Muranga County Integrated Development Plan 2018-2022

MURANG’A COUNTY
COUNTY INTEGRATED DEVELOPMENT PLAN
2018-2022
MAY 2018
MURANG’A COUNTY
INTEGRATED DEVELOPMENT PLAN
2018-2022
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COUNTY VISION AND MISSION
Vision
To be the leading county in socio-economic transformation
Mission
To transform the county through participative, equitable and

sustainable development initiatives for the benefit of all
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TABLE OF CONTENTS
LIST OF TABLES ................................................................................................................................................. VIII
LIST OF MAPS/FIGURES ..................................................................................................................................... IX
LIST OF PLATES (CAPTIONED PHOTOS) ......................................................................................................... X
ABBREVIATIONS AND ACRONYMS ................................................................................................................. XI
GLOSSARY OF COMMONLY USED TERMS ................................................................................................ XVI
FOREWORD ...................................................................................................................................................... XVIII
ACKNOWLEDGEMENT .................................................................................................................................... XIX
EXECUTIVE SUMMARY ..................................................................................................................................... XX
CHAPTER ONE: COUNTY GENERAL INFORMATION ...................................................................................1
1. COUNTY OVERVIEW .....................................................................................................................................1
1.1. POSITION AND SIZE ..........................................................................................................................................1
1.2. PHYSIOGRAPHIC AND NATURAL CONDITIONS ..................................................................................................3
1.2.1. Physical and Topographic features ......................................................................................................3
1.2.2. Ecological conditions ..........................................................................................................................3
1.2.3. Climatic conditions.............................................................................................................................. 3
1.3. ADMINISTRATIVE AND POLITICAL UNITS .........................................................................................................4
1.3.1. Administrative Subdivision (sub-counties, wards, villages)................................................................ 4
1.4. POLITICAL UNITS (CONSTITUENCIES AND WARDS) ..........................................................................................6
1.5. DEMOGRAPHIC FEATURES................................................................................................................................ 6
1.5.1. Population size and composition .........................................................................................................6
1.5.2. Population density and distribution .....................................................................................................8
1.5.3. Population projection for special age groups .......................................................................................9
1.5.4. Demographic Dividend ............................................................................................................................ 10
1.6. HUMAN DEVELOPMENT APPROACH ............................................................................................................... 10
1.7. INFRASTRUCTURE DEVELOPMENT.................................................................................................................. 10
1.7.1. ROADS, RAIL NETWORK, AND AIRSTRIPS....................................................................................................... 10
1.7.2. Information, Communication Technology which include post offices, mobile telephony, landline,
fibre optic cables, radio and television and Huduma centres ............................................................................. 11
1.7.3. Energy access .................................................................................................................................... 11
1.7.4. Housing ............................................................................................................................................. 11
1.8. LAND AND LAND USE .................................................................................................................................... 11
1.8.1. Land ownership categories/ classification ......................................................................................... 11
1.8.2. Mean holding size ............................................................................................................................. 12
1.8.3. Percentage of land with title deeds .................................................................................................... 12
1.8.4. Incidence of landlessness .................................................................................................................. 12
1.8.5. Settlement patterns (Urban centres, informal settlement, etc.) .......................................................... 12
1.8.6. Type and size of land ......................................................................................................................... 12
1.9. EMPLOYMENT ................................................................................................................................................ 13
1.9.1. Wage earners ..................................................................................................................................... 13
1.9.2. Self-employed ................................................................................................................................... 13
1.9.3. Labour force by sector ....................................................................................................................... 13
1.9.4. Unemployment levels ........................................................................................................................ 13
1.10. IRRIGATION INFRASTRUCTURE AND SCHEMES ................................................................................................ 13
1.10.2. Irrigation schemes (small/ large scale) .............................................................................................. 14
1.11. CROP, LIVESTOCK, FISH PRODUCTION AND VALUE ADDITION ....................................................................... 14
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1.11.1. Main crops produced ......................................................................................................................... 14
1.11.2. Acreage under food and cash crops ................................................................................................... 15
1.11.3. Average farm sizes ............................................................................................................................ 15
1.11.4. Main storage facilities ....................................................................................................................... 15
1.11.5. Agricultural extension, training, research and information services ................................................. 15
1.11.6. Main livestock breeds and facilities .................................................................................................. 15
1.11.7. Ranching (number, ownerships and activities) .................................................................................. 15
1.11.8. Apiculture (bee keeping) ................................................................................................................... 16
1.12. OIL AND OTHER MINERAL RESOURCES.......................................................................................................... 16
1.12.1. Mineral and Oil potential................................................................................................................... 16
1.12.2. Ongoing mining and extraction activities .......................................................................................... 16
1.13. TOURISM AND WILDLIFE ................................................................................................................................ 16
1.13.1. Main tourist attractions and activities ................................................................................................ 16
1.13.2. Classified / major hotels (numbers, bed capacity and distribution by sub-county) ........................... 16
1.13.3. Main wildlife ..................................................................................................................................... 16
1.13.4. Wildlife conservation areas (game parks, reserves, conservancies, game ranches) .......................... 17
1.13.5. Total number of tourists (both domestic and foreign) visiting attraction sites annually.................... 17
1.14. INDUSTRY AND TRADE ................................................................................................................................... 17
1.14.1. Markets .............................................................................................................................................. 17
1.14.2. Industrial parks ( including Jua Kali sheds) ...................................................................................... 17
1.14.3. Major industries ................................................................................................................................. 17
1.14.4. Types and number of businesses ....................................................................................................... 18
1.14.5. Micro, Small and Medium Enterprise (MSME) ................................................................................ 18
1.15. THE BLUE ECONOMY (INCLUDING FISHERIES) ............................................................................................... 18
1.15.1. Aquaculture ....................................................................................................................................... 18
1.15.2. Main fishing activities, types of fish produced, landing sites ............................................................ 18
1.16. FORESTRY, AGRO FORESTRY AND VALUE ADDITION ..................................................................................... 18
1.16.2. Main Forest products ......................................................................................................................... 19
1.16.3. Agro-forestry ..................................................................................................................................... 19
1.17. FINANCIAL SERVICES ..................................................................................................................................... 20
1.17.1. Number of banks, Micro finance institutions, mobile money agents and SACCOs with FOSAs ..... 20
1.17.2. Distribution /coverage of financial services by sub-county ............................................................... 21
1.18. ENVIRONMENT AND CLIMATE CHANGE ......................................................................................................... 21
1.18.1. Major degraded areas / hotspots and major contributions to environmental degradation ................. 21
1.18.2. Environmental threats (Loss of biodiversity, drought, floods, Deforestation landslides, Coastal and
marine erosion/pollution, Emergence of marine related diseases and epidemics, invasive species etc.) ........... 21
1.18.3. Solid waste management facilities .................................................................................................... 21
1.19. WATER AND SANITATION............................................................................................................................... 22
1.19.1. Water resources ................................................................................................................................. 22
1.19.2. Water supply schemes ....................................................................................................................... 22
1.19.3. Water sources and access (distance to the nearest water points by sub-county) ............................... 22
1.19.4. Water management (Institutions, measures for sustainable use etc.) ................................................ 22
1.19.5. Sanitation ........................................................................................................................................... 22
1.20. HEALTH ACCESS AND NUTRITION .................................................................................................................. 22
1.20.1. Health Access (Health Facilities, Health personnel and their distribution by sub county) ................ 22
1.20.2. Morbidity: Five most common diseases in order of prevalence ........................................................ 23
1.20.3. Nutritional status (prevalence of stunting and wasting in children under 5 years: height-for-age,
weight-for-height, weight-for-age)..................................................................................................................... 23
1.20.4. Immunization coverage ..................................................................................................................... 23
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1.20.5. Maternal health care (maternal deaths, number of mothers delivering in hospitals, ante-natal and
post-natal care) ................................................................................................................................................... 23
1.20.6. Access to family planning services/Contraceptive prevalence .......................................................... 23
1.20.7. HIV and AIDS prevalence rates and related services ........................................................................ 23
1.21. EDUCATION, SKILLS, LITERACY AND INFRASTRUCTURE ................................................................................ 24
1.21.1. Pre- School Education (Early Childhood Development Education) .................................................. 24
1.21.2. Primary Education ............................................................................................................................. 24
1.21.3. Youth polytechnics ............................................................................................................................ 24
1.21.4. Secondary Education ......................................................................................................................... 24
1.21.5. Tertiary Education ............................................................................................................................. 24
1.21.6. Adult and continuing education ......................................................................................................... 24
1.22. SPORTS, CULTURE AND CREATIVE ARTS ....................................................................................................... 24
1.22.1. Museums, Heritage and Cultural sites ............................................................................................... 24
1.22.2. Sports facilities .................................................................................................................................. 24
1.22.3. Libraries /information documentation centres/ Citizen service centres ............................................. 25
1.22.4. Registered traditional herbalists, medicine-men, and conservationists ............................................ 25
1.23. COMMUNITY ORGANIZATIONS/NON-STATE ACTORS ..................................................................................... 25
1.23.1. Cooperative Societies ........................................................................................................................ 25
1.23.2. Public Benefits Organizations (PBOs) i.e. NGOs, CBOs, INGOs, FBOs and special interest groups,
etc. 25
1.23.3. Development Partners e.g. UN Agencies, USAID, World Bank, etc. and the sectors they support .. 25
1.23.4. Youth empowerment and social inclusion (Youth empowerment centres) ....................................... 26
1.24. SECURITY, LAW AND ORDER ......................................................................................................................... 26
1.24.1. Number of police stations and posts by sub county........................................................................... 26
1.24.2. Types, trends and crime prone areas ................................................................................................. 26
1.24.3. Types and number of courts .............................................................................................................. 26
1.24.4. Prisons and probation services .......................................................................................................... 26
1.24.5. Number of public prosecution offices ............................................................................................... 27
1.24.6. Number of prosecutions over the years ............................................................................................. 27
1.24.7. Community policing activities .......................................................................................................... 27
1.24.8. Immigration facilities ........................................................................................................................ 27
1.25. SOCIAL PROTECTION ...................................................................................................................................... 27
1.25.1. Number of Orphans and Vulnerable children (OVCs) ...................................................................... 27
1.25.2. Cases of Street children ..................................................................................................................... 27
1.25.3. Child care facilities and Institutions by sub-county (children offices, Number of orphanages, rescue
centres, and correction/rehabilitation facilities .................................................................................................. 27
1.25.4. Social net programmes in the county ................................................................................................ 28
CHAPTER TWO: LINKAGES WITH VISION 2030 AND OTHER PLANS .................................................... 29
2. INTRODUCTION ................................................................................................................................................. 29
2.1. RATIONALE OF COUNTY INTEGRATED DEVELOPMENT PLANNING .................................................................... 29
2.2. LINKAGES OF CIDP WITH OTHER POLICY DOCUMENTS .................................................................................... 29
2.2.2 CIDP Linkages with the Public Finance Management Act (PFMA), 2012 ....................................... 30
2.2.3 CIDP Linkages with the Urban Areas and Cities Act, 2011.............................................................. 30
2.2.4. CDP Linkages with the Constitution of Kenya, 2010 ....................................................................... 30
2.2.5. CIDP linkages with the Kenya Vision 2030 and Medium Term Plans ............................................. 31
2.2.6. CIDP Linkages with Sustainable Development Goals (SDGs) ......................................................... 33
2.2.7. Linkages of CIDP WITH CAADP & Malabo Declaration ............................................................... 35
2.2.8. Linkage with MTP III and the “Big Four” agenda ............................................................................ 35
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CHAPTER THREE: REVIEW OF IMPLEMENTATION OF THE PREVIOUS CIDP .................................. 37
3. INTRODUCTION ............................................................................................................................................ 37
3.1. STATUS OF IMPLEMENTATION OF THE PREVIOUS CIDP.................................................................................. 37
3.1.1. Analysis of the County Revenue Streams ......................................................................................... 37
3.2. COUNTY EXPENDITURE ANALYSIS BY SECTOR .............................................................................................. 41
3.3. SUMMARY OF KEY ACHIEVEMENTS VERSUS PLANNED TARGETS .................................................................... 42
3.3.1. Public Service Management and Administration .............................................................................. 42
3.3.2. Finance IT, and Economic Planning .................................................................................................. 44
3.3.3. Education, Youth, Sports, Culture and Social Services ..................................................................... 44
3.3.4. Health ................................................................................................................................................ 45
3.3.6. Environment and Climate Change ..................................................................................................... 46
3.3.7. Lands, Housing and Urban Development .......................................................................................... 46
3.3.8. Roads, Transport, Energy, and Public Works.................................................................................... 46
3.3.9. Agriculture, Livestock and Fisheries ................................................................................................. 47
3.3.10. Water and Irrigation .......................................................................................................................... 48
CHAPTER FOUR: COUNTY DEVELOPMENT PRIORITIES AND STRATEGIES ..................................... 50
4. INTRODUCTION ............................................................................................................................................ 50
4.1. SPATIAL DEVELOPMENT FRAMEWORK .......................................................................................................... 50
4.2. NATURAL RESOURCE ASSESSMENT ............................................................................................................... 52
4.3. DEVELOPMENT PRIORITIES AND STRATEGIES ................................................................................................ 54
4.3.1. Public Service & Administration ....................................................................................................... 54
4.3.2. Finance IT and Economic Planning................................................................................................... 78
4.3.3. Education, Youth, Sports, Culture, and Social Services .................................................................... 99
4.3.4. Health .............................................................................................................................................. 114
4.3.5. Trade, Tourism, Investment, Agri-Business, and Cooperatives ...................................................... 123
4.3.6. Environment and Climate Change ................................................................................................... 133
4.3.7. Land, Housing and Urban Development ......................................................................................... 140
4.3.8. Roads, Transport, Energy, and Public Works.................................................................................. 151
4.3.9. Agriculture, Livestock and Fisheries ............................................................................................... 156
4.3.10. Water and Irrigation ........................................................................................................................ 178
4.4. FLAGSHIP /COUNTY TRANSFORMATIVE PROJECTS.......................................................................................... 184
CHAPTER 5: IMPLEMENTATION FRAMEWORK ........................................................................................ 189
5. INTRODUCTION ............................................................................................................................................... 189
5.1. INSTITUTIONAL FRAMEWORK ....................................................................................................................... 189
5.1.1. County Executive ............................................................................................................................ 189
5.1.2. County Assembly ............................................................................................................................ 193
5.1.3. County Assembly Service Board ..................................................................................................... 193
5.1.4. National Government ...................................................................................................................... 193
5.2. RESOURCE REQUIREMENTS BY SECTOR ....................................................................................................... 195
5.3. THE RESOURCE MOBILIZATION FRAMEWORK .............................................................................................. 195
5.4. ESTIMATED RESOURCE GAP AND MEASURES OF ADDRESSING IT ................................................................ 199
CHAPTER SIX: MONITORING AND EVALUATION FRAMEWORK ........................................................ 200
6. INTRODUCTIONS ....................................................................................................................................... 200
6.1. DATA COLLECTION, ANALYSIS, AND REPORTING ......................................................................................... 200
6.2. M&E OUTCOME INDICATORS ...................................................................................................................... 201
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LIST OF TABLES
Table 1: Area and Administrative Units of the County by Constituency ....................................... 4
Table 2: Area by Sub-county and ward .......................................................................................... 5
Table 3: Population projection by special age groups .................................................................... 9
Table 4: Demographic Dividend Potential ................................................................................... 10
Table 5: County Spatial Development Strategies by Thematic Areas .......................................... 50
Table 6: Natural Resource Assessment......................................................................................... 52
Table 7: Cross-sectoral impacts .................................................................................................... 67
Table 8: Cross-sectoral impacts .................................................................................................... 73
Table 92: Cross-sectoral impacts .................................................................................................. 74
Table 10: Cross-sectoral impacts .................................................................................................. 93
Table 11: Cross-sectoral impacts ................................................................................................ 101
Table 12: Sector Programmes ..................................................................................................... 105
Table 15: Sub-Sector Programmes ............................................................................................. 158
Table 17: Sector Programmes ..................................................................................................... 180
Table 19: Summary of Proposed Budget by Sector .................................................................... 195
Table 20: Revenue Projections ................................................................................................... 197
Table 21: Summary of M&E Outcome indicators ...................................................................... 201
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LIST OF MAPS/FIGURES
Figure 1: Location of the County in Kenya……………………………………………………….2

Figure 2: County Administrative and Political Units .................................................................... 4
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LIST OF PLATES (CAPTIONED PHOTOS)
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ABBREVIATIONS AND ACRONYMS
ACU Aids Control Unit

AfDB African Development Bank
AI Artificial Insemination
AIDS Acquired Immune Deficiency Syndrome
AIE Authority to Incur Expenditure
ANC Antenatal care
ANC Ante- Natal Care
AP Administration Police
APHIA II AIDS, Population & Health Integrated Assistance II
ARD Agriculture & Rural Development
ART Anti- Retroviral Treatment
ASAL Arid & Semi- Arid Lands
ASL Above Sea Level
AWS Athi Water Services
BCC Behavior Change Communication
BOG Board of Governors
BPO Business Processes Outsourcing/ Off- showing
CACC Constituency Aids Control Committee
CAN Calcium Ammonium Nitrogen
CBO Community Based Organization
CCC Comprehensive Care Centre
CCSP Community Capacity Support Programme
CCT County Coordinating Team
CDC Constituency Development Committee
CDF Constituency Development Fund
CDP County Development Profile/ Plan
CEC County Executive Committee
CFAs Community Forest Associations
CHMT County Health Management Team
CHW Community Health Worker
CIDC Constituency Industrial Development Centre
CIDP County Integrated Development Plan
CIGs Common Interest Groups
CIP Community Implementation Plan
CLRC Community Learning Resource Centre
CLTS Community Led Total Sanitation
CLTS Community-Led Total Sanitation
CMEC County monitoring and evaluation committee
CMR Child Mortality Rate
CMT County Management Team
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CO2 Carbon Dioxide
CPR Contraceptive Prevalence Rate
CTC County Technical Committee
DHIS2 District Health Information System 2
DIDC District Information Development Centre
DO District Officer
DOTS Directly Observed Treatment Short Course
DPU District Planning Unit
DRR Disaster Risk Reduction
ECD Early Child Development
ECLOF Ecumenical Loan Fund
EIA Environmental Impact Assessment
EII Energy, Infrastructure & ICT
EMCA Environmental Management & Coordination Act
EMR-Electronic Medical Record
EPWH Environment Protection, Water & Housing
ESP Economic Stimulus Programme
FANC Focused Anti Natal Care
FBO Faith-Based Organization
FIF Facility Improvement Funds
FM Frequency Modulation
FP Family Planning
GDI Gender Development Index
GDP Gross Domestic Product
GECLA General Economic, Commercial & Labour Affairs
GHGs Green House Gases
GIZ German International Development Agency
GJLOS Governance, Justice Law & Order Sector
GOF Government of Finland
GOK Government of Kenya
HDI Human Development Index
HEI HIV Exposed Infant
HG High Grade Houses
HH Household
HIV Human Immunodeficiency Virus
HMT Health Management Team
HPI Human Poverty Index
HQS Headquarters
ICT Information Communication Technology
IDPs Internally Displaced Persons
IEBC Independent Electoral & Boundaries Commission
IEC Information Education Communication
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IMIS Integrated Management Information Systems
IMR Infant Mortality Rate
ITNs Insecticide Treated Mosquito Nets
KCB Kenya Commercial Bank
KEBS Kenya Bureau of Standards
KEFRI Kenya Forest Research Institute
KEMSA Kenya Medical Supplies Agency
KENAS Kenya National Accreditation Services
KENHA Kenya National Highway Authority
KeRRA Kenya Rural Roads Authorities
KFS Kenya Forest Services
KIE Kenya Industrial Estate
KIRD Kenya Institute of Research & Development
KNASP 4 Kenya National AIDS Strategic Plan 4
KNBS Kenya National Bureau of Statistics
KPC Kenya Power Company
KTB Kenya Tourist Board
KURA Kenya Urban Roads Authority
KWFT Kenya Women Trust Fund
KWS Kenya Wildlife Services
LATF Local Authority Transfer Fund
LG Low Grade houses
LPG Liquefied Petroleum Gas
LSK Law Society of Kenya
MCH Mother & Child Health
MDGs Millennium Development Goals
MG Middle Grade houses
MGCSS Ministry of Gender, Culture & Social Services
MMR Maternal Mortality Rate
MNH Maternal Neonatal Health
MOE Ministry of Education
MOHEST Ministry of Higher Education, Science & Technology
MOLD Ministry of Livestock Development
MOLD Ministry of Livestock Developments
MOMS Ministry of Medical Services
MOPHS Ministry of Public Health & Sanitation
MOPW Ministry of Public Works
MOR Ministry of Roads
MOTI Ministry of Trade & Industry
MOU Memorandum Of Understanding
MOWI Ministry of Water & Irrigation
MOYA Ministry of Youth Affairs
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MSMEs Micro- Small & Medium Enterprise
MSPND & V2030 Ministry of Planning and National Development
MTEF Medium Term Expenditure Framework
MTP Medium Term Plan
MTP II Medium Term Plan II
NAAIP National Accelerated Agricultural Inputs Access Programme
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
NMK Njaa Marufuku Kenya
NNMR Neo Natal Mortality Rate
NSEC National Socio-Economic Council
ODF Open Defecation Free
ODP Ozone Depleted Products
OIML International Organization for Legal Metrology (French)
OOP Office of the President
OPD Out Patient Department
OVCs Orphans & vulnerable Children
PAIR Public Administration & international Relations
PC Project Committee
PDP Provincial Director of Planning
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
PPP Purchasing Power Parity
PPPs Public Private Partnerships
PSDA Private Sector Development In agriculture
PTA Parents Teachers Association
RMNCAH Reproductive, Maternal, Neo-Natal, Child and Adolescent Health
RPD Rural Planning Directorate
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
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SHEP UP Small Holder, Horticulture Empowerment Promotion Unit Project
SMASSE Strengthening Mathematics and Science in Secondary Education
Small and Micro Enterprises Programme Deposit Taking
SMEP DTM
Microfinance
SMEs Small & Medium Enterprise
SP Sector Programme
SPCR Social Protection, Culture & Recreation
Spp Species
SWOT Strengths, Weaknesses, Opportunities and Threats Analysis
TB Tuberculosis
TBA Traditional Birth Attendant
TOWA Total War Against Aids
U5MR Under Five Mortality Rate
UNDP United Nations Development Programme
VCT Voluntary Counselling & Testing
VIP Ventilated Improved Pit (Latrine)
WARMA Water Resource Management Authority
WEDF Women Enterprise Development Fund
WRA Women of Reproductive Age-18-49.1
WRUA Water Resource Users Association
YARD Youth Action for Rural Development
YDI Youth Development Index
YEC Youth Empowerment Centre
YEDF Youth Enterprise Development Fund
YP Youth Polytechnics
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GLOSSARY OF COMMONLY USED TERMS
Baseline: Baseline is an 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 Dividend: The demographic dividend is the accelerated economic growth that
may result from a decline in a country's mortality and fertility and the subsequent change in the
age structure of the population.
Flagship/Transformative Projects: These are projects with high impact in terms of

employment creation, increasing county competitiveness, revenue generation etc. They may be
derived from the Kenya Vision 2030 (and its MTPs) or the County Transformative Agenda.
Green Economy: The green economy is defined as an economy that aims at reducing
environmental risks and ecological scarcities, and that aims for sustainable development without
degrading the environment.
Indicator: An indicator is 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 Indicator: This is a specific, observable, and measurable characteristic or change that
will represent achievement of the outcome. Outcome indicators include quantitative and
qualitative measures. Examples: Enrolment rates, transition rates, mortality rates etc.
Outcome: Measures the 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 indicator: A measurement that evaluates the success of an organization or of a

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 project is 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: For the purposes of planning, the CIDP sectors shall be based on the following 10
County Sectors as per the departments – Public Service and Administration; Finance IT and
Economic Planning; Education, Youth, Sports, Culture and Social Development; Health; Trade,
Tourism, Investment, Agribusiness and Cooperatives; Environment and Climate Change; Lands
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Housing and Urban Development; Roads, Transport, Energy and Public Works; Agriculture,
Livestock and Fisheries; Water and Irrigation.
Target: A target refers to planned level of an indicator achievement
The Blue Economy: Blue Economy means the use of the sea and its resources for sustainable
economic 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.
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FOREWORD
The Constitution of Kenya 2010 provides for two distinct and interdependent levels of
government – the national and the county governments. The Constitution article 220(2) makes it
mandatory for every County to prepare Development Plans. The County Governments Act, 2012
states that each county shall prepare a County Integrated Development Plan (CIDP) which shall
be the basis for all budgeting and spending of public funds. In addition, every county
government is expected to plan for the county and no public funds shall be appropriated outside a
planning framework developed by the county executive committee and approved by the county
assembly. The county integrated plan focuses on economic, physical, social, environmental and
spatial planning.
According to the Public Finance Management Act, 2012 the budget process for county
governments in any financial year shall begin with an integrated development planning process
which shall include both long term and medium term planning which will in turn inform the
county budget estimates and establish financial and economic priorities for the county over the
short, medium and long term. The purpose of the CIDPs is to provide comprehensive guidelines
in budgeting, project funding, monitoring and evaluation of all the projects for the next five
years.
The Second CIDP for Murang’a County is a historical milestone. Apart from providing
comprehensive guidelines in project identification, implementation and evaluation, it also
facilitates proper coordination with the national government and other stakeholders in order to
improve the well-being of the county citizens. In addition, the integrated development planning
framework formulated will enhance linkage between policy, planning and budgeting.
The projects and programmes in this CIDP were identified through various consultative forums
at the county level as provided for in the County Governments Act 2012. This was done through
public participation forums which included electronic media sessions through local radio
programmes, MTP II consultations as well as those on the county Medium Term Expenditure
Framework. At the beginning of every financial year, annual work plans will be drawn to outline
projects to be undertaken during that year.
It is my expectation that increased participation by a wide cross section of the people during
identification, planning, implementation and monitoring and evaluation of projects and
programmes will empower the people of Murang’a to realize their social, political and economic
development.
Mwangi Wa Iria
Governor, Murang’a County
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ACKNOWLEDGEMENT
The realization of the Second Murang’a CIDP has been made possible through the involvement
and support of many individuals and organizations. We would like to appreciate the role played
by these individuals and institutions. I would like to greatly appreciate our governor, H.E.
Mwangi Wa Iria for his financial and moral support for the process.
We are also grateful to the members of the County Executive Committee, Heads and staff of
various county and national governments departments, community groups and the private sector
for providing information and ideas on programmes and projects in various sectors. We also
appreciate the AHADI consultants and the department of Economic Planning for spearheading
the whole exercise of CIDP preparation right from data collection, collation, compilation, and
coordination.
Finally, we would also like to thank the Speaker of the County Assembly, the Clerk and entire
Members of the County Assembly for actively participating in forums which enriched the
document significantly. Without their support this document could not have been made a reality.
God bless you all.
David W. Waweru,
CEC, Finance, IT and Economic Planning
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EXECUTIVE SUMMARY
Murang’a County is one of the counties created under the Kenya Constitution 2010. It is one of
the five counties in Central region of the Republic of Kenya and occupies a total area of
2,558.8Km2. It is bordered to the North by Nyeri, to the South by Kiambu, to the West by
Nyandarua and to the East by Kirinyaga, Embu and Machakos counties. It lies between latitudes
0o 34’ South and 107’ South and Longitudes 36o East and 37o 27’ East. The county lies between
914m above sea level (ASL) in the East and 3,353m above sea level (ASL) along the slopes of
the Aberdare Mountains in the West.
The 2009 Population and Housing Census recorded a population of 936,228 persons for
Murang’a County consisting of 451,751 males and 484,477 females and a growth rate of 0.4 per
cent per annum. This population is projected to rise to 1,128,177 in 2018; 1,173,602 in 2020 and
1,214,071, persons in 2022. During the plan period, the county is targeting to improve access to
markets and social amenities through improvements of 1750 Km of roads. Further, the sector
targets to build 8750 Km of road to improve on the network and reduce distance to an all season
road to within 2Km from the residential. The county has an old railway line of 65 Km which has
one terminus at Maragua. The railway is however unutilized.
The major cash crops in the County include tea, coffee, avocado, mangoes, macadamia and
horticulture crops, among others. Horticultural crops include tomatoes, cabbages, kales, spinach
and French beans while food crops include maize, beans, bananas, sweet potatoes and cassava. In
the education sector, the county has 1000 pre-schools, 512 primary schools, 306 secondary
schools, 65 youth polytechnics, 1 technical institute two colleges (Murang’a Teachers Training
College and Kenya Medical Training College) and one University (Murang’a University). The
County has 272 health facilities serving a population of 1,128,177. It has 1 level five hospital,
three mission/private hospitals and three nursing homes. There are 26 health centres (public and
private), 114 dispensaries (89 public and 25 mission/NGO) and 137 private clinics.
The process of identifying the projects and programmes to be undertaken over the next five years
involved the entire county and its citizens in order to find the best solutions to achieve
participative, equitable and sustainable long-term development. It aims to co-ordinate the work
of local and other spheres of government in a coherent plan to improve the quality of life for all
the people living in the County. Through this process the efforts at national and devolved levels
of government and other relevant public institutions are coordinated at local level with due
consideration to the economic, social, environmental, legal and spatial aspects of development
for the benefit of local communities. In addition, the plan aims to protect the right to self-
fulfillment within the county communities and with responsibility to future generations.
In developing the CIDP, references were made to the provisions of the County Government Act,
2012; Transition to Devolved Government Act (2012); Urban Areas and Cities Act, 2011; and
the Public Finance Management Act (PFMA), 2012. The first chapter gives a general overview
of the county background. Chapter Two indicates the linkages between the CIDP and other
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National and international policy documents as well as integration of the SDGs. Chapter 3 gives
a summary of the review of the implementation of the previous CIDP (2013-2017). Chapter four
tabulates the strategic programmes and sub-programmes by sector while chapter 5 shows
resource mobilization strategies, sources and allocations by sector. Also, chapter 5 outlines the
governance structure of the county Chapter 6 outlines how programmes and projects will be
monitored and evaluated in compliance with Section 108(1) (c) of the County Government Act.
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CHAPTER ONE: COUNTY GENERAL INFORMATION
This chapter provides a sneak preview of county’s location and size; physiographic and natural
conditions; physical and topographic features; ecological conditions. It also documents
demographic features as well as political and administrative units. The chapter further provides a
detailed analysis of both macro and micro development indicators in various sectors of the
county’s economy.
1. COUNTY OVERVIEW
Murang’a County is the origin of Gikuyu and Mumbi, the forefathers of the Kikuyu. It is a
cosmopolitan county located in the defunct central province. The headquarters of the county are
in Murang’a town, formerly Fort Hall. The upper part of the county is mainly dependent on
agriculture due to the fertile soils while the lower part depends on various informal businesses
such as boda boda riding, quarry mining, and bee keeping. Other economic activities in the
county include small-scale fishing, banking, hotel and tourism (mainly in Mukurwe Wa
Nyagathanga), nut processing, and other small scale businesses spread across the various towns
within the county. The county augments its fresh farm products from markets in neighbouring
counties, such as Kagio Market in Kirinyaga County. There is also active interchange of goods
and services in relation to labor, education, business, tourism, as well as infrastructure among
other sectors.
1.1. Position and Size

Murang’a County is in the Central region of the Republic of Kenya. It borders Nyeri to the
North, Kiambu to the South, Nyandarua to the West and Kirinyaga, Embu and Machakos
counties to the East. It lies between latitudes 0o 34’; 107’South and Longitudes 36o; 37o 27’ East.
The county occupies a total area of 2,558.8Km2.
1
Figure 1: Location of the County in Kenya
2
1.2. Physiographic and Natural Conditions
1.2.1. Physical and Topographic features

The County lies between 3,353m above sea level, in the West along the slopes of Aberdare
Mountains and 914m ASL in the East. 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 Tana River. The County’s geology and basement system comprises of
volcanic rocks of the Pleistocene age and Achaean rock type respectively. The western part of
the County bordering Aberdares is characterised by volcanic rocks while 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 is both an asset and liability to the County’s development. The highest parts
bordering Aberdares form the rain catchment areas, from where most of the rivers passing
through the county originate. The volcanic rocks hence fertile soils result in thriving 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 hence
construction and maintenance of bridges and roads are very expensive.
1.2.2. Ecological conditions

The county is composed of six agro-ecological zones. 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 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.
1.2.3. Climatic conditions

The County has three climatic regions: The western region with an equatorial type of climate, the
central region with a sub-tropical climate and the eastern part with semi-arid conditions. Long
rains fall in the months of March, April and May. April reliably records the highest amount of
rainfall. The short rains are in the months of October and November. 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. The Eastern region, covering
the lower parts of Kigumo, Kandara, Kiharu and Maragua constituencies receive less rain and
crop production requires consistent irrigation
3
1.3. Administrative and Political Units
1.3.1. Administrative Subdivision (sub-counties, wards, villages)

The county is divided into seven constituencies; Kiharu, Kangema, Mathioya, Gatanga, Kigumo,
Kandara, and Maragua. The table below illustrates the administrative units, the land area,
number of sub-counties, number of divisions, and number of locations in each sub-county.
Table 1: Area and Administrative Units of the County by Constituency

Land No. of Sub- No of No. of No. of sub- No of
Constituency
Area(Km2) Counties Divisions Locations locations villages *
Kiharu 409.8 2 7 24 53 831
Kangema 173.6 1 3 11 33 198
Gatanga 599.0 1 7 21 59 1805
351.3 4 12 25 593
Mathioya 1
Kigumo 242.1 1 3 12 28 1067
Kandara 235.9 1 3 9 28 262
Maragua 547.2 1 3 11 34 328
Total 2,558.9 8 30 100 260 5084
Source: County Commissioner Murang’a, 2018
* Nyumba Kumi clusters
Figure 1.1: County Administrative and Political Units
4
Source: Kenya National Bureau of Statistics- 2015
Table 2: Area by Sub-county and ward
Sub County Number of County Electoral Wards
Kiharu 3
Kahuro 3
Kangema 3
Gatanga 6
Mathioya 3
Kigumo 5
Kandara 6
Maragua 6
Total 35
Source: County Development Planning Office, Murang’a 2017
5
1.4. Political units (Constituencies and Wards)
Table 1.3: County’s Electoral Wards by Constituency
Constituency Wards
Kangema Kanyenya-Ini, Muguru, Rwathia
Mathioya Gitugi, Kiru, Kamacharia
Kiharu Wangu, Mugoiri, Mbiri, Township, Murarandia, Gaturi
Kigumo Kahumbu, Muthithi, Kigumo, Kangari, Kinyona
Maragua Kimorori/Wempa, Makuyu, Kambiti, Kamahuhu, Ichagaki, Nginda
Kandara Ng'araria, Muruka, Kagundu-Ini, Gaichanjiru, Ithiru, Ruchu
Gatanga Ithanga, Kakuzi/Mitubiri, Mugumo-Ini, Kihumbu-Ini, Gatanga, Kariara
1.5. Demographic Features
1.5.1. Population size and composition

Population is projected to rise to 1,128,177 in 2018; 1,170,109 in 2020 and 1,214,050 persons in
2022. This is based on the 2009 Population and Housing Census, which recorded a population of
936,228 persons for Murang’a County consisting of 451,751 males and 484,477 females, and
with a growth rate of 0.4 percent per annum. It should however, be noted that these figures do
not include the population by age cohorts for four locations (Kakuzi, Ithanga, Mitumbiri and
Ngelelya) which are administratively in Kiambu County as per census report of 2009.
The male: female sex ratio for the county is 48:52. The higher female population in relation to
male is attributed to high male emigration to other counties and towns in search of employment
and business opportunities.
6
Table 1.4: Population Projections by Age Cohort
Age 2009 2018 2020 2022

Cohort M F T M F T M F T M F T
0-4 57,758 56,251 114,009 71,046 69,946 141,002 71,937 70,694 142,631 72,233 70,968 143,201
5-9 60,903 59,271 120,174 69,724 68,042 137,777 73,509 71,624 145,133 74,303 72,398 146,702
10-14 49,520 58,162 107,682 64,400 61,537 125,947 66,017 63,260 129,277 69,991 67,112 137,103
15-19 49,964 45,324 95,288 59,144 52,194 111,351 60,623 53,475 114,098 62,101 55,115 117,216
20-24 39,934 37,888 77,822 42,627 37,654 80,281 43,677 37,623 81,300 44,720 38,624 83,343
25-29 31,622 36,550 68,172 36,320 37,904 74,189 37,425 37,020 74,445 38,283 36,977 75,258
30-34 28,932 32,310 61,242 35,166 40,531 75,697 36,605 41,745 78,350 37,677 40,828 78,492
35-39 25,942 28,755 54,697 32,916 37,933 70,843 34,386 40,225 74,611 35,828 41,531 77,359
40-44 20,525 23,835 44,360 29,790 33,081 62,873 31,588 34,957 66,545 33,080 37,502 70,580
45-49 19,241 23,156 42,397 26,346 30,280 56,623 28,401 32,240 60,641 30,347 34,418 64,765
50-54 14,347 17,083 31,430 22,910 26,282 49,192 24,648 28,068 52,716 27,008 30,290 57,297
55-59 13,170 15,057 28,227 19,278 21,754 41,033 21,248 23,900 45,148 23,217 25,914 49,131
60-64 12,691 13,432 26,123 15,002 15,666 30,669 16,066 16,632 32,698 18,337 18,966 37,302
65-69 8,769 11,039 19,808 11,772 12,816 24,587 12,222 13,057 25,279 13,281 14,064 27,345
70-74 6,853 8,602 15,455 8,573 10,217 18,790 9,001 10,621 19,622 9,387 10,873 20,259
75-79 4,707 6,069 10,776 5,831 7,333 13,163 6,138 7,640 13,778 6,502 8,032 14,533
80+ 6,873 11,693 18,566 5,699 8,465 14,159 5,694 8,143 13,837 5,905 8,259 14,163
Total 451,751 484,477 936,228 556,544 571,634 1,128,177 579,185 590,924 1,173,602 602,200 611,871 1,214,071
7
Table 1.5: Population Projections by Urban Centres
Urban centre 2009 census 2018 (Projections) 2020 (Projections) 2022 (Projections)
M F T M F T M F T M F T
Murang’a 14,069 14,706 28,775 14585 15,245 29830 14,702 15367 30,069 14820 15491 30311
Maragua 12,878 13,496 26,374 13350 13,991 27341 13,457 14103 27,560 13565 14216 27782
Makuyu/Kenol 21,701 22,306 44,007 22496 23,124 45620 22,677 23309 45,986 22859 23496 46356
Kiria-ini 1,118 1,339 2,457 1159 1,388 2547 1,168 1399 2,568 1178 1410 2588
Kabati 1,529 1,599 3,128 1585 1,658 3243 1,598 1671 3,269 1611 1684 3295
Kangari 1,395 1,415 2,810 1446 1,467 2913 1,458 1479 2,936 1469 1491 2960
Total 52,690 54,861 107,551 54621 56,872 111493 55,060 57329 112,388 55502 57789 113291
1.5.2. Population density and distribution
Table 1.6: Population distribution and density by Sub-county
Constituency 2009 (Census) 2018 2020 2022

Kangema 36,906 40,082 76,988 44,860 47,269 92,129 46,685 48,864 96,090 48,540 50,597 99,137
Mathioya 42,126 46,093 88,219 51,205 54,358 105,563 53,288 56,192 109,787 55,406 58,184 113,590
Kiharu 87,490 93,586 181,076 106,346 110,367 216,713 110,672 114,092 225,303 115,070 118,136 233,206
Kigumo 59,807 63,959 123,766 72,697 75,428 148,124 75,654 77,973 154,251 78,660 80,737 159,398
Maragua 74,712 77,560 152,272 90,814 91,468 182,282 94,509 94,554 189,403 98,264 97,906 196,170
Kandara 75,836 80,827 156,663 92,180 95,320 187,501 95,930 98,537 195,278 99,742 102,030 201,772
Gatanga 80,987 82,610 163,597 98,441 97,423 195,865 102,446 100,711 203,490 106,517 104,281 210,798
8
TOTAL 457,864 484,717 942,581 556,543 571,633 1,128,177 579,184 590,923 1,173,602 602,199 611,871 1,214,071
1.5.3. Population projection for special age groups
Table 3: Population projection by special age groups
Age Groups 2009 (Census) 2018 (Projection) 2020 (Projection) 2022 (Projection)
Under 4* 70,351 68,573 138,924 71,046 69,946 141,002 71,937 70,694 142,631 71,937 70,694 142,631
Primary School Age 6- 96,441 94,706 191,147 113,024 108,335 221,359 119,261 114,313 233,574 125,842 120,620 246,463
13
Secondary School Age 42,813 42,091 84,904 53,032 48,552 101,584 55,958 51,232 107,190 59,046 54,059 113,104
14-17
Youth Population 15- 150452 152072 302524 173,257 168,282 341,518 178,330 169,863 348,193 182,781 171,544 354,310
34*
Reproductive Age – 216160 227818 443978 270,426 285,249 555,676 285,349 300,989 586,338 301,095 317,599 618,693
female 15-49
15-64 256368 273390 529758 322,157 43,851 66,008 39,934 362,825 702,759 58,691 82,846 41,538
(Labour Force)
65+ 27202 37403 64605 3,498 43,043 76,541 35,347 45,418 80,764 37,297 47,923 85,221
(Under-5:Pre-school going age, 6-13: Primary school going age, 14-17: Secondary school going age, 15-35: Youth Population, 15-49: Female
reproductive age, 15-64: Labour force, 65+: the Aged population)
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1.5.4. Demographic Dividend
The demographic dividend is defined by United Nations populations Fund (UNFPA) as “the
economic growth potential that can result from 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 8 below shows the analysis
of county demographic dividend potential.
Table 4: Demographic Dividend Potential
Category 2009* 2017 2018 2020 2022

Population Size 942581 1,106,312 1,128,177 1,170,109 1,214,050
Population below 15 (%) 36.27 36.03 35.87 35.64 35.17
Population 15-64 (%) 56.2 57.66 57.86 58.16 58.54
Population above 65 (%) 6.85 6.31 6.27 6.20 6.28
Dependency ratio 76.73 73.44 72.83 71.94 70.81
Fertility rate (%) 3 3 3 3 3
From the analysis, the county demographics show an increasing number of people in labor
cohort (15-64) and declining fertility, which accords the county potential economic gain.
However, the younger population must have access to quality education, adequate food
nutrition and health in order for the envisaged “demographic gift” to occur. Moreover, the
reduction in dependency ratio is a plus for the county since an increasing number of residents
are independent.
1.6. Human Development Approach

During the planning period 2013-2017, the County Human Development Index was 0.624
while the National HDI was 0.561. This implied that the county was performing better in
terms of human development. Currently, the HDI is 0.56 and 0.52 respectively for the county
and national. This shows that the county is performing better though there is a significant
decline compared to the 2013-2017 HDI index. This is partly attributed to growing
unemployment especially amongst the youth, which currently stands at 22%.
1.7. Infrastructure Development
1.7.1. Roads, Rail Network, and Airstrips

The County has several road categories, with its mandate restricted to the unclassified
category. The roads Authority plans to undertake GIS mapping of the roads to counter the
challenge of data inadequacy, which the sector faces. There are five bus parks in the County,
namely: Murang’a in Murang’a town, Kiria-ini in Mathioya, Kangema in Kangema town,
Kangari in Kigumo, and Kirwara in Gatanga.
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The County has a piece of land earmarked for constructing an airstrip at Kambirwa in Kiharu
constituency. The old railway (65Km) line traverses through the county with one terminus at
Maragua. If revived the railway line would be useful for transporting fertilizer, coffee and
tea. This railway line however, is underutilised.
1.7.2. Information, Communication Technology which include post offices, mobile

telephony, landline, fibre optic cables, radio and television and Huduma centres
The County has high mobile network coverage of about 97% of the area with Safaricom,
Equitel, Jamii Telkom, Airtel Kenya, and Telkom Kenya as the main service providers.
There are six post offices, three sub-post offices, a Huduma Centre, and four courier
services operating in the county.
The county is served by all national mainstream TV and Radio stations with more than 6 of
the radio stations and 5 TV stations broadcasting in the local language. Two radio stations
that have their studios in the county are Kangema FM (Ranet FM) in Kangema Town, and
Radio Maria in Murang’a Town.
1.7.3. Energy access

The energy subsector promotes environmental friendly, sustainable and renewable sources
of energy. There are 123,900 electric connections, out of which 23115 are new ones. About
1% of the households use solar energy. The Last Mile Connection Project envisages
connecting more than 85% of the households. Other main sources of energy commonly used
in the county are firewood, paraffin, charcoal, and LPG gas. Solar powered lights were
installed along a 2km stretch in Kabati. Some other 55 poles were installed across the
county in areas such as Makuyu, Mbombo and Kambiti for fruit vendors during the 2013-
2017 plan period
1.7.4. Housing
In Murang’a County, more than 40% of the households live in stone/brick walled houses,
less than 58% in mud/wood walled houses while about 2% live in grass straw/tin walled
houses. Most housing units in the county are roofed with corrugated iron sheets (about
95%), while makuti and grass roof constitute 0.18% of the households. Majority of these
housing units have earth floor (60%), followed by cement floor at 39%. Records from the
county department of housing indicate that the county has there are 47 low grade, 13 middle
grade county government owned houses and no high grade houses.
1.8. Land and Land Use
1.8.1. Land ownership categories/ classification

Land in Murang’a County is classified into freehold or leasehold land. Freehold land is held
by an individual for an unspecified period of time while leasehold land is given by the
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government to and individual or organization over a specified period of time and is
expected to remit rent to the government.
1.8.2. Mean holding size

The county has a total area of 2,558.9Km2, of which 11.2Km2 is water mass. The arable
land is, 2,135 Km2 while non-arable land is 163.3 Km2. The gazetted forest covers an area
of 254.4 Km2 while approximately 20 Km2 is urban area. The average farm size under
large-scale holdings is 6.4 ha. Total acreage under food crop farming is 180,225 ha while
that under cash crop farming is
42,980 ha. The land under soil conservation is 55,780 ha; farm forestry is 108,352 ha while
area under organic farming is 11,156 ha.
The main land use activities in the county are cash crop farming, subsistence farming,
livestock keeping, fish farming, housing and forestry.
1.8.3. Percentage of land with title deeds

Murang’a County is predominantly agricultural therefore, land holding is considered
important. It is estimated that about 33,000 farmers have title deeds with a population of
about 250,000 farmers.
1.8.4. Incidence of landlessness

Majority of the county population own land. Incidence of landlessness is approximately
0.2per cent. This is as a result of concerted efforts by the government to resettle the landless
at Maranjau area in Kambiti Location of Maragua constituency.
1.8.5. Settlement patterns (Urban centres, informal settlement, etc.)

Human settlement patterns in Murang’a vary from town to town due to various reasons,
which include socio-cultural basis, topographic characteristics, and economic output of the
areas.
Linear Settlements are settlements along lines i.e. major roads and rivers.80% of service
centres in Murang’a County are located along roads. Linear settlement are majorly located
on suburban areas of the county
Scattered settlements are settlements where household are located at a distance from each
other. This is mainly experienced in the semi-arid parts of the county.
Nuclear settlements are settlements that are characterized by a concentration of households
in a specific area i.e. around towns.
1.8.6. Type and size of land

In Murangá County, land is classified as public, community, or private. According to the
constitution, public land is Land which at the effective date was alienated government land
as defined by an Act of Parliament in force at the effective date, land lawfully held, used or
occupied by any State organ, land transferred to the State by way of sale, reversion or
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surrender, land in respect of which no individual or community ownership can be
established by any legal process or land in respect of which no heir can be identified. Public
land shall vest in and be held by a county government in trust for the people resident in the
county, and shall be administered on their behalf by the National Land Commission.
Community land is land held by communities identified on the basis of ethnicity, culture or
similar community of interest. It consists of: land lawfully registered in the name of group
representatives under the provisions of any law, land lawfully transferred to a specific
community by any process of law, any other land declared to be community land by an Act
of Parliament; and land that is used by the community as community forests, grazing areas
or shrines, ancestral lands or land lawfully held as trust land by the county governments.
Private land is registered land held by any person under any freehold tenure or any other
land declared private land under an Act of Parliament.
1.9. Employment
1.9.1. Wage earners

Wage earners in the county are mainly employed on casual basis either temporarily or
seasonally with no job guarantee or security. This group accounts for 18per cent (78,193
persons) of the total employment in the county.
1.9.2. Self-employed
The self-employed are categorized as rural self-employed who account for 34,752 people
and urban self-employed who account for 73,849 persons in the county. The self-
employment opportunities are expanding with the expansion of towns and market centres in
the county due to rural urban migration.
1.9.3. Labour force by sector

The labour force accounts for 527,679 persons or 55.3 percent of the total population of the
county and is expected to increase to 538,339 persons by 2017. Those in employment
account for 434,405 persons. The biggest challenge for this group is to create adequate and
gainful employment opportunities. Processing of agricultural produce which accounts for a
mere 3.6per cent of those in employment has great potential to form the core labour niche in
the county.
1.9.4. Unemployment levels

The rate of unemployment in the county is approximately 17.67 percent or 93,241 persons.
The county should therefore strive to reduce the unemployment rate by adopting policies
and programmes that are labour intensive.
1.10. Irrigation infrastructure and schemes

1.10.1. Irrigation potential
Murang’a County has a total of about 230,000 ha irrigation potential out of which only
23,000Ha has been exploited. Therefore there is a huge irrigation potential which is yet to
13
be exploited. The ideal location as a water catchment within the Aberdare Ranges water
tower gives it a competitive advantage over its neighbours both in terms of markets access,
infrastructure and production potential.
The Irrigation Sub-sector intends to exploit about 9,000 Ha of this potential in its short,
medium and long term specific objectives. This plan will assist the County Government to
map out the strategies and resources required to empower the smallholder irrigation farmers
engage in both sustainable crop production and poverty alleviation initiatives through
income generation.
1.10.2. Irrigation schemes (small/ large scale)

Murang’a County has two main categories of irrigation schemes namely smallholder
community irrigation schemes and individual/private schemes. Smallholder community
irrigation schemes are initiated, owned, operated and managed by the scheme members. The
majority of the schemes in Murang’a County fall under this category. Water for these
schemes is usually abstracted from the rivers and conveyed to the farms by gravity through
closed conduits for ultimate use. The most common water application method is the
sprinkler system. These schemes further fall into complete and operational irrigation
schemes, designed irrigation projects, proposed irrigation projects. Complete and
operational schemes and designed irrigation projects have 12 schemes each.
Individual/private schemes are managed by companies or individual farmers. These private

schemes are normally large scale farms that grow high value crops like cut-flowers, French
beans, pineapples, coffee, etc. These schemes include: Delmonte Ltd, Kakuzi Ltd, Enkarsiti
Farm, Simbi Roses, Aberdare/Thuita Farm, Bendor Farm in Gatanga Sub-county and
Everest Farm Maragua Sub- County. The total irrigated area by the private/individual
schemes is about 200 ha. Most of these schemes use pump-fed sprinkler and/or drip system.
To achieve the vision of being the model County in small holder irrigation in Kenya, the
strategy recommends that immediate investments be committed in the short term towards
completion of fifteen ongoing and the three fully designed projects that will enable it
increase agricultural production from the current 60% to 90%. A detailed survey and design
will also require to be undertaken for the twenty eight proposed irrigation projects.
A feasibility study and detailed survey is recommended to be conducted for three mega
dams and expansion of irrigated land from the current 1,000Ha to 9,000Ha in the medium
term. The full implementation will only be realized when the County embraces water
harvesting and storage and construction of Mega dams in the long term period whereby
30,000 ha can be realized by the year 2030.
1.11. Crop, Livestock, Fish Production and Value addition
1.11.1. Main crops produced

The major cash crops in the County include tea, coffee, avocado, mangoes, macadamia
and horticulture crops, among others. Horticultural crops include tomatoes, cabbages,
14
kales, spinach and French beans while food crops include maize, beans, bananas, sweet
potatoes and cassava.
1.11.2. Acreage under food and cash crops

The acreage under food crops and cash crops are 329,234 and 177,636 respectively. The
acreage under food crop is almost twice that of cash crop. Food crop farming is practiced
in all parts of the county but cash crop farming is practiced in upper zones and in some
lower zones of the county.
1.11.3. Average farm sizes

The average farm size for most of the county’s households is 1.4 acres. As a result of this,
farmers are not able to produce large quantities of crops to warrant large storage facilities
at household level. Nevertheless, the average large scale farm size is 16 acres which are
commonly found in the lower parts of the county and in tea, coffee, pineapples, mango,
and flower estates.
1.11.4. Main storage facilities

The storage facilities range from granaries to grain stores and milk coolers. Grain stores
are found in NCPB outlets in Maragua town. Milk coolers are found in milk collection
centres in Kigumo, Kangema, Kandara and Maragua. Granaries are found at household
level due to small quantities of produce. Tea leaves and coffee berries are stored in their
respective factories.
1.11.5. Agricultural extension, training, research and information services

There is 1 training institution (Kenyatta Agricultural Training Center-Mariira farm) in
Kigumo Sub-County. However, there are efforts to start a mechanization institution (Thai
Farm) in Kambirwa augmented by other continuous agricultural demonstrations in
farmers’ fields and schools.
1.11.6. Main livestock breeds and facilities

The main livestock bred in the county are cattle, pigs, goat, sheep, rabbits and chicken.
Exotic cattle breeds are found in the upper parts of the county while indigenous cattle
breeds are found in the lower parts of the county. Dairy and indigenous goats are spread
all over the county but they thrive well in the lower parts. Pigs are of different varieties
and reared all over the county due to readily available market offered by Farmers’ Choice.
Rabbits and chicken are reared in response to demand for white meat.
1.11.7. Ranching (number, ownerships and activities)

The County has one company ranch owned by Kakuzi Limited of approximately 213
Acres. This is a private company listed in the Nairobi Stock Exchange.
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1.11.8. Apiculture (bee keeping)
Apiculture in the County is underutilized with concerted efforts to improve it. Currently,
there are approximately 11,962 beehives.
1.12. Oil and Other Mineral Resources
1.12.1. Mineral and Oil potential

There are no known potential mineral deposits in Murang’a County. Researchers are
however encouraged to continue exploration works in various parts of the county to
ascertain if the county has any mineral potential.
1.12.2. Ongoing mining and extraction activities

Major quarrying activities in the County include extraction of stone, ballast, sand, and
marram mainly for housing and road construction. However, there is scanty information
on the same with efforts to create a database to capture the majorly informal mining
activities.
1.13. Tourism and Wildlife
1.13.1. Main tourist attractions and activities

The main tourist attraction sites in the county are the Aberdares National Park and the
cultural heritage sites that have a rich history on the origins of the Agikuyu people. Such
sites are at Mukurwe WA Nyagathanga and Karia Ka Mbari ya Ngware. Moreover, there
are ideal natural sites for hiking and camping at Rapids Camp, Aberdare cottages and
sport and leisure fishing sites at Kimakia fishing grounds and Ndakaini Dam.
1.13.2. Classified / major hotels (numbers, bed capacity and distribution by sub-
county)
The County has a number of major hotels which include Nokras Riverine, Hotel Nokras,
Fortune Green, Stanleys Haven, Murangá Mukawa, and Sagana Getaway in Kiharu Sub-
County; Golden Palm Hotel in Kandara Sub-County; Trotters Hotel in Maragua Sub-County;
Ranges View Lodge, Goshen Farm Hotel, and Green Coral in Mathioya Sub-County; Muchiris
Resort Ndakaini in Gatanga Sub-County. Most of them are unclassified. However, tourism
potential in the county is untapped, there are no tourist class hotels or restaurants. This is
because the available tourism packages are often irregular and the tourists usually visit the
county during the day and then go to reside in hotels outside the county.
1.13.3. Main wildlife

The main wildlife in the county are elephants. Other wildlife in the county is Columbus
monkeys and their related species. Elephants are the major source of human-wildlife
conflicts especially in Mathioya and Kigumo constituencies. This is due to the
constituencies’ proximity to the Aberdare forest which forms the wildlife habitat. Vervet
species of monkeys have also created conflicts with humans especially in Gatanga Sub
County.
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1.13.4. Wildlife conservation areas (game parks, reserves, conservancies, game
ranches)
The main wildlife conservation area is the Aberdare forest which is the wildlife habitat.
1.13.5. Total number of tourists (both domestic and foreign) visiting attraction sites
annually
There is no documented data on the number of tourists. However, there are efforts by the
department of tourism to create a database.
1.14. Industry and Trade
1.14.1. Markets
There are 412 market centres with 10890 and 595 retail and wholesale traders
respectively. As at 2016, there were 437 trading centres, 9980 licensed retail traders, and 6
supermarkets.
1.14.2. Industrial parks ( including Jua Kali sheds)

The County has several private industrial parks for mango, avocados, and macadamia
processing. There are efforts to establish a public industrial park at Mitubiri Wempa in
Maragua Sub County.
1.14.3. Major industries

Murang’a County has several agro-processing factories as shown in the table below:
Sub- Counties Industry/ factory by Type
Tea Coffee Milk Fruits Nuts Animal Cottages

Feeds
Kangema 1 15 2 0 0 0 0
Mathioya 2 16 0 0 0 0 0
Murang’a East 3 6 0 0 1 0 0
Murang’a South 0 8 0 1 1 3 5
Gatanga 2 21 0 2 1 0 1
Kandara 1 34 1 0 0 0 0
Kigumo 3 38 0 0 0 0 0
Kahuro 1 23 0 0 0 0 0
Total 13 161 3 3 3 3 6
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As per the above table, most of the industries are agro based industries with coffee
being the leading followed by tea. Most of the factories produce semi- finished
products which are exported to other counties then internationally as raw materials and
do not fetch optimum prices. Therefore, there is need for the factories to refine and
package the end products so that there is optimum returns and creation of more
employment opportunities in the county. Only a few factories like Del Monte and
Farm Nut produce finished products and hence are some of the largest employers. The
county has potential for more industries especially in mango, banana and milk
processing. Pottery remains unexploited, where finished products of clay are exported.
However, clay soil is currently exported to other counties.
1.14.4. Types and number of businesses

As at 2016, the County had a total 16,829 licensed businesses comprising of 9980 retail
traders, 6 supermarkets (inclusive of branches), 1595 wholesale traders, 560 licensed
hawkers, 450 registered hotels, 40 petrol station, 1240 licensed liquor outlets, 2933
informal enterprises and 25 kerosene pumps.
1.14.5. Micro, Small and Medium Enterprise (MSME)

Majority of the businesses in Murang’a county fall under the MSME
Category and are spread across the county with a good percentage of them
being sole proprietorships and family owned and run businesses. There were about
16,829 licensed MSMEs in the County as at 2016.
1.15. The Blue Economy (including Fisheries)
1.15.1. Aquaculture
Blue economy in the County is expected to spur economic growth by improving
livelihoods and job creation in County. There are 2392 fish farming families and 2511
fish ponds. There is need to increase the construction of new fish ponds and preservation
of the existing ones. Aquaculture is an emerging fisheries enterprise in Murangá County.
1.15.2. Main fishing activities, types of fish produced, landing sites

By June 2017, over 2,392 fish farmers owning over 2,511 fish ponds covering
approximately 700,833 m2 (70.8 ha) were operating within the seven sub counties.
However, there is a great potential in aquaculture, given the county’s vast water
resources and high demand for some of the indigenous fish species in both the local and
regional market. Aquaculture fish include; tilapia, African catfish, rainbow trout,
ornamental fish. Capture fisheries reared from rivers and dams are tilapia, rainbow trout
and common carp.
1.16. Forestry, Agro Forestry and Value addition

1.16.1. Main Forest types and size of forests (Gazetted and Un-gazetted forests)
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The county has five indigenous gazetted forests covering a total area of 254.4 Km2. They
are Gatare, Karua, Kimakia, Kiambicho and Wanjerere forests. These forests are divided
into 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. Residents engaged in farm
forestry are 282,744, there are 204,557 farm forests, which are privately owned
plantations, and the average number of trees per farm is 105.
1.16.2. Main Forest products

The main forest product in the county include: timber (approximated at over 64 million
running feet), firewood (over 500,000 stacks) and seedling production, both KFS
(3,400,980) and private (87,458,280) bringing the total number of seedling production at
90,859,260. Other minor forest products include grass (1948 in bags), bamboo sticks
(1638 pieces), medicinal herbs, honey and charcoal (335 bags). The forests are also the
major sources of various rivers namely Maragua, Mathioya North, Mathioya South, Kiama
and Thika rivers.
1.16.3. Agro-forestry
Agro forestry involves tree farming with crops and/or pasture that does not bring about
competition for resources and nutrients between them. Green economy involves the
production of energy from renewable sources such as bio fuel, solar, wind and biogas. The
county has 267,744 acres under farm forestry in 204,557 farms, a slight reduction due to
increased farming of both cash crops and food crops. There are 282,774 people involved
in farm forestry with an average of 105 trees per farm.
a) Income generating activities: Forestry related income-generating activities in the
county range from tree nursery management activities to sale of forest products. The main
types of forest products in the county are timber estimated at 63,994,066 running feet,
firewood estimated at 531,025 stacks and production of seedlings estimated at 90,859,260
annually.
b) Protection of water catchment: Water catchment areas protection activities have been
on-going especially in the Aberdares forest. The activities included rehabilitation of
degraded sites and catchment areas, riverbanks stabilization and planting of water friendly
trees.
c) Prevention of soil erosion: Tree planting in farms has helped in preventing soil
erosion. Tree roots hold the soils firmly in the ground and act as windbreakers and
increase soil fertility through litter fall from leaves which later form humus. The soil
conservation structures practiced across the county include retention ditches, grass strips,
trash lines and Fanya Juu.
d) Provision of wood fuel and generation of energy for industries. Farmers enhance tree
planting through tea processing industries by establishing tree nurseries, and supplying
tree seedlings to farmers for planting. These industries buy mature trees from farmers who
earn incomes while the industries get a source of wood fuel for their production.
e) Improved soil fertility by growing fertiliser trees: The departments of Agriculture and
forestry have enhanced soil fertility improvement in the county by encouraging farmers to
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plant nitrogen fixing species of trees such as Acacias, Albizzia spp, Lencena spp, Sesbania
spp and Calliandra spp in order to improve soil fertility through fixing nitrogen in the soil.
f) Growing of fruit trees for improved nutrition: Farmers have also been planting fruit
trees like Avocadoes, Mangoes, Pawpaw, Macadamia and Oranges for commercial and for
nutrition purposes. There are Mango, Macadamia and Avocado processing factories in the
county. Tea, coffee and Macadamia nuts are also grown on commercial purpose.
g) Provision of carbon sinks: The carbon trade is an agreement made between a buyer
and a seller of carbon credits. Those who reduce emissions or sequester carbon receive
payments and those who have to decrease emissions can buy carbon credits to offset their
emissions. Carbon offsetting means to compensate emissions which cannot be avoided by
paying someone else to save – sequester - GHGs. The prices which are received for one
ton of CO2 vary a lot and depend on the type of market and the type of carbon offset
project. The County has not benefitted from the carbon sink programmes or projects for
carbon trading. Trees grown on gazetted and un-gazetted land take-up carbon dioxide and
produce oxygen in the process of making wood, it is therefore expected that carbon trading
projects will be initiated in the county so as to tap this potential.
h) Beautification activities: Beautification activities in towns, highways, schools and
public places have been on-going across the county. Tree planting along highways/streets
and in school compounds has been taken up as a programme by the Kenya Forest Service
and various groups and individuals. Growing of trees around homesteads is an adopted
practice in the county for beauty, shelter and fuel. Each calendar year, over 200,000
seedlings are planted along roads, urban centres and schools and public places
i) Animal feeds production ventures: Planting of fodder crops across the slopes have
also been encouraged as soil conservation method and helps retain soil fertility in sloppy
areas. Planting of fodder crops such as Napier grass, Leucaena spp and Cordia abyssinica
spp have also boosted animal feed production by the department of livestock production.
j) Growing and processing of tree and crops for medicinal purposes: Medicinal crops
like Amaranth and trees like Prunus spp, Moringa oleifera spp and Warbugia spp are also
been grown especially in areas of Kangema, Kiharu and Maragua. Local herbalists
purchase the raw plant parts for processing and sale within and outside the county.
k) The trees also form safe natural habitats for the wild animals in the high parts of the
County.
1.17. Financial services
1.17.1. Number of banks, Micro finance institutions, mobile money agents and
SACCOs with FOSAs
There are 7 commercial banks in the county (Barclays, Kenya Commercial Bank,
Cooperative Bank, Equity Bank, Post Bank, Consolidated Bank and Family Bank), 6
Micro-finance institutions (SMEP DTM, Faulu Kenya, Kenya Women Finance Trust,
Unaitas, Mentor Sacco and ECLOF) and 4 insurance companies (Britam, Invesco, APA,
Kenya Orient and other small agencies). The County has 145 SACCOs.
These institutions are critical in the economic development through provision of financial
services to the farmers, business people and the public in general. Apart from providing
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credit facilities, the financial institutions also advise the local people on the best
businesses to venture into in order to get optimal returns. The government uses the
financial institutions to channel funds to the vulnerable members of the population such as
the social protection fund. The Youth Enterprise Development Fund and Women
Development Fund are also channelled to the locals through financial institutions.
1.17.2. Distribution /coverage of financial services by sub-county

Residents access financial services in the respective sub counties. There are 3 banks in
Murang’a South, 2 in Gatanga Sub-County, 1 in Kandara, 3 in Mathioya, 3 in Kangema, 1
in Kahuro, 6 in Murang’a East, and 3 in Kigumo. Mathioya, Murang’a East, and Kangema
have 1 micro finance.
1.18. Environment and Climate Change
1.18.1. Major degraded areas / hotspots and major contributions to environmental

degradation
The county’s main environmental pollutants are classified as emissions from Green House
Gases (GHGs), agrochemicals from agricultural activities and factories, quarrying
activities, and various other activities that pollute the environment through human induced
activities and solid wastes from towns and markets. The GHGs disrupt atmospheric
balance and global warming therefore heating the earth surface.
Solid wastes include plastic and polythene papers (banned), glass, human waste, animal
waste, organic plant matter, synthetic materials, rubber and medical waste. Dumping and
management of solid waste to the environment remains a major challenge for the County.
Only Murang’a Town has a sewerage treatment plant. Makuyu, Maragua, Kangari and
Kangema Towns as well as Kiria-ini, Kahatia, Kandara, Kenol and Kigumo Markets are in
dire need of solid waste management facilities.
1.18.2. Environmental threats (Loss of biodiversity, drought, floods, Deforestation

landslides, Coastal and marine erosion/pollution, Emergence of marine related
diseases and epidemics, invasive species etc.)
Environmental degradation is the loss or reduction of ecological, biological, and economic
productivity of the ecosystem. The County experiences its effects. This is due to over-
exploitation of forests and unsustainable extraction of non-renewable resources.
Indiscriminate felling of trees in gazetted and non-gazetted forests has led to destruction of
water catchment areas and consequently reducing river recharge base.
1.18.3. Solid waste management facilities

Currently, there is no robust solid waste management facility in the County. However,
there is a proposed sanitary landfill facility at Mitubiri, co-funded by Murang’a County
Government and Nairobi Metropolitan Authority (NAMATA).
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1.19. Water and Sanitation
1.19.1. Water resources

Murang’a County’s water resources are rivers, shallow wells, springs, dams, boreholes and
roof catchment. There are 10 permanent rivers, 400 shallow wells, 75 springs, 30 dams
and 100 bore holes that supply water for domestic and agricultural use in the county. All
these sources supply 60 per cent of the county population with clean and safe drinking
water.
1.19.2. Water supply schemes

The county has 27 water supply schemes and about 16 irrigation schemes. Water supply
schemes are managed by three different entities. There are some which are managed by
the water companies, the department of water and others by the community members
through water project committee. The irrigation schemes managed by the community
members, get funding from community’s own initiatives as well as through government
and development partners’ support.
1.19.3. Water sources and access (distance to the nearest water points by sub-county)
In the county, the mean distance to the nearest water point is 3 Km with about 29.4per cent
of the households taking five to 14 minutes. Water supply schemes such as the Gatanga
community water schemes supply water directly to households at reasonable cost. The
county will expand the capacity of water schemes to ensure a minimum of 40per cent of
the households are directly supplied with water.
1.19.4. Water management (Institutions, measures for sustainable use etc.)

Organized community groupings are partially funded through UTaNRMP, WRUAs,
FUAs, and others, to conserve the wetlands especially on the upper catchment areas of
River Tana.
1.19.5. Sanitation
About 99.78 per cent of the households in the County use toilet facilities. Out of these,
4.97per cent use flush toilets, 3.97per cent use VIP latrines while the others use ordinary
pit latrines. The majority of people living in the market and trading centres use ordinary
pit latrines.
1.20. Health Access and Nutrition
1.20.1. Health Access (Health Facilities, Health personnel and their distribution by sub
county)
The County has 272 health facilities serving a population of 959,701. It has one County
referral hospitals and six sub-county hospitals, three mission and one private hospital.
There are 26 public health centres, 114 dispensaries (89 public and 25 mission/NGO) and
137 private clinics.
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The County has 1250 medical personnel working in government health facilities with 650
nurses, 39 doctors, 54 clinical officers, 138 public health officers and 38 laboratory
technicians and technologists among other medical personnel. Health facilities in the
county are inadequate and there is need to improve the situation.
1.20.2. Morbidity: Five most common diseases in order of prevalence

The most prevalent diseases in the County are: malaria/fever (2 per cent), flu (20.64 per
cent) diarrhoea (11.45 per cent), respiratory tract infections (10.86 per cent) and stomach-
ache (6.54 per cent). Morbidity situation in the county may change soon due to increasing
number of motor cycle accidents. The health personnel have been spearheading campaigns
to reduce the prevalence of the diseases especially for children less than five years.
1.20.3. Nutritional status (prevalence of stunting and wasting in children under 5

years: height-for-age, weight-for-height, weight-for-age)
Five per cent of children under five years are stunted and wasted. However, the medical
personnel have been intensifying their effort to ensure that these figures comes down.
1.20.4. Immunization coverage

The immunization coverage stands at 92 per cent. 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 health, by moving from house
to house to ensure that no child is left out.
1.20.5. Maternal health care (maternal deaths, number of mothers delivering in

hospitals, ante-natal and post-natal care)
Deliveries by skilled health attendant were 54% with a maternal mortality of 107/100,000
during the year under review. There are concerted efforts to increase deliveries and reduce
maternal mortalities. Antenatal attendance first visit was at 62% while the recommended
fourth visit was 27%.
1.20.6. Access to family planning services/Contraceptive prevalence

Murang’a County has high usage of family planning services especially in urban areas. It
is approximated that 86% of urban population has access to family planning services as
compared to 33% of the rural population. The county aims to balance between population
growth and economic activities since both have a bearing on the welfare of the residents.
1.20.7. HIV and AIDS prevalence rates and related services

HIV prevalence rate in the country is 6%, an average of 1.6 million people. However, the
prevalence rate in Murang’a County is 5.2%, an average of about 58,666 persons. HIV
prevalence rate in females and males is 9.8% and 1.2% respectively.
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1.21. Education, Skills, Literacy and Infrastructure
1.21.1. Pre- School Education (Early Childhood Development Education)

The county has 1,000 ECD centres with total enrolment of 47,960 pupils and 1,503
teachers. The teacher/pupil ratio is 1:32.
1.21.2. Primary Education

The county has 512 primary schools, 5,993 teachers, total enrolment of 191,829 and a
transition rate of 70 percent. The teacher/pupil ratio is 1:32. In this category there is a
shortage of teachers which the county government and national will have to deal with in
order to ensure that we attain the required ratio of 1:20. There is need also to improve on
the transition rates in the county.
1.21.3. Youth polytechnics

The county has one \science and technology institute (Michuki Technical Training
Institute), 65 youth polytechnics with a population of 7570 students, three accredited
colleges and four non accredited colleges. All these are middle level institutions where the
youth get skills suitable for the labour market.
1.21.4. Secondary Education

The county has 306 secondary schools, 4,095 teachers and a total enrolment of 103,946
students. This represents a gross enrolment of 71.04 percent. In this category, the
government has attained a teacher /student ratio of 1:25. There is need to put more effort
in ensuring that gross enrolment is raised to 90 percent.
1.21.5. Tertiary Education

The county has a public university; Murang’a University of Technology and a private
university; Pioneer University.
1.21.6. Adult and continuing education

There are 127 centres in the county with 155 classes. The centres have 73 instructors on
part time basis and 53 on full time basis. Enrolment is classified into Basic literacy, ACE
primary, ACE secondary. The average enrolment is 358 for male and 1590 for female.
1.22. Sports, Culture and Creative Arts
1.22.1. Museums, Heritage and Cultural sites

The county has various cultural sites among them; Mukurwe-wa-Nyagathanga in Kiharu,
Tuthu Cultural Site (Karuri WA Gakure) in Kangema, and Mugo (Chege) WA Kibiru
Cultural Centre in Gatanga.
1.22.2. Sports facilities

There are various sports grounds in the county which include Rurii in Mathioya, Gen
Kago in Kangema, Ihura and Mumbi grounds in Kiharu, Matenjagwo in Kandara,
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Kimorori in Maragua, and Gachibi grounds. There are other private health clubs spread
across the county.
1.22.3. Libraries /information documentation centres/ Citizen service centres

Kenya National Library Services operates a library in Murang’a town. Also, there are
information centres in Mathioya, Kangema, Kiharu, Maragua, Kandara, Gatanga
courtesy of Community Empowerment and Institutional Support Project (CEISP) which
was funded by African Development Bank (ADB).
1.22.4. Registered traditional herbalists, medicine-men, and conservationists

There are 30 registered traditional herbalists, medicine men and conservationists in the
county.
1.23. Community Organizations/Non-State Actors

Most of the population in the county is organized into community self-help groups,
categorized into two; producer co-operative societies and marketing co-operative
societies. There are other non-state actors, both local and international Non-
Governmental Organizations NGOs in the county whose goal is to advance the socio-
economic wellbeing of the residents.
1.23.1. Cooperative Societies

The County has 322 registered co-operatives societies of which 259 are active 63
dormant and 17 collapsed cooperatives. These have a total membership of 303,936 and
annual turnover of over Kshs 2,653,452,830.
1.23.2. Public Benefits Organizations (PBOs) i.e. NGOs, CBOs, INGOs, FBOs and
special interest groups, etc.
There are 10 active NGOs, 95 CBO’s, 1432 women groups, 457 CBOs, 800 youth
groups, and 2,300self help groups. Their activities are pegged on the improvement of
social and economic wellbeing of the entire population of the county. Other development
partners in the county include Upper Tana Natural Resource Management Program
(UTaNRMP), Danish International Development Agency) DANIDA, Japan International
Cooperation Agency(JICA), Latter Day Saints charitable organization (LDS), Motivation
Charity Trust Africa that supports people living with disability, Women Enterprise Fund,
and Youth Enterprise Fund. The key NGOs operating in the county include: Vihda
association, G.I.Z, Africa Now and YARD, among others. Also, there are 457
Community Based Organizations.
1.23.3. Development Partners e.g. UN Agencies, USAID, World Bank, etc. and the
sectors they support
World Bank is supporting the proposed landfill in Kakuzi, while USAID and UKAID
support the county in capacity building and development of various policy documents.
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1.23.4. Youth empowerment and social inclusion (Youth empowerment centres)
The county has 3,051 active women groups and 2,800 active youth groups. These groups
operate with a view to pooling resources to uplift the economic and social welfare of the
members.
1.24. Security, Law and Order
1.24.1. Number of police stations and posts by sub county

Security is paramount for peace, law and order. This conducive environment enables
development and investment to thrive. It determines how much investment the county will
attract and hence the level of economic development.
The county is faced with insecurity especially from the outlawed groups. Despite this
challenge, the county has an effective security system, well-endowed resources such as the
police stations, police posts, police patrol bases, and Administration Police camps, which
are well distributed across the county. With the introduction of community policing, the
county has a vibrant community policing unit in all the constituencies.
The table below shows the distribution of police stations, police posts and patrol bases
within the county.
Type Number
Police Stations 12
AP Posts 161
Patrol Bases (KPS) 9
Police Posts (KPS) 7
Source: County Commissioner’s office, Murang’a
1.24.2. Types, trends and crime prone areas

There is no one major type of crime recorded in the county. However, records indicate
sporadic cases of kidnappings, armed robberies, muggings, pick pocketing, rape and other
minor crimes spread across the county. The major cause of these crimes is identified as
rampant joblessness, drugs and substance abuse amongst the youth. Betting has also been
reported as a major cause with public appeal to the authorities to try nip the vice before it
escalates any further.
1.24.3. Types and number of courts

Murang’a County has 1 High Court, 1 Chief Magistrate Court, and a Kadhi’s Court based
in Murang’a, 1 Senior Principal Magistrate Court and 1 Senior Resident Magistrate court
at Kangema. Kigumo and Kandara have 2 subordinate courts each.
1.24.4. Prisons and probation services

The County has three prisons; Murang’a G.K. Main Prison, Maranjau GK Prison and
Murang’a Children Home Remand while Kigumo and Kangema Sub Counties have a
probation office each.
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1.24.5. Number of public prosecution offices
There are three public prosecution offices in the County one each in Kigumo, Kangema,
and Murang’a East.
1.24.6. Number of prosecutions over the years

Kigumo Sub County had 2261 prosecution cases in 2017; Kangema Sub County had 930
prosecutions between July 2016 to June 2017 and 538 prosecutions between July 2017 and
January 2018. Mathioya Sub County had 179 prosecutions in 2017; Kandara had 339
prosecutions in 2017, while Murang’a East had 2883 prosecutions in 2017.
1.24.7. Community policing activities

Community policing fora are active Countywide with activities conducted including:
i. Organizing community fora to identify and come up with effective cause of action to
solve crime problems arising from the county.
ii. Conducting trainings between the police and Nyumba Kumi representatives to
enhance a positive and active participation as well as improved police community
relations in addressing crime in the county.
iii. The police have improved patrols within the county and most especially within the
major towns as per the information by the members of the public on crime trend.
iv. Through community policing, county policing has come up with a way of solving
conflicts between members of the public in a manner that it results in promoting peace
and stability within the community.
1.24.8. Immigration facilities

The county does not have immigration facilities.
1.25. Social Protection
1.25.1. Number of Orphans and Vulnerable Children (OVCs)

There are 8000 beneficiaries of the OVCT program.
1.25.2. Cases of Street children

There are no pronounced cases of street children since the department of social and
interior department co-work to ensure the professional handling of arising cases. A
proposed Family Life Training Centre will handle children rescue cases.
1.25.3. Child care facilities and Institutions by sub-county (children offices, Number of
orphanages, rescue centres, and correction/rehabilitation facilities
The County has 8 children offices located in each Sub County. The county has a children
home in Kandara, Koimbi, and Murang’a Juvenile Centre.
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1.25.4. Social net programmes in the county
The Orphans and Vulnerable Children Cash Transfer (OVC-CT) program has 8,000
beneficiaries, Older Persons Cash Transfer (OPCT) program has 6,500 beneficiaries, Cash
Transfer for Persons with Severe Disabilities (CT-PWDs) has 807 beneficiaries, and the
Hunger Safety Net Programme has 6,000 beneficiaries.
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CHAPTER TWO: LINKAGES WITH VISION 2030 AND OTHER PLANS
2. INTRODUCTION
This chapter introduces integrated development planning and centrality of CIDP in the
County Government development cycle. It further elaborates the linkages between this CIDP
with other policy documents at the international, national and county levels.
2.1. Rationale of County Integrated Development Planning

Besides legal compliance as stipulated in various national and county laws, County Integrated
Development Planning process is an exercise that envisions the position of a county in the
future based on the analysis of the present and past experiences. It is a tool for projecting the
desired future of the county through prudent prioritization of the needs of people of Murang'a
using the scarce county resources.
2.2. Linkages of CIDP with other Policy Documents
Sustainable
Developmen
t Goals
CAADP &
Kenya Vision
Malabo
2030
Declaration
County
Integrated
Development
Plan (CIDP)
Medium Kenya
Term Plan Constitution
(MTP) 2010
County
Government
Act 2012 &
PFMA 2012
2.2.1. CIDP Linkages with the County Government Act 2012
County Government Act 2012 stipulates the County governments to prepare 5-year integrated
county development plans and the annual county budgets for their implementation. Under
Section 102 of the Act, county planning is to provide a platform for a unified sector-wide
planning, budgeting, financing programmes, implementation, and performance review. The
Act mandates the County Planning Unit for coordination of the integrated development
planning. In addition, county planning shall serve as a basis for engagement between county
government and the citizenry, other stakeholders and interest groups.
29
The Act further stipulates that the county government plans for the county with no public
funds appropriated without a planning framework developed by the county executive
committee and approved by the county assembly. It also states that the county planning
framework shall integrate economic, physical, social, environmental and spatial planning. In
addition to an integrated county development plan, each county is expected to have the
following:
i. A County Sectoral Plan;

ii. A County Spatial Plan; and
iii. A City and Urban Areas Plan.
These county plans (section 107(2)) “shall be the basis for all the budgeting and planning in a
county”.
2.2.2 CIDP Linkages with the Public Finance Management Act (PFMA), 2012
The PFM Act 2012 provides for effective and efficient management of public resources.
Section 125 of the Act requires the budget process for county governments in any financial
year to consist of integrated development planning process that include long term and
medium term planning as well as financial and economic priorities for the county over the
medium term.
Section 126 of the Act further obligates each county government to prepare an integrated
development plan that includes strategic priorities for the medium term that reflect the county
government's priorities and plans, a description of how the county government is responding
to changes in the financial and economic environment; and, programmes to be delivered.
2.2.3 CIDP Linkages with the Urban Areas and Cities Act, 2011
Urban Areas and Cities Act (2011) is emphatic on the need for 5 year integrated
development planning and the need to align annual budgeting to the plan. These plans are
separate from those of the county. In section 36(2) it states that “an integrated urban or city
development plan shall bind, guide, and inform all planning for development and decision-
making and ensure comprehensive inclusion of functions.”
2.2.4. CDP Linkages with the Constitution of Kenya, 2010

The Constitution of Kenya (2010) prescribes national values and principles of governance
which include sharing and devolution of power. It creates a two-tier government: a national
government and 47 county governments. The constitution of Kenya 2010, 4th Schedule
distributes functions between the National and County government. In order to realize the
envisaged goals and targets, both national and county governments have to work together to
fulfil the mandates as per the 4th schedule.
A total of 14 functions have been devolved to the counties. The main functions include
county planning and development; agriculture; county health services; control of air
pollution, noise pollution, other public nuisances and outdoor advertising; cultural activities,
public entertainment and public amenities; county roads and transport; animal control and
30
welfare; trade development and regulation; pre-primary education and village polytechnics;
specific national government policies on natural resources and environmental conservation;
county public works and services; firefighting services and disaster management; and, control
of drugs and pornography. Emphasis is also made for the counties to ensure participatory
development and capacities are developed at the county and community level.
Five Acts which provide the framework for devolution have been enacted, namely: Urban
Areas and Cities Act, 2011; The County Governments Act, 2012; The Transition to Devolved
Government Act, 2012; The Intergovernmental Relations Act, 2012 and The Public Finance
Management Act, 2012.
The PFM Act 2012 provides for effective and efficient management of public resources.
Article 125 of the Act spells out the budget process for county governments in any financial
year. This is to consist of integrated development planning process, both long term and
medium term planning, as well as financial and economic priorities for the county over the
medium term. Articles 126 of the Act further obligates each county government to prepare an
integrated development plan that includes strategic priorities for the medium term that reflect
the county government's priorities and plans, a description of how the county government is
responding to changes in the financial and economic environment; and, programmes to be
delivered.
The County Governments are composed of the County Executive Committee and County
Assemblies. The County Executive Committee supervises the administration and delivery of
services to citizens as well as conceptualizes and implements policies and legislation. The
County Assembly is a legislative organ with an oversight role on all County public
institutions. The County Governments are required to prepare the County Integrated
Development Plans to enable prioritization of socio-economic development issues at the local
level. This is mandatory before the funding of county projects and programmes. .
2.2.5. CIDP linkages with the Kenya Vision 2030 and Medium Term Plans
The Kenya Vision 2030 is the national long-term development policy that aims to transform
Kenya into a newly industrializing, middle-income country providing a high quality of life to
all its citizens by the year 2030 in a clean and secure environment. The Vision is anchored on
three key pillars: economic; social; and political.
The Economic Pillar aims to achieve an average Gross Domestic Product (GDP) growth rate
of 10 percent per annum and sustain the same till 2030 in order to generate more resources to
reinvigorate the economy to meet its envisaged goals and aspirations. The key sectors in this
pillar include: tourism, agriculture and livestock, manufacturing, wholesale and retail trade,
Business Process Outsourcing (BPO) and financial services.
The Social Pillar seeks to build a just and cohesive society with social equity in a clean and
secure environment. The main sectors under this pillar include education and training, health,
water and irrigation, environment, housing and urbanization, gender, sports, youth and
culture.
31
The Political Pillar aims at realizing a democratic political system founded on issue based
politics that respect the rule of law, and protects the fundamental rights and freedoms of
every individual in the Kenyan society.
The Kenya Vision 2030 is phased to be implemented in successive five year Medium Term
Plans. The first plan covered the period 2008-2012. The second plan covered the period
2013-2017. The Medium Term Plan (MTP 2018-2022) is the third in a series of successive 5-
year plans under which the Kenya Vision 2030 is to be implemented.
The Third Kenya Vision 2030 Medium Term Plan (MTP 2018-2022) will succeed the Second
MTP 2013-2017. Like its two predecessors, it will be guided by Kenya Vision 2030 and the
constitution of Kenya and incorporate the priorities outlined in the Manifesto of the jubilee
government.
The 3rd MTP endeavors to move the economy towards a high growth trajectory to achieve 10
percent economic growth rate target by the end of the Plan period. It prioritizes policies,
programmes and projects which generate broad based inclusive economic growth, as well as
faster job creation, reduction of poverty and inequality, take into account climate change
impacts, meeting the 17 Sustainable Development Goals (SDGs) and the goals of African
Union Agenda 2063. The Plan builds on gains made so far in key sectors of the economy
including completing projects initiated during the Second MTP. It targets not only at
increasing the level of investment but also enhancing the productivity of investment, as well
as raising productivity in all sectors of the economy.
To facilitate its implementation, the Plan will put in place incentives to attract both domestic
and foreign investment including increased reliance on Public Private Partnership (PPP)
arrangements in implementing programmes and projects. It will also take into account and
promote use of new and innovative financing mechanisms and other means of
implementation.
County Government Act, 2012, stipulates that county government shall plan for the county
and no public funds shall be appropriated outside a planning framework approved by the
County Assembly. This Act along with the Public Financial Management Act, 2012,
therefore calls for preparation of a County Integrated Development Plans (CIDPs) which
must be aligned to the National Development Plan. In view of this, this County Integrated
Development Plan is aligned to Kenya Vision 2030 and the Medium Term Plan 2018-2022.
As such, the CIDP will provide the essential linkages by facilitating the implementation of
Vision 2030 flagship projects as well as other projects and programmes that will ensure
implementation of Kenya Vision 2030 at both levels of Government.
In addition, the county has also identified specific projects and programmes for
implementation over the medium term period and these will go a long way towards
achievement of the Kenya Vision 2030 and Sustainable Development Goals.
32
2.2.6. CIDP Linkages with Sustainable Development Goals (SDGs)
The Sustainable Development Goals (SDGs) are a collection of 17 global goals set by the
United Nations in 2015 and are a successor of MDGs. The SDGs cover a broad range of
social and economic development issues. These include poverty, hunger, health, education,
climate change, gender equality, water, sanitation, energy, environment and social justice.
Murang’a County shall align its projects/programmes to ensure they work towards achieving
the seventeen goals as follows
Goal 1: End poverty in all its forms everywhere

All sectors shall ensure that their projects and programmes aim at ending poverty in the
county. The planned projects and programmes shall address issues of unemployment, low
income, insecurity etc. which undermines the wellbeing of the people.
Goal 2: End hunger, achieve food security and improved nutrition and promote
sustainable agriculture
The achievement of this goal shall be spear headed by agricultural sector to ensure the county
end hunger and ensure access to safe, nutritious and sufficient food to all, particularly the
poor and vulnerable including infants all year round.
Goal 3: Ensure healthy lives and promote well-being for all ages.
The health sector shall plan towards reducing the maternal mortality, end preventable deaths
of new-borns and children under 5 years of age, end the epidemics of AIDS, tuberculosis,
malaria, neglected tropical diseases, combat hepatitis, water-borne diseases and other
communicable diseases that threaten the wellbeing of its people.
Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all
The county government is fully committed to offering quality education by employing more
ECDE teachers, construction and renovation of ECDE classes and school feeding program
for early childhood development, care and pre-primary education. In addition, the education
department shall offer quality technical and vocational training for all.
Goal 5: Achieve gender equality and empower all women and girls
All departments shall ensure there is no discrimination of women. This shall be achieved
through adoption and strengthening of sound policies and enforceable legislation for the
promotion of gender equality and the empowerment of all women and girls at all levels
Goal 6: Ensure availability and sustainable management of water and sanitation for all
The county through the water environment energy and natural resources (WEENR) sector
shall strive to achieve universal equitable access to affordable safe and clean drinking water
to address water scarcity. It shall also ensure people have access to adequate and equitable
sanitation and hygiene to end open defecation.
Goal 7: Ensure access to affordable, reliable, sustainable and modern energy for all
Energy sector
The energy sub sector shall plan to ensure the county has access to affordable, reliable and
modern energy services and expand the available energy infrastructure.
Goal 8: Promote sustainable economic growth, full and productive employment and
decent work for all
33
All sectors shall work together to ensure the county achieve higher levels of economic
productivity through diversification, technological upgrading and innovation, focusing on
high-value added and labor-intensive sectors. They shall also work towards promoting
development-oriented policies that support productive activities, decent job creation,
entrepreneurship, creativity and innovation and encourage the formalization and growth of
micro-, small- and medium-sized enterprises.
Goal 9: Build resilient infrastructure, promote inclusive and sustainable
industrialization and foster innovation
Roads transport public works and utilities sector and industrialization shall achieve this goal
through developing quality, reliable, sustainable and resilient infrastructure and promotion of
inclusive and sustainable industrialization and foster innovation through the Trade and
youths departments .
Goal 10. Reduce inequality within and among sub counties
The county shall ensure there is equitable resource distribution across its departments, sub
counties, wards, and even across all villages.
Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable
Urban
Land housing and physical planning sector shall ensure there is access to adequate, safe and
affordable housing for all, basic services and upgrade slums. It shall also ensure there is
enhanced inclusive and sustainable urbanization and capacity for participatory, integrated and
sustainable human settlement planning and management.
Goal 12: Ensure sustainable consumption and production patterns
The county shall achieve this goal by ensuring there is sustainable management and efficient
use of natural resources and substantially reduce waste generation through prevention,
reduction and recycling. This shall be done through department of water environment energy
and natural resource. Promote public procurement practices that are sustainable, in
accordance with national policies and priorities through department of finance and economic
planning is essential in achievement of this goal.
Goal 13: Take urgent action to combat climate change and its impacts
All sectors shall consider the issue of climate change in their plans by ensuring the counties
achieve a strong resilience and adaptive capacity to climate-related hazards and natural
disasters.
Goal 14. Conserve and sustainably use the oceans, seas and marine resources for
sustainable development
The county shall ensure there is significant reduction of pollution to rivers that drain into the
ocean. Water, environment, energy and natural resources sector shall ensure that there is little
or minimal rivers pollution by coming up with mechanisms of controlling industrial waste
drainage into the river and erosion of pesticides contaminated soil.
Goal 15: Protect, restore and promote sustainable use of terrestrial ecosystems,
sustainably manage forests, combat desertification and halt and reverse land
degradation and halt biodiversity loss
Environment sector shall promote the implementation of sustainable management of all
county forests, halt deforestation, restore degraded forests and substantially increase
34
afforestation and reforestation.
Goal 16: Promote peaceful and inclusive societies for sustainable development, provide
access to justice for all and build effective, accountable and inclusive institutions at all
levels
The county through department of administration and public service in collaboration with the
national government shall achieve this goal through promotion of the rule of law in the
county, equal access to justice for all, and corruption/bribery reduction, public access to
information and by ensuring there is responsive, inclusive, participatory and representative in
decision-making.
Goal 17: Strengthen the means of implementation and revitalize the Global Partnership
for Sustainable Development
Through department of finance and economic planning the county shall ensure it increases its
revenue inflow by strengthening domestic resource mobilization mechanisms.
2.2.7. Linkages of CIDP WITH CAADP & Malabo Declaration

The constitution of Kenya 2010 stipulates that all international treaties and agreements
ratified by the government of Kenya shall form part of the Kenyan law. The Africa Union
Joint conference of Ministers of Agriculture, Rural Development, Fisheries and Aquaculture
held in Addis Ababa, Ethiopia from 1st and 2nd May 2014, resolved for member states to
adopt a comprehensive Agriculture development programme. The resolutions were endorsed
by the Executive Council, and in particular, the recommendations on adoption of
commitments along specific and concrete priorities. These resolutions, besides supporting
and facilitating preferential entry and participation of youth and women in agriculture
promote enhanced policy and institutional support system, will strengthen and streamline the
coordination mechanism. In particular, the resolutions stipulate pursuance of agriculture-led
growth as a main strategy to achieve targets on food and nutrition security and shared
prosperity. The resolutions further demands for creation of partnerships and alliances, and
commitment to minimum allocation of 10% to agriculture development.
2.2.8. Linkage with MTP III and the “Big Four” agenda
The national government’s “Big Four” agenda sets out priority programs and reforms to be
implemented during the plan period (2018 – 2022). Building on the progress made thus far
through implementation of CIDP (‘13-’17), the programming of this CIDP (2018-2022)
adopts the “Big Four” agenda as anchored in the MTP III of Kenya Vision 2030 which is in
tandem with the national government vision which targets to:
i. Support value addition and raise the manufacturing sector’s share to GDP to 15
percent by 2022. This will accelerate economic growth, create jobs and reduce
poverty;
35
ii. Focus on initiatives that guarantee food security and nutrition to all Kenyans by 2022
through expansion of food production and supply, reduction of food prices to ensure
affordability and support value addition in the food processing value chain;
iii. Provide Universal Health Coverage thereby guaranteeing quality and affordable
healthcare to all Kenyans; and,
iv. Provide at least five hundred thousand (500,000) affordable new houses to Kenyans
by 2022, and thereby improve the living conditions for Kenyans.
36
CHAPTER THREE: REVIEW OF IMPLEMENTATION OF THE PREVIOUS
CIDP
3. INTRODUCTION
This chapter gives an overview of implementation status of previous CIDP (13-17) programmes
and projects. It analyses county revenue streams (equitable share, grants and own source)
comparing the budgeted versus the actual. The Chapter tabulates county expenditure by
sector/sub sector comparing budgeted against the actual. It finally summarizes key sectoral
achievements with focus on outcomes, and outlines the challenges and lessons learnt during the
implementation.
3.1. Status of Implementation of the Previous CIDP
3.1.1. Analysis of the County Revenue Streams

The itemized revenue streams for the County from 2013/2014 to 2016/2017 FYs are summarized
in the table below.
37
Table: 3.1: Analysis of County Revenue Streams
Local Revenue Sources / FY 2013/2014 2014/2015 2015/2016 2016/2017
Department/Revenue item Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual
Revenue Revenue Revenue Revenue
Licenses 201,466,000 90,705,861 141,466,000 91,352,399 126,699,98 101,037,87 126,699,98 101,119,12

0 0 0 3
Plot Rent/Land Rates 94,853,280 42,772,431 94,853,280 43,097,517 73,758,168 48,341,146 73,758,168
45,816,216
Market Fees 83,429,000 41,983,685 83,429,000 44,983,309 59,900,000 59,900,000
50,231,815 35,292,095
Penalties 0 0 0 4,560,415 2,027,459 2,701,982 2,027,459 2,806,646
Building Material Cess 101,277,140 45,941,259 101,277,140 72,851,539 101,180,99 101,180,99

(Sandstones) 4 70,653,549 4 58,177,928
Bus Park Fees 99,626,000 51,647,375 99,626,000 33,519,865 50,691,113 50,691,113

34,140,150 26,907,130
Parking Fee 0 0 0 17,777,510 29,000,900 29,000,900
21,439,740 19,233,498
Motor Bikes 13,669,700 8,877,845 13,669,700 10,748,905 14,701,600 14,701,600
10,998,690 4,740,250
Liquor License 30,657,020 12,751,605 30,657,020 18,401,900 32,845,000 32,845,000
39,136,100 31,093,760
Plan Approval 28,271,000 7,160,775 28,271,000 11,919,366 30,000,000 30,000,000
21,248,784 16,962,594
Conservancy 17,000,000 7,828,499 17,000,000 12,274,260 19,102,506 19,102,506
13,484,790 12,155,100
Other Cess Revenue 39,000,000 0 39,000,000 2,816,099 5,285,351 5,285,351
1,077,920 2,321,190
Sale Of Forms 26,000,000 11,000,545 26,000,000 11,346,485 11,000,000 11,000,000
11,425,650 5,727,400
38
Tender Forms 3,000,000 1,212,000 3,000,000 542,300 285,160 146,500 285,160 35,000
Advertisements 12,864,000 5,311,434 12,864,000 6,050,775 9,498,920 9,438,404 9,498,920 10,082,140
Self Help Group 4,999,000 2,403,900 4,999,000 2,383,150 3,613,758 1,899,470 3,613,758 1,764,900
Land Subdivision/Transfer 9,921,900 3,514,400 9,921,900 9,230,830 14,897,097 11,282,340 14,897,097 9,492,012
House/Stalls Rent/S. Hall 6,936,000 3,998,161 6,936,000 5,996,130 9,212,842 5,881,123 9,212,842 5,813,211
Other Land Based Revenue 21,000,000 715,900 21,000,000 4,151,395 7,881,921 3,429,400 7,881,921 2,056,700
Morgue Fees 2,000,000 1,390,200 2,000,000 1,689,550 2,500,000 1,715,000 2,500,000 3,016,490
Slaughter Fees 7,600,000 1,078,570 7,600,000 1,166,685 1,670,000 779,660 1,670,000 594,850
Impounding 0 0 0 3,752,750 5,500,024 5,736,400 5,500,024 2,063,160
Coffee Cess 0 0 0 1,418,875 0 11,686,680 0 10,500
Education & Polytechnics 1,000,000 306,600 1,000,000 937,490 1,267,942 660,650 1,267,942 154,300
Fire 0 0 0 0 156,650 0 401,000
Others 40,229,960 26,364,401 40,229,960 16,524,052 27,426,402 3,880,287 27,426,402 4,080,029
Sub-Total 844,800,000 366,904,14 784,800,000 429,493,55 639,947,13 482,610,75 639,947,13 401,917,22

6 1 7 0 7 2
B) Devolved Functions
Hospitals 240,000,000 36,702,015 180,000,000 80,248,600 117,373,14 85,933,391 117,373,14

0 0 62,167,855
39
NHIF 0 0 0 0 0 3,437,000
Public Health 50,608,000 9,235,765 50,608,000 15,982,120 29,700,000 26,148,580 29,700,000 22,342,165
Livestock (A.I) 21,000,000 1,813,855 21,000,000 10,547,820 17,021,296 5,302,745 17,021,296 1,888,460
Meat Inspection 30,000,000 2,037,679 30,000,000 9,612,880 13,529,694 9,867,840 13,529,694 9,011,605
Vet. Clinical Services 5,500,000 0 5,500,000 2,858,080 4,514,024 2,230,630 4,514,024 915,315
Fisheries 3,500,000 97,420 3,500,000 98,040 160,000 103,790 160,000 99,850
Cooperatives 3,900,000 646,950 3,900,000 1,028,890 2,119,330 579,970 2,119,330 452,690
Housing & Physical Planning 73,192,000 1,393,730 20,000,000 1,665,396 8,500,000 736,956 8,500,000 160,000
Weight & Measures 5,500,000 264,170 5,500,000 992,580 1,499,884 1,353,880 1,499,884 1,122,850
Mariira Farm 20,000,000 747,736 20,000,000 9,422,172 15,035,495 2,301,710 15,035,495 2,918,385
Water 2,000,000 84,951 2,000,000 277,315 600,000 521,373 600,000 244,135
Nema 0 0 0 0 6,000 0 8,200
Sub-Total 455,200,000 53,024,271 342,008,000 132,733,98 210,052,86 135,086,86 210,052,86 104,768,51

3 3 5 3 0
Total 1,300,000,00 419,928,41 1,126,808,0 562,227,53 850,000,00 617,697,61 850,000,00 506,685,73

0 7 00 4 2 5 2 1
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3.2. County Expenditure Analysis by Sector
Sector Name 2014/2015 Budget ‘15/’16 Budget ‘16/’17 Budget
Recurrent Development Recurrent Development Recurrent Development
Agriculture, Irrigation, Fisheries & 153,000,000 532,000,000 141,343,000 136,464,000 209,300,000 248,228,000
Livestock Development
Cooperative Development & Social 2,295,289,221 378,000,000 49,652,200 610,125,000 185,867,000 213,191,000
Services
Education 136,625,000 247,000,000 172,800,000 167,680,000 278,980,000 365,860,000
Environment & Natural Resources - 34,800,000 9,100,000 29,875,000 13,728,000 1,370,000
Finance, IT & Economic Planning 496,000,000 404,000,000 276,214,530 140,739,309 318,014,000 38,000,000
Health, Water & Sanitation 298,766,000 326,000,000 1,252,205,000 825,974,160 1,736,034,000 528,922,000
Infrastructure & Public Works 219,250,000 681,000,000 54,722,000 1,334,858,977 38,720,000 1,929,020,000
Lands & Housing - 53,000,000 11,284,000 33,280,000 30,000,000 13,000,000
Public Service & Admin 727,625,000 24,288,812 892,657,000 1,566,000
Trade, Commerce & Investments 144,700,779 178,000,000 6,130,000 95,000,000 32,314,000 25,633,000
County Coordination and Administration 303,159,764 218,372,000 6,100,000 269,356,000 11,500,000
Public Service Board 76,039,236 40,004,000 5,500,000 30,148,000 -
% Expenditure Analysis 59.26 40.74 46.46 53.54 54.44 45.56
41
3.3. Summary of Key Achievements Versus Planned Targets
3.3.1. Public Service Management and Administration

A. Human resource
Most of the planned activities/ projects in 2013/2014 – 2016/2017 plan period were
implemented. The sector received some support from the national government to
undertake some projects/activities.
B. Public service
Challenges
 Inadequate funds for implementation of programmes/projects
 Disconnect between county leadership and activities undertaken by county devolved units
 Lack of clear defined channels of communications
 Resistance for change
 Inadequate consultation between department and agencies
Lesson learnt
 The importance of team work in achieving goals
 The need for well-coordinated channels of communication
 Organization culture is key to performance
C. Public Service Board
The board implemented all their planned activities during the periods.
Challenges for county services board 2013-2017

 Late disbursement of fund by the national government
 Re-allocation of funds at the county level
 Delay/late remittance of statutory deductions
 Inadequate funding for public participation carried out by the board
 Diversity of employees with different terms and conditions i.e. Officers seconded from
National government, Former local authority employees and employee hired by the
county public service board
 Political interference as the board carry out it functions
 Inadequate technical staff coupled by high number of semi-skilled workforce
 Ageing workforce
 Low number of applicant from other regions for the jobs advertised by the board
Lesson learnt
 Devolution is essential since it brings services closer to people
42
 Importance using local media to reach out to local community
 The input of department is key during recruitment process
D. Fire Services and Disaster Management Unit
This unit was not in place by the time the CIDP was being prepared but was created during the
plan build and it was able to implement the activities assigned to it after its creation. The unit got
a boost from development partners to make 50% planned projects/activities operational.
E. Enforcement Department
They implemented 50% of the planned activities/projects they had planned to undertake.
Challenges in Fire Services and Disaster Management
 Inadequate Staff
 Inadequate finances to run the department Programs and Projects
 Inadequate fire engines for response
 Inadequate fire hydrants around the county thus prolonged response time when the engine
has to travel long distances for water refill
 Insufficient rescue equipment such as rope rescue and Emergency medical gears
 Inadequate Personal Protective Equipment
Lessons Learnt
 At the launch of the CIDP 2013-2017, Fire services and Disaster Management Unit was
not considered thus no legal framework for implementing projects. There is need to
integrate all projects that the department intend to perform during a term.
 Lack of a proper structured units in the Coordination department delayed service delivery
thus the need to develop, formalize and establish the disaster management unit to operate
independently.
 The CIDP 2013-2017 was project based thus there was no program analysis to allow
budget implementation. The new CIDP should adopt the program based budget so as to
ensure the departmental plan aligns to the budget.
43
3.3.2. Finance IT, and Economic Planning
This sector is more of a service provider to the rest of the sectors in the county. During the plan
period of 2013/2014 – 2016/2017, it implemented about 75% of its planned activities during the
plan period.
Challenges
 The ICT unit is not a fully-fledged department thus unable to serve needs of the County
Government in terms of automation.
 The ICT unit is understaffed
 Budget constraints
 Instability in network connectivity to run IFMIS.
 Change management in relation to automation of revenue.
 Unwillingness to pay penalties and interests accrued on property rates and ground rent.
 Delays in budget approvals.
 Inadequate office space and equipment for all the units in the sector. This has led to Units
being scattered in different areas within the County Head Quarters posing a further
challenge in communication and establishment of a LAN.
Lessons Learnt
 Cooperation between departments is important in improving service delivery.
 Need for more involvement of private sector in implementation of projects.
 Cooperation between the national and county governments is critical.
 There is need for good working relationship between the County Executive and
Assembly.
 Training and development of staff is critical for continuity and stability in public service.
 Linkage between key county policies such as CIDP, Sector Plans, Spatial and Strategic
Plans and ADP is critical.
 Legislations are important in attaining departmental goals and objectives.
 There is need to manage high public expectations through civic education and
sensitization.
3.3.3. Education, Youth, Sports, Culture and Social Services

A. Youth Polytechnics
The sub sector implemented all their planned projects
Some of the projects implemented include:
44
 construction works in 6 polytechnics
 renovations in 2 polytechnics electrical wiring in 2 polytechnics
B. Sports
During the plan period, 58 stadiums/playing grounds were rehabilitated between 2013/2014 to
2016/2017 financial year and this boosted sport in the county.
Between the same periods, the sub sector issued 100 various sports equipment every year
between 2013/2014 to 2016/2017 financial year to promote sporting activities in the county.
C. Social Services
Out of the 22 planned projects, it implemented 8 of them which translate to 36% achievement.
D. Culture
They had 6 planned projects of which they were able to implement all of them.
Lessons Learnt
 Most of the infrastructure in YPs is dilapidated and needs some improvement
 The tools and equipment in the YPs are few and run down
 Some of the YPs don’t have adequate workshops and classrooms
3.3.4. Health
The health sector implemented around 95% of their planned projects.
The ones which were planned in 2013/2014 to 2016/2017 but were not implemented but still
remain a priority; have been factored in the 2018-2022 plan period.
Most of the projects implemented were continuous in nature, whereas some of the projects which
were not implemented to completion will be completed in the 2018-2022 plan period. This is one
of the sectors which took a substantial amount of resources during this period of four years.
Lessons Learnt
 Prioritizing the projects when planning guides the implementation
 Resources were allocated as per the needs
Challenges
 Resources were scarce

 Budget controlled centrally
 The budget was not followed
45
 Delay in accessing funds as budgeted
3.3.5. Trade, Tourism, Investment, Agri-Business and Cooperatives
This sector achieved about 28% of project implementation of its planned projects due to
inadequate funding.
Challenges
1. Inadequate Funding for the planned activities.

2. Poor coordination during implementation of the projects
3. Harsh climatic conditions hindered the implementation of tourism projects.
Lessons learnt
1. There is need to have adequate provision of funds for the planned activities to achieve the
set objectives.
2. We should endeavor to coordinate all the key players during implementation of projects.
3. Environmental conservation should be promoted to counter the harsh climatic conditions.
3.3.6. Environment and Climate Change

This sector implemented all its planned projects even though there was no funding during
2013/2014 and 2014/2015 financial year.
Most projects were implemented in the 2016/2017 financial year as in earlier years of the palling
period activities were very minimal due to inadequate financial resources.
Challenges
Inadequate funding
Lessons learnt
Align the specific funds to the specific projects
3.3.7. Lands, Housing and Urban Development

They successfully implemented around 50% of the total projects in the plan period
3.3.8. Roads, Transport, Energy, and Public Works

This sector had 2 programs with 10 sub-programs and successfully implemented all its projects.
46
This was a key sector because its cross-sectoral impact was big as this was considered to be an
enabler of all other sectors of the county economy.
3.3.9. Agriculture, Livestock and Fisheries

In agriculture sub sector’s planned projects, about 50% of them were implemented. However the
establishment of the agro processing plants for value addition was not actualized due to
inadequate funding. In Livestock sub sector, about 40% of planned projects were implemented.
About 80% of planned projects in veterinary sub sector were implemented even though some not
to 100% completion. In Agriculture sector it is in fisheries where it was observed that most
projects not being implemented due to inadequate funding.
Lessons learnt
1. Not all proposals can go into the CIDP and thus prioritization and filtering is of essence.
2. The process of developing a CIDP is as socially as it is technical. The various actors have
interests that need accommodating.
3. A lot of sensitization has to be done if the target community is expected to participate
fully in identification and prioritization of projects.
4. Public participation should be allocated ample time and resources so that the community
is taken through a vigorous SWOT analysis exercise to be able to identify itself.
5. For effective public participation, frameworks for information access need to be
established. Further, public participation should be planned for in time and resources.
Feedback mechanism should be established to ensure that the public gets reports on what
gets to the plan and rationale for the choices made.
6. The future of irrigation development in the county should include among others
construction of flood water storage structures due to climate change.
A. Crop Production
Challenges
 Inadequate and unreliable rainfall for crop production.

 Low soil fertility for crop production
 Unreliable marketing systems
 Poor road network
 High input prices
 High incidences of pests and diseases
 Inadequate staff to offer extension services
 Inadequate pre and postharvest management and value addition investments.
 Farmers averse to farming credit
 Land subdivision into non -economical units and conversion into real estates
47
 Poor access to quality planting materials.
Lesson learnt
 For projects to succeed there is need for support for both hardware and software like
capacity building of beneficiaries and extension agents.
B. Livestock Production Challenges

1. Low staff to farmer ration leading to inadequate extension service provision
2. Inadequate and unreliable rainfall for fodder production.
3. Low quality and high cost of inputs and services
Lessons Learnt
1. There is need for systematic implementation and proper follow up and monitoring to
track projects progress
C. Veterinary services sub sector
Lessons Learnt
1. County AI programme is a county initiative to make it accessible to the poor. Premium

services can be left to the private sector as the two complement each other.
2. County AI services can manage to lower the market charges of an insemination.
3. Transport and consistent funding are critical to efficient and effective veterinary service
delivery
D. Fisheries Sub - sector

Challenges
1. Money allocation to our programmes was re-allocated to other sub sectors after every mid-
term review.
2. Lack of support to fisheries programs in fuel and transport support to extension services
provision.
Lessons Learnt
1. In order to reduce this reallocation of money the adherence to county integrated development
plans will be followed.
2. Allocation of resources like fuel and vehicles/motor cycles should be allocated based on the
Programmes implemented in order to improve effectiveness.
3.3.10. Water and Irrigation

In this sector most of the projects were fully implemented and some are still ongoing.
48
Lessons learnt
1. There is a planning complexity because whereas some of the projects are socially
promising they are technically not feasible or would have little value for money.
2. Not all proposals can go into the CIDP and thus prioritization and filtering is of essence.
3. The process of developing a CIDP is as social as it is technical. The various actors have
interests that need accommodating. However, in most cases social interests supersede
technical considerations which could easily lead to skewed priorities and development.
4. A lot of sensitization has to be done if the target community is expected to participate
fully in identification and prioritization of projects.
5. Public participation should be allocated ample time and resources so that the community
is taken through a vigorous SWOT analysis exercise to be able to identify itself.
6. For effective public participation, frameworks for information access need to be
established. Further, public participation should be planned for in time and resources.
Feedback mechanism should be established to ensure that the public gets reports on what
gets to the plan and rationale for the choices made.
7. Community participation in the development of smallholder irrigation schemes is of
cardinal importance. Since these projects are initiated, owned, managed and operated by
the beneficiary community, such projects must never be imposed on people if
sustainability and ownership are to be assured.
8. The development of irrigation schemes requires technical, economic and social
considerations before implementation. Any attempt to circumvent the project cycle can
lead to far-reaching consequences.
9. The future of irrigation development in the county is construction of flood water storage
structures due to climate change
49
CHAPTER FOUR: COUNTY DEVELOPMENT PRIORITIES AND STRATEGIES
4. Introduction
This chapter provides an overview of the County Spatial Development Framework. It outlines key County development priorities,
strategies, programmes and projects as identified and prioritized during the public participation fora. The chapter further assesses
natural resources endowment within the county and analyses County’s competitive edge.
4.1. Spatial Development Framework

Table below describes spatial framework within which development projects and programmes will be implemented
Table 5: County Spatial Development Strategies by Thematic Areas

Thematic Area Overview/ Current Status Policy Strategy Potential Lead Agencies/ Departments
Geographical Areas
Industrialization County produces adequate Establish a multi-processing unit for Lower part of Trade, commerce industry and
quantities of milk, avocado, milk, avocado, banana, mango and Murang’a Investment
Banana, mangoes, horticulture, French beans with supporting
coffee and tea infrastructures (water, electricity, road
network…)
Infrastructure The infrastructure development Establish integrated, efficient, reliable, County Wide Transport; Public Works;
in the county is not adequate to adequate, accessible, safe, sustainable Infrastructure
support the current potential and environmentally-friendly systems
capacity of the county production of infrastructure (roads; transport;
energy;, training facilities; health; ICT;
sewer; sports )
Modernizing The county has rich fertile soil Establish integrated irrigation system in Lower parts of Agriculture; Irrigation
Agriculture suitable for large scale the lower parts of Murang’a Murang’a
50
agricultural activities. Establish value addition industry for County Wide Trade, Industry and
horticulture crops, milk, bananas Investment; Agriculture;
(Grading sheds, milk coolers, Marketing; Agribusiness
dispensers)
Agribusiness specialized farm unit at Mariira in Kigumo Agribusiness Marketing;

Mariira Sub County Trade, Industry and
Investment; Agriculture
Tourism The County has historical sites Develop strategies for offering diverse Mukurwe Wa Tourism, Forestry, KWS,
suitable for tourism attractions. tourist products for the respective Nyagathanga in Marketing,
However, the great potential is tourism circuits (Mukurwe Wa Kiharu Sub County
highly underutilized Nyagathanga)
Motor vehicle racing at Ndakaini Ndakaini in Gatanga

Sub County
Dating clubs and parks County Wide
Beautify major towns to attract

visitation (Murang’a, Kenol
Transportation The county has underdeveloped Establish an integrated sustainable County Wide Roads; Lands; Environment
network transport network system that transport system through enhanced
hinders free trade activities links and connectivity.
within and outside the county
51
4.2. Natural Resource Assessment
The Table below illustrates the major natural resources found within the county.
Table 6: Natural Resource Assessment
Name of Natural Resource Dependent Sectors Status, Level of Utilization & Opportunities for Constraints to Sustainable
Scenarios for future optimal utilization optimal utilization Management strategies
Murang’a county has several Fisheries  The rivers are mainly used for  Best practices in waste  Water levels declined  Monitoring of water
rivers . the major ones are: Tourism domestic water and rarely for water management and  Water quality levels and quality
River Maragua Irrigation irrigation. wetland conservation in deteriorated from  Regulate waste water and
River Mathioya Agriculture  There is a lot of pollution some farms horticulture (affecting effluents from farms
River kayahwe Disaster management emanating from farming,  Construction of dams. quality of fish, and  Extension services to
River Irati Water sector industrialization among others.  Establishment of quality of tourism). cover waste water
River chania
Energy (Wanjii -  Deforestation indigenous trees, irrigated farming.  Pollution treatment management
Mengen) afforestation of exotic trees in  Recreational activities.  Deforestation of water Nutrient enrichment
 Mining (sand) catchment areas for instance blue catchment areas.  Conservation of water
gum. catchment areas
 Lack of conservation of water
Forestry activities around the
catchment areas
 Declining water levels – expected
to further decline with expansion
of horticulture sector
 Water quality expected to decline
due to increased farming activities
Quarrying  Housing  Quarry stones for housing and road Mapping of the quarry Environmental Rehabilitation of quarry
 Roads constructions sites in the county. degradation. sites. They can be
 Quarrying usually leads to land Poor technology. rehabilitated and used as
degradation Adopting new Land ownership. water pans, farming,
 During the rainy seasons they technologies of mining. fishponds, tourist
usually experience landslides and E.g. use of modern attraction sites.
consequently deaths. technology and
. machines. Formulation of policy to
52
Name of Natural Resource Dependent Sectors Status, Level of Utilization & Opportunities for Constraints to Sustainable
Scenarios for future optimal utilization optimal utilization Management strategies
Making quarry sites regulate quarrying.
accessible.
Forests Kenya forest service In Murang’a county forests are Formulation and Deforestation. Formulate policy to curb
(Aberdare forest) Agriculture mainly found in the upper parts of enforcement of policy to Illegal felling of trees, illegal felling of trees.
Tourism the county. safeguard the forests. Forest fires. Establishment of man-
Wildlife There have been deforestation due Establish of man-made made forests.
Water to encroachment of forest areas, forests for logging e.g. Deployment of more
Environment illegal logging, use of firewood by Timsales forest in forest wardens.
Lands tea factories ,forest fires. Nakuru. Procurement of
firefighting helicopters.
Planting exotic trees to
minimize logging of
indigenous trees.
Water Springs Water In the county there are a number of Springs protection Deforestation which Springs protection.
Environment springs which can be protected to programme county wide. leads to drying of Formulation of policy on
Kenya forest service provide water for domestic and Mapping of all water springs. springs management.
irrigated farming to the springs in the county.
surrounding households. Most of Pollution from
them are in dilapidated state. farming residues
Wildlife Tourism In Murang’a county they are found Establishment of game Destruction of Construction and
(snakes,monkeys, elephants, Kenya wildlife service in Aberdare range. reserves to enhance agricultural crops maintenance of electrical
varvet monkey Agriculture We usually experience human tourism local and Some pose health fence/barriers.
wildlife conflict. international. hazards to humans. Formulation of policy to
allow conservation of
wildlife.
Designating land for
wildlife conservation.
53
4.3. Development Priorities and Strategies
This section provides a summary of the development priorities identified in the sectors from the sectoral plans and during
stakeholder’s consultative forums. The programmes are linked to the Kenya Vision 2030, MTP and Jubilee administration ‘Big Four
Agenda’, County Transformative Agenda, as well as the Governor’s manifesto. The programmes are further formulated to attain the
provisions of Article 56 of the Constitution of Kenya 2010 in addition to achieving the aspirations of Sustainable Development Goals
(SDGs), African Union Agenda 2063, CAADP and Malabo declaration among others. The implementation of the programmes
envisage a green economy that shall be achieved through mainstreaming of cross-cutting issues such as gender, youth and PWDs,
disaster risk management, HIV/AIDs as well as climate change and environment degradation.
4.3.1. Public Service & Administration

Sector Composition
1. Public Service
2. Public Service Board
3. Governorship
4. County Assembly
A. Public Service
Vision
To be an effective and efficient facilitator in resource mobilization, policy formulation and implementation
Mission
To provide overall leadership and policy direction in human and financial resource mobilization, management and accountability for
quality public service delivery
Strategic Objectives
 To provide Strategic fit between Human Resource and the organization strategy.
 To Develop and Review appropriate County Organizational structure and workload analysis
54
 To acquire adequate and properly placed Personnel
 To carry out Continuous Capacity building
 To operationalize Results based performance
 To put up Employee Welfare Mechanism
 Promote Cordial Industrial Relations
 To Ease access to Human Resource Records
 Automate Human Resource functions
DEVELOPMENT NEEDS PRIORITIES STRATEGIES
Strategic fit between Human Resource and the Strategic Human Resource Plan  Develop and operationalize the Strategic
organization strategy. Human Resource plan.
 Develop a transformative organizational
culture.
An appropriate County Organizational structure and County organizational structures  Carry out a workload analysis
workload analysis  Develop and review county organizational
structures
Adequate and Properly placed Personnel Recruitment and maintenance policy  To develop and implement the recruitment
and maintenance policies.
Continuous Capacity building Training and Development policy  Develop and implement Training and
Development policy.
 Leadership development and team
building.
Results Based performance Effective and efficient Performance Management  Develop and implement performance
System management system.
 Develop a reward and sanction framework.
 Establish Monitoring and evaluation
policy.
 Training on performance management.
Employee Welfare Employee welfare policy  Develop and implement an employee
welfare policy
Cordial Industrial Relations A County industrial dispute resolution framework  Establish a liaison office.
 Establish an industrial dispute resolution
committee.
Easy access to Human Resource Records Effective and efficient record management system  Acquire adequate and secure filing system.
 Digitize all manual Human Resource
Records.
 Training on records management
55
Programme 1: Administration, Planning and Support Services
Objective: To ensure effective and efficient service delivery
Automation of Human Resource functions Upgrade the existing Human Resource information  Operationalize other inactive IPPD system
System functions.
 Linking the IPPD system with key offices
in the county.
 Training on Human Resource Information
System.
56
Outcome: Enhanced stakeholders’ satisfaction
Sub Key Outcome Baseline Key Planned Targets

Programme performance
Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total
Budget
Administration Effective and - Reduced number Develop - - - -

Services responsive of complaints and
management implement
and Number of a service
administration people served charter
services 100M
Number of issues
responded to.
Conducive work 0 Improved 30% 30% 20% 20% 20%

environment employee
with adequate productivity
tools and
equipment Improved
customer
satisfaction
Improve work
environment
Personnel Adequate and Understaffed Number of 5 new 15 new 5 new 5 new 5 new 17M
Services highly skilled personnel and personnel employees employees employees employees employees
personnel inadequate recruited and
skills trained in Human
45M
Resource
38 trained 53 trained 58 trained 63 trained 68 trained
department
57
Effective uncoordinated Coordinated and Acquire Training of Appraisal and Digitize Digitize 20M
Record personnel organized Human fire proof, records classification 50% of the 50% of the
Management records Resource registry modern management of existing existing existing
filing staff records records records
cabinets
Automation of - Number of Six offices Training of - - - 5M

Human offices networked all employees
Resource networked and officers on GHRIS
Services trained
Number of
function IPPD
areas
operationalized
58
Programme 2: Government Advisory Services
Objective: To Develop and implement Best Human Resource policies.
Outcome: Efficient and effective Human Resource service delivery
Sub Programme Key Outcome Baseline Key Planned Targets

performance
Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
Human Resource Efficient and effective 5 draft Number of 3 2 3 2 3 70M

Policy Development management of Human policies policies
and Liaison Resource. developed and
implemented
Programme 3: Leadership and Coordination of Das
Objective: To ensure the County Departments work towards achievement of organizational goals
Outcome: Appropriate and optimally staffed departmental organizational structures.

Programme performance
Budget
Departments Appropriate A draft organizational Approved 12 departmental - - - - 10M

organizational structure departmental structure
structures with structures
optimal staffing
levels.
workload
Report on analysis -
workload
- - -
analysis
-
59
- - -
Strategic Align Human - A Strategic Development of implement implement Review Implement 20M
Human Resource function Human a strategic
Resource with the overall Resource Plan Human
Management county strategy Resource Plan
Human Attraction and An existing attraction Adequate and 65% 70% 75% 80% 85% 22B
Resource Retention of and retention system qualified
Management qualified and employees
and skilled employees
Development
Increased
efficient and
effective service
delivery
Highly trained Partly trained personnel Increased skills 50% 50% 50% 50% 50% 1B
and competent among the
employees employees
Harmonious Poor industrial relations Reduced 20% 25% 30% 40% 50% 15M
industrial industrial unrest
relations
60
Improved staff A few welfare programs Increased 25% 30% 45% 50% 65% 100M
welfare in place welfare
programs
Staff welfare 100% 100% 100% 100% 100%

policy
Timely response
100% 100% 100% 100% 100%
to welfare issues
Performance Institutionalize  Draft 100% 100% 100% 100% 100% 100M

Management results based performance
performance contracts Signed
 Draft Performance
Performance Contracts
Management
policy
 Operational
Performance Performance
Appraisal Management
System
Reports
staff appraisals
Cross-sectoral impacts
Programme Name Sector Cross-sector Impact Measures to Harness or Mitigate the
Impact
61
Synergies Adverse impact
Human Resource - Public Service Board Sufficient - Resource - Training

Management and - All Departments workforce Constraints - Establish timelines
Development - County Assembly - Interests delay in - Enhance efficiency in resource
Improved decision making mobilization
service delivery
Highly skilled Resource Constraints Partnerships with training institutions

and productive and other agencies.
workforce
Records Management - The Office of the County Long document filing and - Establish of efficient and
Secretary retrieval processes effective record management
- All Departments procedures
- Training
- Trade Unions Harmonious Frequent industrial unrest Implement an open door policy
- All Departments industrial
Industrial Relations - Public Service Board relations
Performance Management - All Departments Improved Motivation of employees and

- County Public Service Board employee performance contracting
- County Assembly Performance and
quality service
delivery
Policy Formulation - County Public Service Board Improve service Delay in decision making Set up policy formulation frameworks
- All departments delivery
- County Assembly
62
B. Public Service Board
Vision
Provision & Development of Human Capital with a Difference.
Mission
To Transform Murang’a County Public Service to be Efficient & Effective in Service Delivery
Goal
To ensure attainment of the overall objective of the County Department
STRATEGIC OBJECTIVES
The main strategic objectives of the sector are:

 Increased morale among County Public Service staff
 Improving Positive work ethic in County Public Service.
 Improved work environment.
 Service Transformation
 To establish a skilled and adequate workforce in the County Public Service
 Promotion of National Values and Principles in the County Public Service
Development Priorities
The development priorities are:
 Promotion of best labour practices in recruitment,
 Allocating, motivating and effectively utilizing human resources for improved public service delivery
 Promotion of public service integrity
63
Development needs, priorities, and strategies

Promotion of best labour practices in recruitment, Establish and abolition of offices; Formulate human resource policies and plans that
allocating, Recruitment of competent staff to fill the offices, embraces career profile matching and staff
motivating and effectively utilizing human Human resource management and development performance
resources for improved public service delivery Performance Management Undertake Training and capacity building
Promotion of public service integrity Promotion of values and principles of public Sensitization of staff on values and principles;
service’ Public participation;
Evaluation of the extent to which the values and Undertake compliance audits and forward the
principles have been complied with reports to the relevant authorities
64
SECTOR PROGRAMMES
Public Service Board
Objective: Improving Positive work ethics in County Public Service
Outcome: Enhanced service delivery

performance
Performance Enhanced - Number of staff All staff All staff All staff All staff All staff 75M
Management service appraised
delivery
Review of Outdated An updated PAS Development implementati implementat implementat implementati

performance Existing system & on ion ion on
Appraisal PAS implementati
system on
Human Resource Harmonized Draft HR Number of HR Development implementati implementat implementat implementati 200M
Policies HR operations polices in policies finalized & on ion ion on
place and implemented implementati
on
65
Programme 2: County Co-ordination and Management
Objective: To establish a skilled and adequate workforce in the County Public Service
Outcome :Improved employee productivity

performance
Training and capacity Competent and Need for Number of staff 5 day 5 day 5 day 5 day 5 day training 100M
building motivated skills trained training for training for training for training for for every
workforce improvemen every every every every member of
t member of member of member of member of staff
staff staff staff staff
Improved Need for Increased Develop a M&E M&E M&E M&E

service improved Employee and service compliance compliance compliance compliance
delivery service customer charter with the with the with the with the
delivery satisfaction service service service service
charter charter charter charter
guidelines guidelines guidelines guidelines
Recruitment and Adequate and To establish Number of Number of Number of Number of Number of Number of 150M
selection highly skilled staffing personnel staff staff staff staff staff recruited
personnel in all needs for recruited in recruited in recruited in recruited in recruited in in line with
departments each every department line with the line with the line with the line with the the budget
department budget budget budget budget
66
Table 7: Cross-sectoral impacts
3.5.3.3 Cross- Sectoral Implementation Considerations
Programme Sector Cross- Sector Impact Measure to Harness

Name or mitigate the impact
Synergies Adverse Impact
Recruitment -Public Service More productive -High wage Bill. -Voluntary early
Management workforce -Political interference retirement
-Finance & Economic -Improved -Enhance efficiency in
Planning Governance and resource mobilization
- County Assembly Accountability
Training & -Public Service -Effective service -High training cost -Partnership with
Development Management Delivery. -Resource constrains training Institution and other
-Finance & economic -Prudent financial agencies
planning Management -Diversify sources of grants
and aids for training
Promotion of values and All MDA and community More informed public servant Resistance Capacity building
principles of the public and other stakeholders High cost Collaboration with other
service Improved integrity agencies
67
C. Governorship
Vision
To be the leading sector in service delivery to the satisfaction of the public.
Mission
To provide overall leadership and policy direction in resource mobilization, management and accountability for quality public service
delivery.
Goal
To deliver quality service to the public
Development needs, priorities, and strategies
Enhance Coordination of County Government Improve efficiency in coordination  Hold regular meetings
functions.  Employ an ICT System
Improve communication within and outside the Optimized communication channels  Enhance communication infrastructure
County  Capacity building
Enhance Monitoring and Evaluation function. Implement the M & E Policy  Fast track approval and
Operationalization of the County M& E
policy
 Set up County Integrated Monitoring &
Evaluation System (CIMES)
Effective office and field Administration Support in terms of resource allocation.  Capacity Building
Prevention and Reduction of alcohol and drug Public Awareness creation and enforcement of  Sensitization and awareness creation
abuse existing laws.  Strengthening and reviewing of county
laws
 Establish treatment and rehabilitation
system
Enhance enforcement functions in the County Recruitment and training of enforcement personnel  Allocate adequate resources.
Strengthening Legal Services Operationalize legal department  Allocate adequate budget
 Engage competent legal professionals
Improve Disaster Preparedness Support through adequate resource allocation  Personnel Capacity Building
 Sensitization Programs
 Provision of Firefighting Equipment
68
Sector Programmes
Objective: To ensure effective and efficient service delivery
Outcome: Enhanced stakeholders’ satisfaction
performance Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
Indicators
Administration Effective and 57% % Increase in 60% 63% 66% 68% 70% 300M
Services responsive level of
field and office satisfaction
administration
Personnel Services Increased 119 Number of new 100 80 - - - 500M
efficiency in staff recruited
service
delivery
County Cabinet Well- 57% % increase in 60% 63% 66% 68% 70% 250M
Support Services coordinated Level of
government satisfaction of
departments the public
that delivers
quality services
to the public.
Programme 2: Government Advisory Services
69
Objective: To ensure compliance with the laid down policies, procedures and laws
Outcome: Harmonized and accountable Institutions with sound public interpersonal and interdepartmental relations

performance
Policy Development Increased - % increase in 5 5 5 5 - 100m

and Liaison Efficiency and Policies
effectiveness in Developed and
service implemented
delivery
% increase in
1 1 - 1 1 -
MoUs /
Partnerships
signed
Financial Economic Improved - Level of 100% 100% 100% 100% 100% 200 m
Review Services utilization of accountability
public
resources. Formation and
operationalizati 1 - - - -
on of County
Budget and
Economic
Forum (CBEF)
70
Legal and County Increased level - Reduction in 45% 50% 55% 60% 65% 950m
Advisory Services of compliance. legal suites
Operational Number of
County - National 5 4 3 2 1 400m
Attorney’s policies and
office laws
domesticated
Programme 3 : Leadership and Coordination of Das

Objective: To promote social and economic development through the provision of proximate, easily accessible services throughout the County.
Outcome: Efficiency in Service Delivery
Indicators
County Infrastructure Enhanced 0 No. of - - 1 - - 250M
Development service residences Governor’s
delivery as a houses built residence
result of safe house
and affordable
accommodatio 1 Deputy
n of the Governor’s
Governor and residence
the Deputy house
Governor
Monitoring & Efficiency in - Timely delivery 50% 60% 70% 85% 100%
Evaluation program of programs 300M
implementation 60% 70% 85% 100%
- Cost
effectiveness in 50%
program
Draft implementation
CIMES
71
policy Operational 1
CIMES - - - -
Intergovernmental Harmonized - Council of 100% 100% 100% 100% 100% 200m

Relations Council governance Governors
Support Forum attended
1 MoUs and 1 - 1 1 -
Agreements
County Service Improved - % of functional 50% 60% 70% 85% 100% 600m
Network Public programs
Management/ Public ownership and
Participation sustainability
of county Level of public 50% 60% 70% 80% 90%
programs - confidence
Improved
public
confidence
Disaster control and Improved 80% Timely response 85% 87% 90% 93% 99% 450M
Management Disaster to disasters
Response
Increased level 50% Level of 55% 60% 65% 70% 75%
of Disaster preparedness
Preparedness
Emergency Fund Safe - Restored 100% 100% 100% 100% 100% 500M
livelihoods livelihoods
Intervention / Special Improved - % increase in 100% 100% 100% 100% 100% 500M
Program livelihoods improved
livelihoods
Alcohol and Drug Reduction of - Level of supply 60% 70% 80% 90% 100% 400M
abuse Control. alcohol and and demand
drug abuse
72
Inspectorate and Secure County 40% Increased 50% 60% 70% 75% 80% 100M
enforcement property and revenue
enhanced collection by
revenue 80%
collection
Capacity building Enhanced 50% Increased 60% 75% 80% 90% 100% 5M
service number of staff
delivery trained by 100%

Programme Name Sector Cross-sector Impact Measures to Harness or Mitigate the Impact
Administration, Planning and All Coordination Ineffective Establishing well defined structures
Support Services sectors/Departments and administration and
Cooperation management system
Disaster Control and All sectors/ Pooling Lack of coordination Establishment of Disaster Risk Reduction Committees
Management Departments and resources and cooperation Disaster mapping
National Coordination Training and sensitization
Government and
other stakeholders
Alcohol and Drug Abuse Education Coordination Compromised Trainings and sensitization
Control Interior Rehabilitation systems. Mapping of hotspot areas
Health Indiscipline
Enforcement Inadequate resources
Inspectorate and All sectors/ Coordination Lack of cooperation. Regular inter- sectoral meetings
Enforcement Departments Mapping of hotspot areas
Monitoring & Evaluation All sectors/ Coordination Lack of coordination Capacity building in M&E function
Departments and and cooperation
Cooperation
Government Advisory International Social and Conditional grants Well outlined agreements and MOU when issuing grants
Services Agencies and Economic sometimes hamper Adherence to PFM
National Growth efficient allocation of
Government and through grants, resources
other Counties trainings and
73
equipment National Government
Cohesion functions affecting Agreement between the Council of Governors and the National
the County e.g. Executive on working relations
security, Funds,
education etc.
The senate to give time lines on enactment of certain laws such
Delay in law/ Policy as CARA
enactment e.g.
CARA
Leadership and Coordination All Departments, Efficiency in Inefficient Setting cross-sectoral and other agencies committees
of DAs National service Management
Government, other delivery
County Engagement of all related agencies in enforcing laws and
governments, other Environment Environmental policies
State & Non-State Conservation Degradation and
actors, Development Pollution Sensitization Programs on mitigation and prevention measures
agencies Disaster Risk Non-resilient Society of disaster
Reduction
Cross-Sectoral Implementation Considerations

The Table below provides the cross-sectoral impacts of each sectoral programme and appropriate actions to harness cross-sector
synergies or mitigate adverse cross-sector impacts.

Administration, Planning and All Coordination and Ineffective administration and Establishing well defined structures
Support Services sectors/Departm Cooperation management system
ents
Government Advisory Services International Social and Conditional grants hamper Well outlined agreements and MOU when issuing grants
Agencies and Economic Growth efficient allocation of resources
National through grants,
74
Government and trainings and
other Counties equipment
National Government functions Agreement between the Council of Governors and the
Cohesion affecting the County e.g. National Executive on working relations
security, Funds, education etc.
The senate to give time lines on enactment of certain
Delay in law/ Policy enactment laws such as CARA
e.g. CARA
Leadership and Coordination All Departments Efficiency in service Inefficient Management Setting cross-sectoral and other agencies committees
of MDAs and the National delivery
Government Engagement of all related agencies in enforcing laws
Environment and policies
Conservation Environmental Degradation and
Pollution
Disaster Risk
Non-resilient Society Sensitization Programs on mitigation and prevention
Reduction measures of disaster
75
COUNTY ASSEMBLY
Programme 1: General Administration Planning and Support
Objective: To enhance the management system

Outcome: Efficient and Effective Service Delivery
Sub Programme Key Outcome Baseline Key performance Planned Targets
Budget
Staff emolument, Enhanced 70% 5% increase in 70% 75% 80% 85% 90% 1 Billion
compensation, and employee employee
welfare productivity productivity per year
Office Fully operational 80% No. of operational 5% 5% 5% 5% - 1 Billion
administration and management management units
coordination units
Programme 2: Legislation and Representation
Objective: To develop policies, laws and public welfare strategies for the County Departments
Outcome: Enhanced Implementation of plans and policies
Budget
Legislators’ Improved 50% 5% increase in 55% 60% 65% 70% 75% 1.5 Billion
emolument, members welfare emoluments and
compensation, and welfare per year
welfare
Legislators’ Fully operational 50% % increase in no. of 55% 60% 65% 70% 75% 400M
administration and legislative and operational legislative
coordination representation and representation
units units for Youths,
Gender and PWDs
Programme 3: Oversight
Objective: To ensure County Departments implement their budgets fully

Outcome: Spread of County Resources Appropriately
76
Budget
Committees’ Enhanced 50% % increase in no. of 60% 70% 75% 80% 81% 600M
compensation and oversight of reports produced
welfare public resources
Committees’ Efficient and 70% % reduction in cost of 70% 60% 50% 40% 30% 500M
coordination, operational oversight procedure
support and committees
research
77
4.3.2. Finance IT and Economic Planning
Sector Composition
 Finance
 ICT
 Economic Planning
A. Finance
Subsector composition:
o Budget Management
o Administration
o County debt management
o Accounting, Financial standards and reporting
o Procurement and supply chain management
o Internal Audit
o Resource Mobilization and Revenue
o County corporations and Asset management
Vision and Mission
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.
Subsector Goal
To achieve the programmed activities
78
Development Needs, Priorities and Strategies
Sub-sector Development needs Priorities Strategies

Finance Administration Training and Capacity building  Training - Training needs assessment
- Engage professional trainers
Sub county offices  Expansion of County - Personnel Deployment
Treasury
Budget management Plan for the development needs Establish viability - Hold consultative public
forums
Monitoring - Follow up on whether the
project is within the scope
Evaluation - Achievement of the intended
purpose
Reporting - Preparation of monthly,
quarterly, Mid-term and
annual reports
Internal Audit Training and Capacity building Training - Training needs assessment
Establish Internal Controls Audit system - Installation of Team mate
Audit System
Audit Committee Establish Committee - Advertise and fill posts
Logistics County Audit Visits - Purchase of motor Vehicle
ICT Development ICT training and capacity building Training - Conduct training needs
assessment
- Contract training professionals
- Establish needs
- Implement solution to the
needs
Local Area Network in sub Conduct a survey in all sub counties - Engage professionals
79
counties - Implement the LAN as per the
recommendations of the
Survey
Wide Area Network Conduct a survey on the best method - Engage Service providers
of implementation
Telephony connection (PABX) Provision of efficient and effective - Engage professionals to
project sub-county communication within the County to implement the project
enhance service provision.
Acquisition of computers Establish needs and raise requisitions - Provide specifications
- Engage Suppliers
Information Resource Centres( Refurbish the existing resource - Engage various professionals
Ujumbe) centres and establish new ones
Installing of wireless connection Establish the major towns to be - Engage service provider
in all subcounties connected
E-Government Establish a service delivery system - Engage Professionals
across the county - Interdepartmental
partnerships
Media Library Procurement of media production - Identify and refurbish a media
equipment and editing software room
- Provide specifications
- Engage Suppliers
Public awareness creation Communications unit will engage - Hold meetings with all
programs other departments in creating public departments and develop
awareness and developing the action plans
programs
Develop a bulk short message Create awareness to the General - Provide Specifications
service and a short code platform public - Engage a service provider
to collect feedback from the
public
Training and Capacity building - Training - Training needs assessment
IFMIS Expansion to sub counties - Expand IFMIS to sub - Engage National Treasury
counties
80
Training and capacity - Training - Training needs assessment
building - Engage professional trainers
Deployment of staff - Increase workforce in the - Engage Human Resource

asset subsector Department
Asset valuation - Value all county assets. - Engage professionals
Tagging of county assets - Label and tag all county - Engage professionals.
assets
Procurement and Supply Chain 1. Capacity building and a) Training  Ensure that officers in the
Management training Supply chain sector are
adequately trained in
Procurement and supply chain
management.
 Ensure that the officers
working are professionals and
have their practioners licenses.
 Prepare a tender for the same
 Train relevant staff on the
b) Professionalization
2. E-procurement system system
 Have a fully operational e-
procurement system
 Build or set up an extra and
modern store house
Stores management
 Prepare a tender for
system a) An integrated system acquisition of a stores-
management system.
81
- Train relevant staff on the
same.
a. Put in place an efficient
stores and
- Record keeping system
Revenue Mobilization Revenue automation and revenue i. Installation of e- revenue Identification of the e-revenue system.
collection administration collection system Procurement.
A. Training of users
Rollout of the system.
2.
Natural resource inventory ii. Mapping of natural Identification of resources within the
analysis modelling and resources within the county county.
exploitations
Mapping of revenue streams iii. Carrying out research on Identification of unexploited revenue
potential revenue streams. streams.
Resource and revenue policy iv. Preparation of county Legal framework.

advisory and research revenue policy Identification of the relevant
stakeholders.
Policy formulation.
Presentation county executive
committee.
Approval by the county assembly.
Sub-Sector Development Needs v. Priorities Strategies
Economic planning County Economic policy vi. Preparation requisite county Preparation of ADPs
Formulation ,modelling and policy documents. Preparation of CBROP
management Preparation of CFSP
Development of a county strategic plan
Preparation of CIDP 2023-2027.
82
Convening CBEF committee meetings
County policy review and Review the implementation of CIDP Midterm review 2018-2022
reporting. 2018-2022 End term review 2018-2022
Monitoring and Evaluation Continuous Monitoring & Evaluation
framework. of county projects and programmes
vii.
Economic and statistical research Conducting Statistical surveys Data collection
and advisory. Updating county fact sheet
A. Finance Sub Sector
Programme 1 : Administration, Planning and Support services
Objective: Effective and Efficient Service Delivery

Outcome: Enabling Service Delivery Environment
Programme performance Year 1 Year 2 Year 3 Year 4 Year 5 Total
Indicators
Budget
Administration Effective and Efficient - No. of - 1 no Vehicle - - - 4M

Services Service Delivery vehicles for
bought monitoring
and
evaluation
Personnel Enhanced Human 9 Number of 2 4 Technical - - 75 M
Services Resource Capacity Technical additional Technical
and staff
5 Non-
Technical 2 non- 5 non- 5 Non-
Staff technical technical technical
83
(149)
Financial Enhanced revenue KShs Revenue KShs KShs 12 KShs 12.5 KShs KShs 14 1M
Services collection 11.8 collected 11.8 millions millions 13.5 millions
millions increased by millions millions
10% per year
Programme 2: Budget Management
Objective: Effective Resource Allocation
Outcome: Funded planned activities.
Budget Preparation, All-inclusive 0 No. of budgets prepared 1 1 1 1 1 5 million
Coordination and and equitable and approved County County County County County
Management budget budget budget budget budget budget
Management of Well planned - % increase in household 10% 10% 10% 10% 10% 5 Million
County Financial and developed income
Resources county
Capacity Building County 0 No. of Officers trained 20 40 60 80 100 5 Million

and Training in development on programme based
Budget responsive budgeting
budget
Budget Evidenced based 1 No. of county budget 1 1 1 1 1 5 Million
Implementation planning implementation reports
Monitoring and framework prepared
Reporting
Programme 3: Resource Mobilization and Revenue

Objective: To improve revenue collection
Outcome: Improved revenue collection
Budget
Natural resource Increased 60.5 M Amount of Cess 60.5m 61 m 63m 65m 68 5M
inventory revenue collected.
analysis collection from
84
modelling and 60.5 M to 68
exploitations million
Revenue Revenue 506M Amount of revenue 1Bn 1.1Bn 1.2Bn 1.3Bn 1.4Bn 50M
Automation and collection collected
revenue increased from
collection 506M to 1.4.
administration Billion during the
plan period
Resource and Improved 0 No. of County - 1 no. - - - 1M
revenue policy compliance and revenue policies revenue
advisory and decision making developed and policy
research approved
Programme 4: Internal Audit

Objective: Internal Audit services enhanced
Outcome: Efficient Internal Control systems
Budget
Training and Internal 6 All staff in internal 4 2 2 2 3 10M
Development auditors skills audit trained in
in auditing and relevant skills
governance
improved
Installation of Team Increased 0 Team mate Audit - 1 - - - 5M
Mate Audit system compliance system in place
with
regulations and
controls
County Audit Established 0 Audit Committee 1 - - - - 1M

Committee Audit in place and
Resourcing and Committee and functional
Support
operational
85
Logistical support Increased Audit No baseline data % provision for 100% 100% 100% 100% 100% 5M
Surveillance surveillance
Internal Audit Enhanced No baseline data Improved 100% 100% 100% 100% 100% 3M
Legislation Compliance Compliance
Compliance and with Public reports
Enforcement
Sector
Accounting
Standards on
Audits
Monitoring, Quarterly 0 No. of audits 4 4 4 4 4 5M

Evaluation and internal audits undertaken
Reporting – Internal undertaken in
Audit
all departments
Programme 5: Financial Management Reporting

Objective: Ensure efficient and Informative Financial reporting
Outcome: Accurate, Timely and Reliable Financial Report
Sub Key Outcome Baseline Key performance Planned Targets
Programme Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total
Budget
Training and Trained staff 10 No. of trained staff 6 6 6 6 6 5M
Capacity
Building
IFMIS at the Enhance 1 No. of IFMIS systems 4 4 4 4 3 50M

Sub-Counties compliance and installed
and accountability
Departments
Programme 6: Finance Administration Development

Objective: To enhance accountability and coordination.
Outcome: Efficient and Effective Financial Services.
86
Programme Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total
Budget
Training and Trained staff 100 Trained staff 100 100 100 100 100 10M
Capacity
Building
Expansion Of Operational sub - Sub county 2 2 3 1 40M

Sub-County county Treasuries in
Treasuries by Treasuries operation.
deploying staff
Programme 7: County Corporations and Asset Management

Objective: To record and account for assets.
Outcome: comprehensive asset register.
Budget
Training and Developed and No baseline data Trained staff 3 3 3 3 2 10M
capacity building updated asset
register
County Regular 0 Quarterly oversight 4 4 4 4 4 10M

Corporations oversight and support and
Oversight, advisory support monitoring in all
Advisory, to all county
county
Monitoring & corporations
Reporting corporations
Government Asset Valuation - All government 4 4 4 4 4 20M

Asset Register and Valuation assets valued and
Development, roll developed registered and
Management &
87
Reporting tagged
Programme 8: Procurement and Supply Chain Management
Objective: To ensure best practices of procurement and supply chain management are achieved
Outcome: Improved transparency, efficiency and reliability in procurement and supply chain management
Indicators Budget
Procurement Compliance with the 60% Improve 65% 70% 74% 85% 90 3M
Compliance Public Procurement rules efficiency and
and Reporting and regulations compliance to
90%
Procurement Improvement of Fair A positive Fair Good Good Very Excellent 10M
Policy procurement audit response good
Advisory and procedures by ensuring
Support all stake holders are
taken through a
sensitization workshop.
Formulation of a County None A county Drafting Conducting Reviewing the Pilot Implement
Procurement and procurement of policy stakeholders manual with test the ation of the
disposal manual/policy and disposal participation all policy policy.
and stakeholders
manual
sensitization inputs
meetings
88
B. ICT
Programme Name: Information Communication Technology (ICT) Services

Objective: Improve service delivery processes through use of ICT
Outcome: Improved and efficient services

Budget
SP1. Training and Staff capacity in ICT 7  Number of staff 10 10 10 10 10 50m
capacity building skills improved trained
Recruitment of ICT 3  Number of Staff - 5 4 3 -

staff recruited considering
gender balance
S.P 2  Enhanced HQs  Number of networked - 2 2 2 2 180m

Development of Communication connected units Sub Sub Sub Sub
ICT Infrastructure Efficient and effective with LAN Counties Counties Counties Counties
service delivery & WAN &2 &2 &2 &2
Devolved Devolved Devolved Devolved
units units units units
SP2.1 Telephony Improved HQs  Headsets connected to - 2 per sub 2 per sub 2 per sub 2 per sub 50M
Connection PABX communication and connected PABX County & County & County & County &
Project in the enhanced service with 2 in 2 in 2 in 2 in
County Devolved PABX and devolved devolved devolved devolved
delivery
unit and sub headsets units units units units
counties
SP2.2 Reliable -  Size of bandwidth - 32MB 40MB 42MB 50MB 20M
ICT connectivity communication utilized
enhancement
SP2.3 Ease of access to -  Information resource - 2 2 1 1 10M

Refurbishing and critical county centres refurbished,
equipping County information e.g. County  equipped and
Information Publications, Historical functional
89
Resource Centres county information etc.
(Ujumbe)
SP 3 E-  Efficient service -  Number of automated - 1E- - - - 50M

Government delivery by automating processes and Governm
services internal processes functions ent
system
 Reduced digital divide
 Faster and efficient

information sharing
SP.4 Media Provide an accurate, -  Running and - 1 media Murang’a - - 17m
Library reliable reference interactive portal library County
material to the general  Portal
public and potential  Number of people
investors through a reached
public portal
SP 5 Public Increased level of 5%  % of Murangá County 5% 20% 35% 45% - 15m

awareness creation awareness by 45% population reached.
programs among the public about
county activities,
projects and programs
SP 5 Develop a Enhanced information - No. of bulk short message - 1 bulk - - - 12m

bulk short message dissemination service and a short code short
service and a Platforms developed message
short code service
platform to collect and a
feedback from the short
public code
Platform
90
ECONOMIC PLANNING
Table 11 Sector Programmes

Sub Programme Key Baseline Key Planned Targets
Outcome performance Year 1 Year 2 Year 3 Year 4 Year 5 Total
Indicators
Budget
Administration Effective - Adequately - 1 no Vehicle - - - 4

Services and Efficient facilitated for Million
Service personnel monitoring
Delivery and
evaluation
Personnel Services Enhanced 15 Number of 4 9 5 - - 1
Human additional Million
Resource staff
Capacity
Programme 2: Economic policy formulation and review
Objective: Strengthen County Development Planning and policy formulation
Outcome: Holistic framework for implementation and co-ordination of County projects

Indicators Budget
County Coordinated - Timely and AWP, ADP, AWP, ADP, AWP, ADP, AWP, ADP, AWP, ADP, 63
economic programme and quality CFSP, CFSP, CFSP, CFSP, CFSP, Million
policy projects policy CBROP, CBROP, CBROP,CBEF CBROP, CBROP,CBEF,
formulation, implementation. documents CBEF CBEF, CBEF CIDP 2023-
modelling, formulated. County 2027, Budget
and Strategic
management Plan 2018-
2027
91
County Enhanced 2013-2017 Policy Operationalize Quarterly and CIDP mid-term Quarterly and CIDP end term 20
policy policy planning CIDP documents CIMES annual M&E review, annual M&E review, Million
review and framework reviewed reviewed Quarterly and reports Quarterly and reports Quarterly and
reporting
annual M&E annual M&E annual M&E
reports reports reports
Economic Enhanced - No. of Kahawa bora dairy value Avocado value Impact of - 10
and evidence based Statistical survey chain survey chain survey fertilizer Million
statistical decision research subsidy
research and making in assignments
County
advisory economic
development. demographic
survey
Resource Well - Inventory of - Resource - - - 5M
mapping documented county mapping
county resource Resources in
endowment place
Kenya Efficient Insufficient Staff trained Staff capacity Staff capacity Staff capacity - -
Devolution service delivery capacity to and building building building 135 M
Support deliver equipment Procurement Procurement Procurement of
Programme efficient procured (Donor
of essential of essential essential
(KDSP) services funded)
service service service delivery
delivery delivery equipment
equipment equipment
92

Programme Sector Cross-sector Impact Measures to Harness or Mitigate the Impact
Name
Budget Finance, ICT &  Mobilization of  Low public  Sensitization
Management Planning community by participation  Monitoring and evaluation
interior and  Partial compliance with  Prioritizing expenditures within the
national the budget departments
coordination  Unrealistic budget
department to take
part in public
participation.
 Creating public
awareness by
advertising
through both
electronic and
print media by
following the laid
down procurement
procedures.
 Submission of
Draft budgets by
other sectors
Development of Finance, ICT & - Transport, Energy  Departments are  unified connectivity
County ICT Planning and infrastructure different locations  Constant review of upcoming products
infrastructure - Agriculture,  Challenge in market  Quick response by the service provider
Livestock and diversity  Engage Key decision makers.
Fisheries.  Frequent internet 
outages
93
 Bureaucracy by CAK
on provision of
Communications
standards
 on provision of
Communications
standards
ICT Development Finance, ICT & - Provision of ICT  Challenge in market  Constant review of upcoming products
Planning Standards by diversity Quick response by the service provider
Information  Frequent internet  Engage Key decision makers.
Communications outages
Technology  Bureaucracy by CAK
Authority (ICTA) on provision of
- Provision of Communications
Internet by standards
service providers
(Telkom and
Safaricom)
- Provision of
standards by
Communications
Authority of
Kenya (CAK)
- Partner with
Ministry of
information
Communications
and Technology
(National
Government) for
information
sharing.
94
Public Management Finance, ICT &  Provision of Audit  Poor communication from  Frequent follow
Audit Planning standards by Institute of the institute up on the newly
Internal Auditors  Nonexistence of Audit introduced
 Advice by internal auditors committee standards
on risk management.  Inadequate information  Establish an audit
 Consultation with external committee
auditors on risky areas  Enhancement of
internal checks
Accounting financial Finance, ICT &  Provision of Accounting  Non familiarity with  Training
standards reporting Planning standards by IPSAS some of the standards  Familiarize
 Provision of Financial  Fixed chart of accounts with the
reporting matters guidelines  Frequent downtime standards
by National Treasury  Existing nonoperational  Constant
 Provision of financial IFMIS Modules e.g. review of
management information Revenue module chart of
system by (IFMIS)National accounts to
treasury suit specific
needs of
stakeholders
 Improve on
network
coverage
 Follow up on
completion
of the system
Finance Finance, ICT &  Coordinate Finance matters  Lack of coordination across  Enhance
Administration Planning across functions departments communication
County corporations Finance, ICT &  Provision of Accounting policy  Lack of correct interpretation  Training and
and asset Planning for assets guidelines by National of the guidelines sensitization
management Treasury
Procurement and Finance, ICT &  Long and tedious procurement  The procurement process is a  The Public
95
Supply Chain Planning system long one and very tedious Procurement Act
management hence at time things that ‘16 is clear on the
need to be procured will timelines for each
have to take time before they method of
are procured procurement so
 The user departments are there can be no
always in a rush to have their shortcuts.
 Late requisitions or urgent user items bought. At times things
demands that they could have foreseen
and requisite for ago end up
being requisite for late.
 Due to the late or untimely
requisitions, the departments  The departments
always want shortcuts to need be actively
avoid the long procurement proactive since
process. the procurement
 The lack of an plans and budget
 Laxity by user departments to executive/cabinet policy in are there to act as
follow procurement procedures some cases makes their guides so
procurement of certain that they make
goods/services have the user their needs in
departments’ goodwill to advance.
 Lack of executive policy process them.
 The departments
should be taken
through a
sensitization
meeting whereby
they will be
taught on how the
procurement and
disposal system
96
works so that they
are well aware
and conversant
with it.
 There should be
and
executive/cabinet
policy clearly
outlining the
projects to be
focused on so that
all our energies
are put there so
that there is
goodwill and
cooperation from
all the
departments.
County Economic County Adoption of the policy and reference to The department will refer
policy formulation, Administration the County Assembly for approval the policies to the County
modelling and Executive for adoption for
Management onward transmission to the
County Assembly for
approval
All County Sectors Data collection, collation, analysis and The department will
and other validation closely liaise with all the
stakeholders sectors of the County and
other stakeholders
including the public to
generate issue based plans
and policies for
implementation
Department of Community mobilization during public The department will
97
interior and participation on policies and plans closely work with the
coordination of County Commissioner’s
National government office for community
mobilization during public
participation on the county
policies and plans.
County policy All County Sectors Prudent resource allocation The department will
review and and other closely liaise with all the
reporting stakeholders sectors of the County and
other stakeholders
including the public in
monitoring and evaluation
to ensure prudent
allocation of resources and
value for money.
All County Sectors Community and various technical The department will
Economic and and other departments will be the source of closely liaise with all the
statistical research stakeholders research surveys. sectors of the County and
and advisory. other stakeholders
including the public to
enhance evidence based
development planning.
98
4.3.3. Education, Youth, Sports, Culture, and Social Services
Sector Composition: Education, Youth, Sports, Culture and Social Services
A. Sports Sub Sector
Vision
Sports Promotion for All for Economic Development and Healthy Living
Mission:
Be a Leader in Sports Development
Goal:
Sports Development
Sub-sector Development Need Priorities and strategies
Development Needs Priorities Strategies
Promotion of sports among youths Talent identification Recruiting of coaches
Infrastructure Development Rehabilitation and Construction of Sports Stadia
Talent Academy Recruiting of coaches
Sports equipment and tools Procuring of tools and equipment
Dilapidated Community cultural centers and social  Development of Mukurwe wa MCG to partner with NMK and other stakeholders
halls Nyagathanga to fund and implement the projects
 rehabilitation of social halls
 Rehabilitation of cultural sites in the
county
99
Youth unemployment and untapped talent  Establishment of a cultural studio Talent development
 Nurturing and development of talents e.g.
in music, dance and drama
Lack of recognition of heroes and heroines  Freedom fighters Construction of monuments to honor legends
Lack of facilities to showcase talents  Construction of county theatre Development of county theatre and promotion of
film and arts festivals
100
Sub-sector: Sports
Sports facilities construction infrastructur Designing and Poor coordination Proper consultation during implementation of the
e construction projections.
works
Programme Sector Cross-sector Impact Measures to Harness or Mitigate the Impact
Childcare facilities Health Public health

-Sanitation
-Deworming
-Vitamin A
supplementation
Childcare facilities -Public Best practice drawings Potential conflicts Involve lands office, provincial administration and the
Works Supervision of construction on land issues community
-NEMA works
-Lands
offices
-Provincial
Administrati
on
Nursery infrastructure and -Ministry of Collaboration with TSC

Development Education(St personnel, KICD and state
ate department of education
department
of
Education)
-KICD
Quality Assurance and Ministry of Collaboration with state

Standards Education(St department of education in
ate quality assurance
101
department
of
Education)
ECD lunch programme -Public Issuance of health
health certificates to cooks
department Provision of seeds,
-Ministry of advisory services for
Agriculture school gardens
-UNICEF
-Murang’a
county Dairy
Dept.
School Milk programme Public health Litter disposal

Milk storage
Milk safety
Recruitment of ECD teachers County Interviews and placement
Public Human Resource functions
Service
Board
Public
service
department
Free ECD Tuition
Education YPs
Training of short courses in all -Media Publicity

public YPs in all the wards
-Primary schools Trainees contacts
-Secondary schools
102
Improvement of infrastructure -Public Works Best practice Potential conflicts Involve lands office, provincial administration and the
in all public YPs drawings on land issues community
-NEMA
Supervision of
-Lands offices construction
works
-Provincial
Administration
Training of YPs instructors -Ministry of Collaboration

Education(State with TSC
department of personnel, KICD
Education) and state
department of
-KICD education
Quality Assurance and Ministry of Collaboration

Standards Education(State with state
department of department of
Education) education in
quality assurance
Procurement of tools and Procurement Requisitions Delivery of sub- Inspection of items before acceptance
equipments for all public YPs department standard items
in all the wards Tendering
Private sector
BQs
Deliveries
Co-curricular activities in YPs Primary schools Practice at YP Provision of first aid kits
level
Secondary schools Injuries during
Competition at competitions
Sub-County level
Competition at
103
County level
Employment of additional County Public Interviews and

instructors for YPs Service Board placement
Public service Human Resource

department functions
Capitation for regular trainees Finance department Disbursement of Misappropriation of Regular auditing of the funds
in all public YPs. funds funds
Auditors
Auditing of funds
Establishment of an industrial Jua kali sector Site planning

park at Kenol Local community BQS
Tendering
Construction
Equipping of
workshops
Synergies Adverse
impact
Libraries, information Education Equip the centre with social Departments to share responsibility in maintaining
documentation centre/citizen cultural and other relevant and equipping the centres
service centre reading material
Special programme Fire services and Quick response To be the first in response and provision of first aid
Disaster management during disasters
unit
Education Disbursing the bursary to Funding and equipping children homes and also
vulnerable providing bursary through county bursary schemes
Health Assessment of persons with Provide the social services department with the list
disabilities of children born with disabilities and malnutrition
104
Agriculture Provision of relief food and Through collaboration with national government,
feeding programmes the county government to provide measures to curb
drought and increase food production
Gender Administration Reinforcement of policies on Sensitization and mobilization to be done through

gender mainstreaming all sectors on gender violation and ensuring
compliance on two third gender rule
Table 12: Sector Programmes

Programme Name: Sports development and promotion
Objective: Promotion of sports and talents
Outcome: Increased involvement and enrolment of community members in sports activities
Budget
Sports Promotion Increased Currently less than Number of youth that 20 30 50 70 20 200M
and talent involvement of 30% of youth are have been identified,
development both gender youth involved trained
and people living
with disabilities in
sports
An increase in Currently there are no Number of people 20 20 20 20 20
performance of coaching services for coached per year
sportspersons sports
Well nurtured No baseline data Number of sportspersons 200 200 200 200 200
sportspersons participating in the
County, National and
International sports
events
Sports facilities and Increased number Ill-equipped Number of stadia 1 1 1 1 1 800M
equipment of sports stadia dilapidated stadia upgraded/constructed and
with solar energy equipment provided
and roof water
harvesting
Anti-doping Reduced usage of - Number of anti- 5 4 6 1 10 30M
105
Programme Name: Sports development and promotion
Objective: Promotion of sports and talents
Outcome: Increased involvement and enrolment of community members in sports activities
Budget
campaign sports doping of clinics done
enhancement
drugs
106
B. ECDE Sub-Sector:
Programme Name : ECDE Management and Coordination
Objectives: To provide clean, hygienic environment and child friendly curriculum for all round development of children.
Outcome: Well prepared ECD pupils ready to transit to primary school.

Indicators
Year 1 Year 2 Year 3 Year 4 Year 5 Total
Budget
Childcare 100% of 3% Increased 30% 40% 60% 80% 100% 125M

facilities and Children below enrolment enrolment of
Quality Assurance age 4 in need of rate children aged
day care services below 4 in
and Standards
absorbed in the childcare facilities
facilities
Quality No of Quality 60% 80% 90% 95%

standards 5% Assurance reports 40%
assured in all the
650 ECD centers
Nursery 650 ECD 0 No. of ECDE 200 150 150 100 50 100M
infrastructure and Centre’s Centers improved
Development improved county
wide
Teacher Refresher 100% of ECD 1200 ECD No of ECD 80% 85% 90% 95% 100% 5M
courses and teachers teachers Teachers inducted
curriculum refreshed and on the new ECD
inducted on the
development curriculum
new curriculum
designs
107
ECD lunch All 32,000 ECD 90% Functional lunch 95% 96% 97% 99% 100% 200m
programme and pupils getting program in all ECD
School Milk nutritious lunch centers
in ECD centers
programme
provided by the
county
government
All primary and 90% Milk delivery 95% 96% 97% 99% 100%
ECD school reports from 100%
going pupils public ECD and
getting a packet primary schools
of milk per week
Recruitment of At least 2 ECD 76% No of ECD 84% 90% 95% 97% 100% 3M
ECD teachers teachers in all Teachers employed
public ECD to mitigate the
current shortage
centers
Free ECD Tuition Provision of 40% Number of ECDE 50% 65% 75% 85% 100% 8M
ECDE teaching teaching and
and learning learning aids
materials
C. Youth Sub-Sector:
Programme Name : Youth Polytechnics Management
Objectives:
 To equip the youths with vocational and technical skills
 To create employment opportunities for the youth
 To develop talent among the youth
 To reduce drug and alcohol abuse among the youth
Outcome: Well-trained youths who are equipped with the relevant vocational and technical skills.
108
Indicators
Budget
Training of short 200,000 youths 30,000 Increased 34,000 34,000 34,000 34,000 34,000 240M
courses in all trained in short youths enrollment in all
public YPs in all courses already our Youth
the wards trained in Polytechnics
short
courses
Procurement of 100% provision 20% Number and type 36% 52% 68% 84% 100% 100M
tools and of tools and provision of of equipment
equipment for all equipment in all tools and procured
public YPs in all the YPs equipment
the wards in YPs
Store ledgers and

inventories in YPs
Youth Polytechnic 105 new YP 145 YP Number of 21 21 21 21 21 375M

Instructors instructors instructors instructors
Recruitment recruited to total currently recruited
250 YP employed
instructors in all Instructors –
YPs - student ratio
Quality Assurance Quality 10 No of Quality 11 11 11 11 11 5M

and Standards Assessment assessment Assurance reports
reports for all the reports
65 YPs available
Improvement of 100% 30% % of YPs 44% 58% 72% 86% 100% 100M
infrastructure in improvement of improvemen undergoing
infrastructure
109
all public YPs infrastructure t done improvement
issued with
completion
certificates.
Co-curricular Organize at least Currently no Certificates of 3 3 3 3 3 20M

activities in YPs 3 competitions in competitions participation
a year being
organized
Training of YPs Train all the 145 10 trained so No of instructors 27 27 27 27 27 5M

instructors instructors in far trained
pedagogy
Capitation for Provision of 40% % of training 52% 64% 76% 88% 100% 375M
regular trainees in adequate training provision of materials provided
all public YPs. materials training
materials
Establishment of Provision of Not yet Increased % in the 20% 40% 60% 80% 100% 100M
an industrial park employment established number of youth
at Kenol opportunities for employed
the Youth
1 number
industrial park Completion
established certificate
110
D. Culture
TABLE 11: 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

Programme Indicators
Budget
Conservation Conserved heritage Encroached/grabbed 5 of heritage sites 1 2 1 1 0 70M

of Heritage sites for posterity heritage sites restored
Cultural Well established 2 Equipped and 2 2 2 2 2 20 M
Development and functional Functional cultural
recreational/cultural centres
centres
Promotion of Embraced cultural - Increased 1 county 3 county and 5 county 7 sub 9 30 M
Kenyan Music celebration and participation of 1 national and 1 county cultural
and 1
and empowered music performing artists festival national and 1 events
Dance and dance in county and national festival national across
performers national cultural festival the
festivals
festivals county
and 1
national
Cultural Alternative health 30 Number of 35 50 70 85 100 10 M
development care services Registered and
provided empowered
herbalist/traditional
health practitioner
and cultural groups
111
Leaders Capacity 150 Capacity of 600 100 150 150 150 50
enhanced leaders from
various cultural
fields enhanced
Programme Name: CREATIVE ARTS
Objective : to promote creative arts industry and empower artistes in production and marketing
Outcome: empowered creative industry artiste

Outcome performance
Indicators
Budget
County Film and Film 0 Increased No 1 4 6 7 8 10 M

Art Festival producers of exhibitions
Services and actors and festivals
identified held/
and showcased
promoted
County Theatre County No 1 county 1 theatre 10 M
Development and theatre existing theatre fully
Promotion established theatre functional
an d fully
equipped
Talent Academy Talented No No. youth 70 M
youth academy identified and
identified in place mentored
and
mentored
112
E. Social Services
Programme Name: SOCIAL WELFARE
Objective : To improve living standards and ensure total inclusion of all gender across marginalized groups
Outcome: Improved livelihood, gender equality and social inclusion
Budget
Social Infrastructure Upgraded and functional 1 Equip the existing 1 100 100 100 50 M
Development rehabilitation centers for centre to take care of
PWDs multiple disabilities
Capacity for 500 PWDs 100 100 100 100 100 15 M
enhanced
Refurbished and 0 One Family life centre 50 100 150 40 M
equipped Family Life refurbished and
Training Centre equipped
Reduced cases of child Empowered neglected 50 100 150 19 M
neglect children
Improved and functional 12 12 social halls upgraded 1 3 5 5 3 20 M
social amenities and operational
Fully functional and 2 2 Refurbished and 1 1 40 M

safe children homes for equipped children
both genders homes
Community mobilization Mobilized, sensitized 200 900 empowered groups 400 500 700 800 900 20 M
and development and empowered groups in the county groups groups groups groups groups
community
Groups Promotion and Empowered groups 1700 2000 groups fully 500 500 500 500 500 25 M
Development groups empowered in the groups groups groups groups groups
Self-reliant individuals County
in the community
Social protection Improved livelihood 62,000 100,000 Cash Transfer 70,000 75,000 80,000 90,000 100,000 10 M
among the marginalized beneficiaries in the
County
Gender Mainstreaming Gender equality and 14% % of women in high 18% 22% 26% 30% 33% 10 M
equity achieved leadership positions
113
Recruitment and Training Recruited and trained 65% No. of S.W.O and 80% 85% 87% 90% 100% 20M
of social workers/children social workers and children home staff
homes staff children homes staff employed and trained
4.3.4. Health
Development Priorities and Strategies
Vision
A healthy and Nationally Competitive County
Mission
To provide quality health care service that are accessible, equitable and sustainable to the population of Murang’a County and beyond.
Sector/ subsector Goal
Better health in a responsive manner
Focus
Focus on elimination of communicable conditions, halt and reverse the rising burdens on Non-communicable Conditions, reduce
burden of violence and injuries, provide essential health services, minimize exposure to health risk factors and strengthen
collaboration with health related sectors
Sector/subsector Development needs, Priorities and Strategies
Development needs Priorities Strategies

Upgrading of health facilities Murang’a Level V facilities-(infrastructure). MCG to partner and lobby with The National
Government and development partners to fund and
implement the projects.
Equipping all the health facilities to meet the Dispensaries, Health Centres and all level IVs MCG to partner and lobby with The National
universal health coverage needs Government and development partners to fund and
implement the projects.
114
 Incidence and re-emergence of diseases.  Strengthen preventive and promote health Implement preventive, promotive, curative and
 High cost of health care. services through; malaria control; expanded rehabilitative services through partners and MCG.
 HIV/AIDS pandemics. programs on immunization; integrated  enhance school health program
 Inadequate personnel and equipment. management of childhood illness; control and  Pests and vector control
 Dilapidated health facilities prevention of environment tally related  Eradicate OD
communicable diseases and encouraging  Provision of mosquito nets
improved nutrition.  Encourage health education- through campaigns
 Strengthen curative health services through  Hold world health days
provision of health personnel, drugs and  Buildings inspection and certification
equipment.  Examination and licensing of food handlers
 Enhance managerial skills of CHMT and  Surveillance of diseases targeted for eradiation
SCHMTs and elimination.
 Improve school health programs  Treatment of water at household level
 Improve cross-sectoral cooperation for health  Protection of minor water sources
promotion and public health, in the areas of water  Mainstreaming gender, Disability equity and
and sanitation, reproductive health, gender, inclusion
HIV/AIDS, nutrition, school health, road safety
 Procurement of commodities
and tobacco control
 Equipping of facilities with medical with
 Provide better access to health care to the poor medical equipment.
by dropping charges for treatment of certain
 Management of health information.
diseases.
 Procurement of ICT
 Improve maintenance of health facilities and
equipment.
 Construct and equip new health facilities
 Prevent and manage HIV /AIDS and STIs
through promoting safe sex, preventing mother to
child transmission, safe use of medical
instruments and strengthen county capacity to
respond to AIDS epidemic through improved
funding , training ,sensitization and awareness
campaigns. . `
 Provide adequate ambulance services.
 Enrolment of community in NHIF
115
116
Health 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 Programme Key Outcome Baseline Key Planned Targets Total Budget
performance Year 1 Year 2 Year 3 Year 4 Year 5
Indicators
Administration Efficiency in 40% % increase in 40% 45% 50% 55% 60% 3.325 M
Services health services no of
delivery infrastructure
and
administrative
support
Personnel Improved 1400 No of 200 staff 200 staff 200 staff 200 staff 200 staff 96.4M
Services service delivery technical technical and 50 casuals 50 casuals 50 casuals 50 casuals 50 casuals
staff casual staff
700 casuals recruited
Finance Services Improve 2 health Increased 2 2 2 _ _ 243 M
finance facilities revenue
stewardship automated collection
18000 Improved 10000 10000 10000 10000 10000
families access to families families families families families
with NHIF health
coverage
Programme Name: Preventive Health Services

Objective; To Increase Awareness and Prevention of Diseases
Outcome: Reduced burden of Diseases
Outcome performanc Year 1 Year 2 Year 3 Year 4 Year 5 Total
e Indicators
Budget
Community Health Increased 1000 CHVs and 500 CHVs 500 CHVs 500 CHVs 500 CHVs - 400M
Services access CHVs CHVNs
quality recruited and
primary and 60 trained 50 CHVNs 50 CHVNs 50 CHVNs 50 CHVNs
home based Volunteer
117
e Indicators
Budget
health care nurses
services
137 40 units 40 units 40 units 40 units
communit
y health
units
SP 2.4 Disease Reduced 15% of No of homes 20% 25% 15,000 15,000 15,000 74 M
Control new households sprayed and households households households households households
(Communicable infections sprayed issued with sprayed sprayed 30% 35% 40%
) and nets households household households
enhanced sprayed sprayed sprayed
communit
y support
system 300,000 No of persons 400,000 400,000 400,000 400,000 400,000
persons screened people people people people people
screened screened screened screened screened screened
37 villages No of villages 500 villages 500 villages 500 villages 500 villages 500 villages
declared ODF
Control of non- Increased 9,733 Number of 10,000 10,000 10,000 10,000 10,000 50M
communicable awareness on screenings people screenings screenings screenings screenings screenings
disease (diabetes, NCDs and screened
hypertension, Improved
cancer) quality of
care
Community Increased 120 No of 150 Beyond 150 Beyond 150 Beyond 150 Beyond 150 Beyond 37 M
Outreach access to outreaches outreaches Zero Zero Zero Zero Zero
health – conducted
services RMNCAH
118
e Indicators
Budget
(RMNCAH 8 8 Nipe 8 Nipe 8 Nipe 8 Nipe 8 Nipe Macho
and Optical) outreaches Macho Macho Macho Macho
for optical
services
No 70 hard to 70 hard to 70 hard to 70 hard to 70 hard to
baseline reach areas reach areas reach areas reach areas reach areas
data
Programme Name: Curative Health Services

Objective: To provide quality medical services
Outcome: Reduced morbidity and mortality
Sub Key Baselin Key Planned Targets
Programme Outcome e performanc Year 1 Year 2 Year 3 Year 4 Year 5 Total
e Indicators
Budge
t
SP 3.1 Improved 181 Increased 120 facilities 160 facilities 220 facilities 260 facilities 300 facilities 8M
County quality of facilities number of
Hospital and health care supervised facilities
clinic
supervised
services
County Increased No No of mental 7 7 7 7 7 11 M
Mental access to baseline health -
Health treatment data Outreach
centers and
centers
management rehabilitatio
and n of mental undertaken per
improvemen health Sub County
t patients
119
Community Reduced No Increased 4 1 sensitizatio 4 4 4 15 M
based Drug incidence of baseline awareness sensitizatio n campaign sensitizatio sensitizatio sensitizatio
and drug and data on dangers n n n n
substance of substance campaigns campaigns campaigns campaigns
substance
abuse and drug
abuse control abuse.
Programme Name: County Pharmaceutical Services

Objective: Ensure availability of quality, effective and affordable pharmaceutical services
Outcome: Effective and Efficient pharmaceutical services
Programme performance Year 1 Year 2 Year 3 Year 4 Year Total
Indicators
5 Budget
County Enhanced health 50% (500 M % reduction in 50% (1.1 40% 30% (1.2B) 20% (1.4 B) 10% 6.5B
Pharmaceuticals services delivery worth of health medical B) (1.2B) (1.5 B)
management commodities) supplies stock
outs
County Clinic County Hardware- Improved 8 24 32 8 - 50M

Medicine pharmaceutical 72 commodities hospitals health dispensaries dispensaries
Supply and management computers management installed centers installed installed
Inventory information system software-0 and decision PMIS installed with PMIS with PMIS
Management and hardware making with
Service operationalized PMIS
Programme Name: County Health Policy Development and Management

Objective: Ensure regulation of health services
Outcome: A well-coordinated health care system
performance Year 1 Year Year 3 Year Year Total
Indicators
2 4 5 Budget
SP 5.1 Health Enhanced 1 strategic County Health - - - 1 16 M
Policy, Planning management of plan strategic Plan
and Financing county health (2020-2025)
services No baseline Health Bill 1 - - - -
120
Programme Name: County Health Policy Development and Management
Objective: Ensure regulation of health services
Outcome: A well-coordinated health care system
performance Year 1 Year Year 3 Year Year Total
Indicators
2 4 5 Budget
data
No baseline Referral policy and - 1 - - -
data Strategy
Health Improved No baseline 1 county roadmap 2 2 1 CLTS 2 2 12M
Standards and planning and data developed and roadmap
Quality implementation health care facilities 2
Assurance of health care certified healthcare
standards facilities
County Health Improved No baseline No of research 1 research 1 1 1 1 15M
Research and evidence- data reports per year
Innovation based produced per
Programme practices year
Health Capacity Improved staff 400 Improved 100 100 100 100 100 15M
building and performance quality of
training and service
motivation
Development of Evidence based 1-draft Improved 1 1 1 1 1 2M
M&E framework decision making M&E monitoring and (continuous
and system policy in management of process)
place health services
Programme Name: Reproductive Health

Objective: To improve reproductive health services
Outcome: Effective and efficient reproductive health services
Sub Programme Key Baseline Key performance Planned Targets
Outcome Indicators Year 1 Year Year Year Year Total
2 3 4 5 Budget
Family Planning Increased 65% 1% increase in 66% 67% 68% 69% 70% 20M
Services access to coverage coverage of family
family planning services
121
Programme Name: Reproductive Health
Objective: To improve reproductive health services
Outcome: Effective and efficient reproductive health services
Outcome Indicators Year 1 Year Year Year Year Total
2 3 4 5 Budget
planning
services
Maternity and Increased 53% skilled % increase in skilled 1% 1% 1% 1% 1% 15 M
Child Health skilled delivery delivery
Services delivery
and 4th ANC
uptake 39% 4th % increase in 4th ANC 2% 2% 2% 2% 2%
ANC uptake
Immunization Increased 59% 5% increase in the no. 59% 64% 69% 74% 79% 20M
Services immunization fully immunized
coverage children
122
4.3.5. Trade, Tourism, Investment, Agri-Business, and Cooperatives
Sector composition:
1. Trade Development and promotion

2. Tourism
3. Industrial Development and investment
4. Cooperative Development
5. Agri-Business
Vision:
A county with a robust investment and trading environment
Mission:
To provide a conducive environment for trade, investment and industrial development through policy and partnerships.
Sector/ subsector Goals:
 To promote local market development, policy, enterprise development and access to finance.
 To promote industrial growth and investment for sustainable development
 To promote cooperative development in the county
 To promote tourism development in the county
123
Development Needs, Priorities and Strategies
Development Needs Priorities Strategies
Trade development and promotion

Markets sheds and collection centres Market developments Construct markets and grading sheds in all the
wards
Basic amenities in markets Construction of sanitation blocks Construction of sanitation blocks in all the
markets
Roads infrastructure Grading of all roads leading to the market areas Upgrade all feeder roads leading to markets
Water, security and sanitation Avail piped clean and safe water in the market Connect all markets with clean water.
Centres, lighting
Efficient markets Easy access to markets Open up roads in the rural areas
Agro Marketing services Marketing of farm products Marketing groups, pricing strategies
Capital for business Facilitates affordable ,accessible ,available Government supported Sacco and other financial
credit facilities to traders institutions
Product development and promotion Promotion products identification Identify products for possible branding in
partnership with Export promotion Council(EPC)
Industrial Development and investment

Agro processing, manufacturing and value Agro-processing, manufacturing of farm Establishment of multi product processing units.
addition produce
Producer Groups and Cooperative Societies Access to markets-milk, coffee, tea, avocadoes, Strengthening existing producer groups and
French beans, mangoes, bananas cooperatives through capacity building in
business model formation, to provide value
added products
124
Access to markets Market linkage local and international Promote market research ,establish market
linkage for various commodities Form marketing
groups and capacity building on contractual
marketing,
product development and branding
Agribusiness information and communication Development of agribusiness portal Promote e-marketing for agriculture based
produce and products
Transformation of agricultural enterprise Transform agricultural enterprises from Commercialization,

subsistence to agribusiness.
Local and export Development and promotion Product promotion and communication  Inter- county trade promotion
 Establishment of e-marketing centres within
the county
 Investors conferences
Building Institution capability Capacity building capacity build staff in various areas
setting up of business incubation centres
Inclusion of youth and women in agribusiness Social inclusion Develop youth and women friendly technologies
–e.g. Value addition
Collection and grading sites for agricultural Common collection Centre’s for agricultural Organize and train groups to market together
produce. produce and products
Cooperative development subsector

Cooperative societies Access to markets-milk, coffee, tea, avocadoes, Strengthening existing cooperatives, governance,
French beans, mangoes, bananas formation of business model, reviving coffee
societies to provide value added products
Consumer Protection subsector

Consumer protection Quality and pricing of products Verification and calibration of weighing
Access to quality, affordable and safe products equipment.
Access to timely services Timely services to the consumers. Establishment of weights and measures
laboratory in the county.
125
Legal control of pre packed goods exposed for Routine inspections to ensure accuracy in goods Carrying out routine inspection on all retail and
sale sold. wholesale premises.
Control and regulation of trade Ensure sufficient information on the label to Implementing the Labelling of goods Act by
describe the pre-packed size ensuring the goods labelled are clearly marked
with name, address, net weight, and the expiry
date.
Standardization of the package sizes Consumer awareness and sensitization Eliminate ‘odd size’ as a means of price cutting
in order to eliminate unfair commercial
advantage.
Eliminate deceptive packages from all retail and
wholesale premises.
Tourism sub sector

Tourism development Tourism attraction sites, marketing and capacity  Developing and diversifying tourism
, tourism product development products e.g. Agricultural tourism and
cultural tourism, MICE(meetings,
incentives, conferencing & Events)
Nokras, Golden palm.
 Eco tourism and water tourism e.g.
rapid camp.
 Cultural festivals
 Branding
126
Table 5: Sector programmes
Programme 1: Administration, planning and Support services

Objective: To promote an effective and efficient administrative, planning and support services
Outcome: Effective service delivery, motivated personnel and accountable financial records
Sub programmes Key Outcome Baseline Key performance Planned Targets
Budget
Administrative services Effective and efficient Departmental All All All All All 2M
service delivery offices renovated offices offices offices offices offices
and adequately
equipped to
improve service
delivery
-Transport and
logistic.
Personnel services Motivated, competent, 15 Improved staff 15 staff 15 15 15 15 4M
experienced and self- skills, performance, trained
driven personnel and competencies
Promotion of Staff -
-Employee skilled staff
-Provide a good
working environment
for staff
Increased human 10 new Recruitment and 4 4 2 2M

resource capacity of positions induction of new
the department required staff to meet the
gaps
Finance management Adhere to financial Record 4 4 4 4 4 3M
services management management.
procedures Quarterly narrative
Regular update of and financial
financial status and reports prepared in
audit every financial year
Programme 2: Trade Development and Promotion
Objective: To enhance market access and inclusiveness in local and export
Outcome: Increased Trade and income
127
Sub programmes Key Outcome Baseline Key performance Planned Targets
Budget
Market access and Local Markets 5 16 local markets 2 4 4 3 3 50 M
inclusiveness in market for Development (Agri- upgraded to
food security. Produce, Industrial and enhance trade and
Service Sectors) promote conducive
business
-Upgrade upcoming environment
and existing markets
Market linkages
Market research
Facilitate Local and -Market surveys and - % increase in 30% 40% 45% 45% 50% 5M
Exports Market -Access to new export due to
Development and markets and exports from
promotion, sustainability of identified markets
existing markets
-Creating regional
Relations
-Creation of
Horticulture
development Authority
Trade Policy that promote -Promote informal 50% # of people 70% 75% 80% 90% 100% 2M
entrepreneurship, creativity employment in employed by sex
and innovations Agriculture and non-
agriculture Trade policy in
employment place
Enterprise Training and Enhanced capacity of - 50% of the SMEs 65% of 75% of 80% of 90% 100% of 15 M
Development SMEs and other trained among them the the the SMEs the
players to compete youths and women. SMEs SMEs SMEs of the SMEs
with diverse market trained trained trained trained trained
needs. among among among among among
them them them them them
youths youths youths youths youths
and and and and and
women. women. women. women. women.
Business Finance and Increased access to % number of SMEs 60% 70% 80% 90% 100% 20 M
Incubation of MSMEs affordable, accessible trained and have
128
credit to youths, accessed credit
women and vulnerable facilities
groups.
Enhance Capacity of
the SMEs in efficient
production, and market
standards.
Incubation Centre for
SME
-Partner with private
Transport, Logistics, Facilities movement of Safe, handling and 20M 20M 20M 20M 10 M
Post-harvest management farm produce reduced food loss value of
Facilitates creation of goods.
Pack house, Collection
Centre, Business
Centre’s and
warehouse
-Facilitates
transportation of farm
produce to markets.
Transformation, Strengthening Competitive and 2M
Commercialization and Marketing groups innovation business
modernization of Equipping groups with
Agricultural sector modern equipment
Adoption of
Innovation idea
Capacity building
Equipping cooperatives with Enhance -Increase volume of 100M 100M 100M 50M 50M 5M
modern equipment and competitiveness of Trade and income
innovation cooperatives in market and
Programme Name 3: Industrial development and investment
Objective: To promote industrial development and investment
Outcome: Employments creation.
Budget
Industrial Development and -Enhanced investment Increase in the 2 1 1 1 - 150 M
Investment Promotion in industrial 2 number of private
development in the investments in
129
county. industrial
- creation of industrial development
EPZ zone a Makenzie -Increased the
Modern market yard number of youth
-Establish a modern employed in the
abattoir industries
-Hide and skin value
addition unit,
-milk processing plant
-Banana processing
- Mango processing
-Avocado processing
plant
- Multi fruit processing
plant.
-Horticultural value
addition unit
-Coffee value addition
unit.
Animal feed factory
Industrial Training and Number of new Gender and youth 1,000 1,000 1,000 1,000 1,000 10 M
Development – Technical businesses established. segregated data of people people people people people
College Liaison persons trained on trained trained trained trained trained
Youth, women and business skills on on on on on
other vulnerable busines busines busines busines business
groups in s skills s skills s skills s skills skills
consideration.
Trainees placement Increased number 50 100 150 200 300 2M

and apprenticeship of youth placed on
industry income in
targeted
households.
Industrial Parks and Amusement Increased value of 5% 5% 30% 50% 100% 5M
Infrastructure Development pack/Peoples pack the agro
produce(fruits &
Increased value for the vegetables)
agricultural produce.
Employment creation
for the youth and
130
other vulnerable
groups
Resource mobilization and Facilitates Investors Increased 100M 100M 100M 100M 100M 10 M
Promote investments Conference investment in
-Business to Business Agribusiness.
tours
- Enhance Regional
relations
- private partnership
and collaboration
Construction of Whole sale -At Kenol, Murang’a 0 Increased volume of 500M 50M 50M 50 M
market and Kiriaini trade and income
-Synchronize market
days in the county
Programme Name 4: Cooperatives Development
Objective: To promote cooperative development
Outcome: Improved confidence in cooperative societies
Budget
Cooperative Societies Vibrant cooperative 363 Increase in number 10% 10% 10% 10% 10% 363M
Development and societies in the county cooperative of vibrant
Promotion s cooperative
societies
Cooperative Oversight and Improved cooperative 30% of Increased number 10% 10% 10% 10% 10% 56.2M
Compliance governance societies of compliant
compliant cooperatives
societies
Cooperative Policy, Improved efficiency in Draft Murangá County 1 0 0 0 0 22M
Research and Advisory the cooperatives cooperative Cooperatives Act
movement s Bill
Programme Name 5: Tourism Development and Promotion
Objective: To promote tourism in the county
Outcome: Increased county earnings from tourism
Budget
131
Tourism Promotion and Increased earnings Increased tourism 10% 20% 30% 40% 50% 10 M
Marketing arising from tourism. earnings.(KShs)
Miss tourism # of tourists
Conservancy
Local Content Niche Mapping of Increased number 10% 20% 30% 40% 50% 5M
Tourism Development interesting sites of tourist attraction
Niche local tourist sites.
opportunities properly
mapped and
propagated
.creating buffer zones
Bush Tourism
Tourism Infrastructure Sport tourism Increased number 5% 10% 20% 40% 50% 20 M
Development Holiday homes of tourist
Cultural and Historical accommodation
Centers, Mukurwe wa facilities.
Nyagathanga, Karuri
wa Gakure, Wangu wa
Makeri, Tuthu wa
Karuri
Tourism Training and - promote hotel Increased number 10% 20% 30% 40% 50% 10 M
Capacity Building business people trained to
-Train hotel on handle tourists with
customer care an emphasize on
-Advertisement and e- youths involvement
tourism using bloggers
-Youth involvement
enhanced
132
4.3.6. Environment and Climate Change
Subsector composition
Environment and Climate Change
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
A class provider of sustainable environmental issues.
Development needs, Priorities and Strategies
Environment management and protection Proper waste management mechanisms Lease/procure waste collection vehicles
Prevention of noise and air pollution Mounting of litter bins
Construction of refuse chambers
Improvement of waste disposal sites
Provision of waste collection tools
Acquisition of noise meters
Development of solid waste laws
Natural Resources Conservation and To increase farm forest cover Establishment of tree nurseries
Management To rehabilitate degraded sites Procure and distribute tree seedlings
Rehabilitation of degraded quarries
Water catchment areas protection
Climate change resilience building Promotion of clean energy Promotion of energy saving jikos
Development of climate change laws
Integrate climate change measures into county
policies strategies and planning
environmental education and awareness Capacity building on environmental issues Sensitization of the public on environmental
issues
133
134
Objective: To enhance coordination, efficiency and service delivery
Outcome: Enhanced customer satisfaction
performance Year 1 Year 2 Year 3 Year 4 Year 5 Total
Indicators Budget
Administration Improved service 0 Office equipment 7 6 7 6 5 11M
Services delivery procured
Personnel Services Adequate and 19 Enhanced service 22 8 8 8 8 3.5M

highly skilled delivery
personnel
Programme 2 : Environment Management and Protection

Objective: To attain clean and healthy environment
Outcome: An improved and sustainably managed environment
Indicators Budget
County Effective & 15% No of litterbins 100 bins 100bins 100bins 100bins 100bins 500M
Environmental efficient waste acquired
Monitoring and collection Inspectorate 1 vehicle - 1 vehicle - -
Management mechanisms vehicle
No of waste 2tippers 2 tippers 2 tippers 2 tipper 2 tippers
collection
vehicles
procured
No of PPE 300 sets 300 sets 300 sets 300 sets 300 sets
acquired
No of Waste 300 sets 300 sets 300 sets 300 sets 300 sets
collection tools
acquired
135
Establishment and No of Solid 1docume - - - -
operationalize waste nt
policy on waste management
management policy document
Creation of income No of youth 200 200 youths 200 youths 200 200 youths
generating sensitized on 3Rs youths youths
activities
Increased No. of - 1 - 1 -
efficiency of the compactors compactor compactor
dumpsite procured
operations No of Sanitary 1 landfill - - - -
landfill
constructed
No of Waste 1 transfer 1 transfer 1 transfer
transfer stations station station station
improved
Reduction in noise, 15% No of noise 3 noise 3 noise 3 noise 3 noise 3 noise 20M
air pollution levels monitoring meters meters meters meters meters
equipment
acquired
Establishment and No of Policy - 1 document - - -
operationalize document in
policy on air noise place
and excessive
vibration
Reduction in 10% No of 52 visits 52 visits 52 visits 52 visits 52 visits 10M
environmental inspectorate
nuisances visits done
Clean environment 10% Number of 2 2 markets 2 markets 2markets 2markets 100M

meeting beatification of markets
expectation of towns, recreation
residents sites and
greening
programs done
Formation of 0% Number of 20 - - - - 2M
environment members trained members
136
committee
Well informed 10% Number of 1000 1000 1000 1000 1000 50M
community on persons trained persons persons persons persons persons
environmental
conservation and
protection
Advice and provide Asbestos - - 1 site - - 24M
Safe disposal sites disposal sites
of asbestos provided
materials
Programme 3 : Natural Resources Conservation and Management
Objective: To increase the tree cover, conserve resources and rehabilitate degraded ecosystems
Outcome: conserved resources
Indicators Budget
Forest Rehabilitated 30% Number of tree 1M 1M 1M 1M 1M 250M
Conservation and lands and increased seedlings planted seedlings seedlings seedlings seedlings
seedlings
Management tree cover
Establish tree Number of 70 70 70 70 70
Nursery Nurseries nurseries nurseries nurseries nurseries
nurseries
established
Reduction on Number of 7 schools 7 schools 7 schools 7 schools 7 schools
carbon emissions energy saving
jikos provided
Rehabilitation of Number of 2 queries 2 queries 2 queries 2 queries 2 queries
quarries Queries
rehabilitated
Water catchment Rehabilitation of 25% Number of 20KM 30KM 50KM 80KM 100KM 70M
area protection, river banks Kilometers of
rehabilitation, and river bank
conservation rehabilitated
Desilting of 5% No. of dams 1 dam 1 dam 1 dam 1 dam 1 dam
community dams desilted
and protection
against
encroaching
137
Extractive Well conserved 0% A study report on - - - 1report - 50M
Resources resources county natural
Conservation and capital
Sustainable
Management
Water resources Reduction of land 15% No of schools 7 7 7 7 7 100M
conservation and degradation as supported with
protection result of runoff water harvesting
water infrastructure
Programme 4: Climate change resilience building
Objective: To increase resilient of changing climate
Outcome: Adaptation strategies
Indicators
Capacity building Well informed - Number of 1000 1000 1000 1000 1000 50M
community on community persons persons persons persons persons
climate change trained and
and enhanced institutions
institutional
capacity
Integrate climate Establishment 0% No of Climate 0 1 document - - - 5M
change measures and change policy
into county operationalize document
policies strategies policy on climate
and planning change
Promoting Amount of 25% No of workshops 4 4 workshops 4 4 4 50M
support, held for capacity workshops workshops workshops workshops
alternative
including building
livelihood for finance,
technology and
women, youth,
capacity-building
and marginalized focusing on
women, youth
groups
and local and
marginalized
Communities.
Promotion of Promoting low 10% No of women 1000 1000 1000 1000 1000 50M
carbon emissions and youths persons persons persons persons persons
138
clean energy empowered on
clean energy
4.2 Cross-Sectoral Implementation Considerations
Climate change resilient Energy and Provision of The department of Energy and infrastructure will supply energy
building infrastructur energy saving saving jikos. The department environment will carry out capacity
e jikos and building on the importance of energy saving jikos
capacity
building
Natural Resource Water and Provision of The department of water will supply water tanks, while
conservation and infrastructur water tanks and department of environment will do capacity building
management e water
harvesting
structures
Environment management County Improvement The department of land and urban planning will do the planning
and protection environment of recreation while department of environment will do beautification i.e. tree
al sites planting
monitoring
and
management
139
4.3.7. Land, Housing and Urban Development
Sector composition:
 Lands and Survey
 Housing
 Urban and Regional Planning
 Urban Development
SECTOR Vision
 Sustainable utilization of land, adequate and affordable housing for all and controlled planned areas within the county.
SECTOR Mission
 To provide an integrated spatial framework for coordinating development efforts by promoting efficiency in land
administration, management and access to adequate, affordable an sustainable housing within the county.
Subsector goals:
Lands and survey:
Ensure effective management of land and easy access to land ownership information
Housing:
Promote provision of adequate and affordable housing for all
Urban and Regional Planning:

Ensure controlled development in urban and market centres
Urban development
Ensure safe, accessible and sustainable services for urban populations.
140
Sector Needs Priorities And Strategies.
Sector/subsector Development needs, Priorities Strategies

Solid waste management clean and conducive Sustainable solid and liquid waste disposal Establishment of designated landfills and dump
environment mechanism sites and disposal sites
Inadequate sanitation facilities e.g. public toilets, Establish solid waste collection and segregation
waste receptors, waste disposal sites mechanism
Designate waste collection sites
Construct public pay toilets
Liquid waste management Storm water drainage in major towns and market
centres Establishment of funding and building liquid waste
treatment plants.
Poor and/or non-existent Drainage system
Mapping of drainage system
Design and construct open drainage systems
Urban sprawl/ Unplanned settlements Prepare Integrated plans of all urban centres and Supporting and facilitating development control.
towns Prepare quick zoning plans
implementation of development plans
Urban research and data management legislate development control bill, develop
regulations and enforce existing laws and policies.
Institutionalize urban research
undedicated management of urban areas Set up urban management system as provided in Establish urban management structure for all towns
Urban Areas and Cities Act with population of 2000 and above.
And Implement NUDP for sustainable Set up urban boards and committees complete with
development. charters where necessary.
Enhance revenue streams in collaboration with Classify all urban areas and adopt boundaries as per
department of finance Murang’a county spatial plan.
Lack of recreational facilities and other open Zoning of parks, open spaces and play fields Design and maintenance of urban parks
spaces/aesthetics Establish urban parks Maintenance of all public facilities and make them
Beautification of open spaces self sustaining
Substandard dilapidated housing structures for poor Rural Housing program Introduce use of ABT and support Housing
population (10,000 households) construction
141
Inadequate urban housing(rental) and associated Provision of land for housing and industrial Establishment of affordable housing scheme e.g.
infrastructure development tenant purchase and PPPs
Preparation of part development plans
Condemn and phase out old buildings/structures.
Old and dilapidated government and other Urban renewal and redevelopment program Estate management of government houses/buildings
buildings-urban decay Repossession of government houses
Grabbed
government houses and facilities
Insecure land tenure and land conflicts Succession programs Sensitization and information sharing (Huduma)
Planning, survey and mapping of all urban plots Establish a succession management system
Establish ADR mechanisms Issuance of ownership documents- leases and titles
Scattered and unsecured land records Land information management for public and Installation of Land information management
Long processes of land transactions Management of private land Repossessing and securing public land system and link with revenue enhancement.
public land Staff capacity building (GIS)
Rationalization of staff holding land records.
Loss of revenue Complete valuation roll and valuation for rating
Act
Separate valuation of large farms/firms.
142
Sector Programmes and Sub Programmes

Objective: To improve service delivery
Outcome: Improved efficiency and effectiveness in service delivery
Budget
Administration -improved working 80% % of staff accommodated 100% 11M
Services environment
10 -No. of offices equipped 5 5 - - - 5M

Efficient service
delivery
No baseline data -% provision of Transport 100% 5M
Logistics
Policy and legislation Controlled 0 -No of policies, laws 1 1 1 - - 15M
Development control Development passed
bill
Land allocation
policy
Valuation for rating
Act
Personnel Number of 25 -No. of new personnel 6 8 7 - - 7M
personnel employed
-% of Towns with Boards 30% 50% 70% 100% - 100M

and committees
Capacity building No baseline data -No. of training sessions 4 4 4 4 4 20M

for the personnel for the personnel
Performance 4 -Number of Performance 4 4 4 4 4 2M
Appraisals appraisals done
Quarterly.
143
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 livable human settlements
Indicators
Budget
Preparation of Coordinated No baseline data % of areas Planned 30% 60% 80% 100% - 300M
plans county land use
Development Regulated Land No baseline data % of developments 100% 100% 100% 100% 100% 100M
Control Use and Buildings within planned areas.
% of Buildings &
Constructions vetted
Management of Secured Public No baseline data % of Secured Public 40% 80% 100% - - 200M
Public land Land. Land
Programme 3: 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
Security of tenure
Budget
144
County Land Readily accessible No land Percentage of land 100% 100% 100% 100% 100% 50M
information system land information for information owners and
decision making management developers accessing
digital land
system
Enhanced Revenue information
Captured data.
GIS lab in place.
Updated land register
Improved revenue
collection
Survey Boundaries and Properly demarcated No baseline data Percentage of land 30% 50% 70% 90% 100% 100M
fencing establishment boundaries and owners and
reduced land developers with
disputes ownership documents
Number of disputes
addressed
digitized maps for all No baseline data -Number of wards 5 10 10 10 - 30M

public land in place with completed
digitized maps
prepared
Digital topographical No baseline data -Percentage area of 20% 40% 60% 80% 100% 100M
mapping completed the County completed
Secure Land Tenure Titles/Leases No baseline data percentage of Titles 40% 60% 80% 90% 100% 200M
and leases issued
Programme 4: Land Valuation
Objective: To Value all land under leasehold

Outcome: Effective management of leasehold land and revenue enhancement
Budget
145
Completion of -Updated register No -% of plot owners 100% 50M
valuation roll comprehensiv paying rates -
e valuation enhanced revenue
register in
place
Valuation of large
far s/firms
Programme 5: Housing
Objective: To ensure sustainable and affordable housing for all
Outcome: Livable well managed, adequate, safe, decent and affordable offices and housing
Budget
Civil service increased Housing No baseline -% of civil servants 10% 40% 60% 80% 100% 500M
Housing Scheme for civil servants data housed
Estate Maintained, Clean, No baseline -No .of Houses and 5M 5M 5M 5M 5M 25M
Management Safe and Habitable data offices repaired,
Offices and Houses Painted and
Refurbished
Affordable Increased Access to No baseline No .of Households 100 100 100 100 100 1.5B
Housing for low Affordable Housing data living in safe and
income secure buildings
population
Promotion of Appropriate No baseline -Number of 2 2 2 2 2 50M
appropriate building technology data building
building adopted technologies
technology adopted
146
County Informal -Improved social No baseline -No. of upgraded 1 1 1 1 1 20M
settlement economic data settlements
upgrading environment Basic facilities
-improved urban provided in the
housing control upgraded
settlements
Programme 6: Urban Management

Objective: Safe, Secure and Livable Urban Settlements
Outcome: Well managed and sustainable Urban centers
Budget
Establishmen Well managed 0 No of Urban boards 2 2 2 2 2 100M
t of Urban urban areas and and committees
Institution towns established
Systems
Storm Water Well drained Urban No baseline % of drainage 20% 40% 60% 80% 100% 100M
Drainage centers data systems constructed
system / upgraded
Beautificatio Modified visible No baseline % of beautified/ 30% 60% 80% 100% - 50M
n and features of towns data Landscaped areas
Landscaping
Urban Foundation for 0 No. of 3 4 3 2 3 100M

Research decision making. Implementation
Documents
formulated
Upgrading of Improved Roads No baseline Kilometers of 20Km 20Km 20Km 20Km 20Km 700M
urban access condition data access roads
147
roads tarmacked
Management Functional and well No baseline % of well- 50% 80% 100% - - 300M
of public maintained public data maintained facilities
Facilities and facilities
Construction
of Fire
Station
Financial -Revenue -revenue % of automated 100% 100% 100% 100% 100% 50M
Management Enhancement potential revenue streams
Systems assessment
done
Kenya Urban Well managed No baseline No. of urban centers 1 2 2 2 1

Support urban areas and data supported
Programme towns
(K.U.S.P.)
Solid Waste Clean and well No baseline -% of registered 100% 100% 100% 100% 100% 90M
Management maintained towns data waste collectors
-% of commercial 100% 100% 100% 100% 100%

zones with waste
receptacles
A waste - 1 - - -
management plan
148
Cross-sectoral Impacts
Programme Name/ Sector Cross Sector Impact Measures to Harness or
Location Mitigate the Impact
Synergies Adverse Impact
Administration, Planning - Finance - Provision of financial services, - Risk of delayed - Ensure timely preparations of
and Support - ICT acquisition of goods, services funds and negligence budgets and proper
- Procurement and adequate personnel, due to other political coordination of activities with
- Public works establishment and installation of priorities by other the other departments.
- Human Resource appropriate infrastructure. departments.
- Facilitation on training services
materials and Staff allowances
Land Survey, Mapping - Physical Planning - Securing of public land - May lead to - Undertake public participation
- Urban Development and - Efficient storage and retrieval of displacement of - Public-private partnership
Management land information people - Collaboration with NLC and
- Housing - Timely and efficient update of - Negative public other government agencies
- Valuation and Asset land information perception
Management
- Education
- Sports
- Administration
- Public Service
- Finance
- Water, Environment and
Natural Resources
Housing---Affordable - Physical Planning, - Provision of adequate social and - Risk of gentrification - Transparency and
housing, - Urban Development and physical infrastructure within accountability from project
-Estate management, Management (Sub-County the housing development planning to house allocation
-Housing Development Administration) programme and project monitoring
Agency, - Valuation and Asset - Optimal utilization of space - Capping of house selling
-ABT Technology Management through land use planning prices, rent and utility rates to
Dissemination, - Land Survey and GIS - Accurate land valuation for values that are affordable by
-Upgrading of informal - Water, Environment and preparation of housing models the targeted beneficiaries
settlements Natural Resources and future rating
- Roads, Transport and Public - Appropriate boundary
149
Works establishment
- Finance - Incorporation of environmental
considerations in housing
development
Urban and Regional - Land Survey and GI - Controlled development - Risk of poor public - Undertake proper public
Planning - Valuation and Asset - Increased revenue generation perception participation
Management Finance - Clear zoning and building - Continuous public sensitization
- Education, Gender, Culture guidelines
and Social Services - Protection of wetlands and
- Health ecologically fragile areas
- Youth, Sports, ICT and - Encourage investments
Communication - Enhanced land values
- Administration - Conserve agricultural and forest
- Public Service areas
- Water, Environment and
Natural Resources
- Roads, Transport and Public
Works
- Trade, Tourism, Industry and
Enterprise Development
- Agriculture, Livestock and
Fisheries
150
4.3.8. Roads, Transport, Energy, and Public Works
Vision
To be the leading provider of cost effective, physical infrastructure facilities and services in the nation and beyond.
Mission
To provide efficient, affordable and reliable infrastructure for sustainable economic growth and development through modernization,
rehabilitation and effective management of all infrastructure facilities in the County
Goal
The overall Goal of the department is to Manage and maintain a standard road network system that serves the interest of the
community
Development Priorities
Development Need. Priority Strategy.
Impassable roads. Upgrading of Impassable roads  Opening of access roads.

 Grading of access of roads.
 Gravelling of access roads.
 Tarmacking of access roads.
Rehabilitation of existing and  Installation of Floodlights.

Inadequate Security. installation of new security lights  Installation of Street lighting.
Low Electricity Connectivity Increase connectivity.  Supply & Installation of Transformers.

 Lowering of connectivity cost.
Poor road Connectivity Improve Connectivity  Construction & Rehabilitation of footbridges & bridges.
151
Poor Drainage of roads & urban areas. Improve drainage  Excavation of Drains
 Desilting of drains & Culverts
 Storm water management in urban areas
Poor Road safety. Improve of roads safety  Construction of N.M.T facility.

 Installation of road bumps.
 Zebra crossings.
 Construction of bus parks.
 Training of road users on road safety i.e. Boda boda operators
Sector Programmes
Programme Name: Energy Distribution
Objective To Ensure access to affordable reliable & sustainable Energy in the county.
Outcome: Increased use of renewable and nonrenewable Energy in the county
Electricity distribution. Installation of power to all 30% Electricity 36% 42% 48% 54% 60% 500M
institutions in the County distribution
i.e. primary school, E.C.D, increased to 60% to
improve service
Polytechnics, Health
delivery
Centers etc.
Renewable Energy At least 7 Community 0 Clean/alternative 100 100 150 100
Development & biogas plants constructed Energy available to
distribution. and operational. 600 farmers (100
per sub-County
Energy Regulation. All development plans 2% Increased Use of 8% 14% 20% 26% 32%
approved adhere to Green renewable Energy
Energy regulation by 30 %.
provision.
Programme: Public Works & Infrastructure Maintenance.
Objective: To build resilient roads within the county.
Outcome: Improved mobility & accessibility.
152
Indicators Year Year 2 Year 3 Year 4 Year 5 Total Budget
1
Maintenance of County Regular Spot 900 1750 Km of roads 300 350 400 450 250 1450M
Roads & Bridges. improvement of 1750 improve access to
km of access roads markets and social
within the county. amenities
Rehabilitation of County Grading and gravelling 750 8750 Km built 1400 1750 1800 1850 1950
Roads and Bridges of new 8750 and existing improve the road
roads across the county. network and
proportion of people
who live within the
2km of an all-season
road
Building/Refurbishment/E Adequate, Safe and Inadequat No. of office blocks - - - 8 Sub - 200M
xpansion of County/Sub conducive office space
e staff built/Refurbished/Ex County
County offices office panded Hqs.
space at
the Hq 1
and Sub County
County Hq
Hqs
Programme: Public Works & Infrastructure Maintenance.
Objective: To build resilient roads within the county.
Outcome: Improved mobility & accessibility.
Indicators Year Year 2 Year 3 Year 4 Year 5 Total Budget
1
Design and Construction Design & Construct 0 Km 50Km L.V.S.R 10 10 10 10 10 2500M
of County roads and 10Km low Volume L.V.S.R 525 Footbridges to
Bridges. Sealed roads. & 20 increase 105 105 105 105 105
Design & Construct 3 Footbridg connectivity.
Footbridges per ward. es.
Non-Motorized Transport Construct non- 0 Construct 30 Km - 7.5 7.5 7.5 7.5 100M
(N.M.T) Facilities in motorized transport N.M.T to improve on
major Towns, facility in Kenol & road safety.
Murang’a Towns
Improvement of parking Laying of cabros 20,000 Install 50,000 square 10,00 10,000 10,000 10,000 10,0000 150M
153
in major Towns. metres to increase on 0
revenue collection
& aesthetic of our
major
Towns.
NaMATA Coordination To sensitize and public To increase the 4M 4M 4M 4M 20M
participation of all key awareness and
stakeholders ownership of
NaMATA by all
stakeholders
Develop a County To have a Transport 0 Produce a County 1 - - - - 20M
Transport master plan master plan Transport Master
plan to aid in
planning
Commuter Train station. To rehabilitate a 0 To increase 1 - - - - 20M
commuter train station at passenger & freight
Makuyu area. volumes.
Develop sustainable urban To have mobility plan 0 Produce Murang’a & 2 - - - -
mobility plan for Murang’a & Kenol Kenol Towns 20M
Towns Sustainable Urban
Mobility plans
Construction of Bus Park. To construct a Bus park 0 Construct the two 2 - - - - 10M
at Kenol Town & bus parks to improve
Mukuyu on road safety & and
reduce congestion
154
4.4.2 Cross-Sectoral Implementation Considerations

Market Improvement Trade. Budget Owners Avail the budget for implementing the programme.
Finance Procurement of
works
Youth Empowerment. Youth. Budget Owners Avail the budget for implementing the programme.
Procurement of
works
Education Improvement. Education Budget Owners Avail the budget for implementing the programme.
Procurement of
Works
Health Facilities Health Budget Owners Avail the budget for implementing the programme.
Procurement of
works.
Value Addition. Co-operative. Budget Owners. Avail the budget for implementing the programme.
Procurement of
works.
155
4.3.9. Agriculture, Livestock and Fisheries
Sector composition: Agriculture, Livestock, Veterinary services and Fisheries
Vision: A wealthy and food secure county
Mission: Develop and Exploit Agricultural Resources; Provide Agricultural Extension Services and Adoption of Appropriate
Technologies Sustainably.
Sector Goal: Wealth Generation and Food Security

Agriculture Sub Sector
Table 8: Sector Development Needs, Priorities and Strategies

Inadequate and unreliable rainfall for Irrigation infrastructure  Invest in irrigation schemes/infrastructure
crop and fodder production. Capacity building  Train farmers on on-farm water harvesting and efficient utilization
Water harvesting technologies.
Crops and livestock insurance  Promote drought tolerant/resistant crops and fodder varieties.
 Promote crop insurance.
 - Conserve fodder during plenty season
Low soil fertility for crop and fodder Soil fertility and acidity management  Promote soil testing and fertility management
production  Initiate farm input subsidy programme (Manure and fertilizer
subsidy)
Unreliable marketing systems Group marketing  Formation of producer cooperatives
Contract farming  Promotion and enforcement of contract farming
Market infrastructure  Upgrading of markets and market infrastructure.
 Promote market standards and ICT application
 Enhance commodity value chain development,
 Sensitize Farmers on business planning
Low quality and high cost of inputs and Seed, fertilizers and pesticides  Promote bulk input purchases through producer and marketing
services Livestock feeds and equipment cooperatives,
Veterinary drugs  Initiate input subsidy programmes
156
 Link farmers/farmers’ organizations to credit providers.
 Encourage construction of feed manufacturing plant
 Introduce a legislation on feeds inspectorate to check quality
 Encourage investment in feed factory
 Self-regulation and industry based good practice.
Inadequate extension services High extension staff to farmer ratio.  Recruit agricultural extension agents to replace those exiting
service
 Promote ICT in extension service delivery.
 Collaborate with other extension service providers.
 Ensure adequate facilitation to extension service providers.
 Revitalization of Kenyatta Agricultural Training Centre to a Centre
of excellent for training farmers, staff and other stakeholders
Inadequate pre and postharvest  Low adoption of new  Promote and support of value addition initiatives.
management and value addition technologies  Promote on-farm and off farm storage and transport facilities
investments.  Inadequate information  Create awareness on pre and post-harvest losses and management.
 Youth involvement  Promote Cottage industries
Land subdivision into non economical Land use policy  Develop land use policy in collaboration with national government
units and conversion into real estates  Support fish farmers with pond liners with who are in sandy soils
and red volcanic porous soils.
 Adopt the new technologies of raised ponds to those fish with

limited small pieces of land areas
Crops and livestock disease and pests Emerging and existing zoonotic  Adopt the county one health strategy in control of zoonosis
diseases of anthrax, rabies and rift  Adopt the national rabies eradication strategy
valley fever  Adopt common approach of providing resources for prevention,
Emerging crop pests and diseases early detection and response to zoonotic disease
 Establishment strategic pest and disease control unit
Lack of record keeping data and Scant detailed information available at  Train farmers on record keeping at farm level.
information management at farm and farm and county level.  Adopt a mechanism of keeping collected data and information
county level management at the county level
Poor traceability of crop and animal  Adopt animal registration, identification and product traceability
157
products
Extension support  Provide inputs support by assisting farmers with pond liners
Poor quality water and environmental
pollution. Affordable fish equipment  Provide quality , reliable and clean water for fish activities
 Create environmental awareness on sustainable aquaculture

technologies
 Train fish farmers on environmental conservation and water harvesting

techniques.
Table 15: Sub-Sector Programmes

Programme 1: Administration, planning and support
Objective: To promote effective and efficient service delivery
Outcome: Improved social economic welfare of farming community
Indicators Budget
General Conducive working Currently Completed, 2 offices 2 offices 2 offices 2 offices 2 offices 70M
administration environment at 65 % equipped and equipped equipped equipped equipped equipped
operational and and and and and
offices operational operational operational operational operational
Personnel Adequate, skilled and Currently 73 new staff 15 15 15 15 13 125M

services motivated, results at 58 % recruited
oriented workforce
Programme 1: Crop Development and Management
Objective: To increase Coffee and Fruit Trees Production and Productivity
Outcome: Increased Incomes from Coffee and Fruit Trees
Indicators Budget
158
Land and Crop Increased productivity of Average %
Productivity Cash crops (Coffee, - increase in 20% 40% 60% 80% 100% 4.84 B
Enhancement Banana, Macadamia, production per
and Avocado, Mango and crop
Management Vegetables) by at least
100%
Cash crops Increased value for crops 25% % increase in 30% 45% 60% 85% 100% 200 M
value chain produced (Macadamia, value of crops
development avocado, mangoes,
Bananas and vegetables)
Organic Increased value for crops 15% % increase in 30% 45% 60% 85% 100% 400 M
agriculture produced value of crops
development
Programme 2: Capacity Building and Extension
Objective: To enhance effectiveness and efficiency in agricultural extension service delivery
Outcome: Increased in farmers receiving extension services
Sub Key Outcome Baseline Key Planned Targets Total
Programme performance budget
Indicators
Year 1 Year 2 Year 3 Year 4 Year 5
Quality Enhanced skills of 138,000 % Increase in 140,000 155,000 168,000 173,000 190,000 100M
Assurance and farmers on quality offered No. of farmers
Monitoring of assurance extension accessing
Outreach services extension
Services annually services
Agriculture Increased adoption 55% of % No. of farmers 58% 61% 64% 67% 70% 120M
Research of relevant agricultural farmers using the
application technologies using the relevant
new agricultural
technologi technology
159
es
National Increased agricultural 0 Micro-projects - - 8,571 - 12,000 470 M

Agriculture rural livelihoods and implemented (World
Rural Inclusive resilience (Number), Bank)
Growth disaggregated by 24.5M
SLM/VC: SLM/VC:
Project(NARIG window (SLM (MCG)
P) and VC, VMG, 5,143 7,200
Livelihood, and
Nutrition) VMGs: 857 VMGs:
(Number).
LH: 2143 1,200
N: 428 LH: 3,000
N: 600
Programme 3: Food and Nutrition Security Programme
Objective: -To ensure access to safe, nutritious and affordable food at household level and increased incomes
Outcome: Increase by 30% food secure households
Sub Key Outcome Baseline Key Planned Targets Total

Programme performance budget
Indicators Year 1 Year 2 Year 3 Year 4 Year 5
Farm Inputs increased 75% of % No. of farmers 80% 85% 87% 88% 90% 1Billion
Support access to affordable farm farmers accessing
inputs accessing affordable farm
affordable inputs
farm
inputs
160
Strategic Food County strategic grain 0 Number of - 1 Grain - - - 300M
Security Service reserve facility facilities put up/ reserve
established installed
A. Livestock Production Sub Sector
Vision
“To be the leader in facilitation and delivery of efficient and effective services for a sustainable and prosperous livestock sub-sector”
Mission
“To provide timely support services that increase productivity, value addition and market access for the livestock subsector
products”.
Sub Sector goals and targets
To transform livestock production into a commercially oriented enterprise that ensures sustainable food security and wealth creation in
Murang’a County.
Programme 1: Livestock Administration Planning and Support Services
Objective: Efficient and effective service delivery

Outcome: Improved coordination and quality of extension services
Outcome performance Year Year 2 Year 3 Year 4 Year 5 Total
Indicators 1 Budget
Administration A conducive 15% of staff % of staff - 50% of staff 70% of staff 80% of staff 100% of staff 45M
Services working currently adequately accommodated accommodated accommodated accommodated
environment accommodated accommodated and equipped and equipped and equipped and equipped
and equipped -
161
Personnel Effective 34 technical Recruitment of - 20 staff - 30 staff - 125
Services service staff (currently 50 technically Million
provision operating at qualified staff
40% staff
capacity)
Programme: Livestock Resources Management and Development
Objective: To promote livestock development and diversify household income

Outcome: Improved livelihoods
Indicators
Livestock Enhanced - % increase in 20% of 40% 60% 80% 100% 1.12 Billion
production and livestock livestock current
management production production production
(Dairy cows, rate
dairy goats,
pigs, rabbits,
bee and
poultry)
Livestock Increased 0 Youth Number of 350 groups 350 groups 350 groups 350 groups 350 million
Development and participation of capacity to groups
capacity building youth, women run business
and vulnerable on emerging
in livestock livestock
production(bee increased
keeping)
Strategic animal Enhanced - % increase in 10% 10% 10% 10% 10% 100 Million
food security availability of access to
food for protein food
consumption (poultry,
(poultry, rabbit,
rabbit, mutton, mutton, and
and chevon) chevon)
162
Increased 85210 Double the 17500 17500 17500 17500 17500 100 Million
consumption population of
of rabbit meat rabbits
Increased 30652 30% increase 1000 1000 dorper 1000 1000 dorper 1000 dorper 100 Million
consumption in dorper dorper sheep dorper sheep sheep
of mutton and sheep sheep sheep
chevon
1000 local 1000 local 1000 local

107938 40 % increase 1000 local goats 1000 local goats goats
in local goats goats goats
Livestock value addition 182 20 % dairy groups 1000 1000 1000 1000 1000 group 80 million
Products Value activities be involved in group group group group trainings
Addition and adopted by value addition trainings trainings trainings trainings
marketing farmers
Increased 1 apiary 190 demo apiaries 50 40 40 40 70 Million
income from in place 20 apiaries apiaries
beekeeping
Honey production 80 tons 80 tons 80 tons 80 tons 80 tons

100 tons increased by 100%
B. Veterinary Services Sub Sector
Vision
To Promote and Facilitate the Achievement of Optimal Animal Health, Welfare, Production and Trade
Mission
To Provide Efficient Veterinary Services for Production of Safe and High Quality Animal and Animal Products; promote trade and
Industrial Growth in a Sustainable Manner.
163
Subsector Goal
Safeguard Livestock and Human Health, Improve Livestock Productivity and Promote Trade in Animal and Animal Products.


Sub Key Baseline Key Planned Targets
Programme Outcome performanc Year 1 Year 2 Year 3 Year 4 Year 5 Total
e Indicators
Budget
Administration Effective and 17 Adequately 17 motorcycles 50 Motorcycles 60 motorcycles 70 80 motorcycles 65 M

Services Efficient motorcycles facilitated and one old and 9 vehicles and 9 vehicles motorcycles and 9 vehicles
Service and one old and mobile vehicle and 9 vehicles
Delivery vehicle personnel
Personnel Enhanced 129 Technical Number of 129 T 134 T 140 T 145 T 150 T 30 NT 75 M
Services Human (T) and 20 additional 20 NT 21 NT 21 NT 22 NT
Resource Non- staff
Capacity Technical
(NT) Staff
(149)
Financial Enhanced KShs 11.8 Revenue KShs 11.8 KShs 12 KShs 12.5 KShs 13.5 KShs 14 1M
services revenue millions collected millions millions millions millions millions
collection
Programme 2: Veterinary Disease and Pest Control
Objective: Reduced Disease and Pest in Domestic Animals

Outcome: Optimal Health and increased Productivity in Domestic Animals
Programme performance Year 1 Year 2 Year 3 Year 4 Year Total Budget
Indicators 5
164
Livestock Optimal Health 123,989 Number of 88,000 cattle 88,000 cattle 88,000 88,000 cattle 88,000
Vaccination and increased animals animal cattle cattle
Productivity vaccinated 100M
Rabies Control in 2,432 dogs Number of 4,000 dogs 4,000 dogs 4,000 dogs 4,000 dogs 4,000
Dog dogs dogs
Vaccinated
Management Responsible dog 30,000 dogs No of 35 35 35 35 35
of Dogs ownership awareness
Population creation
and Welfare meetings
Control Dog 0 No of 10 10 10 10 10
Population sterilized dogs
Disease Quick response 52 No. of sanitary 52 52 52 52 52 10M
Surveillance, to disease surveillance reports
Monitoring, outbreaks reports prepared
and County
One Health
Pest control Reduced 80% % of livestock 85% 85% 90% 90% 95% 2.5M
(Ticks, Tsetse incidences of covered under
fly and vector borne pest control
Mosquitoes) diseases programme
including tick
borne diseases,
trypanosomiasis
and rift valley
fever disease
Programme Name: Livestock Breeding
Objective: - Improve Animal Genetic Resource

Outcome: High Quality Breed and Increased Milk Production
165
performanc Year 1 Year 2 Year 3 Year 4 Year 5 Total
e Indicators Budget
Artificial Insemination Enhanced 19,454 cows inseminated No. of cows 20,000 21,000 22,000 23,000 24,250 2.5M
services Artificial inseminated
Insemination
services
Programme Name: Veterinary Public Health
Objective: - Safeguard Human Health
Outcome: Food Safety Assurance

performanc Year 1 Year 2 Year 3 Year 4 Year 5 Total
e Indicators Budget
Meat Inspectorate Safe meat for 37,854 carcasses No. of 37,600 37,600 37,600 37,600 37,600 2.5M
facilities and services human animal carcass carcasse carcasse carcasse carcasse
consumption carcasses es s s s s
inspected
Programme Name: Veterinary Extension Services
Objective: - Increased Livestock Productivity
Outcome: Increased Farmers Knowledge on Livestock Health

Indicators
Veterinary Animal Increased 53,662 farm Farm Visits 45,500 45,500 45,500 45,5000 45,500 2.5M
Health Extension Services livestock health visits Records and
knowledge Reports
Domesticated National Mainstreaming of Nil Domesticated - - - - Develop 2.5M
Animal welfare policy animal welfare in National animal
animal resource Animal welfare
166
industry welfare policy policy
Programme Name: Veterinary Inspectorate Services
Objective: - Quality assurance in delivery of veterinary services, inputs and products

Outcome: Compliant input service providers and facilities
Indicators Budget
Veterinary inspectorate Compliant input 121 Agro vets No. of Agro 90% 90% 90% 90% 90% 2.5 M
services service providers and vets facilities
facilities inspected and
compliant
167
Programme Name: Veterinary Medicines Directorate
Objective: Effective regulation and guaranteeing safe usage of veterinary medicines on the farms
Outcome: -Reduction of drug residues in animal products

Indicators Budget
Regulation of Veterinary Reduced -Zero Number of 8 8 8 8 8 2.5 m

Medicines abuse and sub counties
misuse of covered in the
veterinary Sensitization
medicines program
Programme Name: Hides and Skins Development
Objective: Production of Quality Hides and Reduction of Environmental Pollution
Outcome: Production of Quality Hides and Environmental Protection

Budget
Hides and skins Increased 38,616 Number of Hides and 37,500 Hides 37,500 37,500 38,000 38,500 2.5 m
development production of hides Skins Pieces of 97% Grade Hides of Hides of Hides of Hides of
quality hides and 97% grade production and One 97% Grade 97% Grade 97% 97%
skins One Grades One One Grade Grade
One One
Licensed and 60 hides % of licensed and 90% 90% 90% 90% 90%
environmental &skins environment
compliant curing curing compliant curing
premises premises premises
Programme Name: County Laboratory Services
168
Objective: To Enhance Livestock Diseases Diagnostic Services
Outcome: Laboratory Services Provided

Indicators Budget
Laboratory Services Laboratory Nil Rehabilitated, 1 - - - - 5M

services Equipped and
Provided operational
Veterinary
Laboratory
169
C. Fisheries Development Sub Sector
Vision:
A lead agency regionally in development, management and exploitation of fisheries resources
Mission:
To facilitate sustainable development, management and utilization of fishery resources
Sub-sector Goal:
To ensure increased and sustainable fish production and utilization of fish and fish products by properly managing the county fishery
resources.
Table 8: Sub-Sector Programmes and sub-Programmes
Program me Name: Administrative Support

Objective: Effective and efficient fisheries service delivery.
Outcome: An effective and efficient county fisheries service delivery system.
Outcome Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
Development of Improved One 100% fully 2 offices 2 offices 2 offices 2 offices c 2 offices 30 M
infrastructure for access to fisheries equipped office
office space fisheries office space for all the
services in covering staff
quality 25%
work fisheries
environmen staff
t.
Personnel services Improve 15 20 technical staff 4 4 4 4 4 36 M

staff technical trained.
170
capacity on staff.
new Improved 10 8 4
aquaculture extension staff to fisheries fisheries administrative
technologie farmer ratio officers. officers. staff.
s
Planning support Improve One desk Improve staff 12 desk tops computer 5 5 Motor 5 motor
services staff top mobility by 80% 7 laptops computers motorcyc cycles cycles
supervision/ computer and facilitated and 2 IPADs les
fisheries and 3 1 double
report timely on
extension motor 2 photocopiers cabin
and cycles fisheries activities. motor
Improve 12 printers and vehicle
information 1 camera.
communicat 1 double cabin motor vehicle
ion flow.
Programme Name: Fish farming and enterprise productivity development

Objective: To improve fish farming production and productivity.
Outcome: Improved food security and income.
Sub Key Outcome Baseline Key performance Indicators Planned
Programme Targets
Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
Aquaculture Increased fish Approximat Number of new fish ponds 400 400 ponds 400 ponds 500 ponds 400 ponds fully 303 M
Productivity productivity and ely 70Ha constructed and ponds fully fully stocked fully stocked stocked
acreage area under under fish stocked with fingerlings fully stocked
fish production by production stocked 960,000kg 1,200,000kg 960,000kg fish
24 %. and cage Amounts of fish feed supplied to 960,000 960,000kg fish feeds fish feeds feeds
fishing. farmers kg fish fish feeds
feeds
171
Increased access to No Departmental hatchery Fully 120,000 120,000 120,000 120,000
quality fish seed by hatchery established and equipped rehabilit fingerlings fingerlings fingerlings fingerlings
30%. Department hatchery ated fish
al fish hatchery
ponds need 8 ponds
rehabilitatio rehabilit
n Non- ated
operational
departmenta
l fish farm.
Reduced cost of One Number of pelletizing machines 8 8 8 8 32 M

production by 20%. pelletizing acquired and in use
machine
5 private hatcheries 3 non- Certify all private hatcheries 1 1 1 1 1

regulated compliant
hatcheries
Reduced cost of One Number of pelletizing machines 8 8 8 8 32 M
production by 20%. pelletizing acquired and in use
machine
No fish farmers supported and
producing fish feed
Programme Name: Capture Fisheries, Value Addition and Market Development

Objective: To effectively manage and utilize fisheries resources.
Outcome: Create employment and improved livelihoods.
Programme Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
172
Development Recreational fish One public Rehabilitate fish camp A 75 M
of capture and facilities increased fish camp and its 8 camp houses campsite
recreational by 10% over 5 with poor rehabilitated with 8
fisheries years campsite. houses
Sport fisheries % of fisheries rehabilitat
facilities increase enterprises licensed 90 % facilities ed 90 % 90 % 90 % facilities
revenue by 5 % licensed 90 % facilities facilities licensed
over 5 years facilities licensed licensed
licensed
Increased fish 1 rivers Increased fish catches 2 rivers stocked 2 rivers 2 dams 2 dams
productivity and and 4 dams from restocked rivers stocked and one stocked
availability and dams 5000 fingerlings river
stocked
5000 15,000 15,000
fingerlings fingerlings fingerlings
Monitoring, Improved A combined Fisheries policy Murang’a 42 M

Control & management and agriculture formulated fisheries
Surveillance governance of policy. County legislation on bill.
(MCS) Fisheries management
resources. conservation enforced.
Regulate fishing 4 Co-Management

activities groups develop
fisheries management
plans
1 1 1 1
173
Development Improved markets Fish is not Increased fish 32 Campaigns“ eat 32 32 32 32campaigns“ 432 M
of fish quality for fish and widely consumption in the more fish campaigns campaigns campaigns“ eat more fish
assurance, products accepted community “campaigns “ eat more “ eat more eat more fish “campaigns
value food in the fish fish “campaigns
addition, community “campaign “campaign
marketing. s s
Improved access Fisheries Compliance to fish 8 fish
to safe food. trade shops safety quality standards 8 fish 8 fish 8 fish inspection on
need routine 8 fish inspection on inspection inspection inspection on fish traders
compliance. fish shops on fish on fish fish shops
shops shops
Increased Current post Improved shelf life of 2 cold 2 cold 2 cold chains 2 cold chains
availability of fish harvest loss fish and fish products chains chains
and reduced post- stand at
harvest loss to 8 around 20%.
% from current
22 % Establish fish
Banda’s/villages per
Increase Nil sub county
management No of trainings to 2 2 2 Trainings 2 Trainings
capacity of fisher fisher groups managing Trainings Trainings
groups managing cold chains
cold chains
Financial Increase access by Nil Improve access to 2 2 2 2 30 M
Services and fish farmers finance by 25% of all
Investment groups to fish farmer groups.
financial support
Programme Name: Fisheries extension Support
Objective: To have an effective well informed fisheries stakeholders on aquaculture technologies.
Outcome: Improved fish farming productivity
Programme Indicators Year 1 Year 2 Year 3 Year 4 Year 5 Total Budget
174
Extension Increased 90kg of fish % Productivity of fish 2500 farm visits 3500 farm 4500 farm visits .4500 farm 4500 farm 40 M
Services productivity of fish per 300m2 ponds visits visits visits
support and ponds by 70% pond.
reporting.
Improve access to 15 technical No of staff employed/

fisheries extension staff. with 30% of either 10 fisheries 8 fisheries 4 support
and reduce the gender officers. officers. staff.
fisheries extension
staff to fish farmer
ratio
175
Coffee improvement Co-operative -Marketing Enhanced marketing channels.
-financing Bulk purchases of farm inputs.
Ease access to credit.
Conflict resolution.
Member’s registrations.
Roads Timely and adequate rural access roads maintenance
infrastructure Factory maintenance Improve factory processing efficiency.
Avail electricity in the factories.
Health Poisoning Capacity builds farmers.
IT Information Connectivity to stakeholders
Water Avail piped water in the factories, lighting
Fruit tree improvement Roads High post harvesting Timely and adequate rural access roads maintenance
losses
Trade Premature harvesting Set fruit market standards
Social services Group formation Assist in conflict resolution and registration groups.
Health Nutritive value of fruits Encourage local consumption of fruits.
Food and nutrition Roads Soil erosion Safe road run off drainage
security Trade Licenses
Health Food poisoning Capacity build farmers on aflatoxin and MRLs
Health Nutritive value of various Capacity building
crops
Livestock Enterprises Environment Greenhouse gas Keep high producing animals and biogas construction
Development emission (Methane) to reduce gas emission
Cooperatives Dairy Coops management Harmonized coops capacity building planning
Research Technology transfer Research liaison

Livestock Food and Social Services Social inclusion Targeting the vulnerable
Nutrition Security
Programme
176
Livestock Products Trade Financial literacy Collaboration in capacity building
Value Addition
Programme
Livestock Works BQs and Supervision
Administration support
Veterinary Disease and
Pest Control
Livestock Breeding
Veterinary Public Health
Veterinary Extension Public Human resource - Requisition for employment of staff
Services administration
Hides and Skins
Development
Fish farming and Agriculture, Land Promotes food and nutritional Competition for Water Promotion of recycling of water used in fish farm for
enterprise productivity and Urban security in the county a critical use with other other farm use like planting of crops, fodder etc.
development. Development objective of the sector. enterprises. Great liaison with sector department during planning
and implementation.
Capture Fisheries, Value Agriculture, Land Development of local - Promotion of the recreational /sport fishing sites as a
Addition and market and Urban tourism ,cottage industry and tourist destination in order to harness county revenues.
development. Development environmental conservation Work closely with public health dept. in order to
certify upcoming fish industry comply with food
safety requirements in order to improve fish trade.
Fisheries extension Public - Work with sector departments during field
Support. administration Human resources development days/exhibitions in order to reach a wider clientele
etc.
Administrative Support. Finance and Great liaison with the finance Impacts of the Undertake an E.I.A for those kinds of constructions.
procurement department in order to constructions of office
facilitate our programmes buildings on the
environment.
177
4.3.10. Water and Irrigation
The sector comprises of two sub-sectors
 Irrigation, Drainage and Water Storage Sub-sector

 Water and sanitation Sub-sector
A. Irrigation Sub-Sector
Vision
Irrigation, Drainage and Water storage Service provider of choice.
Mission
To provide quality Irrigation, Drainage and Water storage technical services fairly and efficiently.
Goal
To increase the area under irrigation for increased agricultural production and productivity.
i. To increase utilization of land through irrigation, drainage and water storage

ii. To mobilize and promote efficient utilization of resources
iii. To strengthen institutional capacity
iv. To mainstream governance, HIV/AIDS, and gender in irrigation schemes
v. To provide Monitoring and Evaluation
178
B. Water and Sanitation Sub Sector
Vision
Sustainable access to quality water and enhanced sanitation for socio-economic prosperity.
Mission
To ensure sustainable provision of safe water and enhanced sanitation services by developing, rehabilitating quality utilities and for
life-long enrichment of our stakeholders.
i. To increase the proportion of population accessing safe water

ii. To increase the proportion of urban population accessing improved sewerage
iii. To increase the strategic water storage
Sub Sector Goals
i. Ensure availability and sustainable management of water and sanitation for all.
ii. Ensure access to affordable, reliable, sustainable water
Sub-sector Development needs, Priorities and Strategies
Sub-sector Development needs Priorities Strategies
Irrigation, Drainage Increased access to irrigation water - Feasibility studies to determine - Development of water harvesting and
and Water Storage the technical and socio- storage infrastructure for irrigation.
Flood control economic viability of projects. - Infield irrigation water management.
- Project planning and design. - Rehabilitating and upgrading existing
Building farmers capacity on water use and - Implementation, under-utilized irrigation systems.
management operationalization and - Enhancing farmer education and
management of irrigation awareness, and improving communication
schemes. and information flow.
179
Establish water users association - Mitigating effects of climate change by
harnessing agricultural water resources and
Enhancing compliance with Environmental, statutory storage infrastructure to reduce flood and
and legal requirement drought disasters, and environmental
damage arising from climatic variations.
To improve irrigation technology - Establishment and
Legalization of Irrigation Water Users’
Climate change mitigation Associations (IWUAs)
- Improving irrigation technology such as
the use of solar energy and other renewable
energy in pumping.
- Enhancing Public-Private Partnerships by
encouraging private sector players to invest
and participate in irrigation.
- Strengthening stakeholder participation in
all irrigation projects and initiatives.
- Enhancing compliance with
environmental, statutory and legal
requirements
- Gender equity and involvement of youth in
irrigation development and management.

Objective: To enhance coordination, efficiency and service delivery
Outcome: Enhanced customer satisfaction
Indicators Budget
Administration Improved service 9 administrative Administrative 2 units 2units 2 2 1 25M
Services delivery units units supported
with requisite
offices, technical
logistical and
operations
support
180
Personnel Services Adequate and 24 officers Annual staff 20% of 20% 20% 20% 20% 10M
highly skilled training, staff.
personnel in recruitment and
Irrigation support.
Department
Programme 2: Water resources management
Objective: To increase access to irrigation water.
Outcome: Increased household incomes and food security.
Indicators Budget
Irrigation Increased 40,000 Ha Percentage 5% 2.5% 2.5% 1.25% 1.25% 3.5 Billion
Development and household incomes increase of
Management and food security. hectares of land
under irrigation
increased by 5%
per annum
Institutional Increased 9000 farmers % increase of 10% 10% 10% 10% 10% 9 Million
strengthening and knowledge and farmers trained in
capacity building skills of farmers on using modern
irrigation irrigation
technologies technologies
Irrigation Policy Coordinated Nil Irrigation policy 1 0 0 0 0 5M

Development and irrigation document
Management development;
Drainage Increased acreage 200 Ha Number of 55 Ha 50 Ha 40 Ha 35 Ha 20 Ha 80 Million
Development of land for farming hectares of land
reclaimed/draine
d for farming
Irrigation Water Increased 0 No. Mega Dams Mega dams and 0 1 3 1 0 100 Billion
Storage and availability of 300 No. Water water pans 10 10 10 10 10 10 Million
Flood Control water for irrigation Pans constructed
and catchment
conservation.
Programme 3: Water resources management
181
Objective: To mitigate against disaster occurrences in irrigation schemes
Outcome: Resilience infrastructure and Reduced incidences of disasters
Indicators Budget
Disaster Resilience 20% of incidences % reduction of 35% 47% 55% 61% 66% 4 Million
Management in irrigation irrigation
Irrigation Schemes infrastructure infrastructure
Table 2: Water sub sector Programmes

Programme Name : Water access and Resource Management
Objective: 1) To increase the proportion of population accessing safe water
2 )To increase the proportion of urban population accessing improved sewerage
3)To increase the strategic water storage
Outcome: Improved health status of the community

Water Supply Increased 70000hh Percentage of 80000 100000 115000 1250000 1350000 100 M
Infrastructure access to connected household connected
clean water with piped water.
Sanitation and waste -Improved 60000hh Number of household 70000 85000 950000 110000 112000 80 M
disposal management sewerage connected connected to sewer
-Reduced system
incidence of
water borne
infection
Water storage Increased 70 reservoirs Number of storage 120 170 215 250 275 50 M
water storage tanks/
facilities and
reduced floods

182
Irrigation Water and Irrigation Group registration by Time taken by the farmers to Enhanced community sensitization.
Social Services comply with the requirements
Department. is too long.
Acquisition Project planning process takes - County Government to set a fund specifically for
of way-leaves by too long due to complexities compensation of upstream farmers in order for them to
farmers. involved. accept to sign the way leave.
- Legislation on use of riparian land by County Assembly.
- The Roads Department to mark out the road reserves and
WRMA to mark (river pegging) the riparian land. This
will deter farmers from claiming compensation in the road
reserve and riparian areas.
Water use The WRUA officials are not The WRUAs should be housed in places where their
authorization by easily accessible since they services can be easily accessed.
Water Resources mostly don’t have fixed
Users Association offices.
(WRUA)
-Regulation of use of The process is lengthy, tedious - Review of fees or charges for legal documents e.g.
water resources and the legal document fees Hydrological surveys and Water permits.
-Allocation of water and charges are costly.
and water permits by - Cost sharing of charges between the community and the
WRMA County Government.
Enforcement of The requirement is costly - Review of fees or charges for legal documents e.g.
environmental laws hence delay in project Environmental Impact Assessment and Environmental
and regulations by planning. Audit.
NEMA
- Cost sharing of EIA charges between the community and
the County Government.
Acquisition of The process is lengthy, tedious - County Government to set a fund specifically for
easement from Kenya and costly hence delay in compensation.
Forestry Service. project planning and design. - The County Government to gazette forests for damming
sites.
183
Project funding by The level of funding has been National Government to enhance funding to complement
the National low. the County Government.
Government.
Capacity building of Level of involvement has been - Resource mobilization and cost-sharing of training
farmers low. requirements.
- Enhanced co-ordination.
- Strengthen linkages.
Water Resources water borne disease Increased water borne disease -County government to reserve funds for compensation
Management Health control breakouts and drugs
Environment conserve water -Unnecessary regulatory Tree planting

catchment area charges
-Demand for compensation on Harmonize regulatory charges to a single fee

lee ways.
4.4. Flagship /County Transformative Projects

These are projects with high impact in terms of employment creation, increasing county competitiveness, and revenue generation.
Project Name Location Objective Output /Outcome Performance Timeframe Implementing Cost
indicators Agencies (Ksh.)
(Start-End)
Dairy Development Countywide To improve livelihoods of Increased earnings -No of litres of milk On-going MCG
Program the dairy farmers. by dairy farmers sold
-Amount of money
paid to dairy farmers
Kenneth Matiba Eye Kenol Town To provide quality and Improved eye and -No. of dental On-going MCG
and Dental Hospital affordable eye and dental dental health clients served
184
healthcare services -No. of eye clients
served
‘Nipe Macho Nione’ Countywide To enhance eye sight to the Improved eye sight No of clients Continuous MCG
program visually impaired persons supported with eye
glasses
Murang’a Murang’a To provide affordable renal Improved renal No. of clients Continuous MCG
Referral Hospital Town services to patients healthcare undergoing dialysis
Renal Unit per day
Low-cost Public Countywide - To improve academic No of low cost No of boarding On-going MCG
Primary Boarding performance in the County boarding primary pupils in the low cost
Schools schools primary schools
- To provide a home for the
less fortunate pupils -No of low cost
schools operating
Street lighting Project Countywide To enhance a conducive -Enhanced security - No. of towns / On-going MCG
environment to conduct markets with street
business for long hours -Prolonged period lights
of conducting
business
ECDE School Feeding Countywide -To increase enrolment rate -Improved health -% increment in Continuous MCG
Program enrollment
-Increase retention rate -Increased literacy
levels -% increment in
-Improve to transition rate retention
-% increment in
transition
School Milk Program Countywide -To increase enrolment rate -Improved health -% increment in Continuous MCG
185
-Increase retention rate -Increased literacy enrollment
levels
-Improve to transition rate -% increment in
-Increased earnings retention
for dairy farmers
-% increment in
transition
-% increment in
earning by dairy
farmers
Ajibika & Kandara and Increased food production -Increased food -No. of acres under On-going MCG
Githuri/Kimathi Kiharu through irrigated production irrigation
Irrigation Projects SubCounties agriculture
-Increased acreage -No. of households
under irrigation practicing irrigated
agriculture
New Irrigation Countywide To promote irrigated To economically -No. of household 2018-2022 MCG
Projects agriculture empower farmers connected
through irrigated
agriculture -No. of hectares
under irrigation
Foot Bridges Countywide To enhance connectivity -Improved -No. of footbridges On-going MCG
and access across the connectivity and constructed
County accessibility
countywide
Market Sheds Provide a conducive -Increased earning -No. of market sheds On-going MCG
environment for by traders constructed
conducting business
-Enhance hygienic
standards in market
186
centers
Modern Stalls/Kiosks Countywide Provide a conducive -Increased earning -No. of modern On-going MCG
environment for by traders stalls/kiosks
conducting business constructed
-Enhanced security
for businesses
-Well organized
market/town hence
enhanced town
aesthetics
Fruit Trees Countywide To increase productivity -Increased earnings -Increased price per On-going MCG
Development Program and earning in fruits value by fruit trees fruit
chain farmers
Kaa Sober Countywide To rehabilitate drug and Reformed drug and No. of drug and Continuous MCG
Rehabilitation alcohol addicts alcohol addicts alcohol addicts
program rehabilitated
Beyond Zero Program Countywide To provide Maternal & Improved Health -No. of clients served Continuous MCG
Child Health, Screening of
communicable & non-
communicable diseases,
and treatment of minor
illnesses
Kirwara Level 4 Kirwara To provide accessible -Improved access to -Functional Level 4 On-going MCG
Hospital Market healthcare services healthcare services hospital
187
Coffee Development Coffee To enhance quality and -Increased earnings -No. of Tonns On-going MCG
Program Growing quantity of coffee and by coffee farmers produced
Zones increase earnings by coffee
farmers -High quality and -% increment in
quantity of coffee earnings
produced
188
CHAPTER 5: IMPLEMENTATION FRAMEWORK
5. Introduction
This chapter discusses the implementation framework which include institutional framework responsible for the implementation and
actualization of the plan, resource mobilization, resource gaps and measures to address the gaps.
5.1. Institutional framework

The institutional framework for implementation of County Government functions is anchored on organisational set up as stipulated in the
County Governments Act, 2012. The organogram has two distinct institutions namely; the Executive headed by H.E. the Governor and deputised
by H.E. the Deputy Governor; the County Executive Committee Members who heads various Sectors of the County Government and the
Legislature comprising the County Assembly Speaker, Deputy Speaker, and the County Assembly Service Board. Each of this tier has
organisational structures that supports their operations. This framework provides a link with the National Government for the purpose of
implementing this plan. The two levels of government harmoniously work together for successful implementation of the plan.
5.1.1. County Executive

Governor
The Governor is the chief executive of the county and will provide overall leadership in the county’s economic, social and political governance
and development; provide leadership to the county executive committee and administration based on the county policies and plans; promote
democracy, good governance, unity and cohesion; promote peace and order; promote the competitiveness of the county; is accountable for the
management and use of the county resources while promoting and facilitating citizen participation in the development of policies and plans, and
delivery of services.
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Deputy Governor
The Deputy Governor is the deputy chief executive of the county and shall deputize the governor in the execution of the executive functions. The
deputy Governor may be assigned any other responsibility by the Governor as a member of the county executive committee.
County Secretary
The County Secretary is the head of the county public service; responsible for arranging the business, and keeping the minutes of the county
executive committee subject to the directions of the executive committee; convey the decisions of the county executive committee to the
appropriate persons or authorities and perform any other functions as directed by the county executive committee..
County Executive Committee Members
The County Executive Committee is comprised of 10 executive members appointed by the Governor and approved by the County Assembly.
Each County Executive Committee member is responsible for the respective departments. The Executive Committee is responsible for
supervising the administration and delivery of services in all decentralized units and agencies in the county. The committee will also perform any
other functions conferred on it by the constitution or national legislation; carry out any function incidental to any of the assigned functions.
The County Executive Committee Members (CECM) consisting of: -
i. Public Service and Administration
ii. Finance, IT, and Economic Planning
iii. Education, Youth, Sports, Culture, and Social Services
iv. Health
v. Trade, Tourism, Investment, Agri-Business, & Cooperatives
vi. Environment and Climate Change
vii. Lands, Housing, and Urban Development
viii. Roads, Transport, Energy, and Public Works
190
ix. Agriculture, Livestock, and Fisheries
x. Water and Irrigation
County Chief Officers
The Chief Officer will be the Accounting and Authorized Officer for the Department assigned in accordance with section 45(4) of the County
Governments Act 2012, and will be responsible to the respective County Executive Member for the following: General administration and
coordination of respective County Department; Initiation, development and implementation of policies and sector plans; Development and
implementation of strategic plans; Promotion of National values and principles of governance in the County Public Service; Overseeing
implementation and monitoring of performance management systems and any other duties as may be assigned by the Executive Committee
Member or the County Secretary.
Directors
The County Directors are heads of their respective departments. They guide policy formulation and implementation as contained in the CIDP
and other development documents. They deputize the Chief Officers in executing their functions in the county departments.
County Public Service Board
The functions of the County Public Service Board on behalf of the County government are:
Establish and abolish offices in the County public service; 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 and to confirm appointments; Exercise disciplinary control over, and remove, persons holding
or acting in those offices as provided for under this Part; Prepare regular reports for submission to the County Assembly on the execution of the
functions of the Board; Promote the values and principles referred to in Articles 10 and 232; 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 in the County public service; 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; Advise County government on implementation and monitoring of the national
191
performance management system in counties; and make recommendations to the Salaries and Remuneration Commission (SRC), on behalf of
the County government, on the remuneration, pensions and gratuities for County public service employees.
The County Budget and Economic Forum
The County Budget and Economic Forum (CBEF) is set-up to coordinate and collect views from the public during the budgeting process and
function as a think-tank for the County government in terms of financial and economic management. The CBEF assists the county to analyses
and identify its priorities as they budget for programs, improve coordination between the citizens and government and improve harmonization of
project implementation and funding. The County Budget and Economic Forum consist of the following members:-The Governor who shall be
the chairperson and other members of the County Executive Committee. A number of representatives equal to the number of executive
committee members appointed by the Governor. These persons should be nominated by (and represent) organizations representing professionals,
business, labour issues, women, persons with disabilities, the elderly and faith based groups at the county level. The persons should not be drawn
from county public officers.
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5.1.2. County Assembly
The County Assembly is the legislative arm of the County government. It is composed of the Members of County Assembly (MCAs) both
elected and nominated, the Speaker and the Clerk as an ex Official. The function of the County Assembly includes: Vetting and approving
nominees for appointment to County public offices; Approving the budget and expenditure of the County government in 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; and Perform any other role as may be set out under the Constitution or legislation.
5.1.3. County Assembly Service Board

The board is responsible for providing services and facilities to ensure the efficient and effective functioning of the county assembly;
constituting offices in the county assembly service and appointing and supervising office holders; preparing annual estimates of expenditure of
the county assembly service and submitting them to the county assembly for approval, and exercising budgetary control over the service;
undertaking, singly or jointly with other relevant organizations, programmes to promote the ideals of county democracy; and performing other
functions necessary for the well-being of the members and staff of the county assembly; or prescribed by national legislation.
5.1.4. National Government

The County government in collaboration with the national government will work to synergise efforts to achieve its vision and implement
development priorities. Key institutions are as provided by the National Government Coordination Act, 2013.
193
County Commissioner
The County Commissioner, Deputy County Commissioners, Assistant County Commissioners, Chiefs and the Assistant Chiefs will be important
in the implementation of the CIDP. These are officers appointed and deployed by the national government and are responsible for the public
administration in the County. The County Commissioner is the chair of County Security and Intelligence Committee whose responsibility will be
to ensure that security prevails. Security is vital for development initiatives especially given that the CIDP has adopted the Public Private
Partnerships whose sustainability is sensitive to security. He/she is also a member of County Community Policing Authority in which the
Governor chairs and where recommendations on proper security measures will be done. The County Commissioner also co-chairs the County
Development Committee (CDC) which constitutes all development actors in the County and whose main mandate will be to guide County
development in all sectors.
The County Directors
This constitutes of directors those whose roles have been devolved and those performing functions of the National government. They are civil
servants, appointed by the Public Service Commission and the County Public Service Board. The County Directors are heads of their respective
departments. They guide policy formulation and implementation as contained in the CIDP and other development documents.
5.1.5. Stakeholders
Various stakeholders work together with the county and include:
World Bank, Council of churches, UKAid, USAid, AHADI, FREED, DANIDA, KENFIBA, PCPM, CDC, HIGDA, VIHDA, CHS, APHIA,
AHF, PSK, Global Fund… among others.
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5.2. Resource Requirements by Sector
Table 19: Summary of Proposed Budget by Sector

Sector Name Amount (Billion Kshs) As a percentage (%) of the
total budget
Public admin and human resource 23.502 37.15
Finance, IT, and economic planning 0.895 1.41
Education, Youth, Sports, Culture, and Social Services 3.26 5.15
Health 9.4444 14.93
Trade, Tourism, Investment, Agri-business, and Cooperatives 0.8332 1.32
Environment, water and natural resources 1.84 2.13
Land, housing and urban development 4.885 7.72
Roads, Transport, Energy, and Public Works 4.99 7.35
Agriculture, Livestock, and Fisheries 10.573 16.71
Water and Irrigation ***** 3.873 6.12
Total 63.2611 100.00
***** - This figure is exclusive of proposed 5 mega dams in the County at a cost of Kshs. 100 Billion expected to be sourced from donors, well-
wishers and other agencies.
5.3.The Resource Mobilization Framework

This section should explain the resource mobilization strategies which should include: revenue raising, asset management, financial
management, debt management, capital financing and accountability. The section should also detail resources expected from own-source, the
195
equitable share of national revenue, expected conditional grants from National Government or Development Partners as well as the Public-
Private Partnerships (PPPs) arrangement.
196
Table 20: Revenue Projections
Type of Revenue 2018 2019 2020 2021 2022 Total
a)Local revenue by category
Licenses 149,582,752 164,541,027 180,995,130 199,094,643 219,004,107 913,217,659
Plot rent/land rates 70,674,675 77,742,142 85,516,357 94,067,992 103,474,792 431,475,958
Market fees 72,499,500 79,749,450 87,724,395 96,496,835 106,146,518 442,616,698
Building material Cess 106,698,221 117,368,043 129,104,847 142,015,332 156,216,865 651,403,308
Bus parks, parking, motorbikes 89,563,577 98,519,934 108,371,928 119,209,121 131,130,033 546,794,593
Sale of forms 17,676,441 19,444,085 21,388,494 23,527,343 25,880,077 107,916,440
Other normal sources 147,660,503 162,426,553 178,669,209 196,536,129 216,189,742 901,482,136
Hospitals 117,380,294 129,118,323 142,030,156 156,233,171 171,856,488 716,618,432
Land Housing and physical planning 3,623,949 3,986,343 4,384,978 4,823,476 5,305,824 22,124,570
Other devolved functions 74,640,088 82,104,096 90,314,506 99,345,957 109,280,553 455,685,200
b) Equitable share 6,191,000,000 6,248,600,000 6,561,000,000 8,240,221,000 9,064,243,100 36,305,064,100
c) Conditional grants
DANIDA 12,405,000.00 24,000,000.00 24,000,000 24,000,000 24,000,000 108,405,000
NARIGP 0 50,000,000 50,000,000 50,000,000 50,000,000 200,000,000
KDSP 45,056,255 45,000,000 45,000,000 45,000,000 45,000,000 225,056,255
Fuel levy 88,797,208 228,202,572 164,520,196 200,000,000 200,000,000 881,519,976
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Youth polytechnics 65,710,000 70,000,000 70,000,000 205,710,000
User fee foregone 20,138,691 20,138,691 20,138,691 60,416,073
THSUCP 22,000,000 22,000,000 22,000,000 22,000,000 88,000,000
d) Equalization fund
e) Other sources (Specify) 535,583,977 650,000,000 780,000,000 940,000,000 2,905,583,977
Total 7,722,842,440 8,202,802,568 8,760,868,887 10,742,709,690 10,739,866,790 46,169,090,375
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5.4. Estimated Resource Gap and Measures of Addressing It
The section has captured the resource gap and measures on how to address the resource gap. During the Financial years 2013/2014 to
2016/2017, the county total revenue was KShs. 2,106,600,598 against a target of KShs. 4,126,780,081 hence a shortfall of KShs.
2,020,179,483 representing 50% of the target. The County has however depended mainly on the equitable share from the National
Government to finance her operations since local revenue collection has not been optimised.
Measures to mobilize resources include;
(I) Formulate a resource mobilisation strategy

(II) Promote Public Private Partnerships and collaboration with development partners.
(III) Map out all potential county revenue streams.
(IV) Automate of revenue management System
(V) Review of County Finance bill.
(VI) Review the Valuation Roll to ensure the rates used to collect revenue reflect the current fair value of the property.
(VII) Develop a Tariffs and Pricing Policy and provide the rationale for levying fees and charges, as well as a basis for setting
fee/charge levels.
(VIII) Ensure that taxes, fees and charges comply with all prevailing legislation and that there is consistency on how tariffs are
applied throughout the County.
(IX) Ensure efficient credit control and debt collection systems to ensure full recovery of fees and charges.
(X) Improve efficiency and effectiveness of the department, review workload and competency needs and support staff to fill
skills gap through training.
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CHAPTER SIX: MONITORING AND EVALUATION FRAMEWORK
6. Introductions
This chapter gives a brief description of the Monitoring and Evaluation framework in the County. It outlines the M&E methodology
and reporting as well as dissemination and citizen engagement mechanisms.
The County monitoring and evaluation of performance seeks to achieve the following four objectives:
a) To facilitate Informed Decision-making: This will provide valuable insights into how the programmes are being
implemented, the extent to which it is serving the intended beneficiaries, its strengths and weaknesses, its cost – effectiveness
and potentially productive directions for the future.
b) Effect – Impact Assessment: This will entail measuring and judging the impact of the programmes in relation to the planned
outcomes.
c) Accountability: Programmes’ planning accountability will entail an effort to meet the diverse information interests and
expectations of all those who have a stake in the Sector – the citizens.
d) Learning Process: This will seek to maximize on citizens’ participation. This evaluation will be a human centred assessment
of the extent of citizens’ participation, how well participation is doing and what is effect of the programme on the citizens.
This is guided by the notion that to live is to learn, and to neglect lessons from life experience is to waste the life itself.
6.1. Data collection, Analysis, and Reporting

The methodology of data collection and analysis is guided by programmes and sub-programmes. The annual work plans are the basis
for outlining the milestones and deliverables as well as their respective due dates. The standardized M&E templates form the basic
tool for tracking the implementation of projects and programmes.
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6.2. M&E Outcome Indicators
This section summarizes the M&E outcome indicators and targets by sector. Table 16 will be used as the template for the CIDP
Results Matrix.
Table 21: Summary of M&E Outcome indicators

Sector Sub- Outcome Baseline Source of Reporting Situation in Mid-term Target End-term
Programme indicators Data Responsibili 2018 (2020) Target
ty (2022)
Public Administration Effective and - Annual Chief 1 system 1 system
admin and Services responsive Reports Officers developed developed
human management and
resource administration Surveys
system
Circulars
Conducive work
environment with
adequate tools
and equipment
Personnel Adequate and Understaffed and Annual Chief
Services highly skilled undesignated Reports Officers
personnel in all personnel
departments Surveys
Circulars
County Cabinet Availability of - Annual Chief 18 policies adopted 33 policies

Support Services adequate policies Reports Officers and referred to the adopted and
in all sectors County assembly referred to
Surveys the County
assembly
Minutes
Finance Services Effective and Inefficiency Annual Chief

Efficient disbursement of Reports Officers
Distribution of funds
Surveys
funds
201
ty (2022)
Circulars
Improved Financial
absorption rate reports
Policy Increased - Annual Chief 15 policies 20 policies

Development Efficiency and Reports Officers developed and developed
and Liaison effectiveness in implemented and
service delivery Surveys implemented
Circulars
Policy Increased - Annual Chief

Development Efficiency and Reports Officers
and Liaison effectiveness in
service delivery Surveys
Circulars
Financial Proper planning - Annual Chief

oversight and and utilization of Reports Officers
Economic public resources
Review Services Surveys
Circulars
Audit reports
Legal and Proper 0 Annual Chief
County coordination and Reports Officers
Assembly operations of
Laison and government Surveys
Advisory services
Services Circulars
Departments Effective and Operations not Annual Chief

Coordination efficient service optimal Reports Officers
delivery in all
202
ty (2022)
departments Surveys
Circulars
Intergovernment Strengthened 4 Annual Chief

al Relations Link between the Reports Officers
Council Support National and
Murang’a County Surveys
Government
Circulars
Minutes
MoUs
Agreements
Human Efficient, 0 Annual Chief

Resource motivated, Reports Officers
Management productive and
responsive public Surveys
service that meets
the needs of Circulars
citizens
Strategic Human Modern effective 0 Annual Chief
Resource and affordable Reports Officers
Management county public
service Surveys
Circulars
Policy Evidence based 0 Annual County 1 Policy 1 Policy

Formulation Decision making Reports Secretary formulated, formulated,
Disaster approved and approved and
Management Surveys implemented implemented
Unit
Circulars
203
ty (2022)
Strengthening of Fully fledged Fire Operating without Annual County 80 skilled 90 skilled
the Fire Services services and Structure (47 Reports Secretary personnel personnel
and Disaster disaster undesignated
Management management unit skilled personnel) Surveys
Unit
Circulars
Occurrence
Book
Disaster Reduced - Annual County 60% 80%

Preparedness vulnerability to Reports Secretary
and response incidences of
management disaster Surveys
occurrence
county wide Circulars
Occurrence
Book
Improved Annual County 8 sub counties 8 sub

Disaster Reports Secretary mapped counties
Preparedness mapped
Surveys 8 DRR Comittees
established 8 DRR
Circulars Comittees
established
Occurrence
Book
Efficient Annual County 5 operational fire 5 operational

Response to Reports Secretary stations fire stations
Disasters
Surveys
Circulars
204
ty (2022)
Occurrence
Book
Finance it, Finance

and Administration, Number of 1 County Chief Officer 2 5 10
economic planning and policies Executive Administrati
planning support services developed and meetings, on
approved County
Assembly and
Legal
Number of public 100 Attendance Chief Officer 100 225 375
participation/civi registers Administrati
c education on
meetings held Publications
Number of staff 50 PSB, HR, Chief Officer 50 325 345
recruited Finance, Administrati
Administratio on and
n Public
Service
Budget Level of 100% Finance and Chief officer 100% 100% 100%
preparation and compliance with economic
management budget deadlines planning
Percentage 70% Finance and Chief officer 70% 80% 100%
absorption of economic
funds planning
Resource Feasibility studies Finance and Chief officer 0 1 1
Mobilization used in decision economic
making planning
Amount of donor 5% Finance and Chief officer 5% 8% 12%
funds obtained as economic
a percentage of planning
total county
revenue
Public Financial Percentage 70% Finance and Chief officer 80% 90% 100%
Management compliance with economic
205
ty (2022)
procedures and planning
standards
Percentage of 75% Finance and Chief officer 80% 90% 100%
transactions economic
conducted planning
through IFMIS
Percentage of 15% Finance and Chief officer 15% 10% 25%
pending bills economic
planning
ICT
Information Number of Headquarter ICT, County Chief Officer Headquarter All Sub counties Devolved
Communicatio networked offices website, office units
n Technology buildings MOICT,
CAK, County
(ICT)
Communicati
on Unit
Services
Size of the 32 MB ICT, County Chief Officer 32 MB 70 MB 100 MB
bandwidth website,
utilized MOICT,
CAK, County
Communicati
on Unit,
ICTA
Number of 1 ICT, County Chief Officer 1 20 30
established and website,
fully equipped MOICT,
CAK, County
centers
Communicati
on Unit
Number of 1 ICT, County Chief Officer 1 3 5
automated website,
processes or MOICT,
functions CAK, County
Communicati
on Unit
206
ty (2022)
Economic Planning
County Coordinated - Departmental Chief Officer - AWP, ADP, CFSP, AWP, ADP,
economic policy programme and reports CBROP,CBEF CFSP,
formulation, projects Budget CBROP,CBE
modelling, and implementation. F, CIDP
management 2023-2027,
Budget
County policy Enhanced policy 2013-2017 CIDP Departmental Chief Officer - CIDP mid-term CIDP end
review and planning reviewed reports review, term review,
reporting framework
Economic and Enhanced - Departmental Chief Officer - Quarterly and Quarterly and
statistical evidence based reports annual M&E annual M&E
research and decision making reports reports
advisory in economic
development.
Resource Well documented - Departmental Chief Officer - Avocado value
mapping county resource reports chain survey
endowment
Education, ECDE
Youth, Childcare Increased 3% of children Departmental Chief Officer 60% 100%
Sports, facilities and enrolment of aged below age 4 reports
Culture, Quality children age 4 in are in these
and Social Assurance and need of day care facilities
Services standards services
No of Quality 5% of ECD 80% 95%

assurance reports forwarding
Quality assurance
reports
Nursery No of ECD 0 Departmental Chief Officer 500 650
infrastructure Centre’s reports
and improved
Development
Teacher No of ECD 1200 ECD Departmental Chief Officer 90% 100%
Refresher teachers refreshed teachers reports
courses and and inducted on
207
ty (2022)
curriculum the new
development curriculum
designs
ECD lunch and Functional lunch 90% Departmental Chief Officer 97% 100%
School Milk programme in all reports
programme ECD centres for
all 32,000
children in ECD
Recruitment of No of ECD 76% Departmental Chief Officer 95% 100%

ECD teachers teachers recruited reports
Free ECD Provision of 40% Departmental Chief Officer 75% 100%
Tuition ECDE teaching reports
and learning
materials
Youth
Training of short No of youths 30,000 youths Departmental Chief Officer 132,000 200,000
courses in all trained in short already trained in reports
public YPs in all courses short courses
the wards
Procurement of No and type of 20% provision of Departmental Chief Officer 68% 100%
tools and equipment tools and reports
equipment for procured equipment in YPs
all public YPs in
all the wards
Employment of Number of 145 YP Departmental Chief Officer 208 250
additional instructors instructors reports
instructors for currently
YPs employed
Quality Improved quality 10 assessment Departmental Chief Officer 45 65
Assurance and of training reports available reports
Standards offered at YPs for
all the 65 YPs
Improvement of % of YPs 30% Departmental Chief Officer 72% 100%
infrastructure in undergoing improvement reports
all public YPs infrastructure done
208
ty (2022)
improvement
issued with
completion
certificates
Co-curricular No of Certificate Currently no Departmental Chief Officer 9 15
activities in YPs of participation competitions reports
issued being organized
No of
competitions held
Training of YPs No of instructors 10 trained so far Departmental Chief Officer 91 145
instructors trained in reports
pedagogy
Capitation for % of training 40% provision of Departmental Chief Officer 76% 100%
regular trainees materials training materials reports
in all public provided
YPs.
Establishment of Provision of Not yet Departmental Chief Officer 80% 100%
an industrial employment established reports
park at Kenol opportunities for
the Youth
Sports
Sports No of youth Less than 30% Departmental Chief Officer 100 190
promotion and identified and reports
talent trained
development
Sports facilities Number of sports Ill-equipped Departmental Chief Officer 3 5
and equipment stadia with solar dilapidated stadia reports
energy and roof
water harvesting
installed
Anti-doping No of anti-doping Departmental Chief Officer 15 26
campaign clinics done reports
Culture
Conservation of No of conserved Encroached/grabb Departmental Chief Officer 4 5
Heritage heritage sites for ed heritage sites reports
209
ty (2022)
posterity
Cultural No of Well- 2 Departmental Chief Officer 8 12
Development established and reports
functional
recreational/cultu
ral centre’s
Promotion of No of festivals Departmental Chief Officer 9 county and 3 25 cultural
Kenyan Music held reports national festival events across
and the county
Dance and 5
national
Cultural Alternative health 30 Departmental Chief Officer 70 100

development care services reports
provided
Leaders Capacity 150 Departmental Chief Officer 400 600

enhanced reports
County Film and No of Film 0 Departmental Chief Officer 6 8
Art Festival producers and reports
Services actors identified
and promoted
County Theatre County theatre No existing Departmental Chief Officer 1 1
Development established an d theatre reports
and fully equipped
Promotion
Talent Academy No of Talented No academy in Departmental Chief Officer
youth identified place reports
and mentored
Social Services
Social No of Upgraded 1 Departmental Chief Officer 100% 100%
Infrastructure and functional reports
Development rehabilitation
centers for PWDs
210
ty (2022)
No of PWD Departmental Chief Officer 300 500
enhanced in reports
capacity
No of 0 Departmental Chief Officer 50 150
Refurbished and reports
equipped Family
Life Training
Centre
No of cases of Departmental Chief Officer 50 150
child neglect reports
No of Improved 12 Departmental Chief Officer 21 29
and functional reports
social
halls/amenities
No of Fully 2 Departmental Chief Officer 3 4
functional and reports
safe children
homes for both
genders
Community No of Mobilized, 200 groups Departmental Chief Officer 700 groups 900 groups
mobilization and sensitized and reports
development empowered
groups
Groups No of 1700 groups Departmental Chief Officer 3200 groups 4200 groups
Promotion and Empowered reports
Development groups
Social protection No of people 62,000 Departmental Chief Officer 80,000 100,000

covered under reports
cash transfer
Gender Gender equality 14% Departmental Chief Officer 26% 33%
Mainstreaming and equity reports
achieved
Health
211
ty (2022)
Hiring of Reduced 12(to hire 18) Departmental Chief Officer 0 0
Ambulance mortality, reports
morbidity due to
referral
infrastructure- Reduced 141 health Chief Officer By 30% By 50%
new facilities mortality facilities
Reduced distance 180 206
to health facility
infrastructure- Reduced maternal 16 Departmental Chief Officer By 5% By 5%
upgrading- & Infant reports and
maternity mortality registry
infrastructure- Increased 19 % Departmental Chief Officer By 1% -
laboratories accessibility to reports and
diagnostic registry
services
laboratories Increased 19 % Departmental Chief Officer By 1% -
equipment accessibility to reports and
(dispensary and diagnostic registry
health Centre) services at
primary facility
diagnostic Increased 44% Departmental Chief Officer 2
equipment (X- accessibility to reports and
ray, lab, & diagnostic registry
theatre)(main services at sec
hospital) facility
infrastructure- Improved 2 incinerators Departmental Chief Officer 2 incinerators 2 incinerators
incinerators medical waste reports and
management registry
infrastructure- Effective 6 generators Departmental Chief Officer - -
generators alternative power reports and
source available registry
infrastructure- Expanded health 7 hospitals Departmental Chief Officer - -
upgrading health services menu reports and
center to level registry
IV
infrastructure- Expanded health 24 health centers Departmental Chief Officer 2 facilities -
212
ty (2022)
upgrading- services menu reports and
dispensary to registry
health center
Laboratory Improved TB 7-functional Departmental Chief Officer 10 -
Hoods Detection hoods reports and
registry
Buildings and Increased 8 facilities Departmental Chief Officer 8 facilities 8 facilities
facilities durability and reports and
preventive improved registry
maintenance (8 working
hospitals) conditions
Motor vehicle Improved - Departmental Chief Officer 20 vehicles 20 vehicles
maintenance transport services reports and
registry
Purchase of Improved 7 Departmental Chief Officer 3 -
utility vehicles coordination and reports
supervision
a) Purchase of Availability of 0(distribution Departmental Chief Officer 2 2
distribution health vehicles) reports and
vehicles commodities at registry
health facilities
Establish a Improved 0 Departmental Chief Officer 1 1

Sector working coordination and reports and
group timely fora registry
Strengthen Improved 0 Departmental Chief Officer 1 1

established stewardship/facili reports and
hospital boards ty management registry
and facility
committees
SP 1.2
Personnel
Services
Staffing- Improved service 1400 staff Departmental Chief Officer 200 200
213
ty (2022)
technical delivery reports
staff(Annex)
Staffing- casuals Improved service Departmental Chief Officer 50 50
(Annex) delivery 700 reports
SP 1.3 Finance Improve finance 2 health facilities Departmental Chief Officer 2 _
Services stewardship reports
NHIF Increase NHIF 18000 families Departmental Chief Officer 48,000 families 58,000
services(UHC) coverage reports families
SP 1.4 Health Departmental Chief Officer
Information reports
System and
ICT
Installation of Improved health 0-functional EMR Departmental Chief Officer 2 facilities -
EMR system information system reports
management
Solar system Ensure 0 Departmental Chief Officer - -
installation at availability of reports
Murang’a and power throughout
Maragua
hospital
Recruit more Increased access 1000 CHVs Departmental Chief Officer 500 CHVs -
Community to primary health reports
Health care
Volunteers
(CHVs)
Recruit Increased access 60 community Departmental Chief Officer 50 -
community to primary health Health volunteer reports CHVNs
Health volunteer care nurses
nurses(CHVN)
Training and Functional Departmental Chief Officer 10 units -
equipping community health 137 reports
community units
health units
SP 2.4 Disease Departmental Chief Officer
Control reports
(Communicable
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and Non-
Communicable
Communicable- Reduced new 300,000 persons Departmental Chief Officer 1.5M people 2.3M people
HIV/AIDs, and infections screened reports screened 15,000 screened
Tuberculosis households 45,000
prevention and households
control
Malaria Reduced malaria - Departmental Chief Officer 45,000 households 75,000
prevention and cases reports households
control Number of homes
sprayed and
issued with
mosquito nets
Implement Reduced 37 villages Departmental Chief Officer 1500 villages 500 villages
*CLTS activities incidence of oral reports
fecal- infections 81%
No of villages
declared ODF
Vector control Reduced 15% Departmental Chief Officer 30% 40%
activities Morbidity due to (350000) reports
jigger infestation
No. of
households
sprayed
Jigger Reduced 15% Departmental Chief Officer 30% 40%
Eradication Morbidity and (350000) reports
mortality due to
jigger infestation
Non- Reduced 9,733 screenings Departmental Chief Officer 39,733 screening 59,733
communicable – incidence of non- reports screening
diabetes, communicable
hypertension, diseases
cancer
SP 2.5 Departmental Chief Officer
community reports
Outreach
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Beyond Zero Increased Access 120 outreaches Departmental Chief Officer 570 outreaches 870
programme to *RMNCAH reports outreaches
Nipe macho Increased access 8 outreaches Departmental Chief Officer 32 outreaches 48 outreaches
nione program to optical reports
services
Outreach Increased access 0 outreaches Departmental Chief Officer 210 outreaches 350
program(hard to to health services reports outreaches
reach areas per in the hard-to-
sub county) reach areas.
SP 3.1 County
Hospital
Services
Capacity Improved quality 60 facilities Departmental Chief Officer 360 620 facilities/
building and of health care supervised reports facilities/supervisio supervisions
support ns
supervision
SP 3.2 County
Clinics
Management
Regulation and Improved quality 121 facilities Departmental Chief Officer 321 facilities 581
support of health services supervised reports supervised facilities
supervision supervised
SP 3.3 County No of outreaches 0 Departmental Chief Officer 21 outreaches 35 outreaches
Mental Health to improve reports
Services` quality of mental
health services
Community Reduced 0 Departmental Chief Officer 12 sensitization 20
based Drug and incidence of drug reports campaigns sensitization
substance abuse and substance campaigns
control abuse
No. of
sensitization
campaigns
Establishment of Strengthen 0 facilities Departmental Chief Officer 1 1
a rehab center – prevention and reports
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Kambirwa. treatment of
substance abuse,
including narcotic
drug abuse and
harmful use of
alcohol
SP 3.4 Surgery Departmental Chief Officer
and Specialized reports
Medical
Services
Cancer center at Increased 0-facilitiees Departmental Chief Officer 1 -
Murang’a awareness of reports
County hospital cancer and
Reduced cancer-
related
complications &
deaths
Intensive care Reduced 0-facilities Departmental Chief Officer 1 1

unit at Murang’a mortality reports
level V through Prompt
intervention on
life threatening
conditions
Orthopedic Prompt 0-facilities Departmental Chief Officer 1 1
Services at orthopedic reports
Murang’a level services
V
CT scan at Improved 0 Departmental Chief Officer 1 1
Murang’a specialized reports
county referral service delivery
menu
Establish Improved 0 Departmental Chief Officer 1 1
Maragua as a specialized service reports
level 5 hospital delivery menu
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Establish a No of middle - School Chief officer 1 1
medical school level health registry
professionals
within Muranga
graduating
level 5 hospital
Improved quality
of care
SP 4.1 County Departmental Chief Officer

Pharmacies reports
Construction of Number of 0 Departmental Chief Officer 1 1
a county store at functional stores reports
Maragua
hospital
Procurement of Availability of 500M worth of Departmental Chief Officer 4.1 B 6.5 B
health health commodities reports
commodities commodities
SP 4.2 County
Clinic Medicine
Supply and
Inventory
Management
Service
County Hardware-72 Departmental Chief Officer 8 hospitals with 8 hospitals
pharmaceutical computers reports PMIS with PMIS
management software-0 24 health centres 24 health
information with PMIS centres with
system and 32 dispensaries PMIS
hardware with PMIS 40
operationalized dispensaries
with PMIS
Policy, reports
Planning and
Financing
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Health bill Availability of 1 0 Departmental Chief Officer 1 1
health bill reports
Referral policy Availability of 1 0 Departmental Chief Officer 1 1
and strategy referral policy reports
County Health Availability of 1 Departmental Chief Officer
Strategic Plan Health Strategic 1draft reports 1 1
(2020-2025) Plan
Standards and reports
Quality
Assurance
CLTS Roadmap Improved 0 road maps Departmental Chief Officer 1 1
planning and reports
implementation
of CLTS
activities
Quality 0 Departmental Chief Officer 6 facilities certified 10 facilities

certification of reports certified
health facilities
SP 5.3 Health Number of staff 400 Departmental Chief Officer 700 staff trained 900 staff
Capacity trained reports trained
Building and
Training
SP 5.4 County Number of 0 Departmental Chief Officer 3 researches 5 researches
Health completed reports
Research and research projects
Innovation
Programme Availability of
research data for
decision making
No of briefs
informing
No of briefs
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informing health
policy
SP 5.5 M&E
Development of Availability of 1-draft in place Departmental Chief Officer 1 1
M&E data for decision reports
framework making
SP 6.1 Family Proportion of 65% coverage Departmental Chief Officer 68 % 70 %
Planning WRA receiving reports
Services FP commodities
SP 6.2
Maternity and
Child Health
Services
Increased skilled 53% Departmental Chief Officer 56 % 58 %
delivery reports
Increased 4th 39% Departmental Chief Officer 45 % 49 %
ANC uptake reports
SP 6.3 Proportion of 59% Departmental Chief Officer 74 % 84 %
Immunization fully immunized reports
Services children
Trade,
Tourism,
Investment,
Agri-
business,
and
Cooperative
s
Administrative Effective and Departmental Chief Officer All offices All offices
services efficient service reports
delivery
Personnel Motivated, 15 Departmental Chief Officer 15 15
services competent, reports
experieced and
self-driven
220
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personnel
Promotion of
Staff
-Employee
skilled staff
-Provide a good
working
environment for
staff
Increased human 10 new positions Departmental Chief Officer 4

resource capacity required reports
of the department
Finance Adhere to Departmental Chief Officer 4 4
management financial reports
services management
procedures
Regular update of
financial status
and audit
Market access Local Markets 5 Departmental Chief Officer 4 3
and Development reports
inclusiveness in (Agri-Produce,
market for food Industrial and
security. Service Sectors)
-Upgrade
upcoming and
existing markets
Market linkages
Market research
Facilitate Local -Market surveys - Departmental Chief Officer 45% 50%

and Exports and reports
Market -Access to new
Development markets and
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and promotion, sustainability of
existing markets
-Creating
regional
Relations
-Creation of
Horticulture
development
Authority
Trade Policy -Promote 50% Departmental Chief Officer 80% 100%
that promote informal reports
entrepreneurship employment in
, creativity and Agriculture and
innovations non-agriculture
employment
Enterprise Enhanced ? Departmental Chief Officer 80% of the 100% of the

Training and capacity of SMEs reports SMEs trained SMEs trained
Development and other players among them among them
to compete with youths and women. youths and
diverse market women.
needs.
Business Increased access Departmental Chief Officer 80%

Finance and to affordable, reports
Incubation of accessible credit
MSMEs to youths, women
and vulnerable
groups.
Enhance Capacity
of the SMEs in
efficient
production, and
market standards.
Incubation Centre
for SME
-Partner with
222
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private
Transport, Facilities Departmental Chief Officer 60% 100%
Logistics, movement of reports
Post-harvest farm produce
management Facilitates
creation of Pack
(Administration house, Collection
services) Centre, Business
Centre’s and
warehouse
-Facilitates
transportation of
farm produce to
markets.
Transformation, Strengthening Departmental Chief Officer
Commercializati Marketing groups reports
on and Equipping groups
modernization of with modern
Agricultural equipment
sector Adoption of
Innovation idea
Capacity building
Equipping Enhance Departmental Chief Officer 100M
cooperatives competitiveness reports
with modern of cooperatives in
equipment and market
innovation
Industrial -Enhanced 2 Departmental Chief Officer 1 -
Development investment in reports
and Investment industrial
Promotion development in
the county.
- creation of
industrial EPZ
zone a Makenzie
Modern market
223
ty (2022)
yard
-Establish a
modern abattoir
-Hide and skin
value addition
unit,
-milk processing
plant
-Banana
processing
- Mangoe
processing
-Avocado
processing plant
- Mult fruit
processing plant.
-Horticultural
value addition
unit
-Coffee value
addition unit.
Animal feed
factory
Industrial Number of new Departmental Chief Officer 1,000 people 1,000 people
Training and businesses reports trained on business trained on
Development – established. skills business
Technical skills
College Liaison Youth, women
and other
vulnerable groups
in consideration.
Trainees Departmental Chief Officer 150 300

placement and reports
apprenticeship
Industrial Parks Amusement Departmental Chief Officer 30% 100%
and pack/Peoples reports
224
ty (2022)
Infrastructure pack
Development
Increased value
for the
agricultural
produce.
Employment
creation for the
youth and other
vulnerable groups
Resource Facilitates Departmental Chief Officer 100M 100M
mobilization and Investors reports
Promote Conference
investments -Business to
Business tours
- Enhance
Regional
relations
- private
partnership and
collaboration
Construction of -At keno, 0 Departmental Chief Officer 50M -
Whole sale Murang’a and reports
market Kiriaini
-Synchronize
market
days in the
county
Cooperative Vibrant 363 cooperatives Departmental Chief Officer 10% 10%
Societies cooperative reports
Development societies in the
and Promotion county
Cooperative Improved 30% of societies Departmental Chief Officer 10% 10%

Oversight and cooperative compliant reports
Compliance governance
225
ty (2022)
Cooperative Improved Draft Departmental Chief Officer 0 0
Policy, Research efficiency in the cooperatives Bill reports
and Advisory cooperatives
movement
Tourism Increased Departmental Chief Officer 30% 50%
Promotion and earnings arising reports
Marketing from tourism.
Miss tourism
Conservancy
Local Content Mapping of Departmental Chief Officer 30% 50%
Niche Tourism interesting sites reports
Development Niche local
tourist
opportunities
properly mapped
and propagated
.creating buffer
zones
Bush Tourism
Tourism Sport tourism Departmental Chief Officer 20% 50%
Infrastructure Holiday homes reports
Development Cultural and
Historical
Centers,Muurwe
wa nyagathanga,
Karuri wa
Gakure, Wangu
wa MAkeri,
Tuthu wa Karuri
Tourism promote hotel Departmental Chief Officer 30% 50%
Training and business reports
Capacity Train hotel on
Building customer care
-Advertisement
and e- tourism
using bloggers
-Youth
226
ty (2022)
involvement
enhanced
Environme Administration No of Office 0 Departmental Chief Officer 20 31
nt, water Services equipment reports
and natural procured.
resources
Personnel Enhanced service 19 Departmental Chief Officer 57 73
Services delivery. reports
County No of waste 15% Departmental Chief Officer 300bins 500bins

Environmental collection reports 2 vehicle 2 vehicles
Monitoring and vehicles procured
Management
6 tippers 10 tippers
900 sets of PPE. 1500 sets of
No of Waste waste
collection tools 900 sets of waste collection
acquired collection tools. tools.
No of Solid waste Departmental Chief Officer - -

management reports
policy document
No of youth Departmental Chief Officer 600 youths. 1000 youths
sensitized on 3Rs reports
No. of Departmental Chief Officer 1 compactor 2 compactors
compactors reports
procured 2 transfer stations 3 transfer
No of Sanitary stations
landfill
constructed
No of Waste
transfer stations
improved
No of noise 15% Departmental Chief Officer 9 noise meters 15 noise
227
ty (2022)
monitoring reports meters
equipment
acquired
No of Policy Departmental Chief Officer 1 document 1 document.
document in reports
place
Reduction in 10% Departmental Chief Officer 156 visits. 260 visits.
environmental reports
nuisances
No of towns 10% Departmental Chief Officer 6 markets 10 markets
beautified, reports
greened
No of persons 0% Departmental Chief Officer 3000 persons 5000 persons
trained reports
No of disposal Departmental Chief Officer 1 site 1 site
sites of asbestos reports
materials
provided
Forest No of tree 30% Departmental Chief Officer 3M seedlings 5M seedlings
Conservation seedlings planted reports
and
Management
No of Established Departmental Chief Officer 210 nurseries 350 nurseries

tree Nursery reports
Reduction on Departmental Chief Officer 21 schools 35 schools
carbon emissions reports
No of Departmental Chief Officer 6 quarries 10 quarries
Rehabilitated reports
quarries
Water catchment No of KM 25% Departmental Chief Officer 50KM 100KM
area protection, rehabilitated reports
rehabilitation,
and conservation
No of dams 5% Departmental Chief Officer 3 dams 5 dams
Desilted and reports
228
ty (2022)
protected against
encroaching
Extractive No of reports on 0% Departmental Chief Officer 1 report 1 report
Resources county natural reports
Conservation capital
and Sustainable
Management
Water resources No of schools 15% Departmental Chief Officer 21 35
conservation and provided with reports
protection water harvesting
structures
Capacity No of community - Departmental Chief Officer 3000 persons 5000 persons
building members trained reports
Integrate climate No of policy 0% Departmental Chief Officer 1 1
change measures documents on reports
into county climate change
policies prepared
strategies and
planning
Promoting No of workshops 25% Departmental Chief Officer 12 workshops 20 workshops
alternative held reports
livelihood for .
women, youth,
and
marginalized
groups
Promotion of No of women and 10% Departmental Chief Officer 3000 persons 5000 persons
clean energy youth trained on reports
clean energy
Land, Administration % of staff 80% Departmental Chief Officer 100% 100%
housing and Services accommodated reports
urban
developmen
t
10 Departmental Chief Officer
reports
229
ty (2022)
Finance % increase in No baseline data Departmental Chief Officer 20% 20%
Services revenue reports
equipment collection
Policy and No of policies 0 Departmental Chief Officer 3 3
legislation and laws passed reports
Development
control bill
Land allocation
policy
Valuation for
rating Act
Personnel Number of 25 Departmental Chief Officer 46 46
personnel reports
employed
% of town with Departmental Chief Officer 70% 100%
boards and reports
committees
No of training - Departmental Chief Officer 12 20
sessions for the reports
personnel
No of - Departmental Chief Officer 12 20
Performance reports
Appraisals done
Preparation of % of areas - Departmental Chief Officer 80% 100%
plans reports
planned.
Development % of buildings - Departmental Chief Officer 100% 100%

Control and constructions reports
vetted
% of
development
230
ty (2022)
within planned
areas
Management of % of Secured - Departmental Chief Officer 100% 100%
Public land Public Land. reports
County Land % of land owners - Departmental Chief Officer 100% 100%
information accessing digital reports
service land information
captured data
Survey % of land owners - Departmental Chief Officer 70% 100%
Boundaries and and developers reports
fencing with ownership
establishment documents
No of base maps - Departmental Chief Officer 90 150
prepared reports
% area of the - Departmental Chief Officer 60% 100%
county completed reports
Management of % of plot owners - Departmental Chief Officer 100% 100%
Valuation paying rates reports
register % increase in
revenue
Civil service % of civil - Departmental Chief Officer 60% 100%
Housing Scheme servants housed reports
Estate No of houses & - Departmental Chief Officer 15M 25M
Management offices repaired, reports
painted and
refurbished
Affordable No of households - Departmental Chief Officer 300 500
Housing living in safe and reports
secure buildings
Promotion of No of building - Departmental Chief Officer 6 10
appropriate technologies reports
building adopted
technology
County Informal No of upgraded - Departmental Chief Officer 3 5
settlement settlements reports
upgrading
231
ty (2022)
Establishment of No of urban - Departmental Chief Officer 6 10
Urban Institution boards and reports
Systems committees
established
Storm Water % of drainage - Departmental Chief Officer 60% 100%
Drainage system system reports
constructed /
upgraded
Beautification % of areas - Departmental Chief Officer 80% 100%
and Landscaping landscaped and reports
beautified
Urban Research No of - Departmental Chief Officer 10 15
implementation reports
documents
formulated
Upgrading of No of KMs of - Departmental Chief Officer 60Km 100Km
access roads access roads reports
tarmacked
Management of % of Functional - Departmental Chief Officer 100% 100%
public Facilities and well reports
and Construction maintained public
of Fire Station facilities
Financial % of automated - Departmental Chief Officer 100% 100%
Management revenue streams reports
Systems
Solid Waste % or no of - Departmental Chief Officer 100% 100%
Management registered waste reports
collectors
% of commercial 100% 100%
zones with waste
receptacles
No of waste - Departmental Chief Officer 1 1
management reports
plans prepared
Roads, Electricity Increase in 30% Departmental Chief Officer 48% 60%
Transport, distribution. electricity reports
232
ty (2022)
Energy, and distribution
Public
Works
Renewable No of 0 Departmental Chief Officer 4 7
Energy Community reports
Development & biogas plants
distribution. constructed &
operational.
350 450
No of farmers
served by the
alternative energy
Energy % Increase in use 2% Departmental Chief Officer 20% 32%
Regulation. of renewable reports
energy
Maintainance of No of KMs of 900 Departmental Chief Officer 1050km 1750km
County Roads & access roads to reports
Bridges. markets improved
Rehabilitation of No of Km Graded 750 Departmental Chief Officer 1800 1950
County Roads and graveled. reports
and Bridges
Design and No of KM of low 0 Km L.V.S.R & Departmental Chief Officer 30 50
Construction of Volume Sealed 20 reports
county roads and roads Designed &
Bridges. Constructed
No of footbridges No Footbridges. 315 525

Designed &
Constructed (3
No. footbridges
per ward)
Non-Motorized No of Km of non- 0 Departmental Chief Officer 15 30
Transport motorized reports
(N.M.T) transport facility
Facilities in Constructed
major Towns,
233
ty (2022)
No of Square Laying of cabros 20,000 Departmental Chief Officer 50,000 70,0000
Meters laid with reports
cabros
Develop a No of county 0 Departmental Chief Officer 1 1
County Transport master reports
Transport master plans prepared
plan
Commuter Train No of commuter 0 Departmental Chief Officer 1 1
station. train stations reports
rehabilitated
Develop No of mobility 0 Departmental Chief Officer 2 2
sustainable plan for Muranga reports
urban mobility & Kenol Towns
plan produced
Construction of No of bus parks 0 Departmental Chief Officer 2 2

Bus Park. Bus parks reports
constructed
Kenol Town &
Mukuyu
Agriculture, Agriculture
Livestock, Coffee Increased cherry 2kg cherry per County County 2kg cherry
Veterinary improvement production tree technical Director of per tree
and reports Agriculture
Fisheries Revolved fund Nil County County Nil
established technical Director of
reports Agriculture
% of farmers 30% County County 30%
trained on the technical Director of
importance of co- reports Agriculture
operative
movement
Capacity Increase number 138,000 farmers County County 138,000
building and of farmers technical Director of farmers
extension receiving reports Agriculture
extension
234
ty (2022)
services
Increase adoption 55% County County 55%
of relevant technical Director of
agricultural reports Agriculture
technologies
Cash crop Banana 22 tonnes per County County 22 tonnes
development productivity hectare technical Director of per hectare
increased by 40 25% reports Agriculture 60% 100%
%
Increase 405 County County 405 555 Ha 655 Ha
macadamia technical Director of
hectarage by 50 reports Agriculture
ha per year.
Increase area 1598 ha County County 1598 ha 1898 Ha 2098 Ha
under avocado technical Director of
by 500Ha 24,172 tons reports Agriculture 24,172
Increase tonnes
production
per year
Increase 9192 tonnes County County 9192 tonnes
production of technical Director of
mangoes reports Agriculture
Increase area
under mangoes 926 ha 926 Ha 1076 Ha 1176 Ha
by 50Ha
per year
Establish crops 12,000 seedlings County County 12,000
bulking Centre at technical Director of seedlings
Kenyatta reports Agriculture
Agricultural
Training Centre
Food and Increase number 219,000 farmers County County 219,000
Nutrition of farmers technical Director of farmers
Security accessing reports Agriculture
subsidized inputs
Increase number 1330 samples County County 1330
235
ty (2022)
of Soil samples 65,380 farms technical Director of samples
analysed and reports Agriculture 65,380
number of farms farms
conserved
Promotion of Reduce annual 40% post-harvest County County 40% post-
Vegetable pre and post- losses technical Director of harvest
production. harvest losses to reports Agriculture losses
20%
10 producer 2 producer groups County County 2 producer
groups adopt with global technical Director of groups with
international and certification reports Agriculture global
national market certification
standard
Land Increase number 0% County County 0%
Development of farmers technical Director of
receiving reports Agriculture
subsidized
agricultural
mechanized
services
Administration, Completed, 55% County County 55%
Planning and equipped and technical Director of
Support operational reports Agriculture
offices
Number of new 104 County County 104
staff recruited human Director of
Number of staff resource Human
trained in reports Resource
appropriate
courses
Livestock
Administration No of office 15% of staff Dept Reports Chief Officer - 4 office blocks 7 office
Planning and blocks currently blocks
Support Services constructed accommodated
236
ty (2022)
% of staff
adequately
accommodated
and equipped
100 % of 25% of Dept Reports Chief Officer - 4 vehicles 9 vehicles

supervisory staff supervisory staff
have improved have access to
mobility transport
Recruitment of 40% staff Dept Reports Chief Officer - 20 staff recruited 50 staff
50 technically capacity recruited
qualified staff
Livestock Increased 120000 Dept Reports Chief Officer 500 dairy 1500 dairy cows 2500 dairy
Enterprises ownership of cows cows
Development high yielding
dairy cows
Dairy goat 51116 Dept Reports Chief Officer 1000 dairy 3000 dairy goats 5000 dairy
population goats goats
increased by 10%
per year
Pig breeding 35510 Dept Reports Chief Officer - 250 pigs 500 pigs
stock established
Youth capacity 0 Dept Reports Chief Officer - 70 groups 70 groups

run business on
emerging
livestock
increased
Increased access 4 Dept Reports Chief Officer - 21 fodder bulking 35 fodder
to pasture and sites bulking sites
fodder
60% farmers 100000 farmers Dept Reports Chief Officer 20000 60000 farmers 100000
using modern farmers farmers
technology
237
ty (2022)
Livestock Food Increased 554883 Dept Reports Chief Officer 35000 105000 175000
and Nutrition consumption of
Security local poultry
products (Meat
and eggs)
Increased 85210 Dept Reports Chief Officer 17500 52500 87500

consumption of
rabbit meat
Increased 30652 sheep Dept Reports Chief Officer 1000 3000 Dorper 5000 Dorper
consumption of Dorper sheep sheep
mutton and sheep
107938 local 3000 local goats 5000 local
chevon
goats 1000 local goats
goats
Livestock 20 % dairy Dept Reports Chief Officer 10 group 30 group trainings 50 group
Products Value groups be trainings trainings
Addition involved in value
Programme
addition
Demonstrations 1 apiary Dept Reports Chief Officer 1 demo 9 demo apiaries 9 demo
held in 9 apiaries apiary apiaries
Honey production 100 tons Dept Reports Chief Officer 20 tons 60 tons 100 tons
increased by
100%
Veterinary
Disease Control Number of cattle 123,000 cattle County Chief Officer 88,000 264,000 440,000
services vaccinated Veterinary cattle
Reports
238
ty (2022)
Number of dogs 2,432 dogs County Chief Officer 4,000 dogs 12,000 20,000
vaccinated Veterinary
Reports
Breeding Number of 19,454 County Chief Officer 24,250 72,750 121,250
services Inseminated cows insemination Veterinary inseminatio
Reports ns
Number of Heifer 5,200 heifer County Chief Officer 6,500 19,500 32,500
calf product calves Veterinary
Reports
Hides and Skins % grade one 97% grade one County Chief Officer 97% grade 97% grade one 97% grade
Services hides Veterinary one hides hides and skins one hides and
Reports and skins skins
Pieces of hides 38,616 hides County Chief Officer 37,000 111,000 185,000
produced Veterinary
Reports
Veterinary Number of 53,662 farm visits County Chief Officer 45,500 135,000 225,000
Extension farmers visited Veterinary
services Reports
Meat Inspection Number of 37,854 cattle County Chief Officer 37,600 112,800 188,000
services Inspected cattle inspected Veterinary
carcasses Reports
Fisheries
Fish farming and Number of new Approximately Fisheries Department 400 1200 2100
enterprise fish ponds 70Ha under fish reports of fisheries ponds ponds ponds
productivity constructed and production. Approximately 36
development Approx. 12 Ha Approximatel
stocked
Ha On fish y 36 Ha
production
Amounts of fish 5.0 metric
feed supplied to 960,000kg 2.880metric tons of tons of fish
farmers of fish feed fish feeds feeds
Departmental No hatchery Fisheries 8 ponds Departmental fish Departmental

hatchery Departmental fish reports operational farm operational fish farm
established and ponds need with a fully and operational
239
ty (2022)
equipped hatchery rehabilitation functional Able to supply and able to
Non-operational hatchery 120,000 fingerlings supply
departmental fish 120000
fingerlings
farm.
per year
No of Certified 3 non-compliant Fisheries 1 certified 3 Certified All Certified
private hatcheries hatcheries reports fingerling fingerlings fingerlings
producer producers producers
15 Approximately Fisheries 16 CIGs supported 32 CIGs
No fish farmers farmers reports and producing fish supported and
supported and feeds producing
fish feeds
producing fish
feed
Number of 1 pelletizing Fisheries 16 pelletizing 32 pelletizing

pelletizing machine reports machines supplied machines
machines to CIGs supplied to
CIGs
acquired and in
use
Capture Recreational fish One public fish Fisheries Department One campsite with One campsite
Fisheries, Value facilities camp with poor reports of fisheries 8 houses with 8 houses
Addition and increased by 10% campsite. rehabilitated rehabilitated
market
over 5 years
development
Sport fisheries
90 %
facilities increase 90 % facilities 90 %
facilities
revenue by 5 % licensed facilities
licensed
over 5 years licensed
No of rivers 1 rivers Fisheries 2 rivers 1 river and a dam 3 rivers

stocked with and 4 dams reports stocked with stocked with 15000 stocked with
fingerlings 5000 fingerlings 15000
240
ty (2022)
Increased fish fingerlings fingerlings
productivity and and 4 dams
availability stocked with
30,000
fingerlings
Improved A combined Fisheries Developmen Murang’a fisheries Murang’a

management and agriculture policy. reports t of draft bill bill. fisheries bill.
governance of on fisheries
Fisheries
resources. 1
managemen
t plans 1management 2
developed plans developed management
Regulate fishing
activities plans
developed
Improved markets Fish is not widely Fisheries 32 96 campaigns “ eat 160
for fish and accepted food in reports campaigns “ more fish campaigns “
products the community eat more “campaigns eat more fish
fish “campaigns
“campaigns
Improved access Fisheries trade
to safe food. shops need 24 fish inspection
routine on fish shops 40 fish
compliance. 8 fish inspection on
inspection fish shops
on fish
shops
Increased Current post Fisheries 4 cold chains 8 cold chains

availability of fish harvest loss stand reports
241
ty (2022)
and reduced post- at around 21%.
harvest loss to 8
% from current
21 %
Nil
Increase 4 Trainings done 8 Trainings
management done
capacity of fisher
groups managing
cold chains
Increase access Nil Fisheries 4 groups capacity 8 groups
by fish farmers reports build capacity build
groups to
financial support
Improved markets Non organized Fisheries One campsite with One campsite
for fish and market channels report 8 houses with 8 houses
products rehabilitated rehabilitated
No cases reported 90 %
Improved access t of fish safety 90 % facilities 90 %
facilities
o safe food. licensed facilities
licensed
licensed
Fisheries Increased 90kg of fish per Fisheries Department 2500 farm 10500 farm visits 19500 farm
extension productivity of 300m2 pond. reports of fisheries visits visits
Support fish ponds by
70%
Improve access to 15 technical staff. Fisheries CPSB 10 fisheries 10 fisheries officers 10 fisheries
fisheries reports officers employed officers
extension and employed employed
reduce the
fisheries
extension staff to
fish farmer ratio
Increased 90kg of fish per Fisheries Department 115 kg of 140 kg of fish /per 170 kg of fish
242
ty (2022)
productivity of 300m2 pond. reports of fisheries fish /per 300m2 /per 300m2
fish ponds by 300m2
70%
Administrative Improved access One fisheries Fisheries Department 2 6 constructed and 8 offices
Support to fisheries office covering reports of fisheries constructed fully equipped built and
services in quality 25% fisheries and fully offices fully
staff equipped equipped
work
offices offices
environment.
Improved 15 technical staff. Fisheries Department 4 trained 18 fisheries staff 18 fisheries

fisheries staff reports of fisheries technical employed staff and 4
capacity on new staff administrative
aquaculture
employed
technologies
Improve staff One desk top Fisheries 12 desk tops 12 desk tops 12 desk tops
supervision/fisheri computer and 3 reports computer computer computer
es extension and motor cycles 7 laptops 7 laptops 7 laptops
Improve computers computers computers
information 2 IPADs 2 IPADs 2 IPADs
communication 2
flow. photocopiers 2 photocopiers 2
12 printers photocopiers
and 12 printers and
a camera. a camera. 12 printers
12 double 12 double cabin and
cabin motor vehicle a camera.
motor procured and 2double cabin
vehicle operating motor vehicle
procured 13motor
and cycles
operating procured and
operating
Water and Administration Improved service 9 administrative Departmental Chief Officer 6 units 9 units
243
ty (2022)
Irrigation Services delivery units reports
Personnel Staff 24 officers Departmental Chief Officer 60% 100%

Services trained/recruited reports
Irrigation % Increase of 40,000 Ha Departmental Chief Officer 10% 13%

Development household land reports
and under irrigation
Management
Institutional % Increase 9000 farmers Departmental Chief Officer 30% 50%
strengthening farmers trained reports
and capacity on modern
building irrigation
technologies
Irrigation Policy No of irrigation Nil Departmental Chief Officer 1 1
Development policy documents reports
and
Management
Drainage No of acres of 200 Ha Departmental Chief Officer 345 Ha 400 Ha
Development land reports
reclaimed/drained
for farming
Irrigation Water No of Mega dams 0 No. Mega Dams Departmental Chief Officer 4 mega dams and 5 mega dams
Storage and and water pans and 300 water reports 330 water pans 350 water
Flood Control constructed pans pans
Disaster % reduction in 20% of Departmental Chief Officer 55% 66%
Management in irrigation incidences reports
Irrigation infrastructure
Schemes breakdown
incidences
Water Supply No of households 70000hh Departmental Chief Officer 115000 1350000
Infrastructure connected to connected reports
piped water
Sanitation and No of households 60000hh Departmental Chief Officer 950000 112000
waste disposal connected to connected r014eports
management sewer system
244
ty (2022)
Water storage No of storage 70 reservoirs Departmental Chief Officer 215 275
tanks reports
245

Muranga County Integrated Development Plan 2018-2022

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Muranga County Integrated Development Plan 2018-2022

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MURANG’A COUNTY

COUNTY INTEGRATED DEVELOPMENT PLAN

To be the leading county in socio-economic transformation

To transform the county through participative, equitable and

Figure 1: Location of the County in Kenya……………………………………………………….2

ACU Aids Control Unit

Flagship/Transformative Projects: These are projects with high impact in terms of

Performance indicator: A measurement that evaluates the success of an organization or of a

Programme: A grouping of similar projects and/or services performed by a Ministry or

Project: A project is a set of coordinated activities implemented to meet specific objectives

God bless you all.

1.1. Position and Size

1.2.1. Physical and Topographic features

1.2.2. Ecological conditions

1.2.3. Climatic conditions

1.3.1. Administrative Subdivision (sub-counties, wards, villages)

Table 1: Area and Administrative Units of the County by Constituency

Kiharu 409.8 2 7 24 53 831

Kangema 173.6 1 3 11 33 198

Gatanga 599.0 1 7 21 59 1805

Kigumo 242.1 1 3 12 28 1067

Kandara 235.9 1 3 9 28 262

Maragua 547.2 1 3 11 34 328

Total 2,558.9 8 30 100 260 5084

Source: County Commissioner Murang’a, 2018

* Nyumba Kumi clusters

Figure 1.1: County Administrative and Political Units

Table 2: Area by Sub-county and ward

Sub County Number of County Electoral Wards

Source: County Development Planning Office, Murang’a 2017

1.5. Demographic Features

1.5.1. Population size and composition

Age 2009 2018 2020 2022

1.5.2. Population density and distribution

Table 1.6: Population distribution and density by Sub-county

Constituency 2009 (Census) 2018 2020 2022

1.5.3. Population projection for special age groups

Table 3: Population projection by special age groups

Table 4: Demographic Dividend Potential

Category 2009* 2017 2018 2020 2022

Population below 15 (%) 36.27 36.03 35.87 35.64 35.17

Population 15-64 (%) 56.2 57.66 57.86 58.16 58.54

Population above 65 (%) 6.85 6.31 6.27 6.20 6.28

Dependency ratio 76.73 73.44 72.83 71.94 70.81

Fertility rate (%) 3 3 3 3 3

1.6. Human Development Approach

1.7. Infrastructure Development

1.7.1. Roads, Rail Network, and Airstrips

1.7.2. Information, Communication Technology which include post offices, mobile

1.7.3. Energy access

1.8. Land and Land Use

1.8.1. Land ownership categories/ classification

1.8.2. Mean holding size

1.8.3. Percentage of land with title deeds

1.8.4. Incidence of landlessness

1.8.5. Settlement patterns (Urban centres, informal settlement, etc.)

1.8.6. Type and size of land

1.9.1. Wage earners