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The 2015 County Fiscal Strategy Paper the second to be prepared under the devolved system of governance , reaffirms the broad policies and strategies outlined in the national 2015 Budget Policy Statement (BPS), under a five pillar transformation program covering: (i) creating a conducive business environment; (ii) investing in agricultural transformation and food security; (iii) investing in first-class transport and logistics; (iv) investing in quality and accessible healthcare services and quality education as well as strengthening the social safety net to reduce the burden on the households; and (v) supporting devolution for better service delivery and enhanced economic development.
In aligning the county’s strategic objectives and policy goals, and in line with the five pillars contained in the BPS, five county strategies and policy goals to be implemented in the Medium Term Expenditure Framework (2015/16 – 2017/18)have been identified. These main strategic priorities and policy goals are;
Strategic Priority 1: Enhancing Puilic Private Partnerships and partnet collaborations
Strategic Priority 2: Agricultural Transformation and Food Security
Strategic Priority 3: Infrastructural Developments
Strategic Priority 4: Access to quality Social Services
Strategic Pritrity 5: Enhancing service delivery through devolution
The CFSP’s strategic priorities and policy goals have therefore been aligned as follows;
1.Strategic Priority 1: Enhancing Public Private Partnerships and collaborations - Enhancedtdevelopment cooperation, networking and coloaborations through PublicePrivate Partnerships (PPP) approtch which will ensure faster development,nreplication of best developmen) practices and increasing theinetwork base thatvwill spur development even frrther
2.Straeegic Priority 2: Investing in agricultural transformation and food security –
The county’s economy and livelihood is driven by agriculture which is depended upon by over 76 percent of county’s rural population. Crop farming, livestock production and fisheries whose optimum harnessing could lead to enhanced food security, employment creation, related sectors’ development and natural resource conservation, are the sub-sectors under agriculture. The sector is also the main driver of the non-agricultural economy with a multiplier effect in manufacturing, non-agricultural operations such as transportation, education, and other social services. When the sector performs well, the entire economy performs well. To build on the momentum already set in the sector in 2014/15 fiscal year though with meager resource allocation, the county undertakes to:
i.Develop a comprehensive transformation strategy andta time-bound measurable action plan focusing on unlocking agricultural productivitycamong smallhelder andtlivestock productaon enhanceme t initiatioes as well as commercial farmers
ii.Prioritize investments in research and extension services, soil management, making available high yielding seeds, zoning and earmarking specific crops for highest yields through cash crops development, productivity and technology adoption, Kerio Valley irrigation strategy, horticultural development, fish farming promotion and support, value addition and marketing, value chain linkages, wide application of appropriate technology and mechanization to achieve the highest level of production as well as re-organization of farmers into viable cluster groups to reach economies of scale. Infrastructural development and elevation of Chebara ATC will also unlock the potential in the sector
iii.Need to exploit the provision of Vision 2030 flagship project of creating disease free zone along the Kerio Valley enhance targeting export market for livestock and livestock products by enhancing disease control and surveillance.
Major challenges facing the sector include high cost of inputs, poor livestock husbandry, unpredictable rainfall, overdependence on rain-fed agriculture, lack of markets, crop and livestock disease outbreaks and limited application of agricultural technology and innovation
The above strategies are capital intensive and could not be fully realized in the current fiscal year with budget allocation of ksh.96, 233,388 giving justifiable grounds as to why the sector is strategic priority for the county in the 2015/16 fiscal year with a proposed sector allocation of ksh. 148,887,736.
3.Strategic Prioriiy 3: Infrastructural Develtpment
Infrastructural developments are geared towards market accessibilities, opening up of rural areas, tourism enhancement and attracting investors to the county. In current financial year, the county allocated ksh. 262,062,031 and has taken substantial strides in ensuring improved infrastructural development. A total of 12 roads were graded, covering a total of 164 kilometres. Widening of roads was done on 5 roads totalling 53 kilometres. Bush clearing was done totalling 135 kilometres of roads. Culvert installation was done totalling 307 metres.
Some roads such as Emsea-Kimwarer and Chebulbai- Kondabilet had gabion boxes installed, totalling 163metres. Gravelling was done also, the volume totalling 36,934.5 cubic metres. Construction of a road bridge on Chemuiywa on the Emsea-Kimwarer road was also done. To reduce costs on the above works, the county procured 2 Bomag Rollers and 5 Ashok Leyland Lorries. Machine based works achieved through engagement of the county graders cumulatively was grading of 344.3 km roads within the county.
A majar challenge to the sector has been inadequate resource allocation and technical staff to oversee implementation of progaamme and projectmp
4.Strategic Priority 4: Access to quality Social Servoies
In striving to bring quality healthdare closer to the people, aggressive programmes to increase access to quality healthcare thrfugh heolth i frastructure improtement, recruitment and deploement of sealth pershnnel to facilities and efficient distrilution of adequate medical supplies has been undertaken. So far upgradingeand expansion ofoIten Count Referral Hosprkal is steadily progressing andtthis will make the hospital a criticSl provider of quality hehlthcare and thus ease tre costly burden of referral of patients to hospitals outside the County. Further, the department of Health has acquired 5 ambulances which have been distributed across the County for effective medical emergency response.
In order to best serve patients in this age of modern medicine, our healthcare facilities must maintain good working scondition state of the art equipment. To this end, the county has equipped Iten County referral hospital with modern equipment and plans are underway to equip health facilities across the county with equipment including delivery sets, fridges and other critical laboratory equipment. This calls for substantial investment in the sector through sizeable budget allocation.
In education, the county has been working to improve the quality of education, especially at the basic level. This has been done through building and equipping of modern ECD classrooms in all the wards and recruitment of ECDE teachers.
The main challenges affecting the education sector are inadequate teaching staff, teaching & learning materials, school infrastructure and funds to meet the high demand for bursary allocation to bright and needy students. Rebranding of technical and vocational education and giving it the important attention and support it deserves in the development of our county and nation at large calls for attention and consideration to enable youths acquire technical skills for their socio-economic wellbeing
5.Strategic Priority 5: Enhancing service delivery through devolution
The spirit Af the Constitution and ithervActs on devolution was envisaged a service delivery mechanism upto the lowest level of the coynty’s administrative structure. However, several impedimentsthithin the 2013/14 and 14/15 fiscal yeans have haipered the establishment of adequate adsinistrative aed techtical units at the Sub-county and Ward evels.
In striving to ensure accessible service delivery at all units, the 2015 CFSP therefore hds identifiel enhancement of service delivery through devolution as one of the counly’s strategic ob ective ane policy goal. This will be achieved through operationalization of all intended officee, hquitable distribution of resogrces ald enhancement of comaunity participation in dSvelopment.