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Kirinyaga County Programme Based Budget 2025/2026
Get PDFAs Kirinyaga County continues its journey towards inclusive, sustainable growth and improved service delivery, the Programme Based Budget for the fiscal year 2025/26 marks a significant milestone in our development agenda. Anchored in the principles of accountability, public participation and value-for-money, this budget seeks to translate the aspirations of our people into measurable programmes, outcomes and outputs. At its core, this budget reflects three key priorities: strengthening essential services (notably health and infrastructure), enhancing the agricultural value chain and supporting equitable opportunities across wards. The County Government has allocated resources mindful of its equitable share from the national government, own-revenue potential and development grants, while aligning spending with the County Integrated Development Plan and medium-term strategy. In the health sector, the lion’s share of funding recognises that healthy citizens are the foundation of economic and social progress. Infrastructure development (especially roads and public utilities) receives elevated attention, as robust connectivity and reliable services are indispensable for both rural and urban households. Agriculture and value-addition are likewise emphasised: as one of Kenya’s key agricultural counties, Kirinyaga must not only produce but also process and market its produce to maximise returns and jobs. Public engagement remains central: extensive dialogue with residents has informed budget priorities, ensuring that allocations respond to local needs rather than distant abstractions. Each department has been tasked with articulating clear performance indicators — shifting the focus from merely spending inputs to generating tangible outcomes for our citizens.
In preparing the 2025/26 Programme Based Budget, the County is committed to transparency and institutionalising efficiency by ensuring funds are directed to programmes with the greatest benefit. Our aim is a Kirinyaga in which every ward benefits fairly, where vulnerable youth access education support, infrastructure is upgraded, and livelihoods are strengthened. As we launch into this new financial year, we invite all stakeholders — county leadership, public officers, community members and development partners — to hold this budget as a living instrument. Let us track its implementation, measure its outcomes and refine our efforts as we advance. The road ahead is demanding, but the vision remains clear: a prosperous, equitable Kirinyaga where resources serve the people, and the people exercise rightful oversight
Embu County Annual Development Plan 2025/2026
Get PDFAs we present the Annual Development Plan (ADP) for the financial year 2025/2026, it is with a strong sense of purpose and collective responsibility that we reaffirm our commitment to translating the strategic vision set out in the County Integrated Development Plan (CIDP 2023-2027) into tangible programmes and projects. The ADP serves as the operational turn-key: it is the tool that channels our planning, budgeting, implementation and monitoring efforts into one coherent framework. This year’s plan is built on the back of comprehensive stakeholder engagement, departmental sectoral analysis and a rigorous review of the preceding year’s implementation performance. In doing so, we seek to ensure that resources are allocated strategically, aligned to identified county priorities and guided by principles of efficiency, transparency and value-for-money. The relevance of this approach is underscored by the fact that the ADP is prepared under the authority of Article 220(2) of the Constitution of Kenya, Section 126 of the Public Finance Management Act 2012, and the provisions of the County Government Act 2012. (See prior year context for Embu County. In the 2025/2026 plan we place emphasis on several critical development thrusts: improving infrastructure (especially roads, transport and rural access), strengthening health, education and social services, promoting trade, investment and value-addition in our economy, and enhancing governance, county revenue mobilisation and institutional capacity. These priorities reflect both the medium-term sector ceilings as articulated in the County Fiscal Strategy Paper and the strong demand-side voices that emerged during our public participation exercises. It is important to note that while this plan charts a course for the year ahead, its success will not rest solely on the paper alone. Implementation effectiveness will depend on our collective ability to execute, monitor, learn and adapt. As such, we commit to maintain open channels of communication with citizens and stakeholders, to conduct regular progress reviews, and to ensure that results are accessible and transparent. We also recognise that development is not linear—challenges will arise, delays may occur, and adjustments will be required. Our resolve is to respond with agility, accountability and a firm focus on outcomes. As we embark on the financial year 2025/2026, I invite every department, every stakeholder, every resident of Embu County to see themselves as a partner in this agenda. The actions we take now build the foundation for a more prosperous, inclusive and resilient county. Let us work together to make this plan not just a document, but a lived reality
Wajir County Revenue Enhancement Action Plan 2025
Get PDFThe Wajir County Revenue Enhancement Action Plan (REAP) provides a strategic road map for strengthening revenue administration and unlocking the county’s Own Source Revenue (OSR) potential. Developed with technical support from the Commission on Revenue Allocation (CRA) and the World Bank through the Kenya Accountable Devolution Programme (KADP III), the Plan is grounded in the 2022 national OSR Potential and Tax Gap Study, which estimated Wajir’s annual OSR potential at Kshs 632 million. This is significantly higher than the county’s historical performance, which has often yielded less than 20 per cent of its potential.
Between FY 2013/14 and 2022/23, Wajir’s revenue performance remained modest, with annual collections fluctuating between 7% and 17% of potential. However, in FY 2023/24, the county recorded a notable improvement, achieving 26 per cent of its estimated potential—the highest level in over a decade. This breakthrough signals both opportunity and urgency for deeper, sustained reforms.
Notably, the study identified that Wajir's revenue potential is most significantly contributed to by Trading licensing fees, which is the single most significant contributor, representing approximately 23.5% of the total OSR. Natural Resource Transportation Fees come second, contributing 17.6%, Parking Fees contribute 16.1%, and Market Trade Centre fees contribute 14.4%
Trans Nzoia County Annual Development Plan 2026/2027
Get PDFArticle 220 (2) of the Constitution of Kenya, the County Governments Act, 2012 and the Public Finance Management Act (PFMA), 2012 mandates the County Government to prepare development plans which form the basis for appropriation of public funds. In line with the County Governments Act section 108, County Governments are required to prepare County Integrated Development Plans (CIDPs) that are implemented through Annual Development Plans and Medium-Term Expenditure Framework (MTEF).The Annual Development Plan aims to provide the mechanism for linking county development priorities in the CIDP to County Annual Budget. This is meant to enhance prudent allocation of resources as envisaged in the PFMA and facilitate for appropriation of county resources within the planning framework.
Preparation and finalization of the ADP 2026/2027, has taken into account programmes and projects that are aligned to the 3rd Generation CIDP 2023-2027 and the National long-term plan, the Kenya Vision 2030. Emphasis has also been placed in incorporating programs and projects that contribute to the attainment of the National Bottom-up transformative Agenda (BETA). The plan will further embolden the realization of the County Government transformative agenda as envisioned in the 3rd generation CIDP and His Excellency George Natembeya’s manifesto. The CIDP spells out the medium-term interventions that will propel the county in achieving its vision of an “agro industrialized county with high quality of life for residents”
Lamu County Programme Based Budget 2025/2026
Get PDFThe Revenue and Expenditure Projections for FY 2025/2026 present a balanced financial plan totalling Ksh 4,648,361,529.00, fully funded without a deficit. The county anticipates 73% of its revenue to come from the National Government Equitable Share, 16 % complemented by Conditional Grants, Own Source Revenue (6%), and a carryover balance (5%) from the previous year. On the revenue side, the projected conditional grants include allocations under key development programs. The Kenya Devolution Support Programme (KDSP) is expected to provide Ksh 390,000,000, out of which Ksh 37,500,000 will support recurrent expenditure through capacity building initiatives, while the balance will fund development projects. Additionally, Ksh 80,000,000 is projected from the Financing Locally-Led Climate Action (FLLoCA) programme, reinforcing climate resilience at the community level. Further, Ksh 246,153,846 is anticipated from the Food Resilience Programme, aimed at strengthening food security across the county. These targeted grants will significantly bolster development efforts and help deliver transformative outcomes for resident
Circular on Submission of Annual Submission of Consolidated Performance Appraisal Report
Get PDFhe Pub!ic Service Commission is mandated under Article 234 (2) (e) of the Constitution to cm:urc tha1. the Public Servi:;e is efficient and effective and shall, pursuant to Lhe Public Service Commision Act 2017 (62), issue guidelines on performance appraisal systems for public bodies ,md individual public officers. Additional to this, the Public Service Commission (Perlc,rmar.c Management) Regulations 2021, requires that all Public Service institutions shall submit Annual Consolidated Performance Reports to the Commission.
This circular reinforces the above constitutional and legislative provision and requests that you submit your institutions' Annual Consolidated Performance Report the for the year 2023/2024 Thr, report, in Excel format as per sample attached, should be submitted together with the :11inutcs or the Employee Performance Management Committee (EPMC) in PDF and the in:;tilution 's Staff Performance Appraisals (SPAs) template to per/01 [email protected] by 4th April 2025
Muranga County Debt Management Strategy Paper 2025
Get PDFThe County Debt Management Strategy Paper is prepared in accordance with section 123 of the Public Finance Management Act 2012, which requires its submission to the County Assembly on or before 28th of February of each financial year. The Debt Management Strategy paper outlines the debt management strategy of the County Government over the medium term with regard to its actual loan liability, potential liability, and its plans for dealing with liabilities. Murang’a County Government has been financing its annual budgets from equitable share, local revenue and grants. For the fiscal year 2024/2025 budget, we intend to continue preparing a balanced budget based on revenues aforementioned without factoring any external debts (loans)
Kiambu County Annual Development Plan 2026/2027
Get PDFThe 2026–2027 Kiambu County Annual Development Plan (ADP) marks the twelfth such plan since the inception of the devolved system of governance and the fourth under the County Integrated Development Plan (CIDP) 2023–2027. It reaffirms our unwavering commitment to the principles of devolution, bringing government closer to the people, enhancing service delivery, and fostering inclusive growth. Prepared in compliance with Section 126 of the Public Finance Management Act (PFMA), 2012, and Article 220(2) of the Constitution of Kenya, this Plan outlines our medium-term strategic priorities, key programs, and associated financing for the 2026–2027 financial year. It is aligned with Kenya’s Vision 2030, the Sustainable Development Goals (SDGs), the African Union Agenda 2063, the Bottom-Up Economic Transformation Agenda (BETA), and the Governor’s Manifesto, ensuring coherence between local aspirations and national as well as global development agendas. Drawn directly from the CIDP 2023–2027, the ADP provides a one-year implementation roadmap with well-defined objectives, costed programs, and clear monitoring and evaluation frameworks. It is the cornerstone of our budgeting process and the operational blueprint guiding the county’s social and economic transformation. This Plan is the product of broad-based consultations and participatory planning. We commend the invaluable contributions from County Departments, development partners, private sector actors, civil society, and most importantly, the people of Kiambu, whose voices and aspirations have shaped its priorities. As a county, we remain committed to enhancing our own-source revenue through strengthened revenue administration, innovation, and ongoing structural reforms. We will continue to prioritize investments in Education, Healthcare, Infrastructure, Agriculture and Livestock, and Economic Empowerment, with a deliberate focus on shifting resources from recurrent to development expenditure. This strategic shift will accelerate sustainable, inclusive, and equitable growth across the county. We extend special appreciation to H.E. the Governor for his visionary leadership, to the dedicated team in the Budget and Economic Planning Unit for their tireless work in compiling this Plan, and to all stakeholders who contributed their expertise, time, and insights. The ADP 2026–2027 is more than just a planning document—it is a collective commitment to building a prosperous, resilient, and equitable Kiambu County
A singular infinite dimensional Hamilton-Jacobi-Bellman equation arising from a storage problem
No full textInternational audienceIn the first part of this paper, we derive an infinite dimensional partial differential equation which describes an economic equilibrium in a model of storage which includes an infinite number of non-atomic agents. This equation has the form of a mean field game master equation. The second part of the paper is devoted to the mathematical study of the Hamilton-Jacobi-Bellman equation from which the previous equation derives. This last equation is both singular and set on a Hilbert space and thus raises new mathematical difficulties
Measurement of light-by-light scattering and the Breit-Wheeler process, and search for axion-like particles in ultraperipheral PbPb collisions at = 5.02 TeV
No full textInternational audienceMeasurements of light-by-light scattering (LbL, ) and the Breit--Wheeler process (BW, ) are reported in ultraperipheral PbPb collisions at a centre-of-mass energy per nucleon pair of 5.02 TeV. The data sample, corresponding to an integrated luminosity of 1.7 nb, was collected by the CMS experiment at the CERN LHC in 2018. Events with an exclusively produced or pair with invariant masses 5 GeV, along with other fiducial criteria, are selected. The measured BW fiducial production cross section, () = 263.5 1.8 (stat) 17.8 (syst) b, as well as the differential distributions for various kinematic observables, are in agreement with leading-order quantum electrodynamics predictions complemented with final-state photon radiation. The measured differential BW cross sections allow discriminating between different theoretical descriptions of the photon flux of the lead ion. In the LbL final state, 26 exclusive diphoton candidate events are observed compared with 12.0 2.9 expected for the background. Combined with previous results, the observed significance of the LbL signal with respect to the background-only hypothesis is above five standard deviations. The measured fiducial LbL scattering cross section, = 107 24 (stat) 13 (syst) nb, is in agreement with next-to-leading-order predictions. Limits on the production of axion-like particles coupled to photons are set over the mass range 5-100 GeV, including the most stringent limits to date in the range of 5-10 GeV