

Sub Sector Priorities and Strategies

Table 4.69: Social Services and Gender Sub Sector Priorities and Strategies

Sector Priorities Strategies

Social protection Community mobilization

Sensitization on socio-cultural education that include

Gender-Based Violence (GBV) and teenage pregnancies

322
Self-help groups development Community mobilization and sensitization on groups
and Groups capacity building formulation

Training of groups

Recreation Facilities Renovation of Ihura stadium

Gender mainstreaming Community sensitization and women empowerment

323
Sub Sector Programmes
Table 4.70: Social Services and Gender Sub Sector Programmes
Programme Name: Administration, Planning and Support
Objective: To promote effective and efficient service delivery
Outcome: Enhanced Efficiency and effectiveness in service delivery
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performance to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators Targets budget
Target cost Target cost Target cost Target cost Target cost
(Ksh.
M)
Administratio Vehicles No. Of 9.1 1 6 - 0 - 0 - 0 - 0 6
n Services procured Vehicles
procured
Public Fora No. Of 9.a 4 0.8 4 1 4 1.2 4 1.4 4 1.6 6
convened public fora
convened
Office No. Of 9.1 50 4 50 5 50 6 50 7 50 7 29
equipment assorted
procured office
equipment
procured
Personnel No. Of staff 31 in 36 in hr 41 in hr 46 in 51 in 0
Services in the payroll hr hr hr
system
No. Of new 8.5 5 2.4 5 2.4 5 2.4 5 2.4 5 2.4 12
staff
recruited
Infrastructure Renovation Renovated 1 20 1 50 1 50 1 2 1 2 124
Development of Ihura stadium
stadium
Upgraded Equipped 3.5 20% 5 40% 5 60% 5 80% 5 100% 5 25
and centre to
Equipped take care of
Muriranjas multiple
Rehabilitatio disabilities

324
 n Centre for
PWDs
Fully 2 3.5 1 home 5 1 home 5 10
functional Refurbished
and safe and
children’s equipped
homes for homes
both genders
Upgraded Certificate of 9.b 3 social 6 3 social 6 2 social 4 2 social 4 2 social 4 24
and completion halls halls halls halls halls
operational
social halls
Programme Name: social services
Objective: to improve living standards and ensure total inclusion of all gender across marginalized groups
Outcome: Improved livelihood, gender equality and social inclusion
Empowermen Changed Reduced 5.1 50 3 50 3 50 3 50 3 100 7 19
t of Neglected neglected cases of childre childre childre childre childre
Children children neglected n n n n n
children
Capacity 500 Capacity for 9.a 100 3 100 3 100 3 100 3 100 3 15
Building for empowered 500 PWDs PWDs PWDs PWDs PWDs PWDs
People Living PWDs enhanced
with
Disabilities
Family Life Reduced One 5.1 40% 6 60% 8 80% 8 90% 4 100% 4 30
Training and cases of refurbished
Rescue Centre Gender based and
violence equipped
family life
training and
rescue centre
Community Mobilized, 1000 1.1 200 4 200 5 200 6 200 7 200 5 27
Mobilization sensitized empowered groups groups groups groups groups
and and groups
Development empowered within
community

325
 Murang’a
county
Group Empowered 2250 groups 1.1 450 6 450 6 450 6 450 6 450 6 30
Promotion groups and fully groups groups groups groups groups
and self-reliant empowered
Development individuals in
the
community
Gender Gender 40% of 5.5 30% 2 33% 5 35 5 38% 5 40% 5 22
Mainstreamin equality and women in
g equity high
achieved leadership
positions
Public Well No. of fora 9.a 4 10 4 10 4 10 4 10 4 10 50
Participation informed convened
Community
Total 78.2 109. 109. 64.8 67 429
4 6

326
4.2.6. Water, Irrigation, Environment and Natural Resources
The sector is composed of the following directorates/ sub sectors:
a) Water and Sewerage
b) Irrigation
c) Environment and Natural Resources
4.2.6.1. Water and sewerage Sub-sector

Sub sector Vision, Mission and Goals

Vision
A well-connected and efficient water and sewerage systems

Mission
To develop and manage water resources and sewerage infrastructure for effective
service delivery

Sector Goal
Achieve universal access to affordable, reliable and sustainable water and sewerage
services

Sector Priorities and Strategies

Table 4.71: Water and sewerage Sub-sector Sub Sector Priorities and Strategies

Sector Priorities Strategies

Increase domestic water a) Enhance the coordination role of water service

supply coverage for better providers
socio-economic development b) Map out unserved and underserved areas in Murang’a
of Murang’a County County
c) Identify viable water supply sources to cover those
areas.
d) Plan and design viable projects to meet water demand
e) Budgeting and implementation (through construction of
water intake structures, drilling of boreholes, laying of
water mainlines, storage tanks and distribution
networks for identified projects)
f) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in water
project development activities

Improve sewerage services a) Map out unserved and underserved areas in Murang’a
coverage for better socio- County

327
economic development of b) Identify viable sewerage construction sites and sewer line
Murang’a County routes to serve those areas.
c) Plan and design identified projects to meet the sewerage
disposable needs for those areas.
d) Budgeting and implementation of identified projects.
e) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in
sewerage project development activities.

Improving domestic water a) Identify all communal water points where access to
access points to hygienically water is unhygienic.
acceptable levels for b) Plan and design for suitable water access points/ kiosks.
reduction/ eradication of c) Budget and implement identified water access points.
water-borne diseases. d) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in
upgrading of water points development activities.

Improving domestic water a) Identify needy communities and institutions for supply
storage capacities to needy of water storage facilities.
communities and institutions b) Procure and construct water storage tanks of various
capacities for needy communities.
c) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in
construction of water storage facilities.

Providing oversight for all a) Regular monitoring and evaluation of their water supply
water supply providers processes.
within the county for b) Holding regular consultative meetings.
coordinated water service
provision

Rehabilitation and upgrading c) Mapping and identifying all abandoned or dilapidated

abandoned or dilapidated viable projects for rehabilitation e.g., boreholes.
domestic water utilities to d) Planning, designing and budgeting for rehabilitation
make them usable and works.
beneficial again e) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in water
projects rehabilitation works.

328
Promoting use of modern a) Identifying technological gaps to be addressed e.g.,
technologies for better and installation of solar power systems, digital metering,
efficient water services water bottling etc.
delivery b) Enhancing Public-Private Partnerships by encouraging
private sector players to invest and participate in new
technology development.

Mitigating effects of climate a) Water conservation efforts such as planting trees in water
change catchment areas
b) Reduction of water wastage through modern technology
measures.
c) Capacity building of water stakeholders on climate
change mitigation measures

Gender mainstreaming and a) Involving them in project development and

involvement of youth, management.
women and physically b) Capacity building in domestic water use, conservation
challenged people in project and recycling.
implementation and
management.

Promote water harvesting Water harvesting

and storage

Water master plan Develop a Murang’a water master plan

formulation

329
Sector Programmes
Table 4.72: Water and sewerage Sub-sector Sub Sector Programmes

Programme 1: Administration, Planning and Support Services

Objective: To enhance coordination, efficiency and service delivery
Outcome: Enhanced customer satisfaction
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. )
Programme performance t0 SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
indicators Targets budget
Target cost Target Cost Target cost Target cost Target cost
(Ksh. )
No. of 9.1
vehicles
Vehicles
procured 2 12 0 0 0 0 2 14 0 0 26
Procured
and
maintained
Factore
Salaries and No. of Staff
d in
Allowances on Payroll
HR
Administrati
Construction
on Services No. of
of new
offices 9.1 1 3 1 3 1 3 1 3 1 3 15
office
constructed
building
Well- No. of 9.1
equipped administrati
administrati ve water 9 3 9 2 9 1 9 0.5 9 0.5 7
ve water offices well
offices equipped
Procured No. of 9.1
survey survey
1.5
equipment, equipment/ 4 4.5 1 1.5 1 1.5 1 1.5 1 10.5
M
water water
quality surveillance

330
 monitoring sets
equipment procured
No. of
Procurement offices
of office supplied 9.1 9 2 9 2.2 9 2.5 9 2.5 9 2.8 12
stationery with
stationery
Trained No. of staff 8.5
Personnel staff trainings 4 4 4 4.2 4 4.5 2 2.7 2 3.6 19
Services held
No. of staff 8.5
20 0.8 15 0.6 12 0.5 10 0.4 15 0.7 3
promoted
No. of new 8.5
Recruitment
staff 5 5 3 3 2 2 1 1 1 1 19
of new staff
recruited
22.
Sub Total
34.3 16.5 15 6 8.6 111.5
Water Programme 2: Water and Sewerage
Objective: To provide domestic water and sewerage services through development of related infrastructure
Outcome: Increased coverage of domestic water supply
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (KSh. M)
Programme performance to SDGs Total
indicators Targets budget
Year 1 Year 2 Year 3 Year 4 Year 5
(Ksh.
M)
Target cost Target Cost Target cost Target cost Target cost
Domestic Households
No. of
Water connected 261,65 310,40 359,14 407,89 456,6
households 6.1 120 130 140 150 160 700
Supply to water 7 2 7 2 37
connected
supply
Rehabilitate No. of
6.1 35 35 30 30 20 20 15 15 15 15 115
d water supply

331
supply systems
systems rehabilitated
No. of new
water intake
Construction structures
of new done each
6.1 2 20 4 50 6 60 6 65 6 70 265
River intake of capacity
structures not less than
1,200
m3/day (6’’)
Number of
boreholes
Drilling and
drilled and
equipping of
equipped, 6 .1 10 45 10 46 10 47 10 48 10 50 235
new
capacity not
boreholes
less than 40
m3/day
Digital Number of
50 40 35 30 25
meters digital metes 6.1 10,000 8,000 7,000 6,000 5,000 0
M M M M M
installed installed
Borehole Number of
20 20 20
water boreholes 6.1 5 10M 10 20M 10 10 10 90
desalination desalinated
M M M
Construction
of No. of
reinforced water
concrete storage 6.1 6 55 7 60 8 70 9 85 10 90 360
ground tanks
tanks each constructed
300 m3
No. of steel
Construction
elevated
of steel 6.1 4 35 4 35 5 40 6 45 7 50 205
water tanks
elevated
constructed

332
 tanks each
48 m3
Improving
hygiene Construction Number of
standard in of modern modern
61. 10 10 12 1 14 14 16 16 18 18 59
domestic Water water kiosks
water access Kiosks constructed
points
Sub Total 320 352 391 424 452 1939
354. 368. 446 460
Grand Total
3 5 406 .6 .6 2050.5

333
 Water Sector Projects
Table 4.73: Water Sector Projects

To meet the goal of the water sector, the following projects will be implemented throughout the County:

Project Name Location Objective Description of Key Key Time Estimated Source of Lead Agency
Activities Output(s) Frame cost (KSh.) Funds

Water Mathioya To increase by Intake construction, Enhanced 2023- Murang’a

Production sub- county 4,000 m3 per day laying of D 325 mm access to 2027 County County
programme- available water mainline, D160mm safe 350 million Government Government
Merere-ini for distribution main distribution lines drinking
Water project and rehabilitation of 4 water
No. BPTs

Murang’a All the 9 To increase access Laying of 80 km of Enhanced 2023- Athi Water
County Last Sub- to safe drinking small diameter HDPE access to safe 2027 700 million and County
mile water Counties water from the pipelines D110- D32 drinking Murang’a Government
connectivity current 67 % to mm diameter to access water County
programme- 100% every homestead Government
(Expansion of currently not
water supply connected with
network) domestic water supply

Water Gatanga To increase by Construction of a new Enhanced 2023- Athi Water

Production sub-County 4,000 m3/day water intake across access to safe 2027 and County
programme - available water Kimakia River, laying drinking 350 million Murang’a Government
Kimakia for distribution to D325 mm diameter water County
Water project upper Ga tanga mainline and D110 mm Government
areas distribution lines

Murang’a Gatanga, To reduce Purchase and Reduction of 2023- Athi Water

County NRW Gatamathi, wastage of water installation of 36,000 Non- 2027 and

334
reduction Kahuti and meant for digital consumer water Revenue 180 million Murang’a County
Programme Murang’a domestic use meters and purchase water to at County Government
south water from the current of leak detection least 10 % Government
companies, 48 % to at least equipment and attain
10 % by 2027 100 % water
metering
ration

Murang'a All the 9 To enhance water Construction of large Enhanced 2023- Athi water
county Water Sub- storage capacities volume water storage access to safe 2027 and County
storage Counties for Murang’a facilities i.e., 34 drinking 565 million Murang’a Government
improvement residents concrete ground water water County
programme tanks each 300 m3 and Government
18 steel elevated water
tanks each 48 m3

Water Kandara To provide Construction of a new Enhanced 2023- Athi water

Production sub-County additional 4000 water intake for access to safe 2027 and County
programme- m3/day of water Silanga dam, drinking 600 million Murang’a Government
Kagunduini – for distribution to construction of a water County
Kenyoho lower Kandara water Treatment Government
water project areas consisting of facility and distribution
3000 HHs network ranging from
110 mm to 32 mm
diameter HDPE
pipelines

Kiawambeu New Utilize idle Laying of D200mm Increase 2024- 550 million Athi water County,
inflow expanded capacity of the raw water main from production 2026 and
augmentation Murang’a treatment works Kayahwe river to and reduce Murang’a
project Municipality and improve Kiawambeu TW rationing County
area water flow Government

335
Murang’a Murang’a Reduce water Rehabilitation of entire Improve 2025- 500 million Athi water County, Athi
town/ Town losses pipeline network water flow 2027 and Water /Donor
Mukuyu within Murang’a CBD, pressures Murang’a
rehabilitation Mukuyu and other County
programme areas in the expanded Government
Murang’a Municipality
area

336
Cross Sectoral Implementation Considerations
For synergy in the implementation of the projects, the measures to harness and mitigate cross-
cutting impacts will be as summarized in table 4.74.

Table 4.74: Water Sector Cross-sectoral impact

Programme Linked Sector Cross-Sector Impact Measures to

Name (s) Harness or
Mitigate the
impact
Synergies Adverse Impacts

Gender Water, Social, - Harnessing the -Wastage of water Involvement of all

main Forestry, strength and resources stake holders
streaming Provincial experiences of -Loss of Revenues including women
Administration each department from water during planning &
for better sector -Vandalism of water implementation of
performance related structures water related
- - Water related activities
conflicts

Covid 19 Water, - Obtaining relevant - Sick workforce Adherence to

intervention Health, guidelines and which is MOH guidelines
measures Provincial protocols required unproductive and protocols
Administration to fight the -Loss of working
pandemic time
-Can lead to death
of productive
workforce
Climate Water, - Obtaining relevant Degradation Collaboration with
change - Forestry, guidelines on environment and other stakeholders
Environment, drought mitigation dwindling of water e.g., forestry,
County measures resources meteorology and
Disaster - Actualizing Destruction of water Water Resources
management conservation infrastructure Authority to
Unit measures for the Disruption of water conserve water
environment as a service delivery catchments areas
preventive High cost of for awareness,
measure rehabilitating the creation and
- Getting timely works timely response
response when a Loss of Livelihoods
disaster occurs

337
4.2.6.2. Irrigation, Drainage and Water Storage Sub-sector

Vision, Mission and Goals

Vision
Irrigation, drainage and water storage service provider of choice.

Mission
To provide quality Irrigation, drainage and water storage technical services fairly and
efficiently.

Sector Goals
a) To increase utilization of land through irrigation.
b) To mobilize and promote efficient utilization of resources.
c) To strengthen institutional capacity.
d) To promote participation of various stakeholders in planning, implementation
and management of irrigation
e) To mainstream governance, HIV/AIDS and gender in irrigation schemes.
f) To provide monitoring and evaluation.
Sub Sector Priorities and Strategies
The priorities and strategies to be implemented by the Sub sector in the period 2023-
2027 include:

Table 4.75: Irrigation, Drainage and Water Storage Sub Sector Priorities and Strategies
Priority Strategy

Increase area under a) Identify new irrigation schemes where community has expressed
irrigation need.
b) Conducting feasibility studies to determine the technical and socio-
economic viability of schemes.
c) Survey, plan and design the identified irrigation schemes.
d) Budgeting and implementation through intake construction, laying
of pipelines and distribution network.
e) Enhancing Public-Private Partnerships by encouraging private sector
players to invest and participate in irrigation.

Development of water a) Mapping areas for construction of irrigation storage facilities e.g.,
harvesting and storage dams, water pans and water tanks.
infrastructure for b) Plan and design irrigation water storage facilities.
irrigation. c) Construction of the required storage facilities.
d) Enhancing Public-Private Partnerships by encouraging private sector
players to invest and participate in irrigation.

Enhancing ownership a) Involving beneficiaries and other stakeholders in all irrigation

by the beneficiaries for schemes development stages e.g., initiation, planning & design,
schemes sustainability implementation and monitoring and evaluation.
b) Training of irrigation schemes management committees on
leadership skills, record keeping and basic financial management
c) Benchmarking tours of other well managed irrigation schemes.

338
 d) Establishment and legalization of Irrigation Water Users’
Associations (IWUAs) at scheme level to oversee water use and
equitable distribution, undertake operation and maintenance, and
resolve conflicts.

Capacity building for a) Enhancing farmer education and awareness, and improving
sustainable communication and information flow.
management of b) Enhancing compliance with environmental, statutory and legal
developed irrigation requirements
schemes c) Training on efficient utilization and management of irrigation
water.
d) Improving irrigation technology such as the use of solar energy and
other renewable energy in pumping.
e) Assisting the irrigation farmers in market identification.
f) Enhancing Public-Private Partnerships by encouraging private sector
players to invest and participate in irrigation.

Rehabilitation and a) Mapping areas for rehabilitation and upgrading of irrigation

upgrading of existing structures.
under-utilized b) Plan, design and budget for rehabilitation works.
irrigation systems.

Adopting modern a) Adopting new irrigation technologies such as the use of solar
irrigation technologies energy and other renewable energy in pumping.
b) Training irrigation water users on emerging new technologies such
as use of pipe detectors & underground pipe leakages
c) Partnering with manufacturers in on-farm demonstrations for the
new technologies

Gender mainstreaming a) Involving them in irrigation schemes development and

and involvement of management.
youth, women and b) Capacity building in irrigation emerging issues.
physically challenged
people in irrigation
development and
management.

Mitigating effects of a) Enhancing compliance with environmental, statutory and legal

climate change and requirements
disaster management b) Construction of small dams and water pans to collect flood water
flows.
c) Use of climate smart agriculture by use of water conserving
irrigation methods such as drip irrigation, digging of terraces,
planting water friendly trees along the river banks.

339
Sector Programmes
Table 4.76: Irrigation, Drainage and Water Storage Sub Sector Programmes
Irrigation Programme 1: Administration, Planning and Support Services
Objective: To enhance coordination, efficiency and service delivery
Outcome: Enhanced customer satisfaction
Sub- Key Output Key Linkages Planned Targets and Indicative Budget (Ksh. M)
Programme performance t0 SDGs Year 1 Year 2 Year 3 Year 5 Total
indicators Targets Year 4 budget
(Ksh. M)
Target cost Target cost Target cost Target cost Target cost
Administration Vehicles No. of 9.1 2 12 1 6 2 2 2 24
Services Procured vehicles
procured
Well-equipped No. of 9.1 5 2.5 2 1 1 0.5 1 0.5 1 0.5 5
administrative administrative
irrigation irrigation
offices offices well
equipped
Procured No. of survey 9.1 5 5 2 2 1 1 1 1 1 2 11
survey equipment
equipment procured
Personnel Trained staff No. of staff 9.a 5 0.5 4 0.4 3 0.3 2 0.2 1 0.1 1.5
Services trainings held
Recruitment of No. of new 8.5 10 10 5 5 3 3 2 2 1 1 21
new staff staff recruited
Sub Total 30 14.4 6.8 5.7 5.6 62.5
Irrigation Programme 2: Water resources management
Objective: To guide and facilitate the development and management of irrigation in the County
Outcome: Coordinated irrigation development
Irrigation Developed No. of 6.b 1 5 0 2 0 2 0 2 0 2 13
Policy policy Developed
Development document policy
and documents
Management made
Sub Total 5 2 2 2 2 13
Irrigation Programme 3: Water resources management

340
Objective: To mitigate against disaster occurrences in irrigation schemes
Outcome: Reduced incidences of disasters
Reduced
incidences of
disasters
Disaster No. of 6.b 5 10 3 6 2 4 1 2 1 2 24
Management disaster
in Irrigation incidences in
Schemes irrigation
schemes
Sub Total 10 6 4 2 2 24
Irrigation Programme 4: Water resources management
Objective: To increase access to irrigation water
Outcome: Increased household incomes and food security
Irrigation Household No. of 1.1 2,000 90 2,500 125 3,000 130 3500 150 4000 170 665
Development with irrigating households
and irrigating
Management Procured drip No. of drip 6.4 3 1 2 1 2 1 1 1 1 1 5
irrigation kits kits procured

Drainage Increased No. of 1.1 1000 30 750 20 500 15 350 10 300 5 80

Development household households
incomes and with
food security increased
incomes.
No. of food
secure
households
Irrigation Household No. of 1.1 500 2 400 2 300 2 200 2.5 100 3 11.5
Water Storage with Irrigation households
and Flood Water Storage
Control and Flood
Control

- No. of food 1.1 100 30 80 20 65 15 50 10 40 5 80

secure
households

341
Institutional Increased No. of 9.a 500 3 600 4.5 750 6 800 7.5 1000 9 30
strengthening knowledge farmers with
and capacity and skills of increased
building farmers on knowledge
irrigation and skills on
technologies irrigation
technologies
Increased No. of 9.a 20 1 25 1.5 30 2 35 2.5 40 2 9
knowledge stakeholders
and skills of with
stakeholders increased
on irrigation knowledge
technologies and skills on
irrigation
technologies
More 9.a 5000 5 5500 8 6000 10 6500 12 7000 15 50
knowledgeabl
e staff and
farmers on
best practices,
community
priorities etc
Sub Total 162 182 181 195. 210 930.5
5
Grand Total 207 204. 193.8 205. 219.6 1030
4 2

342
4.2.6.3. Environment and Natural Resources
Key Roles

Sector Vision, Mission and Goals

Vision
A clean, secured and sustainably managed environment and natural resource conducive
to county prosperity
Mission
To promote, monitor, conserve, protect and sustainably manage the environment and
natural resources for county development
Sector/ subsector Goal
To ensure sustainable exploitation, utilization, management and conservation of the
environment and natural resources.

Sector Priorities and Strategies

The sector priorities and strategies include:

Table 4.77: Environment and Natural Resources Sub Sector Priorities and Strategies
Sector Priorities Strategies
Enhance environmental a) Strengthen the environmental planning and
planning coordination committee
b) Develop a county-based environmental policy,
legislation and regulations for mainstreaming
environment into development
c) Build capacity for environmental planning
d) Support mainstreaming on environmental planning.
Efficient waste management a) Lease/procure waste collection vehicles
mechanisms b) Mounting of litter bins
c) Construction of refuse chambers
d) Improvement of waste disposal sites
e) Provision of waste collection tools
f) Development of solid waste laws
g) Provision of PPEs for casual workers in the
department
h) Construction and operationalization of sanitary
land fill.
i) Preparation of policies, legislation and regulations
on waste management
Prevention of noise and air a) Acquisition of noise meters
pollution b) Preparation of policies, legislation and regulations
on noise control

343
To increase farm forest cover a) Establishment of tree nurseries
b) Procure and distribute tree seedlings
c) Preparation of policies, legislation and regulations
on forestry
To rehabilitate degraded sites a) Identification and mapping of degraded sites and
landscapes
b) Rehabilitation of degraded sites and landscapes
c) Water catchment areas protection

Promotion of clean energy a) Promotion of commercial agro-forestry for wood

fuel (firewood and charcoal)
b) Promotion of energy saving technologies e.g., jikos
and kilns
Integrate climate change a) Development of climate change policy and action
measures into county policies plans
strategies and planning

Capacity building on a) Sensitization of the public on environmental issues

environmental issues b) Staff training on short courses and emerging issues
Promotion economic valuation a) Identify and assess major landscape degradation for
of county’s natural capital restoration
b) Identify natural capital resources for valuation

344
Sector Programmes
Table 4.78: Environment and Natural Resources Sub Sector Programmes
Programme Name: Administration, Planning and Support Services
Objective: To enhance coordination, efficiency and service delivery
Outcome: Enhanced customer satisfaction
Sub-Programme Key Output Key performance Linkag Planned Targets and Indicative Budget (Ksh. M)
indicators es to Year 1 Year 2 Year 3 Year 4 Year 5 Total
SDGs T T T T T budg
Target a a a a a et
s r cos r cos r cos r cos r cos (Ksh.
g t g t g t g t g t M)
e e e e e
t t t t t
Office equipped No of office equipped 9.1
3 4 5 5 6 22
Administration
No of service charter
Services Service charter developed 9.1
developed 1 - - - - 1
Vehicles procured No of vehicles procured 9.1
6 - 6 - - 12
General administration utility bills paid 9.1
1 1 1 1 1 4
No of new personnel
New personnel recruited 8.5
recruited 5 6 7 8 9 25
Personnel Services in
Staff remuneration No of staff remunerated 8.5
HR - - - - -
Trained/capacity build No of staff trained 8.5
2 2 2 2 2 10
staff
No of exchange
9.a
programmes
Sub Total
17 13 20 16 18 74
Programme Name: Environment Management and Protection

345
Objective: To attain clean and healthy environment
Outcome: An improved and sustainably managed environment

Litterbins acquired No of litterbins acquired 6.2

2 2 2 2 2 10
Inspectorate vehicles No of Inspectorate
County 9.1
procured vehicles 5 5 5 5 5 25
Environmental
Monitoring and PPE sets acquired No of PPE sets acquired 9.1
5 5 5 5 5 25
Management waste collection vehicles No of waste collection
6.2
procured vehicles procured 10 10 10 10 10 50
Waste collection tools No of Waste collection
6.2
acquired tools acquired 5 6 8 9 9 37
No of front loaders
Front loaders acquired 9.1
acquired 15 - 15 - - 30
No of compactor
Compactors acquired 9.1
acquired - 20 - - 20 40
No of excavator
Excavator acquired 9.1
acquired - - 15 15 - 30
Dozer acquired No of dozer acquired 9.1
- 15 - 15 - 30
Solid waste management No of Solid waste
policy document management policy 6.2
1 - - - - 1
developed document
No of youth sensitized
Youths sensitized on 3Rs 8.2
on 3Rs 2 2 2 2 2 10
Waste transfer stations No of Waste transfer
6.2
improved stations improved 5 5 5 5 5 25
WB
Sanitary landfill No of Sanitary landfill
Funde
constructed constructed - - - - - -
d
no of incinerators
incinerator construction 6.2
constructed 5 5 5 5 5 25

346
 Drop off points No of drop off points
6.2
constructed constructed 5 5 5 5 5 25
Noise monitoring No of noise monitoring
6.2
equipment acquired equipment acquired 2 2 2 2 2 10
air noise and excessive No of air noise and
vibration Policy document excessive vibration Policy 6.2
1 - - - - 1
in place document in place
No of inspectorate visits
inspectorate visits done 2.9
done 2 2 2 2 2 10
Number of beatification
beatification of towns,
of towns, recreation sites
recreation sites and 11.3
and greening programs 5 6 8 9 10 38
greening programs done
done
Number of environment
Environment committee
committee members 9.a
members trained 2 2 2 2 2 10
trained
No of members of
Members of community
community trained on
trained on environmental
environmental 8.2
conservation and 2 2 2 2 2 10
conservation and
protection
protection
Asbestos disposal sites No of asbestos disposal
6.2
provided sites provided - - 3 - - 3
Sub Total
74 94 96 95 86 444
Programme Name: Natural Resources Conservation and Management
Objective: To increase the tree cover, conserve resources and rehabilitate degraded ecosystems
Outcome: Conserved resources
Forest Conservation Number of tree seedlings
Tree seedlings planted 15.1
and Management planted 10 15 20 20 20 85
Number of Nurseries
Nurseries established 15.1
established 2 2 2 2 2 10

347
 County Annual State of No of Annual State of
Environment report Environment reports 15.1
5 5 5 5 5 25
developed developed
County forest No of forest
management plan management plans 15.1
- 5 - - - 5
developed developed
No of county forest
County forest rehabilitated 15.1
rehabilitated 3 3 3 3 3 15
Number of schools
Schools provided with
provided energy saving 7.1
energy saving jikos 7 7 7 7 7 35
jikos
Water catchment
Number of Kilometres of
area protection, Kilometre of riparian areas
riparian areas 15.1
rehabilitation, and rehabilitated 5 5 5 5 5 25
rehabilitated
conservation
Dams desilted No. of dams desilted
5 6 6 7 5 28
Extractive Resources Study reports on county No. of study report on
6.3
Conservation and natural capital developed county natural capital - 5 - - - 5
Sustainable
Policy on sand harvesting
Management No of policy developed 15.1
developed 1 - - - - 1
Water resources No of schools supported
Promote water harvesting
conservation and with water harvesting 6.1
and storage infrastructure 5 6 8 9 5 33
protection infrastructure
Sub Total
43 59 56 58 52 267
Programme Name: Climate change Governance and Coordination
Objective To increase resilient of changing climate
Outcome: Adaptation strategies
No of Climate change
Climate change Climate change policy and
policy and Bills 15.1
policies and Bills Bill developed 5 5 5 5 5 25
developed

348
 Capacity build/Sensitized Number of community
Capacity building community members on members trained on
and Public climate change and climate change and 15.1
5 8 10 12 15 50
Awareness enhanced institutional enhanced institutional
capacity capacity
Financing climate Number of climate
Financed climate change
change action change programs 15.1
programs 5 5 5 5 5 25
programs financed
Mainstreaming
Mainstreamed Policies and
Climate change No. of Policies and plans
plans 2 2 2 2 2 10
actions 15.1
Mitigation and
adaptation measures
County climate change
against adverse No action plans finalized 15.1
action plan finalized 1 1 1 1 1 5
effects of climate
change
Sub Total
18 21 23 25 23 115

Grand Total 15 18 19 19 17
2 6 5 3 8 905

349
4.2.7. County Assembly
Key Roles

The County Assembly's members play the following roles:

a) Representation of the electorate
b) Examine and accept candidates for county public office appointments in
accordance with the 2012's County Government Act No. 17
c) Legislative role as contemplated in Article 220(2) of the Constitution, guided by
Articles 201 and 203 of the constitution
d) In accordance with Article 207, they approve the county government's budget
and expenditures.
e) Oversight over the county executive committee and any other county executive
organs.
f) Accept the County Government's borrowing in accordance with Article 212 of the
Constitution and county planning for development.

Sub Sector Vision, Mission and Goals

Vision

To be the leading County Assembly in the country in ensuring the provision of quality,
professional and accountable services to the people of Murang’a County

Mission

To ensure the provision of quality, professional and accountable services to the people
of Murang’a County

Sub Sector Priorities and Strategies

The County Assembly falls under the purview of the Public Administration Sector in
the County government, and as such, the Assembly is a subsector with programs
implementable in a financial year, over the medium term and within the County
Integrated Development Plan framework. The subsector priorities and objectives are
premised on the following programs:

i. Legislation and representation

ii. Oversight
iii. General administration services

350
A. Sub Sector Programmes

Table 4.79: County Assembly Sub Sector Programmes

Programme Name: Legislation and Representation

Objective: To improve the process of representation and legislation to enhance the involvement of public in legislation
Sub-Program Key Output Performance Planned Targets and Indicative Budget (Ksh. M)
Indicator Year 1 Year 2 Year 3 Year 4 Year 5 Total
Target Target Target Target Target budget
cost cost cost cost cost (Ksh.M)

Personnel Services ▪ No of Members on 319 266 291 290 270 1,436

▪ Salaries and allowances paid
payroll
to Members
▪ No of Members
▪ Capacity building to inducted
Members ▪ No of Members
▪ Facilitation of Members to facilitated
undertake legislative & ▪ No of Ward staff
representation function recruited

▪ Recruitment of Ward staff

Administration ▪ No of equipment and 53 57 60 66 75 311
Procurement of goods and
Services machines procured.
services (O & M)
▪ Bills and services
paid.

351
Expansion of the ▪ No of Speaker’s 0 20 10 0 0 30
Speaker’s and Public Gallery
New Chamber’s guests
expanded
Gallery. accommodated.
▪ No of Members of
publicaccommodated
Construction/ No of offices 0 35 40 50 50 175
Ward offices constructed/
refurbishment of refurbished constructed/refurbish
ward offices ed

Assembly Mace Assembly Mace procured Assembly Mace in place 20 0 0 0 0 20

Putting up and Journal Office in place 0 10 4 0 0 14

Journal Office establishedand
Equipping of Journal equipped
Office.

392 388 405 406 395 1,986

Sub Total
Programme Name: Oversight
Objectives: To strengthen the capacity of Members of the Assembly to undertake oversight role
To enhance automation of all systems and processes core to the functioning of the Assembly for efficient service delivery

Sub-Program Key Output Key performance Planned Targets and Indicative Budget (Ksh. M)
indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total
Target Target Target Target Target budget
cost cost cost cost cost (Ksh.M)

352
Personnel Services ▪ Salaries and allowances ▪ No of Members on 175 190 200 220 250 1,035
paidto Members. payroll
▪ Capacity building to ▪ No of Members
Members inducted
▪ Facilitation of Members ▪ No of Members
toundertake legislative & facilitatedNo of Ward
representation function staff recruited
▪ Recruitment of Ward
staff.
Administration • Procurement of goods ▪ No of equipment and 53 57 60 66 75 311
Services andservices (O & M). machines procured.
▪ Bills and services paid
Statutory obligations

Refurbishment and • Committee rooms ▪ No of committee rooms 10 10 0 0 0 20

Equipping of refurbished and refurbished and
Committee Rooms equipped. equipped

E-Assembly system • E-Assembly system ▪ No of processes, 45 0 0 0 0 45

installed activities and functions
automated.

353
Setting up and Budget Office established Budget office in place 0 5 0 0 0 5
equipping of the and equipped
Budget Office

Sub Total 283 262 260 286 325 1,416

Programme Name: General Administration

Objectives: To strengthen the capacity of staff to facilitate Members in discharging their constitutional duties in an effective & efficient manner
To enhance Members wellness for efficient service delivery
Sub-Programme Key Output Key performance Planned Targets and Indicative Budget (Ksh. M)
indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total
Target Target Target Target Target budget
cost cost cost cost cost (Ksh.M)

▪ No of staff on payroll 227 256 259 254 250 1,220

▪ Salaries and allowances
Personnel Services ▪ No of staff trained
paidto staff.
▪ No of staff facilitated.
▪ Training of staff. ▪ No of staff recruited.
▪ Facilitation of staff
to support Members
in thedischarge of
their duties.
▪ Recruitment of key staff.

354
AdministrationServices ▪ No of equipment and 53 54 56 59 60 282
Procurement of goods and
services (O & M) machines procured.
▪ Utility bills and services
paid.
▪ Statutory obligations

Construction of 60 0 0 0 0 60
Administration block Administration block in
Administration constructed place.
Block
Construction of Speaker’s Official Residence Speaker’s Official 0 35 0 0 0 35
Speaker’s Official constructed residence in place
Residence.

Assembly Cafeteria County Assembly Cafeteria 0 0 30 0 0 30

Assembly Cafeteria in
set up place

Health/Wellness A Health/Wellness Facility A Health/Wellness Facility 0 0 15 20 0 35

Facility setup. in place

Assembly’s Sanitary Assembly’s Sanitary Facility Assembly’s SanitaryFacility 0 15 0 0 0 15

Facility constructed. in place.

Expansion of Parking space expanded 10 0 0 0 0 10

Assembly Parking No of parking lots
Space.

355
Installation of Water Water Storage Facility Water Storage Facility in 0 10 0 0 0 10
Storage Facility installed. place.

Landscaping Assembly compound Landscaping done 0 5 0 0 0 5

landscaped
350 375 360 333 310 1,728
Sub Total
1,025 1,025 1,025 1,025 1,030 5,130
Grand Total

356
Programme Name: Legislation and representation
Objective: To improve the process of representation and legislation to enhance the involvement of public in legislation
Outcome: Enhanced customer satisfaction
Sub-Programme Key Output Key performance Linkages Planned Targets and Indicative Budget (Ksh. M)
indicators to SDGs Year 1 Year 2 Year 3 Year 4 Year 5 Total
Targets T cost T cost T cost T cost T cost budget
ar ar ar ar ar (Ksh.
ge ge ge ge ge M)
t t t t t
Personnel • Salaries and • No. of 9.1 319 266 291 290 270 1,436
Services allowances paid to Members
Members on payroll
• Capacity building to • No. of
Members Members
• Facilitation of inducted
Members to • No. of
undertake legislative Members
& representation facilitated
function • No. of
• Recruitment of Ward Ward staff
staff recruited

Administration Procurement of goods and ▪ No. of

Services services (O & M) equipment and 53 57 60 66 75 311
machines
procured.
▪ Bills and
services paid.

357
Expansion ▪ No. of
Speaker’s and Public
of theNew Speaker’s
Galleryexpanded
Chamber’s guests
Gallery. accommodat
ed.
▪ No. of
Members of
public
accommodat
ed
Constructio ▪ No of offices
Ward offices constructed/
n/ constructed/r
refurbished
refurbishme efurbished
nt ofward
offices
Assembly Mace Assembly Mace procured ▪ Assembly
Mace in
place
Putting up and ▪ Journal
Journal Office established
Equipping of Office in
and equipped
JournalOffice. place

Sub Total
Programme Name: Environment Management and Protection
Objective: To attain clean and healthy environment
Outcome: An improved and sustainably managed environment
County Litterbins acquired No of litterbins 6.2
Environmental acquired 2 2 2 2 2 10
Monitoring and Inspectorate vehicles No of 9.1
Management procured Inspectorate 5 5 5 5 5 25
vehicles

358
4.3. County Flagship Projects

The Flagship Projects are listed as below:

a) Agriculture Inputs Subsidy
b) Coffee Development Support Program (Farm inputs, factories renovation and
processing
c) Maragua Wholesale Hub
d) Kenol Level IV Hospital
e) Murang’a County UHC for Indigent and Vulnerable Households (Kangata
Care)
f) Maternal Health and Infant Support
g) Affordable Housing
h) Smart Town Programme
i) Scholarship Programme
j) Community projects

359
Table 4.80: County Flagship Projects
Project Name Location Objective Description of Key Key Output(s) Time Estimated Source of Lead
Activities Frame cost (KSh.) Funds Agency

Agriculture Inputs County -To promote -Input subsidy Agriculture Inputs 2023- 1,000,000,00 Governm MCG
Subsidy Wide agricultural provision, technical Subsidy 2027 0 ent Share,
production and trainings, a) Capacity built Revenue
food security Establishment of technical
vegetable gardens, officers
traditional high value b) Capacity built
crop production. farmers
Establishment of c) Traditional
grain storage facilities high value
crops
d) Grain storage
facilities
e) Food
Pharmacies

Coffee County To increase Renovation of coffee a) Renovated 2023- 800,000,000 Governm MCG
Development Wide coffee factories. Capacity coffee 2027 ent Share,
Support Program Production and building of farmers factories Donor
(Farm inputs, Productivity Capacity built Funds
factories renovation farmers (Narigp),
and processing Revenue

Maragua Wholesale Maragua To increase Establishment of a Maragua 2023- 250M MCG/ MCG
Hub access to retail wholesale hub wholesale hub 2017 Develop
wholesale at Maragua town ment
products from Partners
Murang’a and
the region

360
Project Name Location Objective Description of Key Key Output(s) Time Estimated Source of Lead
Activities Frame cost (KSh.) Funds Agency

Kenol Level IV Kenol To establish Construction and Kenol Level 4 2023- 320M MCG/ MCG
Hospital Town level iv hospital furnishing of Kenol Hospital 2027 Develop
within Kenol Level iv hospital ment
town Partners

Murang’a County County To provide 2023- 850M MCG/ MCG

UHC for Indigent wide universal health 2027 Develop
and Vulnerable care to the ment
Households vulnerable Partners
(Kangata Care) groups of
Murang’a
County

Maternal Health County To provide Supporting expectant Cash transfer 2023- 850M MCG/ MCG/
and Infant Support Wide health cover for mothers assistance to the 2027 Develop Develop
the Vulnerable expectant mothers ment ment
families Partners Partners

Affordable Housing Makenji & To provide • Secure • Approved 2023- 500M County/St County
Kiharu affordable & Makenji land designs 2027 ate Dept.
low-income • Preparation • Approved PDP Housing
housing for of PDPs • List of
Civil servants • Building and beneficiaries
and low- designing Complete
income earners affordable affordable houses
houses
Construction of
houses as designed

361
Project Name Location Objective Description of Key Key Output(s) Time Estimated Source of Lead
Activities Frame cost (KSh.) Funds Agency

Smart Town County To enhance Tarmacking of urban • Bitumen urban 2023- 1B MCG MCG
Programme Wide urban roads roads 2027
infrastructure Improving drainage • Proper drainage
and ambience systems systems
• Installation of • Installed/
streetlights working
and streetlights
floodlights and
floodlights

Scholarship County To enhance Bursary allocation • Bursary 2023- 1.5B MCG MCG
Programme Wide access to for secondary allocations 2027
secondary education for bright
education for and needy students
bright and
needy students

362
4.4. CIDP Linkages with National Development Agenda, Regional and
International
The CIDP (2023-2027) ensures that programmes and projects are aligned to the
national aspirations as contained in the Kenya Vision 2030 (titled “A Globally
Competitive and Prosperous Kenya”) and its’ Medium-Term Plans (MTPs). Towards
implantation of the MTP III of the Vision 2030, the government in 2018 introduced
the “The Big 4 Agenda”. Later in 2022, the process added on key priorities of the Kenya
Kwanza Manifesto and integrated them in the CIDP to spearhead socio-economic
transformation. The Plan helps to implement priorities of the Social and economic
pillars of the Vision 2030 through accelerated, inclusive and sustained growth, reducing
poverty, employment creation, reduce income inequality and to create a heathy and
food secure society where Kenyan’s have access to affordable and decent housing. As
envisaged in the Vision 2030, the preparation process and implementation of the CIDP
aims at all aspects of sustainability including economic, ecological, equity and also
political sustainability.

The Government of Kenya as a member of the United Nations is committed to the

integration of the global Sustainable Development Goals (SDGs) into national and
county policies and planning frameworks. The country is therefore equally committed
to the implementation of all the seventeen goals and has set various targets for each
goal to be attained. Similarly, the CIDP is aligned to the Africa Union’s Agenda 2063.
The “Africa We Want Agenda 2063” is Africa's development blueprint to achieve
inclusive and sustainable socio-economic development over a 50-year period. In
addition, the CIDP is anchored to the East African Community’s Vision 2050 titled
“Regional Vision for Socio-Economic Transformation and Development”.

Figure 4.1 and Table 4.81 shows the linkage between this CIDP with other policy
frameworks at the international, national and county levels including Kenya Vision
2030 and its Medium Term Plans, CIDPs, the SDGs, and Africa’s Agenda 2063. In light
of the above, this third Murang’a CIDP has been prepared within the provisions from
global, regional and national policy guidance to transform socio-economic well-being
of the people. The Plan will be implemented through rolling one-year Annual
Development Plans (ADPs) where programme-based budgets are drawn.

363
 The Kenya Vision
2030

Kenya National Spatial Plan International Development

2015-2045, County Long Term Obligations (SDGs, DRM and
Development Plans Africa Agenda 2063)

County Spatial Plans (10 County Sectoral

Years)
Plan
(10 Years)
County Spatial Plans (10
Departmental Strategic
Plans, Integrated Cities County Integrated
Medium Term Plans
Development Plans
and Urban Areas Plans (5 (MTPs) - (5 Years)
(CIDP) - (5 Years)
Years)

County Annual Development

Plan (CADP) - (1 Year)

County Annual Development

County Budget Review and Outlook

Paper;
County Fiscal Strategy Paper;
Annual Work Plan;
Annual Budget

Figure 4.1: Linkage of CIDP with Other Plans and International Obligations.

364
Table 4.81: Linkage of CIDP with other Plans and International Obligations
National Aspirations/ Goals County Government Contributions/
Development Interventions
Agenda/ Regional/
International
Obligations
Kenya Vision 2030/ Agriculture - to be an • Value addition to agricultural produce
Medium Term Plan innovative, • Adoption of modern technology into
commercially oriented, agricultural practices
and modern • Provision of subsidized agricultural
agriculture and inputs
livestock sector • Practicing irrigation farming
• Road and Infrastructure improvement
for market accessibility
Trade Industries and • Promotion of domestic bilateral, regional
Investments- to and international trade
provide a conducive • Automation of trade services
environment for • Introduction of single licensing
growth in trade and • Promotion of use of E-Commerce
industrial • Coordination and Development of
development. Micro, Small and Medium Business
• Provision of market infrastructure
Tourism- To develop • Infrastructure support on the tourist
and promote tourism attraction sites
enterprises • Tourism marketing and promotion

County Under Section 102 of Prepare 5-year County Integrated development

Government Act the Act, County plans and the annual county budgets for their
2012 planning is to provide implementation.
a platform for a unified County Planning Unit for coordination of the
sector-wide planning, integrated development planning.
budgeting, financing Ensure engagement between County
programmes, government and the citizenry, other stakeholders
implementation, and and interest groups
performance review.
Sustainable SDG 1- No Poverty • Minimum guaranteed return on
Development Goals agricultural produce
(SDGs) • Availability of affordable loan
• Implementation of social protection
floors e.g., cash transfers to elderly
• Increase employment opportunities
SDG 2- Zero Hunger • Smart agriculture
• Supporting small scale irrigation
• School feeding intervention targeting
ECDE

365
 • Provision of subsidized agricultural
inputs
SDG 3 – Good Health • Fully operationalized and equipped
& Wellbeing health facilities
• Increasing patient to health personnel
ratio
• Automation of health services
SDG 4– Quality • Employing more ECDE teachers
Education • Construction and renovation of ECDE
classes
• School feeding program for early
childhood development, care and pre-
primary education.
• Offering quality technical and vocational
training for all.
• Employment of more technical and
vocation trainers
SDG 5 – Gender • Adoption and strengthening of sound
Equality policies and enforceable legislation for
the promotion of gender equality
• Empowerment of all women and girls at
all levels
• Implement work place gender policy
and Gender Based Violence Policy
SDG 6 – Clean Water • Increase the household accessibility of
and Sanitation clean and affordable piped water
• Drilling of more boreholes
• Installation of sewer system in the urban
areas
• Availability of more exhausters
SDG 7 – Affordable • Ensure the access to affordable, reliable
and Clean Energy and modern energy services and expand
the available energy infrastructure.
• Awareness creation on clean energy such
as bio gas
SDG 8 – Decent Work • Promoting development-oriented
and Economic Growth policies that support productive activities
• Technological upgrading and innovation,
focusing on high-value added and labor-
intensive sectors.
• Decent job creation, entrepreneurship,
creativity and innovation
• Encourage the formalization and growth
of micro-, small- and medium-sized
enterprises
SDG 9– Industry, • Developing quality, reliable, sustainable
Innovation and and resilient infrastructure
Infrastructure • Promotion of inclusive and sustainable
industrialization

366
 • Fostering innovation through the Trade
and youths’ departments.
• Use of information and communications
Technology (ICT) and other innovation
in service delivery
SDG 10– Reduce • Ensure there is equitable resource
inequality within and distribution across its departments, Sub
among Sub Counties Counties, Wards, and even across all
villages
SDG 11– Sustainable • Enhance inclusive and sustainable
cities and Communities urbanization and capacity for
participatory, integrated and Sustainable
human settlement planning and
management
• Ensure there is access to adequate, safe
and affordable housing for all, basic
services and upgrade slums.
• Provision of effective, efficient and
sustainable public transport to ever
increasing urban population
SDG 12– Responsible • Sustainable management and efficient
Consumption and use of natural resources
production • Substantially reduce waste generation
through prevention, reduction and
recycling.
• Promote public procurement practices
that are sustainable, in accordance with
national policies and priorities
SDG 13– Climate • Enhance the protection of the
Action environment and mitigate climate change
and other measures to facilitate
sustainable development.
• Strong resilience and adaptive capacity to
climate-related hazards and natural
disasters.
• Increasing the tree coverage
• Promotion of usage of energy saving jiko
• Promotion of non-motorized transport
leading to reduction of carbon emission
SDG 14– Life below • Ensure there is significant reduction of
water pollution to rivers that drain into the
ocean.
• Little or minimal rivers pollution by
coming up with mechanisms of
controlling industrial waste drainage into
the river and erosion of pesticides
contaminated soil.
• Promotion of fish farming
SDG 15– Life on land • Promote the implementation of
sustainable management of all County
forests, halt deforestation, restore

367
 degraded forests and substantially
increase afforestation and reforestation.
• Use of recommended pesticides
• Promotion of bee farming
SDG 16– Peace, Justice • Promotion of the rule of law in the
and Strong Institutions county, equal access to justice for all,
and corruption/bribery reduction, public
access to information
• Ensuring there is responsive, inclusive,
participatory and representative in
decision-making.
SDG 17– Partnerships • Digitize revenue collection to ensure it
for the Goals increases its revenue inflow by
strengthening domestic resource
mobilization mechanisms.
• Partnership with the National
Government in the provision of an
integrated, efficient and effective public
transport system in the metropolitan
region
Agenda 2063 Goal 2: World class • Road improvement and maintenance of
infrastructure criss- all County roads
crosses Africa • Provision of an efficient and effective
transport system within the County
• Collaboration with Road agencies within
the County
Goal 6: Blue/Ocean • Sustainable exploitation of resources in
economy for the rivers
accelerated economic • Conservation of water bodies
growth
Paris Agreement on Reduce greenhouse gas • Afforestation and Reforestation
Climate Change, emission • Promotion of use of clean energy
2015 • Promotion of Non-Motorized Transport
Communicate action
to build resilience to
climate change
EAC Vision 2050 A developed, stable • Enhanced inclusiveness in development
and competitive and socio-economic transformation.
regional EAC bloc • Fast and affordable infrastructure
• Economic empowerment of the citizens
to spur growth and fast track poverty
reduction.
• Prudent utilization of resources
• Inclusivity and participatory approach
• Free movement of people, labour,
goods, services and capital, and right of
establishment and right of residence

368
4.5. Cross-Sectoral Linkages

Table 4.82: Cross-Sectoral Linkages

ICT and Public Communication
Cross-sector Impact
Programme Linked Measures to Harness or
Synergies* Adverse impact
Name Sector(s) Mitigate the Impact

Network Health Interconnection During network Provide effective

Connectivity of all County installation way-leave support and
Health Centers charges are required at maintenance for all
for efficient an extra cost to the networks to ensure
communication contractors continuity in network
and sharing of Approvals are also connectivity.
resources need from various
authorities e.g.,
KENHA and CAK.
Bureaucracy in most
times contributes to
delay in completion of
such projects.
Finance Interconnection Support and
of all county maintenance of all
revenue offices county networks to
for more ensure continued
efficient connectivity for
communication, headquarters to county
sharing of level
resources, easier
reporting and
Monitoring of
revenue
collection

Development Health
of integrated
Management Finance
Information Public Service
Systems for and
various County Administration
Government (HR)
Sectors. Agriculture
Education
Fire and
Disaster
Management
Unit

369
 Internal Audit
(Teammate
System)
Information
and awareness
creation
among the
public through
development
of efficient and
effective
communication
channels

Public Service Board

Programme Sector Cross- Sector Impact Measure to Harness
Name Synergies Adverse Impact or mitigate the
impact
Recruitment -Public Service More -High wage Bill. -Voluntary early
Management productive -Political retirement
-Finance & workforce interference -Enhance efficiency
Economic -Improved in
Planning Governance and resource
- County Assembly Accountability mobilization
Training & -Public Service delivery. -High training -Partnership with
Development Management -Prudent cost training Institution
-Finance & financial -Resource and other agencies
economic constrains -Diversify sources of
management
planning grants and aids for
training
Promotion of All MDA and More informed Resistance Capacity building
values and community public servant High cost Collaboration with
principles of the and other other agencies
public service stakeholders
Improved
integrity

Agriculture, Livestock and Fisheries

Programme Linked Sectors Cross-Sector Impact Measures to Harness/
Name Mitigate Impact
Agriculture, Livestock Infrastructure BQs and
Livestock and Administration Supervision
Fisheries Planning and
Support Services
Livestock Cooperatives Dairy Coops
Resources management

370
 Management and
Development
Environment Greenhouse gas
emission (Methane)
Livestock Food Social Services Social inclusion
and Nutrition
Security
Programme
Roads Trade Connection to Pulling down of Establishment of
Development Market centres. structures on Market centres and
/ Public road reserve parking bays along the
Works i.e., roads.
Cabros & Develop a resettlement
Bituminous plan.
Surfacing. Environment Environmental Comply and enforce
Pollution NEMA guidelines.
Lands Connection to Pulling down of Proper Survey work to
social amenities structures mark the road width
encroaching the and reserves.
road
Trade, Procurement - Finance, ICT & - Provision of - Risk of delayed funds
Tourism, Human Resource Procurement funds - Delayed staffing
Investment, needs
Agribusiness - Public works - Facilitation on - Delayed procurement
and training services processes
Cooperative - Human materials and
Development Resource Staff allowances

- Provision of
internet services

Road Infrastructure - Roads and -Provision of - Re-allocation of

Water Supply public works quality roads traders
Scheme - Water - Provision of - Demolition of
water shopping centers
- Provision of -
electricity

LIVESTOCK DEVELOPMENT

Programme Name Linked Sectors Cross-Sector Adverse Measures to Harness/

Impact Impact Mitigate Impact
Livestock Infrastructure BQs and Proper costing of
Administration Supervision projects
Planning and
Support Services

371
 Livestock Resources Cooperatives Dairy Coops Harmonized coops
Management and management capacity building
Development planning
(Livestock Food
and Nutrition Environment Greenhouse Keep high producing
Security & gas emission animals and biogas
Livestock Products (Methane) construction to reduce
Value Addition) gas emission

Social Services Social inclusion Targeting the

marginalized and
vulnerable
Trade Financial literacy Collaboration in
capacity building

Environment and Climate change

Programme Name Linked Sectors Cross-Sector Measures to Harness/

Impact Adverse Mitigate Impact
Synergies impact
Rehabilitation water Licencing removal of comply with WaRMA
riparian areas department plantation guidelines
along the
area
Afforestation KFS mapping and none comply with KFS
technical guideline
support
Desilting of dams Water licencing disturb comply with WARMA
department ecosystem guidelines
interrupt provide alternative
water
supply
water
turbidity
goes high
Water harvesting Education mapping and none comply with education
structures in schools department linkages guidelines
Energy saving jikos Energy technical none comply with
department support regulation set

WATER AND SEWERAGE

Programme Linked Sector Cross-Sector Impact Measures to Harness

Name (s) or Mitigate the
impact

372
 Synergies Adverse Impacts

Gender Water, Social, - Harnessing the -Wastage of water Involvement of all

main Forestry, strength and resources stake holders
streaming Provincial experiences of each -Loss of Revenues including women
Administration department for from water during planning &
better sector -Vandalism of implementation of
performance water related water related
- structures activities
- Water related
conflicts
Covid 19 Water, - Obtaining relevant - Sick workforce Adherence to MOH
intervention Health, guidelines and which is guidelines and
measures Provincial protocols required unproductive protocols
to fight the
Administration -Loss of working
pandemic
time
-Can lead to death
of productive
workforce
Climate Water, - Obtaining relevant Degradation Collaboration with
change - Forestry, guidelines on environment and other stakeholders
Environment, drought mitigation dwindling of water e.g., forestry,
measures
County resources meteorology and
- Actualizing
Disaster conservation Destruction of Water Resources
management measures for the water infrastructure Authority to conserve
Unit environment as a Disruption of water catchments
preventive measure water service areas for awareness,
- Getting timely delivery creation and timely
response when a High cost of response
disaster occurs
rehabilitating the
works
Loss of Livelihoods

373
WATER AND SEWERAGE

Programme Linked Sector Cross-Sector Impact Measures to Harness

Name (s) or Mitigate the
impact
Synergies Adverse Impacts
Gender Water, Social, - Harnessing the -Wastage of water Involvement of all
main Forestry, strength and resources stake holders
streaming Provincial experiences of each -Loss of Revenues including women
Administration department for from water during planning &
better sector -Vandalism of implementation of
performance water related water related
- structures activities
- Water related
conflicts

Covid 19 Water, - Obtaining relevant - Sick workforce Adherence to MOH

intervention Health, guidelines and which is guidelines and
measures Provincial protocols required unproductive protocols
to fight the
Administration -Loss of working
pandemic
time
-Can lead to death
of productive
workforce
Climate Water, - Obtaining relevant Degradation Collaboration with
change - Forestry, guidelines on environment and other stakeholders
Environment, drought mitigation dwindling of water e.g., forestry,
measures
County resources meteorology and
- Actualizing
Disaster conservation Destruction of Water Resources
management measures for the water infrastructure Authority to conserve
Unit environment as a Disruption of water catchments
preventive measure water service areas for awareness,
- Getting timely delivery creation and timely
response when a High cost of response
disaster occurs
rehabilitating the
works
Loss of Livelihoods

374
 CHAPTER FIVE
5. MONITORING, EVALUATION, LEARNING AND REPORTING
5.1. Overview
Monitoring, Evaluation Learning and Reporting Framework (MELR) forms an integral
part in the implementation of the County Integrated Development Plan. It tracks and
assesses whether the achievement of planned activities, targets, projects, and
programmes are on course. It also documents challenges encountered, emerging issues
as well as lessons learnt to inform decision making. It is expected that the Monitoring,
Evaluation, Learning and Reporting Unit will be activated under the Planning
Directorate. The unit will service all the departments implementing the county
government programmes and projects.

Tracking the implementation of Murang’a County Integrated Development Plan (CIDP)

2023-2027 will be premised on the County Integrated Monitoring and Evaluation
System (CIMES) as shown in Figure 5.1. The CIMES shall be linked to the county
performance management system which is involved in strategic planning, work
planning, target-setting, tracking performance and reporting. It will be designed to
ensure timely implementation of planned activities and institutionalized addressing of
setbacks as they arise. The best practices will be assessed, documented and replicated.

The day to day administrative data, field reports, surveys and other audit reports will
form the inputs to the CIMES with the data generated, collated and analyzed by the
Monitoring and Evaluation Unit. The CIMES framework will establish a platform that;
a.) Demonstrate whether the resources spent on implementing CIDP investment
programmes are leading to the intended outcomes, impacts and benefits for the
county citizenry.
b.) Provide feedback mechanism that regularly provide county with good quality
and timely monitoring and evaluation information regarding implementation
progress of development projects/programmes.
c.) Produce cumulative quarterly M&E reports
d.) Produce annual progress reports on implementation of CIDP and ADP, and
indicate the status of implementation of all development projects, service
delivery, and budget performances for all sectors.
e.) Disseminates reports and results of M&E in a timely manner to all stakeholders
for effective decision making;
f.) Adequately facilitates and prioritizes monitoring and evaluation units within the
sectors and through sufficient budgetary allocation in order to allow for effective
and efficient delivery of M&E reports

A County Technical M&E Committee (CoMEC) will oversee delivery, quality and
timeliness of reports and submission to the County Executive Committee for

375
consideration. Membership of the committee will be drawn from all county
departments.

At the sub-county level, the sub-county head of finance and planning directorate
will provide the secretariat of the MERL Committee. The Committee will be chaired
by the sub-county administrator. Membership will be drawn from all the
departments at the sub county level. The committee will responsible for producing
sub county reports for presentation to the County Technical M&E Committee.

Project level MERL Committees will be established. Among others, membership will
be drawn from project specific implementation representative stakeholders
(officials) and government departments. The committees will provide M&E reports
at the ward level and village level respectively.

The County Assembly will, through its Finance and Planning Committee, receive
and consider the MERL Reports from the Cabinet. The Committee will meet as per
the County Assembly calendar or as may be guided by its own rules.

376
 County Assembly Committee County Public Forum
(Finance and Planning)
County Public Forum

County MERL Committee

County MERL Committee

Technical Oversight Sector MERL

Committee Committees

Sub County MERL Committee

Sub County MERL Committee

Ward MERL Committee

Ward MERL Committee

Project Site MERL Committee

Figure 5.1: County Monitoring and

Figure 5.1: County Monitoring and Evaluation System (CIMES) Structure

5.2. MELR Capacity and Reporting Strategies

For the CIDP to be effectively implemented, MELR shall be coordinated by the MELR
Unit. However, the overall responsibility of overseeing and managing the monitoring
and evaluation of the CIDP will be on the CECM, Finance and Economic Planning. The
MELR Unit will work closely with the CIMES Committees and shall advice the CECM
to ensure that strategies are being implemented, performance is being measured,
progress reports are prepared and discussed, and corrective action is taken where
necessary.

Respective departments shall be accountable for the completion of stated tasks in the
CIDP. The MELR Unit will help build and develop their capacities to undertake MELR
activities. The CIDP targets will be translated to Departmental Annual Work Plans which
will enable the department to understand, identify their roles and be fully involved in
strategy implementation. The MELR Unit will aim at ensuring that detailed work plans

377
with clear performance indicators and responsibility for their achievement are
developed taking into consideration the prioritized activities in the County Annual
Development Plan as derived the CIDP. The CIMES Committee (COMEC) shall
coordinate with departments in cases of joint activities.
5.3. M&E Outcome Indicators
The M&E Outcome indicators and targets for the CIDP (2023-2027) are summarized in
the Results Matrix Table 5.1.:

Table 5.1.: Outcome Indicator Reporting

Programme Outcome Outcome Baseline Mid End Reporting

Indicator(s) Value Year Term Term Responsibility
Target Target

5.4. Data Collection, Analysis and Reporting

The County MELR Unit will collaborate with the sector working groups and
departmental MELR officers in formulating result indicators for tracking implementation
progress. The Unit will also develop data collection tools, conduct data collection and
undertake analysis and report writing. Further, the Unit will train and capacity build
other stakeholders to support in data collection, analysis. The Unit will prioritize
establishment of a computerized MELR platform to make the MELR processes simpler,
faster, more reliable and more transparent.

5.5. Dissemination and Feedback Mechanism

To effectively disseminate, get feedback, and engage citizens in MELR processes, the
following will be undertaken:
a) Monthly review meetings at the departmental level will be scheduled to ensure
implementation is on track;
b) Quarterly review meetings for MELR will be scheduled to get and give feedback
on the pertinent performance indicators;
c) The overall oversight of the CIDP and its implementation shall remain the principal
role of the MELR Unit within the department of Economic Planning. Therefore,
progress reporting will be an Agenda Item in all quarterly meetings;
d) A Strategy Review Workshop for all Departmental MELR Officers will be held
annually to evaluate the impact of operational plans at both operational and
strategic levels.
378
 e) MELR will be an integral part of Departmental staff performance Management
system and will be linked to annual staff appraisal

5.6. Citizen Engagement, Learning and Reporting

The constitution requires citizens to be supplied with information. Citizens will
therefore be involved in the design, implementation and use of findings of M&E
activities. Reporting the progress of implementation will be critical in adjusting strategic
directions and measuring performance. The reports shall be as follows:
a) Monthly Reports
b) Quarterly report
c) Biannual
d) Annual Report

5.7. Evaluation Plan

Evaluation of the County Integrated Development Plan 2023-2027 will include Annual
Performance Review at the end of each financial year. Further, there will be a midterm
evaluation and review during the third financial year to assess the extent to which the
Plan is meeting its set objectives and timelines. It will also gauge the relevance and
feasibility of the strategies and provide review opportunity for the remaining phase of
the plan. The end term review will be carried out at the end of the plan period and
will address effectiveness, efficiency, sustainability, challenges, lessons learnt, as well as
mitigation measures. The evaluations will be undertaken as described in Table 5.2 with
information sieving and funnelling as indicated in Figure 5.3. The review will also
develop the Terms of Reference for the development of the 4th Generation CIDP 2028-
2032. All evaluations will be spearheaded by the MELR Unit.

379
 Monitoring Analysis

Finance and Economic Public Administration

Monitoring Analysis and ICT
Planning

Agriculture, Public Administration

Finance andLivestock
Economic& Education &Technical
Fisheries and ICT
Planning Training

Youth, Sports, Culture Issues Education &Technical

Agriculture, Livestock &
& Social Services
Fisheries
Analysis Training
Lands, Physical Planning
& Urban Development
Issues
Youth, Sports, Culture
Analysis
& Social Services Lands, Physical Planning
Water, Irrigation, & Urban Development
Environment & Natural
Roads, Housing and
Resources
Infrastructure

Water, Irrigation, Problem

Roads, Housing and
Environment & Natural Analysis
Trade Infrastructure
Resources
Industrialization
Tourism and Problem
Health &
Analysis
Cooperative Sanitation
Development

Health &
Trade
Sanitation
Industrialization
Tourism and
Cooperative
Development

Solution
Problem

Solution
Problem

REPORT on the Monitoring, Evaluation and Learning

REPORT on the Monitoring, Evaluation and Learning

Figure 5.2: Monitoring, evaluation, learning and reporting System

380
Table 5.2.: Evaluation Plan
No Policy/ Evaluation Outcome(s) Use of the Commissioning Anticipated Anticipated Evaluation Source
Programme/ Title Evaluation Agency/ Evaluation Evaluation Budget of
Project Findings Partners Start Date End date (Kshs) Funding

1 CIDP 2023- Mid Term Improved Improve CEC- Finance June 2025 Sept. 2025 5M MCG
2027 Review implementation implementation and Economic
of the CIDP of the CIDP Planning
End Term Evidence-based Prioritization for CEC- Finance June 2027 Sept. 2027 7M MCG
Review planning for 4th Generation and Economic
2028-2032 CIDP 2018-2032 Planning
Medium Term
2. Health and Sector Services Improved Improve Respective June 2024 July 2024 2M MCG
Sanitation Sector & Programmes health Sector implementation Sector CECM
Programmes Evaluation service delivery of CIDP 2023-
2027 and
prioritization for
subsequent
sector budgets
3. Roads, Housing Sector Services Evidence-based Improve Respective December January 2M MCG
and & Programmes planning and implementation Sector CECM 2023 2024
Infrastructure Evaluation budgeting for of CIDP 2023-
Sector Roads, Housing 2027 and
Programmes and prioritization for
Infrastructure subsequent
Sector sector budgets
Programmes
4. Agriculture, Sector Services Improved Improve Respective June 2023 July 2023 2M MCG
Livestock and & Programmes agricultural implementation Sector CECM
Fisheries Sector Evaluation productivity of CIDP 2023-

381
 through 2027 and
continued prioritization for
modernizing of subsequent
agriculture sector budgets
sector
5. Finance and Sector Services Improved Improve Respective December January 2M MCG
Economic & Programmes Resource implementation Sector CECM 2025 2026
Planning Sector Evaluation Mobilization of CIDP 2023-
Strategies, Risk 2027 and
Management prioritization for
and Revenue subsequent
streams sector budgets
6. Youth, Sports, Sector Services Rejuvenated Improve Respective June 2026 July 2026 2M MCG
Culture and & Programmes sports activities, implementation Sector CECM
Social Services Evaluation empowered of CIDP 2023-
Sector youth and 2027 and
capacity-built prioritization for
communities subsequent
sector budgets
7. Education and Sector Services Improved Improve Respective June 2024 July 2024 2M MCG
Technical & Programmes Education implementation Sector CECM
Training Sector Evaluation Sector budget of CIDP 2023-
prioritization 2027 and
and prioritization for
performance subsequent
sector budgets
8. Lands, Physical Sector Services Improved Improve Respective June 2025 July 2025 2M MCG
Planning and & Programmes service delivery implementation Sector CECM
Evaluation of CIDP 2023-

382
 Urban in the lands 2027 and
Development Sector prioritization for
subsequent
sector budgets
9. Public Service Sector Services Improved Improve Respective June 2026 July 2027 2M MCG
and & Programmes public service implementation Sector CECM
Administration Evaluation provision and of CIDP 2023-
Sector participation of 2027 and
the community prioritization for
in County subsequent
development sector budgets
10. Trade, Sector Services Enhanced trade Improve Respective December January 2M MCG
Industrialization, & Programmes linkages implementation Sector CECM 2024 2025
Tourism and Evaluation through of CIDP 2023-
Cooperative properly 2027 and
Development prioritized prioritization for
sector budget subsequent
and service sector budgets
provision

383
 CHAPTER SIX
6. RESOURCE REQUIREMENTS AND IMPLEMENTATION FRAMEWORK
6.1. Overview
This chapter provides the county’s institutional arrangement and their specific roles
towards implementation of the CIDP (2023-2027). In addition, the chapter presents
the resource mobilization and management framework, asset management as well as
risk analysis and mitigation measures. The chapter also highlights the resource
requirements for developing capital projects and discusses methods for closing the
revenue gap for the plan period, including but not limited to methods for increasing
revenue generation, resource sharing with the national government, and methods for
securing external funding, among others.

6.2. Human Resource Requirement

The implementation of this CIDP 2023-2027 will require substantial utilisation of the
available and additional human capital. Towards this end, the county will carry out an
assessment of human capital and placement for effectiveness. It is also expected that the
identified gaps will be filled within the course of the CIDP plan period, as well as the
human capital development requirements that need to be fulfilled. The county will also
endeavour to build its human resource capital in terms of skills as may be required in
each sector to deliver the desired outcomes.

6.3. Institutional Framework for implementation of the CIDP

This CIDP will be implemented through a participatory approach that will involve all
stakeholders. This therefore implies that all the implementing county departments will
endeavour to identify roles and responsibilities of stakeholders in implementing
programmes and projects as per the CIDP. The participatory approach is expected to
improve efficiency and effectiveness in service delivery.
It is acknowledged that most of the projects are community-based. This therefore
implies that their participation will be critical in achieving the desired objectives in the
implementation of programmes and projects. Likewise, civil society contributions are
also acknowledged. In this case, national, regional and international NGOs will be
engaged as deemed appropriate.
In support of the programmes and projects, financing will be sourced from the county
government, national government, bilateral and multilateral agencies and UN
organisations. Participatory consultations, meetings and workshops will be considered
in the implementation of the CIDP.

The proposed organisational arrangements are demonstrated in Figure 6.1.

384
 COUNTY GOVERNMENT OF MURANG’A

County Assembly
County Public
Service Board
Governor
Development
County Assembly Speaker
Partners, State Agencies,
Private Sector Deputy Governor National Govt Depts,
World Bank, County Assembly Members Office of the Auditor
AfDB, UN General,
Agencies, County Executive Committee Office of the
County Assembly Committees
NGOs, FBOs, Controller of Budget
Civil Society
Organizations County Assembly Administration County Secretary

Public Finance & Agric. Roads, Trade, Health & Lands, Education Youth, Water,
Admin. & Economic Livestock Housing & Industry, Sanitation Physical & Sports, Irrigation,
ICT Planning & Infrastruct Tourism & Planning & Technical Culture & Environ. &
Fisheries ure Coop. Health & Urban Training Social Natural
Public Finance & Devt. Sanitation Devt. Services Resources
Admin. & Economic Roads, Education

Sub County Administration

Ward Administration

Figure 6.1: Organization Chart

385
Each stakeholder category has a specific impact and influence on County
implementation of the CIDP (2023-2027). Table 6.1 below provides a summarised
analysis of the key County stakeholders, the name of the institution, and the role it
plays in the implementation of the CIDP

Table 6.1.: Stakeholders’ arrangement in the Implementation of the CIDP

S/No Institution Role in Implementation of the CIDP
.
1. County • Monitor the process of planning, formulation and adoption
Executive • Facilitate its coordination within the County, and alignment with the
Committee plans, strategies and programmes of national and county
governments.
• Take appropriate steps to resolve any disputes or differences arising
from its planning, formulation, adoption or review
2. County • Approve the budget and expenditure of the county government in
Assembly accordance with Article 207 of the Constitution, and the legislation
contemplated in Article 220(2) of the Constitution, guided by Articles
201 and 203 of the Constitution
• Approve the borrowing by the county government in accordance
with Article 212 of the Constitution
• Approve county development planning
3. County • Implementation of programmes and projects in the CIDP
Government • Quality and timely service delivery
Departments • Adherence/compliance with the CIDP
4. County Planning • Coordinating integrated development planning and policy within the
Unit county management framework
• Ensuring linkages between county plans and the national planning
framework
• Ensuring meaningful engagement of citizens in the planning process
• Collection, collation, storage and updating of data and information
required for the implementation of the CIDP
5. Office of the • Facilitation and coordination of citizen participation in the
County development of policies and plans and delivery of service
Commissioner • Provision and maintenance of infrastructure and facilities of public
services
6. National • Strengthen financial and fiscal relations between the National
Planning Office Government and County Governments and support
at the county for county governments in performing their functions; Issue guidelines
on the preparation of county development planning.

386
7. Other National • Collaboration and partnership
Government • Formulating a national vision, periodic plans and policies for
Departments development.
and Agencies at
the county
8. Development • Financial support
Partners • Projects/programmes and technical assistance
9. Civil Society • Development support and mobilization of the Civil Society
Organizations • Monitor government policies and actions and hold government
accountable.
• Unite people to advance shared goals and interests
• Leads in taking action that safeguards public interest like litigating and
drafting petitions and policy papers
10. Private Sector • Collaboration and partnership
• Private sector businesses leverage governmental assets and resources
while developing, financing, owning and operating public facilities or
services
11. Suppliers and • Timely provision of quality products and services
Contractors
12. Local • Responsible citizenship
communities • Support to programmes implementation
13. Office of the • Responsible auditing and reporting on the accounts of any entity that
Auditor General is funded from public funds
14. Office of the • To oversee implementation of Government budgets through timely
Controller of authorization of withdrawals from Public Funds and reporting on
Budget utilization.
15. Local, national, • Support innovations, demonstrations and pilot projects thus
regional, overcoming short comings of the government in development.
international • Financial and technical assistance and training to government officials
NGOs and in development
professional
Institutions (e.g.,
WWF, WRI,
IUCN. OXFAM,
World Vision)
16. Development • Promoting long term development and poverty reduction by
Partners (e.g., providing technical and financial support to implement projects
World Bank,
Africa
Development

387
 Bank, IMF, EU
and USAID)
17. UN agencies • Support Sustainable Development
(UNICEF,
UNDP)
18. Faith based • Promote social-economic development of the society
organizations
(ACK, PCEA,
Catholic &
Islamic Faith)

6.4. Resource Mobilization and Management Framework

Resource mobilization and management framework provides the projected resource
requirements by sector, revenue projections, estimated resource gap and measures of
addressing the gaps. Among other recommendations, the county will ensure efficiency
and effectiveness of all budgetary resources availed to it for socio-economic
development. The adopted strategies will include:
a) Identify and address issues causing delays in implementing development
projects.
b) The County Public Service Board will establish an optimal staffing structure
to ensure expenditure on personnel emoluments complies with Regulation
25 (1) (b) of the Public Finance Management (County Governments)
Regulations, 2015.
c) The county shall address its revenue performance to ensure the approved
budget is fully financed
d) The county leadership will take charge of the worsening pending bills
situation to ensure genuine bills are paid without delay in the remaining
period of the financial year
e) The government policy is that salaries should be processed through the IPPD
system, and therefore the county will fast-track the acquisition of personal
numbers for their staff
f) The County Treasury will ensure timely preparation and submission of financial
reports to the Office of the Controller of Budget in line with Section 166 of the
PFM Act, 2012

6.4.1. Resource Requirement by Sector

The total resource requirement for the proposed programmes and projects for the
medium term 2023-2027 is estimated at Kshs. 73.438 billion as shown in Table 6.2.
The public Administration and ICT sector is estimated to utilize the biggest chunk of the

388
resources estimated at Kshs. 27.74 billion translating to 38.39%. This budget is inclusive
of all the staff salaries for all the departments amounting Kshs 22.22 billion. It is
followed by Health and Sanitation with estimated budget of Kshs. 11.07 billion
translating to 16.19 percent of the total budget. Roads, Housing and Infrastructure come
in third with an estimated resource requirement of Kshs. 6.792 billion translating to
9.40 percent of the total budget cost. The resource requirement per sector is
summarized in Table 6.2.

389
Table 6.2.: Summary of Sector Financial Resource Requirements

Sector Resource Requirement (Ksh. Million) % of total

budget
FY requirement
FY FY FY FY s
2023/ Total
2024/25 2025/26 2026/27 2027/28
24
Public
Administratio 5,479 5,446 5,601 5,680 5,537 27,743* 37.70
n and ICT
Finance and
Economic 195 167 201 197 243 1,003 1.36
Planning
Agriculture,
Livestock & 1,237 1,245 1,333 1,374 1,450 6,639 9.02
Fisheries
Education
and
613 688 720 741 738 3,500 4.76
Vocational
Training
Health &
2,447 2,442 2,452 2,330 2,353 12,024 16.34
Sanitation
Roads,
Housing and 1,225 1,431 1,455 1,360 1,322 6,793 9.23
Infrastructure
Water,
Irrigation,
Environment 713 759 795 845 858 3,970 5.40
and Natural
Resources
Youth, Sport,
Culture and
413 739 638 749 575 3,114 4.23
Social
Services
Trade,
Industrializati
on, Tourism
287 366 383 411 453 1,900 2.58
and
Cooperative
development
Lands,
Physical
Planning and 424 351 344 341 308 1,768 2.40
Urban
Development
County
1025 1025 1025 1025 1,030 5,130 6.97
Assembly
Total 13,803 14,324 14,715 14,680 14,746 73,584 100

* Inclusive of 22.22B Budget for staff salaries across all sectors

The analysis of the Sector Financial Resource Requirements indicates that the Health
sector accounts for 16.34% of the total CIDP 2023-2027 Budget. This allocation is

390
arguably above the Abuja Declaration recommendation of 15%. Likewise, allocations
of 9.02% to Agriculture, Livestock and Fisheries is slightly below the international
recommended percentage of 10%. Environment and climate change at 5.40% is above
the Climate Change Act, (2016) that recommended percentages of 1-2%.

6.4.2. Revenue Projections

The County’s sources of revenue include equitable share, conditional grants from
development partners, conditional allocations from loans and grants from the
Government of Kenya, Conditional allocations from loans and grants from the
development partners, own source revenue, public private partnerships as well as
financial and in-kind contributions from the members of the Public. The equalization
share for the county will be Kshs 55.4 billion conditional grants (GoK) at Kshs. 1.338
billion Conditional grants (Development Partners Kshs. 6.3 billion while revenue from
own sources will be Kshs 6 billion. Thus, the total expected revenue for the county will
be Kshs 69.03 billion over the five-year plan period. It is projected that by 2027/2028,
the total revenue will grow to about Kshs 69.03 billion as shown in Table 6.3.

391
Table 6.3.: Revenue Projections for FY 2023/2024 – 2027/2028
Type of Revenue Base year FY FY FY FY FY Five-year
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 Total
Equitable share 7,180,156,00 7,898,171,440.5 8,687,988,584. 9,556,787,443 10,512,466,00 11,563,712,00
0 0 55 0 0 48,219,125,46
8
Conditional grants 173,436,000 190,780,000 209,858,000 230,843,000 253,928,000 279,321,000
(GOK) 1,164,730,000
Conditional Grants 966,191,000 1,062,810,000 1,169,091,000 1,286,000,000 1,414,600,000 1,556,060,000
(Development 6,488,561,000
Partners)
Own Source Revenue 600,000,000 900,000,000 1,000,000,000. 1,200,000,000 1,400,000,000 1,500,000,000
6,000,000,00
0
Public Private - - - - - - -
Partnership (PPP)
Financial and In-kind - - - - - - -
contribution from
members of the public
Total 8,919,783,000 10,051,761,441 11,066,937,585 12,273,630,443 13,580,994,000 14,899,093,000 61,872,416,468
Source: Murang’a County Treasury

392
6.4.3. Estimated Resource Gap
The estimated resource requirement for the five years is Kshs. 72.268 billion against
the estimated resource revenue of Kshs. 61.869 billion creating a resource gap of
Kshs. 10.399 billion as shown in Table 6.4: The resource gaps will require a special
consideration to ensure appropriate strategies are developed and actualized for
effective delivery of programmes.

Table 6.4.: Resource Gaps

FY Requirement (Kshs. M) Estimated Revenue (Kshs. M) Variance (Kshs. M)

FY 2023/24 13,803 10,051 3,752

FY 2024/25 14,324 11,066 3,258

FY 2025/26 14,715 12,273 2,442

FY 2026/27 14,680 13,580 1,100

FY 2027/28 14,746 14,899 (153)

Total 72,268 61,869 10,399

6.4.4. Resource Mobilization and Management Strategies

For effective implementation of the CIDP (2023-2027), the County resource
mobilization strategies will be both internal and external. The internal strategy
focuses on enhancing the county own source revenue, while the external strategy
shifts the attention towards engaging external partners to finance implementation.

The external strategy involves deepening engagement with bilateral and

multilateral agencies, Public Private Partnerships, private foundations and diaspora
engagement as well as county community contributions. The county will leverage
on PPPs provided for in PPPs Act, 2021, as a source of financing of planned projects
including infrastructure development. The county will create a Resource
Mobilization Unit under Finance and Economic Planning Department to undertake
the resource mobilization and management roles. The Unit will be responsible for
development of bankable projects for resource mobilization.

Internal Strategies
The county will work closely with the National Government in the implementation
of priority programmes and projects toward realization of the Bottom-up
economic model e.g., affordable housing and public transport. Through public

393
private partnerships, the county will endeavour to harness efficiencies and expertise
that the private sector presents to the delivery of certain facilities.
Further, the county will mobilize resources through Public Private Partnerships to
fund infrastructural development. The county will also establish a public private
partnership framework to guide engagement with the private sector, as well as
identifying a number of infrastructural projects for engaging the private sector.

External Strategies
The external resource mobilisation strategies will entail, among others, developing
funding proposals targeting specific thematic areas for collaboration with
development partners. Suitable county specific policies will be developed,
reviewed, and enforced to ensure that the county administration creates an
enabling environment for social economic growth.

The policies developed aim at increasing more resources towards development

programmes, enhancing revenue mobilization through expansion of the e-revenue
scope, enforcement, identification of new revenue streams and improvement of
services; expenditure rationalization; expenditure efficiency, and effective
implementation of budget programs and training. The Monitoring, Evaluation,
Learning and Reporting Unit will play a pivotal role.

The county will build partnerships with bilateral & multilateral agencies and
financial institutions in the delivery of the third CIDP (2023-2027). The Resource
Mobilization Unit will develop a clear framework mapping all Public Benefit
Organizations and Non-Governmental Organizations clearly describing their
respective thematic and geographical areas for engagement, and coordination of
partners working within the County to avoid duplication of efforts.

In addition, the County Government will develop a clear investment policy

highlighting key investment advantages that the county offers by virtue of being
within the Nairobi Metropolitan Region. The policy will ensure both county
residents and the investors mutually benefit, as well as the realisation of ease of
doing business in the county.

The efficient use of available financial resources will be monitored through the
monitoring, learning and reporting system. This is a functional responsibility of the
Economic Planning Directorate, and will evaluate Country Fiscal Strategy Papers
(CFSP) to ensure conformity with the objectives of the CIDP (2023-2027). In
addition, the County Debt Management Strategy Paper will guide in ensuring that
debt levels remain affordable and sustainable. Deficit financing will be geared
towards funding the priority development initiatives identified in the CIDP that will
stimulate growth and development of the county.

394
6.5. Asset Management
Within the plan period, the county will endeavour to ensure effective utilisation of
available assets. This strategy will involve acquiring, developing, operating,
maintaining, refurbishing, or disposing of assets to ensure cost effectiveness. The
ultimate objective is to provide public services adequately and sustainably. Thus,
county government responsibility entails maintaining critical links among various
forms of assets and adjacent liabilities, and ensuring proper management of
liabilities by using assets to serve them.

The County Asset Management Framework has a system of rules, procedures, and
entities that informs and performs the tasks of Asset Management. Among all public
functions, Asset Management has some of the most direct effects on citizens’ quality
of life, although the effects are more recognizable when it is done poorly. This
overall responsibility covers fixed (or nonfinancial) assets, as well as current
financial assets and liabilities. Financial and nonfinancial assets are transient forms
of each other, and some assets are associated with liabilities that decrease their
value.

6.6. Risk Management

During the implementation process of the CIDP, the county will undertake county
risk management that entails identifying, assessing, monitoring, making decisions
on and communicating risk issues in the programmes and projects. The risks are
classified by category and the level of occurrence. Table 6.5. provides analysis of
the risks detailing plausible mitigation measures:

395
 Table 6.5.: Risk, Implication, Level and Mitigation
Risk Category Risk Risk Risk Level Mitigation measures
Implication (Low,
Medium,
High)
Fiscal Insufficient Stalled projects Medium a) Proper planning and
financial and budgeting processes
resources due to programmes b) Prudent utilization of
inadequate available resources in
funding and priority projects and
resource programmes that create
mobilization. optimal impact
c) Development of a resource
mobilization strategy that
include creation of Resource
Mobilization Unit
d) Investment in income
generating initiatives in
addition to the budgetary
allocation
e) Synergies with development
partners through proper
engagement framework
Technological Loss of revenue Unmet revenue High a) Automation of revenue
target collection
b) Streamlining current systems
through automation, ICT
systems development
Cyber security Breach of High Investment in cyber security risk
Risk valuable management
information
Climate Change Drought Reduced crop High a) Climate smart agriculture
productivity practices
b) Increased investment on
Irrigation fed agriculture
Operational Overlaps and Misappropriati Medium Collaborate and partnership
competing on of public with public institutions to build
mandates with funds synergies and avoid duplication
other public of efforts.
institutions
Organizational Inadequate Inefficiency Medium a) Timely and Qualified
Human Resource in service recruitment
Capacity delivery b) Conduct Competency gap
analysis and Identify staffing
levels to effectively deliver
on the plan
c) Develop systems and
processes that enhance
effectiveness, efficiency and
accountability.
396
 d) Capacity building through
training and team building
activities
Social Rigidity and Lack of High Development of a corporate
resistance to ownerships communication Strategy to
change by public ensure stakeholders and the
public participate in activities.
Rapid Poor waste Medium Increased Investment in sewer
urbanization disposal systems and timely garbage
collection
Exogenous Natural Stalled projects Low a) Enhanced disaster
Calamities and management strategies
programmes b) Contingency planning for
disasters
Additional
resource
burden
Court Cases Additional Low a) Strict adherence to laws and
resource regulations
burden b) Alternative conflict
resolution mechanisms
Delayed
project/progra
mme
implementatio
n

397
 Ann ex 1: Coun ty Factsheet

Information Category County Statistics (as National Statistics

at 2022) (as at 2022)
County Area:
Total area (Km2) 2,588.96
Non-arable land (Km²) 163.3
Arable land (Km²) 2,135
Size of gazetted forests (Ha) 25,440
Size of non-gazetted forests (Ha) 0
Approximate forest cover (%) 9.82
Water mass (Km2) 11.2
No. of rivers, lakes and wetlands protected
Total urban areas (Km2)
No. of quarry sites rehabilitated
No. of climate change adaptation
projects/programmes
TOPOGRAPHY AND CLIMATE
Lowest altitude (metres) 914
Highest (metres) 3,354
Temperature High 0C 33
range: Low 0C 9
Rainfall High (mm) 1,600
Low (mm) 1,500
Average relative humidity (%) 69.975
Wind speed (Kilometres per hour/knots) 12.311
DEMOGRAPHIC PROFILES
Total population 1,095,371
Total Male population 543,145
Total Female population 552,194
Total intersex Population 32
Sex ratio (Male: Female) 49.5:50.5
Projected Population Mid of 1,135,521
plan
period
(2025)
End of 1,163,103
plan
period
(2027)
Infant population (<1 year) Female 10,936
Male 11,302
Total 22,237
Population under five Female 46,435
Male 45,893
Total 92,328

398
Pre- Primary School population Female 34,802
(3-5) years Male 35,219
Total 70,021
Primary school age group (6-13) Female 95,798
years Male 97,624
Total 193,422
Female 76,187

Title County Statistics (as National

at 2022) Statistics (as at
2022)
Secondary school age group (13 Male 82,814
- 19) years Total 159,001
School Going Population as per CBC Curriculum
Pre- Primary School population Female 34,802
(3-5) years
Male 35,219
Total 70,021

Primary school age group (6-12) Female 83,271

years
Male 84,733
Total 168,004

Junior Secondary School age Female 35,800

group (13 - 15) years
Male 37,825
Total 73,625

Senior Secondary School age Female 31,607

group (16 - 18) years
Male 34,927
Total 66,534
Youthful population (15-34) Female 162,445
years Male 166,615
Total 329,060
Women of reproductive age (15 - 49) years 259,682
Labour force (15-64) years Female 323,318
Male 324,054
Total 647,372
Aged population (65+) Female 53,350
Male 39,526
Inter-sex
Total 92,874
Population aged below 15 years 355,078
Eligible Voting Population Name of
constituency
399
 1. Kiharu 129,562
2. Kangema 52,810
3. Gatanga 116,515
4.Mathioya 59,758
5.Kigumo 86,130
6.Kandara 110,219
7.Maragua 114,142
Total (county) 669,137
No. of Urban (Market) Centres with population 6
>2,000
Urban population (By Urban Centre)
Murang’a Female 23,074
Male 21,828
Total 44,902

Maragua Female 4,759

Male 4,153
Total 8,912
Kenol Female 23,715
Male 21,986
Total 45,701
Kangari Female 2,257
Male 1,989
Total 4,246
Kiria-ini Female 2,113
Male 1,806
Total 3,919
Sabasaba Female 1,356
Male 1,171
Total 2,527

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
Rural population Female 494,920
Male 490,212

Intersex 32
Total 985,164
Population Density (persons Murang'a East 458
per km2) by Sub-county Kangema 464

400
 Mathioya 521
Kahuro 522
Murang'a South 338
Gatanga 314
Kigumo 566
Kandara 742
Incidence of landlessness (%) 0.2
Percentage of farmers with title deeds (%) 99.8
Mean holding size (in Acres) 1.4
Labour force by sector (No.) Agriculture: Male
Female
Intersex
Rural self-employment:
Male
Female
Intersex
Urban self-
employment: Male
Female
Intersex
Wage employment:
Male
Female
Intersex
Unemployment levels (%) Male
Female
Intersex
Total
Total number of households 318,105
Average household size 3.3
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 10,411
Hearing 4,402
Speech 3,664
Physical 18,630
Mental 8,012
Other 5,822

401
 Total 50,941
Orphans and Vulnerable
children (OVCs) (No.)
Number of street Families
Orphanages (No.)

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
Rescue centres (No.) 1
Gender Protection Units 0
(No.)
Correction/rehabilitation 2
facilities (No.)
POVERTY INDICATORS
Absolute poverty (%)
Rural poor (%)
Food poverty (%)
Contribution to National Poverty (%)
HEALTH
Five most common diseases (in order of prevalence) URTI
Diseases Of The
Skin
Arthritis/Joint
Pains
Intestinal Worms
Amoebiasis
Infant Mortality Rate (IMR)/1000 30/1000
Neo-Natal Mortality Rate (NNMR)/1000 10/1000
Maternal Mortality Rate (MMR/100,000) 77/100000
Post Neo-Natal Mortality Rate (PNNMR)/1000 9/1000
Child Mortality Rate (CMR)/1000 10/1000
Under Five Mortality Rate (U5MR)/1000 11/1000
Prevalence of stunting (Height for Age) 16.1/1000
Prevalence of wasting (Weight for Height) 12/1000
Prevalence of underweight (Weight for Age) 12.7/1000
Life expectancy Male 63
Female 64.5
Health Facilities (No.)
By Sub-county
Hospitals Murang’a East 2
Kahuro 1
Kangema 1
Mathioya 1
Kigumo 2
Kandara 4

402
 Maragua 3
Gatanga 2
Health Centres Murang’a East 1
Kahuro 6
Kangema 4
Mathioya 4
Kigumo 3
Kandara 0
Maragua 4
Gatanga 6
Dispensaries Murang’a East 8
Kahuro 8
Kangema 16
Mathioya 15
Kigumo 17
Kandara 24
Maragua 15
Gatanga 20
Private Clinics Murang’a East 13
Kahuro 3
Kangema 6
Mathioya 4
Kigumo 7
Kandara 4
Maragua 20
Gatanga 16
Nursing Homes Murang’a East 0
Kahuro 0
Kangema 0
Mathioya 0
Kigumo 0
Kandara 0
Maragua 0
Gatanga 0
Maternity Bed capacity Murang’a East 51
Kahuro 25
Kangema 33
Mathioya 39
Kigumo 42
Kandara 74
Maragua 84
Gatanga 21
Youth friendly centres Murang’a East 0
Kahuro 0
Kangema 0
Mathioya 0
403
 Kigumo 0
Kandara 0
Maragua 0
Gatanga 0
Health Facility Bed Capacity Murang’a East 211
Kahuro 79
Kangema 30
Mathioya 88
Kigumo 30
Kandara 137
Maragua 95
Gatanga 31
ICU Beds Murang’a East 35
Kahuro 0
Kangema 0
Mathioya 4
Kigumo 0
Kandara 1
Maragua 0
Gatanga 0
Doctor/patient ratio Murang’a East 1:12500
Kahuro 1:25200
Kangema 1:22000
Mathioya 1:31000
Kigumo 1:15700
Kandara 1:37400
Maragua 1:11064
Gatanga 1:32600
Nurse/patient ratio Murang’a East 1:1220
Kahuro 1:1400
Kangema 1:1397
Mathioya 1:1328
Kigumo 1:1400
Kandara 1:1798
Maragua 1:1346
Gatanga 1:1250
Clinical Officers Murang’a East 51
Kahuro 18
Kangema 20
Mathioya 13
Kigumo 27
Kandara 16
Maragua 38
Gatanga 18
Ithanga 12

404
Information Category County Statistics (as at National
2022) Statistics (as at
2022)
Laboratory Technicians Murang’a East 33
Kahuro 17
Kangema 17
Mathioya 14
Kigumo 23
Kandara 27
Maragua 27
Ithanga 8
Gatanga 25
HIV prevalence (%) 2.6%
Patients on ARVs (No.) 16,740
Average Distance to Health facility (km) 8
Antenatal Care (ANC) (%) 87.4
Health Facility Deliveries (%) 79
Registered traditional herbalists and medicine- 0
men (No.)
Contraceptive use by women of reproductive 72.7
age (15-49 yrs) (%)
Immunization coverage (%) 87.9
CHVs (No.) 2,650
Crude Birth rate 30.4
Crude death rate 10.3
AGRICULTURE, LIVESTOCK & FISHERIES
Crop Farming
Average farm size (Small scale) (acres) 1.4
Average farm size (Large scale) (acres) 16
Main Crops Produced
Food crops Maize-970,783-90kg bags

Beans-149,993-90 kg bags
Sorghum- 248.0-90kgbags

Bananas- 80,897 Tonnes

Sweet potatoes- 8,156

Tonnes
Cassava- 4,820 Tonnes

Rice- 4,500-90kg bags

Horticultural crops Tomatoes

Cabbages
Kales
Spinach
405
 French beans
Cash crops Tea-
173,880,982Kgs;17,860Ha
Coffee-
26,332,151Kgs;14,555Ha
Pawpaw- 1,571.52 Tonnes
Avocado- 121,800 Tonnes
Mangoes- 5,507.1 Tonnes
Macadamia- 5,041 Tonnes
Total acreage under food crops (acres) 329,234
Total acreage under cash crops (acres) 177,636
Main storage facilities (Maize cribs, store and Grain store-1
warehouses) Milk cooler-
Granaries
Extension officer farmer ratio
Livestock Farming
Number of livestock Dairy Cattle 326,802
Beef Cattle 39,681
Goats 178,498
Sheep 59,782
Camel 0
Donkey 1,001
Pigs 63,074
Rabbits 61,298
Poultry 1,630,974
Others -
Number of Ranches 1
Extension officer farmer ratio 1:3,700
Irrigation Infrastructure
Irrigation schemes Small (<5 Acres) 0
Large (>5 Acres) 36
Type of Livestock, Population and Value
Dairy cattle Quantity (Total 326802
Population)
Value (Kshs.) 26,144,160,000
Beef cattle Quantity (Total 39,681
Population)
Value (Kshs.) 1,587,240,000
Goat Quantity (Total 178,498
Population)
Value (Kshs.) 1,784,980,000
Sheep Quantity (Total 59,782
Population)
Value (Kshs.) 358,692,000

406
Information Category County Statistics (as National
at 2022) Statistics (as at
2022)
Camel Quantity (Total 0
Population)
Value (Kshs.) 0
Livestock Products and Their Value (Annual)
Milk Quantity (kg.) 143,374,567
Value (Kshs.) 5,734,982,680
Beef Quantity (Kgs) 5,893,500
Value (Kshs.) 2,475,270,000
Chevon Quantity (Kgs) 54,450
Value (Kshs.) 27,225,000
Mutton Quantity (Kgs) 58,455
Value (Kshs.) 29,227,500
Pork Quantity (Kgs) 2,114,325
Value (Kshs.) 951,446,250
Chicken meat Quantity (Kgs) 1,183,795
Value (Kshs.) 591,897,500
Honey Quantity (Kg.) 151,335
Value (Kshs.) 90,801,000
Hides Quantity (kg.) 39,126
Value (Kshs.) 1,173,780
Eggs Quantity (Trays) 3,781,498
Value (Kshs.) 1,323,524,300
FISHERIES
Fish traders (No.) 18
Fish farm families (No.) 2,146
Fish ponds (No.) 2,127
Fish Tanks (No.) 8
Area of fish ponds (m2) 530,000
Main species of fish catch (list Cat fish 4.2
with tonnage) Tilapia 8.1

Fishing nets (No.) N/A

No. of fish landing sites N/A
No. of Beach Management N/A
Units
OIL AND MINERAL RESOURCES
Mineral and Oil potential (explain)
Ongoing mining and extraction activities (Quarry, sand harvesting, cement
etc.)
FORESTRY
No. of gazetted forests 5
No. of non-gazetted forests 0
No. of community forests 0

407
No. of people engaged in forestry
Seedling Forest Nurseries (No. of
production seedlings)
Private Nurseries (No. of
seedlings)
Quantity of timber produced(m³)
EDUCATION AND TRAINING
Pre-Primary School
No. of ECD centres 676
No. of ECD teachers 1,040
Teacher/pupil ratio 1:39
Total Enrolment Girls 20,491
Boys 20,880

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
Average years of attendance (years) 4
Transition rate % 99
Primary Schools
Number of primary schools 513
Number of teachers 5,596
Teacher/pupil ratio 1:34
Total enrolment Boys 98,267
Girls 93,409
Dropout rate %
Enrolment rate %
Retention rate %
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 5
No. of Integrated Schools 131
Number of teachers 211
Teacher/pupil ratio 1:12
Total enrolment Boys 1,272
Girls 947
Dropout rate %
Enrolment rate %
Retention rate %
Secondary Schools
Number of secondary schools 316
Number of teachers 5,222
Teacher/student ratio 1:24
Total enrolment Boys 61,904

408
 Girls 63,658
Dropout rate %
Enrolment rate %
Retention rate %
Proportion of community 0 – 1Km
nearest to public secondary 1.1 – 4.9Km
school 5Km and more
Vocational Training Centres No. 70
Enrolment 7,214
Attendance 5,770
Tertiary Education No. of TVETS 7
(accredited public and No. of universities 2
private) Enrolment (desegregate
by sex)
Attendance
Adult Literacy Number of adult 173
literacy centres
Enrolment 1,952
Attendance 1,232
Literacy rate (%) Male
Female
Total 86
Ability to read Can read (%)
Cannot read (%)

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
Ability to write Can write (%)
Cannot write (%)
Ability to read and write Can read and write (%)
Cannot read and write
(%)
Percentage of schools with Electricity
access to: Internet
Computers
TOURISM AND WILDLIFE
Hotels by category (No.) Five star None
Four star 2
Three star None
Two star None
One star None
Unclassified 10 30,800
Hotel bed capacity by Five star N/A
category (No.) Four star 420
Three star N/A

409
 Two star N/A
One star N/A
Unclassified 640 22.5m
Animal Types ((No.) Elephants N/A 36,280
Rhino N/A 1,739
Lion N/A 2,589
Leopards N/A 1,160
Vervet monkey 5,000
Number of Wildlife Game parks 1 27
Conservation Areas (No.) Reserves NONE 34
Conservancies NONE 100+
Game ranches NONE No verified
info..
Number of tourists visiting Domestic
attraction sites, annually Foreign
(No.)
Museums (list) None
Heritage and Cultural sites (No.) 5 22
Social amenities
Talent Academies (No.) 0
Sports stadia (No.) 10
Libraries /information documentation centres (No.) 2
Social halls/Recreation Centres (No) 5
Public Parks (No) 0
FINANCIAL SERVICES
Number of co-operative societies
Active cooperative societies (No.) 443
Dormant cooperatives societies (No.) 29
Collapsed Cooperatives (No.) 46
Total Registered Membership (No.) 659,351
Commercial banks (No.) 7
Micro-finance Institutions (No.) 6
Mobile money agents (No.)
Village Savings and Loan Associations (No.)
Community Organizations/Non-State Actors
Public Benefits NGOs
Organizations (PBOs) CBOs 270

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
FBOs
special interest groups
BLUE ECONOMY
Total Area under marine protection 0
Total area of marine reserves 0

410
ENVIRONMENTAL MANAGEMENT
Volume of solid waste generated: Daily/Annual 250 tonnes
Volume of solid waste collected & Disposed: 70 tonnes
Daily/Annual
Proportion of waste recycled 10
No. of Material Recovery Facilities 0
No. of Waste Management Facilities 3
WATER AND SANITATION
Households with access to piped water (No.) 161,311
Households with access to portable water (No.) 156,467
Permanent rivers (No.) 15
Shallow wells (No.) 2,740
Protected springs (No.) 95
Un-protected springs (No.) 345
Water pans (No.) 85
Dams (No.) 12
Boreholes (No.) 250
Distribution of Households Piped into dwelling 52
by Piped 32
Main Source of water (%) Rain/harvested 2
Borehole 7
Protected well 2
Protected spring 1.5
Unprotected well 1
Unprotected spring 0.5
Stream 1.4
Water Vendor 0.4
Dam 0.1
Pond 0.1
Lake 0
Water supply schemes (No.) 5
Average distance to nearest water point (km)
Households distribution by 0 0
time taken (minutes, one 1-4 156,900
way) to fetch drinking 5-14 163,860
water: 15-29 110
30-59 230
60+ 220
No. of Water Resource User Associations (WRUA) 17
established
Households with latrines Flush toilet 6.17
(%) VIP Latrine 3.99
Uncovered Pit Latrine 89.84
Bucket 0
Collected by local 10
Authority

411
Community distribution by Collected by Private 1
type of waste/garbage firm
disposal (%):

Information Category County Statistics (as National

at 2022) Statistics (as at
2022)
Garbage pit 60
Burning 10
Public garbage heap 20
Farm Garden 6
Neighbourhood 0
Community group
ENERGY
Households with electricity connection (prop.) % 60.5
% of trading centres connected with electricity 99
HHs distribution by main Electricity (%) 0.4
cooking fuel Gas (LPG) (%) 17.0
Biogas (%) 0.6
Solar (%) 0.0
Paraffin (%) 4.7
Firewood (%) 74.8
Charcoal (%) 2.5
HHs distribution by main Electricity (%) 60.5
lighting fuel Gas (LPG) (%) 0.1
Biogas (%) 0.1
Solar (%) 8.8
Paraffin (%) 27.3
Tin lamp (%) 3.1
Fuel wood (%) 0.1
HOUSING
Type of Housing Permanent (%) 48
Semi-permanent (%) 52
Roofing material Iron Sheets (%) 95
Grass thatched (%) 0.18
Tiles (%) 4.82
Housing wall Bricks (%) 40
Mason stones (%) 2
Mud (%) 58
Floor type Cement (%) 39
Earthen (%) 60
Clay (%) 1
INFRASTRUCTURE
Road Length
Bitumen surface (km) 714.15

412
Gravel surface (km) 1,482
Earth surface (km) 798.4
Railway line (km) 65
Railway stations (No.) 1
Major bus parks (No.) 5
Lorry parks (No.)
Operational Airports (No.) 0
Operational Airstrips (No.) 0
Telecommunication
Number of telephone connections
% of county covered by CDMA wireless
Mobile network coverage (%) 98
Proportion of population with internet/broadband
connectivity
Information Category County Statistics (as National
at 2022) Statistics (as at
2022)
Private couriers (No.) 20
Post Offices (No.) 6
Licensed stamp vendors (No.) 0
TRADE AND INDUSTRY
Trading centres (with >2000 population) (No.) 154
Registered retail traders (No.) 20,554
Registered wholesale traders (No.) 347
Jua kali Associations (No.) 2
Major industries (No.) 21
Micro, Small and Medium Enterprise (No.) 48,321
Flood lights/street lights (No.) 250
No of Market Stalls 2,109
Disaster Management
Fire engines (No) 8
Fire stations (No) 3
Fire fighters (No) 38
Ambulance (No) 0

413
 Annex 2: Population Projection (by Sub County and Sex )

Sub County 2019 Census 2022 Projections 2025 Projections 2027Projections

M F T M F T M F T M F T
Murang'a East 54,665 55,645 110,311 56,669 57,685 114,354 58,746 59,799 118,546 60,173 61,252 121,425
Kangema 39,582 40,862 80,447 41,033 42,360 83,396 42,537 43,912 86,453 43,570 44,979 88,553
Mathioya 45,454 47,359 92,814 47,120 49,095 96,216 48,847 50,894 99,743 50,034 52,131 102,166
Kahuro 43,352 44,834 88,193 44,941 46,477 91,426 46,588 48,181 94,777 47,720 49,351 97,079
Murang'a South 91,732 93,087 184,824 95,094 96,499 191,599 98,580 100,036 198,622 100,975 102,466 203,446
Gatanga 94,437 93,548 187,989 97,899 96,977 194,880 101,487 100,532 202,023 103,952 102,974 206,930
Kigumo 67,989 68,929 136,921 70,481 71,456 141,940 73,065 74,075 147,143 74,839 75,874 150,717
Kandara 86,698 88,393 175,098 89,876 91,633 181,516 93,170 94,992 188,170 95,433 97,299 192,740
Aberdare Forest 31 12 43 32 12 45 33 13 46 34 13 47
Total 523,940 532,669 1,056,640 543,145 552,194 1,095,372 563,053 572,434 1,135,523 576,730 586,339 1,163,103

414
 Annex 3: Local Revenue Projections (2022 -2028)
Type of Revenue Projections

2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 Total

Licenses 109,403,052 164,104,578 182,338,420 218,806,104 255,273,788 273,507,630 1,203,433,572

Plot Rent/Land Rates 54,879,659 82,319,489 91,466,099 109,759,319 128,052,538 137,199,148 603,676,252

Other Cess Revenue 31,498,387 47,247,580 52,497,312 62,996,774 73,496,236 78,745,967 346,482,256

House Rent/Stall/Hall 5,530,210 8,295,315 9,217,017 11,060,420 12,903,823 13,825,525 60,832,310

Bus Park Fee 20,232,261 30,348,392 33,720,436 40,464,523 47,208,610 50,580,653 222,554,875

Parking Fee 21,907,744 32,861,616 36,512,907 43,815,488 51,118,069 54,769,360 240,985,184

Barter Market Fee 41,220,154 61,830,231 68,700,256 82,440,307 96,180,359 103,050,384 453,421,691

Plan Approval 9,982,724 14,974,086 16,637,874 19,965,449 23,293,023 24,956,811 109,809,967

Self Help Group 1,369,513 2,054,270 2,282,522 2,739,027 3,195,531 3,423,784 15,064,647

Morg. Fee 1,824,822 2,737,232 3,041,369 3,649,643 4,257,917 4,562,054 20,073,037

Sub Division/Transfer 6,409,863 9,614,794 10,683,105 12,819,726 14,956,347 16,024,657 70,508,492

Liquor 30,437,863 45,656,794 50,729,772 60,875,726 71,021,680 76,094,657 334,816,492

415
Type of Revenue Projections

2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 Total

Motor Bikes 2,262,942 3,394,412 3,771,569 4,525,883 5,280,197 5,657,354 24,892,357

Slaughter 1,975,535 2,963,302 3,292,558 3,951,069 4,609,581 4,938,837 21,730,882

Building Materials & Other 48,087,702 72,131,553 80,146,170 96,175,404 112,204,638 120,219,255 528,964,722
Cess

Advertisement 6,550,890 9,826,335 10,918,150 13,101,780 15,285,410 16,377,225 72,059,790

Education & Poly 171,830 257,746 286,384 343,661 400,937 429,576 1,890,134

Other Land Based Revenue 4,121,006 6,181,508 6,868,343 8,242,011 9,615,680 10,302,514 45,331,062

Sale Of Forms 3,743,223 5,614,834 6,238,704 7,486,445 8,734,186 9,358,056 41,175,448

Conservancy 9,773,354 14,660,032 16,288,924 19,546,709 22,804,494 24,433,386 107,506,899

Impounding Fees 1,723,609 2,585,413 2,872,681 3,447,217 4,021,754 4,309,022 18,959,696

Penalties 469,262 703,893 782,104 938,525 1,094,945 1,173,156 5,161,885

Fire Fighting 12,176,340 18,264,511 20,293,901 24,352,682 28,411,462 30,440,852 133,939,748

Land Housing & Phy. 1,525,928 2,288,891 2,543,213 3,051,855 3,560,498 3,814,819 16,785,204
Planning

416
Type of Revenue Projections

2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 Total

Mariira Farm 176,269 264,404 293,782 352,538 411,295 440,673 1,938,961

Cooperatives (Audit) 684,797 1,027,195 1,141,328 1,369,593 1,597,859 1,711,991 7,532,763

Livestock (A.I) 2,240,725 3,361,088 3,734,542 4,481,450 5,228,359 5,601,813 24,647,977

Meat Inspection 9,043,420 13,565,132 15,072,368 18,086,842 21,101,316 22,608,553 99,477,631

Vet. Clinical Servi 1,251,859 1,877,788 2,086,431 2,503,717 2,921,004 3,129,647 13,770,446

Hospitals /H.C 136,584,010 204,876,014 227,640,016 273,168,019 318,696,022 341,460,024 1,502,424,105

Public Health 21,760,305 32,640,458 36,267,176 43,520,611 50,774,046 54,400,764 239,363,360

Weight & Measures 980,742 1,471,113 1,634,569 1,961,483 2,288,397 2,451,854 10,788,158

Total 600,000,000 900,000,000 1,000,000,000 1,200,000,000 1,400,000,00 1,500,000,00 6,600,000,00

0 0 0

417
 Annex 4: Irrigation Projects (2023 -2027)

Irrigation Projects
Project Name Location Objective Description of Performance Indicator Time- Implementing Cost
key activities frame Agencies (Kshs)
Gachirago Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & 100M
Kiharu Sub- County irrigation to 100 of the scheme - No. of households 2027 community
members to irrigate 10 irrigating.
Ha.
Kandundu Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & 600M
Kiharu Sub- County irrigation to 500 of the scheme - No. of households 2027 community
members to irrigate 60 irrigating.
Ha.
Mukurwe wa Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 750M
Nyagathanga Kiharu Sub- County irrigation to 2000 of the scheme - No. of households 2027
households to irrigate irrigating.
200Ha.
Gathinja Wangu ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 150M
Kiharu Sub- County irrigation to 150 of the scheme - No. of households 2027
households to irrigate irrigating.
15Ha
Gakenia Mbiri ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 80M
Kiharu Sub- County irrigation to 140 of the scheme - No. of households 2027
households to irrigate 15 irrigating.
Ha
Kiariua Wangu ward, To supply water for Construction -Area under irrigation 2023- MCG & 50M
Kahuro Sub- County irrigation to 80 members of the scheme - No. of households 2027 community
to irrigate 10 Ha. irrigating.

418
KAKAGI Mugoiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 300M
Kahuro Sub- County irrigation to 300 of the scheme - No. of households 2027 community
members to irrigate 30 irrigating.
Ha.
Ndugaki Mugoiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 400M
Kahuro Sub- County irrigation to 400 of the scheme - No. of households 2027 community
members to irrigate 50 irrigating.
Ha.
Gakima Murarandia ward, To supply water for Construction -Area under irrigation 2023- MCG & 820M
Kahuro Sub- County irrigation to 800 of the scheme - No. of households 2027 community
members to irrigate 80 irrigating.
Ha.
Mbagiki Mugoiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 200M
Kahuro Sub- County irrigation to 200 of the scheme - No. of households 2027 community
members to irrigate 20 irrigating.
Ha.
Marigu Ithiru ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 150M
Kandara Sub- irrigation to 154 of the scheme - No. of households 2027
County households to irrigate 16 irrigating.
Ha
Ruchu Ithiru ward, To supply water for Construction -Area under irrigation 2023- MCG & 120M
Kandara Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Mugiki Ruchu ward, To supply water for Construction -Area under irrigation 2023- MCG & 300M
Kandara Sub- irrigation to 250 of the scheme - No. of households 2027 community
County members to irrigate 25 irrigating.
Ha.

419
Gikui Kirikoini Ithiru ward, To supply water for Construction -Area under irrigation 2023- MCG & 100M
Kandara Sub- irrigation to 100 of the scheme - No. of households 2027 community
County households to irrigate 10 irrigating.
Ha
Ajibika Ruchu & Ithiru To supply water for Completion -Area under irrigation 2023- MCG & 550M
wards, irrigation to 1,000 of gravity - No. of households 2027 community
Kandara Sub- households to irrigate mains & irrigating.
County 100 Ha. distribution
system

Kibarabari Ruchu ward, To supply water for Construction -Area under irrigation 2023- MCG & 200M
Kandara Sub- irrigation to 150 of the scheme - No. of households 2027 community
County members to irrigate 15 irrigating.
Ha.
Mucika Ithiru ward, To supply water for Construction -Area under irrigation 2023- MCG & 500M
Kandara Sub- irrigation to 400 of the scheme - No. of households 2027 community
County members to irrigate 40 irrigating.
Ha.
Kioneki Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & 650M
Gatanga Sub- irrigation to 1000 of the scheme - No. of households 2027 community
County members to irrigate 100 irrigating.
Ha.
Ndakaini- Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 750M
Wanduhi Gatanga Sub- irrigation to 400 of the project - No. of households 2027
County households to irrigate 45 irrigating.
Ha.
Mbogiti Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 800M
Gatanga Sub- irrigation to 2200 of the scheme - No. of households 2027
County households to irrigate irrigating.
220 Ha

420
Gathwariga Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & 200M
Gatanga Sub- irrigation to 150 of the scheme - No. of households 2027 community
County members to irrigate 15 irrigating.
Ha.
Iria kiriga Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & 150M
Gatanga Sub- irrigation to 130 of the scheme - No. of households 2027 community
County members to irrigate 13 irrigating.
Ha.
Aberdare Kariara ward, To supply water for Construction -Area under irrigation 2023- MCG & 500M
Gatanga Sub- irrigation to 400 of the scheme - No. of households 2027 community
County members to irrigate 40 irrigating.
Ha.
Kakuzi Kakuzi/Mitumbiri To supply water for Construction -Area under irrigation 2023- MCG & 400M
wards, irrigation to 350 of the scheme - No. of households 2027 community
Gatanga Sub- members to irrigate irrigating.
County 35Ha.
Kariara Kigumo ward, To supply water for Construction -Area under irrigation 2023- MCG & 100M
Kigumo Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Nyanjigi Muguru Ward, To supply water for Completion -Area under irrigation 2023- MCG & NIA 500M
Kangema Sub- irrigation to 1,000 of distribution - No. of households 2027
County households to irrigate system irrigating.
200 Ha.
Mithanga Rwathia Ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 650M
Gachogi Kangema Sub- irrigation to 500 of the scheme - No. of households 2027
County households to irrigate 50 irrigating.
Ha

421
Kayu Rwathia Ward, To supply water for Construction -Area under irrigation 2023- MCG & 350M
Kiawambogo Kangema Sub- irrigation to 350 of the scheme - No. of households 2027 community
County households to irrigate 35 irrigating.
Ha
Kenyanjeru Rwathia Ward, To supply water for Construction -Area under irrigation 2023- MCG & 250M
Rwathia Kangema Sub- irrigation to 300 of the scheme - No. of households 2027 community
(Kenrwa) County households to irrigate 30 irrigating.
Ha
Kanyenyaini Kanyenya-ini, To supply water for Construction -Area under irrigation 2023- MCG & NIA 800M
Ward irrigation to 1000 of the project - No. of households 2027
Kangema Sub- members, to irrigate 100 irrigating.
County Ha.
Gacharaigu Muguru Ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 330M
Kangema Sub- irrigation to 400 of the project - No. of households 2027
County members to irrigate 40 irrigating.
Ha.
Marimira Muguru Ward, To supply water for Construction -Area under irrigation 2023- MCG & 30M
Kangema Sub- irrigation to 80 members of the scheme - No. of households 2027 community
County to irrigate 8 Ha. irrigating.
Mirira Mbiri ward, To supply water for -Area under irrigation 2023- MCG & NIA 600M
Construction
Kiharu Sub- County irrigation to 2300 - No. of households 2027
of the project
members to irrigate 260 irrigating.
Ha.
Thathawa Mbiri ward, To supply water for Completion -Area under irrigation 2023- MCG & 400M
Kiharu Sub- County irrigation to 350 of distribution - No. of households 2027 community
members to irrigate 40 system irrigating.
Ha.
Kiangoci Mbiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 300M
Mucunguca Kiharu Sub- County irrigation to 300 of the scheme - No. of households 2027 community
members to irrigate 30 irrigating.
Ha.

422
Kiangage Mbiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 400M
Kiharu Sub- County irrigation to 350 of the scheme - No. of households 2027 community
members to irrigate 35 irrigating.
Ha.
Kakamu Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & 350M
Kiharu Sub- County irrigation to 300 of the scheme - No. of households 2027 community
members to irrigate 30 irrigating.
Ha.
Kamakiga Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & 50M
Kiharu Sub- County irrigation to 100 of the scheme - No. of households 2027 community
members to irrigate 10 irrigating.
Ha.
Ndikwe valley Mbiri ward, To supply water for Construction -Area under irrigation 2023- MCG & 35M
Kiharu Sub- County irrigation to 60 members of the scheme - No. of households 2027 community
to irrigate 6 Ha. irrigating.

Mukurwe Gaturi ward, To supply water for Construction -Area under irrigation 2023- MCG & 300M
mweru Kiharu Sub- County irrigation to 1000 of the scheme - No. of households 2027 community
members to irrigate 100 irrigating.
Ha.
Mirichu - Mugoiri ward, To supply water for Completion -Area under irrigation 2023- MCG & NIA 518M
Murika Kahuro Sub- County irrigation to 2000 of distribution - No. of households 2027
members to irrigate 400 system irrigating.
Ha.

Wakio Wangu ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 400M
Kahuro Sub- County irrigation to 350 of the scheme - No. of households 2027
households to irrigate 35 irrigating.
Ha

423
Kangari Kinyona ward, To supply water for Construction -Area under irrigation 2023- MCG & 300M
Kigumo Sub- irrigation to 300 of the scheme - No. of households 2027 community
County members to irrigate 30 irrigating.
Ha.
Muthithi Muthithi ward, To supply water for Construction -Area under irrigation 2023- MCG & 50M
Kigumo Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Boro Kinyona ward, To supply water for Construction -Area under irrigation 2023- MCG & 40M
Kigumo Sub- irrigation to 80 members of the scheme - No. of households 2027 community
County to irrigate 8 Ha. irrigating.
Gachororima Kigumo ward, To supply water for Construction -Area under irrigation 2023- MCG & 30M
Kigumo Sub- irrigation to 80 members of the scheme - No. of households 2027 community
County to irrigate 8 Ha. irrigating.
Kiahigaini Kigumo ward, To supply water for Construction -Area under irrigation 2023- MCG & 50M
Kigumo Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Michoni Kinyona ward, To supply water for Construction -Area under irrigation 2023- MCG & 40M
Kigumo Sub- irrigation to 80 members of the scheme - No. of households 2027 community
County to irrigate 8 Ha. irrigating.
Kaki Kigumo ward, To supply water for Construction -Area under irrigation 2023- MCG & 50M
Kigumo Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Nginda Nginda ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 80M
Maragua Sub- irrigation to 400 of the project - No. of households 2027
County members to irrigate 40 irrigating.
Ha.

424
Beatitude Nginda ward, To supply water for Construction -Area under irrigation 2023- MCG & 120M
Maragua Sub- irrigation to 100 of the scheme - No. of households 2027 community
County members to irrigate 10 irrigating.
Ha.
Karungangi Wempa ward, To supply water for Construction -Area under irrigation 2023- MCG & 150M
Maragua Sub- irrigation to 200 of the scheme - No. of households 2027 community
County members to irrigate 20 irrigating.
Ha.
Thimanga Nginda ward, To supply water for Construction -Area under irrigation 2023- MCG & 200M
Maragua Sub- irrigation to 300 of the scheme - No. of households 2027 community
County members to irrigate 30 irrigating.
Ha.
Kahumbu Kahumbu To supply water for Construction -Area under irrigation 2023- MCG & 800M
kamahuha /kamahuha wards, irrigation to 3000 of the scheme - No. of households 2027 community
Maragua Sub- members to irrigate 300 irrigating.
County Ha.
Kahaini punda Nginda ward, To supply water for Construction -Area under irrigation 2023- MCG & 500M
milia Maragua Sub- irrigation to 500 of the scheme - No. of households 2027 community
County members to irrigate 50 irrigating.
Ha.
Mathareini - Kigumo & Kahumbu To supply water for Construction -Area under irrigation 2023- MCG & NIA 350M
Ndonga wards, irrigation to 2000 of the project - No. of households 2027
Kigumo Sub- members to irrigate 200 irrigating.
County Ha.

Gacharage Kinyona ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 200M
Kigumo Sub- irrigation to 200 of the scheme - No. of households 2027
County households to irrigate 20 irrigating.
Ha
Chui Gitugi Ward, To supply water for Construction -Area under irrigation 2023- MCG & 500M
Mathioya Sub- irrigation to 500 of the scheme - No. of households 2027 community
County irrigating.

425
 members to irrigate 50
Ha.
Kirungu Gitugi Ward, To supply water for Construction -Area under irrigation 2023- MCG & 400M
Mathioya Sub- irrigation to 400 of the scheme - No. of households 2027 community
County members to irrigate 40 irrigating.
Ha.
Gatunguru Njumbi Ward, To supply water for Construction -Area under irrigation 2023- MCG & 400M
Mathioya Sub- irrigation to 400 of the scheme - No. of households 2027 community
County members to irrigate 40 irrigating.
Ha.
Gakoe Gitugi Ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 350M
Mathioya Sub- irrigation to of the scheme - No. of households 2027
County 200households to irrigating.
irrigate 20 Ha
Kariu Njumbi Ward, To supply water for Construction -Area under irrigation 2023- MCG & 100M
Mathioya Sub- irrigation to 350 of the scheme - No. of households 2027 community
County members to irrigate 35 irrigating.
Ha.
Gikindu- Kamacharia Ward, To supply water for Construction -Area under irrigation 2023- MCG & NIA 580M
Kandabibi Mathioya Sub- irrigation to 450 of the project - No. of households 2027
County households to irrigate irrigating.
45Ha.
Ititu-Ikundu Nginda Ward, To supply water for Construction -Area under irrigation 2023- MCG & 107M
Maragua Sub- irrigation to 544 of the project - No. of households 2027 NARIGP
County households to irrigate 55 irrigating.
Ha.
Gaimbuga Karurumo & Nginda To supply water for Construction -Area under irrigation 2023- MCG & NIA 260M
Wards, irrigation to of the scheme - No. of households 2027
Maragua Sub- 250households to irrigating.
County irrigate 65 Ha

426
 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Appendix 1: County Urban Institutional Development Strategy

(CUIDS)

Institutional development for the county’s urban areas

The county will implement the Kenya Urban Support Program through nine major
urban areas, namely; Murang’a, Kenol and Kangari which are earmarked for
municipal status. On the other hand, Kiria-ini, Kangema, Kahuro, Kanguku, Kandara
and Kirwara are earmarked for upgrade to town status. The county will have
municipal boards each with nine members as per the Urban Areas and Cities
(Amendment) Act 2017. Each board will be supported by a municipal manager.
The county will also institute town management committees for the six identified
towns (Kiria-ini, Kangema, Kahuro, Kanguku, Kandara and Kirwara).

Currently, Murang’a Municipality board members are formally appointed and the
Municipal Charter is operational. The Murang’a Municipal Board will spearhead
the delimitation and establishment of other urban centres, including but not limited
to proposed new municipalities (Kenol and Kangari) and towns (Kiriaini, Kangari,
Kahuro and Kangema). This will form its urban demarcation span.

The boards and committees once formed will serve as independent entities that are
able to prepare their own budget and have separate budgets. This implies that the
boards and county government will operate as separate entities, but will pursue
harmonious objectives.

The County Public Service Board will be utilized to recruit staff for the municipal
boards and town committees. On the other hand, the existing procurement and
finance policies will be adopted by the boards. The boards will prepare their own
urban investment projects / programs as per the CIDP which will be shared and
discussed at the County Executive Committee.

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 427

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

ANNUAL ACTION PLAN AND BUDGET

URBAN AREA MATRIX: CURRENT SITUATION
Geographical and
Institutional status Urban management
demographic data
Loca Estimated County Pre- Current Board Town or city Office Staffing Budget Urban Infrastructure and
Name(s) tion Population capital 2010 administrativ or manager or (Y/N) of and planning service delivery
of urban (Y/N) adminis e status Commi administrator municipa finance responsibilities
area trative and/or ttee (Y/N) lity or
status current urban (Y/N) town
management administ
arrangements ration
Murang’a 0.79 123,046 Y Y Municipality Y Municipal Y Staff Plans for Yes Municipal
57° Manager (Requires seconde separate administration and
S, renovatio d budget in IDeP management
37.1 n) progress preparation Drainage and runoff
322° complete water maintenance
E and enhancement
Spatial plan Street lighting
in draft Improvement of estate
form feeder roads
Solid waste collection
and disposal / landfill
Landscaping and
beautification
Bus park and parking
bases
Market shelters
Animal
sanctuary/orphanage

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 428

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Geographical and
Institutional status Urban management
demographic data
Loca Estimated County Pre- Current Board Town or city Office Staffing Budget Urban Infrastructure and
Name(s) tion Population capital 2010 administrativ or manager or (Y/N) of and planning service delivery
of urban (Y/N) adminis e status Commi administrator municipa finance responsibilities
area trative and/or ttee (Y/N) lity or
status current urban (Y/N) town
management administ
arrangements ration
Kenol 1.36 110,771 N Town Proposed N Sub-County Y 15 No Yes Municipal
91° Council municipality Administrato (Requires professio separate IDeP and administration and
S, r renovatio nal and Budget spatial plan management
37.2 n) 40 developme Drainage and runoff
256° technical nt ongoing water maintenance
E and enhancement
Street lighting
Improvement of estate
feeder roads
Solid waste collection
and disposal / landfill
Landscaping and
beautification
Bus park and parking
bases
Market shelters
Animal
sanctuary/orphanage

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 429

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Geographical and
Institutional status Urban management
demographic data
Loca Estimated County Pre- Current Board Town or city Office Staffing Budget Urban Infrastructure and
Name(s) tion Population capital 2010 administrativ or manager or (Y/N) of and planning service delivery
of urban (Y/N) adminis e status Commi administrator municipa finance responsibilities
area trative and/or ttee (Y/N) lity or
status current urban (Y/N) town
management administ
arrangements ration
Kangari 29°1 75,022 N Unclassi Proposed N Sub-county Yes 15 No Yes Municipal
6′49 fied municipality administrator (Requires professio Separate IDeP and administration and
″N renovatio nal and Budget town management
57°0 n) 15 spatial plan Drainage and runoff
6′30 technical developme water maintenance
″E nt ongoing and enhancement
Street lighting
Improvement of estate
feeder roads
Solid waste collection
and disposal / landfill
Landscaping and
beautification
Bus park and parking
bases
Market shelters
Animal
sanctuary/orphanage

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 430

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Geographical and
Institutional status Urban management
demographic data
Loca Estimated County Pre- Current Board Town or city Office Staffing Budget Urban Infrastructure and
Name(s) tion Population capital 2010 administrativ or manager or (Y/N) of and planning service delivery
of urban (Y/N) adminis e status Commi administrator municipa finance responsibilities
area trative and/or ttee (Y/N) lity or
status current urban (Y/N) town
management administ
arrangements ration
Kandara 0.89 14,288 No Town Under sub- No Sub-county Yes 5 No Yes Town administration
64° Council county administrator (Requires professio separate IDeP and and management
S, administrator renovatio nal and Budget town
37.0 n) 15 spatial plan
021° technical developme
E nt ongoing
Kahuro 0°45′S 14,443 No Unclassi Under sub- No Sub-county Yes 5 No Yes Town administration
37°00 fied county administrator (Requires professio Separate IDeP and and management
′E / 0. administrator renovatio nal and Budget town
75°S n) 15 spatial plan
37°E technical developme
nt ongoing
Kangema 0.684 17,807 No Town Under sub- No Sub-county Yes 20 No Yes Town administration
6° S, Council county administrator (Requires professio Separate IDeP and and management
36.96 administrator renovatio nal and Budget town
35° E n) 45 spatial plan
technical developme
nt ongoing

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 431

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Geographical and
Institutional status Urban management
demographic data
Loca Estimated County Pre- Current Board Town or city Office Staffing Budget Urban Infrastructure and
Name(s) tion Population capital 2010 administrativ or manager or (Y/N) of and planning service delivery
of urban (Y/N) adminis e status Commi administrator municipa finance responsibilities
area trative and/or ttee (Y/N) lity or
status current urban (Y/N) town
management administ
arrangements ration
Kiria-ini 0°53′S 11,759 No Unclassi Under sub- No Sub-county Yes 5 No Yes Town administration
37°00 fied county administrator (Requires professio Separate IDeP and and management
′E administrator renovatio nal and Budget town
n) 15 spatial plan
technical developme
nt ongoing
Kirwara 0°93′S 12,399 No Unclassi Under sub- No Sub-county Yes 5 No Yes Town administration
37°00 fied county administrator (Requires professio Separate IDeP and and management
′E administrator renovatio nal and Budget town
n) 15 spatial plan
technical developme
nt ongoing
Kanguku 0°53′S 11,324 No Unclassi Under sub- No Sub-county Yes 5 No Yes Town administration
37°00 fied county administrator (Requires professio Separate IDeP and and management
′E administrator renovatio nal and Budget town
n) 15 spatial plan
technical developme
nt ongoing

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 432

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

ATTACHMENT 2
URBAN AREA INSTITUTIONAL DEVELOPMENT MATRIX - PROPOSALS FOR 3-5-YEAR HORIZON
General Specific
Current Planned Board or Town or Office Staffing of Budget and Urban Infrastructure Demarcatio
institutional institutional Committee city Y/N municipality finance planning and service n of urban
Name(s) of urban arrangemen arrangemen manager or Timelines or town delivery area?
area ts ts? administrat administrati Budget Timelines responsibilitie
Y/N or on status? s
Timelines Y/N Numbers Timelines Y/N
Timelines Timelines Timelines
Murang'a Municipality To have Yes Municipal To use Major To have Ongoing The board Reviewed
manager autonomy Manager existing departmen separate responsible boundaries
working in for offices ts manned budget as for service approved
collaboratio effective Yes housing by separate and by County
n with service Town seconded vote in infrastructur Assembly
seconded delivery manageme Staff county e delivery
staff nt. budget based on
which will their
Procureme be planned
nt of office financed programs
furniture by the
ongoing County
and Grant
from the
program
Kenol Town Proposed To set up Municipal To use Profession To have To start The Board Demarcati
municipalit Municipal Manager existing al and separate effective will be on already
y Board offices technical budget as from responsible in
with 9 Proposed housing Staff. separate office for service progress.
members timeline is Sub vote in setup and Initial
June 2021 County county infrastructur boundary

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 433

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

General Specific
Current Planned Board or Town or Office Staffing of Budget and Urban Infrastructure Demarcatio
institutional institutional Committee city Y/N municipality finance planning and service n of urban
Name(s) of urban arrangemen arrangemen manager or Timelines or town delivery area?
area ts ts? administrat administrati Budget Timelines responsibilitie
Y/N or on status? s
Timelines Y/N Numbers Timelines Y/N
Timelines Timelines Timelines
June 2023 administra budget and e delivery report
tor but to which will staffing based on approved
procure be their by County
office financed Proposed planned Assembly
furniture’s by the timeline programs
Proposed County is by
timeline is and Grant June
June 2023 from the 2023 By June
program 2023
Kangari Town Proposed To set up Municipal To use 5 To have To start The Board Demarcati
municipalit Municipal Manager existing Profession separate effective will be on already
y Board Proposed offices al and 4 budget as from responsible in
with 9 timeline is housing technical separate office for service progress,
members June 2021 Sub Staff. vote in setup and and
County county and infrastructur assembly
June 2023 administra budget staffing e delivery will have
tor but to which will based on approved
procure be Proposed their by March
office financed timeline planned 2021
furniture’s by the is by programs
County June
Proposed and Grant 2021
timeline is from the By June
June 2023 program 2023

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 434

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

COUNTY URBAN AREA INSTITUTIONAL DEVELOPMENT – ANNUAL ACTION PLAN & BUDGET
FINANCIAL YEAR: 2022/2023 – 2023-2027
Timeframe Implementation Proposed
CUIDP Section Activity Cost elements
J A S O N D J F M A M J modality budget (KES)
Developing Public participation / Hold In-house County Meeting costs 6,000,000
institutions for consultations with residents in Government staff Lunch allowance
urban selected urban areas to be used Local travel costs
management
Draw up municipal charter County Staff/ Consultancy fees 5,500,000
for Kenol and Kangari External consultants Meeting costs
to be hired Per diems for travel
UDD staff and Local travel costs
support needed Training materials

Select and appoint municipal In-house county Meeting costs 4,000,000

board members and government staff to Lunch allowance
Managers for Kenol and be used / County
Kangari Public Service
Board
Orientation/Training for External consultants Consultancy fees 6,000,000
municipal board/ municipal to be hired Meeting costs
manager/Municipal staff for UDD staff and Local travel costs
Murang’a, Kenol, Kangari and support needed Training materials
selected towns
Establish municipal office In-house county Meeting costs 35.000.000
space for Kenol, Murang’a government staff to
and Kangari be used
- Office
- Equipment’s and Furniture’s
- Stationery

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 435

 Kenya Urban Support Programme (KUSP)
Programme Operations Manual (POM) / Volume II / Annex 3

Timeframe Implementation Proposed

CUIDP Section Activity Cost elements
J A S O N D J F M A M J modality budget (KES)
Prepare investment project In-house county Consultancy fees 35.000.000
pipeline for urban areas government staff to Meeting costs
be used Per diems for travel
UDD staff and Local travel costs
support needed
Undertake urban spatial plan In-house county Consultancy fees 10.000.000
- Mapping and survey of government staff to Meeting costs
Municipals and Town be used Per diems for travel
Boundaries External consultants Local travel costs
to be hired
Total annual budget 101,500,000
County 81.500.000
Contribution
Other budget 30.000.000
Resources
contributions
(including UIG)
Total resources 101.500.000

Murang’a County Urban Institutional Development Strategy (CUIDS) Page 436