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Mombasa City County Integrated Development Plan (CIDP) 2023-2027, published by the County Government of Mombasa in 2023. Table 49 (printed page 200) lists the MICE convention centre flagship in Nyali Sub-county at KES 10 billion; printed page 209 lists a tea blending and packaging facility. This copy was obtained from the KIPPRA public policy repository.

Contributed as a source for Mombasa Convention Centre.

Also cited by Tea Value Addition SME Export Enablement Platform.

Also cited by Tudor Creek Barrage.

Also cited by Mombasa Electric Ferry and Water Transport System.

Also cited by Mombasa Old Town Rehabilitation.

Also cited by Greater Mombasa Private Specialty Hospital.

Also cited by Mombasa Private Desalination Plant.

Contents of the file

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COUNT Y GOVERNMENT OF MOMBASA THIRD COUNTY INTEGRATED DEVELOPMENT PLAN (2023-2027) i

| | COUNT Y GOVERNMENT OF MOMBASA THIRD COUNTY INTEGRATED DEVELOPMENT PLAN (2023-2027) |

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| i | |

| NT Y GOVERNMENT OF MOMBAS |

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| THIRD COUNTY INTEGRATED DEVELOPMENT PLAN (2023-2027) |

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COUNTY VISION, MISSION AND CORE VALUES County Mission County Vision To provide high quality services To see Mombasa County as a vibrant through transformational leadership by modern regional commercial hub with a ensuring prudent utilization of high standard of living for its residents resources to foster socio-economic development to the residents of Mombasa Core Values As Mombasa County, we are committed to championing these core values as the guiding codes for our undertakings: Patriotism – we are devoted to love, support, and defend our county and national loyalty. Professionalism – we are dedicated to the highest levels of achievement obtainable through competencies and critical skills. We exceed standards, not only to produce greater efficiencies in our work but also ensuring meaningful citizen participation in the county development agenda. I ntegrity – Straightforwardness, ingenuousness, honesty and sincerity are an integral part of our undertakings which we shall firmly adhere to in every duty to the people of Mombasa. Human Dignity – we believe that all human beings are deserving of equal respect and worth and entitled to the realization of their full potential. We hold ourselves accountable to live up to our values and to treat each other fairly and with esteem. Good Governance – we endeavor to foster participatory, consensus-oriented, accountable, transparent, responsive, effective and efficient; equitable and inclusive and follows the rule of law in our county undertakings. Diversity- we appreciate differences in age, gender, ethnicity, education, physical abilities, race, and religion among individuals. We recognize the most marginalized, vulnerable and disadvantaged groups in the County, ensuring that they are part of the Government’s programmes, projects and initiatives. ii

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TABLE OF CONTENTS COUNTY VISION, MISSION AND CORE VALUES … ii TABLE OF CONTENTS …iii LIST OF TABLES … v LIST OF MAPS & FIGURES … vii LIST OF PLATES (CAPTIONED PHOTOS) … viii ACRONYMS AND ABBREVIATIONS … ix KEY CONCEPTS AND TERMINOLOGIES … xiii FOREWORD … xv ACKNOWLEDGMENT … xvii EXECUTIVE SUMMARY … xviii CHAPTER ONE: COUNTY OVERVIEW … 1 1.1 Background … 1 1.2 Position and Size … 1 1.3 Physiographic and Natural Conditions … 2 1.4 Administrative and Political Units … 4 1.5 Demographic Features … 6 1.6 Human Development Index … 16 CHAPTER TWO: REVIEW OF IMPLEMENTATION OF THE PREVIOUS CIDP [2018- 2022] … 17 2.0 Overview … 17 2.1 Analysis of the County Revenue Sources… 19 2.2 County Budget Expenditure Analysis … 21 2.3 Programme Performance Review … 26 2.4 Challenges and Lessons Learnt … 38 2.5 Emerging Issues … 42 2.6 Natural Resource Assessment … 44 2.7 Development Issues… 47 CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK … 80 3.1 Introduction … 80 3.2 Location and Context of Mombasa County … 84 3.3 Spatial Development Framework … 87 CHAPTER FOUR: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES 91 4.0 Introduction … 91 iii

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4.1 Development Priorities and Strategies … 91 4.2 Sector Programmes and Flagship Projects … 91 4.3 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks … 203 4.4 Cross-Sectoral Linkages … 232 CHAPTER FIVE: IMPLEMENTATION FRAMEWORK … 246 5.1 Overview … 246 5.2 Institutional Framework… 247 5.3 Resource Mobilization and Management Framework … 252 5.3.1 Resource Requirements by Sector … 252 5.3.3 Estimated Resource Gap … 253 5.4 Asset Management … 256 5.5 Risk Management … 257 CHAPTER SIX: MONITORING AND EVALUATION FRAMEWORK … 260 6.1 Overview … 260 6.2 County Monitoring and Evaluation Structure … 264 6.3 M&E Capacity … 265 6.5 Data Collection, Analysis and Reporting … 278 6.6 Dissemination, Feedback Mechanism, Citizen Engagement and Learning … 279 6.7 Evaluation Plan … 279 ANNEX 1: COUNTY FACTSHEET … 281 ANNEX 2: INTEGRATION OF POPULATION ISSUES INTO THE CIDP … 292 ANNEX 3: PUBLIC PARTICIPATION DOCUMENTATION IN THE PREPARATION OF CIDP 2023-2027………………………………………………………………………………..….302 iv

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LIST OF TABLES Table 1: Administrative Units by Sub-County, 2022 … 4 Table 2: County Government Administrative Wards … 6 Table 3: County’s Electoral Wards by Constituency … 6 Table 4: Population Pyramid … 7 Table 5: Population Distribution Density by Sub County … 7 Table 6: Population Projections (by Sub-County and Sex) … 8 Table 7: Population Projections by Age Cohort… 9 Table 8: Population Projection by Urban … 9 Table 9: Population distribution and density by Sub-County … 10 Table 10: Population Projections by Broad Age Groups … 11 Table 11: Population of Persons with Disability by Type, Age and Sex … 13 Table 12: Demographic Dividend Potential… 14 Table 13: Mombasa County Revenue (2018/19 - 2021/22) … 19 Table 14: Mombasa County Budget Allocation and Expenditure by Sub-programmes, FYs 2018/19- 2021/22 … 22 Table 15: Proportionate Budgetary Expenditure (2018/19 - 2021/22) … 25 Table 16: Cost Performance Index (2018/19 - 2021/22) … 26 Table 17: Schedule Performance Index (SPI) … 27 Table 18: Challenges and Lessons Learnt … 38 Table 19: Emerging Issues … 42 Table 20: Natural Resource Assessment … 44 Table 21: Sector Development Issues … 47 Table 22:County Spatial Development Framework showing key Thematic Areas … 87 Table 25: Sector Priorities and Strategies … 92 Table 24: County Executive Programmes … 94 Table 21: Sector Priorities and Strategies … 101 Table 26: County Assembly Programmes … 102 Table 23: Sector Priorities and Strategies … 106 Table 28: CPSB Programmes … 108 Table 33: Sector Priorities and Strategies … 111 Table 30: Finance & Economic Planning Programmes … 113 Table 31: Sector Priorities and Strategies … 121 Table 32: Environment & Solid Waste Management Programmes … 122 Table 29: Sector Priorities and Strategies … 128 Table 34: Education & Digital Transformation Programmes … 130 Table 35: Sector Priorities and Strategies … 139 Table 36: Health Services Programmes … 141 Table 43: Sector Priorities and Strategies … 145 Table 38: Water, Natural Resources & Climate Change Programmes … 147 Table 27: Sector Priorities and Strategies … 157 Table 40: Public Service Administration, Youth, Gender, Social Services and Sports Programmes 160 Table 39: Sector Priorities and Strategies … 173 Table 42: Tourism, Culture & Trade Programmes … 175 v

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Table 37: Sector Priorities and Strategies … 180 Table 44: Lands, Urban Renewal & Housing Programmes … 182 Table 41: Sector Priorities and Strategies … 185 Table 42: Transport & Infrastructure Programmes … 187 Table 47: Sector Priorities and Strategies … 191 Table 48: Blue Economy, Agriculture & Livestock Programmes … 194 Table 49: County Flagship Projects … 200 Table 50: National Development Agenda, Regional and International Development Frameworks … 203 Table 51: Cross-sectoral Impacts … 232 Table 48: Institutional Arrangement … 249 Table 53: Summary of Sector Financial Resource Requirements … 252 Table 54: Revenue Projections … 252 Table 55: Resource Gaps … 253 Table 56: Risk, Implication, Level and Mitigation Measures … 257 Table 57: Summary of M&E Outcome Indicators … 266 Table 54: Evaluation Plan … 280 vi

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LIST OF MAPS & FIGURES Map 1-1: Location of the County in Kenya … 2 Map 1-2: County Administrative/Political Units … 5 Figure 1: Actual Revenue Collected by Category … 20 Figure 2: Mombasa County Revenue (Actuals) FYs 2018/19- 2021/22 … 20 Figure 3: Own Source Revenue Analysis for FYs 2018/19- 2021/22 … 21 Figure 4: Departmental Expenditures as % of Overall Costs … 25 vii

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LIST OF PLATES (CAPTIONED PHOTOS) Photo 1: H.E. Governor Abdullswamad Sheriff Nassir giving his remarks during the Japan-Kenya Urban Development & Transport Symposium held on 24th Jan 2023…………………………………………..17 Photo 2: MV035 Transport Network………………………………………………………………….64 Photo 3: MV035 Infrastructural Network…………………………………….………….……………64 Photo 4: Towards an inclusive and equitable quality education and promote lifelong learning drive……..72 Photo 5: Better healthcare is a right for all citizens, not a requested favour……………………………..72 Photo 6: Handover Ceremony from 1st Governor, Hon Hassan Ali Joho to 2nd Governor, H.E. Abdullswamad Sheriff Nassir …………………………………….………………………………….204 viii

| Photo 1: H.E. Governor Abdullswamad Sheriff Nassir giving his remarks during the Japan-Kenya Urban |

|---|

| Development & Transport Symposium held on 24th Jan 2023…………………………………………..17 |

| Photo 2: MV035 Transport Network………………………………………………………………….64 |

| Photo 3: MV035 Infrastructural Network…………………………………….………….……………64 |

| Photo 4: Towards an inclusive and equitable quality education and promote lifelong learning drive……..72 |

| Photo 5: Better healthcare is a right for all citizens, not a requested favour……………………………..72 |

| Photo 6: Handover Ceremony from 1st Governor, Hon Hassan Ali Joho to 2nd Governor, H.E. |

| Abdullswamad Sheriff Nassir …………………………………….………………………………….204 |

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ACRONYMS AND ABBREVIATIONS ABT Appropriate Building Technologies AFA Agriculture and Food Authority AFD African Development Bank ADSA Alcohol Drugs and Substance Abuse AGPO Access to Government Procurement Opportunities AI Artificial Insemination AIDS Acquired Immune Deficiency Syndrome ARUD Agriculture, Rural and Urban Development ASALs Arid and Semi-Arid Lands ASDSP Agricultural Sector Development Support Programme ASTGS Agricultural Sector Transformation and Growth Strategy AYP Adolescents and Youth population BDS Business Development Skills BETA Bottom Up Transformation Agenda BIC Business Information Centre BMU Beach Management Unit CADP County Annual Development Plan CAF County Assemblies Forum CASB County Assembly Service Board CBA Collective Bargaining Agreement CBD Central Business District CBOs Community Based Organizations CCO County Chief Officer CECM County Executive Committee Member CFSP County Fiscal Strategy Paper CGM County Government of Mombasa CHV Community Health Volunteer CIDP County Integrated Development Plan CIMES County Integrated Monitoring & Evaluation System CIPK Council of Imams and Preachers of Kenya CPSB County Public Service Board CRA Commission on Revenue Allocation CSOs Civil Society Organizations CVE Countering Violent Extremism DD Demographic Dividend DRR Disaster Risk Reduction DRM Disaster Risk Management EAC East Africa Community EARC Educational Assessment and Resource Center ECDE Early Childhood Development Education EDMS Electronic Document Management System EEZ Exclusive Ecological Zone EMR Electronic Medical Record ESP Economic Stimulus Programme FAO Food and Agriculture Organization of the United Nations FCDO Foreign, Commonwealth & Development Office FGM Female Genital Mutilation FIF Facilities Improvement Fund ix

| | AFA | | | Agriculture and Food Authority | |

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| | AI | | | Artificial Insemination | |

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| | AYP | | | Adolescents and Youth population | |

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| | BMU | | | Beach Management Unit | |

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| | CAF | | | County Assemblies Forum | |

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| | CBA | | | Collective Bargaining Agreement | |

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| | CGM | | | County Government of Mombasa | |

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| | CRA | | | Commission on Revenue Allocation | |

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| | CVE | | | Countering Violent Extremism | |

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| | DRR | | | Disaster Risk Reduction | |

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| | EAC | | | East Africa Community | |

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| | EEZ | | | Exclusive Ecological Zone | |

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| | ESP | | | Economic Stimulus Programme | |

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| | FIF | | | Facilities Improvement Fund | |

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FOSA Front Office Services Activity FY Financial Year GBV Gender Based Violence GDP Gross Domestic Product GDI Gender Development Index GESI Gender Equality and Social Inclusion GGEP Green Growth and Employment Programme GHG Greenhouse Gas GIS Geographical Information System GiZ German Society for International Cooperation GNI Gross National Income GSWGs Gender Sector Working Groups GTZ Deutsche Gesellschaft für Technische Zusammenarbeit GmbH (German Agency for Technical Cooperation) HCW Health Care Worker HDI Human Development Index HDR Human Development Report HIV Human Immunodeficiency Virus HRD Human Resource Development HRH Human Resource for Health HPT Health Products and Technologies ICPPD25 International Conference on Population and Development ICT Information Communication Technology IFMIS Integrated Financial Management System IHRIS Integrated Human Resources Information System ILO International Labour Organization ILRAD International Laboratory for Research on Animal Diseases ILRI International Livestock Research Institute IPSAS International Public-Sector Accounting Standards ISUDP Integrated Strategic Urban Development Plan JICA Japan International Cooperation Agency JKP Jumuiya ya Kaunti za Pwani KALRO Kenya Agricultural and Livestock Research Organization KEFRI Kenya Forestry Research Institute KEMSA Kenya Medical Supplies Authority KeNHA Kenya National Highways Authority KEPHIS Kenya Plant Health Inspectorate Service KEPH Kenya Essential Package for Health KeRRA Kenya Rural Roads Authority KESCAVA Kenya Small and Companion Animal Veterinary Association KEVAVAPI Kenya Veterinary Vaccines Production Institute KDHS Kenya Demographic Health Survey KFS Kenya Forest Service KHIS Kenya Health Information System KNBS Kenya National Bureau of Statistics KTB Kenya Tourism Board KURA Kenya Urban Roads Authority KYEP Kenya Youth Empowerment Programme LANs Local Area Networks LPG Liquefied Petroleum Gas MAN Metro Area Network x

| | FY | | | Financial Year | |

|---|---|---|---|---|---|

| | GDP | | | Gross Domestic Product | |

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| | GHG | | | Greenhouse Gas | |

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| | GiZ | | | German Society for International Cooperation | |

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| | HCW | | | Health Care Worker | |

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| | HDR | | | Human Development Report | |

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| | HRD | | | Human Resource Development | |

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| | HPT | | | Health Products and Technologies | |

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| | ICT | | | Information Communication Technology | |

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| | KFS | | | Kenya Forest Service | |

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| | MAN | | | Metro Area Network | |

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MCA Member of County Assembly MDAs Ministries, Departments and Agencies MERC Mombasa County Ethics and Research Committee MEL Monitoring, Evaluation and Learning MIC Mombasa Investment Corporation MICE Meetings, Incentives, Conferences & Exhibitions MPDSR Maternal and Perinatal Death Surveillance and Response MOWASCO Mombasa Water Supply & Sanitation Company MSMEs Micro, Small and Medium. Enterprises MTEF Medium Term Expenditure Framework MTP Medium Term Plan M&E Monitoring and Evaluation NACADA National Authority for the Campaign Against Alcohol and Drug Abuse NCCK National Council of Churches of Kenya NDCs Nationally Determined Contributions NDMA National Disaster Management Authority NGOs Non-Governmental Organizations NHDR National Hunan Development Reports NHIF National Hospital Insurance Fund NMT Non-Motorized Transport NOFBI National Fiber Optic NUA New Urban Agenda OSHA Occupational Safety and Health Administration OVCs Orphans and Vulnerable Children PBB Programme Based Budget PBO Public Benefit Organization PCNs Primary Care Networks PFMA Public Finance Management Act PPE Personal Protective Equipment PPP Public Private Partnership PSA & YGS Public Service Administration, Youth Gender & Sports PWDs Persons with Disabilities RMLF Road maintenance Levy Fund SACCO Savings and Credit Cooperative SBDC Small Business Development Centre SDGs Sustainable Development Goals SEZ Special Economic Zone SFDRR Sendai Framework for Disaster Risk Reduction SGR Standard Gauge Railway SLI Sequencing, Layering and Integration SMEs Small and Medium Enterprises SOCATT (K) Society of Clerks at the Table in Kenya SOPs Standard Operating Procedures STEM Science, Technology, Engineering and Mathematics SWG Sector Working Group TVET Technical and Vocational Education and Training UHRIS Unified Human Resources Information System UN United Nations UNDP United Nations Developmental Programme UNEP United Nations Environment Programme UNESCO United Nations Educational, Scientific and Cultural Organization xi

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| | MEL | | | Monitoring, Evaluation and Learning | |

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| | M&E | | | Monitoring and Evaluation | |

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| | NMT | | | Non-Motorized Transport | |

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| | NUA | | | New Urban Agenda | |

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| | PBO | | | Public Benefit Organization | |

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| | PPP | | | Public Private Partnership | |

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| | SLI | | | Sequencing, Layering and Integration | |

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| | UN | | | United Nations | |

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UNICEF United Nations Children’s Fund USAID United States Agency for International Development VET Vocational Education and Training VTCs Vocational Training Centers WB World Bank WHO World Health Organization xii

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| | VET | | | Vocational Education and Training | |

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| | WB | | | World Bank | |

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KEY CONCEPTS AND TERMINOLOGIES Baseline: An analysis describing the initial state of an indicator before the start of a project/programme, against which progress can be assessed or comparisons made. Blue Economy: The sustainable use and economic development of both aquatic and marine spaces including oceans, seas, coasts, lakes, rivers, and underground water. County Assembly Public Service Board: a body charged with the responsibility of developing and implementing human resource policies and framework for the County Government in line with the relevant laws. The CPSB handles all human resource issues in the County. County Assembly: the legislative arm of the County Government which makes laws to govern certain operations. The assembly also has oversight responsibilities on the county’s operational activities. The County Assembly consists of Members of County Assembly (MCAs), Clerk and the Speaker elected by the Members of the County Assembly. County Executive: consists of the county governor and the deputy county governor; and members appointed by the county governor, with the approval of the assembly, from among persons who are not members of the assembly. County Government: the unit of devolved government. Development Issue: The key constraint/emerging issue concerning a sector that needs to be addressed or tapped into through various interventions and programmes. Devolution: the statutory delegation of powers from the central government of a sovereign state to govern at a subnational level, such as a regional or local level. Devolution in Kenya is the pillar of the Constitution and seeks to bring government closer to the people, with county governments at the centre of dispersing political power and economic resources to Kenyans at the grassroots. Flagship/Transformative Projects: These are projects with high impact in terms of employment creation, increasing county competitiveness, revenue generation etc. They may be derived from the Kenya Vision 2030 (and its MTPs) or the County Transformative Agenda/Long-term Plans, etc. Green Economy: An economy that aims at reducing environmental risks and ecological scarcities as well as enhancing sustainable development without degrading the environment. Human Development Index (HDI): is a composite measure that incorporates mostly indicators derived from social sectors like life expectancy, years of schooling, and the general standard of living in the region or country. Indicator: A sign of progress /change that result from a project’s intervention. It measures a change in a situation or condition and confirms progress towards achievement of a desired specific result. It is used to measure a project’s impact, outcomes, outputs and inputs that are monitored during project implementation to assess progress. Integrated Development Planning: The process of coordinating the efforts of national and devolved levels of government and other relevant stakeholders to bring together economic, social, xiii

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environmental, legal and spatial aspects of development so as to produce a plan that meets the needs and sets the targets for the benefit of local communities. Outcome Indicator: A specific, observable, and measurable characteristic or change that will represent achievement of the outcome. Outcome indicators include quantitative and qualitative measures. Examples: Enrolment rates, transition rates, mortality rates, etc. Outcome: An intermediate result generated from a number of outputs relative to the objective of a programme or intervention. Output: Products, services or immediate results, tangible or intangible resulting directly from the implementation of activities or applying inputs. Performance indicator: A measurement that evaluates the success of an organization or of a particular activity (such as projects, programmes, products and other initiatives) in which it engages. Programme: A grouping of similar projects and/or services performed by a National/County Department to achieve a specific objective; Programmes must be mapped to strategic objectives. Project: A set of coordinated activities implemented to meet specific objectives within defined time, cost and performance parameters/deliverables. Public Participation: Is the process where individuals, governmental and non-governmental groups influence decision making in policy, legislation, service delivery, oversight and development matters. It is a two-way interactive process where the duty bearer communicates information in a transparent and timely manner, engages the public in decision making and is responsive and accountable to their needs. Sector: Is a composition of departments, agencies and organizations that are grouped together according to services and products they provide. They produce or offer similar or related products and services, and share common operating characteristics. Sustainable Development: The development that meets the needs of the present, without compromising the ability of future generations to meet their own needs. Spatial Development: techniques used by planners and other actors of decision making to facilitate integrated balanced development. Target: A result to be achieved within a given time frame through application of available inputs. Sectors: For the purposes of planning, the CADP sectors shall be based on the following MTEF Sectors – Agriculture, Rural and Urban Development (ARUD); Energy, Infrastructure and ICT; General Economic, and Commercial Affairs; Health; Education; Public Administration & International (or inter- government) Relations; Social Protection, Culture and Recreation; and Environmental protection, Water and Natural Resources. County Governments should however incorporate only the sectors relevant to their respective counties. xiv

| Sectors: For the purposes of planning, the CADP sectors shall be based on the following MTEF Sectors |

|---|

| – Agriculture, Rural and Urban Development (ARUD); Energy, Infrastructure and ICT; General |

| Economic, and Commercial Affairs; Health; Education; Public Administration & International (or inter- |

| government) Relations; Social Protection, Culture and Recreation; and Environmental protection, Water |

| and Natural Resources. County Governments should however incorporate only the sectors relevant to |

| their respective counties. |

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FOREWORD Greetings to the great people of the county of Mombasa! It is my distinct pleasure and honor to share my vision to transform our county society as your second Governor and County Chief Executive Officer. Over the past ten years, I have diligently served Mombasa County as the Member of Parliament for Mvita Constituency. During this remarkable journey, I have worked faithfully and dutifully to represent the people of Mombasa, legislate in your interests, defend Devolution and support the full implementation of the Constitution. Most importantly, I have been at the heart of efforts to unite the diverse communities residing in Mombasa County by creating a sense of communal belonging where everybody feels welcome regardless of religious or ethnic background. I have been at the forefront of defending the rights and resources of not just the people of Mombasa but the Coast as region because of how passionate I am about our potential to achieve greatness. This solemn partnership I have with the people of Mombasa has been recognized both locally and nationally. We have done many great things together. I remain eternally grateful for your confidence in my leadership and the opportunity you gave me to bring about a new beginning. And now, I seek to continue this journey hand in hand with you as your servant Governor. Kenya as a country has come a long way in our 59 years of independence and so has Mombasa as the main port city. As one of the five city counties, with the second most dense population in Kenya, the last decade of those years has seen the people of Mombasa struggle with various emerging challenges. We have about 500,000 people who live in neighboring counties and commute to work in Mombasa; this also comes with its complexities. While Devolution presents a unique opportunity for development, as a County, we are yet to fully exploit this promise. I cannot do this alone; we have to do this together. We started the journey to become a smart city at the advent of devolution and together, we can win the future as we learn from the shortcomings of the past. This is why I felt the need to present myself to serve you as your next Governor. I understand these challenges, I have confronted them as a Member of Parliament for the past ten years and I have a plan to address them as your County Chief Executive. It is my mission to build on the gains made, learn from the xv

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shortcomings of the past and partner with you, the residents, in making a deliberate leap into the new beginning for Mombasa. The backbone of my agenda is to bring a new way of doing things in Mombasa through public participation. A government by the people and for the people. A government that you can trust because it is YOUR government. My manifesto as aligned to this CIDP 2023-2027 will focus on Ten Key Pillars aimed at transforming the lives of Mombasa residents: (1) Revitalizing Mombasa’s economy (2) Providing all citizens with access to clean water, sewer & storm water services (3) Solving public transport challenges (4) Prioritizing social welfare: improving quality of life for our people (5) Entrenching good governance (6) Reforming county government finance (7) Investing in education (8) Promoting cohesion, eliminating criminal gangs and battling drug menace (9) Modernizing solid waste disposal (10) Leveraging Technology for development: Mombasa as a Smart City. I am deeply passionate about an accountable and people centered government. This is why the theme of my manifesto is “Mombasa - A New Beginning; Voice of the People.” My promise is to work together with you, hand in hand, to create impact in our society at the household level in our county. I am aware that Mombasa still has a long way to go but it is my solemn commitment that you shall feel the transformation of Mombasa right at your doorstep. We can only do this together! HIS EXCELLENCY, ABDULLSWAMAD SHERIFF NASSIR, GOVERNOR, MOMBASA COUNTY xvi

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ACKNOWLEDGMENT County Government of Mombasa wishes to register its appreciation to all those who were involved throughout the preparation of the Third Generation CIDP (2023-2027). The County takes this opportunity to specially acknowledge the unrelenting efforts portrayed by the departmental directorates in this noble process of shaping the future our county. The County applauds the Office of the Governor and the Deputy Governor who have given immense contribution towards making this CIDP a reality. The County is indebted to the Governor of the County Government of Mombasa, H.E. Abdullswamad Sheriff Nassir, for his great leadership in spearheading the CIDP process up to effective completion. Special gratitude is owed to the Deputy Governor, Francis Thoya Foleni; the County Secretary, Jeizan Faruk; Ag. Chief Officer for Finance & Economic Planning, Ayub Ridhiwan Buhiri; Head of Budget & Economic Planning, Jane Wandia Githui, and Affan Mohamed, Head of Revenue - for steering the process. Specifically, I would like to thank all the departmental Chief Officers, Directors and their technical teams for their commitment and exceptional inputs in this process. Specifically, I recognize the citizens’ inputs through their Civil Society Organizations, CSOs’ representatives during the data collection and analysis of the CIDP process held on 13th – 17th February 2023 at Mombasa Beach Hotel. Much appreciation goes to the CIDP Technical Team, who were immensely involved in key stages that entailed data collection and analysis; development of objectives and strategies; formulation of programmes and projects; and preparation of a draft CIDP. My gratitude goes to the following persons/institutions for their valued contributions and technical backstopping efforts; the Mombasa County Assembly led by the Speaker and Hon. Aharub Ebrahim Khatri. Similarly, I acknowledge the continued partnership with UNICEF. Specifically, the invaluable technical and financial support in the preparation of this CIDP from UNICEF. Finally, I take this opportunity to thank Dr. Paul Kamaku for his technical assistance, his insights and worked tirelessly in facilitation of consultative meetings; and collation of contributions from the County Departments and CSOs during the entire CIDP development process. The completion of this CIDP 2023-2027 is a strong statement that the County Government is having A New Beginning as the Voice of the People of Mombasa. May God bless you for giving us this opportunity to serve you. EVANS OANDA COUNTY EXECUTIVE COMMITTEE MEMBER, FINANCE & ECONOMIC PLANNING xvii

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EXECUTIVE SUMMARY The County Government Act 2012, 104 obligates a county to develop an integrated plan, designate planning unit at all County administrative units and promote public participation and engagement by non- state actors in the planning units. As such, this is the 3rd Generation CIDP 2023-2027 that serves as a legal development blueprint in the county for the five-year period. It reflects the strategic long- and medium- term priorities of the county government. This CIDP is a product of highly participatory, consultative and inclusive stakeholder’s process conducted throughout the county to ensure that no one is left behind. Consequently, this plan was prepared in accordance with Section 104 (1) of the County Government Act that provides for “a county government shall plan for the county and no public funds shall be appropriated without a planning framework developed by the county executive committee and approved by the county assembly.” As per Section 107(2) “shall be the basis for all the budgeting and planning in a county”. The PFM Act, 2012 inter-alia also lays emphasis on the CIDP as the overall guide in the budget making process. Accordingly, this plan has been prepared under a participatory approach to capture the aspirations of the people of Mombasa and as such to propel the county towards realisation of the national vision 2030 and as well as Sustainable Development Goals. In pursuit of the aspirations of Mombasa people, the county envisions ‘A vibrant modern regional commercial hub with a high standard of living for its residents’ delivered through the mission ‘to provide high quality services through transformational leadership by ensuring prudent utilization of resources to foster socio-economic development to the residents of Mombasa’. The County Actors have deeply-held commitments and shared understanding (core values) that inform every policy, programme and project initiatives summarized as Patriotism, Professionalism, Integrity, Human Dignity, Good Governance and Diversity. This CIDP is comprised of six chapters. Chapter One gives the county overview which comprises of background information, position and size; physiographic and natural conditions; administrative and political units; demographic features; and Human Development Index. Chapter Two is the performance review of the previous CIDP 2018-2023. The review presents an analysis of the county revenue sources, county budget expenditure analysis and the sector programmes’ performance reviews. In addition, this section captures the challenges that highlight the constraints that prevented the development programmes from fully realizing set targets. Emerging issues are also noted that depicts the unforeseen issues that arose during implementation period that needed or needs to be addressed. Lessons learnt that indicate the new knowledge gained during implementation of the previous CIDP 2018-2022 are also identified based on what worked and what did not work; and recommendation to this plan and forward-looking annual development plans. This chapter also details the major natural resources found in the county, and the key sector development issues; and their causes as identified during data collection and analysis stage. Chapter Three is the spatial framework within which development projects and programmes will be implemented. Further, there is also documentation of the progress made in preparation of county spatial xviii

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plans. The framework includes the spatial maps and a summary on how the county spatial development strategies by thematic areas such as urban settlements, housing development, road transport, water supply, solid waste management, storm water drainage infrastructure, health services, education services, community facilities, industrial development, blue economy and agriculture among others. Chapter Four details the development priorities, strategies and programmes to be implemented by the County Government of Mombasa for the five-year plan period. Specifically, the sectors’ composition, vision, mission, goals, priorities, strategies and programmes are well spelt out. More so, the chapter contains the Flagship or Transformative projects to be undertaken in the County comprising of countywide projects with high impact that seek to improve people’s livelihoods in terms of wealth and employment creation; increasing county competitiveness and revenue generation. The projects are derived from public participation forums, SWGs meetings and Kenya Vision 2030. Included in this section is the CIDP linkages with national development agenda, regional and international development frameworks; and cross-sectoral impacts of sectoral programme and appropriate actions to harness cross-sector synergies or mitigate adverse cross-sector impacts. Chapter Five outlines the implementation framework that details the county’s institutional arrangement and their specific roles towards implementation of the CIDP. An outline of the stakeholders in the county and their roles along with the functions of the various institutions has been discussed extensively. The chapter also outlines the budgetary projection and the financial requirements for the county to implement its development priority programmes and projects. The available resources have been determined as well as the resulting financial deficit. A number of strategies for raising revenue to bridge the ensuing deficit has expressly been enumerated. This includes strategies for asset management, financial management and capital financing. Such strategies are intended to expand the local revenue generation and to expand the county’s competitiveness and attractiveness to external funding. In summary, the approximated budget for the full implementation of this plan stands at Kshs 121.5 billion. In addition, this section provides the key anticipated risks that may hinder the implementation of the CIDP, potential risk implications and proposed mitigation measures to enhance sustainable development. A brief description of the monitoring, evaluation and learning in the county has been discussed in Chapter Six of this plan. This entails the M&E structure, capacity, mid-term (3 years) & long-term (5 years) outcome indicators and targets. A linkage to the County Monitoring and Evaluation Framework as outlined in the Guidelines for Preparation of County Integrated Monitoring and Evaluation System (CIMES) has been demonstrated. Further the county’s mechanisms for data collection, analysis, and reporting; dissemination, feedback mechanism, citizen engagement and learning. finally, the evaluation plan that identifies the key policy/programmes/projects for evaluations during or after the planning period has been clearly spelt out. xix

| Chapter Five outlines the implementation framework that details the county’s institutional arrangement | | |

|---|---|---|

| and their specific roles towards implementation of the CIDP. An outline of the stakeholders in the county | | |

| and their roles along with the functions of the various institutions has been discussed extensively. The | | |

| chapter also outlines the budgetary projection and the financial requirements for the county to implement | | |

| its development priority programmes and projects. The available resources have been determined as well | | |

| as the resulting financial deficit. A number of strategies for raising revenue to bridge the ensuing deficit | | |

| has expressly been enumerated. This includes strategies for asset management, financial management and | | |

| capital financing. Such strategies are intended to expand the local revenue generation and to expand the | | |

| county’s competitiveness and attractiveness to external funding. In summary, the approximated budget | | |

| for the full implementation of this plan stands | at | Kshs 121.5 billion. In addition, this section provides |

| the key anticipated risks that may hinder the implementation of the CIDP, potential risk implications and | | |

| proposed mitigation measures to enhance sustainable development. | | |

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CHAPTER ONE: COUNTY OVERVIEW 1.1 Background Mombasa is a coastal city located in the South Eastern part of the Coastal region of Kenya, which is 200 nautical miles inside the Indian Ocean. The County is the home of second largest city in Kenya and borders Kilifi County to the North, Kwale County to the South West and the Indian Ocean to the East. The city serves as the headquarters of Mombasa County. The main industries that provide employment opportunities to the people of Mombasa include manufacture and processing, the Port of Mombasa, Kenya Ferry Services, Container Freight Terminals and expansive hotels. Mombasa city being an ancient town, hosts several tourist attractions and world heritage sites. Of significant mention is the historic Fort Jesus Museum which is a UNESCO World Heritage site. Mombasa has a cosmopolitan population, with the Swahili people and Mijikenda predominant. Other communities include the Akamba and Taita Bantus as well as a significant population of Luo, Luhya, Gusii and Kikuyu. The major religions practiced in the city are Christianity and Islam. Over the centuries, many immigrants and traders have settled in Mombasa, particularly from the Middle East and South Asia. Mombasa County is an island connected to the mainland by bridges and ferries. Consequently, the county provides ferry services to serve its population which links the Mombasa Island to Likoni and subsequently to Kwale, and Tanzania through the Lunga-Lunga Border. The county has an important Standard-Gauge Railway (SGR), country’s largest infrastructure project since independence that connects city of Mombasa with Nairobi City. In June 2017, the SGR’s first fare-paying passengers boarded the “Madaraka Express” which was celebrated across the country. The SGR services serve an average of 1 million passengers and 10 million tons for cargo per year. The County has one international airport, the Moi International which is the second largest in Kenya and is used by both domestic and international flights. The airport is essential in the promotion of tourism and provides investment opportunities in the coastal region. 1.2 Position and Size The County covers an area of 229.9 Km2 excluding 65 Km2 of water mass which is 200 nautical miles inside the Indian Ocean. It borders Kilifi County to the North, Kwale County to the South West and the Indian Ocean to the East. The County lies between latitudes 30 56’ and 40 10’ South of the Equator and between longitudes 390 34’and 390 46’east of Greenwich Meridian. The County also enjoys proximity to an expansive water mass as it borders the Exclusive Economic Zone of the Indian Ocean to the East. 1

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Map 1: Location of the County in Kenya 1.3 Physiographic and Natural Conditions This section highlights the major physiographic and topographic features of the county. It also covers the ecological and climatic conditions and their influence on the settlement patterns and economic life of the County residents. 1.3.1 Physical and Topographic Features The County lies within the coastal lowland which rises gradually from the sea level in the East to about 132m above sea level in the mainland. The terrain is characterized by three distinct physiographic features, which includes the coastal plain, which is are found along the shoreline, covering parts of the South Coast, the Island, parts of Changamwe and the North Coast. The plain consists of an expansive flat land with raised beach terraces covered mainly by coral limestone and back reef sand deposits that not only provide firm foundation for construction but also provide building materials. 2

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The second category is the hilly areas mainly found within the Western part of the County that is underlain by shells and rises gently from 45m to 132m above sea level. This is characterized by poorly drained clay soils which restrict settlement and infrastructural development. The third category is the Indian Ocean and the shoreline covered with geologically sedimentary rocks of Jurassic to recent age. The topography has evolved as a result of the lowering of the sea level over time leading to severe erosion by the storm water draining into the sea. In addition, the Subsequent rise in sea level led to the submergence of the valleys and the creation of Mombasa Island surrounded by deep natural creeks, ports and harbors such as Kilindini, Tudor, Makupa, and Old Port creeks. Other notable physiographic features include the fringing coral reefs, cliffs and tidal flats, sandy beaches, the coastal plain and a hilly severely dissected and eroded terrain. These features have greatly influenced the economic development of the County in a number of ways. For instance, the sea supports maritime trade while the fringing coral reefs, creeks and tidal flats with extensive mangrove forests are breeding grounds for fish. The fringing coral reefs in North Coast are an important marine conservation area hosting the Mombasa Marine National Park and Reserve. 1.3.2 Climatic Conditions The County lies within the coastal strip in the hot tropical region where the climate is influenced by monsoon winds. 1.3.2.1 Rainfall The rainfall pattern is characterized by two distinct long and short seasons corresponding to changes in the monsoon winds. The long rains occur in April – June with an average of 1,040 mm and correspond to the South Eastern Monsoon winds. The short rains start towards the end of October lasting until December and correspond to the comparatively dry North Eastern Monsoons, averaging 240mm. The annual average rainfall for the county is 640mm. 1.3.2.2 Temperature The annual mean temperature in the county is 27.90C with a minimum of 22.70C and a maximum of 33.10C. The hottest month is February with a maximum average of 33.10C while the lowest temperature is in July with a minimum average of 22.70C. Average humidity at noon is about 65 per cent. 1.3.3 Ecological Conditions In coastal locations, sea level rise is likely to lead to even more acute water supply and salinization problems, as freshwater aquifers are contaminated. Changes projected in climate will increase water scarcity, particularly in the arid and semi-arid areas of the country. Rising temperatures will also likely exacerbate the drought conditions and may have a significant impact on water availability and general human well-being. Sea level rise presents a risk to the five coastal counties (Kwale, Mombasa, Kilifi, Tana River, and Lamu) and their populations. Sea level rise in combination with extreme weather events is likely to intensify flooding as most of the coastland is low-lying. The coastal city of Mombasa is particularly exposed, with an estimated area of 4-6 km2 likely to be submerged with a rise in sea level of only 0.3 meters. In other coastal locations, sea level rise is likely to render more acute the current water supply and salinization problems, as freshwater aquifers are contaminated with saline water. Water logging of soils and the resulting salt stress might reduce crop production. Additionally, the health of coastal populations is at risk as saline intrusion affects coastal aquifers, and the permanent inundation of low-lying areas renders them uninhabitable. 3

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1.4 Administrative and Political Units 1.4.1 Administrative Units Administratively, the County is divided into six sub-counties namely: Mvita, Nyali, Changamwe, Jomvu, Kisauni, and Likoni and thirty county assembly wards. The sub-counties are further sub-divided into thirteen (13) divisions, thirty-three (33) locations and sixty- two (62) sub-locations with area coverage as shown in Table 1-1. Table 1: Administrative Units by Sub-County, 2022 Sub-County No. of Divisions No. of Locations No. of sub- Area (Km2) locations Changamwe 2 4 10 16 Jomvu 2 4 10 29 Kisauni 3 6 14 106.12 Nyali 2 4 8 22.88 Likoni 2 6 9 14.1 Mvita 2 9 11 14.8 13 33 62 229.9 Source: County Commissioner’s Office, Mombasa County, 2022 Table 1 shows that Kisauni Sub- County has the highest number of sub-locations (14) covering the largest area 106.12Km2. Mvita sub-county is second in terms of number of sub-locations, however, it occupies the least space (14.8Km2) indicating high population density. This heavily informs prioritization in the County development planning to ensure equality. A map of the administrative and political units is presented hereinafter. 4

| | Changamwe | | | 2 | | | 4 | | | 10 | | | 16 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Kisauni | | | 3 | | | 6 | | | 14 | | | 106.12 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Likoni | | | 2 | | | 6 | | | 9 | | | 14.1 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | 13 | | | 33 | | | 62 | | | 229.9 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

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Source: Kenya National Bureau of Statistics, 2022 Map 2: County Administrative/Political Unit 5

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1.4.2 County Government Administrative wards by constituency The county has 907 villages distributed as follows. Table 2: County Government Administrative Wards Sub County No. of Wards No. of Villages Changamwe 5 88 Jomvu 3 120 Kisauni 7 200 Nyali 5 156 Likoni 5 188 Mvita 5 155 30 907 Source: Independent Electoral and Boundaries Commission, Mombasa County, 2022 Kisauni sub-county has the highest number of villages (200) followed by Likoni sub-county (188) while Changamwe has the least with 88 villages. 1.4.3 Political Units The County has 30 political units across the six sub-counties as indicated in the table as follows. Table 3: County’s Electoral Wards by Constituency Constituency County Assembly Wards Number of wards Changamwe Chaani, Changamwe, Kipevu, Port Reitz and Airport 5 Jomvu Jomvu Kuu, Mikindani and Miritini 3 Kisauni Mjambere, Magogoni, Junda, Mtopanga, Bamburi, Shanzu 7 and Mwakirunge Nyali Ziwa la Ng’ombe, Freretown, Kadzandani, Kongowea and 5 Mkomani Likoni Likoni, Bofu, Shika Adabu, Mtongwe and Timbwani 5 Mvita Tononoka, Old Town, Ganjoni/shimanzi, Tudor, Majengo/ 5 Mwembe Tayari Total 30 Source: Independent Electoral and Boundaries Commission, Mombasa County, 2022 Kisauni sub-county has the highest number of wards (7) while others each has 5, apart Jomvu with 3 wards. 1.5 Demographic Features 1.5.1 Population Size and Composition Population distribution and settlement patterns in the County are influenced by proximity to vital social and physical infrastructure networks such as roads, housing, water and electricity. Other factors that influence settlement patterns include accessibility to employment opportunities and security. Table 4 shows the county population projection by sex and age groups. 6

| Sub County | No. of Wards | No. of Villages |

|---|---|---|

| Changamwe | 5 | 88 |

| Jomvu | 3 | 120 |

| Kisauni | 7 | 200 |

| Nyali | 5 | 156 |

| Likoni | 5 | 188 |

| Mvita | 5 | 155 |

| | 30 | 907 |

|---|---|---|---|---|---|---|---|

| Total | | | | | | 30 | |

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Table 4: Population Pyramid 80+ 75-79 70-74 65-69 60-64 55-59 50-54 45-49 40-44 35-39 30-34 25-29 20-24 15-19 10-14 5-9 0-4 (100,000) (80,000) (60,000) (40,000) (20,000) - 20,000 40,000 60,000 80,000 100,000 Female Male Population distribution and settlement patterns in the County are influenced by proximity to vital social and physical infrastructure networks such as roads, housing, water and electricity. Other factors that influence settlement patterns include accessibility to employment opportunities and security. 1.5.2 Population Density and Distribution The distribution of population by sex, number of households, land area, population density and sub county are presented in the table as follows. Table 5: Population Distribution Density by Sub County Sex* Households Land Area Density Sub County Group Persons Per Total Male Female Total Sq. Km Conventional quarters Sq. Km MOMBASA 1,208,333 610,257 5 98,046 378,422 376,295 2,127 220 5 ,495 CHANGAMWE 131,882 6 8,761 63,121 4 6,614 46,439 175 18 7 ,457 JOMVU 163,415 8 3,002 80,410 5 3,472 53,214 258 37 4 ,432 KISAUNI 291,930 146,748 1 45,176 8 8,202 88,159 4 3 88 3 ,328 LIKONI 250,358 126,962 1 23,392 8 1,191 80,002 1,189 40 6 ,187 MVITA 154,171 7 5,565 78,601 3 8,995 38,710 285 15 10,543 NYALI 216,577 109,219 1 07,346 6 9,948 69,771 177 23 9 ,610 Source: Kenya National Bureau of Statistics, 2019 KPHC. 7

| | | | | | | | | | | | | | 64 | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | | | -59 | | | | | | | |

| | | | | | | | | | | | 50-54 | | | | | | | | |

| | | | | | | | | | | 45-49 | | | | | | | | | |

| | | | | | | | | | | 40-44 | | | | | | | | | |

| | | | | | | | | | | 35-39 | | | | | | | | | |

| | | | | | | | | | | 30-34 | | | | | | | | | |

| | | | | | | | | | | 25-29 | | | | | | | | | |

| | | | | | | | | | | 20-24 | | | | | | | | | |

| | | | | | | | | | | 15-19 | | | | | | | | | |

| | | | | | | | | | | 10-14 | | | | | | | | | |

| | | | | | | | | | | 5-9 | | | | | | | | | |

| | | | | | | | | | | 0-4 | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|

| MOMBASA | 1,208,333 | 610,257 | 5 98,046 | 378,422 | 376,295 | 2,127 | 220 | 5 ,495 |

| CHANGAMWE | 131,882 | 6 8,761 | 63,121 | 4 6,614 | 46,439 | 175 | 18 | 7 ,457 |

| JOMVU | 163,415 | 8 3,002 | 80,410 | 5 3,472 | 53,214 | 258 | 37 | 4 ,432 |

| KISAUNI | 291,930 | 146,748 | 1 45,176 | 8 8,202 | 88,159 | 4 3 | 88 | 3 ,328 |

| LIKONI | 250,358 | 126,962 | 1 23,392 | 8 1,191 | 80,002 | 1,189 | 40 | 6 ,187 |

| MVITA | 154,171 | 7 5,565 | 78,601 | 3 8,995 | 38,710 | 285 | 15 | 10,543 |

| NYALI | 216,577 | 109,219 | 1 07,346 | 6 9,948 | 69,771 | 177 | 23 | 9 ,610 |

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Table 6: Population Projections (by Sub-County and Sex) Subcounty Census(2019) 2022 (Projection) Projection (2025) Projection (2027) M F Inter-sex T M F Inter-sex T M F Inter-sex T M F Inter-sex T Mombasa 610,257 598,046 30 1,208,333 6 39,649 644,284 - 1 ,283,933 681,339 686,375 - 1,367,714 708,521 713,919 - 1,422,440 CHANGAMWE 68,761 63,121 - 131,882 7 2,073 68,001 - 1 40,133 76,770 72,444 - 149,277 79,833 75,351 - 155,250 JOMVU 83,002 80,410 - 163,412 8 7,000 86,627 - 1 73,639 92,670 92,286 - 184,970 96,367 95,990 - 192,371 KISAUNI 146,748 145,176 - 291,924 1 53,816 156,400 - 3 10,195 163,841 166,618 - 330,436 170,377 173,304 - 343,658 LIKONI 126,962 123,392 - 250,354 1 33,077 132,932 - 2 66,022 141,750 141,616 - 283,381 147,405 147,300 - 294,719 MVITA 75,565 78,601 - 154,166 7 9,204 84,678 - 1 63,817 84,367 90,210 - 174,506 87,733 93,830 - 181,489 NYALI 109,219 107,346 - 216,565 1 14,479 115,645 - 2 30,127 121,941 123,200 - 245,144 126,806 128,145 - 254,953 Source: Kenya National Bureau of Statistics, 2019 KPHC Table 6 indicates the county population projection by sub-county and sex. The total population of the county based on the 2019 Kenya Population and Housing Census was 1,208,333 persons of which 610,257 were male and 598,046, were female. The total population was projected to be 1,283,933 persons in 2022 and will rise to 1,422,440 persons by the end of the planning period in 2027. Kisauni Sub-county is the most populated sub county in the County with a population of 291,930 (24%) of the total population, which is projected to increase to 310,216 and 343,682 by the years 2022 and 2027. This high population size can be attributed to accessibility of low-cost housing and strong land tenure system. On the other hand, Changamwe Sub-county has the lowest population size which is due to the poor and inadequate social infrastructure compared to the other sub counties. 8

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T |

| Mombasa | 610,257 | 598,046 | 30 | 1,208,333 | 6 39,649 | 644,284 | - | 1 ,283,933 | 681,339 | 686,375 | - | 1,367,714 | 708,521 | 713,919 | - | 1,422,440 |

| CHANGAMWE | 68,761 | 63,121 | - | 131,882 | 7 2,073 | 68,001 | - | 1 40,133 | 76,770 | 72,444 | - | 149,277 | 79,833 | 75,351 | - | 155,250 |

| JOMVU | 83,002 | 80,410 | - | 163,412 | 8 7,000 | 86,627 | - | 1 73,639 | 92,670 | 92,286 | - | 184,970 | 96,367 | 95,990 | - | 192,371 |

| KISAUNI | 146,748 | 145,176 | - | 291,924 | 1 53,816 | 156,400 | - | 3 10,195 | 163,841 | 166,618 | - | 330,436 | 170,377 | 173,304 | - | 343,658 |

| LIKONI | 126,962 | 123,392 | - | 250,354 | 1 33,077 | 132,932 | - | 2 66,022 | 141,750 | 141,616 | - | 283,381 | 147,405 | 147,300 | - | 294,719 |

| MVITA | 75,565 | 78,601 | - | 154,166 | 7 9,204 | 84,678 | - | 1 63,817 | 84,367 | 90,210 | - | 174,506 | 87,733 | 93,830 | - | 181,489 |

| NYALI | 109,219 | 107,346 | - | 216,565 | 1 14,479 | 115,645 | - | 2 30,127 | 121,941 | 123,200 | - | 245,144 | 126,806 | 128,145 | - | 254,953 |

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Table 7: Population Projections by Age Cohort Age Cohort 2019(Census) 2022(Projection) 2025(Projection) 2027(Projection) Inter- Inter- Inter- Inter- M F sex T M F sex T M F sex T M F sex T 0-4 74,725 73,178 - 147,903 75,910 75,734 - 151,644 79,095 78,724 - 157,819 79,017 78,639 - 157,656 5-9 64,527 65,459 - 129,986 71,270 72,734 - 144,004 71,771 73,262 - 145,032 73,852 75,241 - 149,093 10-14 57,144 58,280 - 115,424 68,077 68,726 - 136,803 69,625 71,377 - 141,002 69,968 71,741 - 141,710 15-19 47,544 53,189 - 100,733 62,821 64,096 - 126,917 65,365 66,400 - 131,765 66,399 68,171 - 134,571 20-24 63,822 75,911 - 139,733 64,939 66,059 - 130,999 61,191 62,535 - 123,726 62,895 64,092 - 126,987 25-29 69,827 72,801 - 142,628 68,540 68,800 - 137,339 67,597 68,104 - 135,701 65,118 65,810 - 130,928 30-34 61,353 60,864 - 122,217 60,879 60,928 - 121,807 69,393 68,847 - 138,240 68,781 68,422 - 137,203 35-39 47,078 42,035 - 89,113 47,027 46,788 - 93,814 55,513 55,571 - 111,084 61,240 60,887 - 122,127 40-44 40,098 31,720 - 71,818 36,901 36,208 - 73,109 41,629 40,791 - 82,420 47,352 46,685 - 94,037 45-49 30,665 21,602 - 52,267 27,995 26,941 - 54,935 34,018 32,584 - 66,602 37,203 35,624 - 72,827 50-54 19,855 13,602 - 33,457 19,590 19,189 - 38,779 23,841 22,417 - 46,258 27,824 26,085 - 53,909 55-59 13,871 10,201 - 24,072 13,592 14,015 - 27,607 16,153 16,237 - 32,390 18,900 18,323 - 37,223 60-64 8,649 7,385 - 16,034 8,994 9,434 - 18,428 11,096 11,812 - 22,908 12,690 13,228 - 25,917 65-69 5,391 4,852 - 10,243 5,538 5,856 - 11,393 6,697 7,290 - 13,988 7,949 8,769 - 16,718 70-74 3,076 3,319 - 6,395 3,555 3,937 - 7,493 3,848 4,440 - 8,288 4,494 5,314 - 9,809 75-79 1,436 1,609 - 3,045 1,954 2,326 - 4,280 2,403 3,138 - 5,541 2,561 3,433 - 5,995 80+ 1,182 2,027 - 3,209 2,067 2,514 - 4,582 2,104 2,846 - 4,950 2,279 3,454 - 5,733 Age NS 14 12 - 26 Source: Kenya National Bureau of Statistics, 2019 KPHC. Table 8: Population Projection by Urban Urban Area Census (2019) 2022(Projection) Projection(2025) Projection(2027) M F Inter-sex T M F Inter-sex T M F Inter-sex T M F Inter-sex T Mombasa 6 10,257 5 98,046 - 1 ,208,333 6 39,649 6 44,284 - 1,283,933 6 81,339 6 86,375 - 1,367,714 7 08,521 7 13,919 - 1,422,440 Source: Kenya National Bureau of Statistics, 2019 KPHC. Mombasa County is entirely urban according to the 2019 census. It is projected to be 1,283,933 in 2022 and 1,367,714 and 1,422,440 in 2025 and 2027 respectively. The population can be attributed to the fact that Mombasa is an industrial city, a port city and a major gateway to the East and Central African region. As a result, many people come into the city in pursuit of employment opportunities, education and investment opportunities. This implies more pressure on infrastructure, housing, transport and other social services, hence there will be need to invest in these sectors as well as expand economic activity to create more jobs for the rapidly increasing population. It is important to note that the day population is much higher than the figures in Table 8, thus there is need to take into account this population at planning stage. 9

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | M | F | Inter- sex | T | M | F | Inter- sex | T | M | F | Inter- sex | T | M | F | Inter- sex | T |

| 0-4 | 74,725 | 73,178 | - | 147,903 | 75,910 | 75,734 | - | 151,644 | 79,095 | 78,724 | - | 157,819 | 79,017 | 78,639 | - | 157,656 |

| 5-9 | 64,527 | 65,459 | - | 129,986 | 71,270 | 72,734 | - | 144,004 | 71,771 | 73,262 | - | 145,032 | 73,852 | 75,241 | - | 149,093 |

| 10-14 | 57,144 | 58,280 | - | 115,424 | 68,077 | 68,726 | - | 136,803 | 69,625 | 71,377 | - | 141,002 | 69,968 | 71,741 | - | 141,710 |

| 15-19 | 47,544 | 53,189 | - | 100,733 | 62,821 | 64,096 | - | 126,917 | 65,365 | 66,400 | - | 131,765 | 66,399 | 68,171 | - | 134,571 |

| 20-24 | 63,822 | 75,911 | - | 139,733 | 64,939 | 66,059 | - | 130,999 | 61,191 | 62,535 | - | 123,726 | 62,895 | 64,092 | - | 126,987 |

| 25-29 | 69,827 | 72,801 | - | 142,628 | 68,540 | 68,800 | - | 137,339 | 67,597 | 68,104 | - | 135,701 | 65,118 | 65,810 | - | 130,928 |

| 30-34 | 61,353 | 60,864 | - | 122,217 | 60,879 | 60,928 | - | 121,807 | 69,393 | 68,847 | - | 138,240 | 68,781 | 68,422 | - | 137,203 |

| 35-39 | 47,078 | 42,035 | - | 89,113 | 47,027 | 46,788 | - | 93,814 | 55,513 | 55,571 | - | 111,084 | 61,240 | 60,887 | - | 122,127 |

| 40-44 | 40,098 | 31,720 | - | 71,818 | 36,901 | 36,208 | - | 73,109 | 41,629 | 40,791 | - | 82,420 | 47,352 | 46,685 | - | 94,037 |

| 45-49 | 30,665 | 21,602 | - | 52,267 | 27,995 | 26,941 | - | 54,935 | 34,018 | 32,584 | - | 66,602 | 37,203 | 35,624 | - | 72,827 |

| 50-54 | 19,855 | 13,602 | - | 33,457 | 19,590 | 19,189 | - | 38,779 | 23,841 | 22,417 | - | 46,258 | 27,824 | 26,085 | - | 53,909 |

| 55-59 | 13,871 | 10,201 | - | 24,072 | 13,592 | 14,015 | - | 27,607 | 16,153 | 16,237 | - | 32,390 | 18,900 | 18,323 | - | 37,223 |

| 60-64 | 8,649 | 7,385 | - | 16,034 | 8,994 | 9,434 | - | 18,428 | 11,096 | 11,812 | - | 22,908 | 12,690 | 13,228 | - | 25,917 |

| 65-69 | 5,391 | 4,852 | - | 10,243 | 5,538 | 5,856 | - | 11,393 | 6,697 | 7,290 | - | 13,988 | 7,949 | 8,769 | - | 16,718 |

| 70-74 | 3,076 | 3,319 | - | 6,395 | 3,555 | 3,937 | - | 7,493 | 3,848 | 4,440 | - | 8,288 | 4,494 | 5,314 | - | 9,809 |

| 75-79 | 1,436 | 1,609 | - | 3,045 | 1,954 | 2,326 | - | 4,280 | 2,403 | 3,138 | - | 5,541 | 2,561 | 3,433 | - | 5,995 |

| 80+ | 1,182 | 2,027 | - | 3,209 | 2,067 | 2,514 | - | 4,582 | 2,104 | 2,846 | - | 4,950 | 2,279 | 3,454 | - | 5,733 |

| Age NS | 14 | 12 | - | 26 | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T |

| Mombasa | 6 10,257 | 5 98,046 | - | 1 ,208,333 | 6 39,649 | 6 44,284 | - | 1,283,933 | 6 81,339 | 6 86,375 | - | 1,367,714 | 7 08,521 | 7 13,919 | - | 1,422,440 |

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Table 9: Population distribution and density by Sub-County Sub-county 2019(Census) 2022(Projection) 2025(Projection) 2027(Projection) Area (KM2) Population Density Area (KM2) Population Density Area (KM2) Population Density Area (KM2) Population Density Mombasa 220 1 ,208,333 5,495 220 1,283,933 5,839 220 1,367,714 6,220 220 1,422,440 6,469 Changamwe 1 8 1 31,882 7 ,457 18 140,133 7,924 18 1 49,277 8,441 18 155,250 8,778 Jomvu 3 7 1 63,415 4 ,432 37 173,639 4,709 37 1 84,970 5,017 37 192,371 5,218 Kisauni 8 8 2 91,930 3 ,328 88 310,195 3,536 88 3 30,436 3,767 88 343,658 3,918 Likoni 4 0 2 50,358 6 ,187 40 266,022 6,574 40 2 83,381 7,003 40 294,719 7,284 Mvita 1 5 1 54,171 1 0,543 15 163,817 11,203 15 1 74,506 11,934 15 181,489 12,411 Nyali 2 3 2 16,577 9 ,610 23 230,127 10,211 23 2 45,144 10,877 23 254,953 11,312 Source: Kenya National Bureau of Statistics, 2019 KPHC. The County’s average population density is projected at 5495 persons per Km2 in 2022 and is expected to grow to 6557 persons per square km by the end of the plan period (2027), owing to high population growth and the influx of immigration of persons seeking employment in the manufacturing, service and processing industries and the Port of Mombasa. Table 9 shows population densities of each of the six sub-counties of Mombasa County and the projected trends up to the year 2027. Mvita sub county has the highest population density (11,203 persons/ Km2) while Kisauni Sub County on the other hand is the least densely populated sub-county with a density of (3,536 persons/ Km2) in 2022. The high population density in Mvita sub county is attributed to proximity to vital infrastructure such as roads, water, electricity and employment opportunities due to the high concentration of various industries within the sub county and the presence of other physical facilities such as the Port of Mombasa and the Moi International Airport. Low population density in Kisauni sub county can be attributed to inadequate social amenities and poor road network. This implies more targeted policy and programmes need to be prioritize in this area to attract more population. 10

|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Mombasa | 220 | 1 ,208,333 | 5,495 | 220 | 1,283,933 | 5,839 | 220 | 1,367,714 | 6,220 | 220 | 1,422,440 | 6,469 |

| Changamwe | 1 8 | 1 31,882 | 7 ,457 | 18 | 140,133 | 7,924 | 18 | 1 49,277 | 8,441 | 18 | 155,250 | 8,778 |

| Jomvu | 3 7 | 1 63,415 | 4 ,432 | 37 | 173,639 | 4,709 | 37 | 1 84,970 | 5,017 | 37 | 192,371 | 5,218 |

| Kisauni | 8 8 | 2 91,930 | 3 ,328 | 88 | 310,195 | 3,536 | 88 | 3 30,436 | 3,767 | 88 | 343,658 | 3,918 |

| Likoni | 4 0 | 2 50,358 | 6 ,187 | 40 | 266,022 | 6,574 | 40 | 2 83,381 | 7,003 | 40 | 294,719 | 7,284 |

| Mvita | 1 5 | 1 54,171 | 1 0,543 | 15 | 163,817 | 11,203 | 15 | 1 74,506 | 11,934 | 15 | 181,489 | 12,411 |

| Nyali | 2 3 | 2 16,577 | 9 ,610 | 23 | 230,127 | 10,211 | 23 | 2 45,144 | 10,877 | 23 | 254,953 | 11,312 |

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1.5.3 Population Projection by Broad Age Group The population of the broad groups comprising of the Infant (<1 Year), Under 5, Pre-School (3- 5 Years), Primary School (6 –13 Years), Secondary School (13 –19 Years), Youth (15 –29 Years), Women of Reproductive Age (15 – 49 Years), Economically Active Population (15 – 64 Years) and Aged (65+) is tabulated hereinafter. Table 10: Population Projections by Broad Age Groups Age Group 2019 ( Census) 2022(Projection) 2025(Projection) 2027(Projection) M F Inter-sex T M F Inter-sex T M F Inter-sex T M F Inter-sex T Infant Population (<1 Year) 15,111 15,009 - 30,120 1 5,934 1 5,950 - 31,884 16,692 16,892 - 33,584 16,635 16,835 - 33,470 Under 5 Population 74,725 73,178 - 147,903 75,910 75,734 - 151,644 79,095 78,724 - 157,819 79,017 78,639 - 157,656 Pre-School (3-5 Years) 42,572 42,047 - 84,619 44432 44720 - 89153 45699 45924 - 91623 46170 46368 - 92538 Primary School(6- 13 Years) 9 7,432 9 8,987 - 196,419 111454 113102 - 224556 113239 115730 - 228969 115120 117579 - 232699 Secondary School(14- 17 Years) 38,372 40,803 - 79,175 51,518 52,388 - 1 03,906 53,314 54,315 - 1 07,629 5 3,976 5 5,394 - 1 09,370 Youth (15- 35 Years) 255,190 274,161 - 529,351 2 57,179 259,883 - 5 17,062 2 63,546 265886 - 5 29,432 2 63,193 2 66,495 - 5 29,688 Women of Reproducti ve Age (15- 49 Years) - 358,122 - 358,122 - 369820 - 369820 - 394831 - 394831 - 409692 - 409692 Economica lly Active Population (15-64 Years) 402762 389310 - 792072 411277 412457 - 823734 445796 445297 - 891093 468401 467327 - 935728 Aged (65+ ) 11085 11807 - 22892 13114 14633 - 27747 15053 17714 - 32767 17283 20971 - 38254 Source: Kenya National Bureau of Statistics, 2019 KPHC. From Table 10, it is evident that children in the age bracket of 0-4 years also forms a considerable proportion, that is, 12.2% in the whole population. This means that the county should invest in ECD facilities and infrastructures that will address the needs for this category of population. It also shows the county population for selected age groups of under 1, under 5, primary school age (6- 13) and (14-17) secondary school age. Other age groups include the youth population 15-35, female reproductive age 15-49, the labor force 15- 64 and the aged (over 65 years). From the table, the labor force group (65.5%) forms the largest proportion in the whole population and thus the County should come up with strategies on how to maximize on the productivity of this category. 11

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T | M | F | Inter-sex | T |

| Infant Population (<1 Year) | 15,111 | 15,009 | - | 30,120 | 1 5,934 | 1 5,950 | - | 31,884 | 16,692 | 16,892 | - | 33,584 | 16,635 | 16,835 | - | 33,470 |

| Under 5 Population | 74,725 | 73,178 | - | 147,903 | 75,910 | 75,734 | - | 151,644 | 79,095 | 78,724 | - | 157,819 | 79,017 | 78,639 | - | 157,656 |

| Pre-School (3-5 Years) | 42,572 | 42,047 | - | 84,619 | 44432 | 44720 | - | 89153 | 45699 | 45924 | - | 91623 | 46170 | 46368 | - | 92538 |

| Primary School(6- 13 Years) | 9 7,432 | 9 8,987 | - | 196,419 | 111454 | 113102 | - | 224556 | 113239 | 115730 | - | 228969 | 115120 | 117579 | - | 232699 |

| Secondary School(14- 17 Years) | 38,372 | 40,803 | - | 79,175 | 51,518 | 52,388 | - | 1 03,906 | 53,314 | 54,315 | - | 1 07,629 | 5 3,976 | 5 5,394 | - | 1 09,370 |

| Youth (15- 35 Years) | 255,190 | 274,161 | - | 529,351 | 2 57,179 | 259,883 | - | 5 17,062 | 2 63,546 | 265886 | - | 5 29,432 | 2 63,193 | 2 66,495 | - | 5 29,688 |

| Women of Reproducti ve Age (15- 49 Years) | - | 358,122 | - | 358,122 | - | 369820 | - | 369820 | - | 394831 | - | 394831 | - | 409692 | - | 409692 |

| Economica lly Active Population (15-64 Years) | 402762 | 389310 | - | 792072 | 411277 | 412457 | - | 823734 | 445796 | 445297 | - | 891093 | 468401 | 467327 | - | 935728 |

| Aged (65+ ) | 11085 | 11807 | - | 22892 | 13114 | 14633 | - | 27747 | 15053 | 17714 | - | 32767 | 17283 | 20971 | - | 38254 |

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Under 5 years (0-4): The population for this age group was 147,903 in 2019 and was projected to be 151,644 in 2022, 157,819 and 157,656 in 2025 and 2027 respectively. This age group constitutes 12 per cent of total population according to the 2022 population projections. The expected increase will require the County to plan to put up additional Early Childhood Development Centres (ECD) facilities and improve the quality-of-service delivery through training more teachers and provision of more learning and teaching materials. Primary School Age (6-13) years: The population for this age group was 196,419 in 2019 and was projected to reach 224,556 in 2022, 228,969 and 232,699 in 2025 and 2027 respectively. This age group constitutes 17 per cent of total population according to the 2022 population projections. This expected increase will therefore require the County government to increase the number of primary school’s educational facilities and improve the quality-of-service delivery through training more teachers and provision of more learning and teaching materials. Reproductive Female Population age (15-49) years: According to the 2019 Census, the reproductive female population age 15-49 years was enumerated at 358,122 persons. The population is expected to increase to 369,820 in the year 2022 and this constitute 28.8 per cent of the total population and 57.4 per cent of the female population in the county and 394,831 by 2025 and 409,692 by 2027. This means that the successive increases in the number of women in the reproductive age will have a notable effect on the population growth rate and subsequently the maternal and child health care systems in the county. Consequently, the county needs to invest in construction of more health facilities and improvement of the existing ones to address this increase. Labour Force Age (15-64) years: The labour force Age 15-64 years was enumerated at 792,072 persons during the 2019 Population and Housing Census. This population was projected to increase to 823,734 in 2022 and it constitute 65.5 per cent of the total County population, 891,093 in 2025 and 935,728 in 2027. The proportion of the male population within the county labour force constitutes 50.85%. The high labour force implies higher demand for job opportunities. This will require that more efforts be made to create jobs through capacity building in vocational training, initiation of policies that will promote investments and creation of more job opportunities in the county. Aged population (65+) years: During the 2019 Population and Housing Census, the population of this cohort stood at 22892. The population in this age group is projected to be 27,747 in 2022. It is projected to grow to 32,767 in 2025 and 38254 in 2027. There is need for the county to work out and implement a social security plan for this age group, and put in place other social amenities to cater for the needs of this age group. There is need to upscale the cash transfer to the needy elderly and to enhance the urban food subsidy programme for the poor old population in the county. 12

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1.5.4 Population of Persons with Disability Population of persons with disability by type entailing hearing, speech, visual, mental physical and self-care are detailed as follows. Table 11: Population of Persons with Disability by Type, Age and Sex Type 5-14 15-24 25-34 35-54 55+ Inter- Inter- Inter- Inter- Inter- M F sex T M F sex T M F sex T M F sex T M F sex T Mombasa 121,656 123,718 - 245,374 111,364 129,108 - 240,472 131,150 133,645 - 264,795 137,660 108,939 - 246,599 33,598 29,386 - 62,984 Visual 3 11 2 82 - 5 93 2 90 4 99 - 7 89 3 17 4 43 - 7 60 6 56 1,038 - 1,694 764 1 ,000 - 1 ,764 Hearing 2 34 2 16 - 4 50 1 76 1 92 - 3 68 1 69 1 79 - 3 48 2 08 1 78 - 3 86 232 332 - 564 Mobility 3 28 2 41 - 5 69 1 85 1 45 - 3 30 2 18 2 50 - 4 68 5 75 6 77 - 1,252 929 1 ,654 - 2 ,583 Self-care 3 54 2 60 - 6 14 1 64 1 31 - 2 95 1 02 97 - 1 99 1 71 1 44 - 3 15 301 477 - 778 Cognition 2 82 2 21 - 5 03 2 35 1 94 - 4 30 2 16 1 94 - 4 10 2 51 3 26 - 5 77 261 512 - 773 Communicating 4 99 3 75 - 8 74 2 47 2 11 - 4 58 1 61 1 29 - 2 90 1 95 1 20 - 3 15 121 153 - 274 Other 0 0 0 0 0 Source: Kenya National Bureau of Statistics, 2019 KPHC. The number of persons with disabilities in Mombasa County according to the 2019 Kenya National Population and Housing Census was 20,023 which accounted for 1.7 percent of the then total population. Further across the different core domains and degrees of disabilities, disability associated with visual was the most commonly reported difficulty, experienced by 5,600 persons and representing 28.0% of people with disability in the County followed closely by disabilities with mobility at 26.0%. Disabilities associated with hearing had the lowest proportion at (10.57%) of the total number of persons with disability in the County. Analysis of the data also revealed that persons aged 55 years and above had the highest preference rate of all forms of disability (33.6%). Since the disabilities associated to visual and mobility are one of the highest prevalence identified in the County, it calls for special attention by the Government, partners and stakeholders in terms of funding for programmes that can address the specific needs of People with Disabilities. Further the high proportion of all forms of disability experienced by adults and older persons can become a barrier to access to essential services. These highlights the need to ensure accessible services and an inclusive approach from the service providers and facilities while children can still often be supported by the family. 13

| Type | 5-14 | | | | 15-24 | | | | 25-34 | | | | 35-54 | | | | 55+ | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | M | F | Inter- sex | T | M | F | Inter- sex | T | M | F | Inter- sex | T | M | F | Inter- sex | T | M | F | Inter- sex | T |

| Mombasa | 121,656 | 123,718 | - | 245,374 | 111,364 | 129,108 | - | 240,472 | 131,150 | 133,645 | - | 264,795 | 137,660 | 108,939 | - | 246,599 | 33,598 | 29,386 | - | 62,984 |

| Visual | 3 11 | 2 82 | - | 5 93 | 2 90 | 4 99 | - | 7 89 | 3 17 | 4 43 | - | 7 60 | 6 56 | 1,038 | - | 1,694 | 764 | 1 ,000 | - | 1 ,764 |

| Hearing | 2 34 | 2 16 | - | 4 50 | 1 76 | 1 92 | - | 3 68 | 1 69 | 1 79 | - | 3 48 | 2 08 | 1 78 | - | 3 86 | 232 | 332 | - | 564 |

| Mobility | 3 28 | 2 41 | - | 5 69 | 1 85 | 1 45 | - | 3 30 | 2 18 | 2 50 | - | 4 68 | 5 75 | 6 77 | - | 1,252 | 929 | 1 ,654 | - | 2 ,583 |

| Self-care | 3 54 | 2 60 | - | 6 14 | 1 64 | 1 31 | - | 2 95 | 1 02 | 97 | - | 1 99 | 1 71 | 1 44 | - | 3 15 | 301 | 477 | - | 778 |

| Cognition | 2 82 | 2 21 | - | 5 03 | 2 35 | 1 94 | - | 4 30 | 2 16 | 1 94 | - | 4 10 | 2 51 | 3 26 | - | 5 77 | 261 | 512 | - | 773 |

| Communicating | 4 99 | 3 75 | - | 8 74 | 2 47 | 2 11 | - | 4 58 | 1 61 | 1 29 | - | 2 90 | 1 95 | 1 20 | - | 3 15 | 121 | 153 | - | 274 |

| Other | | | | 0 | | | | 0 | | | | 0 | | | | 0 | | | | 0 |

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Table 12: Demographic Dividend Potential Category 2019 2023 2024 2025 2026 2027 Population Size 1,208,303 1,311,860 1,339,785 1,367,714 1,395,077 1,422,443 Population below 15 (%) 32.6% 33.3% 32.8% 32.5% 32.0% 31.5% Population 15-64 (%) 65.6% 64.5% 64.8% 65.2% 65.5% 65.8% Population above 65 (%) 1.9% 2.2% 2.3% 2.4% 2.5% 2.7% Dependency Ratio 52.5% 55.0% 54.2% 53.5% 52.7% 52.0% Fertility Rate 2.9 2.8 2.8 2.8 2.8 2.7 Source: National Council for Population and Development, 2019 The experience of the newly industrialized countries drastically transforming their economies for the better and improving the well-being of their population over a few decades gave rise to the demographic dividend concept. A demographic dividend is defined as the temporary opportunity to achieve rapid social economic development occasioned by a decline in fertility levels and strategic investment in key sectors namely: health, education, economics, and governance. The newly industrialized countries have made strategic social and economic investments that have led to increased incomes and better quality of life for their citizens. Therefore, to curb problems such as high unemployment levels, high incidence of poverty, forced migration by inhabitants in search of better opportunities, low education levels, high mortality, and morbidity incidences, and criminal activities among the youth, counties are encouraged to pursue the attainment of demographic dividend as an integral part of their overall development. The attainment of the demographic dividend in the country is in harmony with the Kenya Vision 2030 goal which emphasizes increasing the country’s Gross Domestic Product (GDP). Additionally, actualizing the demographic dividend concept will help in the achievement of the Big 4 Agenda that seeks to increase job opportunities for the youth while enhancing the health of the population through improved access to healthcare services; ICPD25 Kenya Country Commitments which is a set of seventeen commitments made by the country to pursue and achieve the goals of the 1994 International Conference on Population and Development (ICPD) Programme of Action (POA). Mombasa stands to experience temporary accelerated economic growth as a result of declining fertility levels alongside a reduction in dependency levels and an increase in the proportion of the population of the working ages (15-64 years). The changes in the age structure translate into fewer dependents and more savings for those of working age. The increased savings from the working age group if put into an investment can spur accelerated economic growth in the county and improved the well- being of the county’s residents. However, the attainment of a demographic dividend is temporary and not automatic. As fertility levels decline, the county needs to make simultaneous strategic investments in the health, education, economic, and governance sectors. Strategic investments in the four pillars are geared towards ensuring the county’s children and young people remain healthy and access education and training opportunities as they transition into the labour force. This should further be complemented with efforts by the county and other stakeholders to create income-generating opportunities and a saving and investment culture to cater post-retirement phase. Consequently, such investments are only possible with good governance and full participation of the youth governance matters affecting the county. 14

| Category | 2019 | 2023 | 2024 | 2025 | 2026 | 2027 |

|---|---|---|---|---|---|---|

| Population Size | 1,208,303 | 1,311,860 | 1,339,785 | 1,367,714 | 1,395,077 | 1,422,443 |

| Population below 15 (%) | 32.6% | 33.3% | 32.8% | 32.5% | 32.0% | 31.5% |

| Population 15-64 (%) | 65.6% | 64.5% | 64.8% | 65.2% | 65.5% | 65.8% |

| Population above 65 (%) | 1.9% | 2.2% | 2.3% | 2.4% | 2.5% | 2.7% |

| Dependency Ratio | 52.5% | 55.0% | 54.2% | 53.5% | 52.7% | 52.0% |

| Fertility Rate | 2.9 | 2.8 | 2.8 | 2.8 | 2.8 | 2.7 |

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Table 12 above shows the key demographic indicators for Mombasa County. The Census 2019 enumerated the total population of Mombasa to be 1,208,303 people. At the beginning of the third generation CIDP (2023), the population is projected to be 1,311,860 people, and 1,422,443 at the end of the planned period (2027), an indication of continued population growth despite the county. The total fertility rate is expected to decline over a similar period to reach 2.7 from 2.8 children per woman in 2023. As the county continues to experience a decline in fertility, the proportion of children below the age of 15 is expected to decline from 33.3 percent in 2023 to about 31.5 percent in 2027. This will result in a corresponding increase in the proportion of the population of the working ages (15-64years) from 64.5 percent in 2023 to 65.8 percent in 2027 and the proportion of older persons above 64 years will increase from 2.2 percent to 2.7 percent. Therefore, as the proportion of those below the age of 15 years approaches 30 percent and the increase in the proportion of working ages with the proportion of those aged 64 years and above remains below 15 percent, a temporary demographic dividend window will open, estimated to be around 2031 when the county will experience accelerated economic window albeit through strategic investments in the identified four pillars. Recommendations The County can fast-track the opening of the demographic window and subsequent realization of the demographic dividend through strategic investments in the following key areas; Health and Wellbeing  Mainstream Adolescents Sexual Reproductive Health (ASRH) policy in CIDPs and County annual work plans  Ensure universal access to family planning services  Review of the health sector strategic plan to increase the scope of youth and adolescent health  Promote policies and programs to improve child survival Education and Skills Development  Increase bursary allocation funds to support impoverished families.  Reduce the teacher-pupil ratio in ECDE centers  Enhance infrastructure support for ECDE centers  Enhance infrastructure support and modern equipment for TVET institutions  Enhance subsidized vocational and technical training to increase access and participation of more youth in TVET Employment and Entrepreneurship  Improve ICT infrastructure coverage in rural areas  Encourage and strengthen contract farming for youth to assure the marketing of their produce  Create enabling environment for business startups incentives and credit programs targeted at the Youth at the County level 15

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Rights, Governance, and Youth Empowerment  Establish a structured system of participation of the youth at all levels of government  Involve the youth in the design, implementation, and evaluation of policies, programmes, and projects for youth  Establish and refurbish Youth Empowerment Centres in all constituencies and ensure that the existing ones are all functional/operational. 1.6 Human Development Index The Human Development Index (HDI) is a composite statistic (composite index) of life expectancy, education, and per capita income indicators, which are used to rank countries into four tiers of human development. This statistic is being computed for Counties and can be used to assess the County’s development conditions and also for comparison purposes. According to Human Development Report 2021/22 by UNDP, Kenya’s 2021 HDI value is 0.575, positioning it at 152 out of 191 countries and territories. The 2021 HDI value is lower than the 2019 HDI value of 0.581, whilst comparable to the 2020 level of 0.578. Regarding the Counties’ HDI, National Human Development Report (NHDR, 2012) for Kenya; Mombasa County mean score index for the year 2021 was 0.537. Mombasa County contributes positively to the national mean score indices to all human development indicators. To ensure that a county is able to assess its Human Development, data on the various key parameters will be collected, analyzed and compared with that other county for the promotion of evidence-based planning. 16

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CHAPTER TWO: REVIEW OF IMPLEMENTATION OF THE PREVIOUS CIDP [2018-2022] 2.0 Overview Photo 1: H.E. Governor Abdullswamad Sheriff Nassir giving 2018-2022 captures the various development his remarks during the Japan-Kenya Urban Development & programmes and projects undertaken; the Transport Symposium held on 24th Jan 2023. implementation gaps for the period under review; the interventions and strategies taken M ombasa County Government initiated the leading to desirable outcomes. This ought to review of the CIDP 2018-2022 to assess the result into improved County governance progress towards the county development through the achievement of better agendas. This serves as learning and adapting accountability, transparency and meaningful mechanisms to inform the priorities for the public participation; and enhanced clarity on 3rd Generation CIDP. The review was the County’s development agenda. prepared through an inclusive and wide- ranging consultative process from the county For the period under review, it was noted that departments and Civil Society Organizations some projects implemented were not (CSOs). captured in the CIDP. This shows that there were adjustments to meet the changing The review was made possible by demands triggered by COVID-19 to meet the consideration of the actual performance communities’ felt needs. (progress) versus the projected (plan). It aimed to identify major achievements in the county. Specifically, the review of the CIDP 17

| Photo 1: H.E. Governor Abdullswamad Sheriff Nassir giving |

|---|

| his remarks during the Japan-Kenya Urban Development & |

| Transport Symposium held on 24th Jan 2023. |

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A key county development factor in the review is the sector programmes’ performance evaluation for the period with an analysis of the actual achievements in terms of results as informed by the baseline data (as at June 2018) and the targets (June 2022). The performance across the county departments anchored on programme-based approach was determined using Schedule Performance Index (SPI) which is the measure of schedule efficiency expressed as a ratio of earned value to planned value (SPI=EV/PV). A value greater than 1 indicates the project is ahead of schedule while a value less than 1 indicates that project is behind schedule. Across the county departments, the overall SPI was 0.824; signifying 82.4% achievements to the set targets. Another important county development factor is the county revenue and expenditure analysis. From the County Revenue 2018/19-2021/22 analysis, the county revenue dropped in the four consecutive years; from Ksh 12.92 billion in FY 2018/19 to Ksh 11.35 billion in FY 2019/20, however, a small increment in FY 2020/21 (Ksh 11.38 billion) and Ksh 11.92 billion in FY 2021/22. The change in revenue is attributed to the adjustments in equitable share from the National Treasury in the period under review. It is worth noting that for the period under review, there is a high overdependence on equitable share up to 63% with own source revenue accounting for only 30% of the overall county revenue. From the expenditure analysis for FY 2018/19- 2021/22, the planned expenditure based on the approved PBB estimates amounted to Ksh 52.8 billion while the actual expenditure was Ksh 45.3 billion giving Cost Performance Index (CPI) of 1.16. CPI is a measure of cost efficiency of budgeted resources expressed as a ratio of the earned value to the actual cost (CPI=EV/AC). A ratio greater than 1 means that the project is performing well against the budget while a ratio less than 1 means that the project is over budget. In terms of actual expenditure for period FYs 2018/19- 2021/22, health sector had the highest budgetary cost (28.1%), with Finance & Economic Planning (17.6%) and Devolution & Public Admin (15.1%) being the 2nd and 3rd priority sectors respectively. County Executive (2.0%), Agriculture, Fisheries, Livestock & Cooperatives (1.9%) and County Public Service Board (0.6%) had the lowest expenditure. Among the key challenges faced for the CIDP review period include inadequate staffing, low staff capacity, inadequate funding for development projects due to overreliance on national government for funding. In addition, 3rd Generation Revenue Formula reduced the CGM allocation from 8.2B in 2018/19 to 7.0B in the 2019/2020 FY and consecutive years. There was also low disbursement of donor funded grants which affected service delivery and the budget performance. Looking to the future, the conditional grants allocated to the Counties are no longer factored in the county allocations, thus the county face funding challenges in the implementation of PPIs. This calls for the CGM to devise mechanisms to increase own source revenue and diversify funding sources; and optimize own source revenue stringent measures of revenue collection. The best practices observed during the period under review include effective coordination and participation of all county departments and entities in the county planning and budgetary processes; use of programme-based approach in county planning and budgetary processes; and enhanced collaborations with development partners. Some of the approaches of how CIDP process could be done differently include strengthening civic education and citizen engagement in the CIDP processes including institutionalization of Community-based Project Implementation Committees. The County Government should prioritize development of Spatial Plans, Departmental Policies, 10-year Sector Plans, and 10-year Urban & Town Plans. There is also need to strengthen collaboration with development partners for capacity building of staff on evidenced-based county policy development, planning, budgeting, M&E. This 18

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will include establishment and/ or strengthening of Sector Working Groups (SWGs). The county should also establish County Integrated Monitoring & Evaluation System (CIMES), institutionalize M&E Committees in line with CIMES guidelines; and undertake regular interdepartmental quarterly reviews/ mid-term and end term reviews of county plans. Lastly, CGM should ensure information dissemination and sharing among key stakeholders (Community, CSOs & Development Partners) of the CIDP review reports to ensure accountability as duty bearers. A detailed analysis of county performance in terms of revenues, expenditures and key outcomes is presented as follows. 2.1 Analysis of the County Revenue Sources This section should provide annual projected revenues versus actual receipts in period under review. The information should be tabulated as in Table 2-1. Table 13: Mombasa County Revenue (2018/19 - 2021/22) Type of Revenue Projected Estimates (Million) Actual Revenue (Million) 2018/19 2019/20 2020/21 2021/22 Total 2018/19 2019/20 2020/21 2021/22 Total Own Source Revenue 4,741.9 4,733.4 4,574.9 4,788.0 18,838.2 3,704.6 3,260.0 3,314.5 3,619.5 13,898.7 (OSR) Equitable share 8,226.8 7,058.0 7,058.0 7,567.4 29,910.1 8,226.8 7,058.0 7,058.0 7,567.4 29,910.1 Conditional grants (GoK) 699.0 1,034.2 652.0 221.7 2,606.9 674.8 727.2 659.5 221.7 2,283.1 Conditional grants 788.7 844.5 1,292.3 1,157.2 4,082.7 314.2 305.3 345.3 247.0 1,211.8 (Development Partners) Other Sources – Opening - - 172.8 265.7 438.5 - - - - - Balances Total 14,456.5 13,670.0 13,750.0 14,000.0 55,876.4 12,920.4 11,350.5 11,377.2 11,921.3 47,569.4 The 2018/19 – 2021/22 analysis shows that the actual revenue by category was below projections, with Owns Source Revenue (OSR) amounting to Kshs. 13,898.7 million (73.8% of projection), equitable share of Kshs. 29,910.1 million, conditional grants by development partners amounting to Kshs. 1,211.8 million, and conditional grants by GoK Kshs. 2,061.4 million. Specifically, equitable share from the national government dropped from Kshs. 8.2 billion in 2018/19 to Kshs. 7.0 billion in 2019/20 and the consecutive years, and accounted for 63 percent (%) of the total revenue between 2018/19 – 2021/22. The Own source revenue projected, accounted for 30 percent (%) of the total revenue during the period under review, achieving only 73.1 % of the budgeted /projected own source revenue. Conditional grants from the national government and development partners on the other hand, accounted for 4 percent and 3 percent respectively of the total revenue. The review notes over-projection of own source revenue, slow disbursement of equitable share and slow outturn of the conditional grants especially from the development partners, which impacted budget implementation negatively. The revenue overestimation should be corrected in this third generation CIDP through robust revenue raising strategies. The revenue sourcing is further analyzed as follows. 19

|---|---|---|---|---|---|---|---|---|---|---|

| | 2018/19 | 2019/20 | 2020/21 | 2021/22 | Total | 2018/19 | 2019/20 | 2020/21 | 2021/22 | Total |

| Own Source Revenue (OSR) | 4,741.9 | 4,733.4 | 4,574.9 | 4,788.0 | 18,838.2 | 3,704.6 | 3,260.0 | 3,314.5 | 3,619.5 | 13,898.7 |

| Equitable share | 8,226.8 | 7,058.0 | 7,058.0 | 7,567.4 | 29,910.1 | 8,226.8 | 7,058.0 | 7,058.0 | 7,567.4 | 29,910.1 |

| Conditional grants (GoK) | 699.0 | 1,034.2 | 652.0 | 221.7 | 2,606.9 | 674.8 | 727.2 | 659.5 | 221.7 | 2,283.1 |

| Conditional grants (Development Partners) | 788.7 | 844.5 | 1,292.3 | 1,157.2 | 4,082.7 | 314.2 | 305.3 | 345.3 | 247.0 | 1,211.8 |

| Other Sources – Opening Balances | - | - | 172.8 | 265.7 | 438.5 | - | - | - | - | - |

| Total | 14,456.5 | 13,670.0 | 13,750.0 | 14,000.0 | 55,876.4 | 12,920.4 | 11,350.5 | 11,377.2 | 11,921.3 | 47,569.4 |

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4% 3% Own Source Revenue (OSR) 30% Equitable share Conditional grants (GoK) 63% Conditional grants (Development Partners) Figure 1: Actual Revenue Collected by Category As shown in Figure 1, it is worth noting that in the review period, there has been overdependence on equitable share up to 63% with own source revenue accounting for 30%. Actual Revenue (Kshs Million) 2021/22 10,924 2020/21 11,377 2019/20 11,350 2018/19 12,920 9,500 10,000 10,500 11,000 11,500 12,000 12,500 13,000 13,500 Figure 2: Mombasa County Revenue (Actuals) FYs 2018/19- 2021/22 The County Revenue dropped in the four (4) consecutive years; from Kshs. 12.92 billion in FY 2018/19 to Kshs. 11.35 billion in FY 2019/20, with a marginal increase in FY 2020/21 (Kshs. 11.38 billion) and further drop to Kshs. 10.93 billion in FY 2021/22. The change in revenue is attributed to the adjustments in equitable share from the National Treasury in the period under review. 20

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3,800.0 3,700.0 3,600.0 3,500.0 3,400.0 3,300.0 3,200.0 3,100.0 3,000.0 2018/19 2019/20 2020/21 2021/22 Figure 3: Own Source Revenue Analysis for FYs 2018/19- 2021/22 As shown in Figure 3, Own Source Revenue has been on an upward trajectory except for the financial year 19/20 which was attributed to the effects of the COVID- 19 pandemic. 2.2 County Budget Expenditure Analysis For the four (4) years the county total allocation was Kshs. 52.8 billion and the actual total expenditure amounted to Kshs. 45.3 billion, representing 85.9% absorption. The expenditure is presented hereinafter. 21

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Table 14: Mombasa County Budget Allocation and Expenditure by Sub-programmes, FYs 2018/19-2021/22 Total Budget Total Actual Absorption Rate County Department/ Entity Sub-Programme Variance Allocation Expenditure (%) County Executive Governor’s Office & Advisory Services 490,333,868 412,858,427 (77,475,441) 84.2 Deputy Governor’s Affairs & External Relations 241,553,853 163,121,086 (78,432,767) 67.5 Cabinet Affairs, Policy Research and Legal Services 318,336,151 246,161,157 (72,174,994) 77.3 MV 2035 & E-Government 42,638,450 24,106,392 (18,532,058) 56.5 Cohesion, Integration and Governance Services 6,332,522 6,332,522 - 100.0 Strategic Delivery Unit 46,388,311 37,577,417 (8,810,894) 81.0 77.7 Public Service Board General Administration, Planning and Support 311,353,681 260,051,634 (51,302,047) 83.5 Services Finance and Economic General Administration, Planning and Support 7,274,271,553 6,802,185,903 (472,085,650) 93.5 Planning Services Financial Management Services 711,651,025 623,764,978 (87,886,047) 87.7 Economic Planning and Policy formulation 653,245,973 536,697,200 (116,548,773) 82.2 87.8 Environment, Waste General Administration, Planning and Support 1,861,202,651 1,751,568,617 (109,634,034) 94.1 Management and Energy Services Environment Compliance and Enforcement 304,862,803 188,531,631 (116,331,172) 61.8 Solid Waste Management 643,877,738 496,600,239 (147,277,499) 77.1 Energy 182,553,875 93,154,614 (89,399,261) 51.0 Climate Change 83,453,542 77,480,792 (5,972,750) 92.8 75.4 Education, Information General Administration, Planning and Support 1,156,245,248 1,117,608,989 (38,636,259) 96.7 Technology & Mv 2035 Services Education 255,412,941 167,991,640 (87,421,301) 65.8 Childcare 80,171,004 31,987,394 (48,183,610) 39.9 Elimu Fund 410,021,048 353,659,184 (56,361,864) 86.3 ICT 292,273,869 188,372,672 (103,901,197) 64.5 70.6 Health Services General Administration, Planning and Support 10,844,049,489 11,713,396,669 869,347,180 108.0 Services Curative and Rehabilitative services 561,368,257 374,015,234 (187,353,023) 66.6 Preventive and Promotive Health services 750,694,509 587,631,309 (163,063,200) 78.3 Special Programs 19,769,988 81,049,457 61,279,469 410.0 165.7 22

|---|---|---|---|---|---|

| County Executive | Governor’s Office & Advisory Services | 490,333,868 | 412,858,427 | (77,475,441) | 84.2 |

| | Deputy Governor’s Affairs & External Relations | 241,553,853 | 163,121,086 | (78,432,767) | 67.5 |

| | Cabinet Affairs, Policy Research and Legal Services | 318,336,151 | 246,161,157 | (72,174,994) | 77.3 |

| | MV 2035 & E-Government | 42,638,450 | 24,106,392 | (18,532,058) | 56.5 |

| | Cohesion, Integration and Governance Services | 6,332,522 | 6,332,522 | - | 100.0 |

| | Strategic Delivery Unit | 46,388,311 | 37,577,417 | (8,810,894) | 81.0 |

| | | | | | 77.7 |

| Public Service Board | General Administration, Planning and Support Services | 311,353,681 | 260,051,634 | (51,302,047) | 83.5 |

| Finance and Economic Planning | General Administration, Planning and Support Services | 7,274,271,553 | 6,802,185,903 | (472,085,650) | 93.5 |

| | Financial Management Services | 711,651,025 | 623,764,978 | (87,886,047) | 87.7 |

| | Economic Planning and Policy formulation | 653,245,973 | 536,697,200 | (116,548,773) | 82.2 |

| | | | | | 87.8 |

| Environment, Waste Management and Energy | General Administration, Planning and Support Services | 1,861,202,651 | 1,751,568,617 | (109,634,034) | 94.1 |

| | Environment Compliance and Enforcement | 304,862,803 | 188,531,631 | (116,331,172) | 61.8 |

| | Solid Waste Management | 643,877,738 | 496,600,239 | (147,277,499) | 77.1 |

| | Energy | 182,553,875 | 93,154,614 | (89,399,261) | 51.0 |

| | Climate Change | 83,453,542 | 77,480,792 | (5,972,750) | 92.8 |

| | | | | | 75.4 |

| Education, Information Technology & Mv 2035 | General Administration, Planning and Support Services | 1,156,245,248 | 1,117,608,989 | (38,636,259) | 96.7 |

| | Education | 255,412,941 | 167,991,640 | (87,421,301) | 65.8 |

| | Childcare | 80,171,004 | 31,987,394 | (48,183,610) | 39.9 |

| | Elimu Fund | 410,021,048 | 353,659,184 | (56,361,864) | 86.3 |

| | ICT | 292,273,869 | 188,372,672 | (103,901,197) | 64.5 |

| | | | | | 70.6 |

| Health Services | General Administration, Planning and Support Services | 10,844,049,489 | 11,713,396,669 | 869,347,180 | 108.0 |

| | Curative and Rehabilitative services | 561,368,257 | 374,015,234 | (187,353,023) | 66.6 |

| | Preventive and Promotive Health services | 750,694,509 | 587,631,309 | (163,063,200) | 78.3 |

| | Special Programs | 19,769,988 | 81,049,457 | 61,279,469 | 410.0 |

| | | | | | 165.7 |

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Total Budget Total Actual Absorption Rate County Department/ Entity Sub-Programme Variance Allocation Expenditure (%) Water, Sanitation & Natural General Administration, Planning and Support 1,281,698,742 640,930,110 (640,768,632) 50.0 Resources Services Sanitation Services and Management 649,392,561 224,488,811 (424,903,750) 34.6 Water Supply and Management 1,351,668,065 294,282,619 (1,057,385,446) 21.8 Natural Resources Management 250,000 250,000 - 100.0 51.6 Youth, Gender, Sports and General Administration, Planning and Support 666,468,810 775,298,410 108,829,600 116.3 Cultural Affairs Services Youth Affairs/ Empowerment 233,737,954 95,715,393 (138,022,561) 40.9 Gender Affairs and Disability Mainstreaming 59,973,557 28,351,313 (31,622,244) 47.3 Sports Development 824,064,070 432,075,464 (391,988,606) 52.4 Cultural Affairs 77,677,817 24,639,586 (53,038,231) 31.7 Public Recreation and Entertainment 25,459,275 15,902,681 (9,556,594) 62.5 58.5 Trade, Tourism and General Administration, Planning and Support 1,272,158,584 1,187,858,618 (84,299,966) 93.4 Investment Services Trade Development 396,647,776 249,228,665 (147,419,111) 62.8 Ease of Doing Business 22,057,427 39,411,526 17,354,099 178.7 Development of Tourism 226,321,222 101,296,603 (125,024,619) 44.8 Investment Promotion & Products 116,422,605 26,999,780 (89,422,825) 23.2 80.6 Lands, Planning, Housing and General Administration 922,153,114 807,975,659 (114,177,455) 87.6 Urban Renewal Land Administration and Valuation 158,283,160 54,826,301 (103,456,859) 34.6 Physical Planning 68,595,117 20,395,895 (48,199,222) 29.7 Housing Development & Management 494,814,098 326,840,722 (167,973,376) 66.1 Urban Renewal 427,696,760 146,510,463 (281,186,297) 34.3 50.5 Transport, Infrastructure and General Administration Planning and Support 1,419,046,795 1,453,066,722 34,019,927 102.4 Public Works Services Roads Infrastructure Development 5,236,467,587 3,906,863,561 (1,329,604,026) 74.6 Transport Planning, Management and Safety 312,889,619 210,998,880 (101,890,739) 67.4 County Public Works 77,233,175 17,645,675 (59,587,500) 22.8 Mechanical and Electrical Services 153,974,901 89,875,788 (64,099,113) 58.4 Safety, Risk Management and Rescue Services 211,013,687 141,383,793 (69,629,894) 67.0 65.4 Administrative Services 613,047,198 558,723,189 (54,324,009) 91.1 23

|---|---|---|---|---|---|

| Water, Sanitation & Natural Resources | General Administration, Planning and Support Services | 1,281,698,742 | 640,930,110 | (640,768,632) | 50.0 |

| | Sanitation Services and Management | 649,392,561 | 224,488,811 | (424,903,750) | 34.6 |

| | Water Supply and Management | 1,351,668,065 | 294,282,619 | (1,057,385,446) | 21.8 |

| | Natural Resources Management | 250,000 | 250,000 | - | 100.0 |

| | | | | | 51.6 |

| Youth, Gender, Sports and Cultural Affairs | General Administration, Planning and Support Services | 666,468,810 | 775,298,410 | 108,829,600 | 116.3 |

| | Youth Affairs/ Empowerment | 233,737,954 | 95,715,393 | (138,022,561) | 40.9 |

| | Gender Affairs and Disability Mainstreaming | 59,973,557 | 28,351,313 | (31,622,244) | 47.3 |

| | Sports Development | 824,064,070 | 432,075,464 | (391,988,606) | 52.4 |

| | Cultural Affairs | 77,677,817 | 24,639,586 | (53,038,231) | 31.7 |

| | Public Recreation and Entertainment | 25,459,275 | 15,902,681 | (9,556,594) | 62.5 |

| | | | | | 58.5 |

| Trade, Tourism and Investment | General Administration, Planning and Support Services | 1,272,158,584 | 1,187,858,618 | (84,299,966) | 93.4 |

| | Trade Development | 396,647,776 | 249,228,665 | (147,419,111) | 62.8 |

| | Ease of Doing Business | 22,057,427 | 39,411,526 | 17,354,099 | 178.7 |

| | Development of Tourism | 226,321,222 | 101,296,603 | (125,024,619) | 44.8 |

| | Investment Promotion & Products | 116,422,605 | 26,999,780 | (89,422,825) | 23.2 |

| | | | | | 80.6 |

| Lands, Planning, Housing and Urban Renewal | General Administration | 922,153,114 | 807,975,659 | (114,177,455) | 87.6 |

| | Land Administration and Valuation | 158,283,160 | 54,826,301 | (103,456,859) | 34.6 |

| | Physical Planning | 68,595,117 | 20,395,895 | (48,199,222) | 29.7 |

| | Housing Development & Management | 494,814,098 | 326,840,722 | (167,973,376) | 66.1 |

| | Urban Renewal | 427,696,760 | 146,510,463 | (281,186,297) | 34.3 |

| | | | | | 50.5 |

| Transport, Infrastructure and Public Works | General Administration Planning and Support Services | 1,419,046,795 | 1,453,066,722 | 34,019,927 | 102.4 |

| | Roads Infrastructure Development | 5,236,467,587 | 3,906,863,561 | (1,329,604,026) | 74.6 |

| | Transport Planning, Management and Safety | 312,889,619 | 210,998,880 | (101,890,739) | 67.4 |

| | County Public Works | 77,233,175 | 17,645,675 | (59,587,500) | 22.8 |

| | Mechanical and Electrical Services | 153,974,901 | 89,875,788 | (64,099,113) | 58.4 |

| | Safety, Risk Management and Rescue Services | 211,013,687 | 141,383,793 | (69,629,894) | 67.0 |

| | | | | | 65.4 |

| | Administrative Services | 613,047,198 | 558,723,189 | (54,324,009) | 91.1 |

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Total Budget Total Actual Absorption Rate County Department/ Entity Sub-Programme Variance Allocation Expenditure (%) Crops Management 75,843,886 42,880,092 (32,963,794) 56.5 Livestock Production 51,781,037 30,389,706 (21,391,331) 58.7 Agriculture, Fisheries Fisheries Development 257,289,804 192,961,965 (64,327,839) 75.0 Livestock and Cooperatives Veterinary Services 31,069,853 14,663,124 (16,406,729) 47.2 Cooperatives 12,675,766 7,132,794 (5,542,972) 56.3 64.1 Devolution & Public Service General Administration, Planning and Support 6,746,870,385 6,229,320,253 (517,550,132) 92.3 Administration services Public Service Management 258,303,730 258,443,034 139,304 100.1 County Administration and Decentralized Services 135,995,029 64,991,794 (71,003,235) 47.8 County Public Service Reforms and Delivery 221,685,530 207,778,241 (13,907,289) 93.7 Compliance and Enforcement 169,645,784 76,825,039 (92,820,745) 45.3 75.8 Total 52,802,436,831 45,333,127,427 (7,469,309,404) 85.9 The top county entities in the absorption of allocated resources include Health Sector with the highest absorption rate (165.7%) consequence by the reallocation of finances in response to COVID-19; followed by Finance and Economic Planning (87.8%), and CPSB (83.5%). The county departments with the lowest absorption rates were Lands, Planning, Housing and Urban Renewal with 50.5% and water, sanitation & natural resources with 51.6%. At Departmental level, a big chunk of the county allocation was geared towards health services (28.1%), Finance and Economic Planning (17.6%), Devolution and Public Service Administration (15.1%), and Transport, Infrastructure and Public Works (12.8%). 24

|---|---|---|---|---|---|

| Agriculture, Fisheries Livestock and Cooperatives | Crops Management | 75,843,886 | 42,880,092 | (32,963,794) | 56.5 |

| | Livestock Production | 51,781,037 | 30,389,706 | (21,391,331) | 58.7 |

| | Fisheries Development | 257,289,804 | 192,961,965 | (64,327,839) | 75.0 |

| | Veterinary Services | 31,069,853 | 14,663,124 | (16,406,729) | 47.2 |

| | Cooperatives | 12,675,766 | 7,132,794 | (5,542,972) | 56.3 |

| | | | | | 64.1 |

| Devolution & Public Service Administration | General Administration, Planning and Support services | 6,746,870,385 | 6,229,320,253 | (517,550,132) | 92.3 |

| | Public Service Management | 258,303,730 | 258,443,034 | 139,304 | 100.1 |

| | County Administration and Decentralized Services | 135,995,029 | 64,991,794 | (71,003,235) | 47.8 |

| | County Public Service Reforms and Delivery | 221,685,530 | 207,778,241 | (13,907,289) | 93.7 |

| | Compliance and Enforcement | 169,645,784 | 76,825,039 | (92,820,745) | 45.3 |

| | | | | | 75.8 |

| Total | | 52,802,436,831 | 45,333,127,427 | (7,469,309,404) | 85.9 |

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A summarized analysis on the actual expenditure that gives the proportionate allocations by departments is presented hereinafer. Table 15: Proportionate Budgetary Expenditure (2018/19 - 2021/22) Department Actual Expenditure for 4 Years % Of the Overall County [2018/19- 2021/22] in Ksh Expenditure County Executive 890,157,001.00 2.0 Public Service Board 260,051,634.00 0.6 Finance & Economic Planning 7,962,648,082.09 17.6 Environment, Waste 2,607,335,892.64 5.8 Management & Energy Education, ICT & MV 2035 1,859,619,878.41 4.1 Health Services 12,756,092,669.10 28.1 Water, Sanitation & Natural 1,159,951,540.00 2.6 Resources Youth, Gender, Sports & Cultural 1,371,982,847.20 3.0 Affairs Trade, Tourism & Investment 1,604,795,192.20 3.5 Lands, Planning, Housing & 1,356,549,040.30 3.0 Urban Renewal Transport, Infrastructure & 5,819,834,419.64 12.8 Public Works Agriculture, Fisheries, Livestock 846,750,870.00 1.9 & Cooperatives Devolution & Public Service 6,837,358,360.00 15.1 Administration TOTAL 45,333,127,426.58 100% Departmental Expenditures as % of Overall Costs Devolution & Public Service Administration 13.1% Agriculture, Fisheries, Livestock & Cooperatives 1.8% Transport, Infrastructure & Public Works 13.0% Lands, Planning, Housing & Urban Renewal 3.0% Trade, Tourism & Investment 3.6% Youth, Gender, Sports & Cultural Affairs 3.2% Water, Sanitation & Natural Resources 3.1% Health Services 28.9% Education, ICT & MV 2035 4.1% Environment, Waste Management & Energy 5.6% Finance & Economic Planning 18.1% Public Service Board 0.6% County Executive 1.9% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% Figure 4: Departmental Expenditures as % of Overall Costs From the expenditure analysis for FY 2018/19- 2021/22, health sector had the highest budgetary cost (28.1%), with Finance & Economic Planning (17.6%) and Devolution & Public Admin (15.1%) being the 2nd and 3rd priority sectors respectively. County Executive (2.0%), Agriculture, Fisheries, Livestock & Cooperatives (1.9%) and County Public Service Board (0.6%) had the lowest expenditure. 25

|---|---|---|---|---|---|---|---|---|

| | County Executive | | | 890,157,001.00 | | | 2.0 | |

| Public Service Board | | | 260,051,634.00 | | | 0.6 | | |

| | Finance & Economic Planning | | | 7,962,648,082.09 | | | 17.6 | |

| Environment, Waste Management & Energy | | | 2,607,335,892.64 | | | 5.8 | | |

| | Education, ICT & MV 2035 | | | 1,859,619,878.41 | | | 4.1 | |

| Health Services | | | 12,756,092,669.10 | | | 28.1 | | |

| | Water, Sanitation & Natural | | | 1,159,951,540.00 | | | 2.6 | |

| Youth, Gender, Sports & Cultural Affairs | | | 1,371,982,847.20 | | | 3.0 | | |

| | Trade, Tourism & Investment | | | 1,604,795,192.20 | | | 3.5 | |

| Lands, Planning, Housing & Urban Renewal | | | 1,356,549,040.30 | | | 3.0 | | |

| | Transport, Infrastructure & | | | 5,819,834,419.64 | | | 12.8 | |

| Agriculture, Fisheries, Livestock & Cooperatives | | | 846,750,870.00 | | | 1.9 | | |

| | Devolution & Public Service | | | 6,837,358,360.00 | | | 15.1 | |

| TOTAL | | | 45,333,127,426.58 | | | 100% | | |

| | 1 | 3.1% | | | |

|---|---|---|---|---|---|

| 1.8% | | | | | |

| | 13 | .0% | | | |

| 3.0% 3.6% 3.2% 3.1% | | | | | |

| | | | | | 28.9% |

| 4.1% | | | | | |

| 5.6% | | | | | |

| | | 18 | .1% | | |

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2.2.1 Cost Performance Cost Performance Index (CPI) was used to help determine efficiency in the implementation of the 2018- 2022 CIDP. It is a measure of cost efficiency of budgeted resources expressed as a ratio of the approved budgeted cost (earned value) to the actual cost (CPI=BC/AC). A ratio greater than one (1) means that the project is performing well against the budget while a ratio less than 1 means that the project is over budget. In this regard, the CIDP 2018-2022 Review involved the undertaking the CPI across the county departments, summarized as follows. Table 16: Cost Performance Index (2018/19 - 2021/22) County Department/ Entities Budgeted Allocation Actual Cost (Ksh) CPI County Executive 1,145,583,155.04 890,157,001.00 1.29 Public Service Board 311,353,681.10 260,051,634.00 1.20 Finance & Economic Planning 8,639,168,552.09 7,962,648,082.09 1.08 Environment, Waste Management & Energy 3,075,950,608.64 2,607,335,892.64 1.18 Education, ICT & MV 2035 2,194,124,109.41 1,859,619,878.41 1.18 Health Services 12,175,882,243.22 12,756,092,669.10 0.95 Water, Sanitation & Natural Resources 3,283,009,368.10 1,159,951,540.00 2.83 Youth, Gender, Sports & Cultural Affairs 1,887,381,483.20 1,371,982,847.20 1.38 Trade, Tourism & Investment 2,033,607,614.20 1,604,795,192.20 1.28 Lands, Planning, Housing & Urban Renewal 2,071,542,249.30 1,356,549,040.30 1.53 Transport, Infrastructure & Public Works 7,410,625,764.74 5,819,834,419.64 1.27 Agriculture, Fisheries, Livestock & Cooperatives 1,041,707,544.00 846,750,870.00 1.23 Devolution & Public Service Administration 7,532,500,457.70 6,837,358,360.00 1.10 Total 52,802,436,831 45,333,127,426.58 1.16 Table 14 shows the overall County CPI as 1.16, implying that that the county projects were performing well against the budget estimates. Across the county departments and entities, the respective CPIs were greater than 1, and therefore, the sector specific projects that were implemented for the 4-year period performed well against the budgetary allocations. However, Health Services CPI had a CPI of 0.95, indicating that departmental projects were over the budgeted costs. 2.3 Programme Performance Review A review of the level of implementation of the planned programmes and projects was undertaken, based on the extent to which the outputs are on track, and how realistic, appropriate and adequate are the inputs and activities used contributing to the achievement of the intended results. An analysis of the performance based on the completed CIDP review matrices that entailed both the programme-based development priorities and the flagship/transformative projects was conducted, and a summary of the findings is presented as follows. 26

|---|---|---|---|---|---|---|---|---|---|---|---|

| | County Executive | | | 1,145,583,155.04 | | | 890,157,001.00 | | | 1.29 | |

| Public Service Board | | | 311,353,681.10 | | | 260,051,634.00 | | | 1.20 | | |

| | Finance & Economic Planning | | | 8,639,168,552.09 | | | 7,962,648,082.09 | | | 1.08 | |

| Environment, Waste Management & Energy | | | 3,075,950,608.64 | | | 2,607,335,892.64 | | | 1.18 | | |

| | Education, ICT & MV 2035 | | | 2,194,124,109.41 | | | 1,859,619,878.41 | | | 1.18 | |

| Health Services | | | 12,175,882,243.22 | | | 12,756,092,669.10 | | | 0.95 | | |

| | Water, Sanitation & Natural Resources | | | 3,283,009,368.10 | | | 1,159,951,540.00 | | | 2.83 | |

| Youth, Gender, Sports & Cultural Affairs | | | 1,887,381,483.20 | | | 1,371,982,847.20 | | | 1.38 | | |

| | Trade, Tourism & Investment | | | 2,033,607,614.20 | | | 1,604,795,192.20 | | | 1.28 | |

| Lands, Planning, Housing & Urban Renewal | | | 2,071,542,249.30 | | | 1,356,549,040.30 | | | 1.53 | | |

| | Transport, Infrastructure & Public Works | | | 7,410,625,764.74 | | | 5,819,834,419.64 | | | 1.27 | |

| Agriculture, Fisheries, Livestock & Cooperatives | | | 1,041,707,544.00 | | | 846,750,870.00 | | | 1.23 | | |

| | Devolution & Public Service Administration | | | 7,532,500,457.70 | | | 6,837,358,360.00 | | | 1.10 | |

| Total | | | 52,802,436,831 | | | 45,333,127,426.58 | | | 1.16 | | |

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Table 17: Schedule Performance Index (SPI) S/No. Sector Programme-based Component, Flagship Projects, SPI SPI

Finance and Economic Planning 0.726984127 0.5
Trade, Tourism and Investment 0.53112963 0.4
Devolution and Public Service Administration 1.641026263 0.452777778
Land, Planning, Housing and Urban Renewal 0.5 0.692076923
Water, Sanitation and Natural Resources 0.729775659 0.204305556
Energy, Environment and Waste Management 0.515273649 0.623809524
Agriculture, Fisheries, Livestock and 1.225076113 0.43703125 Cooperatives
Health Services 1.243201963 0.652222222
Education 0.735592582 1.017261905
Youth, Gender, Sports and Cultural Affairs 0.882821748 0.127272727
Transport, Infrastructure and Public Works 0.493174804 0.423904219
ICT 0.668019621 0.544005102 Total 0.82433968 0.510388934 From Table 15, across the county departments based on programme-based development priorities, the overall SPI was 0.824; signifying 82.4% attainment of the set output targets. On the other hand, the SPI for the flagship projects was 0.51, signifying 51% attainment of the set output targets. A value greater than one (1) indicates the project is ahead of schedule while a value less than one (1) indicates that project is behind schedule. Therefore, Mombasa County performed better in the implementation of programme- based development priorities than in the execution of flagship projects. Details of sector level performance follow hereinafter. 2.3.1 County Executive The office of the county secretary is mandate to ensure efficient general management of the public service and improving intergovernmental relations and strategic partnerships with stakeholders and donors. Also, it is to provide strategic leadership of coordinating county policies. It is strategically communicating internally and external with other stakeholders. Under the previous CIDP the sector had a baseline of 20 linkages established, and aimed to improve on this by 90% to 130 partnerships but only managed to establish 18 linkages only. The sector had aimed to coordinate the development of seventy new policies towards improvement of service delivery and coordination of the public service but only managed to complete four policies. It provided strategic leadership of spearheading development of service charters of ten departments and one for the county public service board. Under the year of review the sector focus to conduct 12 service delivery survey but it achieves one. In addition, the sector had targeted to do four customer satisfaction level survey but managed one from a baseline of nil. Either it managed to promote intergovernmental organization by developing resource mobilization strategy and implemented from a baseline of none and managed to attract the following donors, Kenya Devolution support Programme, World Bank, USAID-AHADI Program, GIZ, DFID etc. 2.3.2 County Assembly The objective during the plan period for the Assembly was to be a world class assembly. In order to enhance service delivery and policy environment, the county assembly passed 25 bills out of which 80 27

|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | SPI | | | SPI | |

| | 1. | | | Finance and Economic Planning | | | 0.726984127 | | | 0.5 | |

| | 2. | | | Trade, Tourism and Investment | | | 0.53112963 | | | 0.4 | |

| | 3. | | | Devolution and Public Service Administration | | | 1.641026263 | | | 0.452777778 | |

| | 4. | | | Land, Planning, Housing and Urban Renewal | | | 0.5 | | | 0.692076923 | |

| | 5. | | | Water, Sanitation and Natural Resources | | | 0.729775659 | | | 0.204305556 | |

| | 6. | | | Energy, Environment and Waste Management | | | 0.515273649 | | | 0.623809524 | |

| | 7. | | | Agriculture, Fisheries, Livestock and | | | 1.225076113 | | | 0.43703125 | |

| | 8. | | | Health Services | | | 1.243201963 | | | 0.652222222 | |

| | 9. | | | Education | | | 0.735592582 | | | 1.017261905 | |

| | 10. | | | Youth, Gender, Sports and Cultural Affairs | | | 0.882821748 | | | 0.127272727 | |

| | 11. | | | Transport, Infrastructure and Public Works | | | 0.493174804 | | | 0.423904219 | |

| | 12. | | | ICT | | | 0.668019621 | | | 0.544005102 | |

| | Total | | | | | | 0.82433968 | | | 0.510388934 | |

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percent were money bills for enhancing service delivery while 20 percent were sectoral bills specific to oversight and service delivery. Additionally, the assembly processed 135 motions which largely went on to affect policy direction on service delivery. The Assembly Committees also processed 190 committee reports. These were specifically attributed to enhanced public participation and stakeholder engagement, capacity building for members of county assembly, recruitment of additional county assembly technical staff and support from development partners. In line with the Assembly’s mandate on representation, the Assembly received and processed 8 petitions from the public. These petitions touched on: clinker environmental pollution in Kikaangoni; complaints against County Askaris for demolition of temporary shades; monopoly of the Standard Gauge Railway operations and justice and compensation for the loss of business and properties; renaming of the Mama Ngina Waterfront Park; Buxton Estate residents on redevelopment of the estate; and Mombasa Health Workers Union grievances. To enhance legislative working environment, the Assembly sought to make improvements on human resource and administration by both increasing and upskilling the technical and support staff through training and development. The numbers increased from 143 to 255 staff members at the end of the plan term. Further, on infrastructural development, the Assembly managed to install CCTVs to improve the Assembly security systems. However, there are a lot of outstanding infrastructural development issues that were affected by a lack of sufficient funding that hindered the Assembly plan for land acquisition for building the Assembly Speaker’s residence and MCA Ward offices. On improving operational services, the Assembly acquired a new vehicle for the Speaker, two motor vehicles and a minivan for Assembly official use. 2.3.3 County Public Service Board (CPSB) In the period under review, the Public Service Board targeted to provide for its staff welfare through the provision of adequate office space for all its staff. The Board acquired two refurbished container offices which provided 20% of the additional office space required. Owing to limited resources, the Board was unable to acquire more office space and has set it as a major priority for the upcoming period. The Board also sought to improve on its records management system through the acquisition of bulk filers and a large server for the digitization and storage of records. two (2) bulk filers were procured and a digital server installed in the ICT department. However, this has only met fifty percent of the storage needs (50%) and as the county moves towards automation and complete digitization of services and records, the need in the upcoming year has grown substantially to cater for the growing needs of the Board. An automated Human Resource Information System was procured which has allowed automation of recruitments, staff data verification, HR audit and capture of biometric data for the whole county. Over fifty (50%) of our HR records have been digitized. However, there is a need to expand the ERP system to cover all modules covering board mandates and services. The Board also procured some working tools for its staff and board members. Seventeen (17) laptops were procured. There is still a need to procure forty (40) more laptops, VDI systems, a bulk printer and scanners, shredders, biometric login system to enhance service delivery. The office space at the Betting Control Building was partitioned to an open office format to create maximum utilization of space and 28

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office furniture procured. There is still however a need for more office space to allow increased efficiency in service delivery as well as procurement of more office furniture to replace damaged items and shortages. During the period under review, only 10% of the training needs targeted and identified by the training needs analysis conducted were met. This has led to low levels of motivation amongst staff as well as affected performance and efficiency in service delivery. The new board members were inducted and trained. Newly recruited interns and staff were also inducted by the board. However, owing to limited financial resources, only 30% of all new recruits were inducted. Within the board, forty (40) staff were targeted for capacity building. The target was surpassed as staff were encouraged and allowed to take up self-sponsorship opportunities for training. The challenge was that some of the trainings undertaken were not as per the training needs analysis conducted. In order to improve on customer feedback mechanisms, the board developed online complaints form to allow members of the public to lodge complaints, compliments, feedback and suggestions online which was launched by the then president H. E Uhuru Kenyatta. However, there is a need to automate the forms and systems in order to allow efficiency in management and timely resolution of complaints received. So as to improve on compliance with legal and other requirements, the board developed an internship policy, a policy on engagement of casuals and a training policy (which is yet to be approved). In order to improve and streamline delivery in the public service through performance management, a performance management framework was developed, performance champions identified, appointed and capacity built across departments. Owing to inadequate resources, the appraisal forms have not yet been digitized or automated and the process is still conducted through manually filled forms. Compliance levels in submitting appraisal forms has grown to 98%, however, there is still no rewards and sanctions policy in place. 2.3.4 Finance and Economic Planning During the period under review by the year 2022 the sector managed to enhance service delivery by training 50 members of staff on PFM against a target of 75 in 2018 thus a 75% achievement. This achievement is attributed to a close working relation between all sector players and a robust sector work plan supported by prudent allocation of resources. The achievement is also attributed to the Existence of Performance contracts between the County Government and the CECM, the CCO and performance appraisals from the Directors downwards. The sector increased the county emergency fund from 50 million in 2018 to 450 million against a target of 250 million. This was attributed to the increased funding of Covid-19 from the National government and other development partners. In adherence to prudency in financial management services, the sector managed to produce all quarterly and annual financial reports in a timely, accurate and consistent manner conforming to the public sector accounting standards and the PFM Act. In 2018 the baseline was 5 financial reports with a target of producing 5 financial reports and an achievement of the same during the period under review. In 2018 the pending bills amounted to 5.2 billion. In the period under review, the pending bills was reduced to 3.9 billion. This was attributed to the increase in revenue to 3.7 billion in 2022. The sector also experienced a short increase in disbursement under the period in review. The department also improved in sealing revenue leakages and adherence to prudential accounting by prioritizing essential expenditure and doing away with excess spending. 29

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The level of compliance to automation of procurement and supply service processes increased from a baseline of 70% to an achievement of 100%. The target was also 100%. This is attributed to the full adherence to the public procurement laws and regulations. The sector planned to put in place an automated asset management system. The target was to have one in place which was not achieved as per target. The County has compiled an asset register manually and going forward should embark on putting up an automated asset management system. Under risk management; the County has had qualified audit opinions in the period under review. This has been attributed to the strict adherence to the PFM act and regulations. The sector planned to put in place an automated revenue management system. All major and key revenue streams have been automated and cashless transactions established. The Sector also planned to develop a revenue enhancement/ mobilization framework. The County has been re-engineering revenue collection processes that has ensured resource mobilization has become more efficient and more effective. The Sector was able to raise revenue from 1.2 billion when devolution started with an increase from 3.2 billion in 2018 to 3.7 billion in 2022 against a target of 4.8 billion. The sector intends to continue with the process of quantifying the finance bill with the support of development partners with a view of setting realistic targets and enhance own source revenue collection. Planning in the County has improved tremendously as all the statutory policy documents including the CIDP, ADPs, CBROPs, CFSPs and the Budget estimates as well as the review of the CIDP were timely prepared. There was increased absorption of the County budget from 78% in 2018 to 82% in 2022. The department has strengthened the monitoring and evaluation of projects and programmes and is in the process of developing the County’s Statistical Abstract with the support from KNBS. The sector managed to have a comprehensive monitoring and evaluation report of over 300 projects undertaken within the period under review. The sector intends to develop an integrated automated monitoring and evaluation system (CIMES) with the support and assistance from the state department of planning. We were unable to develop the system in the period under review due to the nature of capital intensity involved/required to undertake the project. However, the department intends to partner with donors and other partners to undertake the project. Mombasa County has an approved M&E Policy in Place and Implementation has been ongoing. A CIDP indicator hand book is in place and currently being used to conduct monitoring and evaluation. 2.3.5 Environment, Waste Management & Energy In enhancing municipal solid waste management during the review period, daily solid waste collection increased from 400 tons (56%) per day to 500 tons (71%) of waste per day, against the target of 700tons. This can be attributed to increase in waste collection fleet that grew from 10 to 22 between 2018-2022 against a target of 43 trucks. This increased capacity expanded the serviceable area across the county including interiors. There has also been improved management of the fleet, reducing breakdowns and increasing efficiency. The increased tonnage of waste collected means cleaner neighborhoods and reduced vulnerability to waste related public health hazards. It is also worth noting that due to increasing urbanization and migration, the waste generated per day is projected to increase by 30%. Over the same period, the department also registered significant progress in policy development. The department now has a solid waste management act, Solid waste management policy and a climate change 30

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policy. The implementation of the solid waste management act is on and the department has since constructed 1 material recovery facility (MRF) against a target of 6 material recovery facilities in each of the sub counties to invest in waste recovery. The existing MRF is at the county yard in Mvita subcounty. Upon full operationalization, the MRFs will significantly reduce the strain on the dumpsites and promote a circular economy that could potentially generate jobs for thousands of unemployed youth and women. 2.3.6 Education, ICT & MV 2035 The sector sought to enhance enrolment of children under five (5) in ECDE level. The county implemented various interventions to enhance enrolment and retention and include: The construction of 4 new ECDE centres; refurbishment of one (1) ECDE center; furnishing nine (9) ECDE centres; equipping 20 ECDE centres with art and play equipment; supplying 97 ECDE centres with teaching and learning materials; recruiting 63 additional ECDE teachers and caregivers; and training 206 ECDE teachers on competence-based curriculum (CBC) and other digital literacy programmes. These interventions increased the proportion of children under 5 attending school from 13% to 16%. To enhance access to vocational training, the sector: Conducted sensitization exercises; offered tuition fee scholarships; trained VTC instructors and equipped VTC centres; renovated and refurbished two (2) VTCs; recruited four (4) instructors; conducted four (4) training programmes for instructors; supplied three (3) VTCs with training and instruction materials; conducted three (3) sensitization meetings with parents and youth; and offered 2,695 students with 70% tuition fee scholarship. Collectively, this increased NER from 48% to 54% for boys and 52% to 53% for girls. To enhance literacy skills and promote a reading culture in Mombasa County, the sector invested in the equipping of libraries and recruitment and training of librarians. The County has operationalized six (6) libraries, distributed 23,000 reading materials, recruited two (2) librarians, and conducted one (1) training programme for the librarians. This has improved the reading culture as evidenced by the increased number of student s borrowing books. To improve transition rates and ensure retention of students in various learning institutions, the county through the ‘Elimu Fund’ supported 55,165 students with bursaries and scholarships. To improve communication and connectivity in Mombasa County, the sector aimed to connect county departments to the internet (structured LAN), install CCTV cameras to critical county infrastructure and increase internet bandwidth. During the review period 8 departments were connected to the internet against a target of 10. However, most points were inactive by the end of the review period. This was attributed to relocation of some departments to new sites and unavailability of funds. To enhance communication between departments, the sector connected 1,000 IP phones in county departments up from 300 at the beginning of the review period and connected 40 points to each other through MPLS while upgrading total bandwidth to 400 MBPS from a bandwidth of 100MBPS at the beginning of the review period. To enhance user productivity and experience the sector acquired a Network Management /monitoring system for WAN/LAN and acquired 330 Office 365 Premium cloud for all users. This enhanced efficacy of communication between departments. The sector was able to automate 11 county revenue services out of 14 revenue services this was attributed to the development of an eservices web-based revenue platform. To improve and enhance access to information and communication between G2G, G2B and G2C, the sector unveiled a new look website. The goal is to develop dynamic websites for the 10 county departments. This will ensure departmental control and real-time management of web content. To improve community access to county health 31

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services the sector transitioned from a queue-less system to an Automated Queue Management System at the Coast General Hospital in 1 of its service points (General & Accident). The sector also issued 50 robotics kits to 8 ECDE centers and trained children and instructors on how to code effectively improving their understanding of coding and robotics. 2.3.7 Health Services In the plan period, the sector aimed at improving health systems through enactment of supporting legislation, to ensure delivery of quality services; reduce mortality and morbidity through improving health facilities, strengthening referral services and provision of quality pharmaceutical services; and strengthening preventive and promotive health services to combat non-communicable diseases. The sector attained an immunization coverage of 80.6% a drop from 85% against a target of 90%. The drop was attributed to service delivery interruptions occasioned by the Covid 19 pandemic, nonetheless despite the challenges the sector conducted 800 integrated outreaches, defaulter tracing and increased the number of immunization sites from 94 to 110. To enhance turnaround time in maternal health services, the sector has strengthened implementation of reproductive health policy and guidelines through BEMONC and EmMONC capacity building of 120 health care workers in public and private health facilities. MPDSR committees were formed across levels of service delivery especially the high-volume facilities, Sub County and County level. Among the actions achieved were procurement of delivery sets, resuscitation equipment and availability of essential medications for maternity services, scaling up of these committees to the remaining facilities is ongoing and continuous health education at ANC clinics on hospital deliveries. Staff attrition rate is over 3% which has resulted to staff shortage. In order to achieve universal access to maternal and child health services. Linda mama program has increased uptake of all expectant mothers without insurance where mothers are entitled to access antenatal care, maternity services, postnatal care and care for new-born from NHIF contracted public and private health facilities. This led to a Percentage increase in deliveries conducted by skilled personnel from 80% to 86 % (KHIS) against a target of 75%. Community sensitization, linkages and referrals also increased uptake of the service. To reduce out of pocket spending the department has embarked on indigenous NHIF enrollment stands at 27000. Availability of essential commodities across all levels of care. Over the last five year the department has invested in specialized services e.g., Radiotherapy I CGTRH average daily attendance stands at 70 patients, additional new theaters at Tudor Sub County hospital and PortReitz Sub County hospital. The sector developed additional 6 facilities during the review period however, most of the facilities do not meet the level of standards as per the norms. The county Kenya health information management system reporting rate has improved from 80% to 98%. However, the County facilities lack an integrated electronic medical record. The facility maternal mortality rate increased from 167.5/100000 live births to 192/100000 LB against the target of 64/100000LB. Delayed referrals were noted to be contributing to the facility mortality rates despite efforts in continuous Maternal and perinatal death surveillance and response (MPDSR), decentralization of skilled delivery, increased capacity in basic essential obstetric care and strengthened community referrals through engagement and training of 200 TBAs as birth companion rather than conducting deliveries at home. Increased community referral through 540 community dialogues and linkage of pregnant women to CHVs for follow up and support. 32

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In the planning period, there was a reduction in number of fresh still birth rate from 17.9/1000lb to 9.4/1000lb against a target of 8/1000, this was attributed to decentralization of skilled delivery, increased capacity in basic essential obstetric care and strengthened community referrals. 2.3.8 Water, Sanitation and Natural Resources The sector aimed to increase the number of HH accessing clean and safe water and sewerage services as well as enhance natural resource management and climate resilience and adoption of renewable energy at the county. The sector increased the number of HH accessing clean water by 7% against the target of 10% through expansion of water supply network, drilling of Boreholes, increase of storage capacity, construction of one desalination plant and purchase of water bowsers. The network increased from a baseline of 80 Km to 182km against the target of 270 km .The number of Boreholes drilled increased from 10 to 23 against a target of 20 while the number of water Bowsers increased from 2 to 4 against the target of 5.The sector only managed to secure funds from the WB/AfD for the plans to increase storage capacity by 20,000 from the existing capacity of 140,000m3 and achieved at least 500m3 storage capacity by a supply of 100 plastic tanks with an average capacity of 5m3 per tank. The desalination project that could inject 100,000m3 per day of water to the system failed to take off due to lack of a guarantee from the National Government as a result of the coming up of the Mwache Dam project. Furthermore, most targets were not achieved as a result of the Covid -19 pandemic and delay of disbursement of development partners funds. The sector purposed to increase HH accessing sewerage services by 64 through rehabilitation/expansion of sewer line, purchase of exhausters and construction of sludge treatment facilities; the sector increased the HH accessing sewerage services by 262. The sewerage network increased capacity by 3.5km against the target of 27 km from a base line of 51km; Two exhausters were purchased against a target of 8 from a baseline of 1 and 7 Public toilets were constructed against a target of 16 from a baseline of 20. The sludge facility project delayed as result of issues of availability of public land. The performance was affected generally by the Covid-19 pandemic, delayed disbursement of donor funds and availability of public land. In addition, the sector sought to increase the County Forest cover by distributing and planting 13,500 tree seedlings in public schools at the county where none was distributed in the previous term against a target of 40,000 owing to the pandemic where tree planting and school activities were suspended. To enhance natural resource management the department trained 25 staff on conservation of natural resources where the target was 20 which had a baseline of zero. The target was overachieved as result of shifting to online training following the pandemic which was cheaper than physical attendance trainings. It also undertook 5 community sensitization forums with allied natural resource institutions to enhance awareness on natural resource conservation against a target of 30 which had a baseline of zero. To enhance forest cover, the department has worked with various stakeholders to plant 500,000 seedlings out of possible 1 million seedlings that include terrestrial and mangroves distributed in various areas across the county Increase 2% Forest cover contribution to the existing baseline of 19%. 2.3.9 Devolution and Public Service Administration In order to enhance the objects of devolution of ensuring that people participation on matters that affect their lives, the sector had planned to undertake Public Participation initiatives across the County. It targeted to undertake 20 public participation forums of which 25 was achieved. On promotion of Civic awareness, the sector targeted to undertake 100 civic education forums in which 106 were realized. This was as a result of increased support from development partners. The sector also focused on strengthening administrative capacity of governance at local level. To actualize this, it was planned to decentralize county 33

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service delivery to ward levels. In this regard, 6 Sub County and 30 ward offices were earmarked for construction. However, this target was not realized due to financial constraints, 2 (two) ward offices were established. In decentralization of services and ensuring that county services are accessible at the local level, the sector focused on establishing 4(four) strategic services centres of which 1(One) was constructed. The guiding principle of efficiency and effectiveness in public service delivery to the citizens is the main focus in the public service. Towards this, the sector had targeted Customer Satisfaction level of 70% out of which 57.5% was realized. This was attributed by automation of different county services. On complains handling mechanism, the sector sort to establish employee’s satisfaction level, through Employee satisfaction survey which was undertaken in the year 2018/2019.The findings of this survey established that 56.2% of the employees were satisfied with the county government as an employer. In addition, the sector sort to strengthen performance management in the county by implementing the adoption of county integrated performance management framework. This target is yet to be realized. Human Resource policy and practice was a strategic focus to ensure effectiveness of human resource management. To realize this 2(two) draft HRM policies were developed pending formalization of policy making process. In order to improve efficiency in HR information retrieval and access, the sector had planned to install Integrated Human Resource Management System (IHRMS). In order to improve staff capacity, the sector had targeted to train 40 staff. The sector however realized a 500 staff trained. This was attributed on both individual staff efforts and that of development partners. The sector sort to strengthen intergovernmental relations, local and international collaborations. Towards this, the baseline was 20 and the sector managed 18 MOUs signed. In order to promote the culture of compliance of county laws and policies, the sector sort to re-engineer the operationalization of the inspectorate compliance unit. Towards this the sector modernized a disaster call center and refurbished the training school. The sector had aimed at constructing (3) three additional classroom and 1(one) dormitory at the training school which was not achieved. Further in order for the members of the Public to comply with County laws, the sector conducted raids (no of raids) during the period under review. 2.3.10 Youth, Gender, Sports & Social Services To promote economic empowerment of youth and women, the County supported the groups with start- up kits; 180 youth against a target of 600 and a baseline of 200 and 2,500 women with against a target of 5,400 and baseline of 3000. This was attributed to redirection of funds to support the marginalized groups during Covid-19 pandemic. Special interest groups were supported with business funds, 180 youth against a target of 600 and a baseline of 200 and 250 women against a target of 630 and a baseline of 230. To mainstream disability the County trained 730 PWDs on livelihood skills against a target of 2,160 and a baseline of 2000. These interventions enabled the beneficiaries to invest in productive activities hence improving their livelihood. To nurture and develop sports talents, the County renovated 18 Sports facilities against a target of 10 and a baseline of 3, this was due to overwhelming support from Community. 43 local youth teams were assisted with sports equipment against a target of 66 and a baseline of 10 and hosted five (5) local leagues. The County has also refurbished the Mombasa International Stadium and is 70% complete. To preserve and promote our cultural heritage the County held 36 community cultural festivals against a target of 25 and a baseline of 30. To improve the quality of cultural goods and services, 600 cultural practitioners were 34

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trained against a target of 1000 and a baseline of 500. The targets were not achieved due to the Ministry of Health protocols that restricted public gatherings for most of the period under review. 2.3.11 Trade Tourism and Investment The county planned to promote trade and entrepreneurship opportunities. To achieve that, retail markets were rehabilitated against a target of 6 the baseline was two. One retail market reconstructed against a target of one. 161 Modern kiosks were constructed against a target of 3,000 baseline 2018 was 0. During the same period 3,500 MSMEs were trained on basic business management and entrepreneurial skills against a target of 2,500, baseline was 1,500. The above targets were not achieved because of inadequate provision of resources. To protect consumers against exploitation and fair-trade practices 34,000 weights and measures equipment were verified against a target of 50,000, 2018 baseline was 30,000. Targets were not met because of inadequate standards, testing equipment and inadequate technical staff. The county planned to create a conducive environment for business growth and improve service delivery and efficiency to the business community. The sector with the support of the World Bank undertook 2 system upgrades against a target of 2. 2018 baseline was 0. To promote Mombasa as a leading investment hub the sector enacted the Mombasa Investment Corporation Act which created the Mombasa Investment Corporation (MIC). The MIC board was appointed and the office constituted. Feasibility study for Mombasa industrial park was done and investment guide book developed. To promote Mombasa as a leading tourism destination, the sector embarked on an aggressive marketing strategy. However, tourism arrivals through Moi International Airport Mombasa declined from 115,856 in 2018 to 40,000 in 2022 which represented a 66% decrease in the number of arrivals. The decline was attributed to MOH COVID restrictions on travel. There exists a data gap in the County and a target for tourists’ arrivals was not set. The county held 36 community cultural festivals where communities showcased various cultural expressions which were documented. The Cultural Practitioners also sold various artifacts, handcrafts and traditional foods thereby improving their income. During the planning period 35 co-operative societies conducted their annual general meetings out of the target of 75 co-operatives 2018 base line 25. Membership of the co-operatives grew to 98,000 members against a target 80,000 baseline 70,000. Asset base of the co-operatives grew from an estimated 21 billion in 2018 to 14 billion in 2022. 2.3.12 Lands, Planning, Housing & Urban Renewal To improve land management practices in Mombasa, the county refurbished land registry; partially developed county spatial plan, GIS lab and zoning plans (50%, 80% and 70% complete, respectively). This enabled the county to issue 1,076 titles that helped increased the percentage of land ownership documents from 30% to 45% thereby empowering the squatters as land owners and providing the security of tenure. The constructions of 1,000 housing units in Buxton increased access to descent housing by low-income earners from 4% to 10%, thereby improving their livelihoods and quality of life. 35

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2.3.13 Transport, Infrastructure & Public Works Desirous of providing a world class, safe, efficient and sustainable infrastructure and transport services for sustainable socio-economic development; and solving public transport challenges in Mombasa; the County Government of Mombasa (CGM) developed two policies namely: Public Transport Service Plan for Mombasa that emphasizes on mass transport of people and intermodal connectivity among Bus Rabbit Transit (BRT), commuter rail and water transport. The public transport service plan has a potential BRT network Mombasa that identifies the most efficient way to deploy the bus fleet to serve passenger demand; the Mombasa County Transport Policy (MCTP) to guide the development and management of county transport. The policy aims to foster improved access to opportunities and a more equitable mobility system. To improve accessibility, road connectivity, security, safety and social integration between communities; the County Government constructed a total of 50km paved roads increasing the network to 250km up from the baseline of 200km and maintained 377 kms up from the baseline of 300km of roads at the beginning of 2018. To enhance road safety, vehicular mobility, reduced flooding and to enhance performance of the drainage system in built environment among others; the County Government constructed 25.75 kms of storm water drainage facilities bringing the total drainage infrastructure to 95.75km. To enhance pedestrian, PWD, children and elderly safety, the County embraced Non-Motorized Transport (NMT) as basic and an alternative mode of transport and constructed a total of 75.5 kms of walkways up from 26.7 km giving a total of 102.2km while a total of 80 kms of non-motorized transport infrastructure (replaced/erected traffic signs, road marking and speed calming facilities) were maintained. The county further maintained one (1) matatu stage and constructed 2 passengers pick up points as public transport management initiative. In collaboration with other agencies constructed 4no footbridges increasing the number to seven (7) during the period in order to enhance pedestrian safety. To enhance traffic flow to immensely improve economic productivity by facilitating smooth movement of goods and services across the county; accelerate/enhance the implementation of inclusive and sustainable urban mobility; target reduction of transport related greenhouse gas (GHG) emissions; and to enable transformational changes towards more inclusive, livable, and efficient city; the County is among others in partnership with JICA preparing for the implementation of an Intelligent Transport System (ITS) in Mombasa whose objective is to ease traffic congestion and improve traffic safety through installation of ITS equipment and improvement of junctions, thereby contributing to economic development of Mombasa. The County has continually come up with innovations on the same like the happy hour, an intervention for traffic management to address traffic movement challenges experienced in the County. To improve security and creating enabling environment for business to strive the department installed 19,300 number street lights hence increasing the total no of lighting points to 39,300 in the entire county. To improve response to emergencies especially fire emergencies, the County increased fire and rescue services centres from three (3) to six (6) by operationalizing three more i.e., at VoK, Kiembeni and Jomvu/Mikindani, purchased three (3) firefighting engines reducing response time to eight (8) minutes from 15 minutes (between the time a distress call is made and the time responders reach the scene). To improve service delivery in the county by recruiting during the same period a total of two (2) transport engineers, one (1) architect 48 parking attendants and 100 firemen were while forty (40) fire fighters were trained. 36

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2.3.14 Agriculture, Livestock, Fisheries and Cooperative Development The County sought to improve the livelihoods of its residents through promotion of competitive agriculture and innovative research; sustainable livestock and fisheries development; and growth of a viable cooperatives sub sector .There was increase in production of major crops like maize by 38 % from 1125 tonnes to 3000 tonnes, leafy amaranth from 75 tonnes to 150 tonnes , tomatoes from 23 tonnes to 37.2 tonnes, spinach from 9 to 18 tonnes, and cowpeas leaves from 120 tonnes to 160 tonnes in 2022. The increase in production was attributed to the following interventions implemented by the sector; farm input subsidy programme that targeted vulnerable farmers where over 4000 benefited from certified maize and cow peas seeds, assorted horticultural crops seed, fruit tree seedlings, inorganic fertilizers, foliar feeds, assorted chemicals for pests and disease control and climate smart farming equipment. Promotion of local vegetables value chain under ASDSP also enhanced production. Subsidized agricultural mechanization on ploughing at 1500/acre by the county tractors and acquisition of two more tractors to aid in ploughing services increased the proportion of land cultivated with a total of 1620 acres ploughed. Rehabilitation of water pans in partnership with development partners like Haller Park foundation enhanced irrigated farming. Agricultural extension services provision was enhanced in collaboration with other government agencies like AFA, KALRO, KEPHIS, KEFRI, National Museum of Kenya and Non-governmental organizations like CABI which led to improved pests and disease management. Collaboration with other non-governmental organization like AWAK in implementation of Resilient Recovery Project and FAO green cities initiatives implemented in partnership with ETK enhanced extension service provision hence increased yields in 2022.It also aimed at increasing livestock production and productivity through training livestock stakeholders, distribution of breeding stock and enhancing disease surveillance and extension services. At the review period, livestock production had increased by 1.8%. It also aimed at increasing livestock production and productivity through training livestock stakeholders, distribution of breeding stock and enhancing disease surveillance and extension services with the support of County Government and ASDSP. At the review period in 2022, livestock production had increased as follows Milk 5% from 1,657,132 Liters to 1,744,349 Liters, Beef 3% from 130,2 kgs to 134,303 kgs, Chevon 6% from 55,531 kgs to 58,886kgs, Mutton 4.2% from 4,437kgs to 4,622kgs, Honey 7.5% from 2,840 liters to 3,053 Liters, Rabbits 42.7% from 860 to 1,227, Poultry 2% from 282,628 to 288,396, Eggs 1% from 7,409,353 to 7,484,195, Hides 5.3 % from 915 pcs to 963 pcs and Skins 5.6% from 5,335 Pcs to 5,636 Pcs. In veterinary services 253,637 livestock were vaccinated against various trade sensitive diseases up from 94,500 through support of County government and stakeholders including Kenya Veterinary association, Director of veterinary services, KESCAVA. A total of 1,074,518 Poultry and other livestock were processed into meat and 10,346 livestock value chain actor’s education (extension) with support from County government and ASDSP. During the same period ASDSP supported one Poultry slaughter slab with a Deep freezer to improve Meat safety. The Fleming fund through ILRI and Director of Veterinary services capacity built of four veterinary staff on antimicrobial resistance (AMR) sample taking in Poultry and antimicrobial use data collection with 54 poultry farms and 6 antimicrobial outlets respectively sampled to evaluate the level of AMR in Mombasa County to inform control measures. To increase tonnage of fish captured and traded, increased the number of fishing vessels and storage/handling facilities. As a result, fish production had increased by 22.5%, from 800 tonnes in 2018 to 980 tonnes in 2022. This was attributed to several interventions by the county government; among them being procurement of 28 modern high density fishing boats fully equipped with gears and safety equipment 37

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for the BMUs. This allowed the fishermen to go off the reef and avoid the already overexploited inshore waters. The supply of fish handling equipment targeting all the sub counties also reduced the fish post- harvest losses and thus enhance fish safety to the consumers. To strengthen co-operative supervisory advisory and audit services, 110 audit years the audit sub directorate managed to register the number of co-operative’s which were audited. One hundred and five (105) AGMs are the co-operative societies which conducted annual general meetings presenting the audited accounts to their members. 2.4 Challenges and Lessons Learnt Table 18: Challenges and Lessons Learnt Sector Developmental Challenges Lessons Learnt experienced during Implementation of CIDP Environment, Waste Management & Energy a The road infrastructure to the designated Improved accessibility to the Mwakirunge dumpsite Mwakirunge dumpsite is in a deplorable state would enhance waste transportation. b Legal battles between quarry owners and the There is need for consultations between the County Government stakeholders and the county government c Environmental related emerging issues that Environmental related outbreak diseases impact greatly require rapid response initiative i.e., on the budget environmental related outbreak diseases d The digital platform for automation of waste There is need for fresh recruitment of technical collection could not be implemented due to lack personnel and succession plan of technical personnel in ICT e Lack of licensed Environmental Impact There is need recruitment of licensed Environmental Assessment (EIA) personnel at County level Impact Assessment (EIA) personnel f The unbundling of the Transition There is need for the Council of Governors to finalize Implementation Plans (TIPs) from the National with unbundling of Transition Implementation Plan Government to County Government has not (TIPs) to counties been put to affect g Lack of technical expertise and inadequate There is need for fresh recruitment of technical experts energy support infrastructure for adequate support Finance and Economic Planning a Reduction in equitable share allocation Diversification of the revenue sources b Legal litigations in revenue collections There is need to embrace dialogue with all the stakeholders to reach consensus in revenue issues c Inadequate implementation of the planned Over projection of revenue leads to increased budget budget deficit d Increased pending bills There is need to embrace intense resource mobilization strategies e Inadequate M&E of programmes and projects Mainstream M&E in all the programmes and projects f Inadequate reliable data for planning Collaboration and sharing with relevant stakeholders in data development and collation Health Services a Delays in maternal referrals There is exist a strong link between delayed referrals and poor maternal outcomes b Maternal and infant mortalities audit not done Need to establish cause of death and institute proper remedial action c Emergence of Covid pandemic that decreased Functional surveillance systems and emergency utilization of services from 2.5% to 2.3% per response mechanisms are key in handling pandemics capita There is need to set aside resource for emergency 38

|---|---|---|---|---|---|---|---|---|

| | | | | experienced during Implementation of CIDP | | | | |

| a | | | The road infrastructure to the designated Mwakirunge dumpsite is in a deplorable state | | | Improved accessibility to the Mwakirunge dumpsite would enhance waste transportation. | | |

| c | | | Environmental related emerging issues that require rapid response initiative i.e., environmental related outbreak diseases | | | Environmental related outbreak diseases impact greatly on the budget | | |

| e | | | Lack of licensed Environmental Impact Assessment (EIA) personnel at County level | | | There is need recruitment of licensed Environmental Impact Assessment (EIA) personnel | | |

| | | | | Implementation Plans (TIPs) from the National | | | with unbundling of Transition Implementation Plan | |

| g | | | Lack of technical expertise and inadequate energy support infrastructure | | | There is need for fresh recruitment of technical experts for adequate support | | |

| | | | | | | | stakeholders to reach consensus in revenue issues | |

| | | | | utilization of services from 2.5% to 2.3% per | | | response mechanisms are key in handling pandemics | |

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Sector Developmental Challenges Lessons Learnt experienced during Implementation of CIDP d Frequent industrial unrest Frequent industrial unrest has a huge impact on the overall performance of the health sector leading to poor patient outcomes and more maternal mortality rate e Constraints in cash flow to the department Erratic disbursement from national government affects service delivery Sub program level budgeting & allocation is key in realizing quality health outcomes and sustainability f Inadequate and un rationalized staff Inadequate and unrationalized staff has leads to suboptimal service delivery more so on access and quality g No level 4 hospital boards Absence of hospital boards has created a leadership and governance gap hence affecting community ownership and accountability h Low investments in prevention programs and Prevention programs are key in addressing overreliance on donor funding communicable disease and reproductive health services Education, ICT & MV 2035 a Overambitious planning. Two programs have There is need to carry out thorough Needs Assessment not taken off since the start of the CIDP in 2018: and problem identification analysis using the right tools County Home Craft centres and ECDE school rather than imagination. feeding program b Poor prioritization of projects There is need to properly prioritize project c Failure to attain optimality in staffing levels in Optimality in staffing levels is key in technical areas key technical areas Transport, Infrastructure & Public Works a Major encroachment on road reserves There is a correlation between proper planning and development b Inadequate technical personnel Most projects stagger because of delays in design and supervision hence the need to have personnel in place before embarking on capital intensive projects Lands, Planning, Housing & Urban Renewal a Titles in most of the Informal Settlements have There is need to put in place housing, land policy and not been issued. regulations. In addition, the lack of titles leads to loss of county revenue (in terms of ground rent and rates) b Relocation packages on the estates have been There is need to address the issue of relocation packages hindered by the disagreement between the tenants and contractors – the areas under construction Devolution & Public Service Administration a COVID-19 pandemic caused challenges in There is need to provide staff with adequate working service provision and work environment as staff tools worked from home with inadequate working tools b Lack of policies / regulations to guide Need to develop and implement policies for effective implementation of county functions service delivery c Employee relations challenges –such as frequent Need to Implement Collective Bargaining Agreements industrial actions d Performance Management implementation Need to implement performance management within a challenges well-defined approved framework Trade Tourism and Investment a Paradigm shift in policy by the development There is need to review and verify indicators periodically partner affected verification of some of the indicators. 39

|---|---|---|---|---|---|---|---|---|

| | | | | experienced during Implementation of CIDP | | | | |

| | | | | | | | overall performance of the health sector leading to poor | |

| | | | | | | | patient outcomes and more maternal mortality rate | |

| | | | | | | | Sub program level budgeting & allocation is key in | |

| | | | | | | | realizing quality health outcomes and sustainability | |

| f | | | Inadequate and un rationalized staff | | | Inadequate and unrationalized staff has leads to suboptimal service delivery more so on access and quality | | |

| | | | | | | | governance gap hence affecting community ownership | |

| h | | | Low investments in prevention programs and overreliance on donor funding | | | Prevention programs are key in addressing communicable disease and reproductive health services | | |

| a | | | Overambitious planning. Two programs have not taken off since the start of the CIDP in 2018: County Home Craft centres and ECDE school feeding program | | | There is need to carry out thorough Needs Assessment and problem identification analysis using the right tools rather than imagination. | | |

| c | | | Failure to attain optimality in staffing levels in key technical areas | | | Optimality in staffing levels is key in technical areas | | |

| | | | | | | | supervision hence the need to have personnel in place | |

| | | | | | | | before embarking on capital intensive projects | |

| | | | | | | | county revenue (in terms of ground rent and rates) | |

| b | | | Relocation packages on the estates have been hindered by the disagreement between the tenants and contractors – the areas under construction | | | There is need to address the issue of relocation packages | | |

| | | | | Devolution & Public Service Administration | | | | |

| a | | | COVID-19 pandemic caused challenges in service provision and work environment as staff worked from home with inadequate working tools | | | There is need to provide staff with adequate working tools | | |

| | | | | partner affected verification of some of the | | | | |

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Sector Developmental Challenges Lessons Learnt experienced during Implementation of CIDP Water, Sanitation and Natural Resources a Inadequate public land/way; lack of land There is need to address land ownership challenges ownership documents through diversified engagement of relevant departments/Institutions b Emergence of global Covid -19 Pandemic which Adherence to technically approved mitigation measures made many projects to be deferred. is crucial for combating any pandemic or disaster c Funds disbursement and Cash flows delays from Funds delay affect implementation pace of the projects the donors or Treasury as well as the benefits to the beneficiaries d Inadequate technical staff such as Engineers, Adequate relevant technical staff is critical for Surveyors etc. implementation of any project/program Youth, Gender, Sports & Social Services a Low response to training opportunities from the There is need to put more emphasis on creating youth. awareness on training opportunities among the youth b Unavailability of public land to implement There is need to liaise with the department of Lands and projects Housing to identify suitable public land for planned projects c Delay in formulation of policy framework. Policy frameworks should be prioritized to achieve set Programs like Mombasa Youth Service did not targets. take off due to lack of policy framework d Overambitious planning There is need to carry out thorough Needs Assessment and problem identification analysis using the right tools rather than imagination Agriculture, Fisheries, Livestock & Cooperatives a Human resource inadequacies There is need to carry out continuous staff development Technical need assessment is important for informed staff development There is need to deploy skilled and competent staff to replace those retired b Weak and uncoordinated networks on Need for departmental data management officer technology development and dissemination c Delayed release of funds There is need to make requisitions on time d Weak Legal and Regulatory Framework Work in liaison with the county attorney to develop agricultural policies and strategic plan e Disease Outbreaks- Covid 19 pandemic Need to have county food reserves f Scarce land for agricultural development in Land for crop production is reducing due to urban and peri-urban areas urbanization g High incidence of emerging crop pests and Climate change is real and need for mitigation measures diseases cannot be ignored Livestock Development a Lack of land for establishment of county Work with relevant department in charge of lands to abattoirs, sales yard and leather value addition advise on land availability to enable the department do centre and disease control holding facility informed planning b Lack of County Policy regulations on: Livestock Collaborate with stakeholder and partners to assist in Development and Animal welfare and Control development of the policies and regulations c Lack of county livestock infrastructure including Lack of livestock infrastructure leads to illegal sales abattoirs, sales yard, hides, skins and processing yards and slaughter posing health risk and loss of and value addition revenue for the County government d Lack of reliable basic veterinary diagnostic Bills of quantities (BQs) and requisitions to be done facility early in the financial year to enable timely funding 40

|---|---|---|---|---|---|---|---|---|

| | | | | experienced during Implementation of CIDP | | | | |

| b | | | Emergence of global Covid -19 Pandemic which made many projects to be deferred. | | | Adherence to technically approved mitigation measures is crucial for combating any pandemic or disaster | | |

| d | | | Inadequate technical staff such as Engineers, Surveyors etc. | | | Adequate relevant technical staff is critical for implementation of any project/program | | |

| a | | | Low response to training opportunities from the youth. | | | There is need to put more emphasis on creating awareness on training opportunities among the youth | | |

| c | | | Delay in formulation of policy framework. Programs like Mombasa Youth Service did not take off due to lack of policy framework | | | Policy frameworks should be prioritized to achieve set targets. | | |

| | | | | | | | and problem identification analysis using the right tools | |

| Agriculture, Fisheries, Livestock & Cooperatives | | | | | | | | |

| | | | | | | Technical need assessment is important for informed staff development | | |

| | | | | | | | There is need to deploy skilled and competent staff to | |

| d | | | Weak Legal and Regulatory Framework | | | Work in liaison with the county attorney to develop agricultural policies and strategic plan | | |

| f | | | Scarce land for agricultural development in urban and peri-urban areas | | | Land for crop production is reducing due to urbanization | | |

| | | | | abattoirs, sales yard and leather value addition | | | advise on land availability to enable the department do | |

| b | | | Lack of County Policy regulations on: Livestock Development and Animal welfare and Control | | | Collaborate with stakeholder and partners to assist in development of the policies and regulations | | |

| | | | | abattoirs, sales yard, hides, skins and processing | | | yards and slaughter posing health risk and loss of | |

| d | | | Lack of reliable basic veterinary diagnostic facility | | | Bills of quantities (BQs) and requisitions to be done early in the financial year to enable timely funding | | |

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Sector Developmental Challenges Lessons Learnt experienced during Implementation of CIDP e High animal diseases and pest’s challenges and Causes loss of livestock productivity and loss of re-emerging diseases livelihoods Fisheries Development a Lack of title deed for the landing sites to offer There is need to create policy on fisheries management room for construction and aquaculture/ is important to outline fisheries jurisdiction areas which mariculture will reduce rate of land grabbing along the landing sites. Cooperatives a Co-operatives: The absence of the policy brings a challenge in dealing The Policy formulation and implementation at with the county level challenges specifically with the co- the county level has not been customized for the operatives. county b Lack of capacity building for Supervisory There is need to equip the officers on thematic areas responsibilities of Co-operative savings, credit, and Banking services c Lack of enhanced Co-operative audit function. This is a very engaging function and a specialization, auditing in its very nature requires a lot of time, resources for publishing accounts as per the law and space for storing audited accounts for a reasonable time County Assembly a Challenges of language barrier which hinders There’s need to prepare abridged versions of bills for understanding and interpretation of bill the public to understand the propositions of a particular propositions and Acts by the public bill b Over-legislation Not all issues require legislation, there is need to map issues and prioritize. c Implementation challenges after laws have been There is need for the county assembly to ensure swift passed enactment of relevant laws. 41

|---|---|---|---|---|---|---|---|---|

| | | | | experienced during Implementation of CIDP | | | | |

| | | | | room for construction and aquaculture/ | | | is important to outline fisheries jurisdiction areas which | |

| | | | | The Policy formulation and implementation at | | | with the county level challenges specifically with the co- | |

| b | | | Lack of capacity building for Supervisory responsibilities of Co-operative savings, credit, and Banking services | | | There is need to equip the officers on thematic areas | | |

| | | | | | | | auditing in its very nature requires a lot of time, | |

| | | | | | | | resources for publishing accounts as per the law and | |

| | | | | | | | space for storing audited accounts for a reasonable time | |

| | | | | understanding and interpretation of bill | | | the public to understand the propositions of a particular | |

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2.5 Emerging Issues Table 19: Emerging Issues Emerging Issue The Current Situation How the Issue is Affecting Measures in Place to Existing Gaps (E.G., the Sector Mainstream the Issue Policy, Legal and Institutional) Over-reliance on tourism The county has recorded reduced economic activity Reduced revenue collection County initiated preparation of a Lack of an action plan sector due to reduced tourism and MICE related activities and economic activity due to county recovery strategy, for Disaster Management in the advent of COVID – 19 reduced tourism and MICE informed by the national post in the county, as related activities COVID – 19 recovery strategy espoused in the Framework for Disaster Risk Reduction (SFDRR) 2015-2030. Blue Economy Currently, there is need to develop infrastructure to Emergence of priority sectors Mainstreaming of Blue Economy Inadequate Blue enhance exploitation of blue economy as a new in the economy such as oil, gas in the county plans, policies and Economy specialized frontier for economic growth and revenue and mineral and the Blue budget skills for exploitation and generation for the county. Economy require specialized management skills for exploitation and management. This calls for huge investments in the sector Multiplicity of taxes, levies Multiplicity of licenses, taxes and levies by the Slowed economic activity as a Special preferences in Inadequate convenient and charges county government which has increased the cost of result of increased cost of doing levies and trade licensed for public markets; lack of doing business. There is also increased trade barriers business, hence reduced PLWD harmonization guidelines between counties thus reducing the free flow of revenues and job opportunities goods across the country. Unharmonized fees and for the youth charges International Trade Increased appetite for imported goods Slowed growth of MSMEs Provision of accurate market Slow establishment of information to SMEs through the Industrial Parks establishment Business Information Centre (BIC); Promotion of consumer protection and fair-trade practices Inadequate disaggregated Planning and policy formulation relies on reliable Evidence based planning and Initiated the operationalization of Inadequate data data and accurate disaggregated data on key sectors. policy formulation has been a county statistics office and information Currently, there is inadequate collaboration of greatly affected government agencies in terms of data applications and data sharing Slowdown in investment There is remarked slowdown in investment due to Slowed economic activity as a Resource re-allocation COVID – 19 economic decline of international trade result of increased cost of recovery strategy doing business, hence reduced revenues and job opportunities for the youth 42

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | | | | 2015-2030. | |

| Blue Economy | | | Currently, there is need to develop infrastructure to enhance exploitation of blue economy as a new frontier for economic growth and revenue generation for the county. | | | Emergence of priority sectors in the economy such as oil, gas and mineral and the Blue Economy require specialized skills for exploitation and management. This calls for huge investments in the sector | | | Mainstreaming of Blue Economy in the county plans, policies and budget | | | Inadequate Blue Economy specialized skills for exploitation and management | | |

| International Trade | | | Increased appetite for imported goods | | | Slowed growth of MSMEs | | | Provision of accurate market information to SMEs through the establishment Business Information Centre (BIC); Promotion of consumer protection and fair-trade practices | | | Slow establishment of Industrial Parks | | |

| | | | | government agencies in terms of data applications | | | | | | | | | | |

| Slowdown in investment | | | There is remarked slowdown in investment due to decline of international trade | | | Slowed economic activity as a result of increased cost of doing business, hence reduced revenues and job opportunities for the youth | | | Resource re-allocation | | | COVID – 19 economic recovery strategy | | |

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Emerging Issue The Current Situation How the Issue is Affecting Measures in Place to Existing Gaps (E.G., the Sector Mainstream the Issue Policy, Legal and Institutional) Demographic Dividend Focus on demographic dividend as a means of The sector has embraced DD Mainstreaming of youth issues Inadequate (DD) addressing youth issues and harnessing their and has mainstreamed it in the into county plans, policies and mainstreaming of DD potential to spur socio- economic development. CIDP budgets; Develop and support into policies DD has been identified as an opportunity for transformative youth addressing the myriad of socio-economic challenges development initiatives towards in developing countries on the African continent. building entrepreneurial skills and Mombasa county will realize DD at 2028 capacities of youth, in addition to enhancing youth access to financing Innovative financing Reduced financing due to change in policies of Reduced resource mobilization Review of county levies Slow adoption of the mechanism major development partners in the advent of from PPPs framework COVID – 19 partners and PPP Integration of the National Even though the county has integrated the National Coordinated development The sector has integrated the Inadequate county spatial Spatial Plan into Sector Plans Spatial Plan into county Spatial Plan, CIDP and planning National Spatial Plan into county framework and IDPs Integrated Development Plans for urban areas, it Spatial Plan, CIDP and lacks adequate spatial framework Integrated Development Plans for urban areas The emergence of county Jumuiya ya Kaunti za Pwani (JKP), formed in 2015, JKP has allowed coordination Mainstreaming of JKP Inadequate legal economic blocs is an economic bloc that brings together the six of development planning in programmes into county plans framework to anchor JKP Coast counties in Kenya (Mombasa, Kwale, Taita- Coast. This will allow for joint and policies Taveta, Kilifi, Lamu and Tana River). JKP is a harnessing of resources and ‘home-grown” solution aimed at tackling the socio- services economic challenges facing the Coastal region. It is anchored on Article 189 (2) of the constitution that allows cooperation among counties as well as the national government to improve performance and delivery Decentralization of resources Decentralized funding Equity in programme/project Mainstreamed in county Need for integrating beyond the county level implementation across the development plans lower levels in the county (Ward Development Fund) county development plans Emergence of new diseases COVID – 19 is an unprecedented health disaster. COVID – 19 has eroded Budget re-allocation Lack of a recovery The effects of COVID – 19 have overwhelmed economic gains and forced the strategy. available resources besides compounding the dire county government to redirect economic situation. It has eroded economic gains resources to strengthening and forced the county government to redirect preparedness and response to resources to strengthening preparedness and the pandemic. response to the pandemic. 43

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | in developing countries on the African continent. | | | | | | building entrepreneurial skills and | | | | |

| Innovative financing mechanism | | | Reduced financing due to change in policies of major development partners in the advent of COVID – 19 | | | Reduced resource mobilization from partners and PPP | | | Review of county levies | | | Slow adoption of the PPPs framework | | |

| The emergence of county economic blocs | | | Jumuiya ya Kaunti za Pwani (JKP), formed in 2015, is an economic bloc that brings together the six Coast counties in Kenya (Mombasa, Kwale, Taita- Taveta, Kilifi, Lamu and Tana River). JKP is a ‘home-grown” solution aimed at tackling the socio- economic challenges facing the Coastal region. It is anchored on Article 189 (2) of the constitution that allows cooperation among counties as well as the national government to improve performance and delivery | | | JKP has allowed coordination of development planning in Coast. This will allow for joint harnessing of resources and services | | | Mainstreaming of JKP programmes into county plans and policies | | | Inadequate legal framework to anchor JKP | | |

| Emergence of new diseases | | | COVID – 19 is an unprecedented health disaster. The effects of COVID – 19 have overwhelmed available resources besides compounding the dire economic situation. It has eroded economic gains and forced the county government to redirect resources to strengthening preparedness and response to the pandemic. | | | COVID – 19 has eroded economic gains and forced the county government to redirect resources to strengthening preparedness and response to the pandemic. | | | Budget re-allocation | | | Lack of a recovery strategy. | | |

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2.6 Natural Resource Assessment The major natural resources found within the county are summarized hereinafter. Table 20: Natural Resource Assessment Name of Dependent Sectors Status, Level of Utilization & Opportunities for optimal Constraints to optimal Sustainable Natural Scenarios for future utilization utilization Management strategies Resource Indian Ocean  Transport &  There are high levels of  Desalination and piping to  Impacts of  Adopt a Infrastructure pollution from the industries, human settlements and industrial Climate change multistakeholder  Blue Economy direct discharge of waste and areas  High levels of approach in ocean Agriculture & oil spillage.  Proximity to the ocean pollution management Livestock  Encroachments along the  Sea food farming to diversify  High rates of  Sensitization to reduce  Water, Natural beaches and riparian ecosystem income sources industrialization the levels of pollution in Resources &  The ocean is not optimally  Production of Renewable energy and development the ocean Climate Change utilized; currently used for  Food nutrition and along the ocean  Resource mobilization Resilience sports, fishing, tourism, communication  Inadequate  Tourism, Culture research and transport technological skills & Trade  The ocean can be used for  Environment & desalination, decongestion of Solid Waste traffic, energy production and Management sea food farming Wetlands and  Transport &  Encroachment  Best practices in waste water  Declining water in  Monitoring and springs Infrastructure  Degradation and loss of management and wetland wet-lands  protection of wetlands  Blue Economy biodiversity conservation  Deterioration of and springs Agriculture &  Competing uses and wetlands  Existing international water quality due  Conservation of Livestock pollution environmental management and to pollution wetlands and springs  Water, Natural social safeguards standards and  Inadequate  Adopt a Resources & best practices awareness multistakeholder Climate Change  Existing environmental policies,  Inadequate approach in ocean Resilience laws and legislation enforcement management  Tourism, Culture  County environmental  Ecosystem  Sensitization to reduce & Trade management committee degradation the levels of pollution in  Environment &  Water harvesting  Encroachment the wetlands Solid Waste  Resource mobilization Management Beaches  Blue Economy  Encroachment along the  Accreditation of beaches and  Inadequate  Accreditation of BMUs Agriculture & beaches; high level of proper Beach Management Unit awareness  Beach clean-ups Livestock settlements/developments (BMU) Management  Inadequate  Training of beach  Tourism, Culture along the beaches resulting high enforcement operators & Trade pollution levels 44

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

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Name of Dependent Sectors Status, Level of Utilization & Opportunities for optimal Constraints to optimal Sustainable Natural Scenarios for future utilization utilization Management strategies Resource  Beach erosion as a result of  Promote compliance in the  Ecosystem  Sustainable tourism rising sea levels existing legislations on beach degradation development and public conservation  Encroachment recreation  Adoption of technology in beach  Impacts of climate  Monitoring of beach management change and rise in activities sea levels causing erosion Exclusive  Blue Economy  The EEZ is not fully exploited  Support to local supplier of  Not fully exploited  Regulation and capacity Ecological Agriculture & despite it being potential fishing tourist products and due to lack of building Zone (EEZ) Livestock ground commodities appropriate fishing  Sports tourism events  Tourism, Culture  Establishment of cultural centres gear and vessels & Trade  Enhancement of management of  Poorly managed BMUs BMUs Solar and wind  All Departmental  The county has potential for  Formulation of policies and  Inadequate  Putting in place a energy Sectors solar and wind energy regulations to guide exploitation resources conducive legal and Resource  Unmapped regulatory framework potential potential Mangrove  All Departmental  Mangrove forests covering a  Woodlots are common in parts  Inadequate  Management and Forests Sectors total area of 300 ha. The main of Likoni, Changamwe and resources control by KFS products from the county’s Kisauni Sub-counties. They are  Unmapped  Develop land use mangrove forests are building mainly used for domestic potential management and materials and firewood for use purposes and not exploited to  Inadequate monitoring systems by the local communities commercial proportions. awareness and  Developing a county  In Mombasa County, tree  Conservation of mangroves is community environment and natural farming is not used as a major also done to improve fish participation in resources long term source of income production as they act as conservation management master plan hatcheries and breeding grounds  Inadequate  Enforcing existing for fish enforcement of environmental policies,  Existing environmental policies, policies and laws laws and legislation laws and legislation  Embrace agroforestry to  County environmental increase tree cover management Limestone  Tourism, Culture  The county is predominantly  Many companies are undertaking  Inadequate  Legal and policy & Trade urban and mining activities are seismic survey along the county resources framework minimal. The only notable coastal strip with an anticipation  Unmapped mining activity that is ongoing of major discovery of the rich oil potential is limestone mining by Bamburi or gas deposits 45

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Name of Dependent Sectors Status, Level of Utilization & Opportunities for optimal Constraints to optimal Sustainable Natural Scenarios for future utilization utilization Management strategies Resource Cement factory in Kisauni Sub- County  Coral blocks are also extracted in some parts of the county, but this is minimal and almost negligible Quarries  Transport &  Poor methods of quarrying  Existing environmental and  Poor management  Rehabilitation of disused Infrastructure  Workers are exposed to a mining policies, laws and of disused quarries quarries  Water, Natural variety of occupational health legislation  Inadequate  Establish mechanisms Resources & and safety hazards  County environmental awareness for conservation of Climate Change  Illegal quarrying management committee  Inadequate quality land for Resilience  Disused queries pose a risk to enforcement environmental  Tourism, Culture the community  Pollution and land conservation purposes & Trade degradation  Develop land use  Lands, Housing & management and Urban Planning monitoring systems  Finance and  Developing a county Economic environment and natural Planning resources long term management master plan  Enforcing existing environmental policies, laws and legislation Heritage Sites  Transport &  Sites encroached  Restoration and development of  Uncontrolled  Proper demarcation and Infrastructure  Poor road network the sites to modern standards human activities surveying of the sites  Water, Natural  General neglect of the sites.  Proper mapping and surveying  Inaccessibility to obtained Resources & of the sites. the sites.  Promote ownership by Climate Change involving the Resilience community in the  Tourism, Culture development of the & Trade sites.  Lands, Housing & Urban Planning. 46

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2.7 Development Issues The county development issues depict the key constraint/emerging matters concerning the sectors that need to be addressed or tapped into through various interventions and programmes. Table below present key county development issues and their causes as identified. Table 21: Sector Development Issues Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue 2.7.1 Blue Economy, Agriculture & Livestock Crop Crop production  High incidents of pests and  Poor climatic  Availability of fresh farm produce & value added Production and agribusiness diseases conditions due to products markets  Overdependence on rain fed climate change  Availability of certified seeds, cuttings & vines. agriculture  Unreliable rainfall for  Availability of County & National farm inputs  High cost of farm inputs crop production subsidy program  Diminishing arable land  Low practice of  Availability of county programmes & stakeholders  Low adoption of modern irrigated farming supporting agricultural development agricultural technologies  Unfavorable  Existence of urban agriculture and climate smart  Declining Soil fertility subsidies policies technologies.  Inadequate extension services  Increased  Existence of Integrated pests and diseases  Low value addition of crop population/urbanizat management products ion  Collaborative research on invasive and emerging  Lack of ornamental, cosmetics  Lack of Urban & pests & diseases control and pharmaceuticals plant Peri -urban  Existence of small scale irrigation systems agriculture policy  Availability of water harvesting technologies  Limited uptake of  Collaborative Agroforestry and urban tree cover agricultural programme innovation and  Existence of financial institutions. technology  Availability of National policy supporting PPP  Limited financial Model. resource  Availability of public and private extension  Lack of a county providers. revolving subsidy  Availability of National Agriculture policy and fund legislations.  Low usage of organic  Availability of Agricultural research institutions e.g. and inorganic KALRO, KEFRI, CABI, KEPHIS. fertilizers  Existence of 4k & young farmers clubs and ECD  Lack of a value centres addition 47

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | 2.7.1 Blue Economy, Agriculture & Livestock | | | | | | | | | | | | | |

| | Crop | | Crop production and agribusiness | | |  High incidents of pests and diseases  Overdependence on rain fed agriculture  High cost of farm inputs  Diminishing arable land  Low adoption of modern agricultural technologies  Declining Soil fertility  Inadequate extension services  Low value addition of crop products  Lack of ornamental, cosmetics and pharmaceuticals plant | | |  Poor climatic conditions due to climate change  Unreliable rainfall for crop production  Low practice of irrigated farming  Unfavorable subsidies policies  Increased population/urbanizat ion  Lack of Urban & Peri -urban agriculture policy  Limited uptake of agricultural innovation and technology  Limited financial resource  Lack of a county revolving subsidy fund  Low usage of organic and inorganic fertilizers  Lack of a value addition | | |  Availability of fresh farm produce & value added products markets  Availability of certified seeds, cuttings & vines.  Availability of County & National farm inputs subsidy program  Availability of county programmes & stakeholders supporting agricultural development  Existence of urban agriculture and climate smart technologies.  Existence of Integrated pests and diseases management  Collaborative research on invasive and emerging pests & diseases control  Existence of small scale irrigation systems  Availability of water harvesting technologies  Collaborative Agroforestry and urban tree cover programme  Existence of financial institutions.  Availability of National policy supporting PPP Model.  Availability of public and private extension providers.  Availability of National Agriculture policy and legislations.  Availability of Agricultural research institutions e.g. KALRO, KEFRI, CABI, KEPHIS.  Existence of 4k & young farmers clubs and ECD centres | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue infrastructure  Availability of County tractors for agricultural (Centre) mechanization  Inadequate value  Availability of cooperative sub department addition equipment  Inefficient value addition technologies by staff and stakeholders  Lack of cold storage facilities in the markets for agribusiness development Livestock Livestock  High cost of inputs  Inadequate and  Availability of climate smart livestock technology Production production and  High incidences of pest and delayed funding  Availability of Livestock extension service delivery agribusiness diseases  High animal diseases  Enhanced Partnership and collaboration with non-  Inadequate staff and technical and pests’ challenges governmental organizations competency and re-emerging  Availability of County subsidy program  Unfavorable climatic conditions diseases  Availability of strategic vaccination programs and  Lack of livestock infrastructure  Poor funding enhance animal disease surveillance in collaboration (slaughter houses, livestock  Poor animal control with partners sales yard and welfare  Availability of National policy and legislation on  Poor veterinary infrastructure  Lack of staff animal welfare and control  Diminishing grazing land recruitment  Availability of public and private service providers  Low adoption of Livestock  Effects of climatic  Availability of droughts tolerant breeds of livestock change conditions technologies  Availability of Fodder conservation technologies (drought) to livestock  Low value addition of livestock  Availability of veterinary laboratory in Mariakani for production products coast Region  Lack of land for  Availability of department of land for land construction of identification for livestock infrastructure infrastructure  Availability of National policy supporting PPP  Inadequate reliable Model. basic veterinary  Availability of livestock value addition technologies. diagnostic facility  Availability of disease free zones in the county  Availability of vaccines for animal diseases 48

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | infrastructure (Centre)  Inadequate value addition equipment  Inefficient value addition technologies by staff and stakeholders  Lack of cold storage facilities in the markets for agribusiness development | | |  Availability of County tractors for agricultural mechanization  Availability of cooperative sub department | | |

| | | | | | | |  Low value addition of livestock | | | | | |  Availability of veterinary laboratory in Mariakani for | |

| | | | | | | | | | | | | |  Availability of department of land for land | |

| | | | | | | | | | | | | | identification for livestock infrastructure | |

| | | | | | | | | | | | | |  Availability of National policy supporting PPP | |

| | | | | | | | | | | | | |  Availability of livestock value addition technologies. | |

| | | | | | | | | | | | | |  Availability of disease free zones in the county | |

| | | | | | | | | | | | | |  Availability of vaccines for animal diseases | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of value  Availability of slaughter slabs for poultry addition center for  Availability of good overseas transport livestock products infrastructure for export market  Inadequate value  Availability of cooperative sub department addition equipment’s  Availability of County & National livestock inputs  Inadequate value subsidy program addition technologies  Existence of Urban Livestock technologies e.g.,  Increased human Hydroponics, Black soldier fly, Home-made feed population/urbanizat manufacturing, solar eggs incubators ion  Availability of improved livestock breeds  Lack of Urban &  Availability of drought resistant livestock breeds Peri -urban Livestock  Availability of market for value added products policy  Availability of financial institutions.  Unfavorable  Availability of National policy supporting PPP subsidies policies Model.  Availability of public and private extension providers.  Availability of National Livestock policy and legislations.  Availability of Livestock research institutions e.g. KALRO, ILRI, ILRAD, KEVAVAPI  Existence of 4k & young farmer’s clubs and ECD centers  Availability of cooperative sub department Blue Economy Fisheries  Low adoption of technologies  High cost of modern  Availability of modern fishing technologies for production,  Poor infrastructure and fishing equipment fisher folk productivity and resources  Inadequate skills of  Availability of fisheries innovation and research agribusiness  Inadequate staff and technical modern fishing institution competency methods to fisher  Existence of County laboratory institution  Ungazetted landing sites to folk  Availability of public & private fisheries conduct fisheries activity  Lack of research and professionals  High cost of input innovation institution  Existence of landing sites  Inadequate enforcement of  Inadequate staff  Existence of private investors, partners and recruitment activities developers 49

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | | | | Hydroponics, Black soldier fly, Home-made feed | |

| | | | | | | | | | | ion | | |  Availability of improved livestock breeds | |

| | | | | | | | | | | | | |  Availability of drought resistant livestock breeds | |

| | | | | | | | | | | | | |  Availability of market for value added products | |

| | | | | | | | | | | | | |  Availability of financial institutions. | |

| | | | | | | | | | | | | |  Availability of National policy supporting PPP | |

| | | | | | | | | | | | | |  Availability of public and private extension | |

| | | | | | | | | | | | | |  Availability of National Livestock policy and | |

| | | | | | | | | | | | | |  Availability of Livestock research institutions e.g. | |

| | | | | | | | | | | | | |  Existence of 4k & young farmer’s clubs and ECD | |

| | | | | | | | | | | | | |  Availability of cooperative sub department | |

| Blue Economy | | | Fisheries production, productivity and agribusiness | | |  Low adoption of technologies  Poor infrastructure and resources  Inadequate staff and technical competency  Ungazetted landing sites to conduct fisheries activity  High cost of input  Inadequate enforcement of activities | | |  High cost of modern fishing equipment  Inadequate skills of modern fishing methods to fisher folk  Lack of research and innovation institution  Inadequate staff recruitment | | |  Availability of modern fishing technologies for fisher folk  Availability of fisheries innovation and research institution  Existence of County laboratory institution  Availability of public & private fisheries professionals  Existence of landing sites  Existence of private investors, partners and developers | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of Fish Processing Factory  Inadequate  Existence of effective patrol teams  Lack of Fishing Port, Ship ungazetted landing  Availability of Liwatoni fishing complex facility Equipment and Building Firm site to offer room for  Availability of sea weed production technologies  Inadequate Hatcheries and handling fisheries  Availability of degraded fish breeding sites activity Fishing Trawlers  Availability of National Government Blue economy  Lack of integrated fish farming  Lack of MCS patrols information management programme facilities and  Inadequate Cold Storage  Existing BMUs equipment Facility  Existence of development partners funded Program  Inadequate  Availability of cooperative sub department enforcement  Inadequate fish post- harvest management infrastructures  Poor blue economy information management systems Marine Renewable  Lack of county legal and policy  Low Social Availability of Public Private Partnership for development Energy frameworks on marine Acceptance of of the infrastructure &capacity building. renewable energy Renewable Energy Projects and Environmental Issues  Lack of capacity  Lack of legal &institutional framework Marine Tourism  Lack of county legal and policy  Inadequate marine Availability of tourism department & other stakeholder to frameworks on marine tourism human capacity and support Capacity building infrastructure for marine tourism in deep waters Water Transport  Lack of county legal and policy  Inadequate marine  Availability of department of transport frameworks on marine water human capacity and transport infrastructure for marine water transport 50

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | |  Lack of Fish Processing Factory  Lack of Fishing Port, Ship Equipment and Building Firm  Inadequate Hatcheries and Fishing Trawlers  Lack of integrated fish farming  Inadequate Cold Storage Facility | | |  Inadequate ungazetted landing site to offer room for handling fisheries activity  Lack of MCS patrols facilities and equipment  Inadequate enforcement  Inadequate fish post- harvest management infrastructures  Poor blue economy information management systems | | |  Existence of effective patrol teams  Availability of Liwatoni fishing complex facility  Availability of sea weed production technologies  Availability of degraded fish breeding sites  Availability of National Government Blue economy information management programme  Existing BMUs  Existence of development partners funded Program  Availability of cooperative sub department | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Sea bed extractive  Lack of county legal and policy  Inadequate marine  Availability of National government collaborative activities frameworks on marine sea bed human capacity and framework extractive activities infrastructure for  Poor Mariculture sea weed marine sea bed farming extractive activities  Extractives from sea 2.7.2 The County Executive Office of the Coordination and  Overlaps in function  Lack of review of  Promoting synergies in shared functions County communication  Sluggish in dispensation of functional assignments  Optimal utilization of resources Secretary information  Lack of structured  Slow in circulations of guidelines  Programs on sensitization publications  Negative external  Efficient cascading and communication of manifesto  No- existence of real time interference and executive directives information  Delays in dispensation of executive affairs Public Service  Inefficiency and ineffectiveness in  Poor planning /  Integrated staff delivery and service delivery prioritization of service  Improved work environment & working conditions transformation  Lack of integrated performance delivery  Operationalize and implement integrated performance management framework  Inadequate/lean management framework  Lack of an operational service resources  Operationalize a strategic service delivery unit delivery unit  Finalize and implement  Automation of service  Lack of prudent utilization of the integrated  Institutionalize performance improvement plans resources performance  Develop monitoring and evaluation handbook  Incomplete automation of general management  Re-engineering of functions framework (includes administrative functions Rewards and sanctions  Unmotivated workforce framework  Overlaps of functions  Resistance to performance contracting  Lack of employee involvement/participati on  Resistance from staffs 51

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Office of the County Secretary | | | Coordination and communication | | |  Overlaps in function  Sluggish in dispensation of information  Slow in circulations of publications  No- existence of real time information  Delays in dispensation of executive affairs | | |  Lack of review of functional assignments  Lack of structured guidelines  Negative external interference | | |  Promoting synergies in shared functions  Optimal utilization of resources  Programs on sensitization  Efficient cascading and communication of manifesto and executive directives | | |

| | | | | | | | | | | | | |  Develop monitoring and evaluation handbook | |

| | | | | | | | | | | on | | | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inadequate development of human capital Partnerships and  Ineffective Strategic partnerships  Lack of Partnership  Prioritization of programs for partnership external linkages/  inadequate coordination of and donor policy  Involvement of all relevant stakeholders in all stages intergovernmental intergovernmental  Lack of conducive and  Developing legal institutional framework for donor relations relations/communication enabling environment and partnership  Slow implementation of to attract strategic agreements partners  Inadequate standards of attracting  Non implementation of partnership available standards 2.7.3 Public Service Administration, Youth, Gender, Social Services and Sports General Working  Lack of work environment policy  Bureaucracy  Construction of more offices which are inclusive of all Administration environment is not  Non- implementation of OSHA  Inclusivity of PWDs. societies i.e., PWD as per the norms act  Installation office equipment. and standards  Lack of norms and standards for physical infrastructure and office spaces for different levels of governance in the county Government.  Non-Prioritization of work environment items in the planning stage Intergovernmental  Policy guidelines on  Conflicting interest.  Council of Governors summit resolutions. relations intergovernmental relations. Who is the initiate of the  Council of Governors technical working committees’  Limited institutional framework to process of policy guidance. guide on intergovernmental formulation or  Technical support from Inter-governmental authority working relationships between guidelines on  There should be a good working relationship between county governments and other intergovernmental council of governors, and the intergovernmental state and non-state actors at county relations. agency. levels.  Where does one’s  Stakeholder engagement forums and sector working  Lack of clearly defined mandate begin or end. group committees. responsibilities between national 52

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Partnerships and external linkages/ intergovernmental relations | | |  Ineffective Strategic partnerships  inadequate coordination of intergovernmental relations/communication  Slow implementation of agreements  Inadequate standards of attracting partnership | | |  Lack of Partnership and donor policy  Lack of conducive and enabling environment to attract strategic partners  Non implementation of available standards | | |  Prioritization of programs for partnership  Involvement of all relevant stakeholders in all stages  Developing legal institutional framework for donor and partnership | | |

| | 2.7.3 Public Service Administration, Youth, Gender, Social Services and Sports | | | | | | | | | | | | | |

| General Administration | | | Working environment is not as per the norms and standards | | |  Lack of work environment policy  Non- implementation of OSHA act  Lack of norms and standards for physical infrastructure and office spaces for different levels of governance in the county Government.  Non-Prioritization of work environment items in the planning stage | | |  Bureaucracy  Inclusivity of PWDs. | | |  Construction of more offices which are inclusive of all societies i.e., PWD  Installation office equipment. | | |

| | | | | | | | | | | | | | council of governors, and the intergovernmental | |

| | | | | | | | | | | | | |  Stakeholder engagement forums and sector working | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue and county government on  Inadequate Time and partially devolved functions. financial resources to  Competing and conflicting undertake. interests between National leaders  Difference in mandate and elected county leaders. and working system. County Decentralization of  Resistance to change  Attitude  Availability of training opportunities Administration service delivery to  Lack of standard operation  Inadequate Technical  Technical Support from development partners and the village level procedures of devolution of county capacity  Availability of supportive policies documents from decentralized service delivery.  Lack of policy and National government units  Failure to delineate villages by the legislation  Lease or rent office space county government  Lack of land  Placed sub county administrative structure in place to  Inadequate planning for  Staff establishment village level decentralization of county public services.  Inadequate physical Infrastructure and offices.  Low Staffing levels with required skills and competencies Public Participation  No county Policy and guidelines  Technical capacity  Availability of Civic education and Public Participation Civic Education Civic Education and Public challenges policy from National government Participation  Technical capacity and  Capacity building of staff  No county strategy for civic expertise  Building and sustaining partnerships with stakeholders education and Public Participation  Lack of training  Availability of a training curriculum from the National  Inadequate planning for civic curriculum for Civic government education and Public Participation education  Staff deployment and recruitment  Lack of County Civic Education  Low staffing levels  Use available skilled staff to train and training and Public Participation Materials.  Competing priorities institutions  Lack of a Civic Education and  Technical capacity and  Use technical support from Kenya school of Public Participation units and staff expertise government  Limited training on civic education and Public Participation.  Standard operation procedures for public participation 53

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| County Administration and decentralized units | | | Decentralization of service delivery to the village level | | |  Resistance to change  Lack of standard operation procedures of devolution of county service delivery.  Failure to delineate villages by the county government  Inadequate planning for decentralization of county public services.  Inadequate physical Infrastructure and offices.  Low Staffing levels with required skills and competencies | | |  Attitude  Inadequate Technical capacity  Lack of policy and legislation  Lack of land  Staff establishment | | |  Availability of training opportunities  Technical Support from development partners  Availability of supportive policies documents from National government  Lease or rent office space  Placed sub county administrative structure in place to village level | | |

| | | | | | | | | | | | | |  Use available skilled staff to train and training | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Service delivery  County public service delivery  Lack of technical  Capacity building and training of staff on policy policy framework not in place. expertise in policy making  Citizen Service delivery charters making  Existence of previous service delivery charters for not developed for all levels.  Limited land for defunct municipal councils and developed functions  Service delivery centers and offices construction and  Lease or Hire of service delivery centres and offices not established in some Sub monetary resources  Use existing municipal facilities at the ward. Counties and Ward levels.  Lack of working tools  Existence of social halls and other county  Some sub county offices not fully and equipment facilities.(containers) operationalized and equipped.  Approve staff  Streamline the administrative structure of sub county  Low staffing levels at all establishment administration administrative units.  Lack of training needs  Limited skills and competencies to assessment  Refurbishment and equipping of sub county offices support all devolved functions.  Management ownership  Deployment and recruiting of staff  Weak Performance Management of county performance  Training opportunities for staff system management system  Training by Kenya school of government  Diversity mmanagement and  Limited staff with  Use of Integrated human resource management system inclusiveness challenges technical capacity  Use existing guidelines e.g. SRC guidelines, Public  Staff placement mismatch with job  Limited physical offices service commission guidelines requirements. at the grass root level  Leverage the use of technology in service delivery-(e-  Lack of approved Organization Mobility challenges for governance ) structure and job descriptions. county employees  Slow process in service delivery  Low and uncoordinated intergovernmental relations Enforcement & Weak disaster  No disaster preparedness  Duplication in roles and  Sensitization of the community. compliance management management policy and guidelines. responsibilities between  Guidelines form national government disaster center. mechanisms  Limited county Early warning the concerned county  Existence of organization dealing with disasters system for prompt disaster departments. management. response.  Uncertainty in timely  Training institution on disaster management.  Disaster preparedness management and responsive service plan not in place delivery.  County standard operating  Lack of adequate procedures Disaster management resources. not developed.  Limited disaster management fund. 54

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| | | | Service delivery | | |  County public service delivery policy framework not in place.  Citizen Service delivery charters not developed for all levels.  Service delivery centers and offices not established in some Sub Counties and Ward levels.  Some sub county offices not fully operationalized and equipped.  Low staffing levels at all administrative units.  Limited skills and competencies to support all devolved functions.  Weak Performance Management system  Diversity mmanagement and inclusiveness challenges  Staff placement mismatch with job requirements.  Lack of approved Organization structure and job descriptions.  Slow process in service delivery  Low and uncoordinated intergovernmental relations | | |  Lack of technical expertise in policy making  Limited land for construction and monetary resources  Lack of working tools and equipment  Approve staff establishment  Lack of training needs assessment  Management ownership of county performance management system  Limited staff with technical capacity  Limited physical offices at the grass root level Mobility challenges for county employees | | |  Capacity building and training of staff on policy making  Existence of previous service delivery charters for defunct municipal councils and developed functions  Lease or Hire of service delivery centres and offices  Use existing municipal facilities at the ward.  Existence of social halls and other county facilities.(containers)  Streamline the administrative structure of sub county administration  Refurbishment and equipping of sub county offices  Deployment and recruiting of staff  Training opportunities for staff  Training by Kenya school of government  Use of Integrated human resource management system  Use existing guidelines e.g. SRC guidelines, Public service commission guidelines  Leverage the use of technology in service delivery-(e- governance ) | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Limited capacity of disaster rescue centers and command centers.  Lack of Institutional framework for disaster response.  Disaster response unit and organization structure  Limited skills and competencies.  Low staffing levels to support the function.  Lack of adequate disaster response tools and equipment.  No public space to build and poor stakeholder collaboration. Low enforcement  Lack of county policy to support  Limited resources  Capacity building of Enforcement and compliance of county laws and enforcement.  Organization culture officers. policies  Lack of laws to support the and attitudes  Existence of Inspectorate training school. enforcement function  Interference on the  There are Training of trainers at the inspectorate unit.  Standard guidelines on operational of the  Partnership with the National police on technical enforcement of county laws inspectorate unit support.  Standard operating procedures on  Organization politics  Partnership with the development partners, NGOs and enforcement FBOs police on technical support.  Limited skills and competencies  Low coordination between departments  Team works challenges Youth Youth  Limited employment opportunities  Low levels of education  Availability of TVETs Empowerment Unemployment  Gaps in productive knowledge and  Few training  Empowerment programs e.g., Skills Mtaani, Mombasa skills opportunities Yangu, Inua Biashara  Limited access to financing  Poor management of  County Revolving Fund existing financing  Youth Enterprise Fund opportunities  High annual increase of youth joining the labour market 55

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Low enforcement of county laws and policies | | |  Lack of county policy to support enforcement.  Lack of laws to support the enforcement function  Standard guidelines on enforcement of county laws  Standard operating procedures on enforcement  Limited skills and competencies  Low coordination between departments  Team works challenges | | |  Limited resources  Organization culture and attitudes  Interference on the operational of the inspectorate unit  Organization politics | | |  Capacity building of Enforcement and compliance officers.  Existence of Inspectorate training school.  There are Training of trainers at the inspectorate unit.  Partnership with the National police on technical support.  Partnership with the development partners, NGOs and FBOs police on technical support. | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Sports Sports facilities  Limited investment in sports  Land ownership  Availability of Sports sector investors Development infrastructure   Existing community play grounds Untapped talent  Insufficient talent  No talent academies for  Existence of various sports federation academies/centers other sports disciplines  Coaching programs except football.  Limited trained coaches Gender and Gender Equality  Retrogressive cultural and  Low levels of education  Empowerment opportunities (Uwezo Fund, Women Disability and empowerment religious practices  Low levels of Civic Enterprise Fund, County Revolving Fund) Empowerment of women and  education  1/3 Gender rule girls  Limited social goodwill Empowerment  Low disability mainstreaming  Low education levels  County revolving fund of PWDs  Low involvement of PWDs in  Inadequate Skills  30% Procurement allocation socioeconomic activities  Limited access to  5% employment opportunities  Stigma information  National government social protection programs  Lack of policy  Insufficient data on  Development partners in social protection  Limited social protection and PWDs livelihood programs  Poor access to economic opportunities for the (PWDs) Social Services Limited support for  Lack of a county social protection  Lack of awareness on  Existence of two homes for the elderly the  policy for the vulnerable groups social protection  County Social Protection program Elderly Persons, including the Elderly Persons programs women and  Poor uptake of Social Protection  Few homes for the vulnerable groups services elderly  Lack of safe houses 2.7.4 County Public Service Board Human resource Unavailability  HRM policy and procedures not in  Limited capacity and  Availability of Technical support from the state management and Human Resource developed. expertise department of public service development Strategy  Human Resource Management  Limited technical skills  Availability of National Government policies and Strategic Plan not developed. and competencies procedure  Uncoordinated Human Resource   Guidelines on development of strategic plans in place Management Planning from national government.  Limited Succession Planning  Establishment of HRM units in all county departments.  Limited technical skills and  Partnership with Development partners. competencies. 56

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| | Gender and | | Gender Equality and empowerment of women and girls | | |  Retrogressive cultural and religious practices  | | |  Low levels of education  Low levels of Civic education  Limited social goodwill | | |  Empowerment opportunities (Uwezo Fund, Women Enterprise Fund, County Revolving Fund)  1/3 Gender rule | | |

| | Social Services | | Limited support for the Elderly Persons, women and vulnerable groups | | |  Lack of a county social protection  policy for the vulnerable groups including the Elderly Persons  Poor uptake of Social Protection services | | |  Lack of awareness on social protection programs  Few homes for the elderly  Lack of safe houses | | |  Existence of two homes for the elderly  County Social Protection program | | |

| | Human resource | | Unavailability Human Resource Strategy | | |  HRM policy and procedures not in developed.  Human Resource Management Strategic Plan not developed.  Uncoordinated Human Resource Management Planning  Limited Succession Planning  Limited technical skills and competencies. | | |  Limited capacity and expertise  Limited technical skills and competencies  | | | |  Availability of Technical support from the state | |

| | | | | | | | | | | | | |  Guidelines on development of strategic plans in place | |

| | | | | | | | | | | | | |  Establishment of HRM units in all county departments. | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Weak governance structure to  Partnership with Council of Governors technical support HRM function committee of HRM  HR functions not aligned to  Develop a performance Reward and Sanction policy departmental goals and objectives  Knowledge Management policy and offices  Streamline Schemes of Service  Strengthen performance management, technical team  Develop a HR succession plan framework. Limited Human  Lack of HRD policy and procures  Limited or no  Availability of National Government HRD policy and Resource Training  Lack human resources training and availability of internal procedure and Development development plan trainers  Technical support from the Kenya school of  Training needs assessment not  Limited budget for Government. undertaken by county departments. training  Availability of colleges tertiarily and training intuitions.  Lack of skills audit and inventory  Limited Time and  Availability of e-education platforms to support virtual  Knowledge management policy resources allocation to learning. and guidelines not in place. training  Technical support from the State department of public  Lack of talent management policy  Conflicting resource service and guidelines allocation  Partnership with Development partners.  Minimal talent management   Partnership with Council of Governors technical  Inadequate professional committee of HRM development  Develop a virtual learning policy  Non- prioritization of HRD in the  Conduct TNA report resource allocation  Develop staff training projections / plans  Develop a Training Management Information System (TMIS)  Develop an internship & Attachment Policy  Talent Management – policy. Staff Compensation  Delays in staff compensation  Staff Compensation and  Delays in staff compensation and Payroll Payroll Management Management Un updated  Absence of an Integrated Human  Resistance to change  Install IHRMS (Integrated Human Resource Management Human Resource Resource Management system  Non- Integration with System) and EDMS (Electronic Document Management Data  Lack of records and information other available system System (EDMS) Software provide ICT Equipment and management policy and guidelines.  Limited capacity and reliable Internet services  Lack of a digitalized personnel resources.  Provide bulk cabinets, archiving boxes and CCTV in records management registry 57

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | |  Weak governance structure to support HRM function  HR functions not aligned to departmental goals and objectives | | | | | | |  Partnership with Council of Governors technical | | | | | | | |

| | | | | | | | | | | | | |  Develop a performance Reward and Sanction policy | | | | | | | |

| | | | | | | | | | | | | |  Knowledge Management policy and offices | | | | | | | |

| | | | | | | | | | | | | |  Strengthen performance management, technical team | | | | | | | |

| | | | | | | | | | | | | |  Develop a HR succession plan framework. | | | | | | | |

| | | | | | | | | | |  | | | | | | | | | | |

| | | | | | | | | | | | | |  Develop a Training Management Information System | | | | | | | |

| | | | | | | | | | | | | |  Develop an internship & Attachment Policy | | | | | | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Limited staff with required skills  Slow ICT connectivity  Establish a records management directorate and competencies on records  Internet connectivity  Develop Records management policy management.  Establishment of an office on knowledge management  Lack of records management and budgetary allocation officers  Electronic Data Management policy and a system in  Inefficient personnel records place for ease of information access management  Weak HR data management units at county departments  Poor information sharing mechanism Inefficient Staff  Inadequate Staff Welfare  Inefficient pension  Formulate a pension policy Welfare,  Lack Occupational Health and management practices  Digitalize the pension section Occupational Safety and processes  Develop an OSHA Policy Health and Safety  Lack Grievance handling and  Develop a staff welfare policy Sexual harassment  HIV Policy  Develop a Sexual harassment policy  Continuous dialogue with trade unions  Carry out change management programs  Design and implement a wellness program  Develop Mental health policy  Provide medical cover to staff.  Establishment of a counselling office. High wage bill  Annual increments for all staff.  Inadequate own sources  Unskilled cadres to be on contracts upon satisfactory  Implementation of Salary reviews of revenue performance, change terms to permanent and CBAs  Recruit basing on attrition figures  Implementation of public services  Promotions based on merit through appraisals remuneration and benefits policy.  Temporarily freeze employment for 1 or 2 years  Staff promotions  High recruitments in unskilled cadres 2.7.5 Education & Digital Transformation ECDE & Child Access to quality  Inadequate infrastructural  Inadequate budgetary  Availability of land Care pre-primary facilities; allocation;  Availability of well-wishers and donors/partners education 58

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Inefficient Staff Welfare, Occupational Health and Safety | | |  Inadequate Staff Welfare  Lack Occupational Health and Safety  Lack Grievance handling and Sexual harassment | | |  Inefficient pension management practices and processes | | |  Formulate a pension policy  Digitalize the pension section  Develop an OSHA Policy  Develop a staff welfare policy  HIV Policy  Develop a Sexual harassment policy  Continuous dialogue with trade unions  Carry out change management programs  Design and implement a wellness program  Develop Mental health policy  Provide medical cover to staff.  Establishment of a counselling office. | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inadequate ECDE teachers;  Cultural and  Availability of a large pool of well-trained ECDE  Cultural and religious beliefs by traditional practices citizenry the community; resulting to high  Best global teaching and learning practices  ECD levies number of out of school pupils;  Lack of inclusive education  Household food training insecurity due to  Lack of equipped education frequent drought; assessment resource centres  Lack of pre-primary  Lack of access transport for education policy in learners with disabilities the county  Lack of a feeding program  Lack of capitation for  Lack of an ECDE resource pre-primary schools centre  Inadequate trainings  Limited number of for teachers assessments by quality  Lack of special needs assurance officers units  Lack of education assessment centers  Lack of land for expansion  Few ECDE centers  Lack of inclusive education units  Lack of teachers with special needs education in ECDE  Lack of inclusive education to ECDE teachers Quality and  Lack of proper sensitization on  Lack of regulated  Adequate personnel for regulating accessible Child child care services child care facilities care Services  Lack of proper regulated child  Lack of land for care facilities construction Limited use of  Lack of use of radio lessons  Inadequate books  Availability of national library in Mombasa library services from KICD and digital books 59

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| | | | Quality and accessible Child care Services | | |  Lack of proper sensitization on child care services  Lack of proper regulated child care facilities | | |  Lack of regulated child care facilities  Lack of land for construction | | |  Adequate personnel for regulating | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of language policies in  Availability of library personnel schools  Lack of reading culture in schools  Lack of class libraries  Inadequate class readers and books  Lack of storage facilities VTCs Strengthening of  Negative perception of VTC  Lack of capitation for  Availability of trained instructors in the job market VTCs  Inadequate infrastructural the vocational  Availability of donors and well wishers facilities; training centers;  Availability of ready market for VTC hand made  Inadequate skilled personnel  Inadequate resource products as a way of generating revenue for the and vocational training allocation; county instructors;  Lack of publicity and  Available EARC center in Mombasa Availability of  Inadequate modern training awareness campaigns bursaries, scholarships, Elimu fund and HELB tools and equipment for the about VTC funds VTCs  Lack of adequate  Inadequate land for VTC in each Sub construction County  Radicalization/extremism  Lack of favorable effects that hinder youth to join youth policies VTCs  Lack of policies and  Lack of disability friendly units initiatives to establish  Lack of established home craft home craft centres centres  Lack of land for  Lack of sanitary towels construction (support)- social protection  Lack of lunches/food program  Lack of adequate monitoring and evaluation  Lack of land for construction  Lack of adequate tuition/fees for trainees/students ICT County data and  Inexistence of policy  Cyber security threats  Advancements in security systems and technologies information frameworks to manage data and  Low budgetary  Enactment of the data protection laws 2019 Management information sharing allocation  Availability of Cloud computing  Availability of open-source applications 60

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| VTCs | | | Strengthening of VTCs | | |  Negative perception of VTC  Inadequate infrastructural facilities;  Inadequate skilled personnel and vocational training instructors;  Inadequate modern training tools and equipment for the VTCs  Inadequate land for construction  Radicalization/extremism effects that hinder youth to join VTCs  Lack of disability friendly units  Lack of established home craft centres  Lack of sanitary towels (support)- social protection  Lack of lunches/food program  Lack of adequate monitoring and evaluation  Lack of land for construction  Lack of adequate tuition/fees for trainees/students | | |  Lack of capitation for the vocational training centers;  Inadequate resource allocation;  Lack of publicity and awareness campaigns about VTC  Lack of adequate VTC in each Sub County  Lack of favorable youth policies  Lack of policies and initiatives to establish home craft centres  Lack of land for construction | | |  Availability of trained instructors in the job market  Availability of donors and well wishers  Availability of ready market for VTC hand made products as a way of generating revenue for the county  Available EARC center in Mombasa Availability of bursaries, scholarships, Elimu fund and HELB funds | | |

| ICT | | | County data and information Management | | |  Inexistence of policy frameworks to manage data and information sharing | | |  Cyber security threats  Low budgetary allocation | | |  Advancements in security systems and technologies  Enactment of the data protection laws 2019  Availability of Cloud computing  Availability of open-source applications | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inadequate human resource  Manual systems and  Existence of willing partners and donors skills capacity to manage data processes  Youthful, skilled and tech savvy population and information  Inexistence of human  Proximity to undersea cable hub  Inexistence of data and development  Existence of a national fiber optic (NOFBI) information management strategies and training infrastructure infrastructure programs  Existence of an innovation ecosystem (Partnerships  Lack of proper with academy) guidelines on procurement of ICT infrastructure County  Inadequate ICT Network  Environmental and  Technological and material advancements in Connectivity infrastructure geographical factors wireless technologies  Arbitrary procurement of ICT  High  Existence of willing partners and donors Equipment and accessories mobile/broadband  National Government support (NOFBI) connectivity charges  Strategic position of Mombasa as a port city and sea  Rapid technological gateway advancements  Political goodwill  Politics  Emerging issues  Unplanned physical infrastructure developments  Lack of permanent office blocks  Inadequate ICT budget Service Delivery  Manual service delivery systems  Inexistence of policy  Existence of a National Government ICT policy Automation processes and procedures frameworks to framework (Efficient, effective promote digital  A fairly youthful and tech savvy population and responsive transformation  Political goodwill public service  Inadequate Human  Private sector willingness to partner with the county sector) resource and material government capacity  Unplanned physical infrastructure developments 61

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | |  Inadequate human resource skills capacity to manage data and information  Inexistence of data and information management infrastructure | | |  Manual systems and processes  Inexistence of human development strategies and training programs  Lack of proper guidelines on procurement of ICT infrastructure | | |  Existence of willing partners and donors  Youthful, skilled and tech savvy population  Proximity to undersea cable hub  Existence of a national fiber optic (NOFBI) infrastructure  Existence of an innovation ecosystem (Partnerships with academy) | | |

| | | | Service Delivery Automation (Efficient, effective and responsive public service sector) | | |  Manual service delivery systems processes and procedures | | |  Inexistence of policy frameworks to promote digital transformation  Inadequate Human resource and material capacity  Unplanned physical infrastructure developments | | |  Existence of a National Government ICT policy framework  A fairly youthful and tech savvy population  Political goodwill  Private sector willingness to partner with the county government | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Wide digital divide  Computer illiteracy  Availability of affordable Internet  Affordability of smart digital devices  Lack of public and stakeholder participation in policy formulation  Inexistence of standard system operating procedures and processes Digital  Inexistence of government  Inexistence of ICT  Existence of a National Government ICT policy transformation sponsored initiatives to incubation facilities framework promote creativity and  Inadequate Human  A fairly youthful and tech savvy population innovation resource and material  Political goodwill capacity  Private sector willingness to partner with the county  Unplanned physical government infrastructure developments  Wide digital divide  Computer illiteracy  Availability of affordable Internet  Affordability of smart digital devices 2.7.6 Environment & Solid Waste Management General Service delivery  Inadequate office space  Lack of resource  Staff Capacity needs assessment. Administration,  Inadequate tools and apparatus allocation for office  Sector competency-based training opportunities Planning and and safety equipment establishment  Existing cooperation with development partners for Support Services technological and innovation adoption 62

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | |  Wide digital divide  Computer illiteracy  Availability of affordable Internet  Affordability of smart digital devices  Lack of public and stakeholder participation in policy formulation  Inexistence of standard system operating procedures and processes | | | | | |

| | 2.7.6 Environment & Solid Waste Management | | | | | | | | | | | | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inadequate technological and  Lack of staff training  Budget prioritization and allocations innovation adoption needs assessment  Policy advocacy & community civic engagements  Inadequate technical capacity  Digital illiteracy  Low own source revenue  Lack of capacity building & trainings  Poor implementation on own source revenue

Environment Compliance to  Inadequate environmental  Litigation processes.  Policies development on Environment & OSHA. Compliance and environmental policies.  Inadequate  Civic Engagement Enforcement regulations and  Low level of citizen awareness workforce technical  Partnership and Stakeholders Networking. environmental  Poorly equipped enforcement capacities  Technological development & transfer. conservation unit  Environmental  Harmonization & implementation coordination of  Deforestation related emerging environmental conservation strategies & priorities.  Weak enforcement issues that require  Green investment frameworks and plans rapid response  Inadequate environmental  Gazetting County Environmental Inspector initiative i.e., surveillance  Increase forest cover environmental  Encroachment and incidences  Development of county conservation policy environmental reclamation  Lack of utilization plan  weak enforcement  Environmental degradation  Low forest cover  Lack of conservation policy  Lack of modern equipment and machinery  Uncoordinated Enforcement of environmental laws and policy 63

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | - | | | | |

| Environment Compliance and Enforcement | | | Compliance to environmental regulations and environmental conservation | | |  Inadequate environmental policies.  Low level of citizen awareness  Poorly equipped enforcement unit  Deforestation  Weak enforcement  Inadequate environmental surveillance  Encroachment and environmental reclamation | | |  Litigation processes.  Inadequate workforce technical capacities  Environmental related emerging issues that require rapid response initiative i.e., environmental incidences  Lack of utilization plan  weak enforcement  Environmental degradation  Low forest cover  Lack of conservation policy  Lack of modern equipment and machinery  Uncoordinated Enforcement of environmental laws and policy | | |  Policies development on Environment & OSHA.  Civic Engagement  Partnership and Stakeholders Networking.  Technological development & transfer.  Harmonization & implementation coordination of environmental conservation strategies & priorities.  Green investment frameworks and plans  Gazetting County Environmental Inspector  Increase forest cover  Development of county conservation policy | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Overlapping functional conflicts with national government agencies and other county departments Solid Waste Inefficient Solid  Poor waste segregation at the  Low awareness levels  Efficient sustainable solid waste management Management Waste Management source on waste segregation systems System  Inadequate waste disposal sites  High population of  Utilise organic waste for Composting  Poor road infrastructure to the household surpassing  Explore waste to energy technological option designated Mwakirunge the solid waste  Waste Management information system dumpsite management systems  Civic Engagement.  Poor waste collection  Inadequate human  Waste recycling and transition to circular economy machinery resource  Monitoring and evaluation of waste characteristics  Inadequate facilities and at source. technologies for promoting  Enhanced delivery of waste management services circular economy transition. and regulate waste collection, transportation and  Lack of sanitary landfill disposal.  Partnership and Stakeholders Networking.  Waste management enterprising Energy Inaccessible  High cost of renewable energy  Lack of county  Ability to tap in renewable energy options Affordable and adoption Policy for Renewable  Establishment of Mombasa Sustainable Energy Reliable Renewable  Unavailability of requisite Energy Policy and Bill Energy technologies  Lack of technical  Developing a Mombasa County Sustainable Energy staff Action Plan  Energy Needs & Consumption Assessment  Energy Management Information System  Sensitization and Capacity Development on Sustainable energy options  Enabling renewable energy financing partners & developing investments 2.7.7 Finance & Economic Planning Accounting Public Finance  High pending bills  Lack of a  Prioritization of payment of pending bills and Services Management  Red tape in payment processes coordinated payment completion on stalled/ongoing projects processes  Automate the payment processes 64

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | |  Overlapping functional conflicts with national government agencies and other county departments | | | | | |

| | | | | | | | | | | | | |  Monitoring and evaluation of waste characteristics | |

| | | | | | | | | | | | | |  Enhanced delivery of waste management services | |

| | | | | | | | | | | | | | and regulate waste collection, transportation and | |

| | | | | | | | | | | | | |  Partnership and Stakeholders Networking. | |

| Energy | | | | Inaccessible | |  High cost of renewable energy adoption  Unavailability of requisite technologies | | |  Lack of county Policy for Renewable Energy  Lack of technical staff | | |  Ability to tap in renewable energy options  Establishment of Mombasa Sustainable Energy Policy and Bill  Developing a Mombasa County Sustainable Energy Action Plan  Energy Needs & Consumption Assessment  Energy Management Information System  Sensitization and Capacity Development on Sustainable energy options  Enabling renewable energy financing partners & developing investments | | |

| Accounting Services | | | Public Finance Management | | |  High pending bills  Red tape in payment processes | | |  Lack of a coordinated payment processes | | |  Prioritization of payment of pending bills and completion on stalled/ongoing projects  Automate the payment processes | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Centralized payment  Decentralization of payment processes systems Supply Chain  Ineffective and inefficient  Lack of a County  Accounting and safeguarding of County Assets management County Assets management Assets management through establishment of an automated system Services systems systems  Ensuring compliance with policies, standards,  Inefficient and ineffective  Noncompliance with procedures and applicable finance and procurement procurement processes and the procurement laws and regulations procedures policies and  Decentralization of procurement function procedures.  Fully digitize the procurement processes  Centralization of  Updating and safeguarding of county assets procurement processes.  Lack of a coordinated procurement process Resource  Low levels of Own Source  Lack of reliable data  Realistically Quantifying and projecting revenue Mobilization Revenue collection on revenue sources projections/targets  Revenue leakages  Diversification of the revenue sources  Fragmented revenue  Continuously upgrade and update the integrated collection systems automated system for revenue collection  Litigations  Establishment of Mombasa Revenue Services  Over commitment  Embrace participation, involvement and arbitration vis-à-vis revenue of all the major stakeholders projections Internal Audit  Nonexistence of a risk  Inadequate systems,  Establishment of effective and efficient systems, management system for internal controls and controls and structures audit structures  Development and implementation of a risk management framework Budget & Policy Planning,  Inadequate equitable share  Unfavorable  Political goodwill and support from the regional Economic Coordination and allocation parameters in the leadership; lobbying for inclusion of other Planning MEL  Weak Linkages between revenue allocation parameters to support favourable allocation i.e. the Planning and budgeting formula Ocean under the land area size  Low budget absorption rate  Inadequate resources  Prioritization of planned programmes and projects  Inadequate reliable data for  Occurrence of  Resource mobilization from partners planning disasters  To realistically project revenues 65

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| | | | | | | | | | | | | |  Updating and safeguarding of county assets | |

| Resource Mobilization | | | | | |  Low levels of Own Source Revenue collection | | |  Lack of reliable data on revenue sources  Revenue leakages  Fragmented revenue collection systems  Litigations  Over commitment vis-à-vis revenue projections | | |  Realistically Quantifying and projecting revenue projections/targets  Diversification of the revenue sources  Continuously upgrade and update the integrated automated system for revenue collection  Establishment of Mombasa Revenue Services  Embrace participation, involvement and arbitration of all the major stakeholders | | |

| Budget & Economic Planning | | | Policy Planning, Coordination and MEL | | |  Inadequate equitable share allocation  Weak Linkages between Planning and budgeting  Low budget absorption rate  Inadequate reliable data for planning | | |  Unfavorable parameters in the revenue allocation formula  Inadequate resources  Occurrence of disasters | | |  Political goodwill and support from the regional leadership; lobbying for inclusion of other parameters to support favourable allocation i.e. the Ocean under the land area size  Prioritization of planned programmes and projects  Resource mobilization from partners  To realistically project revenues | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Meagre resource  Multi stakeholder involvement in data development basket/ Unrealistic and authentication; development of a statistical revenue projection abstract  Legal provisions requiring county planning data to be sourced from KNBS Monitoring and  Weak monitoring, evaluation  Lack of dedicated  Institutionalization of MEL; Staffing, strengthening Evaluation and learning (MEL) systems financial and human and capacity building of M&E Officers resources for MEL,  MEL perceived as audit hence resistance General Service delivery  Inadequate office infrastructure  Inadequate allocation  Increase budgetary allocation Administration  Inadequate human resource of funds  Rationalization of staff and Support  Inadequate technical skills  Wrong placement of  Capacity building of existing staff Services  Emergency occurrences staff  Increase allocation for emergencies  Inadequate prerequisite skills  Inadequate resources for emergencies 2.7.8 Health Services Health Services Service Delivery  Lack of PCNs in four sub  Service delivery  Norms and Standards counties hindrance  Policy and guidelines  Lack of an autonomous mental  Inadequate access to  National PCN guidelines hospital in the County mental health services  Drug & Substance Abuse Rehabilitation  Lack of harmonized and referral  Weak service delivery  Public private collaboration guidelines in place linkages linkages and  KEPHS  Suboptimal prioritization of inefficiencies  National referral strategic plan in place Preventive and promotion service  Sub optimal specialized  Integrated specialized services in level 5 facility  Sub optimal non communicable services in in level four  Pediatric accident and emergency unit specialize diagnostic equipment facilities  Lack of privacy for pediatric and  Inadequate resources  Enhancing and updating funeral home services at neonatal emergency services allocated to Preventive level 5 and 4 facilities  Sub optimal mortuary services and promotion service  Sub optimal diagnosis and treatment 66

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| | | | | | | | | |  Meagre resource basket/ Unrealistic revenue projection  Legal provisions requiring county planning data to be sourced from KNBS | | |  Multi stakeholder involvement in data development and authentication; development of a statistical abstract | | |

| General Administration and Support Services | | | Service delivery | | |  Inadequate office infrastructure  Inadequate human resource  Inadequate technical skills  Emergency occurrences | | |  Inadequate allocation of funds  Wrong placement of staff  Inadequate prerequisite skills  Inadequate resources for emergencies | | |  Increase budgetary allocation  Rationalization of staff  Capacity building of existing staff  Increase allocation for emergencies | | |

| Health Services | | | Service Delivery | | |  Lack of PCNs in four sub counties  Lack of an autonomous mental hospital in the County  Lack of harmonized and referral linkages  Suboptimal prioritization of Preventive and promotion service  Sub optimal non communicable specialize diagnostic equipment  Lack of privacy for pediatric and neonatal emergency services  Sub optimal mortuary services | | |  Service delivery hindrance  Inadequate access to mental health services  Weak service delivery linkages and inefficiencies  Sub optimal specialized services in in level four facilities  Inadequate resources allocated to Preventive and promotion service  Sub optimal diagnosis and treatment | | |  Norms and Standards  Policy and guidelines  National PCN guidelines  Drug & Substance Abuse Rehabilitation  Public private collaboration guidelines in place  KEPHS  National referral strategic plan in place  Integrated specialized services in level 5 facility  Pediatric accident and emergency unit  Enhancing and updating funeral home services at level 5 and 4 facilities | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Absence of separation of emergency services for adults and pediatric  Over capacity usage of funeral home at level 5 facility Health  Inequality in geographical access  Disproportionate  Existence of infrastructure norms and standards Infrastructure of facilities according to 5km distribution of health  Public Private Partnership radius recommendation facilities per population  Designated infrastructure and partner support  Most of the facilities do not meet  Compromised quality  Established an infectious disease facility (Utange infrastructure norms and of care Hospital) standards  Inadequate access to  Establishment of Vikobani, Kindunguni and  All the level 4 hospitals do not new born and Dingirikani dispensaries have a functional newborn unit, specialized care  Operationalization of 9 youth friendly centers high dependency unit and dialysis  Closing of facilities to  Enhancement of infrastructure offering oncology services. convert into response service at level 4 and 5 facilities  Lack of isolation facility for centers infectious disease response  Exposure to  Sub optimal medical waste occupational health management system in the hazards and County environmental  Sub optimal infrastructure and pollution space to cater for oncology  Long waiting time and service turnaround time for service delivery Health Workforce  Inadequate general and  Sub optimal response  HRH strategic plan in the County specialized human resource to health care needs of  Specialized skill mix  High staff turnover (premature the population  Existing gap analysis reports to support recruitment exit,)  Overburdened workers  Implementation of training needs assessment  Delay in Replacement of staff on leading to burn outs attrition and compromised quality  Staff shortage  Aging workforce 67

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| | | | | | | | | |  Absence of separation of emergency services for adults and pediatric  Over capacity usage of funeral home at level 5 facility | | | | | |

| | | | | | | | | | | | | |  Established an infectious disease facility (Utange | |

| | | | | | | | | | | | | |  Operationalization of 9 youth friendly centers | |

| | | | | | | | | | | | | |  Enhancement of infrastructure offering oncology | |

| | | | Health Workforce in the County | | |  Inadequate general and specialized human resource  High staff turnover (premature exit,)  Delay in Replacement of staff on attrition | | |  Sub optimal response to health care needs of the population  Overburdened workers leading to burn outs and compromised quality  Staff shortage  Aging workforce | | |  HRH strategic plan  Specialized skill mix  Existing gap analysis reports to support recruitment  Implementation of training needs assessment | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Health Products  Erratic supply of health  pending debts with  Global fund: Support program commodities and Technologies commodities KEMSA dating back to  HPT UNIT  Lack of health digital platform 2017 and 2019  County HPT Formulary list (Integrated EMR) and inadequate  Inadequate allocation  Recruitment of pharmacists in level 3 and 2 utilization of technology of funds for  Shortage of essential HPTs procurement of HPTs especially in the lower facilities and activities for HPTs  Inadequate Pharmacists and  Inconsistency in Pharmaceutical technologists procurement across all levels  Lack of ware house for  Inadequate storage space and HPTs conditions at facilities Health  Lack of integrated electronic  Silo program specific  Digital health platform Management health records systems  Data protection act Information  Inadequate data demand and use  Shortage of HMIS staff  KHIS Systems/ to inform policy  Existence of E-health strategies and policies Monitoring and  Policy Planning Health information M&E unit Evaluation Health financing  Inadequate access to allocated  Accessing funds was a  IFMIS- coding sub programs funds. major problem as seen  FIF provisions in the proposed health Act  Delayed disbursement of from the absorption amendments resources to facilities from rate looking at the  Mombasa social protection treasury development budget.  Delayed disbursement of  Late disbursement resources to facilities from NHIF from treasury.  Free services policy (user fee forgone)  Waivers and exemptions County Health  Level 4 facilities lack hospital  Delay in appointment  Political good will Management management boards of board executive  CGHTRH Health management board Leadership and  Weak PPP collaboration members  CHMT; SCHMT&HMT Governance  M&E TWGs  PPP  SWG/MTEF 68

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| | | | Health Management Information Systems/ Monitoring and Evaluation | | |  Lack of integrated electronic health records  Inadequate data demand and use to inform policy | | |  Silo program specific systems  Shortage of HMIS staff | | |  Digital health platform  Data protection act  KHIS  Existence of E-health strategies and policies  Policy Planning Health information M&E unit | | |

| | | | County Health Management Leadership and Governance | | |  Level 4 facilities lack hospital management boards  Weak PPP collaboration | | |  Delay in appointment of board executive members | | |  Political good will  CGHTRH Health management board  CHMT; SCHMT&HMT  M&E TWGs  PPP  SWG/MTEF | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Health Research  Inadequate dissemination  Weak link between  Existence of The Mombasa County Ethics and and Development mechanisms research findings and Research Committee (MERC)  Lack of structured research policy/action  Establishment of Centre of excellence for health care processes  Inability to optimize research the potential of data for research 2.7.9 Lands, Urban Renewal & Housing Lands, Planning Urbanization  Lack of Zoning Plan, policy,  Lack of GIS Lab  Installation of GIS lab & Housing standards and regulations,  Lack of security of  Finalization of County Zoning Plan, policy, standards  Urban informalities, tenure and regulations.  Inadequate enforcement and poor  Poor coordination with  Formulation of a county spatial Plan development control, other enforcing  Finalization and implantation of county satellite cities  Lack of adequate technical departments plans (Maugunja Knowledge city, Mwakirunge Eco personnel  Insufficient vehicle for City, Jomvu new city, Petro City) transportation  Implementation of the ISUDP  Implementation and localization of the PLUPA 2019.  Approval and Implementation of Mombasa Gate city Master Plan.  Adopting and implementation of the Urban resilience plan  Acquiring at least 4 vehicles for enforcement and development control. Land Management  Lack of updated land  Inadequate human  Implementation of County management system, resource  Land policy  Lack of proper record keeping,  Lack of proper capacity  Acquire appropriate data storage equipment  Missing file, undigitized land building  Digitization of all county Land records records  Lack of proper  Update and modernize Land rate registry infrastructure set up  Establishment of a GIS laboratory  Lack of access to  Creation of civic awareness programs across the information county  Establishment of sufficient work stations Security of Tenure  Historical land injustices,  Absentee landlords  Formulation County land Policy.  Mushrooming of informal  Tenant at will  Preparation of advisory plans for squatter settlements, settlements arrangements (Miritini 1134/VI/MN, Mshomoroni Plot 215, 241,  Political interference and 244/II/MN, Vikwatani 2038II/MN, Owinohuru 69

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| | | | | | | | | | | | | |  Implementation and localization of the PLUPA 2019. | |

| | | | | | | | | | | | | |  Approval and Implementation of Mombasa Gate city | |

| | | | | | | | | | | | | |  Adopting and implementation of the Urban resilience | |

| | | | | | | | | | | | | |  Acquiring at least 4 vehicles for enforcement and | |

| | | | Land Management | | |  Lack of updated land management system,  Lack of proper record keeping,  Missing file, undigitized land records | | |  Inadequate human resource  Lack of proper capacity building  Lack of proper infrastructure set up  Lack of access to information | | |  Implementation of County  Land policy  Acquire appropriate data storage equipment  Digitization of all county Land records  Update and modernize Land rate registry  Establishment of a GIS laboratory  Creation of civic awareness programs across the county  Establishment of sufficient work stations | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of capacity in Plot No. 148/V/MN, Mwatsalafu Plot No., Mafisini understanding land Plot No. 239/I/MN, Ziwa La Ng’ombe Extension, rights Kwa Chelang’a, Mwakirunge II, Kadzandani, Bangalaa Plots, )  Capacity building on land rights  Payment of Land rates  Development of squatter data base,  Improvement of development control and enforcement. Housing  Poor maintenance  Lack of county  Formulation of a county Housing Policy  Landlordism, illegal Housing Policy  Development of relocation strategy for the new developments within the estate  Untrained staff county estate  Rapid population growth  Land encroachment  Review of the affordable Housing program  Preparation and Implementation of County Urban renewal Plan Servicing of human  Poor roads,  Poor coordination  Providing Infrastructure and serving of KISIP 2 settlements  Lack of access roads, between National areas (Kidunguni, Likoni 203, Kwa Rasi, Kalahari,  Lack of basic infrastructure and and county Hodi Hodi, Misufini, Kisumu Ndogo, Ziwa La government, Ng’ombe) utilities such as Solid waste Management, lack of access to  Lack of  Providing infrastructure and servicing of clean water, Public open space, implementation of Kilimanjaro, Jomvu Mikanjuni, Majaoni, Mkomani, recreation, ECDEs, Health the Plans Mwakirunge Phase II, Mwembelegeza, Vyemani and center, flood lights Waitiki settlement schemes  Capacity building and public awareness General  Delays in correspondence.  Low staff morale  Improving staff morale through training, Administration  Lack of adequate technical staff  Inadequate vehicles promotions and services  Inadequate printing papers for site inspections.  Recruitment of technical staff  Delay in staff  Improved service delivery through proper logistical appraisal and management promotions 2.7.10 Transport and Infrastructure Transport and Access and  Inadequate transport policies  Inadequate capacity  County has a legal team led by the county attorney Infrastructure connectivity of and regulations both at executive and  Roads act in place, national government programme Development road infrastructure  Inadequate road network County Assembly for expansion of highways cutting across the city (construction and  Poor roads drainage; and Northern and southern bypasses construction maintenance) 70

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| | | | Housing | | |  Poor maintenance  Landlordism, illegal developments within the estate  Rapid population growth | | |  Lack of county Housing Policy  Untrained staff  Land encroachment | | |  Formulation of a county Housing Policy  Development of relocation strategy for the new county estate  Review of the affordable Housing program  Preparation and Implementation of County Urban renewal Plan | | |

| | | | General Administration services | | |  Delays in correspondence.  Lack of adequate technical staff  Inadequate printing papers | | |  Low staff morale  Inadequate vehicles for site inspections.  Delay in staff appraisal and promotions | | |  Improving staff morale through training, promotions and  Recruitment of technical staff  Improved service delivery through proper logistical management | | |

| Transport and Infrastructure Development | | | Access and connectivity of road infrastructure (construction and maintenance) | | |  Inadequate transport policies and regulations  Inadequate road network  Poor roads drainage; | | |  Inadequate capacity both at executive and County Assembly | | |  County has a legal team led by the county attorney  Roads act in place, national government programme for expansion of highways cutting across the city and Northern and southern bypasses construction | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of continuous  Lack of road  Support from development partners such as world maintenance of the roads development and bank, ITDP, TradeMark Africa, JICA, etc.  Inadequate of involvement of maintenance policy  Formalization of informal settlement the public in the supervision of  Inadequate road  Development of utility vehicle replacement policy the road construction and space  Availability of competency contractors and maintenance (M&E)  Irregular allocation of technical staff to undertake the maintenance  Encroachment of road reserves Road maintenance  Availability of county machinery and equipment for  Inadequate utility vehicles Levy Fund (RMLF) in-house works  Inadequate periodic / planned for road road maintenance maintenance,  Aged road pavement (wear and  Inadequate planning for land and tear) infrastructure development  Lack of utility vehicle replacement policy  Low funding levels for road maintenance  Lack of county road maintenance policy Storm water  Inadequate space for storm  Lack of storm water  Storm water master plan in place drainage water drainage infrastructure, management policy  Planning for storm water development management in  Inadequate land planning  Inadequate planning infrastructure built environment (informal settlement) for storm water  Development partners and other road agencies aid  Inadequate storm water infrastructure in storm water infrastructure drainage infrastructure development and maintenance Non-motorized  Lack of NMT policy  Inadequate planning  NMT master plan in place, need to review the transport  Inadequate planning for NMT for NMT facilities master plan infrastructure  Inadequate foot bridges  Public sensitization  Political goodwill on usage of foot  Support from national government on bypasses and bridge highways Public transport  Lack of public transport policy  Unreliable public  Ongoing expansion of major roads by other road system  Unregulated public transport transport system, no agencies, public transport service plan in place, intermodal feasibility study for water transport to be connectivity 71

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| | | | | | |  Lack of continuous maintenance of the roads  Inadequate of involvement of the public in the supervision of the road construction and maintenance (M&E)  Encroachment of road reserves  Inadequate utility vehicles  Inadequate periodic / planned road maintenance  Aged road pavement (wear and tear) | | |  Lack of road development and maintenance policy  Inadequate road space  Irregular allocation of Road maintenance Levy Fund (RMLF) for road maintenance,  Inadequate planning for land and infrastructure development  Lack of utility vehicle replacement policy  Low funding levels for road maintenance  Lack of county road maintenance policy | | |  Support from development partners such as world bank, ITDP, TradeMark Africa, JICA, etc.  Formalization of informal settlement  Development of utility vehicle replacement policy  Availability of competency contractors and technical staff to undertake the maintenance  Availability of county machinery and equipment for in-house works | | |

| | | | Non-motorized transport infrastructure | | |  Lack of NMT policy  Inadequate planning for NMT  Inadequate foot bridges | | |  Inadequate planning for NMT facilities  Public sensitization on usage of foot bridge | | |  NMT master plan in place, need to review the master plan  Political goodwill  Support from national government on bypasses and highways | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Inadequate parking facilities for  Harmonization of conducted, Metre rail extension from SGR terminal public transport vehicles water transport to CBD central rail station  Unregulated and unsafe water policies for the four  Adequate natural resources (Indian Ocean) for transport counties water transport  Lack of water transport infrastructure Public and Street  Limited street lighting network  Inadequate  Enhanced budget for street lighting infrastructure Lighting  Inadequate maintenance and maintenance of street maintenance. enhanced security enforcement on (Safety and replacement of fittings of street lighting infrastructure street lighting infrastructure enhancing 24hr lighting infrastructure  Vandalism of street  Enhanced green lighting technology street business  Lack of automation(smart) lighting infrastructure luminaires operations) street lighting system  The street lighting  Availability of intelligent (smart) street lighting services not devolved management systems to sub counties level  Ineffective street lighting management(manual) Fire, emergency  Inadequate of fire stations  Frequent  Development of emergency and rescue services and rescue  Inadequate fire engines breakdowns of fire policy response system  Inadequate firefighting tools engines  Devolving of the services to sub county and ward (Safety, risk and PPEs, inadequate  Inadequate fire levels management and professional firefighting training hydrants rescue Services –  Lack of back up track for water  Inadequate fire protection of life supply stations and property)  Narrow feeder roads not easy to access by fire engines  Lack of life guard rescue services and equipment Road safety  Outdated and unserviceable  Inadequate budget  Availability of intelligent traffic signal system for traffic signal system  Vandalism enhancing traffic mobility  Inadequate road signs  Lack of policy on  Support from national government on major by  Inadequate speed calming provision of passes infrastructure universal access  Support from development partners such as world  Inadequate universal access facilities for PWD bank, ITDP, Trade Mark Africa, JICA, etc. facilities for PWD and NMT and NMT 72

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| | | | Public and Street Lighting (Safety and enhancing 24hr business operations) | | |  Limited street lighting network  Inadequate maintenance and replacement of fittings of street lighting infrastructure  Lack of automation(smart) street lighting system | | |  Inadequate maintenance of street lighting infrastructure  Vandalism of street lighting infrastructure  The street lighting services not devolved to sub counties level  Ineffective street lighting management(manual) | | |  Enhanced budget for street lighting infrastructure maintenance. enhanced security enforcement on street lighting infrastructure  Enhanced green lighting technology street luminaires  Availability of intelligent (smart) street lighting management systems | | |

| | | | Road safety | | |  Outdated and unserviceable traffic signal system  Inadequate road signs  Inadequate speed calming infrastructure  Inadequate universal access facilities for PWD and NMT | | |  Inadequate budget  Vandalism  Lack of policy on provision of universal access facilities for PWD and NMT | | |  Availability of intelligent traffic signal system for enhancing traffic mobility  Support from national government on major by passes  Support from development partners such as world bank, ITDP, Trade Mark Africa, JICA, etc. | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue 2.7.11 Tourism, Culture and Trade Trade Trade  Dilapidated market  Encroachment of  Available trading infrastructure. Development & infrastructure market land by  Existing trading opportunities. Infrastructure  Lack of land for expansion & private developers  Establishment of cold storage facilities in markets development of new markets  Inadequate trading under PPP  Inadequate trading space in space in market  markets infrastructure  Inadequate policies & legislation to promote trade Entrepreneurship  Inadequate entrepreneurial  Non-competitive  Existence of Capacity building institutions for Development skills. SME products. training.  Under developed micro small  Reluctance by SMEs  Availability and accessibility of market information and medium enterprises. to formalize their for SME’s.  Limited market. information. businesses.  Inhibiting factors to access  Reluctance by the affordable credit SMEs to form cooperatives. Consumer  Lack of metrology accredited  inadequate operating  Weights and measures Act. protection & fair- laboratories. space. trade practices  Inadequate standards & testing  Inadequate technical equipment staff.  Inadequate inspection and  Inadequate verification of measuring enforcement of set equipment. standards Cooperatives  Poor cooperative  Inadequate personnel  Bigger market for cooperative products development Governance; for supervision.  Eagerness to form cooperatives by various interest  Lack of Cooperative  Lack of co-operative groups. For example, women youth and Boda Boda awareness, education, management systems training and research; that support linkages  Inadequate policy & legislation between the two levels of government and the cooperative movement. 73

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Trade | | | Trade Development & Infrastructure | | |  Dilapidated market infrastructure  Lack of land for expansion & development of new markets  Inadequate trading space in markets | | |  Encroachment of market land by private developers  Inadequate trading space in market infrastructure  Inadequate policies & legislation to promote trade | | |  Available trading infrastructure.  Existing trading opportunities.  Establishment of cold storage facilities in markets under PPP  | | |

| | | | Consumer protection & fair- trade practices | | |  Lack of metrology accredited laboratories.  Inadequate standards & testing equipment  Inadequate inspection and verification of measuring equipment. | | |  inadequate operating space.  Inadequate technical staff.  Inadequate enforcement of set standards | | |  Weights and measures Act. | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Ease of doing  Inadequate data on new  Uncompetitive  Automation of business services Business business opportunities business climate  Mapping businesses to tap into new business  Inadequate features in the  Unfavorable climate opportunities. automated system to improve for doing business  Upgrade of the e services system for improved business services  Inadequate policies business services.  Lack of small business and gaps in legislative  Designing a business to government feedback development centers framework mechanism system to promote Environmental  Unregistered sustainability for paperless engagement with informal businesses stakeholders.  Lack of asymmetrical  Development of Small Business development information to the Centre’s (SBDC’s) to support and improve access to consumers. business opportunities for MSMEs.  Acts of God – natural disasters/ pandemics.  Insecurity  High rate of Inflation Investment  Inadequate data and  Lack of adequate  Potentials in the blue economy sectors to promote promotion information on key land. trade and investment, value and supply chains. departmental sectors.  Effects of Covid-19  Strategic location of Mombasa making it an ideal  Weak linkages between on trade activities. investment hub, with a conducive environment to planning and resource  International wars local & international trade and investments. allocation. that have resulted  Establishment of both SEZ (Dongo Kundu) and  Weak M&E system into inflation. Industrial Park.  Monopoly of SGR.  Fluctuation in foreign  Export trade due to proximity to the port currencies  Availability of Schools and other tertiary institutions  Political instability contribute to an existing skilled labour pool.  Extensive infrastructural connectivity to rail, road, air and sea network.  Collaboration with development partners. Tourism Tourism arrivals  Radicalization.  Fluctuations caused  Attractive tourism products development  Terrorism. by seasonality  Rich and diverse cultures.  Cultism.  Limited information  Adverse Travel advisories  Instability in source  Existence of Meetings, Incentives, Conference and  Poor pricing of the destination. markets Exhibitions (MICE) facilities 74

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| | | | Ease of doing Business | | |  Inadequate data on new business opportunities  Inadequate features in the automated system to improve business services  Lack of small business development centers | | |  Uncompetitive business climate  Unfavorable climate for doing business  Inadequate policies and gaps in legislative framework  Unregistered informal businesses  Lack of asymmetrical information to the consumers.  Acts of God – natural disasters/ pandemics.  Insecurity  High rate of Inflation | | |  Automation of business services  Mapping businesses to tap into new business opportunities.  Upgrade of the e services system for improved business services.  Designing a business to government feedback mechanism system to promote Environmental sustainability for paperless engagement with stakeholders.  Development of Small Business development Centre’s (SBDC’s) to support and improve access to business opportunities for MSMEs. | | |

| | | | | Investment | | |  Inadequate data and | |  Lack of adequate land.  Effects of Covid-19 on trade activities.  International wars that have resulted into inflation.  Fluctuation in foreign currencies  Political instability | | | |  Potentials in the blue economy sectors to promote | |

| | | | | | | | | | | | | |  Availability of Schools and other tertiary institutions | |

| | | | | | | | | | | | | | contribute to an existing skilled labour pool. | |

| | | | | | | | | | | | | |  Extensive infrastructural connectivity to rail, road, | |

| | | | | | | | | | | | | |  Collaboration with development partners. | |

| Tourism development | | | Tourism arrivals | | |  Radicalization.  Terrorism.  Cultism.  Adverse Travel advisories  Poor pricing of the destination. | | |  Fluctuations caused by seasonality  Limited information  Instability in source markets | | |  Attractive tourism products  Rich and diverse cultures.  Existence of Meetings, Incentives, Conference and Exhibitions (MICE) facilities | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  COVID related travel  Health risks and restrictions. restrictions  Poor infrastructure at the tourism attraction sites  Limited tourism products  Inadequate Branding and marketing of tourism products. Control and Control and  Inadequate enforcement and  Delay in legislation  Collaboration with NACADA, NGOs and CBOs regulation of regulation of compliance amendment involved in prevention of alcohol and substance liquor sector liquors  Inadequate legislation.  Inadequate support abuse and rehabilitation services. system that mitigates  Existence of policy on drugs, alcohol and substance against ADSA abuse.  Limited information  High population of young people involved in and knowledge on ADSA. effects of Alcohol Drugs and Substance Abuse. Control and  Lack of county betting, lotteries  Inadequate resources  Availability / expanding market for lotteries, betting regulation of & gaming policy & legislation to control illegal and gaming activities. for good cause enterprises. betting, lotteries gambling. and Gaming.  Lack of county lotteries.  Religious / cultural prejudice to gambling Cultural Affairs Promotion,  Lack of interest from the  Lack of awareness  Inter-governmental cooperation for Culture and development and heritage bearers  Lack of heritage conservation preservation of  Shrinking number of heritage implementation  Non-state stakeholder partnerships for culture cultural heritage bearers framework preservation.  Inadequate practices to preserve  Lack of policies in culture the culture sector  Neglected historical and cultural  High costs of sites conservation Promotion and  Insufficient training  Low standards of  Implementation of UNESCO conventions development of opportunities in culture and artistic skills culture and creative creative industries arts 75

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| | | | | | |  COVID related travel restrictions.  Poor infrastructure at the tourism attraction sites  Limited tourism products  Inadequate Branding and marketing of tourism products. | | |  Health risks and restrictions | | | | | |

| | | | Control and regulation of betting, lotteries and Gaming. | | |  Lack of county betting, lotteries & gaming policy & legislation | | |  Inadequate resources to control illegal gambling.  Lack of county lotteries.  Religious / cultural prejudice to gambling | | |  Availability / expanding market for lotteries, betting and gaming activities. for good cause enterprises. | | |

| | | | Promotion and development of culture and creative arts | | |  Insufficient training opportunities in culture and creative industries | | |  Low standards of artistic skills | | |  Implementation of UNESCO conventions | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Lack of artistic platforms  Lack of awareness of  Availability of Grants from National and  Inadequate trainings on culture existing opportunities International Organizations for Culture and and creative arts  Inadequate cultural Heritage  Inadequate culture / arts spaces spaces  Existence of talent academies and hubs  Limited Partnerships with talent  Establishment of Cultural Centers academies and hubs  Empowerment programs for cultural practitioners  Lack of Public Cultural Centers  Underutilization of existing public recreation facilities Public Recreation Promotion and  Insufficient training opportunities  Low standards of artistic  Implementation of UNESCO conventions and development of in culture and creative arts skills  Availability of Grants from National and International entertainment culture and creative  Lack of artistic platforms  Lack of awareness of Organizations for Culture and Heritage facilities arts existing opportunities  Existence of talent academies and hubs  Inadequate cultural  Establishment of Cultural Centers spaces  Empowerment programs for cultural practitioners Development of  High cost of construction and  High investments  Existence of public recreation facilities recreation and maintenance required public entertainment facilities Mombasa Inadequate  Inadequate training, ineffective  Lack of training  Capacity building to the existing staff, recruitment Investment technical staff staff succession plan policy, of technical staff and development of staff Corporation  Lack of human succession policy (MIC) resource manual Low access to  Credit ratings among the  The county  Linkages with providers of credit, finance, capital by credit, finance and business enterprises government’s means other subscription of capital for business  Poor linkages between trustworthiness  loans or share capital or otherwise for industrial, enterprises businesses and providers credit, among the providers commercial or other undertakings in the county finance and capital of credit, finance and capital  The high rate of inflation (economic terms) 76

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| | | | | | |  Lack of artistic platforms  Inadequate trainings on culture and creative arts  Inadequate culture / arts spaces  Limited Partnerships with talent academies and hubs  Lack of Public Cultural Centers  Underutilization of existing public recreation facilities | | |  Lack of awareness of existing opportunities  Inadequate cultural spaces | | |  Availability of Grants from National and International Organizations for Culture and Heritage  Existence of talent academies and hubs  Establishment of Cultural Centers  Empowerment programs for cultural practitioners | | |

| | | | Development of recreation and public entertainment facilities | | |  High cost of construction and maintenance | | |  High investments required | | |  Existence of public recreation facilities | | |

| | (MIC) | | | | | | | | | resource manual | | | | |

| | | | Low access to credit, finance and capital for business enterprises | | |  Credit ratings among the business enterprises  Poor linkages between businesses and providers credit, finance and capital | | |  The county government’s trustworthiness among the providers of credit, finance and capital  The high rate of inflation (economic terms) | | |  Linkages with providers of credit, finance, capital by means other subscription of  loans or share capital or otherwise for industrial, commercial or other undertakings in the county | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Low county  Poor revenue collection and  Lack of investment  Catalyst for county funding for the purpose of revenue base generation mechanisms policy frameworks generating revenue by entering into partnership,  Uncoordinated sourcing of  Unclear structure on joint venture or any other arrangements funds partnership engagement Low  Lack of data and information  Lack of investment  Enhancement of competitiveness of County competitiveness of on investment status policy frameworks Government investments; and ensuring a feedback County  High cost of ‘ease of doing (e.g., investment loop of business information Government business’ guide, ease of doing  Provision and dissemination of up-to-date investments  Low county branding and business) information on incentives available to investors marketing (corporate image) Poor coordination  Lack of focal point for all  Lack of investment  Promotion of county programmes on county-wide of funding for investment-related activities in policy frameworks strategic interventions such as Sister Cities, Go Blue county-wide the County etc. strategic  Uncoordinated partners and interventions collaborators in the area of investment Poor research and  Low capacity on research and  Lack of research and  Leverage on research and innovation actors to innovations innovation innovation policy promote innovative programmes and activities ecosystem for  Lack of engagement with framework on county investments research & innovation investment institutions, hubs and practitioners 2.7.12 Water, Natural Resources & Climate Change Resilience Water supply Access of clean &  Inadequate bulk water supply  Prolonged dry periods  Availability of donor support services safe water  Existing water sources are not and floods as a result  Availability of new water technologies fully exploited. of climate change  Availability of green energy  Catchment degradation  Pollution of water  High water demand  Water Governance. bodies  Availability of a master plan (TAHAL, MIBB)  Water sources located outside the  Distant water sources  Availability of ground water sources county.  Vandalism of water  Existence of national and county policies, legislations  Limited technology uptake infrastructure and regulations.  Minimal research and  Illegal connections  Climate Mainstreaming development  High non-revenue  Improved inter-departmental synergies. water 77

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| | | | Low competitiveness of County Government investments | | |  Lack of data and information on investment status  High cost of ‘ease of doing business’  Low county branding and marketing (corporate image) | | |  Lack of investment policy frameworks (e.g., investment guide, ease of doing business) | | |  Enhancement of competitiveness of County Government investments; and ensuring a feedback loop of business information  Provision and dissemination of up-to-date information on incentives available to investors | | |

| | | | Poor research and innovations ecosystem for county investments | | |  Low capacity on research and innovation  Lack of engagement with research & innovation institutions, hubs and practitioners | | |  Lack of research and innovation policy framework on investment | | |  Leverage on research and innovation actors to promote innovative programmes and activities | | |

| | 2.7.12 Water, Natural Resources & Climate Change Resilience | | | | | | | | | | | | | |

| Water supply services | | | Access of clean & safe water | | |  Inadequate bulk water supply  Existing water sources are not fully exploited.  Catchment degradation  Water Governance.  Water sources located outside the county.  Limited technology uptake  Minimal research and development | | |  Prolonged dry periods and floods as a result of climate change  Pollution of water bodies  Distant water sources  Vandalism of water infrastructure  Illegal connections  High non-revenue water | | |  Availability of donor support  Availability of new water technologies  Availability of green energy  High water demand  Availability of a master plan (TAHAL, MIBB)  Availability of ground water sources  Existence of national and county policies, legislations and regulations.  Climate Mainstreaming  Improved inter-departmental synergies. | | |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue Sanitation/ Access to sewerage  Low infrastructure coverage  Inadequate public land  Availability of donor support Sewerage and sanitation  Dilapidated and outdated  Vandalism of  Availability of new sanitation technologies Services services. infrastructure design infrastructure  High demand for sewerage system  Poor sanitation management  Sewer Blockages.  Availability of national sanitation and investment plan  Rural urban Migration  Outbreak of diseases and master plan (MIBB 2017)  Low awareness  Pollution of water bodies  Limited technology uptake  Illegal connection to storm drains. Natural Conservation of  Encroachment of ecological  Low community  Research on the county natural resources Resources natural resources sensitive areas. awareness on natural  Potential of partnership and collaboration in natural  Unsustainable utilization of resource conservation resource management natural resources  Lack of natural  Existence of national and county policies, legislations  Limited alternative livelihoods resources and regulations.  Encroachment of way leaves and management strategies  Readily available market for natural resources. riparian lands  Inadequate regulations  Improved inter-departmental synergies.  Back filling of wetlands.  Inadequate technical  Availability of donor funding  Illegal and unsustainable and enforcement staff  Climate change mainstreaming exploitation of natural resources.  Lack of natural  Pollution and contamination resource database  Urbanization and overpopulation  Expansive industrialization e.g., SEZ Climate Change Climate change  Emissions from anthropogenic  Lack of a strategic  Civic engagement Capacity Development on adaptation and activities long-term view that Sustainable Development and Livelihood mitigation  Unsustainable development. will transform the diversification.  Encroachment of ecosystems County to low carbon,  Weather early warning systems establishment.  Pollution climate resilient  Climate proof infrastructural development. future.  Illegal and unsustainable logging  Establish urban green spaces and natural buffer zones.  Lack of Climate  Sea water intrusion  Ecosystem Restoration & Rehabilitation Change Act & Climate  Sea level rise  Participatory Climate Risk & Vulnerability Fund Act.  Increased urban heat assessments.  Limited access to  Low adaptation and mitigation to Climate scenario  Develop a County Long Term Low Carbon climate change effects projections. Development Strategy. 78

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| Natural Resources | | | Conservation of natural resources | | |  Encroachment of ecological sensitive areas.  Unsustainable utilization of natural resources  Limited alternative livelihoods  Encroachment of way leaves and riparian lands  Back filling of wetlands.  Illegal and unsustainable exploitation of natural resources.  Pollution and contamination  Urbanization and overpopulation  Expansive industrialization e.g., SEZ | | |  Low community awareness on natural resource conservation  Lack of natural resources management strategies  Inadequate regulations  Inadequate technical and enforcement staff  Lack of natural resource database | | |  Research on the county natural resources  Potential of partnership and collaboration in natural resource management  Existence of national and county policies, legislations and regulations.  Readily available market for natural resources.  Improved inter-departmental synergies.  Availability of donor funding  Climate change mainstreaming | | |

| | Climate Change | | | Climate change | | |  Emissions from anthropogenic | | |  Lack of a strategic | |  Civic engagement Capacity Development on Sustainable Development and Livelihood diversification.  Weather early warning systems establishment.  Climate proof infrastructural development.  Establish urban green spaces and natural buffer zones.  Ecosystem Restoration & Rehabilitation  Participatory Climate Risk & Vulnerability assessments.  Develop a County Long Term Low Carbon Development Strategy. | | |

|  Civic engagement Capacity Development on |

|---|

| Sustainable Development and Livelihood |

| diversification. |

|  Weather early warning systems establishment. |

|  Climate proof infrastructural development. |

|  Establish urban green spaces and natural buffer zones. |

|  Ecosystem Restoration & Rehabilitation |

|  Participatory Climate Risk & Vulnerability |

| assessments. |

|  Develop a County Long Term Low Carbon |

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Sub-Sector Development Cause(s) Constraint(s) Opportunities Issue  Low levels of awareness to  Weak enforcement.  Greenhouse Gases emission reduction targets climate change  Lack of data  Technological development, innovation & transfer.  Low climate change  Low carbon  Develop GHG inventory and an active emissions mainstreaming at the department investment monitoring system.  Carbon markets  Availability of climate financing  Research  Existence of partnerships and collaboration opportunities Anthropogenic  Emissions from anthropogenic  Lack of a strategic  Civic engagement Capacity Development on Greenhouse Gases activities such as emissions from long term view that Sustainable Development and Livelihood Emissions & shifts transport, energy, will transform the diversification. in weather patterns  Unsustainable development County to low carbon,  Weather early warning systems establishment. climate resilient  Climate proof infrastructural development. future.  Establish urban green spaces and natural buffer zones.  Lack of Climate  Ecosystem Restoration & Rehabilitation Change Act & Climate  Participatory Climate Risk & Vulnerability Fund Act. assessments.  Limited access to  Develop a County Long Term Low Carbon Climate scenario Development Strategy. projections.  Greenhouse Gases emission reduction targets  Weak enforcement  Technological development, innovation & transfer.  Develop GHG inventory and an active emissions monitoring system. Energy Renewable Energy  High cost of renewable energy  Lack of county Policy  Ability to tap in renewable energy options adoption for Renewable Energy  Establishment of Mombasa Sustainable Energy Policy  Unavailability of requisite  Lack of technical staff and Bill technologies  Developing a Mombasa County Sustainable Energy Action Plan  Energy Needs & Consumption Assessment  Energy Management Information System  Sensitization and Capacity Development on Sustainable energy options  Enabling renewable energy financing partners & developing investments 79

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| | | | | | | | | | | | | |  Existence of partnerships and collaboration | |

| | | | | Anthropogenic | |  Emissions from anthropogenic activities such as emissions from transport, energy,  Unsustainable development | | |  Lack of a strategic long term view that will transform the County to low carbon, climate resilient future.  Lack of Climate Change Act & Climate Fund Act.  Limited access to Climate scenario projections.  Weak enforcement | | |  Civic engagement Capacity Development on Sustainable Development and Livelihood diversification.  Weather early warning systems establishment.  Climate proof infrastructural development.  Establish urban green spaces and natural buffer zones.  Ecosystem Restoration & Rehabilitation  Participatory Climate Risk & Vulnerability assessments.  Develop a County Long Term Low Carbon Development Strategy.  Greenhouse Gases emission reduction targets  Technological development, innovation & transfer.  Develop GHG inventory and an active emissions monitoring system. | | |

| | | | | | | | | | | | | |  Sensitization and Capacity Development on | |

| | | | | | | | | | | | | |  Enabling renewable energy financing partners & | |

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CHAPTER THREE: SPATIAL DEVELOPMENT FRAMEWORK 3.1 Introduction Photo 3: MV035 Infrastructural Network Mombasa county has an Integrated Strategic Urban Development Plan (ISUDP) popularly known as Mombasa Vision 2035 and that’s gives spatial framework within which development projects and programmes are implemented. Photo 2: MV035 Transport Network This plan was formulated in 2015 and adopted in the year 2016, whose purposes is to:

Define a vision for future growth and development of the areas over the next 20 years.
Provide an overall integrated physical framework for urban growth of Mombasa city: After digital topographic mapping of the planning areas of Mombasa city and detail analysis of existing situation, an overall integrated physical framework is to be prepared to fulfill the current and future requirements.
Provide a basis for coordinated programming of projects and budget, thereby serving as a downstream management tool: A realistic implementation plan is to be prepared for all identified projects along with capital investment plan. The plan serves as the blue print for both socio-economic development of Mombasa and gives a clear guideline on Land use development across all sectors. The Plan has outlined various key projects and action area plans to implemented by the county government of Mombasa. Development control is guided by ISUDP and other government regulation including Physical and Land Use planning Act No. 13 of 2019, The Urban areas and cities Act of 2012, County Government Act of 2012, Environmental Management and Coordination Act, Land Act of 2016 among others. The physical and Land use Planning act No. 13 of 2019 stipulates the type of plans to be prepared by counties which Includes Inter County Physical and Land use development Plans, County Physical and 80

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Land Use development Plan, Local Physical and Land use development Plan and Special area Plans. Under this Act, Mombasa County is currently preparing Local physical and Land Use development Plans for the proposed satellite cities including Maunguja Knowledge city, Jomvu City, Petro City, Eco City and Special Economic Zone. The county is also in the process of preparing Mombasa County Zoning Plan to further guide land use development. The purpose of this land use zoning is to provide a framework for guiding the use and development of land within City of Mombasa. Mombasa county is having an outdated Land use zoning plan that was prepared in 1972 for Municipal council. There is significant need for the county to fast track the formulation and approval of the County zoning Plan in order to achieve an orderly, harmonious and all-inclusive development control. The County Government Act under Part XI stipulates the obligation of the county to prepare plans and state types of plans that should be prepared by the county government which includes County Integrated Development Plan (CIDP), County Sectoral Plans, County Spatial Plan (CSP) and Cities and urban areas Plan. The county government of Mombasa is currently in the process of preparing its County spatial plan which is at Validation stage. Mombasa Gate city Master is at final stage and awaiting approval by the County Assembly. The objective of this plan is to identify key projects and intervention flagship projects through collaborative work with the county government of Mombasa and concerned organization. Examples of projects envisaged by the plans includes Likoni Gate Bridge, Southern and Northern Bypass, Improvement of new Malindi road, Nyali second Bridge, Mombasa Port Expansion and SGR, improvement of Makupa Cause way, County Housing redevelopment, the missing links in road network among others. The physical plans prioritized during the 2023-2027 period:

County spatial Plan
County Zoning Plan
Mombasa Gate City Master Plan. 3.2 Location and Context of Mombasa County The City of Mombasa lies between latitudes 3° 80’ and 4° 10’ S and longitudes 39° 60’ and 39° 80’ E, with a total land mass of 229.6 Km2 and inshore waters covering 65 km2. Administratively, Mombasa County is divided into six sub-counties/constituencies namely: i. Mvita Sub-County ii. Changamwe Sub-County in the west iii. Kisauni in the north iv. Likoni Sub-County in the south. v. Nyali Sub- County vi. Jomvu sub-county. 84

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3.3 Spatial Development Framework The spatial framework describes the initiatives by the County within which development projects and programmes will be implemented across various thematic areas detailed as follows. Table 22:County Spatial Development Framework showing key Thematic Areas Thematic Area Overview/ Current Situation Policy Strategy Potential Lead Agencies/Departments Geographical Areas Urban Residential land use forms the largest  Establish Zoning Policy and regulations Mombasa County; Lands, Urban Planning and Housing Settlements Land use in Mombasa,  Servicing of human settlements Likoni, Mvita, Transport Infrastructure and Public Some parts are densely while others are Changamwe, Jomvu, Works  Resettlement of informal settlements scattered populated and planning Kisauni and Nyali Devolution and public administration interventions are required. Water Sanitation and natural resources The spatial distribution of settlements MOWASCO increases with increase in distance from the island (focal point). Housing Existing housing estates are in  Establishing Housing Policy Kizingo, Mizzima, Lands Planning Housing and Urban Development dilapidated state occasioned by poor  Focusing on social housing for both public Buxton, Nyerere, Likoni Renewal maintenance, increase in population Flats, Likoni Customs, Water Sanitation and Natural and private within the estates Tom Mboya, Kaa Resources  Creating a favorable environment for joint Chonjo, Khadija, MOWASCO ventures Changamwe, Miritini Green Field Road Transport Road is the dominant transportation  Establish a hierarchy of corridors to Mombasa County; Transport Infrastructure and public mode in the county used by goods and promote efficient movement of goods and Likoni, Mvita, works people. people within the county Changamwe, Jomvu, Kisauni and Nyali Water Supply There is inadequate portable water for  Increase the capacity of the water sources Mombasa County; MOWASCO industrial, domestic, commercial, and  Expand the distribution network Likoni, Mvita, Water Sanitation and Natural agricultural use Changamwe, Jomvu, Resources  Reduce non-revenue water through Kisauni and Nyali National Government rehabilitation of the existing infrastructure Waste Water Sewer Management services is the most To provide sustainable sewer management Mombasa County; MOWASCO Management appropriate way of managing waste infrastructure Likoni, Mvita, Environment, Waste Management and water To build the capacity of the sewer management Changamwe , Jomvu, Energy To ensure every citizen has access to company in the county (MOWASCO) Kisauni and Nyali decent sanitation Storm Water These facilities prevent flooding within  To repair and construct storm water drains Mombasa County; Environment, Waste Management and Drainage the urban area a residential zone along all roads and flood prone areas Likoni, Mvita, Energy infrastructure protecting the environment from Changamwe , Jomvu, Transport Infrastructure and Public degradation Kisauni and Nyali works 87

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Urban Settlements | | | Residential land use forms the largest Land use in Mombasa, Some parts are densely while others are scattered populated and planning interventions are required. The spatial distribution of settlements increases with increase in distance from the island (focal point). | | |  Establish Zoning Policy and regulations  Servicing of human settlements  Resettlement of informal settlements | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Lands, Urban Planning and Housing Transport Infrastructure and Public Works Devolution and public administration Water Sanitation and natural resources MOWASCO | | |

| Housing Development | | | Existing housing estates are in dilapidated state occasioned by poor maintenance, increase in population within the estates | | |  Establishing Housing Policy  Focusing on social housing for both public and private  Creating a favorable environment for joint ventures | | | Kizingo, Mizzima, Buxton, Nyerere, Likoni Flats, Likoni Customs, Tom Mboya, Kaa Chonjo, Khadija, Changamwe, Miritini Green Field | | | Lands Planning Housing and Urban Renewal Water Sanitation and Natural Resources MOWASCO | | |

| Road Transport | | | Road is the dominant transportation mode in the county used by goods and people. | | |  Establish a hierarchy of corridors to promote efficient movement of goods and people within the county | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Transport Infrastructure and public works | | |

| Water Supply | | | There is inadequate portable water for industrial, domestic, commercial, and agricultural use | | |  Increase the capacity of the water sources  Expand the distribution network  Reduce non-revenue water through rehabilitation of the existing infrastructure | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | MOWASCO Water Sanitation and Natural Resources National Government | | |

| Waste Water Management | | | Sewer Management services is the most appropriate way of managing waste water To ensure every citizen has access to decent sanitation | | | To provide sustainable sewer management infrastructure To build the capacity of the sewer management company in the county (MOWASCO) | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | MOWASCO Environment, Waste Management and Energy | | |

| Storm Water Drainage infrastructure | | | These facilities prevent flooding within the urban area a residential zone protecting the environment from degradation | | |  To repair and construct storm water drains along all roads and flood prone areas | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Environment, Waste Management and Energy Transport Infrastructure and Public works | | |

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Thematic Area Overview/ Current Situation Policy Strategy Potential Lead Agencies/Departments Geographical Areas  Removing all encroachments in to drains and enhancing maintenance of storm water drains  Developing policies towards reducing storm water discharge and its effects Solid Waste There is proliferation of illegal  To provide adequate waste collection Mombasa County; Environment, Waste Management and Management dumpsites and garbage disposals in the points in neighborhoods Likoni, Mvita, Energy county exposing the residents to  Provide an efficient waste transportation Changamwe, Jomvu, potential health hazards system Kisauni and Nyali  Proper waste handling at collection transfer and sanitary landfills Health Services There is a need to provide health  Provide new facilities in neighborhoods Mombasa County; Health Services and Facilities services in all settlement areas in  Rehabilitation and upgrading existing Likoni, Mvita, Devolution, Public Services and fulfilment of the Kenyan Constitution Changamwe , Jomvu, Administration facilities that provides the right to provision of Kisauni and Nyali Land, Urban Planning and Housing  Establish a level 4 hospital to serve every health care services to all citizen Transport Infrastructure and Public five neighborhoods in the county Work  Upgrade the county referral hospital with the required specialized treatment facilities  Develop a land administration system to map and give details of all public health facilities in the county  Develop a County Health Policy Education The Kenya Vision 2030 to have a  To provide adequate learning institutions in Mombasa County; Education ICT and MV2035 Services and globally competitive quality education, the county Likoni, Mvita, Transport Infrastructure and Public Facilities training and research for sustainable  Improve conditions of existing education Changamwe, Jomvu, Work development facilities Kisauni and Nyali Devolution, Public Service and Administration  Provide adequate learning materials and infrastructure in the schools  To hire adequate teaching staff in all schools Community These are geared towards improving the  Rehabilitate and upgrade existing facilities Mombasa County; Environment, Waste Management and Facilities social wellbeing of the populace by such as parks and play grounds Likoni, Mvita, Energy providing relaxation, exercising and  Provide supporting infrastructure such as Changamwe , Jomvu, Transport, Infrastructure and Public congregation areas among others public ablution blocks benches security Kisauni and Nyali works lights etc. Land, Urban Planning and Housing Youth Gender and Sports 88

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | |  Removing all encroachments in to drains and enhancing maintenance of storm water drains  Developing policies towards reducing storm water discharge and its effects | | | | | | | | |

| Solid Waste Management | | | There is proliferation of illegal dumpsites and garbage disposals in the county exposing the residents to potential health hazards | | |  To provide adequate waste collection points in neighborhoods  Provide an efficient waste transportation system  Proper waste handling at collection transfer and sanitary landfills | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Environment, Waste Management and Energy | | |

| Health Services and Facilities | | | There is a need to provide health services in all settlement areas in fulfilment of the Kenyan Constitution that provides the right to provision of health care services to all citizen | | |  Provide new facilities in neighborhoods  Rehabilitation and upgrading existing facilities  Establish a level 4 hospital to serve every five neighborhoods in the county  Upgrade the county referral hospital with the required specialized treatment facilities  Develop a land administration system to map and give details of all public health facilities in the county  Develop a County Health Policy | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Health Services Devolution, Public Services and Administration Land, Urban Planning and Housing Transport Infrastructure and Public Work | | |

| Education Services and Facilities | | | The Kenya Vision 2030 to have a globally competitive quality education, training and research for sustainable development | | |  To provide adequate learning institutions in the county  Improve conditions of existing education facilities  Provide adequate learning materials and infrastructure in the schools  To hire adequate teaching staff in all schools | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Education ICT and MV2035 Transport Infrastructure and Public Work Devolution, Public Service and Administration | | |

| Community Facilities | | | These are geared towards improving the social wellbeing of the populace by providing relaxation, exercising and congregation areas among others | | |  Rehabilitate and upgrade existing facilities such as parks and play grounds  Provide supporting infrastructure such as public ablution blocks benches security lights etc. | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Environment, Waste Management and Energy Transport, Infrastructure and Public works Land, Urban Planning and Housing Youth Gender and Sports | | |

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Thematic Area Overview/ Current Situation Policy Strategy Potential Lead Agencies/Departments Geographical Areas  Provide land for provision of facilities such as playgrounds, parks libraries social halls etc.  Developing policies to protect existing facilities  Reclamation of encroached facilities and fencing  To plan trees and other vegetation in parks and playgrounds  Enhance access to community facilities in line with GESI guidelines Industrial Mombasa County is envisioned as a  Providing basic infrastructure development Mombasa County; Trade Tourism and Investment Development pilot county to realize the Industrial to establish a robust industrial base Likoni, Mvita, Land, Urban Planning and Housing Vision through establishing of SEZ in  Developing Investment policies to Attract Changamwe , Jomvu, Devolution Public Services and Dongo Kundu and Developing related investment in the industrial sector Kisauni and Nyali Administration infrastructure to make Mombasa the Youth Gender and Sports  Improving the production capacity and Second Industrial Hub of the County labor productivity of Mombasa’s Industrial sector  Unlocking the financial capital capacity and flow to support industrialization  To build technology infrastructure  Local market enhancement Agriculture and Kenya aims to promote an innovative,  Zone the agricultural areas based on crop Mombasa County; Agriculture, Fisheries, Livestock and Fisheries commercially oriented and modern stability, livestock capability and land Likoni, Mvita, Cooperatives Development agricultural sector potential Changamwe , Jomvu, Lands, Urban Planning and Housing  Establishing avenues for improvement in Kisauni and Nyali farming through technology  Exploit new opportunities in the aquaculture, marine and inland to contribute to the Blue Economy  Increase fish capture and aquaculture production Tourism Tourism being the jewel of the county  Improvement of the degraded heritage sites Mombasa County; Trade, Tourism and Investment Promotion needs to be resilient and thriving. This  Improving capacity of the tourism support Likoni, Mvita, Transport Infrastructure and Public can be achieved through developing institutions Changamwe , Jomvu, works and diversifying the resource base Kisauni and Nyali  Improve efficiency in transportation systems 89

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | |  Provide land for provision of facilities such as playgrounds, parks libraries social halls etc.  Developing policies to protect existing facilities  Reclamation of encroached facilities and fencing  To plan trees and other vegetation in parks and playgrounds  Enhance access to community facilities in line with GESI guidelines | | | | | | | | |

| Industrial Development | | | Mombasa County is envisioned as a pilot county to realize the Industrial Vision through establishing of SEZ in Dongo Kundu and Developing related infrastructure to make Mombasa the Second Industrial Hub of the County | | |  Providing basic infrastructure development to establish a robust industrial base  Developing Investment policies to Attract investment in the industrial sector  Improving the production capacity and labor productivity of Mombasa’s Industrial sector  Unlocking the financial capital capacity and flow to support industrialization  To build technology infrastructure  Local market enhancement | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Trade Tourism and Investment Land, Urban Planning and Housing Devolution Public Services and Administration Youth Gender and Sports | | |

| Agriculture and Fisheries Development | | | Kenya aims to promote an innovative, commercially oriented and modern agricultural sector | | |  Zone the agricultural areas based on crop stability, livestock capability and land potential  Establishing avenues for improvement in farming through technology  Exploit new opportunities in the aquaculture, marine and inland to contribute to the Blue Economy  Increase fish capture and aquaculture production | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Agriculture, Fisheries, Livestock and Cooperatives Lands, Urban Planning and Housing | | |

| Tourism Promotion | | | Tourism being the jewel of the county needs to be resilient and thriving. This can be achieved through developing and diversifying the resource base | | |  Improvement of the degraded heritage sites  Improving capacity of the tourism support institutions  Improve efficiency in transportation systems | | | Mombasa County; Likoni, Mvita, Changamwe , Jomvu, Kisauni and Nyali | | | Trade, Tourism and Investment Transport Infrastructure and Public works | | |

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Thematic Area Overview/ Current Situation Policy Strategy Potential Lead Agencies/Departments Geographical Areas  Increased tourism product development  Increase exploitation of the tourism resource base Enterprise Small and Medium Enterprises  Establishment of avenues and systems of Mombasa County; Trade, Tourism and Investment Development contribute approximately 10% to the enhancing access to credit facilities Likoni, Mvita, Transport Infrastructure and Public economy of the county inform of retail  Identifying areas of investments for SMEs Changamwe, Jomvu, works and wholesale which are critical in Kisauni and Nyali Lands, Urban Planning and Housing  Formalization of the informality in the supporting both formal and informal retail and wholesale sector economies Governance Effective governance should be  Increase the capacity for good governance Mombasa County; Devolution, Public Service and anchored on legal and policy  To decentralize resources and services in Likoni, Mvita, Administration frameworks and competencies to enable the county Changamwe, Jomvu, transparent, participatory effective and Kisauni and Nyali  To promote effective public participation efficient development process  Increase revenue collection Environment The back bone of environmental  Adoption of eco system-based approach to Mombasa County; Environment Waste Management and Management conservation and management is environmental management Likoni, Mvita, Energy and sustainable development  Minimize impact of waste on the built and Changamwe, Jomvu, Agriculture Fisheries, livestock and Conservation natural environment Kisauni and Nyali cooperatives Lands, Urban Planning and Housing  Integration of coastal zone management  Tapping in to marine spatial planning opportunities  Implementing climate change adaptation and mitigation measures  Establish vulnerability areas for proper development 90

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| | | | | | |  Increased tourism product development  Increase exploitation of the tourism resource base | | | | | | | | |

| Enterprise Development | | | Small and Medium Enterprises contribute approximately 10% to the economy of the county inform of retail and wholesale which are critical in supporting both formal and informal economies | | |  Establishment of avenues and systems of enhancing access to credit facilities  Identifying areas of investments for SMEs  Formalization of the informality in the retail and wholesale sector | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Trade, Tourism and Investment Transport Infrastructure and Public works Lands, Urban Planning and Housing | | |

| Governance | | | Effective governance should be anchored on legal and policy frameworks and competencies to enable transparent, participatory effective and efficient development process | | |  Increase the capacity for good governance  To decentralize resources and services in the county  To promote effective public participation  Increase revenue collection | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Devolution, Public Service and Administration | | |

| Environment Management and Conservation | | | The back bone of environmental conservation and management is sustainable development | | |  Adoption of eco system-based approach to environmental management  Minimize impact of waste on the built and natural environment  Integration of coastal zone management  Tapping in to marine spatial planning opportunities  Implementing climate change adaptation and mitigation measures  Establish vulnerability areas for proper development | | | Mombasa County; Likoni, Mvita, Changamwe, Jomvu, Kisauni and Nyali | | | Environment Waste Management and Energy Agriculture Fisheries, livestock and cooperatives Lands, Urban Planning and Housing | | |

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4 CHAPTER FOUR: DEVELOPMENT PRIORITIES, STRATEGIES AND PROGRAMMES 4.0 Introduction creation of employment, increment of county competitiveness, revenue generation and cross-county engagements and will go in realizing the dream of “Mombasa - A New Beginning; Voice of the People.” Photo 4: Towards an inclusive and equitable quality education and promote lifelong learning drive This chapter focuses on the county development priorities and strategies in the light of the identified development issues identified across the departmental sectors. Photo 5: Better healthcare is a right for all citizens, The chapter further highlights the sectors’ not a requested favor composition, vision, mission, goals. Specific sector priorities and strategies have also been Lastly, the chapter documents the CIDP highlighted. It details the programmes and linkages with national development agenda, transformational flagship projects to be regional and international development implemented in during the period 2023-2027 frameworks; and the cross-sectoral linkages. that will have high impact in terms of 4.1 Development Priorities and Strategies This section gives a summary of the sectors’ composition, vision, mission, goals, priorities and strategies as documented in the county spatial framework; and sectoral analysis informed by the meaningful public participation engagements undertaken during the SWGs’ CIDP preparation sessions. 4.2 Sector Programmes and Flagship Projects Sector programmes are well tabulated to include the objectives, outcomes, key outputs, key performance indicators, linkages to SDGs, planned targets and indicative budgets for the planning period. Flagship or Transformative projects to be undertaken in the County comprising of countywide projects with high impact that seek to improve people’s livelihoods in terms of wealth and employment creation; increasing county competitiveness and revenue generation. 91

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4.1.1 County Executive  Sector composition the County Sec The sector is composed of the following sub-sectors: a) The Executive Office of the Governor/ Deputy Governor b) Office of the County Secretary c) Governor’s Press d) Governor’s Delivery Unit (GDU) e) Special Programmes f) Advisory Services g) Policy & Planning h) Research i) County Attorney j) Protocol and hospitality  Vision A well-coordinated and inclusive County Government.  Mission To provide strategic direction, policy information, accountability and external partnership.  Strategic Goal Coordination and directing the County mission and vision.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 23: Sector Priorities and Strategies Sector Priorities Strategic Interventions To improve  Effective communication of governments functions coordination and  Regular Publications communicating to public on planned and communication implemented projects and their milestones as achieved  Developing modern systems of information dispensation  Restructuring & reorganization of government  Promote human capital development  Coordination of activities between departments and prevent overlaps  Improve execution of committee affairs on generating policies  Ensure monitoring and evaluation of projects  Regular publications communicating to public on planned and implemented projects and their milestones as achieved. To enhance public  Operationalize a strategic service delivery unit service delivery and  Promote human capital development transformation  Promote fit for purpose institutions  Set up a Cabinet Standing Committee on Implementation of Performance Management System 92

|---|---|---|---|---|---|

| To improve coordination and communication | | |  Effective communication of governments functions  Regular Publications communicating to public on planned and implemented projects and their milestones as achieved  Developing modern systems of information dispensation  Restructuring & reorganization of government  Promote human capital development  Coordination of activities between departments and prevent overlaps  Improve execution of committee affairs on generating policies  Ensure monitoring and evaluation of projects  Regular publications communicating to public on planned and implemented projects and their milestones as achieved. | | |

| To enhance public service delivery and transformation | | |  Operationalize a strategic service delivery unit  Promote human capital development  Promote fit for purpose institutions  Set up a Cabinet Standing Committee on Implementation of Performance Management System | | |

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Sector Priorities Strategic Interventions  Set up a performance management committee for institutionalization and coordination of PCs, SPAS  Implement a Management Accountability Framework  Set up a Performance Management & Delivery Unit  Develop and operationalize a performance management dashboard  Institutionalize performance improvement plans  Operationalize and implement integrated performance management framework (Policies-performance management policy including rewards and sanctions, Performance Improvement Plan)  Promote efficiency and effectiveness of utilization of resources  Operationalize corruption prevention committees  Operationalize complaint handling committees  Automation of services  Re-engineering of functions/processes  Effective management of the affairs of the County Executive Committee  Efficient communication, coordination and implementation of Cabinet decisions  Conduct periodic organizational diagnosis and propose interventions To improve  Develop and prioritize policies and programs for partnership with key intergovernmental stakeholders. relations/partnership and  Develop legal and institutional framework for engagement and external linkages mobilization of donors and stakeholders.  Create a conducive and enabling environment for engagement with intergovernmental and external partners. 4.2.1 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 93

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| | | |  Set up a performance management committee for institutionalization and coordination of PCs, SPAS  Implement a Management Accountability Framework  Set up a Performance Management & Delivery Unit  Develop and operationalize a performance management dashboard  Institutionalize performance improvement plans  Operationalize and implement integrated performance management framework (Policies-performance management policy including rewards and sanctions, Performance Improvement Plan)  Promote efficiency and effectiveness of utilization of resources  Operationalize corruption prevention committees  Operationalize complaint handling committees  Automation of services  Re-engineering of functions/processes  Effective management of the affairs of the County Executive Committee  Efficient communication, coordination and implementation of Cabinet decisions  Conduct periodic organizational diagnosis and propose interventions | | |

| To improve intergovernmental relations/partnership and external linkages | | |  Develop and prioritize policies and programs for partnership with key stakeholders.  Develop legal and institutional framework for engagement and mobilization of donors and stakeholders.  Create a conducive and enabling environment for engagement with intergovernmental and external partners. | | |

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Table 24: County Executive Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: Office of the Governor/ Deputy Governor Objective 1; To enhance effective coordination of government services Outcome 1: Improved service delivery Improved Develop policies Donor engagement 17.1 1 2 - - 1 2 - - 1 2 6 intergovernmental on stakeholder policy relations partnerships PPP Policy in place 17.1 1 2 - - - - - - 1 2 4 Resource 17.1 1 2 - - - - - - 1 2 4 mobilization policy in place No. of working 17.1 5 3 3 2 3 2 3 2 3 2 9 committees and taskforces established No. of MOUs 17.1 10 2 5 1 5 1 5 1 5 1 6 signed Sub-total 11 3 5 3 9 31 Programme 2: Office of the County Secretary Objective 2.1: To enhance effective communication of governments functions Outcome 2.1: Improved service delivery Communication Installed a One ERP in place 17.4 1 10 1 1 1 1 1 1 1 1 14 system communication ERP system Automated E One E –Cabinet 17.4 1 10 1 1 1 1 1 1 1 1 14 cabinet system system in place Installed an One DMS in place 17.4 1 1 1 1 1 1 1 1 1 4 integrated Data Management system Enhanced No. of circulars and 17.4 20 0.2 50 0.5 50 0.5 50 0.5 50 0.5 2.2 issuance of memos issued communications and circulars Regular and No. of publications 17.4 2 1 2 1 2 1 1 0.5 2 1 4.5 timely publication issued of committee affairs, policies, Annual county 17.4 1 1 1 1 1 1 1 1 1 1 5 magazine 94

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| | | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: Office of the Governor/ Deputy Governor | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective 1; To enhance effective coordination of government services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Improved intergovernmental relations | | | Develop policies on stakeholder partnerships | | | Donor engagement policy | | | 17.1 | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | 6 | | |

| | | | | | | PPP Policy in place | | | 17.1 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | | | | Resource mobilization policy in place | | | 17.1 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | | | | No. of working committees and taskforces established | | | 17.1 | | | 5 | | | 3 | | | 3 | | | 2 | | | 3 | | | 2 | | | 3 | | | 2 | | | 3 | | | 2 | | | 9 | | |

| | | | | | | No. of MOUs signed | | | 17.1 | | | 10 | | | 2 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 6 | | |

| | Sub-total | | | | | | | | | | | | | | 11 | | | | | | 3 | | | | | | 5 | | | | | | 3 | | | | | | 9 | | | 31 | | |

| | Programme 2: Office of the County Secretary | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective 2.1: To enhance effective communication of governments functions | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Communication system | | | Installed a communication ERP system | | | One ERP in place | | | 17.4 | | | 1 | | | 10 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 14 | | |

| | | | Automated E cabinet system | | | One E –Cabinet system in place | | | 17.4 | | | 1 | | | 10 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 14 | | |

| | | | Installed an integrated Data Management system | | | One DMS in place | | | 17.4 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | | | | 1 | | | 1 | | | 4 | | |

| | | | Enhanced issuance of communications and circulars | | | No. of circulars and memos issued | | | 17.4 | | | 20 | | | 0.2 | | | 50 | | | 0.5 | | | 50 | | | 0.5 | | | 50 | | | 0.5 | | | 50 | | | 0.5 | | | 2.2 | | |

| | | | Regular and timely publication of committee affairs, policies, | | | No. of publications issued | | | 17.4 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 1 | | | 0.5 | | | 2 | | | 1 | | | 4.5 | | |

| | | | | | | Annual county magazine | | | 17.4 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

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resolutions and No. of media/press 50 1 75 2 75 2 75 2 75 2 9 directives releases Coordination and Streamlined Guideline for 17.4 1 1 1 1 - - 1 1 1 1 4 communication government coordination of operations operations in public service Efficiency 17.4 1 1 - - - - 1 1 1 1 3 monitoring report Objective 2.2: To enhance public service delivery and transformation/to enhance performance and productivity Outcome 2.2: Improved service delivery County reform Operationalized ISO certification 8.5 1 1 1 2 1 3 1 1 1 2 9 strategy County reform strategy Developed Capacity building 8.5 12 15 12 15 12 15 12 15 12 15 75 competencies required to deliver the county mandate through acquisition of the right systems, structures, tools and people Online Learning Online learning 8.5 1 3.5 1 1.5 1 1.5 1 1.5 1 2.5 10.5 Management system/ digitization System Operationalized One service 8.5 1 2 1 2 1 2 1 2 1 2 10 organizational improvement change and plan/no. of development periodic activities organizational (diagnosis and diagnosis reports interventions) One organization 8.5 1 5 1 3 1 3 1 3 1 3 17 restructuring/ Organizational structural review/ reviewed roles and organizational structures 95

| | | resolutions and directives | No. of media/press releases | | 50 | 1 | 75 | 2 | 75 | 2 | 75 | 2 | 75 | 2 | 9 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Coordination and communication | | Streamlined government operations | Guideline for coordination of operations in public service | 17.4 | 1 | 1 | 1 | 1 | - | - | 1 | 1 | 1 | 1 | 4 | |

| | | | Efficiency monitoring report | 17.4 | 1 | 1 | - | - | - | - | 1 | 1 | 1 | 1 | 3 | |

| | Objective 2.2: To enhance public service delivery and transformation/to enhance performance and productivity | | | | | | | | | | | | | | | |

| County reform strategy | | Operationalized County reform strategy | ISO certification | 8.5 | 1 | 1 | 1 | 2 | 1 | 3 | 1 | 1 | 1 | 2 | 9 | |

| | | Developed competencies required to deliver the county mandate through acquisition of the right systems, structures, tools and people | Capacity building | 8.5 | 12 | 15 | 12 | 15 | 12 | 15 | 12 | 15 | 12 | 15 | 75 | |

| | | Online Learning Management System | Online learning system/ digitization | 8.5 | 1 | 3.5 | 1 | 1.5 | 1 | 1.5 | 1 | 1.5 | 1 | 2.5 | 10.5 | |

| | | Operationalized organizational change and development activities (diagnosis and interventions) | One service improvement plan/no. of periodic organizational diagnosis reports | 8.5 | 1 | 2 | 1 | 2 | 1 | 2 | 1 | 2 | 1 | 2 | 10 | |

| | | | One organization restructuring/ Organizational structural review/ reviewed roles and organizational structures | 8.5 | 1 | 5 | 1 | 3 | 1 | 3 | 1 | 3 | 1 | 3 | 17 | |

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No. of business 8.5 1 5 1 5 1 5 1 5 1 5 25 processes reengineered Modernized, Automated end-to- 8.5 1 3 1 3 1 3 1 3 1 3 15 Optimized, end process Standardized an d automated end- to-end process Productivity and Integrated One integrated 8.5 1 3 1 2 1 2 1 1 1 1 9 performance performance performance improvement management management system system implemented Operationalize Establish working 8.5 1 2 1 2 1 2 1 1 1 1 8 service delivery committee for unit service delivery Install service 8.5 1 2 1 2 1 2 1 2 1 2 10 delivery monitoring system Cabinet Standing 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 Committee on Implementation of Performance Management System Set up a 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 performance management committee for institutionalization and coordination of PCs, SPAS Performance 8.5 1 0.5 0.5 0.5 0.5 0.5 2.5 Management & Delivery Unit Management 8.5 1 1 1 1 1 1 1 1 1 1 5 Accountability Framework Performance Performance 8.5 1 3 1 2 1 2 1 2 1 1 10 management management framework framework in place 96

| | | | | | | No. of business processes reengineered | | | | | | | 8.5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Modernized, Optimized, Standardized an d automated end- to-end process | | | | Automated end-to- | | | | | | 8.5 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| | Productivity and | | | Integrated | | | One integrated | | | | | | | 8.5 | | | 1 | | | 3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 1 | | | 1 | | | 1 | | | 9 | |

| | | | | Operationalize | | | Establish working | | | | | | | 8.5 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 1 | | | 1 | | | 1 | | | 8 | |

| | | | | | | | Install service | | | | | | | 8.5 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | |

| | | | | | | | Cabinet Standing | | | | | | | 8.5 | | | 1 | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | 2.5 | |

| | | | | | | | Set up a | | | | | | | 8.5 | | | 1 | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | 2.5 | |

| | | | | | | Performance Management & Delivery Unit | | | | | | | 8.5 | | | 1 | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | | | | 0.5 | | | 2.5 | | |

| | | | | | | Management Accountability Framework | | | | | | | 8.5 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | Performance management framework | | | Performance management framework in place | | | | | | | 8.5 | | | 1 | | | 3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 1 | | | 10 | | |

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adopted and No. of sensitization 8.5 9 8 9 8 9 8 9 8 9 8 35 implemented sessions on the framework Performance No. of draft PCs 8.5 1 10 1 10 1 10 1 10 1 10 50 Contracting for developed. eligible staff Sub-total 91.2 68.5 68.5 65 67.5 360.7 Programme 3: Governor’s Press Objective: To enhance coordination and reporting on Governor’s priorities; and sensitize, educate, and inform citizens on devolved governance Outcome: Adequately sensitized, educated and well-informed citizens on devolved governance Communication Establishment of A Radio Channel 16.7 1 20 1 10 1 10 1 10 1 10 60 a County Radio (Radio Mombasa) Channel Revamp county Interactive Website 16.7 1 1 1 1 1 1 1 1 1 1 5 digital 360 Degrees social 16.7 1 1 1 1 1 1 1 1 1 1 5 communications media presence Modernize county County studio 16.7 1 20 1 10 1 10 1 10 1 10 60 media content production Mass Media Establishment of MOUs signed and 16.7 3 6 3 6 3 6 3 6 3 6 30 Partnership strategic renewed annually partnership with main stream media Sub-total 48 28 28 28 28 160 Programme 4: Governor’s Delivery Unit (GDU) Objective: To enhance coordination and reporting on Governor’s priorities Outcome: Informed evidence-based decision making Monitoring and Data collection, Digital Task 16.10 1 5 1 1 1 1 1 1 1 1 9 Verification analysis and Management Tool reporting (e.g., Asana, Slack Apps) in place % of projects 16.6 100% 10 100% 10 100% 10 100% 10 100% 10 50 monitored and verified No of times GDU 16.6 4 - 4 - 4 - 4 - 4 - - implementation matrix completed on quarterly basis 97

| | | adopted and implemented | No. of sensitization sessions on the framework | 8.5 | 9 | | 8 | 9 | | | 8 | 9 | | | 8 | 9 | | | 8 | 9 | | | 8 | 35 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | Performance Contracting for eligible staff | No. of draft PCs developed. | 8.5 | 1 | | 10 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 50 | |

| | Sub-total | | | | | | 91.2 | | | | 68.5 | | | | 68.5 | | | | 65 | | | | 67.5 | 360.7 | |

| | Objective: To enhance coordination and reporting on Governor’s priorities; and sensitize, educate, and inform citizens on devolved governance | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Adequately sensitized, educated and well-informed citizens on devolved governance | | | | | | | | | | | | | | | | | | | | | | | | |

| Communication | | Establishment of a County Radio Channel | A Radio Channel (Radio Mombasa) | 16.7 | 1 | | 20 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 60 | |

| | | Revamp county digital communications | Interactive Website | 16.7 | 1 | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 5 | |

| | | | 360 Degrees social media presence | 16.7 | 1 | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 5 | |

| | | Modernize county media content production | County studio | 16.7 | 1 | | 20 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 1 | | | 10 | 60 | |

| Mass Media Partnership | | Establishment of strategic partnership with main stream media | MOUs signed and renewed annually | 16.7 | 3 | | 6 | 3 | | | 6 | 3 | | | 6 | 3 | | | 6 | 3 | | | 6 | 30 | |

| | Sub-total | | | | | | 48 | | | | 28 | | | | 28 | | | | 28 | | | | 28 | 160 | |

| | Programme 4: Governor’s Delivery Unit (GDU) | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance coordination and reporting on Governor’s priorities | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Informed evidence-based decision making | | | | | | | | | | | | | | | | | | | | | | | | |

| Monitoring and Verification | | Data collection, analysis and reporting | Digital Task Management Tool (e.g., Asana, Slack Apps) in place | 16.10 | 1 | | 5 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 9 | |

| | | | % of projects monitored and verified | 16.6 | 100% | | 10 | 100% | | | 10 | 100% | | | 10 | 100% | | | 10 | 100% | | | 10 | 50 | |

| | | | No of times GDU implementation matrix completed on quarterly basis | 16.6 | 4 | | - | 4 | | | - | 4 | | | - | 4 | | | - | 4 | | | - | - | |

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Access to An interactive 16.10 1 - 1 - 1 - 1 - 1 - - information website for data enhanced and information Dissemination (cost covered in programme 3) Projects No. of project 16.6 1 - 1 - 1 - 1 - 1 - - implementation implementation reports prepared status reports Sub-total 15 11 11 11 11 59 Programme 5: Special Programmes Objective: To coordinate Governor’s impactful strategic initiatives Outcome: Improved service delivery Governor’s Undertake No of Meetings for 10.2 4 12 4 12 4 12 4 12 4 12 48 impactful strategic Sequencing, undertaking initiatives Layering and Coordination of Integration (SLI) Integrated special of interventions programmes in relevant sectors (e.g., Governor’s airlift programme integrated in social services) Quarterly SLI plans 10.2 4 - 4 - 4 - 4 - 4 - and reports Sub-total 12 12 12 12 12 60 Programme 6: Advisory services Objective: To promote development-oriented policies that political, social and economic activities Outcome: Evidence-based decisions Informed evidence- Forums/ No of advisory 8.3 12 24 12 24 12 24 12 24 12 24 120 based advisory meetings held on meetings held services advisory No of advisory 8.3 12 - 12 - 12 - 12 - 12 - - briefs and reports prepared Sub-total 24 24 24 24 24 120 Programme 7: Policy and Planning Objective: To strengthen public policy and priority setting Outcome: Improved efficiency in service delivery Multisectoral policy Establish a Multisectoral ‘think 10.1 1 20 1 20 1 20 1 20 1 20 100 multisectoral tank’ formulated ‘think tank’ to and operationalized 98

| | | Access to information enhanced | An interactive website for data and information Dissemination (cost covered in programme 3) | 16.10 | 1 | | - | 1 | | | - | 1 | | | - | 1 | | | - | 1 | | | - | - | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | Projects implementation reports prepared | No. of project implementation status reports | 16.6 | 1 | | - | 1 | | | - | 1 | | | - | 1 | | | - | 1 | | | - | - | |

| | Sub-total | | | | | | 15 | | | | 11 | | | | 11 | | | | 11 | | | | 11 | 59 | |

| | Objective: To coordinate Governor’s impactful strategic initiatives | | | | | | | | | | | | | | | | | | | | | | | | |

| Governor’s impactful strategic initiatives | | Undertake Sequencing, Layering and Integration (SLI) of interventions | No of Meetings for undertaking Coordination of Integrated special programmes in relevant sectors (e.g., Governor’s airlift programme integrated in social services) | 10.2 | 4 | | 12 | 4 | | | 12 | 4 | | | 12 | 4 | | | 12 | 4 | | | 12 | 48 | |

| | | | Quarterly SLI plans and reports | 10.2 | 4 | | - | 4 | | | - | 4 | | | - | 4 | | | - | 4 | | | - | | |

| | Sub-total | | | | | | 12 | | | | 12 | | | | 12 | | | | 12 | | | | 12 | 60 | |

| | Objective: To promote development-oriented policies that political, social and economic activities | | | | | | | | | | | | | | | | | | | | | | | | |

| Informed evidence- based advisory services | | Forums/ meetings held on advisory | No of advisory meetings held | 8.3 | 12 | | 24 | 12 | | | 24 | 12 | | | 24 | 12 | | | 24 | 12 | | | 24 | 120 | |

| | | | No of advisory briefs and reports prepared | 8.3 | 12 | | - | 12 | | | - | 12 | | | - | 12 | | | - | 12 | | | - | - | |

| | Sub-total | | | | | | 24 | | | | 24 | | | | 24 | | | | 24 | | | | 24 | 120 | |

| | Objective: To strengthen public policy and priority setting | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved efficiency in service delivery | | | | | | | | | | | | | | | | | | | | | | | | |

| Multisectoral policy | | Establish a multisectoral ‘think tank’ to | Multisectoral ‘think tank’ formulated and operationalized | 10.1 | 1 | | 20 | 1 | | | 20 | 1 | | | 20 | 1 | | | 20 | 1 | | | 20 | 100 | |

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shape public Policy guidance/ 10.1 1 - 1 - 1 - 1 - 1 - policy circular issued Sub-total 20 20 20 20 20 100 Programme 8: Research Objective: To inform county government on public interests and perceptions Outcome: Improved governance Applied research Public perceptions No of surveys 16.7 2 10 2 10 2 10 2 10 2 10 50 surveys on service conducted delivery Public perceptions’ report Institute Knowledge tool kit 16.7 1 5 1 5 1 5 1 5 1 5 knowledge and regularly management updated (managing knowledge as an asset) Sub-total 15 15 15 15 15 75 Programme 9: Office of the County Attorney Objective: To provide effective and efficient legal services to the county government Outcome: Effective and efficient provision of legal services Legal Timely Issuance of legal 16.7 100 - 100 - 1000 - 100 - 100 - - consultancy & administration advisory opinions administration legal advice and justice Interpretation, 16.7 100 - 100 - 1000 - 100 - 100 - - negotiation, drafting of legal instruments (i.e., contracts, MOUs, Circulars & Executive Order) undertaken No. of court cases 16.3 200 200 200 200 200 200 200 200 200 200 1,000 closed (ADR) No. of court cases 16.3 500 500 500 500 500 500 500 500 500 500 2,500 closed (litigation) Policy and Timely No of policies 16.7 10 2 10 2 10 2 10 2 10 2 10 legislative drafting formulation and (reviews) enacted drafting of county No of bills 16.7 10 2 10 2 10 2 10 2 10 2 10 laws (reviews) enacted 99

| | | shape public policy | Policy guidance/ circular issued | 10.1 | 1 | | - | 1 | | | - | 1 | | | - | 1 | | | - | 1 | | | - | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Sub-total | | | | | | 20 | | | | 20 | | | | 20 | | | | 20 | | | | 20 | 100 | |

| | Objective: To inform county government on public interests and perceptions | | | | | | | | | | | | | | | | | | | | | | | | |

| Applied research | | Public perceptions surveys on service delivery | No of surveys conducted | 16.7 | 2 | | 10 | 2 | | | 10 | 2 | | | 10 | 2 | | | 10 | 2 | | | 10 | 50 | |

| | | Institute knowledge management (managing knowledge as an asset) | Knowledge tool kit and regularly updated | 16.7 | 1 | | 5 | 1 | | | 5 | 1 | | | 5 | 1 | | | 5 | 1 | | | 5 | | |

| | Sub-total | | | | | | 15 | | | | 15 | | | | 15 | | | | 15 | | | | 15 | 75 | |

| | Programme 9: Office of the County Attorney | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To provide effective and efficient legal services to the county government | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Effective and efficient provision of legal services | | | | | | | | | | | | | | | | | | | | | | | | |

| Legal consultancy & administration | | Timely administration legal advice and justice | Issuance of legal advisory opinions | 16.7 | 100 | | - | 100 | | | - | 1000 | | | - | 100 | | | - | 100 | | | - | - | |

| | | | Interpretation, negotiation, drafting of legal instruments (i.e., contracts, MOUs, Circulars & Executive Order) undertaken | 16.7 | 100 | | - | 100 | | | - | 1000 | | | - | 100 | | | - | 100 | | | - | - | |

| | | | No. of court cases closed (ADR) | 16.3 | 200 | | 200 | 200 | | | 200 | 200 | | | 200 | 200 | | | 200 | 200 | | | 200 | 1,000 | |

| | | | No. of court cases closed (litigation) | 16.3 | 500 | | 500 | 500 | | | 500 | 500 | | | 500 | 500 | | | 500 | 500 | | | 500 | 2,500 | |

| Policy and legislative drafting | | Timely formulation and drafting of county laws | No of policies (reviews) enacted | 16.7 | 10 | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | |

| | | | No of bills (reviews) enacted | 16.7 | 10 | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | | | 2 | 10 | |

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Promotion of Community legal No of public 16.3 10 - 10 - 10 - 10 - 10 - - public interest interests (i.e., land interest cases litigation and legal issues & other settled aid related matters) No of trainings on 16.3 5 1 5 1 5 1 5 1 5 1 5 resolved legal aid services conducted Enforcement of Proper Revenue generated 16.7 10M - 12M - 15M - 20M - 25M - - county laws coordination with from fines and DPP and Judiciary penalties (Ksh) Enhance Risk levels relating 16.7 Low - Low - Low - Low - Low - - compliance with to regulatory county laws and compliance (e.g., regulations for mitigation of risk in risk mitigation building industry) Sub-total 705 705 705 705 705 3,525 Programme 10: Protocol & Hospitality Objective: Projection, promotion and protection of CGM image Outcome: Improved corporate (CGM) image Protocol & Administration of % Adherence to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 Hospitality diplomatic requirements for privileges for H.E. diplomatic Governor & privileges Deputy Governor Coordination of % Adherence to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 county and laid-down official visits procedures for all official visits Protocol and % Compliance to 16.6 100% 20 100% 20 100% 20 100% 20 100% 20 county courtesy protocol and county courtesy practices Management of % Adherence to 16.6 100% 40 100% 40 100% 40 100% 40 100% 40 county events & laid-down functions procedures for events and functions Sub-total 100 100 100 100 100 500 Total 1041 987 989 983 992 4991 100

| Promotion of public interest litigation and legal aid | | Community legal interests (i.e., land issues & other related matters) resolved | No of public interest cases settled | 16.3 | 10 | | - | 10 | | | - | 10 | | | - | 10 | | | - | 10 | | | - | - | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | No of trainings on legal aid services conducted | 16.3 | 5 | | 1 | 5 | | | 1 | 5 | | | 1 | 5 | | | 1 | 5 | | | 1 | 5 | |

| Enforcement of county laws | | Proper coordination with DPP and Judiciary | Revenue generated from fines and penalties (Ksh) | 16.7 | 10M | | - | 12M | | | - | 15M | | | - | 20M | | | - | 25M | | | - | - | |

| | | Enhance compliance with county laws and regulations for risk mitigation | Risk levels relating to regulatory compliance (e.g., mitigation of risk in building industry) | 16.7 | Low | | - | Low | | | - | Low | | | - | Low | | | - | Low | | | - | - | |

| | Sub-total | | | | | | 705 | | | | 705 | | | | 705 | | | | 705 | | | | 705 | 3,525 | |

| | Objective: Projection, promotion and protection of CGM image | | | | | | | | | | | | | | | | | | | | | | | | |

| Protocol & Hospitality | | Administration of diplomatic privileges for H.E. Governor & Deputy Governor | % Adherence to requirements for diplomatic privileges | 16.6 | 100% | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | | |

| | | Coordination of county and official visits | % Adherence to laid-down procedures for all official visits | 16.6 | 100% | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | | |

| | | Protocol and county courtesy | % Compliance to protocol and county courtesy practices | 16.6 | 100% | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | | |

| | | Management of county events & functions | % Adherence to laid-down procedures for events and functions | 16.6 | 100% | | 40 | 100% | | | 40 | 100% | | | 40 | 100% | | | 40 | 100% | | | 40 | | |

| Sub-total | | | | | | | 100 | | | | 100 | | | | 100 | | | | 100 | | | | 100 | 500 | |

| | Total | | | | | | 1041 | | | | 987 | | | | 989 | | | | 983 | | | | 992 | 4991 | |

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4.1.2 County Assembly  Sector composition The County Assembly of Mombasa consists of 41 Members, who include thirty (30) elected Ward Representatives and eleven (11) Members nominated by political parties to represent special interests; including persons with disabilities, marginalized groups and the youth. The Speaker is elected by the Members of the County Assembly and automatically becomes the 42nd Member of the County Assembly. Article 176 of the Constitution of Kenya establishes County Governments consisting of a County Assembly and a County Executive. Further, Article 185 of the Constitution provides for the legislative authority of County Assemblies, vesting the legislative authority of a County and the exercise of that authority in its County Assembly. The Assembly has powers to make any laws that are necessary for, or incidental to, the effective performance of the functions and exercise of the powers of the County government under the fourth Schedule. It also provides that a County Assembly may exercise oversight over the county executive and any other county executive organ. 1)  Vision A democratic and people centered County Assembly.  Mission To empower Members of the County Assembly to offer quality services to the residents through effective representation, legislation and oversight.  Strategic Goal To strengthen representation, legislation and oversight.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 25: Sector Priorities and Strategies Sector Priorities Strategic Interventions To strengthen the capacity  Strengthen the capacity of Members and technical staff to make laws of the sub-sector to and exercise oversight and representation through regular trainings undertake its mandate  Modernize Assembly physical facilities and offices  Strengthen collaboration/partnership as well as resource mobilization  Pursue excellence of service delivery to get ISO certification  Strengthen staff welfare for human resource services  Improve Assembly work environment To improve on legislation,  Strengthen civic education and outreach activities representation and  Strengthen feedback/follow-up mechanism between the Assembly and oversight the stakeholders  Introduction of e-parliament  Review of existing County legislations to required standards 4.2.2 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. . 101

|---|---|---|---|---|---|

| To strengthen the capacity of the sub-sector to undertake its mandate | | |  Strengthen the capacity of Members and technical staff to make laws and exercise oversight and representation through regular trainings  Modernize Assembly physical facilities and offices  Strengthen collaboration/partnership as well as resource mobilization  Pursue excellence of service delivery to get ISO certification  Strengthen staff welfare for human resource services  Improve Assembly work environment | | |

| To improve on legislation, representation and oversight | | |  Strengthen civic education and outreach activities  Strengthen feedback/follow-up mechanism between the Assembly and the stakeholders  Introduction of e-parliament  Review of existing County legislations to required standards | | |

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Table 26: County Assembly Programmes Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective: To strengthen capacity of the sector to undertake its mandate Outcome: Improved service delivery No. of technical Capacity Technical staff staff capacity 8.6 30 9 30 9 30 9.5 30 9.5 30 9.5 46.5 development capacity built built for Members Members and technical capacity built bi- No. of Members staff 8.6 42 33.6 42 33.6 42 33.6 42 33.6 42 33.6 168 annually capacity built Technical staff No. of technical 8.5 5 12 5 12 5 12 5 12 5 12 60 recruited staff recruited Security Security perimeter wall 8.6 1 25.2 1 18.4 1 12.4 - - - - 56 perimeter wall Modernization built of physical Assembly Renovated facilities and Chambers Assembly 8.6 1 15 1 35 1 20 - - - - 70 offices modernization Chambers LAN and WAN LAN and WAN network network upgrade 8.6 1 5 1 5 1 5 1 5 - - 20 upgraded and and installation installed Resource center Resource center and Assembly and no. of 8.5 2 28 - - 3 42 4 18 3 12 100 offices offices renovations renovated Security Security screening and screening and CCTV CCTV 8.6 - - 1 17 1 23 - - - - 40 surveillance surveillance system system installed Collaboration Non-state actors’ No. of non-state and partnership partnership partnerships with non-state established established 8.6 1 0.5 1 0.5 1 0.5 - - - - 1.5 actors 102

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To strengthen capacity of the sector to undertake its mandate | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Capacity development for Members and technical staff | | | Technical staff capacity built | | | No. of technical staff capacity built | | | 8.6 | | | 30 | | | 9 | | | 30 | | | 9 | | | 30 | | | 9.5 | | | 30 | | | 9.5 | | | 30 | | | 9.5 | | | 46.5 | | |

| | | | Members capacity built bi- annually | | | No. of Members capacity built | | | 8.6 | | | 42 | | | 33.6 | | | 42 | | | 33.6 | | | 42 | | | 33.6 | | | 42 | | | 33.6 | | | 42 | | | 33.6 | | | 168 | | |

| | | | Technical staff recruited | | | No. of technical staff recruited | | | 8.5 | | | 5 | | | 12 | | | 5 | | | 12 | | | 5 | | | 12 | | | 5 | | | 12 | | | 5 | | | 12 | | | 60 | | |

| Modernization of physical facilities and offices | | | Security perimeter wall | | | Security perimeter wall built | | | 8.6 | | | 1 | | | 25.2 | | | 1 | | | 18.4 | | | 1 | | | 12.4 | | | - | | | - | | | - | | | - | | | 56 | | |

| | | | Assembly Chambers modernization | | | Renovated Assembly Chambers | | | 8.6 | | | 1 | | | 15 | | | 1 | | | 35 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | 70 | | |

| | | | LAN and WAN network upgrade and installation | | | LAN and WAN network upgraded and installed | | | 8.6 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | 20 | | |

| | | | Resource center and Assembly offices renovations | | | Resource center and no. of offices renovated | | | 8.5 | | | 2 | | | 28 | | | - | | | - | | | 3 | | | 42 | | | 4 | | | 18 | | | 3 | | | 12 | | | 100 | | |

| | | | Security screening and CCTV surveillance system | | | Security screening and CCTV surveillance system installed | | | 8.6 | | | - | | | - | | | 1 | | | 17 | | | 1 | | | 23 | | | - | | | - | | | - | | | - | | | 40 | | |

| Collaboration and partnership with non-state actors | | | Non-state actors’ partnership established | | | No. of non-state partnerships established | | | 8.6 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | - | | | - | | | - | | | - | | | 1.5 | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Assembly ISO A produced ISO Manual manual for the 8.6 1 5 1 5 10 produced Assembly No. of IMSM IMSM training trainings 8.6 - - 2 15 1 10 - - - - 25 ISO conducted conducted certification External audit Commissioned sourced and audit results 8.5 - - - - - - 1 20 - - 20 commissioned shared ISO certification ISO awarded 8.6 - - - - - - 1 10 - - 10 obtained Address staff Car loan and No. of staff welfare issues mortgage funds utilizing car and 8.6 10 50 20 100 10 50 20 100 - - 300 released mortgage fund Staff office No. of Staff equipment office equipment 8.6 3 3 3 3 3 4 3 4 - - 14 bought bought Annual No. of annual subscriptions subscriptions 8.5 15 0.8 15 0.8 20 0.9 20 0.9 20 0.9 4.3 paid paid No. of staff Staff promoted 8.6 57 17.8 27 9.4 21 7.2 26 6.4 34 5.7 46.5 promoted Improvement Staff offices No. of staff 8.6 3 4.1 3 3.9 3 4.6 3 4.2 3 4.8 21.6 of workplace improved offices improved environment Staff cafeteria Established staff 8.6 1 16 1 21 - - - - 37 established cafeteria Wellness and Established Fitness Centre Wellness and 8.5 1 18 1 8 - - - - 26 established Fitness Centre No. of Washrooms washrooms 8.6 2 6.5 2 4.9 2 7.2 - - - - 18.6 improved improved Sub-total 215.5 306.5 270.9 223.6 78.5 1,095 Programme 2: Legislation, Representation and Oversight Objective: To improve on Legislation, Representation and Oversight 103

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| ISO certification | | | Assembly ISO Manual produced | | | A produced ISO manual for the Assembly | | | 8.6 | | | 1 | | | 5 | | | 1 | | | 5 | | | | | | | | | | | | | | | | | | | | | 10 | | |

| | | | IMSM training conducted | | | No. of IMSM trainings conducted | | | 8.6 | | | - | | | - | | | 2 | | | 15 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | 25 | | |

| | | | External audit sourced and commissioned | | | Commissioned audit results shared | | | 8.5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 20 | | | - | | | - | | | 20 | | |

| | | | ISO awarded | | | ISO certification obtained | | | 8.6 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 10 | | | - | | | - | | | 10 | | |

| Address staff welfare issues | | | Car loan and mortgage funds released | | | No. of staff utilizing car and mortgage fund | | | 8.6 | | | 10 | | | 50 | | | 20 | | | 100 | | | 10 | | | 50 | | | 20 | | | 100 | | | - | | | - | | | 300 | | |

| | | | Staff office equipment bought | | | No. of Staff office equipment bought | | | 8.6 | | | 3 | | | 3 | | | 3 | | | 3 | | | 3 | | | 4 | | | 3 | | | 4 | | | - | | | - | | | 14 | | |

| | | | Annual subscriptions paid | | | No. of annual subscriptions paid | | | 8.5 | | | 15 | | | 0.8 | | | 15 | | | 0.8 | | | 20 | | | 0.9 | | | 20 | | | 0.9 | | | 20 | | | 0.9 | | | 4.3 | | |

| | | | Staff promoted | | | No. of staff promoted | | | 8.6 | | | 57 | | | 17.8 | | | 27 | | | 9.4 | | | 21 | | | 7.2 | | | 26 | | | 6.4 | | | 34 | | | 5.7 | | | 46.5 | | |

| Improvement of workplace environment | | | Staff offices improved | | | No. of staff offices improved | | | 8.6 | | | 3 | | | 4.1 | | | 3 | | | 3.9 | | | 3 | | | 4.6 | | | 3 | | | 4.2 | | | 3 | | | 4.8 | | | 21.6 | | |

| | | | Staff cafeteria established | | | Established staff cafeteria | | | 8.6 | | | | | | | | | 1 | | | 16 | | | 1 | | | 21 | | | - | | | - | | | - | | | - | | | 37 | | |

| | | | Wellness and Fitness Centre established | | | Established Wellness and Fitness Centre | | | 8.5 | | | | | | | | | 1 | | | 18 | | | 1 | | | 8 | | | - | | | - | | | - | | | - | | | 26 | | |

| | | | Washrooms improved | | | No. of washrooms improved | | | 8.6 | | | 2 | | | 6.5 | | | 2 | | | 4.9 | | | 2 | | | 7.2 | | | - | | | - | | | - | | | - | | | 18.6 | | |

| | Sub-total | | | | | | | | | | | | | | 215.5 | | | | | | 306.5 | | | | | | 270.9 | | | | | | 223.6 | | | | | | 78.5 | | | 1,095 | | |

| | Programme 2: Legislation, Representation and Oversight | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To improve on Legislation, Representation and Oversight | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Outcome: Improved Legislation, Representation and Oversight Outreach No. of outreach 8.6 8 2.4 8 4.8 8 4.8 - - - - 12 activities done activities done No. of civic Civic education education 8.6 12 3.6 12 7.2 90 7.2 - - - - 18 activities done activities done Civic education No. of ‘Bunge and outreach ‘Bunge Mashinani’ Mashinani’ 8.6 2 50 2 50 2 50 - - - - 150 programs done programs conducted Publication of No. of Assembly Assembly magazines and 8.6 2 4 2 4 2 4 2 4 2 4 20 magazine and newsletters newsletter published Citizens’ Increment satisfaction Citizens’ 8.6 3% 1.5 3% 1.5 3% 1.5 3% 1.5 3% 1.5 6 survey satisfaction conducted index (%) Feedback Townhall No. of townhall 8.6 12 1.2 12 1.2 12 1.2 12 1.2 12 1.2 6 mechanisms meetings done meetings done with Mobile public No. of mobile stakeholders address fitted public address 8.6 - - 1 8 - - - - - - 8 vehicle fitted vehicle purchased acquired Official No. of official responses to responses to 8.6 10 - 10 - 10 - 10 - 10 - - memoranda memoranda done done No. of Radio/TV and radio/TV and Social Media talk 8.5 24 7.2 24 7.2 24 7.2 24 7.2 24 7.2 36 Social Media talk shows held shows held Establishment Digital system Installed digital 8.6 - - 1 50 - - - - - - 50 of e-Parliament installed system Parliamentary Categories of information 8.6 - - 2 5 3 9 2 7 - - 21 parliamentary digitized 104

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Outcome: Improved Legislation, Representation and Oversight | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Civic education and outreach | | | Outreach activities done | | | No. of outreach activities done | | | 8.6 | | | 8 | | | 2.4 | | | 8 | | | 4.8 | | | 8 | | | 4.8 | | | - | | | - | | | - | | | - | | | 12 | | |

| | | | Civic education activities done | | | No. of civic education activities done | | | 8.6 | | | 12 | | | 3.6 | | | 12 | | | 7.2 | | | 90 | | | 7.2 | | | - | | | - | | | - | | | - | | | 18 | | |

| | | | ‘Bunge Mashinani’ programs done | | | No. of ‘Bunge Mashinani’ programs conducted | | | 8.6 | | | 2 | | | 50 | | | 2 | | | 50 | | | 2 | | | 50 | | | - | | | - | | | - | | | - | | | 150 | | |

| | | | Publication of Assembly magazine and newsletter | | | No. of Assembly magazines and newsletters published | | | 8.6 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 20 | | |

| Feedback mechanisms with stakeholders | | | Citizens’ satisfaction survey conducted | | | Increment Citizens’ satisfaction index (%) | | | 8.6 | | | 3% | | | 1.5 | | | 3% | | | 1.5 | | | 3% | | | 1.5 | | | 3% | | | 1.5 | | | 3% | | | 1.5 | | | 6 | | |

| | | | Townhall meetings done | | | No. of townhall meetings done | | | 8.6 | | | 12 | | | 1.2 | | | 12 | | | 1.2 | | | 12 | | | 1.2 | | | 12 | | | 1.2 | | | 12 | | | 1.2 | | | 6 | | |

| | | | Mobile public address fitted vehicle purchased | | | No. of mobile public address fitted vehicle acquired | | | 8.6 | | | - | | | - | | | 1 | | | 8 | | | - | | | - | | | - | | | - | | | - | | | - | | | 8 | | |

| | | | Official responses to memoranda done | | | No. of official responses to memoranda done | | | 8.6 | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | - | | |

| | | | Radio/TV and Social Media talk shows held | | | No. of radio/TV and Social Media talk shows held | | | 8.5 | | | 24 | | | 7.2 | | | 24 | | | 7.2 | | | 24 | | | 7.2 | | | 24 | | | 7.2 | | | 24 | | | 7.2 | | | 36 | | |

| Establishment of e-Parliament | | | Digital system installed | | | Installed digital system | | | 8.6 | | | - | | | - | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | Parliamentary information digitized | | | Categories of parliamentary | | | 8.6 | | | - | | | - | | | 2 | | | 5 | | | 3 | | | 9 | | | 2 | | | 7 | | | - | | | - | | | 21 | | |

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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Digital skills of Members and staff developed | | | No. of Members and staff trained | | | 8.5 | | | - | | | - | | | 52 | | | 8 | | | 52 | | | 8 | | | - | | | - | | | - | | | - | | | 16 | | |

| | | | Citizen engagement strategy developed | | | No. of engagement strategies implemented | | | 8.6 | | | - | | | - | | | 5 | | | 15 | | | - | | | - | | | - | | | - | | | - | | | - | | | 15 | | |

| County legislation review | | | County Laws reviewed | | | No. of bills developed | | | 8.6 | | | 12 | | | 2.4 | | | 10 | | | 3.7 | | | 10 | | | 2.9 | | | 10 | | | 3.6 | | | 10 | | | 4.1 | | | 16.7 | | |

| | | | | | | No of motions passed | | | 8.6 | | | 80 | | | | | | 75 | | | | | | 75 | | | | | | 75 | | | | | | 75 | | | | | | | | |

| | | | County Policies and Regulations Reviewed | | | No. of County policies and regulations reviewed | | | 8.6 | | | 6 | | | 0.5 | | | 6 | | | 0.5 | | | 6 | | | 0.5 | | | 6 | | | 0.5 | | | 6 | | | 0.5 | | | 2.5 | | |

| | Sub-total | | | | | | | | | | | | | | 72.8 | | | | | | 166.1 | | | | | | 96.3 | | | | | | 25 | | | | | | 18.5 | | | 377.2 | | |

| | Total Programmes Cost/ Budget | | | | | | | | | | | | | | 288.3 | | | | | | 472.6 | | | | | | 367.2 | | | | | | 248.6 | | | | | | 97 | | | 1473.7 | | |

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4.1.3 County Public Service Board (CPSB)  Sector composition The County Public Service Board is established under an Act of Parliament as provided for under Article 235(1) of the Constitution of Kenya, 2010. The Article provides for a County Public Service Board in each county with control over the County Public Service. The board appoints and confirms persons to hold or act in offices; it exercises disciplinary control over persons holding or acting in those offices.  Vision Adequate and competent personnel to propagate the development agenda for the county of Mombasa.  Mission To establish and if necessary, abolish offices in the County Public service.  Strategic Goal To improve livelihoods by promotion of competitive farming, appropriate policy development, effective support services, good corporate governance and sustainable agricultural practices.  Sector Priorities and Strategies The Board shall promote the county’s core values, integrity and inclusiveness-approach to service delivery through the recruitment of best people and the conduct of continuous capacity building in the county public service. Specific priorities and strategies are detailed as follows. Table 27: Sector Priorities and Strategies Sector Priorities Strategic Interventions Integrated human resource  Facilitating the development and implementation of coherent, management integrated HR management and development planning and organization.  Review, develop and implement policies and guidelines including engagement of casuals, recruitment, promotion, training, gender mainstreaming, employment equity, staff welfare, succession planning, disciplinary control, automation, record keeping, retirement, staff retention, and sexual harassment.  Developing programs to implement the 30/70 ratio of support staff against technical staff  Reviewing of organizations’ HRM policies and Practices  Conducting regular HR Audits  Development of coherent, integrated HR planning and systems Enhance efficiency in public  Complete automation of all administrative services. service delivery  Enhancing and coordinating delivery of county services to village level.  Enhance and improve coordination and synergy between departments.  Capacity building of staff to motivate and enhance service delivery.  Advising on the implementation and monitoring of the performance management system.  Effective communication on the timelines and tools for performance management 106

|---|---|---|---|---|---|

| Integrated human resource management | | |  Facilitating the development and implementation of coherent, integrated HR management and development planning and organization.  Review, develop and implement policies and guidelines including engagement of casuals, recruitment, promotion, training, gender mainstreaming, employment equity, staff welfare, succession planning, disciplinary control, automation, record keeping, retirement, staff retention, and sexual harassment.  Developing programs to implement the 30/70 ratio of support staff against technical staff  Reviewing of organizations’ HRM policies and Practices  Conducting regular HR Audits  Development of coherent, integrated HR planning and systems | | |

| Enhance efficiency in public service delivery | | |  Complete automation of all administrative services.  Enhancing and coordinating delivery of county services to village level.  Enhance and improve coordination and synergy between departments.  Capacity building of staff to motivate and enhance service delivery. | | |

| | | |  Advising on the implementation and monitoring of the performance management system.  Effective communication on the timelines and tools for performance management | | |

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Sector Priorities Strategic Interventions  Monitoring, reporting and reviewing implementation process of performance management system.  Developing and implementing rewards and sanction policy  Enhance awareness in the county public service and general public of the values and principles required.  Put in place corruption prevention and integrity mechanisms  Enhancement of grievance handling and feedback mechanisms  To develop complaints mechanism policies and guidelines  Automation of the administration of grievance handling system  Affirmative action in recruitment of youth women, PWDs and special interest groups. 4.2.3 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 107

|---|---|---|---|---|---|

| | | |  Monitoring, reporting and reviewing implementation process of performance management system.  Developing and implementing rewards and sanction policy | | |

| | | |  Enhance awareness in the county public service and general public of the values and principles required.  Put in place corruption prevention and integrity mechanisms  Enhancement of grievance handling and feedback mechanisms  To develop complaints mechanism policies and guidelines  Automation of the administration of grievance handling system  Affirmative action in recruitment of youth women, PWDs and special interest groups. | | |

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Table 28: CPSB Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Programme 1: General Administration and support services Objective: To improve service delivery Outcome: Enhanced service delivery Policy formulation Policies No of policies 16.5 3 6 3 6 3 6 3 6 3 6 30 developed developed General Automation of No of services 16.5 1 5 1 5 1 5 1 5 1 5 25 Administration services automated % of records 16.5 100% 2 100% 2 100% 2 100% 2 100% 2 10 digitized No of ICT 16.5 20 5 10 4 10 5 10 3 10 3 20 equipment provided Improved % of staff appraised 16.5 100% 1 100% 1 100% 1 100% 1 100% 1 5 performance on performance management No. of performance 16.5 1 1 1 1 1 appraisal reports Stakeholders’ No of Stakeholders 16.5 3 3 3 3 3 3 3 3 3 3 15 satisfaction satisfaction surveys surveys conducted done (employees, work environment & external publics) Enhanced No. of publications 16.5 4 1 4 1 4 1 4 1 4 1 5 communications, released media and public Communication 16.5 1 2 - - - - 1 - - - 2 relations strategy reviewed Sub-total 25 22 23 21 21 112 Programme 2: Human Resource Management Objective: Improving Human Resource Management Practices Outcome: Competent performance for service delivery Human Resource Integrated Human No of HR Policies 8.3 1 6 2 10 2 15 2 10 1 9 50 planning Resource plan and Procedures developed Manual developed Reviewed 8.3 1 - - - - - - - - - Organizational structure 108

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | Indicator (KPI) | | | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | 2026/27 | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration and support services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Policy formulation | | | Policies developed | | | No of policies developed | | | 16.5 | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | 6 | | | 3 | | | 6 | | | 3 | | 6 | | | 30 | | |

| General Administration | | | Automation of services | | | No of services automated | | | 16.5 | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | 5 | | | 1 | | | 5 | | | 1 | | 5 | | | 25 | | |

| | | | | | | % of records digitized | | | 16.5 | | 100% | | | 2 | | | 100% | | | 2 | | | 100% | | 2 | | | 100% | | | 2 | | | 100% | | 2 | | | 10 | | |

| | | | | | | No of ICT equipment provided | | | 16.5 | | 20 | | | 5 | | | 10 | | | 4 | | | 10 | | 5 | | | 10 | | | 3 | | | 10 | | 3 | | | 20 | | |

| | | | Improved performance management | | | % of staff appraised on performance | | | 16.5 | | 100% | | | 1 | | | 100% | | | 1 | | | 100% | | 1 | | | 100% | | | 1 | | | 100% | | 1 | | | 5 | | |

| | | | | | | No. of performance appraisal reports | | | 16.5 | | 1 | | | | | | 1 | | | | | | 1 | | | | | 1 | | | | | | 1 | | | | | | | |

| | | | Stakeholders’ satisfaction surveys conducted | | | No of Stakeholders satisfaction surveys done (employees, work environment & external publics) | | | 16.5 | | 3 | | | 3 | | | 3 | | | 3 | | | 3 | | 3 | | | 3 | | | 3 | | | 3 | | 3 | | | 15 | | |

| | | | Enhanced communications, media and public relations | | | No. of publications released | | | 16.5 | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 5 | | |

| | | | | | | Communication strategy reviewed | | | 16.5 | | 1 | | | 2 | | | - | | | - | | | - | | - | | | 1 | | | - | | | - | | - | | | 2 | | |

| | Sub-total | | | | | | | | | | | | | 25 | | | | | | 22 | | | | | 23 | | | | | | 21 | | | | | 21 | | | 112 | | |

| | Objective: Improving Human Resource Management Practices | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Competent performance for service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Human Resource planning | | | Integrated Human Resource plan developed | | | No of HR Policies and Procedures Manual developed | | | 8.3 | | 1 | | | 6 | | | 2 | | | 10 | | | 2 | | 15 | | | 2 | | | 10 | | | 1 | | 9 | | | 50 | | |

| | | | | | | Reviewed Organizational structure | | | 8.3 | | 1 | | | - | | | - | | | - | | | - | | | | | - | | | - | | | - | | - | | | - | | |

| Integrated Human |

|---|

| Resource plan |

| developed |

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Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Recruitment and Staff recruited No. of staff 8.3 8 50 8 40 6 22 4 10 4 5 127 selection of CSPB recruited staff Promotion of CSPB Staff promoted No. of staff 8.3 5 20 5 16 5 12 5 8 5 4 60 staff promoted Disciplinary control Disciplinary cases % of cases 8.3 100% 4 100% 4 100% 2 100% 3 100% 2 15 handled as per the concluded (pending laid down policies and new cases) Employee Relations Complaints No. of Complaints 8.3 11 4 11 3 11 2 11 1 11 1 11 Handling Handling Committees Committees operationalized operationalized % of industrial 8.3 0% 4 0% 5 0% 6 0% 7 0% 1 23 actions undertaken Productivity and Performance Performance 8.5 1 5 1 1 1 1 1 1 1 1 9 performance management management improvement framework framework rolled adopted and out implemented Sub-total 93 79 60 40 23 295 Programme 3: Compliance and Quality Assurance Objective: Improving Human Resource Management Practices Outcome: Competent performance for service delivery Corruption Civic awareness No. of awareness 16.5 6 2 6 2 6 2 6 2 6 2 10 prevention and education and education forums held forums conducted Compliance Report submitted 16.5 1 2 1 2 1 2 1 2 1 2 10 Report submitted to the County Assembly Staff Sensitized No of staff 16.5 1000 5 1000 5 1000 5 1000 5 1000 5 25 on corruption sensitized prevention Corruption No of corruption 16.5 4 1 4 1 4 1 4 1 4 1 5 prevention prevention committees committees operationalized operationalized 109

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | 2026/27 | | | | | 2027/28 | | | | | | Budget | |

| Recruitment and selection of CSPB staff | | | Staff recruited | | | No. of staff recruited | 8.3 | | 8 | | | 50 | | | 8 | | | 40 | | | 6 | | 22 | | | 4 | | | 10 | | | 4 | | 5 | | | 127 | | |

| Promotion of CSPB staff | | | Staff promoted | | | No. of staff promoted | 8.3 | | 5 | | | 20 | | | 5 | | | 16 | | | 5 | | 12 | | | 5 | | | 8 | | | 5 | | 4 | | | 60 | | |

| Disciplinary control | | | Disciplinary cases handled as per the laid down policies | | | % of cases concluded (pending and new cases) | 8.3 | | 100% | | | 4 | | | 100% | | | 4 | | | 100% | | 2 | | | 100% | | | 3 | | | 100% | | 2 | | | 15 | | |

| Employee Relations | | | Complaints Handling Committees operationalized | | | No. of Complaints Handling Committees operationalized | 8.3 | | 11 | | | 4 | | | 11 | | | 3 | | | 11 | | 2 | | | 11 | | | 1 | | | 11 | | 1 | | | 11 | | |

| | | | | | | % of industrial actions undertaken | 8.3 | | 0% | | | 4 | | | 0% | | | 5 | | | 0% | | 6 | | | 0% | | | 7 | | | 0% | | 1 | | | 23 | | |

| Productivity and performance improvement | | | Performance management framework adopted and implemented | | | Performance management framework rolled out | 8.5 | | 1 | | | 5 | | | 1 | | | 1 | | | 1 | | 1 | | | 1 | | | 1 | | | 1 | | 1 | | | 9 | | |

| | Sub-total | | | | | | | | | | | 93 | | | | | | 79 | | | | | 60 | | | | | | 40 | | | | | 23 | | | 295 | | |

| | Programme 3: Compliance and Quality Assurance | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: Improving Human Resource Management Practices | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Competent performance for service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Corruption prevention | | | Civic awareness and education forums held | | | No. of awareness and education forums conducted | 16.5 | | 6 | | | 2 | | | 6 | | | 2 | | | 6 | | 2 | | | 6 | | | 2 | | | 6 | | 2 | | | 10 | | |

| | | | Compliance Report submitted to the County Assembly | | | Report submitted | 16.5 | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | 2 | | | 1 | | | 2 | | | 1 | | 2 | | | 10 | | |

| | | | Staff Sensitized on corruption prevention | | | No of staff sensitized | 16.5 | | 1000 | | | 5 | | | 1000 | | | 5 | | | 1000 | | 5 | | | 1000 | | | 5 | | | 1000 | | 5 | | | 25 | | |

| | | | Corruption prevention committees operationalized | | | No of corruption prevention committees operationalized | 16.5 | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 5 | | |

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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | 2026/27 | | | | | 2027/28 | | | | | | Budget | |

| Complaints management | | | Complaint management level established | | | Report on grievance and feedback mechanism prepared | 16.3 | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | 1 | | | 1 | | | 1 | | | 1 | | 1 | | | 5 | | |

| | | | Grievance handling conducted | | | No. of Grievance handling forum conducted | 16.3 | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | 2 | | | 4 | | | 2 | | | 4 | | 2 | | | 10 | | |

| | | | Alternative Dispute Resolution mechanism operationalize | | | No. of alternative dispute resolution forums held | 16.10 | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | 2 | | | 4 | | | 2 | | | 4 | | 2 | | | 10 | | |

| | | | Awareness pf fair administrative practices undertaken | | | No of awareness campaigns on fair administrative practices conducted | 16.10 | | 5 | | | 2.5 | | | 5 | | | 2.5 | | | 5 | | 2.5 | | | 5 | | | 2.5 | | | 5 | | 2.5 | | | 7.5 | | |

| Monitoring and Evaluation | | | M&E reports on level of fair administrative actions | | | No. of reports produced | 16.10 | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 4 | | | 1 | | | 4 | | 1 | | | 5 | | |

| | Sub-total | | | | | | | | | | | 18.5 | | | | | | 18.5 | | | | | 18.5 | | | | | | 18.5 | | | | | 18.5 | | | 92.5 | | |

| | Total Programmes Cost/ Budget | | | | | | | | | | | 136.5 | | | | | | 119.5 | | | | | 101.5 | | | | | | 79.5 | | | | | 62.5 | | | 499.5 | | |

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4.1.4 Finance and Economic Planning  Sector composition The sector is composed of the following sub-sectors: a) Budget and Economic Planning b) Revenue - Resource Mobilization c) Supply Chain Management d) Audit e) Accounting Services f) Monitoring & Evaluation g) Investment promotion h) Mombasa Investment Corporation (MIC) i) General Administration.  Vision Excellence in financial management, economic planning; and the county as an investment hub.  Mission To provide leadership in financial management, economic planning, policy formulation, coordination and implementation of sound economic policies; and provide a conducive environment for innovative investments in Mombasa urbanization, and regenerative transformation by acting as a catalyst for economic growth and development in the County.  Strategic Goals and Objectives (i) Provide leadership and coordination in county development planning, policy formulation and management (ii) Prudently mobilize and manage resources (iii) Ensure accounting and safeguarding county assets (iv) Design effective, efficient and secure systems of collecting revenue (v) Ensure compliance with policies, standards, procedures and applicable financial and procurement laws and regulations (vi) Promotion of investment (vii) Resource mobilization through strategic and sustainable partnerships and interventions (viii) Development risk management strategies and implementation (ix) Monitor progress of implementation of all policy documents and development projects.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 29: Sector Priorities and Strategies Sector Priorities Strategies Enhancing local revenue collection  Design effective, efficient and secure systems of collecting revenue;  To prudently mobilize and manage resources; Ensuring compliance with policies, standards, procedures and applicable financial and procurement laws and regulations;  Accounting and safeguarding of county assets Advocating for equitable share allocation increase  Lobby the national leadership to present Mombasa County arguments on allocation parameters to CRA 111

|---|---|---|---|---|---|

| | Enhancing local revenue collection | | |  Design effective, efficient and secure systems of collecting | |

| | | | |  To prudently mobilize and manage resources; Ensuring | |

| | | | | compliance with policies, standards, procedures and | |

| | | | | applicable financial and procurement laws and regulations; | |

| | | | |  Accounting and safeguarding of county assets | |

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Sector Priorities Strategies  Develop and present a Memorandum to CRA outlining the county’s disadvantaged position  Prepare county financing strategy Addressing legal litigations in revenue collection  Strengthening of existing engagement framework Increase implementation of the planned budget  Development of realistic budget  Prioritization of planned development programs  Phasing of development initiatives Minimizing pending bills  Engagement of contractors and suppliers should be based on resource availability  Developing and implementing contingent expenditure ceiling for each county department To enhance financial management services  Payment and procurement processes automation  Coordinating internal monitoring and evaluation of the supply chain function.  Preparing quarterly financial reports To promote investments  Enhance Economic Development & Industrial Policies  Promotion of investments  Enhance Investor aftercare  Develop an investment guidebook  Develop a county job index  Develop a county business directory  Provide investment incentives and policies  Increase the number of investment certificates issued to potential investors  Execute successful investment conferences  Create adequate database and information on key departmental sectors.  Create linkages between planning and resource allocation Risk management strategies and programs in  Identification and management of risk place  Capacity building on risk  Development and implementation of a risk management framework Enhancing M&E of programmes and projects  To collect, collate, analyze and disseminate county data in disaggregated manner;  To strengthen M&E systems and CIDP implementation coordination mechanisms. 4.2.4 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 112

|---|---|---|---|---|---|

| | Addressing legal litigations in revenue collection | | |  Strengthening of existing engagement framework | |

|---|---|---|---|---|---|

|---|---|---|---|---|---|

| | | | |  Developing and implementing contingent expenditure | |

|---|---|---|---|---|---|

| | | | |  Provide investment incentives and policies | |

| | | | |  Increase the number of investment certificates issued to | |

| | | | |  Execute successful investment conferences | |

| | | | |  Create adequate database and information on key | |

| | | | |  Create linkages between planning and resource allocation | |

| | Enhancing M&E of programmes and projects | | |  To collect, collate, analyze and disseminate county data in | |

|---|---|---|---|---|---|

| | | | |  To strengthen M&E systems and CIDP implementation | |

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Table 30: Finance & Economic Planning Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective 1.1: To strengthen capacity of the sector to undertake its mandate Outcome 1.1: Improved service delivery Service Delivery Technical staff No. of technical staff 10.3 & 5 4 10 8 5 4 5 4 5 4 24 recruited recruited 10.4 Staff trained No. of staff trained 10.3 & 150 5 150 5 170 7 200 8 250 10 35 10.4 Performance contracts No. of Directorates/ 8.4 7 1 7 1 7 1 7 1 7 1 5 signed Divisions on PC Performance appraisals No. of Directorates/ 8.4 7 1 7 1 7 1 7 1 7 1 5 signed Divisions on PC Office infrastructure No. of offices 8.4 7 50 7 50 7 50 7 50 7 50 250 established established Sub-total 61 65 63 64 66 319 Objective 1.2: To implement County Disaster Risk Management Strategies Outcome 1.2: County Disaster Risk preparedness improved County County Emergency County Emergency 3.8 & 3.9 1 200 1 250 1 300 1 350 1 400 1500 Emergency Fund in place Fund Services Fund Services Sub-total 200 250 300 350 400 1500 Programme 2: Financial Management Services Objective: To improve Public Finance Management Outcome: Improved public finance management Accounting Financial reports No of quarterly 16.6 4 4 4 4 4 4 4 4 4 4 20 services produced in financial reports conformity with the produced in PFMA conformity with the PFMA Integrated real time An Integrated real 16.6 1 50 - - - - - - - - 50 accounting system in time accounting place system Cash flow % Increase in cash 16.6 55 5 60 5 65 5 70 5 75 5 25 managed flow management Pending bills managed % of relative 16.6 55 2 60 2 70 2 80 2 90 2 10 pending bills settled 113

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective 1.1: To strengthen capacity of the sector to undertake its mandate | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Service Delivery | | | Technical staff recruited | | | No. of technical staff recruited | | | 10.3 & 10.4 | | | 5 | | | 4 | | | 10 | | | 8 | | | 5 | | | 4 | | | 5 | | | 4 | | | 5 | | | 4 | | | 24 | | |

| | | | Staff trained | | | No. of staff trained | | | 10.3 & 10.4 | | | 150 | | | 5 | | | 150 | | | 5 | | | 170 | | | 7 | | | 200 | | | 8 | | | 250 | | | 10 | | | 35 | | |

| | | | Performance contracts signed | | | No. of Directorates/ Divisions on PC | | | 8.4 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 5 | | |

| | | | Performance appraisals signed | | | No. of Directorates/ Divisions on PC | | | 8.4 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 7 | | | 1 | | | 5 | | |

| | | | Office infrastructure established | | | No. of offices established | | | 8.4 | | | 7 | | | 50 | | | 7 | | | 50 | | | 7 | | | 50 | | | 7 | | | 50 | | | 7 | | | 50 | | | 250 | | |

| Sub-total | | | | | | | | | | | | | | | 61 | | | | | | 65 | | | | | | 63 | | | | | | 64 | | | | | | 66 | | | 319 | | |

| | Objective 1.2: To implement County Disaster Risk Management Strategies | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome 1.2: County Disaster Risk preparedness improved | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| County Emergency Fund Services | | | County Emergency Fund in place | | | County Emergency Fund Services | | | 3.8 & 3.9 | | | 1 | | | 200 | | | 1 | | | 250 | | | 1 | | | 300 | | | 1 | | | 350 | | | 1 | | | 400 | | | 1500 | | |

| Sub-total | | | | | | | | | | | | | | | 200 | | | | | | 250 | | | | | | 300 | | | | | | 350 | | | | | | 400 | | | 1500 | | |

| | Programme 2: Financial Management Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To improve Public Finance Management | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved public finance management | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Accounting services | | | Financial reports produced in conformity with the PFMA | | | No of quarterly financial reports produced in conformity with the PFMA | | | 16.6 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 4 | | | 20 | | |

| | | | Integrated real time accounting system in place | | | An Integrated real time accounting system | | | 16.6 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | Cash flow managed | | | % Increase in cash flow management | | | 16.6 | | | 55 | | | 5 | | | 60 | | | 5 | | | 65 | | | 5 | | | 70 | | | 5 | | | 75 | | | 5 | | | 25 | | |

| | | | Pending bills managed | | | % of relative pending bills settled | | | 16.6 | | | 55 | | | 2 | | | 60 | | | 2 | | | 70 | | | 2 | | | 80 | | | 2 | | | 90 | | | 2 | | | 10 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Reduced red tape in % Increment in time 16.6 1 5 1 5 1 5 1 5 1 5 25 payment processes to process Payments Compliance to Level of compliance 16.6 100% - 100% - 100% - 100% - 100% - - International Public- to international Sector Accounting public sector Standards (IPSAS) accounting standards requirements on (IPSAS) expenditure controls in requirements on place expenditure controls Supply Chain Public procurement Level of compliance 12.7 40 1 50 1 60 1 70 1 75 1 5 Management laws and regulations with public Services compliance procurement laws and regulations Automated assets An integrated 12.7 1 50 - - - - - - - - 50 management system automated assets management system in place County assets Updated county 12.7 1 1 1 1 1 1 1 1 1 1 5 safeguarded assets register Proportion of county 12.7 20 1 70 1 80 1 90 1 100 1 5 assets safeguarded and managed County supplies Proportion of county 12.7 20 1 70 1 80 1 90 1 100 1 5 managed supplies safeguarded and managed Compliance to Public Level of Compliance 12.7 100% - 100% - 100% - 100% - 100% - - Procurement and to Public Disposal regulations Procurement and 2015 Disposal regulations 2015 Resource Integrated Automated A fully integrated 17.1 1 250 - - - - - - - - 250 Mobilization revenue collection automated revenue Services system collection system implemented Resource mobilization A resource 17.1 1 - - - - - - - 2.5 framework mobilization strategy formulated and implemented 114

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Reduced red tape in payment processes | | | % Increment in time to process Payments | | | 16.6 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Compliance to International Public- Sector Accounting Standards (IPSAS) requirements on expenditure controls in place | | | Level of compliance to international public sector accounting standards (IPSAS) requirements on expenditure controls | | | 16.6 | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | - | | |

| Supply Chain Management Services | | | Public procurement laws and regulations compliance | | | Level of compliance with public procurement laws and regulations | | | 12.7 | | | 40 | | | 1 | | | 50 | | | 1 | | | 60 | | | 1 | | | 70 | | | 1 | | | 75 | | | 1 | | | 5 | | |

| | | | Automated assets management system | | | An integrated automated assets management system in place | | | 12.7 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | County assets safeguarded | | | Updated county assets register | | | 12.7 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | | | | Proportion of county assets safeguarded and managed | | | 12.7 | | | 20 | | | 1 | | | 70 | | | 1 | | | 80 | | | 1 | | | 90 | | | 1 | | | 100 | | | 1 | | | 5 | | |

| | | | County supplies managed | | | Proportion of county supplies safeguarded and managed | | | 12.7 | | | 20 | | | 1 | | | 70 | | | 1 | | | 80 | | | 1 | | | 90 | | | 1 | | | 100 | | | 1 | | | 5 | | |

| | | | Compliance to Public Procurement and Disposal regulations 2015 | | | Level of Compliance to Public Procurement and Disposal regulations 2015 | | | 12.7 | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | - | | |

| Resource Mobilization Services | | | Integrated Automated revenue collection system | | | A fully integrated automated revenue collection system implemented | | | 17.1 | | | 1 | | | 250 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 250 | | |

| | | | Resource mobilization framework | | | A resource mobilization strategy formulated and implemented | | | 17.1 | | | 1 | | | - | | | - | | | | | | - | | | - | | | - | | | | | | - | | | - | | | 2.5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) % Increase in local 17.1 10 2 10 2 10 2 10 2 10 2 10 revenue collection % Increase in 17.1 - 2 20 2 10 2 10 2 10 2 10 external funding as a percentage of county revenue Own Source 17.1 30% - 35% - 40% - 50% - 55% - - Revenue as percentage of total budget Lobby for a favorable Increment in 17.1 - - - - - - 2000 5 2000 5 10 Equitable share Equitable share allocation executed allocation No. of memoranda 17.1 6 5 6 5 6 5 - - - - 25 presented Risk Risk management Risk management 16.6 1 20 - - - - - - - - 20 Management framework framework Services developed County Audit 16.6 1 1 1 1 1 1 1 1 1 1 5 Committee in place Risk management Risk management 16.6 1 1 1 1 1 1 1 1 1 1 5 reports in place reports developed An Unqualified audit 16.6 1 2 1 2 1 2 1 2 1 2 10 reports in place Sub-total 403 33 33 33 33 535 Programme 3: Economic Planning, Budgeting and Policy Coordination Objective 3.1: To improve the coordination of policy formulation, planning, budgeting, & implementation in the County Outcome: Enhanced policy planning, budgeting, implementation, monitoring and evaluation in the County Economic Policies and No. of Policies and 17.14 5 16 5 1 5 1 5 1 5 1 20 Planning and Development plans Development plans Policy prepared in place Coordination SDGs implementation SDGs 17.16 1 1 1 1 1 1 1 1 1 1 5 report implementation report in place Stakeholders/citizens A stakeholders/ 16.7 & - 5 1 - 1 - 1 - 1 - 5 Engagement citizens Engagement 17.17 framework framework in place 115

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | % Increase in local revenue collection | | | 17.1 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

| | | | | | | % Increase in external funding as a percentage of county revenue | | | 17.1 | | | - | | | 2 | | | 20 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

| | | | | | | Own Source Revenue as percentage of total budget | | | 17.1 | | | 30% | | | - | | | 35% | | | - | | | 40% | | | - | | | 50% | | | - | | | 55% | | | - | | | - | | |

| | | | Lobby for a favorable Equitable share allocation executed | | | Increment in Equitable share allocation | | | 17.1 | | | - | | | - | | | - | | | - | | | - | | | - | | | 2000 | | | 5 | | | 2000 | | | 5 | | | 10 | | |

| | | | | | | No. of memoranda presented | | | 17.1 | | | 6 | | | 5 | | | 6 | | | 5 | | | 6 | | | 5 | | | - | | | - | | | - | | | - | | | 25 | | |

| Risk Management Services | | | Risk management framework | | | Risk management framework developed | | | 16.6 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | | | | County Audit Committee in place | | | 16.6 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | Risk management reports in place | | | Risk management reports developed | | | 16.6 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | | | | An Unqualified audit reports in place | | | 16.6 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| Sub-total | | | | | | | | | | | | | | | 403 | | | | | | 33 | | | | | | 33 | | | | | | 33 | | | | | | 33 | | | 535 | | |

| | Programme 3: Economic Planning, Budgeting and Policy Coordination | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective 3.1: To improve the coordination of policy formulation, planning, budgeting, & implementation in the County | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced policy planning, budgeting, implementation, monitoring and evaluation in the County | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Economic Planning and Policy Coordination | | | Policies and Development plans prepared | | | No. of Policies and Development plans in place | | | 17.14 | | | 5 | | | 16 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 20 | | |

| | | | SDGs implementation report | | | SDGs implementation report in place | | | 17.16 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | Stakeholders/citizens Engagement framework | | | A stakeholders/ citizens Engagement framework in place | | | 16.7 & 17.17 | | | - | | | 5 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) CIDP implementation A CIDP 17.15 - 5 1 - 1 - 1 - 1 - 5 mechanism implementation coordination mechanism in place Sectoral capacity A sectoral capacity 17.15 - 2 1 2 1 2 1 2 1 2 10 building report building report on planning and budgeting Objective 3.2: To enhance budget execution in the county Budget County Budget Review % Absorption of 17.15 - 2 90 2 100 2 100 2 100 2 10 preparation & Outlook Paper allocated funds coordination Audit Reports Levels of compliance 16.6 90 2 100 2 100 2 100 2 100 2 10 with the budgetary preparation timelines Public participation / % Increase in the 16.7 & 90 2 100 2 100 2 100 2 100 2 10 stakeholders’ reports participation of the 17.17 state and non-state actors in the budget cycle Sectors PBB capacity No of PBB capacity 17.15 1 2 1 2 1 2 1 2 1 2 10 building Training building Trainings reports Compliance to legal Level of Compliance 17.15 100% - 100% - 100% - 100% - 100% - - timelines for key to legal timelines for budget documents key budget documents Compliance to AGPO Rate of compliance 17.15 30% - 30% - 30% - 30% - 30% - - (30%) to AGPO (30%) CIDP review reports Number of CIDP 17.5 - - - - 1 5 - - 1 5 10 review reports developed Objective 3.2: To provide disaggregated data to support evidence-based policy formulation County Statistics County statistical office A County statistical 17.18 1 20 - - - - - - - - 20 and established office in place research County Statistical A County Statistical 17.18 1 8 1 - 1 - 1 2 1 - 10 Abstract developed Abstract in place Research conducted No of quarterly 9.5 4 2 4 2 4 2 4 2 4 2 10 researches 116

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | CIDP implementation mechanism | | | A CIDP implementation coordination mechanism in place | | | 17.15 | | | - | | | 5 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 5 | | |

| | | | Sectoral capacity building report | | | A sectoral capacity building report on planning and budgeting | | | 17.15 | | | - | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | Objective 3.2: To enhance budget execution in the county | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Budget preparation coordination | | | County Budget Review & Outlook Paper | | | % Absorption of allocated funds | | | 17.15 | | | - | | | 2 | | | 90 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 10 | | |

| | | | Audit Reports | | | Levels of compliance with the budgetary preparation timelines | | | 16.6 | | | 90 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 10 | | |

| | | | Public participation / stakeholders’ reports | | | % Increase in the participation of the state and non-state actors in the budget cycle | | | 16.7 & 17.17 | | | 90 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 10 | | |

| | | | Sectors PBB capacity building Training reports | | | No of PBB capacity building Trainings | | | 17.15 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | Compliance to legal timelines for key budget documents | | | Level of Compliance to legal timelines for key budget documents | | | 17.15 | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | - | | |

| | | | Compliance to AGPO (30%) | | | Rate of compliance to AGPO (30%) | | | 17.15 | | | 30% | | | - | | | 30% | | | - | | | 30% | | | - | | | 30% | | | - | | | 30% | | | - | | | - | | |

| | | | CIDP review reports | | | Number of CIDP review reports developed | | | 17.5 | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | 1 | | | 5 | | | 10 | | |

| | Objective 3.2: To provide disaggregated data to support evidence-based policy formulation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| County Statistics and research | | | County statistical office established | | | A County statistical office in place | | | 17.18 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | County Statistical Abstract developed | | | A County Statistical Abstract in place | | | 17.18 | | | 1 | | | 8 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | 2 | | | 1 | | | - | | | 10 | | |

| | | | Research conducted | | | No of quarterly researches | | | 9.5 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 10 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) MOUs signed No of Partnerships 17.16 5 3 5 3 5 3 5 3 5 3 15 and collaborations with academic institutions on research Objective 3.3: To track and report progress of implementation of county programmes and projects Monitoring and CIMEs operationalized An automated 17.16, 1 50 1 - 1 - 1 - 1 - 50 Evaluation County Integrated 17.18 & Monitoring and 1.9 Evaluation System Monitoring and A Monitoring and 17.16, 1 4 1 - 1 1 1 - 1 - 5 evaluation Evaluation 17.18 & Framework in place framework 1.9 An M&E indicator A Handbook of 17.16 1 4 1 - 1 - 1 1 1 - 5 handbook in place reporting indicators Decentralized M&E No of Decentralized 17.16 12 2 12 2 12 2 12 2 12 2 10 committees in place M&E committees Project A Project 17.16, 1 4 1 - 1 1 1 - 1 - 5 Implementation Implementation 17.18 & Framework in place Framework 1.9 M&E County M&E County 17.16 1 1 1 1 1 1 1 1 1 1 5 Committee established Committee established Quarterly M&E No. of M&E reports 17.16 4 1 4 1 4 1 4 1 4 1 5 reports Sub-total 136 21 28 24 26 235 Programme 4: Investment Promotion Objective: Image building to promote Mombasa as the leading investment hub Outcome: Increased investment opportunities Investment Industrial Park/ % completion of 8.1-8.3 50% 40 70% 30 100% 30 - - - - 100 promotion Special economic zone construction of industrial park Investor facilitation No. investor - - 2 0.25 2 0.25 2 0.25 2 0.25 1 and set up. certificates issued Sub-total 40 30.25 30.25 0.25 0.25 101 117

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | MOUs signed | | | No of Partnerships and collaborations with academic institutions on research | | | 17.16 | | | 5 | | | 3 | | | 5 | | | 3 | | | 5 | | | 3 | | | 5 | | | 3 | | | 5 | | | 3 | | | 15 | | |

| | Objective 3.3: To track and report progress of implementation of county programmes and projects | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Monitoring and Evaluation | | | CIMEs operationalized | | | An automated County Integrated Monitoring and Evaluation System | | | 17.16, 17.18 & 1.9 | | | 1 | | | 50 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 50 | | |

| | | | Monitoring and evaluation Framework in place | | | A Monitoring and Evaluation framework | | | 17.16, 17.18 & 1.9 | | | 1 | | | 4 | | | 1 | | | - | | | 1 | | | 1 | | | 1 | | | - | | | 1 | | | - | | | 5 | | |

| | | | An M&E indicator handbook in place | | | A Handbook of reporting indicators | | | 17.16 | | | 1 | | | 4 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | 1 | | | 1 | | | - | | | 5 | | |

| | | | Decentralized M&E committees in place | | | No of Decentralized M&E committees | | | 17.16 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 10 | | |

| | | | Project Implementation Framework in place | | | A Project Implementation Framework | | | 17.16, 17.18 & 1.9 | | | 1 | | | 4 | | | 1 | | | - | | | 1 | | | 1 | | | 1 | | | - | | | 1 | | | - | | | 5 | | |

| | | | M&E County Committee established | | | M&E County Committee established | | | 17.16 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | Quarterly M&E reports | | | No. of M&E reports | | | 17.16 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 5 | | |

| Sub-total | | | | | | | | | | | | | | | 136 | | | | | | 21 | | | | | | 28 | | | | | | 24 | | | | | | 26 | | | 235 | | |

| | Objective: Image building to promote Mombasa as the leading investment hub | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Increased investment opportunities | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Investment promotion | | | Industrial Park/ Special economic zone | | | % completion of construction of industrial park | | | 8.1-8.3 | | | 50% | | | 40 | | | 70% | | | 30 | | | 100% | | | 30 | | | - | | | - | | | - | | | - | | | 100 | | |

| | | | Investor facilitation and set up. | | | No. investor certificates issued | | | | | | - | | | - | | | 2 | | | 0.25 | | | 2 | | | 0.25 | | | 2 | | | 0.25 | | | 2 | | | 0.25 | | | 1 | | |

| Sub-total | | | | | | | | | | | | | | | 40 | | | | | | 30.25 | | | | | | 30.25 | | | | | | 0.25 | | | | | | 0.25 | | | 101 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 5: MIC Objective 5.1: Efficiency in service delivery Outcome 5.1: Mombasa as an investment hub General Staff capacity built No. of staff trained 8.3 50% 5 75% 5 100% 5 100% 5 100% 5 25 Administration Staff and job needs’ A report on Staff 8.3 1 2 - - 1 3 - - - - 5 Planning and analysis in place (Gaps) and job needs Support analysis Services A guideline on MIC A guideline on MIC 8.3 1 2 - - 1 3 - - - 5 schemes of service and schemes of service remuneration in place and remuneration developed Human Resource No. of Human 8.3 1 5 - - - - - - 1 5 10 Policy resource policies developed Human resource No. staff recruited 8.3 10 40 10 40 10 40 5 20 5 20 160 manual plan Gender mainstreaming No. of Gender 5.11 1 2 - - - - - - 1 2 4 report mainstreaming reports developed Record and personnel Record and 8.2 1 8 - - - - - - - - 8 management system personnel management system developed Improved mobility for No. vehicles 8.2 1 7 1 8 - - - - 1 10 25 service delivery acquired Objective 5.2: To enhance access to credit, finance and capital for business enterprises, research and innovations ecosystem for county investments Outcome 5.2: Mombasa as an investment hub Project Finance, Create linkages with No of MOUs signed 9.2 1 10 - - 1 10 - - 1 10 30 Research & providers of credit, Innovation finance, capital by means other subscription of loans or share capital or otherwise for industrial, commercial or other undertakings in the county 118

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Objective 5.1: Efficiency in service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome 5.1: Mombasa as an investment hub | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General Administration Planning and Support Services | | | Staff capacity built | | | No. of staff trained | | | | 8.3 | | 50% | | | 5 | | | 75% | | | 5 | | | 100% | | | 5 | | | 100% | | | 5 | | | 100% | | | 5 | | | 25 | | |

| | | | Staff and job needs’ analysis in place (Gaps) | | | A report on Staff and job needs analysis | | | | 8.3 | | 1 | | | 2 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | A guideline on MIC schemes of service and remuneration in place | | | A guideline on MIC schemes of service and remuneration developed | | | | 8.3 | | 1 | | | 2 | | | - | | | - | | | 1 | | | 3 | | | - | | | | | | - | | | - | | | 5 | | |

| | | | Human Resource Policy | | | No. of Human resource policies developed | | | | 8.3 | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 10 | | |

| | | | Human resource manual plan | | | No. staff recruited | | | | 8.3 | | 10 | | | 40 | | | 10 | | | 40 | | | 10 | | | 40 | | | 5 | | | 20 | | | 5 | | | 20 | | | 160 | | |

| | | | Gender mainstreaming report | | | No. of Gender mainstreaming reports developed | | | | 5.11 | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | Record and personnel management system | | | Record and personnel management system developed | | | | 8.2 | | 1 | | | 8 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 8 | | |

| | | | Improved mobility for service delivery | | | No. vehicles acquired | | | | 8.2 | | 1 | | | 7 | | | 1 | | | 8 | | | - | | | - | | | - | | | - | | | 1 | | | 10 | | | 25 | | |

| | Objective 5.2: To enhance access to credit, finance and capital for business enterprises, research and innovations ecosystem for county investments | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome 5.2: Mombasa as an investment hub | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Project Finance, Research & Innovation | | | Create linkages with providers of credit, finance, capital by means other subscription of loans or share capital or otherwise for industrial, commercial or other undertakings in the county | | | No of MOUs signed | | | | 9.2 | | 1 | | | 10 | | | - | | | - | | | 1 | | | 10 | | | - | | | - | | | 1 | | | 10 | | | 30 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Building on the No of financial 9.3 1 10 - - - - - - - - 10 County’s credit institutions willing to worthiness finance Access to credit, % increase in 9.3 50% 5 50% 5 50% 5 50% 5 50% 5 25 finance and capital for number of business enterprises investments Enhancement of % increase in County 10.7b 20% 5 20% 5 20% 5 20% 5 20% 5 25 County generated revenue revenue Competitiveness of No of investments 9.5b 1 5 1 5 1 5 1 5 1 5 25 County investments established in the county Coordination of No of strategic 9.2 1 5 1 5 1 5 1 5 1 5 25 funding for county- interventions wide strategic initiated interventions Research and Research reports on 9.2 1 10 1 10 1 10 1 10 1 10 50 innovations ecosystem County investments for county investments developed Provide and Investment 9.5c 1 5 1 5 1 5 1 5 1 5 25 disseminate up-to-date publications data and information developed on incentives available to investors Develop an investment An investment 9.5c 1 5 - - 1 5 - - 1 5 15 pipeline of County pipeline of County Projects Projects developed Objective 5.3: Competitiveness of County investments Outcome 5.3: Enhancement of County revenue base Strategy & Investment portal Investment portal 9.5 1 5 - - - - - - 5 Investment developed promotion Investment No. investment 9.5 4 10 4 10 4 10 4 10 4 10 50 exhibitions/forums exhibitions/forums organized Investment policy Investment policy 9.6 1 10 - - - - - - - - 10 developed Increase in the No. Percentage increase 9.5 40% 5 50% 7 75% 10 100% 15 100% - 37 investors in the No. investors 119

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Building on the County’s credit worthiness | | | No of financial institutions willing to finance | | | 9.3 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Access to credit, finance and capital for business enterprises | | | % increase in number of investments | | | 9.3 | | | 50% | | | 5 | | | 50% | | | 5 | | | 50% | | | 5 | | | 50% | | | 5 | | | 50% | | | 5 | | | 25 | | |

| | | | Enhancement of County generated revenue | | | % increase in County revenue | | | 10.7b | | | 20% | | | 5 | | | 20% | | | 5 | | | 20% | | | 5 | | | 20% | | | 5 | | | 20% | | | 5 | | | 25 | | |

| | | | Competitiveness of County investments | | | No of investments established in the county | | | 9.5b | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Coordination of funding for county- wide strategic interventions | | | No of strategic interventions initiated | | | 9.2 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Research and innovations ecosystem for county investments | | | Research reports on County investments developed | | | 9.2 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 50 | | |

| | | | Provide and disseminate up-to-date data and information on incentives available to investors | | | Investment publications developed | | | 9.5c | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Develop an investment pipeline of County Projects | | | An investment pipeline of County Projects developed | | | 9.5c | | | 1 | | | 5 | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | 1 | | | 5 | | | 15 | | |

| | Objective 5.3: Competitiveness of County investments | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome 5.3: Enhancement of County revenue base | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Strategy & Investment promotion | | | Investment portal | | | Investment portal developed | | | 9.5 | | | 1 | | | 5 | | | - | | | | | | - | | | - | | | - | | | | | | - | | | - | | | 5 | | |

| | | | Investment exhibitions/forums | | | No. investment exhibitions/forums organized | | | 9.5 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 50 | | |

| | | | Investment policy | | | Investment policy developed | | | 9.6 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Increase in the No. investors | | | Percentage increase in the No. investors | | | 9.5 | | | 40% | | | 5 | | | 50% | | | 7 | | | 75% | | | 10 | | | 100% | | | 15 | | | 100% | | | - | | | 37 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Brand book Brand book 9.5 1 2 - - - - - - - - 2 developed Investment guideline Investment guideline 9.5 1 5 1 5 1 5 1 5 1 5 25 developed increase in the No. % increase in the 9.5 1 5 1 5 1 5 1 5 1 5 25 businesses No. businesses registered Ten-year investment Ten-year investment 9.6 1 10 - - - - - - - - 10 promotion strategy promotion strategy developed Objective 5.4: Coordination of funding for county-wide strategic interventions Outcome 5.4: Mombasa as an investment hub Partnerships & Partnership database Partnership database 17 1 10 1 10 1 10 1 10 1 10 50 networking developed Partnership linkages No. linkages with 17 40% 10 50% 15 75% 20 100% 25 100% 25 95 partners Sister cities linkages No. sister cities 17 3 2 3 2 3 2 3 2 3 2 10 engaged Initiate strategic No. strategic 17 5 5 5 5 5 5 5 5 5 5 25 interventions interventions initiated Investor database Investor database 17 1 3 1 3 1 3 1 3 1 3 15 developed Sub-total 213 150 171 140 157 831 Total Programmes Cost/ Budget 1053 549 625 611 682 3521 120

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Brand book | | | Brand book developed | | | 9.5 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2 | | |

| | | | Investment guideline | | | Investment guideline developed | | | 9.5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | increase in the No. businesses | | | % increase in the No. businesses registered | | | 9.5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Ten-year investment promotion strategy | | | Ten-year investment promotion strategy developed | | | 9.6 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | Objective 5.4: Coordination of funding for county-wide strategic interventions | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome 5.4: Mombasa as an investment hub | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Partnerships & networking | | | Partnership database | | | Partnership database developed | | | 17 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 50 | | |

| | | | Partnership linkages | | | No. linkages with partners | | | 17 | | | 40% | | | 10 | | | 50% | | | 15 | | | 75% | | | 20 | | | 100% | | | 25 | | | 100% | | | 25 | | | 95 | | |

| | | | Sister cities linkages | | | No. sister cities engaged | | | 17 | | | 3 | | | 2 | | | 3 | | | 2 | | | 3 | | | 2 | | | 3 | | | 2 | | | 3 | | | 2 | | | 10 | | |

| | | | Initiate strategic interventions | | | No. strategic interventions initiated | | | 17 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 5 | | | 25 | | |

| | | | Investor database | | | Investor database developed | | | 17 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| Sub-total | | | | | | | | | | | | | | | 213 | | | | | | 150 | | | | | | 171 | | | | | | 140 | | | | | | 157 | | | 831 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 1053 | | | | | | 549 | | | | | | 625 | | | | | | 611 | | | | | | 682 | | | 3521 | | |

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4.1.5 Environment and Solid Waste Management  Sector composition The sector is composed of the following sub-sectors: a) General Administration, Planning and Support Services b) Environment Conservation, Compliance and Enforcement c) Solid Waste 2)  Vision A sustainable clean and green environment.  Mission To promote an effective and efficient system for a sustainable clean and green environment to the residents of Mombasa County.  Strategic Goals a) To promote institutional, legal and regulatory stewardship in Sustainable clean and green environment. b) Ensuring compliance to environmental legislation in promoting clean, healthy and green environment within the county. c) To minimize waste generation and promote re-use, recovery and recycling and of waste materials and sustainable waste disposal d) To promote an enabling environment for transforming Mombasa County towards a climate resilient development e) To promote clean and safe energy in Mombasa County.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 31: Sector Priorities and Strategies Sector Priorities Strategic Interventions To enhance service delivery  Enhance resource allocation for office space  Improve on provision of tools, apparatus and safety equipment  Technological and innovation adoption  Policy advocacy & community civic engagements  Enhance own source revenue To enhance compliance to  To develop and review environmental policies environmental regulations and  Capacity building on environmental surveillance and technological options environmental conservation  Equip and modernize the enforcement unit  Increase forest cover  Increase citizen awareness and sensitization  Enforcement of environmental laws To improve solid waste  Enhance waste segregation at the source management  Establish a sanitary landfill  Modernise waste collection fleet  Promote circular economy technologies 4.2.5 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 121

|---|---|---|---|---|---|

| To enhance service delivery | | |  Enhance resource allocation for office space  Improve on provision of tools, apparatus and safety equipment  Technological and innovation adoption  Policy advocacy & community civic engagements  Enhance own source revenue | | |

| To enhance compliance to environmental regulations and environmental conservation | | |  To develop and review environmental policies  Capacity building on environmental surveillance and technological options  Equip and modernize the enforcement unit  Increase forest cover  Increase citizen awareness and sensitization  Enforcement of environmental laws | | |

| To improve solid waste management | | |  Enhance waste segregation at the source  Establish a sanitary landfill  Modernise waste collection fleet  Promote circular economy technologies | | |

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Table 32: Environment & Solid Waste Management Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective: Streamlining operations, planning and Human resources management. Outcome: Institutional, legal and regulatory stewardship in sustainable clean and green environment Policy Dialogue forums No. of dialogue 11.6 1 7 1 10 2 12 3 15 3 15 59 advocacy & conducted forums conducted 11.7 community 11.a civic engagement Office Office furniture No. of Office 8 2 3 3 5 4 6 5 7 6 8 29 Equipment and equipment furniture and 9 acquired equipment 10 Community Trainings No of trainings 11.6 5 5 15 10 20 15 25 20 25 20 70 capacity conducted conducted 11.7 building and 11.a empowerment Grievance Grievance % of grievance 11.6 100% 2 100% 3 100% 4 100% 5 100% 6 20 redress redress enhanced managed/ redressed 11.7 mechanisms. 11.a Linkages with Stakeholders’ No. Stakeholders’ 11.6 1 1 - - - - - - 1 1 2 Development partnership partnership network 11.7 Partners and network created created 11.a Stakeholders Development No. Development 11.6 20 4 - - 25 5 - - 30 6 15 partners engaged partners engaged 11.7 11.a MoUs signed No. of MoUs signed 11.6 3 0.5 - - 2 0.5 - - 2 0.5 1.5 and implemented and implemented 11.7 11.a Streamline Optimization of No. of 11.6 10 10 10 10 10 10 10 10 10 10 50 revenue the revenue technologically 11.7 streams streams enhanced revenue 11.a streams Human Capacity building No. of persons 11.6 50 5 70 8 100 10 150 12 170 12 47 capacity undertaken capacity built 11.7 development. 11.a 122

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: Streamlining operations, planning and Human resources management. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Institutional, legal and regulatory stewardship in sustainable clean and green environment | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Policy advocacy & community civic engagement | | | Dialogue forums conducted | | | No. of dialogue forums conducted | | | 11.6 11.7 11.a | | | 1 | | | 7 | | | 1 | | | 10 | | | 2 | | | 12 | | | 3 | | | 15 | | | 3 | | | 15 | | | 59 | | |

| Office Equipment | | | Office furniture and equipment acquired | | | No. of Office furniture and equipment | | | 8 9 10 | | | 2 | | | 3 | | | 3 | | | 5 | | | 4 | | | 6 | | | 5 | | | 7 | | | 6 | | | 8 | | | 29 | | |

| Community capacity building and empowerment | | | Trainings conducted | | | No of trainings conducted | | | 11.6 11.7 11.a | | | 5 | | | 5 | | | 15 | | | 10 | | | 20 | | | 15 | | | 25 | | | 20 | | | 25 | | | 20 | | | 70 | | |

| Grievance redress mechanisms. | | | Grievance redress enhanced | | | % of grievance managed/ redressed | | | 11.6 11.7 11.a | | | 100% | | | 2 | | | 100% | | | 3 | | | 100% | | | 4 | | | 100% | | | 5 | | | 100% | | | 6 | | | 20 | | |

| Linkages with Development Partners and Stakeholders | | | Stakeholders’ partnership network created | | | No. Stakeholders’ partnership network created | | | 11.6 11.7 11.a | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | 2 | | |

| | | | Development partners engaged | | | No. Development partners engaged | | | 11.6 11.7 11.a | | | 20 | | | 4 | | | - | | | - | | | 25 | | | 5 | | | - | | | - | | | 30 | | | 6 | | | 15 | | |

| | | | MoUs signed and implemented | | | No. of MoUs signed and implemented | | | 11.6 11.7 11.a | | | 3 | | | 0.5 | | | - | | | - | | | 2 | | | 0.5 | | | - | | | - | | | 2 | | | 0.5 | | | 1.5 | | |

| Streamline revenue streams | | | Optimization of the revenue streams | | | No. of technologically enhanced revenue streams | | | 11.6 11.7 11.a | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 50 | | |

| Human capacity development. | | | Capacity building undertaken | | | No. of persons capacity built | | | 11.6 11.7 11.a | | | 50 | | | 5 | | | 70 | | | 8 | | | 100 | | | 10 | | | 150 | | | 12 | | | 170 | | | 12 | | | 47 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Occupational OSH No of OSH 11.6 1 5 - - - - 1 2 - - 7 Safety & management management plan, 11.7 Health plan, guidelines guidelines developed 11.a Management developed & & implemented Plan implemented OSH training No. OSH training 11.6 5 4 3 3 4 3 2 2 2 2 14 conducted conducted 11.7 11.a Staff provided No. of staff with 11.6 300 10 200 8 100 4 100 4 - - 26 with OSH gears OSH gears 11.7 11.a Sub-total 56.5 57 69.5 77 80.5 340.5 Programme 2: Environment Conservation, Compliance and Enforcement Objective: To enhance Compliance to environmental regulations and environmental conservation Outcome: Enhanced compliance to environmental regulations and environmental conservation Environmental Environmental Policy Document 11.6 1 1 - - - - 1 1 - - 2 management management Developed 11.a and Policy conservation Document Developed Noise control Noise nuisance 11.6 1 1 - - - - 1 1 - - 2 regulations regulations developed developed Implementation No of youth 11.6 2000 70 2000 70 2000 70 2000 70 2000 70 350 of Mombasa involved in 11.7 Yangu Program Mombasa Yangu 11.a Program 12.8 Strengthened No of 11.6 50 1 50 1 50 1 50 1 50 1 5 Environnemental environmental 11.7 Compliance compliance Surveillance & surveillance Enforcement conducted No of reports 500 0.2 500 0.2 500 0.2 500 0.2 500 0.2 1 developed No of notices 300 0.3 300 0.3 300 0.3 300 0.3 300 0.3 1.5 issued. 123

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| Occupational Safety & Health Management Plan | | | OSH management plan, guidelines developed & implemented | | | No of OSH management plan, guidelines developed & implemented | | | 11.6 11.7 11.a | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 7 | | |

| | | | OSH training conducted | | | No. OSH training conducted | | | 11.6 11.7 11.a | | | 5 | | | 4 | | | 3 | | | 3 | | | 4 | | | 3 | | | 2 | | | 2 | | | 2 | | | 2 | | | 14 | | |

| | | | Staff provided with OSH gears | | | No. of staff with OSH gears | | | 11.6 11.7 11.a | | | 300 | | | 10 | | | 200 | | | 8 | | | 100 | | | 4 | | | 100 | | | 4 | | | - | | | - | | | 26 | | |

| Sub-total | | | | | | | | | | | | | | | 56.5 | | | | | | 57 | | | | | | 69.5 | | | | | | 77 | | | | | | 80.5 | | | 340.5 | | |

| | Programme 2: Environment Conservation, Compliance and Enforcement | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance Compliance to environmental regulations and environmental conservation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced compliance to environmental regulations and environmental conservation | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Environmental management and conservation | | | Environmental management Policy Document Developed | | | Policy Document Developed | | | 11.6 11.a | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | - | | | - | | | 2 | | |

| | | | Noise control regulations developed | | | Noise nuisance regulations developed | | | 11.6 | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | - | | | - | | | 2 | | |

| | | | Implementation of Mombasa Yangu Program | | | No of youth involved in Mombasa Yangu Program | | | 11.6 11.7 11.a 12.8 | | | 2000 | | | 70 | | | 2000 | | | 70 | | | 2000 | | | 70 | | | 2000 | | | 70 | | | 2000 | | | 70 | | | 350 | | |

| | | | Strengthened Environnemental Compliance Surveillance & Enforcement | | | No of environmental compliance surveillance conducted | | | 11.6 11.7 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 5 | | |

| | | | | | | No of reports developed | | | | | | 500 | | | 0.2 | | | 500 | | | 0.2 | | | 500 | | | 0.2 | | | 500 | | | 0.2 | | | 500 | | | 0.2 | | | 1 | | |

| | | | | | | No of notices issued. | | | | | | 300 | | | 0.3 | | | 300 | | | 0.3 | | | 300 | | | 0.3 | | | 300 | | | 0.3 | | | 300 | | | 0.3 | | | 1.5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) No of prosecuted 100 0.5 100 0.5 100 0.5 100 0.5 100 0.5 2.5 cases Roundabout and 11.6 8 2 8 2 - - 10 3 - - 7 open space 11.7 beautified 11.a 12.8 Capacity building No of trainings 11.6 500 11 500 11 500 11 500 11 500 11 55 conducted conducted 11.a No of reports 4 0.3 4 0.3 4 0.3 4 0.3 4 0.3 1.5 developed Environmental No. Environmental 11.6 1 2 1 2 1 2 1 2 1 2 10 Compliance and Compliance and Enforcement Enforcement Sub- Sub-Counties Counties Offices Offices established established monthly clean-up No. of County 11.6 10 2 10 2 10 2 10 2 10 2 10 campaign rolled Monthly clean-up 12.8 out campaign done County & City No. County & City 6 10 6 10 6 10 6 10 6 10 50 Open spaces Open spaces Beautified Beautified No roads beautified 30 2 30 2 30 2 30 2 30 2 10 No. partners 30 4 30 4 30 4 30 4 30 4 20 engaged in city beautification Urban parks No. of parks 11.6 1 10 1 10 1 10 1 10 1 10 5 established established 11.7 11.a Establishment No. of Cemeteries 11.6 10 2 10 2 10 2 10 2 10 2 10 and enhanced 11.7 enhancement of No. of new 11.a 1 5 1 5 1 5 1 5 1 5 25 current cemeteries cemeteries established Sub-total 125.3 122.3 120.3 125.3 119.3 612.5 124

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | No of prosecuted cases | | | | | | 100 | | | 0.5 | | | 100 | | | 0.5 | | | 100 | | | 0.5 | | | 100 | | | 0.5 | | | 100 | | | 0.5 | | | 2.5 | | |

| | | | | | | Roundabout and open space beautified | | | 11.6 11.7 11.a 12.8 | | | 8 | | | 2 | | | 8 | | | 2 | | | - | | | - | | | 10 | | | 3 | | | - | | | - | | | 7 | | |

| | | | Capacity building conducted | | | No of trainings conducted | | | 11.6 11.a | | | 500 | | | 11 | | | 500 | | | 11 | | | 500 | | | 11 | | | 500 | | | 11 | | | 500 | | | 11 | | | 55 | | |

| | | | | | | No of reports developed | | | | | | 4 | | | 0.3 | | | 4 | | | 0.3 | | | 4 | | | 0.3 | | | 4 | | | 0.3 | | | 4 | | | 0.3 | | | 1.5 | | |

| | | | Environmental Compliance and Enforcement Sub-Counties Offices established | | | No. Environmental Compliance and Enforcement Sub- Counties Offices established | | | 11.6 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | monthly clean-up campaign rolled out | | | No. of County Monthly clean-up campaign done | | | 11.6 12.8 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

| | | | County & City Open spaces Beautified | | | No. County & City Open spaces Beautified | | | | | | 6 | | | 10 | | | 6 | | | 10 | | | 6 | | | 10 | | | 6 | | | 10 | | | 6 | | | 10 | | | 50 | | |

| | | | | | | No roads beautified | | | | | | 30 | | | 2 | | | 30 | | | 2 | | | 30 | | | 2 | | | 30 | | | 2 | | | 30 | | | 2 | | | 10 | | |

| | | | | | | No. partners engaged in city beautification | | | | | | 30 | | | 4 | | | 30 | | | 4 | | | 30 | | | 4 | | | 30 | | | 4 | | | 30 | | | 4 | | | 20 | | |

| | | | Urban parks established | | | No. of parks established | | | 11.6 11.7 11.a | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 5 | | |

| | | | Establishment and enhancement of current cemeteries | | | No. of Cemeteries enhanced | | | 11.6 11.7 11.a | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

| | | | | | | No. of new cemeteries established | | | | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 125.3 | | | | | | 122.3 | | | | | | 120.3 | | | | | | 125.3 | | | | | | 119.3 | | | 612.5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 3: Solid Waste Management Objective: To improve solid waste management Outcome: improve solid waste management Solid waste Mombasa Mombasa County 11.6 1 2 - - - - - - 1 2 4 management County Solid Solid Waste Policy in Waste Policy place reviewed Mombasa Solid Mombasa Solid 12.4 1 1 - - - - - - 1 1 2 Waste Waste Management Management Act Act in place amended Draft county County Waste 11.6 1 3 - - - - 1 2 - - 5 waste segregation segregation regulations developed Develop Solid waste 11.6 1 3 - - - - 1 2 - - 5 legislation on the Management ring ring fencing of fencing legislation funds vide levy developed charged for Solid Waste Management Conduct Pre- Pre-feasibility study 11.6 1 10 - - - - 1 10 - - 20 feasibility study on Waste on Waste Management & Management & Disposal conducted Disposal Procurement of Segregation waste 11.6 10000 20 10000 20 10000 20 10000 20 10000 20 100 segregation of Bins procured waste Bins Tools and No. of waste truck 11.6 4 60 4 60 4 60 4 60 4 60 300 equipment compactors procured procured No. bulldozers 11.6 1 50 1 50 1 50 1 50 1 50 200 procured No. of waste 11.6 3000 3 2000 2 1500 1.5 1000 1 500 0.5 8 segregation 125

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Objective: To improve solid waste management | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Solid waste management | | | Mombasa County Solid Waste Policy reviewed | | | Mombasa County Solid Waste Policy in place | | | 11.6 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | Mombasa Solid Waste Management Act amended | | | Mombasa Solid Waste Management Act in place | | | 12.4 | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | 2 | | |

| | | | Draft county waste segregation regulations | | | County Waste segregation developed | | | 11.6 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 5 | | |

| | | | Develop legislation on the ring fencing of funds vide levy charged for Solid Waste Management | | | Solid waste Management ring fencing legislation developed | | | 11.6 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 5 | | |

| | | | Conduct Pre- feasibility study on Waste Management & Disposal | | | Pre-feasibility study on Waste Management & Disposal conducted | | | 11.6 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | 1 | | | 10 | | | - | | | - | | | 20 | | |

| | | | Procurement of segregation of waste Bins | | | Segregation waste Bins procured | | | 11.6 | | | 10000 | | | 20 | | | 10000 | | | 20 | | | 10000 | | | 20 | | | 10000 | | | 20 | | | 10000 | | | 20 | | | 100 | | |

| | | | Tools and equipment procured | | | No. of waste truck compactors procured | | | 11.6 | | | 4 | | | 60 | | | 4 | | | 60 | | | 4 | | | 60 | | | 4 | | | 60 | | | 4 | | | 60 | | | 300 | | |

| | | | | | | No. bulldozers procured | | | 11.6 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 200 | | |

| | | | | | | No. of waste segregation | | | 11.6 | | | 3000 | | | 3 | | | 2000 | | | 2 | | | 1500 | | | 1.5 | | | 1000 | | | 1 | | | 500 | | | 0.5 | | | 8 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) receptacles and bins procured No. Cleansing tools 11.6 600 10 600 10 600 10 600 10 600 10 50 procured No. of machineries 11.6 6 50 6 50 6 50 6 50 6 50 250 purchased No. of workshop 11.6 30 50 30 50 30 50 30 50 30 50 250 tools, spares and small equipment purchase Waste collection No. of waste 11.6 30 100 60 120 90 140 120 160 150 180 700 points collection points established establish % customer 11.6 60% 0.5 70% 1 80% 1.5 90% 2M 100% 2.5 7.5 satisfaction Solid waste No of access road 11.6 4KM 100 4KM 100 4KM 100 4KM 100 4KM 100 500 management established at the access road dumpsite infrastructure % Kms roads 11.6 50% - 60% - 70% - 80% - 90% - - upgraded upgraded Composting No of composting 11.6 1 5 1 5 1 5 1 5 1 5 25 facilities facilities developed developed % of household 11.6 10% - 12% - 15% - 18% - 20% - - adopting the circular economy model Established No. of community 11.6 3 90 3 90 3 90 3 90 3 90 450 Community MRF established Material No. of recovered 11.6 200 - 250 - 300 - 350 - 400 - - Recovery facility materials tonnage established % material 11.6 5% 10% 15% 20% 25% - - characteristics recovered % of recovered 11.6 5% - 10% - 15% - 20% - 25% - - material recycled County Waste No. county waste 11.6 1 500 1 500 1 500 1 500 1 500 2,500 Recycling center recycling center established established 126

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | No. Cleansing tools procured | | | 11.6 | | | 600 | | | 10 | | | 600 | | | 10 | | | 600 | | | 10 | | | 600 | | | 10 | | | 600 | | | 10 | | | 50 | | |

| | | | | | | No. of machineries purchased | | | 11.6 | | | 6 | | | 50 | | | 6 | | | 50 | | | 6 | | | 50 | | | 6 | | | 50 | | | 6 | | | 50 | | | 250 | | |

| | | | | | | No. of workshop tools, spares and small equipment purchase | | | 11.6 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 250 | | |

| | | | Waste collection points established | | | No. of waste collection points establish | | | 11.6 | | | 30 | | | 100 | | | 60 | | | 120 | | | 90 | | | 140 | | | 120 | | | 160 | | | 150 | | | 180 | | | 700 | | |

| | | | | | | % customer satisfaction | | | 11.6 | | | 60% | | | 0.5 | | | 70% | | | 1 | | | 80% | | | 1.5 | | | 90% | | | 2M | | | 100% | | | 2.5 | | | 7.5 | | |

| | | | Solid waste management access road infrastructure upgraded | | | No of access road established at the dumpsite | | | 11.6 | | | 4KM | | | 100 | | | 4KM | | | 100 | | | 4KM | | | 100 | | | 4KM | | | 100 | | | 4KM | | | 100 | | | 500 | | |

| | | | | | | % Kms roads upgraded | | | 11.6 | | | 50% | | | - | | | 60% | | | - | | | 70% | | | - | | | 80% | | | - | | | 90% | | | - | | | - | | |

| | | | Composting facilities developed | | | No of composting facilities developed | | | 11.6 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | | | | % of household adopting the circular economy model | | | 11.6 | | | 10% | | | - | | | 12% | | | - | | | 15% | | | - | | | 18% | | | - | | | 20% | | | - | | | - | | |

| | | | Established Community Material Recovery facility established | | | No. of community MRF established | | | 11.6 | | | 3 | | | 90 | | | 3 | | | 90 | | | 3 | | | 90 | | | 3 | | | 90 | | | 3 | | | 90 | | | 450 | | |

| | | | | | | No. of recovered materials tonnage | | | 11.6 | | | 200 | | | - | | | 250 | | | - | | | 300 | | | - | | | 350 | | | - | | | 400 | | | - | | | - | | |

| | | | | | | % material characteristics recovered | | | 11.6 | | | 5% | | | | | | 10% | | | | | | 15% | | | | | | 20% | | | | | | 25% | | | - | | | - | | |

| | | | | | | % of recovered material recycled | | | 11.6 | | | 5% | | | - | | | 10% | | | - | | | 15% | | | - | | | 20% | | | - | | | 25% | | | - | | | - | | |

| | | | County Waste Recycling center established | | | No. county waste recycling center established | | | 11.6 | | | 1 | | | 500 | | | 1 | | | 500 | | | 1 | | | 500 | | | 1 | | | 500 | | | 1 | | | 500 | | | 2,500 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Established No. of waste 11.6 1 50 1 50 1 50 1 50 1 50 250 waste incinerators incineration Weigh bridge No. weigh bridge 11.6 2 40 1 20 1 20 1 20 1 20 80 constructed constructed Utilization plan No. of utilization 11.6 1 2 1 2.2 1 2.3 1 2.4 1 2.5 11.4 developed plans developed Efficient & No. vehicles 11.6 30 50 30 50 30 50 30 50 30 50 250 serviced vehicles serviced & maintained No. Litres of 11.6 600L 180 600L 185 600L 190 200L 195 200L 200 950 lubricants and fuel consumed Sanitary landfill Acres of dumpsite 11.6 1 100 1 100 1 100 1 100 1 100 500 established land converted into a sanitary landfill Revamping of Revamping of the 11.6 15 150 15 150 15 150 15 150 15 150 750 the County Fleet County Fleet through vehicle Implemented (shovels, excavator and street sweeper truck, Water Bowzer) Stakeholder No. partnership 11.6 30 5 30 5 30 5 30 5 30 5 25 partnership networks activated networks strengthened Sub-total 1635 1620 1645 1682 1699 8281 Total Programmes Cost/ Budget 1816 1800 1835 1885 1898 9234 127

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Established waste incineration | | | No. of waste incinerators | | | 11.6 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 250 | | |

| | | | Weigh bridge constructed | | | No. weigh bridge constructed | | | 11.6 | | | 2 | | | 40 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 80 | | |

| | | | Utilization plan developed | | | No. of utilization plans developed | | | 11.6 | | | 1 | | | 2 | | | 1 | | | 2.2 | | | 1 | | | 2.3 | | | 1 | | | 2.4 | | | 1 | | | 2.5 | | | 11.4 | | |

| | | | Efficient & serviced vehicles | | | No. vehicles serviced & maintained | | | 11.6 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 30 | | | 50 | | | 250 | | |

| | | | | | | No. Litres of lubricants and fuel consumed | | | 11.6 | | | 600L | | | 180 | | | 600L | | | 185 | | | 600L | | | 190 | | | 200L | | | 195 | | | 200L | | | 200 | | | 950 | | |

| | | | Sanitary landfill established | | | Acres of dumpsite land converted into a sanitary landfill | | | 11.6 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 500 | | |

| | | | Revamping of the County Fleet | | | Revamping of the County Fleet through vehicle Implemented (shovels, excavator and street sweeper truck, Water Bowzer) | | | 11.6 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 750 | | |

| | | | Stakeholder partnership networks strengthened | | | No. partnership networks activated | | | 11.6 | | | 30 | | | 5 | | | 30 | | | 5 | | | 30 | | | 5 | | | 30 | | | 5 | | | 30 | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 1635 | | | | | | 1620 | | | | | | 1645 | | | | | | 1682 | | | | | | 1699 | | | 8281 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 1816 | | | | | | 1800 | | | | | | 1835 | | | | | | 1885 | | | | | | 1898 | | | 9234 | | |

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4.1.6 Education & Digital Transformation  Sector composition The sector is composed of the following sub-sectors: i. Early Childhood Development & Libraries ii. Child care iii. Vocation, Education & Training iv. General Administration v. Elimu Fund vi. ICT. 3) =  Vision A premier education service provider of quality teaching, learning, care and research.  Mission To develop and promote our children and youths’ fullest potential to become competent, responsible and productive citizens in all spheres of life by offering quality educational related services for sustainable socio-economic development process.  Strategic Goal Provide quality education and training to the citizens of Mombasa.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 33: Sector Priorities and Strategies Sector Priorities Strategic Interventions To promote access to quality pre-  Construct, Refurbish and equip ECDE Centres primary education  Recruit ECDE teachers and supervisors  Train ECDE teachers and Supervisors  Sensitize Communities on the value of formal ECDE  Introduce capitation grants for ECDE  Inclusive education training for ECDE teachers  Establish and Equip education assessment resource center’s  Develop pre-primary school policy  Purchased buses to transport children living with disabilities to school and back home  Launch of feeding programs  Procurement of teaching and learning materials  Introduction of cash transfers to learners with disabilities  Increase number of assessments and co curriculum activities by quality and assurance officers To enhance quality and accessible  Proper sensitization on child care services child care services  Regulating child care facilities To enhance digital transformation  Digital transformation in teaching and learning in teaching, learning and data management 128

|---|---|---|---|---|---|

| To promote access to quality pre- primary education | | |  Construct, Refurbish and equip ECDE Centres  Recruit ECDE teachers and supervisors  Train ECDE teachers and Supervisors  Sensitize Communities on the value of formal ECDE  Introduce capitation grants for ECDE  Inclusive education training for ECDE teachers  Establish and Equip education assessment resource center’s  Develop pre-primary school policy  Purchased buses to transport children living with disabilities to school and back home  Launch of feeding programs  Procurement of teaching and learning materials  Introduction of cash transfers to learners with disabilities  Increase number of assessments and co curriculum activities by quality and assurance officers | | |

| To enhance quality and accessible child care services | | |  Proper sensitization on child care services  Regulating child care facilities | | |

| To enhance digital transformation in teaching, learning and data management | | |  Digital transformation in teaching and learning | | |

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Sector Priorities Strategic Interventions To enhance access to quality and  Change negative perception of VTC through sensitization, relevant vocational training and publicity and awareness campaigns education  Increase infrastructural facilities  Recruit skilled personnel and vocational training instructors  Procure adequate modern training tools and equipment for the VTCs  Purchase land for construction  Reduce radicalization/extremism effects through student meetings, youthful policies and programs  Establish of people with disability friendly environments and equipment  Establish homecraft centres  Provision of sanitary towels (support)- social protection  Launch of food feeding program  Provision of capitation grants to trainees  Increase monitoring and evaluation in VTCs To promote retention, transition  Provide bursaries and scholarships to trainees and students and completion rates in schools and VTCS Low literacy levels and reading  Use of radio lessons from KICD culture  Formulate language policies in schools  Establish class libraries  Procure class readers and books  Purchase of storage facilities Improve management of county  Formulate policy frameworks to govern the management of data data and information and information sharing  Build the ICT human resource skills capacity to manage data and information  Develop and upgrade data and information management infrastructure Improve and extend county  Create a County Metro Area Network (MAN) connectivity  Provide reliable and consistent broad band internet to all county offices  Train ICT staff in network administration and maintenance  Streamline the procurement of computer network infrastructure Enhance Service delivery  Automate service delivery processes and workflows Promote digital transformation  Establish Mombasa Business Innovation and Incubation Hub  Providing an enabling environment for ICT startups  Establish ICT Hubs with free Wi-Fi at ward level  Create a job placement database to provide companies with local talent working with the Ease of Business Directorate 4.2.6 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 129

|---|---|---|---|---|---|

| To enhance access to quality and relevant vocational training and education | | |  Change negative perception of VTC through sensitization, publicity and awareness campaigns  Increase infrastructural facilities  Recruit skilled personnel and vocational training instructors  Procure adequate modern training tools and equipment for the VTCs  Purchase land for construction  Reduce radicalization/extremism effects through student meetings, youthful policies and programs  Establish of people with disability friendly environments and equipment  Establish homecraft centres  Provision of sanitary towels (support)- social protection  Launch of food feeding program  Provision of capitation grants to trainees  Increase monitoring and evaluation in VTCs | | |

| To promote retention, transition and completion rates in schools and VTCS | | |  Provide bursaries and scholarships to trainees and students | | |

| Low literacy levels and reading culture | | |  Use of radio lessons from KICD  Formulate language policies in schools  Establish class libraries  Procure class readers and books  Purchase of storage facilities | | |

| Improve management of county data and information | | |  Formulate policy frameworks to govern the management of data and information sharing  Build the ICT human resource skills capacity to manage data and information  Develop and upgrade data and information management infrastructure | | |

| Improve and extend county connectivity | | |  Create a County Metro Area Network (MAN)  Provide reliable and consistent broad band internet to all county offices  Train ICT staff in network administration and maintenance  Streamline the procurement of computer network infrastructure | | |

| Promote digital transformation | | |  Establish Mombasa Business Innovation and Incubation Hub  Providing an enabling environment for ICT startups  Establish ICT Hubs with free Wi-Fi at ward level  Create a job placement database to provide companies with local talent working with the Ease of Business Directorate | | |

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Table 34: Education & Digital Transformation Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective: To strengthen capacity of the sector to undertake its mandate Outcome: Improved service delivery General Supplied office % Availability of 4.2 40 20 20 10 20 10 10 5 10 5 50 administration stationery office stationery, and equipment supplies and equipment supplied. General office % Furniture 4.2 20 2 30 3 20 2 10 1 10 1 9 furniture supplied supplied Recruited Staff % of staff 4.2 80 35 100 45 100 45 100 45 100 45 215 recruited Promoted staff No. of staff 42 - - 20 10 20 10 500 100 - - 120 Promoted Operational No. of 4.2 2 14 2 14 1 7 1 7 - - 42 vehicles availed operational vehicles availed Purchased No. of School 4.2 1 15 2 30 2 30 1 15 - - 90 School buses purchased transport for Special needs Refurbished No. of 4.2 6 50 - - - - - - - - 50 offices refurbished offices Established No. of legislation 4.2 1 1 1 1 1 1 - - - - 3 legislation and and policies policies established. Trained % of trained 4.2 25 5 25 5 25 5 25 5 25 5 25 personnel personnel BOMs % of BOMs 4.2 112 3 112 3 112 3 112 3 10 3 15 established in established in the the ECDE ECDE centers & 4.4 centers. & VTCs VTCs Sub-total 145 121 113 181 59 619 130

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To strengthen capacity of the sector to undertake its mandate | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General administration | | | Supplied office stationery and equipment | | | % Availability of office stationery, supplies and equipment supplied. | | | 4.2 | | | 40 | | | 20 | | | 20 | | | 10 | | | 20 | | | 10 | | | 10 | | | 5 | | | 10 | | | 5 | | | 50 | | |

| | | | General office furniture supplied | | | % Furniture supplied | | | 4.2 | | | 20 | | | 2 | | | 30 | | | 3 | | | 20 | | | 2 | | | 10 | | | 1 | | | 10 | | | 1 | | | 9 | | |

| | | | Recruited Staff | | | % of staff recruited | | | 4.2 | | | 80 | | | 35 | | | 100 | | | 45 | | | 100 | | | 45 | | | 100 | | | 45 | | | 100 | | | 45 | | | 215 | | |

| | | | Promoted staff | | | No. of staff Promoted | | | 42 | | | - | | | - | | | 20 | | | 10 | | | 20 | | | 10 | | | 500 | | | 100 | | | - | | | - | | | 120 | | |

| | | | Operational vehicles availed | | | No. of operational vehicles availed | | | 4.2 | | | 2 | | | 14 | | | 2 | | | 14 | | | 1 | | | 7 | | | 1 | | | 7 | | | - | | | - | | | 42 | | |

| | | | Purchased School transport for Special needs | | | No. of School buses purchased | | | 4.2 | | | 1 | | | 15 | | | 2 | | | 30 | | | 2 | | | 30 | | | 1 | | | 15 | | | - | | | - | | | 90 | | |

| | | | Refurbished offices | | | No. of refurbished offices | | | 4.2 | | | 6 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | Established legislation and policies | | | No. of legislation and policies established. | | | 4.2 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Trained personnel | | | % of trained personnel | | | 4.2 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | |

| | | | BOMs established in the ECDE centers. & VTCs | | | % of BOMs established in the ECDE centers & VTCs | | | 4.2 4.4 | | | 112 | | | 3 | | | 112 | | | 3 | | | 112 | | | 3 | | | 112 | | | 3 | | | 10 | | | 3 | | | 15 | | |

| | Sub-total | | | | | | | | | | | | | | 145 | | | | | | 121 | | | | | | 113 | | | | | | 181 | | | | | | 59 | | | 619 | | |

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Programme 2: Pre-primary Education Objective: To enhance access to quality pre-primary education Outcome: Enhanced access to quality pre-primary education ECDE ECDE centers No of ECDE 4.2 - - 3 60 3 60 3 60 3 60 240 Infrastructure constructed centers constructed ECDE centres No of ECDE 4.2 15 75 20 100 20 100 20 100 4 20 395 refurbished centres refurbished Disability No of disability 4.2 6 15 6 15 6 20 6 20 6 20 90 friendly ECDE friendly ECDE facilities facilities developed developed Registered No of children 4.2 - - 1500 30 1500 30 1500 30 1500 30 120 children with registered with autism and autism and other disabilities in disabilities wards and schools Tables, Chairs No of ECDE 4.7 3 15 6 30 6 35 6 40 6 45 165 and related centers equipped & 4.2 furniture with tables and equipped Chairs Teaching and No. of schools 4.2 - - 105 50 105 50 105 50 105 50 200 learning provided with materials teaching and provided learning materials ECDE teachers No. of ECDE 4.2 50 25 100 50 50 25 50 25 50 25 150 and supervisors teachers and employed coordinators employed ECDE teachers No. of ECDE 4.2 225 5 275 5 325 6 375 7 425 10 33 and Supervisors teachers and trained supervisors trained Community No. of 4.2 6 6 6 6 6 6 6 6 6 6 30 sensitized on sensitization value of ECDE forums held on programs ECDE programs Inclusive No of inclusive 4.2 1 3.5 3 10 3 10 3 10 3 10 43.5 education education 131

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Objective: To enhance access to quality pre-primary education | | | | | | | | | | | | | | | |

| | Outcome: Enhanced access to quality pre-primary education | | | | | | | | | | | | | | | |

| ECDE Infrastructure | | ECDE centers constructed | No of ECDE centers constructed | 4.2 | - | - | 3 | 60 | 3 | 60 | 3 | 60 | 3 | 60 | 240 | |

| | | ECDE centres refurbished | No of ECDE centres refurbished | 4.2 | 15 | 75 | 20 | 100 | 20 | 100 | 20 | 100 | 4 | 20 | 395 | |

| | | Disability friendly ECDE facilities developed | No of disability friendly ECDE facilities developed | 4.2 | 6 | 15 | 6 | 15 | 6 | 20 | 6 | 20 | 6 | 20 | 90 | |

| | | Registered children with autism and other disabilities | No of children registered with autism and disabilities in wards and schools | 4.2 | - | - | 1500 | 30 | 1500 | 30 | 1500 | 30 | 1500 | 30 | 120 | |

| | | Tables, Chairs and related furniture equipped | No of ECDE centers equipped with tables and Chairs | 4.7 & 4.2 | 3 | 15 | 6 | 30 | 6 | 35 | 6 | 40 | 6 | 45 | 165 | |

| | | Teaching and learning materials provided | No. of schools provided with teaching and learning materials | 4.2 | - | - | 105 | 50 | 105 | 50 | 105 | 50 | 105 | 50 | 200 | |

| | | ECDE teachers and supervisors employed | No. of ECDE teachers and coordinators employed | 4.2 | 50 | 25 | 100 | 50 | 50 | 25 | 50 | 25 | 50 | 25 | 150 | |

| | | ECDE teachers and Supervisors trained | No. of ECDE teachers and supervisors trained | 4.2 | 225 | 5 | 275 | 5 | 325 | 6 | 375 | 7 | 425 | 10 | 33 | |

| | | Community sensitized on value of ECDE programs | No. of sensitization forums held on ECDE programs | 4.2 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 6 | 30 | |

| | | Inclusive education | No of inclusive education | 4.2 | 1 | 3.5 | 3 | 10 | 3 | 10 | 3 | 10 | 3 | 10 | 43.5 | |

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training for trainings ECDE teachers conducted Pre-primary Policy on pre- 4.2 1 3 1 3 1 3 1 3 1 3 15 school policy primary school developed developed Accessible Purchased No of buses 4.2 - - 2 20 2 20 2 20 - - 60 school buses purchased transport for children with disabilities Cash transfer Enrolled No of children 4.2 3165 38 3500 42 4000 48 4500 54 5000 60 242 for children families of enrolled with disabilities children with disabilities Establish and Sub county No established 4.2 - - 2 10 2 10 2 10 2 10 40 equip sub ECDE resource and equipped county centres educational established and resource center equipped School health Daily Feeding No. of learners 4.2 10,000 30 17,000 99.5 19,000 112 23,000 135 26,000 152 528.5 and nutrition program in all benefited from Public ECDE the feeding Centres program Capitation Disbursed 4.2 - - 12000 72 13000 78 15000 90 17000 102 342 No of pupils grant for pupils capitation grant benefitting to pupils Quality Quality No of 4.2 6 2 6 2 6 2 6 2 6 2 10 assurance assurance assessments monitoring and assessments carried out in evaluation conducted ECDE, VTCs and daycare centres Monitoring and No of ECDEs 4.2 - - 105 3 105 3 110 5 115 5 16 evaluation in monitored ECDEs and programs Quality Quality No of quality 4.2 - - 6 15 6 15 6 15 6 15 60 assurance co- assurance co assurance curriculum curriculum activities activities activities done organized annually 132

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Pre-primary school policy developed | Policy on pre- primary school developed | 4.2 | 1 | 3 | 1 | 3 | 1 | 3 | 1 | 3 | 1 | 3 | 15 |

| Accessible school transport for children with disabilities | Purchased buses | No of buses purchased | 4.2 | - | - | 2 | 20 | 2 | 20 | 2 | 20 | - | - | 60 |

| Cash transfer for children with disabilities | Enrolled families of children with disabilities | No of children enrolled | 4.2 | 3165 | 38 | 3500 | 42 | 4000 | 48 | 4500 | 54 | 5000 | 60 | 242 |

| Establish and equip sub county educational resource center | Sub county ECDE resource centres established and equipped | No established and equipped | 4.2 | - | - | 2 | 10 | 2 | 10 | 2 | 10 | 2 | 10 | 40 |

| School health and nutrition | Daily Feeding program in all Public ECDE Centres | No. of learners benefited from the feeding program | 4.2 | 10,000 | 30 | 17,000 | 99.5 | 19,000 | 112 | 23,000 | 135 | 26,000 | 152 | 528.5 |

| Capitation grant for pupils | Disbursed capitation grant to pupils | No of pupils benefitting | 4.2 | - | - | 12000 | 72 | 13000 | 78 | 15000 | 90 | 17000 | 102 | 342 |

| Quality assurance monitoring and evaluation | Quality assurance assessments conducted | No of assessments carried out in ECDE, VTCs and daycare centres | 4.2 | 6 | 2 | 6 | 2 | 6 | 2 | 6 | 2 | 6 | 2 | 10 |

| | Monitoring and evaluation in ECDEs and programs | No of ECDEs monitored | 4.2 | - | - | 105 | 3 | 105 | 3 | 110 | 5 | 115 | 5 | 16 |

| Quality assurance co- curriculum activities | Quality assurance co curriculum activities done | No of quality assurance activities organized annually | 4.2 | - | - | 6 | 15 | 6 | 15 | 6 | 15 | 6 | 15 | 60 |

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Professional 4.2 3 3 3 3 3 3 3 3 3 3 15 development No of trainings trainings conducted for conducted for ECDE teachers ECDE teachers Boards of No of meetings 4.2 6 3 6 6 6 6 6 6 6 6 27 Management trained Sub-total 223.5 631.5 642 691 634 2822 Programme 3: Vocational Training and Education Objective: To enhance access to quality vocational training and education Outcome: Enhanced access to quality vocational training and education Infrastructure VTC No of VTC 4.2 - - 1 150 2 300 1 150 1 150 750 development established and Constructed & equipped equipped VTC No of VTCs 4.2 1 15 1 15 1 15 - - - - 45 refurbished & refurbished & equipped equipped VTCs 4.2 3 30 - - - - - - - - 30 No. of VTCs Equipment equipped (existing) VTCs supplied 4.2 3 15 4 20 6 30 7 35 8 40 140 with No. of VTCs instructional supplied with (learning & instructional training) materials materials Developed No. of disability 4.2 1 10 1 10 1 10 - - - - 30 disability friendly facilities friendly developed facilities in VTCs No of trainees 4.2 1 - 30 29 30 5 30 5 30 5 44 Registered registered with trainees with autism and Autism disabilities in 30 problems wards Land purchased No of parcels 4.2 3 22.5 2 15 - - - - - 37.5 purchased Modern trades Modern No of modern 4.2 2 2 6 6 6 6 7 7 8 8 29 and programs program and programs and 133

| | | Professional development trainings conducted for ECDE teachers | No of trainings conducted for ECDE teachers | 4.2 | 3 | | 3 | 3 | | | 3 | 3 | | | 3 | 3 | | | 3 | 3 | | | 3 | 15 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | Boards of Management trained | No of meetings | 4.2 | 6 | | 3 | 6 | | | 6 | 6 | | | 6 | 6 | | | 6 | 6 | | | 6 | 27 | |

| | Sub-total | | | | | | 223.5 | | | | 631.5 | | | | 642 | | | | 691 | | | | 634 | 2822 | |

| | Programme 3: Vocational Training and Education | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance access to quality vocational training and education | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced access to quality vocational training and education | | | | | | | | | | | | | | | | | | | | | | | | |

| Infrastructure development | | VTC established and equipped | No of VTC Constructed & equipped | 4.2 | - | | - | 1 | | | 150 | 2 | | | 300 | 1 | | | 150 | 1 | | | 150 | 750 | |

| | | VTC refurbished & equipped | No of VTCs refurbished & equipped | 4.2 | 1 | | 15 | 1 | | | 15 | 1 | | | 15 | - | | | - | - | | | - | 45 | |

| | | VTCs Equipment (existing) | No. of VTCs equipped | 4.2 | 3 | | 30 | - | | | - | - | | | - | - | | | - | - | | | - | 30 | |

| | | VTCs supplied with instructional (learning & training) materials | No. of VTCs supplied with instructional materials | 4.2 | 3 | | 15 | 4 | | | 20 | 6 | | | 30 | 7 | | | 35 | 8 | | | 40 | 140 | |

| | | Developed disability friendly facilities in VTCs | No. of disability friendly facilities developed | 4.2 | 1 | | 10 | 1 | | | 10 | 1 | | | 10 | - | | | - | - | | | - | 30 | |

| | | Registered trainees with Autism problems | No of trainees registered with autism and disabilities in 30 wards | 4.2 | 1 | | - | 30 | | | 29 | 30 | | | 5 | 30 | | | 5 | 30 | | | 5 | 44 | |

| | | Land purchased | No of parcels purchased | 4.2 | 3 | | 22.5 | 2 | | | 15 | - | | | - | - | | | | - | | | - | 37.5 | |

| Modern trades and programs | | Modern program and | No of modern programs and | 4.2 | 2 | | 2 | 6 | | | 6 | 6 | | | 6 | 7 | | | 7 | 8 | | | 8 | 29 | |

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specialized specialized industry skills industry skills introduced introduced Programs 4.2 2 2 2 2 2 2 3 3 2 3 12 offered on resilience/ No of programs radicalization; offered extremism conducted Home craft Home craft No of homecraft 4.2 1 3 2 6 2 6 2 6 2 6 27 centres centres centres established established Capitation Capitation No of capitation 4.2 1000 30 1500 45 2000 60 2500 75 3000 90 300 grants grants grants disbursed disbursed Capacity Sensitized VTC No of sensitized 4.2 3 6 3 6 3 6 3 6 3 6 30 building awareness VTC awareness programs programs conducted (wards, secondary schools etc.) Instructors No of instructors 4.2 50 25 20 10 20 10 10 5 10 5 55 employed employed Instructors No of instructors 4.2 85 2.6 105 3.2 125 3.8 135 4.1 145 4.4 18.1 trained trained Vocational No of vocational 4.2 2 6 1 3 1 3 1 3 - - 15 Training Policy training policies developed developed Monitoring and No of assessment 4.2 5 4 36 4 36 4 36 4 36 4 20 evaluation conducted assessments done Boards of 4.2 1 1 3 3 3 3 3 3 3 3 13 Trainings Management conducted trained Industrial Mapping out No of mapped 4.2 20 2 30 4 40 6 50 8 60 10 30 linkages Industries and industries and tracking of 134

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Programs offered on resilience/ radicalization; extremism conducted | No of programs offered | 4.2 | 2 | 2 | 2 | 2 | 2 | 2 | 3 | 3 | 2 | 3 | 12 |

| Home craft centres | Home craft centres established | No of homecraft centres established | 4.2 | 1 | 3 | 2 | 6 | 2 | 6 | 2 | 6 | 2 | 6 | 27 |

| Capitation grants | Capitation grants disbursed | No of capitation grants disbursed | 4.2 | 1000 | 30 | 1500 | 45 | 2000 | 60 | 2500 | 75 | 3000 | 90 | 300 |

| Capacity building | Sensitized VTC awareness programs conducted (wards, secondary schools etc.) | No of sensitized VTC awareness programs | 4.2 | 3 | 6 | 3 | 6 | 3 | 6 | 3 | 6 | 3 | 6 | 30 |

| | Instructors employed | No of instructors employed | 4.2 | 50 | 25 | 20 | 10 | 20 | 10 | 10 | 5 | 10 | 5 | 55 |

| | Instructors trained | No of instructors trained | 4.2 | 85 | 2.6 | 105 | 3.2 | 125 | 3.8 | 135 | 4.1 | 145 | 4.4 | 18.1 |

| | Vocational Training Policy developed | No of vocational training policies developed | 4.2 | 2 | 6 | 1 | 3 | 1 | 3 | 1 | 3 | - | - | 15 |

| | Monitoring and evaluation assessments done | No of assessment conducted | 4.2 | 5 | 4 | 36 | 4 | 36 | 4 | 36 | 4 | 36 | 4 | 20 |

| | Boards of Management trained | Trainings conducted | 4.2 | 1 | 1 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 3 | 13 |

| Industrial linkages | Mapping out Industries and | No of mapped industries and tracking of | 4.2 | 20 | 2 | 30 | 4 | 40 | 6 | 50 | 8 | 60 | 10 | 30 |

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stake holders’ alumni placement engagement into jobs through partnerships with the private sector Curriculum No. of new 4.2 2 1 5 4 7 7 8 10 10 12 34 Development courses of new courses Health and Feeding No of trainees 4.2 - - 200 2 250 2 300 3 400 4 11 nutrition program reached introduced Quality No of co 4.2 - - 6 10 6 10 6 10 6 10 40 assurance co curriculum curriculum activities activities conducted conducted Sanitary towels No of sanitary 4.2 - - 500 1 500 1 500 1 500 1 4 procured towels procured Sub-total 177.1 348.2 489.8 338.1 361.4 1714.6 Programme 4: Child care services Objective: To enhance quality and accessible child care Services Outcome: Enhanced quality and accessible child care services Sensitization of Sensitized No of 4.2 - - 30 3.5 30 3.5 30 3.5 30 3.5 14 child care community on sensitization services child care meetings to services community at ward level Child care 4.2 400 1 400 1 400 1 400 1 400 1 5 facilities No of child care registered and facilities regulated regulated Sub-total 1 4.5 4.5 4.5 4.5 19 Programme 5: Digital transformation in teaching, learning and data management Objective: To enhance digital transformation in teaching learning and data management Outcome: Enhanced digital transformation in teaching, learning and data management Digital services Provided digital No of digital 4.2 105 30 105 50 105 20 105 20 105 20 140 provision transformation transformational services applied services provided in teaching, in teaching, learning and learning and data data management management in systems 135

| | | stake holders’ engagement | alumni placement into jobs through partnerships with the private sector | | | | | | | | | | | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | Curriculum Development of new courses | No. of new courses | 4.2 | 2 | | 1 | 5 | | | 4 | 7 | | | 7 | 8 | | | 10 | 10 | | | 12 | 34 | |

| Health and nutrition | | Feeding program introduced | No of trainees reached | 4.2 | - | | - | 200 | | | 2 | 250 | | | 2 | 300 | | | 3 | 400 | | | 4 | 11 | |

| | | Quality assurance co curriculum activities conducted | No of co curriculum activities conducted | 4.2 | - | | - | 6 | | | 10 | 6 | | | 10 | 6 | | | 10 | 6 | | | 10 | 40 | |

| | | Sanitary towels procured | No of sanitary towels procured | 4.2 | - | | - | 500 | | | 1 | 500 | | | 1 | 500 | | | 1 | 500 | | | 1 | 4 | |

| | Sub-total | | | | | | 177.1 | | | | 348.2 | | | | 489.8 | | | | 338.1 | | | | 361.4 | 1714.6 | |

| | Objective: To enhance quality and accessible child care Services | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced quality and accessible child care services | | | | | | | | | | | | | | | | | | | | | | | | |

| Sensitization of child care services | | Sensitized community on child care services | No of sensitization meetings to community at ward level | 4.2 | - | | - | 30 | | | 3.5 | 30 | | | 3.5 | 30 | | | 3.5 | 30 | | | 3.5 | 14 | |

| | | Child care facilities registered and regulated | No of child care facilities regulated | 4.2 | 400 | | 1 | 400 | | | 1 | 400 | | | 1 | 400 | | | 1 | 400 | | | 1 | 5 | |

| | Sub-total | | | | | | 1 | | | | 4.5 | | | | 4.5 | | | | 4.5 | | | | 4.5 | 19 | |

| | Programme 5: Digital transformation in teaching, learning and data management | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance digital transformation in teaching learning and data management | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced digital transformation in teaching, learning and data management | | | | | | | | | | | | | | | | | | | | | | | | |

| Digital services provision | | Provided digital transformation services applied in teaching, learning and data management in | No of digital transformational services provided in teaching, learning and data management systems | 4.2 | 105 | | 30 | 105 | | | 50 | 105 | | | 20 | 105 | | | 20 | 105 | | | 20 | 140 | |

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preprimary centres and VTCS Provision of digital tools, phones and Provided digital 4.2 3 7 3 9 3 11 3 12 3 13 52 No of digital learning transformation materials in services provided teaching and in teaching and learning and learning in VTCs ECDE centres Develop web- No. of 4.2 1 3 - - - - - - 1 3 6 based established information management management information system systems Trained early No of schools 4.2 - - 15 15 15 15 15 15 15 15 60 childhood training early innovators/ childhood robots in innovators in ECDEs ECDEs Installed No. of schools 4.2 108 30 108 50 108 20 108 20 108 20 140 learning and VTCs institution with installed with ICT ICT infrastructure infrastructure, internet and internet and e- learning tools learning tools Sub-total 70 124 66 67 71 398 Program 6: Retention, Transition and Completion rates in schools (Elimu fund bursary) Program Objective: To enhance access to retention, transition and completion rates in ECDE centers and VTCs Program Outcome: Enhanced retention, transition and completion rates in ECDE centres and VTCs Retention Enhanced No of pupils and 4.2 12,000 110 12,000 110 12,000 110 12,000 110 12,000 110 550 transition and retention, trainees completion transition and benefiting rates in ECDE completion centres and rates in ECDE VTCS centres and VTCs 136

| | | preprimary centres and VTCS Provision of digital tools, phones and | | | | | | | | | | | | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | Provided digital learning materials in teaching and learning and ECDE centres | No of digital transformation services provided in teaching and learning in VTCs | 4.2 | 3 | | 7 | 3 | | | 9 | 3 | | | 11 | 3 | | | 12 | 3 | | | 13 | 52 | |

| | | Develop web- based information management system | No. of established management information systems | 4.2 | 1 | | 3 | - | | | - | - | | | - | - | | | - | 1 | | | 3 | 6 | |

| | | Trained early childhood innovators/ robots in ECDEs | No of schools training early childhood innovators in ECDEs | 4.2 | - | | - | 15 | | | 15 | 15 | | | 15 | 15 | | | 15 | 15 | | | 15 | 60 | |

| | | Installed learning institution with ICT infrastructure internet and learning tools | No. of schools and VTCs installed with ICT infrastructure, internet and e- learning tools | 4.2 | 108 | | 30 | 108 | | | 50 | 108 | | | 20 | 108 | | | 20 | 108 | | | 20 | 140 | |

| | Sub-total | | | | | | 70 | | | | 124 | | | | 66 | | | | 67 | | | | 71 | 398 | |

| | Program 6: Retention, Transition and Completion rates in schools (Elimu fund bursary) | | | | | | | | | | | | | | | | | | | | | | | | |

| | Program Objective: To enhance access to retention, transition and completion rates in ECDE centers and VTCs | | | | | | | | | | | | | | | | | | | | | | | | |

| | Program Outcome: Enhanced retention, transition and completion rates in ECDE centres and VTCs | | | | | | | | | | | | | | | | | | | | | | | | |

| Retention transition and completion rates in ECDE centres and VTCS | | Enhanced retention, transition and completion rates in ECDE centres and VTCs | No of pupils and trainees benefiting | 4.2 | 12,000 | | 110 | 12,000 | | | 110 | 12,000 | | | 110 | 12,000 | | | 110 | 12,000 | | | 110 | 550 | |

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Sub-total 110 110 110 110 110 550 Program 7: Low literacy levels and poor reading culture(libraries) Program Objective: To enhance literacy levels and reading culture in ECDE centres and VTCs Program Outcome: Enhanced literacy levels and reading culture in ECDE centres and VTCs Use of radio Enhanced use No of radio 4.2 72 1.6 72 1.6 72 1.6 72 1.6 72 1.6 8 lessons from of radio lessons lessons listened KICD from KICD per week per class Formulate Enhanced use No of language 4.2 1 1 1 1 1 1 1 1 1 1 5 language of language policies policies in policies formulated schools Establish class Established No of class 4.2 105 20 105 20 105 20 105 20 105 20 100 libraries by class libraries libraries procuring class established readers and Purchased Purchased 4.2 6 0.5 20 1 20 1 20 1 20 1 4.5 books storage facilities storage facilities for books for books Sub-total 23.1 23.6 23.6 23.6 23.6 117.5 Program 8: ICT Objective: To enhance connectivity and efficiency in services delivery Outcome: Improved service delivery ICT Data and Domestication No. of data and 4.4 1 7 - - - - 1 7 - - 14 Information and enactment information Policy of the Data policies formulation Privacy Act formulated Data and Data and Proportion of 4.4 50% 50 20% 20 10% 10 5% 5 5% 5 information information ICT equipment management management and accessories infrastructure infrastructure procured Development procured County County offices Proportion of 4.4 80% 80 20% 20 - - - - - - 100 Network connected county offices Connectivity connected Network Proportion of 4.4 100% 40 100% 40 100% 40 100% 40 100% 40 200 equipment county offices serviced & networks maintained in serviced and all county maintained offices 137

| | Sub-total | | | | | | 110 | | | | 110 | | | | 110 | | | | 110 | | | | 110 | 550 | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | Program 7: Low literacy levels and poor reading culture(libraries) | | | | | | | | | | | | | | | | | | | | | | | | |

| | Program Objective: To enhance literacy levels and reading culture in ECDE centres and VTCs | | | | | | | | | | | | | | | | | | | | | | | | |

| | Program Outcome: Enhanced literacy levels and reading culture in ECDE centres and VTCs | | | | | | | | | | | | | | | | | | | | | | | | |

| Use of radio lessons from KICD | | Enhanced use of radio lessons from KICD | No of radio lessons listened per week per class | 4.2 | 72 | | 1.6 | 72 | | | 1.6 | 72 | | | 1.6 | 72 | | | 1.6 | 72 | | | 1.6 | 8 | |

| Formulate language policies in schools | | Enhanced use of language policies | No of language policies formulated | 4.2 | 1 | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 1 | | | 1 | 5 | |

| Establish class libraries by procuring class readers and books | | Established class libraries | No of class libraries established | 4.2 | 105 | | 20 | 105 | | | 20 | 105 | | | 20 | 105 | | | 20 | 105 | | | 20 | 100 | |

| | | Purchased storage facilities for books | Purchased storage facilities for books | 4.2 | 6 | | 0.5 | 20 | | | 1 | 20 | | | 1 | 20 | | | 1 | 20 | | | 1 | 4.5 | |

| | Sub-total | | | | | | 23.1 | | | | 23.6 | | | | 23.6 | | | | 23.6 | | | | 23.6 | 117.5 | |

| | Objective: To enhance connectivity and efficiency in services delivery | | | | | | | | | | | | | | | | | | | | | | | | |

| ICT Data and Information Policy formulation | | Domestication and enactment of the Data Privacy Act | No. of data and information policies formulated | 4.4 | 1 | | 7 | - | | | - | - | | | - | 1 | | | 7 | - | | | - | 14 | |

| Data and information management infrastructure Development | | Data and information management infrastructure procured | Proportion of ICT equipment and accessories procured | 4.4 | 50% | | 50 | 20% | | | 20 | 10% | | | 10 | 5% | | | 5 | 5% | | | 5 | | |

| County Network Connectivity | | County offices connected | Proportion of county offices connected | 4.4 | 80% | | 80 | 20% | | | 20 | - | | | - | - | | | - | - | | | - | 100 | |

| | | Network equipment serviced & maintained in all county offices | Proportion of county offices networks serviced and maintained | 4.4 | 100% | | 40 | 100% | | | 40 | 100% | | | 40 | 100% | | | 40 | 100% | | | 40 | 200 | |

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ICT equipment, Proportion of 4.4 100% 20 100% 20 100% 20 100% 20 100% 20 100 stationeries, ICT equipment tool sets and and utility tool accessories sets procured as procured required IP phones No. of IP Phones 4.4 200 20 - - - - - - - - 20 installed in all in all county county offices offices connected Service delivery Service delivery Proportion of 4.4 20% 50 20% 50 20% 50 20% 50 20% 50 250 automation portals County Services automated Establish Mombasa No. of fully 4.4 - - 1 15 1 15 1 15 1 15 60 Mombasa Business and equipped and Business information functioning ICT Innovation and Hubs ICT Free Wi-Fi Total bandwidth 4.4 200 12 200 12 200 12 200 12 200 12 60 Incubation available at the installed (MB Hubs ICT Hubs cumulative) Employment Job Placement No. ICT jobs in 4.4 1000 - 1000 - 1000 - 1000 - 1000 - - Creation Database the Placement created Database ICT Innovation No. of ICT 4.4 10 - 10 - 10 - 10 - 10 - - Startups Innovation Startups incubated Internship No. of 4.4 100 5 100 5 100 5 100 5 100 5 30 Program in Internships place offered Sub-total 284 182 152 154 147 919 Total Programmes Cost/ Budget 1034 1545 1601 1569 1411 7159 138

| | | ICT equipment, stationeries, tool sets and accessories procured | Proportion of ICT equipment and utility tool sets procured as required | 4.4 | 100% | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | 100% | | | 20 | 100 |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | IP phones installed in all county offices | No. of IP Phones in all county offices connected | 4.4 | 200 | | 20 | - | | | - | - | | | - | - | | | - | - | | | - | 20 |

| Service delivery automation | | Service delivery portals | Proportion of County Services automated | 4.4 | 20% | | 50 | 20% | | | 50 | 20% | | | 50 | 20% | | | 50 | 20% | | | 50 | 250 |

| Establish Mombasa Business Innovation and ICT Incubation Hubs | | Mombasa Business and information | No. of fully equipped and functioning ICT Hubs | 4.4 | - | | - | 1 | | | 15 | 1 | | | 15 | 1 | | | 15 | 1 | | | 15 | 60 |

| | | Free Wi-Fi available at the ICT Hubs | Total bandwidth installed (MB cumulative) | 4.4 | 200 | | 12 | 200 | | | 12 | 200 | | | 12 | 200 | | | 12 | 200 | | | 12 | 60 |

| Employment Creation | | Job Placement Database created | No. ICT jobs in the Placement Database | 4.4 | 1000 | | - | 1000 | | | - | 1000 | | | - | 1000 | | | - | 1000 | | | - | - |

| | | ICT Innovation Startups | No. of ICT Innovation Startups incubated | 4.4 | 10 | | - | 10 | | | - | 10 | | | - | 10 | | | - | 10 | | | - | - |

| | | Internship Program in place | No. of Internships offered | 4.4 | 100 | | 5 | 100 | | | 5 | 100 | | | 5 | 100 | | | 5 | 100 | | | 5 | 30 |

| | Sub-total | | | | | | 284 | | | | 182 | | | | 152 | | | | 154 | | | | 147 | 919 |

| | Total Programmes Cost/ Budget | | | | | | 1034 | | | | 1545 | | | | 1601 | | | | 1569 | | | | 1411 | 7159 |

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4.1.7 Health Services  Sector composition The sector is composed of the following sub-sectors:

Clinical Services
Public Health and Disease Prevention Services The two sectors have the following programs a) General Administration, Planning, M&E and Support Services b) Curative and Rehabilitative Health Services c) Preventive and Promotive Health Services d) Special Programs.  Vision A leading County with a healthy and productive community.  Mission To provide the highest attainable standards of quality, responsive and comprehensive health care services to all citizens through innovative, efficient and effective health systems.  Strategic Goals Increased access to and utilize affordable quality health services to improve health outcomes.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 35: Sector Priorities and Strategies Sector Priorities Strategies To improve quality of health services  Establish PCNs in four sub counties  Establish an autonomous mental hospital in the County  Strengthen referral linkages  Prioritization resource allocation to Preventive and promotion service  Establish and enhance non communicable specialized diagnostic services at level 4& 5 facilities  Establishment of privacy for pediatric and neonatal emergency services  Update mortuary services To expand and upgrade health  Expand infrastructure according to 5km radius infrastructure recommendation  Upgrade infrastructure according norms and standards  Establish functional newborn unit, high dependency unit and dialysis services in level four hospitals.  Establish of isolation facility for infectious disease response (Utange hospital)  Strengthen medical waste management system in the County  Expand infrastructure and space to cater for oncology service 139

|---|---|---|---|---|---|

| | | | |  Establish an autonomous mental hospital in the County | |

| | | | |  Prioritization resource allocation to Preventive and | |

| | | | |  Establish and enhance non communicable specialized | |

| | | | | diagnostic services at level 4& 5 facilities | |

| | | | |  Establishment of privacy for pediatric and neonatal | |

| To expand and upgrade health infrastructure | | |  Expand infrastructure according to 5km radius recommendation  Upgrade infrastructure according norms and standards  Establish functional newborn unit, high dependency unit and dialysis services in level four hospitals.  Establish of isolation facility for infectious disease response (Utange hospital)  Strengthen medical waste management system in the County  Expand infrastructure and space to cater for oncology service | | |

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Sector Priorities Strategies To strengthening implementation of  Operationalization of HRH strategic plan Human Resource for Health strategic  Incentivize community health workforce plan To Strengthen Health Products and  Operationalization County formulary list Technologies supply chain  Redistribution of commodities  Tracking of commodities from facilities to end user  Recruitment of Pharm technologist for level 2&3 facilities  Establish commodities storage in all facilities To Operationalize Integrated  Establishment of an integrated health information Electronic Medical records policy and management systems Monitoring and Evaluation  Strengthen data demand and use across all levels of service delivery  Strengthen implementation of health Monitoring and evaluation framework To improve access to budgeted health  IFMS coding finances  Access funds from as planned in PBB in quarterly basis  Strengthen linkages with NHIF  NHIF Staff recruitment for timely report generation and submission  Fast tuck enactment of FIF proposed amendments in the Health Act Strengthen Leadership and  Appointment of level four hospital management boards Governance in health  Strengthening PPP Strengthen Health Research and  Strengthen institutionalization research and dissemination Development mechanisms  Establish Centre of excellence in health research and dissemination. 4.2.7 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 140

|---|---|---|---|---|---|

| To Strengthen Health Products and Technologies supply chain | | |  Operationalization County formulary list  Redistribution of commodities  Tracking of commodities from facilities to end user  Recruitment of Pharm technologist for level 2&3 facilities  Establish commodities storage in all facilities | | |

| | Monitoring and Evaluation | | |  Strengthen data demand and use across all levels of service | |

| | | | |  Strengthen implementation of health Monitoring and | |

| To improve access to budgeted health finances | | |  IFMS coding  Access funds from as planned in PBB in quarterly basis  Strengthen linkages with NHIF  NHIF Staff recruitment for timely report generation and submission  Fast tuck enactment of FIF proposed amendments in the Health Act | | |

| Strengthen Health Research and Development | | |  Strengthen institutionalization research and dissemination mechanisms  Establish Centre of excellence in health research and dissemination. | | |

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Table 36: Health Services Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Targe Cost Tar Cost Targe Cost Tar Cost Target Cost (Ksh t get t get Million) Programme 1: General Administration, Planning, M&E and Support Services Objective: To enhance institutional framework for efficient and effective service delivery Outcome: High quality service delivery in an informed supportive and conducive environment General Governance No. of Governance 3 5 2 5 2 5 2 5 2 5 2 10 administration structures in place structures in place &support services Policy Review and No. of Strategic planning 3 6 1.2 - 9.2 - - - - - - 10.4 Planning; development of and documents in place Health strategic plans and Developed [CIDP; Information policies CHISSP, HRH strategic M&E plan, Referral by pass policy, Public Private Collaboration framework. Health M&E framework] Review and develop 4 3 4 5 4 5 4 5 4 5 4 5 25 policy documents (APD; AWP; APR; SWG; PBB) Health care Improved financial No. of Public Expenditure 3.8 - - 1 3 - - 1 3 - - 6 Financing accountability Tracking Surveys (PETs) conducted IFMIS Coded as per Proportion of approved 3.8 - - 100 3 - — - - - - 3 sub program sub program budget % access Enacted FIF Reviewed County Health 3.8 1 3 - - - - - - - - 3 provisions in the Act in place health ACT Health Consistent and No. of facilities with all 3.8 46 1000 46 1040 46 1100 46 1200 46 1300 5640 Products adequate supply of tracer commodities &technologies commodities/techno logy HRH Operationalized No. of health care workers 3 154 126 60 49.2 65 53.3 61 50.1 68 55.8 334.4 HRH strategic plan recruited 141

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | t | | | | | | get | | | | | | t | | | | | | get | | | | | | | | | | | | Million) | |

| | Programme 1: General Administration, Planning, M&E and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance institutional framework for efficient and effective service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: High quality service delivery in an informed supportive and conducive environment | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General administration &support services | | | Governance structures in place | | | No. of Governance structures in place | | | 3 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 10 | | |

| Policy Planning; Health Information M&E | | | Review and development of strategic plans and policies | | | No. of Strategic planning and documents in place Developed [CIDP; CHISSP, HRH strategic plan, Referral by pass policy, Public Private Collaboration framework. Health M&E framework] | | | 3 | | | 6 | | | 1.2 | | | - | | | 9.2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 10.4 | | |

| | | | | | | Review and develop 4 policy documents (APD; AWP; APR; SWG; PBB) | | | 3 | | | 4 | | | 5 | | | 4 | | | 5 | | | 4 | | | 5 | | | 4 | | | 5 | | | 4 | | | 5 | | | 25 | | |

| Health care Financing | | | Improved financial accountability IFMIS Coded as per sub program | | | No. of Public Expenditure Tracking Surveys (PETs) conducted | | | 3.8 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | 6 | | |

| | | | | | | Proportion of approved sub program budget access | | | 3.8 | | | - | | | - | | | 100 % | | | 3 | | | - | | | — | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Enacted FIF provisions in the health ACT | | | Reviewed County Health Act in place | | | 3.8 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| Health Products &technologies | | | Consistent and adequate supply of commodities/techno logy | | | No. of facilities with all tracer commodities | | | 3.8 | | | 46 | | | 1000 | | | 46 | | | 1040 | | | 46 | | | 1100 | | | 46 | | | 1200 | | | 46 | | | 1300 | | | 5640 | | |

| HRH | | | Operationalized HRH strategic plan | | | No. of health care workers recruited | | | 3 | | | 154 | | | 126 | | | 60 | | | 49.2 | | | 65 | | | 53.3 | | | 61 | | | 50.1 | | | 68 | | | 55.8 | | | 334.4 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Targe Cost Tar Cost Targe Cost Tar Cost Target Cost (Ksh t get t get Million) No. of health care workers 3 1722 11.6 430 29 422 29.2 1484 100 320 21.5 191.2 promoted No. of health care worker 3 2 0.5 - - 47 10.6 - - - - 11.1 received gratuity Health Established Centre of No. research resource 3 1 20 1 80 - - - - - - 100 Research excellence in health Centre’s established research and dissemination Infrastructure Improved quality of No. of facilities upgraded 3.8 2 10 - - 2 20 30 & development health care as per the infrastructure norms and standards (three level 4, 1 level 5) No. of facilities upgraded 2 10 5 20 1 5 35 as per the infrastructure norms and standards (6 Level 2 & 2 level 3) Established offices for 3.8 1 5 3 15 - - - - - - 20 Sub County Health Management Teams Improved access to No. of new dispensaries 3.8 2 60 2 60 1 30 1 30 - - 180 quality health care established Construct CGTRH 100 3.8 - - 1 600 - - - - - - 600 Bed capacity private wing Upgrading of 3.8 1 30 - - - - - - - - 30 Chemotherapy unit at CGTRH Sub-total 1,272.3 1,905.4 1,250.1 1,410 1,389.3 7,227.7 Programme 2: Curative and rehabilitative health services Objective: To offer quality curative and rehabilitative services Outcome: Improved quality service delivery in an informed supportive and conducive environment 142

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | t | | | | | | get | | | | | | t | | | | | | get | | | | | | | | | | | | Million) | |

| | | | | | | No. of health care workers promoted | | | 3 | | | 1722 | | | 11.6 | | | 430 | | | 29 | | | 422 | | | 29.2 | | | 1484 | | | 100 | | | 320 | | | 21.5 | | | 191.2 | | |

| | | | | | | No. of health care worker received gratuity | | | 3 | | | 2 | | | 0.5 | | | - | | | - | | | 47 | | | 10.6 | | | - | | | - | | | - | | | - | | | 11.1 | | |

| Health Research | | | Established Centre of excellence in health research and dissemination | | | No. research resource Centre’s established | | | 3 | | | 1 | | | 20 | | | 1 | | | 80 | | | - | | | - | | | - | | | - | | | - | | | - | | | 100 | | |

| Infrastructure & development | | | Improved quality of health care | | | No. of facilities upgraded as per the infrastructure norms and standards (three level 4, 1 level 5) | | | 3.8 | | | 2 | | | 10 | | | - | | | - | | | 2 | | | 20 | | | | | | | | | | | | | | | 30 | | |

| | | | | | | No. of facilities upgraded as per the infrastructure norms and standards (6 Level 2 & 2 level 3) | | | | | | | | | | | | 2 | | | 10 | | | | | | | | | 5 | | | 20 | | | 1 | | | 5 | | | 35 | | |

| | | | | | | Established offices for Sub County Health Management Teams | | | 3.8 | | | 1 | | | 5 | | | 3 | | | 15 | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | Improved access to quality health care | | | No. of new dispensaries established | | | 3.8 | | | 2 | | | 60 | | | 2 | | | 60 | | | 1 | | | 30 | | | 1 | | | 30 | | | - | | | - | | | 180 | | |

| | | | | | | Construct CGTRH 100 Bed capacity private wing | | | 3.8 | | | - | | | - | | | 1 | | | 600 | | | - | | | - | | | - | | | - | | | - | | | - | | | 600 | | |

| | | | | | | Upgrading of Chemotherapy unit at CGTRH | | | 3.8 | | | 1 | | | 30 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 30 | | |

| Sub-total | | | | | | | | | | | | | | | 1,272.3 | | | | | | 1,905.4 | | | | | | 1,250.1 | | | | | | 1,410 | | | | | | 1,389.3 | | | 7,227.7 | | |

| | Programme 2: Curative and rehabilitative health services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To offer quality curative and rehabilitative services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved quality service delivery in an informed supportive and conducive environment | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Targe Cost Tar Cost Targe Cost Tar Cost Target Cost (Ksh t get t get Million) CGTRH Improved access to No of fully functional 3.8 1 12.5 1 12.5 1 12.5 1 12.5 - - 50 emergency and ambulances, specialized care Sub County Improved access to No. of Accident and 3.8 1 50 2 100 - - - - - - - 150 and referral emergency and emergency (A&E) centers facilities specialized care established No. of specialized 3.8 1 350 - - - - - - - - 350 diagnostics and Treatment services at CGTRH Improved access to upgraded quality curative and No. of emergency care 3.8 2 10 2 10 - - - - - - 20 rehabilitative health strategy developed and care implemented No. of specialized facilities 3.9 1 12 1 12 - - - - - - 24 (TSCH & LSCH) established Upgrade Portreitz Portreitz Mental Hospital 3.9 1 75 1 - - - - - - - 75 mental unit to stand in place alone mental Hospital Mental Health and No. of inpatient drug & 3.9 1 40 1 40 - - - - - - 80 MAT substance facilities in place Primary health Improved medical No. of incineration 3.8 1 12 1 12 - - - - - - 24 care facilities waste management constructed Sub-total 661.5 86.5 12.5 12.5 773 Programme 3: Preventive and Promotive Health Services Outcome Reduce incidences of preventive diseases and illness Objective: To increase access to quality effective Promotive and Preventive health services Services Establish Primary No. of Primary Care 3.8 1 3.5 2 7 1 3.5 - - - - 14 delivery care Networks in 4 Networks) (PCNs) in 4 Community subcounties sub counties established Health Increased community No. of new community 3 10 7 10 7 10 7.5 10 7.5 10 8 37 health units’ linkage health units in place Provide a monthly No. of CHVs receiving a 3.8 2387 57.3 268 64.5 2720 65.3 2720 65.3 2800 67.2 319.5 stipend to CHVs monthly stipend 3 engaged 143

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | t | | | | | | get | | | | | | t | | | | | | get | | | | | | | | | | | | Million) | |

| CGTRH | | | Improved access to emergency and specialized care | | | No of fully functional ambulances, | | | 3.8 | | | 1 | | | 12.5 | | | 1 | | | 12.5 | | | 1 | | | 12.5 | | | 1 | | | 12.5 | | | - | | | - | | | 50 | | |

| Sub County and referral facilities | | | Improved access to emergency and specialized care | | | No. of Accident and emergency (A&E) centers established | | | 3.8 | | | 1 | | | 50 | | | 2 | | | 100 - | | | - | | | - | | | - | | | - | | | - | | | - | | | 150 | | |

| | | | Improved access to quality curative and rehabilitative health care | | | No. of specialized diagnostics and Treatment services at CGTRH upgraded | | | 3.8 | | | 1 | | | 350 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 350 | | |

| | | | | | | No. of emergency care strategy developed and implemented | | | 3.8 | | | 2 | | | 10 | | | 2 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | | | | No. of specialized facilities (TSCH & LSCH) established | | | 3.9 | | | 1 | | | 12 | | | 1 | | | 12 | | | - | | | - | | | - | | | - | | | - | | | - | | | 24 | | |

| | | | Upgrade Portreitz mental unit to stand alone mental Hospital | | | Portreitz Mental Hospital in place | | | 3.9 | | | 1 | | | 75 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 75 | | |

| | | | Mental Health and MAT | | | No. of inpatient drug & substance facilities in place | | | 3.9 | | | 1 | | | 40 | | | 1 | | | 40 | | | - | | | - | | | - | | | - | | | - | | | - | | | 80 | | |

| Primary health care facilities | | | Improved medical waste management | | | No. of incineration constructed | | | 3.8 | | | 1 | | | 12 | | | 1 | | | 12 | | | - | | | - | | | - | | | - | | | - | | | - | | | 24 | | |

| Sub-total | | | | | | | | | | | | | | | 661.5 | | | | | | 86.5 | | | | | | 12.5 | | | | | | 12.5 | | | | | | | | | 773 | | |

| | Programme 3: Preventive and Promotive Health Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome Reduce incidences of preventive diseases and illness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To increase access to quality effective Promotive and Preventive health services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Services delivery Community Health | | | Establish Primary care Networks in 4 subcounties | | | No. of Primary Care Networks) (PCNs) in 4 sub counties established | | | 3.8 | | | 1 | | | 3.5 | | | 2 | | | 7 | | | 1 | | | 3.5 | | | - | | | - | | | - | | | - | | | 14 | | |

| | | | Increased community health units’ linkage | | | No. of new community health units in place | | | 3 | | | 10 | | | 7 | | | 10 | | | 7 | | | 10 | | | 7.5 | | | 10 | | | 7.5 | | | 10 | | | 8 | | | 37 | | |

| | | | Provide a monthly stipend to CHVs engaged | | | No. of CHVs receiving a monthly stipend | | | 3.8 | | | 2387 | | | 57.3 | | | 268 3 | | | 64.5 | | | 2720 | | | 65.3 | | | 2720 | | | 65.3 | | | 2800 | | | 67.2 | | | 319.5 | | |

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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | t | | | | | | get | | | | | | t | | | | | | get | | | | | | | | | | | | Million) | |

| | | | Enhance social protection in women of reproductive age | | | Number of pregnant women attending ANC and receiving transport reimbursement | | | 3.8 | | | 5160 | | | 20.6 | | | 520 0 | | | 20.8 | | | 5250 | | | 21 | | | 5280 | | | 21.1 | | | 5310 | | | 21.2 | | | 104.7 | | |

| | | | | | | Number of pregnant women registered in social protection program with NHIF cover | | | 3.8 | | | 5160 | | | 30.9 | | | 520 0 | | | 31.2 | | | 5250 | | | 31.5 | | | 5280 | | | 31.7 | | | 5310 | | | 31.8 | | | 157.1 | | |

| Sub-total | | | | | | | | | | | | | | | 67.8 | | | | | | 78.5 | | | | | | 76.3 | | | | | | 72.8 | | | | | | 75.2 | | | 595.4 | | |

| | Outcome Improve health status of the individual, family and community | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To increase access to quality preventive and promotive health services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Adolescents and Youth population (AYP)/Gender based violence | | | Establish integrated youth friendly service delivery centers | | | Number of youth friendly centers established | | | 3 | | | 2 | | | 4 | | | 3 | | | 6 | | | 3 | | | 6 | | | 2 | | | 4 | | | | | | | | | 24 | | |

| | | | Establish comprehensive gender-based rescue centres in 4 sub counties | | | No. of gender-based violence rescue centers established | | | 3 | | | 1 | | | 50 | | | 2 | | | 100 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | 200 | | |

| Sub-total | | | | | | | | | | | | | | | 54 | | | | | | 106 | | | | | | 56 | | | | | | 4 | | | | | | | | | 224 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 2,055.6 | | | | | | 2,176.4 | | | | | | 1,394.9 | | | | | | 1,499.3 | | | | | | 1,464.5 | | | 8,590.7 | | |

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4.1.8 Water, Natural Resources & Climate Change Resilience  Sector composition The sector is composed of the following sub-sectors: a) General Administration, Planning and Support Services b) Water and Sanitation services c) Natural Resource Management d) Climate Resilience e) Renewable Energy.  Vision A premier County with sustainable access to water, sanitation and management of natural resources.  Mission To provide access to quality water and sanitation services and promote sustainable utilization of natural resources.  Strategic Goals a) Sustainable reliable accessible and well managed water and sanitation services b) Well managed natural resources for sustainable development and economic growth  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 37: Sector Priorities and Strategies Sector Priorities Strategies To improve access of clean and  Increase bulk water supply safe water  Maximize exploitation of existing water sources  Conserve water catchment areas  Improve the governance in the management of water and water infrastructure  Adopt and utilize new technology to make use of existing water sources at the county  Upscale the adoption of water technologies  Facilitate and fund research and development in water sector  Increase bulk water supply  Maximize exploitation of existing water sources  Conserve water catchment areas  Improve the governance in the management of water and water infrastructure  Adopt and utilize new technology to make use of existing water sources at the county  Upscale the adoption of water technologies  Facilitate and fund research and development in water sector To improve access to sewerage  Expand the sewerage network and upgrade the existing waste water and sanitation services treatment plants 145

|---|---|---|---|---|---|

| | To improve access to sewerage | | |  Expand the sewerage network and upgrade the existing waste water | |

| |  Conserve water catchment areas | |

|---|---|---|

| |  Adopt and utilize new technology to make use of existing water | |

|---|---|---|

| | sources at the county | |

| |  Facilitate and fund research and development in water sector | |

|---|---|---|

| |  Maximize exploitation of existing water sources | |

|---|---|---|

| |  Improve the governance in the management of water and water | |

|---|---|---|

| | infrastructure | |

| |  Upscale the adoption of water technologies | |

|---|---|---|

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Sector Priorities Strategies  Review and improve the sewerage infrastructure design  Enhance the capacity of service providers in provision of sanitation services  Create awareness on sanitation and sewerage services To conserve natural resources  Develop, gazette and implement natural resource conservation legislations  Map and value natural resources at the county  Develop an integrated natural resource management system  Develop and implement natural resource conservation approaches  Sensitize stakeholders on sustainable utilization of natural resources  Promote and facilitate the adoption of alternative and diversified livelihood sources  Facilitate the adoption of sustainable and smart development at the county To enhance climate change  Develop, gazette and implement climate change legislations adaptation and mitigation at the  Develop and implement climate change adaptation and mitigation county strategies  Growing green jobs and enterprises to address climate change  Enhance the level of resilience at the county to the impacts of climate change  Enhance awareness levels to the impacts of climate change  Promote and facilitate climate change mainstreaming at the county  Promote and facilitate low carbon investment at the county  Develop and retain partnerships and collaborations in climate change To improve access to affordable  Subsidize the cost of renewable energy equipment and machines and reliable renewable energy  Facilitate the availability of the required technologies  Facilitate the availability of the required technologies To enhance efficient service  Recruit competent technical staff. delivery and customer  Train the existing staff satisfaction  Promote the staff on performance bases.  Improve working environment. 4.2.8 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 146

| | | | |  Enhance the capacity of service providers in provision of sanitation | |

|---|---|---|---|---|---|

| | To conserve natural resources | | |  Develop, gazette and implement natural resource conservation | |

| | | | |  Facilitate the adoption of sustainable and smart development at the | |

| |  Develop an integrated natural resource management system | |

|---|---|---|

| |  Sensitize stakeholders on sustainable utilization of natural resources | |

|---|---|---|

| |  Develop and implement climate change adaptation and mitigation | |

|---|---|---|

| | strategies | |

| |  Enhance the level of resilience at the county to the impacts of climate | |

|---|---|---|

| | change | |

| |  Promote and facilitate climate change mainstreaming at the county | |

|---|---|---|

| |  Develop and retain partnerships and collaborations in climate change | |

|---|---|---|

| | | | |  Facilitate the availability of the required technologies | |

|---|---|---|---|---|---|

| |  Train the existing staff | |

|---|---|---|

| |  Improve working environment. | |

|---|---|---|

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Table 38: Water, Natural Resources & Climate Change Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) Programme 1: General administration planning and support services Objective: To enhance efficient service delivery and customer satisfaction Outcome: Enhanced Service delivery and customer satisfaction. General Technical staff No of Technical 6.4 & 6.7 7 10 4 6 2 3 2 4 2 4. 27 administration recruited. staff recruited Staff Trained No of staff trained 5 5 8 8 4 4 3 3 2 2 17 Staff Promoted No of staff 6 15 6 15 6 15 5 13 10 25 83 promoted Working % of working 15 100 15 100 20 150 15 100 10 50 500 environment environment improved improved. Sub-total 130 129 172 120 81 632 Programme 2: Natural Resource Management Programme Objective: To conserve natural resources Programme Outcome: Conserved natural resources Natural Natural resource No. of natural 12.2,15.9 2 8 1 3 1 3 - - - - 14 resource conservation resource conservation legislations conservation developed, legislations gazzetted and developed, implemented gazzeted and implemented Natural resources No. of natural 15.1 6 15 6 15 - - - - - - 30 mapped and resources mapped valued and valued Established and No. of integrated 12a, 12.2 2 25 2 15 2 5 2 5 2 5 55 updated integrated natural system natural resource management and management database system established and updated Natural resource No. of 12.2 1 5 1 5 1 5 - - - - 15 conservation participatory approaches rehabilitation developed and approaches implemented developed 147

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | Programme 1: General administration planning and support services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance efficient service delivery and customer satisfaction | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced Service delivery and customer satisfaction. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General administration | | | Technical staff recruited. | | | No of Technical staff recruited | | | 6.4 & 6.7 | | | 7 | | | 10 | | | 4 | | | 6 | | | 2 | | | 3 | | | 2 | | | 4 | | | 2 | | | 4. | | | 27 | | |

| | | | Staff Trained | | | No of staff trained | | | | | | 5 | | | 5 | | | 8 | | | 8 | | | 4 | | | 4 | | | 3 | | | 3 | | | 2 | | | 2 | | | 17 | | |

| | | | Staff Promoted | | | No of staff promoted | | | | | | 6 | | | 15 | | | 6 | | | 15 | | | 6 | | | 15 | | | 5 | | | 13 | | | 10 | | | 25 | | | 83 | | |

| | | | Working environment improved | | | % of working environment improved. | | | | | | 15 | | | 100 | | | 15 | | | 100 | | | 20 | | | 150 | | | 15 | | | 100 | | | 10 | | | 50 | | | 500 | | |

| Sub-total | | | | | | | | | | | | | | | 130 | | | | | | 129 | | | | | | 172 | | | | | | 120 | | | | | | 81 | | | 632 | | |

| | Programme Objective: To conserve natural resources | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Programme Outcome: Conserved natural resources | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Natural resource conservation | | | Natural resource conservation legislations developed, gazzetted and implemented | | | No. of natural resource conservation legislations developed, gazzeted and implemented | | | 12.2,15.9 | | | 2 | | | 8 | | | 1 | | | 3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | 14 | | |

| | | | Natural resources mapped and valued | | | No. of natural resources mapped and valued | | | 15.1 | | | 6 | | | 15 | | | 6 | | | 15 | | | - | | | - | | | - | | | - | | | - | | | - | | | 30 | | |

| | | | Established and updated integrated natural resource management system | | | No. of integrated natural system management and database established and updated | | | 12a, 12.2 | | | 2 | | | 25 | | | 2 | | | 15 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 55 | | |

| | | | Natural resource conservation approaches developed and implemented | | | No. of participatory rehabilitation approaches developed | | | 12.2 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 15 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) No. of degraded 12.2, 1 15 1 25 2 20 2 20 2 20 100 critical ecosystem 15.5 participatory rehabilitated and maintained No. of trees 15.2 30000 8 30000 13 30000 18 30000 23 30000 28 90 planted and maintained in terrestrial ecosystems No. of mangroves 15.2 100000 13 100000 16 10000 19 100000 22 100000 25 95 planted and 0 maintained No. of MOUs 12.2 1 3 1 3 1 3 1 3 1 3 15 signed with development sector partners and actors No. of forums 11.4,11.6 1 5 1 5 1 5 1 5 1 5 25 undertaken and .11.7 linkages established to promote the adoption of sustainable and smart development at the county No. of Forest 15.2 1 5 1 5 1 5 1 5 1 5 25 Transitional Implementation Plan signed and implemented Stakeholders No. of 14,16 2 4 2 4 2 4 2 4 2 4 20 sensitized on stakeholders’ sustainable sensitization utilization of forums on natural resources sustainable utilization of natural resources 148

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | No. of degraded critical ecosystem participatory rehabilitated and maintained | | | 12.2, 15.5 | | | 1 | | | 15 | | | 1 | | | 25 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | 100 | | |

| | | | | | | No. of trees planted and maintained in terrestrial ecosystems | | | 15.2 | | | 30000 | | | 8 | | | 30000 | | | 13 | | | 30000 | | | 18 | | | 30000 | | | 23 | | | 30000 | | | 28 | | | 90 | | |

| | | | | | | No. of mangroves planted and maintained | | | 15.2 | | | 100000 | | | 13 | | | 100000 | | | 16 | | | 10000 0 | | | 19 | | | 100000 | | | 22 | | | 100000 | | | 25 | | | 95 | | |

| | | | | | | No. of MOUs signed with development sector partners and actors | | | 12.2 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| | | | | | | No. of forums undertaken and linkages established to promote the adoption of sustainable and smart development at the county | | | 11.4,11.6 .11.7 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | | | | No. of Forest Transitional Implementation Plan signed and implemented | | | 15.2 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Stakeholders sensitized on sustainable utilization of natural resources | | | No. of stakeholders’ sensitization forums on sustainable utilization of natural resources | | | 14,16 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 20 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) Enhanced No. of capacity 15a,15b 2 10 2 10 2 10 2 10 2 10 50 entrepreneur enhancement capacity in nature- activities in nature- based enterprises based enterprises undertaken Alternative No. of alternative 15a,15b 3 6 3 6 3 6 3 6 3 6 30 livelihood sources livelihood sources promoted and promoted and adopted adopted Sub-total 122 125 103 103 111 564 Programme 3: Water supply Objective: To increase access to clean and safe water Outcome: Increased access to clean and safe water Water Supply Bulk water Volume of bulk 6.4, 6.1, - - 700 30 1000 100 100,000 m3 22,000 30,000 m3 5,000 27,130 supplies increased. water increased 6.7 per day per day (M3) Water supply new Distance of water 6.1, 6.4 50 500 50 500 50 500 50 500 50 500 2,500 network Coverage network laid [Km]. increased water catchment Area conserved 6.5 - - - - 1 100 1 150 1 200 450 areas conserved. [Km2] 6.6 Water Sustainable 6.4 1 1 1 1 1 1.5 1 1.5 1 2 7 governance systems and reliable 6.5 improved service delivery 6.6 [Report] 6.3 New technologies No of technologies 6.1 - - 1 100 0 0 2 250 2 400 750 adopted and adopted and utilized. utilized. Research, Studies No of Research, 6.1 - - - - 1 50 1 75 1 100 225 and development Studies and well-funded. Development funded. Sector polices, No. of polices, 6.8 - - 1 3 1 4 1 5 - - 12 legislations and Legislation and regulations regulations developed and developed and implemented. implemented. 149

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | Enhanced entrepreneur capacity in nature- based enterprises | | | No. of capacity enhancement activities in nature- based enterprises undertaken | | | 15a,15b | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 50 | | |

| | | | Alternative livelihood sources promoted and adopted | | | No. of alternative livelihood sources promoted and adopted | | | 15a,15b | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 30 | | |

| Sub-total | | | | | | | | | | | | | | | 122 | | | | | | 125 | | | | | | 103 | | | | | | 103 | | | | | | 111 | | | 564 | | |

| | Objective: To increase access to clean and safe water | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Increased access to clean and safe water | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Water Supply | | | Bulk water supplies increased. | | | Volume of bulk water increased (M3) | | | 6.4, 6.1, 6.7 | | | - | | | - | | | 700 | | | 30 | | | 1000 | | | 100 | | | 100,000 m3 per day | | | 22,000 | | | 30,000 m3 per day | | | 5,000 | | | 27,130 | | |

| | | | Water supply new network Coverage increased | | | Distance of water network laid [Km]. | | | 6.1, 6.4 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 2,500 | | |

| | | | water catchment areas conserved. | | | Area conserved [Km2] | | | 6.5 6.6 | | | - | | | - | | | - | | | - | | | 1 | | | 100 | | | 1 | | | 150 | | | 1 | | | 200 | | | 450 | | |

| | | | Water governance improved | | | Sustainable systems and reliable service delivery [Report] | | | 6.4 6.5 6.6 6.3 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1.5 | | | 1 | | | 1.5 | | | 1 | | | 2 | | | 7 | | |

| | | | New technologies adopted and utilized. | | | No of technologies adopted and utilized. | | | 6.1 | | | - | | | - | | | 1 | | | 100 | | | 0 | | | 0 | | | 2 | | | 250 | | | 2 | | | 400 | | | 750 | | |

| | | | Research, Studies and development well-funded. | | | No of Research, Studies and Development funded. | | | 6.1 | | | - | | | - | | | - | | | - | | | 1 | | | 50 | | | 1 | | | 75 | | | 1 | | | 100 | | | 225 | | |

| | | | Sector polices, legislations and regulations developed and implemented. | | | No. of polices, Legislation and regulations developed and implemented. | | | 6.8 | | | - | | | - | | | 1 | | | 3 | | | 1 | | | 4 | | | 1 | | | 5 | | | - | | | - | | | 12 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) Capacity of No of Trainings, 6.a 10 75 15 100 25 150 25 200 25 250 775 service providers Technical Staff, enhanced. Technology and Equipment provided [%] Water supply Volume of storage 6.1 500 10 700 30 1000 100 1500 200 2000 300 640 Storage Capacity increased [m3]. 6.a increased Ground water No. of Boreholes 6.1, 6.6 8 30 8 35 8 35 8 40 8 40 180 controllably drilled, Equipped Abstracted. and operationalized. HH Connections % of HH 6.1 7 30 8 50 8 60 9 70 10 100 310 increased. Connected. Public & No. of Water 6.a 2 2 3 3 4 4 5 5 6 6 20 Stakeholder supply Workshops awareness on best held practices of water use conservation & management enhanced. Non-revenue % of NRW 6.1 50 5 49 10 48 50 47 20 46 15 100 water [NRW] reduced. reduced Water tankering No of water 6.1 - - 4 35 - - 2 20 2 25 80 facilities increased. bowsers increased. Sub-total 653 897 1155 23537 6938 33179 Programme 4: Climate Change Objective: To enhance climate change adaptation and mitigation at the county Outcome: Objective: enhance climate change adaptation and mitigation at the county Climate change Climate change No. of County 13.3 - - 1 2 - - - - 1 2 4 mitigation and legislations Climate Change 13.b adaptation developed, policy review gazetted and County Climate 13.3 1 2 - - - - - - 1 1 3 implemented Change Act in 13.b developed 150

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | Capacity of service providers enhanced. | | | No of Trainings, Technical Staff, Technology and Equipment provided [%] | | | 6.a | | | 10 | | 75 | | | 15 | | | 100 | | | 25 | | | 150 | | | 25 | | | 200 | | | 25 | | | 250 | | | 775 | | |

| | | | Water supply Storage Capacity increased | | | Volume of storage increased [m3]. | | | 6.1 6.a | | | 500 | | 10 | | | 700 | | | 30 | | | 1000 | | | 100 | | | 1500 | | | 200 | | | 2000 | | | 300 | | | 640 | | |

| | | | Ground water controllably Abstracted. | | | No. of Boreholes drilled, Equipped and operationalized. | | | 6.1, 6.6 | | | 8 | | 30 | | | 8 | | | 35 | | | 8 | | | 35 | | | 8 | | | 40 | | | 8 | | | 40 | | | 180 | | |

| | | | HH Connections increased. | | | % of HH Connected. | | | 6.1 | | | 7 | | 30 | | | 8 | | | 50 | | | 8 | | | 60 | | | 9 | | | 70 | | | 10 | | | 100 | | | 310 | | |

| | | | Public & Stakeholder awareness on best practices of water use conservation & management enhanced. | | | No. of Water supply Workshops held | | | 6.a | | | 2 | | 2 | | | 3 | | | 3 | | | 4 | | | 4 | | | 5 | | | 5 | | | 6 | | | 6 | | | 20 | | |

| | | | Non-revenue water [NRW] reduced | | | % of NRW reduced. | | | 6.1 | | | 50 | | 5 | | | 49 | | | 10 | | | 48 | | | 50 | | | 47 | | | 20 | | | 46 | | | 15 | | | 100 | | |

| | | | Water tankering facilities increased. | | | No of water bowsers increased. | | | 6.1 | | | - | | - | | | 4 | | | 35 | | | - | | | - | | | 2 | | | 20 | | | 2 | | | 25 | | | 80 | | |

| Sub-total | | | | | | | | | | | | | | 653 | | | | | | 897 | | | | | | 1155 | | | | | | 23537 | | | | | | 6938 | | | 33179 | | |

| | Objective: To enhance climate change adaptation and mitigation at the county | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Objective: enhance climate change adaptation and mitigation at the county | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Climate change mitigation and adaptation | | | Climate change legislations developed, gazetted and implemented | | | No. of County Climate Change policy review | | | 13.3 13.b | | | - | | - | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | | | | County Climate Change Act in developed | | | 13.3 13.b | | | 1 | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | 3 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) County Climate 13.3 1 2 - - - - - - 1 1 3 Change Fund Act 13.b developed County Climate 11.6 1 3 - - - - - - 1 2 5 Change Action Plan 11.b in developed 12.2 13.1 13.3 13.b 14.1 15.9 No. of inception 3 5 - - - - - - - - 5 and validation workshop conducted Climate change No. of Climate 11.6 1 3 - - - - - - 1 3 6 adaptation and change adaptation 11.b mitigation and mitigation 12.2 strategies (such as strategies developed 13.1 growing green and implemented 13.3 jobs and 13.b enterprises) 14.1 developed and No of climate 11.6 - - 1 15 - - - - 1 5 20 implemented change adaptation 11.b plan in place and 12.2 operationalize 13.1 13.3 13.b 14.1 No. of climate 11.6 1 4 - - 1 4 - - 1 4 10 change vulnerability 11.b assessment 12.2 conducted 13.1 13.3 13.b 14.1 151

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | County Climate Change Fund Act developed | | | 13.3 13.b | | | 1 | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 1 | | | 3 | | |

| | | | | | | County Climate Change Action Plan in developed | | | 11.6 11.b 12.2 13.1 13.3 13.b 14.1 15.9 | | | 1 | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 5 | | |

| | | | | | | No. of inception and validation workshop conducted | | | | | | 3 | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Climate change adaptation and mitigation strategies (such as growing green jobs and enterprises) developed and implemented | | | No. of Climate change adaptation and mitigation strategies developed and implemented | | | 11.6 11.b 12.2 13.1 13.3 13.b 14.1 | | | 1 | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 3 | | | 6 | | |

| | | | | | | No of climate change adaptation plan in place and operationalize | | | 11.6 11.b 12.2 13.1 13.3 13.b 14.1 | | | - | | - | | | 1 | | | 15 | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 20 | | |

| | | | | | | No. of climate change vulnerability assessment conducted | | | 11.6 11.b 12.2 13.1 13.3 13.b 14.1 | | | 1 | | 4 | | | - | | | - | | | 1 | | | 4 | | | - | | | - | | | 1 | | | 4 | | | 10 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) No. GHG 11.6 - - 1 5 - - - - 1 5 10 inventory 11.b Developed 12.2 13.1 13.3 13.b 14. Conduct - - 1 3 1 3 1 3 1 3 12 Greenhouse Gas (GHGs) carbon emission survey No. Climate 11.b - - 1 2 - - - - 1 2 4 information system 13.3 established No. adopted climate 11.b 1 2 1 2 1 2 1 2 1 2 10 change data 13.1 visualization & 13.b modelling tools No of GIS Map 11.b 72 2 72 2 72 2 72 2 72 0 10 Developed 13.1 13.b Climate change % Acres of riparian 15.1 20% 2 30% 4 40% 6 60% 10 80% 15 37 resilience natural buffer-zone enhanced at the established county No. Mangrove trees 13.1 500000 50 500000 50 50000 50 500000 50 500000 50 250 planted. 14.1 0 15.2 15.5 15.9 No. mangrove 13.1 1 3 1 3 1 3 1 3 1 3 15 demonstration sites 14.1 developed 15.2 15.5 15.9 No. mangrove 13.1 - - 1 1 - - 1 1 - - 2m demonstration sites 14.1 adopted 15.2 15.5 152

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | No. GHG inventory Developed | | | 11.6 11.b 12.2 13.1 13.3 13.b 14. | | | - | | - | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 10 | | |

| | | | | | | Conduct Greenhouse Gas (GHGs) carbon emission survey | | | | | | - | | - | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 12 | | |

| | | | | | | No. Climate information system established | | | 11.b 13.3 | | | - | | - | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | 4 | | |

| | | | | | | No. adopted climate change data visualization & modelling tools | | | 11.b 13.1 13.b | | | 1 | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | No of GIS Map Developed | | | 11.b 13.1 13.b | | | 72 | | 2 | | | 72 | | | 2 | | | 72 | | | 2 | | | 72 | | | 2 | | | 72 | | | 0 | | | 10 | | |

| | | | Climate change resilience enhanced at the county | | | % Acres of riparian natural buffer-zone established | | | 15.1 | | | 20% | | 2 | | | 30% | | | 4 | | | 40% | | | 6 | | | 60% | | | 10 | | | 80% | | | 15 | | | 37 | | |

| | | | | | | No. Mangrove trees planted. | | | 13.1 14.1 15.2 15.5 15.9 | | | 500000 | | 50 | | | 500000 | | | 50 | | | 50000 0 | | | 50 | | | 500000 | | | 50 | | | 500000 | | | 50 | | | 250 | | |

| | | | | | | No. mangrove demonstration sites developed | | | 13.1 14.1 15.2 15.5 15.9 | | | 1 | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| | | | | | | No. mangrove demonstration sites adopted | | | 13.1 14.1 15.2 15.5 | | | - | | - | | | 1 | | | 1 | | | - | | | - | | | 1 | | | 1 | | | - | | | - | | | 2m | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) 15.9 No. Community 13.1 4 3 4 3 4 3 4 3 4 3 15 awareness on 14.1 climate change 15.2 15.5 15.9 No. Community 13.1 500 5 500 5 500 5 500 5 500 5 25 trained on building 14.1 county resilience on 15.2 climate change 15.5 15.9 No. capacity 13.b 1 2 1 2 1 2 1 2 1 2 10 building conducted Sub total 80 99 80 81 108 456 Program 5: Sanitation services Objective: To improve access of sanitation/sewerage services Outcome: Improved access to sanitation/sewerage services Sanitation/Sew Sewerage Distance of sewer 6.2 20 200 20 200 20 200 50 500 50 500 1600 erage services Network coverage lines laid [Km] and capacity increased. Waste Water No. of WWTP 6.2 - - 2 500 - - 1 600 1 700 1300 Treatment Plants constructed or increased. rehabilitated. Sanitation Report on 6.2 1 1 1 1 1 1.5 1 1.5 1 2 7 Governance Sustainable systems Improved and reliable service delivery [Report]. Capacity of % of staff trained 6.2 10 75 15 100 25 150 25 200 25 250 500 service providers and equipped enhanced Public Ablution No. of Ablution 6.2 5 25 3 20 2 25 2 25 2 25 120 blocks increased. blocks constructed/Rehab ilitated. Research, Studies No of research, 6.2 - - - - 1 50 1 75 1 100 225 and development studies funded well-funded 153

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | | | | 15.9 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | | | | | | No. Community awareness on climate change | | | 13.1 14.1 15.2 15.5 15.9 | | | 4 | | 3 | | | 4 | | | 3 | | | 4 | | | 3 | | | 4 | | | 3 | | | 4 | | | 3 | | | 15 | | |

| | | | | | | No. Community trained on building county resilience on climate change | | | 13.1 14.1 15.2 15.5 15.9 | | | 500 | | 5 | | | 500 | | | 5 | | | 500 | | | 5 | | | 500 | | | 5 | | | 500 | | | 5 | | | 25 | | |

| | | | | | | No. capacity building conducted | | | 13.b | | | 1 | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| Sub total | | | | | | | | | | | | | | 80 | | | | | | 99 | | | | | | 80 | | | | | | 81 | | | | | | 108 | | | 456 | | |

| | Objective: To improve access of sanitation/sewerage services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved access to sanitation/sewerage services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Sanitation/Sew erage services | | | Sewerage Network coverage and capacity increased. | | | Distance of sewer lines laid [Km] | | | 6.2 | | | 20 | | 200 | | | 20 | | | 200 | | | 20 | | | 200 | | | 50 | | | 500 | | | 50 | | | 500 | | | 1600 | | |

| | | | Waste Water Treatment Plants increased. | | | No. of WWTP constructed or rehabilitated. | | | 6.2 | | | - | | - | | | 2 | | | 500 | | | - | | | - | | | 1 | | | 600 | | | 1 | | | 700 | | | 1300 | | |

| | | | Sanitation Governance Improved | | | Report on Sustainable systems and reliable service delivery [Report]. | | | 6.2 | | | 1 | | 1 | | | 1 | | | 1 | | | 1 | | | 1.5 | | | 1 | | | 1.5 | | | 1 | | | 2 | | | 7 | | |

| | | | Capacity of service providers enhanced | | | % of staff trained and equipped | | | 6.2 | | | 10 | | 75 | | | 15 | | | 100 | | | 25 | | | 150 | | | 25 | | | 200 | | | 25 | | | 250 | | | 500 | | |

| | | | Public Ablution blocks increased. | | | No. of Ablution blocks constructed/Rehab ilitated. | | | 6.2 | | | 5 | | 25 | | | 3 | | | 20 | | | 2 | | | 25 | | | 2 | | | 25 | | | 2 | | | 25 | | | 120 | | |

| | | | Research, Studies and development well-funded | | | No of research, studies funded | | | 6.2 | | | - | | - | | | - | | | - | | | 1 | | | 50 | | | 1 | | | 75 | | | 1 | | | 100 | | | 225 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) Sector polices, No. of polices, 6.8 - - 1 3 1 4 1 5 - - 12 legislations and Legislation and regulations regulations developed and developed and implemented implemented. Stakeholder No. of sanitation 6.2 2 2 3 3 4 4 5 5 6 6 20 awareness on best workshops held practices of sanitation services & management enhanced. Waste water No. of exhausters 6.2 - - - - 2 30 2 35 2 40 105 exhausting acquired facilities acquired Sub-total 303 827 464.5 1447 1623 4664 Programme 6: Renewable energy Objective: To improve access to affordable and reliable renewable energy Outcome: Improved access to affordable and reliable renewable energy Energy Drafted Mombasa Mombasa 7.1 1 5 - - - - 1 5 - - 10 Sustainable Sustainable Energy 7.2 Energy Policy and Policy and Act in Bill place No. Established 7.1 1 2.5 1 2.5 1 2.5 1 2.5 1 2.5 7.5 Technical Working 7.2 Groups in energy No. Focused 7.1 4 1 4 1 4 1 4 1 4 1 5 Group Discussions 7.2 Operational Renewable Energy 7.1 5 7 - 1.5 - 1.5 - - - - 10 Renewable energy unit in place 7.2 unit No. of officers 7.1 10 - 12 - 18 - 20 - 24 - - deployed in Sub- 7.2 Counties Action plan No. Sustainable 7.1 1 15 - - - - - - 1 3 18 developed energy action plan 7.2 developed and operationalized 154

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | Sector polices, legislations and regulations developed and implemented | | | No. of polices, Legislation and regulations developed and implemented. | | | 6.8 | | | - | | | - | | | 1 | | | 3 | | | 1 | | | 4 | | | 1 | | | 5 | | | - | | | - | | | 12 | | |

| | | | Stakeholder awareness on best practices of sanitation services & management enhanced. | | | No. of sanitation workshops held | | | 6.2 | | | 2 | | | 2 | | | 3 | | | 3 | | | 4 | | | 4 | | | 5 | | | 5 | | | 6 | | | 6 | | | 20 | | |

| | | | Waste water exhausting facilities acquired | | | No. of exhausters acquired | | | 6.2 | | | - | | | - | | | - | | | - | | | 2 | | | 30 | | | 2 | | | 35 | | | 2 | | | 40 | | | 105 | | |

| Sub-total | | | | | | | | | | | | | | | 303 | | | | | | 827 | | | | | | 464.5 | | | | | | 1447 | | | | | | 1623 | | | 4664 | | |

| | Objective: To improve access to affordable and reliable renewable energy | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved access to affordable and reliable renewable energy | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Energy | | | Drafted Mombasa Sustainable Energy Policy and Bill | | | Mombasa Sustainable Energy Policy and Act in place | | | 7.1 7.2 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | 10 | | |

| | | | | | | No. Established Technical Working Groups in energy | | | 7.1 7.2 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 7.5 | | |

| | | | | | | No. Focused Group Discussions | | | 7.1 7.2 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 5 | | |

| | | | Operational Renewable energy unit | | | Renewable Energy unit in place | | | 7.1 7.2 | | | 5 | | | 7 | | | - | | | 1.5 | | | - | | | 1.5 | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | | | | No. of officers deployed in Sub- Counties | | | 7.1 7.2 | | | 10 | | | - | | | 12 | | | - | | | 18 | | | - | | | 20 | | | - | | | 24 | | | - | | | - | | |

| | | | Action plan developed | | | No. Sustainable energy action plan developed and operationalized | | | 7.1 7.2 | | | 1 | | | 15 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 3 | | | 18 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) No. identified 7.1 4 1 - - - - - - - - 1 Energy resources in 7.2 the county No. Developed 7.1 4 1 - - - - - - - - 1 energy resources 7.2 spatial mapping No of County No Conducted 7.1 1 10 1 10 1 10 1 10 1 10 50 energy surveys energy surveys 7.2 No. developed 7.1 1 - 1 - 1 - 1 - 1 - - County Energy 7.2 needs profile Energy Audit Energy Audit Tool 7.1 1 8 - - - - - - - - 8 Tool Kit Kit in Place 7.2 Developed No. reviews of 7.1 - - 1 4 1 4 1 4 1 4 16 energy audit 7.2 toolkit. Conducted No. community 7.1 2 1 2 1 2 1 2 1 2 1 5 Community forums conducted. 7.2 Capacity No. of residents 7.1 300 - 350 - 400 - 450 - 500 - - Development on reached. 7.2 Sustainable energy No. of partners 7.1 5 - 5 - 5 - 5 - 5 - - options collaborated 7.2 Community No. energy 7.1 2 2 2 2 2 2 2 2 2 2 10 Sustainable energy solution initiatives 7.2 solutions developed. Developed No. of community 7.1 1 50 1 50 1 50 1 50 1 50 250 solar integrated 7.2 power box installed No. solar flood 7.1 10 - 10 - 10 - 10 - 10 - - lights in markets, 7.2 schools, informal settlements No. of Refuse 7.1 3 100 3 100 3 100 3 100 3 100 500 Derived Fuels 7.2 (RDF) plants established 155

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | No. identified Energy resources in the county | | | 7.1 7.2 | | | 4 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | |

| | | | | | | No. Developed energy resources spatial mapping | | | 7.1 7.2 | | | 4 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | |

| | | | No of County energy surveys | | | No Conducted energy surveys | | | 7.1 7.2 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 50 | | |

| | | | | | | No. developed County Energy needs profile | | | 7.1 7.2 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | - | | |

| | | | Energy Audit Tool Kit Developed | | | Energy Audit Tool Kit in Place | | | 7.1 7.2 | | | 1 | | | 8 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 8 | | |

| | | | | | | No. reviews of energy audit toolkit. | | | 7.1 7.2 | | | - | | | - | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 16 | | |

| | | | Conducted Community Capacity Development on Sustainable energy options | | | No. community forums conducted. | | | 7.1 7.2 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 5 | | |

| | | | | | | No. of residents reached. | | | 7.1 7.2 | | | 300 | | | - | | | 350 | | | - | | | 400 | | | - | | | 450 | | | - | | | 500 | | | - | | | - | | |

| | | | | | | No. of partners collaborated | | | 7.1 7.2 | | | 5 | | | - | | | 5 | | | - | | | 5 | | | - | | | 5 | | | - | | | 5 | | | - | | | - | | |

| | | | Community Sustainable energy solutions Developed | | | No. energy solution initiatives developed. | | | 7.1 7.2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 2 | | | 10 | | |

| | | | | | | No. of community solar integrated power box installed | | | 7.1 7.2 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 1 | | | 50 | | | 250 | | |

| | | | | | | No. solar flood lights in markets, schools, informal settlements | | | 7.1 7.2 | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | 10 | | | - | | | - | | |

| | | | | | | No. of Refuse Derived Fuels (RDF) plants established | | | 7.1 7.2 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 500 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Targ Cost Target Cost Target Cost (Ksh et Million) No. of energy 7.1 10,000 30 10,000 30 10,00 30 10,000 30 10,000 30 150 saving cooking 7.2 0 jikos distributed No. of beneficiaries 7.1 10,000 - 10,000 - 10,00 - 10,000 - 10,000 - - reached. 7.2 0 No. of partners 7.1 10 2 10 2 10 3 10 3 10 3 10 engaged. 7.2 No. PPP & 7.1 1 1 1 1 1 1 1 1 1 1 5 Community 7.2 agreements developed Energy Resource No. of energy 7.1 1 100 1 100 1 100 1 100 1 100 500 Centre established centres established 7.2 No. of established 7.1 1 5 1 5 1 5 1 5 1 5 25 Renewable Energy 7.2 Innovation hubs Strengthen Developed No. of financial 7.1 10 3 10 3 10 3 10 3 10 3 15 linkages to network to partners involved. 7.2 financial & financial & green No. of green 7.1 1 5 1 5 1 5 1 5 1 5 25 green investments investments 7.2 investments partners developed developing partners Sub-total 349.5 318 319 322.5 320.5 1629.5 Total Programmes Cost/ Budget 1646 2395 2293 25610 9182 41125 156

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | | | | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | Million) | |

| | | | | | | No. of energy saving cooking jikos distributed | | | 7.1 7.2 | | | 10,000 | | | 30 | | | 10,000 | | | 30 | | | 10,00 0 | | | 30 | | | 10,000 | | | 30 | | | 10,000 | | | 30 | | | 150 | | |

| | | | | | | No. of beneficiaries reached. | | | 7.1 7.2 | | | 10,000 | | | - | | | 10,000 | | | - | | | 10,00 0 | | | - | | | 10,000 | | | - | | | 10,000 | | | - | | | - | | |

| | | | | | | No. of partners engaged. | | | 7.1 7.2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | |

| | | | | | | No. PPP & Community agreements developed | | | 7.1 7.2 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 5 | | |

| | | | Energy Resource Centre established | | | No. of energy centres established | | | 7.1 7.2 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 500 | | |

| | | | | | | No. of established Renewable Energy Innovation hubs | | | 7.1 7.2 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| Strengthen linkages to financial & green investments developing partners | | | Developed network to financial & green investments partners | | | No. of financial partners involved. | | | 7.1 7.2 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 15 | | |

| | | | | | | No. of green investments developed | | | 7.1 7.2 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 349.5 | | | | | | 318 | | | | | | 319 | | | | | | 322.5 | | | | | | 320.5 | | | 1629.5 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 1646 | | | | | | 2395 | | | | | | 2293 | | | | | | 25610 | | | | | | 9182 | | | 41125 | | |

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4.1.9 Public Service Administration, Youth, Gender, Social Services and Sports  Sector composition The sector is composed of the following sub-sectors:

General Administration, Planning and Support Services
County administration and decentralized services
Human Resource Management and development
Enforcement and Compliance
Youth Empowerment
Sports Development, Gender and Social Services The sector mandate is to ensure effective human resource management and development, decentralization of county administration and service delivery and public participation and civic engagements. The main objective of the sector is to provide effective and efficient leadership in the management of the public service affairs of the county government of Mombasa, with our clarion call is “Serikali na Huduma Mashinani”.  Vision Effective and efficient leadership in the management of County Affairs.  Mission To enhance coordination of government programmes for efficient and effective service delivery and enhance teamwork within the government departments; and sustainable and equitable social economic empowerment of the County residents.  Strategic Goal Effective and efficient service delivery.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 39: Sector Priorities and Strategies Sector Priorities Strategies To enhance decentralization of  Develop and implement change management initiative among all service delivery to the village stakeholders level  Design of service delivery frameworks responsive to local needs and priorities  To develop standard operation procedure of devolution of county service.  Develop and implement guidelines on delineation village administrative units  To develop a roadmap for delegation of authority and responsibilities to lower levels of government  To improve Staffing levels with required skills and competencies  Capacity building of staff and increases of staffing levels at the decentralized units 157

| | To enhance decentralization of | | |  Develop and implement change management initiative among all | |

|---|---|---|---|---|---|

| | | | |  To develop standard operation procedure of devolution of county | |

| | | | |  Develop and implement guidelines on delineation village | |

| | | | |  To develop a roadmap for delegation of authority and | |

| | | | | responsibilities to lower levels of government | |

| | | | |  To improve Staffing levels with required skills and competencies | |

| | | | |  Capacity building of staff and increases of staffing levels at the | |

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Sector Priorities Strategies  Enhance partner support for Development strategic policy documents to guide decentralization of services delivery To improve service delivery  To develop County public service delivery policy framework  To develop service delivery charters at all level.  To establish Service delivery centers and offices in all the sub counties and ward  To fully operationalized and equipped sub county and ward offices.  To increase staffing level in the county.  To develop training and development plan for staff.  To establish Performance Management system  To design and implement staff rationalization programs.  Develop and implement Organization structure with clear job descriptions for staff.  To re-engineer service delivery processes in the county.  To strengthen intergovernmental relations To strengthen public  To develop a county strategic plan for civic education and Public participation and civic Participation education  Strengthening of legal and regulatory frameworks to ensure citizen participation for service delivery.  To develop a county Policy and guidelines for Civic Education and Public Participation  Develop a curriculum and training materials for civic education and Public Participation.  To establish Civic Education and Public Participation units and improve staffing levels  To establish institutional framework for public participation and civic education up to village levels  To develop a training plan on civic education and public participation  To develop standard operation procedures for public participation To ensure effective and  To develop HRM and development policy and procedures. efficient human resource  To develop Human Resource Management Strategic Plan management and development  To institute Human Resource Management Planning in the county departments  Creation of Synergy in HR Policies Implementation Between Service Boards and county Departments  To develop a Succession management strategy.  To develop Training and development plan for the county staff.  To develop Knowledge and Talent Management policy and guidelines.  To install Integrated Human Resource Information system  To improve working environment as per the norms and standard To improve disaster  To develop a disaster preparedness and management policy. management in the County  To install County Early warning system for prompt disaster response.  To develop Disaster preparedness management plan.  To develop County standard operating procedures for Disaster management.  To enhance capacity of disaster rescue centers and command centers 158

| | |  Enhance partner support for Development strategic policy | |

|---|---|---|---|

| | | documents to guide decentralization of services delivery | |

| | To strengthen public | | |  To develop a county strategic plan for civic education and Public | |

|---|---|---|---|---|---|

| | | | |  To develop a county Policy and guidelines for Civic Education and | |

| | | | |  Develop a curriculum and training materials for civic education and | |

| | | | |  To establish Civic Education and Public Participation units and | |

| | | | |  To establish institutional framework for public participation and | |

| | | | |  To develop a training plan on civic education and public | |

| | | | |  To develop standard operation procedures for public participation | |

|---|---|---|---|---|---|

| | management in the County | | |  To install County Early warning system for prompt disaster | |

| | | | |  To develop Disaster preparedness management plan. | |

| | | | |  To develop County standard operating procedures for Disaster | |

| | | | |  To enhance capacity of disaster rescue centers and command centers | |

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Sector Priorities Strategies To enhance enforcement of  To enact laws and policies regarding enforcement county laws and policies  To provide training and capacity building to the staff  To develop standard operational procedure  To enhance interdepartmental coordination of activities Youth empowerment  Enrolment of youth in TVETs  Roll out of Empowerment programs  Implementation of the County Revolving Fund and Youth Enterprise Fund  Awareness creation Sports development  Engagement of Sports sector investors  Construction, renovation and improvement of stadia and  community play grounds  Cooperation with various sports federation  Implementation of Coaching programs To ensure gender equality and  Advocate for progressive cultural and religious practices empowerment of women and girls To empower PWDs  Enhance disability mainstreaming  Ensure involvement of PWDs in socioeconomic activities  Create awareness on PWDs stigma  Formulate policy  Increase social protection and livelihood programs To support the elderly persons,  Create awareness on Social Protection services women and vulnerable groups  Formulate policy for the vulnerable groups including the elderly persons 4.2.9 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 159

|---|---|---|---|---|---|

| | | | |  Implementation of the County Revolving Fund and Youth | |

| | To ensure gender equality and | | |  Advocate for progressive cultural and religious practices | |

|---|---|---|---|---|---|

|---|---|---|---|---|---|

| | women and vulnerable groups | | |  Formulate policy for the vulnerable groups including the elderly | |

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Table 40: Public Service Administration, Youth, Gender, Social Services and Sports Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Programme 1: General Administration and Support Services Objective: To enhance service delivery Outcome: Enhanced service delivery General County No. of Offices 8.3 4 50 - - 4 50 - - 4 50 150 Administration Headquarters constructed and refurbished partitioned County No. of offices 8.3 4 15 - - - - - - - - 15 headquarters equipped offices equipped Vehicles No of vehicles 17 2 7 6 10 6 10 6 10 6 10 47 procured purchased Assets No of framework 8.3 1 3 - - - - - - 1 3 6 management developed framework developed Customer No of satisfaction 8.3 1 2 1 2 1 2 1 2 1 2 10 Satisfaction surveys conducted surveys % increment in 8.3 3 - 3 - 3 - 3 - 3 - conducted customer satisfaction Customer Satisfaction 8.3 1 - 1 - 1 - 1 - 1 - surveys report submitted Strategic plans Strategic plan 8.3 1 10 - - - - - - 1 10 20 developed developed Work No of Work 8.3 1 2 1 2 1 2 1 2 1 2 10 Environment Environment survey survey conducted conducted % increment in 8.3 3 - 3 - 3 - 3 - 3 - satisfaction index Work Environment 8.3 1 2 - - 1 2 - - 1 2 6 improvement plan Work Environment 8.3 1 2 - - 1 2 - - 1 2 6 index report submitted 160

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General Administration | | | County Headquarters refurbished | | | No. of Offices constructed and partitioned | | | 8.3 | | | 4 | | | 50 | | | - | | | - | | | 4 | | | 50 | | | - | | | - | | | 4 | | | 50 | | | 150 | | |

| | | | County headquarters offices equipped | | | No. of offices equipped | | | 8.3 | | | 4 | | | 15 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 15 | | |

| | | | Vehicles procured | | | No of vehicles purchased | | | 17 | | | 2 | | | 7 | | | 6 | | | 10 | | | 6 | | | 10 | | | 6 | | | 10 | | | 6 | | | 10 | | | 47 | | |

| | | | Assets management framework developed | | | No of framework developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 3 | | | 6 | | |

| | | | Customer Satisfaction surveys conducted | | | No of satisfaction surveys conducted | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | % increment in customer satisfaction | | | 8.3 | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | | | |

| | | | | | | Customer Satisfaction surveys report submitted | | | 8.3 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | | | |

| | | | Strategic plans developed | | | Strategic plan developed | | | 8.3 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 10 | | | 20 | | |

| | | | Work Environment survey conducted | | | No of Work Environment survey conducted | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | % increment in satisfaction index | | | 8.3 | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | | | |

| | | | | | | Work Environment improvement plan | | | 8.3 | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | 6 | | |

| | | | | | | Work Environment index report submitted | | | 8.3 | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2 | | | 6 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Employee No. of Employee 8.3 1 2 1 2 1 2 1 2 1 2 10 satisfaction satisfaction survey survey undertaken undertaken % increment in 8.3 3 - 3 - 3 - 3 - 3 - - satisfaction index Employee satisfaction 8.3 1 - 1 - 1 - 1 - 1 - - survey report submitted Sub-total 95 16 70 16 83 280 Programme 2: Decentralization of service delivery Objective: To enhance decentralization of service delivery to the village level Outcome: Decentralization of service delivery enhanced Sub county Change No. of programs 10.3 1 5 1 2 1 2 1 2 - - 11 Administration Management done & programs Decentralized undertaken units Service delivery No. of service 10.3 1 5 1 2 - - - - - - 7 frameworks delivery framework s developed. developed. Standard No. of Standard 10.3 1 2 1 2 - - - - - - 4 operation operation procedures procedures developed. developed Guidelines on No. of guidelines 10.3 1 6 - - - - - - 1 7 13 delineation developed village administrative units roadmap for No. of action plan 10.3 1 5 1 5 - - - - - - 10 delegation of developed authority developed Staffing levels No. of staff recruited 10.3 100 50 200 100 250 25 300 25 400 25 225 increased % 0f staff increase Partnership No. of partnership 10.3 5 1 10 2 20 1 25 1 - - 5 support increased increased 161

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Employee satisfaction survey undertaken | | | No. of Employee satisfaction survey undertaken | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | % increment in satisfaction index | | | 8.3 | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | 3 | | | - | | | - | | |

| | | | | | | Employee satisfaction survey report submitted | | | 8.3 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | - | | |

| Sub-total | | | | | | | | | | | | | | | 95 | | | | | | 16 | | | | | | 70 | | | | | | 16 | | | | | | 83 | | | 280 | | |

| | Programme 2: Decentralization of service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance decentralization of service delivery to the village level | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Decentralization of service delivery enhanced | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Sub county Administration & Decentralized units | | | Change Management programs undertaken | | | No. of programs done | | | 10.3 | | | 1 | | | 5 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | - | | | - | | | 11 | | |

| | | | Service delivery frameworks developed. | | | No. of service delivery framework s developed. | | | 10.3 | | | 1 | | | 5 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 7 | | |

| | | | Standard operation procedures developed | | | No. of Standard operation procedures developed. | | | 10.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | 4 | | |

| | | | Guidelines on delineation village administrative units | | | No. of guidelines developed | | | 10.3 | | | 1 | | | 6 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 7 | | | 13 | | |

| | | | roadmap for delegation of authority developed | | | No. of action plan developed | | | 10.3 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Staffing levels increased | | | No. of staff recruited % 0f staff increase | | | 10.3 | | | 100 | | | 50 | | | 200 | | | 100 | | | 250 | | | 25 | | | 300 | | | 25 | | | 400 | | | 25 | | | 225 | | |

| | | | Partnership support increased | | | No. of partnership increased | | | 10.3 | | | 5 | | | 1 | | | 10 | | | 2 | | | 20 | | | 1 | | | 25 | | | 1 | | | - | | | - | | | 5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Sub County No of Sub County 8.3 2 200 2 200 1 100 - - 1 100 600 offices offices constructed constructed Sub county No. of Sub County 8.3 2 8 2 8 1 - - - 1 4 8 offices office equipped equipped Ward county No of Ward Offices 8.3 3 30 3 30 3 30 3 30 3 30 150 Offices constructed constructed Ward county No. of Ward offices 8.3 3 10 3 10 3 10 3 10 3 10 50 Offices Equipped Equipped Complains A complaint handling 8.3 1 1 - - 1 2 - - 1 2.5 5.55 handling mechanism in place mechanism established Alternative Dispute handling 8.3 1 1 - - 1 2 - - 1 2.5 5.55 dispute mechanism in place handling mechanism Established Reviewed No. of periodic 8.3 120 6 120 6 120 6 120 6 120 6 30 meetings on review meetings on Project project planning planning Reports No. of reports 8.3 864 4.5 864 4.5 864 4.5 864 4.5 864 4.5 22.5 received from received from sub decentralized county units Administrators/ Ward Administrators Sub-total 334.5 371.5 182.5 78.5 191.5 1158.5 Programme 3: County Public Service Management Objective: Improving human resource management practices Outcome: Competent performance for service delivery HRM HRM and No of policies 8.3 1 5 1 5 - - - - - - 10 development developed policy and 162

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Sub County offices constructed | | | No of Sub County offices constructed | | | 8.3 | | | 2 | | | 200 | | | 2 | | | 200 | | | 1 | | | 100 | | | - | | | - | | | 1 | | | 100 | | | 600 | | |

| | | | Sub county offices equipped | | | No. of Sub County office equipped | | | 8.3 | | | 2 | | | 8 | | | 2 | | | 8 | | | 1 | | | - | | | - | | | - | | | 1 | | | 4 | | | 8 | | |

| | | | Ward county Offices constructed | | | No of Ward Offices constructed | | | 8.3 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 150 | | |

| | | | Ward county Offices Equipped | | | No. of Ward offices Equipped | | | 8.3 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 3 | | | 10 | | | 50 | | |

| | | | Complains handling mechanism established | | | A complaint handling mechanism in place | | | 8.3 | | | 1 | | | 1 | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2.5 | | | 5.55 | | |

| | | | Alternative dispute handling mechanism Established | | | Dispute handling mechanism in place | | | 8.3 | | | 1 | | | 1 | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 1 | | | 2.5 | | | 5.55 | | |

| | | | Reviewed meetings on Project planning | | | No. of periodic review meetings on project planning | | | 8.3 | | | 120 | | | 6 | | | 120 | | | 6 | | | 120 | | | 6 | | | 120 | | | 6 | | | 120 | | | 6 | | | 30 | | |

| | | | Reports received from decentralized units | | | No. of reports received from sub county Administrators/ Ward Administrators | | | 8.3 | | | 864 | | | 4.5 | | | 864 | | | 4.5 | | | 864 | | | 4.5 | | | 864 | | | 4.5 | | | 864 | | | 4.5 | | | 22.5 | | |

| Sub-total | | | | | | | | | | | | | | | 334.5 | | | | | | 371.5 | | | | | | 182.5 | | | | | | 78.5 | | | | | | 191.5 | | | 1158.5 | | |

| | Programme 3: County Public Service Management | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: Improving human resource management practices | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Competent performance for service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| HRM | | | HRM and development policy and | | | No of policies developed | | | 8.3 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) procedures developed Human No of HRM strategic 8.3 1 5 1 10 - - - - 1 10 25 Resource plan developed Strategic plan developed HRM plan No of HRM plans 8.3 1 2 1 2 1 2 1 2 1 2 6 developed developed Succession No of Succession 8.3 1 6 1 6 - - - - - - 12 management management strategy strategy developed developed Succession plan No of Succession 8.3 1 6 1 6 1 6 - - 1 6 12 developed management plan developed HRD and No of HRD Plan 8.3 1 5 1 5 1 5 1 5 1 5 25 Training Plan developed developed Training Needs 8.3 1 5 1 5 1 5 1 5 1 5 25 Assessment Knowledge and No of policies 8.3 1 6 1 6 1 6 8.3 8.3 8.3 8.3 18 Talent Policy developed guidelines developed Integrated No of IHRIS 8.3 1 6 1 6 8.3 8.3 8.3 8.3 8.3 8.3 12 Human Resource System Installed Unified Human No of UHRIS 8.3 1 6 1 6 - - - - - - 12 Resources Information System No of Records No of Policy 8.3 1 3 1 3 - - - - - - 6 management developed policy Developed 163

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Human Resource Strategic plan developed | | | No of HRM strategic plan developed | | | 8.3 | | | 1 | | | 5 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | 1 | | | 10 | | | 25 | | |

| | | | HRM plan developed | | | No of HRM plans developed | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 6 | | |

| | | | Succession management strategy developed | | | No of Succession management strategy developed | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | - | | | - | | | - | | | - | | | - | | | - | | | 12 | | |

| | | | Succession plan developed | | | No of Succession management plan developed | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | 1 | | | 6 | | | - | | | - | | | 1 | | | 6 | | | 12 | | |

| | | | HRD and Training Plan developed | | | No of HRD Plan developed | | | 8.3 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | | | | Training Needs Assessment | | | 8.3 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | Knowledge and Talent Policy guidelines developed | | | No of policies developed | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | 1 | | | 6 | | | 8.3 | | | 8.3 | | | 8.3 | | | 8.3 | | | 18 | | |

| | | | Integrated Human Resource System Installed | | | No of IHRIS | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | 8.3 | | | 8.3 | | | 8.3 | | | 8.3 | | | 8.3 | | | 8.3 | | | 12 | | |

| | | | Unified Human Resources Information System | | | No of UHRIS | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | - | | | - | | | - | | | - | | | - | | | - | | | 12 | | |

| | | | No of Records management policy Developed | | | No of Policy developed | | | 8.3 | | | 1 | | | 3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 6 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Staff recruited No of staff recruited 8.3 250 3 260 4 300 5 400 6 450 7 25 &promotion Work No of work 8.3 1 2.5 1 2.5 1 2.5 - - 1 2.5 10 Environment environment survey Improvement done Plan Developed No of Plans 8.3 1 2.5 1 2.5 1 2.5 - - 1 2.5 10 developed Organization No of Organization 8.3 1 3 - - 1 3 - - 1 3 9 Structure Structure developed developed Job descriptions No of reports 8.3 1 3 - - 1 3 - - 1 3 9 developed submitted Staff No of Compliment 8.3 1 3 - - - - - - - - 3 Establishment Control developed Control Staff Establishment 8.3 1 3 - - 1 3 - - 1 3 9 mechanism developed Grievance Grievance handling 8.3 1 7.5 - - - - - - - - 7.5 handling Procedure in place Procedure developed Payroll audit No of Audit report 8.3 4 2 4 2 4 2 4 2 4 2 10 submitted Staff No of Guidelines in 8.3 1 3 - - - - - - - - 3 Rehabilitation place guidelines developed Staff welfare No of Policy 8.3 1 3 - - - - - - - - 3 policy document in place developed Workplace Developed 8.3 1 3 - - - - - - - - 3 HIV/AIDs HIV/AIDs Policy Policy Developed Sexual No of Policy 8.3 1 3 - - - - - - - - 3 harassment document in place policy Developed 164

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Staff recruited &promotion | | | No of staff recruited | | | 8.3 | | | 250 | | | 3 | | | 260 | | | 4 | | | 300 | | | 5 | | | 400 | | | 6 | | | 450 | | | 7 | | | 25 | | |

| | | | Work Environment Improvement Plan Developed | | | No of work environment survey done | | | 8.3 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | - | | | - | | | 1 | | | 2.5 | | | 10 | | |

| | | | | | | No of Plans developed | | | 8.3 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | 1 | | | 2.5 | | | - | | | - | | | 1 | | | 2.5 | | | 10 | | |

| | | | Organization Structure developed | | | No of Organization Structure developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | 9 | | |

| | | | Job descriptions developed | | | No of reports submitted | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | 9 | | |

| | | | Staff Establishment Control mechanism developed | | | No of Compliment Control developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | | | | Staff Establishment | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | - | | | - | | | 1 | | | 3 | | | 9 | | |

| | | | Grievance handling Procedure developed | | | Grievance handling Procedure in place | | | 8.3 | | | 1 | | | 7.5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 7.5 | | |

| | | | Payroll audit | | | No of Audit report submitted | | | 8.3 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 10 | | |

| | | | Staff Rehabilitation guidelines developed | | | No of Guidelines in place | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Staff welfare policy developed | | | No of Policy document in place | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Workplace HIV/AIDs Policy Developed | | | Developed HIV/AIDs Policy | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Sexual harassment policy Developed | | | No of Policy document in place | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Staff mental No of Policy 8.3 1 3 1 3 1 3 1 3 1 3 15 health policy document in place developed and Mental health policy 8.3 1 5 - - - - - - - - 5 implemented in place No of reports submitted Established 8.3 1 4 - - 1 4 - - 1 4 12 counselling office and budget allocated Retirement No of pre- training 8.3 150 15 150 15 150 15 150 15 150 15 75 Planning programs undertaken Staff No of staff on SPAS 8.3 1 - 1 - 1 - 1 - 1 - - Performance review and evaluation HRD HRD and No of HRD Plan 8.3 1 5 1 5 1 5 1 5 1 5 25 Training Plan developed developed TNA undertaken 8.3 1 8 1 15 - - 1 8 - - 16 Staff skills audit 8.3 1 2 1 2 1 2 1 2 1 2 10 undertaken Integrated human 8.3 1 20 - - - - - - - - 20 resources Training Management Information System Developed (iHRIS) iHRIS Maintained 8.3 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 Virtual learning policy 8.3 1 3 - - - - - - - - 3 Developed Developed staff 8.3 1 2 1 2 1 2 1 2 1 2 10 training projections / plans Developed internship 8.3 1 3 - - - - - - - - 3 & Attachment Policy (Talent Management) No. of staff trained 8.3 800 80 800 80 800 80 800 80 800 80 400 No. of staff inducted 8.3 200 2 200 2 200 2 200 2 200 2 10 165

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Staff mental health policy developed and implemented | | | No of Policy document in place | | | 8.3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| | | | | | | Mental health policy in place No of reports submitted | | | 8.3 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | | | | Established counselling office and budget allocated | | | 8.3 | | | 1 | | | 4 | | | - | | | - | | | 1 | | | 4 | | | - | | | - | | | 1 | | | 4 | | | 12 | | |

| | | | Retirement Planning | | | No of pre- training programs undertaken | | | 8.3 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 75 | | |

| | | | Staff Performance review and evaluation | | | No of staff on SPAS | | | 8.3 | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | 1 | | | - | | | - | | |

| HRD | | | HRD and Training Plan developed | | | No of HRD Plan developed | | | 8.3 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| | | | | | | TNA undertaken | | | 8.3 | | | 1 | | | 8 | | | 1 | | | 15 | | | - | | | - | | | 1 | | | 8 | | | - | | | - | | | 16 | | |

| | | | | | | Staff skills audit undertaken | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | Integrated human resources Training Management Information System Developed (iHRIS) | | | 8.3 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | | | | iHRIS Maintained | | | 8.3 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 2.5 | | |

| | | | | | | Virtual learning policy Developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | | | | Developed staff training projections / plans | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | | | | Developed internship & Attachment Policy (Talent Management) | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | | | | No. of staff trained | | | 8.3 | | | | 800 | | | 80 | | | 800 | | | 80 | | | 800 | | | 80 | | | 800 | | | 80 | | | 800 | | | 80 | | 400 | | |

| | | | | | | No. of staff inducted | | | 8.3 | | | 200 | | | 2 | | | 200 | | | 2 | | | 200 | | | 2 | | | 200 | | | 2 | | | 200 | | | 2 | | | 10 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) No. of interns 8.3 200 24 200 24 200 24 200 24 200 24 120 enrolled No. of students 8.5 300 5 300 5 300 5 300 5 300 5 25 enrolled on attachment Employee No of units 8.3 2 2 - - - - - - - - 2 welfare units established established Staff welfare No of policy 8.3 1 3 - - - - - - 1 5 8 policy document developed. developed Sexual No of policy 8.3 1 3 - - - - - - 1 5 8 harassment document developed. policy developed Mental health No of policy 8.3 1 3 - - - - - - 1 5 8 policy document developed. developed HIV/AIDs No of policy 3.3 1 3 - - - - - - 1 5 8 Policy document developed. developed Knowledge Unit established and 9.5 1 5 - - - - - - - - 5 management operationalized unit established Knowledge No of policies 8.3 1 3 - - - - - - 1 5 8 management developed policy developed Electronic Data Electronic Data 9.5 1 20 1 1 1 1 1 1 1 1 24 Management Management system system in place implemented Staff trained on No of staff trained 8.3 30 3 30 3 30 3 30 3 30 3 15 records management Records No of policy 8.3 1 3 - - - - - - 1 4 7 management developed policy 166

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | No. of interns enrolled | | | 8.3 | | | 200 | | | 24 | | | 200 | | | 24 | | | 200 | | | 24 | | | 200 | | | 24 | | | 200 | | | 24 | | | 120 | | |

| | | | | | | No. of students enrolled on attachment | | | 8.5 | | | 300 | | | 5 | | | 300 | | | 5 | | | 300 | | | 5 | | | 300 | | | 5 | | | 300 | | | 5 | | | 25 | | |

| | | | Employee welfare units established | | | No of units established | | | 8.3 | | | 2 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2 | | |

| | | | Staff welfare policy developed | | | No of policy document developed. | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 8 | | |

| | | | Sexual harassment policy developed | | | No of policy document developed. | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 8 | | |

| | | | Mental health policy developed | | | No of policy document developed. | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 8 | | |

| | | | HIV/AIDs Policy developed | | | No of policy document developed. | | | 3.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 8 | | |

| | | | Knowledge management unit established | | | Unit established and operationalized | | | 9.5 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Knowledge management policy developed | | | No of policies developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | 8 | | |

| | | | Electronic Data Management system implemented | | | Electronic Data Management system in place | | | 9.5 | | | 1 | | | 20 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 1 | | | 24 | | |

| | | | Staff trained on records management | | | No of staff trained | | | 8.3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 30 | | | 3 | | | 15 | | |

| | | | Records management policy | | | No of policy developed | | | 8.3 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 4 | | | 7 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Records No of units 8.3 2 5 3 7 3 7 2 5 - - 25 management established units established Sensitization No. Staff HIV& 3.3 2 5 2 5 2 5 2 5 2 5 25 campaign on AIDS campaigns and HIV&AIDS stakeholders’ meetings Sub-total 336 240.5 211.8 197.1 248.1 1233.5 Programme 4: Enforcement and compliance Objective: To ensure enforcement of County laws and policies Outcome: County laws and policies enforced General Constructed Inspectorate school 8.3 1 600 - - - - - - - - 600 Administration and partitioned constructed and inspectorate partitioned training school No. of rooms 8.3 1 100 - - - - - - - - 100 furnished (Furniture and fittings computers and accessories, Local Area Network, Security equipment) Purchase of No. of modified 17.1 6 30 - - - - - - - - 30 modified motor motor vehicles vehicle purchased Purchase of No. of supervision 17.1 2 7 - - - - - - - - 7 supervision vehicles vehicles Purchase of No. of breakdowns 17.1 6 40 - - - - - - - - 40 breakdowns Purchase of % of employees 17.1 100% 10 - - - - - - - - 10 uniforms provided with uniforms (normal) % of employees 17.1 100% 10 - - - - - - - - 10 provided with ceremonial uniforms 167

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Records management units established | | | No of units established | | | 8.3 | | | 2 | | | 5 | | | 3 | | | 7 | | | 3 | | | 7 | | | 2 | | | 5 | | | - | | | - | | | 25 | | |

| | | | Sensitization campaign on HIV&AIDS | | | No. Staff HIV& AIDS campaigns and stakeholders’ meetings | | | 3.3 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 336 | | | | | | 240.5 | | | | | | 211.8 | | | | | | 197.1 | | | | | | 248.1 | | | 1233.5 | | |

| | Objective: To ensure enforcement of County laws and policies | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: County laws and policies enforced | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General Administration | | | Constructed and partitioned inspectorate training school | | | Inspectorate school constructed and partitioned | | | 8.3 | | | 1 | | | 600 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 600 | | |

| | | | | | | No. of rooms furnished (Furniture and fittings computers and accessories, Local Area Network, Security equipment) | | | 8.3 | | | 1 | | | 100 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 100 | | |

| | | | | Purchase of | | | No. of modified | | | 17.1 | | | 6 | | | 30 | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 30 | | |

| | | | | Purchase of | | | No. of supervision | | | 17.1 | | | 2 | | | 7 | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 7 | | |

| | | | | Purchase of | | | No. of breakdowns | | | 17.1 | | | 6 | | | 40 | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 40 | | |

| | | | | Purchase of | | | % of employees | | | 17.1 | | | 100% | | | 10 | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | | | | % of employees provided with ceremonial uniforms | | | 17.1 | | | 100% | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

Page 184

Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) (as per the cadre requirements) Purchase of No. of motorbike 17.1 12 2.4 - - - - - - - - 2.4 motorbikes Purchase of tuk No. of tuk tuks / 17.1 6 3 - - - - - - - - 3 tuks / tricycles tricycles Purchase of A package of 17.1 1 25 - - - - - - - - 25 communication communication equipment equipment purchased Enforce law Issuance of Compliance with 16.6 100 1 100 1 100 1 100 1 100 1 5 and prosecution notices notices (%) Arrest and % prosecution for 16.6 100 7 100 10 100 10 100 10 100 13 50 prosecute non-compliance culprits Conduct Documents 16.6 100 2 100 2 100 2 100 2 100 2 10 Inspections scrutinized, verified and validated (% documentation) Conduct Beats % of efficient in beat 16.6 100 1 100 1.5 100 1.5 100 2 100 2 8 and patrols patrols Real time % adherence to 16.6 Contin 100 2 100 2 100 2 100 2 100 2 reports on response times uous occurrences Outreach No of outreach 16.5 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 Program programmes to improve engagement and enhanced compliance at the grass root level Re brand Rebranded 16.5 1 2 - - - - - - - - 2 county enforcement unit enforcement unit Sub-total 940.9 115 115 115.5 118.5 1404.9 168

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Purchase of motorbikes | | | No. of motorbike | | | 17.1 | | | 12 | | | 2.4 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2.4 | | |

| | | | Purchase of tuk tuks / tricycles | | | No. of tuk tuks / tricycles | | | 17.1 | | | 6 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Purchase of communication equipment | | | A package of communication equipment purchased | | | 17.1 | | | 1 | | | 25 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 25 | | |

| Enforce law and prosecution | | | Issuance of notices | | | Compliance with notices (%) | | | 16.6 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 100 | | | 1 | | | 5 | | |

| | | | Arrest and prosecute culprits | | | % prosecution for non-compliance | | | 16.6 | | | 100 | | | 7 | | | 100 | | | 10 | | | 100 | | | 10 | | | 100 | | | 10 | | | 100 | | | 13 | | | 50 | | |

| | | | Conduct Inspections | | | Documents scrutinized, verified and validated (% documentation) | | | 16.6 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 10 | | |

| | | | Conduct Beats and patrols | | | % of efficient in beat patrols | | | 16.6 | | | 100 | | | 1 | | | 100 | | | 1.5 | | | 100 | | | 1.5 | | | 100 | | | 2 | | | 100 | | | 2 | | | 8 | | |

| | | | Real time reports on occurrences | | | % adherence to response times | | | 16.6 | | | Contin uous | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | |

| | | | Outreach Program | | | No of outreach programmes to improve engagement and enhanced compliance at the grass root level | | | 16.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 2.5 | | |

| | | | Re brand county enforcement unit | | | Rebranded enforcement unit | | | 16.5 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2 | | |

| Sub-total | | | | | | | | | | | | | | | 940.9 | | | | | | 115 | | | | | | 115 | | | | | | 115.5 | | | | | | 118.5 | | | 1404.9 | | |

Page 185

Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Programme 5: Youth Empowerment Objective: To empower youth Outcome: Empowered Youth Youth Youth trained No. of Youth trained 4.4 1000 3 1000 3 1000 3 1000 3 1000 3 15 Economic on business on business skills Empowerment skills Youth groups No. of Youth groups 8.3 500 50 500 50 500 50 500 50 500 50 250 funded for supported with business start- business funds ups Six One stop Six One stop youth 8.3 1 6 1 6 1 6 1 6 2 12 36 youth Centre center (resource, established empowerment, creative art) Youth No. of youth in 8.6 3000 100 3000 100 3000 100 3000 100 3000 100 500 employment employment opportunities created Youth Youth trained No. of youth trained 5.1 1000 10 1000 10 1000 10 1000 10 1000 10 50 Resilience and on CVE on Resilience and Countering CVE Violent Youth No. of youth of 1.3 300 9 300 9 300 9 300 9 300 9 45 Extremism rehabilitated rehabilitated alcohol from alcohol and drug abusers and drug abuse supported with start- up kits Sub-total 178 178 178 178 184 896 Programme 6: Gender Equality and Empowerment of Women and Girls Objective: To empower women and girls Outcome: Empowered women and girls Gender, social Women trained No. of women 8.3 1000 10 1000 10 1000 10 1000 10 1000 10 50 economic on business trained on business empowerment skills skills and integration Women No. of women 8.3 200 4 500 1 500 1 500 1 500 1 8 supported with supported with start- start-up capital up capital Women groups No. of women 8.3 50 5 50 5 500 5 500 5 500 5 25 supported with groups supported 169

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| Youth Economic Empowerment | | | Youth trained on business skills | | | No. of Youth trained on business skills | | | 4.4 | | | 1000 | | | 3 | | | 1000 | | | 3 | | | 1000 | | | 3 | | | 1000 | | | 3 | | | 1000 | | | 3 | | | 15 | | |

| | | | Youth groups funded for business start- ups | | | No. of Youth groups supported with business funds | | | 8.3 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 500 | | | 50 | | | 250 | | |

| | | | Six One stop youth Centre established | | | Six One stop youth center (resource, empowerment, creative art) | | | 8.3 | | | 1 | | | 6 | | | 1 | | | 6 | | | 1 | | | 6 | | | 1 | | | 6 | | | 2 | | | 12 | | | 36 | | |

| | | | Youth employment opportunities created | | | No. of youth in employment | | | 8.6 | | | 3000 | | | 100 | | | 3000 | | | 100 | | | 3000 | | | 100 | | | 3000 | | | 100 | | | 3000 | | | 100 | | | 500 | | |

| Youth Resilience and Countering Violent Extremism | | | Youth trained on CVE | | | No. of youth trained on Resilience and CVE | | | 5.1 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 50 | | |

| | | | Youth rehabilitated from alcohol and drug abuse | | | No. of youth of rehabilitated alcohol and drug abusers supported with start- up kits | | | 1.3 | | | 300 | | | 9 | | | 300 | | | 9 | | | 300 | | | 9 | | | 300 | | | 9 | | | 300 | | | 9 | | | 45 | | |

| Sub-total | | | | | | | | | | | | | | | 178 | | | | | | 178 | | | | | | 178 | | | | | | 178 | | | | | | 184 | | | 896 | | |

| | Programme 6: Gender Equality and Empowerment of Women and Girls | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Gender, social economic empowerment and integration | | | Women trained on business skills | | | No. of women trained on business skills | | | 8.3 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 1000 | | | 10 | | | 50 | | |

| | | | Women supported with start-up capital | | | No. of women supported with start- up capital | | | 8.3 | | | 200 | | | 4 | | | 500 | | | 1 | | | 500 | | | 1 | | | 500 | | | 1 | | | 500 | | | 1 | | | 8 | | |

| | | | Women groups supported with | | | No. of women groups supported | | | 8.3 | | | 50 | | | 5 | | | 50 | | | 5 | | | 500 | | | 5 | | | 500 | | | 5 | | | 500 | | | 5 | | | 25 | | |

Page 186

Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) business start- with business start-up up funds funds Gender No. of gender 8.3 1 1 0 0 0 0 0 0 0 0 1 mainstreaming mainstreaming policy policy formulated Social Elderly persons Proportion of elderly 1.3 20000 10 20000 10 20000 10 20000 10 20000 10 50 Protection supported (60 and above years) through NHIF supported through contributions NHIF contributions Needy girls No. of needy girls 1.3 20000 1 20000 1 20000 1 20000 1 20000 1 5 supported with supported with sanitary pads sanitary pads Girls/women No. of girls/women 16.1.3 1 20 - - - - - - - - 20 rescue center rescue canter established established Girls and boys No. of girls and boys 16.1.3 1000 1 1000 1 1000 1 1000 1 1000 1 5 mentored mentored Sub-total 52 28 28 28 28 164 Programme 7: Persons with Disability (PWDs) empowerment Objective: To promote empowerment and inclusivity of PWDs Outcome: PWDs empowered and included in all opportunities PWDs Policy No. of PWDs policy 1.3 1 1 - - - - - - - - 1 formulated PWDs trained No. of PWDs trained 8.3 100 3 100 3 100 3 100 3 100 3 15 on entrepreneurship entrepreneurshi skills p skills Tenders % of county 8.3 5% - 5% - 5% - 5% - 5% - - allocated to procurement PWDs allocated to PWDs County % of county buildings 1.3 100% - 100% - 100% - 100% - 100% - - buildings compliant with compliant with PWDs requirements PWDs requirements Sub-total 4 3 3 3 3 16 170

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Gender mainstreaming policy formulated | | | No. of gender mainstreaming policy | | | 8.3 | | | 1 | | | 1 | | | 0 | | | 0 | | | 0 | | | 0 | | | 0 | | | 0 | | | 0 | | | 0 | | | 1 | | |

| Social Protection | | | Elderly persons supported through NHIF contributions | | | Proportion of elderly (60 and above years) supported through NHIF contributions | | | 1.3 | | | 20000 | | | 10 | | | 20000 | | | 10 | | | 20000 | | | 10 | | | 20000 | | | 10 | | | 20000 | | | 10 | | | 50 | | |

| | | | Needy girls supported with sanitary pads | | | No. of needy girls supported with sanitary pads | | | 1.3 | | | 20000 | | | 1 | | | 20000 | | | 1 | | | 20000 | | | 1 | | | 20000 | | | 1 | | | 20000 | | | 1 | | | 5 | | |

| | | | Girls/women rescue center established | | | No. of girls/women rescue canter established | | | 16.1.3 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | Girls and boys mentored | | | No. of girls and boys mentored | | | 16.1.3 | | | 1000 | | | 1 | | | 1000 | | | 1 | | | 1000 | | | 1 | | | 1000 | | | 1 | | | 1000 | | | 1 | | | 5 | | |

| Sub-total | | | | | | | | | | | | | | | 52 | | | | | | 28 | | | | | | 28 | | | | | | 28 | | | | | | 28 | | | 164 | | |

| | Programme 7: Persons with Disability (PWDs) empowerment | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To promote empowerment and inclusivity of PWDs | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: PWDs empowered and included in all opportunities | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| PWDs | | | Policy formulated | | | No. of PWDs policy | | | 1.3 | | | 1 | | | 1 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | |

| | | | PWDs trained on entrepreneurshi p skills | | | No. of PWDs trained entrepreneurship skills | | | 8.3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 100 | | | 3 | | | 15 | | |

| | | | Tenders allocated to PWDs | | | % of county procurement allocated to PWDs | | | 8.3 | | | 5% | | | - | | | 5% | | | - | | | 5% | | | - | | | 5% | | | - | | | 5% | | | - | | | - | | |

| | | | County buildings compliant with PWDs requirements | | | % of county buildings compliant with PWDs requirements | | | 1.3 | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | 100% | | | - | | | - | | |

| Sub-total | | | | | | | | | | | | | | | 4 | | | | | | 3 | | | | | | 3 | | | | | | 3 | | | | | | 3 | | | 16 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Programme 8: Sports Development Objective: To invest in sports infrastructure Outcome: Enhanced level of sports infrastructure and services Sports Sports men and No. of sports men 4.3.1 300 4.5 300 4.5 300 4.5 300 4.5 300 4.5 22.5 Development women trained and women trained Teams No. of local teams 8.6 250 20 250 20 250 20 250 20 250 20 100 supported with assisted with sports sports equipment equipment Leagues No. of local leagues 8.6 1 10 1 10 1 10 1 10 1 10 50 organized organized/hosted. Sports Stadium built Mombasa County 8.6 1 200 1 200 1 200 1 200 1 200 1,000 Infrastructure Stadium Water sports No. of water sports 8.6 1 50 - - - - - - - - 50 park developed parks established Sports facilities No. of sports 8.6 6 20 6 20 6 20 6 20 6 20 100 developed/reno facilities vate developed/renovated Sub-total 304.5 254.5 254.5 254.5 254.5 1322.5 Programme 9: Disaster Risk Management Objective: To ensure effective management of risk, disasters and security Outcome: Reduced disasters and improved security Disaster Disaster Disaster management 13.1 1 10 - - - - - - - - 10 Management management directorate in place response established Disaster No. of Disaster 13.1 1 5 - - - - - - - - 5 management management policies policy/bill/SO No. of Disaster 13.1 1 10 - - - - - - - - 10 Ps developed management Bills Manual of standard 13.1 1 5 - - - - - - - - 5 operating procedures Staff trained on No. of employees 11.5.2 - - 400 5 - - - - - - 5 disaster trained in disaster preparedness management Special vehicle No. of Special vehicle 16.3 2 20 2 20 2 20 - - - - 60 utility vehicle utility vehicle procured procured 171

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Objective: To invest in sports infrastructure | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced level of sports infrastructure and services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Sports Development | | | Sports men and women trained | | | No. of sports men and women trained | | | 4.3.1 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 22.5 | | |

| | | | Teams supported with sports equipment | | | No. of local teams assisted with sports equipment | | | 8.6 | | | 250 | | | 20 | | | 250 | | | 20 | | | 250 | | | 20 | | | 250 | | | 20 | | | 250 | | | 20 | | | 100 | | |

| | | | Leagues organized | | | No. of local leagues organized/hosted. | | | 8.6 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 50 | | |

| Sports Infrastructure | | | Stadium built | | | Mombasa County Stadium | | | 8.6 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1,000 | | |

| | | | Water sports park developed | | | No. of water sports parks established | | | 8.6 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | Sports facilities developed/reno vate | | | No. of sports facilities developed/renovated | | | 8.6 | | | 6 | | | 20 | | | 6 | | | 20 | | | 6 | | | 20 | | | 6 | | | 20 | | | 6 | | | 20 | | | 100 | | |

| Sub-total | | | | | | | | | | | | | | | 304.5 | | | | | | 254.5 | | | | | | 254.5 | | | | | | 254.5 | | | | | | 254.5 | | | 1322.5 | | |

| | Objective: To ensure effective management of risk, disasters and security | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Reduced disasters and improved security | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Disaster Management response | | | Disaster management established | | | Disaster management directorate in place | | | 13.1 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Disaster management policy/bill/SO Ps developed | | | No. of Disaster management policies | | | 13.1 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | | | | No. of Disaster management Bills | | | 13.1 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | | | | Manual of standard operating procedures | | | 13.1 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Staff trained on disaster preparedness | | | No. of employees trained in disaster management | | | 11.5.2 | | | - | | | - | | | 400 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Special vehicle utility vehicle procured | | | No. of Special vehicle utility vehicle procured | | | 16.3 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | - | | | - | | | - | | | - | | | 60 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Target Cost Target Cost Target Cost Target Cost Target Cost Million) Disaster Risk DRM County DRM in place 16.3 1 5 - - - - - - - - 5 Management framework Sub county and ward 16.3 60 10 - - - - - - - - 10 (DRM) developed committees Risk mitigation No. of risk mitigation 16.3 1 5 - - - - - - - - 5 interventions interventions implemented implemented DRM Records DRM system in place 16.10 1 10 - - - - - - - - 10 management Maintained DRM 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 system Outreach & No. of outreach 16.1 1 2 1 2 1 2 1 2 1 2 10 Information events dissemination Disaster Risk County DRR strategic 16.1 1 10 1 - - - - - - 10 Reduction at plan community level Sub-total 92.5 27.5 22.5 2.5 2.5 147.5 Total Programmes Cost/ Budget 2377 1234 1065 873 1113 6623 172

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| Disaster Risk Management (DRM) | | | DRM framework developed | | | County DRM in place | | | 16.3 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | | | | Sub county and ward committees | | | 16.3 | | | 60 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Risk mitigation interventions implemented | | | No. of risk mitigation interventions implemented | | | 16.3 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | DRM Records management | | | DRM system in place | | | 16.10 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | | | | Maintained DRM system | | | | | | | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 2.5 | | |

| | | | Outreach & Information dissemination | | | No. of outreach events | | | 16.1 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | Disaster Risk Reduction at community level | | | County DRR strategic plan | | | 16.1 | | | 1 | | | 10 | | | 1 | | | - | | | - | | | - | | | | | | - | | | - | | | - | | | 10 | | |

| Sub-total | | | | | | | | | | | | | | | 92.5 | | | | | | 27.5 | | | | | | 22.5 | | | | | | 2.5 | | | | | | 2.5 | | | 147.5 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 2377 | | | | | | 1234 | | | | | | 1065 | | | | | | 873 | | | | | | 1113 | | | 6623 | | |

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4.1.10 Tourism, Culture & Trade  Sector composition The sector is composed of the following sub-sectors: a) General Administration, Planning and Support Services b) Trade Development c) Ease of doing business d) Tourism Marketing and Product Development e) Cultural Affairs f) Cooperative Development g) Public recreation and cultural services  Vision To make Mombasa County as a vibrant modern regional commercial hub with a high standard of living for its residents.  Mission Facilitate tourism, culture and trade by creating an enabling environment for their growth.  Strategic Goal Achieve sustainable socio-economic development.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 41: Sector Priorities and Strategies Sector Priorities Strategies To promote & improve trade  Rehabilitation of dilapidated market infrastructure infrastructure  Acquire land for expansion & development of new markets  Construction of modern kiosks  Development of policies & legislation To develop entrepreneurship  Training of members of MSME’s on basic entrepreneurial skills.  Improve access to market information.  Promote innovativeness  Create market linkages for the MSME’s products To promote consumer  Construct and equip metrology accredited laboratories. protection & fair-trade  Acquire standards & testing equipment practices  Conduct inspection and verification of measuring equipment’s To enhance Cooperative  Improve cooperative Governance. development  Conduct awareness on Cooperative, education, training and research;  Develop relevant policy & legislation To enhance ease of doing  Set-up Ease of Doing Business Directorate business  Review high fees and charges and cost of doing business.  Automate all business processes  Collaborate with the national government to improve business services  Provide incentives to support business growth 173

|---|---|---|---|---|---|

|---|---|---|---|---|---|

|---|---|---|---|---|---|

| | | | |  Collaborate with the national government to improve business | |

| | | | |  Provide incentives to support business growth | |

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Sector Priorities Strategies  Establish small business development Centre’s To promote & develop  Development and improvement of infrastructure at the tourism tourism attraction sites  Development of tourism products  Brand and market tourism products.  Engage the hospitality industry on competitive pricing of the destination.  To promote, develop and  Organize trainings on culture and creative arts preserve our cultural heritage  Create culture / arts spaces  Establish Partnerships with talent academies and hubs  Establish Cultural Centers  Organize Capacity building programs  Promote the use of existing public recreation facilities To promote public recreation  Sensitize & Create awareness amongst the heritage bearers and entertainment  Organize activities aimed at promoting cultural heritage  Restoration of the historical and cultural sites  Implementation of UNESCO conventions on culture and heritage  Application for Grants from National and International  Organizations for Culture and Heritage  Partnerships with talent academies and hubs  Establish Cultural Centers  Organize Capacity building programs  Utilize existing public recreation facilities  Utilize the existing public cultural spaces  Encourage establishment of private cultural spaces. 4.2.10 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 174

| | |  Establish small business development Centre’s | |

|---|---|---|---|

|---|---|---|---|---|---|

| | | | |  Establish Partnerships with talent academies and hubs | |

| | | | |  Promote the use of existing public recreation facilities | |

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Table 42: Tourism, Culture & Trade Programmes Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration Planning and Support services Objective: Enhance Service Delivery Outcome: Service Delivery Enhanced Administration Staff recruitment No of staff 4.4 10 4.5 30 13 20 8 10 4.5 10 4.5 34.5 planning and recruited 5.5 support services Staff trained No of staff trained 4.4 2 0.5 10 4 50 20 50 15 20 7 46.5 8.5 8.8 Staff promoted No of staff 8.5 6 3.5 50 6 250 30 10 5 5 3 47.5 promoted Sub-total 8.5 23 58 24.5 14.5 128.5 Programme 2: Trade Development Objective: To Improve Trade Development & Infrastructure Outcome: Trade Development & Infrastructure Improved Trade Market No. markets 10 2 80 2 10 2 70 2 100 2 90 350 development & infrastructure rehabilitated infrastructure Rehabilitated Land acquired for Transfer 10 - - 1 40 - - - - - - 40 new market documents/ tittle deed in place Modern kiosks No. of modern 8 300 20 300 20 300 20 300 20 300 20 100 constructed kiosks constructed Trade policies and No. of Trade 8.3 1 2 1 2 - - - - 4 legislations Policies Developed developed Entrepreneursh Members of No. of MSMEs 9.3 - - 1,000 1 1,500 1.5 1,500 1.5 1,000 1 5 ip development MSMEs capacity members capacity built built Improved access % increase in 9.3 - - 80 1 100 1.5 - - - - 1 to market access to market information information Market linkages No. of Market 9.3 10 1 15 1.5 20 1 14 1.5 10 1 6 created for linkages created for MSME’s products MSME’s products Consumer Metrology No. of accredited 17.1 1 40 1 40 1 40 1 40 1 40 200 protection & accredited metrology 175

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration Planning and Support services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Administration planning and support services | | | Staff recruitment | | | No of staff recruited | | | 4.4 5.5 | | | 10 | | | 4.5 | | | 30 | | | 13 | | | 20 | | | 8 | | | 10 | | | 4.5 | | | 10 | | | 4.5 | | | 34.5 | | |

| | | | Staff trained | | | No of staff trained | | | 4.4 8.5 8.8 | | | 2 | | | 0.5 | | | 10 | | | 4 | | | 50 | | | 20 | | | 50 | | | 15 | | | 20 | | | 7 | | | 46.5 | | |

| | | | Staff promoted | | | No of staff promoted | | | 8.5 | | | 6 | | | 3.5 | | | 50 | | | 6 | | | 250 | | | 30 | | | 10 | | | 5 | | | 5 | | | 3 | | | 47.5 | | |

| Sub-total | | | | | | | | | | | | | | | 8.5 | | | | | | 23 | | | | | | 58 | | | | | | 24.5 | | | | | | 14.5 | | | 128.5 | | |

| | Objective: To Improve Trade Development & Infrastructure | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Trade Development & Infrastructure Improved | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Trade development & infrastructure | | | Market infrastructure Rehabilitated | | | No. markets rehabilitated | | | 10 | | | 2 | | | 80 | | | 2 | | | 10 | | | 2 | | | 70 | | | 2 | | | 100 | | | 2 | | | 90 | | | 350 | | |

| | | | Land acquired for new market | | | Transfer documents/ tittle deed in place | | | 10 | | | - | | | - | | | 1 | | | 40 | | | - | | | - | | | - | | | - | | | - | | | - | | | 40 | | |

| | | | Modern kiosks constructed | | | No. of modern kiosks constructed | | | 8 | | | 300 | | | 20 | | | 300 | | | 20 | | | 300 | | | 20 | | | 300 | | | 20 | | | 300 | | | 20 | | | 100 | | |

| | | | Trade policies and legislations developed | | | No. of Trade Policies Developed | | | 8.3 | | | 1 | | | 2 | | | 1 | | | 2 | | | - | | | | | | - | | | | | | - | | | - | | | 4 | | |

| Entrepreneursh ip development | | | Members of MSMEs capacity built | | | No. of MSMEs members capacity built | | | 9.3 | | | - | | | - | | | 1,000 | | | 1 | | | 1,500 | | | 1.5 | | | 1,500 | | | 1.5 | | | 1,000 | | | 1 | | | 5 | | |

| | | | Improved access to market information | | | % increase in access to market information | | | 9.3 | | | - | | | - | | | 80 | | | 1 | | | 100 | | | 1.5 | | | - | | | - | | | - | | | - | | | 1 | | |

| | | | Market linkages created for MSME’s products | | | No. of Market linkages created for MSME’s products | | | 9.3 | | | 10 | | | 1 | | | 15 | | | 1.5 | | | 20 | | | 1 | | | 14 | | | 1.5 | | | 10 | | | 1 | | | 6 | | |

| Consumer protection & | | | Metrology accredited | | | No. of accredited metrology | | | 17.1 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 200 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) fair-trade laboratories laboratories practices constructed and Constructed & equipped equipped Modern standards No. standards & 17.1 1 20 1 20 1 20 1 20 - - 80 & testing testing equipment equipment acquired Acquired Accreditation No. of 17.1 1 40 1 40 1 40 1 40 1 40 200 laboratories accreditation constructed laboratories constructed Modern standards No. of Modern 17.1 1 20 1 20 1 20 1 20 - - 80 & equipment standards & acquired. equipment acquired. Cooperative Corporative No. of leaders & 17.1 200 5 - 5 7 250 10 250 10 10 development Governance management improved trained. No. of members 17.1 2,000 10 2,000 10 2,250 15 2,500 20 2,500 20 75 trained No. of audit 17.1 110 5 110 5 120 7 125 15 125 15 47 support to small cooperatives Stakeholders No. of stakeholders 10.5 50 7 60 3.25 70 3.25 80 3.25 90 3.25 20 Sensitized on sensitized on adoption of adoption of technology in the technology co-operatives. Societies Co-operative No. of Co- 8.3 5 2 7 2 10 2 15 2 20 2 10 societies trained operatives trained Co-operative No. of updated co- 17.1 50 7 70 2 90 2 110 2 150 2 15 standards updated operatives on 17.3 emerging sector standards Sub-total 259 222.8 250.3 295.3 244.3 1271.5 176

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Modern standards & testing equipment Acquired | | | No. standards & testing equipment acquired | | | 17.1 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | - | | | - | | | 80 | | |

| | | | Accreditation laboratories constructed | | | No. of accreditation laboratories constructed | | | 17.1 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 1 | | | 40 | | | 200 | | |

| | | | Modern standards & equipment acquired. | | | No. of Modern standards & equipment acquired. | | | 17.1 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | - | | | - | | | 80 | | |

| Cooperative development | | | Corporative Governance improved | | | No. of leaders & management trained. | | | 17.1 | | | 200 | | | 5 | | | - | | | 5 | | | | | | 7 | | | 250 | | | 10 | | | 250 | | | 10 | | | 10 | | |

| | | | | | | No. of members trained | | | 17.1 | | | 2,000 | | | 10 | | | 2,000 | | | 10 | | | 2,250 | | | 15 | | | 2,500 | | | 20 | | | 2,500 | | | 20 | | | 75 | | |

| | | | | | | No. of audit support to small cooperatives | | | 17.1 | | | 110 | | | 5 | | | 110 | | | 5 | | | 120 | | | 7 | | | 125 | | | 15 | | | 125 | | | 15 | | | 47 | | |

| | | | Stakeholders Sensitized on adoption of technology in the co-operatives. Societies | | | No. of stakeholders sensitized on adoption of technology | | | 10.5 | | | 50 | | | 7 | | | 60 | | | 3.25 | | | 70 | | | 3.25 | | | 80 | | | 3.25 | | | 90 | | | 3.25 | | | 20 | | |

| | | | Co-operative societies trained | | | No. of Co- operatives trained | | | 8.3 | | | 5 | | | 2 | | | 7 | | | 2 | | | 10 | | | 2 | | | 15 | | | 2 | | | 20 | | | 2 | | | 10 | | |

| | | | Co-operative standards updated | | | No. of updated co- operatives on emerging sector standards | | | 17.1 17.3 | | | 50 | | | 7 | | | 70 | | | 2 | | | 90 | | | 2 | | | 110 | | | 2 | | | 150 | | | 2 | | | 15 | | |

| Sub-total | | | | | | | | | | | | | | | 259 | | | | | | 222.8 | | | | | | 250.3 | | | | | | 295.3 | | | | | | 244.3 | | | 1271.5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 3: Ease of doing business Objective: To create a conducive environment for business growth Outcome: Conducive business environment created Ease of doing Business to No of user 8.2 1 0.5 - - - - 1 0.5 - - 1 business government acceptance feedback system trainings conducted designed & upgraded E-services systems Signed contract for 8.3 - - 1 86 - - 1 86 - - 172 automated and E services system upgraded upgrade Small business No. of small 8.3 1 2 2 4 2 4 2 4 - - 14 development business centers development established centers established Sub-total 2.5 90 4 90.5 - 187 Programme 4: Tourism Development Objective: To enhance tourists’ arrivals Outcome: Enhanced tourism Tourism Infrastructure at No. of tourist sites 11.4.1 1 2 1 2 1 2 1 2 1 2 10 marketing and tourism attraction improved and promotion sites improved developed and developed Tourism products No. of tourism 12.b.1 - - 2 5 2 5 2 5 - - 15 developed products developed Tourism products No. of tourism 12.b.1 1 10 - - - - - - - - 10 branded and products branded marketed and marketed. Hospitality No. of engagement 8.1 - - - - - - - - - - 300 industry engaged meetings held. on competitive pricing of the destination. Conduction of No. of MICE 8.2 - - 1 5 - - - - - - 5 MICE events conducted within within the county the county 177

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Objective: To create a conducive environment for business growth | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Conducive business environment created | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Ease of doing business | | | Business to government feedback system designed & upgraded | | | No of user acceptance trainings conducted | | | 8.2 | | | 1 | | | 0.5 | | | - | | | - | | | - | | | - | | | 1 | | | 0.5 | | | - | | | - | | | 1 | | |

| | | | E-services systems automated and upgraded | | | Signed contract for E services system upgrade | | | 8.3 | | | - | | | - | | | 1 | | | 86 | | | - | | | - | | | 1 | | | 86 | | | - | | | - | | | 172 | | |

| | | | Small business development centers established | | | No. of small business development centers established | | | 8.3 | | | 1 | | | 2 | | | 2 | | | 4 | | | 2 | | | 4 | | | 2 | | | 4 | | | - | | | - | | | 14 | | |

| Sub-total | | | | | | | | | | | | | | | 2.5 | | | | | | 90 | | | | | | 4 | | | | | | 90.5 | | | | | | - | | | 187 | | |

| Tourism marketing and promotion | | | Infrastructure at tourism attraction sites improved and developed | | | No. of tourist sites improved and developed | | | 11.4.1 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | Tourism products developed | | | No. of tourism products developed | | | 12.b.1 | | | - | | | - | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | - | | | - | | | 15 | | |

| | | | Tourism products branded and marketed | | | No. of tourism products branded and marketed. | | | 12.b.1 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 10 | | |

| | | | Hospitality industry engaged on competitive pricing of the destination. | | | No. of engagement meetings held. | | | 8.1 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 300 | | |

| | | | Conduction of MICE events within the county | | | No. of MICE conducted within the county | | | 8.2 | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) No. Beaches with 8.2 - - 2 15 - - 2 15 - - 30 blue flag accreditation Mombasa No. of Mombasa 12.b.1 1 3 - - - - 1 2 - - 5 Tourism websites Tourism websites and portal and portals developed and developed and updated updated Betting and Betting and gaming 8.1 1 7 - - - - - - - - 7 control gaming Act enacted Act domesticated Programs on No. of programs 8.1 1 2 1 2 1 2 1 2 1 2 10 responsible on responsible gaming developed gaming developed. To ensure No. of public 8.1 68% 45 80% 45 85% 45 90% 45 95% 45 225 controlled and forums in all sub regulated liquor counties sector Rehabilitation % reduction in the 3.5 1 75 1 75 1 15 1 15 - - 180 services and number of alcohol facilities and substance abusers. No. of rehabilitation clinics built and improved. Sub-total 144 149 69 86 49 497 Programme 5: Cultural Affairs Objective: To protect and promote our cultural heritage Outcome: Our cultural heritage protected and promoted Protection, Trainings on No. of trainings 8.9 2 5 2 5 2 5 2 5 2 5 25 promotion and culture and held preservation of creative industries Tangible and held Intangible Culture / arts No. of culture/arts 8.3 1 20 - - - - - - - - 20 Cultural spaces created spaces created Heritage Partnerships with No. of partnerships 300 4.5 300 4.5 300 4.5 300 4.5 300 4.5 22.5 talent academies established 178

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | No. Beaches with blue flag accreditation | | | 8.2 | | | - | | | - | | | 2 | | | 15 | | | - | | | - | | | 2 | | | 15 | | | - | | | - | | | 30 | | |

| | | | Mombasa Tourism websites and portal developed and updated | | | No. of Mombasa Tourism websites and portals developed and updated | | | 12.b.1 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | 1 | | | 2 | | | - | | | - | | | 5 | | |

| | | | Betting and control gaming Act domesticated | | | Betting and gaming Act enacted | | | 8.1 | | | 1 | | | 7 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 7 | | |

| | | | Programs on responsible gaming developed | | | No. of programs on responsible gaming developed. | | | 8.1 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | To ensure controlled and regulated liquor sector | | | No. of public forums in all sub counties | | | 8.1 | | | 68% | | | 45 | | | 80% | | | 45 | | | 85% | | | 45 | | | 90% | | | 45 | | | 95% | | | 45 | | | 225 | | |

| | | | Rehabilitation services and facilities | | | % reduction in the number of alcohol and substance abusers. No. of rehabilitation clinics built and improved. | | | 3.5 | | | 1 | | | 75 | | | 1 | | | 75 | | | 1 | | | 15 | | | 1 | | | 15 | | | - | | | - | | | 180 | | |

| Sub-total | | | | | | | | | | | | | | | 144 | | | | | | 149 | | | | | | 69 | | | | | | 86 | | | | | | 49 | | | 497 | | |

| | Objective: To protect and promote our cultural heritage | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Our cultural heritage protected and promoted | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Protection, promotion and preservation of Tangible and Intangible Cultural Heritage | | | Trainings on culture and creative industries held | | | No. of trainings held | | | 8.9 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 2 | | | 5 | | | 25 | | |

| | | | Culture / arts spaces created | | | No. of culture/arts spaces created | | | 8.3 | | | 1 | | | 20 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | Partnerships with talent academies | | | No. of partnerships established | | | | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 300 | | | 4.5 | | | 22.5 | | |

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Sub- Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) and hubs established Cultural Centers No. of cultural 8.3 4 0.5 4 0.5 4 0.5 4 0.5 4 0.5 2.5 established centers established Capacity building No. of capacity 8.9 2 0.5 2 0.5 2 0.5 2 0.5 2 0.5 2.5 programs for building programs cultural organized practitioners organized Use of existing No. of cultural 8.9 5 0.5 5 0.5 5 0.5 5 0.5 5 0.5 2.5 public recreation events held in facilities public recreation promoted facilities Sub-total 31 11 11 11 11 75 Programme 6: Public Recreation and entertainment Objective: To provide and maintain public entertainment and recreation facilities Outcome: Cultural heritage protected and promoted Historical and Sensitization & No. of awareness 8.9 5 10 5 10 5 10 5 10 10 10 50 cultural sites awareness created creation forums conservation amongst the held heritage bearers Activities aimed at No. of cultural 8.9 10 4 10 4 10 4 10 4 10 4 20 promoting activities held cultural heritage organized Restoration and No. of historical 8.9 1 5 1 5 1 5 1 5 1 5 25 refurbishment of and cultural sites the historical and restored cultural sites Sub-total 19 19 19 19 19 95 Total Programmes Cost/ Budget 464 515 411 526 338 2254 179

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Cultural Centers established | | | No. of cultural centers established | | | 8.3 | | | 4 | | | 0.5 | | | 4 | | | 0.5 | | | 4 | | | 0.5 | | | 4 | | | 0.5 | | | 4 | | | 0.5 | | | 2.5 | | |

| | | | Capacity building programs for cultural practitioners organized | | | No. of capacity building programs organized | | | 8.9 | | | 2 | | | 0.5 | | | 2 | | | 0.5 | | | 2 | | | 0.5 | | | 2 | | | 0.5 | | | 2 | | | 0.5 | | | 2.5 | | |

| | | | Use of existing public recreation facilities promoted | | | No. of cultural events held in public recreation facilities | | | 8.9 | | | 5 | | | 0.5 | | | 5 | | | 0.5 | | | 5 | | | 0.5 | | | 5 | | | 0.5 | | | 5 | | | 0.5 | | | 2.5 | | |

| Sub-total | | | | | | | | | | | | | | | 31 | | | | | | 11 | | | | | | 11 | | | | | | 11 | | | | | | 11 | | | 75 | | |

| | Programme 6: Public Recreation and entertainment | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To provide and maintain public entertainment and recreation facilities | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Cultural heritage protected and promoted | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Historical and cultural sites conservation | | | Sensitization & awareness created amongst the heritage bearers | | | No. of awareness creation forums held | | | 8.9 | | | 5 | | | 10 | | | 5 | | | 10 | | | 5 | | | 10 | | | 5 | | | 10 | | | 10 | | | 10 | | | 50 | | |

| | | | Activities aimed at promoting cultural heritage organized | | | No. of cultural activities held | | | 8.9 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 20 | | |

| | | | Restoration and refurbishment of the historical and cultural sites | | | No. of historical and cultural sites restored | | | 8.9 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 19 | | | | | | 19 | | | | | | 19 | | | | | | 19 | | | | | | 19 | | | 95 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 464 | | | | | | 515 | | | | | | 411 | | | | | | 526 | | | | | | 338 | | | 2254 | | |

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4.1.11 Lands, Urban Renewal & Housing  Sector composition The sector is composed of the following sub-sectors: a) General Administration, Planning and Support Services b) Urban and Land use Planning c) Security of Tenure d) Land Management e) Urban Renewal f) Infrastructure and Services to Human Settlements  Vision A well-managed environment where land resources are well planned and utilized sustainably to create wealth for the citizens of the county.  Mission To facilitate attainment of high quality of life for its residents of the county through planning, land administration and provision of clean, adequate and affordable housing.  Strategic Goal a) Provision of appropriate and adequate land use frameworks to guide social economic development. b) Provision of efficient and effective land administration services and secure land tenure. c) Maintain and increase the annual production of adequate and affordable housing units in the county in order to promote better living condition. d) Provide effective and efficient administration for high customer satisfaction.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 43: Sector Priorities and Strategies Sector Priorities Strategies Promotion of sustainable  Formulation and approval of county Spatial Plan urban and Land use planning  Finalization of County Zoning Plan, Policy standards and regulations.  Approval of Mombasa Gate city Master Plan.  Finalization of Local physical and Land use development plans for the proposed satellite cities (Maunguja Knowledge City, Jomvu City, Mwakirunge Eco city, Petro City, Dongo Kundu Special Economic Zone).  Implementation of projects under the ISUDP (Marshalling Yard, Mombasa Industrial Park, Mombasa Public Service Terminus, redevelopment of Kongowea Market, Coastal Park at Shelly Beach) Improvement of land  Establishment of functional GIS lab management in the county  Formulation and approval of county Land Policy.  Digitization of county land records. 180

|---|---|---|---|---|---|

| | urban and Land use planning | | |  Finalization of County Zoning Plan, Policy standards and | |

| | | | |  Approval of Mombasa Gate city Master Plan. | |

| | | | |  Finalization of Local physical and Land use development plans | |

| | | | | for the proposed satellite cities (Maunguja Knowledge City, | |

| | | | | Jomvu City, Mwakirunge Eco city, Petro City, Dongo Kundu | |

| | | | |  Implementation of projects under the ISUDP (Marshalling | |

| | | | | Yard, Mombasa Industrial Park, Mombasa Public Service | |

| | | | | Terminus, redevelopment of Kongowea Market, Coastal Park | |

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Sector Priorities Strategies  Acquisition of data storage equipment.  Mapping and documentation of sectional properties.  Conducting civic education on land rights. Regularization of all informal  Preparation of advisory plans for all informal settlement’s schemes settlements’ schemes  (Miritini 1134/VI/MN, Mshomoroni Plot 215, 241, and 244/II/MN, Vikwatani 2038II/MN, Owinohuru Plot No. 148/V/MN, Mwatsalafu Plot No., Mafisini Plot No. 239/I/MN, Ziwa La Ng’ombe Extension, Kwa Chelang’a, Mwakirunge II, Kadzandani, Bangalaa Plots).  Conducting land rights capacity building programs  Creation of squatter database system Improvement on the condition  Formulation and approval county housing policy. of all county housing estates Servicing and improvement of  Providing Infrastructure and serving of KISIP 2 areas (Kidunguni, existing level of infrastructure Likoni 203, Kwa Rasi, Kalahari, Hodi Hodi, Misufini, Kisumu in all planned informal Ndogo, Ziwa La Ng’ombe) settlements  Providing infrastructure and servicing of Kilimanjaro, Jomvu Mikanjuni, Majaoni, Mkomani, Mwakirunge Phase II, Mwembelegeza, Vyemani and Waitiki settlement schemes  Capacity building and raising public awareness through land clinics. Enhancing departmental  Training of staff service delivery  Installation of work stations  Acquisition of vehicles  Recruitment of technical staff 4.2.11 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 181

| | Regularization of all informal | | |  Preparation of advisory plans for all informal settlement’s schemes | |

|---|---|---|---|---|---|

| | | | | 244/II/MN, Vikwatani 2038II/MN, Owinohuru Plot No. | |

| | | | | 148/V/MN, Mwatsalafu Plot No., Mafisini Plot No. 239/I/MN, | |

| | | | | Ziwa La Ng’ombe Extension, Kwa Chelang’a, Mwakirunge II, | |

| | | | |  Conducting land rights capacity building programs | |

| | Servicing and improvement of | | |  Providing Infrastructure and serving of KISIP 2 areas (Kidunguni, | |

|---|---|---|---|---|---|

| | existing level of infrastructure | | | Likoni 203, Kwa Rasi, Kalahari, Hodi Hodi, Misufini, Kisumu | |

| | | | | Mikanjuni, Majaoni, Mkomani, Mwakirunge Phase II, | |

| | | | | Mwembelegeza, Vyemani and Waitiki settlement schemes | |

| | | | |  Capacity building and raising public awareness through land clinics. | |

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Table 44: Lands, Urban Renewal & Housing Programmes Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Targ Cost Target Cost Target Cost Target Cost Target Cost Million) et Programme 1: General Administration, Planning and Support Services Objective: To enhance departmental service delivery Outcome: Enhanced departmental service delivery General Staff trained No. of staff trained 8.1 10 1.5 10 1.5 10 1.5 10 1.5 10 1.5 7.5 administration Workstation No. of functional 8.1 1 5 - - - - - - - - 5 installed Work station installed. Vehicles No. of vehicles 8.0 1 6.5 1 6.5 1 6.5 1 6.5 - - 26 acquired acquired Technical staff No. of Technical 8.1 10 10 10 10 10 10 10 10 10 10 50 recruited staff recruited Staff Promoted No. of Staff 8.1 30 8 3 1 3 1 3 1 3 1 12 Promoted Stationery and No. of Stationery 81. - 5 - 5 - 5 - 5 - 5 25 equipment and equipment acquired acquired Sub-total 36 24 24 24 17.5 125.5 Programme 2: Urban Planning Objective: To promote sustainable urban planning Outcome: Improved urban planning Urban Planning County zoning County Zoning Plan 11.3 1 25 - - - - - - - - 25 Plan finalized in Place County Spatial CSP in place 11.3 1 100 - - - - - - - - 100 Plan Formulated Satellite cities No. of Satellite cities 11.3 1 20 1 20 1 20 1 20 - - 80 Plans Prepared plans prepared ISUDP No. of projects in 11.3 1 10 1 10 1 10 1 10 1 10 50 Implemented ISUDP implemented Mombasa Gate Mombasa Gate city 11.3 - - 1 5 1 5 1 5 - - 15 city Master Plan Master plan in place Approved Awareness on No. of awareness on 11.3 4 8 4 8 4 8 4 8 - - 32 development development control and control and 182

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | Targets | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (Ksh | |

| | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance departmental service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced departmental service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General administration | | | Staff trained | | | No. of staff trained | | | 8.1 | | | 10 | | | 1.5 | | | 10 | | | 1.5 | | | 10 | | | 1.5 | | | 10 | | | 1.5 | | | 10 | | | 1.5 | | | 7.5 | | |

| | | | Workstation installed | | | No. of functional Work station installed. | | | 8.1 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Vehicles acquired | | | No. of vehicles acquired | | | 8.0 | | | 1 | | | 6.5 | | | 1 | | | 6.5 | | | 1 | | | 6.5 | | | 1 | | | 6.5 | | | - | | | - | | | 26 | | |

| | | | Technical staff recruited | | | No. of Technical staff recruited | | | 8.1 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 10 | | | 50 | | |

| | | | Staff Promoted | | | No. of Staff Promoted | | | 8.1 | | | 30 | | | 8 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 12 | | |

| | | | Stationery and equipment acquired | | | No. of Stationery and equipment acquired | | | 81. | | | - | | | 5 | | | - | | | 5 | | | - | | | 5 | | | - | | | 5 | | | - | | | 5 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 36 | | | | | | 24 | | | | | | 24 | | | | | | 24 | | | | | | 17.5 | | | 125.5 | | |

| | Objective: To promote sustainable urban planning | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Urban Planning | | | County zoning Plan finalized | | | County Zoning Plan in Place | | | 11.3 | | | 1 | | | 25 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 25 | | |

| | | | County Spatial Plan Formulated | | | CSP in place | | | 11.3 | | | 1 | | | 100 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 100 | | |

| | | | Satellite cities Plans Prepared | | | No. of Satellite cities plans prepared | | | 11.3 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | - | | | - | | | 80 | | |

| | | | ISUDP Implemented | | | No. of projects in ISUDP implemented | | | 11.3 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 1 | | | 10 | | | 50 | | |

| | | | Mombasa Gate city Master Plan Approved | | | Mombasa Gate city Master plan in place | | | 11.3 | | | - | | | - | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | 15 | | |

| | | | Awareness on development control and | | | No. of awareness on development control and | | | 11.3 | | | 4 | | | 8 | | | 4 | | | 8 | | | 4 | | | 8 | | | 4 | | | 8 | | | - | | | - | | | 32 | | |

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Sub-programme Key Output Key Performance Link to Planned Targets and Indicative Budget (Ksh. Million) Total Indicator (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets (Ksh Targ Cost Target Cost Target Cost Target Cost Target Cost Million) et enforcement enforcement created conducted EDAMS fully Functional EDAMS 9.5 1 3 1 3 1 3 1 3 1 3 15 implemented in place Advisory plans Resettlement action 11.3 1 15 1 15 1 15 - - - - 45 for the plans in place upcoming SEZ No of advisory 11.3 2 8 3 12 4 16 4 16 - - 52 and MIP plans prepared projects, Human Settlement Sub-total 189 73 77 62 13 414 Programme 3: Land Management Objective: To effectively improve land management in the county Outcome: Strengthened land management use Land Land Policy Land Policy in 11b 1 3 - - - - - - - - 3 Management Formulated, Place System Land records No. of land records 11b 10,000 1 10,000 1 10,000 1 10,000 1 10,000 1 5 compiled compiled Land records No. of land records 11b 10,000 2 10,000 2 10,000 2 10,000 2 10,000 2 10 digitized digitized Data storage No. of data storage 11b - - 1 5 - - - - - - 5 Equipment equipment acquired acquired GIS lab Functional GIS lab 9.5 1 90 - 15 - 15 - 15 - 15 150 established in Place Sectional No. of Sectional 9.5 1200 1 1200 1 1200 1 1200 1 1200 1 5 properties properties mapped units units units units units mapped Civic education No. of Civic 11.3 3 6 3 6 3 6 3 6 3 6 30 conducted education programmes on land issues conducted 183

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | Targets | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (Ksh | |

| | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | | | EDAMS fully implemented | | | Functional EDAMS in place | | | 9.5 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 1 | | | 3 | | | 15 | | |

| | | | Advisory plans for the upcoming SEZ and MIP projects, Human Settlement | | | Resettlement action plans in place | | | 11.3 | | | 1 | | | 15 | | | 1 | | | 15 | | | 1 | | | 15 | | | - | | | - | | | - | | | - | | | 45 | | |

| | | | | | | No of advisory plans prepared | | | 11.3 | | | 2 | | | 8 | | | 3 | | | 12 | | | 4 | | | 16 | | | 4 | | | 16 | | | - | | | - | | | 52 | | |

| Sub-total | | | | | | | | | | | | | | | 189 | | | | | | 73 | | | | | | 77 | | | | | | 62 | | | | | | 13 | | | 414 | | |

| | Objective: To effectively improve land management in the county | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Strengthened land management use | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Land Management System | | | Land Policy Formulated, | | | Land Policy in Place | | | 11b | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Land records compiled | | | No. of land records compiled | | | 11b | | | 10,000 | | | 1 | | | 10,000 | | | 1 | | | 10,000 | | | 1 | | | 10,000 | | | 1 | | | 10,000 | | | 1 | | | 5 | | |

| | | | Land records digitized | | | No. of land records digitized | | | 11b | | | 10,000 | | | 2 | | | 10,000 | | | 2 | | | 10,000 | | | 2 | | | 10,000 | | | 2 | | | 10,000 | | | 2 | | | 10 | | |

| | | | Data storage Equipment acquired | | | No. of data storage equipment acquired | | | 11b | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | GIS lab established | | | Functional GIS lab in Place | | | 9.5 | | | 1 | | | 90 | | | - | | | 15 | | | - | | | 15 | | | - | | | 15 | | | - | | | 15 | | | 150 | | |

| | | | Sectional properties mapped | | | No. of Sectional properties mapped | | | 9.5 | | | 1200 units | | | 1 | | | 1200 units | | | 1 | | | 1200 units | | | 1 | | | 1200 units | | | 1 | | | 1200 units | | | 1 | | | 5 | | |

| | | | Civic education conducted | | | No. of Civic education programmes on land issues conducted | | | 11.3 | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 3 | | | 6 | | | 30 | | |

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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | Indicator (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | | | | Targets | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | (Ksh | |

| | | | | | | | | | | | | | et | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | | | Security of tenure | | | No of planned and surveyed informal settlement | | | 11.3 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1 | | | 200 | | | 1,000 | | |

| Sub-total | | | | | | | | | | | | | | | 303 | | | | | | 230 | | | | | | 225 | | | | | | 225 | | | | | | 225 | | | 1208 | | |

| | Objective: To facilitate the provision of adequate and affordable housing | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Housing | | | County Housing Policy developed | | | A county housing policy in place | | | 11.1 | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | New available houses | | | Signed joint ventures | | | 11.1 | | | - | | | - | | | 1,000 | | | 1,500 | | | - | | | - | | | 1,000 | | | 1,5000 | | | 1,000 | | | 1,500 | | | 4,500 | | |

| | | | Refurbished houses | | | No of houses compliant to requirements | | | 11.1 | | | - | | | - | | | 10 | | | 30 | | | 10 | | | 30 | | | 5 | | | 15 | | | - | | | - | | | 75 | | |

| Sub-total | | | | | | | | | | | | | | | - | | | | | | 1535 | | | | | | 30 | | | | | | 15015 | | | | | | 1500 | | | 18080 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 528 | | | | | | 1862 | | | | | | 356 | | | | | | 15326 | | | | | | 1756 | | | 19828 | | |

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4.1.12 Transport & Infrastructure  Sector composition The sector is composed of the following sub-sectors: a) General Administration, Planning and Support Services b) Energy c) Infrastructure: roads, transportation, public works, firefighting and rescue services.  Vision A world class provider of cost-effective physical infrastructure facilities and services.  Mission To provide efficient, affordable and reliable infrastructure for sustainable economic growth and development through construction, modernization, rehabilitation and effective management of all infrastructure facilities.  Strategic Objectives a) To Initiate legislation to manage the transport and infrastructure within the county b) To promote green energy power generation plants; c) To provide effective, efficient and safe transport system for people, goods and services; d) To install, rehabilitate and maintain traffic signs and lighting and maintain and manage County vehicle fleet e) To ensure structural integrity of buildings by providing professional services (Architectural, Structural, Civil, Mechanical and Quantity Surveying) for private and general public f) To enhance disaster preparedness, response and mitigation.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 45: Sector Priorities and Strategies Sector Priorities Strategies To improve access and  To create/expand road network connectivity of road  To continuously maintain the roads network infrastructure (construction and  To involve the public in the monitoring & evaluation of the road maintenance) construction and maintenance  To formulate Periodic /planned maintenance programmes  To rehabilitate/construct aged road pavements  To provide adequate road drainage infrastructure To improve storm water  To Review stormwater drainage master plan management in built  Maintaining existing drainage system environment  Upgrading existing drainage system  Construction of new drainage network Improve NMT infrastructure  To formulate NMT policy  To adequately plan for NMT  To construct new NMT network 185

|---|---|---|---|---|---|

| | | | |  To involve the public in the monitoring & evaluation of the road | |

| | | | |  To formulate Periodic /planned maintenance programmes | |

| | | | |  To rehabilitate/construct aged road pavements | |

| | | | |  To provide adequate road drainage infrastructure | |

|---|---|---|---|---|---|

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Sector Priorities Strategies Improve public transport  Develop public transport policy to regulate public transport, system  Review and update public transport service plan  Develop BRT infrastructure  Conduct feasibility study on water transport  Implement recommendation of water transport study  create parking facilities for public transport vehicles To improve public and street  Develop public and street lighting policy lighting  Maintaining existing street lighting network  Constructing new street lighting network  procuring of smart/intelligent street lighting management system To improve fire response  Procuring of fire engines emergency system  Maintaining of fire engines  Maintaining of fire hydrants  Construction of fire hydrants  Constructing of fire stations To improve road safety  Installation of Intelligent Traffic signal lights system  Installation of road signs  Installation of safe speed calming infrastructure (speed bumps, rumble strips, cat eyes etc.)  Installation universal access facilities for PWD and NMT 4.2.12 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 186

|---|---|---|---|---|---|

| | | | |  Constructing new street lighting network | |

| | | | |  procuring of smart/intelligent street lighting management system | |

|---|---|---|---|---|---|

| | | | |  Installation of safe speed calming infrastructure (speed bumps, | |

| | | | |  Installation universal access facilities for PWD and NMT | |

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Table 46: Transport & Infrastructure Programmes Sub- Key Output Key Performance Indicator Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective: To enhance departmental service delivery Outcome: Enhanced departmental service delivery General Staff trained No. of staff trained 8.1 12 2 12 2 12 2 12 2 12 2 10 administration Workstation installed No. of functional Work 8.1 1 5 - - - - - - - - 5 station installed. Vehicles acquired No. of vehicles acquired 8.0 2 14 3 21 2 14 - - - - 49 Technical staff recruited No. of Technical staff 8.1 15 15 10 10 10 10 5 5 5 5 45 recruited Staff Promoted No. of Staff Promoted 8.1 50 8 50 8 50 8 50 8 50 8 40 Stationery and No. of Stationery and 81. - 6 - 6 - 6 - 6 - 6 25 equipment acquired equipment acquired Sub-total 36 24 24 24 17.5 125.5 Programme 2: Transport Infrastructure Development Objective: To improve access and connectivity of road infrastructure Outcome: Improved access and connectivity of road infrastructure Improvement created/ expanded road No. of Km created/ 11.1 30 600 30 600 30 600 30 600 30 600 3000 of access and network expanded 11.2 connectivity continuously maintained No. of Km continuously 11.1 200 250 200 250 200 250 200 250 200 250 1250 of road road network maintained 11.2 infrastructure Public involved in the No. of M&E reports on 11.1 1 2 1 2 1 2 1 2 1 2 10 M&E of the road roads projects 11.2 construction and maintenance Periodic /planned No of periodic/planned 11.1 1 0.5 1 0.5 1 0.5 1 0.5 1 0.5 2.5 maintenance maintenance 11.2 programmes formulated programmes formulated Aged road pavements No. of Km of aged road 11.1 3 30 2 20 2 20 1 10 - - 80 rehabilitated/constructed pavements 11.2 rehabilitated/constructed Improvement Storm water drainage No. of stormwater 11.1 1 10 1 10 - - - - - - 20 of Storm master plan reviewed drainage master plans 11.2 water reviewed management Existing drainage system No. of KM of existing 11.1 150 15 150 15 150 15 150 15 150 15 75 in built maintained drainage system 11.2 environment maintained 187

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To enhance departmental service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Enhanced departmental service delivery | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| General administration | | | Staff trained | | | No. of staff trained | | | 8.1 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 12 | | | 2 | | | 10 | | |

| | | | Workstation installed | | | No. of functional Work station installed. | | | 8.1 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Vehicles acquired | | | No. of vehicles acquired | | | 8.0 | | | 2 | | | 14 | | | 3 | | | 21 | | | 2 | | | 14 | | | - | | | - | | | - | | | - | | | 49 | | |

| | | | Technical staff recruited | | | No. of Technical staff recruited | | | 8.1 | | | 15 | | | 15 | | | 10 | | | 10 | | | 10 | | | 10 | | | 5 | | | 5 | | | 5 | | | 5 | | | 45 | | |

| | | | Staff Promoted | | | No. of Staff Promoted | | | 8.1 | | | 50 | | | 8 | | | 50 | | | 8 | | | 50 | | | 8 | | | 50 | | | 8 | | | 50 | | | 8 | | | 40 | | |

| | | | Stationery and equipment acquired | | | No. of Stationery and equipment acquired | | | 81. | | | - | | | 6 | | | - | | | 6 | | | - | | | 6 | | | - | | | 6 | | | - | | | 6 | | | 25 | | |

| Sub-total | | | | | | | | | | | | | | | 36 | | | | | | 24 | | | | | | 24 | | | | | | 24 | | | | | | 17.5 | | | 125.5 | | |

| | Programme 2: Transport Infrastructure Development | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To improve access and connectivity of road infrastructure | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved access and connectivity of road infrastructure | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Improvement of access and connectivity of road infrastructure | | | created/ expanded road network | | | No. of Km created/ expanded | | | 11.1 11.2 | | | 30 | | | 600 | | | 30 | | | 600 | | | 30 | | | 600 | | | 30 | | | 600 | | | 30 | | | 600 | | | 3000 | | |

| | | | continuously maintained road network | | | No. of Km continuously maintained | | | 11.1 11.2 | | | 200 | | | 250 | | | 200 | | | 250 | | | 200 | | | 250 | | | 200 | | | 250 | | | 200 | | | 250 | | | 1250 | | |

| | | | Public involved in the M&E of the road construction and maintenance | | | No. of M&E reports on roads projects | | | 11.1 11.2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | | | Periodic /planned maintenance programmes formulated | | | No of periodic/planned maintenance programmes formulated | | | 11.1 11.2 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 1 | | | 0.5 | | | 2.5 | | |

| | | | Aged road pavements rehabilitated/constructed | | | No. of Km of aged road pavements rehabilitated/constructed | | | 11.1 11.2 | | | 3 | | | 30 | | | 2 | | | 20 | | | 2 | | | 20 | | | 1 | | | 10 | | | - | | | - | | | 80 | | |

| Improvement of Storm water management in built environment | | | Storm water drainage master plan reviewed | | | No. of stormwater drainage master plans reviewed | | | 11.1 11.2 | | | 1 | | | 10 | | | 1 | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | 20 | | |

| | | | Existing drainage system maintained | | | No. of KM of existing drainage system maintained | | | 11.1 11.2 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 150 | | | 15 | | | 75 | | |

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Sub- Key Output Key Performance Indicator Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Existing drainage system No. of KM of existing 11.2 1 20 1 20 1 20 1 20 1 20 100 upgraded drainage system 11.1 upgraded New drainage network No. of KM of new 11.1 2 60 2 65 2 70 2 75 1 35 305 constructed drainage network 12.1 constructed Sub-total 988 983 978 973 923 4843 Programme 3: Transport Management Objective: To improve transport safety Outcome: Improved transport safety Improvement NMT policy formulated No. of NMT policies 11.1 1 2 - - - - - - - - 2 of NMT formulated 11.2 infrastructure Planned for NMT No. of plans for NMT 11.1 1 5 - - - - - - - - 5 adequately prepared 11.2 New NMT network No. of Km of NMT 11.1 5 20 5 20 5 20 5 20 5 20 100 constructed constructed 11.2 Improvement Public transport service No of Public transport 11.1 1 2 - - - - - - - - 2 of public plan reviewed/ updated service plans reviewed/ 11.2 transport updated system BRT phase 1 Proportion of BRT 11.1 20% 50 1 100 1 150 1 200 1 250 750 infrastructure developed phase 1 infrastructure 11.2 corridors developed Feasibility study on water No. feasibility studies on 11.1 1 5 - 10 - - - - - - 15 transport conducted water transport 11.2 conducted Recommendations of No. of 11.1 1 25 2 50 1 75 1 100 1 125 375 water transport study recommendations of 11.2 implemented water transport study implemented Parking facilities for Proportion of Parking 1 11.1 30% 250 40% 300 30% 250 - - - - 800 public transport vehicles facilities for public 11.2 created/development transport vehicles created/development Proportion of Parking 2 11.1 20% 200 20% 200 20% 200 20% 200 20% 200 1000 facilities for public 11.2 transport vehicles created/development 188

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Existing drainage system upgraded | | | No. of KM of existing drainage system upgraded | | | 11.2 11.1 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 100 | | |

| | | | New drainage network constructed | | | No. of KM of new drainage network constructed | | | 11.1 12.1 | | | 2 | | | 60 | | | 2 | | | 65 | | | 2 | | | 70 | | | 2 | | | 75 | | | 1 | | | 35 | | | 305 | | |

| Sub-total | | | | | | | | | | | | | | | 988 | | | | | | 983 | | | | | | 978 | | | | | | 973 | | | | | | 923 | | | 4843 | | |

| Improvement of NMT infrastructure | | | NMT policy formulated | | | No. of NMT policies formulated | | | 11.1 11.2 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2 | | |

| | | | Planned for NMT adequately | | | No. of plans for NMT prepared | | | 11.1 11.2 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | New NMT network constructed | | | No. of Km of NMT constructed | | | 11.1 11.2 | | | 5 | | | 20 | | | 5 | | | 20 | | | 5 | | | 20 | | | 5 | | | 20 | | | 5 | | | 20 | | | 100 | | |

| Improvement of public transport system | | | Public transport service plan reviewed/ updated | | | No of Public transport service plans reviewed/ updated | | | 11.1 11.2 | | | 1 | | | 2 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 2 | | |

| | | | BRT phase 1 infrastructure developed | | | Proportion of BRT phase 1 infrastructure corridors developed | | | 11.1 11.2 | | | 20% | | | 50 | | | 1 | | | 100 | | | 1 | | | 150 | | | 1 | | | 200 | | | 1 | | | 250 | | | 750 | | |

| | | | Feasibility study on water transport conducted | | | No. feasibility studies on water transport conducted | | | 11.1 11.2 | | | 1 | | | 5 | | | - | | | 10 | | | - | | | - | | | - | | | - | | | - | | | - | | | 15 | | |

| | | | Recommendations of water transport study implemented | | | No. of recommendations of water transport study implemented | | | 11.1 11.2 | | | 1 | | | 25 | | | 2 | | | 50 | | | 1 | | | 75 | | | 1 | | | 100 | | | 1 | | | 125 | | | 375 | | |

| | | | Parking facilities for public transport vehicles created/development | | | Proportion of Parking 1 facilities for public transport vehicles created/development | | | 11.1 11.2 | | | 30% | | | 250 | | | 40% | | | 300 | | | 30% | | | 250 | | | - | | | - | | | - | | | - | | | 800 | | |

| | | | | | | Proportion of Parking 2 facilities for public transport vehicles created/development | | | 11.1 11.2 | | | 20% | | | 200 | | | 20% | | | 200 | | | 20% | | | 200 | | | 20% | | | 200 | | | 20% | | | 200 | | | 1000 | | |

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Sub- Key Output Key Performance Indicator Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Sub-total 559 680 695 520 595 3049 Programme 4: County Public Works Objective: To improve service delivery Outcome: Improved service delivery Improved Sub county offices No. of office/buildings 11.1 2 20 2 20 2 20 - - - - 60 Service constructed/created for constructed/created delivery the devolved services staff Buildings and institutions No of offices 11.2 3 15 3 15 3 10 4 15 3 10 65 improved and renovated/maintained maintained Sub-total 35 35 30 15 10 125 Programme 5: Safety, Risk Management and Rescue Services Objective: To improve safety, risk management and rescue services Outcome: Improved safety, risk management and rescue services Improvement Public and street lighting No. of Public and street 9.2 1 3 - - - - - - - - 3 of Public and policy developed lighting policies 11.1 Street developed Lighting Existing street lighting No. of existing street 9.2 40000 100 40000 80 40000 65 45000 75 50000 80 400 points maintained lighting points 11.1 maintained New street lighting No. of new street 9.2 3000 90 3000 90 3000 90 3000 90 3000 90 450 network constructed lighting points installed 11.1 Smart/intelligent street No. of Smart/intelligent 9.2 300 30 300 30 600 60 300 30 - - 150 lighting management street lighting 11.1 system procured management systems procured Hydraulic platform No. of hydraulic 9.2 1 10 2 20 1 10 1 10 - - 50 vehicle purchased platform purchased 11.1 Improvement Fire engines procured No. of Fire engines 13.1 1 30 1 35 1 40 1 45 1 45 195 of fire procured response Fire engines maintained No of Fire engines 13.1 7 10 7 10 7 10 7 10 7 10 50 emergency maintained system Fire hydrants maintained No. of fire hydrants 13.1 400 2 100 2 100 2 100 2 100 2 10 maintained 189

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| Sub-total | | | | | | | | | | | | | | | 559 | | | | | | 680 | | | | | | 695 | | | | | | 520 | | | | | | 595 | | | 3049 | | |

| Improved Service delivery | | | Sub county offices constructed/created for the devolved services staff | | | No. of office/buildings constructed/created | | | 11.1 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | - | | | - | | | - | | | - | | | 60 | | |

| | | | Buildings and institutions improved and maintained | | | No of offices renovated/maintained | | | 11.2 | | | 3 | | | 15 | | | 3 | | | 15 | | | 3 | | | 10 | | | 4 | | | 15 | | | 3 | | | 10 | | | 65 | | |

| Sub-total | | | | | | | | | | | | | | | 35 | | | | | | 35 | | | | | | 30 | | | | | | 15 | | | | | | 10 | | | 125 | | |

| | Programme 5: Safety, Risk Management and Rescue Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To improve safety, risk management and rescue services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Improved safety, risk management and rescue services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Improvement of Public and Street Lighting | | | Public and street lighting policy developed | | | No. of Public and street lighting policies developed | | | 9.2 11.1 | | | 1 | | | 3 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 3 | | |

| | | | Existing street lighting points maintained | | | No. of existing street lighting points maintained | | | 9.2 11.1 | | | 40000 | | | 100 | | | 40000 | | | 80 | | | 40000 | | | 65 | | | 45000 | | | 75 | | | 50000 | | | 80 | | | 400 | | |

| | | | New street lighting network constructed | | | No. of new street lighting points installed | | | 9.2 11.1 | | | 3000 | | | 90 | | | 3000 | | | 90 | | | 3000 | | | 90 | | | 3000 | | | 90 | | | 3000 | | | 90 | | | 450 | | |

| | | | Smart/intelligent street lighting management system procured | | | No. of Smart/intelligent street lighting management systems procured | | | 9.2 11.1 | | | 300 | | | 30 | | | 300 | | | 30 | | | 600 | | | 60 | | | 300 | | | 30 | | | - | | | - | | | 150 | | |

| | | | Hydraulic platform vehicle purchased | | | No. of hydraulic platform purchased | | | 9.2 11.1 | | | 1 | | | 10 | | | 2 | | | 20 | | | 1 | | | 10 | | | 1 | | | 10 | | | - | | | - | | | 50 | | |

| Improvement of fire response emergency system | | | Fire engines procured | | | No. of Fire engines procured | | | 13.1 | | | 1 | | | 30 | | | 1 | | | 35 | | | 1 | | | 40 | | | 1 | | | 45 | | | 1 | | | 45 | | | 195 | | |

| | | | Fire engines maintained | | | No of Fire engines maintained | | | 13.1 | | | 7 | | | 10 | | | 7 | | | 10 | | | 7 | | | 10 | | | 7 | | | 10 | | | 7 | | | 10 | | | 50 | | |

| | | | Fire hydrants maintained | | | No. of fire hydrants maintained | | | 13.1 | | | 400 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 100 | | | 2 | | | 10 | | |

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Sub- Key Output Key Performance Indicator Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme (KPI) SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Fire hydrants No of Fire hydrants 13.1 20 2 20 2 20 2 20 2 20 2 10 constructed constructed Fire stations constructed No. Fire stations 13.1 1 45 1 45 1 50 - - - - 140 constructed Guard rescue equipment No of Guard rescue 13.1 - - 1 10 - - 1 10 - - 20 procured equipment procured Improvement Intelligent Traffic signal No of Intelligent Traffic 9.2 5 25 5 25 5 25 5 25 5 25 125 of road safety lights system installed signal lights system 11 installed Road signs installed No of Road signs 9.2 100 2.5 100 2.5 100 2.5 100 2.5 100 2.5 12.5 installed 11 Safe speed calming No. of Safe speed 9.2 25 1 25 1 25 1 25 1 25 1 5 infrastructure (speed calming infrastructure 11 bumps, rumble strips, cat (speed bumps, rumble eyes etc.) installed strips, etc.) installed No. of Safe speed and 9.2 20000 60 20000 60 20000 60 20000 60 20000 60 300 warning signs (cat eyes 11 etc) Installed Universal access facilities No of universal access 9.2 20 1 20 1 20 1 20 1 20 1 5 for PWD and NMT facilities for PWD and 11 installed NMT installed Road marking equipment Road marking equipment 9.2 1 5 1 5 1 5 - - - - 15 procured procured 11 Sub-total 417 419 424 364 319 1941 Total Programmes Cost/ Budget 2034 2140 2150 1895 1864 10083 190

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | (KPI) | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Fire hydrants constructed | | | No of Fire hydrants constructed | | | 13.1 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 20 | | | 2 | | | 10 | | |

| | | | Fire stations constructed | | | No. Fire stations constructed | | | 13.1 | | | 1 | | | 45 | | | 1 | | | 45 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | 140 | | |

| | | | Guard rescue equipment procured | | | No of Guard rescue equipment procured | | | 13.1 | | | - | | | - | | | 1 | | | 10 | | | - | | | - | | | 1 | | | 10 | | | - | | | - | | | 20 | | |

| Improvement of road safety | | | Intelligent Traffic signal lights system installed | | | No of Intelligent Traffic signal lights system installed | | | 9.2 11 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 5 | | | 25 | | | 125 | | |

| | | | Road signs installed | | | No of Road signs installed | | | 9.2 11 | | | 100 | | | 2.5 | | | 100 | | | 2.5 | | | 100 | | | 2.5 | | | 100 | | | 2.5 | | | 100 | | | 2.5 | | | 12.5 | | |

| | | | Safe speed calming infrastructure (speed bumps, rumble strips, cat eyes etc.) installed | | | No. of Safe speed calming infrastructure (speed bumps, rumble strips, etc.) installed | | | 9.2 11 | | | 25 | | | 1 | | | 25 | | | 1 | | | 25 | | | 1 | | | 25 | | | 1 | | | 25 | | | 1 | | | 5 | | |

| | | | | | | No. of Safe speed and warning signs (cat eyes etc) Installed | | | 9.2 11 | | | 20000 | | | 60 | | | 20000 | | | 60 | | | 20000 | | | 60 | | | 20000 | | | 60 | | | 20000 | | | 60 | | | 300 | | |

| | | | Universal access facilities for PWD and NMT installed | | | No of universal access facilities for PWD and NMT installed | | | 9.2 11 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 20 | | | 1 | | | 5 | | |

| | | | Road marking equipment procured | | | Road marking equipment procured | | | 9.2 11 | | | 1 | | | 5 | | | 1 | | | 5 | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 15 | | |

| Sub-total | | | | | | | | | | | | | | | 417 | | | | | | 419 | | | | | | 424 | | | | | | 364 | | | | | | 319 | | | 1941 | | |

| Total Programmes Cost/ Budget | | | | | | | | | | | | | | | 2034 | | | | | | 2140 | | | | | | 2150 | | | | | | 1895 | | | | | | 1864 | | | 10083 | | |

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4.1.13 Blue Economy, Agriculture & Livestock  Sector composition The sector is composed of the following sub-sectors: a) Crop development b) Livestock development c) Fisheries and Aquaculture d) Blue economy e) Lands, forestry and wildlife 4)  Vision An innovative, commercially-oriented and modern blue economy and agricultural sector.  Mission To improve livelihoods of the fishing and farming community in Mombasa through promotion of competitive blue economy resource exploitation, innovative research, sustainable crops and livestock development.  Strategic Goal To improve livelihoods by promotion of competitive farming, appropriate policy development, effective support services, good corporate governance and sustainable agricultural practices.  Sector Priorities and Strategies The sector priorities are derived from the sector development issues documented in Chapter 2. Strategies to achieve sector priorities are taken into consideration in relation to root causes of the development issues. This is detailed as follows. Table 47: Sector Priorities and Strategies Sector Priorities Strategic Interventions To improve crop  Promote integrated pests and diseases management and collaborative research production, productivity  Embrace water harvesting infrastructures, and other land development and agribusiness technologies.  Promotion of a robust County and National subsidy program  Promote mechanized crop production systems, modern farming & climate smart agriculture  Promote consumption of nutritious foods in children through vegetable production in the ECD center’s  Promote soil testing and use of organic and inorganic fertilizers  Strengthen agricultural extension service provision & staff capacity building  Enhance postharvest management & Increase linkages of value chain actors to financial institutions.  Construction & equipping of value addition infrastructure under PPP  Capacity build staff & farmers on modern value addition technologies  Develop County agriculture policy and legislation  Promote crop diversification and promotion of drought tolerant crop seeds, cuttings and vines  Promote formation of value chain actors’ cooperatives 191

|---|---|---|---|---|

| To improve crop production, productivity and agribusiness | |  Promote integrated pests and diseases management and collaborative research  Embrace water harvesting infrastructures, and other land development technologies.  Promotion of a robust County and National subsidy program  Promote mechanized crop production systems, modern farming & climate smart agriculture  Promote consumption of nutritious foods in children through vegetable production in the ECD center’s  Promote soil testing and use of organic and inorganic fertilizers  Strengthen agricultural extension service provision & staff capacity building  Enhance postharvest management & Increase linkages of value chain actors to financial institutions.  Construction & equipping of value addition infrastructure under PPP  Capacity build staff & farmers on modern value addition technologies  Develop County agriculture policy and legislation  Promote crop diversification and promotion of drought tolerant crop seeds, cuttings and vines  Promote formation of value chain actors’ cooperatives | | |

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Sector Priorities Strategic Interventions To improve livestock  Promotion of a robust County and National subsidy program production, productivity  Develop strategic vaccination programs and enhance animal disease and agribusiness surveillance in collaboration with partners  Strengthen livestock extension service provision  Uptake of climate smart livestock technology  Construction of livestock and veterinary infrastructure  Promote Fodder conservation and livestock development technologies.  Promote value addition of livestock product  Promote a robust County subsidy program  Develop policy and legislation on animal welfare and control  Promote use of droughts tolerant breeds of livestock  Promote consumption of livestock and livestock products by vulnerable population for improved nutrition.  Promote formation of value chain actors’ cooperatives To improve fisheries  Capacity build staff and fisher folk on uptake of modern fishing technologies. production, productivity  Enhance collaboration with National government for development of fisheries and agribusiness infrastructure  Strengthen fisheries extension service provision  Acquisition and gazettement of landing sites under BMUs  Promote a robust County subsidy program  Identify partners to engage in the promotion of deep-sea fishing by seeking provision of the necessary gear to equip our fishermen with, in addition to providing the necessary vessels needed to achieve the same  Development of effective patrol terms with enough provision of equipment and resources  Promote value addition of sea weed and fish products  Collaborate with research institution to develop innovation and technologies to mitigate against effects of climate change and enhanced fisheries production  Develop and enhance legal and policy enforcement to mitigate on the threat of corporate governance  Partner with National government blue economy information management programme  Promote formation fish value chain actors’ cooperatives  Promote modern aquaculture and mariculture farming  Promote ornamental fish farming To exploit marine  Identify gaps and opportunities within marine renewable energy poor capacity renewable energy  Promote public private partnership for development of the infrastructure through capacity building and development and introduction of the legal and institutional framework for the sector  Create cohesive interdepartmental polices in order to work in tandem with department of renewable energy To exploit marine tourism  Identify gaps and opportunities within marine tourism  Promote public private partnership for development of the infrastructure through capacity building and development and introduction of the legal and institutional framework for the sector  Create cohesive interdepartmental polices in order to work in tandem with department of tourism culture and trade  Create awareness, provide training and the necessary supplemental support to the youth so as to engage in marine tourism To exploit water transport  Identify gaps and opportunities within marine renewable energy poor capacity 192

|---|---|---|---|---|---|

| To improve livestock production, productivity and agribusiness | | |  Promotion of a robust County and National subsidy program  Develop strategic vaccination programs and enhance animal disease surveillance in collaboration with partners  Strengthen livestock extension service provision  Uptake of climate smart livestock technology  Construction of livestock and veterinary infrastructure  Promote Fodder conservation and livestock development technologies.  Promote value addition of livestock product  Promote a robust County subsidy program  Develop policy and legislation on animal welfare and control  Promote use of droughts tolerant breeds of livestock  Promote consumption of livestock and livestock products by vulnerable population for improved nutrition.  Promote formation of value chain actors’ cooperatives | | |

| To improve fisheries production, productivity and agribusiness | | |  Capacity build staff and fisher folk on uptake of modern fishing technologies.  Enhance collaboration with National government for development of fisheries infrastructure  Strengthen fisheries extension service provision  Acquisition and gazettement of landing sites under BMUs  Promote a robust County subsidy program  Identify partners to engage in the promotion of deep-sea fishing by seeking provision of the necessary gear to equip our fishermen with, in addition to providing the necessary vessels needed to achieve the same  Development of effective patrol terms with enough provision of equipment and resources  Promote value addition of sea weed and fish products  Collaborate with research institution to develop innovation and technologies to mitigate against effects of climate change and enhanced fisheries production  Develop and enhance legal and policy enforcement to mitigate on the threat of corporate governance  Partner with National government blue economy information management programme  Promote formation fish value chain actors’ cooperatives  Promote modern aquaculture and mariculture farming  Promote ornamental fish farming | | |

| To exploit marine renewable energy | | |  Identify gaps and opportunities within marine renewable energy poor capacity  Promote public private partnership for development of the infrastructure through capacity building and development and introduction of the legal and institutional framework for the sector  Create cohesive interdepartmental polices in order to work in tandem with department of renewable energy | | |

| | | | |  Promote public private partnership for development of the infrastructure | |

| | | | | through capacity building and development and introduction of the legal and | |

| | | | |  Create cohesive interdepartmental polices in order to work in tandem with | |

| | | | |  Create awareness, provide training and the necessary supplemental support to | |

| | | | | the youth so as to engage in marine tourism | |

| | To exploit water transport | | |  Identify gaps and opportunities within marine renewable energy poor capacity | |

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Sector Priorities Strategic Interventions  Promote public private partnership for development of the infrastructure through capacity building and development and introduction of the legal and institutional framework for the sector  Create cohesive interdepartmental polices in order to work in tandem with department of transport and infrastructure To exploit sea bed  Identify a partner to carryout sea bed analysis resources  Identify the opportunities based on the outcome of the sea bed analysis  On board sector partners (local and international) and the national government with an aim to sustainably utilize the sea bed resources To develop an educational  Development of an educational, training and information center for the blue center economy sector  Engage partners such as Bandari college, KMA, KPA, KCGS, KEMFRI, KWS  To provide Capacity building trainings, technical workshops and Technology transfer seminars  Promote exchange programmes with partners e.g., Ghana’s green port. 4.2.13 Sector Programmes and Flagship Projects The sector programmes and flagship projects to be implemented within the planned period are presented hereinafter. 193

|---|---|---|---|---|---|

| | | | |  Promote public private partnership for development of the infrastructure | |

| | | | | through capacity building and development and introduction of the legal and | |

| | | | |  Create cohesive interdepartmental polices in order to work in tandem with | |

| | | | | department of transport and infrastructure | |

| | resources | | |  Identify the opportunities based on the outcome of the sea bed analysis | |

| | | | |  On board sector partners (local and international) and the national | |

| | | | | government with an aim to sustainably utilize the sea bed resources | |

| | To develop an educational | | |  Development of an educational, training and information center for the blue | |

| | | | |  Engage partners such as Bandari college, KMA, KPA, KCGS, KEMFRI, | |

| | | | | KWS | |

| | | | |  To provide Capacity building trainings, technical workshops and Technology | |

| | | | |  Promote exchange programmes with partners e.g., Ghana’s green port. | |

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Table 48: Blue Economy, Agriculture & Livestock Programmes Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 1: General Administration, Planning and Support Services Objective: To strengthen General Administration, Planning and Support Services Outcome: Strengthened General Administration, Planning and Support Services Administration, Technical staff No. of technical 8.6 9 19.2 94 20 97 20. 93 17.8 94 18 95.6 Planning and capacity built staff capacity Support built Services Support staff No. of support 8.6 90 18 90 18 90 18 90 18 90 18 90 capacity built staff capacity built Technical staff No. of technical 8.5 43 73.8 23 33 21 27 7 9 7 9 151.8 recruited staff recruited Staff promoted No. of staff 8.6 59 7.08 70 8.4 60 7.2 25 3 10 1.2 26.88 promoted Sub-total 118.08 79.4 72.2 47.8 46.2 363.68 Programme 2: Crop Production Objective: To increase crop production, productivity and agribusiness Outcome: increased crop production, productivity and agribusiness Crop Input subsidies No. of farmers 2.3 1500 24 2000 24 2500 24 2500 24 2500 24 120 Production and issued provided with Productivity subsidized inputs Fruit trees, No. of fruit 2.4 1000 0.67 1500 1.33 2000 2.0 2000 2.67 2000 3.33 10 other trees trees & &industrial crop industrial crop seedlings seedlings supplied for supplied planting Farmers trained No. of famers 2.3 3500 59.52 4500 83.33 4800 95.24 5000 119.05 5000 142.86 500 on crop trained husbandry, post-harvest management Forums held on No. of forums 2.4,15.3 10 2 10 2 10 2 10 2 10 2 10 high-value held crops, water harvesting and 194

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Programme 1: General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Objective: To strengthen General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Strengthened General Administration, Planning and Support Services | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Administration, Planning and Support Services | | | Technical staff capacity built | | | No. of technical staff capacity built | | | 8.6 | | | 9 | | | 19.2 | | | 94 | | | 20 | | | 97 | | | 20. | | | 93 | | | 17.8 | | | 94 | | | 18 | | | 95.6 | | |

| | | | Support staff capacity built | | | No. of support staff capacity built | | | 8.6 | | | 90 | | | 18 | | | 90 | | | 18 | | | 90 | | | 18 | | | 90 | | | 18 | | | 90 | | | 18 | | | 90 | | |

| | | | Technical staff recruited | | | No. of technical staff recruited | | | 8.5 | | | 43 | | | 73.8 | | | 23 | | | 33 | | | 21 | | | 27 | | | 7 | | | 9 | | | 7 | | | 9 | | | 151.8 | | |

| | | | Staff promoted | | | No. of staff promoted | | | 8.6 | | | 59 | | | 7.08 | | | 70 | | | 8.4 | | | 60 | | | 7.2 | | | 25 | | | 3 | | | 10 | | | 1.2 | | | 26.88 | | |

| | Sub-total | | | | | | | | | | | | | | 118.08 | | | | | | 79.4 | | | | | | 72.2 | | | | | | 47.8 | | | | | | 46.2 | | | 363.68 | | |

| | Objective: To increase crop production, productivity and agribusiness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: increased crop production, productivity and agribusiness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Crop Production and Productivity | | | Input subsidies issued | | | No. of farmers provided with subsidized inputs | | | 2.3 | | | 1500 | | | 24 | | | 2000 | | | 24 | | | 2500 | | | 24 | | | 2500 | | | 24 | | | 2500 | | | 24 | | | 120 | | |

| | | | Fruit trees, other trees &industrial crop seedlings supplied for planting | | | No. of fruit trees & industrial crop seedlings supplied | | | 2.4 | | | 1000 | | | 0.67 | | | 1500 | | | 1.33 | | | 2000 | | | 2.0 | | | 2000 | | | 2.67 | | | 2000 | | | 3.33 | | | 10 | | |

| | | | Farmers trained on crop husbandry, post-harvest management | | | No. of famers trained | | | 2.3 | | | 3500 | | | 59.52 | | | 4500 | | | 83.33 | | | 4800 | | | 95.24 | | | 5000 | | | 119.05 | | | 5000 | | | 142.86 | | | 500 | | |

| | | | Forums held on high-value crops, water harvesting and | | | No. of forums held | | | 2.4,15.3 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) drought resistant crops Water pans No. of water 2.3,2.1,1.5 3 7.0 3 7.5 3 8 3 8.5 3 9.5 40.5 constructed & pans rehabilitated constructed & rehabilitated Climate smart No. of Climate 2.3,2.5 200 3 250 3.5 300 4 350 4.5 400 5 20 farms installed smart farms installed Crop pest and Crop pest and 2.4,2.3 10 2 10 2 10 2 10 2 10 2 10 disease disease surveillance surveillance conducted reports Farmers No of farmers 9.3 10 0.02 12 0.03 12 0.04 15 0.05 15 0.06 2 accessing credit accessing credit (from the Agricultural Credit Scheme) Marketing and Producer No. of 2.3 20 4 25 4 25 4 25 4 25 4 20 value addition groups producer supported groups supported Value addition No. of value 2c, 2.1 1 50 1 150 1 200 1 50 1 50 500 center addition center constructed constructed Groups (women No. of groups 8.6,8.5 20 11.11 25 14.81 30 18.52 35 22.22 40 33.33 100 and youth) (women and trained on value youth) trained additions on value additions Sub-total 163.32 292.5 359.8 238.99 276.08 1330.69 Programme 3: Livestock Production Objective: To increase livestock production, productivity and agribusiness Outcome: Increased livestock production, productivity and agribusiness Livestock Modern climate No. of Modern 2.3 5 2 5 2.1 5 2.2 5 2.4 5 2.6 11.3 Production and smart livestock climate smart Productivity farming adopted livestock 195

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Water pans constructed & rehabilitated | | | No. of water pans constructed & rehabilitated | | | 2.3,2.1,1.5 | | | 3 | | | 7.0 | | | 3 | | | 7.5 | | | 3 | | | 8 | | | 3 | | | 8.5 | | | 3 | | | 9.5 | | | 40.5 | | |

| | | | Climate smart farms installed | | | No. of Climate smart farms installed | | | 2.3,2.5 | | | 200 | | | 3 | | | 250 | | | 3.5 | | | 300 | | | 4 | | | 350 | | | 4.5 | | | 400 | | | 5 | | | 20 | | |

| | | | Crop pest and disease surveillance conducted | | | Crop pest and disease surveillance reports | | | 2.4,2.3 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | | 2 | | | 10 | | |

| | | | Farmers accessing credit | | | No of farmers accessing credit (from the Agricultural Credit Scheme) | | | 9.3 | | | 10 | | | 0.02 | | | 12 | | | 0.03 | | | 12 | | | 0.04 | | | 15 | | | 0.05 | | | 15 | | | 0.06 | | | 2 | | |

| Marketing and value addition | | | Producer groups supported | | | No. of producer groups supported | | | 2.3 | | | 20 | | | 4 | | | 25 | | | 4 | | | 25 | | | 4 | | | 25 | | | 4 | | | 25 | | | 4 | | | 20 | | |

| | | | Value addition center constructed | | | No. of value addition center constructed | | | 2c, 2.1 | | | 1 | | | 50 | | | 1 | | | 150 | | | 1 | | | 200 | | | 1 | | | 50 | | | 1 | | | 50 | | | 500 | | |

| | | | Groups (women and youth) trained on value additions | | | No. of groups (women and youth) trained on value additions | | | 8.6,8.5 | | | 20 | | | 11.11 | | | 25 | | | 14.81 | | | 30 | | | 18.52 | | | 35 | | | 22.22 | | | 40 | | | 33.33 | | | 100 | | |

| | Sub-total | | | | | | | | | | | | | | 163.32 | | | | | | 292.5 | | | | | | 359.8 | | | | | | 238.99 | | | | | | 276.08 | | | 1330.69 | | |

| | Objective: To increase livestock production, productivity and agribusiness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Increased livestock production, productivity and agribusiness | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Livestock Production and Productivity | | | Modern climate smart livestock farming adopted | | | No. of Modern climate smart livestock | | | 2.3 | | | 5 | | | 2 | | | 5 | | | 2.1 | | | 5 | | | 2.2 | | | 5 | | | 2.4 | | | 5 | | | 2.6 | | | 11.3 | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) farming adopted Livestock No. of livestock 2.3 1000 6.67 1250 8.33 1500 10.0 1750 11.67 2000 13.33 50 stakeholders stakeholders trained trained County subsidy % of farmers 2.3 10% 15 10% 16 10% 18 5% 19 0% 0 68 to vulnerable issued with families subsidized distributed inputs Livestock value Groups (women % of farmers addition and and Youth) issued with 2.3 10% 15 10% 16 10% 18 5% 19 0% 0 68 marketing trained on breeding stock Value addition and marketing Farmers No. of farmers 9.3 1 4 1 4 1 4 1 4 1 4 20 accessing accessing credit credit(from the Agricultural Credit Scheme) Youth and No. of youth 5.5 10 4 10 4 10 4 10 4 10 4 20 women groups and women 8.6 Climate smart groups farms supported supported on poultry, beekeeping, rabbit keeping and dairy goats Livestock No. of livestock 4.4 1 2 1 2 1 2 1 2 1 2 10 demonstration demonstration farms farms established Sub-total 48.67 52.43 58.2 62.07 25.93 247.3 Programme 4: Veterinary Services Objective: To prevent and control animal disease and pests within the county Outcome: Healthy and productive animals 196

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | Livestock stakeholders trained | | | No. of livestock stakeholders trained | | | 2.3 | | | 1000 | | | 6.67 | | | 1250 | | | 8.33 | | | 1500 | | | 10.0 | | | 1750 | | | 11.67 | | | 2000 | | | 13.33 | | | 50 | | |

| | | | County subsidy to vulnerable families distributed | | | % of farmers issued with subsidized inputs | | | 2.3 | | | 10% | | | 15 | | | 10% | | | 16 | | | 10% | | | 18 | | | 5% | | | 19 | | | 0% | | | 0 | | | 68 | | |

| Livestock value addition and marketing | | | Groups (women and Youth) trained on Value addition and marketing | | | % of farmers issued with breeding stock | | | 2.3 | | | 10% | | | 15 | | | 10% | | | 16 | | | 10% | | | 18 | | | 5% | | | 19 | | | 0% | | | 0 | | | 68 | | |

| | | | Farmers accessing credit(from the Agricultural Credit Scheme) | | | No. of farmers accessing credit | | | 9.3 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 1 | | | 4 | | | 20 | | |

| | | | Youth and women groups Climate smart farms supported on poultry, beekeeping, rabbit keeping and dairy goats | | | No. of youth and women groups supported | | | 5.5 8.6 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 10 | | | 4 | | | 20 | | |

| | | | Livestock demonstration farms established | | | No. of livestock demonstration farms | | | 4.4 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 1 | | | 2 | | | 10 | | |

| | Sub-total | | | | | | | | | | | | | | 48.67 | | | | | | 52.43 | | | | | | 58.2 | | | | | | 62.07 | | | | | | 25.93 | | | 247.3 | | |

| | Objective: To prevent and control animal disease and pests within the county | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Disease Livestock No. of disease 3.d 200 0.61 250 0.76 300 0.91 400 1.21 500 1.52 5 management Disease surveillance and control surveillance conducted Livestock No of livestock 3.d 100,000 2.2 100,00 2.3 120,000 2.4 130,000 2.5 140,000 2.6 12.3 disease vaccinated and animals 200,000 200000 200,000 vaccinations pest controlled 200,000 200,000 and pest control poultry Animal health, No. of animal 3.d 1000 200 0.3 250 0.4 300 0.45 350 0.5 400 1,500 welfare and owners extension sensitized on services animal health provided and welfare Veterinary No. of 3.d - - 1 7 - - - - - - 7 laboratory Veterinary established laboratory established (Nyali) Policy and No. of policies 3.d 200 0.61 250 0.76 300 0.91 400 1.21 500 1.52 5 regulations on and regulations urban animal developed husbandry, animal welfare and animal control and value addition developed Marketing and Leather value No. of leather 9.1 - - - - 1 20 - - 20 value addition addition center value centers established established Livestock sale No. of livestock 9.1 - - - - 1 5 - - - - 5 yards sale yards constructed constructed Slaughterhouses No. of 9.1,9.3 - - 1 5 - - 1 5 - - 10 constructed and slaughterhouses operationalized developed Sub-total 203.42 265.82 329.22 359.92 405.64 1564.00 197

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| Disease management and control | | | Livestock Disease surveillance | | | No. of disease surveillance conducted | | | 3.d | | | 200 | | | 0.61 | | | 250 | | | 0.76 | | | 300 | | | 0.91 | | | 400 | | | 1.21 | | | 500 | | | 1.52 | | | 5 | | |

| | | | Livestock disease vaccinations and pest control | | | No of livestock vaccinated and pest controlled | | | 3.d | | | 100,000 animals 200,000 poultry | | | 2.2 | | | 100,00 200,000 | | | 2.3 | | | 120,000 200,000 | | | 2.4 | | | 130,000 200000 | | | 2.5 | | | 140,000 200,000 | | | 2.6 | | | 12.3 | | |

| | | | Animal health, welfare and extension services provided | | | No. of animal owners sensitized on animal health and welfare | | | 3.d | | | 1000 | | | 200 | | | 0.3 | | | 250 | | | 0.4 | | | 300 | | | 0.45 | | | 350 | | | 0.5 | | | 400 | | | 1,500 | | |

| | | | Veterinary laboratory established | | | No. of Veterinary laboratory established (Nyali) | | | 3.d | | | - | | | - | | | 1 | | | 7 | | | - | | | - | | | - | | | - | | | - | | | - | | | 7 | | |

| | | | Policy and regulations on urban animal husbandry, animal welfare and animal control and value addition developed | | | No. of policies and regulations developed | | | 3.d | | | 200 | | | 0.61 | | | 250 | | | 0.76 | | | 300 | | | 0.91 | | | 400 | | | 1.21 | | | 500 | | | 1.52 | | | 5 | | |

| Marketing and value addition | | | Leather value addition center established | | | No. of leather value centers established | | | 9.1 | | | - | | | - | | | - | | | - | | | 1 | | | 20 | | | - | | | | | | - | | | | | | 20 | | |

| | | | Livestock sale yards constructed | | | No. of livestock sale yards constructed | | | 9.1 | | | - | | | - | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | - | | | - | | | 5 | | |

| | | | Slaughterhouses constructed and operationalized | | | No. of slaughterhouses developed | | | 9.1,9.3 | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | 1 | | | 5 | | | - | | | - | | | 10 | | |

| | Sub-total | | | | | | | | | | | | | | 203.42 | | | | | | 265.82 | | | | | | 329.22 | | | | | | 359.92 | | | | | | 405.64 | | | 1564.00 | | |

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Sub- Key Output Key Link to Planned Targets and Indicative Budget (Ksh. Million) Total programme Performance SDGs 2023/24 2024/25 2025/26 2026/27 2027/28 Budget Indicator (KPI) Targets Target Cost Target Cost Target Cost Target Cost Target Cost (Ksh Million) Programme 5: Blue economy development Objective: To increase blue economy production & productivity Outcome: Increased blue economy production & productivity Fish production Blue economy Blue economy 14.a - - 1 150 - - - - - - 150 center Centre established A commercial No. of 9.1 - - - - - - 1 100 - - 100 fishing port commercial constructed fishing ports constructed Deep sea No. of deep-sea 14.b 1 120 1 120 1 120 1 120 1 120 600 vessels and vessels and fishing gears fishing gears procured Fish feed No. of Fish 2.3 1 200 - - - - - - - - 200 processing Feed Factory Processing Constructed Factory Protected No. of 14.2, 14.5 20 48.48 25 60.61 30 72.73 40 96.97 50 121.21 400 breeding areas protected and landing sites breeding areas and landing sites Fish Marketing Regular No of 14.2, 14.4 4 20 4 20 4 20 4 20 4 20 100 and value Monitoring, Monitoring, addition Control and Control and Surveillance Surveillance conducted (Land and Sea Patrols) A fish market No. of Fish 12.3 - - - - - - 1 500 - - 500 with storage market with facilities storage facilities constructed Marine Marine No. of Marine 7.a - - 1 100 - - 1 100 - - 200 Renewable Renewable Renewable Energy Energy Energy exploited exploited 198

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | Objective: To increase blue economy production & productivity | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| | Outcome: Increased blue economy production & productivity | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |

| Fish production | | | Blue economy center | | | Blue economy Centre established | | | 14.a | | | - | | | - | | | 1 | | | 150 | | | - | | | - | | | - | | | - | | | - | | | - | | | 150 | | |

| | | | A commercial fishing port constructed | | | No. of commercial fishing ports constructed | | | 9.1 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 100 | | | - | | | - | | | 100 | | |

| | | | Deep sea vessels and fishing gears procured | | | No. of deep-sea vessels and fishing gears | | | 14.b | | | 1 | | | 120 | | | 1 | | | 120 | | | 1 | | | 120 | | | 1 | | | 120 | | | 1 | | | 120 | | | 600 | | |

| | | | Fish feed processing Factory Constructed | | | No. of Fish Feed Processing Factory | | | 2.3 | | | 1 | | | 200 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 200 | | |

| | | | Protected breeding areas and landing sites | | | No. of protected breeding areas and landing sites | | | 14.2, 14.5 | | | 20 | | | 48.48 | | | 25 | | | 60.61 | | | 30 | | | 72.73 | | | 40 | | | 96.97 | | | 50 | | | 121.21 | | | 400 | | |

| Fish Marketing and value addition | | | Regular Monitoring, Control and Surveillance conducted | | | No of Monitoring, Control and Surveillance (Land and Sea Patrols) | | | 14.2, 14.4 | | | 4 | | | 20 | | | 4 | | | 20 | | | 4 | | | 20 | | | 4 | | | 20 | | | 4 | | | 20 | | | 100 | | |

| | | | A fish market with storage facilities constructed | | | No. of Fish market with storage facilities | | | 12.3 | | | - | | | - | | | - | | | - | | | - | | | - | | | 1 | | | 500 | | | - | | | - | | | 500 | | |

| | Marine | | | Marine | | | No. of Marine | | 7.a | | | - | | | - | | | 1 | | | 100 | | | - | | | - | | | 1 | | | 100 | | | - | | | - | | | 200 | | |

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|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | programme | | | | | | Performance | | | SDGs | | | 2023/24 | | | | | | 2024/25 | | | | | | 2025/26 | | | | | | 2026/27 | | | | | | 2027/28 | | | | | | Budget | |

| | | | | | | | No of policy | | | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | Marine | | | Marine Tourism | | | No. of Marine | | 8.9 | | | - | | | - | | | 1 | | | 100 | | | - | | | - | | | - | | | - | | | 1 | | | 50 | | | 200 | | |

| | | | | | | | No of policy | | 8.9 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | Water | | | Water | | | No. of Water | | 9.1 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | | | | | | | No. of Water | | 9.1 | | | - | | | - | | | - | | | - | | | 1 | | | 150 | | | - | | | - | | | - | | | - | | | 150 | | |

| | | | | | | | No of policy | | 9.1 | | | 1 | | | 50 | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | | 50 | | |

| | Sea bed | | | Sea bed | | | No. of Sea bed | | 9.1 | | | - | | | - | | | - | | | | | | 1 | | | 100 | | | - | | | - | | | - | | | - | | | 100 | | |

| | Sub-total | | | | | | | | | | | | | | 588.5 | | | | | | 400.6 | | | | | | 462.7 | | | | | | 837 | | | | | | 311.21 | | | 2011.52 | | |

| | Total Programmes Cost/ Budget | | | | | | | | | | | | | | 1122 | | | | | | 1091 | | | | | | 1282 | | | | | | 1546 | | | | | | 1065 | | | 5517 | | |

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Table 49: County Flagship Projects Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Lead Agency/ Name Frame Cost Agencies Mombasa Industrial Park Jomvu Sub To spur economic  Provide horizontal infrastructure for Increased income 2023- 15 B Tourism, county activities the industrial park. opportunities 2027 Culture &  Advocate for SEZ status of the Trade and MIC industrial park.  Facilitate ease of doing business Bus Rapid Transit All Sub To decongest the  Collaborate with National Reduced travel time 2023- 6.2 B Transport & counties traffic in the county Government for the PPP with relevant 2027 Infrastructure development partners. and MIC  Provide legal framework for the BRT to be effective.  Collaborate with the National Government to facilitate citizen engagement. Water Transport All Sub To decongest the  Collaborate with National Identified landing sites 2023- 1 B Transport & counties traffic in the county Government for the PPP with relevant 2027 Infrastructure development partners. and MIC  Provide legal framework for the water to be effective.  Collaborate with the National Government to facilitate citizen engagement. Solid Waste Management All Sub To enhance waste  Collection, processing, recycling and Controlled waste 2023- 4 B Environment counties collection in every sub disposal of waste within the county. management 2027 & Solid Waste county  Provide legal framework for solid Management waste management to be effective. and MIC Marshalling Yard Jomvu Sub To decongest the  Providing parking for truck. Streamlined transport 2023- 1 B Transport & county traffic in the county  Providing a key management systems. around the port 2027 Infrastructure and MIC  Providing ancillary facilities MICE (Meetings, Incentives, Nyali Sub To increase number of  Provide ultramodern conference Mombasa as a 2023- 10 B Tourism, Conference & Exhibitions) county tourism arrivals in the facilities. conference Tourism 2027 Culture & county destination of choice Trade and MIC 200

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| Bus Rapid Transit | | | All Sub counties | | | To decongest the traffic in the county | | |  Collaborate with National Government for the PPP with relevant development partners.  Provide legal framework for the BRT to be effective.  Collaborate with the National Government to facilitate citizen engagement. | | | Reduced travel time | | | 2023- 2027 | | | 6.2 B | | | Transport & Infrastructure and MIC | | |

| Water Transport | | | All Sub counties | | | To decongest the traffic in the county | | |  Collaborate with National Government for the PPP with relevant development partners.  Provide legal framework for the water to be effective.  Collaborate with the National Government to facilitate citizen engagement. | | | Identified landing sites | | | 2023- 2027 | | | 1 B | | | Transport & Infrastructure and MIC | | |

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Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Lead Agency/ Name Frame Cost Agencies Street Lighting All Sub Improved security in  Supply, install and maintain Increased and functional 2023- 500 M Transport & counties the county streetlights streetlights 2027 Infrastructure and MIC Non-Revenue Water Solution All Sub Ensure sustainable and  Identify leakages Increase in water supply 2023- 10 B Water, Natural (NRW) counties affordable access to  Construction of water supply networks in the county 2027 Resources & water for the entire CCR and MIC  Adoption of technologies to reduce Mombasa County non-revenue water Leasing of Medical All Sub Improve healthcare in  Leasing of Medical equipment for the Improved healthcare in 2023- 2 B Health Services Equipment counties the County County hospitals the County 2027 and MIC Bus Terminal Kisauni To ensure orderliness  Construction of bus terminal points efficient transport 2023- 1 B Transport & Subcounty in public transport and  Construction of stalls for shops system 2027 Infrastructure efficient transport and MIC system Modern markets and Multi- To spur economic  Upgrading of markets Increased income 2023- 1.5 B Tourism, storey parking activities  Construction of multi-storey parking opportunities 2027 Culture & Trade and MIC Private wing at CPGH Mvita Improve healthcare in  Construction of private hospital wing Improved healthcare in 2023- 500 M Health Services Subcounty the County  Well-equipped private hospital wing the County 2027 and MIC All Sub To ensure orderliness  Installation of ITS for traffic Efficient transport 2023- 300 M Transport & Intelligent Transport System counties and efficient transport management system 2027 Infrastructure (ITS)- Traffic system  Improvement of infrastructure and MIC County Headquarters Mvita To ensure centralized  Construction of County HQ Efficient service delivery 2023- 1 B Public Service County offices for 2027 Administration, efficient service YGSS & delivery Sports and MIC CCTV Surveillance All Sub To ensure compliance,  Installation of CCTV cameras and Safe City, Increased 2023- 500 M Transport & counties increase County drones revenue collection 2025 Infrastructure revenue and safety of and MIC the region Revamping of Public Beaches Mvita, Improving tourism  Improvement of beach facilities Improved tourism 2023- 500 M Tourism, (Tudor & Bamburi) Kisauni and beautification of 2025 Culture & the environment Trade and MIC Establishment of a Blue Kisauni To equip youths with  Identification of space One value addition 2023- 500 M Blue Economy, economy Centre relevant skills for value  Construction of value addition Centre center constructed 2027 Agriculture & addition and improve Livestock and  Equipping of the value addition production of value- Development Centre added products Partners 201

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| Non-Revenue Water Solution (NRW) | | | All Sub counties | | | Ensure sustainable and affordable access to water for the entire Mombasa County | | |  Identify leakages  Construction of water supply networks  Adoption of technologies to reduce non-revenue water | | | Increase in water supply in the county | | | 2023- 2027 | | | 10 B | | | Water, Natural Resources & CCR and MIC | | |

| Establishment of a Blue economy Centre | | | Kisauni | | | To equip youths with relevant skills for value addition and improve production of value- added products | | |  Identification of space  Construction of value addition Centre  Equipping of the value addition Centre | | | One value addition center constructed | | | 2023- 2027 | | | 500 M | | | Blue Economy, Agriculture & Livestock and Development Partners | | |

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Project Location Objectives Description of Key Activities Key Output (s) Time Estimated Lead Agency/ Name Frame Cost Agencies  Identification of value chain actors to utilize the Centre Construction livestock sale Kisauni, To enhance marketing  Improved household income for the 3 sale yards constructed 2023- 300 M Blue Economy, yards Jomvu and of livestock and livestock farmers 2027 Agriculture & Likoni livestock products; and Livestock and to generate revenue Development for the county and to Partners help farmers access the market Develop modern large stock Kisauni To ensure quality and  High quality livestock products for No. of slaughterhouses 2023- 100 M Blue Economy, and poultry slaughter houses Jomvu safe meat, co-product consumption and industry developed 2027 Agriculture & Likoni and by product  Increased employment opportunities Livestock and and income Development Partners Construction of a modern All sub Improve Mombasa  Improved quality of landed fish Percent decrease in fish 2023- 120 M Blue Economy, fish bandas including a counties County landing leading to good fish prices hence brokers and percent 2027 Agriculture & meeting hall at landing sites beaches’ quality increased incomes increase in fish prices at Livestock and landing sites Development standards Partners Construction of county Liwatoni Enhance quality  Improved service delivery to the No. of offices 2023- 100 M Blue Economy, fisheries office service delivery community constructed 2027 Agriculture & Livestock and World Bank UHC (Mombasa care) Mombasa Improved healthcare  Strengthen Primary healthcare and Improved access to 2023- 500 M Health Services County in the County provide NHIF cover to the vulnerable health care and health 2027 people of Mombasa to ensure outcomes. universal coverage. Private Amenity Hospital CGTRH Improved specialized  Establishment of a 100 beds capacity Improved quality of by 600 M Health Services With Diagnostic Services health care services in amenity facility health care and revenue 2026 the County generation to support institution County Integrated Health All county Improved Health  Establish an integrated EMR system Improved health By 500 M Health Services Information Management health Management Systems (Hardware, software, networking) information reporting 2025 System (CIHIMS) facilities in the County and interoperability 202

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | |  Identification of value chain actors to utilize the Centre | | | | | | | | | | | | | | |

| Construction livestock sale yards | | | Kisauni, Jomvu and Likoni | | | To enhance marketing of livestock and livestock products; and to generate revenue for the county and to help farmers access the market | | |  Improved household income for the livestock farmers | | | 3 sale yards constructed | | | 2023- 2027 | | | 300 M | | | Blue Economy, Agriculture & Livestock and Development Partners | | |

| Develop modern large stock and poultry slaughter houses | | | Kisauni Jomvu Likoni | | | To ensure quality and safe meat, co-product and by product | | |  High quality livestock products for consumption and industry  Increased employment opportunities and income | | | No. of slaughterhouses developed | | | 2023- 2027 | | | 100 M | | | Blue Economy, Agriculture & Livestock and Development Partners | | |

| Construction of a modern fish bandas including a meeting hall at landing sites | | | All sub counties | | | Improve Mombasa County landing beaches’ quality standards | | |  Improved quality of landed fish leading to good fish prices hence increased incomes | | | Percent decrease in fish brokers and percent increase in fish prices at landing sites | | | 2023- 2027 | | | 120 M | | | Blue Economy, Agriculture & Livestock and Development Partners | | |

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4.3 CIDP Linkages with National Development Agenda, Regional and International Development Frameworks This section indicated how the CIDP is linked with and is contributing towards the achievement of the following (among others): i. Kenya Vision 2030 and 4th Medium-Term Plan (MTP 4) ii. The UN 2030 Agenda and the Sustainable Development Goals; iii. Africa’s Agenda 2063; iv. Paris Agreement on Climate Change, 2015; v. EAC Vision 2050; vi. ICPD25 Kenya Commitments; and vii. Sendai Framework for Disaster Risk Reduction 2015 – 2030. The analysis of the CIDP linkages is detailed as follows. Table 50: National Development Agenda, Regional and International Development Frameworks Aspirations / Goals County Government Contributions/ Strategic Interventions H.E. Governor Abdullswamad Sheriff Nassir’s Vision and Manifesto Following the change of administration upon the last general elections (August 2017), the new administration has articulated its policy through a manifesto dubbed “Mombasa - A New Beginning; Voice of the People”. The following are key areas of focus to inform planning under the new administration. Pillar One - Revitalizing  Widen Special Economic Zones and establish Export Processing Zones Mombasa’s Economy that encourage industry and manufacturing thereby creating up to 10,000 new direct jobs and 100,000 indirect jobs per year  Build on engagement with the national government and Parliament to secure a corporate stake for Mombasa in the port of Mombasa  Actively engage with the national government and other stakeholders to ensure that we restore port services such as clearing and forwarding back to the county of Mombasa  Invest in Mombasa’s Blue Economy including provision of fishermen with deep sea fishing boats and equipment; and cold storage facilities for our fishermen  Construct the Mombasa Conference Center  Establish the Mombasa International Financial Center  Restructure the county taxation regime based on the economic strength of the businesses in Mombasa  Encourage sub-contracting arrangements between SMEs and large enterprises with certification for local informal skilled laborers  Allocate a considerable portion of the county government procurement contracts to the local industry  Set up ‘Ease of Doing Business Directorate’  Refurbish existing county markets and construct new modern markets with cold storage facilities. Pillar Two - Providing All  Ensure sustainable and affordable access to safe water for the entire Citizens with Access to Clean Mombasa County Water, Sewer and Storm  Ensure adequate water for industrial development Water Services  Implement the legal framework that promotes equitable pricing of water services; there shall be no exploitation of residents in the pricing of water. 203

|---|---|---|---|---|---|

| | H.E. Governor Abdullswamad Sheriff Nassir’s Vision and Manifesto | | | | |

| | Following the change of administration upon the last general elections (August 2017), the new administration has | | | | |

| | articulated its policy through a manifesto dubbed “Mombasa - A New Beginning; Voice of the People”. The following are | | | | |

| | key areas of focus to inform planning under the new administration. | | | | |

| Pillar One - Revitalizing Mombasa’s Economy | | |  Widen Special Economic Zones and establish Export Processing Zones that encourage industry and manufacturing thereby creating up to 10,000 new direct jobs and 100,000 indirect jobs per year  Build on engagement with the national government and Parliament to secure a corporate stake for Mombasa in the port of Mombasa  Actively engage with the national government and other stakeholders to ensure that we restore port services such as clearing and forwarding back to the county of Mombasa  Invest in Mombasa’s Blue Economy including provision of fishermen with deep sea fishing boats and equipment; and cold storage facilities for our fishermen  Construct the Mombasa Conference Center  Establish the Mombasa International Financial Center  Restructure the county taxation regime based on the economic strength of the businesses in Mombasa  Encourage sub-contracting arrangements between SMEs and large enterprises with certification for local informal skilled laborers  Allocate a considerable portion of the county government procurement contracts to the local industry  Set up ‘Ease of Doing Business Directorate’  Refurbish existing county markets and construct new modern markets with cold storage facilities. | | |

| Pillar Two - Providing All Citizens with Access to Clean Water, Sewer and Storm Water Services | | |  Ensure sustainable and affordable access to safe water for the entire Mombasa County  Ensure adequate water for industrial development  Implement the legal framework that promotes equitable pricing of water services; there shall be no exploitation of residents in the pricing of water. | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Develop and manage water resources with the aim of increasing per capita availability to 1,000m³;  Operationalize a sea water desalinization plant to offer residents an alternative source of potable water;  Equip public schools with water harvesting facilities;  Crack down on water cartels that are exploiting the public  Promote urban regeneration programs to increase gentrification of informal settlements to improve sewer services;  Maintain existing neighborhood sewerage and drainage infrastructure while developing new infrastructure in support of high growth sectors in urban centers;  Implement an EcoLoo program of biodigester public toilets to ensure adequate community based sanitary facilities in informal settlement  Formalize landholding in urban and city informal settlements to manage approved development to avoid damaging drainage;  Require county planning authorities to inform and educate members of the public on values and principles of compact urban planning and development to preserve drainage facilities;  Ensure that no registration and titling of urban land takes place outside the framework of approved urban development plans;  Mainstream environmental concerns in urban and city planning and development Pillar Three – Solving Public  Promote sustainable, efficient and safe water transport by setting up Transport Challenges appropriate landing sites to facilitate private water transportation;  Review the rates of municipal parking tickets for public service vehicles;  Create designated stages for public service vehicles to allow the smooth pick up and drop off of passengers;  Create a fund for training and licensing public service vehicle drivers in conjunction with the National Transport and Safety Authority Pillar Four - Prioritizing  Resource the devolved healthcare infrastructure at sub-county level so that Social Welfare: Improving there is adequate healthcare staff, medication and equipment to serve the Quality of Life for the People needs of the people  Acquire a second cancer treatment machine  Recruitment, continuous and progressive training for healthcare workers and promotions  Cushion the elderly people in Mombasa  Ensure Universal Health Care for all citizens  Create a County Revolving Youth and Women Fund  Provide disaster relief services  Establish County Gender Based Violence and Child Protective Centers  School Sanitary Program for girls  Widen the Reach of the Second Chance Program- designed to support vulnerable women who have dropped out of formal education as a result of early pregnancy to resume their studies Pillar Five – Entrenching  Promote equity, civic engagement, transparency, the rule of law, inclusivity, Good Governance efficiency & effectiveness  Establish Ward Development Fund  Recruit Village administrators to deliver services drawn from local communities Pillar Six – Reforming County  Manage Mombasa’s finances prudently according to the financial Government Finance management principles provided for in Article 201 of the Constitution and enabling laws  Eliminate wastage in government spending 204

|---|---|---|---|---|---|

| | | |  Develop and manage water resources with the aim of increasing per capita availability to 1,000m³;  Operationalize a sea water desalinization plant to offer residents an alternative source of potable water;  Equip public schools with water harvesting facilities;  Crack down on water cartels that are exploiting the public  Promote urban regeneration programs to increase gentrification of informal settlements to improve sewer services;  Maintain existing neighborhood sewerage and drainage infrastructure while developing new infrastructure in support of high growth sectors in urban centers;  Implement an EcoLoo program of biodigester public toilets to ensure adequate community based sanitary facilities in informal settlement  Formalize landholding in urban and city informal settlements to manage approved development to avoid damaging drainage;  Require county planning authorities to inform and educate members of the public on values and principles of compact urban planning and development to preserve drainage facilities;  Ensure that no registration and titling of urban land takes place outside the framework of approved urban development plans;  Mainstream environmental concerns in urban and city planning and development | | |

| Pillar Three – Solving Public Transport Challenges | | |  Promote sustainable, efficient and safe water transport by setting up appropriate landing sites to facilitate private water transportation;  Review the rates of municipal parking tickets for public service vehicles;  Create designated stages for public service vehicles to allow the smooth pick up and drop off of passengers;  Create a fund for training and licensing public service vehicle drivers in conjunction with the National Transport and Safety Authority | | |

| Pillar Four - Prioritizing Social Welfare: Improving Quality of Life for the People | | |  Resource the devolved healthcare infrastructure at sub-county level so that there is adequate healthcare staff, medication and equipment to serve the needs of the people  Acquire a second cancer treatment machine  Recruitment, continuous and progressive training for healthcare workers and promotions  Cushion the elderly people in Mombasa  Ensure Universal Health Care for all citizens  Create a County Revolving Youth and Women Fund  Provide disaster relief services  Establish County Gender Based Violence and Child Protective Centers  School Sanitary Program for girls  Widen the Reach of the Second Chance Program- designed to support vulnerable women who have dropped out of formal education as a result of early pregnancy to resume their studies | | |

| Pillar Five – Entrenching Good Governance | | |  Promote equity, civic engagement, transparency, the rule of law, inclusivity, efficiency & effectiveness  Establish Ward Development Fund  Recruit Village administrators to deliver services drawn from local communities | | |

| Pillar Six – Reforming County Government Finance | | |  Manage Mombasa’s finances prudently according to the financial management principles provided for in Article 201 of the Constitution and enabling laws  Eliminate wastage in government spending | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Fight corruption decisively and promote adequate accountability mechanisms  Develop a strategy for investments promotion to grow the county economy  Develop revenue collection systems that will increase efficiency;  Establish fully independent service units (Serikali Mtaani) to manage the delivery of basic services;  Develop innovative and effective sources of finance (including Public Private Partnerships) to fund urban development and the provision of services.  Pursue legislation at the National Assembly for the sharing of revenues raised from royalties and management of natural resources in Mombasa;  Ensure that the outstanding debts of the Mombasa County are settled within the meaning of Articles 203(1) (b) and 214(2) and provisions made for their resolution  Take deliberate steps to direct at least 40% of internally generated funds and transfers from the national government to development expenditure. Pillar Seven – Investing in  Run a comprehensive and transparent Bursary Program Education  Institute a School Feeding Program at ECD Centers  Revive Village Polytechnics  Recruit and train adequate early childhood education and vocational polytechnic personnel;  Invest in the development of appropriate infrastructure at Serikali Mtaani level  Promote public participation to build awareness on the importance of early childhood education as foundational in the trajectory of young people’s lives. Pillar Eight – County  Implement a CCTV program with a County Command Center Cohesion, Eliminating  Invest in Counselling Centers Criminal Gangs and Battling  Promote Creative Economy the Drug Menace  Roll out Drug Rehabilitation Program  Support Community Policing Pillar Nine - Modernizing  Prioritize solid waste management as a key result area Solid Waste Disposal  Identify and set aside appropriate land for disposal of solid waste;  Strengthen institutional capacity on solid waste management, through county legislative reforms  Establish adequate solid waste management infrastructure for the entire solid waste management cycle from generation, transportation, intermediary treatment, resource recovery, and final disposal  Promote stakeholder participation in solid waste management, including Public Private Partnerships  Create incentives for sustainable solid waste management such as favorable taxation regimes  Establish innovative practices in waste reduction, reuse, recycling, treatment and disposal to reduce disposable materials  Ensure compliance with waste management legislation  Educate the public on proper solid waste management  Develop e-waste and other hazardous waste management strategies  Ensure that all ward boards/committees prepare and implement solid waste management plans  Promote the application of the polluter-pays-principle. Pillar Ten – Smart City; and  Develop a comprehensive digitization of public services strategic plan Leveraging Technology for focused on investing in systems and building internal capacity  Establish free public ICT hubs at ward level to promote ICT innovation 205

|---|---|---|---|---|---|

| | | |  Fight corruption decisively and promote adequate accountability mechanisms  Develop a strategy for investments promotion to grow the county economy  Develop revenue collection systems that will increase efficiency;  Establish fully independent service units (Serikali Mtaani) to manage the delivery of basic services;  Develop innovative and effective sources of finance (including Public Private Partnerships) to fund urban development and the provision of services.  Pursue legislation at the National Assembly for the sharing of revenues raised from royalties and management of natural resources in Mombasa;  Ensure that the outstanding debts of the Mombasa County are settled within the meaning of Articles 203(1) (b) and 214(2) and provisions made for their resolution  Take deliberate steps to direct at least 40% of internally generated funds and transfers from the national government to development expenditure. | | |

| Pillar Seven – Investing in Education | | |  Run a comprehensive and transparent Bursary Program  Institute a School Feeding Program at ECD Centers  Revive Village Polytechnics  Recruit and train adequate early childhood education and vocational polytechnic personnel;  Invest in the development of appropriate infrastructure at Serikali Mtaani level  Promote public participation to build awareness on the importance of early childhood education as foundational in the trajectory of young people’s lives. | | |

| Pillar Eight – County Cohesion, Eliminating Criminal Gangs and Battling the Drug Menace | | |  Implement a CCTV program with a County Command Center  Invest in Counselling Centers  Promote Creative Economy  Roll out Drug Rehabilitation Program  Support Community Policing | | |

| Pillar Nine - Modernizing Solid Waste Disposal | | |  Prioritize solid waste management as a key result area  Identify and set aside appropriate land for disposal of solid waste;  Strengthen institutional capacity on solid waste management, through county legislative reforms  Establish adequate solid waste management infrastructure for the entire solid waste management cycle from generation, transportation, intermediary treatment, resource recovery, and final disposal  Promote stakeholder participation in solid waste management, including Public Private Partnerships  Create incentives for sustainable solid waste management such as favorable taxation regimes  Establish innovative practices in waste reduction, reuse, recycling, treatment and disposal to reduce disposable materials  Ensure compliance with waste management legislation  Educate the public on proper solid waste management  Develop e-waste and other hazardous waste management strategies  Ensure that all ward boards/committees prepare and implement solid waste management plans  Promote the application of the polluter-pays-principle. | | |

| Pillar Ten – Smart City; and Leveraging Technology for | | |  Develop a comprehensive digitization of public services strategic plan focused on investing in systems and building internal capacity  Establish free public ICT hubs at ward level to promote ICT innovation | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions Development: Mombasa as a  Seek out PPP frameworks to establish technology training centers Smart City  Provide ICT infrastructure that meets the set acceptable universal standards  Review of prohibitive by-laws that limit ICT innovation  Promote small holder ICT startup culture  Provide free Wi-Fi for residents at the ICT hubs  Create a job placement database to provide companies with local talent working with the Ease of Business Directorate. Kenya Vision 2030 and 4th Medium-Term Plan (MTP 4) The Kenya Vision 2030 is the national long-term development policy that aims to transform Kenya into a newly industrializing, middle-income country providing a high quality of life to all its citizens by 2030. Kenya Vision 2030 is a product of highly participatory, consultative and inclusive stakeholder’s process conducted throughout the country and in all sectors of the economy. The Constitution and the County Government Act 2012 calls for county plans to be aligned to the National Vision and Development plans. In this regard, this CIDP has been aligned to the Vision 2030 and the aspiration of the 4th Medium-Term Plan (MTP 4) dubbed “Accelerating Socio-Economic Transformation to a more Competitive, Inclusive and Resilient Economy”. This is aligned as follows. Economic Pillar: to maintain a  Have an innovative, commercially oriented, and modern agriculture and sustained economic growth of 10% livestock sector through value addition to agricultural produce p.a. by 2030- under six (6) enablers  Adoption of modern technology into agricultural practices namely: tourism, agriculture, trade,  Cooperative development for wealth creation to spur growth such as manufacturing, business processes and promotion of Women, Youth and General Traders Saccos financial services  Employment creation through innovation and research  Promotion of entrepreneurial spirit through Business Development Skills (BDS) trainings Social Pillar: a just and cohesive  Development of human capital in terms of talents, competences/ skills society enjoying equitable social through education and training development in a clean and secure  Enhance access to affordable and quality health services environment- under seven (7) enablers,  Strengthen social protection initiative to enable vulnerable groups in the namely: education, health, water & society to live decent lives. sanitation, environment, housing &  Providing relevant and quality education and training urbanization; gender, youth &  Support inclusive learning in all ECDE centers OVCs; and equity & poverty  Train the ECDE teachers in CBC education; and undertake curriculum & elimination assessment reforms  Embrace digital learning skills  Expansion of technical vocational education and training  ICT integration in education and training  Property rights and policy formulation and social Strategy; housing and urbanization - access to affordable and decent housing  Improvement on the condition of all county housing estates  Servicing and improvement of existing level of infrastructure in all planned informal settlements  Formulation and implementation of County Land & Housing Policy  Increase access to safe water and sanitation through enhancing households’ connection to portable water  Equitable distribution of resources Political Pillar: an issue-based,  Ensure meaningful citizen participation in all county development planning people oriented, result centered and and budgeting processes accountable democratic political system  Undertake effective public participation in the implementation, monitoring – under five (5) enablers, namely: rule and evaluation/ review of sectoral programmes and county projects of law, electoral & political processes;  Enhance delivery of efficient public services democracy & public service delivery;  Eradicate corruption and nepotism in all county undertakings/ processes in transparency & accountability; and the service delivery security, peace-building & conflict  Encourage partnerships and networking to mobilize resources management 206

|---|---|---|---|---|---|

| Development: Mombasa as a Smart City | | |  Seek out PPP frameworks to establish technology training centers  Provide ICT infrastructure that meets the set acceptable universal standards  Review of prohibitive by-laws that limit ICT innovation  Promote small holder ICT startup culture  Provide free Wi-Fi for residents at the ICT hubs  Create a job placement database to provide companies with local talent working with the Ease of Business Directorate. | | |

| | Kenya Vision 2030 and 4th Medium-Term Plan (MTP 4) | | | | |

| | The Kenya Vision 2030 is the national long-term development policy that aims to transform Kenya into a newly | | | | |

| | industrializing, middle-income country providing a high quality of life to all its citizens by 2030. Kenya Vision 2030 is | | | | |

| | a product of highly participatory, consultative and inclusive stakeholder’s process conducted throughout the country | | | | |

| | and in all sectors of the economy. The Constitution and the County Government Act 2012 calls for county plans to | | | | |

| | be aligned to the National Vision and Development plans. In this regard, this CIDP has been aligned to the Vision | | | | |

| | 2030 and the aspiration of the 4th Medium-Term Plan (MTP 4) dubbed “Accelerating Socio-Economic Transformation to a | | | | |

| | more Competitive, Inclusive and Resilient Economy”. This is aligned as follows. | | | | |

| Economic Pillar: to maintain a sustained economic growth of 10% p.a. by 2030- under six (6) enablers namely: tourism, agriculture, trade, manufacturing, business processes and financial services | | |  Have an innovative, commercially oriented, and modern agriculture and livestock sector through value addition to agricultural produce  Adoption of modern technology into agricultural practices  Cooperative development for wealth creation to spur growth such as promotion of Women, Youth and General Traders Saccos  Employment creation through innovation and research  Promotion of entrepreneurial spirit through Business Development Skills (BDS) trainings | | |

| Social Pillar: a just and cohesive society enjoying equitable social development in a clean and secure environment- under seven (7) enablers, namely: education, health, water & sanitation, environment, housing & urbanization; gender, youth & OVCs; and equity & poverty elimination | | |  Development of human capital in terms of talents, competences/ skills through education and training  Enhance access to affordable and quality health services  Strengthen social protection initiative to enable vulnerable groups in the society to live decent lives.  Providing relevant and quality education and training  Support inclusive learning in all ECDE centers  Train the ECDE teachers in CBC education; and undertake curriculum & assessment reforms  Embrace digital learning skills  Expansion of technical vocational education and training  ICT integration in education and training  Property rights and policy formulation and social Strategy; housing and urbanization - access to affordable and decent housing  Improvement on the condition of all county housing estates  Servicing and improvement of existing level of infrastructure in all planned informal settlements  Formulation and implementation of County Land & Housing Policy  Increase access to safe water and sanitation through enhancing households’ connection to portable water  Equitable distribution of resources | | |

| Political Pillar: an issue-based, people oriented, result centered and accountable democratic political system – under five (5) enablers, namely: rule of law, electoral & political processes; democracy & public service delivery; transparency & accountability; and security, peace-building & conflict management | | |  Ensure meaningful citizen participation in all county development planning and budgeting processes  Undertake effective public participation in the implementation, monitoring and evaluation/ review of sectoral programmes and county projects  Enhance delivery of efficient public services  Eradicate corruption and nepotism in all county undertakings/ processes in the service delivery  Encourage partnerships and networking to mobilize resources | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Strengthen lower levels of devolved system (wards and villages) to have inclusivity in the county governance and decision making Kenya Kwanza Government’s Bottom-Up Economic Transformation Agenda (BETA) BETA is The Agenda is geared towards economic turnaround and inclusive growth, and aims to increase investments in at least five sectors envisaged to have the largest impact and linkages to the economy as well as on household welfare. These include: Agricultural Transformation; Micro, Small and Medium Enterprise (MSME); Housing and Settlement; Healthcare; Digital Superhighway and Creative Industry. Special focus will be placed on increased employment, more equitable distribution of income, social security while also expanding the tax revenue base, and increased foreign exchange earnings. To make BETA programmes feasible, the Government will implement strategic interventions under the nine (9) value chains: Leather and Leather Products, Livestock Value Chain (Dairy and Pastoral Economy), Tea Value Chain, Rice Value Chain, Edible Oils (Soya beans, sunflower, canola, simsim among others), Apparel/Garments/ Textiles (cotton), Construction/Building Materials, Mining (artisanal mining) and Blue Economy. Special focus will be placed on increased employment, more equitable distribution of income, social security. BETA will be implemented by the following twelve (12) enablers: Infrastructure, Manufacturing, Blue Economy, The Services Economy, Environment and Climate Change, Education and Training, Women Agenda, Social Protection, Sports, Culture and Arts; Youth Empowerment and Development Agenda; Governance; and Foreign Policy and Regional Integration. To align to BETA, the County Government of Mombasa will undertake the following investments and/ or strategic interventions: BETA’s Thematic Areas Kenya Kwanza Priorities/ Focus Areas CGM Initiatives as Guided by Governor’s Manifesto Theme 1:  Provide adequate affordable  Establish value additional centers that will Agricultural working capital to farmers ensure innovative, commercially oriented, and Transformation through well-managed farmer modern agriculture and livestock sector organizations  Adoption of modern technology into  Deploy modern agricultural agricultural practices risk management instruments  Increase youth and women participation in that ensure farming is integrated agricultural value chains by coming profitable and income is up with relevant loan products predictable  Promotion of agri-business and cottage  Transform two million poor industries farmers from food deficit to  Increase agricultural production and surplus producers through productivity through sustainable land input finance and intensive management, employment of modern farming agricultural extension support and fishing technologies  Raise productivity of key value  Offer input subsidies and fruit trees supplied food chains for planting  Revamp underperforming and  Farmers capacity building on farming methods collapsed export crops while and post-harvest management expanding emerging ones  Promotion of high-value crops, water (coffee, cashew nuts, harvesting and drought resistant crops pyrethrum, avocado,  Revamping of Blue Economy: fish cold macadamia nuts) storage facility and mariculture  Undertake crop pest and disease surveillance  Promotion of adoption of modern livestock and fisheries and marketing of produce 207

|---|---|---|---|---|---|---|---|---|---|

| | | | |  Strengthen lower levels of devolved system (wards and villages) to have inclusivity in the county governance and decision making | | | | | |

| | Kenya Kwanza Government’s Bottom-Up Economic Transformation Agenda (BETA) | | | | | | | | |

| | BETA is The Agenda is geared towards economic turnaround and inclusive growth, and aims to increase | | | | | | | | |

| | investments in at least five sectors envisaged to have the largest impact and linkages to the economy as | | | | | | | | |

| | well as on household welfare. These include: Agricultural Transformation; Micro, Small and Medium | | | | | | | | |

| | Enterprise (MSME); Housing and Settlement; Healthcare; Digital Superhighway and Creative Industry. | | | | | | | | |

| | Special focus will be placed on increased employment, more equitable distribution of income, social | | | | | | | | |

| | security while also expanding the tax revenue base, and increased foreign exchange earnings. | | | | | | | | |

| | To make BETA programmes feasible, the Government will implement strategic interventions under the | | | | | | | | |

| | nine (9) value chains: Leather and Leather Products, Livestock Value Chain (Dairy and Pastoral | | | | | | | | |

| | Economy), Tea Value Chain, Rice Value Chain, Edible Oils (Soya beans, sunflower, canola, simsim | | | | | | | | |

| | among others), Apparel/Garments/ Textiles (cotton), Construction/Building Materials, Mining (artisanal | | | | | | | | |

| | mining) and Blue Economy. Special focus will be placed on increased employment, more equitable | | | | | | | | |

| | BETA will be implemented by the following twelve (12) enablers: Infrastructure, Manufacturing, Blue | | | | | | | | |

| | Economy, The Services Economy, Environment and Climate Change, Education and Training, Women | | | | | | | | |

| | Agenda, Social Protection, Sports, Culture and Arts; Youth Empowerment and Development Agenda; | | | | | | | | |

| | Governance; and Foreign Policy and Regional Integration. | | | | | | | | |

| | To align to BETA, the County Government of Mombasa will undertake the following investments and/ or | | | | | | | | |

| Theme 1: Agricultural Transformation | |  Provide adequate affordable working capital to farmers through well-managed farmer organizations  Deploy modern agricultural risk management instruments that ensure farming is profitable and income is predictable  Transform two million poor farmers from food deficit to surplus producers through input finance and intensive agricultural extension support  Raise productivity of key value food chains  Revamp underperforming and collapsed export crops while expanding emerging ones (coffee, cashew nuts, pyrethrum, avocado, macadamia nuts) | | | | |  Establish value additional centers that will ensure innovative, commercially oriented, and modern agriculture and livestock sector  Adoption of modern technology into agricultural practices  Increase youth and women participation in integrated agricultural value chains by coming up with relevant loan products  Promotion of agri-business and cottage industries  Increase agricultural production and productivity through sustainable land management, employment of modern farming and fishing technologies  Offer input subsidies and fruit trees supplied for planting  Farmers capacity building on farming methods and post-harvest management  Promotion of high-value crops, water harvesting and drought resistant crops  Revamping of Blue Economy: fish cold storage facility and mariculture  Undertake crop pest and disease surveillance  Promotion of adoption of modern livestock and fisheries and marketing of produce | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Promotion of value-chains for fruits (mangoes & avocados), coconut processing plant, nuts/ cashew nuts Theme 2: Micro,  Employment to about 85  Restructure the county taxation regime based Small and Medium percent of non-farm jobs on the economic strength of the businesses in Enterprise (MSME)  Access affordable credit Mombasa Economy  Hustlers Fund as an  Encourage sub-contracting arrangements intervention to correct market between SMEs and large enterprises with failure problems at the bottom certification for local informal skilled laborers of the pyramid and to cushion  Allocate a considerable portion of the county the MSMEs against high cost government procurement contracts to the of credit local industry  End criminalization of work  Set up an “Ease of Doing Business” by enacting a right to work Directorate law, and making trading  Refurbish existing county markets and licenses and provision of a construct new modern markets with cold trading location an entitlement storage facilities. to every citizen who applies  Establish MSME Business Development Centre in every ward, and an industrial park and business incubation center in every TVET institution Theme 3: Housing  Facilitate delivery of 250,000  Provision of security of tenure to squatters and Settlement houses per year  Redevelopment of county housing estates  Restructure affordable long-  Informal settlements servicing term housing finance scheme  Require county planning authorities to inform  Strengthen the Jua Kali sector and educate members of the public on values by building its capacity to and principles of compact urban planning and produce high quality development to preserve drainage facilities; construction materials such as  Ensure that no registration and titling of urban doors, windows, gates and land takes place outside the framework of hinges approved urban development plans  Establish a Settlement Fund  County zoning and county spatial planning similar to the one that was  Mainstream environmental concerns in urban used to acquire land from and city planning and development settler farmers after independence Theme 4:  Implement the Universal  Resource the devolved healthcare Healthcare Health Care (UHC) plan that infrastructure at sub-county level so that there will lift this punitive burden is adequate healthcare staff, medication and from the shoulders of equipment to serve the needs of the people Kenyans and their businesses  Ensure increased uptake of NHIF to reduce out  Reform the National Health of pocket spending Insurance Fund (NHIF) as a  Acquire a second cancer treatment machine necessary imperative  Recruitment, continuous and progressive  Health infrastructure and training for healthcare workers and improve procurement of promotions medical supplies  Cushion the elderly people in Mombasa  Leverage on information  Ensure Universal Health Care for all citizens technology to drive  Operationalize the Mombasa County responsiveness, efficiency, Community Health Service Bill,2023 seamlessness between  Provide disaster relief services 208

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| | | | | | |  Promotion of value-chains for fruits (mangoes & avocados), coconut processing plant, nuts/ cashew nuts | |

| Theme 2: Micro, Small and Medium Enterprise (MSME) Economy | |  Employment to about 85 percent of non-farm jobs  Access affordable credit  Hustlers Fund as an intervention to correct market failure problems at the bottom of the pyramid and to cushion the MSMEs against high cost of credit  End criminalization of work by enacting a right to work law, and making trading licenses and provision of a trading location an entitlement to every citizen who applies  Establish MSME Business Development Centre in every ward, and an industrial park and business incubation center in every TVET institution | | | |  Restructure the county taxation regime based on the economic strength of the businesses in Mombasa  Encourage sub-contracting arrangements between SMEs and large enterprises with certification for local informal skilled laborers  Allocate a considerable portion of the county government procurement contracts to the local industry  Set up an “Ease of Doing Business” Directorate  Refurbish existing county markets and construct new modern markets with cold storage facilities. | |

| Theme 3: Housing and Settlement | |  Facilitate delivery of 250,000 houses per year  Restructure affordable long- term housing finance scheme  Strengthen the Jua Kali sector by building its capacity to produce high quality construction materials such as doors, windows, gates and hinges  Establish a Settlement Fund similar to the one that was used to acquire land from settler farmers after independence | | | |  Provision of security of tenure to squatters  Redevelopment of county housing estates  Informal settlements servicing  Require county planning authorities to inform and educate members of the public on values and principles of compact urban planning and development to preserve drainage facilities;  Ensure that no registration and titling of urban land takes place outside the framework of approved urban development plans  County zoning and county spatial planning  Mainstream environmental concerns in urban and city planning and development | |

| Theme 4: Healthcare | |  Implement the Universal Health Care (UHC) plan that will lift this punitive burden from the shoulders of Kenyans and their businesses  Reform the National Health Insurance Fund (NHIF) as a necessary imperative  Health infrastructure and improve procurement of medical supplies  Leverage on information technology to drive responsiveness, efficiency, seamlessness between | | | |  Resource the devolved healthcare infrastructure at sub-county level so that there is adequate healthcare staff, medication and equipment to serve the needs of the people  Ensure increased uptake of NHIF to reduce out of pocket spending  Acquire a second cancer treatment machine  Recruitment, continuous and progressive training for healthcare workers and promotions  Cushion the elderly people in Mombasa  Ensure Universal Health Care for all citizens  Operationalize the Mombasa County Community Health Service Bill,2023  Provide disaster relief services | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions providers, transparency and  Establish County Gender Based Violence and fraud prevention Child Protective Centers  Work with County  School Sanitary Program for girls Governments to build a  Widen the Reach of the Second Chance centralized system of Human Program- designed to support vulnerable Resource management similar women who have dropped out of formal to that of teachers education as a result of early pregnancy to  Prioritization of employment resume their studies of 20,000 healthcare workers  Supply chain management system – through KEMSA Theme 5: Digital  Support extension of National  Develop a comprehensive digitization of Superhighway and Optic Fiber Backbone public services strategic plan focused on Creative Industry infrastructure work investing in systems and building internal  Digitize and automate all capacity critical Government processes  Establish free public ICT hubs at ward level to throughout the country, with a promote ICT innovation view to bringing at least 80  Seek out PPP frameworks to establish percent of all government technology training centers services online for greater  Provide ICT infrastructure that meets the set convenience to citizens acceptable universal standards  Establishment and  Review of prohibitive by-laws that limit ICT operationalization of Science innovation and Technology Policy  Promote small holder ICT startup culture  Expand the space for  Provide free Wi-Fi for residents at the ICT creativity, including freedom hubs of expression and protection  Installation of learning institution with ICT of intellectual property rights infrastructure, internet and e-learning tools  Mainstream arts and culture  Establishment of ICT training centers infrastructure (theatres, music  Setting up of ICT Hubs in Ward Offices halls, art galleries Nine (9) Value Chains

Leather and Leather Products  Establishment of a tannery  Promotion of leather products  Promotion of Akamba handicraft
Livestock Value Chain (Dairy and Pastoral Economy)  Establishment of cooling plants  Livestock Improvement programmes  Vaccination programmes for the livestock  Animal feeds production
Tea Value Chain  Establishment of Tea blending and packaging facility
Rice Value Chain  Collaboration with the JKP Governments in promotion of rice marketing
Edible Oils (Soya beans, sunflower, canola, simsim  Formation of cooperatives for simsim traders among others)  Traditional factories/ plants extracting, packing and selling simsim oil  Value Addition in Fish Oil
Apparel/Garments/ Textiles (cotton)  Key area under the Mombasa Industrial Park in Miritini  EPZs marketing and promotion 209

|---|---|---|---|---|---|---|---|---|---|

| | | providers, transparency and fraud prevention  Work with County Governments to build a centralized system of Human Resource management similar to that of teachers  Prioritization of employment of 20,000 healthcare workers  Supply chain management system – through KEMSA | | | | |  Establish County Gender Based Violence and Child Protective Centers  School Sanitary Program for girls  Widen the Reach of the Second Chance Program- designed to support vulnerable women who have dropped out of formal education as a result of early pregnancy to resume their studies | | |

| Theme 5: Digital Superhighway and Creative Industry | |  Support extension of National Optic Fiber Backbone infrastructure work  Digitize and automate all critical Government processes throughout the country, with a view to bringing at least 80 percent of all government services online for greater convenience to citizens  Establishment and operationalization of Science and Technology Policy  Expand the space for creativity, including freedom of expression and protection of intellectual property rights  Mainstream arts and culture infrastructure (theatres, music halls, art galleries | | | | |  Develop a comprehensive digitization of public services strategic plan focused on investing in systems and building internal capacity  Establish free public ICT hubs at ward level to promote ICT innovation  Seek out PPP frameworks to establish technology training centers  Provide ICT infrastructure that meets the set acceptable universal standards  Review of prohibitive by-laws that limit ICT innovation  Promote small holder ICT startup culture  Provide free Wi-Fi for residents at the ICT hubs  Installation of learning institution with ICT infrastructure, internet and e-learning tools  Establishment of ICT training centers  Setting up of ICT Hubs in Ward Offices | | |

| | 2) Livestock Value Chain (Dairy and Pastoral Economy) | | | | | | |  Establishment of cooling plants | |

| | | | | | | | |  Vaccination programmes for the livestock | |

| | 5) Edible Oils (Soya beans, sunflower, canola, simsim | | | | | | |  Formation of cooperatives for simsim traders | |

| | 6) Apparel/Garments/ Textiles (cotton) | | | | | | |  Key area under the Mombasa Industrial Park | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions 7) Construction/Building Materials  Controlled Quarrying; sand Harvesting  Formation of cooperatives  Fish Port, Ship Equipment and Building Firm 8) Mining (artisanal mining)  Regulation of artisanal mining  Restoration of quarrying sites – nature parks  Regulation of quarrying activities  Deep Sea Mining; oil and gas exploration  Marine renewable energy 9) Blue Economy  Assisting BMUs in training, distribution of fishing gears & forming cooperatives;  Improvement of landing sites; setting up of cold storage facilities; social amenities, bay areas  Cold storage facilities  Agricultural mechanization and climate smart techniques in farming  Promotion of deep-sea fishing  Establishment of fish Markets within the landing sites  Fish processing plant  Sea weed farming  Marine Tourism  Zoning of tourist sites  Preservation and restoration of tourist sites  Sports fishing. Eleven (11) Enablers for BETA Kenya Kwanza Priorities/ Focus Areas CGM Initiatives as Guided by Governor’s Manifesto Infrastructure National connectivity through  Ensure sustainable and affordable access to water, road, rail, port, electricity, safe water for the entire Mombasa County energy and fiber-optic infrastructure  Ensure adequate water for industrial to foster an enabling environment development for economic recovery and inclusive  Implement the legal framework that promotes growth equitable pricing of water services; there shall be no exploitation of residents in the pricing of water  Develop and manage water resources with the aim of increasing per capita availability to 1,000m³  Operationalize a sea water desalinization plant to offer residents an alternative source of potable water;  Equip public schools with water harvesting facilities;  Crack down on water cartels that are exploiting the public  Promote sustainable, efficient and safe water transport by setting up appropriate landing sites to facilitate private water transportation;  Review the rates of municipal parking tickets for public service vehicles 210

|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | |  Fish Port, Ship Equipment and Building Firm | |

| | | | | | | | |  Restoration of quarrying sites – nature parks | |

| | | | | | | | |  Deep Sea Mining; oil and gas exploration | |

| | | | | | | | |  Improvement of landing sites; setting up of | |

| | | | | | | | | cold storage facilities; social amenities, bay | |

| | | | | | | | |  Agricultural mechanization and climate smart | |

| | | | | | | | |  Establishment of fish Markets within the | |

| | | | | | | | |  Preservation and restoration of tourist sites | |

| Infrastructure | | National connectivity through water, road, rail, port, electricity, energy and fiber-optic infrastructure to foster an enabling environment for economic recovery and inclusive growth | | | | |  Ensure sustainable and affordable access to safe water for the entire Mombasa County  Ensure adequate water for industrial development  Implement the legal framework that promotes equitable pricing of water services; there shall be no exploitation of residents in the pricing of water  Develop and manage water resources with the aim of increasing per capita availability to 1,000m³  Operationalize a sea water desalinization plant to offer residents an alternative source of potable water;  Equip public schools with water harvesting facilities;  Crack down on water cartels that are exploiting the public  Promote sustainable, efficient and safe water transport by setting up appropriate landing sites to facilitate private water transportation;  Review the rates of municipal parking tickets for public service vehicles | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Create designated stages for public service vehicles to allow the smooth pick up and drop off of passengers  Create a fund for training and licensing public service vehicle drivers in conjunction with the National Transport and Safety Authority Manufacturing  Leather and Leather Products  Establish value addition and agro-processing  Building and Construction facilities e.g., for horticultural crops like Materials tomatoes, poultry, fruits, and dairy to guarantee  Garments and Textiles farmers minimum returns  Dairy Products  Promotion of low-cost solutions of domestic  Edible and Crop Oils water treatment such as chlorine tablets or boiling to improve water quality  Initiate enabling environment /incentives for best industrial practices Blue Economy Ocean and blue economy resources  Widen Special Economic Zones and establish Export Processing Zones that encourage industry and manufacturing thereby creating up to 10,000 new direct jobs and 100,000 indirect jobs per year  Build on engagement with the national government and Parliament to secure a corporate stake for Mombasa in the port of Mombasa  Actively engage with the national government and other stakeholders to ensure that we restore port services such as clearing and forwarding back to the county of Mombasa  Invest in Mombasa’s Blue Economy including provision of fishermen with deep sea fishing boats and equipment; and cold storage facilities for our fishermen The Services  Financial Services  Establish the Mombasa International Financial Economy  Tourism Center  Develop a strategy for investments promotion to grow the county economy  Develop revenue collection systems that will increase efficiency  Develop innovative and effective sources of finance (including Public Private Partnerships) to fund urban development and the provision of services. Environment and  Tree planting  Commercialization of tree growing to attain 10 Climate Change  Reduce greenhouse gas per cent tree cover. emissions by 32 percent by  Identify and set aside appropriate land for 2030 as contained in Kenya’s disposal of solid waste Nationally Determined  Establish innovative practices in waste Contribution (NDC) reduction, reuse, recycling, treatment and  Solid waste management disposal to reduce disposable materials  Capacity to manage climate  Promote urban regeneration programs to risks, the Government in increase gentrification of informal settlements collaboration with to improve sewer services; Development Partners  Maintain existing neighborhood sewerage and drainage infrastructure while developing new 211

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| | | | | | |  Create designated stages for public service vehicles to allow the smooth pick up and drop off of passengers  Create a fund for training and licensing public service vehicle drivers in conjunction with the National Transport and Safety Authority | |

| Manufacturing | |  Leather and Leather Products  Building and Construction Materials  Garments and Textiles  Dairy Products  Edible and Crop Oils | | | |  Establish value addition and agro-processing facilities e.g., for horticultural crops like tomatoes, poultry, fruits, and dairy to guarantee farmers minimum returns  Promotion of low-cost solutions of domestic water treatment such as chlorine tablets or boiling to improve water quality  Initiate enabling environment /incentives for best industrial practices | |

| Blue Economy | | Ocean and blue economy resources | | | |  Widen Special Economic Zones and establish Export Processing Zones that encourage industry and manufacturing thereby creating up to 10,000 new direct jobs and 100,000 indirect jobs per year  Build on engagement with the national government and Parliament to secure a corporate stake for Mombasa in the port of Mombasa  Actively engage with the national government and other stakeholders to ensure that we restore port services such as clearing and forwarding back to the county of Mombasa  Invest in Mombasa’s Blue Economy including provision of fishermen with deep sea fishing boats and equipment; and cold storage facilities for our fishermen | |

| The Services Economy | |  Financial Services  Tourism | | | |  Establish the Mombasa International Financial Center  Develop a strategy for investments promotion to grow the county economy  Develop revenue collection systems that will increase efficiency  Develop innovative and effective sources of finance (including Public Private Partnerships) to fund urban development and the provision of services. | |

| Environment and Climate Change | |  Tree planting  Reduce greenhouse gas emissions by 32 percent by 2030 as contained in Kenya’s Nationally Determined Contribution (NDC)  Solid waste management  Capacity to manage climate risks, the Government in collaboration with Development Partners | | | |  Commercialization of tree growing to attain 10 per cent tree cover.  Identify and set aside appropriate land for disposal of solid waste  Establish innovative practices in waste reduction, reuse, recycling, treatment and disposal to reduce disposable materials  Promote urban regeneration programs to increase gentrification of informal settlements to improve sewer services;  Maintain existing neighborhood sewerage and drainage infrastructure while developing new | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions infrastructure in support of high growth sectors in urban centers;  Implement an EcoLoo program of biodigester public toilets to ensure adequate community based sanitary facilities in informal settlement  Formalize landholding in urban and city informal settlements to manage approved development to avoid damaging drainage Education and  Leveraging ICT in Education  Run a comprehensive and transparent Bursary Training  Fully equipped Technical Program Training and Vocational  Institute a School Feeding Program at ECD Education Training Institution Centers (TVET)  Revive Village Polytechnics  Recruit and train adequate early childhood education and vocational polytechnic personnel  Invest in the development of appropriate infrastructure at Serikali Mtaani level  Promote public participation to build awareness on the importance of early childhood education as foundational in the trajectory of young people’s lives Women Agenda  Provide financial and capacity  Develop a gender development policy building support for women  Create a County Revolving Youth and Women through the Hustler Fund for Fund women-led co-operative  Organize women into co-operatives along the societies, ‘chamas’, merry-go viable value chains and promotion of Women rounds and table banking Traders Saccos initiatives and protect them  Gender- based violence and youth friendly from predatory interest rates wellness centers in Centers of Excellence charged by unscrupulous established money lenders  Women trained on business skills  Fight FGM  Women supported with start-up capital  Education and provide free  Women groups supported with business start- sanitary towels in all schools up funds and public washrooms Social Protection  Support vulnerable members  Socio-economic empowerment of OVCs, (OVCs) of the society through women, youth & PWDs the Social Safety Nets  Enrolment into NHIF social health insurance Programmes (Inua Jamii) to ensure affordability of healthcare services by  The Hunger Safety Net all Programme and the National  Review the existing Mombasa Social Protection Council for PWDs Fund. Strategy  Protect the elderly, the  Develop the Mombasa Social Protection Government will push for Strategy 2023-27 attainment of 100 percent  Government shall be inclusive, (leaving no one NHIF coverage for senior behind). Men, women, the youth, PWDs and citizens within three years the marginalized will have room to have their  Revamp the cash transfer views heard at the decision table programmes for elderly and  The County government subsidized payment vulnerable households for the elderly, PWDs and those in extreme  To support people living with poverty. disabilities (PWDs)  Invite all community members and ensure they gift and voice for the rights of the elderly 212

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| | | | | | | infrastructure in support of high growth sectors in urban centers;  Implement an EcoLoo program of biodigester public toilets to ensure adequate community based sanitary facilities in informal settlement  Formalize landholding in urban and city informal settlements to manage approved development to avoid damaging drainage | |

| Education and Training | |  Leveraging ICT in Education  Fully equipped Technical Training and Vocational Education Training Institution (TVET) | | | |  Run a comprehensive and transparent Bursary Program  Institute a School Feeding Program at ECD Centers  Revive Village Polytechnics  Recruit and train adequate early childhood education and vocational polytechnic personnel  Invest in the development of appropriate infrastructure at Serikali Mtaani level  Promote public participation to build awareness on the importance of early childhood education as foundational in the trajectory of young people’s lives | |

| Women Agenda | |  Provide financial and capacity building support for women through the Hustler Fund for women-led co-operative societies, ‘chamas’, merry-go rounds and table banking initiatives and protect them from predatory interest rates charged by unscrupulous money lenders  Fight FGM  Education and provide free sanitary towels in all schools and public washrooms | | | |  Develop a gender development policy  Create a County Revolving Youth and Women Fund  Organize women into co-operatives along the viable value chains and promotion of Women Traders Saccos  Gender- based violence and youth friendly wellness centers in Centers of Excellence established  Women trained on business skills  Women supported with start-up capital  Women groups supported with business start- up funds | |

| Social Protection | |  Support vulnerable members (OVCs) of the society through the Social Safety Nets Programmes (Inua Jamii)  The Hunger Safety Net Programme and the National Council for PWDs Fund.  Protect the elderly, the Government will push for attainment of 100 percent NHIF coverage for senior citizens within three years  Revamp the cash transfer programmes for elderly and vulnerable households  To support people living with disabilities (PWDs) | | | |  Socio-economic empowerment of OVCs, women, youth & PWDs  Enrolment into NHIF social health insurance to ensure affordability of healthcare services by all  Review the existing Mombasa Social Protection Strategy  Develop the Mombasa Social Protection Strategy 2023-27  Government shall be inclusive, (leaving no one behind). Men, women, the youth, PWDs and the marginalized will have room to have their views heard at the decision table  The County government subsidized payment for the elderly, PWDs and those in extreme poverty.  Invite all community members and ensure they gift and voice for the rights of the elderly | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Cushion the elderly people in Mombasa through cash transfer programme  Subsidize payment for the elderly, people living with disability and the very poor. Sports, Culture and  Country’s football back,  Establish an academy of sports and rehabilitate Arts protect Kenya’s athletics sports playgrounds pedigree from doping, and  Participate in local, regional, and national streamline collection and sports championships distribution of royalties to  Train referees and coaches artists  Participate in local, regional, and national  Sports and arts industry sports championships  Provision of sporting equipment in all wards Youth  Broader youth empowerment  Create a job placement database to provide Empowerment and and development companies with local talent working with the Development infrastructure that support Ease of Business Directorate Agenda various facets of youth  Initiate youth programs in the department Agenda in Kenya (clubs 4K Club for agriculture and co-  Support harnessing youth operatives talent and innovation;  Constructing show rooms for courses such as inculcating entrepreneurial carpentry, wielding, leather, tailoring, and culture among the youth; up- embroidery works and support youth skilling youth for enrolment into these institutions. employability; establish youth  Training of the youth and rehabilitate youth innovation and incubation resource centers; equipping them with skills to hubs match the industry/ practice  Create a County Revolving Youth and Women Fund  Setting up innovation funds, challenge funds for young people to test new ideas among the youths.  Gender- based violence and youth friendly wellness centers in Centers of Excellence established  Implementation of the 30% government procurement rule, to give youth opportunity to do business with government Governance  Rule of law, increase access to  Promote equity, civic engagement, justice, ensure respect for transparency, the rule of law, inclusivity, human rights and respect efficiency & effectiveness  Public Service Transformation  Establish Ward Development Fund  Strengthening Leadership  Recruit Village administrators to deliver Accountability and De- services drawn from local communities Personalizing Politics  Manage Mombasa’s finances prudently  Strengthening Devolution according to the financial management  Security principles provided for in Article 201 of the Constitution and enabling laws  Eliminate wastage in government spending  Fight corruption decisively and promote adequate accountability mechanisms  Establish fully independent service units (Serikali Mtaani) to manage the delivery of basic services; 213

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| | | | | | |  Cushion the elderly people in Mombasa through cash transfer programme  Subsidize payment for the elderly, people living with disability and the very poor. | |

| Sports, Culture and Arts | |  Country’s football back, protect Kenya’s athletics pedigree from doping, and streamline collection and distribution of royalties to artists  Sports and arts industry | | | |  Establish an academy of sports and rehabilitate sports playgrounds  Participate in local, regional, and national sports championships  Train referees and coaches  Participate in local, regional, and national sports championships  Provision of sporting equipment in all wards | |

| Youth Empowerment and Development Agenda | |  Broader youth empowerment and development infrastructure that support various facets of youth Agenda in Kenya  Support harnessing youth talent and innovation; inculcating entrepreneurial culture among the youth; up- skilling youth for employability; establish youth innovation and incubation hubs | | | |  Create a job placement database to provide companies with local talent working with the Ease of Business Directorate  Initiate youth programs in the department (clubs 4K Club for agriculture and co- operatives  Constructing show rooms for courses such as carpentry, wielding, leather, tailoring, and embroidery works and support youth enrolment into these institutions.  Training of the youth and rehabilitate youth resource centers; equipping them with skills to match the industry/ practice  Create a County Revolving Youth and Women Fund  Setting up innovation funds, challenge funds for young people to test new ideas among the youths.  Gender- based violence and youth friendly wellness centers in Centers of Excellence established  Implementation of the 30% government procurement rule, to give youth opportunity to do business with government | |

| Governance | |  Rule of law, increase access to justice, ensure respect for human rights and respect  Public Service Transformation  Strengthening Leadership Accountability and De- Personalizing Politics  Strengthening Devolution  Security | | | |  Promote equity, civic engagement, transparency, the rule of law, inclusivity, efficiency & effectiveness  Establish Ward Development Fund  Recruit Village administrators to deliver services drawn from local communities  Manage Mombasa’s finances prudently according to the financial management principles provided for in Article 201 of the Constitution and enabling laws  Eliminate wastage in government spending  Fight corruption decisively and promote adequate accountability mechanisms  Establish fully independent service units (Serikali Mtaani) to manage the delivery of basic services; | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Ensure that the outstanding debts of the Mombasa County are settled within the meaning of Articles 203(1) (b) and 214(2) and provisions made for their resolution  Automation of county services. The UN 2030 Agenda and the Sustainable Development Goals The Sustainable development Goals (SDGs) are the collective global agenda to transform the world and make it a better place for the human race: today and for the future generations. The goals have been formulated by people from across the world on the mutual realization that the pressing challenges to realize prosperous better livelihoods are universal and require joint efforts to addressing them. They constitute 17 global goals set by the United Nations General Assembly as part of Resolution 70/1 of the United Nations General Assembly to which Kenya is a party to. This plan has been inspired by this this universal call to the action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity by 2030. Mombasa County Government has planned key strategies and activities linked to the specific goals stipulated hereinafter. SDG 1 - End poverty in all its  Ensuring people are engaged in productive economic activities form everywhere  The County government subsidized payment for the elderly, PWDs and those in extreme poverty.  Promote climate smart technologies for food production  Increased public spending in pro-poor areas to boost purchasing power of the lowest quintile  Improve food accessibility, availability and affordability by re-orienting distribution ecosystem  Establish social protection floors  Access to affordable credit through increase in cooperative revolving & Enterprise fund, negotiate with development partners and financial services sector to scale affordable access to credit to businesses.  Business development services by facilitating establishment of business advisory services to offer business training and support, facilitate business incubation and acceleration support services, set up a one stop ‘portal’ to provide relevant information and convenient services to businesses. SDG 2 - End Hunger, achieve  Achieving food security, improving nutrition and promoting sustainable food security and improved agriculture nutrition and promote  Development of favorable legal framework for input subsidy (e-subsidy sustainable agriculture program)  Enhanced infrastructure for agricultural development  Enhances investment in the sector through Public private partnership for agricultural growth  Development of a legal land use policy for agricultural development  Ensure sustainable agriculture production of safe, nutritious and sufficient foods  Promotion of water harvesting for off season food production  Promote establishment of vibrant cooperatives within the sector  Promotion of complementary livelihoods  Integrated pest and disease management control systems  Promote agro processing and value addition for fish, crop and livestock products  Promote linkages of value chain actors in the sector to financial institutions  Promotion of agricultural mechanization for increased land under crop production  Subsidize farm inputs e.g., fertilizers and seed targeting staple food crops for purpose of enhancing household food security and high- value crops for markets. 214

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| | | | | | |  Ensure that the outstanding debts of the Mombasa County are settled within the meaning of Articles 203(1) (b) and 214(2) and provisions made for their resolution  Automation of county services. | |

| | The UN 2030 Agenda and the Sustainable Development Goals | | | | | | |

| | The Sustainable development Goals (SDGs) are the collective global agenda to transform the world and | | | | | | |

| | make it a better place for the human race: today and for the future generations. The goals have been | | | | | | |

| | formulated by people from across the world on the mutual realization that the pressing challenges to realize | | | | | | |

| | prosperous better livelihoods are universal and require joint efforts to addressing them. They constitute 17 | | | | | | |

| | global goals set by the United Nations General Assembly as part of Resolution 70/1 of the United Nations | | | | | | |

| | General Assembly to which Kenya is a party to. This plan has been inspired by this this universal call to the | | | | | | |

| | action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity by 2030. | | | | | | |

| | Mombasa County Government has planned key strategies and activities linked to the specific goals | | | | | | |

| SDG 1 - End poverty in all its form everywhere | | | |  Ensuring people are engaged in productive economic activities  The County government subsidized payment for the elderly, PWDs and those in extreme poverty.  Promote climate smart technologies for food production  Increased public spending in pro-poor areas to boost purchasing power of the lowest quintile  Improve food accessibility, availability and affordability by re-orienting distribution ecosystem  Establish social protection floors  Access to affordable credit through increase in cooperative revolving & Enterprise fund, negotiate with development partners and financial services sector to scale affordable access to credit to businesses.  Business development services by facilitating establishment of business advisory services to offer business training and support, facilitate business incubation and acceleration support services, set up a one stop ‘portal’ to provide relevant information and convenient services to businesses. | | | |

| SDG 2 - End Hunger, achieve food security and improved nutrition and promote sustainable agriculture | | | |  Achieving food security, improving nutrition and promoting sustainable agriculture  Development of favorable legal framework for input subsidy (e-subsidy program)  Enhanced infrastructure for agricultural development  Enhances investment in the sector through Public private partnership for agricultural growth  Development of a legal land use policy for agricultural development  Ensure sustainable agriculture production of safe, nutritious and sufficient foods  Promotion of water harvesting for off season food production  Promote establishment of vibrant cooperatives within the sector  Promotion of complementary livelihoods  Integrated pest and disease management control systems  Promote agro processing and value addition for fish, crop and livestock products  Promote linkages of value chain actors in the sector to financial institutions  Promotion of agricultural mechanization for increased land under crop production  Subsidize farm inputs e.g., fertilizers and seed targeting staple food crops for purpose of enhancing household food security and high- value crops for markets. | | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Provision of market information and market linkages.  School feeding intervention targeting ECDE – nutritional programme for 0 – 5 years (i.e., provision of milk, fortified porridge)  Increase investment around resilience to shocks. SDG 3 - Ensure healthy lives  More specialized healthcare workers and community healthcare workers and promote well-being for hired to restore full functionality of all health facilities in the county all at all ages  Enrolment into NHIF social health insurance to ensure affordability of healthcare services by all  Supporting nutrition Programme in every health facility.  Gender- based violence and youth friendly wellness centers in Centers of Excellence established  Promoting of school health programmes through health education and immunization to children, adolescents, and the youth.  Strengthening of sub-county facilities to handle basic diseases and ailments.  Strengthening provision of health care through expansion of infrastructure, financing healthcare programs, recruitment and deployment of HRH, procurement of medical products, collection and analysis of health information to inform key decisions  Capacity enhancement for emergency and disaster preparedness  Heavy investment on non-communicable diseases (NCDs) and neglected tropical diseases (NTDs)  Undertake civic education on preventive health  Strengthening of hospital services (Levels 4 and 5)  Establishment of ADA rehabilitation Centre’s  Timely provision of medical supplies SDG 4 - Ensure inclusive and  Ensure all girls and boys access to quality ECCDE in readiness for equitable quality education primary education and promote lifelong  Full implementation of partial sponsorship TVET learning opportunities for all programme(scholarship)  Reviving existing public VTCs  Integration of ICT in training programmes/ learning  Implementation of Skills Mtaani programme  Enrolling and sponsoring more ladies in male dominated courses/trades (engineering trades)  Reviewing of existing training programs in VTCs/TVETs  Equipping VTCs with state of art facilities  Strengthen social protection strategy.  Increase in scholarships to Vocational Training  Hiring of instructors with industrial experience and equipped with pedagogical skills  Promoting adoption of collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, and office of the County Commissioner to have a conducive environment  Improvement of county road networks by upgrading into bitumen standards all access roads to ease access to social facilities i.e., schools, hospitals  Giving bursaries to needy students  Provision of bursaries to students in technical institutes  Implement programmes to reduce disparities in access and participation in education and training  Expansion/prioritization of TVETs  Education infrastructure development and increased teacher to student 215

|---|---|---|---|---|---|

| | | |  Provision of market information and market linkages.  School feeding intervention targeting ECDE – nutritional programme for 0 – 5 years (i.e., provision of milk, fortified porridge)  Increase investment around resilience to shocks. | | |

| SDG 3 - Ensure healthy lives and promote well-being for all at all ages | | |  More specialized healthcare workers and community healthcare workers hired to restore full functionality of all health facilities in the county  Enrolment into NHIF social health insurance to ensure affordability of healthcare services by all  Supporting nutrition Programme in every health facility.  Gender- based violence and youth friendly wellness centers in Centers of Excellence established  Promoting of school health programmes through health education and immunization to children, adolescents, and the youth.  Strengthening of sub-county facilities to handle basic diseases and ailments.  Strengthening provision of health care through expansion of infrastructure, financing healthcare programs, recruitment and deployment of HRH, procurement of medical products, collection and analysis of health information to inform key decisions  Capacity enhancement for emergency and disaster preparedness  Heavy investment on non-communicable diseases (NCDs) and neglected tropical diseases (NTDs)  Undertake civic education on preventive health  Strengthening of hospital services (Levels 4 and 5)  Establishment of ADA rehabilitation Centre’s  Timely provision of medical supplies | | |

| SDG 4 - Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all | | |  Ensure all girls and boys access to quality ECCDE in readiness for primary education  Full implementation of partial sponsorship TVET programme(scholarship)  Reviving existing public VTCs  Integration of ICT in training programmes/ learning  Implementation of Skills Mtaani programme  Enrolling and sponsoring more ladies in male dominated courses/trades (engineering trades)  Reviewing of existing training programs in VTCs/TVETs  Equipping VTCs with state of art facilities  Strengthen social protection strategy.  Increase in scholarships to Vocational Training  Hiring of instructors with industrial experience and equipped with pedagogical skills  Promoting adoption of collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, and office of the County Commissioner to have a conducive environment  Improvement of county road networks by upgrading into bitumen standards all access roads to ease access to social facilities i.e., schools, hospitals  Giving bursaries to needy students  Provision of bursaries to students in technical institutes  Implement programmes to reduce disparities in access and participation in education and training  Expansion/prioritization of TVETs  Education infrastructure development and increased teacher to student | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions ratio. SDG 5 - Achieve gender  Inclusivity in the implementation of county programmes and projects equality and empower all  Design and implement gender investments women and girls  Develop and implement county gender policy and action plan  Strengthen existing gender equality institutional frameworks (e.g., GSWGs, gender champions, Women opinion leaders).  Operationalization of a Fund to formalize and entrench women entrepreneurship.  Implementation of STEM Mentorship programmes  Establishment of rescue centers for GBV, children and the mentally ill SDG 6 - Ensure availability  Promotion of Universal Access to Safe Domestic Water in Mombasa and sustainable management through construction of boreholes, water storage tanks, water of water and sanitation for all management and water distribution to all households.  Promotion of rainwater harvesting, storage, and treatment.  Designing and construction of water system and sewerage treatment system.  Ensure 100% of households in Mombasa County are connected to water distribution lines  Construction of more public toilets to improve sanitation  Enhance water sampling and testing to enhance water safety  Operationalize wastewater treatment and reuse SDG 7 - Ensure access to  Promotion of clean energy usage in households affordable, reliable,  Provision of incentives for to adopt clean cooking and other energy sustainable, and modern technologies such as biogas, biomass cook stove solar etc. energy for all  Develop and implement a county energy plan  Street lighting SDG 8 - Promote sustained,  Promote decent jobs through training on entrepreneurship, inclusive, and sustainable  Promote value addition and processing in the key value chains economic growth, full and  Mainstream gender in all departmental activities productive employment, and  Promote financial and marketing co-operatives along the main value decent work for all. chains  Organize women and youth into co-operatives along the viable value chains  Enhance the governance and penetration of the co-operatives for economic development  Develop, facilitate, and implement business incubation and accelerator programmes / information centers for start-ups, early and growth stage businesses.  Host annual business competition and exhibition forums to foster business innovation and linkage to investment opportunities.  Supporting linkages of potential business ideas to potential investors through exhibition and showcase events.  Implementation of the 30% government procurement rule, to give youth opportunity to do business with government.  Formation/revival/strengthening of cooperative societies  Promotion of agri-business and increase in agri-finance.  Establishment of premium parks and Signature Wildlife Parks. SDG 9 - Build resilient  Promote financial co-operative for accumulation of savings and provision infrastructure, improve of affordable credit in the value chains and markets inclusive and sustainable  Harness the potential in the main value chains industrialization and foster  Constructing show rooms for courses such as carpentry, wielding, leather, 216

|---|---|---|---|---|---|

| SDG 5 - Achieve gender equality and empower all women and girls | | |  Inclusivity in the implementation of county programmes and projects  Design and implement gender investments  Develop and implement county gender policy and action plan  Strengthen existing gender equality institutional frameworks (e.g., GSWGs, gender champions, Women opinion leaders).  Operationalization of a Fund to formalize and entrench women entrepreneurship.  Implementation of STEM Mentorship programmes  Establishment of rescue centers for GBV, children and the mentally ill | | |

| SDG 6 - Ensure availability and sustainable management of water and sanitation for all | | |  Promotion of Universal Access to Safe Domestic Water in Mombasa through construction of boreholes, water storage tanks, water management and water distribution to all households.  Promotion of rainwater harvesting, storage, and treatment.  Designing and construction of water system and sewerage treatment system.  Ensure 100% of households in Mombasa County are connected to water distribution lines  Construction of more public toilets to improve sanitation  Enhance water sampling and testing to enhance water safety  Operationalize wastewater treatment and reuse | | |

| SDG 7 - Ensure access to affordable, reliable, sustainable, and modern energy for all | | |  Promotion of clean energy usage in households  Provision of incentives for to adopt clean cooking and other energy technologies such as biogas, biomass cook stove solar etc.  Develop and implement a county energy plan  Street lighting | | |

| SDG 8 - Promote sustained, inclusive, and sustainable economic growth, full and productive employment, and decent work for all. | | |  Promote decent jobs through training on entrepreneurship,  Promote value addition and processing in the key value chains  Mainstream gender in all departmental activities  Promote financial and marketing co-operatives along the main value chains  Organize women and youth into co-operatives along the viable value chains  Enhance the governance and penetration of the co-operatives for economic development  Develop, facilitate, and implement business incubation and accelerator programmes / information centers for start-ups, early and growth stage businesses.  Host annual business competition and exhibition forums to foster business innovation and linkage to investment opportunities.  Supporting linkages of potential business ideas to potential investors through exhibition and showcase events.  Implementation of the 30% government procurement rule, to give youth opportunity to do business with government.  Formation/revival/strengthening of cooperative societies  Promotion of agri-business and increase in agri-finance.  Establishment of premium parks and Signature Wildlife Parks. | | |

| SDG 9 - Build resilient infrastructure, improve inclusive and sustainable industrialization and foster | | |  Promote financial co-operative for accumulation of savings and provision of affordable credit in the value chains and markets  Harness the potential in the main value chains  Constructing show rooms for courses such as carpentry, wielding, leather, | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions innovation tailoring, and embroidery works and support youth enrolment into these institutions.  Establish business incubation centers  Facilitation of shadowing and apprenticeship opportunities both in public and private sectors.  Setting up innovation funds, challenge funds for young people to test new ideas among the youths.  Develop, facilitate, and implement business incubation and accelerator programmes / information centers for start-ups, early and growth stage businesses.  Host annual business competition and exhibition forums to foster business innovation and linkage to investment opportunities.  Support linkages of potential business ideas to potential investors through exhibition and showcase events  Construct access roads  Support the manufacturing sector through provision of a conducive work environment Goal 10 - Reduce inequality  Promotion of Inclusive growth policies and programmes. within and among countries  Prioritize labour intensive investments to promote employment and inclusive growth. SDG 11 - Sustainable cities  Formulation and Implementation of the county spatial Plan. and communities  Formulation of a county land Policy  Implementation of the Mombasa County Zoning Plan, Policy standards and regulations  Establishing a Fully functional GIS Lab  Provision of security of tenure to squatters.  Improve county road networks to improve access.  Physical and social infrastructure upgrade of slums and informal settlements to formalize them.  Adoption of the New Urban Agenda (NUA) to provide a framework for guiding development of sustainable urbanization, housing and human settlements  Prioritize development of County Spatial Plans and Urban and Cities Spatial Plans  Support digitalization of land registries  Promotion of Appropriate Building Technologies (ABTs) which are cost effective and create employment.  Enforce compliance with the building code  Promote labour intensive construction methods and techniques and increase the local content composition for building and construction.  Have programmes addressing disaster risk governance for prevention, mitigation, preparedness, response, recovery and rehabilitation (disaster risk reduction strategies and plans, Frameworks, laws and regulations and public policies, institutional framework, establish and strengthen government coordination forums composed of relevant stakeholder etc.).  Have programmes addressing disaster risk reduction for resilience (promoting and providing incentives, as relevant, for actions by persons, households, communities and businesses).  Develop, rehabilitate and maintain green spaces within the urban centres  Formulate new policies on sustainable management of natural resources, and disaster risk management  Enforce climate change policies. 217

|---|---|---|---|---|---|

| innovation | | | tailoring, and embroidery works and support youth enrolment into these institutions.  Establish business incubation centers  Facilitation of shadowing and apprenticeship opportunities both in public and private sectors.  Setting up innovation funds, challenge funds for young people to test new ideas among the youths.  Develop, facilitate, and implement business incubation and accelerator programmes / information centers for start-ups, early and growth stage businesses.  Host annual business competition and exhibition forums to foster business innovation and linkage to investment opportunities.  Support linkages of potential business ideas to potential investors through exhibition and showcase events  Construct access roads  Support the manufacturing sector through provision of a conducive work environment | | |

| Goal 10 - Reduce inequality within and among countries | | |  Promotion of Inclusive growth policies and programmes.  Prioritize labour intensive investments to promote employment and inclusive growth. | | |

| SDG 11 - Sustainable cities and communities | | |  Formulation and Implementation of the county spatial Plan.  Formulation of a county land Policy  Implementation of the Mombasa County Zoning Plan, Policy standards and regulations  Establishing a Fully functional GIS Lab  Provision of security of tenure to squatters.  Improve county road networks to improve access.  Physical and social infrastructure upgrade of slums and informal settlements to formalize them.  Adoption of the New Urban Agenda (NUA) to provide a framework for guiding development of sustainable urbanization, housing and human settlements  Prioritize development of County Spatial Plans and Urban and Cities Spatial Plans  Support digitalization of land registries  Promotion of Appropriate Building Technologies (ABTs) which are cost effective and create employment.  Enforce compliance with the building code  Promote labour intensive construction methods and techniques and increase the local content composition for building and construction.  Have programmes addressing disaster risk governance for prevention, mitigation, preparedness, response, recovery and rehabilitation (disaster risk reduction strategies and plans, Frameworks, laws and regulations and public policies, institutional framework, establish and strengthen government coordination forums composed of relevant stakeholder etc.).  Have programmes addressing disaster risk reduction for resilience (promoting and providing incentives, as relevant, for actions by persons, households, communities and businesses).  Develop, rehabilitate and maintain green spaces within the urban centres  Formulate new policies on sustainable management of natural resources, and disaster risk management  Enforce climate change policies. | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Enhance availability of human basic needs SDG 12 - Responsible  Prioritize sustainability reporting by the private sector. consumption and production  Incentivize plastic recycling plants and their supply chains to promote plastic waste management.  Enforcement of policies and regulations to address sustainable production and consumption.  Effective E-waste management practices and guidelines.  Implement COP21 recommendations.  Prioritizing the Green Growth and Employment Programme (GGEP) to improve the policy environment for private sector engagement in sustainable management of natural resources;  Re-Invigorate eco-tourism  Sensitize the communities and stakeholders on importance of sustainable utilization of natural resources  Implement a sustainability monitoring framework for the industries in Mombasa County  Ensure information dissemination and public awareness on sustainable development  Collaborate with research institutions in devising new technologies that promote sustainability.  Ensure Relevant quality standards are complied with SDG 13 – Climate action  Strengthening sub-national governments to coordinate climate change adaptation and mitigation interventions.  Mainstream a community led Climate adaptation Systems SDG 14 - Conserve and  Promote climate change adaptation and mitigation measures on fisheries sustainably use the oceans, and aquaculture. seas and marine resources  Promoting local deep-sea fishing companies through joint ventures, for sustainable development reflagging of foreign fishing vessels and chartered fishing vessels.  Work with the national government to strengthen the Kenya Coast Guard to extend its reach.  Support the development for ship building and repair capacity through capacity building of informal sector.  Promotion of fish farming, preservation and marketing  Exploration of minerals under the sea  Dredging of the waterways  Promoting marine tourism  Protection of Exclusive Economic Zones (EEZ), lakes and rivers  Strengthening and up grading Beach Management Units (BMUs)  Intensify monitoring, control and surveillance against illegal fishing  Streamlining mining licensing  Procurement of modern mining equipment  Enhance partnership with relevant stakeholders in management of the marine ecosystems  Work closely with the Beach management units to enable sustainable small-scale fishing practices  Enhance restoration of degraded ecosystems (mangrove forests etc.)  Initiate alternative livelihoods of the coastal communities. SDG 15- Protect, restore and  Commercialization of tree growing to attain 10 per cent tree cover. promote sustainable use of  Promote the protection of the essential ecological areas from exploitation terrestrial ecosystems,  Enforce the ban on illegal logging sustainably manage forests,  Partner with relevant institutions to effect sustainable utilization of the combat desertification, and forest and associated products 218

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| | | |  Enhance availability of human basic needs | | |

| SDG 12 - Responsible consumption and production | | |  Prioritize sustainability reporting by the private sector.  Incentivize plastic recycling plants and their supply chains to promote plastic waste management.  Enforcement of policies and regulations to address sustainable production and consumption.  Effective E-waste management practices and guidelines.  Implement COP21 recommendations.  Prioritizing the Green Growth and Employment Programme (GGEP) to improve the policy environment for private sector engagement in sustainable management of natural resources;  Re-Invigorate eco-tourism  Sensitize the communities and stakeholders on importance of sustainable utilization of natural resources  Implement a sustainability monitoring framework for the industries in Mombasa County  Ensure information dissemination and public awareness on sustainable development  Collaborate with research institutions in devising new technologies that promote sustainability.  Ensure Relevant quality standards are complied with | | |

| SDG 13 – Climate action | | |  Strengthening sub-national governments to coordinate climate change adaptation and mitigation interventions.  Mainstream a community led Climate adaptation Systems | | |

| SDG 14 - Conserve and sustainably use the oceans, seas and marine resources for sustainable development | | |  Promote climate change adaptation and mitigation measures on fisheries and aquaculture.  Promoting local deep-sea fishing companies through joint ventures, reflagging of foreign fishing vessels and chartered fishing vessels.  Work with the national government to strengthen the Kenya Coast Guard to extend its reach.  Support the development for ship building and repair capacity through capacity building of informal sector.  Promotion of fish farming, preservation and marketing  Exploration of minerals under the sea  Dredging of the waterways  Promoting marine tourism  Protection of Exclusive Economic Zones (EEZ), lakes and rivers  Strengthening and up grading Beach Management Units (BMUs)  Intensify monitoring, control and surveillance against illegal fishing  Streamlining mining licensing  Procurement of modern mining equipment  Enhance partnership with relevant stakeholders in management of the marine ecosystems  Work closely with the Beach management units to enable sustainable small-scale fishing practices  Enhance restoration of degraded ecosystems (mangrove forests etc.)  Initiate alternative livelihoods of the coastal communities. | | |

| SDG 15- Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and | | |  Commercialization of tree growing to attain 10 per cent tree cover.  Promote the protection of the essential ecological areas from exploitation  Enforce the ban on illegal logging  Partner with relevant institutions to effect sustainable utilization of the forest and associated products | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions halt and reverse land  Undertake restoration services on degraded sites degradation and  Enhance Nature based Solutions phylodiversity loss SDG 16– Peace justice and  Promoting peaceful and inclusive communities in conflict prone areas strong institutions  Adoption of collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, ranchers, and office of the County Commissioner SDG 17  Strengthen inter-governmental relations Strengthen the means of  Establishing partnerships to facilitate development of policies & plans; implementation and capacity building and revolving capital- get other areas of partnership revitalize the Global  Automating services and customization for easy access Partnership for  Capital intensive projects by MIC are largely capitalizing on private capital Sustainable Development to help bridge the financing gap via PPPs. African Agenda 2063: The African agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the next 50 years. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for growth and sustainable development. The County Government of Mombasa has expressly mainstreamed the aspirations of the agenda into this plan with a commitment to contribute to Vision of the AU “An integrated, prosperous and peaceful Africa, driven by its own citizens and representing a dynamic force in international arena”. A summary of the actions to be implemented by the county that are tuned to the each of the aspiration of the agenda is discussed as follows. Aspiration 1: A prosperous  Promote agri-business initiatives in the county Africa based inclusive growth  Promote food and nutrition security through modern farming and sustainable  Economic diversification and resilience development.  Promote adoption science, technology and innovations in the sector  Developing strategies and interventions in combating communicable and non-communicable diseases  Recruit more specialized health workers to improve health care service delivery.  Universal enrolment into NHIF.  Delivers services that are geared towards identifying and managing malnutrition as well as advocacy on good nutrition  The county government of Mombasa shall subsidize payment for the elderly, people living with disability and the very poor.  Promote universal access to safe domestic water in through construction of boreholes, water storage tanks, water management and water distribution to all households.  Formulation and Implementation of the county spatial Plan.  Formulation of a county land Policy  Implementation of the Mombasa County Zoning Plan, Policy standards and regulations  Establishing a Fully functional GIS Lab  Provision of security of tenure to squatters  Provision and supply of clean potable water  Promote sustainable utilization of Natural resources  Provision of adequate sewerage/Sanitation services  Sustainable natural resource management  Biodiversity conservation, genetic resources and ecosystems  Sustainable consumption and production pattern  Enhance community participation in natural resources management  Enhance cooperation in the sector to promote marine ecosystem conservation and management 219

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| halt and reverse land degradation and phylodiversity loss | | |  Undertake restoration services on degraded sites  Enhance Nature based Solutions | | |

| SDG 16– Peace justice and strong institutions | | |  Promoting peaceful and inclusive communities in conflict prone areas  Adoption of collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, ranchers, and office of the County Commissioner | | |

| SDG 17 Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development | | |  Strengthen inter-governmental relations  Establishing partnerships to facilitate development of policies & plans; capacity building and revolving capital- get other areas of partnership  Automating services and customization for easy access  Capital intensive projects by MIC are largely capitalizing on private capital to help bridge the financing gap via PPPs. | | |

| | The African agenda 2063 is a strategic framework for the socio-economic transformation of the continent over the | | | | |

| | next 50 years. It builds on, and seeks to accelerate the implementation of past and existing continental initiatives for | | | | |

| | The County Government of Mombasa has expressly mainstreamed the aspirations of the agenda into this plan with a | | | | |

| | commitment to contribute to Vision of the AU “An integrated, prosperous and peaceful Africa, driven by its own | | | | |

| | citizens and representing a dynamic force in international arena”. A summary of the actions to be implemented by the | | | | |

| | county that are tuned to the each of the aspiration of the agenda is discussed as follows. | | | | |

| Aspiration 1: A prosperous Africa based inclusive growth and sustainable development. | | |  Promote agri-business initiatives in the county  Promote food and nutrition security through modern farming  Economic diversification and resilience  Promote adoption science, technology and innovations in the sector  Developing strategies and interventions in combating communicable and non-communicable diseases  Recruit more specialized health workers to improve health care service delivery.  Universal enrolment into NHIF.  Delivers services that are geared towards identifying and managing malnutrition as well as advocacy on good nutrition  The county government of Mombasa shall subsidize payment for the elderly, people living with disability and the very poor.  Promote universal access to safe domestic water in through construction of boreholes, water storage tanks, water management and water distribution to all households.  Formulation and Implementation of the county spatial Plan.  Formulation of a county land Policy  Implementation of the Mombasa County Zoning Plan, Policy standards and regulations  Establishing a Fully functional GIS Lab  Provision of security of tenure to squatters  Provision and supply of clean potable water  Promote sustainable utilization of Natural resources  Provision of adequate sewerage/Sanitation services  Sustainable natural resource management  Biodiversity conservation, genetic resources and ecosystems  Sustainable consumption and production pattern  Enhance community participation in natural resources management  Enhance cooperation in the sector to promote marine ecosystem conservation and management | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Develop partnerships with State and Non-State Actors to accelerate attainment of goals Aspiration 2. An integrated  Ensuring all-inclusive capacity building of employees and citizenry continent, politically united depending on the needs. and based on the ideals of Pan Africanism and vision of Africa’s Renaissance Aspiration 3. An Africa of  Develop and implement gender and rights-based programmes and good governance, projects that will uphold inclusivity, equity and participation among the democracy, respect for citizens human rights, justice and the  Promoting the values referred to in Article 10 and 232 of the Constitution rule of law of Kenya 2010  The county of Mombasa through the five-year term will recognize villages as the planning unity under the leadership of committees elected by communities.  Through a law to be enacted by the county government, a percentage of funds will be provided for these villages and their leaders to implement some of their priority projects  Inclusive governance: that the government of Mombasa through these five years shall be inclusive in that men, women, youths, PWDs and the marginalized will have room to have their views heard at the decision table. Aspiration 4. A peaceful and  Promote policies that will increase access to finance by Women for secure Africa graduation from informal sector to the SME sector  Industrializing the county by capitalizing on the County’s Agricultural potential  Establish a security committee comprising of locals’ community from conflict prone areas, Nyumba Kumi leaders and Office of the County Commissioner. Aspiration 5. Africa with a  Increase youth and women participation in integrated agricultural value strong cultural identity, chains by coming up with relevant loan products. common heritage, values and ethics Aspiration 6. An Africa  Incorporating ICT in TVET training programs e.g., virtual training to whose development is people increase access to technical and vocational skills training driven, relying on the  Improved quality of ECDE systems, programmes and services potential of the African  Develop a gender and development policy People, particularly it’s  Initiate youth programs in the department (clubs 4K Club for agriculture Women and Youth and and co-operatives caring for children.  TVET institutions embracing courses that are geared to realization of blue economy  Adopting aquaculture technologies and innovations  Fisheries resources development and utilization  Training of the youth and rehabilitate youth resource centers  Establish an academy of sports and rehabilitate sports playgrounds  Participate in local, regional, and national sports championships  Train referees and coaches  Participate in local, regional, and national sports championships  Provision of sporting equipment in all wards Aspiration 7. Africa as a  Partnership development and external affairs directorate has been created strong, united, resilient and to link the county with other counties and development partners influential global partner and player 220

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| | | |  Develop partnerships with State and Non-State Actors to accelerate attainment of goals | | |

| Aspiration 2. An integrated continent, politically united and based on the ideals of Pan Africanism and vision of Africa’s Renaissance | | |  Ensuring all-inclusive capacity building of employees and citizenry depending on the needs. | | |

| Aspiration 3. An Africa of good governance, democracy, respect for human rights, justice and the rule of law | | |  Develop and implement gender and rights-based programmes and projects that will uphold inclusivity, equity and participation among the citizens  Promoting the values referred to in Article 10 and 232 of the Constitution of Kenya 2010  The county of Mombasa through the five-year term will recognize villages as the planning unity under the leadership of committees elected by communities.  Through a law to be enacted by the county government, a percentage of funds will be provided for these villages and their leaders to implement some of their priority projects  Inclusive governance: that the government of Mombasa through these five years shall be inclusive in that men, women, youths, PWDs and the marginalized will have room to have their views heard at the decision table. | | |

| Aspiration 4. A peaceful and secure Africa | | |  Promote policies that will increase access to finance by Women for graduation from informal sector to the SME sector  Industrializing the county by capitalizing on the County’s Agricultural potential  Establish a security committee comprising of locals’ community from conflict prone areas, Nyumba Kumi leaders and Office of the County Commissioner. | | |

| Aspiration 5. Africa with a strong cultural identity, common heritage, values and ethics | | |  Increase youth and women participation in integrated agricultural value chains by coming up with relevant loan products. | | |

| Aspiration 6. An Africa whose development is people driven, relying on the potential of the African People, particularly it’s Women and Youth and caring for children. | | |  Incorporating ICT in TVET training programs e.g., virtual training to increase access to technical and vocational skills training  Improved quality of ECDE systems, programmes and services  Develop a gender and development policy  Initiate youth programs in the department (clubs 4K Club for agriculture and co-operatives  TVET institutions embracing courses that are geared to realization of blue economy  Adopting aquaculture technologies and innovations  Fisheries resources development and utilization  Training of the youth and rehabilitate youth resource centers  Establish an academy of sports and rehabilitate sports playgrounds  Participate in local, regional, and national sports championships  Train referees and coaches  Participate in local, regional, and national sports championships  Provision of sporting equipment in all wards | | |

| Aspiration 7. Africa as a strong, united, resilient and influential global partner and player | | |  Partnership development and external affairs directorate has been created to link the county with other counties and development partners | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions The Paris Agreement on Climate Change, 2015 The Paris Agreement is a legally binding international treaty on climate change. It was adopted by 196 Parties including Kenya at the UN Climate Change Conference (COP21) in Paris, France, on 12 December 2015. It entered into force on 4 November 2016. Its overarching goal is to hold “the increase in the global average temperature to well below 2°C above pre-industrial levels” and pursue efforts “to limit the temperature increase to 1.5°C above pre-industrial levels.” However, in recent years, world leaders have stressed the need to limit global warming to 1.5°C by the end of this century. That’s because the UN’s Intergovernmental Panel on Climate Change indicates that crossing the 1.5°C threshold risks unleashing far more severe climate change impacts, including more frequent and severe droughts, heatwaves and rainfall. To limit global warming to 1.5°C, greenhouse gas emissions must peak before 2025 at the latest and decline 43% by 2030. The Paris Agreement is a landmark in the multilateral climate change process because, for the first time, a binding agreement brings all nations together to combat climate change and adapt to its effects. Since 2020, countries have been submitting their national climate action plans, known as Nationally Determined Contributions (NDCs). For Kenya, its NDC communicate actions they the Country will take to reduce their greenhouse gas emissions in order to reach the goals of the Paris Agreement. Kenya also communicates in its NDC, the actions they will take to build resilience to adapt to the impacts of climate change. Cognizance of this, Mombasa County will undertake key strategic initiatives as alignment of CIDP to the Agreement as noted hereinafter. Long-term temperature  Support community-based adaptation to climate change by promoting goal (Art. 2) – Limit global nature-based solutions such as agroforestry, agronomic practices. temperature’s to below 2℃,  Sustainable use of natural resources preferably 1.5 ℃ Global peaking and ‘climate  Support adoption of clean cooking technologies such as biogas and neutrality’- Parties aimed to biomass cook stove. reach global peaking of  Initiate a subsidy to incentivize communities to adopt biogas for greenhouse gas emissions household energy needs. (GHGs) as soon as possible.  Establishing wind and solar energy to help reduce greenhouse gas emissions  Development of county energy plans Voluntary cooperation /  Mainstreaming of the climate change action in the CIDP and spatial plans Market- and non-market- as well as implementation of greening initiatives like solar street lighting, based approaches (Art. 6) - energy efficient cook stoves, and climate smart agriculture. voluntary cooperation in the implementation of their “nationally determined contributions” NDC Adaptation (Art. 7) -  Locating and setting up of renewable energy sources like solar, wind and adaptation – of enhancing small hydro-electric power that shall help industries as well as households adaptive capacity, in reducing the use of greenhouse gases-oriented power. strengthening resilience and reducing vulnerability to climate change. Loss and damage (Art. 8) –  Support community-based adaptation to climate change by promoting averting, minimizing, and nature-based solutions such as agroforestry, agronomic practices that look addressing loss and damage after soils, rainwater harvesting, and the management of surface and associated with the adverse ground water. effects of climate change. 221

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| | The Paris Agreement on Climate Change, 2015 | | | | |

| | The Paris Agreement is a legally binding international treaty on climate change. It was adopted by 196 Parties including | | | | |

| | Kenya at the UN Climate Change Conference (COP21) in Paris, France, on 12 December 2015. It entered into force | | | | |

| | on 4 November 2016. Its overarching goal is to hold “the increase in the global average temperature to well below | | | | |

| | 2°C above pre-industrial levels” and pursue efforts “to limit the temperature increase to 1.5°C above pre-industrial | | | | |

| | levels.” However, in recent years, world leaders have stressed the need to limit global warming to 1.5°C by the end of | | | | |

| | this century. That’s because the UN’s Intergovernmental Panel on Climate Change indicates that crossing the 1.5°C | | | | |

| | threshold risks unleashing far more severe climate change impacts, including more frequent and severe droughts, | | | | |

| | heatwaves and rainfall. To limit global warming to 1.5°C, greenhouse gas emissions must peak before 2025 at the latest | | | | |

| | The Paris Agreement is a landmark in the multilateral climate change process because, for the first time, a binding | | | | |

| | agreement brings all nations together to combat climate change and adapt to its effects. Since 2020, countries have | | | | |

| | been submitting their national climate action plans, known as Nationally Determined Contributions (NDCs). For | | | | |

| | Kenya, its NDC communicate actions they the Country will take to reduce their greenhouse gas emissions in order to | | | | |

| | reach the goals of the Paris Agreement. Kenya also communicates in its NDC, the actions they will take to build | | | | |

| | resilience to adapt to the impacts of climate change. Cognizance of this, Mombasa County will undertake key strategic | | | | |

| | initiatives as alignment of CIDP to the Agreement as noted hereinafter. | | | | |

| Long-term temperature goal (Art. 2) – Limit global temperature’s to below 2℃, preferably 1.5 ℃ | | |  Support community-based adaptation to climate change by promoting nature-based solutions such as agroforestry, agronomic practices.  Sustainable use of natural resources | | |

| Global peaking and ‘climate neutrality’- Parties aimed to reach global peaking of greenhouse gas emissions (GHGs) as soon as possible. | | |  Support adoption of clean cooking technologies such as biogas and biomass cook stove.  Initiate a subsidy to incentivize communities to adopt biogas for household energy needs.  Establishing wind and solar energy to help reduce greenhouse gas emissions  Development of county energy plans | | |

| Voluntary cooperation / Market- and non-market- based approaches (Art. 6) - voluntary cooperation in the implementation of their “nationally determined contributions” NDC | | |  Mainstreaming of the climate change action in the CIDP and spatial plans as well as implementation of greening initiatives like solar street lighting, energy efficient cook stoves, and climate smart agriculture. | | |

| Adaptation (Art. 7) - adaptation – of enhancing adaptive capacity, strengthening resilience and reducing vulnerability to climate change. | | |  Locating and setting up of renewable energy sources like solar, wind and small hydro-electric power that shall help industries as well as households in reducing the use of greenhouse gases-oriented power. | | |

| Loss and damage (Art. 8) – averting, minimizing, and addressing loss and damage associated with the adverse effects of climate change. | | |  Support community-based adaptation to climate change by promoting nature-based solutions such as agroforestry, agronomic practices that look after soils, rainwater harvesting, and the management of surface and ground water. | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions Parties shall cooperate in  Planting trees, grass and flowers in VTCs taking measures, as  Promote climate smart agriculture: appropriate, to enhance  Diversification of crop varieties that are drought tolerant climate change education,  Modify tillage practices training, public awareness,  Promote livestock breeds that are drought tolerant, disease and pest public participation and resistant public access to information,  Promote use of smart irrigation method e.g., drip irrigation recognizing the importance of  Promote agro forestry and afforestation these steps with respect to  Forage conservation enhancing actions under this  Water harvesting and conservation technologies Agreement  Mangrove rehabilitation and restoration of coral EAC Vision 2050 The Vision 2050 lays out a broad East Africa’s perspective in which the region optimizes the utility of its resources to narrow the gap in terms of social wellbeing and productivity. It portrays a future for East Africa of individual prosperity in cohesive societies, competitive economies, and strong interregional interaction. It is envisaged that by 2050 per capita incomes would grow ten-fold, situating the region into upper-middle income category. The EAC is comprised of five Partner States: The Republic of Burundi, the Democratic Republic of the Congo, the Republic of Kenya, the Republic of Rwanda, the Republic of South Sudan, the Republic of Uganda, and the United Republic of Tanzania, with its headquarters in Arusha, Tanzania. The region has a combined population of about 188 million (2022 est.) with a total land area of 1,716.7 thousand square kilometers (EAC Facts and Figures, 2022). Pillar 1: Infrastructure  Improve county road networks by gravelling and putting marram on all Development, Goal- Access access roads. to affordable and efficient  Lobby national government to tarmacking major roads designated as transport, energy and KENHA and KERAs. Maintain and rehabilitate the existing roads to communication for motorable state and improve their quality throughout the year. increased global  Training and mentor young people on how to leverage on their tech savvy competitiveness. skills to tap business opportunities. Provide internet connectivity in constituency youth innovation centers. Establish linkages with national level youth ICT tech businesses to train youth from Mombasa on how to monetize their tech savvy skills  Maintaining and rehabilitating the existing roads to motorable state and improve their quality throughout the year. Upgrade and expand the road network  Developing, rehabilitate, and maintain services specific to storm water management systems in built-up areas.  Develop and maintain technical and quality audit for infrastructure, building and other related public works in the County.  Opening of new roads especially in insecurity prone regions.  Initiating Estate Tarmac Programme for residential areas.  Efficient approval for housing and other structural drawing approvals.  Conducting land survey, mapping, and resolving land dispute promptly and facilitate issuance of title deeds.  Lobbying national government to tarmacking major roads designated as KENHA and KeRRA.  Design programmes towards disaster preparedness for effective response, and to “Build Back Better” in recovery, rehabilitation and reconstruction (financial incentives, public awareness-raising and training initiatives)  Formulation and Implementation of the county spatial Plan Pillar 2: Agriculture, Food  Development of favourable legal framework for input subsidy (e-subsidy Security and Rural program) Development, Goal- Goal: To  Enhanced infrastructure for agricultural development intensify investment and  Enhances investment in the sector through Public private partnership for enhance agricultural agricultural growth. 222

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| Parties shall cooperate in taking measures, as appropriate, to enhance climate change education, training, public awareness, public participation and public access to information, recognizing the importance of these steps with respect to enhancing actions under this Agreement | | |  Planting trees, grass and flowers in VTCs  Promote climate smart agriculture:  Diversification of crop varieties that are drought tolerant  Modify tillage practices  Promote livestock breeds that are drought tolerant, disease and pest resistant  Promote use of smart irrigation method e.g., drip irrigation  Promote agro forestry and afforestation  Forage conservation  Water harvesting and conservation technologies  Mangrove rehabilitation and restoration of coral | | |

| | The Vision 2050 lays out a broad East Africa’s perspective in which the region optimizes the utility of its resources | | | | |

| | to narrow the gap in terms of social wellbeing and productivity. It portrays a future for East Africa of individual | | | | |

| | prosperity in cohesive societies, competitive economies, and strong interregional interaction. It is envisaged that by | | | | |

| | 2050 per capita incomes would grow ten-fold, situating the region into upper-middle income category. The EAC is | | | | |

| | comprised of five Partner States: The Republic of Burundi, the Democratic Republic of the Congo, the Republic of | | | | |

| | Kenya, the Republic of Rwanda, the Republic of South Sudan, the Republic of Uganda, and the United Republic of | | | | |

| | Tanzania, with its headquarters in Arusha, Tanzania. The region has a combined population of about 188 million | | | | |

| | (2022 est.) with a total land area of 1,716.7 thousand square kilometers (EAC Facts and Figures, 2022). | | | | |

| Pillar 1: Infrastructure Development, Goal- Access to affordable and efficient transport, energy and communication for increased global competitiveness. | | |  Improve county road networks by gravelling and putting marram on all access roads.  Lobby national government to tarmacking major roads designated as KENHA and KERAs. Maintain and rehabilitate the existing roads to motorable state and improve their quality throughout the year.  Training and mentor young people on how to leverage on their tech savvy skills to tap business opportunities. Provide internet connectivity in constituency youth innovation centers. Establish linkages with national level youth ICT tech businesses to train youth from Mombasa on how to monetize their tech savvy skills  Maintaining and rehabilitating the existing roads to motorable state and improve their quality throughout the year. Upgrade and expand the road network  Developing, rehabilitate, and maintain services specific to storm water management systems in built-up areas.  Develop and maintain technical and quality audit for infrastructure, building and other related public works in the County.  Opening of new roads especially in insecurity prone regions.  Initiating Estate Tarmac Programme for residential areas.  Efficient approval for housing and other structural drawing approvals.  Conducting land survey, mapping, and resolving land dispute promptly and facilitate issuance of title deeds.  Lobbying national government to tarmacking major roads designated as KENHA and KeRRA.  Design programmes towards disaster preparedness for effective response, and to “Build Back Better” in recovery, rehabilitation and reconstruction (financial incentives, public awareness-raising and training initiatives)  Formulation and Implementation of the county spatial Plan | | |

| Pillar 2: Agriculture, Food Security and Rural Development, Goal- Goal: To intensify investment and enhance agricultural | | |  Development of favourable legal framework for input subsidy (e-subsidy program)  Enhanced infrastructure for agricultural development  Enhances investment in the sector through Public private partnership for agricultural growth. | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions productivity for food  Development of a legal land use policy for agricultural development. security and a transformed  Ensure sustainable agriculture production of safe, nutritious and sufficient rural economy foods.  Promote sustainable land management, employment of modern farming and fishing technologies,  Promotion Soil nutrient management systems.  Promotion of irrigated farming  Promotion of water harvesting for off season food production  Promotion of modern livestock breeding technologies  Develop livestock markets and marketing infrastructure  Reduce post-harvest losses  Promote value addition through agro-processing  Increase agricultural production and productivity through sustainable land management, employment of modern farming and fishing technologies  Promotion of sustainable urban and Land use planning  Promote research or agricultural management and development  Enhancement of crop productivity per acre of key crops produced including maize, leafy amaranths, tomatoes, spinach and cowpeas  Promotion soil nutrient management systems  Appropriate use of soil health restoration measures.  Promotion of crop diversification initiatives Pillar 3: Industrialization,  Establish value addition and agro-processing facilities e.g., for horticultural Goal-Leveraging crops like tomatoes, poultry, fruits, and dairy to guarantee farmers industrialization and minimum returns manufacturing for structural  Provide a conducive environment for businesses. transformation  Promote Public Private Partnerships in the sector for improved intra-regional  Promotion linkages for local, regional and international market across the and global trade productive sectors  Value addition through the establishment of agro-processing facilities and cold storage rooms  Promotion of irrigated farming  Promotion of low-cost solutions of domestic water treatment such as chlorine tablets or boiling to improve water quality  Initiate enabling environment /incentives for best industrial practices Pillar 4: Natural Resource  Support community-based adaptation to climate change by promoting and Environment nature-based solutions such as agroforestry, agronomic practices that look Management, Goal- Realize after soils, rainwater harvesting, and the management of surface and ground effective natural resource and water environment management  Harness groundwater resources and  Monitor the treatment of wastewater from the different sources to ensure conservation with enhanced compliance with required safety levels value addition  Reduce non-revenue water and rehabilitate water supply infrastructure  Promote and implement water shed management  Enhance Good Management practices & Governance in the sector  Enhance environmental stewardship through advocacy for sustainable utilization of the natural resources and raw materials  Sustainable natural resource management  Biodiversity conservation, genetic resources and ecosystems  Sustainable consumption and production pattern  Climate change adaptation and mitigation Pillar 5: Tourism, Trade and  Increasing Cooperative Revolving & Enterprise Fund, to increase access to Services affordable start-up capital and working capital Development, Goal-  Facilitating establishment of business advisory services, mentorship, 223

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| productivity for food security and a transformed rural economy | | |  Development of a legal land use policy for agricultural development.  Ensure sustainable agriculture production of safe, nutritious and sufficient foods.  Promote sustainable land management, employment of modern farming and fishing technologies,  Promotion Soil nutrient management systems.  Promotion of irrigated farming  Promotion of water harvesting for off season food production  Promotion of modern livestock breeding technologies  Develop livestock markets and marketing infrastructure  Reduce post-harvest losses  Promote value addition through agro-processing  Increase agricultural production and productivity through sustainable land management, employment of modern farming and fishing technologies  Promotion of sustainable urban and Land use planning  Promote research or agricultural management and development  Enhancement of crop productivity per acre of key crops produced including maize, leafy amaranths, tomatoes, spinach and cowpeas  Promotion soil nutrient management systems  Appropriate use of soil health restoration measures.  Promotion of crop diversification initiatives | | |

| Pillar 3: Industrialization, Goal-Leveraging industrialization and manufacturing for structural transformation for improved intra-regional and global trade | | |  Establish value addition and agro-processing facilities e.g., for horticultural crops like tomatoes, poultry, fruits, and dairy to guarantee farmers minimum returns  Provide a conducive environment for businesses.  Promote Public Private Partnerships in the sector  Promotion linkages for local, regional and international market across the productive sectors  Value addition through the establishment of agro-processing facilities and cold storage rooms  Promotion of irrigated farming  Promotion of low-cost solutions of domestic water treatment such as chlorine tablets or boiling to improve water quality  Initiate enabling environment /incentives for best industrial practices | | |

| Pillar 4: Natural Resource and Environment Management, Goal- Realize effective natural resource and environment management and conservation with enhanced value addition | | |  Support community-based adaptation to climate change by promoting nature-based solutions such as agroforestry, agronomic practices that look after soils, rainwater harvesting, and the management of surface and ground water  Harness groundwater resources  Monitor the treatment of wastewater from the different sources to ensure compliance with required safety levels  Reduce non-revenue water and rehabilitate water supply infrastructure  Promote and implement water shed management  Enhance Good Management practices & Governance in the sector  Enhance environmental stewardship through advocacy for sustainable utilization of the natural resources and raw materials  Sustainable natural resource management  Biodiversity conservation, genetic resources and ecosystems  Sustainable consumption and production pattern  Climate change adaptation and mitigation | | |

| Pillar 5: Tourism, Trade and Services Development, Goal- | | |  Increasing Cooperative Revolving & Enterprise Fund, to increase access to affordable start-up capital and working capital  Facilitating establishment of business advisory services, mentorship, | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions Enhance tourism, trade and incubation, and acceleration support services. provision of services in the  Set up a one stop ‘portal’ to provide relevant information and convenient region services to businesses.  Building modern markets with appropriate amenities like cold rooms.  Review, consolidate, simplify, and rationalize all licensing and business approvals to reduce cost of doing business.  Re-invigoration of community based eco-tourism.  Construction of a cruise terminal to facilitate cruise tourism.  Support to MSMEs by both the public and private sectors. Pillar 6: Cross Cutting Issues  Strengthening the basic foundations for growth and development including – Good Governance, Peace & security, infrastructure and human capital Security; Gender & Women  Implementation of GEF commitments - implementation of the empowerment International Labour Organization (ILO) Convention 190 on elimination of Gender-Based Violence and Harassment in the world of work by 2026.  Adopt a collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, ranchers, and office of the County Commissioner  Socio-economic empowerment of OVCs, women, youth & PWDs  Government shall be inclusive, (leaving no one behind). Men, women, the youth, PWDs and the marginalized will have room to have their views heard at the decision table. Enablers for Vision 2050:  Promoting the growth and establishment of early childhood development Human capital development, education centres in order to improve access to ECDE Education, Health, Social  Equipping youth with appropriate and relevant skills that match the Security and Social industry Protection  Providing relevant and inclusive quality education  Provision of market demand driven courses in our VTCs  Improving infrastructure of training institutions/VTCs  Scholarships and bursaries for TVETs students  Provision of essential health services and implementing social welfare programs (social protection strategy)  All hospitals in the county equipped and supplied with adequate medicine  Strengthen Community Health Strategy.  Introduction of scholarship programs for students pursuing maritime related course/careers  Establishment of KMTC College generating training and employment opportunities for the youth.  Establishment and equipping of public libraries. International Council for Population Development (ICPD 25) Commitments The Nairobi Summit on ICPD+25 – Accelerating the Promise took place in Nairobi, Kenya from 12-15, November 2019, to mark the 25th anniversary of the International Conference on Population and Development (ICPD+25). The summit brought together governments, civil society, academia, the private sector, faith-based organizations, international financial institutions, grass roots organizations and other partners, interested in the pursuit of sexual and reproductive health and rights and making voluntary commitments. These commitments are part of an international effort to ensure that the promise of the ICPD Programme of Action and 2030 Agenda are achieved and that women have autonomy over their bodies and their lives. In collaboration with health sector actors, the County will undertake the following contribute to the ICPD 25 commitments detailed as follows. Commitment (1): Intensify our  In collaboration with health sector actors, expand access and uptake of efforts for the full, effective and family planning services and register, monitor, and support pregnancies to accelerated implementation and funding flag risk factors and ensure that pregnant women attend all antenatal care of the ICPD Programme of Action, clinic visits and give birth in a health facility Key Actions for the Further 224

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| Enhance tourism, trade and provision of services in the region | | | incubation, and acceleration support services.  Set up a one stop ‘portal’ to provide relevant information and convenient services to businesses.  Building modern markets with appropriate amenities like cold rooms.  Review, consolidate, simplify, and rationalize all licensing and business approvals to reduce cost of doing business.  Re-invigoration of community based eco-tourism.  Construction of a cruise terminal to facilitate cruise tourism.  Support to MSMEs by both the public and private sectors. | | |

| Pillar 6: Cross Cutting Issues – Good Governance, Peace & Security; Gender & Women empowerment | | |  Strengthening the basic foundations for growth and development including security, infrastructure and human capital  Implementation of GEF commitments - implementation of the International Labour Organization (ILO) Convention 190 on elimination of Gender-Based Violence and Harassment in the world of work by 2026.  Adopt a collaborative approach by establishing a security committee comprising of local communities from conflict prone areas, Nyumba Kumi leaders, ranchers, and office of the County Commissioner  Socio-economic empowerment of OVCs, women, youth & PWDs  Government shall be inclusive, (leaving no one behind). Men, women, the youth, PWDs and the marginalized will have room to have their views heard at the decision table. | | |

| Enablers for Vision 2050: Human capital development, Education, Health, Social Security and Social Protection | | |  Promoting the growth and establishment of early childhood development education centres in order to improve access to ECDE  Equipping youth with appropriate and relevant skills that match the industry  Providing relevant and inclusive quality education  Provision of market demand driven courses in our VTCs  Improving infrastructure of training institutions/VTCs  Scholarships and bursaries for TVETs students  Provision of essential health services and implementing social welfare programs (social protection strategy)  All hospitals in the county equipped and supplied with adequate medicine  Strengthen Community Health Strategy.  Introduction of scholarship programs for students pursuing maritime related course/careers  Establishment of KMTC College generating training and employment opportunities for the youth.  Establishment and equipping of public libraries. | | |

| | International Council for Population Development (ICPD 25) Commitments | | | | |

| | The Nairobi Summit on ICPD+25 – Accelerating the Promise took place in Nairobi, Kenya from 12-15, November | | | | |

| | 2019, to mark the 25th anniversary of the International Conference on Population and Development (ICPD+25). | | | | |

| | The summit brought together governments, civil society, academia, the private sector, faith-based organizations, | | | | |

| | international financial institutions, grass roots organizations and other partners, interested in the pursuit of sexual | | | | |

| | and reproductive health and rights and making voluntary commitments. These commitments are part of an | | | | |

| | international effort to ensure that the promise of the ICPD Programme of Action and 2030 Agenda are achieved and | | | | |

| | that women have autonomy over their bodies and their lives. | | | | |

| | In collaboration with health sector actors, the County will undertake the following contribute to the ICPD 25 | | | | |

| Commitment (1): Intensify our efforts for the full, effective and accelerated implementation and funding of the ICPD Programme of Action, Key Actions for the Further | | |  In collaboration with health sector actors, expand access and uptake of family planning services and register, monitor, and support pregnancies to flag risk factors and ensure that pregnant women attend all antenatal care clinic visits and give birth in a health facility | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions Implementation of the Programme of  Extend the provision of family planning services in the counties we Action of the ICPD, the outcomes of operate in across the County its reviews, and Agenda 2030 for Sustainable Development Commitment (2) - Zero unmet  Train and capacitate CHVs annually to give sexual reproductive health need for family planning information services and services, and universal availability  Up skilling the services providers (nurses) in the existing health facilities of quality, affordable and safe modern annually on giving the modern methods of Family planning contraceptives  Conducting monthly mobile clinics in the hard-to- reach areas to increase accessibility to quality and affordable sexual reproductive health services Commitment (3) - Zero  Eliminate preventable maternal and newborn mortality, mother to child preventable maternal deaths and transmission of HIV and severe morbidity such as obstetric fistula among maternal morbidities, such as obstetric women fistulas, by, inter alia, integrating a comprehensive package of sexual and  Employ innovation and technology to ensure adolescents and youth attain reproductive health interventions, the highest possible standard of health including access to safe abortion to the full extent of the law, measures for  Committed to working in partnership with the Ministry of Health in rolling preventing and avoiding unsafe out the Community Health Strategy, training Community Health abortions, and for the provision of post- Volunteers, Community Health Committees, and strengthening the referral abortion care, into national UHC systems between the community and the health facilities strategies, policies and programmes, and to protect and ensure all  Provider training and availability of equipment and commodities individuals’ right to bodily integrity, autonomy and reproductive rights, and to provide access to essential services in support of these rights Commitment (4) - Access for all  Strengthen girl’s access to HIV and sexual and reproductive health rights adolescents and youth, especially girls, (SRHR) programs to comprehensive and age-responsive information, education and adolescent-  implementation of programming around addressing gender-based violence friendly comprehensive, quality and and harmful practices of child, early and forced marriages and female genital timely services to be able to make free mutilation are given priority in the community and that this programming and informed decisions and choices will target the most vulnerable populations; women and girls and equip them about their sexuality and reproductive with adequate information to effectively enable them to advance their rights, lives, to adequately protect themselves demand for better response to cases, demand for improved services for from unintended pregnancies, all forms survivors of GBV. of sexual and gender-based violence and harmful practices, sexually  Train young people on sexuality and reproductive rights course as Peer transmitted infections, including Educators and to recruit over employees specialized in Child Development HIV/AIDS, to facilitate a safe transition into adult-hood Commitment (5) - (a) Zero  End gender and other forms of discrimination through enforcing the anti- sexual and gender-based violence and discrimination laws and providing adequate budgetary allocations to harmful practices, including zero child, institutions mandated to promote gender equality, equity and empowerment early and forced marriage, as well as of women and girls zero female genital mutilation; and (b)  Eliminate all forms of gender-based violence, including child and forced Elimination of all forms of marriages, by addressing social and cultural norms that propagate the discrimination against all women and practice while providing support to women and girls who have been affected. girls, in order to realize all individuals’  End Female Genital Mutilation by strengthening coordination in the area of full socio-economic potential legislation and policy framework, communication and advocacy, evidence generation, and support cross border collaboration on elimination of FGM 225

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| Implementation of the Programme of Action of the ICPD, the outcomes of its reviews, and Agenda 2030 for Sustainable Development | | |  Extend the provision of family planning services in the counties we operate in across the County | | |

| Commitment (2) - Zero unmet need for family planning information and services, and universal availability of quality, affordable and safe modern contraceptives | | |  Train and capacitate CHVs annually to give sexual reproductive health services  Up skilling the services providers (nurses) in the existing health facilities annually on giving the modern methods of Family planning  Conducting monthly mobile clinics in the hard-to- reach areas to increase accessibility to quality and affordable sexual reproductive health services | | |

| Commitment (3) - Zero preventable maternal deaths and maternal morbidities, such as obstetric fistulas, by, inter alia, integrating a comprehensive package of sexual and reproductive health interventions, including access to safe abortion to the full extent of the law, measures for preventing and avoiding unsafe abortions, and for the provision of post- abortion care, into national UHC strategies, policies and programmes, and to protect and ensure all individuals’ right to bodily integrity, autonomy and reproductive rights, and to provide access to essential services in support of these rights | | |  Eliminate preventable maternal and newborn mortality, mother to child transmission of HIV and severe morbidity such as obstetric fistula among women  Employ innovation and technology to ensure adolescents and youth attain the highest possible standard of health  Committed to working in partnership with the Ministry of Health in rolling out the Community Health Strategy, training Community Health Volunteers, Community Health Committees, and strengthening the referral systems between the community and the health facilities  Provider training and availability of equipment and commodities | | |

| Commitment (4) - Access for all adolescents and youth, especially girls, to comprehensive and age-responsive information, education and adolescent- friendly comprehensive, quality and timely services to be able to make free and informed decisions and choices about their sexuality and reproductive lives, to adequately protect themselves from unintended pregnancies, all forms of sexual and gender-based violence and harmful practices, sexually transmitted infections, including HIV/AIDS, to facilitate a safe transition into adult-hood | | |  Strengthen girl’s access to HIV and sexual and reproductive health rights (SRHR) programs  implementation of programming around addressing gender-based violence and harmful practices of child, early and forced marriages and female genital mutilation are given priority in the community and that this programming will target the most vulnerable populations; women and girls and equip them with adequate information to effectively enable them to advance their rights, demand for better response to cases, demand for improved services for survivors of GBV.  Train young people on sexuality and reproductive rights course as Peer Educators and to recruit over employees specialized in Child Development | | |

| Commitment (5) - (a) Zero sexual and gender-based violence and harmful practices, including zero child, early and forced marriage, as well as zero female genital mutilation; and (b) Elimination of all forms of discrimination against all women and girls, in order to realize all individuals’ full socio-economic potential | | |  End gender and other forms of discrimination through enforcing the anti- discrimination laws and providing adequate budgetary allocations to institutions mandated to promote gender equality, equity and empowerment of women and girls  Eliminate all forms of gender-based violence, including child and forced marriages, by addressing social and cultural norms that propagate the practice while providing support to women and girls who have been affected.  End Female Genital Mutilation by strengthening coordination in the area of legislation and policy framework, communication and advocacy, evidence generation, and support cross border collaboration on elimination of FGM | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  Work with communities at grass root level towards ending the gender-based violence and harmful practices like early/forced marriages, female genital mutilation etc.  Rescue girls at risk of child marriage, female genital mutilation and beading, to continue housing them in our safe house and continue enrolling them to schools and seeking support to educate them so that they are empowered through education because education is the greatest equalizer and this is bringing forth a generation of future women who are safe from harmful cultural practices and women who can make informed choices about their bodies and their children  Create platforms that enable young people to report cases of abuse and run campaigns to encourage the use of such platforms through support seminars, conferences and similar events to promote youth participation and create more awareness Commitment (6) - Using national  Enhance integration of population, health and development programmes budget processes, including gender and projects into CIDP and its CADPs and the Medium-Term Expenditure budgeting and auditing, increasing Framework (MTEF) to ensure budgetary allocations and efficient domestic financing and exploring new, implementation of programmes and projects participatory and innovative financing  Progressively increase health sector financing instruments and structures to ensure full, effective and accelerated implementation of the ICPD Programme of Action Commitment (7) - Increasing  Improve support to older persons, persons with disabilities, orphans, and international financing for the full, vulnerable children by increasing the core social protection investment effective and accelerated implementation of the ICPD Programme of Action, to complement and catalyze domestic financing, in particular of sexual and reproductive health programmes, and other supportive measures and interventions that promote gender equality and girls’ and women’s empowerment Commitment (8) - Investing in  Fully implement the Competence Based Curriculum (CBC) so that learners the education, employment are equipped with relevant competencies and skills from an early stage for opportunities, health, including family sustainable development planning and sexual and reproductive  Improve the employability and life-skills of youths by enhancing quality and health services, of adolescents and relevance of Technical Vocational Education and Training (TVET) in youth, especially girls, so as to fully partnership with industries and private sector harness the promises of the  Attain universal basic education by ensuring 100 percent transition of pupils, demographic dividend including those with special needs and disabilities  Eliminate legal, policy and programmatic barriers that impede youth participation in decision making, planning and implementation of development activities at all levels  Investments in health and citizens wellbeing; education and skills training; employment creation and entrepreneurship; and rights, governance and empowerment of young people  Train adolescent girls and young women between 15-24 years who have a disability with competent skills to attain employment opportunities 226

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| | | |  Work with communities at grass root level towards ending the gender-based violence and harmful practices like early/forced marriages, female genital mutilation etc.  Rescue girls at risk of child marriage, female genital mutilation and beading, to continue housing them in our safe house and continue enrolling them to schools and seeking support to educate them so that they are empowered through education because education is the greatest equalizer and this is bringing forth a generation of future women who are safe from harmful cultural practices and women who can make informed choices about their bodies and their children  Create platforms that enable young people to report cases of abuse and run campaigns to encourage the use of such platforms through support seminars, conferences and similar events to promote youth participation and create more awareness | | |

| Commitment (6) - Using national budget processes, including gender budgeting and auditing, increasing domestic financing and exploring new, participatory and innovative financing instruments and structures to ensure full, effective and accelerated implementation of the ICPD Programme of Action | | |  Enhance integration of population, health and development programmes and projects into CIDP and its CADPs and the Medium-Term Expenditure Framework (MTEF) to ensure budgetary allocations and efficient implementation of programmes and projects  Progressively increase health sector financing | | |

| Commitment (7) - Increasing international financing for the full, effective and accelerated implementation of the ICPD Programme of Action, to complement and catalyze domestic financing, in particular of sexual and reproductive health programmes, and other supportive measures and interventions that promote gender equality and girls’ and women’s empowerment | | |  Improve support to older persons, persons with disabilities, orphans, and vulnerable children by increasing the core social protection investment | | |

| Commitment (8) - Investing in the education, employment opportunities, health, including family planning and sexual and reproductive health services, of adolescents and youth, especially girls, so as to fully harness the promises of the demographic dividend | | |  Fully implement the Competence Based Curriculum (CBC) so that learners are equipped with relevant competencies and skills from an early stage for sustainable development  Improve the employability and life-skills of youths by enhancing quality and relevance of Technical Vocational Education and Training (TVET) in partnership with industries and private sector  Attain universal basic education by ensuring 100 percent transition of pupils, including those with special needs and disabilities  Eliminate legal, policy and programmatic barriers that impede youth participation in decision making, planning and implementation of development activities at all levels  Investments in health and citizens wellbeing; education and skills training; employment creation and entrepreneurship; and rights, governance and empowerment of young people  Train adolescent girls and young women between 15-24 years who have a disability with competent skills to attain employment opportunities | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions Commitment (9) - Building  Improving shelter standards of households/ homes for the old through peaceful, just and inclusive societies, integration of young, local authorities and old community members to take where no one is left behind, where all, responsibility and help mobilize resources irrespective of race, color, religion, sex, age, disability, language, ethnic origin,  Invite all community members and ensure they gift and voice for the sexual orientation and gender identity rights of the elderly. or expression, feel valued and are able to shape their own destiny and contribute to the prosperity of their societies Commitment (10) -Providing  Ensure universal access to quality reproductive health services, including quality, timely and disaggregated data, prevention and management of GBV, in humanitarian and fragile contexts that ensures privacy of citizens and is  Integrate population issues into the formulation, implementation, also inclusive of younger adolescents, monitoring and evaluation of all policies and programmes relating to investing in digital health innovations, sustainable development at county, sub-county, levels ward and village levels including in big data systems, and  Increase availability and accessibility to high-quality, timely and reliable improvement of data systems to inform population and related data at county, and sub-county levels, policies aimed at achieving sustainable disaggregated by income, gender, age, ethnicity, migratory status, disability development and geographic location Sendai Framework for Disaster Risk Reduction 2015 – 2030 The Sendai Framework for Disaster Risk Reduction 2015–2030 was adopted at the Third United Nations World Conference on Disaster Risk Reduction, held from 14 to 18 March 2015 in Sendai, Miyagi, Japan, which represented a unique opportunity for countries: a) To adopt a concise, focused, forward-looking and action-oriented post 2015 framework for disaster risk reduction; b) To complete the assessment and review of the implementation of the Hyogo Framework for Action 2005– 2015: Building the Resilience of Nations and Communities to Disasters; c) To consider the experience gained through the regional and national strategies/ institutions and plans for disaster risk reduction and their recommendations, as well as relevant regional agreements for the implementation of the Hyogo Framework for Action; d) To identify modalities of cooperation based on commitments to implement a post 2015 framework for disaster risk reduction; and e) To determine modalities for the periodic review of the implementation of a post 2015 framework for disaster risk reduction. In addition, there is a need for focused action within and across sectors by county and national government to collaborate as depicted in the following four priority areas. Priority 1: Understanding  To promote the collection, analysis, management and use of relevant data disaster risk and practical information and ensure its dissemination, taking into account the needs of different categories of users, as appropriate  To develop, periodically update and disseminate, as appropriate, location- based disaster risk information, including risk maps, to decision makers, the general public and communities at risk of exposure to disaster in an appropriate format by using, as applicable, geospatial information technology  To systematically evaluate, record, share and publicly account for disaster losses and understand the economic, social, health, education, environmental and cultural heritage impacts, as appropriate, in the context of event-specific hazard-exposure and vulnerability information  To make non-sensitive hazard-exposure, vulnerability, risk, disaster and loss-disaggregated information freely available and accessible, as appropriate 227

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| Commitment (9) - Building peaceful, just and inclusive societies, where no one is left behind, where all, irrespective of race, color, religion, sex, age, disability, language, ethnic origin, sexual orientation and gender identity or expression, feel valued and are able to shape their own destiny and contribute to the prosperity of their societies | | |  Improving shelter standards of households/ homes for the old through integration of young, local authorities and old community members to take responsibility and help mobilize resources  Invite all community members and ensure they gift and voice for the rights of the elderly. | | |

| Commitment (10) -Providing quality, timely and disaggregated data, that ensures privacy of citizens and is also inclusive of younger adolescents, investing in digital health innovations, including in big data systems, and improvement of data systems to inform policies aimed at achieving sustainable development | | |  Ensure universal access to quality reproductive health services, including prevention and management of GBV, in humanitarian and fragile contexts  Integrate population issues into the formulation, implementation, monitoring and evaluation of all policies and programmes relating to sustainable development at county, sub-county, levels ward and village levels  Increase availability and accessibility to high-quality, timely and reliable population and related data at county, and sub-county levels, disaggregated by income, gender, age, ethnicity, migratory status, disability and geographic location | | |

| | Sendai Framework for Disaster Risk Reduction 2015 – 2030 | | | | |

| | The Sendai Framework for Disaster Risk Reduction 2015–2030 was adopted at the Third United Nations World | | | | |

| | Conference on Disaster Risk Reduction, held from 14 to 18 March 2015 in Sendai, Miyagi, Japan, which represented | | | | |

| | a) To adopt a concise, focused, forward-looking and action-oriented post 2015 framework for disaster risk | | | | |

| | b) To complete the assessment and review of the implementation of the Hyogo Framework for Action 2005– | | | | |

| | 2015: Building the Resilience of Nations and Communities to Disasters; | | | | |

| | c) To consider the experience gained through the regional and national strategies/ institutions and plans for | | | | |

| | disaster risk reduction and their recommendations, as well as relevant regional agreements for the | | | | |

| | implementation of the Hyogo Framework for Action; | | | | |

| | d) To identify modalities of cooperation based on commitments to implement a post 2015 framework for | | | | |

| | e) To determine modalities for the periodic review of the implementation of a post 2015 framework for disaster | | | | |

| | In addition, there is a need for focused action within and across sectors by county and national government to | | | | |

| | collaborate as depicted in the following four priority areas. | | | | |

| Priority 1: Understanding disaster risk | | |  To promote the collection, analysis, management and use of relevant data and practical information and ensure its dissemination, taking into account the needs of different categories of users, as appropriate  To develop, periodically update and disseminate, as appropriate, location- based disaster risk information, including risk maps, to decision makers, the general public and communities at risk of exposure to disaster in an appropriate format by using, as applicable, geospatial information technology  To systematically evaluate, record, share and publicly account for disaster losses and understand the economic, social, health, education, environmental and cultural heritage impacts, as appropriate, in the context of event-specific hazard-exposure and vulnerability information  To make non-sensitive hazard-exposure, vulnerability, risk, disaster and loss-disaggregated information freely available and accessible, as appropriate | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  To promote real time access to reliable data, make use of space and in situ information, including geographic information systems (GIS), and use information and communications technology innovations to enhance measurement tools and the collection, analysis and dissemination of data  To build the knowledge of government officials at all levels, civil society, communities and volunteers, as well as the private sector, through sharing experiences, lessons learned, good practices and training and education on disaster risk reduction, including the use of existing training and education mechanisms and peer learning  To promote and improve dialogue and cooperation among scientific and technological communities, other relevant stakeholders and policymakers in order to facilitate a science policy interface for effective decision- making in disaster risk management  To ensure the use of traditional, indigenous and local knowledge and practices, as appropriate, to complement scientific knowledge in disaster risk assessment and the development and implementation of policies, strategies, plans and programmes of specific sectors, with a cross-sectoral approach, which should be tailored to localities and to the context  To strengthen technical and scientific capacity to capitalize on and consolidate existing knowledge and to develop and apply methodologies and models to assess disaster risks, vulnerabilities and exposure to all hazards  To promote investments in innovation and technology development in long-term, multi-hazard and solution-driven research in disaster risk management to address gaps, obstacles, interdependencies and social, economic, educational and environmental challenges and disaster risks  To promote the incorporation of disaster risk knowledge, including disaster prevention, mitigation, preparedness, response, recovery and rehabilitation, in formal and non-formal education, as well as in civic education at all levels, as well as in professional education and training  To apply risk information in all its dimensions of vulnerability, capacity and exposure of persons, communities, countries and assets, as well as hazard characteristics, to develop and implement disaster risk reduction policies  To enhance collaboration among people at the local level to disseminate disaster risk information through the involvement of community-based organizations and nongovernmental organizations. Priority 2: Strengthening  To mainstream and integrate disaster risk reduction within and across all disaster risk governance to sectors and review and promote the coherence and further development, manage disaster risk as appropriate, of county frameworks of laws, regulations and public policies, which, by defining roles and responsibilities, guide the public and private sectors in: (i) addressing disaster risk in publicly owned, managed or regulated services and infrastructures; (ii) promoting and providing incentives, as relevant, for actions by persons, households, communities and businesses; (iii) enhancing relevant mechanisms and initiatives for disaster risk transparency, which may include financial incentives, public awareness-raising and training initiatives, reporting requirements and legal and administrative measures; and (iv) putting in place coordination and organizational structures  To adopt and implement national and local disaster risk reduction strategies and plans, across different timescales, with targets, indicators and time frames, aimed at preventing the creation of risk, the reduction of existing risk and the strengthening of economic, social, health and environmental resilience 228

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| | | |  To promote real time access to reliable data, make use of space and in situ information, including geographic information systems (GIS), and use information and communications technology innovations to enhance measurement tools and the collection, analysis and dissemination of data  To build the knowledge of government officials at all levels, civil society, communities and volunteers, as well as the private sector, through sharing experiences, lessons learned, good practices and training and education on disaster risk reduction, including the use of existing training and education mechanisms and peer learning  To promote and improve dialogue and cooperation among scientific and technological communities, other relevant stakeholders and policymakers in order to facilitate a science policy interface for effective decision- making in disaster risk management  To ensure the use of traditional, indigenous and local knowledge and practices, as appropriate, to complement scientific knowledge in disaster risk assessment and the development and implementation of policies, strategies, plans and programmes of specific sectors, with a cross-sectoral approach, which should be tailored to localities and to the context  To strengthen technical and scientific capacity to capitalize on and consolidate existing knowledge and to develop and apply methodologies and models to assess disaster risks, vulnerabilities and exposure to all hazards  To promote investments in innovation and technology development in long-term, multi-hazard and solution-driven research in disaster risk management to address gaps, obstacles, interdependencies and social, economic, educational and environmental challenges and disaster risks  To promote the incorporation of disaster risk knowledge, including disaster prevention, mitigation, preparedness, response, recovery and rehabilitation, in formal and non-formal education, as well as in civic education at all levels, as well as in professional education and training  To apply risk information in all its dimensions of vulnerability, capacity and exposure of persons, communities, countries and assets, as well as hazard characteristics, to develop and implement disaster risk reduction policies  To enhance collaboration among people at the local level to disseminate disaster risk information through the involvement of community-based organizations and nongovernmental organizations. | | |

| Priority 2: Strengthening disaster risk governance to manage disaster risk | | |  To mainstream and integrate disaster risk reduction within and across all sectors and review and promote the coherence and further development, as appropriate, of county frameworks of laws, regulations and public policies, which, by defining roles and responsibilities, guide the public and private sectors in: (i) addressing disaster risk in publicly owned, managed or regulated services and infrastructures; (ii) promoting and providing incentives, as relevant, for actions by persons, households, communities and businesses; (iii) enhancing relevant mechanisms and initiatives for disaster risk transparency, which may include financial incentives, public awareness-raising and training initiatives, reporting requirements and legal and administrative measures; and (iv) putting in place coordination and organizational structures  To adopt and implement national and local disaster risk reduction strategies and plans, across different timescales, with targets, indicators and time frames, aimed at preventing the creation of risk, the reduction of existing risk and the strengthening of economic, social, health and environmental resilience | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  To carry out an assessment of the technical, financial and administrative disaster risk management capacity to deal with the identified risks at the cunty level  To encourage the establishment of necessary mechanisms and incentives to ensure high levels of compliance with the existing safety-enhancing provisions of sectoral laws and regulations, including those addressing land use and urban planning, building codes, environmental and resource management and health and safety standards, and update them, where needed, to ensure an adequate focus on disaster risk management  To develop and strengthen, as appropriate, mechanisms to follow up, periodically assess and publicly report on progress on national and local plans; and promote public scrutiny and encourage institutional debates, including by parliamentarians and other relevant officials, on progress reports of local and national plans for disaster risk reduction  To assign, as appropriate, clear roles and tasks to community representatives within disaster risk management institutions and processes and decision-making through relevant legal frameworks, and undertake comprehensive public and community consultations during the development of such laws and regulations to support their implementation  To empower the sub-county administrators, as appropriate, through regulatory and financial means to work and coordinate with civil society, communities and indigenous peoples and migrants in disaster risk management at the devolved levels  To encourage parliamentarians to support the implementation of disaster risk reduction by developing new or amending relevant legislation and setting budget allocations. Priority 3: Investing in  To allocate the necessary resources, including finance and logistics, as disaster risk reduction for appropriate, at all levels of administration for the development and the resilience implementation of disaster risk reduction strategies, policies, plans, laws and regulations in all relevant sectors  To promote mechanisms for disaster risk transfer and insurance, risk- sharing and retention and financial protection, as appropriate, for both public and private investment in order to reduce the financial impact of disasters on societies, in urban and rural areas  To strengthen, as appropriate, disaster-resilient public and private investments, particularly through structural, non-structural and functional disaster risk prevention and reduction measures in critical facilities, in particular schools and hospitals and physical infrastructures, building better from the start to withstand hazards through proper design and construction, including the use of the principles of universal design and the standardization of building materials; retrofitting and rebuilding; nurturing a culture of maintenance; and taking into account economic, social, structural, technological and environmental impact assessments;  To protect or support the protection of cultural and collecting institutions and other sites of historical, cultural heritage and religious interest  To promote the disaster risk resilience of workplaces through structural and non-structural measures  To promote the mainstreaming of disaster risk assessments into land-use policy development and implementation, including urban planning, land degradation assessments and informal and non-permanent housing, and the use of guidelines and follow-up tools informed by anticipated demographic and environmental changes 229

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| | | |  To carry out an assessment of the technical, financial and administrative disaster risk management capacity to deal with the identified risks at the cunty level  To encourage the establishment of necessary mechanisms and incentives to ensure high levels of compliance with the existing safety-enhancing provisions of sectoral laws and regulations, including those addressing land use and urban planning, building codes, environmental and resource management and health and safety standards, and update them, where needed, to ensure an adequate focus on disaster risk management  To develop and strengthen, as appropriate, mechanisms to follow up, periodically assess and publicly report on progress on national and local plans; and promote public scrutiny and encourage institutional debates, including by parliamentarians and other relevant officials, on progress reports of local and national plans for disaster risk reduction  To assign, as appropriate, clear roles and tasks to community representatives within disaster risk management institutions and processes and decision-making through relevant legal frameworks, and undertake comprehensive public and community consultations during the development of such laws and regulations to support their implementation  To empower the sub-county administrators, as appropriate, through regulatory and financial means to work and coordinate with civil society, communities and indigenous peoples and migrants in disaster risk management at the devolved levels  To encourage parliamentarians to support the implementation of disaster risk reduction by developing new or amending relevant legislation and setting budget allocations. | | |

| Priority 3: Investing in disaster risk reduction for resilience | | |  To allocate the necessary resources, including finance and logistics, as appropriate, at all levels of administration for the development and the implementation of disaster risk reduction strategies, policies, plans, laws and regulations in all relevant sectors  To promote mechanisms for disaster risk transfer and insurance, risk- sharing and retention and financial protection, as appropriate, for both public and private investment in order to reduce the financial impact of disasters on societies, in urban and rural areas  To strengthen, as appropriate, disaster-resilient public and private investments, particularly through structural, non-structural and functional disaster risk prevention and reduction measures in critical facilities, in particular schools and hospitals and physical infrastructures, building better from the start to withstand hazards through proper design and construction, including the use of the principles of universal design and the standardization of building materials; retrofitting and rebuilding; nurturing a culture of maintenance; and taking into account economic, social, structural, technological and environmental impact assessments;  To protect or support the protection of cultural and collecting institutions and other sites of historical, cultural heritage and religious interest  To promote the disaster risk resilience of workplaces through structural and non-structural measures  To promote the mainstreaming of disaster risk assessments into land-use policy development and implementation, including urban planning, land degradation assessments and informal and non-permanent housing, and the use of guidelines and follow-up tools informed by anticipated demographic and environmental changes | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions  To promote the mainstreaming of disaster risk assessment, mapping and management into rural development planning and management of, inter alia, mountains, rivers, coastal flood plain areas, drylands, wetlands and all other areas prone to droughts and flooding, including through the identification of areas that are safe for human settlement, and at the same time preserving ecosystem functions that help to reduce risks  To encourage the revision of existing or the development of new building codes and standards and rehabilitation and reconstruction practices at the county level, as appropriate, with the aim of making them more applicable within the local context, particularly in informal and marginal human settlements, and reinforce the capacity to implement, survey and enforce such codes through an appropriate approach, with a view to fostering disaster-resistant structures  To enhance the resilience of national health systems, including by integrating disaster risk management into primary, secondary and tertiary health care, especially at the county level; developing the capacity of health workers in understanding disaster risk and applying and implementing disaster risk reduction approaches in health work; promoting and enhancing the training capacities in the field of disaster medicine; and supporting and training community health groups in disaster risk reduction approaches in health programmes, in collaboration with other sectors  To strengthen the design and implementation of inclusive policies and social safety-net mechanisms, including through community involvement, integrated with livelihood enhancement programmes, and access to basic health-care services, including maternal, newborn and child health, sexual and reproductive health, food security and nutrition, housing and education, towards the eradication of poverty, to find durable solutions in the post-disaster phase and to empower and assist people disproportionately affected by disasters  People with life-threatening and chronic disease, due to their particular needs, should be included in the design of policies and plans to manage their risks before, during and after disasters, including having access to life-saving services;  To encourage the adoption of policies and programmes addressing disaster-induced human mobility to strengthen the resilience of affected people and that of host communities, in accordance with national laws and circumstances  To promote, as appropriate, the integration of disaster risk reduction considerations and measures in financial and fiscal instruments  To strengthen the sustainable use and management of ecosystems and implement integrated environmental and natural resource management approaches that incorporate disaster risk reduction  To increase business resilience and protection of livelihoods and productive assets throughout the supply chains, ensure continuity of services and integrate disaster risk management into business models and practices  To strengthen the protection of livelihoods and productive assets, including livestock, working animals, tools and seeds  To promote and integrate disaster risk management approaches throughout the tourism industry, given the often-heavy reliance on tourism as a key economic driver Priority 4: Enhancing disaster  To prepare or review and periodically update disaster preparedness and preparedness for effective contingency policies, plans and programmes with the involvement of the 230

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| | | |  To promote the mainstreaming of disaster risk assessment, mapping and management into rural development planning and management of, inter alia, mountains, rivers, coastal flood plain areas, drylands, wetlands and all other areas prone to droughts and flooding, including through the identification of areas that are safe for human settlement, and at the same time preserving ecosystem functions that help to reduce risks  To encourage the revision of existing or the development of new building codes and standards and rehabilitation and reconstruction practices at the county level, as appropriate, with the aim of making them more applicable within the local context, particularly in informal and marginal human settlements, and reinforce the capacity to implement, survey and enforce such codes through an appropriate approach, with a view to fostering disaster-resistant structures  To enhance the resilience of national health systems, including by integrating disaster risk management into primary, secondary and tertiary health care, especially at the county level; developing the capacity of health workers in understanding disaster risk and applying and implementing disaster risk reduction approaches in health work; promoting and enhancing the training capacities in the field of disaster medicine; and supporting and training community health groups in disaster risk reduction approaches in health programmes, in collaboration with other sectors  To strengthen the design and implementation of inclusive policies and social safety-net mechanisms, including through community involvement, integrated with livelihood enhancement programmes, and access to basic health-care services, including maternal, newborn and child health, sexual and reproductive health, food security and nutrition, housing and education, towards the eradication of poverty, to find durable solutions in the post-disaster phase and to empower and assist people disproportionately affected by disasters  People with life-threatening and chronic disease, due to their particular needs, should be included in the design of policies and plans to manage their risks before, during and after disasters, including having access to life-saving services;  To encourage the adoption of policies and programmes addressing disaster-induced human mobility to strengthen the resilience of affected people and that of host communities, in accordance with national laws and circumstances  To promote, as appropriate, the integration of disaster risk reduction considerations and measures in financial and fiscal instruments  To strengthen the sustainable use and management of ecosystems and implement integrated environmental and natural resource management approaches that incorporate disaster risk reduction  To increase business resilience and protection of livelihoods and productive assets throughout the supply chains, ensure continuity of services and integrate disaster risk management into business models and practices  To strengthen the protection of livelihoods and productive assets, including livestock, working animals, tools and seeds  To promote and integrate disaster risk management approaches throughout the tourism industry, given the often-heavy reliance on tourism as a key economic driver | | |

| Priority 4: Enhancing disaster preparedness for effective | | |  To prepare or review and periodically update disaster preparedness and contingency policies, plans and programmes with the involvement of the | | |

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Aspirations / Goals County Government Contributions/ Strategic Interventions response and to “Build Back relevant institutions, considering climate change scenarios and their Better” in recovery, impact on disaster risk, and facilitating, as appropriate, the participation rehabilitation and of all sectors and relevant stakeholders reconstruction  To invest in, develop, maintain and strengthen people-centred multi- hazard, multisectoral forecasting and early warning systems, disaster risk and emergency communications mechanisms, social technologies and hazard-monitoring telecommunications systems; develop such systems through a participatory process; tailor them to the needs of users, including social and cultural requirements, in particular gender; promote the application of simple and low-cost early warning equipment and facilities; and broaden release channels for natural disaster early warning information  To promote the resilience of new and existing critical infrastructure, including water, transportation and telecommunications infrastructure, educational facilities, hospitals and other health facilities, to ensure that they remain safe, effective and operational during and after disasters in order to provide live-saving and essential services  To establish community centres for the promotion of public awareness and the stockpiling of necessary materials to implement rescue and relief activities  To adopt public policies and actions that support the role of public service workers to establish or strengthen coordination and funding mechanisms and procedures for relief assistance and plan and prepare for post-disaster recovery and reconstruction  To train the existing workforce and voluntary workers in disaster response and strengthen technical and logistical capacities to ensure better response in emergencies  To ensure the continuity of operations and planning, including social and economic recovery, and the provision of basic services in the post- disaster phase  To promote regular disaster preparedness, response and recovery exercises, including evacuation drills, training and the establishment of area-based support systems, with a view to ensuring rapid and effective response to disasters and related displacement, including access to safe shelter, essential food and non-food relief supplies, as appropriate to county needs  To promote the cooperation of diverse institutions, multiple authorities and related stakeholders at all levels, including affected communities and business, in view of the complex and costly nature of post-disaster reconstruction, under the coordination of national authorities;  To consider the relocation of public facilities and infrastructures to areas outside the risk range, wherever possible, in the post-disaster reconstruction process, in consultation with the people concerned, as appropriate  To strengthen the capacity of local authorities to evacuate persons living in disaster-prone areas  To establish a mechanism of case registry and a database of mortality caused by disaster in order to improve the prevention of morbidity and mortality  To enhance recovery schemes to provide psychosocial support and mental health services for all people in need. 231

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| response and to “Build Back Better” in recovery, rehabilitation and reconstruction | | | relevant institutions, considering climate change scenarios and their impact on disaster risk, and facilitating, as appropriate, the participation of all sectors and relevant stakeholders  To invest in, develop, maintain and strengthen people-centred multi- hazard, multisectoral forecasting and early warning systems, disaster risk and emergency communications mechanisms, social technologies and hazard-monitoring telecommunications systems; develop such systems through a participatory process; tailor them to the needs of users, including social and cultural requirements, in particular gender; promote the application of simple and low-cost early warning equipment and facilities; and broaden release channels for natural disaster early warning information  To promote the resilience of new and existing critical infrastructure, including water, transportation and telecommunications infrastructure, educational facilities, hospitals and other health facilities, to ensure that they remain safe, effective and operational during and after disasters in order to provide live-saving and essential services  To establish community centres for the promotion of public awareness and the stockpiling of necessary materials to implement rescue and relief activities  To adopt public policies and actions that support the role of public service workers to establish or strengthen coordination and funding mechanisms and procedures for relief assistance and plan and prepare for post-disaster recovery and reconstruction  To train the existing workforce and voluntary workers in disaster response and strengthen technical and logistical capacities to ensure better response in emergencies  To ensure the continuity of operations and planning, including social and economic recovery, and the provision of basic services in the post- disaster phase  To promote regular disaster preparedness, response and recovery exercises, including evacuation drills, training and the establishment of area-based support systems, with a view to ensuring rapid and effective response to disasters and related displacement, including access to safe shelter, essential food and non-food relief supplies, as appropriate to county needs  To promote the cooperation of diverse institutions, multiple authorities and related stakeholders at all levels, including affected communities and business, in view of the complex and costly nature of post-disaster reconstruction, under the coordination of national authorities;  To consider the relocation of public facilities and infrastructures to areas outside the risk range, wherever possible, in the post-disaster reconstruction process, in consultation with the people concerned, as appropriate  To strengthen the capacity of local authorities to evacuate persons living in disaster-prone areas  To establish a mechanism of case registry and a database of mortality caused by disaster in order to improve the prevention of morbidity and mortality  To enhance recovery schemes to provide psychosocial support and mental health services for all people in need. | | |

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4.4 Cross-Sectoral Linkages The cross-sectoral linkages provide for impacts of each sectoral programme and appropriate actions to harness cross-sector synergies or mitigate adverse cross-sector impacts. In harnessing cross-sector synergies, the county has made considerations in respect to harnessing cross-sector synergies arising from possible programme impacts. On mitigating adverse cross-sector impacts, the county looks into the measures that will be adopted to avoid or manage potential adverse cross-sector impacts. This is presented hereinafter. Table 51: Cross-sectoral Impacts Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects 4.4.1 Blue Economy, Agriculture & Livestock Crop Development Health Improved health and  Negative health effects of pesticide use;  Increase production to promote food security nutrition Activities can create breeding sites for and nutrition; Training on safe use of vectors pesticides and increase surveillance; Encourage vector control Environmental Promotion of green city  Negative environmental impact from  Promote urban and peri urban agriculture and Protection, Water and pesticide uses and production of agricultural 10% farm forest policy; Training on GAP Natural Resources waste; Competing use of portable water (Good Agricultural Practices); Promote water harvesting and conservation technologies Social Protection, Alleviation of poverty and  Creation of dependency syndrome  Participatory approach to program planning Culture and Recreation social protection and implementation; implementation of agriculturally based social protection programs General Economic, And Income generation and  Increased Rural urban migration; Increase in  Promote value addition and cottage Commercial Affairs creation of employment budgetary allocation required by the industries; Diversification of enterprises; department Promotion of agro tourism; Resource mobilization from partners and PPP Education Improvement of child health  Child labour in farms  Increase production to promote food security increasing retention of pupils and nutrition; Discourage use of child labour in agriculture through sensitization Energy, Infrastructure Improvement and  Fragmentation of agricultural land  Mobilize farmers to provide for access roads and ICT maintenance of farm roads in the farms; Policy on agricultural land management Public Administration & Enhanced Staff development  Overlapping departmental and/or  Staff development plans; Development of International (or Inter- Creation of a conducive intergovernmental functions policies and bills Government) Relations working environment  Inefficient service delivery Livestock Health Improved health and  Negative health effects from misuse of  Training on prudent use of animal drugs and Development nutrition to households in animal drugs chemicals Mombasa County  Encourage vector control and animal welfare 232

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| | 4.4.1 Blue Economy, Agriculture & Livestock | | | | | | | | | | | | | |

| Crop Development | | | Health | | | Improved health and nutrition | | |  Negative health effects of pesticide use; Activities can create breeding sites for vectors | | |  Increase production to promote food security and nutrition; Training on safe use of pesticides and increase surveillance; Encourage vector control | | |

| | | | Environmental Protection, Water and Natural Resources | | | Promotion of green city | | |  Negative environmental impact from pesticide uses and production of agricultural waste; Competing use of portable water | | |  Promote urban and peri urban agriculture and 10% farm forest policy; Training on GAP (Good Agricultural Practices); Promote water harvesting and conservation technologies | | |

| | | | Social Protection, Culture and Recreation | | | Alleviation of poverty and social protection | | |  Creation of dependency syndrome | | |  Participatory approach to program planning and implementation; implementation of agriculturally based social protection programs | | |

| | | | General Economic, And Commercial Affairs | | | Income generation and creation of employment | | |  Increased Rural urban migration; Increase in budgetary allocation required by the department | | |  Promote value addition and cottage industries; Diversification of enterprises; Promotion of agro tourism; Resource mobilization from partners and PPP | | |

| | | | Education | | | Improvement of child health increasing retention of pupils | | |  Child labour in farms | | |  Increase production to promote food security and nutrition; Discourage use of child labour in agriculture through sensitization | | |

| | | | Energy, Infrastructure and ICT | | | Improvement and maintenance of farm roads | | |  Fragmentation of agricultural land | | |  Mobilize farmers to provide for access roads in the farms; Policy on agricultural land management | | |

| | | | Public Administration & International (or Inter- Government) Relations | | | Enhanced Staff development Creation of a conducive working environment | | |  Overlapping departmental and/or intergovernmental functions  Inefficient service delivery | | |  Staff development plans; Development of policies and bills | | |

| | Livestock | | Health | | | Improved health and nutrition to households in Mombasa County | | |  Negative health effects from misuse of animal drugs | | |  Training on prudent use of animal drugs and chemicals  Encourage vector control and animal welfare | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects  Activities can create breeding sites for  Increase production to promote food security vectors and nutrition  Negative health from animal diseases  Implement one health approach (zoonotic diseases)  Negative health due to low production of foods of animal origin Environmental Contribution to waste  Environmental degradation due to  Use of modern technologies of fodder Protection, Water and management overstocking production Natural Resources Planting of fodder trees  Negative environmental impact from  Promote prudent animal waste management which protects water and pesticides and greenhouse gases emission. by sorting of Livestock waste and making use natural resources  Competing portable water in animal feed  Promote production of organic manure from waste  Training on modern integrated livestock production practices  Promote Water harvesting and conservation technologies Social Protection, Alleviation of poverty and  Perceived as a poor man’s job  Participatory approach to program planning Culture and Recreation social protection  Slow returns to investment and implementation  Implementation of livestock based social protection programs General Economic and Income generation and  Increased Peri urban to urban migration  Promote Livestock based value addition and Commercial Affairs creation of employment cottage industries in the peri urban parts of Revenue generation the County  Diversification of Livestock enterprises Education Improvement of child health  Child labour in farms  Increase production to promote food security increasing retention of pupils and nutrition in schools  Discourage use of child labour in livestock- Use of schools to promote based enterprises through sensitization and livestock production surveillance Energy, Infrastructure Improvement and  Increase in cost of infrastructure  Policy on agricultural land management and ICT maintenance of farm roads development due to fragmentation of  Promote use of green energy from livestock Contribution on alternative agricultural land waste. sources of energy (Biogas) Public Administration & Livestock subsector capacity  Overlapping intergovernmental functions  Staff development plans International (Or Inter- development  Inefficient service delivery  Development of policies and bills Government) Relations Creation of a conducive working environment 233

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| | | | | | | | | |  Activities can create breeding sites for vectors  Negative health from animal diseases (zoonotic diseases)  Negative health due to low production of foods of animal origin | | |  Increase production to promote food security and nutrition  Implement one health approach | | |

| | | | Environmental Protection, Water and Natural Resources | | | Contribution to waste management Planting of fodder trees which protects water and natural resources | | |  Environmental degradation due to overstocking  Negative environmental impact from pesticides and greenhouse gases emission.  Competing portable water | | |  Use of modern technologies of fodder production  Promote prudent animal waste management by sorting of Livestock waste and making use in animal feed  Promote production of organic manure from waste  Training on modern integrated livestock production practices  Promote Water harvesting and conservation technologies | | |

| | | | Social Protection, Culture and Recreation | | | Alleviation of poverty and social protection | | |  Perceived as a poor man’s job  Slow returns to investment | | |  Participatory approach to program planning and implementation  Implementation of livestock based social protection programs | | |

| | | | General Economic and Commercial Affairs | | | Income generation and creation of employment Revenue generation | | |  Increased Peri urban to urban migration | | |  Promote Livestock based value addition and cottage industries in the peri urban parts of the County  Diversification of Livestock enterprises | | |

| | | | Education | | | Improvement of child health increasing retention of pupils in schools Use of schools to promote livestock production | | |  Child labour in farms | | |  Increase production to promote food security and nutrition  Discourage use of child labour in livestock- based enterprises through sensitization and surveillance | | |

| | | | Energy, Infrastructure and ICT | | | Improvement and maintenance of farm roads Contribution on alternative sources of energy (Biogas) | | |  Increase in cost of infrastructure development due to fragmentation of agricultural land | | |  Policy on agricultural land management  Promote use of green energy from livestock waste. | | |

| | | | Public Administration & International (Or Inter- Government) Relations | | | Livestock subsector capacity development Creation of a conducive working environment | | |  Overlapping intergovernmental functions  Inefficient service delivery | | |  Staff development plans  Development of policies and bills | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Fisheries General Economic and Increase in trade and industry  Port congestion  Construction of a fish port and market Development Commercial Affairs Income generation and  Increased Rural urban migration  Promote value addition and cottage industries creation of employment  Diversification of enterprises Revenue generation Health Improved health and  Negative health effects from poor fish  Increase production to promote food security nutrition handling and nutrition  Training on post-harvest handling and preservation and increase surveillance  Construct post-harvest handling and quality assurance facilities Environmental Protection of the marine  Negative environmental impact from  Promote marine conservation Protection, Water and ecosystem depletion of rare and endangered fish  Training on marine ecosystem management Natural Resources species  Promote water harvesting and conservation  Environmental pollution from fishing technologies activities  Competing water usage Social Protection, Alleviation of poverty and  Creation of dependency syndrome  Participatory approach to program planning Culture and Recreation social protection and implementation  Implementation of fisheries based social protection programs General Economic and Income generation and  Increased Rural urban migration  Promote value addition and cottage industries Commercial Affairs creation of employment  Increase in budgetary allocation required by  Diversification of enterprises the department  Promote sport fishing and ornamental fish production  Resource mobilization from partners and PPP Energy, Infrastructure Improvement and  Destruction of the marine ecosystem  Mobilize fisher folk to provide for access and ICT maintenance of fisheries roads and land for fisheries infrastructure infrastructure  Policy on fisheries management Public Administration & Enhanced Staff development  Overlapping departmental and/or  Staff development plans International (Or Inter- Creation of a conducive intergovernmental functions  Development of policies and bills Government) Relations working environment  Inefficient service delivery 234

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| Fisheries Development | | | General Economic and Commercial Affairs | | | Increase in trade and industry Income generation and creation of employment Revenue generation | | |  Port congestion  Increased Rural urban migration | | |  Construction of a fish port and market  Promote value addition and cottage industries  Diversification of enterprises | | |

| | | | Health | | | Improved health and nutrition | | |  Negative health effects from poor fish handling | | |  Increase production to promote food security and nutrition  Training on post-harvest handling and preservation and increase surveillance  Construct post-harvest handling and quality assurance facilities | | |

| | | | Environmental Protection, Water and Natural Resources | | | Protection of the marine ecosystem | | |  Negative environmental impact from depletion of rare and endangered fish species  Environmental pollution from fishing activities  Competing water usage | | |  Promote marine conservation  Training on marine ecosystem management  Promote water harvesting and conservation technologies | | |

| | | | Social Protection, Culture and Recreation | | | Alleviation of poverty and social protection | | |  Creation of dependency syndrome | | |  Participatory approach to program planning and implementation  Implementation of fisheries based social protection programs | | |

| | | | General Economic and Commercial Affairs | | | Income generation and creation of employment | | |  Increased Rural urban migration  Increase in budgetary allocation required by the department | | |  Promote value addition and cottage industries  Diversification of enterprises  Promote sport fishing and ornamental fish production  Resource mobilization from partners and PPP | | |

| | | | Energy, Infrastructure and ICT | | | Improvement and maintenance of fisheries infrastructure | | |  Destruction of the marine ecosystem | | |  Mobilize fisher folk to provide for access roads and land for fisheries infrastructure  Policy on fisheries management | | |

| | | | Public Administration & International (Or Inter- Government) Relations | | | Enhanced Staff development Creation of a conducive working environment | | |  Overlapping departmental and/or intergovernmental functions  Inefficient service delivery | | |  Staff development plans  Development of policies and bills | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects 4.4.2 Education & Digital Transformation Inclusive Early Transport &  Construction of  Pulling down of dilapidated classrooms  Develop improved learning environment childhood Infrastructure classrooms and offices  Create access to ECDE centers and health Development  Provision of facilities construction physical  Help in designing appropriate and affordable plans, Bill of Quantities equipment for young children.  Technical support & supervising progress of construction of ECDE centers Environment and solid Connection of sewer lines  Environment pollution  Comply and enforce NEMA regulations waste management Department of Health Provision of health services  Ensuring optimal health of the children  Community mobilization on health issues  Ensuring Sanitation and food safety  Enhance maternal health and child health care  Capacity building at all levels  Hygiene education Department of Water Provision of clean and safe  Clean drinking water  Connect water to schools water for drinking & for  Build capacity in water sanitation management/conservation at community level Department of Children Child protection  Child protection services e.g., Child rescue  Carry out advocacy on child protection at services  Identification and placement of children school and community level with special needs  Establish child rescue centers Department of Finance Allocation of funds  Improve learning and training institutions  Provide funds for ECDE programs. & Economic planning  Provide funds for support of children with disability  Provide guidance on alternative funding strategies Educational VTCs Blue Economy and  Training programs in  Inadequate of food supply  Establish of Agri Business farms in VTCs Agriculture Agri Business,  Untapped fishing industry  Developing the Agri Business curriculum  Blue Economy courses  Improper utilization of the sea  Linking agriculture field officers on urban e.g., Hospitality, Under- farming methods water welding and  Exploring on all skills required to realize Blue Seafarers courses Economy 235

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| Inclusive Early childhood Development | | | Transport & Infrastructure | | |  Construction of classrooms and offices  Provision of construction physical plans, Bill of Quantities  Technical support & supervising progress of construction of ECDE centers | | |  Pulling down of dilapidated classrooms | | |  Develop improved learning environment  Create access to ECDE centers and health facilities  Help in designing appropriate and affordable equipment for young children. | | |

| | | | Department of Health | | | Provision of health services | | |  Ensuring optimal health of the children | | |  Community mobilization on health issues  Ensuring Sanitation and food safety  Enhance maternal health and child health care  Capacity building at all levels  Hygiene education | | |

| | | | Department of Children services | | | Child protection | | |  Child protection services e.g., Child rescue  Identification and placement of children with special needs | | |  Carry out advocacy on child protection at school and community level  Establish child rescue centers | | |

| | | | | | | | | | | | | |  Provide guidance on alternative funding | |

| Educational VTCs | | | Blue Economy and Agriculture | | |  Training programs in Agri Business,  Blue Economy courses e.g., Hospitality, Under- water welding and Seafarers courses | | |  Inadequate of food supply  Untapped fishing industry  Improper utilization of the sea | | |  Establish of Agri Business farms in VTCs  Developing the Agri Business curriculum  Linking agriculture field officers on urban farming methods  Exploring on all skills required to realize Blue Economy | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Water and Natural Greening of VTCs  Drought / lack of Rains /  Supply of seedlings and seeds on trees and Recourses different plans Trade and Tourism  Marketing of products  Unsold products  Linking students with trade and marketing from VTCs and Home  Lack support from the Government officers crafts centers  Establishment of showrooms in VTCs  Engaging VTCs and  Participating in exhibition/trade fairs Home Craft centres in preparing tourism attractive products Youth  Connection to youth  Joining militia gang groups  Linking with the youth department groups  Unskilled population  Leverage on the existing affirmative funds.  Linking VTC graduates  Indulge in drug misuse and abuse to jobs 4.4.3 Environment & Solid Waste Management Environment Trade Connection to market Pulling down of structures  Establishment of market centres and parking Compliance and centres on road reserve bays along the roads Enforcement  Develop a resettlement plan Environment Conservation of environment Environment pollution  Comply and enforce NEMA guidelines in addressing pollution Water, Infrastructure & Rehabilitation of catchment Threats to animal and plant species, change in  Collaboration with sector actor’s ad PSA and riparian areas and vegetation composition and structure, and enactment of environmental conservation increase in proportion of depletion of water quality and quantity through and protection policies land area covered by forest the destruction of catchments and underground aquifers. creates a window for invasive species, new pests and diseases Climate change Water, Infrastructure & Increased in forest cover; Climate change, decrease in forest coverage,  Collaboration with sector actors and PSA access to safe and clean rapid deterioration of land cover leading to enactment of overarching climate change water; better river discharge; changing rainfall resulting droughts and legislation to provide the framework for reduction in waste related flooding, loss of biodiversity coordinated implementation of climate diseases; and reduction in change responses and action plans activities emitting noise above permissible levels 4.4.4 Finance & Economic Planning General Public Human resource Biasness in  Preparation and implementation of a human Administration, Administration management and planning recruitment and resource development plan Planning and & Intergovernmental deployment of staff support Relations  Planned and timely staff request; 236

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| | | | Trade and Tourism | | |  Marketing of products from VTCs and Home crafts centers  Engaging VTCs and Home Craft centres in preparing tourism attractive products | | |  Unsold products  Lack support from the Government | | |  Linking students with trade and marketing officers  Establishment of showrooms in VTCs  Participating in exhibition/trade fairs | | |

| | 4.4.3 Environment & Solid Waste Management | | | | | | | | | | | | | |

| | | | | | | | | | | aquifers. creates a window for invasive species, | | | | |

| Climate change | | | Water, Infrastructure & PSA | | | Increased in forest cover; access to safe and clean water; better river discharge; reduction in waste related diseases; and reduction in activities emitting noise above permissible levels | | | Climate change, decrease in forest coverage, rapid deterioration of land cover leading to changing rainfall resulting droughts and flooding, loss of biodiversity | | |  Collaboration with sector actors and enactment of overarching climate change legislation to provide the framework for coordinated implementation of climate change responses and action plans | | |

| General Administration, Planning and support | | | Public Administration & Intergovernmental Relations | | | Human resource management and planning | | | Biasness in recruitment and deployment of staff | | |  Preparation and implementation of a human resource development plan  Planned and timely staff request; | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects services  Development of clear organograms by the sector and sub-sectors Financial All sectors Resource mobilization; Conflict of interest;  Timely preparation of risk assessment reports Management Revenue collection; Red tape conflict; and other financial reports; Capacity building Services Adherence to statutory Delayed releases and operations on statutory requirements and prudent requirements; financial management; Prudent financial  Automation of revenue collection system; management Economic All sectors Evidence-based policy Duplication of interventions;  Establishment of central data repository and Planning, formulation; Delayed reporting; collection system; budgeting and Budget preparation and Inadequate data;  Operationalization of county statistics Policy implementation; Non-adherence to set timelines; infrastructure Coordination Data collection, Analysis Red tape conflict  Capacity building on PFM Act and other and dissemination; financial regulations Sectoral reports  Formulation and Implementation of key Preparation; policies (e.g., county social protection strategy) 4.4.5 Health Services General Office of the Governor Public participation in Slows decision making  Implement the public participation Administration, and PSA promotion of health framework Planning, M&E and Support Services Curative and Transport & Improve access to health Loss of lives and poor living standards  Provision of adequate means to treat and Rehabilitative Infrastructure; Education facilities; and awareness dispose wastes and health education; Health Services & Digital creation and rehabilitation partnership among health sector State and Transformation; and services for drugs and Non-State Actors to establish rehab/ drop- YGS. substance abusers in-centres across the county and establish specialized health services Preventive and Education and Social Improved reproductive Civil court cases for non-conformers  Enhance county reproductive health policies; Promotive Health Development health and enhance school create public sensitizations on the Services health program reproductive health requirements; partnership among health sector State and Non-State Actors Agriculture, Water & Improved hygiene & Pollution of environment by biomedical wastes,  Enhance county health policies; create public Environment sanitation; public health and more cases of drugs and substance abuse; water sensitizations on the health requirements; nutrition status; Zoonotic pollution and deaths collaboration in liquor licensing; and training disease surveillance 237

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| Economic Planning, budgeting and Policy Coordination | | | All sectors | | | Evidence-based policy formulation; Budget preparation and implementation; Data collection, Analysis and dissemination; Sectoral reports Preparation; | | | Duplication of interventions; Delayed reporting; Inadequate data; Non-adherence to set timelines; Red tape conflict | | |  Establishment of central data repository and collection system;  Operationalization of county statistics infrastructure  Capacity building on PFM Act and other financial regulations  Formulation and Implementation of key policies (e.g., county social protection strategy) | | |

| Preventive and Promotive Health Services | | | Education and Social Development | | | Improved reproductive health and enhance school health program | | | Civil court cases for non-conformers | | |  Enhance county reproductive health policies; create public sensitizations on the reproductive health requirements; partnership among health sector State and Non-State Actors | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects of a community health personnel in mental health and psychology 4.4.6 Lands, Housing & Urban Planning Urban and Land  All County  Provision of data to  Delay in completion of the plans  Efficient Public Participation. use Planning Departments build on the CSP and  Inaccuracy of data collected  Efficient inter-departmental communication  County Assembly Zoning Plan.  Delay in approval of the plans channel.  National  Sub County Government Administration for mobilization.  Health Services  Timely approval of  Delay in development application approvals  Back up servers in the event of system  Transport & Development downtime. Infrastructure applications  Alternative approval systems i.e., Manual  Environment approval  Water  Efficient Public Participation  MOTCO  ICT Land  County Assembly  Improved revenue  Loss of revenue  Efficient Public Participation Management  Finance collection  Proliferation of Unplanned/uncontrolled  Devolution, Public  Availability of reliable developments Service data administration Provision of  All County  Sub County   Provision of security of tenure security of tenure Departments Administration for  County Assembly mobilization  National  Improved revenue Government collection 4.4.7 Public Service Administration, Youth Gender & Sports Human Resource All sectors  Creation/abolishment of  Human resource provision  Competency based recruitment Management offices  Enhancing staff productivity  Compliance and institutionalization of NPMS  Performance advisory and monitoring General All sectors  Coordination of  Streamlined service provision  Harnessing technology to improve to service Administration government  Improved service delivery levels delivery and support business/programs and  Streamlined and safely stored staff records  Monitoring the implementation of planned services communication  Standardized implementation of government programmes  Records management activities  Capacity development in policy development  Policy reviewing and  Improved intergovernmental relations and  Engagement of relevant stakeholders approval enhanced donor support  Continuous engagement and consultation with stakeholders 238

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| | | | | | | | | | | | | | of a community health personnel in mental | |

| | | |  Health Services  Transport & Infrastructure  Environment  Water  MOTCO  ICT | | |  Timely approval of Development applications | | |  Delay in development application approvals | | |  Back up servers in the event of system downtime.  Alternative approval systems i.e., Manual approval  Efficient Public Participation | | |

| | 4.4.7 Public Service Administration, Youth Gender & Sports | | | | | | | | | | | | | |

| Human Resource Management | | | All sectors | | |  Creation/abolishment of offices  Performance advisory and monitoring | | |  Human resource provision  Enhancing staff productivity | | |  Competency based recruitment  Compliance and institutionalization of NPMS | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects  Partnerships and  Promote ease of doing business initiatives external linkages Compliance and All sectors  Corruption prevention  Good governance practices  corruption risk assessment quality assurance  Complaints Management  Accountability and transparency  continuous training/sensitization  Monitoring and  Identify non-compliance and undertake  promote stakeholder cooperation evaluation corrective measures  Undertake continuous Monitoring and  Audit periodic evaluation. Gender and All sectors  Peaceful co-existence,  Sexual Gender Based Violence, and social- Sensitize communities on sexual gender-based Disability affirmative action for based wars violence. Mainstreaming PWDs special groups; and reduced GBV Youth Education, Agriculture,  Training on ICT, Poor living standards among the youth;  Adequate funding and curriculum reforms to Development Roads, Land, Finance and agribusiness activities, dependency and high rate of unemployment suit market driven skills; funding to youth Trade access to finance for enterprises; relevant training on political, businesses, Availability social-economic opportunities; training on of lands for youths in value addition; land zooning agriculture  Increased engagement of youths in construction industry  Increased job opportunities for youths in building of roads infrastructure Sports Education and Trade Youth engagement in sports High drugs and substance abuse; high rate of  Rehabs, seminars and peer training; in Development as a profession crimes; and increased conflict between the land collaboration with sector actors to improve owners (parents) and the youths access to sports facilities 4.4.8 Tourism, Culture & Trade Trade Agriculture, rural and Provision of trading sites Lack of legal ownership documents Land entitlement development urban development (ARUD) Education and digital Business management Lack of entrepreneurial skills Training of SMEs transformation Environment and solid Solid waste management Delayed collection of garbage in markets Structured and scheduled collection of garbage waste management Transport and Infrastructure development; Delayed operations Timely implementation of works infrastructure BQs preparation; Works supervision 239

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| Compliance and quality assurance | | | All sectors | | |  Corruption prevention  Complaints Management  Monitoring and evaluation  Audit | | |  Good governance practices  Accountability and transparency  Identify non-compliance and undertake corrective measures | | |  corruption risk assessment  continuous training/sensitization  promote stakeholder cooperation  Undertake continuous Monitoring and periodic evaluation. | | |

| Youth Development | | | Education, Agriculture, Roads, Land, Finance and Trade | | |  Training on ICT, agribusiness activities, access to finance for businesses, Availability of lands for youths in agriculture  Increased engagement of youths in construction industry  Increased job opportunities for youths in building of roads infrastructure | | | Poor living standards among the youth; dependency and high rate of unemployment | | |  Adequate funding and curriculum reforms to suit market driven skills; funding to youth enterprises; relevant training on political, social-economic opportunities; training on value addition; land zooning | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Water natural resources Water supply in markets Lack of connection of water in the market Restore connectivity and climate change resilience Blue economy Provision of trading sites Lack of proper landing sites Clearly designate landing site and work with BMUs. Health Inspection of trading Lack of compliance to public health Schedule inspections to ensure compliance. facilities and issuance of requirements medical certificates to food handlers Investment Energy, Infrastructure  Set up of the IP portal.  Delayed operations  Timely implementation promotion and ICT  The strategy for the road network is to provide connectivity for vehicles within the site and also to the external transport networks.  Reliability of power will be a significant part of the value proposition for the industrial and manufacturing tenants targeted by the park Water natural resources Set up of desalination plants, Delayed operations and financial constraints. Budget early and partner with other development and climate change together with boreholes to partners in implementation. resilience supply water to the MIP. Set up of a wastewater treatment plant within the MIP. Lands Survey and proper mapping Delays in development of a RAP Fast track on the process. of squatters at the proposed industrial park. 240

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| Investment promotion | | | Energy, Infrastructure and ICT | | |  Set up of the IP portal.  The strategy for the road network is to provide connectivity for vehicles within the site and also to the external transport networks.  Reliability of power will be a significant part of the value proposition for the industrial and manufacturing tenants targeted by the park | | |  Delayed operations | | |  Timely implementation | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects MIC All Sectors  Increase in investment  Low credit worthiness  Investment porta  A strong brand name for  Environment pollution  Ease of doing business aftercare service Mombasa County  Robust brand book  Increase in investment  Marketing and visibility strategy  Increase in number of  Creation of Strategic partnerships jobs created  Comply with PPP regulations  Successful flagship  ESIA as per the IFC and NEMA standards project  Partnerships with Research and innovation  Coordinated Strategic hubs interventions  Collaboration with County Departments  Successful partnerships  Conduct investment exhibitions with sister cities  Establish Investment policy  Establish Promotion strategy  Create investor database  Create partnerships database  Collaboration with Departments Tourism Lands Identify and secure the parcel Delays in identification of land and an updated Collaboration with relevant County Department development of land to be developed for feasibility study to support the investment. (s) the Convention Centre Social Protection, Products development Conflict of interest; and limited capacity in  Harmonized operation; Culture and Recreation products development  Capacity building on products development;  Awareness creation in products development and marketing Energy, Infrastructure Online marketing platform Delayed operations Timely implementation and ICT set up Education Products marketing Biases in products support Awareness creation in products existence Energy, Infrastructure Infrastructure development Delayed operations Timely implementation of works and ICT Agriculture, Rural and Provision of sites Lack of legal ownership documents Land entitlement Urban Development (ARUD) Environmental Environmentally friendly Conflict of interest Harmonized operation protection, Water and management of the sites Natural Resources Energy, Infrastructure Online tourism information Timely implementation and ICT portal and website set up; Infrastructure development; BQs preparation; Works supervision 241

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| Tourism development | | | Lands | | | Identify and secure the parcel of land to be developed for the Convention Centre | | | Delays in identification of land and an updated feasibility study to support the investment. | | | Collaboration with relevant County Department (s) | | |

| | | | | | | | | | | | | |  Awareness creation in products development | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Agriculture, Rural and Provision of sites Lack of legal ownership documents Land entitlement Urban Development (ARUD) Cooperative Energy, Infrastructure Improve the value of Strain existing infrastructure due to increased  Need for adequate legislation and policy, development and ICT property through value population  Need for collaboration and stakeholders’ addition and land Potential source of conflict from sharing of engagement in development development (Housing resources Cooperatives) Potential to raise infrastructure bonds through cooperative engagement General Economic and Alleviation of poverty Increased taxation and licensing by the county Concessions from the county government on Commercial Affairs through creation of new government infant cooperatives and industries employment, Access to markets, Increase value of products through value additions Environmental Cooperatives participate in Involve cooperatives in the implementation of the Protection, Water and sustainable development goal 17 SDGs Natural Resources No. 13 on climate action. Public Administration & Public Administration & Public Administration & International (or Inter- Public Administration & International (or Inter- International (or Inter- International (or Inter- government) Relations government) Relations government) Relations government) Relations Social Protection, Culture Contributing to youth and Can contribute to family dispute by shifting Need for civic and family training and Recreation women empowerment power base from male domination to fair through creation of income distribution generating activities for women and youth involvement of women and youth in decision making Education Provide resources for Little impact on education-based programs Cooperatives can manage an education revolving education through school working with partners fund jointly established by the cooperatives and fees loans, improved living the county government standards; and increase sensitizations on the need for education Cultural Affairs Tourism Mombasa culture promoted,  Lack of talents development and ‘lost In partnership with sector actors conserve the talents identified and culture’ culture and promote talents in arts developed  Decrease in heritage bearers 4.4. 9 Transport & Infrastructure 242

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| | | | General Economic and Commercial Affairs | | | Alleviation of poverty through creation of new employment, Access to markets, Increase value of products through value additions | | | Increased taxation and licensing by the county government | | | Concessions from the county government on infant cooperatives and industries | | |

| | | | Public Administration & International (or Inter- government) Relations | | | Public Administration & International (or Inter- government) Relations | | | Public Administration & International (or Inter- government) Relations | | | Public Administration & International (or Inter- government) Relations | | |

| | | | Education | | | Provide resources for education through school fees loans, improved living standards; and increase sensitizations on the need for education | | | Little impact on education-based programs working with partners | | | Cooperatives can manage an education revolving fund jointly established by the cooperatives and the county government | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Road’s Trade & Environment Connection to market Pulling down of structures  Establishment of market centers and infrastructure centers on road reserve  parking bays along the roads;  Develop a resettlement plan Access to essential services Poor living standards and high cost of living  In collaboration with national government and market for produce; and other stakeholders improve on transport alternative source of energy infrastructure; utilization of renewable energy (green energy) sources Public works and Office of the Governor; Security and public lighting - Insecurity discourages opening of business  In collaboration with public identify areas county lighting and Lands, Housing & enhanced 24-7 business startups and business expansion; and high crime that needs lighting to establish proper Urban Planning; Trade & operations and reduced rate accessibility Environment crimes 4.4.10 Water, Natural Resources & Climate Change Resilience Water Supply Transport and  Disruption of water  Provision of way leave permits  Consult and engage stakeholders Infrastructure supply and quality  Provide technical inputs on pipe laying  Erect water marking post on the wayleaves  Disruption of  Easen wayleave permit issuance process construction works  Include water sector in the approval process of the development plans  Provision of pipes leaves  Compensate for water lost Public Health  Sensitization on water  Water quality monitoring and treatment  Enhance collaboration in water quality quality management  Provision of technical health inputs monitoring  Sector conflicts on  Enhance collaborations/synergies water quality  Census for boreholes and wells  Share information  Conduct water quality monitoring Land and Planning  Allocation of project  Delay in processes  Include water sector in the approval process sites and documents  Inadequate public land of the development plans  Provision of existing  Enable access of documents with ease key development plans  Recover public land or purchase land for  Technical input and infrastructure development Public Administration  Public/stakeholder  Bureaucracy  Consult and engage stakeholders mobilization and  Reduce bureaucracy engagement  Sharing if information  Provision of safer working environment 243

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| | | | | | | Access to essential services and market for produce; alternative source of energy (green energy) | | | Poor living standards and high cost of living | | |  In collaboration with national government and other stakeholders improve on transport infrastructure; utilization of renewable energy sources | | |

| | 4.4.10 Water, Natural Resources & Climate Change Resilience | | | | | | | | | | | | | |

| Water Supply | | | Transport and Infrastructure | | |  Disruption of water supply and quality  Disruption of construction works | | |  Provision of way leave permits  Provide technical inputs on pipe laying | | |  Consult and engage stakeholders  Erect water marking post on the wayleaves  Easen wayleave permit issuance process  Include water sector in the approval process of the development plans  Provision of pipes leaves  Compensate for water lost | | |

| | | | Land and Planning | | |  Allocation of project sites and documents  Provision of existing key development plans  Technical input and | | |  Delay in processes  Inadequate public land | | |  Include water sector in the approval process of the development plans  Enable access of documents with ease  Recover public land or purchase land for infrastructure development | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects  Monitoring of sector interventions sand services Environment  Water catchment  Ecological disruption during constructions  Consult and engage with stakeholders conservations  Carry out ESIA and ESMPs  Control of pollution of  Carry out community sensitization water bodies.  Conservation of environment  Conservation of the  Initiate climate smart initiatives in carrying terrestrial ecosystem out activities  Licensing Climate Resilience  Warning on adverse  Adverse weather patterns  Consult and engage with stakeholders weather patterns  Sharing of information Sanitation Services Public Health  Wastewater quality  Poor wastewater management  Enhance collaboration for synergies monitoring and  Sector conflict on wastewater quality  Census of sanitation facilities treatment  Pollution of water bodies  Regularize waste water quality monitoring  Provision of technical  Stock material for sanitation management input  Sensitization of wastewater management  Control of pollution of water bodies  Management of sanitation/ablution facilities Land and Planning  Allocation of project  Conflicts on sites allocations  Include sanitation sector in the approval sites and documents process of the development plans  Provision of existing  Enable access of documents with ease key development plans  Recover public land or purchase land for  Technical input infrastructure development Transport and  Disruption of sanitation  Disruption of sanitation services  Consult and engage stakeholders Infrastructure services  Disruption of construction works  Erect sanitation marking post on the  Disruption of  Provision of way leave permits wayleaves construction works  Provide technical inputs on pipe laying  Easen wayleave permit issuance process  Provision of way leave  Include sanitation sector in the approval permits process of the development plans  Provide technical inputs  Provision of sewer pipes sleaves on pipe laying  Compensation for sanitation spillages 244

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Environment | | |  Water catchment conservations  Control of pollution of water bodies.  Conservation of the terrestrial ecosystem  Licensing | | |  Ecological disruption during constructions | | |  Consult and engage with stakeholders  Carry out ESIA and ESMPs  Carry out community sensitization  Conservation of environment  Initiate climate smart initiatives in carrying out activities | | |

| Sanitation Services | | | Public Health | | |  Wastewater quality monitoring and treatment  Provision of technical input  Sensitization of wastewater management  Control of pollution of water bodies  Management of sanitation/ablution facilities | | |  Poor wastewater management  Sector conflict on wastewater quality  Pollution of water bodies | | |  Enhance collaboration for synergies  Census of sanitation facilities  Regularize waste water quality monitoring  Stock material for sanitation management | | |

| | | | Transport and Infrastructure | | |  Disruption of sanitation services  Disruption of construction works  Provision of way leave permits  Provide technical inputs on pipe laying | | |  Disruption of sanitation services  Disruption of construction works  Provision of way leave permits  Provide technical inputs on pipe laying | | |  Consult and engage stakeholders  Erect sanitation marking post on the wayleaves  Easen wayleave permit issuance process  Include sanitation sector in the approval process of the development plans  Provision of sewer pipes sleaves  Compensation for sanitation spillages | | |

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Programme Linked Cross-sector Impact Measures to Harness or Mitigate the Impact Sector(s) Synergies Adverse Effects Public Administration  Public/stakeholder  Bureaucracy  Consult and engage stakeholders mobilization and  Inefficient service delivery  Reduce bureaucracy engagement  Sharing if information  Provision of safer working environment  Monitoring of sector interventions sand services Environment  Wastewater catchment  Ecological disruption during constructions  Consult and engage with stakeholders area monitoring  Carry out ESIA and ESMPs  Control of pollution of  Carry out community sensitization water bodies.  Conservation of environment  Conservation of the  Initiate climate smart initiatives in carrying marine ecosystem out activities  Licensing Climate resilience  Warning on adverse  Adverse weather patterns  Consult and engage with stakeholders weather patterns  Negative impacts on climate change  Sharing of information  Adoption of climate smart technologies Natural resources Climate resilience  Development of  Increased vulnerability to the impacts of  Integration of climate during project projects that increase climate change planning and development the resilience of the county to the impacts of climate change Renewable energy  Promoting the use of  Increased operational cost and carbon  Reducing the capital cost of installing renewable energy to emission at the county renewable reduce cost in the  Sensitize the benefits of utilizing renewable utilization of non- energy renewable and emission of carbon Environment and Solid  Identify strategies to  Increased pollution of the environment  Sensitize and promote re use and recycle of Waste promote the re use and  Increased solid waste at the disposal sites in solid waste recycle of solid waste to the county  Sensitize on environmental legislations reduce pollution on the environment  Enforcing compliance to environmental regulations 245

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| | | | Environment | | |  Wastewater catchment area monitoring  Control of pollution of water bodies.  Conservation of the marine ecosystem  Licensing | | |  Ecological disruption during constructions | | |  Consult and engage with stakeholders  Carry out ESIA and ESMPs  Carry out community sensitization  Conservation of environment  Initiate climate smart initiatives in carrying out activities | | |

| Natural resources | | | Climate resilience | | |  Development of projects that increase the resilience of the county to the impacts of climate change | | |  Increased vulnerability to the impacts of climate change | | |  Integration of climate during project planning and development | | |

| | | | Environment and Solid Waste | | |  Identify strategies to promote the re use and recycle of solid waste to reduce pollution on the environment  Enforcing compliance to environmental regulations | | |  Increased pollution of the environment  Increased solid waste at the disposal sites in the county | | |  Sensitize and promote re use and recycle of solid waste  Sensitize on environmental legislations | | |

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CHAPTER FIVE: IMPLEMENTATION FRAMEWORK 5.1 Overview Photo 6: Handover Ceremony from 1st Governor, Hon Hassan Ali Joho to 2nd Governor, H.E. Abdullswamad Sheriff Nassir This chapter provides the county’s institutional arrangement and their specific roles towards implementation of the CIDP. The organizational structure for the county that spells out responsibilities as well as various levels of authority in the two arms of county government. In addition, the chapter also presents the resource mobilization and management framework; asset management, and risk and mitigation measures. The sectors that have been outlined include: Agriculture and Rural development (Agriculture; Livestock Development; Lands; Fisheries/Aquaculture; Blue Economy; Forestry and wildlife); Energy, Infrastructure and ICT (Energy, Roads, Public Works, Transport, ICT and Urban development); General Economic and Commercial Affairs ( Trade, Tourism, Cooperatives and Industrialization); Environment Protection, Water and Natural Resources ( Environment, Natural Resources, Water and community housing); Education; Health; Public Administration and Intergovernmental Relations (Governor’s Office, Public Service Management, Finance and Economic Planning; County Treasury; County Public Service Board & County Assembly); and Social Protection, Culture and Recreation (Gender; Culture; Youth Affairs; Sports; Children and social development; Special Programmes). The devolved county level units are responsible for policy formulation, guidance, service provision and enforcement of rules and regulations. The units are also responsible for prioritizing projects and programmes that will be implemented in their operational areas. The Office of the Governor is responsible for providing policy direction in the county and ensuring proper governance structures are in place; ensuring implementation of county and other national legislation, as may be required; overseeing the decentralization of services to the extent possible; promoting democratic and accountable exercise of power; Ensuring participation of the people in decision-making; mainstreaming the interests and rights of the people; and ensuring the County Integrated Development Plan is implemented. 246

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The County Assembly together with the County Executive are at the apex of the organizational hierarchy of the county government. The Assembly will enact county laws and superintends over all the affairs of the county including receiving and approving the development plans and policies of the county. It will also oversee the development and management of the county infrastructure and institutions; and is responsible for approval of the county plans, budgets and expenditures. Under Article 179 (3) (b), of the Constitution, provides for the number of Executive Committee members in the County Government. Each respective County Executive Committee Member provides policy direction in their sector and a Chief Officer is the accounting officer. The Executive Committee Member is therefore responsible for: Implementing county legislation; Implementing within the county, national legislation to the extent that the legislation so requires; Managing and coordinating the functions of the county administration and its departments; and performing any other functions conferred to it by the Constitution or national legislation; Preparing legislation for consideration by the County Assembly; Providing regular reports to the County Assembly for deliberation and decision-making; and Preparing County budgets and plans. Another important structure in the county’s organizational hierarchy is the County Public Service Board, which is established under an Act of Parliament as provided for under Article 235(1) of the Constitution of Kenya, 2010. The Article provides for a County Public Service Board in each county with control over the County Public Service. It also ensures that the county has adequate and competent personnel. County staff have a key role in ensuring that the county implements this sectoral plan and delivers services to the people. In order for them to deliver these services, they must be well equipped with skills and competencies to ensure the services are delivered. The county staff is in all the ministries performing duties that are geared toward achieving the goals set up in the plan. The Stakeholders in the county will be responsible for prioritizing county programmes and projects while ensuring sustainability and ownership. They will also fund programmes and projects. 5.2 Institutional Framework The structure of the County Government of Mombasa is institutionalized into two broad areas: a) The County Government Executive b) The County Assembly 5.2.1 Office of the County Governor The County Government Executive is headed by the Governor (and Deputy Governor), the County Executive Committee and the County Secretary. These constitute the top leadership for the county that provide the overall vision for the government. At this level, happens the setting of and steering the strategic direction. The development goals for the county are also set at this level. The specific roles of officers holding positions at the Executive in implementation of this plan are as follows; Office of the County Governor is responsible for: a) Providing leadership in the management of the affairs of the county b) Providing policy direction in the County Government and ensuring proper governance structures are in place; 247

| The structure of the County Government of Mombasa is institutionalized into two broad areas: | |

|---|---|

| | a) The County Government Executive |

| | b) The County Assembly |

| 5.2.1 Office of the County Governor | |

| The County Government Executive is headed by the Governor (and Deputy Governor), the County | |

| Executive Committee and the County Secretary. These constitute the top leadership for the county that | |

| provide the overall vision for the government. At this level, happens the setting of and steering the strategic | |

| direction. The development goals for the county are also set at this level. The specific roles of officers | |

| holding positions at the Executive in implementation of this plan are as follows; | |

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c) Ensuring implementation of county and other national legislation, as may be required; Overseeing the decentralization of services to the extent possible; d) Promoting democratic and accountable exercise of power; e) Ensuring participation of the people in decision-making; and f) Integration of Gender Equality and Social Inclusion (GESI) considerations, special interests and rights of the people. g) Ensuring this plan is implemented. The Deputy Governor deputizes the Governor and represent him when and wherever necessary. 5.2.2 County Executive Committee Member (CECM) Article 179 (3) (b) of the Constitution, provides for the number of Executive Committee members in a county government to be ten (10). The technical functions of the county have been organized into these ten Departments. Each of the Department has specified mandates to deliver services to the people of Mombasa. A County Executive Committee Member (CECM), is the head of each department and provides policy direction to the Chief Officer who is the accounting officer. Specifically, CECM is therefore responsible for; a) Implementing county legislation; b) Implementing within the county, national legislation to the extent that the legislation so requires; c) Managing and coordinating the functions of the county administration and its departments; and d) performing any other functions conferred to it by the Constitution or national legislation; e) Preparing legislation for consideration by the County Assembly; f) Providing regular reports to the County Assembly for deliberation and decision making; and Preparing County budgets and plans. For purposes of resourcing, Section 105 of the PFM Act stipulates the establishment of a County Treasury for each county government. It spells the composition of the County Treasury to comprise of: the County Executive Committee member for finance; the Chief Officer; and the department or departments of the County Treasury responsible for financial and fiscal matters. The Act stipulates that The County Executive Committee member for finance shall be the head of the County Treasury. The County Treasury is responsible of monitoring, evaluating and oversight of the management of public finances and economic affairs of the county government. It is basically the arm through which the county mobilizes resources for funding the budgetary requirements of the county government and putting in place mechanisms to raise revenue and resources for the successful implementation of this CIDP. 5.2.3 County Assembly The Assembly together with the County Executive are at the apex of the organizational hierarchy of the County Government. As provided for in the Constitution, the County Assembly holds legislative authority and comprises of members elected by registered voters at the wards; special seat members; members of marginalized groups including persons with disabilities and the youth. The membership also includes the Speaker who is an ex-officio member elected by the County Assembly itself. The functions of the County Assembly include enacting county laws and superintends over all the affairs of the county including receiving and approving the development plans and policies of the county. It also oversees the development and management of the county infrastructure and institutions; and is responsible for approval of the county budgets and expenditures. 248

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5.2.4 County Public Service Board (CPSB) A key structure in the county ‘s organizational hierarchy which is a part of the executive is the County Public Service Board. It is established under an Act of Parliament as provided for under Article 235(1) of the Constitution of Kenya, 2010. The Article provides for a County Public Service Board in each county with control over the County Public Service. The board ensures that the county has adequate and competent personnel to propagate the development addenda for the county. One of mandates of the board is to establish and if necessary, abolish offices in the County Public service. The board appoints and confirms persons to hold or act in offices; it exercises disciplinary control over persons holding or acting in those offices. The board shall promote the county’s core values, integrity and inclusiveness-approach to service delivery through the recruitment of best people and the conduct of continuous capacity building in the county public service. 5.2.5 County Assembly Service Board (CASB) CASB is an important institution in the county assembly. It is established under section 12 (1) of the County Government Act 2012 which states that there shall be a county assembly service board for each county assembly. CASB is responsible for the following: a) providing services and facilities to ensure the efficient and effective functioning of the county assembly; b) constituting offices in the county assembly service, and appointing and supervising office holders; c) preparing annual estimates of expenditure of the county assembly service and submitting them to the county assembly for approval, and exercising budgetary control over the service; d) undertaking, singly or jointly with other relevant organizations, programmes to promote the ideals of parliamentary democracy. 5.2.6 County Civil Servants The county civil staff has a key role in ensuring that the county implements the plan and delivers services to the people. In order for them to deliver these services, they must be well equipped with skills and competencies to ensure the services are delivered. The county staff is in all the ministries performing duties that are geared toward achieving the goals set up in the plan. Subsequently, institutional framework indicates the specific roles of the key institutions towards implementation of the CIDP as depicted hereinafter. Table 52: Institutional Arrangement Stakeholder Role Citizens  Meaningful participation in the CIDP formulation, implementation, monitoring and evaluation of county programmes, projects and initiatives County Executive  Execution of the fourteen (14) functions of the County Government as stipulated in the 4th Schedule, Constitution of Kenya  Policy direction, guidance and decision making  Implementation of policies, enforcement and service delivery County Assembly  Ensuring citizen participation and representation in the county development agenda  Approval of CIDP  Oversight of CIDP implementation of programmes and projects 249

|---|---|---|---|---|---|

| | | | | monitoring and evaluation of county programmes, projects and initiatives | |

| County Executive | | |  Execution of the fourteen (14) functions of the County Government as stipulated in the 4th Schedule, Constitution of Kenya  Policy direction, guidance and decision making  Implementation of policies, enforcement and service delivery | | |

| | County Assembly | | |  Ensuring citizen participation and representation in the county development | |

| | | | |  Oversight of CIDP implementation of programmes and projects | |

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Stakeholder Role  Passing of relevant bills  Political goodwill  Budgetary allocation National Government  Provides policy direction, financial resources and technical support in the Ministries, Departments various sectors and Agencies (MDAs)  Funding  Capacity building  Legislation of laws that safeguard the interest of the County  Policy direction  Coordination of National government programmes and projects in the County  Secondment of qualified personnel Other County  Collaboration on political and social economic development across counties governments Judiciary  Enforcement of the law NGOs and Civil Society  Support government development efforts and assist in provision of Organizations (CSOs) resources  Advocacy Private Sector and  Partner with government to invest and provide capital to drive development Financial Institutions (e.g., in the sector Commercial Banks,  Engaging in investment opportunities SACCOs MFIs)  Engagement in PPP  Provision of trade and industrial development credit  Corporate Social Responsibility Development partners  Liaison in formulation of sector policies (e.g., USAID, FCDO,  Support sector development programmes and projects FCDO, WB, ADB, UN  Capacity building Bodies, GIZ….)  Create linkages with international donors Education, Governance  Capacity building and Research Institutions  Conducting research A summary of the Organizational Chart that indicates the specific roles of the key county government’s institutions towards implementation of the CIDP is depicted hereinafter. 250

|---|---|---|---|---|---|

| National Government Ministries, Departments and Agencies (MDAs) | | |  Provides policy direction, financial resources and technical support in the various sectors  Funding  Capacity building  Legislation of laws that safeguard the interest of the County  Policy direction  Coordination of National government programmes and projects in the County  Secondment of qualified personnel | | |

| | Other County | | |  Collaboration on political and social economic development across counties | |

| | NGOs and Civil Society | | |  Support government development efforts and assist in provision of | |

| Private Sector and Financial Institutions (e.g., Commercial Banks, SACCOs MFIs) | | |  Partner with government to invest and provide capital to drive development in the sector  Engaging in investment opportunities  Engagement in PPP  Provision of trade and industrial development credit  Corporate Social Responsibility | | |

| Education, Governance and Research Institutions | | |  Capacity building  Conducting research | | |

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County Organizational Structure GOVERNOR County Assembly Deputy Governor County Assembly Speaker County Public Service Board County Executive Committee County Assembly Members Members County Assembly Committees County Chief Secretary, Head of Public County Public Service Board Service and to the County Executive Secretariat County Assembly Secretariat Finance & Environment Water, Health Education & Lands, Transport & Public Service Tourism, Blue Economy, Economic & Solid Waste Natural Services Digital Housing & Infrastructure Administration, Culture & Agriculture & Planning Management Resources & Transformation Urban Youth Gender & Trade Livestock Climate Planning Sports Change Resilience 251

| Deputy | Governor |

|---|---|

| County Asse | mbly Speaker |

|---|---|

| County Exec Me | utive Committee mbers |

|---|---|

| County Assem | bly Members |

|---|---|

| County Assem | bly Committees |

|---|---|

| County Chief Secretary Service and t | , Head of Public o the County Executive |

|---|---|

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5.3 Resource Mobilization and Management Framework This section should provide the projected resource requirements by sector, revenue projections, estimated resource gap and measures of addressing the gaps. 5.3.1 Resource Requirements by Sector This section should indicate the projected financial resources required for each sector during the plan period. The section should also include the percentage of the total budget for each sector. This information should be presented as follows. Table 53: Summary of Sector Financial Resource Requirements 2023/24 2024/25 2025/26 2026/27 2027/28 TOTAL 1 County Executive 1,041 987 989 983 992 4,992 2 County Assembly 288 473 367 249 97 1,474 3 CPSB 137 120 102 80 63 502 4 Finance & Economic Planning 1,053 549 625 611 682 3,520 5 Environment and Waste 1,816 1,800 1,835 1,885 1,898 9,234 Management 6 Education & Digital 1,034 1,545 1,601 1,569 1,411 7,160 Transformation 7 Health Services 2,056 2,176 1,395 1,499 1,465 8,591 8 Water, Natural Resources & 1,646 2,395 2,293 25,610 9,182 41,126 Climate Change Resilience 9 Public Service Administration, 2,337 1,234 1,065 873 1,113 Youth, Gender, Social Services & 6,622 Sports SA 10 Tourism, Culture & Trade 464 515 411 526 338 2,254 11 Lands, Urban Renewal & 528 1,862 356 15,326 1,756 19,828 Housing 12 Transport & Infrastructure 2,034 2,140 2,150 1,895 1,864 10,083 13 Blue Economy, Agriculture & 1,122 1,091 1,282 1,546 1,065 6,106 Livestock. Total 15,556 16,887 14,471 52,652 21,926 121,492

The resource requirement does not include projections for the flagship projects 5.3.2 Revenue Projections This section should indicate the various sources of revenue in the County tabulated as follows. Table 54: Revenue Projections Type of Revenue Amount (Ksh, Million) Base FY FY FY FY FY Total Year 2023/24 2024/25 2025/26 2026/27 2027/28 2022/23 Equitable share 7,567.35 7,853.43 8,310.8 8,310.8 8,592.5 8,592.5 49,227.5 Conditional grants - 110.64 264.09 290.5 319.55 348.31 1,333.1 (GOK) Conditional Grants - - - - - - - (Development Partners) 252

| | | | | | | | 2023/24 | | | 2024/25 | | | 2025/26 | | | 2026/27 | | 2027/28 | | | TOTAL | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | 1 | | | County Executive | | | 1,041 | | | 987 | | | 989 | | | 983 | | 992 | | | 4,992 | |

| 2 County Assembly 288 473 367 249 97 1,474 | | | | | | | | | | | | | | | | | | | | | | |

| | 3 | | | CPSB | | | 137 | | | 120 | | | 102 | | | 80 | | 63 | | | 502 | |

| 4 Finance & Economic Planning 1,053 549 625 611 682 3,520 | | | | | | | | | | | | | | | | | | | | | | |

| | 5 | | | Environment and Waste | | | 1,816 | | | 1,800 | | | 1,835 | | | 1,885 | | 1,898 | | | | |

| | | | | | | | | | | | | | | | | | | | | | 9,234 | |

| 6 Education & Digital 1,034 1,545 1,601 1,569 1,411 7,160 Transformation | | | | | | | | | | | | | | | | | | | | | | |

| | 7 | | | Health Services | | | 2,056 | | | 2,176 | | | 1,395 | | | 1,499 | | 1,465 | | | 8,591 | |

| 8 Water, Natural Resources & 1,646 2,395 2,293 25,610 9,182 41,126 Climate Change Resilience | | | | | | | | | | | | | | | | | | | | | | |

| | 9 | | | Public Service Administration, | | | 2,337 | | | 1,234 | | | 1,065 | | | 873 | | 1,113 | | | | |

| | | | | Youth, Gender, Social Services & | | | | | | | | | | | | | | | | | 6,622 | |

| 10 Tourism, Culture & Trade 464 515 411 526 338 2,254 | | | | | | | | | | | | | | | | | | | | | | |

| | 11 | | | Lands, Urban Renewal & | | | 528 | | | 1,862 | | | 356 | | | 15,326 | | 1,756 | | | | |

| | | | | | | | | | | | | | | | | | | | | | 19,828 | |

| 12 Transport & Infrastructure 2,034 2,140 2,150 1,895 1,864 10,083 | | | | | | | | | | | | | | | | | | | | | | |

| | 13 | | | Blue Economy, Agriculture & | | | 1,122 | | | 1,091 | | | 1,282 | | | 1,546 | | 1,065 | | | | |

| | | | | | | | | | | | | | | | | | | | | | 6,106 | |

| Total 15,556 16,887 14,471 52,652 21,926 121,492 | | | | | | | | | | | | | | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | Base | | | FY | | | FY | | | FY | | | FY | | | FY | | | Total | |

| | | | | Year | | | 2023/24 | | | 2024/25 | | | 2025/26 | | | 2026/27 | | | 2027/28 | | | | |

| | | | | 2022/23 | | | | | | | | | | | | | | | | | | | |

| | Equitable share | | | 7,567.35 | | | 7,853.43 | | | 8,310.8 | | | 8,310.8 | | | 8,592.5 | | | 8,592.5 | | | 49,227.5 | |

| Conditional grants (GOK) | | | - | | | 110.64 | | | 264.09 | | | 290.5 | | | 319.55 | | | 348.31 | | | 1,333.1 | | |

| | Conditional Grants | | | - | | | - | | | - | | | - | | | - | | | - | | | - | |

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Type of Revenue Amount (Ksh, Million) Base FY FY FY FY FY Total Year 2023/24 2024/25 2025/26 2026/27 2027/28 2022/23 Conditional - - - - - - - allocations from loans and grants (GoK) Conditional 1.32 724.32 796.75 876.42 955.3 1,050.83 5,721.77 allocations from loans and grants (Development Partners) Own Source 4,814.5 5,061.62 5,128.37 5,122.29 5,132.6 5,208.31 30,467.7 Revenue Public Private - - - - - - - Partnership (PPP) Total 13,700 13,750 14,500 14,600 15,000 15,200 86,750 CIDP 2023-2027 provides for revenue projection information categorized as equitable share, projected at Kshs.49.22 billion, Conditional allocation from development partners projected at Kshs.5.7 billion and Own Source revenue projected at Kshs.30.46 billion, bringing the total projected revenue for the five years at Kshs.86.75 billion. 5.3.3 Estimated Resource Gap This section should highlight the County resource gap in terms of the estimated resource needs against the projected revenues noted as follows. Table 55: Resource Gaps FY Requirement (Ksh. Mn) Estimated Revenue Variance (Ksh. Mn) (Ksh. Mn) 2023/24 15,556 13,750 1,806 2024/25 16,887 14,500 2,387 2025/26 14,471 14,600 -129 2026/27 52,652 15,000 37,652 2027/28 21,926 15,200 6,726 Total 121,492 73,050 48,442 5.3.4 Resource Mobilization and Management Strategies This section identifies the feasible resource mobilization and management strategies to address the resource gap. The section includes capital financing strategies, operational financing strategies and other strategies that will enhance cost effectiveness. 5.3.4.1 Internal Revenue Raising Strategies The following strategies will be employed to raise the revenue for the County to ensure that the CIDP is implemented; a) In the medium and long term, the Sector will prepare and implement a resource mobilization strategy in line with the establishment of the Mombasa Revenue Services. b) Enforcement of the Finance Acts and Regulations; The County Government will ensure that fees and charges are collected according to the enacted Finance Acts. 253

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | Base | | | FY | | | FY | | | FY | | | FY | | | FY | | | Total | |

| | | | | Year | | | 2023/24 | | | 2024/25 | | | 2025/26 | | | 2026/27 | | | 2027/28 | | | | |

| | | | | 2022/23 | | | | | | | | | | | | | | | | | | | |

| Conditional allocations from loans and grants (GoK) | | | - | | | - | | | - | | | - | | | - | | | - | | | - | | |

| | Conditional | | | 1.32 | | | 724.32 | | | 796.75 | | | 876.42 | | | 955.3 | | | 1,050.83 | | | 5,721.77 | |

| Own Source Revenue | | | 4,814.5 | | | 5,061.62 | | | 5,128.37 | | | 5,122.29 | | | 5,132.6 | | | 5,208.31 | | | 30,467.7 | | |

| | Public Private | | | - | | | - | | | - | | | - | | | - | | | - | | | - | |

| Total | | | 13,700 | | | 13,750 | | | 14,500 | | | 14,600 | | | 15,000 | | | 15,200 | | | 86,750 | | |

|---|---|---|---|---|---|---|---|---|---|---|---|

| | 2023/24 | | | | | | | | | | |

| | | | | 15,556 | | | 13,750 | | | 1,806 | |

| 2024/25 | | | | | | 14,500 | | | 2,387 | | |

| | | | | 16,887 | | | | | | | |

| | 2025/26 | | | | | | | | | | |

| | | | | 14,471 | | | 14,600 | | | -129 | |

| 2026/27 | | | | | | 15,000 | | | 37,652 | | |

| | | | | 52,652 | | | | | | | |

| | 2027/28 | | | | | | | | | | |

| | | | | 21,926 | | | 15,200 | | | 6,726 | |

| Total | | | | | | 73,050 | | | 48,442 | | |

| | | | | 121,492 | | | | | | | |

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c) Diversification and exploitation of new revenue streams that are within all devolve functions of the county government; d) Continuous upgrading and updating of the automated revenue collection system to dynamically capture all revenue streams; e) Decentralization of revenue collection at the sub-counties and ward levels and regular monitoring of revenue collection points to enhance accountability and seal corruption loopholes; f) Strengthening revenue collection division - In order to improve revenue collection, the revenue division will recruit in a progressive manner revenue officers and at the same time capacity building will be conducted for various revenue collectors and enforcement officers to enhance technical competences; and g) Review of Fees and Charges. h) Increase the tax base by mapping out, cleaning and updating all eligible rate payers/entities within the county i) Decentralization of revenue collection at the sub-counties and ward levels: This will ensure that there is maximum revenue collection realized from all corners, as well as plugging the revenue leakages by training the collectors and ensuring that all the revenue collected are deposited to the nearest commercial bank before the closure of the business. The revenue collectors will also be frequently rotated to new stations to avoid familiarity. 5.3.4.2 External Revenue Raising Strategies The county government will pursue the following in order to raise external revenue: - a) Negotiating with Commission of Revenue Allocation (CRA) on the third-generation revenue allocation formula. This will ensure that the county gets a fair allocation based on its contribution to GDP, floating population parameter, existing infrastructures maintenance, strategic positioning as the gate city county and the inherited bloated wage bill b) Public Borrowing/Debt. The county will be able borrow to finance transformative projects and key development projects from various investment partners. To attract investments (from local and international investors) the county has to aggressively improve its key infrastructure and its ease of doing business environment to ease movement of goods and services, communication and access to markets outside the county. The investments in infrastructure are expected to increase economic activity in the county, boost trading activities, and exploit the county’s enormous agricultural and mineral potential. Cumulatively, these activities will grow the county’s revenue base to support borrowing. c) The county borrowing will be maintained at a sustainable level and will regularly be reviewed through the annual County Fiscal Strategy Paper (CFSP) and County Debt Management Strategy (CDMS). These strategies will be submitted to the County Assembly for approval every budget cycle. Furthermore, the county government borrowing will be guaranteed by the National Government. This will provide an independent review to assure the debt is maintained at a sustainable level. d) Development Partners and Public Private Partnership (PPP). The county will continually embark on building strong relations with existing and potential development partners, non- state actors and other government agencies. The county will seek PPP in key strategic sectors especially in the County’s BIG FOUR- agriculture, water, youth & women empowerment and education. Other sectors are also expected to benefit from the development partners and PPPs include health, environment, natural resources, road & transport, ICT, trade, cooperatives and industrialization. 254

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e) Protection Funds are the other sources of funds for the county. This will be mostly implemented by the National Government but there is need for liaison and coordination by the relevant departments to avoid duplication. f) Initiating joint funding frameworks and mechanisms with national government for capital projects or sectoral programmes. g) Streamlining financial management systems to enhance credit worthiness. h) County economic blocks. This is an initiative that has potential to mobilize resources from aligned counties for specific cross-county projects. Ideally, counties with similar means of livelihoods need to act strategically instead of engaging in wasteful competition and duplication of efforts. The Block can form formidable unit that can engage development partners and investors with marked degree of magnitude and impact to the residents. The county will seek alliance with common interest counties. 5.3.4.3 Capital Financing Strategies Capital financing and accountability strategies that the County Government will engage in funding the Capital Projects entails: a) Exchequer Issues: The county will prioritize on the capital projects to be implemented based on the medium-term plan and finance them through the National Government Revenue Allocation. b) Local Revenue: The county local revenue will be used to supplement financing of the projects that have been prioritized in the CIDP. c) Public Private Partnership: The county government will collaborate with other stakeholders to undertake development of capital projects on agreed costing contract. The county will explore new and innovative financing methods in which private sector investment can be roped in through a mutually agreed arrangement. d) Development Partners: The County will also expect to continue receiving grants and loans from development partners for various projects and programmes upon approval by the county assembly. e) Community Initiatives: The County will encourage local initiatives from the community to accelerate development at the ward and village level. f) Private Sector Actors: The county government will collaborate with private sector actors both within and outside the country to fund development projects. 5.3.4.4 Financial Management The County Government responsibilities in Public Finance is guided by Section 102(1) and 107 of the Public Finance Management Act which stipulates that each County Government shall ensure adherence to (a) The principles of public finance set out in Chapter Twelve of the Constitution; (b) The fiscal responsibility principles provided in section 107 of the PFM Act. The county financial system is under the Integrated Financial Management Information System which has made it easy for the controller of the budget to approve funds for the county. The county government has the responsibility of ensuring accountability of resource use through the accounting officer for the county government. The Auditor General, Controller of the Budget and the National Treasury are involved in continuous monitoring of resource use. This has been done through auditing of the payments and approval of all the withdrawals from the County Revenue Account in Central Bank of Kenya. The oversight role played by 255

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the County Assembly on the budgeting process and the resource use are essential since the assembly directly question any misuse of funds, therefore ensuring fool proof accounting. The Public Finance Management (PFM) Act 2012 provides for the effective management of public finances by the County Government, it gives the oversight responsibility to the county assembly and different responsibilities to independent bodies. There is an extensive financial reporting at the County treasury level, to the Controller of Budget and the County Assembly through reports on the use of financial resources. There are clauses that require public participation in the financial management process as anchored in the PFM and the County Government Acts. The county provides fora that allow the citizenry to participate in the budget preparation and implementation. In the medium term, legislation will be developed by the county government on both domestic and external borrowings, taxation etc. The local revenue is collected centrally and deposited to the revenue fund account at the Central Bank of Kenya. This has ensured that the revenue collected is not used at source and proper planning is done before funds are shared out. Capacity building of county treasury staff should be done to ensure they are skilled in operating and implementing the systems as this will strengthen internal controls so as to ensure there is fiscal prudency. 5.3.4.5 Debt Management The objectives of the debt management as outlined in section 62 of Public Finance Management Act, 2012 shall be to: a) Minimize the cost of public debt management and borrowing over the long-term taking account of risk; b) Promote the development of the market institutions for government debt securities; and c) Ensure the sharing of the benefits and costs of public debt between the current and future generations. The county will align its expenditure to the cash flow instead of the budget to avoid accrual of pending bills. 5.4 Asset Management The management of public assets at county level will be under the County Treasury. The county will put in place an integrated automated assets management system to ease in assets tracking and management. Consequently, the county will; a) Establish a fixed asset register that adequately reflects the physical reality of the county assets; b) Value the assets in the fixed asset register c) Make the appropriate entries in the general ledger to reflect the asset values d) Uniform and consistent reporting formats for financial sustainability performance measures e) Adoption of asset management accounting principles such as depreciation f) Disposal of obsolete assets as prescribed under the Public Procurement and Disposal Act, 2005 or its amendment g) Timely and efficient repair and maintenance of assets to reduce wastage and breakages h) Purchasing and operating high quality assets that generate value for money to the county 256

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i) Allocation and application of assets’ system based on need and value addition to the realization of integrated development plan j) Sharing of assets among various county government departments to reduce on wastage k) Safeguarding and protection of assets to ensure maximum security and reduce cases of theft l) Development and adoption of county asset management policy and law. 5.5 Risk Management This section provides the key anticipated risks that may hinder the implementation of the CIDP, potential risk implications and proposed mitigation measures to enhance sustainable development. Table 56: Risk, Implication, Level and Mitigation Measures Risk Category Risk Risk Risk Level (Low, Mitigation measures Implication Medium, High) Financial Inadequate Stalled projects Medium Resource Mobilization financial Soaring pending Strategies resources bills Prioritization of resource allocation Financial Prudence Unrealized Own Accruing pending High Continuous improvement of Source Revenue bills revenue collection systems (OSR) targets Diversification of revenue sources, Incentives for best performing revenue collectors Technological Systems breach Financial High Frequent updating of the system irregularities firewalls Real time Integration of systems and processes Develop the system user privilege policies Cyber Risk Data integrity Investment in cyber security risk Security breach management Social engineering Leakage of the Sensitization of the system users system user on information disclosure access credentials Climate Change Drought/ Floods Diversion of High Have a contingent plan for resources disasters Budgeting for disasters Loss of livestock and reduced Climate practices crop productivity Smart agriculture Embracing green technology Organizational Inadequate Human Inefficiency Medium Timely recruitment and Resource service delivery promotion of staff Capacity Operationalize the dispute Halting of critical resolution mechanism Industrial action services 257

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | Unrealized Own Source Revenue (OSR) targets | | | Accruing pending bills | | | High | | | Continuous improvement of revenue collection systems Diversification of revenue sources, Incentives for best performing revenue collectors | | |

| Climate Change | | | Drought/ Floods | | | Diversion of resources Loss of livestock and reduced crop productivity | | | High | | | Have a contingent plan for disasters Budgeting for disasters Climate practices Smart agriculture Embracing green technology | | |

| Organizational | | | Inadequate Human Resource Capacity Industrial action | | | Inefficiency service delivery Halting of critical services | | | Medium | | | Timely recruitment and promotion of staff Operationalize the dispute resolution mechanism | | |

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Risk Category Risk Risk Risk Level (Low, Mitigation measures Implication Medium, High) Operational Delay in delivery of Bureaucracies in High Continuous review and services government rationalization of public procurement procurement procedures and procedures which regulations lead to delays and inefficiencies Weak institutional Ineffective and Medium Continuous strengthening of frameworks unpredictable implementing planning institutions at all levels of government Legal, Unaligned laws Litigations High Aligning the county by laws and Compliance and policies to the National laws regulatory Introduction of new and regulations rules or legislations Lack of Legal Lack of a Develop supportive legal framework to anchor supportive legal framework for planning, planning and M&E framework for coordination, monitoring and planning, evaluation coordination; monitoring and evaluation, that would secure the enforcement of the planning process Political Inadequate Political Changes in High Leverage on goodwill Good will county government Enhance internal and external policies and generation of funds to sustain priorities various sector projects Influences Good corporate governance funding and through training/capacity resource building allocation Diversify local revenue generating activities Economic Reduced Budgetary Inadequate High Nature and sustain goodwill; allocation funding, delay in Develop and implement a transfer of resource mobilization strategy allocated funds to the county affects delivery of planned activities Unaligned national Misalignment of Align Sector activities with policies the County county and national government activities with priorities and other frameworks national government priorities and international 258

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Operational | | | Delay in delivery of services | | | Bureaucracies in government procurement procedures which lead to delays and inefficiencies | | | High | | | Continuous review and rationalization of public procurement procedures and regulations | | |

| | | | Lack of Legal framework to anchor planning and M&E | | | Lack of a supportive legal framework for planning, coordination; monitoring and evaluation, that would secure the enforcement of the planning process | | | | | | Develop supportive legal framework for planning, coordination, monitoring and evaluation | | |

| Political | | | Inadequate Political Good will | | | Changes in county government policies and priorities Influences funding and resource allocation | | | High | | | Leverage on goodwill Enhance internal and external generation of funds to sustain various sector projects Good corporate governance through training/capacity building Diversify local revenue generating activities | | |

| Economic | | | Reduced Budgetary allocation | | | Inadequate funding, delay in transfer of allocated funds to the county affects delivery of planned activities | | | High | | | Nature and sustain goodwill; Develop and implement a resource mobilization strategy | | |

| | | | Unaligned national policies | | | Misalignment of the County activities with national government priorities and international | | | | | | Align Sector activities with county and national government priorities and other frameworks | | |

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Risk Category Risk Risk Risk Level (Low, Mitigation measures Implication Medium, High) obligations hindering implementation Social Untimely dissemination Reduced integrity High Timely dissemination of factual, of county information perceptions by accurate and timely information the stakeholders about the county Strengthen stakeholder involvement 259

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| Social | | | Untimely dissemination of county information | | | Reduced integrity perceptions by the stakeholders | | | High | | | Timely dissemination of factual, accurate and timely information about the county Strengthen stakeholder involvement | | |

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CHAPTER SIX: MONITORING AND EVALUATION FRAMEWORK 6.1 Overview This chapter presents the monitoring and evaluation framework that will be used to track progress on implementation of programmes and projects at the county level and the devolved units. Thematic areas for the M&E processes, methods and tools are guided by Section 232 of the Constitution and all the legal provisions that provide for M&E, County M&E Policy in line with the National M&E Policy, CIMES Guidelines, Kenya Norms and Standards for M&E and Kenya Evaluation Guidelines. In addition, the Chapter takes into consideration, the M&E structure; data collection, analysis, reporting and learning; M&E outcome indicators tracking; and dissemination and feedback mechanism. County M&E will be undertaken through Mombasa County Integrated Monitoring and Evaluation System (CIMES) whose main aim is to improve the effectiveness in tracking the implementation of various development policies, strategies and programmes. To ensure that there is a clear way of measuring performance, Mombasa County will develop a Performance Management Plan that will see that all commitments made in the CIDP are translated into performance contracts with public officers in the county. Monitoring the performance of County programmes and projects helps increase their effectiveness, provides increased accountability and transparency in how public monies are used, and informs the budgetary process and the allocation of public resources, thus improving their effectiveness to improve welfare and, consequently, reduce poverty and increase the equality of opportunities. M&E improves the effectiveness of projects by allowing for mid-course corrections if there are aspects that do not have the desired impact; demonstrates impact and success of a project; and identifies lessons learned, enabling institutional learning and informing decisions about future programmes. Evaluations assesses the relevance, effectiveness, efficiency, impact and sustainability of a project. Monitoring and Evaluation will form a critical component for the successful implementation of this CIDP. It will provide the feedback necessary for the monitoring of the status of its implementation and enable management to make informed decisions based on evidence. More evaluations may be called upon where significant variations on performance need more detailed 260

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investigation. The Monitoring and Evaluation Unit will monitor activities spelt out in the plan through the regular monitoring and evaluation committee meetings while departments will also be required to prepare monthly reports on their performance. This will also provide an avenue for tracking progress and ensuring the CIDP will be operationalized to enhance the operations of the county M&E. At the same wavelength, an oversight committee to ensure quality is enhanced in program and project implementation will be put in place. Further, county, sub-county and ward level committee will conduct M&E on a regular basis and quarterly and/or annual M&E reports on projects. The M&E as a function will be properly resourced. A robust county M&E function may be defined as an observation system for county governor, County Executive Committee and other senior management staff within a county to verify whether activities of each county department priority project or programme are happening according to planning timeline and targets presented in the County Integrated Development Plan (CIDP); and whether resources are being used in a correct and efficient manner. A well-designed M&E system will ensure that good quality data are regularly collected during and after implementation of every project/programme outlined in the CIDP. The data collected will help guide CIDP and all other county project/programme implementation teams, and to inform strategic policy decisions to be taken by the County Executive and other management teams in the county. 6.2 County Monitoring and Evaluation Structure The overall goal of monitoring and evaluation in the implementation of this CIDP is to provide quality performance information for decision making. It is the ultimate responsibility of top Management to monitor the overall performance of the Department in the implementation of this CIDP. It is the responsibility of the heads of Directorates/Divisions/Departments to monitor the performance of their areas of jurisdiction in the implementation of this CIDP. The Monitoring and Evaluation Directorate (M&E unit) in the department of Finance and Economic Planning is responsible for coordinating all county government monitoring and evaluation (M&E) activities. To do so effectively, the M&E Unit is under the process of developing the County Integrated Monitoring and Evaluation System (CIMES) and has also developed mechanisms and capacity for working with the various entities involved with data collection and analysis. The M&E unit will provide leadership and coordination of the CIMES once developed by ensuring that two vital sources of M&E information, namely Annual Progress Reports (APR) on the CIDP, and the Annual Public Expenditure Review (PER) are produced satisfactorily and on time. The CIMES will undergo improvement through capacity building and broad consultations. Evaluation will be conducted with project improvement and policy enlightenment hence acting as “decision-oriented” evaluation. This will provide valuable insights into how the project is operating, the extent to which it is serving the intended beneficiaries, its strengths and weaknesses, its cost – effectiveness and potentially productive directions for the future. This evaluation will also provide the information for decision making – thus helping to set priorities, guides the allocation of resources, facilitate the modification and refinement of project structures and activities; and signal the need for additional personnel & resources. Finally, it is also intended 264

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to determine the change of course for a project. Actual results of development projects shall be measured in relation to the planned outcomes. All projects will have a component on monitoring and evaluation right from the initial stages. Project planning accountability will entail an effort to meet the diverse information interests and expectations of all those who have a stake in a project – e.g., beneficiaries, managers, staff, donors, public at large. The county will undertake two types of evaluations for various projects namely mid-term and end of project evaluations: Mid-term will be undertaken to review progress and propose alterations to project design during the remaining period of implementation while end of project evaluation will be conducted at the completion of the project period. The specific types and timing of evaluations for various projects will be determined at the design and planning stage of each project. 6.3 M&E Capacity The M&E Framework builds on the M&E policy and aims to bring further detail, clarity and direction to Monitoring and Evaluation in the County. The framework captures institutional arrangements and responsibilities put in place to implement and co-ordinate M&E within the county, particularly the mechanisms to co-ordinate and link national and county level M&E systems. To receive a holistic view of developments in the county, the department of finance and economic planning and departmental sectors will compile the different reports to reflect the Mombasa County’s performance and progress towards Vision 2030. A CIMES computerized platform will serve as a platform for data collection, analysis, publication and dissemination, building on aggregate M&E data collected automatically through interfaces with the various management information systems that are being established at sector departments as well as the County Treasury. This platform will improve access, timeliness and publication of county data, and will also serve as a useful database for research and analysis in the county. In addition, dissemination and utilization of data and communication strategy for M&E data and analyses are included in the M&E framework. Both monitoring and evaluation requires competent professionals in the public service. The framework describes some competencies needed for M&E staff and steps that are being taken by the government to develop curricula and advanced training in M&E by use of local universities and other academic institutions. In essence a core M&E curriculum at university level will be defined in collaboration with the institutions, to serve as a basis for universities development of suitable M&E programmes. In-service training courses will also be made available tailored for different stakeholders and target groups, covering both awareness raising and in-house training programmes for managers, M&E and other programme staff. 6.4 M&E Outcome Indicators The programme M&E outcome indicators by departments/ sectors are tabulated hereinafter. 265

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Table 57: Summary of M&E Outcome Indicators Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] 6.4.1 County Executive Office of the Enhanced partnership No. of MOUs signed - 20 50 H. E. Governor Governor/ engagement & relations Deputy Governor Office of the Improved service delivery One E –Cabinet system in place - 1 1 County Secretary County Secretary No. of publications of committee affairs, policies, resolutions and directives issued Annual county magazine - 3 5 Governor’s Press Adequately sensitized, A Radio Channel (Radio - 1 1 Director, educated and well-informed Mombasa) Governor’s Press citizens on devolved Interactive Website - 1 1 governance County studio - 1 1 Governor’s Informed evidence-based Digital Task Management Tool - 1 1 Director, GDU Delivery Unit decision making (e.g., Asana, Slack Apps) in place (GDU) % of projects monitored and - 1 1 verified No. of project implementation 1 3 5 status reports Special Programmes Improved service delivery Quarterly SLI plans and reports - 12 20 Director, Special Programmes Advisory services Evidence-based decisions No of advisory briefs and reports 1 36 60 Director, prepared Advisory services Policy and Planning Improved efficiency in County Policy guidance/ circular 1 3 5 Director, Policy service delivery issued and Planning Research Improved governance No of surveys conducted 1 6 10 Director, Research Public perceptions’ report - 3 5 Knowledge tool kit and regularly - 1 1 updated Office of the Effective and efficient No. of court cases closed (ADR) 200 600 1000 County Attorney County Attorney provision of legal services No. of court cases closed 500 1500 2500 (litigation) No of policies (reviews) enacted - 6 10 No of bills (reviews) enacted - 6 10 % of public interest cases settled 100% 100% 100% Revenue generated from fines 10M 37M 82M and penalties (Ksh) 266

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | Office of the | | Enhanced partnership engagement & relations | | | No. of MOUs signed | | | | - | | | 20 | | | 50 | | | H. E. Governor | |

| | Office of the | | Improved service delivery | | | One E –Cabinet system in place | | | | - | | | 1 | | | 1 | | | County Secretary | |

| | County Secretary | | | | | No. of publications of committee affairs, policies, resolutions and directives issued | | | | | | | | | | | | | | |

| | | | | | | Annual county magazine | | | | - | | | 3 | | | 5 | | | | |

| | Governor’s Press | | Adequately sensitized, educated and well-informed citizens on devolved governance | | | A Radio Channel (Radio Mombasa) | | | | - | | | 1 | | | 1 | | | Director, | |

| | | | | | | Interactive Website | | | | - | | | 1 | | | 1 | | | | |

| | | | | | | County studio | | | | - | | | 1 | | | 1 | | | | |

| | Governor’s | | Informed evidence-based decision making | | | Digital Task Management Tool (e.g., Asana, Slack Apps) in place | | | | - | | | 1 | | | 1 | | | Director, GDU | |

| | (GDU) | | | | | % of projects monitored and verified | | | | - | | | 1 | | | 1 | | | | |

| | | | | | | No. of project implementation status reports | | | | 1 | | | 3 | | | 5 | | | | |

| | Special Programmes | | Improved service delivery | | | Quarterly SLI plans and reports | | | | - | | | 12 | | | 20 | | | Director, Special | |

| | Advisory services | | Evidence-based decisions | | | No of advisory briefs and reports prepared | | | | 1 | | | 36 | | | 60 | | | Director, | |

| | Policy and Planning | | Improved efficiency in service delivery | | | County Policy guidance/ circular issued | | | | 1 | | | 3 | | | 5 | | | Director, Policy | |

| | Research | | Improved governance | | | No of surveys conducted | | | | 1 | | | 6 | | | 10 | | | Director, Research | |

| | | | | | | Public perceptions’ report | | | | - | | | 3 | | | 5 | | | | |

| | | | | | | Knowledge tool kit and regularly updated | | | | - | | | 1 | | | 1 | | | | |

| | Office of the | | Effective and efficient provision of legal services | | | No. of court cases closed (ADR) | | | | 200 | | | 600 | | | 1000 | | | County Attorney | |

| | County Attorney | | | | | No. of court cases closed (litigation) | | | | 500 | | | 1500 | | | 2500 | | | | |

| | | | | | | No of policies (reviews) enacted | | | | - | | | 6 | | | 10 | | | | |

| | | | | | | No of bills (reviews) enacted | | | | - | | | 6 | | | 10 | | | | |

| | | | | | | % of public interest cases settled | | | | 100% | | | 100% | | | 100% | | | | |

| | | | | | | Revenue generated from fines and penalties (Ksh) | | | | 10M | | | 37M | | | 82M | | | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] Protocol & Improved corporate % Adherence to laid-down 100% 100% 100% Director, Protocol Hospitality (CGM) image procedures for all county & Hospitality governance protocols 6.4.2 County Assembly General Enhanced citizen Increase in Citizens’ Satisfaction - 5 10 Clerk, County Administration, engagement policy and Index (%) Assembly Planning and decision making Support Services Legislation, Improved legislation and % increase in bills & motions 12 Bills & 80 motions 50% 50% Speaker, County Representation oversight services implemented/ passed Assembly and Oversight % of rejected bills Nil Nil Nil 6.4.3 County Public Service Board CPSB Improved employee Employee Satisfaction Index (%) 20% 40% 60% Chairperson, satisfaction CPSB Improved work Increment in Work environment - 10% 25% Chairperson, environment satisfaction Index (%) CPSB Improved customer Customer Satisfaction Index (%) - 10% 25% Chairperson, (external publics) CPSB satisfaction 6.4.4 Finance & Economic Planning General Improved service delivery Customer satisfaction index 0 50% 100% Director General Administration, Administration Planning and Employer satisfaction index 0 50% 100% Director General Support Services Administration Improved County Disaster Amount of allocation of County 450 750 1500 Director General Risk preparedness emergency fund Administration Financial Improved public finance Amount of pending bills 3.9 5 10 Director Management management Accounting Services Services Compliance with public 50% 75% 100% Director procurement laws and regulations Procurement Amount of own source revenue 17.5 20 40 Director Revenue collected Status of Unqualified Unqualified Unqualified Director Audit external Audit report Economic Enhanced policy planning, Statutory Policy Documents 25 15 25 Director Budget Planning, budgeting, implementation, &Economic 267

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | Protocol & | | Improved corporate (CGM) image | | | % Adherence to laid-down procedures for all county governance protocols | | | | 100% | | | 100% | | | 100% | | | Director, Protocol | |

| | General | | Enhanced citizen engagement policy and decision making | | | Increase in Citizens’ Satisfaction Index (%) | | | | - | | | 5 | | | 10 | | | Clerk, County | |

| | and Oversight | | | | | % of rejected bills | | | | Nil | | | Nil | | | Nil | | | | |

| | CPSB | | Improved employee satisfaction | | | Employee Satisfaction Index (%) | | | | 20% | | | 40% | | | 60% | | | Chairperson, | |

| | | | Improved work environment satisfaction | | | Increment in Work environment Index (%) | | | | - | | | 10% | | | 25% | | | Chairperson, | |

| | | | Improved customer (external publics) satisfaction | | | Customer Satisfaction Index (%) | | | | - | | | 10% | | | 25% | | | Chairperson, | |

| General Administration, Planning and Support Services | | | Improved service delivery | | | Customer satisfaction index | | | 0 | | | 50% | | | 100% | | | Director General Administration | | |

| | | | | | | Employer satisfaction index | | | 0 | | | 50% | | | 100% | | | Director General Administration | | |

| | | | Improved County Disaster Risk preparedness | | | Amount of allocation of County emergency fund | | | 450 | | | 750 | | | 1500 | | | Director General Administration | | |

| Financial Management Services | | | Improved public finance management | | | Amount of pending bills | | | 3.9 | | | 5 | | | 10 | | | Director Accounting Services | | |

| | | | | | | Compliance with public procurement laws and regulations | | | 50% | | | 75% | | | 100% | | | Director Procurement | | |

| | | | | | | Amount of own source revenue collected | | | 17.5 | | | 20 | | | 40 | | | Director Revenue | | |

| Economic Planning, | | | Enhanced policy planning, budgeting, implementation, | | | Statutory Policy Documents | | | 25 | | | 15 | | | 25 | | | Director Budget &Economic | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] budgeting and monitoring and evaluation Planning/Director Policy in the County M&E Coordination Budget Absorption rate 82% 85% 100% Director Budget &Economic Planning County Statistical Abstract 0 1 1 Director M&E Programmes and Projects 30% 50% 100% Director Budget Implementation rate & Economic Planning/Director M&E Investment Increased investment % completion of construction of - 100% 100% CEO, MIC Promotion opportunities industrial park No. investor certificates issued - 4 8 MIC Mombasa as an investment % Increment in amounts of - 100% 2005 CEO, MIC hub grants and loans (Ksh) Percentage increase in the No. 75% 100% investors No. sister cities engaged - 9 12 6.4.5 Environment & Solid Waste Management Environment Enhanced compliance to % compliance rate 25% 40% 80% Director Compliance and environmental legislation environment Enforcement Well conserved % of forest cover 18% Director environment and environmnet catchment areas % reduction cases in waste related 5% 10% 20% Director solid diseases waste management %reduction of waste from 10% 20% 40% Director solid sources waste management % reduction in activities emitting 30% 40% 70% Director noise above permissible levels environment Solid Waste Sustainable integrated solid % waste collected 60% 70% 80% Director solid Management waste management system waste management % waste recovered 5% 15% 30% Director solid waste management % waste disposed 55% 65% 75% Director solid waste management 268

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | Budget Absorption rate | | | 82% | | | 85% | | | 100% | | | Director Budget &Economic Planning | | |

| | | | | | | County Statistical Abstract | | | 0 | | | 1 | | | 1 | | | Director M&E | | |

| | | | | | | Programmes and Projects Implementation rate | | | 30% | | | 50% | | | 100% | | | Director Budget & Economic Planning/Director M&E | | |

| Investment Promotion | | | Increased investment opportunities | | | % completion of construction of industrial park | | | - | | | | 100% | | | 100% | | | CEO, MIC | |

| | | | | | | No. investor certificates issued | | | - | | | | 4 | | | 8 | | | | |

| MIC | | | Mombasa as an investment hub | | | % Increment in amounts of grants and loans (Ksh) | | | - | | | | 100% | | | 2005 | | | CEO, MIC | |

| | | | | | | Percentage increase in the No. investors | | | | | | | 75% | | | 100% | | | | |

| | | | | | | No. sister cities engaged | | | - | | | 9 | | | 12 | | | | | |

| | 6.4.5 Environment & Solid Waste Management | | | | | | | | | | | | | | | | | | | |

| | Environment | | Enhanced compliance to environmental legislation | | | % compliance rate | | | | 25% | | | 40% | | | 80% | | | Director | |

| | | | | | | % reduction cases in waste related diseases | | | 5% | | | | 10% | | | 20% | | | Director solid | |

| | | | | | | %reduction of waste from sources | | | 10% | | | | 20% | | | 40% | | | Director solid | |

| | | | | | | % reduction in activities emitting noise above permissible levels | | | 30% | | | | 40% | | | 70% | | | Director | |

| | Solid Waste | | Sustainable integrated solid waste management system | | | % waste collected | | | | 60% | | | 70% | | | 80% | | | Director solid | |

| | | | | | | % waste recovered | | | | 5% | | | 15% | | | 30% | | | Director solid | |

| | | | | | | % waste disposed | | | | 55% | | | 65% | | | 75% | | | Director solid | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] 6.4.6 Education & Digital Transformation ECDE Increased access, retention, % of enrollment of ECDE 81% 90% 97% Director, ECDE completion and transition learners rate in early childhood % of retention of pupils in 92% 98% 100% ECDE % of transition to higher grade 92% 98% 100% Teacher: pupil ratio 1:60 1:50 1:35 Class: pupil ratio 1:60 1:50 1:35 Book: child ratio 1:10 1:5 1:1 VTCs Increased access, retention, Instructor: trainee ratio 1:24 1:20 1:10 Director, VET completion and transition Tool: trainee ratio 1:10 1:5 1:1 rate No of enrolment in VTCs 805 1000 1500 Increase retention rate of VTCs - 95 100 trainees (%) Increase completion rate of VTCs - 95 100 trainees (%) ICT Fast, efficient, effective and % Wide Area Network (WAN) 6% 50% 100% Director ICT reliable data and voice infrastructure covered communication A secure data and % devices and systems Nil 50% 100% information management successfully protected system environment Local Area Network % of offices with LAN 10% 50% 100% extended Fully networked ward % of offices networked per Ward Nil 50% 100% offices All County services % of services automated 20% 60% 100% automated County eservices Platform No of services on eservices Nil 50% 100% platform Enhanced efficiency in Duration in accessing essential 1 minute 30 seconds Real time service delivery services 6.4.7 Health Services General Enhanced institutional Proportion of facilities with 0 60% 100% CDH-MS administration, framework for efficient and Integrated Electronic Medical planning, M & E effective health services Records (EMRs) and support services Proportion of facilities with tracer 90% 100% 100% CDH-MS commodities 269

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | ECDE | | Increased access, retention, completion and transition rate in early childhood | | | % of enrollment of ECDE learners | | | 81% | | | | 90% | | | 97% | | | Director, ECDE | |

| | | | | | | % of retention of pupils in ECDE | | | 92% | | | | 98% | | | 100% | | | | |

| | | | | | | % of transition to higher grade | | | 92% | | | | 98% | | | 100% | | | | |

| | | | | | | Teacher: pupil ratio | | | 1:60 | | | | 1:50 | | | 1:35 | | | | |

| | | | | | | Class: pupil ratio | | | 1:60 | | | | 1:50 | | | 1:35 | | | | |

| | | | | | | Book: child ratio | | | 1:10 | | | | 1:5 | | | 1:1 | | | | |

| | VTCs | | Increased access, retention, completion and transition rate | | | Instructor: trainee ratio | | | 1:24 | | | | 1:20 | | | 1:10 | | | Director, VET | |

| | | | | | | Tool: trainee ratio | | | 1:10 | | | | 1:5 | | | 1:1 | | | | |

| | | | | | | No of enrolment in VTCs | | | 805 | | | | 1000 | | | 1500 | | | | |

| | | | | | | | Increase retention rate of VTCs | | - | | | | 95 | | | 100 | | | | |

| | | | | | | | Increase completion rate of VTCs | | - | | | | 95 | | | 100 | | | | |

| | ICT | | Fast, efficient, effective and reliable data and voice communication | | | % Wide Area Network (WAN) infrastructure covered | | | | 6% | | 50% | | | 100% | | | | Director ICT | |

| | | | A secure data and information management system environment | | | % devices and systems successfully protected | | | | Nil | | | 50% | | | 100% | | | | |

| | | | Local Area Network extended | | | % of offices with LAN | | | | 10% | | | 50% | | | 100% | | | | |

| | | | Fully networked ward offices | | | % of offices networked per Ward | | | | Nil | | | 50% | | | 100% | | | | |

| | | | All County services automated | | | % of services automated | | | | 20% | | | 60% | | | 100% | | | | |

| | | | County eservices Platform | | | No of services on eservices platform | | | | Nil | | | 50% | | | 100% | | | | |

| General administration, planning, M & E and support services | | | Enhanced institutional framework for efficient and effective health services | | | Proportion of facilities with Integrated Electronic Medical Records (EMRs) | | | 0 | | | 60% | | | 100% | | | CDH-MS | | |

| | | | | | | Proportion of facilities with tracer commodities | | | 90% | | | 100% | | | 100% | | | CDH-MS | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] % increase in revenue generated 1.1 130% 150% CDH-PH Policy documents 3 4 7 COC-PH Proportion of population covered 529,430 (40%) 60% 80% by NHIF Outpatient utilization rate 2.8 3.0 3.2 CDH- MS Curative and Increased access to quality Proportion of deliveries conducted 86% 90% 93% CDH -MS rehabilitative curative and rehabilitative by skilled attendants in health health services health services facilities Infant mortality rate 22/1000 15/1000 11/1000 CDH-CS Fresh still Birth 9/1000 8/1000 7/1000 CDH-CS Maternal mortality rate 192/100000 140/100000 100//100000 CDH-CS Preventive and Increased access to quality Number of awareness campaigns 15 50 100 CD-CS promotive Health preventive and promotive conducted Services health services Proportion of adults with BMI of 4492/100000pop 4222/10000 4042/100000 CDH-PHDP over 25 0 Proportion of stunting in under 14% 11% 9% CDH-PHDP 5s (Height for age) Cervical screening coverage 53% 56% 60% CDH-PHDP Number of pregnant women - 20 per CHP 20 per CHP CDH-PH identified and referred to a health facility by CHPs Proportion of pregnant women - 100% 100% CDH-PH registered under social protection programs receiving conditional cash transfers Special Programs Improved health status of Reduced cases of gender-based 3702 3341 3015 CDH-PHDP the individual, family and violence community Proportion of Pregnant women 54% 60% 75% CDH -PHDP attending at least 4 ANC visits Proportion of women receiving - 80% 85% CDH-PH postnatal care within recommended schedule Proportion of children born with - 100% 100% CDH-PH disability referred for rehabilitation Proportion of children under 1 86 % 93% 95% CDH-PHDP year of age fully immunized Proportion of TB patients cured 86% 90% 96% CDH- PHDP (TSR) 270

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | % increase in revenue generated | | | 1.1 | | | 130% | | | 150% | | | CDH-PH | | |

| | | | | | | Policy documents | | | 3 | | | 4 | | | 7 | | | COC-PH | | |

| | | | | | | Proportion of population covered by NHIF | | | 529,430 (40%) | | | 60% | | | 80% | | | | | |

| | | | | | | Outpatient utilization rate | | | 2.8 | | | 3.0 | | | 3.2 | | | CDH- MS | | |

| Curative and rehabilitative health services | | | Increased access to quality curative and rehabilitative health services | | | Proportion of deliveries conducted by skilled attendants in health facilities | | | 86% | | | 90% | | | 93% | | | CDH -MS | | |

| | | | | | | Infant mortality rate | | | 22/1000 | | | 15/1000 | | | 11/1000 | | | CDH-CS | | |

| | | | | | | Fresh still Birth | | | 9/1000 | | | 8/1000 | | | 7/1000 | | | CDH-CS | | |

| | | | | | | Maternal mortality rate | | | 192/100000 | | | 140/100000 | | | 100//100000 | | | CDH-CS | | |

| Preventive and promotive Health Services | | | Increased access to quality preventive and promotive health services | | | | Number of awareness campaigns | | | 15 | | | 50 | | | 100 | | | CD-CS | |

| | | | | | | | Proportion of adults with BMI of | | | 4492/100000pop | | | 4222/10000 | | | 4042/100000 | | | CDH-PHDP | |

| | | | | | | | over 25 | | | | | | 0 | | | | | | | |

| | | | | | | Proportion of stunting in under 5s (Height for age) | | | 14% | | | 11% | | | 9% | | | CDH-PHDP | | |

| | | | | | | Cervical screening coverage | | | 53% | | | 56% | | | 60% | | | CDH-PHDP | | |

| | | | | | | Proportion of pregnant women registered under social protection programs receiving conditional cash transfers | | | - | | | 100% | | | 100% | | | CDH-PH | | |

| Special Programs | | | Improved health status of the individual, family and community | | | Reduced cases of gender-based violence | | | 3702 | | | 3341 | | | 3015 | | | CDH-PHDP | | |

| | | | | | | Proportion of Pregnant women attending at least 4 ANC visits | | | 54% | | | 60% | | | 75% | | | CDH -PHDP | | |

| | | | | | | Proportion of women receiving postnatal care within recommended schedule | | | - | | | 80% | | | 85% | | | CDH-PH | | |

| | | | | | | Proportion of children born with disability referred for rehabilitation | | | - | | | 100% | | | 100% | | | CDH-PH | | |

| | | | | | | Proportion of children under 1 year of age fully immunized | | | 86 % | | | 93% | | | 95% | | | CDH-PHDP | | |

| | | | | | | Proportion of TB patients cured (TSR) | | | 86% | | | 90% | | | 96% | | | CDH- PHDP | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] Malaria prevalence 5% 4% 3% CDH-PHDP Proportion of stunting in under 14% 11% 9% CDH-PH 5s (Height for age) Cervical screening coverage 53% 56% 60% CDH-PH Contraceptive use in women of 43% 56% 60% CDH-PH reproductive age HIV prevalence 6% 5.8% 5.2% CDH-PH 6.4.8 Water, Natural Resources & Climate Change Resilience Water supply Improved access to safe Volume of bulk water increased 33,000 34,700 164,700 Director Water & and clean water (M per day3) Sanitation Distance of new water network 399 549 799 constructed/Rehabilitated [Km]. Catchment Area Conserved 0 1 3 [Km2] No. of HH Connected to water 86,000 87,300 89,000 supply network % of NRW reduced 50 48 46 Volume of storage increased [m3]. 134,000 136,200 139,700 Sanitation service Improved access to Distance of sewer lines 54 114 274 Director Water & sanitation/Sewerage constructed/Rehabilitated [Km] Sanitation services % Reduced sewerage pollution 0 25 45 No. of HH Connected to sewer 669 919 1169 network Volume of sewerage treated 6000 8,000 10,000 increased [m3] Natural Resource Conserved natural resource No. of natural resource - 2 4 Director Natural Management conservation legislations Resources developed, gazzeted and implemented No. of mapping and valuations - 6 6 conducted of the resources (per sub-county) No. of integrated natural system - 1 1 management and database established and updated No. of degraded critical - 3 2 ecosystem participatory rehabilitated and maintained 271

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | Malaria prevalence | | | 5% | | | 4% | | | 3% | | | CDH-PHDP | | |

| | | | | | | Proportion of stunting in under 5s (Height for age) | | | 14% | | | 11% | | | 9% | | | CDH-PH | | |

| | | | | | | Cervical screening coverage | | | 53% | | | 56% | | | 60% | | | CDH-PH | | |

| | | | | | | Contraceptive use in women of reproductive age | | | 43% | | | 56% | | | 60% | | | CDH-PH | | |

| | | | | | | HIV prevalence | | | 6% | | | 5.8% | | | 5.2% | | | CDH-PH | | |

| | 6.4.8 Water, Natural Resources & Climate Change Resilience | | | | | | | | | | | | | | | | | | | |

| Water supply | | | Improved access to safe and clean water | | | Volume of bulk water increased (M per day3) | | | 33,000 | | | 34,700 | | | 164,700 | | | Director Water & Sanitation | | |

| | | | | | | Distance of new water network constructed/Rehabilitated [Km]. | | | 399 | | | 549 | | | 799 | | | | | |

| | | | | | | Catchment Area Conserved [Km2] | | | 0 | | | 1 | | | 3 | | | | | |

| | | | | | | No. of HH Connected to water supply network | | | 86,000 | | | 87,300 | | | 89,000 | | | | | |

| | | | | | | % of NRW reduced | | | 50 | | | 48 | | | 46 | | | | | |

| | | | | | | Volume of storage increased [m3]. | | | 134,000 | | | 136,200 | | | 139,700 | | | | | |

| Sanitation service | | | Improved access to sanitation/Sewerage services | | | Distance of sewer lines constructed/Rehabilitated [Km] | | | 54 | | | 114 | | | 274 | | | Director Water & Sanitation | | |

| | | | | | | % Reduced sewerage pollution | | | 0 | | | 25 | | | 45 | | | | | |

| | | | | | | No. of HH Connected to sewer network | | | 669 | | | 919 | | | 1169 | | | | | |

| | | | | | | Volume of sewerage treated increased [m3] | | | 6000 | | | 8,000 | | | 10,000 | | | | | |

| Natural Resource Management | | | Conserved natural resource | | | No. of natural resource conservation legislations developed, gazzeted and implemented | | | - | | | 2 | | | 4 | | | Director Natural Resources | | |

| | | | | | | No. of mapping and valuations conducted of the resources (per sub-county) | | | - | | | 6 | | | 6 | | | | | |

| | | | | | | No. of integrated natural system management and database established and updated | | | - | | | 1 | | | 1 | | | | | |

| | | | | | | No. of degraded critical ecosystem participatory rehabilitated and maintained | | | - | | | 3 | | | 2 | | | | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] No. of trees planted and 13500 90,000 150,000 maintained in terrestrial ecosystems No. of mangroves planted and - 300,000 500,000 maintained Climate Change A climate resilient and low % greenhouse emissions - 32% 32% Director, Climate carbon emission county. Change Renewable Energy Sustainable energy % uptake of renewable energy for - 20% 40% Director, Energy transition use in the county 6.4.9 Public Service Administration, Youth, Gender, Social Services & Sports General Improved efficiency in % Increment in Work - 6% 10% Director HRM & Administration, service delivery Environment Satisfaction Index County Secretary Planning & Support Services HRD Wage bill managed % of Wage to Total Expenditure 54 45 35 Director Improved productivity Schedule performance index level 0.824 0.9 0.95 performance (SPI) Management Cost performance index (CPI) 1.16 1.3 1.5 Director performance Management Improved employee % Increment in Employee - 6% 10% Director HRM & satisfaction satisfaction index County Secretary Youth Empowered Youth No. of Youth trained on business - 3000 5000 Director, Youth Empowerment skills No. of Youth groups supported - 1500 2500 with business funds No. of youth in employment - 9000 12000 No. of youth of rehabilitated - 900 1200 alcohol and drug abusers supported with start-up kits Gender Equality Empowered women and No. of women trained on - 3000 5000 Director, Gender and girls business skills & Social Services Empowerment of No. of women supported with - 1200 2200 Women and Girls start-up capital No. of women groups supported - 600 1600 with business start-up funds Proportion of elderly (60 and 50,000 110,000 170,000 above years) supported through NHIF contributions 272

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | No. of trees planted and maintained in terrestrial ecosystems | | | 13500 | | | 90,000 | | | 150,000 | | | | | |

| | | | | | | No. of mangroves planted and maintained | | | - | | | 300,000 | | | 500,000 | | | | | |

| | Climate Change | | A climate resilient and low carbon emission county. | | | | % greenhouse emissions | | | - | | | 32% | | | 32% | | | Director, Climate | |

| | Renewable Energy | | | Sustainable energy | | | % uptake of renewable energy for | | | - | | | 20% | | | 40% | | | Director, Energy | |

| | 6.4.9 Public Service Administration, Youth, Gender, Social Services & Sports | | | | | | | | | | | | | | | | | | | |

| | General | | Improved efficiency in service delivery | | | % Increment in Work Environment Satisfaction Index | | | | - | | | 6% | | | 10% | | | Director HRM & | |

| | HRD | | Wage bill managed | | | % of Wage to Total Expenditure | | | | 54 | | | 45 | | | 35 | | | Director | |

| | | | Improved productivity | | | Schedule performance index level (SPI) | | | | 0.824 | | | 0.9 | | | 0.95 | | | performance | |

| | | | | | | Cost performance index (CPI) | | | | 1.16 | | | 1.3 | | | 1.5 | | | Director | |

| | | | Improved employee satisfaction | | | % Increment in Employee satisfaction index | | | | - | | | 6% | | | 10% | | | Director HRM & | |

| Youth Empowerment | | | Empowered Youth | | | No. of Youth trained on business skills | | | - | | | 3000 | | | 5000 | | | Director, Youth | | |

| | | | | | | No. of Youth groups supported with business funds | | | - | | | 1500 | | | 2500 | | | | | |

| | | | | | | No. of youth in employment | | | - | | | 9000 | | | 12000 | | | | | |

| | | | | | | No. of youth of rehabilitated alcohol and drug abusers supported with start-up kits | | | - | | | 900 | | | 1200 | | | | | |

| Gender Equality and Empowerment of Women and Girls | | | Empowered women and girls | | | No. of women trained on business skills | | | - | | | 3000 | | | 5000 | | | Director, Gender & Social Services | | |

| | | | | | | No. of women supported with start-up capital | | | - | | | 1200 | | | 2200 | | | | | |

| | | | | | | No. of women groups supported with business start-up funds | | | - | | | 600 | | | 1600 | | | | | |

| | | | | | | Proportion of elderly (60 and above years) supported through NHIF contributions | | | 50,000 | | | 110,000 | | | 170,000 | | | | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] No. of needy girls supported with - 60,000 100,000 sanitary pads No. of girls/women rescue canter - 1 1 established No. of girls and boys mentored - 3000 5000 Persons with PWDs empowered and No. of PWDs trained - 300 500 Director, Gender Disability (PWDs) included in county entrepreneurship skills & Social Services empowerment development opportunities % of county procurement - 5% 5% allocated to PWDs % of county buildings compliant - 100% 100% with PWDs requirements Sports Enhanced level of sports No. of sports men and women - 900 1200 Director, Sports Development infrastructure and services trained No. of local teams assisted with - 250 250 sports equipment No. of local leagues - 3 5 organized/hosted. Mombasa County Stadium - 1 1 No. of water sports parks - 1 1 established No. of sports facilities - 6 6 developed/renovated Disaster Risk Reduced vulnerability % response to emergencies 20% 100% 100% Director, DRM Management related to natural disasters 6.4.10 Tourism, Culture & Trade Trade Trade Development & No. of traders/ businesses in the 17 1` 1 Director, Trade Development Infrastructure Improved market % increase in revenue from 60M 15% 15% markets Ease of doing Conducive Business No of new businesses registered 35,000 20,000 20,000 Director, Trade business Environment Created Tourism Enhanced tourism No of international tourist 84,000 30,000 30,000 Director, Tourism development arrivals Tourism related income collected - 100M 100M % Increase in Bed Occupancy 481,000 20% 20% Cultural Affairs Cultural heritage protected No. of persons attending cultural 500,000 50,000 50,000 Director, Culture and promoted festivals No of visitors to the cultural & 200,000 60,000 60,000 art spaces 273

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | No. of needy girls supported with sanitary pads | | | - | | | 60,000 | | | 100,000 | | | | | |

| | | | | | | No. of girls/women rescue canter established | | | - | | | 1 | | | 1 | | | | | |

| | | | | | | No. of girls and boys mentored | | | - | | | 3000 | | | 5000 | | | | | |

| Persons with Disability (PWDs) empowerment | | | PWDs empowered and included in county development opportunities | | | No. of PWDs trained entrepreneurship skills | | | - | | | 300 | | | 500 | | | Director, Gender & Social Services | | |

| | | | | | | % of county procurement allocated to PWDs | | | - | | | 5% | | | 5% | | | | | |

| | | | | | | % of county buildings compliant with PWDs requirements | | | - | | | 100% | | | 100% | | | | | |

| Sports Development | | | Enhanced level of sports infrastructure and services | | | No. of sports men and women trained | | | - | | | 900 | | | 1200 | | | Director, Sports | | |

| | | | | | | No. of local teams assisted with sports equipment | | | - | | | 250 | | | 250 | | | | | |

| | | | | | | No. of local leagues organized/hosted. | | | - | | | 3 | | | 5 | | | | | |

| | | | | | | Mombasa County Stadium | | | - | | | 1 | | | 1 | | | | | |

| | | | | | | No. of water sports parks established | | | - | | | 1 | | | 1 | | | | | |

| | | | | | | No. of sports facilities developed/renovated | | | - | | | 6 | | | 6 | | | | | |

| Disaster Risk Management | | | Reduced vulnerability | | | % response to emergencies related to natural disasters | | | 20% | | | 100% | | | 100% | | | Director, DRM | | |

| Trade Development | | | Trade Development & Infrastructure Improved | | | No. of traders/ businesses in the market | | | 17 | | | 1` | | | 1 | | | Director, Trade | | |

| | | | | | | % increase in revenue from markets | | | 60M | | | 15% | | | 15% | | | | | |

| Ease of doing business | | | Conducive Business Environment Created | | | No of new businesses registered | | | 35,000 | | | 20,000 | | | 20,000 | | | Director, Trade | | |

| Tourism development | | | Enhanced tourism | | | No of international tourist arrivals | | | 84,000 | | | 30,000 | | | 30,000 | | | Director, Tourism | | |

| | | | | | | Tourism related income collected | | | - | | | 100M | | | 100M | | | | | |

| | | | | | | % Increase in Bed Occupancy | | | 481,000 | | | 20% | | | 20% | | | | | |

| Cultural Affairs | | | Cultural heritage protected and promoted | | | No. of persons attending cultural festivals | | | 500,000 | | | 50,000 | | | 50,000 | | | Director, Culture | | |

| | | | | | | No of visitors to the cultural & art spaces | | | 200,000 | | | 60,000 | | | 60,000 | | | | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] Public Recreation Cultural heritage protected No. of visitors to public 600,000 30,000 30,000 Director, Culture and entertainment and promoted recreational parks 6.4.11 Lands, Urban Renewal & Housing General Increased employee Level of departmental employee 58 (Year 2019) 5% 10% Director Land Administration and satisfaction satisfaction (Index) Increment Increment administration Support Services Improved work Level of departmental work - 3% 6% Director Land environment environment satisfaction (Index) Increment Increment administration Urban and Land Enhanced urban and Land Proportion of areas with orderly 30% 50% 70% Director Planning use Planning use planning development 40% 60% 80% CECM, Lands, Level of compliance to planning Urban Renewal & policies and regulations (%) Housing 1.5 billion 20% 45% CO, Lands, Urban % Increment in revenue collected increment increment Renewal & Housing Provision of Enhanced security of Director Planning

10% 30% security of Tenure Tenure % of squatter population resettled 15% 30% CO, Lands, Urban % Increment in revenue
increment increment Renewal & collection Housing Land Management Enhanced Land % Increment in accessibility and - 30% 100% Director Land Management utilization of land information administration % Increment in revenue - 15% 45% Director Land collection administration Increased citizen Increment Customer Satisfaction - 5% 10% Director Land satisfaction Index (%) administration Urban Renewal Upgraded County housing Number of beneficiaries for the 2030 Tenants (The year 10% 25% CO, Lands, Urban estates affordable housing program 2022) Increment Increment Renewal & Housing Increment in revenue collection 35,599,176 (The year 2022) 10% 25% Director Housing (%) Enhanced level of 10% 30% 50% CECM, Lands, % Increment in county infrastructure and services Urban Renewal & population living in the upgraded Housing settlements 6.4.12 Transport & Infrastructure Roads Improvement of access and No. of Km created/ expanded 250 300 350 CO/Director Infrastructure connectivity of road No. of Km continuously 400 450 500 Infrastructure/Ro Development infrastructure maintained ads 274

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| Public Recreation and entertainment | | | Cultural heritage protected and promoted | | | No. of visitors to public recreational parks | | | 600,000 | | | 30,000 | | | 30,000 | | | Director, Culture | | |

| | Support Services | | | Improved work | | | Level of departmental work | | | - | | | 3% | | | 6% | | | Director Land | |

| | Urban and Land | | Enhanced urban and Land use planning | | | Proportion of areas with orderly development | | | | 30% | | | 50% | | | 70% | | | Director Planning | |

| | | | | | | Level of compliance to planning policies and regulations (%) | | | | 40% | | | 60% | | | 80% | | | CECM, Lands, | |

| | | | | | | | | | | - | | | 10% | | | 30% | | | | |

| | Land Management | | | Enhanced Land | | | % Increment in accessibility and | | | - | | | 30% | | | 100% | | | Director Land | |

| | | | | | | | % Increment in revenue | | | - | | | 15% | | | 45% | | | Director Land | |

| | | | | Increased citizen | | | Increment Customer Satisfaction | | | - | | | 5% | | | 10% | | | Director Land | |

| | | | | Enhanced level of | | | | | | 10% | | | 30% | | | 50% | | | CECM, Lands, | |

| | Roads | | Improvement of access and connectivity of road infrastructure | | | No. of Km created/ expanded | | | 250 | | | | 300 | | | 350 | | | CO/Director | |

| | Infrastructure | | | | | No. of Km continuously maintained | | | 400 | | | | 450 | | | 500 | | | Infrastructure/Ro | |

| | Development | | | | | | | | | | | | | | | | | | ads | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] No. of Km of aged road - 5 10 pavements rehabilitated/constructed Improvement of Improved storm water No. of storm water drainage - 1 1 CO/Director Storm water drainage management master plans reviewed Infrastructure/Ro management in No. of KM of existing drainage 202.7 160 200 ads built environment system maintained No. of KM of existing drainage - 5 15 system upgraded No. of KM of new drainage 150 10 20 network constructed Provision of utility New utility service ducts No. of KM of new utility service - 10 50 CO/Director services ducts constructed ducts constructed Infrastructure/Ro ads Transport Improved NMT No. of Km of NMT constructed 85 100 130 Management infrastructure BRT phase 1 infrastructure Proportion of of BRT line/phase - 50% 100% developed infrastructure corridor developed Parking facilities for public Proportion of Parking facilities - 50% 100% transport vehicles for public transport vehicles CO/Director created/development created/development Infrastructure/Ro Proportion of marshalling yard at - 50% 100% ads Miritini Greenfield facilities for public transport vehicles created/development Proportion of Multi storey - 50% 100% Parking facilities for cars at Mwembe Tayari CBD created/development County Public Improved Service delivery No. of office/buildings 10 15 20 Works constructed/created CO/Director No of offices 10 10 15 Works renovated/maintained Improvement Existing street lighting No. of existing street lighting 10,000 20,000 20,000 CO/Director Safety, and Risk points maintained points maintained Operations and Disaster Management New street lighting network No. of new street lighting points 39633 9000 6000 CO/Director constructed installed Operations 275

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | No. of Km of aged road pavements rehabilitated/constructed | | | - | | | | 5 | | | 10 | | | | |

| | Improvement of | | Improved storm water drainage management | | | No. of storm water drainage master plans reviewed | | | - | | | | 1 | | | 1 | | | CO/Director | |

| | management in | | | | | No. of KM of existing drainage system maintained | | | 202.7 | | | | 160 | | | 200 | | | ads | |

| | | | | | | No. of KM of existing drainage system upgraded | | | - | | | | 5 | | | 15 | | | | |

| | | | | | | No. of KM of new drainage network constructed | | | 150 | | | | 10 | | | 20 | | | | |

| | Provision of utility | | New utility service ducts constructed | | | No. of KM of new utility service ducts constructed | | | - | | | | 10 | | | 50 | | | CO/Director | |

| | | | | | | | | | | | | | | | | | | | ads | |

| | Transport | | Improved NMT infrastructure | | | No. of Km of NMT constructed | | | 85 | | | | 100 | | | 130 | | | | |

| | | | BRT phase 1 infrastructure developed | | | Proportion of of BRT line/phase infrastructure corridor developed | | | - | | | | 50% | | | 100% | | | | |

| | | | Parking facilities for public transport vehicles created/development | | | Proportion of Parking facilities for public transport vehicles created/development | | | - | | | | 50% | | | 100% | | | | |

| | | | | | | Proportion of marshalling yard at Miritini Greenfield facilities for public transport vehicles created/development | | | - | | | | 50% | | | 100% | | | | |

| | | | | | | | | | | | | | | | | | | | ads | |

| | | | | | | Proportion of Multi storey Parking facilities for cars at Mwembe Tayari CBD created/development | | | - | | | | 50% | | | 100% | | | | |

| | County Public | | Improved Service delivery | | | No. of office/buildings constructed/created | | | 10 | | | | 15 | | | 20 | | | | |

| | | | | | | No of offices renovated/maintained | | | 10 | | | | 10 | | | 15 | | | Works | |

| | Improvement | | Existing street lighting points maintained | | | No. of existing street lighting points maintained | | | 10,000 | | | | 20,000 | | | 20,000 | | | CO/Director | |

| | | | New street lighting network constructed | | | No. of new street lighting points installed | | | 39633 | | | | 9000 | | | 6000 | | | CO/Director | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] 6.4.13 Blue Economy, Agriculture & Livestock Crops Increased crop production Tonnage of crops produced Maize 3000 3150 3300 Director Management and productivity (disaggregate by type) tonnes Agriculture Leafy 150 tonnes 165 180 Amaranth us Tomatoes 37.2 tonnes 40.92 44.64 Spinach 18 tonnes 19.8 21.6 Cowpeas 160 tonnes 176 192 Maize 8 90kg 0.756 0.792 Director Amount of crop produced per Bags/Acre Agriculture acre (disaggregate by type) (0.72t/acre) Leafy 8.8t/Acre 9.68 10.56 Amaranth us Tomatoes 12.4t /Acre 13.64 14.88 Spinach 6t/Acre 6.6 7.2 Cowpeas 8t/Acre 8.8 9.6 Proportion of households that are 47% of the total 46% 45% Director food poor agricultural households Agriculture which is 24,200 Increased earnings from 75% of produce reach 78% 80% Director Proportion of local produce sold agricultural produce market which is Agriculture in the retail market horticultural produce Livestock Increased livestock Volume of livestock products Milk 1,744,349 1,918,784 2,093,219 Director Production production and (disaggregate by type e.g., milk Beef 134,303 141018 147733 Livestock productivity mutton, etc.) Chevon 58,886 61830 64775 Mutton 4,622 4853 5084 Honey 3,053 3205 3358 Rabbit 1,227 1534 1841 Poultry 288,396 360495 432594 Eggs 7,484,195 8,232,615 8,981,034 Hides 963 1059 1156 Skins 5,636 6200 6763 Value of livestock products Milk 139,547,920 153,502,712 167,457,504 Director (Million Kshs) (disaggregate by Beef 53,721,200 56,407260 59,093,320 Livestock type e.g., milk mutton, etc.) Chevon 26,498,700 27823635 29145570 276

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | | | | [2025/26] | | | [2027/28] | | | | |

| | 6.4.13 Blue Economy, Agriculture & Livestock | | | | | | | | | | | | | | | | | | | | | | |

| | | | | | | | | | | Leafy | | | 150 tonnes | | | 165 | | | 180 | | | | |

| | | | | | | | | | | us | | | | | | | | | | | | | |

| | | | | | | | | | | Tomatoes | | | 37.2 tonnes | | | 40.92 | | | 44.64 | | | | |

| | | | | | | | | | | Spinach | | | 18 tonnes | | | 19.8 | | | 21.6 | | | | |

| | | | | | | | | | | Cowpeas | | | 160 tonnes | | | 176 | | | 192 | | | | |

| | | | | | | Amount of crop produced per acre (disaggregate by type) | | | | Maize | | | 8 90kg | | | 0.756 | | | 0.792 | | | Director | |

| | | | | | | | | | | Leafy | | | 8.8t/Acre | | | 9.68 | | | 10.56 | | | | |

| | | | | | | | | | | us | | | | | | | | | | | | | |

| | | | | | | | | | | Tomatoes | | | 12.4t /Acre | | | 13.64 | | | 14.88 | | | | |

| | | | | | | | | | | Spinach | | | 6t/Acre | | | 6.6 | | | 7.2 | | | | |

| | | | | | | | | | | Cowpeas | | | 8t/Acre | | | 8.8 | | | 9.6 | | | | |

| | | | | productivity | | | mutton, etc.) | | | Chevon | | | 58,886 | | | 61830 | | | 64775 | | | | |

| | | | | | | | | | | Mutton | | | 4,622 | | | 4853 | | | 5084 | | | | |

| | | | | | | | | | | Honey | | | 3,053 | | | 3205 | | | 3358 | | | | |

| | | | | | | | | | | Rabbit | | | 1,227 | | | 1534 | | | 1841 | | | | |

| | | | | | | | | | | Poultry | | | 288,396 | | | 360495 | | | 432594 | | | | |

| | | | | | | | | | | Eggs | | | 7,484,195 | | | 8,232,615 | | | 8,981,034 | | | | |

| | | | | | | | | | | Hides | | | 963 | | | 1059 | | | 1156 | | | | |

| | | | | | | | | | | Skins | | | 5,636 | | | 6200 | | | 6763 | | | | |

| | | | | | | | Value of livestock products | | | Milk | | | 139,547,920 | | | 153,502,712 | | | 167,457,504 | | | Director | |

| | | | | | | | (Million Kshs) (disaggregate by | | | Beef | | | 53,721,200 | | | 56,407260 | | | 59,093,320 | | | Livestock | |

| | | | | | | | type e.g., milk mutton, etc.) | | | Chevon | | | 26,498,700 | | | 27823635 | | | 29145570 | | | | |

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Programme Key Outcome Objectively Verifiable Baseline, 2022/23 Mid-term End Term Reporting Indicator, OVI (Outcome- Targets Targets Responsibility based) [2025/26] [2027/28] Mutton 2,079,900 2183695 2287890 Honey 2,442,400 2564520 2686640 Rabbit 613,500 766875 920250 Poultry 115,358,400 144,198,000 173,037,600 Eggs 112,262,925 123,498,217 134,715,510 Hides 288,900 317,790 346,680 Skins 563,600 619,960 676,320 Veterinary Services Sustained household % reduction in livestock diseases livestock 50% 45% 40% Director income and protection of incidences diseases Veterinary Livelihoods incidences Milk yield in litres/cow Milk yield 7 7.5 8 Income (Ksh.)/ skin Income 200 230 260 (Ksh.)/ skin Income (Ksh.)/ skin Income 500 530 550 (Ksh.)/ skin % reduction in zoonotic diseases incidences 40% 45% among humans % reduction in rabies disease Rabies 80% 85% 90% occurrence diseases occurrence % reduction in zoonotic diseases Zoonotic 50% 55% 60% incidences among humans diseases incidences % reduction in cattle rustling Cattle 80% 85% 90% incidences rustling incidences Blue economy Increased fish production Tonnage of fish produced 980 1372 1764 Director, Fisheries development Value of fish produce (Million 350 490 630 Kshs) Marine Renewable Energy No. of marine renewable energy 0 1 1 Director, Blue exploited exploited economy Marine Tourism avenues No. of marine tourism avenues 0 1 1 exploited exploited Water Transport policy and No. of marine water transport 0 1 1 infrastructure established established Sea bed resources exploited No. of marine Sea bed resources 0 1 1 exploited 277

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | based) | | | | | | | | | [2025/26] | | | [2027/28] | | | | |

| | | | | | | | | | | Mutton | | | 2,079,900 | | | 2183695 | | | 2287890 | | | | |

| | | | | | | | | | | Honey | | | 2,442,400 | | | 2564520 | | | 2686640 | | | | |

| | | | | | | | | | | Rabbit | | | 613,500 | | | 766875 | | | 920250 | | | | |

| | | | | | | | | | | Poultry | | | 115,358,400 | | | 144,198,000 | | | 173,037,600 | | | | |

| | | | | | | | | | | Eggs | | | 112,262,925 | | | 123,498,217 | | | 134,715,510 | | | | |

| | | | | | | | | | | Hides | | | 288,900 | | | 317,790 | | | 346,680 | | | | |

| | | | | | | | | | | Skins | | | 563,600 | | | 619,960 | | | 676,320 | | | | |

| | | | | | | | Milk yield in litres/cow | | | Milk yield | | | 7 | | | 7.5 | | | 8 | | | | |

| | | | | | | | Income (Ksh.)/ skin | | | Income | | | 200 | | | 230 | | | 260 | | | | |

| | | | | | | | | | | (Ksh.)/ | | | | | | | | | | | | | |

| | | | | | | | Income (Ksh.)/ skin | | | Income | | | 500 | | | 530 | | | 550 | | | | |

| | | | | | | | | | | (Ksh.)/ | | | | | | | | | | | | | |

| | | | | | | | % reduction in zoonotic diseases incidences | | | | | | | | | 40% | | | 45% | | | | |

| | | | | | | | % reduction in rabies disease | | | Rabies | | | 80% | | | 85% | | | 90% | | | | |

| | | | | | | | % reduction in zoonotic diseases | | | Zoonotic | | | 50% | | | 55% | | | 60% | | | | |

| | | | | | | | % reduction in cattle rustling | | | Cattle | | | 80% | | | 85% | | | 90% | | | | |

| | Blue economy | | | Increased fish production | | | Tonnage of fish produced | | | 980 | | | | | | 1372 | | | 1764 | | | Director, Fisheries | |

| | | | | | | | Value of fish produce (Million | | | 350 | | | | | | 490 | | | 630 | | | | |

| | | | | Marine Renewable Energy | | | No. of marine renewable energy | | | 0 | | | | | | 1 | | | 1 | | | Director, Blue | |

| | | | | Marine Tourism avenues | | | No. of marine tourism avenues | | | 0 | | | | | | 1 | | | 1 | | | | |

| | | | | Water Transport policy and | | | No. of marine water transport | | | 0 | | | | | | 1 | | | 1 | | | | |

| | | | | Sea bed resources exploited | | | No. of marine Sea bed resources | | | 0 | | | | | | 1 | | | 1 | | | | |

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6.5 Data Collection, Analysis and Reporting The data to be used as inputs for M&E will come from surveys and administrative data sources, collected by county directorate of Finance and Economic Planning, other county departments, KNBS, national government ministries and agencies located within the county. The county will formulate the CIDP indicator handbook and standard data templates to guide data collection. To integrate technology in M&E, the county will use e-CIMEs (Electronic County integrated monitoring and evaluation systems) to improve data analysis and reporting. Computerization of the M&E information system will strengthen cooperative partnership in M&E information activities, systems compatibility, and sustainability. The county will carry out annual and quarterly M&E activities, which will include data collection, analysis, project verification visits, reports compilation and sharing. To ascertain the implementation of the CIDP against the planned targets, the county will carry out CIDP mid-term and end-term reviews. A summary of the reports is presented as follows. Type of Report Purpose Frequency Responsibility Report to Who Annual Reports Detail annual achievements of the Annual CEC Governor and county vis-à-vis the implementation County plan, outlining the targets met, Assembly challenges and recommendations for the subsequent programs/plan cycle Semiannual reports Provides mid-year evaluation of the Twice a year Chief Officer CEC/ County county’s activities Secretary Quarterly Reports Details county’s status with regard to Quarterly Directors Chief Officer achievement of the activities outlined in the CIDP providing opportunity for amendment and recommendations based on evaluation. Monthly Activity These will provide information with Monthly Directors Chief Officer Reports regard to various county’s programme/project activities undertaken in the month as per the work plan and public participations, e.g., tracking reports, workshop reports, policy status reports and investor enquiry reports. It should highlight the timelines met, challenges and possible recommendations Institutional Information to staff on the status of Monthly CECs Governor information the County, achievements and expectations including Human Resource Management Public/Customer Conduct a public/Customer Annually County Governor Satisfaction Report satisfaction survey to gauge the level Secretary of service delivery and satisfaction Performance Contract The annual performance contract Annually and CECs Governor annual evaluation report provides the status of quarterly report achievements attained by the county/ departments annually. This details actual performance against target contained in the performance contract 278

|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|

| | | | | | | | | | | | | | Who | |

| M R | onthly Activity | | These will provide information with regard to various county’s programme/project activities undertaken in the month as per the work plan and public participations, e.g., tracking reports, workshop reports, policy status reports and investor enquiry reports. It should highlight the timelines met, challenges and possible recommendations | | | Monthly | | | Directors | | | Chief Officer | | |

| P a r | erformance Contract | | The annual performance contract report provides the status of achievements attained by the county/ departments annually. This details actual performance against target contained in the performance contract | | | Annually and quarterly | | | CECs | | | Governor | | |

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6.6 Dissemination, Feedback Mechanism, Citizen Engagement and Learning The County government will enhance M&E capabilities to realize its objectives including dissemination of the findings for purposes of sharing and learning. The channels for disseminating the M&E findings include: The Governor during the state of county address will present to the County Assembly the progress made in the realization of the various development objectives, public participation fora where the government will engage the citizenry on the achievements realized, publication of the M&E reports on the county website including preparing fliers/reports and county bulletins for distribution to the residents. The sharing of the M&E report with the County Assembly will provide an additional avenue for dissemination. The County Citizen Fora will participate in the monitoring exercises to enhance the process through widening of participation. Members of the forum will provide the beneficiaries viewpoint in the M&E. The forum will grant an opportunity to get feedback on the M&E processes and the realization of the various outcomes. 6.7 Evaluation Plan The M&E reports will provide critical references during planning and budgeting. The data gathered will provide information on the status of programmes /projects thus determining the next phase’s actions. The lessons learnt from the monitoring and evaluation will strengthen the planning and budgeting capabilities in the county. The evaluation plan is presented hereinafter. 279

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Table 58: Evaluation Plan No 1 CIDP Midterm Improved Improve CEC June 2025 Sept 2025 KES. GoK/ PPP Review of the implementation implementation of Trade/ 500 /Development partners Third of the CIDP CIDP. Managing million Generation Director CIDP 2 Human Resource Midterm Optimal staffing Improve HR CEO PSB June 2025 Sept 2025 6 M GoK/ Donor planning Review of the maintained management HR plans 3 Recruitment and Annual reviews Improved service Inform CEO PSB June 2025 Sept 2025 4 M GoK/ Donor selection delivery Appointments/removal of persons 4 Productivity and Annual reviews Increased To reward employees CEO PSB June 2025 Sept 2025 4 M GoK/ Donor performance productivity and service delivery improvement 5 Corruption prevention Annual reviews corruption To improve CEO PSB June 2025 Sept 2025 4 M GoK/ Donor incidences accountability eradicated 6 Complaints Management Annual reviews Improved Improve CEO PSB June 2025 Sept 2025 3 M GoK/ Donor employee and internal/external citizen stakeholder relations satisfaction 7 MIC Rapid Increased access Improve the delivery of CEC June 2027 Sept 2027 KES GoK/ PPP Programs Evaluation of to investment investment services Trade/ 500 /Development partners the opportunities Managing million MIC program Director 280

| No | | | | | | | | | |

|---|---|---|---|---|---|---|---|---|---|

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ANNEX 1: COUNTY FACT SHEET Information Category County Statistics National Statistics (as at 2022) (as at 2022) County Area Total area (Km2) 219.9 Km2 610,000 Km2 Non-arable land (Km²) 71.32 Km2 304,067 Km² Arable land (Km²) 42 Km² 276,300 Km² Size of gazetted forests (Ha) 3771 Ha 3,462,536 Ha Size of non-gazetted forests (Ha) 68 Ha 57,708,933 Ha Approximate forest cover (%) 6 % 7.14% Water mass (Km2) 65.12Km2 29,391Km2 No. of rivers, lakes and wetlands protected 13 Total urban areas (Km2) 124.95 Km2 No. of quarry sites rehabilitated 3 Sites No. of climate change adaptation projects/programmes Topography and Climate Lowest altitude (Meters) 0 0 Highest (Meters) 98M 5,199M Temperature High 0C 31.0 28.6 range: Low 0C 24.1 17.5 Rainfall High (mm) 235mm 2000mm Low (mm) 14mm 250mm Demographic Profiles Total population 1,283,933 50,622,914 Total Male population 639649 25,104,154 Total Female population 644284 25,518,760 Total intersex Population 30 1,524 Sex ratio (Male: Female) 1: 1 1:1 Projected Population Mid of plan 1,367,714 53,330,978 period (2025) End of plan 1,422,440 55,123,051 period (2027) Infant population (<1 year) Female 15,950 631,265 Male 15,934 636,186 Total 31,884 1,267,451 Population under five Female 75,734 3,138,424 Male 75,910 3,162,892 Inter-sex Total 151,644 6,301,316 Pre- Primary School population (3-5) years Female 44,720 1,878,320 Male 44,432 1,856,782 Total 89,152 3,735,102 Primary school age group (6-13) years Female 113,102 3,661,960 Male 111,454 3,587,839 Total 224,556 7,249,799 Secondary school age group (14 - 17) years Female 52,388 1,760,448 Male 51,518 1,728,255 Total 103,906 3,488,703 School Going Population as per CBC Curriculum Pre- Primary School population (3-5) years Female 44,720 1,878,320 281

|---|---|---|---|---|---|---|---|

| Total area (Km2) | | | | 219.9 Km2 | | 610,000 Km2 | |

| Non-arable land (Km²) | | | | 71.32 Km2 | | 304,067 Km² | |

| Arable land (Km²) | | | | 42 Km² | | 276,300 Km² | |

| Size of gazetted forests (Ha) | | | | 3771 Ha | | 3,462,536 Ha | |

| Size of non-gazetted forests (Ha) | | | | 68 Ha | | 57,708,933 Ha | |

| Approximate forest cover (%) | | | | 6 % | | 7.14% | |

| Water mass (Km2) | | | | 65.12Km2 | | 29,391Km2 | |

| No. of rivers, lakes and wetlands protected | | | | 13 | | | |

| Total urban areas (Km2) | | | | 124.95 Km2 | | | |

| No. of climate change adaptation projects/programmes | | | | | | | |

| Lowest altitude (Meters) | | | | 0 | | 0 | |

| Highest (Meters) | | | | 98M | | 5,199M | |

| Temperature range: | | High 0C | | 31.0 | | 28.6 | |

| | | Low 0C | | 24.1 | | 17.5 | |

| Rainfall | | High (mm) | | 235mm | | 2000mm | |

| | | Low (mm) | | 14mm | | 250mm | |

| Total population | | | | 1,283,933 | | 50,622,914 | |

| Total Male population | | | | 639649 | | 25,104,154 | |

| Total Female population | | | | 644284 | | 25,518,760 | |

| Total intersex Population | | | | 30 | | 1,524 | |

| Sex ratio (Male: Female) | | | | 1: 1 | | 1:1 | |

| Projected Population | | | Mid of plan period (2025) | 1,367,714 | | 53,330,978 | |

| | | | End of plan period (2027) | 1,422,440 | | 55,123,051 | |

| Infant population (<1 year) | | | Female | 15,950 | | 631,265 | |

| | | | Male | 15,934 | | 636,186 | |

| | | | Total | 31,884 | | 1,267,451 | |

| Population under five | | | Female | 75,734 | | 3,138,424 | |

| | | | Male | 75,910 | | 3,162,892 | |

| | | | Total | 151,644 | | 6,301,316 | |

| Pre- Primary School population (3-5) years | | | Female | 44,720 | | 1,878,320 | |

| | | | Male | 44,432 | | 1,856,782 | |

| | | | Total | 89,152 | | 3,735,102 | |

| Primary school age group (6-13) years | | | Female | 113,102 | | 3,661,960 | |

| | | | Male | 111,454 | | 3,587,839 | |

| | | | Total | 224,556 | | 7,249,799 | |

| Secondary school age group (14 - 17) years | | | Female | 52,388 | | 1,760,448 | |

| | | | Male | 51,518 | | 1,728,255 | |

| | | | Total | 103,906 | | 3,488,703 | |

| School Going Population as per CBC Curriculum | | | | | | | |

| Pre- Primary School population (3-5) years | | | Female | 44,720 | | 1,878,320 | |

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Information Category County Statistics National Statistics (as at 2022) (as at 2022) Male 44,432 1,856,782 Total 89,152 3,735,102 Primary school age group (6-12) years Female 113,102 3,661,960 Male 111,454 3,587,839 Inter-sex Total 224,556 7,249,799 Junior Secondary School age group (13 - 15) Female XXXX 1,738,625 years Male XXXX 1,704,058 Total XXXX 3,442,682 Senior Secondary School age group (16 - 18) Female 1,694,585 years Male 1,669,813 Total 3,364,399 Youthful population (15-34 years Female 259,883 9,612680 Male 257,179 9,549748 Total 517,062 19,162,428 Women of reproductive age (15 - 49) years 369,820 13,509,824 Labour force (15-64) years Female 412457 15279,666 Male 411,277 15,066,238 Total 823,734 30,345,904 Aged population (65+) Female 14,633 1,041,376 Male 13,114 939,807 Total 27747 1,981,183 Population aged below 15 years 432451 18,295,827 Eligible Voting Population Name of constituency Changamwe 89934 Jomvu 103954 Kisauni 186829 26,788,8113 Likoni 147480 Mvita 107217 Nyali 160727 Total (county) 796141 Population Density (persons Changamwe 7924 per km2) by Sub- County Jomvu 4709 Kisauni 3536 87 Likoni 6574 Mvita 11203 Nyali 10211 Total number of households 378,422 12,980,234 Average household size 3.1 3.9 Female headed households (%) 35.1 38.2 Child headed households (%) 0.4 0.5 Number of PWDs Visual 5,600 333,520 Hearing 2,116 153,361 Speech 2211 111,355 Physical 2201 139,928 Mental 2,693 212,797 Mobility 5,202 385,416 282

|---|---|---|---|---|---|---|---|

| | | | Male | 44,432 | | 1,856,782 | |

| | | | Total | 89,152 | | 3,735,102 | |

| Primary school age group (6-12) years | | | Female | 113,102 | | 3,661,960 | |

| | | | Male | 111,454 | | 3,587,839 | |

| | | | Total | 224,556 | | 7,249,799 | |

| | | | Male | | | 1,669,813 | |

| | | | Total | | | 3,364,399 | |

| Youthful population (15-34 years | | | Female | 259,883 | | 9,612680 | |

| | | | Male | 257,179 | | 9,549748 | |

| | | | Total | 517,062 | | 19,162,428 | |

| Women of reproductive age (15 - 49) years | | | | 369,820 | | 13,509,824 | |

| Labour force (15-64) years | | | Female | 412457 | | 15279,666 | |

| | | | Male | 411,277 | | 15,066,238 | |

| | | | Total | 823,734 | | 30,345,904 | |

| Aged population (65+) | | | Female | 14,633 | | 1,041,376 | |

| | | | Male | 13,114 | | 939,807 | |

| | | | Total | 27747 | | 1,981,183 | |

| Population aged below 15 years | | | | 432451 | | 18,295,827 | |

| | | | Changamwe | 89934 | | | |

| | | | Jomvu | 103954 | | | |

| | | | Kisauni | 186829 | | | |

| | | | Likoni | 147480 | | | |

| | | | Mvita | 107217 | | | |

| | | | Nyali | 160727 | | | |

| | | | Total (county) | 796141 | | | |

| Population Density (persons per km2) by Sub- County | | Changamwe | | 7924 | | 87 | |

| | | Jomvu | | 4709 | | | |

| | | Kisauni | | 3536 | | | |

| | | Likoni | | 6574 | | | |

| | | Mvita | | 11203 | | | |

| | | Nyali | | 10211 | | | |

| Total number of households | | | | 378,422 | | 12,980,234 | |

| Average household size | | | | 3.1 | | 3.9 | |

| Female headed households (%) | | | | 35.1 | | 38.2 | |

| Child headed households (%) | | | | 0.4 | | 0.5 | |

| Number of PWDs | | Visual | | 5,600 | | 333,520 | |

| | | Hearing | | 2,116 | | 153,361 | |

| | | Speech | | 2211 | | 111,355 | |

| | | Physical | | 2201 | | 139,928 | |

| | | Mental | | 2,693 | | 212,797 | |

| | | Mobility | | 5,202 | | 385,416 | |

Page 296

Information Category County Statistics National Statistics (as at 2022) (as at 2022) Total 20,023 1,336,377 Number of street Families 2127 100,897 Poverty Indicators Absolute poverty (%) 34.8 XX Rural poor (%) XX XX Food poverty (%) XX XX Contribution to National Poverty (%) 1.9 XX Health Five most common diseases (in order of Under 5yrs Above 5yrs prevalence) Upper respiratory Upper respiratory tract infection tract infection Lower respiratory Lower respiratory tract infection tract infection Diarrhea Urinary tract infection Skin diseases Skin diseases Pneumonia Diarrhea Infant Mortality Rate (IMR)/1000 9.238089353 Neo-Natal Mortality Rate (NNMR)/1000 192/1000LBW Maternal Mortality Rate (MMR/100,000) 21.3/1000LB Prevalence of stunting (Height for Age) 14% Prevalence of underweight (Weight for Age) 33.6% Life expectancy Male 66.4 Female 75.8 Health Facilities (No.) By Sub- County Hospitals - level 6 Changamwe 2 Jomvu 1 6 Kisauni 2 Likoni 3 Mvita 11 Nyali 3 Changamwe County Refferal Hospitals- Level 5 Jomvu Kisauni 20 Likoni Mvita Nyali Changamwe Jomvu Sub County Hospitals -Level 4 Kisauni 895 Likoni Mvita Nyali Health & Medical Centres Levels 2 & 3 Changamwe 4 Jomvu 9 Kisauni 9 7,973 Likoni 7 Mvita 13 283

|---|---|---|---|---|---|---|---|---|---|

| | | Total | | | | 20,023 | | 1,336,377 | |

| Number of street Families | | | | | | 2127 | | 100,897 | |

| Absolute poverty (%) | | | | | | 34.8 | | XX | |

| Rural poor (%) | | | | | | XX | | XX | |

| Food poverty (%) | | | | | | XX | | XX | |

| Contribution to National Poverty (%) | | | | | | 1.9 | | XX | |

| Infant Mortality Rate (IMR)/1000 | | | | | | 9.238089353 | | | |

| Neo-Natal Mortality Rate (NNMR)/1000 | | | | | | 192/1000LBW | | | |

| Maternal Mortality Rate (MMR/100,000) | | | | | | 21.3/1000LB | | | |

| Prevalence of stunting (Height for Age) | | | | | | 14% | | | |

| Prevalence of underweight (Weight for Age) | | | | | | 33.6% | | | |

| | | Female | | | | 75.8 | | | |

| | | | | | By Sub- County | | | 6 | |

| | | | | | Jomvu | 1 | | | |

| | | | | | Kisauni | 2 | | | |

| | | | | | Likoni | 3 | | | |

| | | | | | Mvita | 11 | | | |

| | | | | | Nyali | 3 | | | |

| Health & Medical Centres Levels 2 & 3 | | | | | Changamwe | 4 | | 7,973 | |

| | | | | | Jomvu | 9 | | | |

| | | | | | Kisauni | 9 | | | |

| | | | | | Likoni | 7 | | | |

| | | | | | Mvita | 13 | | | |

Page 297

Information Category County Statistics National Statistics (as at 2022) (as at 2022) Nyali 7 Private Clinics Changamwe 19 Jomvu 20 Kisauni 37 4,885 Likoni 30 Mvita 42 Nyali 36 Kisauni 0 Likoni 1 Mvita 6 Nyali 1 Changamwe Jomvu Kisauni Nursing Homes 368 Likoni Mvita Nyali Kisauni Likoni Mvita Maternity Bed capacity Sub-county 1 Sub-county 2 9,766 Youth friendly centres Sub-county 1 Sub-county 2 Health Facility Bed Capacity Sub-county 1 90,417 Sub-county 2 ICU Beds Sub-county 1 Sub-county 2 Doctor/patient ratio Sub-county 1 Sub-county 2 Overall 2/10000 Nurse/patient ratio Sub-county 1 Sub-county 2 Overall 9.3/10000 Clinical Officers/ patient ratio Sub-county 1 Sub-county 2 2/10000 Laboratory Technicians/ patient ratio Sub-county 1 Sub-county 2 Overall 2.3/10000 HIV prevalence (%) 5.70% Patients on ARVs (No.) 95% Average Distance to Health facility (km) <0.05KM Antenatal Care (ANC) (%) 54% Health Facility Deliveries (%) 86% Registered traditional herbalists and medicine-men (No.) No data available Contraceptive use by women of reproductive age (15-49 yrs) 43% 58.82% (%) 284

|---|---|---|---|---|---|---|

| | | Nyali | 7 | | | |

| Private Clinics | | Changamwe | 19 | | 4,885 | |

| | | Jomvu | 20 | | | |

| | | Kisauni | 37 | | | |

| | | Likoni | 30 | | | |

| | | Mvita | 42 | | | |

| | | Nyali | 36 | | | |

| | | Kisauni | 0 | | | |

| | | Likoni | 1 | | | |

| | | Mvita | 6 | | | |

| | | Nyali | 1 | | | |

| | | Overall | 2/10000 | | | |

| | | Overall | 9.3/10000 | | | |

| | | | 2/10000 | | | |

| | | Overall | 2.3/10000 | | | |

| HIV prevalence (%) | | | 5.70% | | | |

| Patients on ARVs (No.) | | | 95% | | | |

| Average Distance to Health facility (km) | | | <0.05KM | | | |

| Antenatal Care (ANC) (%) | | | 54% | | | |

| Health Facility Deliveries (%) | | | 86% | | | |

| Contraceptive use by women of reproductive age (15-49 yrs) (%) | | | 43% | | 58.82% | |

Page 298

Information Category County Statistics National Statistics (as at 2022) (as at 2022) Immunization coverage (%) 93% CHVs (No.) 2367 Agriculture, Livestock & Fisheries Crop Farming Average farm size (Small scale) (acres) 6.17 Average farm size (Large scale) (acres) Nil Main Crops Produced Food crops (list) Cassava, Millet, Sorghum, Vegetables, Maize, Cucurbis Cash crops (list) Cucurbis, Vegetables, Coconut, Cassava Total acreage under food crops (acres) 988.4 Total acreage under cash crops (acres) 1235.5 Main storage facilities (Maize cribs, store and warehouses) 1.GrainBulk Handlers 2. National cereal and produce board (2 silos) Extension officer farmer ratio 1:1000 Livestock Farming Number of livestock Dairy Cattle 3015 2,209,980 Beef Cattle 7636 13,564,838 Goats 25411 28,011,800 Sheep 2292 19,307,445 Camel 22 4,640,085 Donkey 34 1,176,374 Poultry 255543 38,816,238 Others: Rabbits 1343 561,351 Pigs 3032 442,761 Beehives 345 1157162 Number of Ranches 0 Extension officer famer ratio 1:4033 Irrigation Infrastructure Irrigation schemes Small (<5 Acres) 98 Large (>5 Acres) 30 Type of Livestock, Population and Value Dairy cattle Quantity (Total 3015 2,209,980 Population) Value (Kshs.) 301,500,000 Beef cattle Quantity (Total 7636 13,564,838 Population) Value (Kshs.) 305,440,000 Goat Quantity (Total 25411 28,011,800 Population) Value (Kshs.) 203,288,000 Sheep Quantity (Total 2292 19,307,445 Population) 285

|---|---|---|---|---|---|---|---|

| Immunization coverage (%) | | | | 93% | | | |

| CHVs (No.) | | | | 2367 | | | |

| Average farm size (Small scale) (acres) | | | | 6.17 | | | |

| Average farm size (Large scale) (acres) | | | | Nil | | | |

| Total acreage under food crops (acres) | | | | 988.4 | | | |

| Total acreage under cash crops (acres) | | | | 1235.5 | | | |

| Main storage facilities (Maize cribs, store and warehouses) | | | | 1.GrainBulk Handlers 2. National cereal and produce board (2 silos) | | | |

| Extension officer farmer ratio | | | | 1:1000 | | | |

| Number of livestock | | Dairy Cattle | | 3015 | | 2,209,980 | |

| | | Beef Cattle | | 7636 | | 13,564,838 | |

| | | Goats | | 25411 | | 28,011,800 | |

| | | Sheep | | 2292 | | 19,307,445 | |

| | | Camel | | 22 | | 4,640,085 | |

| | | Donkey | | 34 | | 1,176,374 | |

| | | Poultry | | 255543 | | 38,816,238 | |

| | | Others: Rabbits Pigs Beehives | | 1343 3032 345 | | 561,351 442,761 1157162 | |

| Number of Ranches | | | | 0 | | | |

| Extension officer famer ratio | | | | 1:4033 | | | |

| | | Large (>5 Acres) | | 30 | | | |

| Dairy cattle | | | Quantity (Total Population) | 3015 | | 2,209,980 | |

| | | | Value (Kshs.) | 301,500,000 | | | |

| Beef cattle | | | Quantity (Total Population) | 7636 | | 13,564,838 | |

| | | | Value (Kshs.) | 305,440,000 | | | |

| Goat | | | Quantity (Total Population) | 25411 | | 28,011,800 | |

| | | | Value (Kshs.) | 203,288,000 | | | |

| Sheep | | | Quantity (Total Population) | 2292 | | 19,307,445 | |

Page 299

Information Category County Statistics National Statistics (as at 2022) (as at 2022) Value (Kshs.) 13,752,000 Camel Quantity (Total 58 4,640,085 Population) Value (Kshs.) 5,800,000 464008500000 Donkey Quantity (Total 68 1,176,374 Population) Value (Kshs.) 1156,000 Poultry Quantity (Total 272,092 38,816,238 Population) Value (Kshs.) 204,434,400 Rabbit Quantity (Total 1343 561,351 Population) Value (Kshs.) 2,686,000 Pig Quantity (Total 3032 442,761 Population) Value (Kshs.) 75,800,000 2,297,400,000 Beehive Quantity (Total 894 1157162 Population) Value (Kshs.) 1,380,000 Livestock Products and Their Value (Annual) Milk Quantity (Ltr.) 1,744,349 Value (Kshs.) 139,547,920 33680300000 Beef Quantity (Kgs) 134,303 38,816,238 Value (Kshs.) 53,721,200 103500200000 Chevon Quantity (Kgs) 58,886 47,319,245 Value (Kshs) 26,498,700 21,293,660,250 Mutton Quantity (Kgs) 4,622 Value (Kshs.) 2,079,900 Chicken meat Quantity (Kgs) 288,396 38,816,238 Value (Kshs.) 115,358,400 15,526,495,200 Honey Quantity (Kg.) 3053 Value (Kshs.) 2,442,400 Hides Quantity (kg.) 963 Value (Kshs.) 288,900 Eggs Quantity 7,484,195 (Trays) Value (Kshs.) 112,262,925 Fisheries Fish traders (No.) 1388 Fish farm families (No.) 3500 Fish ponds (No.) 10 Fish Tanks (No.) 29 Area of fish ponds (m2) 12,000 Main species of fish catch (list with tonnage) Demersal 449.5 Pellagics 171.3 Crustaceae 199.7 1810.1 Molluscs 83.8 1693.1 Sardines 52.5 Mixed fish 17 Rays/sharks 63.5 286

|---|---|---|---|---|---|---|

| | | Value (Kshs.) | 13,752,000 | | | |

| Camel | | Quantity (Total Population) | 58 | | 4,640,085 | |

| | | Value (Kshs.) | 5,800,000 | | 464008500000 | |

| Donkey | | Quantity (Total Population) | 68 | | 1,176,374 | |

| | | Value (Kshs.) | 1156,000 | | | |

| Poultry | | Quantity (Total Population) | 272,092 | | 38,816,238 | |

| | | Value (Kshs.) | 204,434,400 | | | |

| Rabbit | | Quantity (Total Population) | 1343 | | 561,351 | |

| | | Value (Kshs.) | 2,686,000 | | | |

| Pig | | Quantity (Total Population) | 3032 | | 442,761 | |

| | | Value (Kshs.) | 75,800,000 | | 2,297,400,000 | |

| Beehive | | Quantity (Total Population) Value (Kshs.) | 894 | | 1157162 | |

| | | | 1,380,000 | | | |

| | Livestock Products and Their Value (Annual) | | | | | |

| | | Value (Kshs.) | 139,547,920 | | 33680300000 | |

| Beef | | Quantity (Kgs) | 134,303 | | 38,816,238 | |

| | | Value (Kshs.) | 53,721,200 | | 103500200000 | |

| Chevon | | Quantity (Kgs) Value (Kshs) | 58,886 | | 47,319,245 | |

| | | | 26,498,700 | | 21,293,660,250 | |

| | | Value (Kshs.) | 2,079,900 | | | |

| Chicken meat | | Quantity (Kgs) | 288,396 | | 38,816,238 | |

| | | Value (Kshs.) | 115,358,400 | | 15,526,495,200 | |

| | | Value (Kshs.) | 2,442,400 | | | |

| | | Value (Kshs.) | 288,900 | | | |

| | | Value (Kshs.) | 112,262,925 | | | |

| Fish traders (No.) | | | 1388 | | | |

| Fish farm families (No.) | | | 3500 | | | |

| Fish ponds (No.) | | | 10 | | | |

| Fish Tanks (No.) | | | 29 | | | |

| Area of fish ponds (m2) | | | 12,000 | | | |

| | | Pellagics | 171.3 | | | |

| | | Crustaceae | 199.7 | | 1810.1 | |

| | | Molluscs | 83.8 | | 1693.1 | |

| | | Sardines | 52.5 | | | |

| | | Mixed fish | 17 | | | |

| | | Rays/sharks | 63.5 | | | |

Page 300

Information Category County Statistics National Statistics (as at 2022) (as at 2022) Fishing nets (No.) 600 No. of fish landing sites 53 No. of Beach Management Units 15 Forestry No. of gazetted forests 3 No. of community forests 2 Main forest products (Timber, fuel and poles) Poles, timber, honey, seeds, seedlings Education and Training Pre-Primary School No. of ECD centers 105 46,671 No. of ECD teachers 219 68,599 Teacher/pupil ratio 1:41 1:41 Total Enrolment Girls 4,264 1,423,018 Boys 4,609 1,422,247 Average years of attendance (years) 2 Primary Schools Number of primary schools 375 32,594 Number of teachers 6,012 220,744 Teacher/pupil ratio 1:34 Total enrolment Boys 103,214 5,243,500 Girls 103,181 5,041,700 Dropout rate % 2% Enrolment rate % 96% Retention rate % 98% Proportion of community 0 – 1Km 95% nearest to public primary school 1.1 – 4.9Km 3% 5Km and more 2% Special Needs Schools Number of Special Needs Schools 7 No. of Integrated Schools 20 Number of teachers 90 Teacher/pupil ratio 1:27 Total enrolment Boys 1,240 Girls 982 Dropout rate % 2% Enrolment rate % 96% Retention rate % 90% Secondary Schools Number of secondary schools 126 10,482 Number of teachers 1,776 120,279 Teacher/student ratio 1:24 Total enrolment Boys 21,707 1,822,700 Girls 20,924 1,869,300 Dropout rate % 10% Enrolment rate % 98% Retention rate % 90% 0 – 1Km 95% 287

|---|---|---|---|---|---|---|---|

| Fishing nets (No.) | | | | 600 | | | |

| No. of fish landing sites | | | | 53 | | | |

| No. of Beach Management Units | | | | 15 | | | |

| No. of gazetted forests | | | | 3 | | | |

| No. of community forests | | | | 2 | | | |

| Main forest products (Timber, fuel and poles) | | | | Poles, timber, honey, seeds, seedlings | | | |

| No. of ECD centers | | | | 105 | | 46,671 | |

| No. of ECD teachers | | | | 219 | | 68,599 | |

| Teacher/pupil ratio | | | | 1:41 | | 1:41 | |

| Total Enrolment | | Girls | | 4,264 | | 1,423,018 | |

| | | Boys | | 4,609 | | 1,422,247 | |

| Average years of attendance (years) | | | | 2 | | | |

| Number of primary schools | | | | 375 | | 32,594 | |

| Number of teachers | | | | 6,012 | | 220,744 | |

| Teacher/pupil ratio | | | | 1:34 | | | |

| Total enrolment | | Boys | | 103,214 | | 5,243,500 | |

| | | Girls | | 103,181 | | 5,041,700 | |

| Dropout rate % | | | | 2% | | | |

| Enrolment rate % | | | | 96% | | | |

| Retention rate % | | | | 98% | | | |

| Proportion of community nearest to public primary school | | | 0 – 1Km | 95% | | | |

| | | | 1.1 – 4.9Km | 3% | | | |

| | | | 5Km and more | 2% | | | |

| Number of Special Needs Schools | | | | 7 | | | |

| No. of Integrated Schools | | | | 20 | | | |

| Number of teachers | | | | 90 | | | |

| Teacher/pupil ratio | | | | 1:27 | | | |

| | | Girls | | 982 | | | |

| Dropout rate % | | | | 2% | | | |

| Enrolment rate % | | | | 96% | | | |

| Retention rate % | | | | 90% | | | |

| Number of secondary schools | | | | 126 | | 10,482 | |

| Number of teachers | | | | 1,776 | | 120,279 | |

| Teacher/student ratio | | | | 1:24 | | | |

| Total enrolment | | Boys | | 21,707 | | 1,822,700 | |

| | | Girls | | 20,924 | | 1,869,300 | |

| Dropout rate % | | | | 10% | | | |

| Enrolment rate % | | | | 98% | | | |

| Retention rate % | | | | 90% | | | |

| | | | 0 – 1Km | 95% | | | |

Only the first 300 pages were read.

Project
Greater Mombasa Private Specialty Hospital
The Greater Mombasa Private Specialty Hospital is a project within the Health theme.
Project
Mombasa Convention Centre
The Mombasa Convention Centre is a project within the Tourism theme.
Project
Mombasa Electric Ferry and Water Transport System
The Mombasa Electric Ferry and Water Transport System is a project within the Transportation theme.
Project
Mombasa Old Town Rehabilitation
The Mombasa Old Town Rehabilitation is a project within the Tourism theme.
Project
Mombasa Private Desalination Plant
The Mombasa Private Desalination Plant is a project within the Water theme.
Project
Tea Value Addition SME Export Enablement Platform
The Tea Value Addition SME Export Enablement Platform is a project within the Agriculture theme.
Project
Tudor Creek Barrage
The Tudor Creek Barrage is a project within the Energy theme.

Mombasa County Integrated Development Plan 2023 2027

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