UASIN GISHU COUNTY INTEGRATED DEVELOPMENT PLAN 2013-2018
disbursement of loan for 2016/2017 students at south eastern kenya university - Contents |
UASIN GISHU COUNTY INTEGRATED DEVELOPMENT PLAN 2013-2018 |
ABBREVIATIONS
ABE - Adult Basic Education
ACE - Adult & Continuing Education
AIDS - Acquired Immune Deficiency Syndrome
CBD - Central Business District
CHWs - Community Health Workers
CIDP - County Integrated Development Plan
CPC - Child Protection Centre
ECDE - Early Childhood Development
EFA - Education For All
ELDOWAS - Eldoret Water and Sanitation
FBOs - Faith Based Organizations
FP - Family Planning
FPAK - Family Planning Association of Kenya
GER - Gross Enrolment Rate
ICT - Information Communication Technology
IMCI - Integrated Management of Childhood Illnesses
MDGs - Millennium Development Goals
NACC - National AIDS Control Council
NGO - Non-Governmental Organization
OVC - Orphans & Vulnerable Children
PPP - Public Private Partnership
PWD - People with Disability
SACCO - Savings and Credit Cooperative Organization
STD - Sexually Transmitted Diseases
STI - Sexually Transmitted Illnesses
SWOT - Strengths, Weaknesses, Opportunities and Threats
TBAs - Traditional Birth Attendants
TIVET - Technical, Industrial, Vocational & Entrepreneurship Training
UGC - Uasin Gishu County
UNICEF - United Nations Children’s Fund
UPE - Universal Primary Education
WHO - World Health Organization
WRS - Warehouse Receipting System
CHAPTER ONE
1.0 COUNTY GENERAL INFORMATION
Introduction
1.1. This Chapter contains general background information on Uasin Gishu County in terms of location, size, physiographic conditions, demographic profiles, administrative and political units. It also provides information on infrastructure and land use. Additional information is also provided on other important aspects such as climate, employment, sources of income, access to health, nutritional status, literacy and community development.
Location and Size
1.2 Uasin Gishu County lies between longitudes 34 degrees 50’ east and 35 degrees 37’ West and latitudes 0 degrees 03’ South and 0 degrees 55’ North. The county shares common borders with Trans Nzoia County to the North, Elgeyo Marakwet County to the East, Baringo County to the South East, Kericho County to the South, Nandi County to the South West and Kakamega County to the North West. It covers a total area of 3,345.2 Sq. Km.
Physiographic and Natural Conditions
1.3 Uasin Gishu County is a highland plateau with altitudes falling gently from 2,700 metres above sea level to about 1,500 metres above sea level. The topography is higher to the east and declines gently towards the western border. The County is physiographically divided into three zones: the upper highlands, upper midlands and lower highlands. These zones greatly influence land use patterns as they determine the climatic conditions. The geology is dominated by tertiary volcanic rock with no known commercially exploitable minerals.
1.4 The soils which comprise of red loam soils, red clay soils, brown clay soils and brown loam soils mainly support maize, sunflower, wheat, pyrethrum, potatoes and barley farming. They also support livestock rearing and forestry.
1.5 Uasin Gishu County lies within the Lake Victoria catchment zone and all its rivers drain into the lake. The major rivers include Sosiani, Kipkaren, Kerita, Nderugut, Daragwa, and Sambu.
Climatic Conditions
1.6 Uasin Gishu experiences high and reliable rainfall which is evenly distributed throughout the year. The average rainfall ranges between 624.9 mm to 1,560.4mm with two distinct peaks occurring between March and September; and May and August. Dry spells occur between November and February. The temperatures range between 7 degrees Celsius and 29 degrees Celsius. Generally these conditions are favorable for livestock keeping, crop and fish farming.
Administrative and Political Units
1.7 Uasin Gishu County is divided into six sub-counties: Turbo, Soy, Ainabkoi, Moiben, Kessess and Kapseret. The sub-counties are further subdivided into fifty one locations and ninety seven sub-locations.
Demographic Features
1.8 According to the 2009 Population and Housing Census, the total population of Uasin Gishu County stood at 894,179. At an inter-censual population growth rate of 3.8%, the total population is projected to grow to 1,211,853 by 2017. The population growth rate is higher than the national growth rate at 2.9%. The population density is 267 persons per sq. Km. which is expected to increase to 362 persons per sq. km. by 2017. This will have implications on the average size of land holding.
1.9 In 2012, the population age group between 0 to 14 years was 41.4% of the total; while the economically active age group of between 15 and 64 years accounted for 55.7% of the total. This implies that the County has a high dependency ratio and a high potential for labour force. The age group under one year is projected to grow from 29,175 in 2009 to 39,539 by 2017, while that aged between 2 and 5 years is expected to grow from 162,559 in 2009 to 220,311 by 2017. This implies that the County must expand child and maternal health services and those for Early Childhood and Development Education (ECDE).
1.10 Similarly, resources must be set aside for primary level education to cater for the age group between 6 and 13 years that is projected to grow from 188,125 in 2009 to 254,960 by 2017. The age group between 14 to 17 years is of the secondary school going age and is also projected to increase from 77,291 in 2009 to 104,750 by 2017. Given that the County has only 129 secondary schools, more investment will be required in this subsector to cater for the projected increase in student population.
1.11 The age group between 15 and 29 years comprises the youth; and is expected to grow from 284,278 to 385,273 by 2017. The majority of the youth in the County are dependants due to limited employment and income generating opportunities. It is also an age group that is prone to exciting activity and possible vulnerability to HIV and AIDS. Skills development and employment creation are therefore priority areas of investment for this group.
1.12 The youth also fall in the reproductive age groups of between 15 and 49 years which are projected to grow from 227,089 in 2009 to 307,766 by 2017. This will imply that the County invests more in reproductive health programmes aimed at reducing fertility in the light of the prevalent high dependency ratio coupled with high population growth rate. The age group between 16 and 64 years which constitutes the labour force, is expected to grow from 497,808 in 2009 to 674,663 by 2017.
Infrastructure and Access
1.13 Uasin Gishu has an extensive road network comprising of over 300 Kms of tarmac roads, 549 Kms of marrum and 377 Kms of earth roads. It also boasts 179 Kms of railway line with 8 railway stations. In addition, there is an inland container depot. The Moi International Airport and two airstrips are also located in Uasin Gishu easily making it the region’s service hub.
1.14 The County enjoys about 95% mobile phone coverage which is provided by all the major service providers in Kenya. It also has 16 post offices, 4 sub-postal offices and nine licensed service couriers. It is connected to the fibre optic cable thus, giving it access to fast internet connectivity. The availability of these services confirms the County’s potential for fast economic development and an attractive location for investment.
1.15 With regard to financial services the County has also witnessed significant growth. It has a branch of the Central Bank of Kenya, 21 Commercial banks, 108 urban and 4 rural Saccos; and 5 major micro financing institutions.
1.16 The education facilities are fairly developed with 2 public universities namely, Moi University and University of Eldoret. It also has 2 private universities and constituent colleges of major universities. There is also a National Polytechnic, a Technical Training Institute and several private commercial colleges. In terms of basic education, there are 576 ECD centres, 422 primary schools and 129 secondary schools.
1.17 Currently, 30 trading centers, 33 secondary schools and 12 health centers are not connected to electricity. Firewood remains the main source of cooking fuel accounting for 84% of the households. The over-dependence on firewood has negative implications on existing forests raising the need to plant trees in designated areas for wood fuel; and to connect more households to the National Grid. More effort is also required to connect electricity to all trading centers, schools and health facilities.
1.18 There are 102 trading centres with six of them being urban centres and towns. The six are Burnt Forest, Matunda, Turbo, Moiben, Kesses and Kapsaret. The urban centres have emerged and grown without proper physical planning. Undesirable developments including informal settlements have mushroomed with their growth. The infrastructural facilities including roads and water supply are insufficient to meet the demands of the growing populations.
1.19 Of the built houses in the County, 45.6% are mud-walled or use wood as the main walling material. Houses built using brick or blocks account for 25.4% while mud/slash cement account for 18.1%. The main roofing materials are corrugated iron sheets which account for 84.4%.
Land and Land Use
1.20 The Uasin Gishu County has an average land holding of 5 hectares in rural areas, and 0.25 of hectares within Eldoret Municipality. Land use practices vary considerably across the County. In 2012 there were 919 landless households distributed in various schemes, with Turbo settlement scheme accounting for 658 households; Jabali settlement Scheme 161 and Maili Tisa 100. Some of the landless are squatters living in gazetted forests; immigrants from other counties; and those who become landless by virtue of selling family land.
Agricultural Activities
1.21 Uasin Gishu County covers an area of 3,327Km2 with a human population of 894,179 and 202,000 households (NPC 2009). It has six sub-counties; Turbo, Soy, Moiben, Ainabkoi, Kasses and Kapsaret, 51 locations and 100 sub-locations. Arable land covers 2,995 sq km, 332.78 is non arable (hilly and rocky), 23.4 sq km is water mass and 196 sq km is urban. The County is a highland plateau ranging from 1500m – 2700m above sea level and soils range from red brown loam to clay. Rainfall averages 900mm to 1200mm per annum with its peak in May and October, temperatures range from 8.40 c to 26.20 c (a mean of 180c). Vegetation range from open grassland with scattered acacia trees, to natural highland forests and bush land. It has 3 ecological zones (AEZ) (lower highland, upper highland and upper midland) as shown:-
Agro-ecological zones Agro-enterprise % of County covered
Lower highland 4[LH4] Livestock 19.00
Lower highland 3[LH3] Livestock, maize, wheat and barley 31.00
Lower highland 2[LH2] Livestock, maize, pyrethrum 1.20
Upper highland 4[UH4] Livestock, maize, sunflower 12.10
Upper highland 3[UM3] Livestock, coffee 1.70
Upper highland [UH2] Livestock, pyrethrum, wheat 12.30
Upper highland 1[UH1] Sheep and dairy 13.50
1.22 The average farm size in Uasin Gishu is 2-10 acres with a wide range of crop and livestock enterprises. The crop enterprises include food crops, cash/industrial crops and horticultural crops whereas the livestock enterprises include dairy, poultry, sheep, goats, pigs, bee keeping and fish farming, as shown in the following table 1.
Table 1: Summary of the main crops in Uasin Gishu County
Enterprise Area (Ha) Yield (MT/Ha) Production (MT) Market Value (Kshs) Marketing channels (1=Formal 2=Informal Market (1=Local 2= Regional 3= export) Processing (1=Yes 2=No)
Maize 91,010 50 bags 4,550,500 bags 9,101,000,000 1 – NCPB, Millers, Institutions, WFP
2- Traders, posho mills, 1- municipal markets
1
Wheat 26,865 30 805,950 209,547,000 1-1 – NCPB, Millers,
2- Traders 1 1
Beans 22,115 3 72,292 361,460,000 1 Institutions,
2- Traders, 1 2
Finger Millet 616 18 11,088 53,222,400 2- Traders 1 2
Sorghum 124 15 1,922 7,688,000 2-Traders 1 2
Irish potatoes 1,060 140 148,400 296,800,000 2-Traders 1 1
Tomatoes 208 53 T 11,024T 440,960,000 2-Traders 1 2
Kales 446 55T 24530 490,600,000 2-Traders 1 2
Cabbages 540 70T 37,800 378,000,000 2- Traders
Carrots 66 15T 990 9,900,000 2-Traders 1 2
Onions 25.6 12T 307 9,216,000 2-Traders 1 2
Local Vegetables (B. nightshade, spider plant) 103.5 7T 724.5 21,735,000 2-Traders 1 2
Passion fruit 124 12T 1,488 44,640,000 1-Traders
2-Uganda 1 2
Avocado 26 9T 238 3,564,000 ¬ 1 2
Source: Department of Agriculture Uasin Gishu County, Annual Report 2012
1.23 The three main livelihoods in the County are mixed farming (food crops and livestock), mixed farming (commercial crops and livestock –dairy) and formal/casual employment. Agriculture sector comprises of livestock production, veterinary, agriculture and fisheries departments. Characteristics of agricultural sector varies widely from predominantly small scale with low external inputs to highly mechanized large scale farming with very high levels of external inputs. Uasin Gishu has a rich agricultural resource base with 80% of the land tenure being privately owned. Private ownership of land has encouraged investment in permanent and long term improvements of development on farms. Small scale farming subsector (0-30 acres) accounts for 75% of the total agricultural produce. However the County has not exploited its potential. Production of main food crops and livestock has generally been low. Farmers depend on rain-fed agriculture and that production costs for most crops are high due to high input costs especially fertilizers, poor and long marketing chains consisting of many players for the different commodities making them inefficient and unresponsive to the process needs. Low levels of mechanization and high transport costs due to increase in global oil prices. Private sector initiatives have not been fully explored. This untapped potential should be harnessed to improve local market infrastructural developments in partnership with local authorities.
Cooperative Societies
1.24 Of the registered cooperative societies, 149 are active, 104 dormant, and 12 collapsed. The total membership is 24,011 with a turnover of Kshs.200 million. Most of the active societies are engaged in the production and marketing of agricultural produce.
Non- Governmental Organizations
1.25 Some of the major NGOs operating in the County include the Red Cross, SNV, Catholic Relief Services and World Vision. Most of them engage in social programmes relating to the provision of clean water and sanitation services, HIV and AIDS management, gender issues and peace building. There is need to catalogue the NGO subsector in terms of their roles, areas of interest, internal capacities for programme implementation and funding.
Self-Help, Women and Youth Groups
1.26 There are 877 registered self-help groups out of which 349 are for women while 301 are youth groups. The groups are mostly engaged in farming and small-scale businesses.
Forests and Forest Types
1.27 The County has a total of 29,802 hectares of gazetted forests out of which 13,184 hectares (or 44%) is under plantation while 16,618 (or 56%) are under indigenous forest cover. The gazetted forests are in Nabkoi, Timboroa Kipkurere, Lurenge, Singalo, and Kapsaret. There exist community forest associations involved in forestry as an income generating activity.
1.28 The growing of wood lots is scattered across the County and is emerging as a significant carbon sink and income generating activity. There exists a big market both in the County and outside for forest products such as poles, timber and wood fuel.
1.29 The overuse and destruction of forest cover points to the need to protect forests and water catchment areas. The continued reliance on trees for fuel; and the use of wetlands for farming has led to deforestation and encroachment on river banks. These practices have resulted in environmental degradation, siltation of water reservoirs, depletion of forest cover, soil erosion and degradation. Concerted efforts are required to reverse these trends.
1.30 The degradation of the environment also results from poor solid waste disposal, pollution from industries and the overuse of insecticides and fertilizers. Soil erosion which is an aspect of environmental degradation is reducing productivity of the land in some areas. Deforestation has on its part led to unpredictable weather conditions greatly affecting farming. Rainfall patterns have become increasingly unpredictable and health is also affected due to increased survival of vectors and microbes.
Employment and Other Sources of Income
1.31 The County has potential labour force of 550,000 (or 56% of the entire population). This implies that 44% of the population is dependant. Out of the total labour force, also 44% are engaged in self-employment. It can be inferred from the foregoing that those seeking employment prefer wage employment pointing to the need to create more job opportunities in the County.
CHAPTER TWO
2.0 THE SITUATION ANALYSIS: ISSUES AND CHALLENGES
Introduction
2.1 This Chapter discusses the issues and challenges to socio-economic development of Uasin Gishu. Some challenges emanate from the external environment while others stem from factors in the internal environment. The purpose of this Chapter is, therefore, to analyze the constraints to service delivery which are inherent in the internal environment. Constraints emanating from the external environment, specifically those relating to the policies of stakeholders and how they affect the operations of the County are also analyzed.
2.2 Population factors are relevant to development planning. Decisions made by the population on timing and number of children, will have long term consequences on County’s population growth and development. A rapidly growing population means; rising demand for social services, pressure on the County budget, and slower economic growth. On the other hand, proper management of population can lead to attainment of all the three pillars (economic, social and political) of Kenya Vision 2030.
2.3 The Uasin Gishu CIDP is being implemented at a time when the County is recording high population growth. This high growth is expected to exert pressure on, and overstretch existing social infrastructure and natural resources. Besides, the resultant high youthful population in the County will crease a powerful momentum for future growth, as young people move into child bearing ages.
2.4 With the high population growth rate, the working age population is expected to increase. As a result, the number of people seeking employment will rise. Due to population momentum, the dependency ratio will also rise. If fertility remains high, further investment in employment creation will be required.
2.5 To attain high quality of life for County residents, there is need to match population growth to County resources. This calls for support for advocacy and public awareness campaigns on implications of a rapidly growing population. Furthermore, there is need to promote contraceptive acceptance and use of family planning as a strategy to manage population growth.
AGRICULTURE, LIVESTOCK & FISHERIES
Agriculture Sub-sector
2.6 Uasin Gishu is endowed with good land resources and varied agro-ecological potential. It is the bread basket for the country; producing over 4.5m bags of maize and about 1m bags of wheat. Agriculture supports over 80% of the rural population of Uasin Gishu County in terms of household income and food security. However, the full potential of the County’s agricultural production has not been realized.
2.7 The declining soil fertility due to continuous tilling of the same land coupled with overuse of fertilizers and chemicals are among the key factors leading to low crop production in the County. The increasing land fragmentation with the resultant decreased land sizes is yet another factor negatively impacting crop production. The above two factors combined, comprise the most potent threat to increased food production in the County.
2.8 The cost of production is high due to high input cost especially seeds, fertilizer, pesticide, and farm machinery, low level of mechanization, and high transport cost due to increased global fuel prices. This impacts negatively on overall productivity. Production of the main food crops maize, wheat and potatoes has generally been below the County’s potential.
2.9 Issues of marketing and markets have emerged as a key focus due to commercialization of agriculture. Marketing channels are poor and long comprising of many players for different commodities making them inefficient and unresponsive to the producers needs. For instance poor marketing channels for major crops such as maize and Irish potatoes make the farmers get the lowest prices for their produce. Lack of strong organized farmer groups to market farm produce, high presence of middle men during harvesting time and little diversification into non-cereal crops affect market access. Poor infrastructure e.g. impassable roads make the framers not to access the markets easily.
2.10 Cooperatives and farmers organizations are vital for good performance of the agricultural sector. They play a key role in agricultural marketing such as providing credit and supplying inputs particularly to small scale farmers. Poor governance and corruption has led most such institutions to collapse or be ineffective.
2.11 Farmers do not access accurate and relevant agricultural market information on time and this result in exploitation and losses.
Lack of Value Addition
2.12 There is very little on-farm or off farm processing of produce which translates to low incomes for farmers. Value addition which involves turning agricultural produce into other semi-processed or processed commodities has the potential of providing producers with income generating opportunities. Linkages from production to value addition and to markets are weak business and investment environment is also not conducive for value addition. The effects of all the above problems include reduced farm incomes thus leading to high levels of poverty, high household food insecurity, and low investment in agriculture as a result of the low returns.
Post Harvest Loses
2.13 The lack of proper storage facilities makes farmers hurry to dispose of their produce which action exposes them to low prices. The recently introduced Warehouse Receipting System (WRS) which is designed to expose farmers to price discovery through a structured market for their produce is apparently not widely adopted in the County. Similarly, farmers have not ventured into value addition which involves turning agricultural produce into semi-processed or processed commodities of a higher value. Generally linkages from production to value addition and to market are weak.
Low Crop Production
2.14 Other factors include low levels of inputs application due to their high cost particularly of seeds, fertilizer, pesticides and farm machinery. There is low level of mechanization and high transport cost due to increased full prices. The production of the main food crops which include maize, wheat and potatoes is below the County’s potential. Extension services are weak following the reduction in the number of Extension Officers. There are inadequate farmer-research-extension linkages. Farmers in the County have not adopted advances in technology despite the fact that they offer substantial benefits. There is untapped potential for increasing the use of improved technology such as fertilizer and seeds. The poor crop performance is further depressed by the high prevalence of pests and diseases.
2.15 Poor access to credit by farmers is a major constraint to the growth of agriculture in the County. Inadequate credit to finance inputs and capital investment is a main cause of low agricultural productivity. The credit facilities offered by existing banks and the Agricultural Finance Corporation are not affordable due to the high interest rate charged. The formal banking system is yet to develop tailor-made facilities for farmers.
2.16 The lack of proper storage facilities makes farmers hurry to dispose off their produce which action exposes them to low prices. The recently introduced Warehouse Receipting System (WRS) which is designed to expose farmers to price discovery through a structured market for their produce is apparently not widely adopted in the County. Similarly, farmers have not ventured into value addition which involves turning agricultural produce into semi-processed or processed commodities of a higher value. Generally linkages from production to value addition and to market are weak.
Low Livestock Production
2.17 The livestock subsector is a source of livelihood for over 160,000 households in Uasin Gishu County. There are 375,287 dairy animals of which 81,838 are high grade. The County also has 93,611sheep, 27,216 goats, 140,703 exotic birds, 400,000 local birds and 7,292 pigs. The average milk production from dairy cattle is 5 litres per cow per day which is only 50% of the average potential yield. With improved production, the County could be an exporter of livestock and livestock products to neighboring counties. Table 2 below presents a summary of the livestock subsector in the County.
Table 2: Summary of the Livestock subsector in Uasin Gishu County
Enterprise Population Total Annual Production /off take Market Value/unit (ksh) % consumed
at Hh (human, calves, spillage, spoilt) % marketed Marketing channels (1=Formal 2=Informal Market (1=Local 2= Regional 3= export) Processing (1=Yes 2=No)
Exotic
Breed Cross Breed Indigenous
Breed
Dairy 81,838 280,667 38,389 400,894 219,489,100 kg 27.00 20 80 1&2 1 1&2
Beef
37,870 37,870 454,440 kg 180.00 0 100 1&2 1&2 2
Honey 187,757 187,757 Kgs 250.00 30 70 2 1 1
Mutton 19,437 50,000 24,174 93,611 702,083 Kgs 200.00 10 90 1&2 1 2
Goat meat 1,517 2,320 23,379 27,216 163,296 Kgs 200.00 10 90 1&2 1 2
PIGS
1,873 5,619 0 7,492 262,200 Kgs 120.00 0 100 1&2 1&2 2
Poultry (layers) 63,790 63,790 543,278 Trays 240 <1 >99 1&2 1&2 2
Broilers 76,913 76,913 780,759 Kgs 300 <1 >99 1&2 1&2 2
Indigenous birds 400,000 400,000 400,000 Birds 350 10% 50% 2 1 2
Source of Data: – Ministry of Livestock – Uasin Gishu Count
N.B Yield units (Milk= KG/cow/day, Meat=Kg/animal, Hides /skins=kg/animal, honey=kg/hive/year, eggs=number of trays/laying period)
2.18 The full potential of the livestock sub-sector has however not been realized due to various production constraints. Inadequate provision of extension services is a key underlying factor limiting the growth of the sub-sector. Other important factors include:-
(i) Inappropriate production systems - few farmers practice intensive and semi intensive systems of production e.g. zero grazing;
(ii) Poor livestock nutrition – very few farmers have established fodders and pastures. Most of them rely on natural pastures which provide insufficient feed for the animals;
(iii) Animal pests and diseases - such as Foot and Mouth, Lumpy Skin Disease, Anthrax and tick borne diseases which are prevalent in the County and hinder livestock production. This condition is exacerbated by poor management of cattle dips which has resulted in increased tick borne diseases and tick resistance.
(iv) Low quality genetics Artificial Insemination (AI) and embryo transfer technologies have not been fully adopted by farmers; and some areas lack AI services altogether. Moreover the high cost of these technologies places them out of reach for most farmers.
(v) Weak linkages between livestock research, extension services and farmers – this has constrained access by farmers to proven research knowledge. Research on tick resistance to acaricides is the most visible area for research from the farmers’ perspective. This has, however, not been undertaken by the Veterinary Department. To complement this, the Veterinary Investigation Laboratory in the County should be well equipped to serve farmers better.
(vi) Inadequate extension services - the current arrangement for extension services availability to farmers is inconsistent with the challenges facing the livestock sector. There is, therefore, a need to improve communication between the two.
Low Investment and Inadequate Value Addition
2.19 The livestock sub-sector nationally is governed by 28 Acts of Parliament which directly impact it. Many of these Acts require review as they are either outdated or contradictory. Moreover, responsibility for their implementation is dispersed across many sectors making accountability difficult to place. There is also need to undertake a business development exercise to identify viable areas of possible investment. Lastly, few strong farmer groups exist in the sector around which investment initiatives can coalesce.
Poor Market Access
2.20 Access to livestock markets is constrained by inadequate market information, disease outbreaks which result in the closure of livestock markets, poor infrastructure (especially roads, livestock holding grounds, and sale yards). Moreover processing facilities (milk processing plants, coolers, abattoirs, rural tanneries) are inadequate forcing farmers to sell their products with little value addition.
2.21 Neighbouring counties (T/Nzoia, W/Pokot, Elgeyo-marakwet and Baringo) sell their livestock to traders in Uasin Gishu County. The livestock finds its way to the Eldoret slaughter house which in itself is quite dilapidated. Most urban centres in the County lack modern slaughter houses. In a similar vein, raw hides and skins are sold in Nairobi due to the lack of a tannery in the County. Lastly, although the County produces a substantial amount of milk, the average market price is low due to the lack of a strong and coordinated farmers’ voice. Informal marketing of milk in the County accounts for 70% of the market share.
The Fisheries Subsector
2.22 The mandate of the fisheries sub-sector is to facilitate the exploration, exploitation, utilization, management, development and conservation of fisheries resources. The role of the Uasin Gishu Fisheries Office is to facilitate the development of vibrant aquaculture enterprises in the County. The Office is also responsible for quality and safety of fish and fish products, licensing of fish traders and promotion of sustainable management and utilization of the fisheries resources. However, it does not have a Fish Inspector to ensure the safety and quality of fish and fish products. The Inspector will inspect handling premises, surveillance and enforcement of the rules dealing with production, processing and trade.
2.23 Fish production in the County has improved significantly in the recent past due to increasing demand of white meat. Currently, the County has 1,728 operational fish ponds of 486,900m2 with annual fish production of 593,000kg worth KShs.285,900,000. The County also has many public and private dams which are suitable for capture fisheries. Current production from the dams stands at 33,048 kg worth KShs.9,914,400 per year. The Table 3 below provides a summary of Aquaculture and Capture fisheries in Uasin Gishu County.
Table 3: Aquaculture and Capture fisheries (dams)
Fish Species
Wild System 1=Capture
2=Aquacul-ture
No./ area of ponds
Yield (kg/M2) or Annual Off-take
Produc-tion (kg)
Unit cost of produc-tion (K.shs)
Market Value
% consumed at HH
% marketed
Marketing channels (1=Formal 2=Informal Market
(1=Local 2= Regional 3= export)
Processing (1=Yes 2=No)
# of Producers
M F Y
Tilapia 2 518,600 92,452 92,452 50,000 31,433,680 20 80 1& 2 1 2 920 420 289
Catfish 2 16 4,800 19,200 50,000 6,528,000 10 90 1& 2 1 2 11 0 5
Tilapia 1 534 70,326 80,000 23,910,840 20 80 1& 2 1 2 21 0 21
Catfish 2 16 4,800 50,000 6,528,000 10 90 1& 2 1 2 15 0 15
Source of data: Ministry of Fisheries Uasin Gishu county annual report ‘2012
2.24 Through the Department, the Government has funded various projects in the County to help individual farmers, Women Groups, Youth Groups, Self-Help Groups; Learning Institutions take up fish farming as an enterprise. Fish farming requires low investment technologies hence having potential for uptake by youth and women groups. It also provides the added benefit to reduce the prevalence of malaria because fish feeds on mosquito larvae.
a) The sub-sector faces a number of problems including:-
(i) Unreliable supply of fingerlings. This in-turn is due to the fact that there are no authenticated suppliers of fingerlings within the County. This has made it hard for fish farmers to obtain fingerlings with ease. Most farmers obtain their requirements from Nyanza. The long distance leads to high fingerling mortality. This is despite the fact that the University of Eldoret fish farm is largely under-utilized and could be developed as a source of supply. The County Government may wish to emulate the Ethiopian government which boosted aquaculture by providing fingerlings to interested farmers at no cost. Easy availability of certified fingerlings is therefore crucial to efforts to establish a fish breeding and supply of fingerlings to farmers.
(ii) The High cost of fish feeds accounts for 60 - 70 percent of the total cost of production. Promoting the development of a cottage industry through provision of fish feeds extruding machines will help lower the cost of feeds subsequently lowering the production of fish. Affordability of inputs can also be achieved by farmers pooling resources together to form co-operatives.
(iii) Inadequate water for fish ponds development is another problem. Although the County is endowed with rivers and dams, there are many farmers who have no access to adequate water supply that can last the whole fish rearing period.
(iv) Inadequate investment in Fisheries due to lack of funding is another challenge. Local farmers who are more involved in crop and livestock production may find it hard to invest in the fish industry due to lack of capital. In order to promote aquaculture the County Government needs to access such farmers to affordable loans.
(v) The uncontrolled fish importation from Uganda through Busia and Malava boarders is hurting the local fish industry. Unlike Municipal markets in other counties which have set aside adequate fish processing and selling areas within the market, Uasin Gishu fish traders have to content with a very small room within the market where they crowd to process their fish. This has also resulted in disorganized and scattered fish market points within the Eldoret town.
(vi) The communities in this County are not traditionally fish eaters. The demand for fish is therefore, low. The department has in the past conducted ‘fish-eating campaigns’ across the county to sensitize the people on the importance of incorporating fish in their regular diet. This has to some extent improved the County’s per capita fish consumption.
b) Inadequate market access is due to poor market deepening. Fish farmers are not organized into groups for marketing fish. Moreover, they depend mainly on the local market which is small. This has a negative bearing on fish production in the County. This issue can be addressed by forming cooperatives and embracing e-marketing technology.
c) Low fish value addition is caused by insufficient knowledge on the value addition processes and the resultant products. Training on fish products, their markets could spur investment in this area.
WATER, SANITATION, ENERGY, ENVIRONMENT & NATURAL RESOURCES
Water Resources and Supply
2.25 The main water resources in the County include dams, rivers, boreholes, shallow wells and springs. The County is drained by 4 major rivers, namely; Moiben with its 3 tributaries; Sosiani also with its 3 tributaries; Sergoit with 2 tributaries; Kipkarren with 9 tributaries and River Nzoia. There are over 120 dams which were constructed by the colonial Government for recreation purposes but are now water sources for most households. There are also about 250 boreholes in the County of which 170 are registered. Most homes have shallow wells.
2.26 The various sources of water now face challenges including reduced water tables due to the destruction of water catchment areas. The main water towers are Kaptagat, Timborwa and Kapchemutwo forests are affected. At the moment however, Water Resource Management Authority (WRMA) is in the process of restoring these areas through afforestation and regulating usage. Increased water pollution as a result of poor sanitation and effluent discharge are a major threat to water supply. Rivers that flow through urban areas such as River Sosiani suffer from sewerage discharge. The sippage of residuals from chemical fertilizers used on the farms is also emerging as a major source of river pollution.
2.27 The water supply schemes in the County include Eldoret Water and Sanitation (ELDOWAS), Turbo, Moi’s Bridge, Sosiani, Sambut, Kipkabus, Burnt Forest and Ngeria. There are also Community water supply schemes which were once operational but have since stalled due to high operational costs. In an effort to restore and improve water supply in the County, there is need to invest in the development of new water supply schemes and revamp the defunct community water schemes. Currently, the percentage of population in the County with access to potable water is 42%; although about 90% of the population has access to water within a 2 km radius.
2.28 Some areas have started to experience conflicts over sourcing and use of water. Schools and community are experiencing such conflicts over the Moiben Catchment – Chebara dam, Usalama dam, Kipkaren dam, Osorongai dam and Kerita dam. The Water Resource Management Authority is in the process of legalizing abstraction and assisting communities to form water resource User Associations. The User Associations will have responsibility for resolving conflicts and managing catchments.
Sanitation Services
2.29 The disposal of solid waste is not a major challenge for rural households since a significant number of households (72.1%) have pit latrines. However, there is no room for complacency as the desired proportion of households using latrines under this CIDP is 85-100%. Poor waste disposal in urban areas and towns in the County is however, a major challenge and a key contributor to environmental degradation and pollution. The lack of a proper and adequate sewerage system in Eldoret and other urban centres has led to the emergence of open sewers. The Urban areas also face serious problems in managing solid waste as piles of uncollected garbage litter most estates. The uncollected garbage is home to vectors which in turn transmit diseases.
Forestry Services
2.30 There are two types of forests in Uasin Gishu: plantation and natural forests (indigenous). The population forests are dominated by exotic tree species like Cupressus, Lucitanica, Eucalyptus and Pine. The indigenous forests are dominated by species like Juniperus procera, Oleaafricana, Podocarpus gracillior among others.
2.31 Forests in the County are classified into two main categories namely: Government (national), which include Nabkoi, Timborwa, Sangalo, Lorenge, Kipkurere and Kapsaret forests. Private forests include farm woodlots and the residual portions of the former EATEC farms.
2.32 Forest resources are diminishing at a high rate due to population pressure. Forest excisions by the Government for settlement (1993) hived-off some 740 ha of Sangalo forest. The rate at which trees are being filled is higher than the replanting rate. Illegal squatters have also cleared some 500 ha of indigenous forest at Kipkurere forest. Forest fires pose an added threat; and the selling of the former EATEC farms to individuals has contributed to the reduction in the proportion of forest cover in the County.
2.33 Key environmental issues relate to soil erosion due to deforestation, change in micro-climate, loss of habitat and strong winds. This CIDP will focus on strategies that will encompass developing, conserving and protecting forests. The strategies must seek to foster the sustainable use of forest products.
Biodiversity Conservation
2.34 Research on the 39 wetlands in the County has recorded a diversity of organizations including birds, reptiles etc. The County being agricultural most animal and plant have lost their habitats to cultivation; and the species are threatened because they are either dangerous to human beings or a threat to crops and livestock. Little is being done in terms of conservation although Moi University is establishing a conservation site at Chepkoilel campus.
2.35 The key conservation issues include:
(i) Low awareness on biodiversity conservation;
(ii) Deforestation due to rampant logging;
(iii) Cultivation, settlement and charcoal burning which results in elimination of indigenous species;
(iv) Introduction of exotic tree species; and Annual wetland burning by local communities.
2.36 Proposed interventions will include establishing arboretums; providing education to the public, domestication of wild vegetables and fruits; preservation of water catchment areas; and creation of recreation sites to encourage tourism in the County.
HEALTH SERVICES
Access to Health Services and Infrastructure
2.37 The County has 170 health facilities ranging from level 2 to 6. Most of the facilities are concentrated within Eldoret Municipality but whose catchment extends upto Uganda, Rwanda and South Sudan. At the apex of the health system is the Moi Teaching and Referral hospital. Whereas the number of existing facilities is quite appreciable they are not sufficient to service the wide catchment area including the health needs of the County itself.
2.38 The ideal situation would be for each Sub County to have a level 4 facility and several level 3 and 2 facilities. The aim would be to decongest the Moi Teaching and Referral facility especially of diseases that could be handled by lower level facilities. More facilities would be required to provide access to health services for populations living in rural areas with limited access due to bad roads and long distance away from existing health facilities. The average distance to a health facility in the County is 7 Kms which is higher than the target of 5 Kms. Table 4 below provides a summary of the current number of health facilities in the County.
Table 4: Summary of the current number of health facilities in the County
Level Definition of Level Public Private Total
6 Tertiary Hospitals (Referral Hospital) 1 0 1
5 Secondary Hospitals (e.g. former Provincial Hospitals) 0 0 0
4 Primary Hospitals (Sub-County/District Hospitals) 4 5 9
3 Health Centers, Maternities, Nursing Homes 24 2 26
2 Dispensaries, Clinics 83 51 134
Total 112 58 170
2.39 The availability of health personnel including doctors, clinicians, nurses, etc. is a critical determinant of quality and access to health services. There is a total 924 health workers, serving in the 111 County public health facilities. The County’s doctor: population ratio is 1:10,034 while that of clinician/nurse: patient ratio is 1:2,331. These two indicators reflect the fact that there is a shortage of health staff in the County. Staff inadequacies are more acutely felt in technical and clinical services.
2.40 The general level of health services enjoyed by the people of Uasin Gishu County can be assessed using standard health indicators which have been established to measure the different dimensions of health. Some of the dimensions relate to the availability of health personnel as a ratio of the population served; reproductive and child health; morbidity and child mortality rates; immunization coverage; access to family planning services and the management of Sexually Transmitted Illnesses (STI) and HIV and AIDS etc. These health indicators are summarized in Table 5 below:-
Table 5: Key Health Indicators
Total population projection (2012) 1,022,034
Total health personnel (2012) 3,798
Staff: patient ratio 1:270
Crude Birth Rate (CBR) 49.4/1,000
Crude Death Rate (CDR) - 7/1,000
Life Expectancy 65.9 years
Women of child bearing age (15 – 49 years) 24%
Total Fertility Rate 3.4 %
Neonatal Mortality Rate 52/1,000
Infant Mortality Rate (IMR) 48/1,000
Children under 1 year 3.71%
Children fully immunized at 1 year of age 35 %
Children under 5 years 16.9 %
Under 5 Mortality Rate 38/1,000
Children under 5 years attending growth monitoring clinic (new visits) 38%
Children de-wormed at least once a year 25%
Pregnant women attending at least four ANC visits 22%
Deliveries conducted by skilled health staff in facility 30%
Women receiving family planning commodities 34%
Malaria Prevalence 43.4%
Respiratory Infections 20.7%
Malnutrition Rate of Under Fives 61%
HIV Prevalence Rate 4.5 %
HIV+ women receiving PMTCT 20%
Targeted adult HIV+ patients receiving ART 4.8%
TB in every 1,000 people 124
Doctor/Patient Ratio 1:10,034
Commodity Supplies and Management
2.41 Kenya Medical Supplies Agency (KEMSA) is responsible for the procurement, distribution and proper use of medicines and medical supplies in the public health facilities. However, the greatest challenge in UGC relates to the shortage of essential medicine and non-pharmaceuticals due to supply chain management. As a result patients are forced to purchase over the counter drugs, leading to risk of drug resistance due to under/over-dosage.
2.42 There is need to improve service delivery by KEMSA to eliminate shortage of drugs in the health facilities. It might be useful to consider local tendering for supply of some proportion of medical needs. All health facilities should use the ‘Pull’ system in ordering medical supplies to avoid shortages and at the same time avoid having dead stocks. The system should constantly provide an update of stocks of medical and non-medical dispensed as well as estimate of remaining stock. This is necessary in order to avoid constant drug stock-outs reported in most of the facilities.
2.43 Funding for ARVs, which is funded at 90 per cent by the development partners is largely affected. This situation is not sustainable in the long run and poses a major risk to the lives of HIV/AIDS patients in the event that development partners withhold their support.
Reproductive and Child Health
2.44 Reproductive health services focus on safe motherhood, including antenatal, safe delivery, and postnatal care, especially breastfeeding, infant health and women’s health. The aim of the service is to reduce cases of infant and maternal mortality. The main issue relating to reproductive and child health care in Uasin Gishu County is that not all the public health facilities established offer reproductive health services. Moreover, those that offer the services are overstretched; and staff has inadequate skills and knowledge on safe motherhood. An underlying factor is the low community involvement and participation in public health activities.
2.45 There are a number of institutions that complement the Government’s efforts in providing reproductive health services in the County. These include the National Aids Control Council (NACC), National Council for Population and Development (NCPD) that deals with advocacy for reproductive health services, Non-governmental Organizations (NGO) such as Family Planning Association of Kenya (FPAK), Faith Based Organizations and private health facilities. In view of the increased need for reproductive health care, more non-state providers need to be encouraged to participate in providing services.
Morbidity and Child Mortality Rates
2.46 The burden of disease in Uasin Gishu County is mostly attributable to respiratory infections (20.7%), malaria (43.3%), skin diseases, diarrhoea and stomach-ache (9.6%), TB, heart ailments, HIV/AIDS, cancer, diabetes and mental disorders. These diseases affect the productivity of the people through loss of productive hours due to illness. In addition, most of the households spend a substantial proportion of their income on treatment. The exact magnitude of the burden of disease in the County requires to be established through specialized national or regional studies.
2.47 As reflected in table 5 above, child mortality is a major problem in the County. The neonatal mortality rate is high at 52/1000; the infant mortality rate at 48/1000 while the under 5 mortality rate is 59/1000. A reduction in child mortality rates can be addressed effectively through improved management of childhood illnesses. The Integrated Management of Childhood Illnesses (IMCI) is a strategy initiated by WHO and UNICEF that entails improving the management skills of health workers, the health systems and Community structures in childhood diseases management. Kenya and by extension Uasin Gishu County is committed to attaining Millennium Development Goals (MDGs) specifically Goal 4 which targets to reduce under 5 year mortality by 50% by 2015. The diseases responsible for the high mortality rate in children under 5 are: malaria, pneumonia, diarrhea, malnutrition and measles. These same diseases are prevalent in Uasin Gishu County; but could be addressed through primary health care interventions. The Kenya Demographic and Health Survey, 2008/2009 shows that the death rate at 74/1000 is way above the national target of 32/1000 deaths. The achieved mortality rate of 48/1000 in 2012 is also higher than the national average.
Nutritional Status
2.48 Prevalence of stunting and wasting in children under 5 years stands at 10.8%; with (2.9%) of the under fives being underweight. A total of 76,177 children under 5 are malnourished.
Immunization Coverage
2.49 The County has immunization coverage of 79% for children less than 5 years. This is way below the County target level of 98% coverage. Efforts to increase coverage for children less than one year will require doubling considering that the County coverage for this category is only 35%. Urgent action is needed in light of the fact that the County has a high infant mortality rate of 48/1000 most of whom die from immunizable diseases.
2.50 One of the key factors contributing to low immunization coverage is that the existing health facilities have not placed immunization as one of the flagship services. As a result, only those enlightened mothers who attend post natal clinics request for immunization services for their children. In certain facilities the cold chain is dysfunctional rendering the service unavailable. Lastly, the slow development of Primary Health Care activities in the County has not aided the promotion of child immunization in the County.
Access to Family Planning Services
2.51 The population growth rate in the County is 3.8% which is high compared to the national population growth rate of 2.8%. Family Planning services are available in Uasin Gishu County in government and private health facilities. Family Planning prevents up to one third of maternal deaths by helping women avoid ‘risky births’. However, contraceptive acceptance is low standing at only 34% compared to national average of 46%. The County will need to emerge with strategies to scale up the acceptance rate.
Sexually Transmitted Diseases, HIV and AIDS
2.52 A major reproductive health concern that has continued to affect a large population of Kenyans in their reproductive ages is Sexually Transmitted Diseases (STD), HIV and AIDS. Uasin Gishu County has achieved a steady reduction in HIV and AIDS prevalence from 14 % and 8% in urban and rural areas in 2002 to 7% and 6.5% in urban and rural areas in 2007 respectively. This rate further reduced to 4.5% in 2012 and is less than the national prevalence level of 5.6%. Despite this positive development the prevalence rate of 4.5% is still high and the County must still aim at achieving the target of 3.5% by 2017.
2.53 HIV and AIDS impacts negatively on the productivity of the labor force, high medical expenses, loss of man-hours and mortality. It also leads to stigmatization of those affected and infected. The main causes of the spread of HIV and AIDS in the County include unsafe sexual behavior, high poverty levels, peer pressure, mother to child transmission and high incidence of Sexually Transmitted Diseases (STDs). There is also a large catchment area of most-at-risk populations (MARPS) contributed by the Nakuru-Eldoret-Malaba highway which transcends the County. The Eldoret-Kitale road is also a significant contributor of these populations.
2.54 To mitigate the impact of HIV and AIDS, the County needs to invest in awareness campaigns, blood screening activities, promotion of condom use, and supply of STI drugs and treatment of STI. The strategy will also entail treatment of opportunistic diseases; voluntary counseling and testing activities; and providing care and support programmes to the infected and affected. Other issues that require addressing include the following:-
(i) Poor inter-sectoral collaboration between players implementing programmes;
(ii) Inadequate counseling services on sexual reproductive health;
(iii) Insufficient information and programmes on responsible parenthood targeting the parents;
(iv) Slow behavioral change due to strong cultural beliefs;
(v) Low condom use due to lack of clear information on use; and
(vi) Low motivation of actors in addressing the HIV/AIDS pandemic.
Chronic Disease Management
2.55 There has been an upsurge in chronic diseases in the recent past, necessitating the need to emerge with effective strategies to combat them. Chronic diseases include mental disorders, cancers, reproductive tract infections, sexually transmitted diseases and HIV/AIDS, diabetes mellitus, arthritis and hypertension. Other conditions that have a bearing on chronic conditions include: harmful traditional practices that affect the reproductive health of particularly women, such as female genital mutilation; lack of information and counseling services on human sexuality, responsible sexual behavior, responsible parenthood, pre-conception care, sexual health; and gender and reproductive rights. The reproductive health care system, which was previously designed for adults, has to be modified to meet the needs of adolescents as well.
2.56 Most of the disease management centers in the County lack the capacity to manage chronic diseases. It is therefore apparent that the County needs to make deliberate efforts to staff and equip the existing health service delivery facilities to address chronic diseases.
2.57 There is an appreciable prevalence of debilitative health issues. These include autism, epilepsy, cleft pallet, hydrocephaly spinabifica and other congenital malformation. These cases need to be referred to the appropriate institution for corrective attention. Needful cases will be taken further to rehabilitative centres, integration back to larger society and attachment to social amenities.
2.58 There are many people living with various forms of disabilities in the County. The County needs to establish proper rehabilitative centres to provide physiotherapy specifically for the PWD. A workshop should be put up to make needed devices and walking aids (wheel chairs, crutches, calipers). 4 acre plot owned by PWD is available at Kipkarren within Eldoret.
2.59 Currently most health facilities lack enough basic structures friendly to PWD e.g. ramps, wheel chairs, toilets, inpatient beds, entrances/exits and emergency tools specifically for PWD. Existing facilities have to be modified while all new structures have to consider PWD in design.
2.60 Drug and substance abuse is becoming a crisis in the County. IEC is urgently needed to address this as well as incorporating a rehabilitative centre in all level 4 health facilities.
School health services
2.61 The provision of school health services entails screening and examination of school children, immunization and provision of micronutrient supplementation in school diets. It also encompasses health education and the management of minor ailments and injuries.
2.62 Introduction of life skills and moral values including education on reproductive health has increasingly been introduced in school health programmes. Other important elements are; maintenance of a hygienic school environment, school de-worming, referrals and school safety. The promotion of school health will therefore take its place in the County’s health development agenda.
EDUCATION, CULTURE, SOCIAL SERVICES AND SPORTS
Introduction
2.63 Uasin Gishu County has made positive strides in educational development. The County was ranked 4th out of the 47 Counties in performance in the 2012 national examinations. However, there are major challenges that still face the sector at all levels including the following:-
(i) Inadequate mechanisms for assuring quality and standards in education;
(ii) Inadequate infrastructure at all levels;
(iii) Inadequate teaching and learning resources;
(iv) Unavailability of ECDE teachers; and
(v) Poor distribution of teachers at primary and secondary levels.
2.64 The need to strengthen quality assurance in basic education is not unique to Uasin Gishu County but is nationwide issue. The challenge lies in the structure and approach to quality assurance in schools which entails undertaking external inspection by a panel of Education Officers. Under this approach Quality Assurance Officers pay visits to schools to assess various aspects of quality including curriculum implementation, school facilities, the utilization of resources, teacher and student performance, safety, etc. An end of visit report with recommendations for implementation is then made.
2.65 Weaknesses in this approach which include non-implementation of the reports have caused schools to explore other innovative approaches. One such approach entails school internalizing quality assurance practices in their day-to-day running. Under this approach, the School Head, Director of Studies and Heads of Department assume the roles of quality assurance supervisors in the school. Quality assurance therefore, becomes an integral element in the culture of the schools.
2.66 Many schools in Uasin Gishu County have not adopted the above approach. They have inadequate supervisory capacity to manage quality and lack the tools to measure learning achievements on a continuous basis. There are widespread weaknesses in teacher skills due the lack of INSET services. Moreover, support to the teachers on subject-specific upgrading of mastery following revisions in the curriculum is lacking. Quality in schools is also undermined by inadequate curriculum support materials in certain subjects.
2.67 The County has adequate primary schoolteachers as reflected in the teacher; pupil ratio which stands at 1:33 compared to the national requirement of a ratio of 1:40. The main teacher problem is that some schools are overstaffed while others are understaffed. Schools in urban areas are particularly overstaffed by as many as 10 teachers whereas in the rural areas they are understaffed by the same margin. Most schools affected by understaffing are found in Turbo Zone in Kesses Division, Ainabkoi Zone in Ainabkoi Division and Meibeki Zone in Moiben Division. There is need to redistribute primary school teachers equitably throughout the County. Similarly, there is need to redistribute teachers in secondary schools as most single stream schools have a Curriculum Based Establishment (CBE) of 5 teachers instead of the required 9. These places a burden on parents to meet the cost of employing the extra 4 teachers required. Lastly, there is an acute shortage of teachers in the Adult and Continuing Education (ACE) sub-sector which only has 36 teachers to serve all the 57 locations in the County. A County Staffing Committee is required to address the staffing imbalances.
Early Childhood Development and Education
2.68 Currently there are 576 Early Childhood Development Education (ECDE) centers in the County with a total enrolment of 29,047. This represents Gross Enrolment Rate (GER) of 17.8% which is much lower than the national average at 35%. A total of 967 teachers provide services at this level giving a Teacher: Pupil ratio of 1:31. The current level of performance by the sector requires to be addressed urgently in the light of the fact that over 80% of the under 5 years who should be enrolled in ECDE are not participating. This is important due the fact that children who have had an ECDE experience develop physical skills, acquire wide vocabulary, language and ability to classify items and are aware of temporal and spatial relationships. Such children are also able to solve simple problems, acquire general range of knowledge, express ideas in words, pictures, etc.; and they develop awareness and appreciate other peoples’ needs and views. It is therefore, imperative that every learner in the County gains an ECDE experience as a foundation.
Primary Education
2.69 The County has a total of 422 primary schools with an enrolment rate of 89.5%. This high enrolment rate is attributable to the Free Primary Education (FPE) strategy of the Government. It is noteworthy that the enrolment rate of girls at 91% is higher than that of boys at 88%. Despite the high enrolment at this level, the County still needs to invest in primary education in order to mop up all the eligible children who are still not enrolled. Lastly, and perhaps more important, there is a need to shore up the primary transition rate which is low and currently stands at 59.9%.
2.70 Poor primary school infrastructure is a barrier to improving access to primary education in the County. There is a shortage of permanent classrooms and a backlog of infrastructure development in some areas. There is need for the County Government to encourage the private sector to provide more primary education services. This will help expand access at this level.
Secondary Education
2.71 The County has a total of 129 secondary schools with a GER of 65%. The GER does not compare well with the national average standing at 78%. This call for more efforts to raise enrolment, retention and completion of rates. This will involve making additional investment in secondary education infrastructure that will include new schools, classrooms in existing schools and laboratories.
Tertiary Education
2.72 The County has 2 public universities, 2 private universities, a national polytechnic, a technical college and several commercial colleges. These institutions play an important role in providing knowledge and skills particularly to the youth. It is, therefore, of strategic importance to make more investment in this sub-sector.
Adult and Continuing Education
2.73 Adult Basic Education (ABE) is one of the major components of the Adult and Continuing Education (ACE). It provides basic education and training opportunities to adults and out of school youth aged 15 years and above who have either missed their chances in the formal education system or dropped out of school before attaining sustainable levels of education.
2.74 The ABE national program targets an estimated 4.2 million illiterate adults and another 2.2 million out of school youth (1999 Population and Housing Census) 60% of these adults being women. However, this estimation was based on individual self-reporting of illiteracy status and it is believed that the level of illiteracy is actually much higher in the Country.
2.75 Many illiterates are too stigmatized and embarrassed to reveal their true literacy status. Further, the gender dimension of illiteracy is still unclear and more data is required to ensure that adult education programmes are targeted, gender sensitive and tailored to needs and expectations.
2.76 Low access and participation in adult basic education programmes is attributed to such factors as inadequate number of teachers, lack of teaching/learning materials, and inappropriate teaching methods. Access to ABE programmes in the County needs to be expanded particularly for women and people living in disadvantaged areas. In Uasin Gishu County, there is absolutely no infrastructure for ACE. Classrooms in primary schools and churches are used after the primary school children have gone home in the afternoon or evening. This situation is not conducive for effective teaching and learning. Moreover, staffing and provision of teaching and learning resources is poor. As intimated, there are only 36 permanent teachers for 57 locations in the County.
Special Education
2.77 Special education has been recognized nationally for its important role in preparing those who would otherwise be dependent to be self-reliant. For a long time in Kenya, the approach was to provide it in special schools and special units. However, special schools only cater for children with special needs in the areas of hearing, visual, mental or physical challenge. This leaves out other areas of special needs such as gifted and talented, psychosocially different, autism, multiple handicapped, specific learning difficulties and communication disorders. The demand for services for children with special needs at all levels in the County has increased as a result of the commitment to Universal Primary Education (UPE).
2.78 Whereas the policy on inclusive education is clear, challenges relating to access, equity and quality in the provision of education on training to children with special needs still exist. These include the lack of clear guidelines on the implementation of inclusive education, inadequate tools and skills in identification and assessment of the levels of special need and inadequacies in the curriculum. The situation is compounded by the inadequate capacity among most teachers to handle children with special needs as they have not undergone training for sign language and Braille. The provision of special needs education also calls for expensive teaching and learning materials.
2.79 Nearly all public institutions in Uasin Gishu County are not disability friendly. The existing facilities were constructed without those who are physically disabled in mind. Ramps and adaptive toilets for those using wheelchairs were not considered during construction. Therefore, very few schools and facilities for Special Needs Education (SNE) are adequate in the County; and in fact, there is no secondary school adapted to any one category of handicap. The foregoing challenges notwithstanding, the Uasin Gishu County Government will make deliberate efforts to make Basic Education inclusive.
Technical, Industrial, Vocational and Entrepreneurship Training (TIVET)
2.80 Nationally, about 55% primary school leavers proceed to secondary schools. In Uasin Gishu County, the transition rate from primary to secondary is 59.9% which is slightly above the national average. Some of the learners unable to join secondary education either join youth polytechnics or the informal sector. At the end of the secondary education cycle about 12% of the original cohorts join universities while the rest join middle level colleges that offer skills training.
2.81 At the national level TIVET is being restructured in order to provide quality technical education, whose graduates can meaningfully participate in income earning economic activities. Reforms in this sub-sector are being undertaken out of the realization that since independence 50 years ago, the growth of this sub-sector has been haphazard and uncoordinated. The undesirable outcome has been ineffective training policies, disparities in training standards and disproportionate production of personnel without relevant and adequate skills.
2.82 The importance of TIVET as a vehicle for imparting skills among the youth has been recognized by the Uasin Gishu County Government. Under the CIDP, deliberate efforts will be made to surmount the challenges to the sub-sector which include the following:-
(i) Apathy among the youth of the County towards enrolling in youth polytechnics and other TIVET institutions;
(ii) Inflexible TIVET curriculum that does not address County-specific skills needs;
(iii) Mismatch between learnt skills and those demanded by industry;
(iv) Inadequate mechanisms for quality assurance in TIVET;
(v) Inadequate physical facilities and equipment for the provision of relevant TIVET; and
(vi) Expensive training materials and text books.
Information Communication and Technology (ICT) In Education
2.83 The Sessional Paper No. 1 of 2005 recognizes the central role of information and communication technology (ICT) in the economic development. It is recognized that an ICT literate workforce is the foundation upon which Kenya can acquire the status of a knowledge economy. In the same light the Uasin Gishu County Government has placed the provision of ICT education at the centre-stage of its vision for the sector. It is recognized that while so doing the County has at the moment low integration of ICT in education. The County Government also recognizes that it must invest in power supply to all learning institutions as part of infrastructure building for the provision of ICT education in schools. Lastly, the County must invest in building the capacities of teachers in ICT.
SOCIAL SERVICES SECTOR
2.84 The outstanding issues in the sector include poverty, destitute, street children, OVC, youth, women, elderly, persons with disabilities (PWD), HIV/AIDs, Drugs and Substance Abuse, promotion of sports and talents, public participation etc.
2.85 The problem of poverty and more particularly low household income is caused by several factors including unemployment, high population, lack of capital etc. This has made most families in the County fail to meet their daily needs. The increase in the number of destitute has also overburdened the ability of families to provide basic needs. Eldoret town and the urban centres continue to experience other high influx of street families and children. As a result, insecurity has become a common phenomenon. The communities are also experiencing challenges of increased orphans and vulnerable children. HIV/AIDs is one of the leading causes of the increase in OVCs.
2.86 Drug, alcohol and substance abuse continue to ruin the lives of majority youth as this renders them unproductive. This has also burdens the society and families who have to set aside resources for their treatment and rehabilitation. There is therefore need therefore to put in place intervention measures for this problem.
2.87 The Common problems faced by persons with disabilities include discrimination and lack of institutions to cater for their needs. This group’s needs include prevention, treatment early identification, appropriate education, rehabilitation services and support services for gainful income generating activities. There is need for proper mechanism to ensure PWD enjoy their rights to the fullest.
Sports Development
2.88 Uasin Gishu County is the home of champions especially in athletics with most renowned past and current athletes. Athletics Kenya County officials take talent identification and nurturing in athletics very seriously. The department has established and supported two youth sports athletics training centers but there is need for more centres especially at least one in every sub-location for effective talent nurturing. Football activities are all over the County with competitions at local club levels. There are about 90 active clubs in the County. Volleyball and netball activities also exist but majority of the activities are at school level. Outside school are about 6 active volleyball clubs and 10 netball clubs. There are two active rugby clubs, 3 active karate clubs, other activities such as cycling, boxing, tae kwondo and other indoor games are minimal and need to be revived. In soccer there are 3 teams playing nationwide division 1 – 1 girl’s team and 2 boy’s teams. 16 teams play Provincial league (football), 8 teams play County league and 37 teams play District league. The department of sports has been funding and supervising the running of 9 youth (under 15yrs) sports training centers providing training kit and paying allowances to the coaches for the last 3 years in the County. The centers train youth in various sporting activities such as football athletes, volleyball, cricket and netball. Generally speaking there are a lot of potentials for sports development in the County and much has to be done to realize maximum exploitation of this potential. The County needs to invest a lot in sports to realize its full benefits on the health, social, economic development and to professionalize and exploit it as an industry.
Children Services
2.89 The major identifiable problems in this sub-sector include the following:- inadequate resources to support the CT-OVCs, inadequate funding to coordinate the delivery of services to including operational costs children in Children’s Charitable Institution (CCI’s), inadequate funding to protect children from child labour, neglect, abandonment, discrimination and child trafficking. The protection of children exposed to retrogressive practices at the family level is still an outstanding issue. The responsible department needs strengthening as it has inadequate personnel and is unable to decentralize services to the sub-County level. Lastly, there is the lack of information sharing by both state and non-state service providers in the sub-sector.
2.90 The department responsible has plans to upscale CT-OVC coverage in the County from the current 2,087 households in 15 locations to more than 10,000 households in 57 locations. It however, suffers some challenges which include budgetary limitations to the social protection fund of the Government.
2.91 In Uasin Gishu County there are currently about 40 charitable children’s institutions a majority of which are found within Eldoret town. One of the mandates of the Children’s Department is to regulate these organizations and institutions to ensure that they provide services that meet the minimum standard requirements for providing services to children. The Department is also responsible for registration of new Charitable Children’s Institutions; and providing support to capacity building of the CCI managers and staffs. It continuously inspects the homes to ensure that they conform to set standards. Under this CIDP, the Department to ensure that all the children admitted in Charitable Children’s Institutions are safe and protected.
2.92 Another challenge facing the sub-sector is the lack of capacity to protect children from the various forms of violation especially those that occur at the community and family level and which are not reported. Early marriages and child sexual abuse are examples of such. The Department is constrained to reach out to all such children, their parents, guardians, schools or communities with a view to addressing the injustices. A significant number of children from all parts of the County suffer in silence because they themselves or their caregivers have not been empowered on their rights and the procedures to be followed in cases of violations. The Department requires support to develop IEC materials, for educating the stakeholders. It also requires resources to support activities such as children’s day, examples which include the World Orphan's Day and the Day of the African child.
2.93 There is inadequacy in terms the human resource required in the Department to effectively provide services to the children. The County has established only two operational offices in the former Eldoret West and Wareng Districts. This leaves four Sub- counties without adequate facilities and staffing. In addition the only children’s Remand Home situated in the County and which serves the other North Rift counties is always congested and overstretched. There is need to expand this facility to avoid the problem of congestion thereby exposing children to demeaning living conditions. This is an example of a project where neighboring Counties can contribute towards the expansion of this facility because it serves all the courts in the North Rift Region.
2.94 Ideally a Children’s Remand Home is meant to accommodate children in conflict with the law and not children in need of care and protection. However, because of the lack of an alternative facility for children in need, they are held together with children in conflict with the law. This is a contravention of rights of children in need of care and protection. A separate facility is therefore needs to be established to be known as a children’s Rescue Centre. It will remove incidences where innocent children are held in police stations or in a Children’s Remand Home and yet they have not committed any crime. These children could be lost, abandoned or are abused. An ideal piece of land needs to be identified and a children’s rescue centre constructed and staffing requirements identified and sourced.
2.95 Another strategic children’s facility required in Uasin Gishu County is a Rehabilitation School to cater for children between the ages of 10 and 14 who will be found to be in conflict with law and need to be confined for a maximum period of 3 years for the purpose of behavior rehabilitation. The facility will also admit children who are found to be beyond parental control and require discipline. In the year 1994 the government had identified a suitable piece of land in Moiben Sub County for the same purpose. This is another facility that could be jointly funded by neighbouring counties as a joint venture. It is important to note that the nearest rehabilitation schools from Uasin Gishu County are in Kakamega and Kericho counties. Starting with a Rehabilitation School for boys will be a step in the right direction for the future, since cases of children requiring rehabilitation are growing.
2.96 Further on infrastructural facilities the County headquarters, in Eldoret town will need to have a County Child Protection Centre (CPC) which will act as a one stop shop for referral of children’s cases especially child abuse and neglect cases. In a Child Protection Centre (CPC) there will be stationed all professionals required to attend to child abuse cases. This will encompass paramedics, the police, psychologists, social workers and other support staff. The Child Protection Centre could be constructed next to the child helpline in Kapsoya; and could be in the same compound with Eldoret Children’s Remand Home. UNICEF has supported the construction of CPC’s in other counties; and could be approached to do the same in Uasin Gishu. Finally, all police stations in the County need to have separate holding cells for children, referred to as Child Protection Units (CPUs). There is need in the planning period to initiate and implement the construction of these units in the police stations.
FRAMEWORK FOR CHILD RIGHTS PROGRAMMING IN UASIN GISHU COUNTY GOVERNMENT
2.97 Opportunity- There is an opportunity to integrate children protection and participation in the County Integrated Development Plans (CIDPs) and to request the county government to give consideration to children rights and needs.
In view of the above child rights and social issues should be a priority for the county government to plan for and to support as explained below:-
1. Institutional, legal and legislation aspects
• Institutionalization and inclusion of children’s function within County Executive Committee where this function does not exist.
• The County government allocate adequate resources commensurate with the very significant protection and welfare needs of all children in the county.
• Put in place a monitoring system for tracking children rights program by duty bearers including CSO programs, CCI’s and day care centers. Establish comprehensive child protection and care center in the county providing integrated services and information on children issues in the county as stated above.
• Develop Legislations, policies, Programs and plans relevant and to children rights and protection in this specific county, establish monitoring systems for tracking children rights programs by the duty bearers including CSO.
2. Definition of a child
Despite the clear definition of the child in law (0-18 years) persons in positions of authority including parents and guardians have continued to violate the same citing culture, religious practices, poverty and other grounds. The County governments should put in place measures such as creating awareness to eradicate social cultural practices that violate Children Rights.
3. Respect for Children Civil Rights and Freedoms by the county government
The County government should embrace principles put in place, measures and mechanisms to ensure that:-
• Children do not get discriminated on account of their social background, parents’ marital status, ethnic background, religious background among others.
• Every child including a child with disability and /or special needs has a right to an identity and registration at birth including mobile registration services to hard to reach areas.
• Right to freedom of expression, association, participation by children and to support events and activities including Day of the African child, World Orphans Day, Breast feeding week, World Day against child labour, World Play Day and Universal Children’s Day
• The County governments should facilitate the participation of children in county governance forums and events including planning and budget hearings
• Ensure and enforce the constitutional requirement that every child in the county is guaranteed parental care and protection, which includes equal responsibility of the mother and father to provide for the child, whether they are married to each other or not.
• Provide protection and support to children victims of domestic violence, protection of a spouse and any children or other dependent persons.
Basic Health and Welfare
• Ensure full immunization of children, to reduce child mortality and ensure quality pediatric health care services.
• Reduction in maternal mortality and expanded maternal health services.
• Implementation of “The National School Health Policy of 2009”.
• Implementation of the Adolescent Reproduction and Development Policy 2003 and to address high rates of HIV infections among adolescents and provision of life skills education for out of school young people.
Education Leisure and Cultural Activities
• Combat the existing and emerging religious groups and sects which advocate for members not to take children to school and to hospital for treatment and action need to be taken to combat such practices.
• Protect school land and public land from grabbers and ensure designated recreation areas for children.
• Develop education institutions for children with serious disability and ensure their full operationalisation.
• Monitor and oversee county education delivery to ensure quality education especially in public schools.
• Protect child abuse in schools especially for girl children and protection of school going children from child labour and delinquency.
Special Protection of children by the county government
• Ensure that all the children in the county are protected from abuse, neglect, harmful cultural practices, all forms of violence, inhuman treatment and punishment, and hazardous or exploitative labour as stipulated in the constitution.
• Ensure special protection and material and psychosocial support of orphans and vulnerable children, children with disability, children abusing drugs and children without the family including IDP children, children affected by armed conflicts, children living in the streets, children of imprisoned mothers among others.
• Protect children from alcohol, Drug and Substance Abuse, negative effects of ICT, video dens end censor of inappropriate information.
• Implement a comprehensive and effective juvenile justice system in the county including establishing children courts, Child protection units in police stations, child help desks among other provisions; promote diversion of children in conflict with the law.
• Protect and shield the children from the negative effects and consequences of Climate Change, the environment and local and global economic challenges and develop the knowledge and of children, families and communities on resilience and Disaster Risk Reduction strategies.
• Formulate County specific Child Protection system guided by the National Child Protection Framework and ensure that all duty bearers play their rightful role for its effective implementation. This will include enhancement of parental responsibility and alternative care for children.
LANDS, HOUSING AND URBAN DEVELOPMENT
Inadequate Housing in urban and Trading Centres
2.98 There is a general shortage of decent housing in almost all the urban and trading centers in Uasin Gishu County. Regardless of the foregoing, substantial open spaces and land that could be utilized to provide housing to residents still exist. The increased demand for housing is brought about by an upsurge of immigrants from neighboring Counties, as well as Uganda, and South Sudan. This factor has brought pressure on the available land and has occasioned a spiral in land prices. The high cost of land coupled with high cost of building materials has also contributed to the slow development of housing in Eldoret Municipality. Moreover, there are no immediate plans to construct low cost decent housing. This is one obvious opportunity for County Government to forge a public private sector participation project in housing development.
2.99 Uasin Gishu has 32 Settlement Schemes which are registered except Ex-Esselink L.R.8013 and 8014, which has a pending court case. Members who were left out during sub-division sued Directors of the RIM for Mwen Kapkesem is still with the Chief Land Registrar pending registration.
2.100 Land allocation in Turbo Settlement was done in 1994 by the Office of the District Commissioner. Although this settlement scheme is fully settled, people have not been issued with title deeds. This area was a gazette forest which needs to be degazetted to facilitate, issuance of title. It is an issue that calls for a wide consultations and liaison with other officers to secure the necessary approvals.
2.101 Uasin Gishu has got 409 land registration sections with a total of 116,939 force hold titles issued. Almost 2/3 of the parcels of land are titled and the people have collected their titles, however some people have not bothered or they have been misled by some land dealers.
2.102 There are 15 registration Blocks within Municipality and other urban centres in the County. These are areas with leasehold titles, and so far 16,900 titles have been issued upto date.
2.103 The County has not been able to get local Physical Development Plans for most of the urban centres. The development is some town centres done haphazardly. Overall, this sector has got some issues that require addressing as follows:-
1) Degazettment of Turbo forest to facilitate, issuance of title deeds, as this will enhance security of tenure.
2) Forgeries within the land registries.
3) Paper records make it difficult to retrieve information when required.
4) Lack of transport to do valuation and attend to land boundary disputes.
5) The department has encountered many cartels, which engage in shady land deals that have defrauded Kenyans millions of shillings.
PUBLIC WORKS, ROADS AND TRANSPORT
Inadequate Road Network
2.104 The County enjoys a significant length of good road network comprising of 310 Kms of bitumen surface, 549 Kms of marrum and 377 Kms of earth surface. Despite this, roads accessibility in the County still remains poor. Most feeder roads are rugged and impassable, making it hard to communicate and move produce from the rural areas to the markets. The rugged nature of the roads also leads to high vehicle maintenance costs which ultimately translating into high transport costs.
2.105 A major cause of deterioration of the roads is the high amount of rainfall received in the County. It results in massive surface runoff; and without proper drainage, water collects and stagnates on the roads causing deep gullies and eventual collapse. This situation is made worse by the lack of a structured upgrading and maintenance programme. Poor workmanship and supervision; and hiring incompetent contractors is another important factor leading to the poor state of roads in the County. Lastly, inflated road upgrading and maintenance costs severely limit the length of road for maintenance within the planned budget.
Traffic congestion within Eldoret municipality
2.106 The Nairobi-Malaba Highway passes through the heart of the Central Business District of Eldoret Municipality. Due to the reduced use of the railway line to Uganda, there has been an unprecedented upsurge in the volume of road traffic, particularly heavy haulage trucks passing through the town. The road network itself is an inheritance from the colonial period, coming with a narrow gauge. It is evident that the size of road cannot sustain the volume of traffic passing through the town; let alone the resident traffic that has also grown over the last decade.
2.107 This congestion’s is compounded by the fact that there is encroachment resulting from construction on road reserves. This further constricts the space for road expansion. Under this CIDP, there may be need to plan for by-passes to divert transit traffic away from Eldoret CBD. Several inlets and outlets to the CBD will also be constructed for ease of traffic flow within the town.
TRADE, INDUSTRIALIZATION, TOURISM, WILDLIFE & ENTERPRISE DEVELOPMENT
Trade and Investment
2.108 The County Government needs to align its activities with the Vision 2030 blue print and identify key sectors that the County can participate in and contribte towards the realization of the Vision. Uasin Gishu County is strategically located as a gateway for both local and Regional markets. The infrastructure in the County is fairly developed i.e. road, rail and air networks, it is also home to many financial institutions, Education institutions and Medical institutions.
Industry Subsector
2.109 Industrial development in Uasin Gishu County is diverse. These include: agro processing, construction, plastic manufacturing and textile. The major industries in Uasin Gishu County include: Rivatex, Kenknit, Rift valley bottlers, Eldoret Grains, Laminated Tubes Industries, Unga Group Millers among other developing industries. However, these industries have not fully exploited the potential that exists in terms of raw materials. Despite Uasin Gishu County being an agro-based economy, industries related to this sector have not yet been fully exploited. They include: animal feed factory, fertilizer industry, leather industry meat and milk processing.
2.110 Furthermore, the industry sector faces a number of challenges; limited land allocated for industrial development, lack of sector-based incentives and lack of a one-stop-shop. There is need for a Public Private Partnership (PPP) for the development an export abattoir, recycling of plastic and paper waste.
2.111 Another industrial domain that could be exploited gainfully is the cottage industry which requires minimal setup costs; and principally utilizes locally available raw materials. The cottage industry products could include chairs, tables, ceilings, beds, mats, etc. There is also scope for establishing plants for processing fruits and horticultural products. Potential also exists for processing livestock products such as hides and skins into leather products. Investments in the meat industry could also be viable considering that the County has a long established culture in livestock production.
2.112 The lack of sustainable funding has inhibited the competitiveness and growth of micro small and medium enterprises, including community based enterprises in the trade sector. The County Government will require addressing this constraint considering that access to credit facilities is viewed as one of the viable routes for the Youth of the County to participate in gainful income earning opportunities.
Underdeveloped Business Support and Capacity Building Services
2.113 The Uasin Gishu County boasts many institutions of higher learning with robust Research and Development (R&D) programmes. These programmes are expected to emerge with novel products that could be up-taken by industry or potential investors. A recent development in the institutions of higher learning is the establishment of incubators through which budding innovators are given opportunity to develop their products to full maturity. What is missing is the umbilical cord between industry and the learning institutions through which the former could articulate their needs and the latter could transfer the researched technology. Under this Plan stakeholders from industry and institutions from higher learning will be afforded opportunity to nurture these vital linkages. Business Process Outsourcing (BPO) is currently a major source of employment for the youths. However, this has not been exploited in Uasin Gishu County. Business Process Outsourcing (BPO) is currently a major source of employment for the youths. However, this has not been exploited in Uasin Gishu.
2.114 Another area that calls for attention is business development support. The current scenario under which the business community lacks the requisite capacity to stay abreast of the latest technological developments to be competitive must change. The strategy here needs to be two-pronged: first, to deliberately develop business products (business ideas) which can be adopted by the business community. Secondly, the business community should be supported through capacity building. Furthermore, there is lack of coordination between stakeholders in the business community; lack of backward/forward linkages. Along with this, there is limited business profiling structure within the County so as to offer useful investment advisory services within the County.
2.115 The growth of both local and Foreign Direct Investment (FDI) in the County has been slow. This is attributable to some unfavorable factors which include high energy costs, high interest rates, high cost of doing business and poor infrastructure. As a result, industries that once thrived in the County have been forced to scale down, close down or relocate to other investment locations with a comparative advantage.
Wholesale and Retail Markets
2.116 The market value of agricultural produce has continued to decline due to their short shelf-life. The situation has been compounded by lack of wholesale and retail markets with better storage and infrastructural facilities. This has seriously hampered the growth and development of wholesale and retail trade. This makes it urgent to construct market facilities which can extend the shelf-life of commodities, particularly perishables.
Limited or Unreliable Trade Information
2.117 The lack of accurate market information has denied the sector the ability for planning, development, resource utilization and investment choices. Therefore, there is need to undertake studies to consolidate data to inform policy and decision making by business enterprises. There exists an information gap due to lack of a harmonized and centralized information source which could provide accurate trade information.
Co-operatives Development
2.118 The County has 378 registered co-operative societies out of which 135 are active. The total membership in these co-operatives is 33,256. The co-operatives cut across all sectors of the economy and have accumulated share capital and deposits to the tune of 2.1 billion as follows:-
Sector Active Societies Share capital
Urban Saccos 49 2 billion
Matatu Saccos 38 42.5 million
Rural Saccos 3 105.6 million
Marketing Co-ops 30 7.2 million
Investment Co-ops 3 38.8 million
Others 12 5.9 million
Total 135 2.1billion
2.119 The loans that have been granted to members amount to Kshs.1.39 billion. The most active types of co-operative are the savings and credit co-operatives popularly referred to as Saccos which constitute 67% of the total active societies. The marketing co-operatives include dairy, horticulture, cereals, pyrethrum and coffee. They constitute 22% of the active co-operatives. Investment co-operatives are just emerging and mostly major in real estate. Other types of co-operatives include consumer, housing, and farm purchase which constitute 11% of the active societies. There are two Co-operative Unions in the County: a Dairy Union and the Matatu Saccos Union.
2.120 Although the co-operative sector is generally doing well, there are several challenges it is facing. There are critical governance shortcomings in the co-operative sector which have led to under-performance. The lack of clarity in roles and responsibilities of the elected leadership vis-Ã -vis management teams is one of the governance weaknesses. Others include:-
(i) Misinterpretation and limited understanding of the legal framework, bylaws and guidelines;
(ii) Low levels of formal education by some stakeholders;
(iii) Limited application of management and operational systems;
(iv) Inadequate internal management and operational controls; and
(v) Political interference. There is, therefore, need for provision of training to members, the management and staff to equip them with adequate skills to efficiently run the societies.
2.121 The low capital base in the sector has hindered growth in the movement leading to investment in primary ventures. The co-operative movement in the County has not matured to venture into secondary investments such as supply of farm inputs.
2.122 All co-operatives in the County market their products raw. This lack of value addition has resulted in members getting low prices for their agricultural products. A number of the dairy co-operatives have come together to form a union; and are bulking their produce thereby benefiting from improved prices. However, the full benefits of processing produce like milk, horticultural produce and cereals through agri-based industries have not been realized. This can be attributed to lack of expertise, lack of sensitization on importance of value addition and low capital base. There is inadequate capacity in the sector to facilitate valuable research on factors influencing co-operative sector growth and expansion. Many primary co-operative societies risk running out of business due to weak internal marketing capacities. They need adequate training to undertake modern marketing strategies and value addition initiatives.
2.123 Education, training and information is one of the principles upon which co-operatives are founded. The newly developed co-operative education and training policy should enable co-operative members, leaders and employees to acquire essential skills in co-operative management. The general public also needs to be adequately informed about the philosophy, principles and benefits of the co-operative sector so that they can embrace it.
2.124 There is inadequate infrastructure both at the government and co-operative movement level. The County has no co-operative offices at the sub county level. This has constrained service delivery to the people at those levels. Building of more offices that are well equipped will improve service delivery. Many co-operative societies do not have offices and those who have, the offices are inadequate to handle serious business expected to be done by the co-operatives. The level of ICT within the co-operative sector is inadequate to reform the manner in which co-operatives manage their business. Overall, there is low level of ICT utilization, lack of ICT management framework, low levels of networking of co-operative operations, sub-standard systems and lack of information data base for the sector.
Tourism Sub-Sector
2.125 Tourism Industry occupies a central position in Kenya’s economy. Over the years, the industry has been prioritized as a significant sector for growth and employment creation. This special place of tourism has well been captured in the Kenya Vision 2030 where tourism has been identified as a key sector among the six sectors for economic growth. In the year 2012, the industry earned the country Ksh.96 billion making it the 3rd leading revenue earner after tea and horticulture. The industry further contributes about 10% GDP to the economy of the country. The industry contribution to job creation is also immense. It has been established that the 10% of total workforce in Kenya directly or indirectly work in the tourism sector. The sector’s influence on other sector is quite evident given the multi-dimensional nature of the industry. This therefore has the effect of snowballing development in other sectors. For a long time Kenya’s tourism product has relied on wildlife and beach attractions. In order to promote other tourism areas, the then Ministry of Tourism in its strategic plan of 2008-2012 prioritized development of tourism in less visited regions of the country. One such region earmarked for tourism development is North Rift Region which covers seven counties of Nandi, Uasin Gishu, Elgeyo Marakwet, Trans Nzoia, West Pokot, Baringo and Turkana.
Performance review
2.126 The diagram below describes the visitor’s movement at Eldoret International Airport.
Source: KIA, Eldoret International Airport
2.127 Visitor’s arrivals by air into Eldoret International Airport clearly indicate that there has been an upward trend in terms of passengers using the airport. The passenger figures could considerably increase if tourism in the region is opened up.
Existing Tourism Attractions and infrastructure in Uasin Gishu
Tourism attractions
2.128 Uasin Gishu County has numerous tourism attractions. Most of these attractions have however not been developed and promoted for tourism purposes. Some of the products include:-
Sports Tourism
Uasin Gishu is well known worldwide as the “city of champions” because majority of international athletes come from the region. There is however need to leverage on this for the purpose of tourism. Key areas in sports tourism that can be developed for tourism purposes include development of high class athletic training centers, stadia and sports museum. Currently Kipchoge High Performance Athletics Training Centre is available and other small facilities but they could be better promoted for tourism activities.
Home stays/Agro-Tourism
Uasin Gishu is commonly referred to as food basket for the country. Farming has been the economic mainstay for this region since the colonial period. There are many old houses once used by colonial farmers which can be re- modeled for tourism purposes in form of home stays. It is expected these ventures will attract tourists from former colonial administrators who have nostalgia of the region
Water based attractions
Potentials for tourism development of water based tourism activities exist among the numerous man-made dams and rivers available in Uasin Gishu. Kesses Dam is particularly potential for development of rowing and other water related sports. Kormosho Waterfall located about 16 km on Eldoret- turbo road is a fantastic place for development of a picnic site. The place lacks basic amenities to make it holistic tourism attraction site.
Tourism infrastructure
2.129 The Uasin Gishu County serves as the economic hub of the north rift region. It is relatively endowed in terms of good infrastructure. It is quite accessible both by road and by air. It is connected by the great Nairobi -Malaba road. Other major roads that pass through Eldoret town include Eldoret- Kitale- Lodwar-Juba road, Eldoret-Kapsabet- kisumu road and Eldoret- Iten- Kabarenet road. Eldoret town also boast of an international airport which is however underutilized for tourism purposes. Currently there are no charter flights flying directly into the airport.
Tourism facilities
2.130 Uasin Gishu County has the largest number of registered accommodation facilities in north rift. In terms of licensed tour and travel operators, Uasin Gishu is still ahead of other counties in north rift region as depicted in the table below:-
County No. of hotels, lodges & guest houses Bed capacity No. of travel/tour operators
Uasin Gishu 120 2492 14
Nandi 22 184 1
Trans Nzoia 53 473 1
Baringo 38 372 2
Elgeiyo Marakwet 14 52 1
Turkana 20 136 2
West Pokot 14 121 Nil
Source: Eldoret Tourism Office
Tourism Sector Issues and Challenges in Uasin Gishu County
Limited and undeveloped tourism attractions
2.131 Uasin Gishu tourism product range is limited. The County must address this challenge by identifying and developing its attractions for it to be a leading tourist destination in the country. The County needs to leverage on sports tourism since this can easily provide a unique selling point for this County. There is also need to develop other supporting tourism products such as cultural tourism, water based attractions and agro-tourism while at the same time putting emphasis on the development of small-scale tourism products which have direct impact on the livelihood of the community.
Insufficient star-rated accommodation facilities and limited bed capacity
2.132 Uasin Gishu County lacks up-market tourism class facilities in the range of 4 star and five star hotel facilities. Currently the County has a few 3 star and below star-rated facilities which do not meet the needs of the top notch travelers. To increase its competiveness, Uasin Gishu tourism fraternity must be encouraged to built more up market hotels and or refurbish existing facilities to meet standards of 4-star and above facilities. Increase tourist traffic would also require corresponding increase in bed capacity. It would therefore be important to increase investment in accommodation facilities to meet the demand of tourists in the county.
Inadequate marketing of tourism in the county
2.133 Marketing of tourism products is significant for tourism growth and sustainability. The County must therefore devise appropriate marketing strategies to inform potential tourists of County’s attractions and facilities.
Poorly developed tour/travel operations systems
2.134 Travel agencies provide a critical link between the destinations and customers abroad. Currently, there are a few tour operators/agencies registered to do this business in Eldoret. It is therefore imperative for increased investment in this field.
Unreliable tourism statistics in the county
2.135 Currently data base on tourism is limited. It is therefore important that the County improve its research, intelligence gathering, and information management system in order to assist it in making informed policy decision and planning.
Poor monitoring of tourism standards and regulations
2.136 The County needs to constantly inspect and monitor standards of facilities in order to enhance consumer satisfaction and hence repeat visits. Of particular concern is assessment and classification of accommodation and restaurant facilities which are long overdue.
Poor networking and partnerships in the tourism sector
2.137 Tourism is mainly driven by private investors. The sector is likely to benefit more through promotion of public private partnerships. The County Government therefore needs to create forums for engagements with private tourism stakeholders at local, national and international level for increased development of tourism in the County.
SWOT Analysis
2.138 SWOT analysis gives the framework for analyzing the tourism strengths and opportunities available in the County while taking cognizance of the weaknesses and threats of the sector. The SWOT analysis of tourism in Uasin Gishu County is presented in the table below:-
Strengths Weaknesses
County is renowned because of athletic prowess Insufficient marketing
Good infrastructure Few tourism attractions
Presence of Eldoret International Airport Insufficient funds for tourism development & marketing
Strategic regional hub Poor understanding of tourism by residents
Relatively well developed tourism facilities Lack of tourist class hotels
Few tour/travel agents marketing the region
Opportunities Threats
Untapped potential in sports tourism, agro-tourism, water based tourism, homestays etc Negative publicity because of post election violence of 2007/2008
Growing interest in tourism among residents (e.g. Sergoit & Wildlife Resort) Competition from neighbouring counties like Elgeyo Marakwet
Unexploited domestic tourism market Deforestation and environmental degradation
Growth of e-business Cultural erosion
Political instability
Poor road network
INFORMATION COMMUNICATION TECHNOLOGY
ICT and Development
2.139 The Uasin Gishu County Government under this development plan will position itself to grow a knowledge-based economy in line with Kenya's Vision 2030. Towards this end, and for the county to achieve its vision and goals, it will require leveraging the potential of Information and Communication Technologies (ICT) in operations and programming implementation. This therefore makes ICT a cross-cutting sub-sector, expected to contribute to the implementation of selected strategies to enhance service delivery in Uasin Gishu County.
2.140 In terms of current ICT capabilities, the County is indeed endowed with talented youth who are ICT compliant, having been trained at various universities and tertiary institutions. The County's strategy for ICT proposed in this plan, therefore, seeks to tap into the potential offered by this favourable background in planned activities for greater ownership and sustainability. This too is in line with the national vision, which requires development programmes to provide for youth participation. As the county embarks on developing a framework for ICT integration in development and service delivery, there will be need for an in-depth assessment to establish baselines for key strategies proposed in this programme.
Automation Opportunities in the County
2.141 Current County records are largely manual and are in dire need of recreation if service delivery is to be improved. In this plan, it is anticipated that the records will be recreated to capture traders and business-specific information. The registry, which hosts data on both human resource and business transactions, needs to be reorganized and a document management system needs to be put in place to ease document searches. This can be achieved through close engagement of youth groups in wards and in collaboration with business owners. Youth and ICT centres can be empowered to facilitate traders with online access to licensing and business permit renewal.
2.142 The County has inherited existing systems from the Municipal Council of Eldoret and other councils, which have been in use in the management of various resources and operations. There is need to undertake an audit of the systems in place in order to ascertain their technical capacities, requirements for integration with planned systems and programmes in this plan, and sustainability in terms of maintenance. There is also need to conduct a study of risks and threats to information and IT assets in order to put in place measures to ensure security of vital assets. One security measure that this plan focuses on is surveillance using closed-circuit television (CCTV) as an enabler for safety and guarantee to business communities and citizens. Areas targeted in this programme include key streets in Eldoret Town and County Offices. This can later be cascaded down to other county towns.
2.143 Another challenge currently faced by the County that will be addressed using ICT tools is staff records and deployment. There is an urgent need for implementation of an online human resource system that can be used to undertake audit of staff in the County. Such a system allows importing of staff currently in the payroll into the online portal to allow staff in the County to update their profiles and upload their certificates. This will allow for appropriate re-deployment of staff to relevant departments, based on their skills and qualifications. This online tool will also allow for capacity development of staff for re-skilling and further development to meet the CIDP targets.
2.144 The County can also exploit ICT to overcome challenges in revenue collection. For it to reap maximum revenue collection, the use of modern innovative tools is proposed. Making sure collections are done using cashless means with minimal cash handling by County staff will transform revenue collection and ensure accountability. Revenue areas identified under this Plan include business permits, licensing structures, parking fees, and defaulter fines.
2.145 It is anticipated that payments in this system will explore available options currently in use in the country, including M-Pesa, bank deposits and online payments. A further strategy will seek to put in place a spatial framework (GIS infrastructure) that will be linked with business locations (using GPS coordinates) in order to monitor status and accurate locations of any debtors in the County. This will enhance public participation in the monitoring of revenues if this is extended online.
2.146 As an enabler and automation for efficient and effective service delivery, ICT should be positioned as a key driver to economic development of the County. To this end, the County Government of Uasin Gishu is deliberately promoting as a policy the use of ICT in all operations. For instance, in recognition of the central role of ICT for development, Uasin Gishu County seeks to harness ICT to improve on the County's capacity for the collection, processing and dissemination of information in order to empower the largely agricultural population, especially in regard to the adoption of modern tools and ideas that can be implemented in order to maximize agricultural potential as well as crop and livestock diversification informed by data presentation on spatial tools.
County ICT Strategy
2.147 The ICT strategy in this CIDP indicates the planned activities, resources available, and persons responsible. This will guide the ICT agenda for the County. In addition, cross-cutting areas will be factored in to ensure harmonization and integration to avoid wastage and ensure all activities result in sustainable initiatives for the County. The objective is to integrate ICT in the operations and programmes of the Uasin Gishu County. This will be attained by:-
(1) Automating key priority operations of the County, including cashless revenue collection, online human resource management, and supporting infrastructure (back office support components);
(2) Designing and developing a GIS framework to guide E-development in agriculture, roads, urban planning, and other sectors;
(3) Developing a programme for empowering youth using ICT platforms for participation in opportunities within county and central government; and
(4) Designing a capacity development plan for all leaders, staff and stakeholders in the County.
2.148 Key for harmonious implementation of ICT programme for the County is a supportive legislative framework and appropriate policies to fast-track integration of ICT in service delivery. Thus, the County Assembly will play a key role in legislating appropriate laws and guidelines. It is important, for instance, that appropriate legislative measures are put in place to allow for revenue to be collected using available electronic options, with appropriate means for the County staff to verify in real time, the status of payments.
2.149 The current situation of manual operations has been a major cause of revenue leaks, inefficiency in service provision, and lack of accountability of resource use within the County. Thus, it is anticipated that when ICT is linked to development, clear benefits will accrue. The key thrust of integrating ICT is to enable public access to the internal processes of the County as a demonstration of transparency and accountability. Furthermore, ICT tools shall be used in monitoring to map achievements or milestones across programmes. This Plan provides a comprehensive strategy involving all stakeholders and County sectors.
Peace Building Initiatives
Key Conflict Issues
2.150 Land: The issue of land in Uasin Gishu is as thorny and emotive as it is in other cosmopolitan areas in the Rift Valley region. Conflict issues in this region are primarily about land. The issue of land is not a matter of who occupies where in terms of the land size and ownership of property. The history of land ownership in Uasin Gishu goes back to the colonial day blaming post-independence regimes as well.
2.151 Political instigations and incitements – political and ethnic loyalty is also among the key conflict issues in the County. However, a close scrutiny reveals that the conflict was not exclusively inter-ethnic in that members of the same community were also involved in violence over differences in political affiliations. The post 2008 political context has been characterized by shifting political alliances still based on ethnicity and personal rivalries which had a direct trickle-down effect in Uasin Gishu, tending to define the ethnic interactions at lower levels of the community.
2.152 Crime, armed gangs and youths: The threat of militia and gangs is real. Apart from the bulging numbers of unemployed youth easily getting persuaded to join these groups causing insecurity, there is a growing concern among the residents of the escalating rate of crime. These groups mostly will have an ethnic leaning and, in other cases political links. The mobilization of these groups, known for their criminal and violent activities; especially around election time is a strong concern. However, it is worth noting that the rate of crime in Uasin Gishu County generally has dropped in the last two years.
CHAPTER THREE
3.0 COUNTY SPATIAL FRAMEWORK
Introduction
3.1 This chapter presents a spatial framework for the county. Spatial framework is a key instrument for establishing medium term or long-term sustainable frameworks for social, territorial and economic development of a defined region. Its primary role is to enhance the integration between sectors such as housing, transport, energy and industry etc., and to improve national and county systems of urban and rural development, also taking into account environmental considerations. In addition, it gives geographical expression to the economic, social, cultural and ecological policies of society as comprehensive approach directed towards a balanced development and the physical organization of space according to an overall strategy.
3.2 Spatial Planning means the logical arrangement of activities on land and space to achieve order, convenience, safety, aesthetics, health amenity and sustainability. It is a method used by public sector to influence the future distribution of activities in space. Planning is multi-disciplinary, multi-sectoral approach as it touches on all aspects of life as shown in the figure below.
3.3 Spatial planning is a technical and political process concerned with the control of use of land and design of urban environment including transportation networks, to guide and ensure orderly development of settlements and communities. It concerns itself with research and analysis, strategic thinking, architecture, urban design public consultation, policy recommendation, implementation and management.
3.4 A Spatial plan can take a variety of forms including strategic plans, comprehensive plans, neighbourhood plans, regulatory and incentive plans or historic preservation plans. Planners are also responsible for enforcing the chosen policies.
3.5 Spatial planning is useful tool in setting development priorities of a region and coordinating implementation of these priorities amongst a multiplicity of actors. Moreover, spatial framework plans guide and coordinate proposals for development and to provide a general reference for land-use regulation. Objectives of county spatial planning include:
• To identify the spatial distribution of the resources within the county, their level of utilization and potential;
• To assess the existing infrastructure their current conditions, capacity and projected demand;
• To identify fragile ecosystems and suggest intervention measures for their protection and conservation;
• To investigate human settlement trends and propose an appropriate hierarchy or urban centres that will spur rural development;
• To assess capacity of the existing institutions and organizations and suggest strategies to enhance their performance;
• To suggest an integrated spatial framework that will guide the sustainable utilization of the regional resources, bring services closer to the people;
• Spur rural-urban inter-linkages and hasten economic growth and development; and.
• Suggest priority areas for intervention.
Human Settlements
3.6 Physical and spatial organization of human life provides actions needed to accommodate the growing number of population in urban and rural communities. The concept of human settlements consist of several elements that had been previously considered separately from one another housing, building, planning and the relationship of these and such other activities as environmental change and national and international development.
3.7 Human settlement means the totality of the human community whether city, town or village with all the social, material, organizational, spiritual and cultural elements that sustains it. The fabric of human settlements consists of physical elements and services to which these elements provide the material support. The creation of workable human settlements inevitably becomes an objective of, an indicator of and a prerequisite for social and economic development of the county. An analysis of human settlement patterns in a county is critical in planning terms.
3.8 The settlement patterns in the county are greatly influenced by rainfall patterns, topography, infrastructural development, proximity to urban centres, availability of natural resources and security. However, majority of the county population is resident in rural areas. The climatic conditions are strongly influenced by altitude and physiographic features.
Human Settlement strategy
3.9 Human Settlement Strategy of 1978 is an overall framework for the management of urban growth and location of Physical Development in the urban and rural areas of Kenya.Five strategies were outlined to achieve the above are:
i) The development of service centres;
ii) The development of growth centres;
iii) The development of an integrated transportation and communication system; Rural Development; and
iv) The development of appropriate standards for urban infrastructure
The main objectives of the above strategies are:
• To continue to promote the maximum development of the rural areas to improve living standards for the majority of the people;
• To establish a more even geographical spread of urban physical infrastructure in order to promote more balanced economic growth throughout the nation and a more equitable standard of social services between different areas;
• To continue to develop a complementary network of communication so as to improve accessibility between centers of economic and social development;
• To adopt standards of urban infrastructure which more closely relate to what can be afforded by the country as a whole; and
• To continue improving the planning machinery and co-ordination between developmental agencies, which are responsible for planning, decision making, financing, implementing and administering a wide variety of services.
Functions of Human Settlements
3.10 Economic growth requires some degree of concentration of activities and people whether small villages, towns or cities in order to increase economic and technical efficiency. Human settlements therefore will play an essential role as agents of economic growth by providing favourable locations for productive investments. This means that the development of towns in a critical process in the transformation of the County into a modern state. The growth of towns should be seen as a combination of evolutionary changes in social values and motivation, technologies and economy systems. It is in towns that most of the activities and process which usually associated with modern economic and social progress, but it is in the towns problems of degradation of the environment and human qualities of life are acute for example the growth of informal settlements, pollution etc. The scale and intensity of these changes necessitate planning for human settlements as part of overall, County and National Development policies. The specific functions include:-
1. Service Function
Human Settlements facilitate the provision of Schools, Health Services, and Public Utilities, commercial banks, Cooperatives, administration, Judicial, Recreational and other social services on an economic basis. The services serve both residents and those in the hinterland.
2. Economic Function
Human Settlements provide employment in industrial, Commercial and in the Service function. The towns provide markets for the produce from the hinterland which stimulates the conversion from subsistence to a cash economy. While the manufactured goods in towns, promotes material advancement in both rural areas and towns.
3. Residential function
Human Settlements provide residence for people working in non-agricultural employment. Human settlements are therefore focal points of Commercial Industrial administrative, health, educational and recreational activities required by the population.
As economic development progress the demand for these activities will increase and in turn the development of these activities will have beneficial effect on the whole County. There is interdependence between urban and rural areas in the process of development.
Historical Development of the Region
3.11 The size and the location of towns in Kenya have a historical origin. Before colonialisation there were agglomeration inform of trading centres, along the Coast of Kenya because of trading activities between people and the Arabs.
3.12 In the interior of Kenya, life was based on self sufficiency and not specialized trade patterns because of subsistence agriculture and stock herding. Markets become points of trade forming a spatial system consisting of a hierarchy of markets to deal with internal trade. The construction of railway (Mombasa to Kisumu and Nakuru to Malaba to Kampala) changed the spatial organization of towns along the railway line. The expansion of branch lines to open up the ‘white highlands’ led to establishment of towns like Eldoret, Thika, Nyahururu etc.
3.13 The colonial government introduced an administration based on Provinces and districts each centred on a settlement – the headquarters – generally known as ‘boma’. The ‘bomas’ had a DC and his staff officers, law courts, police headquarters, hospital, schools, residence. The ‘bomas’ developed into towns e.g Eldoret, Turbo. The ‘white highlands’ settlement within Uasin Gishu County attracted commercial activities. The legal restrictions on land holding by Africans influenced the development of their settlements in the ‘African Reserves’ – Turbo.
3.14 The industrial factor – Eldoret developed due to the agri-based industries due to its rich agricultural hinterland. These historical factors have caused the development of an incoherent/disjointed settlement patterns with activities as there were two spatial human settlement subsystems. One served the needs of the colonial systems, the other needs of vast majority of the African population. The growth of markets and other community facilities/services along the roads led to the rise of unplanned, sporadic ribbon development.
Origin of Human Settlement in Uasin Gishu
3.15 The county is one of the most cosmopolitan in Kenya as a home of all the ethnic group of the Bantu, Nilotic and Cushutic origin. The Nandi and Keiyo are dominant in Eldoret East with Marakwet along the boundary with Elgeyo Marakwet County. The Nandi, Luhya and Kikuyu are distributed within Eldoret West while the Nandi and Kikuyu are dominant in Wareng. The Kalenjin are the predominant group in the County. The other ethnic groups migrated to Uasin Gishu as farm and railway workers, businessmen, workers in the agro-based industries. There are also people of Indian and European origin living in urban areas. The cosmopolitanism is well demonstrated in the whole county in both rural and urban areas- Eldoret, Burnt Forest – where people live harmoniously.
Situation Analysis
3.16 The county is characterized by both rural and urban human settlements. The pre-dominant settlement pattern however is rural in nature. This is reflected also by a total rural population of around 64.1% as compared to urban population of 35.9%. Details of these settlements are as follows:
Rural and Urban Settlements
3.17 Rural Settlement: As mentioned earlier rural settlement covers the greatest percentage of the county’s population. Subdivisions into narrow strips of land are very common in such areas with dense population. There is a marked variation in population densities among the eight sub-counties in the county. Whereas the projected average population density for the county in 2012 was 299 persons per Km2 which is expected to rise to 335 persons per km² and 362 persons per km² in 2015 and 2017 respectively (see table 3.1).
Table 3.1: Population Distribution and Density by Sub County
Sub County 2009
(Census) 2012
(Projections) 2015
(Projections) 2017
(Projections)
Population Density (P/Km2) Population Density (P/Km2) Population Density (P/Km2) Population Density (P/Km2)
Eldoret East 241,451 192 270,606 215 303,283 241 327,231 260
Eldoret West 391,655 359 438,948 402 491,952 451 530,797 486
Wareng 261,073 262 292,599 293 327,930 328 353,825 354
Total 894,179
267 1,002,153
299 1,123,165
335 1,211,853
362
Source: Kenya National Bureau of Statistics, 2013
3.18 The Eldoret West Sub-County is the most densely populated with a population density of 359 persons /Km2, while Eldoret East Sub-County is the least densely populated with a population density of 192 persons /Km2. The former is attributed to high urbanization rate in the area while the latter case is due to the existence of large farms around Moiben area. The increasing population density could exert increased pressure on the available resources such as water, land, and social amenities as well as create insecurity problems and environmental degradation.
3.19 Urban Settlements: the total Urban population as per the 2012 population projections was 357,651 with Eldoret – 289,380, Burnt Forest – 32,649, Turbo – 22,165, Matunda - 10,031, Jua kali – 3,427. The other urban areas are Kipkaren, Timboroa, Ziwa, Moiben, Moi’s Bridge etc. Eldoret Town is densely populated which had population density of 1996 persons per Km² in 2012. The high population density in Eldoret Town is attributed to urbanization and being the seat of the county government, this density is projected to rise at the end of the plan period in 2017. The areas with high population concentration are Langas, Munyaka, Huruma, Maili Nne, kamukunji which have informal settlements.
Markets and Urban Centres in Uasin Gishu County
3.20 Urban settlements in the county have tended to be nucleated and concentrated in specific centres. The Human Settlement Strategy, which is the policy paper on Human Settlements in Kenya identified Eldoret as the Principal Town in the Uasin Gishu County in the year 1978. This situation has not changed Eldoret retains its primacy in the County and North Rift region due to the high level of infrastructure and services found in the town.
3.21 In 1978, the Department of Physical Planning selected a number of centres within the region to undertake various functions as described above. However, because the status of the centres has changed over time, these centres now need to be upgraded. The map below (figure 3.1) shows the designated urban centres in the region.
Figure 3.1 Shows designated service centres in Uasin Gishu
a) Designated Local Centre
This was the lowest level of service and was to serve the needs of the people within the walking distance of the centre. This centre was to contain a full primary school, several shops, a dispensary, a public water supply and an open air market. It was designated to serve a catchment area of approximately 5,000 people. It should be served by a minor road.
Examples of these centres were Kibolos, Chepsaita, Ngenyelil, Osorangai, Tapsagoi, Ziwa, Matunda, Ainabkoi East, Nabkoi, Cengelo, Kipkurere, Kaptabei, Leseru, Kapsaret, Elgeyo Border, Plateau, Penom.
In this category, centres such as Ziwa and Kapsaret have grown to be divisional headquarters with offices for divisional departmental heads. Ziwa has a local physical development plan (though not implemented to the later). These centres have basic social and physical infrastructure. They depend on the principal town Eldoret for higher order goods and services.
b) Designated Market Centre
It is designated to serve approximately 15,000 people in the hinter land with a residential population of 2,000. The services it should provide are a primary school, a junior secondary school (Form II level) and a health centre. These centres were designated for the development of a public water supply, sub post office, telephone facilities, a police post, and a local bus station (with an airship in the remote areas) and other social, commercial and local administrative services. The market centres examples are Soy, Kaptagat, Timboroa, Burnt Forest, Ainabkoi West.
Due to rapid urbanization and levels of development (modernization) these centres have grown fast. Burnt Forest is a functional town along Eldoret-Nakuru road. The growth of the town has slackened due to the effects of land clashes in the 1990s and the post election violence of 2007/2008. Soy is approximately 16kms from Eldoret along Eldoret-Kitale road. It is planned and is market for agricultural produce.
Kaptagat, Ainabkoi West and Timboroa are within the forest zone of Uasin Gishu. These centres are well connected by road and railway. Their growth as railway stations was fast though with the fall of Kenya Railways their progress was negatively affected.
c) Designated rural centre
These centres include Kipkabus, Moiben and Mois Bridge which were to play an important role in the development of the rural economy. The rural centre was to serve approximately 40,000 people and expected to have a residential population of between 2,000 to 10,000 inhabitants. The rural centre was important in improving the standard of amenity in the rural areas. The rural centres should have a senior secondary school (Form IV level), a health centre with maternity facility, shopping facilities and big markets. These centres were to give priority to development of secondary and minimum roads. They would have a piped water supply, electricity and a sewage disposal system, telephone services, full postal facilities and banking facilities.
The development of basic infrastructure will enable the centres to fulfill their roles as service centres to the rural economic and will encourage the development of rural industries. These centres Kipkabus, Turbo, Moiben and Mois Bridge were to grow as towns to serve the rural population. They have a rich agricultural hinterland. They have been planned. These centres have no industries and sewage systems as it had been envisaged. The three centres except Moiben are accessed easily with tarmacked roads. The Eldoret-Moiben road has sections which are impassable during the rains. These centres have the necessary social and physical infrastructure.
d) Designated Urban Centre
This is the highest category of planned service centres. The urban centre within this category would provide services to the residential population with a population of over 5,000. The services would include a treated water supply, piped sewage system and disposal plant. The other infrastructure would be internal and external roads. The catchment population would be 100,000 to 150,000. The urban centres would have a fully equipped hospital, secondary school (Form VI level), technical college and other higher levels of education. These centres are designed to be focal points of commercial, industrial, administrative, and social services. They are to serve the present and future needs of the population and the whole national economy. They were to serve as reception centres for rural populations seeking employment and social benefits.
It should be noted that the Government departments responsible for the location of physical infrastructure as well as private developers were to ensure that the facilities were developed. This meant that the plan had to be implemented as designed.
Eldoret falls within this highest category of planned service centre. Eldoret has grown from the small centre of 52,100 people in the 1970s to 289,380 (as per the population census of 2009). It serves a population of approximately 996,998 (2012 projection) in Uasin Gishu County. Eldoret serves the other parts of Western Kenya and the North Rift. The town is well served with social infrastructure – schools, colleges, universities, referral and county health facilities etc. There are industries that provide employment opportunities. The town and the county are well connected to other parts of the country. The connectivity include the roads- (Transnational highway), railway an airstrip within town and Eldoret International Airport approximately 16km from the central business district. The town has a local physical development plan which acts as a framework to guide development control issues. Despite the designation and the consequent preparation of local physical development plans for these centres there are challenges which have hindered the realization of the importance of service centres.
Emerging Issues: Rural Settlements
(i) Urban sprawl - Encroachment on agricultural land by urban land use activities;
(ii) Poor conditions of the roads;
(iii) Uncontrolled sub-division of agricultural land: The high rate of sub-division for sale and inheritance by land buying Companies;
(iv) Encroachment of Forest Land: The region is endowed with a number of forests e.g Kaptagat Nabkoi, Timboroa, Kipkurere, Lurenge, Singalo, Kapsaret etc. Wattle plantations used in production of tanning materials by EATEC cleared, land subdivided and sold to individuals. Those who live close to the forests target forest products such as wood and timber to supplement their livelihoods. As such, these forests face the threat of depletion;
(v) Decrease in Production: This relates mostly to sub-division of land into very small uneconomical parcels which can hardly produce significant output;
(vi) Encroachment on Environmentally Fragile areas: Fragile areas such as riparian reserves, hilly terrain and swampy areas, among others, have been encroached on.
(vii) Public Land Alienation: In the development plans that were prepared before, sites for public purposes and public utilities were designated. However, these plots have gradually been allocated to private developers, hence lack of land to put up such facilities as schools, health facilities and recreational facilities, among others.
(viii) Weak Institutional support: The Local Authorities and Settlement Fund Trustee (SFT) lack the necessary capacity to build and maintain infrastructure in the settlement areas;
(ix) Slow process of subdivision and legalization of land in areas such as Killuka;
(x) Sprouting of unplanned settlements e.g. Kipkorgot;
(xi) Low levels of income resulting in increased poverty;
(xii) Degradation of the environment especially where population densities are high. These include air, water and land. Over cultivation and improper cultivation of land leading to soil erosion, among others.
Emerging Issues: Urban Settlements
(i) Urban sprawl/ Unplanned settlements
(ii) Inadequate recreational facilities
(iii) Poor road conditions in urban areas
(iv) Mixed land use developments
(v) Inadequate water supply
(vi) Pollution ( land, air, and water)
(vii) Inadequate housing units
(viii) Inadequate basic infrastructure and services eg storm water drainages
(ix) Poor liquid and solid waste disposal
(x) Encroachment on restricted areas e.g. road reserves, riparian reserves or environmentally fragile land
(xi) Inadequate sanitation facilities e.g. public toilets, waste receptors, waste disposal sites
(xii) Inadequate/Lack of public facilities such as cemeteries, health facilities.
Possible Solutions
(i) Preparation of the Uasin Gishu County spatial plan
(ii) Planning of all designated and undesignated urban centres
(iii) Urgent creation of the County Physical Planning Committee and Eldoret Municipal Board to oversee development issues and all other functions provided in the Urban Areas and Cities of 2011
(iv) Improvement of all basic infrastructure and services
(v) Upgrading and extension of water supply and sewer systems
(vi) Development of housing projects
(vii) Urban renewal and regeneration
(viii) Enforcement of By – Laws by County Government.
Land Tenure
3.22 Land Tenure is a system through which land rights are determined and documented while Land Disposition is the act through which ownership and use may change from one party to another. Different tenure systems exist in Kenya. In general, land in Kenya is classified as government land, private land or trust lands. Trust land refers to land held in trust by the county government on behalf of the residents.
3.23 In Uasin Gishu County, the land tenure system is such that there is trust land and leasehold (99 years) in urban centres. There is also leasehold tenure in the rural part of the county where Africans bought the large farms owned by the White Settlers while other parts of the County are under freehold land tenure system.
3.24 The combination of the tenure systems offers both opportunities and constraints. Areas under freehold tenure pose difficulties in enforcing regulations on land. However, the trust land areas provide the County Government of Uasin Gishu with sufficient land for future location public facilities and infrastructure.
Problems Associated with Land in Uasin Gishu County
1) Land Fragmentation - Subdivision of land into uneconomical land sizes, thus straining the land carrying capacity;
2) Lack of ownership documents thus proprietors are unable to get loans;
3) Informal human settlements especially in urban areas such as Langas, Munyaka, Huruma Kamukunji etc in Eldoret Town;
4) Human settlement and activities on environmentally fragile areas, such as riparian reserves and wetlands.
SWOT Analysis
Strengths Weaknesses Opportunities Threats
- County skilled staff/manpower
- Legislations (Physical Planning Act, Spatial Planning Bill, the Land Act, County Government Act, Urban Areas and Cities Act among others)
- Local Physical Development Plans done for several urban centres within the county
- Established sub county units.
- Low staffing level- only 3 technical staff (Physical Planning Department) for the whole county.
- Poor funding to facilitate the departmental activities
- Outdated development plans
- Government red tapes (bureaucracy) which applies to approvals and adoption or purchase of new materials/
technologies.
- Physical Planning Department not the implementing agent of the development plans
- Outdated data collection and processing format.
- Departmental records are still on hard copies (analogue) which makes editing and adding new data expensive, tedious and time consuming.
- Lack of transport facilities
- Poor coordination among stakeholders in the land sector. - The Constitution
- Offers an avenue to correct past injustices in the land sector.
- Positive engagement with the County Government
- The National Land Commission
– expected to bring back public confidence on Government management of land as a resource.
- Political interference
- Poverty
- Cultural practices in land subdivision – inheritance
- other forces influencing land subdivision e. g. land buying companies
- Current economic trends - land viewed as quick source of income.
- Corruption
- Adamant population to embrace planning culture
Spatial Strategies
3.25 The purpose of a spatial strategy is to provide an overview of the proposed pattern of spatial development of the county and to add value by coordinating the territorial impacts of sectoral policies. The critical issue for spatial strategies is how to maximize sustainable development through encouraging and guiding the spatial distribution of development, redevelopment and investment; the coordination of infrastructure, e.g. the transport, water, housing, health and social services that support such development; and also the maintenance of environmental assets. Some of the spatial strategies for Uasin Gishu County include:-
i) Prepare a land use plan and policy of the County.
ii) Prepare zoning plans for the town to bring order in the development of the town.
iii) Carry out urban and rural planning for the whole County, urgently. An innovative approach with the participation and ownership of the key stakeholders, including the private sector in the planning and implementation processes should be carried out. This type of planning will more flexible to unforeseen circumstances and be better linked to resources and budgeting processes.
iv) Strictly implement legal and regulatory frameworks in order to prevent discordance. Fast track approvals of housing plan and reduce the time of construction.
v) Need to re-plan the whole Eldoret Town which would include planning and upgrading the social and physical infrastructrure in the informal settlements (e. g. Langas, Munyaka Huruma, Mwenderi etc).
vi) Prepare integrated urban land use plans for all urban centres with population 2,000 and above such as Turbo.
vii) Develop implementation and development control guidelines for land use and development for the county and the urban areas.
viii) Undertake an inventory of existing public lands that would need part development plans within the county and sub county headquarters for redevelopment of development before looking for new sites whether for housing or office space
Conclusion
3.26 The absence of proper and effective spatial planning of the urban and rural areas in Uasin Gishu County has led to haphazard development which has led to a decay of the natural and human environment. This has led to proliferation of slum and difficulties in provision of important services and utilities such as road, water supply, electricity sewage reticulation, and solid waste collection.
3.27 There is an urgent need to prepare county spatial plans and adopt human settlement policies to guide the socio-economic development efforts. Such policies must be an essential component of an overall development strategy, linking and harmonizing them with policies on industrialization, agriculture, social welfare, and environmental and cultural preservation so that each supports the other in a progressive improvement in well-being of the people.
3.28 Finally, by examining all uses of land in an integrated manner, it makes it possible to minimize conflicts, to make the most efficient trade-offs and to link social and economic development with environmental protection and enhancement, thus helping to achieve the objectives of sustainable development. The essence of the integrated approach finds expression in the coordination of the sectoral planning and management activities concerned with the various aspects of land use and land resources.
CHAPTER FOUR
4.0 LINKAGE WITH OTHER PLANS
Linkage with the Constitution of Kenya; 2010
4.1 The Constitution of Kenya, Article 176(1) provides for the establishment of a county government in each of the 47 counties. The County Government shall have a County Assembly with the legislative authority to exercise oversight over the other state organs of the County. The Constitution also provides for an Executive Committee responsible to the Governor for managing and coordinating the functions of the County.
4.2 The functions of the County governments are set out in the Fourth Schedule of the Constitution of Kenya, 2010. Under this provision, the County level is assigned functions relating to Agriculture, Health, Control of Pollution, Cultural activities, County Transport, Animal Control and Welfare, Trade Development and regulation, County Planning and Development, Pre-primary Education, National Resources and Environmental Conservation; County Public Works including storm water management and Water and Sanitation services; Fire fighting and Disaster Management; Control of Drugs and Pornography; and Promotion of Community participation in governance.
4.3 The assigned functions constitute the legal mandate of the Counties. In order to transform the functions into deliverable services, the Uasin Gishu County Government has established 10 Directorates under which these functions are arranged; and through which it will implement its development programme. These structures have been developed such that they house all the functions assigned by the Constitution. The structures as developed with the concomitant human resources, tools, equipment and operational systems comprise the County institutional framework for implementation.
4.4 Article 190 of the Constitution of Kenya provides for support to the County governments for the purpose of ensuring that they have the capacity to perform the functions assigned to them. The national government has been instructed under the same provision, to take measures which will assist the County Government to assume full responsibility for its functions [Article 190 (c)]. With the foregoing provisions the Uasin Gishu CIDP has been prepared with the major assumption that this support as envisaged by the Constitution will be availed to the County. The development of the CIDP itself is a constitutional requirement as stipulated under the Constitution of Kenya, Fourth Schedule Part 2 Article 8 which provides for county planning and development.
4.5 Lastly, Article 43(1) of the Constitution of Kenya, 2010 on the Bill of Rights establishes indicators for basic services which encompass the right to the following:-
(i) Highest standards of health care services including reproductive health;
(ii) Accessible and adequate housing and sanitation;
(iii) Freedom from hunger and access to adequate food;
(iv) Clean and safe water in adequate quantities;
(v) Social security; and
(vi) Education.
The Uasin Gishu County Integrated Development Plan has addressed all the above rights and basic services under its programme.
Linkage with Vision 2030
4.6 In the period 2003 – 2007, the country made significant improvements in the economy. This was due to social and economic policy reforms which were implemented within the framework of the Economic Recovery Strategy for Wealth and Employment Creation (ERS) 2003 – 2007. Following the successful implementation of this strategy, the Government developed the Kenya Vision 2030 as a long term plan to guide the country on political, economic and social transformation between 2008 and 2030.
4.7 The Vision 2030 provides the overall policy framework that should lead the country to attain the status of a newly industrialized country by the year 2030. The Vision 2030 will be implemented in medium term plans of 5 years – with the first one that has just ended: the First Medium Term Plan 2008 – 2012.
4.8 The objectives established under the Uasin Gishu CIDP are directly responsive to the aspirations of Kenya Vision 2030. Regarding agriculture, the CIDP has earmarked the sector as having responsibility for household food security; and as a source of income and employment. The CIDP has identified the potentials inherent in the sector for value addition utilizing crop, livestock and fishery products.
4.9 Regarding education, the Kenya Vision 2030 is emphatic on the country’s commitment to the attainment of Education For All (EFA) and the Millennium Development Goals. The country responded by developing the Kenya Education Support Programme (KESSP) which placed the implementation of FPE at the centre-stage of the sector’s development. The CIDP has benchmarked all its educational indicators on the national targets as established in Kenya Vision 2030. The CIDP has accordingly established indicators for access, transition and performance in Basic and Tertiary education based on those established in Vision 2030.
4.10 Land issues relating to population pressure and factors such as growing population densities which are issues in Vision 2030 have been addressed under the CIDP. The unplanned settlement and continued fragmentation of land into uneconomical units has received due attention in the CIDP as an important phenomenon in Uasin Gishu County. In the same vein, the conversion of wetlands and catchment areas into farm land leading to increased vulnerability and environmental damage has been addressed. Similarly, insecure land ownership is a major issue that has been flagged under Vision 2030 and in this CIDP. According to Vision 2030, land adjudication and registration covers only 30% of the country. The CIDP is equally sensitive to the need for security of tenure in land ownership in the Uasin Gishu County. It also deals with issues of sustainable land use and the need to automate land information to expedite land transactions and enhance the security of land records.
4.11 The Vision 2030 also recognizes the important role the trade sector is set to play in Kenya. To achieve the economic growth of 10% wholesale and retail trade have been identified as key to achieving this target. The sector is expected to mainstream the informal sector by ensuring secure business locations, access to credit, training and access to markets. The Uasin Gishu CIDP has echoed these aspirations and has accordingly selected strategies for implementation.
Linkage with Neighbouring Counties in Cross-cutting Projects
4.12 The development of the CIDP is conscious of the need for inter-County collaboration in planning and implementation of cross-border projects and programme activities. The CIDP has singled out such projects and mentioned the need to establish trans-border teams for implementation. It has also identified those projects which will be implemented within the County; but whose catchment transcends the neighbouring Counties and even neighbouring countries.
4.13 The CIDP has for example proposed the translocation of the existing Moi Referral Hospital from the current location to a new and expansive location on the outskirts of Eldoret town. Whereas this facility will be implemented as a national level project, it will confirm the status of Uasin Gishu County as the hub of medical referral services for the entire region. Moreover, the establishment of the proposed facility defacto obviates the need for the other Counties in the region to plan for the establishment of other referral services of the same scale.
4.14 Other trans-border projects including the protection of catchment areas and establishment of Borstal Homes and Protection Centres for Orphas and Vulnerable Children have been identified as possible areas of cross-border collaboration. Lastly, programmes that fall under Regional Development Bodies and which transcend County borders have been identified for collaborative implementation with neighbouring counties.
Linkage with the Millennium Development Goals (MDGs)
4.15 Over the years, global challenges have continued to affect Kenya immensely. The rise in global food prices, global energy and the slowdown in economic growth affected the economies of many countries around the world, Kenya included. These developments continue to impact negatively on the Kenyan economy leading to high domestic food, energy and transport costs.
4.16 Kenya was one of the 189 countries of the world to adopt the MDGs whose main objective was to obtain the commitment of the signatories to defining a common vision of development; and in the process, ensuring basic human development. This was to be done by adopting the MDGs. The eight MDGs agreed upon include: eradicate extreme poverty and hunger achieve universal primary education; promote gender equality and empowerment of women; reduce child mortality; improve maternal health; combat HIV and AIDS, malaria and other diseases; and ensure environmental sustainability and develop global partnership for development.
4.17 Under this County Integrated Development Plan, responsibility for addressing the national obligations for MDGs has been placed under the respective sectors. Eradication of extreme poverty and hunger have infact been flagged as two of the development goals of the CIDP. At the sectoral levels, responsibility for their attainment has been placed under two Directorates: Agriculture, Livestock and Fisheries; and Trade Industrialization, Tourism, Wildlife and Enterprise Development.
4.18 It is envisaged that the objectives set under these sectors and the concomitant strategies selected to achieve them will enable the County move towards achieving the relevant MDG targets.
4.19 Similarly, achievement of universal primary education and the promotion of gender equality and empowerment of women have been appropriately addressed under Education, Culture, Social Services and Sports sector. The CIDP has benchmarked its indicators for primary education development in the County on both national and MDG specifications. The attainment of the targets in primary education will therefore, walk the County towards attaining the MDGs.
4.20 The MDG regarding reduction in child mortality has also been addressed under the County chapter on Health Services. The CIDP target is to reduce the County Infant Mortality Rate from 48% in 2012 to 10% by 2018 – thus, moving the County closer to the MDG target. Strategies for combating HIV/AIDS, malaria and other diseases have also been articulated under the Health Sector. The County CIDP proposes to reduce the HIV prevalence rate from 4.3% in 2012 to 3.5% by 2018. Strategies for addressing malaria and other diseases include the intensification of Primary Health Care and Community Health interventions, Integrated Management of Childhood Illnesses (IMCI) and Chronic Disease Management have all been selected under the CIDP.
4.21 MDG requirements relating to environmental sustainability have been appropriately addressed in the CIDP under the Water, Energy, Environment and Natural Resources sector. Lastly, whereas issues relating to global partnership for development will be more comprehensively addressed at the national level, the CIDP nonetheless recognizes the importance of global and regional collaboration in the appropriate areas of its programme.
Linkage with Sectoral and Urban Plans
4.22 The Uasin Gishu CIDP has been developed with full cognizance of the issues and challenges currently facing the Kenya’s development sectors. The Chapter of the CIDP on County Sociol-Economic Development, Challenges and Strategies presents a situation analysis of the key sectors; but on a County scale.
4.23 Reference has, therefore, been made to the national Strategic Plans of key sectors. This is because some of the sectoral challenges facing the Country may be found in the County. The selection of County objectives and strategies in the CIDP therefore, to a large extent mimics those found in the national sector plans.
4.24 The CIDP also bears a strong linkage with the Strategic Plan of the Municipal Council of Eldoret: 2008 – 2013. The Municipal Plan identified ten pillars that would steer the Council towards the achievement of its Vision. These are:
1) Decongestion of CBD;
2) Enhancement of Disaster Management;
3) Effective management of solid waste;
4) Promotion of environmental conservation and beautification;
5) Enhancement of revenue collection, efficient and prudent utilization of resources;
6) Maintenance of high health standards, combating diseases and HIV/AIDS pandemic;
7) Facilitation of positive change in the lives of the disadvantaged and less fortunate in Eldoret;
8) Maintenance of high quality education and enrolment in primary schools;
9) Enhancement of institutional capacity building; and
10) Strengthening institutional governance and improvement of public image.
4.25 All the above pillars have been assimilated under the CIDP as objectives. This therefore makes the Municipal strategic plan a sub-set of the CIDP. Lastly, the new organizational structures under the CIDP have inherited some aspects from the Council’s organization structure. On completion of the restructuring and staff rationalization initiatives proposed in the CIDP, the structures and staff will be completely fused.
CHAPTER FIVE
5.0 THE INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION
5.1 To implement the planned activities of this CIDP, the County will focus on strategic staffing which will entail defining the staffing requirements of the programme and internal operations. This is important considering that the aim is to appropriately match skills and job requirements. At the same time, the aim is to fuse together staff from the Civil Service and the former Municipal Councils. The activities will involve recruitment, promotion, transfer, redeployment, attrition, retention etc.
5.3 An assessment conducted indicates the following shortcomings: inadequate staff with sufficient skills, lack of plans for staff development, undefined Schemes of Service, weak financial and procurement systems, an ineffective performance management system, inadequate facilities, equipment and unreliable transport, inadequate office facilities, insufficient ICT integration in operations, inadequate financial resources, lack of representation in some sub-counties wards, locations and sub-locations. All these constraints require addressing for the effective implementation of the CIDP.
PUBLIC SERVICE MANAGEMENT
5.4 UGC faces a variety of complex institutional challenges. To address these challenges, Human Resources, in collaboration with our stakeholders, must provide knowledge, service and excellence that transcend organizational boundaries. This strategic plan aligns Human Resources with top priorities identified in the CIDP
Issues driving the need for strategic staffing
1. Increased public expectation for responsiveness.
2. The need to ensure that employees posses the right skills to meet the county priorities – focusing on critical issues
3. Employee development and classification: Addressing the skills gaps for existing employees; To address the obsolete/nil employee skills
4. Changes in how the county government will do its business to meet the prioritized needs
5. Devolved government functions that have to be carried out at the county level – integrating all the county staff (former National government staff, Wareng and Burnt forest staff and Eldoret Municipal staff)
6. To train staff on change management - To develop career paths and systems that will attract/retain qualified and diverse applicants.
Human Resource focus areas
1. Harmonization of terms of service –
2. Payroll system - Payroll clean up. Head count – qualification and validation of certificates – KNEC and other education institutions.
3. Restructuring/amalgamation - HR audit vis a vis county functions/skills. Steps after the HR audit which will determine gaps and surpluses, help in making decisions to create and develop staffing plans from the proposed structure and coming up with the desired workforce which in turn is expected to be efficient and effective by measuring results
4. Restructuring of staff from central government, TA, County and council employees, different payrolls.
5. Developing a performance management system.
6. Managing rationalization – severance pay, skills, competence
7. Auditing – creating an internal oversight framework
8. Developing policy guidelines for all the HR operations
9. Capacity building: Change management, Performance management, Team building and understanding devolution
10. A citizen service centre and the need to integrate services.
11. High Ethical standards: Ensure that our actions and behaviors are grounded in high ethical standards and contribute to a respectful and welcoming work environment.
12. Compliance with the law
13. Reduce people interaction with money
5.5 Human Resource’s strategic goals are:
Leadership: Strengthen leadership capability and capacity throughout the county of UG to encourage high levels of performance and productivity that sustain excellence.
Efficiency and effectiveness: Achieve overall efficiency and increase operational effectiveness to support and advance county goals.
Performance management: measuring performance.
5.6 Health & safety Focus on health and well-being, reduce the health care cost trend and enhance productivity. (Measured by using downtime of each staff). How? Offer regular opportunities to identify health risk factors and access high-quality interventions to reduce them, Implement targeted interventions to help county staff and their families better manage chronic conditions that impact health costs, absenteeism, productivity and quality of life. Implement cultural and physical improvements to support healthy behaviors.
AUTOMATION OF HR RECORDS AND OTHER COUNTY RECORDS
Human Resource Technology Plan
5.7 Automation of HR processes. Examples of technology needs include: end-to-end integration with and new applicant tracking system, completion of e-Forms, enabling workflow to support managers for HR policies and procedures (e.g reminders, probationary period reminder, triggers and rehire eligibility), data collection of HR information such as exit interview data, time-to-fill and cost-per-hire information for recruitment, development and tracking of workplace safety metrics, tracking of performance management information and automated survey tool to assess HR performance and effectiveness.
5.8 This will involve centralizing the county registry. Future needs will include ability for e-forms and correspondence to be automatically attached through workflow background checks, employment verifications, court records checks and driver’s license checks, compensation.
Performance Management
5.9 A solid performance management system is the foundation for incentive compensation and succession planning programs. Succession planning begins with definition of target performance and behaviors, assessment of bench strength, identification of future leadership needs and development of a plan to close the gaps. Performance management begins with competency-based job descriptions with expected performance and behavioral outcomes. Managers must understand the differences between unsatisfactory, meeting and exceeding performance expectations.
5.10 All employees should have an annual performance evaluation with goals for the next year. High performers should be rewarded. Low performers should have performance improvement plans with a specified time period for improvement – with no improvement they should be removed from the position.
Proposed Organization Structures
5.11 The services of the County will be run through the following organizational structures:
Uasin Gishu County Government Executive Organization Structure
Organization Structure of Finance and Economic Planning
Finance, Economic Planning
This Directorate will be responsible for the following functions:-
County Functions in Finance
1) County budget preparation and implementation;
2) Budgetary monitoring and reporting;
3) Revenue collection and management;
4) Expenditure management and control;
5) Cash office management;
6) Management of accounting books, records and reporting; and
7) Financial audit and reporting.
County Economic Planning and Development Functions
8) Coordinate the development of County Integrated Development Plan;
9) Monitor, Evaluate and Report on the implementation of County Integrated Development Plan;
10) Coordinate the implementation of National development policies and programmes;
11) Establishment of County and lower level Information and Documentation Centres;
12) Manage County statistics;
13) Coordinate the preparation of County annual work plans; and
14) Coordinate the preparation of County budgets and monitor budget implementation.
Organization Structure of Agriculture, Livestock & Fisheries
Agriculture, Livestock and Fisheries
This Directorate will be responsible for the following functions:-
County Functions in Agriculture
1) Formulate and align County policies to National Policies for Implementation at County levels;
2) Develop and disseminate appropriate technologies and strategies through Good Agricultural Practices (GAP) through strengthened Farmer Extension Research linkages;
3) Capacity build farmers and other stakeholders through Agriculture Advisory services and coordinate farmer trainings at the Agriculture Training Centres (ATCs);
4) Provide field extension services to farmers on technology application in crop husbandry practices and integrated pest and disease management;
5) Carry out food security and nutrition campaigns through stakeholder and other mechanisms;
6) Promote food safety and safe use of pesticides at the same time providing farmer training on pre and post harvest handling of crops and produce;
7) Maintain mechanisms for Early Warning Systems through proper collection and management of data and information on crops and food security;
8) Promote farmer organizations and Youth in Agriculture, farming as a business, Agriculture Value Chains and Entrepreneurship;
9) Provide data and information on farm inputs and create mechanisms for increased access to farm inputs;
10) Promote the concept of Warehouse Receipting Systems (WRS), market surveys and disseminating information on market prices to farmers;
11) Provide advisory services on soil and conservation technologies;
12) Prepare agriculture land use plans and assist farmers do farm layouts and farm plans;
13) Provide advice on maintenance of standards on agricultural machinery and equipments for on-farm mechanization and agro-processing (calibration of equipments and machinery);
14) Promote on-farm water applications and management;
15) Provide advisory services on agricultural environmental management and biodiversity; and
16) Mainstream socio-economic (cross cutting) perspectives in Agricultural Development.
County Functions in Livestock
17) Implementation of national policies in livestock development;
18) Animal control and welfare services;
19) Provision of facilities for the accommodation, care and burial of animals;
20) Coordination of implementation of national disease management strategies;
21) Disease vector surveillance and control;
22) Coordination of primary animal health care, including vaccination campaigns;
23) Coordination of provision of livestock sale yards, livestock markets and associated infrastructures;
24) Coordination of construction of County abattoirs;
25) Implementation of animal reproductive services including Artificial Insemination;
26) Implement livestock programmes and projects; and
27) Develop markets and agro-processing infrastructure.
County Functions in Fisheries
28) Implementation of national policies on fisheries development;
29) Provision of fisheries extension services;
30) Enforcement of compliance with regulations and standards on fish quality;
31) Promoting market development and value addition initiatives;
32) Development and maintenance of County specific fish related infrastructure;
33) Development and implementation of local fisheries projects;
34) Fisheries licensing and management;
35) Collection of Fisheries Statistics;
36) Implementation of training programmes and plans for fish farmers; and
37) Supervision of government activities related to fisheries management and security to ensure that there is harmony and adherence to fisheries laws and regulations.
Organization Structure of Water, Energy, Environment and Natural Resources
Water, Energy, Environment and Natural Resources
This Directorate will be responsible for the following functions:-
County Functions in Water and Irrigation
1) Implementation of specific national policies and programmes;
2) Water supply, storage and distribution;
3) Development of County Water Strategy and Plans;
4) Implementation of national strategies, standards and dam safety guidelines;
5) Coordinate research and development on:
Appropriate technology
Water security
Reuse of water utilization.
6) Implementation of research findings;
7) Coordinate the regulation of water provision, monitor compliance with set standards on water quality, effluent standards and service levels;
8) Implement regulatory requirements;
9) Implement national water quality and effluent discharge standards and service provision regulations;
10) Coordinate implementation of water rules, regulations and water dispute resolution mechanisms;
11) Coordinating the participation of communities in water governance at the local level;
12) Coordinate the management of water related disasters, manage early warning systems, ensure preparedness and support recovery for drought and flood disaster, monitor utilization of disaster management resources;
13) Formulate County specific based disaster management strategies;
14) Implement disaster management programmes;
15) Coordinate implementation of national WAB development programmes and projects;
16) Coordinate development of cross-county and inter/intra basin transfers water systems (storage, pipelines, canals treatment works);
17) Resource mobilization and funding of community irrigation schemes;
18) Establishment and maintenance of linkage mechanisms with stakeholders and National Government;
19) Water catchment protection and conservation;
20) Monitoring and evaluation of small holder/community irrigation schemes; and
21) Coordination of development and management of sewerage and storm water systems should be captured in the water services functions.
County Functions in Energy
22) Implementation of County specific policies on electrical energy, renewable energy, geothermal exploration and development;
23) Collection of data/statistics necessary for energy projects designs e.g. river flow data could be provided at County level;
24) Supervision, monitoring and evaluation of Rural Electrification Projects;
25) Implementation of Rural Electrification Projects;
26) Supervision of generation of hydropower, thermal, nuclear, wind, solar within the County;
27) Generation: small hydropower, small geothermal, thermal less than 3MW as IPPs;
28) Undertake feasibility studies for County based projects;
29) Coordination of County-based feasibility studies;
30) Generation of energy statistics;
31) Undertake County specific feasibility studies for projects less than 3MW;
32) Coordination of licensing and registration, formulation and enforcement of standards, codes and regulations;
33) Licensing and registration of projects of 3MW and below;
34) Planning, Development, Operation and Maintenance of Mini-grids and dispersed (isolated) systems;
35) Generation of Energy Support Data;
36) Mobilizing financial resources for County-specific energy projects;
37) Monitoring and evaluation of Renewable Energy Projects, particularly those being undertaken by Ministry of Energy SAGAs and consultants;
38) Coordination of research studies – desk studies, design and development plans for County – specific research projects and innovations;
39) Coordination of piloting – identifying and piloting technologies that have potential in each of the Counties;
40) Coordination of rolling out/scale up of technologies that have potential in specific Counties;
41) Promotion of appropriate renewable energy technology through extension, training/capacity building, public awareness campaigns and demonstration;
42) Promotion of Energy Efficiency and Conservation (EEC);
43) Training energy managers;
44) Undertaking energy audits in public buildings, industry, commercial buildings and institutions;
45) Promotion of Minimum Performance Standards (MEPS) and Labels for energy equipment and appliances;
46) Undertaking preliminary assessments, mapping and allocation of steam (Geothermal) blocks;
47) Coordination of implementation, monitoring review and impact evaluation;
48) Preliminary assessments, mapping, demarcation, feasibility studies and allocation of coal blocks;
49) Coordination of development of coal mining and infrastructure;
50) Registration and enforcement of standards, codes and regulations;
51) Coal Promotion Marketing and Public awareness;
52) Coordination of exploration, feasibility studies and development of oil and gas blocks;
53) Coordination of demarcation and allocation of potential oil blocks;
54) Coordination of preliminary exploration of oil and gas;
55) Coordination of feasibility studies and development of geothermal stations;
56) Statistics and data collection;
57) Statistics and data reporting and enforcement of regulation especially environmental energy – Energy Act 2002;
58) Gas Transportation distribution (Gas reticulation); and
59) Petroleum and Gas handling and storage.
County Functions in Environmental and Forestry Services
60) Implementation of national policies at the County level;
61) Conservation, control and protection of water catchment areas;
62) Control of:- Air pollution, Noise pollution, Other public nuisance and outdoor advertisement;
63) Management of forest and water conservation;
64) Management of parks and sanctuaries;
65) Acquisition of data on weather, climate, water and related environmental information;
66) Provision of essential data and information to support systems such as agriculture, water resources, human health, disaster management and transport for improving the well-being of societies;
67) Rehabilitation and protection of indigenous forests in the all catchment areas;
68) Rehabilitation and restoration of degraded river basin systems;
69) Waste management systems;
70) Development and coordination of the implementation of National Climate Change Response Strategy;
71) Development and promotion of initiatives for mainstreaming poverty reduction in environment programmes;
72) Mainstreaming gender in environmental governance;
73) Promotion of school-based partnerships and clubs in environmental conservation and management;
74) Integrated lake basin development programmes;
75) Licensing of prospecting rights;
76) Licensing for quarrying of building and construction materials;
77) Inspection of mines;
78) Inspection of explosives;
79) Coordinate NEMA field operations;
80) Mobilize resources for implementation of NEMA activities;
81) Facilitate environmental education;
82) Enforce environmental regulations and standards; and
83) Promote compliance with the environmental laws, regulations and standards.
County Functions in Land Reclamation
84) Location policy formulation to address specific County reclamation function;
85) Form build capacity of land reclamation County Committees;
86) Map and quantify degradation level;
87) Enforce reclamation of degraded lands;
88) Design, implement and evaluate flood ad degradation mitigation measures;
89) Control and plan land degradation preventive initiatives for the region;
90) Supervise projects to ensure compliance with technical guidelines and standards;
91) Coordinate work plan and budget preparation and implementation Form and build capacity of Land Reclamation Committees;
92) Technical/engineering maps, supervise, design and ensure compliance;
93) Extension and outreach (preventive services) and cross cutting issues;
94) Environment conservation and protection – forestry;
95) Work with communities and coordination implementation of identified reclamation initiatives – Construction sites;
96) Identify and implement flood management and land degradation preventive initiative;
Organization Structure of Health Services
Health Services
This Directorate will be responsible for the following functions:-
County Functions in Health Services
1) Implementation of National and County policies at the County level;
2) Provision of Community Health Services;
3) Provision of Health Education;
4) Quarantine Administration;
5) Implementation of preventative health programmes including vector control;
6) Provision of reproductive health services;
7) Provision of radiation protection services;
8) Mosquito control;
9) Provision of promotive health services;
10) Promotion of food quality and hygiene;
11) Health inspection and other public health services;
12) Provision of National Public Health Laboratory Services;
13) Provision of Government chemist services;
14) Provision of curative service, National Government policy to top up (conditional grant);
15) Treatment and management of HIV/AIDS and other Sexually Transmitted Infections;
16) Provision of maternity services;
17) Management of clinics, hospitals, health centres and dispensaries;
18) Provision of Health Insurance Services;
19) Provision of Clinical Laboratory Services;
20) Development and management of public mortuaries, cemeteries and crematoria;
21) Coordinate procurement, distribution and management of drugs and medical supplies;
22) Community Services.
Organization Structure of Education, Youth Affairs, Culture and Social Services
Education, Youth Affairs, Culture and Social Services
This Directorate will be responsible for the following functions:-
County Functions in Education, Youth Affairs, Culture and Social Services
1) Implement, maintain and improve standards in education and training institution other than universities;
2) Coordination of quality assurance and standards assessment activities in the County;
3) Coordination of subject mastery and pedagogical skills upgrading;
4) Ensuring the approved list of teaching/learning materials reach the sub-County;
5) Coordination of co-curricula activities in the County;
6) Ensure that established parameters are maintained and improved in the County;
7) Advise the County Board on matters pertains quality and standards;
8) Ensure the guidelines are observed in schools;
9) Advising the County Education Board on matters related to education standards;
10) Maintain records of QASOs in the County;
11) Coordination of talent identification in the County;
12) Coordinate, process and analyses assessment reports in the County;
13) Coordinate collaboration with stakeholders and other partners in education;
14) Ensure adherence to international conventions and commitments;
15) Monitor and evaluate Ministry of Education programme at the County level;
16) Implement reforms in Education for improved service delivery in the sector;
17) Coordinate data management in the County;
18) Supervise the implementation of ICT in education;
19) Coordination of Public Private Partnerships;
20) Coordination of education projects in the County;
21) Eligible learning institution access FPE funding;
22) Monitoring and tracking receipt and utilization of FPE in all (100%) public primary schools;
23) ToTs cascade training on IM procurement and financial management to Head teaches and SMCs;
24) Sufficient copies of IM documents availed to all public primary schools;
25) Implementation of education policies;
26) Capacity building for education managers, teacher (stakeholders);
27) Collect financial requests from different schools; rank them in order of merit and forward them to the County for infrastructure to Headquarters;
28) Monitoring of infrastructure projects funded by the GOK/Development partners and forwarding the reports to HQs with a copy to CDE;
29) Provide technical support and monitoring of donor funded projects;
30) Implementation of school health policies and strategies;
31) Implement the school meals programmes;
32) Conduct training workshops for the stakeholders SMCs and community members on the implementation of school health, nutrition and meals programme;
33) Support school children de-worming, provision of Vitamin A supplementation, immunizations, trachoma control and other infection control;
34) Implement the provision of safe water and sanitation and health, hygiene promoting education;
35) Implement the skills based health hygiene and nutrition education;
36) Provide and receive feedback of the M&E of the SHN & M activities;
37) Implement ECDE policy;
38) Domesticate the policy;
39) Monitor policy implementation;
40) Supervision of curriculum delivery;
41) Provision of facilities, equipment, learning and play materials for pre-school;
42) Conduct inset for teachers;
43) Develop the standards for each classroom for ECDE and provision of adequate budgetary allocation for schools and operational costs for ECDE sub-sector;
44) Conduct training/sensitization workshops;
45) Provide funding for advocacy;
46) Domesticate the curriculum;
47) Train and build capacity of teachers;
48) Supervise KNEC Exam;
49) Coordination of training of teachers;
50) Receive, vet/recommend schools and ensure compliance with set regulations;
51) Undertake school mapping to determine new sites;
52) Approve and recommend schools for registration;
53) Recommend change in status schools;
54) Enforce closure of non-compliant schools;
55) Registration of applicants for PI course;
56) Assessment of applicants using prescribed form;
57) Meriting of qualified candidates;
58) Submission of merit list to MOE through the County Education Director;
59) Dispatch of letters to successful candidates;
60) Mainstreaming of SNE issues;
61) Promotion of equitable allocation of resources to SNE institutions/learners;
62) Promotion of inclusion/participation of SNE learners in programmes earners;
63) Statutory assessment of SNE learners;
64) Financial support to SNE learners;
65) Confirmation of BOG Selection/Appeals;
66) Coordinate recruitment;
67) Prepare SNE teachers’ demand list per sub-County;
68) Partnerships’ agreement and partners mapping;
69) Needs assessment/service provision gap analysis and validation;
70) Objectives realignments;
71) Supplement financial support to SNE institutions/programmes;
72) Bursaries and income generating activities;
73) Monitor policy implementation;
74) Provision of facilities, equipment, learning and instructional materials for primary, secondary and special needs schools;
75) Coordinate primary and secondary INSETs;
76) Implementation of Alcohol and Drug abuse policy in the workplace;
77) Identification and realization of performance targets;
78) Preparation of data and statistics of Education Officers;
79) Implementation of national ACE policies on teacher management, BAE, special programmes and life-long learning;
80) Coordination of the implementation of County specific policies;
81) Monitoring and supervision of implementation of national and County specific programmes;
82) Provision of basic, post literacy, NFE and special programmes;
83) Provision of secondary education for adults and out-of-school youths;
84) Monitoring and implementation of the NQE;
85) Monitoring County specific policies on collaboration, networking and partnerships with CSOs, FBOs, CBOs and NGOs in the provision of ACE;
86) Signing of MoU with partners;
87) Vetting of ABE, NFE and CLRC managers;
88) Verification of registration documentations;
89) Coordinate the implementation of BAE policies and functions;
90) Coordinate the functions of Advisory Committees;
91) Ensure adherence to guidelines and regulations governing ACE programmes and projects;
92) Resource mobilization for ACE programmes;
93) Coordinate curriculum implementation in ABE, ACE, NFE centres;
94) Coordination of the distribution of T/L materials;
95) Assessment of ABET 2 curriculum;
96) Implementation of language of instruction policy;
97) Coordination of monitoring, supervision and evaluation of ACE curriculum;
98) Establish committees to coordinate advocacy and publicity for ACE programme;
99) Source and disseminate IEC materials;
100) Develop and design publicity materials;
101) Establishment of Boards of management to run the ACE, ABE and Institutes;
102) Approval of courses and programmes offered at the MDTIs;
103) Specialized ACE teachers’ training at MDTIs;
104) Coordinate ACE teachers’ assessment;
105) Continuous teacher education and assessment programmes;
106) Coordinate the conduct of research in ACE;
107) Registration of examination centres;
108) Coordination of examinations;
109) Prepare the Officers to conduct evaluations at their level;
County Functions in Youth Affairs
110) Promotion of Youth Health;
111) Nurturing Youth Artistic Talent;
112) Addressing Youth Crime and Drugs;
113) Promoting Youth Agriculture and Environmental Protection;
114) Mainstreaming Gender Concerns in Youth Programs;
115) Addressing Special Needs of Youth;
116) Providing Guidance and Counseling Services for Youth;
117) Managing and promoting Youth Enterprise Funds;
118) Developing Youth Employment Programs;
119) Promoting Research for Youth Development;
120) Integrating ICT in Youth Programs;
121) Promoting Empowerment of Youth;
122) Participating in development of Youth Policy;
123) Providing essential infrastructure for Youth Development;
124) Developing Youth Networks for Social Mobilization;
125) Promoting Youth peace in Social Integration;
126) Promotion of Youth projects;
127) Administration of programmes and Institutions for children’s care and development;
County Functions in Culture and Social Services
128) Implement policies and programmes on child protection and care including CT-OVC programme;
129) Enforcement of policy, guidelines and standards on child protection, participation, care, reintegration and children going through the juvenile system in the County;
130) Maintenance and custody of records and data on the management of children services in the County;
131) Networking with relevant government department, public and private agencies to ensure the efficiency and effectiveness of all social programmes established in the interest of all children in the County;
132) Coordination, supervision and monitoring of the sub-Counties operations and activities;
133) Advocacy and resource mobilization;
134) Establishing and coordinating children assemblies;
135) Monitoring and evaluation of all children’s programmes in the County;
136) Monitoring and regulating the activities of organizations dealing with children to ensure they meet the standards e.g. monitoring and regulating childcare facilities;
137) Placement and follow-up of children in foster care;
138) Rehabilitation and re-integration of children in the community;
139) Psychosocial support to dysfunctional families with vulnerable children;
140) Monitoring of all children’s programmes in the County including childcare facilities and charitable children institutions;
141) Establishing and providing secretariat of Area Advisory Councils (AACs);
142) Coordination of the process of recruitment and supervision of Volunteer Children Officers (VCOs);
143) Implementing the Child protection systems (Child Protection Units, Child Protection Centres, Children Courts, Child Help Lines);
144) Implementing street children programmes and rehabilitation;
145) Follow-up of children in foster care services;
146) Collecting, collating and maintaining data on the management of children services in the County;
147) Sensitization and creation of awareness on child rights and welfare including celebrations regional and international children days;
148) Implementing policies and legislative frameworks for gender and social development;
149) Coordinating and monitoring gender mainstreaming in County programs/projects and activities;
150) Coordinating and monitoring the promotion of awareness on harmful cultural practices such as Female Genital Mutilation/Cutting (FGM/C) and Gender bases Violence (GBV);
151) Coordinating and monitoring the thirty percent (30%) affirmative action on gender representation in social economic development;
152) Collaborating with National Council for Persons with disability in provision of financial subsides to persons with severe disability;
153) Coordinating and monitoring the provision of financial subsides to build capacity of household with needy older persons aged 65 and above;
154) Promoting and coordinating recruitment and placement of volunteers in community development;
155) Monitoring and coordinating community mobilization and development programmes;
156) Collaborating with WEF in the empowerment of women through the provision of alternative financial support to individual women and women groups;
157) Implementation of training programmes for Persons with Disabilities in Vocational Rehabilitation Centres;
158) Ensuring gender mainstreaming in all County programmes;
159) Liaising with other partners in the provision of volunteer services and coordinate the provision of social welfare to vulnerable groups within the County;
160) Involve communities in development activities and supervise programmes and community institutions within the County and collaboration with line ministries and stakeholders;
161) Collaborating with NCPWD in disability mainstreaming issues in County programmes;
162) Promotion of Kiswahili, sign language and indigenous languages;
163) Home Craft Centres;
164) Mainstreaming gender into development;
165) Providing support to Women Enterprise Development Fund;
166) Promotion and coordination of volunteer services;
167) Promoting community development;
168) Regulating cinemas, videos shows and hiring of equipment;
169) Development and management of Museums;
170) Promotion of sports and cultural activities;
171) Management of County parks, beaches and recreation facilities;
172) Control of drugs and pornography;
173) Provision of Library Services;
174) Regulating Sports and Cultural facilities;
175) Organizing and coordinating sports functions and events at the grassroots, national and international levels;
176) Coaching and officiating sports activities;
177) Mobilizing financial resources for sports programme and activities;
178) Establishing youth sports centres and facilities and ensuring care and safety of sports facility users;
179) Registering sports clubs;
180) Collaborating with the relevant public and private institutions on development of sports facilities;
181) Controlling doping and drugs/subsistence abuse in sports;
182) Organizing and coordinating training for sports technical and administration personnel;
183) Identification, Counseling and Training of Clients;
184) Network with funding agencies for youth and women groups.
185) Introduce revolving fund for youth/women;
186) Registration and regulation of youth/women groups;
187) Support development and maintenance of social halls, sports stadia, playfields and resource centres;
188) Establishment of rehabilitation centres;
189) Formation and capacity building for development committees;
190) Funding and support for HIV/AIDS programmes;
191) Conduct annual sporting tournaments.
Organization Structure of Land, Housing and Urban Development
Lands, Housing and Urban Development
This Directorate will be responsible for the following functions:-
County Functions in Lands, Housing and Urban Development
1) Urban development at the County level;
2) Prepare and maintain plans of property boundaries in support of land registration;
3) Execution of all cadastral surveys;
4) Preparation and maintenance of Registry Index maps and deed plans;
5) Examination, approval and authentication of all cadastral surveys;
6) Provision of base maps for utility management and other developments;
7) Sale of maps and plans;
8) Thematic mapping;
9) Provision of geospatial information products;
10) Carry out hydrographic surveys for inland lakes and rivers;
11) Carry out tidal observations;
12) Basic calibration and maintenance;
13) Preliminary quality control and assurance of Geographical data generated by other organizations;
14) Technical advisory services on Estate Management to County Government agencies;
15) Implementation of social and physical infrastructure policies and strategies for slum upgrading;
16) County housing surveys and statistics;
17) Office accommodation for County Government functions;
18) Facilitating across to housing through various strategies and programmes;
19) Housing for disciplined forces and constitutional offices;
20) Oversee implementation of Maintenance Policy;
21) Planning and development of Housing Infrastructure Projects;
22) Capacity building for communities on Appropriate Building Materials and Technologies;
23) Identification, implementation and management of projects in slums and information settlements to improve living standards;
24) Conducting research on housing and human settlements;
25) Preparation of County budgets and profiles as per the Transition of Devolved Government Act for 2011;
26) Housing development;
27) Overseeing the implementation of the National Building Regulations;
28) Implementation of real estate management policies and strategies;
29) Developing housing units for sale and low cost rental houses for County public servants; and
30) Maintenance of inventory of County Government houses and buildings.
Organization Structure of Public Works, Roads and Transport
Public Works, Roads and Transport
This Directorate will be responsible for the following functions:-
County Functions in Public Works, Roads and Transport
1) Implementation of policies construction of government buildings;
2) Award and supervise construction works for government buildings;
3) Implementation of policies and guidelines in the maintenance and rehabilitation of government buildings;
4) Implementation of policies and guidelines in the provision of mechanical and electrical building services for government buildings in the County;
5) Maintenance and update inventory of County Government property;
6) Implementation of policies and guidelines in the provision of construction and maintenance of other public works in the County;
7) Implementation of policies on road works, transport quality standards, materials, mechanical and transport services for County roads;
8) Undertake performance and technical audit on road construction and maintenance for County roads;
9) Implement findings on material research and testing to ensure compliance both for Government and Private sector construction and industry on County road works;
10) Provision of equipment for development and maintenance of infrastructure, technical consultancy and other mechanical services to the public and private sectors;
11) Kenya Building Research Centre (KBRC);
12) Design;
13) Fire Services; and
14) State functions (Presidential Visits).
Organization Structure of Public Service Management
Public Service Management
This Directorate will be responsible for the following functions:-
County Functions in Public Service Management (HRM & Consultancy)
1) The head of HRM at the Counties will be responsible to the County Secretary Public Service Management for planning, coordinating, administration and control of activities of Human Resource Management Unit;
2) Establish and operationalize County HRM Units;
3) Carry out Staff Audit, identify staffing gaps and propose optional staffing levels in the County;
4) Liaise with the Ministry of State for Public Service and other Ministries/Departments on HRM Matters;
5) Prepare budget for the HRM Unit in the County;
6) Ensure correct interpretation of the HR Policies, Rules and Regulations, Labour laws and other relevant statutes;
7) Ensure compliance with the public service values and principles by all County staff;
8) Provision of counseling services;
9) Initiating Review of Schemes of Service/Career Progression Guidelines (there will be a placement office);
10) Initiating Review of organizational structures, staffing levels and placement of staff;
11) Providing guidance on interpretation and implementation of Schemes of Service/Career Progression Guidelines;
12) Undertaking implementation of recommendations of external consultants;
13) Playing the role of liaison officer in tasks involving external consultancy;
14) Developing terms of reference for assignments involving external consultants;
15) Undertaking routine job analysis;
16) Undertaking periodic assessment in regard to efficiency and effectiveness of operational processes and procedures, and making recommendations to the accounting officer;
17) Undertaking periodic survey on service delivery and related challenges;
18) Undertaking employee satisfaction survey;
19) Tracking implementation of change;
20) Developing new initiatives to enhance efficiency and effectiveness in service delivery and customer satisfaction;
21) Developing measures to improve service delivery; and
22) Coordinating implementation of Business Process Re-engineering initiatives;
23) Intergovernmental relations;
24) Coordinating devolved units;
25) Coordinating County shared services;
26) County/corporate communication (PR, Customer care, and media).
County Functions in Public Service Management (HRD)
27) Provide policy guidelines and advice on HRD issues;
28) Coordinate training and capacity building activities in the Counties;
29) Source for scholarships and funding from Development Partners in collaboration with the National HRD;
30) Ensure proper interpretation of HRD policies and guidelines;
31) Facilitate training and capacity building in Counties, liaise with institutes of higher learning for collaborative and other tailor made training programs for the County;
32) Liaise with National Government for technical assistance;
33) Provide technical advice to County Training Committees (CTCs);
34) Manage linkage between National and County Government;
35) Provide technical support to Counties in undertaking Training Needs Assessment (TNA);
36) Advice County departments on recognized training institutions and examination bodies;
37) Establish linkages and liaise with public training institutions/providers for staff training;
38) Develop and implement demand driven training programmes in the County;
39) Manage County In-service training;
40) Audit HRD activities in the Counties;
41) Monitor and evaluate training;
42) Inter-governmental relations;
43) Corporate communication;
44) Shared services support roles;
45) Gathering, processing, packaging and disseminating news and information for development to the public through the Kenya News Agency County network;
46) Implementation of National policies, programmes and strategies;
47) Developing Information Strategies and Programmes;
48) Analyzing information research and providing appropriate solutions to information services;
49) Electronic and print coverage of development projects, socio-economic and cultural activities;
50) Ensuring the flow of information that enhances security, peace and national cohesion;
51) Coordinating and maintaining information services which include County News and features desk, photographic, electronic media, accreditation, technical and mobile cinema services;
52) Developing standards and regulations in management of information services;
53) Publishing and circulation of Rural Press publications;
54) Managing and developing content for rural information resource centres;
55) Library services; and
56) Archiving and shooting historical photographs.
57) Effective and efficient coordination and management of the Public Communication in the Counties and Sub-Counties;
58) Formulating, interpreting and implementing County Government Public Communications Policies, Strategies and Programmes;
59) Coordinating Publicity, Advertising and Public Awareness Campaigns at the County;
60) Developing strategies for implementation of Public Communications and undertaking Research on Public Opinion on specific sectoral areas and emerging issues at County Government levels;
61) Advising the County Government on best Media Handling practices;
62) Coordinating Speech-Writing for the County Governor;
63) Formulating and implementing Advocacy and Public Campaign programmes in the County;
64) Publication of magazines, newsletters and other County materials;
65) Coordinating, branding and maintaining of positive image of the County Government;
66) Developing communication strategies for development projects in line with the Constitution, Millennium Development Goals (MDGs) and Kenya Vision 2030 at the County;
67) Managing Public Communications services that enhance Security, Peace and National Cohesion through Media Monitoring and Research;
68) Promoting Stakeholder Engagement and Public Participation in National Development in the County;
69) Management of content for County websites;
70) Supervising Media Monitoring and Research Programmes and Projects at County level; and
71) Publishing and circulation of County publications;
72) Capacity building and include sign language;
73) Create media centre at the County.
SHARED SERVICES
County Functions in Procurement
74) Interpretation and implementation of the procurement Act and other relevant National Policies;
75) Monitoring and ensuring adherence to procurement rules, regulations and guidelines;
76) Preparation of the County Procurement Plan;
77) Offering secretariat services to the County Tender Boards and Stock Surveys and implementation of the decisions thereof;
78) Undertaking Market Surveys;
79) Undertake stock taking and facilitate stock verification;
80) Maintaining accountable documents and records for accountability; and
81) Undertaking procurement in line with regulations in force;
82) Legal Services;
83) Logistics;
84) Registry;
85) Procurement;
86) Human Resource – (Welfare).
Organization Structure of Trade Industrialization, Tourism, Wildlife and Enterprise Development
Trade, Industrialization, Tourism, Enterprise Development, Tourism & Wildlife
This Directorate will be responsible for the following functions:-
County Functions in Trade, Industrialization, Cooperative Development, Tourism and Wildlife
1) The implementation of the National Trade Policy;
2) Promotion of investments;
3) Trade licensing and regulation;
4) Provision of Business Development Services;
5) Coordination and development of micro, small and medium business engaged in trade;
6) Development of wholesale and retail trade;
7) Management of credit scheme for micro and small businesses;
8) Collection of business information and Management of County Business information centres;
9) Promotion of export business and domesticating bilateral, regional and multilateral agreement on trade and investment at the County level;
10) Advocacy for the provision of market infrastructure;
11) Promotion and facilitation of intra, inter-County trade;
12) Management of County physical markets and regulation of hawking activities;
13) Promotion of fair trade practices;
14) Promotion of use of e-commerce;
15) Conduct of trade fairs/exhibitions and facilitating trade mission in the County;
16) Regulating betting, casinos and other forms of gambling;
17) Racing activities;
18) Regulating Liquor licensing;
19) Promotion of consumer protection;
20) Coordination of the management of the SME Industrial Parks and IDCs;
21) Carry out resource surveys and resource endowment mapping in the County and identify opportunities for industrial investment;
22) Collect, process, analyze and disseminate industrial statistics and information to facilitate investors in manufacturing sectors to develop and expand new business opportunities in the County;
23) Undertake market and technology research, collect market information, and organize trade fairs and product exhibitions to stimulate market access;
24) Develop and manage database on capacity of Micro-Small and Medium Industries (MSMIs) to deliver quality inputs and products;
25) Undertake training and technical assistance to MSMIs through feasibility studies, business plans, mentoring and management training;
26) Facilitate financing mechanisms including supplier credit, equipment leasing and rentals;
27) Identify and initiate industrial Research and Development (R&D) activities and commercialization of research findings;
28) Implementation of cooperative policies, standards and regulations;
29) Implementation of strategies for promotion of cooperative movement;
30) Promotion of cooperative value addition, processing and marketing;
31) Promotion of cooperative finance and banking services (SACCOs);
32) Arbitrations/settlement of co-op disputes (Co-op tribunal);
33) Undertake investigations/inquiries into cooperative malpractices;
34) Conduct co-op education and training services;
35) Co-op audit and registration of audited accounts;
36) Co-operative extension, consultancy and advisory services;
37) Implementation of national tourism policies, strategies and programmes;
38) Development and implementation of County tourism development plans, programmes and projects;
39) Coordinate and facilitate the management and control of County specific tourism matters;
40) Development of partnerships between County Government and other stakeholders on tourism matters;
41) Implementation of bilateral, regional and international agreements in tourism;
42) Development of community based tourism projects and programmes;
43) Develop programmes for attracting tourism investments in the County;
44) Enforcement of the provisions of the Tourism Act and any other laws relating to tourism in the County;
45) Render technical support to entities engaged in tourism activities and services;
46) Facilitate provision of funds for development of tourism facilities in the County;
47) Sensitize communities on conservation of tourism attractions;
48) Market tourism in the region in collaboration with the Kenya Tourism Board;
49) Collection and compilation of tourism information and data in the County; and
50) Coordinate maintenance of tourism product and facilities standards and quality management in liaison with industry stakeholders.
Organizational Structure of Information Communication and e-Government
Information Communication and e-Government
This Directorate will be responsible for the following functions:-
System Administration and ICT Infrastructure
1) Oversee the development and works in the County DataCentres and/or sever rooms
2) Maintain user access controls and credetials for accessing key information assets in the County network (Domain Management)
3) Maintains database security and availability to guard against any disruption to business systems and transactions in UG County (Database Administration)
4) Supervise IT User Support and Computing Device Access and / or inventory for efficient and effective service delivery of staff to UG County Customers
Creation of E-Platforms and Innovations in Service Delivery
1) Design, implement and maintain an Online Human Resource Platform for management of all HR functions in the County
2) Design, implement and maintain an Online Health Information Management System for Better County Health Care Management
3) Develop and enable online Geo-Information System for accurate management of spatial data and records of the County (cadastral, roads and facilities, natural/environmental features, admin segment etc.)
4) Coordinate the development of systems for efficient and effective provision of services (automation or data management) in the County.
5) Facilitate ICT-driven or facilitated businesses start-ups (includes Business Process Outsourcing, Enterprises to offer services to other entities including County Governments and agencies)
Undertake Capacity Building on ICT integration and Create ICT Champions across all levels in the County
1) Coordinate the capacity building of leadership for accurate and informed decision-making on ICT related issues at all levels in the County (e-leadership)
2) Coordinate the training of UG County Staff on ICT literacy and Integration in service delivery
3) Create ICT Championship and Facilitate forums for ICT advocacy in service delivery across all levels of UG County (ICT Champions at schools, health institutions, departments / sections, wards / sub-county etc.)
4) Develop a Youth Empowerment Programme using ICT for mentoring youth on key skills for participation in socio-economic pillars of the County
County Functions in Fire Rescue & Disaster Management
1) Implementation of policies in construction of newly and existing buildings;
2) Implementation of policies and guidelines in the provision of prevention and inspection services;
3) Implementation of policies on standard operating procedures (SOPs);
4) Provision of apparatus for operation and suppression;
5) Undertake performance and technical audit on premises, moorland/forest, industrial, commercial or residential and maintenance of the emergency equipment;
6) Design new emergency projects;
7) Help to coordinate the management of other related disasters apart from fire, manage early warning system, ensure preparedness and response has been reticulated, monitor the utilization of disaster management resources;
8) Formulate county specific based disaster management strategies;
9) Implement disaster management programmes;
10) Promote compliance with the safety precautions, laws, regulations and standards;
11) Inspections of premises;
12) Help in coordination on recruitment of retention firefighters/emergency responders;
13) Implementation and coordination of training on retention and volunteer emergency responders;
14) Provide information for publicity, advertising, and public awareness campaign through media, ICT and road shows; and
15) Coordinate safety on sports facilities and during sporting activities.
CHAPTER SIX
6.0 RESOURCE MOBILIZATION FRAMEWORK
Financial Resources
6.1 The implementation of this UG CIDP is estimated to cost Kshs.____________. Table 1 shows an annual breakdown of the total estimated cost of implementing all activities of the Uasin Gishu CIDP, actual/projected funds from the Government and other sources:-
Table 1. Financial Resources
2013/14 2015/16 2017/18 Total
Estimated Cost
Actual/projections of GOK
Other Sources
6.2 The main source of funds to implement this UG CIDP will be from the National Budget. In addition, the County will source for additional funds from internal sources, Development Partners and the Private Sector through Public Private Partnership (PPP). In developing the strategies for resource mobilization, analysis of the planned activities that the County intends to undertake during the plan period was carried out.
Strategies for Resource Mobilization
6.3 In the plan period, the following strategies will be used to enhance the mobilization of funds for the County’s activities and programmes.
Establish a framework for public private partnership in resourcing key activities
6.4 The private sector is a major source of funding to some of the County’s programmes. Through the public private partnership, the County will undertake the following activities to source for increased funding:
• Initiate and facilitate more programmes that encourage public private partnership in business development such as infrastructure development, building schools, markets, hospitals, housing, e-commerce etc.
• Hold awareness forums on the available programmes for public private partnerships.
• Organize and run stakeholder forums in the planning, financing and implementation of the County’s initiatives.
Strengthen monitoring of funds utilization
6.5 To ensure optimal utilization of the County’s funds, the following activities will be undertaken:
• Monitor and evaluate the County’s programmes regularly to ensure prudent use of funds to avoid wastage.
• Run sensitization programmes for the implementing departments on monitoring and evaluation.
• Prepare work plans based on the County’s CIDP.
• Prepare and implement an effective and efficient procurement plan.
Resource requirements
6.6 The source and estimated amount of financial resources required to implement the Uasin Gishu CIDP are given in Table 2 below.
Table 2: Projected Resource Flows (Kshs. Millions)
Source of Funds 2013/14 2015/16 2017/18
GoK*: Development
2,059,700,000 2,265,670,000 2,492,237,000
GoK: Recurrent
3,590,208,693 3,949,229,562 4,344,152,518
Others**
1,000,000,000
Contributions by NGOs and Other Implementing Partners – Bilateral (WFP, USAID, World Vision, International Development Agencies)
*The figures are based on the printed estimates of recurrent and development expenditure 2013/14.
**The figures are based on the current donor funding to projects.
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