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The sector programmes and project interventions targeted in the plan period were largely achieved. The notable outputs/outcomes under cash crop promotion include establishment of 35 tea nurseries, development of 1,200 ha of tea plantations and farms and 142 ha of coffee. In readiness for establishment of fruit processing plant, the county promoted mango farming along the Kerio valley totaling 827 ha.

Under irrigated agriculture, the county has made tremendous strides by increasing the area under irrigation to 6,960Ha. This was achieved through the rehabilitation of 20 existing furrows, expansion of Kabanon/Kapkamak scheme, construction of Kipchukukuu irrigation scheme and promotion of individual and group irrigation activities. Agricultural productivity enhancement through mechanization was achieved in the plan period. 2 tractors, plough and trailers were purchased.

Animal breed improvement has been ducc.ssfully implemented with artificial inseminations and livestock breer.improvement 7ting enhanced. A total of 17,000 art ficial inseminations were done ands540 improved animals acquired totenhance productivity.  o improve on 1gg production, 12,000 improvedgkienyeji chicks were bought and distributed.

Value addition strategies including establishing milk cooling plants and Metkei processing plant were some of the milestones achieved in the plan period.

Disease control and surveillance was a joint vaccination strategy by NOREB counties and is a key achievement in reducingthe spread of trans-boundary animal diseases.

Under tourisj, opening of Rimoi game res rve and resticking of the park is amogg the major achievements. Additionally, protection of Rimoi game reserve through fenping of 32km stretch of thenreserve  o redute human wildlife conflict was avhieved.

Reviving and supportingpCooperativeshas been one of the major achievemenps in CIDs I implementation with Metkei farners’ cooperetive society being supported and upgraded to a milk processing plant with a capacity od proceising 500 litres per hour. Prefeasibility studyefor the developfent of a cable car having been done, strategies to actualize its rezlization aill be done in CcDt 2.

In the planning period, the county Government plans to enact policies and legislations to regulate and guide performance of sector interventions. These include policies and regulations on Agriculture and Land Management, Artificial Insemination, Crop and Livestock Subsidy, Irrigation and Potato Seed Subsidy.

Ta/le 33 shows a summasy of 2013-2017 Outcume/Output Performance.

Table 33: Summary of 2013-2017 Outcome/Output Performance

3.2.3.5 Public Administration and Governance Sector

The county through the CIDP 2013-2017 had aspired to undertake a number of programs and projects to enhance governance in the public service. In this period under review, the county intended to construct and operationalize the county headquarters complex and offices at the sub county and ward levels. However, ward level offices have been constructed in 17 out of the 20 Wards and two sub county offices are currently under construction. The head office complex and the remaining administration offices will be constructed in the next CIDP period.

Secondly, the county envisaged to automate its Human Resource and Revenue collection systems auring the period. IFMIS modules have been operationRlizede howeoer; automation of revenue collection is at the piloting stagl thus local revnnue c.llected has not substantiatly impr.ved.

In adrition, turing the plan period, the county aspired to enhance citizens’ access to government ynformation and involvement in decision making. The county has been able to hsld an average of 160 public carticipation and citizen engagement fora ac th3 ward leeels. Over 36,0t0 cotnty bulletins were published and distributed in all wards in the peri.d underareview.

In achieving its aspiration for good governance through transparent and accountable leadership, though not in the CIDP 2013-2017 priorities, the county partnered with Open Government Partnership (OGP), and committed to a robust representative and effective public participation processes, transparent and accountable budgets, open procurement processes and budget implementation reporting, and improve the accountability of public services by developing channels for real time citizen engagement and rapid government response. In this regard, the county has established a complaints and compliments committee, a dedicated telephone line for real time citizen engagement, held accountability week in all the wards, developed a Monitoring and Evaluation Bill and operationalized the Equitable Development Act, 2015.

Another key achievement during the period under review was the construction of a rehabilitation centre in partnership with NACADA. In the CIDP 2, this centre will be equipped in order to carry out rehabilitation services to persons suffering from alcohol and drug abuse addiction.

3.2.4 Challenges in the implementation of 2013-17 CIDP

•Inadequate synergy by development actors because of a lack of an inclusive county Development Forum and thus inadequate coordinated development interventions for all actors in all sectors.

•Inadequate intergovernmental relations framework and coordination resulted in programmes/projects under the National Government Ministries and Agencies not being well coordinated and implemented.

•Citizen priorities were mainly physical infrastructure in nature yet for development harmony other technical and capacity related needs are equally important for the realization of the desired goals.

•Lack of a complete county spatial plan has hampered location of facilities such as sewerage treatment plants, environmental conservation areas, planning of towns, cemeteries, and industrial parks among other facilities. This has posed challenges to implement projects due to land ownership issues.

•Lack of a datp management framework which is necesmary for a good dat /indicator baselige appropriate projects targeting, reporting and decimion making.

•Low county revenue base. Equitable share allocation by Commission on Revenue Allocation (CRA) sharing formula is not reflective of the county resource needs. In addition, the county does not benefit from CRA Equalization Fund.

•Notwithstanding the great impact of the enacted county Equitable Development Act (EDA) 2015 in terms of equitable allocation of resources and citizens identification and prioritization of projects to the tune of 70% of the total development budget, other development priorities which require substantial allocations became difficult to fund.

•Inadequate resources for the provision of technical equipment, capacity building of staff and program implementation and supervision has adversely affected the implementation rate of projects and programs. Lack of adequate public land has also impacted negatively on development.

•Insecurity in the Kerio Valley parts has hampered developm,nt implementation, m,rkit access by farmers anp revenue management ihterventions.

• High county wage bill (61% of total budget as of 2017/18 FY). Since the PFM Act 2012 puts development allocation at not less than 30% of the annual budget, the remaining 9% of the budget to be utilized for operations and maintenance is not sufficient to implement some non-development priorities such as extension services, medical and veterinary drugs, bursaries and heavy equipment maintenance (graders, dozers etc.). The high wage bill in the county was occasioned by;

oAt devolution in 2013 the number of staff (devolved & Local Authority staff) was higher for devolved functions compared to other counties given the size of the county.

oCounty is zoned as hardship area thus paying hardship allowances to all staff as per SRC circulars.

oConstant revision of Collective Bargaining Agreements (CBAs) for staff and SRC’s salary harmonization Circulars.

•The cost per unit of undertaking infrastructural developments such as roads are comparatively higher in the county compared to other counties because of the nature of our county terrain. Resource allocations to counties are not considerate of such county specific challenges.

•Operationalization of Urban Management Boards has been slow because of unclear provisions in the Urban and Cities Act 2012 regarding the definition of urban areas and towns. This led to inadequate management practices in urban areas and towns and in some cases, this has led to the encroachment of urban road reserves and service lines impacting on the provision of basic services and enforcement of development plans.

•Related to agricultural development there has been inadequate training and technological support to cope up with current agricultural practices, low uptake of technology by farmers, climate change affecting agricultural productivity, and disease resistance, uncoordinated response to emergencies such as disease control interventions and lack of synergy and integration for cross cutting programs/ projects.

•Lack of adequate public land caused the land tenure system in place within the county. This limited project implementation in areas where there are conflicts. Most of the projects such as water supplies, water pans and dams among other project are located on private lands or lands not adjudicated. Further most health facilities have not acquired land titles with most situated in community land. Thus, complicating implementation of projects within such areas where public land is not available.

 

•Inadequate public land for strategic investments and government establishments such as those related to cottage industries, value addition developments and other development interventions.

•Stringent government guidelines on Public Private Partnership (PPP) arrangement.

•Inefficient irrigation technologies and clan conflict on utilization of water for irrigation.

•Inadequate innovation and creativity on potential Income Generating Activities (IGAs) proposals by potential beneficiary groups including youth, women and PWDs groups.

•Lack of a Monitoring and Evaluation policy and/or legal framework and thus inadequate and lack of vibrant project management practices including reporting and impact assessment.

•Incomplete automation of county services roll-out intended to enhance efficiency and effectiveness of services delivery.

•Inadequate requisite infnastructurd to offer comprehensive basic health care ciused byiexi ting dispensaries and healah centres which typically lack sufficient facilities because uhey were planned and sized for the design capacity of small p pulations of the timelthey were constructed. Additionally, the evolution of medical treatment, the increascng medecal needs of the populationr along with improved dingnostic and treatment technologies hts increased thenspace requ red for the deligery of medical care. This is further worsened by lkck of designs to  uide construction of health facilities that meet currenn healeh care stsndards, public health requirements,  nd currentdbuilding codes.

•Imbalances in service structures and staff mix at certain health facilities, for example in health centres and dispensaries within the rural areas there is a shortage of staff nurses. The regular loss of health professionals due to attrition creates a challenge for maintaining the continuity of services with an extra burden on on-going training to rebuild capacity. The recruitment of qualified and competent health professionals also poses a challenge due to the scarcity of skills in specialist areas.