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Wajir County Annual Development Plan 2026/2027
Get PDFThis is the fourth County Annual Development Plan (CADP) in implementation of our transformative five-year County Integrated Development Plan (CIDP) 2023 - 2027. It is a crucial Plan in providing the direction that we must take to achieve the milestones and ambitious goals we have set for ourselves. The Plan comes at a time when we are in high gear towards implementing policies and programs that are meant to enhance implementation of programs and projects.
The programs and projects in this CADP reflect the County and peoples’ priorities in the key sectors of Finance and Production; Health; Food Security; Water, Environment and Natural Resources; Early Childhood Development Education (ECDE) and Social Services. Through implementation of this plan, we endeavor to bring services closer to the people, uphold equity amongst all and most importantly start the journey to socio-economic transformation for all the people equitably and all settlements of Wajir County.
The allocation of resources available in the FY 2026/2027 has given due consideration to the proposals made by the Couty residents during public participation for the County Annual Development Plan (CADP) as well as Year four (4) targets of the CIDP. In that respect, Health Services; Agriculture; and Water, Environment and Natural Resources sectors have been allocated to address the needs and aspirations of the people. The allocation of resources has also reflected the aspirations in the the Governor’s Manifesto, Vision 2030 and global best practices specifically achievement of the SDG
Machakos County Human Resource Development Policy for Machakos County Public Service
Get PDFThis policy provides a strategic framework for employee training, capacity building, and career development within the Machakos County Public Service. It identifies priority training areas, funding mechanisms, and eligibility criteria for professional development programs. The policy aims to enhance employee competencies by offering structured learning opportunities, including workshops, short courses, and higher education sponsorships. Additionally, it establishes mechanisms for assessing training effectiveness and ensuring that acquired skills contribute to improved service delivery. The document also emphasizes the importance of continuous learning in adapting to evolving governance and technological trends. Through structured training initiatives, the county seeks to build a skilled workforce capable of driving innovation and excellence in public service
Discussion Paper No. 383 of 2025 on The Role of Instituitions in Inculcating an Entrepreneurial Culture in Kenya
Get PDFThis study examines how institutional frameworks shape entrepreneurial intentions and culture in Kenya, motivated by the need to address critical deficiencies that impede entrepreneurship. The goal is to conduct
a comprehensive analysis of institutional contributions to Kenya’s entrepreneurial culture, focusing on the regulatory, normative, and cognitive pillars, and addressing policy issues related to institutional gaps that hinder the development of an entrepreneurship-oriented society. The analysis covers historical phases—pre-colonial, colonial, and post-colonial—to provide a nuanced understanding of institutional impacts over time. The regulatory pillar assesses the evolution from informal barter systems to formal colonial regulations, and then to post-independence reforms plagued by bureaucratic inefficiencies and financial inequities. Despite initiatives such as table banking, the Youth Enterprise Development Fund and Women’s Enterprise Fund challenges with credit access and regulatory effectiveness have persisted. The normative pillar highlights how pre-colonial entrepreneurial practices, rooted in community and necessity, were disrupted by colonial regulations but evolved post-independence to include greater participation of marginalized groups through programmes such as Ushanga Kenya. Cultural shifts and globalization have further influenced entrepreneurial behaviour negatively
Kirinyaga County Annual Development Plan 2025/2026
Get PDFThis Annual Development Plan outlines our strategic priorities, projects, and programs aimed at fostering sustainable economic, social, and political development within our county. Agriculture and Food Security: The backbone of Kirinyaga's economy, agriculture will see significant investments aimed at enhancing productivity and value addition. Our focus will be on supporting smallholder farmers through improved access to modern farming technologies, extension services, and market linkages. Additionally, efforts will be made to promote sustainable agricultural practices and climate-smart farming to ensure long-term food security. Healthcare: Improving healthcare services remains a top priority. We will invest in upgrading our health facilities, enhancing healthcare infrastructure, and ensuring adequate supply of medical equipment and medicines. Special attention will be given to maternal and child health, preventive care, and the management of non-communicable diseases. Education and Skills Development: Recognizing the importance of education in driving socio-economic growth, the plan emphasizes increasing access to quality education and vocational training. We aim to enhance Early Childhood Development (ECD) centres, improve the infrastructure of our vocational training institutions, and provide continuous professional development for our teachers. Infrastructure Development: Infrastructure is critical for economic development and improved service delivery. This plan prioritizes the development and maintenance of road networks, bridges, and other essential infrastructure to enhance connectivity and support economic activities.
Water and Sanitation: Ensuring access to clean and safe water is essential for public health and wellbeing. Our initiatives will focus on expanding water supply systems, improving sanitation facilities, and promoting the efficient use of water resources to support both urban and rural areas. Economic Empowerment: We aim to foster a conducive environment for business and entrepreneurship. This includes supporting small and medium-sized enterprises (SMEs), promoting cooperative societies, and encouraging investment in key sectors such as tourism and manufacturing
Bungoma County Annual Development Plan 2025/2026
Get PDFThis Annual Development Plan aligns the Municipality's mandate, vision, mission and priorities outlined in the CIDP III and Bungoma Urban Integrated Development Plan. The actualization of projects outlined in this document are meant to enhance the county's initiative towards accelerating Socio-economic Transformation to a More Competitive, Inclusive and Resilient Economy. This plan lays out the path to be followed by the department in collaboration with other stakeholders, towards meeting its mandate. The ADP is organized in five chapters. Chapter one highlights the overview on the department and its mandate. Rationale for preoaration of ADP and preparation process of Annual Development Plan. Chapter Two provide a review of sector/ sub-sector achievements, challenges encountered and lessons learnt during the implementation of the previous plan. Chapter Three present sector strategic priorities, programmes and projects for the Financial Year. Linkages with National Development Agenda, Regional and International Development Frameworks Chpater four present a summary of resource requirement, implementation framework and risk management strategy by sector and programme. Chapter five presents the county monitoring and evaluation framework as outlined in the County Integrated Monitoring and Evaluation System (CIMES)
Wajir County Programme Based Budget 2025/2026
Get PDFThe County Total Budget is Projected at Kshs. 13.994 billion comprising of Kshs 8.71 billion (62.3 Per cent) recurrent and Kshs 5.28 billion (37.7 Per cent) development. This is in compliance with fiscal responsibility principles and ensures quality service to the residents. This budget is prepared in accordance with section 129 and 130 of the Public Finance
management Act 2012 and other relevant laws. Further, this budget is prepared in accordance with the Government of Kenya budget classification and standard chart of accounts issued by the National Treasury as required by section 40 of the Public Finance management (County Government Regulation, 2015).
Fiscal Responsibility Principles and Financial Objectives
The budget proposal has complied with the requirement of Section 107 of the PFM Act on Fiscal Responsibility Principles as follows: • The county government’s recurrent expenditure shall not exceed the county government’s total revenue;
The County Recurrent estimates is kshs. 8.711 billion representing 62.3 Per cent of the county projected revenues.
• Over the medium term, a minimum of thirty (30) per cent of the budget shall be allocated to the Development Expenditure.
The County allocated khs. 5.282 billion to development representing 37.7 per cent of the county budget
Isiolo county Procurement Policy 2025
Get PDFThe County Government of Isiolo’s approach to procurement is outlined within Section 2 of the Public Procurement and Asset Disposal Act (PPADA) 2015 and the Public Procurement and Asset Disposal Regulations (PPADR) 2020. The approach also includes Bilateral or Multilateral funding agreements by development partners, where applicable.
This Policy defines the Procurement Function as a division within the entity that is staffed with procurement professionals who are officially concerned with managing the procurement and asset disposal processes and report to the County Executive Committee Member (CECM) for Finance through the Chief Officer Finance functionally and administratively. The Procurement Function shall execute activities delegated by the CECM for Finance, including procurement planning, processing and contract management
New Paths to Job Creation and Development in Africa: The Promise of Industries Without Smokestacks
Get PDFCountries across Sub-Saharan Africa need to overcome two important challenges to achieve economic development. The first is the creation of large-scale jobs, particularly for its burgeoning number of youth entering the labor market every year. The second is a sustained increase in produc-tivity to raise standards of living and break the poverty cycle for millions of people. In other parts of the world, both these challenges have been histori-cally achieved through the development of the industrial sector. The rela-tively high labor intensity of industry has made it a viable destination for labor moving out of agriculture at the start of the economic development journey. Also, because productivity tends to be higher in industry than in agriculture, the movement of labor from agriculture to industry has raised the economy-wide productivity and accelerated structural transformation.
However, the traditional industrial sector has been less dynamic in Africa, certainly in comparison with fast-growing East Asia. Industrial activity and employment in African countries have tended to peak at lower shares of gross domestic product in earlier stages of economic development—a phe-nomenon known as premature deindustrialization. Even though manufac-turing was expanding in Africa, other sectors have been expanding much more quickly. In part, this reflects technological progress in communication, expansion of the internet, and new forms of business organization including global value chains. Given these trends, how can Africa create productive jobs for its large and growing youth population and achieve structural trans-formation if the well-trodden path of industrial development has become difficult to replicate
The Domestics Savings Shortfall in Sub-Saharan Africa : What Can Be Done About It?
Get PDFDomestic financing plays a crucial role in the revenue collection efforts of devel-oping countries. Countries with high domestic savings rates tend to experience higher economic growth rates than others. The greater the domestic savings, the greater is the much-needed flexibility to implement homegrown policies to confront growth and development challenges. Furthermore, a high savings rate reduces vulnerability to sudden shifts in international capital flows.
However, efforts to increase domestic savings rates have not met with much suc-cess in low-income countries, especially in Sub-Saharan Africa, despite financial liberalization and sound macroeconomic policies. We need to know more about the ways to increase domestic financing in these countries.
To address the knowledge gap, the United Nations University World Institute for Development Economics Research (UNU-WIDER) has conducted the project ‘The Domestic Savings Shortfall in Developing Countries—What Can Be Done about It?’ in collaboration with the Kenya Institute for Public Policy Research and Analysis (KIPPRA). Four years of research efforts are now distilled within this book. I sincerely thank the chapter authors for their scholarly contributions and my fellow editor, Rose Ngugi, for her editorial skills in bringing this rich research to publication.
This research project was undertaken with special financial support from the Norwegian Agency for Development Cooperation (Norad), for which all par-ties are most grateful. UNU-WIDER gratefully acknowledges the support and financial contribution to its work programme by the institute’s core donors of the governments of Finland and Sweden. Without this vital funding, our research and policy advisory work would be impossible
Tharaka Nithi County Regenerative Agriculture Food System Transformation Strategy 2025-2030
Get PDFAgriculture is a cornerstone of Kenya's economic and social development, contributing approximately 25% to GDP and 60% of export earnings. As the primary source of livelihood for 80% of the rural population, agriculture holds immense potential to alleviate poverty and hunger, aligning with Sustainable Development Goals 1 and 2. The Constitution of Kenya mandates county governments with the responsibility of formulating regenerative agricultural policies and implementing key regenerative agricultural components. This includes crop and animal husbandry, fisheries development, and plant and animal disease control. Recognizing the fundamental right of every individual to be free from hunger, the county government aims to develop strategies that ensure food and nutrition security. Cognisant of this, through this policy the county government seeks to develop a robust regenerative agricultural development agenda aligned with the Constitution of Kenya and Vision 2030.Addressing current challenges in the agricultural sector through best practices and sustainable resource management. Mitigating the impacts of climate change and building resilience in the food and nutrition security strategies. Strengthening institutional linkages and capacity within the agricultural sector. Addressing cross-cutting issues such as climate change, youth and gender, and diminishing resources. Prioritising food, health, and security as interconnected elements of personal, household, county, and national well-being and allocating adequate resources for sustainable production and value addition in the agricultural sector. By implementing this regenerative agricultural strategy, Tharaka Nithi County aims to achieve a more prosperous and resilient future. The county government calls upon all residents to unite and participate in its implementation. Through collaboration with the national government, private sector, and development partners, the county will strive to improve the livelihoods and well-being of its people