NATIONAL GOVERNMENT CONSTITUENCIES DEVELOPMENT FUND RONGO CONSTITUENCY STRATEGIC PLAN

2018-2022 CONSTITUENCY COUNTY ASSEMBLIES WARDS

MAP

i NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Vision

A model constituency in Kenya with highly motivated and empowered people enjoying high standards of living

Mission

To provide transformative leadership and coordination in the equitable and sustainable administration of the Rongo Constituency Development Fund

Core Values

• Hard work and Commitment

• Integrity

• Teamwork and Participatory Approach

• Efficiency and Effectiveness

• Impartiality and Equity

ii NG-CDF Rongo Constituency Strategic Plan: 2018/2022 FOREWORD

This Strategic Plan provides a roadmap and common development agenda for all stakeholders of the Rongo Constituency NG-CDF and on the programs that will be implemented for the years 2018-2022. In preparing this plan, considerations have been made to Vision 2030, Medium Term Plan 2018-2022, and The Big 4 Agenda of the National Government Executive. This plan is an important tool that sets priorities, helps us focus energy and resources, strengthen operations, ensure that we are working towards common goals. It will also help us establish agreement around intended outcome as well as assess and adjust our direction in response to a changing environment. The Strategic Plan articulates areas of development which demand special focus as priorities within the framework contained in the overall national government development Strategy: the National Government Constituency Development Fund (NG-CDF) Act, 2015. In this connection, issues to be focused on will be (i) Promotion of Education and Training, (ii) Access to clean Water and Sanitation Services, (iii) Ensure food and nutrition security through agri-business projects, (iv) Ensure universal health coverage, (v) Employment creation through manufacturing projects, (vi) Promotion of sports and creative talent, (vii) Enhance administration and security and (viii) Governance and Resource Mobilization. Positive leadership has been identified as necessary ingredient in propelling the constituency community to higher levels of development and to this end, the people of Rongo must be urged to ensure that the gains made and the political goodwill that exist are factored into our development agenda. We must all pull together and have a committed sense of direction if Rongo Constituency is to be the model Constituency that we all would like to be proud of. It is my hope that with the support of constituents, and all stakeholders, this Strategic Plan would be successfully implemented to uplift the standards of living of the people of Rongo.

HON. PAUL ABUOR, MP. MP. RONGO CONSTITUENCY

iii NG-CDF Rongo Constituency Strategic Plan: 2018/2022 ACKNOWLEDGEMENT

The review of Rongo Constituency Strategic Plan 2018-2022 would not have been conceivable without the support of many people. I consequently wish to express my sincere gratitude, first to the committee that came up with this wonderful document and second to the many individuals and volunteers who contributed to this plan, including scores of public participants.

These individuals, and others not listed here gave us valuable comments on a regular basis throughout the evolution of this strategic plan.

I cannot express enough thanks to Hon. Paul Abuor, MP Rongo Constituency for his continued support and encouragement. He incessantly and persuasively conveyed a spirit of adventure in regard to exploring new areas, and enthusiasm in regard to articulating issues he thought were pertinent to Rongo Constituency, and needed to be built into the strategic plan. I offer my sincere appreciation for the learning opportunities he provided.

Last, but not least, are the consultants Pan African Institute of Management and Governance who put in commendable technical expertise in facilitating the entire process, preparing this Plan and enhancing the capacity of staff through the participatory methods deployed. To all the above and any other actors in the development of this Plan, we say thank you.

M/S. MAUREEN AUMA The Chairman, NG-CDF Rongo Constituency Rongo Strategic Plan 2018-2022

iv NG-CDF Rongo Constituency Strategic Plan: 2018/2022 PREFACE

It is my humble pleasure to write this preface for the Constituency Strategic Plan 2018-2022 The Strategic Plan aims at putting in place a structured procedure for implementing Development Projects which are consistent with the NG-CDF Act, 2015.

I do not need to emphasize that NG-CDF funds alone cannot be adequate for all projects in the constituency; other Development Partners, identified herein, shall be called upon from time to time to fill the gap.

Further, the Project Management Committees being the key implementers of the Projects shall be sensitized to understand their key role to avoid scenarios of misappropriation of funds, and therefore wastage.

I look forward to working with all stakeholders in implementation of the Strategic Plan.

Mr. Enock Nyasende FUND ACCOUNT MANAGER

v NG-CDF Rongo Constituency Strategic Plan: 2018/2022 ACRONYMS AND ABBREVIATIONS

BPO Business Process Outsourcing CPA Certified Public Accountant DDO District Development Officer DPC District Project Committee DPC District Project Committee ERS Economic Recovery Strategy GDP Gross Domestic Product HIV/ AIDS Acquired Immunity Deficiency Syndrome ICT Information Communication Technology ISO International Organization for Standardization KCB Kenya Commercial Bank KPLC Kenya Power & Lighting Company KRAS Key Result Areas LATF Local Authority Transfer Fund M&E Monitoring and Evaluation MDGS Millennium Development Goals MIT Moi Institute of Technology MOH Ministry of Health MTP Medium Term Plan NBK National Bank of Kenya NEMA National Environmental Management Authority NG-CDF National Government Constituency Development Fund NG-CDFB National Government Constituency Development Fund Board NG-CDFC National Government Constituency Development Fund Committee NGOS Non-Governmental Organizations SACCO Savings And Credit Cooperative Societies SONY South Nyanza Sugar Co. Ltd. SRAs Strategic Result Areas STI Science, Technology and Innovation SWOT Strengths, Weaknesses, Opportunities and Threats TTC Technical Teachers College VCT Voluntary Council and Testing

vi NG-CDF Rongo Constituency Strategic Plan: 2018/2022 TABLE OF CONTENTS

FOREWORD ...... III ACKNOWLEDGEMENTS ...... IV PREFACE ...... V ACRONYMS AND ABBREVIATIONS ...... VI TABLE OF CONTENTS ...... VII EXECUTIVE SUMMARY ...... IX CHAPTER ONE ...... 1 INTRODUCTION ...... 1 1.1 OVERVIEW ...... 1 1.2. JUSTIFICATION FOR THE REVIEW OF THE STRATEGIC PLAN ...... 2 1.3. STRUCTURE OF THE STRATEGIC PLAN ...... 3 CHAPTER TWO ...... 4 CONTEXTUAL ANALYSIS ...... 4 2.1 OVERVIEW OF THE NATIONAL ECONOMIC DEVELOPMENT FRAMEWORK ...... 4 2.1.1 Kenya’s Long - Term Development Challenges...... 4 2.1.2 Kenya’s Macro-level Medium Term Development Challenges ...... 4 2.1.3. Background information on Kenya Vision 2030...... 4 2.1.4 The Economic Pillar: Moving the Economy up the Value Chain...... 5 2.1.5 The Social Pillar: Investing in the People of Kenya...... 5 2.1.6 The Political Pillar: Moving to the Future as one Nation ...... 5 2.1.7. The Third Kenya Vision 2030 Medium Term Plan (MTP 2018-2022) ...... 5 2.1.8. Sustainable Development Goals (SDG) ...... 6 2.1.9. The Big 4 Agenda ...... 6 2.2 MANDATE AND FUNCTIONS OF THE NATIONAL GOVERNMENT CONSTITUENCY DEVELOPMENT FUND (NG-CDF) ...... 8 2.3 SWOT ANALYSIS ...... 9 2.4 PESTEL ANALYSIS ...... 10 2.5 STAKEHOLDER ANALYSIS ...... 12 2.6 RONGO CONSTITUENCY DEVELOPMENT FUND PROJECTS ...... 14 2.7 AGRI-BUSINESS PROJECTS ...... 15 2.7.1 Dairy Project ...... 15 2.7.2 Fish Project ...... 15 2.7.3 Jaggery – Cooperative Marketing Society ...... 16 2.7.4 Groundnuts Project...... 16 2.8 YOUTH PROGRAMME...... 16 2.9 INFRASTRUCTURAL DEVELOPMENT NEED FOR PRIMARY AND SECONDARY SCHOOLS ...... 17 CHAPTER THREE ...... 18 STRATEGIC DIRECTION ...... 18 3.1 VISION ...... 18 3.2 MISSION ...... 18 3.3 CORE VALUES ...... 19 3.4 GOAL OF RONGO CONSTITUENCY STRATEGIC PLAN ...... 19 3.5 MAIN STRATEGY ...... 20 CHAPTER FOUR ...... 21 STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND ACTIVITIES ...... 21 4.1 STRATEGIC ISSUES/KEY RESULT AREAS (KRAS) ...... 21 4.2 STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND ACTIVITIES...... 21 4.2.1 STRATEGIC ISSUE 1: EDUCATION AND TRAINING ...... 21

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 vii vii NG-CDF Rongo Constituency Strategic Plan: 2018/2022 4.2.2. STRATEGIC ISSUE 2: ACCESS TO CLEAN WATER AND SANITATION SERVICES ...... 22 4.2.3. STRATEGIC ISSUE 3: ENSURE FOOD AND NUTRITION SECURITY THROUGH AGRI- BUSINESS PROJECTS ...... 23 4.2.4. STRATEGIC ISSUE 4: ENSURE UNIVERSAL HEALTH COVERAGE ...... 23 4.2.5. STRATEGIC ISSUE 5: EMPLOYMENT CREATION THROUGH MANUFACTURING PROJECTS ...... 24 4.2.6. STRATEGIC ISSUE 6: PROMOTION OF SPORTS AND CREATIVE TALENTS ...... 24 4.2.7. STRATEGIC ISSUE 7: ENHANCE ADMINISTRATION AND SECURITY ...... 25 4.2.8. STRATEGIC THEME 8: GOVERNANCE AND RESOURCE MOBILIZATION ...... 26 CHAPTER FIVE ...... 28 FUNDING ...... 28 5.0 RESOURCE FLOWS ...... 28 5.1 RESOURCE REQUIREMENTS ...... 28 CHAPTER SIX ...... 31 CO-ORDINATION AND IMPLEMENTATION FRAMEWORK ...... 31 6.1 STRATEGIC PLAN IMPLEMENTATION APPROACHES ...... 31 6.1.1 Phasing and sequencing ...... 31 6.1.2 Quick wins ...... 31 6.1.3 Implementation Management Structure ...... 31 CHAPTER SEVEN ...... 34 MONITORING AND EVALUATION ...... 34 7.1 PURPOSE AND FRAMEWORK FOR MONITORING AND EVALUATION ...... 34 7.2 INDICATORS FOR NATIONAL MONITORING OF THE PERFORMANCE OF THE CONSTITUENCY ...... 34 7.3 INDICATORS FOR INTERNAL MONITORING OF THE PERFORMANCE OF THE CONSTITUENCY ...... 35 APPENDIX 1: IMPLEMENTATION MATRIX ...... 36

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 viii viii NG-CDF Rongo Constituency Strategic Plan: 2018/2022 EXECUTIVE SUMMARY

Overview: The development of constituency Strategic Plans is part of the wider reforms introduced in the public sector by the Government to facilitate sustainable and efficient utilization of public resources in the delivery of essential services to the people and attainment of National Development Agenda.

This Strategic Plan is aligned to the Third Medium-Term Plan 2018-2022 of the Kenya Vision 2030, The Big 4 Agenda, UN-SDGs, the NG-CDF Act, 2015, and Migori County Integrated Development Plan 2018-2022 so that the constituency development initiatives are in tandem with macro-level planning. This is the rationale for this 2018-2022 Rongo Constituency Strategic Plan.

The Plan has been developed through a participatory process involving all the major stakeholders of the constituency. The participatory approach has been useful in enriching the programmes, projects and other initiatives proposed in the Plan and ensuring that ownership of the document lies with the constituency to facilitate successful implementation.

The preparation of this Plan was guided by the constituency’s need to pursue its Vision, uphold key operational Values, and realize its Mission and objectives. The key elements of the Plan are;-

A Vision “A model constituency in Kenya with highly motivated and empowered people enjoying high standards of living”

A Mission “To provide transformative leadership and coordination in the equitable and sustainable administration of the Rongo Constituency Development Fund”

Upholding Values of (i) hard work and commitment; (ii) integrity; (iii) teamwork and participatory approach; (iv) efficiency and effectiveness; and (v) impartiality and equity.

Milestones and Challenges faced: The Plan has recognized the key achievements of the Constituency Fund as well as the major challenges faced during the year 2013-2017.

Operating Environment: While building on the recent positive developments, the Plan recognizes that the constituency operates in an environment dictated by external and internal political, socio-economic, technological, legal and environmental factors, which directly and indirectly impact on its operations.

The achievement of the Plan’s objectives will largely depend on how the Constituency Fund enhances its internal strengths, exploits the existing opportunities, manage the weaknesses ,

ix NG-CDF Rongo Constituency Strategic Plan: 2018/2022 while controlling those factors that pose a threat to the achievement of planned development programmes and activities.

The Strategic Direction: During the Plan period, the Constituency Fund will focus on certain key result areas (KRAs). These strategic themes are: (i) Promotion of Education and Training, (ii) Access to clean Water and Sanitation Services, (iii) Ensure food and nutrition security through agri-business projects, (iv) Ensure universal health coverage, (v) Employment creation through manufacturing projects, (vi) Promotion of sports and creative talent, (vii) Enhance administration and security and (viii) Governance and Resource Mobilization.

Arising from the above strategic themes, the constituency will pursue six strategic objectives, namely:

i. To improve infrastructural capacity and number of teaching staff of the constituency’s educational institutions to enable them provide quality, efficient and effective education and training, ii. Provide bursaries to needy and deserving students to undertake schooling and various skills - based trainings, iii. To improve supply of clean water and sanitation facilities, iv. To ensure food and nutrition security, v. To ensure universal health coverage for all residents of the Constituency, vi. To mobilize resources, establish networks and linkages with government agencies, the private sector, various stakeholders and NGOs to establish manufacturing enterprises in order to create employment opportunities, vii. To harness sporting and creative talents of the youth, viii. To enhance national government coordination, administration, security and promote social norms to facilitate peaceful co-existence among the people and create a conducive environment for development and ix. To foster a cohesive, corruption-free and financially stable Constituency Fund.

Plan Implementation: Clear strategies and detailed activities have been developed to help in achieving each of the above objectives. The implementation of the strategies will enable the Constituency Fund to build synergies to mitigate both external and internal challenges. The programmes and activities will translate the strategic goals into reality. An appropriate implementation structure has been developed to enhance management and reporting linkages and facilitate information and communication flow, all of which are crucial for effective implementation of this Plan.

Budget and Cost Estimates: For all the activities to be undertaken during the Plan period, cost estimates have been outlined. These will be financed by the NG-CDF, Government budgetary provisions and resources from development partners, amongst others. The total amount required for the 2018-2022 period is Ksh 1,070,000,000. This is presented in Table 5.1.1 in the Plan. The financial projected Cash Inflows over the same period as outlined in Table 5.2.1 is Ksh 524,000,000. This implies that the Constituency is likely to end up with a deficit of Ksh 545,900,000 over the Strategic Plan period.

x NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Management of resources will be guided by operational rationalization, while cost saving measures, will be undertaken to strengthen our financial resource base.

Monitoring and Evaluation: Progressive monitoring and evaluation will be carried out based on the measurable indicators set out in the implementation matrix. The various committees and stakeholders will be involved in the monitoring and evaluation process.

Conclusion: Overall, this Strategic Plan sets out a coherent, systematic and sustainable road-map on which to anchor the constituency’s development initiatives for the 2018-2022 period. It is also aligned to Migori County Integrated Development Plan 2018-2022. However, the plan also acknowledges that the environment is dynamic and the Constituency Fund will have to be adaptive to changing circumstances. With an effective M&E underpinning the proposed activities and continuous refocusing and re-orientation of the strategies, the Plan will provide an effective framework for the Constituency’s development during the next five years.

xi NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER ONE INTRODUCTION 1.1 Overview

Establishment The constituency was established in 1988, having been carved off from the then Homabay Constituency. It borders Rangwe and Ndhiwa Constituencies to the North, Awendo Constituency to the West, Bonchari Constituency to the East and South Mugirango Constituency to the South.

Location The Constituency has four wards: Central, East, North and South Kamagambo consisting of 5 locations and 17 sub-locations. It has one town management structure- Rongo Town. Rongo Town covers an area of about 212.1 sq.km.

The constituency population density can be described as dense; with Rongo Town recording the highest of 497 persons per km2. Rongo Town has a high population density because of the presence of Rongo Town as well as its central location on the Kisii-Migori-Homa Bay junction.

Terrain The Constituency has largely one geomorphologic area; the dissected Uplands. River Kuja traverses the constituency as it flows into Lake Victoria. Other rivers include: Olando, Kira and Misathi. The physical features have a bearing on the overall development potential of the area. High altitude areas have higher rainfall hence suitable for sugarcane farming, livestock keeping, fish farming, bee keeping, maize, and beans.

Soils The main soil type is ferralsols and its fertility ranges from moderate to low with most soils being able to produce without the use of either organic, inorganic or in most cases both type of fertilizers.

Rainfall The constituency experiences a bimodal rainfall. The relief and the altitude influence its distribution and amount. It is relatively wet and is wetter towards the higher altitudes. The long rains occur between March and June while the short rains occur between August and November.

Culture The inhabitants of Rongo Constituency are largely but not exclusively Luos. The community has a profound sense of communal life and support for each other. The people have a subterranean appreciation of life and express it through their lifestyle. There are also peoples of other cultures, especially in the town centres and market places. This has contributed to a rich blending of different cultures. The settlement patterns in Rongo Constituency follow agro-ecological and business zones with the high potential areas having the highest population density.

1 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Resources Resources within the community include agricultural land, rivers, timber and forests. Residents of Rongo Constituency mainly depend on agriculture as their main source of income and food. The farming is mostly sugarcane; subsistence farming of crops such as sorghum, potatoes, cassava, beans and maize is also practiced. Livestock farming and fisheries are also practiced in the area.

The Constituency is arable with large sizes of sugarcane farms. Most of the population is concentrated in the major trading centers such as Rongo, Opapo and Cham Gi Wadu due to availability of business opportunities and social infrastructures such as schools, roads health centers, proximity to cane factories among others. Rongo town is the major business centre and serve as major trading center for the communities around them and the nearby urban centers. In the town most people work in small businesses and offices. There are a number of retail shops, bars, hotels, cafes, and residential houses. There are also banks, post offices, transport service companies, supermarkets, chemists, health centres and some private clinics.

Health Immunization is at 72 %, 42.7 per 1000 are crude births and the fertility rate is at 5.7 children per woman. The Mean age of 1st birth is 19 years while the mean age of first marriage is 26 years for the boys and 21 years for the girls. Infant mortality rate is at 135.6 per 1000 while under five mortality rate is at 234 per 1000. Life expectancy at birth for men is 37 years and that of women is 43 years. HIV/AIDS has had a significant impact on the community with the highest rates of infection being recorded in this region (KDHHS 2008 – 09).

Education Gross Primary school enrolment in Rongo is about 100% for the boys and girls. The dropout rates of 10 - 14 years old’s is at 9%. There is high primary school enrollment.

1.2. Justification for the Review of the Strategic Plan

The Constituency Fund found it imperative to review this Strategic Plan to enable it remain relevant in a dynamic operational environment and also to align its development programmes and initiatives to the changing overall Government development agenda, as articulated in the Kenya Vision 2030, the Third Medium-Term Plan (2018-2022), The Big 4 Agenda of the President, and UN-SDGs.

2 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 The review of the Plan has been through a participatory process involving the constituency’s NG-CDF Committee, opinion leaders, and the wider stakeholders from Government departments, civil society organizations, and private sector. The participatory approach has been useful in enriching the programmes, projects and other initiatives proposed in the Plan and ensuring that ownership of the Strategic Plan lies with all major stakeholders to ensure successful implementation.

1.3. Structure of the Strategic Plan

The Plan is organized into seven chapters;

Chapter one gives background information;

Chapter two presents a contextual analysis;

Chapter three spells out the Strategic direction,

Chapter four presents the Strategic themes;

Chapter five presents funding;

Chapter six presents the co-ordination and implementation model; and

Chapter seven presents the monitoring and evaluation model.

3 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER TWO CONTEXTUAL ANALYSIS

2.1 Overview of the National Economic Development Framework

2.1.1 Kenya’s Long - Term Development Challenges

Kenya’s long - term development plan, the Vision 2030 highlights various challenges that the country will face in its quest to achieve the Vision’s targets. These challenges include greater competition at the international level emanating from changing global economic trends and ensuring continued macroeconomic stability.

Others are minimizing institutional risks, especially related to corruption and security, scaling up the quantity and quality of infrastructure, especially the condition of roads, access to and reliability of water, cost of electricity and the cost of port and rail services; promoting efficiency through adoption of new technologies, improvement in governance and reducing transaction costs to business; and raising the level of investments from the current estimate of 20% of GDP to about 30% of GDP.

2.1.2 Kenya’s Macro-level Medium Term Development Challenges

Despite the double digit economic growth premised in the Kenya Vision 2030 and promised by successive government regimes since 2003 to date, the economic growth has stagnated around an average of 5% over this period and is mainly challenged by factors such as poverty and inequality, underdeveloped infrastructure, inadequate attention towards science, technology and innovation, negative ethnicity and lack of national cohesion, insecurity, poor governance and the rule of law, and massive unemployment.

2.1.3. Background information on Kenya Vision 2030.

The Kenya Vision 2030 is motivated by a collective aspiration for a better society by the year 2030. The aim of Kenya Vision 2030 is to create “a globally competitive and prosperous country with a high quality of life by 2030”. It aims to transform Kenya into “a newly –industrializing, middle-income country providing a high quality of life to all its citizens in a clean and secure environment”. Simultaneously, the Vision aspired to meet the Millennium Development Goals (MDGs) for Kenyans by 2015.

The Vision is anchored on three key pillars: economic, social and political.

4 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 2.1.4 The Economic Pillar: Moving the Economy up the Value Chain.

Six sectors have been identified to deliver the 10 per cent economic growth rate per annum envisaged under the economic pillar. These are tourism; agriculture; manufacturing; wholesale and retail trade; business process outsourcing (BPO); and financial services.

2.1.5 The Social Pillar: Investing in the People of Kenya.

Kenya’s journey towards prosperity also involves the building of a just and cohesive society in eight key social sectors, namely: education and training; health; water and sanitation; environment; housing and urbanization; as well as gender, youth and vulnerable groups. It also makes special provisions for Kenyans with various disabilities and previously marginalized communities.

2.1.6 The Political Pillar: Moving to the Future as one Nation

The transformation of the country’s political governance system under Vision 2030 will take place across six strategic areas, including the rule of law, electoral and political processes, democracy and public participation, transparency and accountability,public administration and service delivery,security, peace-building and conflict management.

2.1.7. The Third Kenya Vision 2030 Medium Term Plan (MTP 2018-2022)

The Third Kenya Vision 2030 Medium Term Plan (MTP 2018-2022) will succeed the Second MTP 2013-2017. Like its two predecessors, it will be guided by Kenya Vision 2030 - the country’s long - term development strategy which seeks to transform Kenya into a newly industrializing upper middle - income country providing a high quality of life to all its citizens by 2030. It will also be guided by the constitution of Kenya and incorporate the priorities outlined in the Manifesto of the Political Party forming the government after the next general elections scheduled in August 2017.

The Third MTP will endeavor to move the economy towards a high growth trajectory to achieve 10 percent economic growth rate target by the end of the Plan period. It will prioritize policies, programmes and projects which generate broad based inclusive economic growth, as well as faster job creation, reduction of poverty and inequality, take into account climate change impacts, and meeting the 17 Sustainable Development Goals (SDGs) and the goals of African Union Agenda 2063.

In particular, the Plan will aim at effecting structural changes towards increasing the shares of the manufacturing, industrial, and exporting sectors in the economy. Furthermore, the Plan will prioritize development of the country’s oil and mineral resources sector, which is expected to play a crucial role in terms of contribution to the growth of Kenya’s economy in the next five years and beyond.

5 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 The Third MTP will thus accord priority to foster investment in upstream, mid-stream, and downstream infrastructure to facilitate development of the country’s oil and mineral resources sector. It will also pay special attention to the maritime sector as a new frontier for social and economic growth.

In order to support the above stated objectives and targets, the Plan will accord priority to enhancing and developing foundations/enablers such as Infrastructure; Public Sector Reforms; Science, Technology and Innovation (STI) and ICT. In this regard, increased budgetary resources will be allocated to development spending over the course of the Plan period. This will ensure that key infrastructure projects initiated during the Second MTP period, such as the 5,000 + MW project, are completed and the new infrastructure projects planned for implementation during the Third MTP period are adequately funded.

2.1.8. Sustainable Development Goals (SDG)

A key objective of the Third MTP will be to include policies, programmes and projects aimed at meeting the Sustainable Development Goals (SDG) targets. The 17 Sustainable Development Goals (SDGs) - part of a wider UN 2030 Agenda for Sustainable Development – build on the Millennium Development Goals (MDGs). These goals are: End poverty in all its forms everywhere; End hunger, achieve food security and improved nutrition and promote sustainable agriculture; Ensure healthy lives and promote well-being for all at all ages; Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all; Achieve gender equality and empower all women and girls;; Ensure availability and sustainable management of water and sanitation for all; Ensure access to affordable, reliable, sustainable and modern energy for all; Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all; Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation; Reduce inequality within and among countries; Make cities and human settlements inclusive, safe, resilient and sustainable; Ensure sustainable consumption and production patterns; Take urgent action to combat climate change and its impacts; Conserve and sustainably use the oceans, seas and marine resources for sustainable development; Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss; Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels; and Strengthen the means of implementation and revitalize the global partnership for sustainable development

2.1.9. The Big 4 Agenda

Expanding the manufacturing sector. The four critical sub-sectors the current administration will focus on include the Blue Economy, Agro- Processing, Leather and Textiles.

6 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 To achieve a robust manufacturing sector, the president emphasized the need to focus on: • Improving Kenya’s manufacturing competitiveness and value of Kenyan products; • Dealing with counterfeiters and cartels; • Maintaining political stability; and • Harmonious labor relations between workers and employers.

Access to affordable and decent shelter: The Jubilee administration targets to make 500,000 new home owners in the next 5 years by: • Reducing the cost of mortgages such that Kenyans will be able to own decent homes for the same amount of money they pay today as rent, • Cutting the cost of construction through the use of innovative technologies and materials; and • Raising low-cost funds from private and public sector for investment in large-scale housing construction.

Implementation of the plan will not only create homes, but also millions of new jobs during construction especially for youths who are masons, plumbers, carpenter, electricians, painters and welders) and a market for local manufacturers and suppliers. Hence there is need to help the youth develop these skills.

Universal healthcare: To reduce the cost and ensure universal access to quality and affordable healthcare by 2022, the government plans to ensure every Kenyan is covered under the NHIF medical insurance cover. The plan will require, • Strong collaboration between the NHIF and private sector insurance providers. • Review of the rules governing private insurers, to lower the cost of cover; to protect both the government and Kenyans from fraud and abuse; and to let private insurers invest more in providing medical cover.

Food Security and Nutrition: To find a lasting solution to the multiple and inter-locking factors responsible for food insecurity and poor nutrition, the President committed to the following actions: • Better extension services and market access for small-scale farmers. • Subsidies to be redesigned to improve food yields and production quality. • To work with the private sector to deal with the challenges of distribution, waste, storage • and value addition that hamper production. • Reduce targeted taxation to put idle arable land to use. • To continue to encourage and facilitate large-scale commercial agriculture to diversify the • country’s staples through irrigation and other technologies. • To protect Kenya’s water towers.

7 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 2.2 Mandate and Functions of the National Government Constituency Development Fund (NG-CDF)

The mandate of NG-CDF is derived from the NG-CDF Act 2015. Part IV of the Act stipulates that only projects in respect of works and services falling within the functions of the national government under the Constitution which are community based may be undertaken by NG-CDF.

Since 2003/2004, the Fund has supported various projects mainly in education, health, agriculture, roads, security, water, sanitation, environment and sports. However, the NG-CDF Act of 2015 introduces a major shift in the nature and scope of projects eligible for funding. Under this Act only projects falling within the function of the National Government as outlined in the constitution of Kenya will be funded. This effectively means that moving forward, the Fund will concentrate primarily on education, security, sports and environment sectors, and other national government functions. There is also proposed increase in education allocation from 25% to 35% to allow more children attend school and provide grants to schools to pay teachers. Provision has also been made to NHIF to cover 500 most needy people per constituency.

The allocation to constituencies is based on a formula. The Act also provides for mechanisms for supplementing infrastructure development at the constituency level in matters falling within the functions of the national government at that level in accordance with the Constitution. (a) Provide a framework for citizens led development to assist the national government in planning and prioritizing the use of its resources; National Government Constituencies Development Fund (b) create a harmonious relationship between citizens and the national government and its officers in local development; (c) provide a platform for citizens participation in service delivery; and (d) build local accountability and transparency in the use of resources.

The Core values of the NG-CDF include transparency, accountability, equity in resource distribution and participatory approaches by all stakeholders.

The National Government Constituencies Development Fund Act 2015 empowers the Ministry responsible for Planning, National Development and Vision 2030 to take responsibility for administration of the Fund. At the Sub County level, this Mandate is executed by the Fund Manager, who is responsible for overall co-ordination of planning, implementation, monitoring and evaluation of development programmes, and ensuring that there is harmony and cohesion between the programmes at sub-county level, the national development agenda and the aspirations of the local communities. The NG-CDF National Management Board co-ordinates the implementation of the NG-CDF Act 2015.

The major achievements of the NG-CDF include; (i) shifting formulation of projects from line ministries to communities which encourages a participatory approach to and ownership of the development initiatives; (ii) creation of employment for the local population; (iii) empowerment of local communities through direct involvement in projects selection, procurement and implementation;

8 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 (iv) enhanced collaboration and networking with other stakeholders; (v) improvement in physical infrastructure at the grassroots level; (vi) reduced student drop-out rate from educational institutions due to contribution of the NG-CDF bursary component; and (vii) general improvement in access to basic needs such as health, water, etc.

The general challenges facing the NG-CDF include; (i) inadequate financial resources; (ii) inadequate transport to facilitate effective supervision of field activities;(iii) payments done without authorization; (iv) unauthorized Bank accounts; (v) issuance of imprests to non-civil servants leading to accounting problems; (vi) fraudulent payments; and (vii) inadequate linkage with technical departments/Ministries leading to non-operationalization of completed projects.

2.3 SWOT Analysis

The constituency recognizes that it operates in an environment dictated by external and internal socio-economic, legal and political factors, which directly and indirectly impact on its operations. Such an environment creates demands and challenges on the part of the constituency, which must be addressed.

The achievement of the Plan’s objectives will largely depend on how the constituency enhances its’ internal strengths, exploits the existing opportunities, and manages the weaknesses in its operations, while controlling those factors that pose a threat to the achievement of its planned programmes and activities. In developing this Plan, the constituency conducted an extensive situation analysis of its Strengths, Weaknesses, Opportunities and Threats (SWOT), which is summarized below:

Strengths Opportunities The Strengths of the constituency are those The Opportunities are the operational potentials and endowments, including resources and capabilities that external factors that the Constituency Fund will take enable us to accomplish our Mandate and achieve our advantage of in order to enhance its ability to achieve Strategic objectives. These include, among others: its stated goals and objectives. They include: a) Focused, committed and transformative political a) Presence of various financial institutions leadership b) Existence of cooperative societies b) A motivated, qualified, experienced and competent c) Availability of many professionals staff d) Agri-tourism in some areas c) Developed and approved operational structure and e) Existence of rivers and streams that can be used for fishing, irrigation and watering policies f) Fertile agricultural land d) Conducive working environment g) Existence of sugarcane as a cash crop

9 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 e) Goodwill and support from various stakeholders h) Location of South Nyanza Sugar Co. Ltd. within f) Adequate facilities for National government the constituency programmes in the constituency i) Adequate road network g) Presence of proper management and coordination j) Market availability structures k) Political goodwill l) Potential for commercial agriculture m) Potential for irrigation due to availability of rivers n) Room for provision of social amenities Weaknesses Threats These are the internal capacity constraints facing the The Threats are the external operational challenges constituency fund. They specifically include: that make it difficult to realize the constituency’s set a) Insufficient budgetary provision objectives. These include: a) Poor sanitation and pollution of water points b) HIV/AIDS and other chronic diseases c) Youth apathy d) High cost of equipment, tools and construction of various facilities e) Clannism f) Widespread poverty g) High rate of alcoholism h) Insecurity i) Ignorance of civic rights and duties j) Land depletion and inadequate land for cultivation k) Poor farming methods l) Poorly maintained roads m) Inadequate clean and safe water n) High levels of unemployment

2.4 PESTEL Analysis

Policy framework

Policy formulation by the Government will affect operations and programmes of the constituency because the constituency must align itself to the overall National Government Policy framework.

To support the successful implementation of the Government Development Agenda, the Constituency needs to implement programmes linked to major policy priorities of government in the areas of food and nutrition security, education, universal health coverage, affordable housing, poverty eradication, adequate infrastructure, manufacturing and agro-processing, skills development etc. as outlined in Vision 2030, MTP 3, The Big 4 Agenda of the President and UN-SDGs.

10 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Political factors

Politics will affect the implementation of the Strategic Plan because:

a) There is need for a stable political environment to enable the constituency meet its objectives (nationally and locally). b) There is need for good political leadership to facilitate economic and social development at all levels within the constituency. c) Good political networking is imperative in fostering strategic alliances.

Economic factors

Economic factors will affect the operations of the Constituency Fund for the following reasons:

a) Inflation affects the purchasing power of the people and leads to high cost of inputs. b) Harsh economic times lower the standards of living of the people and translate into poverty and insecurity. c) Poor infrastructure hampers movements, communication and provision of various services.

Social factors

The following social factors are likely to affect the operations of the Constituency Fund:

a) Deaths from HIV/AIDs and other diseases leading to high dependency (orphans, poverty, widows/widowers) b) Culture of handouts leads to high-dependency ratio and hinders development.

Technological factors

The speed and rate of Technological change is likely to affect the Constituency Fund for the following reasons:

a) There is need to embrace modern technology in agriculture, business, service delivery and other sectors e.g. Jua Kali. b) There is need to embrace ICT in learning institutions to enhance efficiency and develop competent human resource.

11 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 c) E-government would enhance efficiency and effectiveness in delivery of services to the people of the constituency.

Environmental factors

a) In all its operations, the Constituency Fund has to consider environmental effects of its projects and programmes which lead to higher operational and implementation costs. b) There is need to conform to environmental standards by various actors in the constituency; farmers, SONY Sugar, National and County government agencies (councils - sewerage and dumpsites), factories/ industries. c) There is need for the constituency to plant more trees to conserve the environment. d) The constituents need to pursue alternative source of fuel, other than wood.

Legal factors

Legal factors are relevant in the implementation of the Strategic Plan because:

a) There is need to enlighten and sensitize the constituents on their rights and obligations. b) There is need to sensitize the constituents on various legal issues (Local Government Act, public health, etc)

2.5 Stakeholder Analysis

These are individuals, groups, organizations and institutions that have an interest in the constituency or are impacted on by the Constituency Fund activities. Table 2.5.1 provides an analysis of the Constituency Fund’s stakeholders; their expectations from the Constituency Fund, how the Constituency Fund can meet their expectations and what the stakeholders can do to assist the constituency deliver its mandate.

12 NG-CDF Rongo Constituency Strategic Plan: 2018/2022

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13 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 2.6 Rongo Constituency Development Fund Projects

A summary of Rongo constituency NG-CDF Projects undertaken in the last five years are summarized here bellow:

2.6.1 NG-CDF Administration and recurrent expenses a) Employees’ salaries b) Goods and services c) Purchase of computers d) NSSF deductions e) Committee expenses

2.6.2 Monitoring and evaluation/ capacity building expenses a) Goods and services b) Committee expense c) CDFC/PMC d) Capacity building

2.6.3 Bursary expenses for learning institutions a) Secondary – payment of bursary for needy students b) Universities – payment of bursary for needy students c) Tertiary – payment of bursary for needy students

2.6.4 Primary schools project a) Construction, renovation, completion and repair of classrooms, office blocks for a number of schools.

2.6.5 Secondary schools infrastructure project a) Construct and equip classrooms, dining halls, dormitories, admin block and libraries including plastering and rendering painting and decoration, fixing windows and doors, floor tiles and finishes for a number of schools.

2.6.6 Tertiary Institutions Project a) Miyare ATC construction of lecture hall. b) Procured 3 tractors fitted with plough

2.6.7 Security infrastructure a) Completion of Cham gi Wadu DOs Residence b) Completion of various AP lines

2.6.8 Sports activities for the youth a) Purchase of balls, uniforms etc and distribute to a number of intuitions

2.6.9 Emergency a) Emergency (5% of the Fund) for various emergencies that may occur within the constituency

2.6.10 Environmental projects a) Fabrication and mounting of litterbins, collecting garbage, planting tree seedlings and carry out landscaping

14 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 2.6.11 Purchase of Vehicles and construction of CDF office a) Purchase of Toyota Land Cruiser b) Construction of CDF Office and accessories

2.7 Agri-Business Projects

The Rongo Constituency economy is devoted to the production, processing, and distribution of food, including the financial institutions that fund these activities. This strategic plan emphasizes agribusiness/agriculture as a big business rather than as the work of small family farms. In Rongo, agribusiness is structured around fish, ground nut, coffee, sugarcane and dairy farming. This Strategic Plan has addressed fish, groundnuts, sorghum, cotton and dairy farming which fall within the framework and interest of Rongo NG-CDF.

2.7.1 Dairy Project

Dairy farming in Rongo is organised within the framework of Rongo Dairy Farmers Cooperatives Society Ltd. The Rongo Constituency Fund and County Government have a project to increase dairy products with the objective of reducing poverty and improving nutrition. There are two milk coolers with capacity of 5,000litres each.

At the moment, most milk producers in the Constituency sell produce directly to either consumers (end users) or traders without taking to the milk processing plant.

There is however, need to enhance milk production capacity by building farmers’ capacity, providing effective supervision, extension services, monitoring and evaluation of dairy farming activities.

2.7.2 Fish Project

Fish Project is managed under the Youth Programme which is also responsible for UWEZO Fund and Bursaries for students. Three hundred and twenty seven (327) Fish ponds were started through Economic Stimulus Project (ESP) and eight hundred (800) additional ponds have been constructed through farmers’ initiative. All the ponds are operational and the plan is to increase the number of ponds to 5000 by 2022 in order to meet the capacity requirements at Opapo Fish Processing Plant.

All fish harvested are sold locally at pond site either to consumers or fish mongers. NG-CDF is in Partnership with Dominion Farm to supply quality fingerlings to farmers at subsidized cost. There is also fish hatchery funded by NG-CDF for breeding to supply fingerlings to farmers.

Fish processing plant at Opapo to help in fish processing (filleting of fish) has a Capacity – 7000 tons per week. The Fund shall focus on building a Fish (and Chicken) Feeds plant and a Fish Hatchery Plant.

15 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 The Migori County Government has 1800 fish boats and 5100 fishermen within territory waters bordering it. The County also has plans to invest in fish ponds to supply fish harvest to Opapo processing plant.

Major challenges being experienced in fish agri-business are; namely:

(a) Limited, insufficient and even lack of fish to be supplied to the Opapo fish processing plant (b) Lack of business plan to manage the agri-business (c) Insufficient training of fish farmers (d) Lack of quality feeds – no feeds processing plant within the constituency/county (e) Low quality fingerlings - 98% build local hatchery (f) Lack of sufficient coolers for storage of fish

2.7.3 Jaggery – Cooperative Marketing Society

This society is 3 years old and has 99 – 44 members. Others 55 out of 99 members left due to market fluctuation and lack of funds. The society started from table banking at 4% interest with borrowing power Kshs.1000/- – Kshs.150, 000/=. The minimum monthly contribution of 1,000/= per month, although the funds for borrowing is limited.

2.7.4 Groundnuts Project

Kanyodero Women Group comprises of 40 members, have multipurpose processing machine Donated by ICAD which can process herbs, body oil and groundnuts. However, it is currently underutilized and therefore more or less idle.

Challenges being experienced by the group:

a) Roasting of groundnuts done manually as there is no groundnuts roaster b) No house/place for processes of appropriate use for the business c) Experiences power fluctuation and therefore need for generator d) Need for better groundnut seeds e) Lack of capacity to manage the input/output processes f) Need for Barcode from GSI- Kenya for acceptance to supply products to the supermarkets and abroad.

2.8 Youth Programme

Youth Programme includes UWEZO Fund, Bursaries for students and Fish project. Bursary programmes are for students joining universities, colleges and tertiary institutions.

B-PROGRAMME Targeting form IV leavers having B- who do not get direct entry to public universities.

C BURSARY PROGRAMME Targeting students with C, C- or C+ for enrolment to Siala Techical Training Institute to do different skill - based Diploma courses.

16 NG-CDF Rongo Constituency Strategic Plan: 2018/2022NG-CDF Rongo Constituency Strategic Plan: 2018/2022 D- BURSARY PROGRAMME Targeting training of youth in artisan courses at Miyare Agricultural Training Centre.

2.9 Infrastructural development need for primary and secondary Schools

A: Infrastructural development needs in the next 5 years will increase in % of: in primary schools Infrastructure Year 2018 Year 2019 Years 2020 Year 2021 Year 2022 Classrooms 18% 20% 22% 24% 26% Furniture 18% 20% 22% 24% 26% Fencing 10% - - 10% 10% Electricity ok ok ok ok ok Offices block/ repair - - - - - Water/ boreholes, piping, 5% 5% 2% 2% 2% tanks

B: Infrastructural development needs in the next 5 years will increase in % of: in secondary schools Infrastructure Year 2018 Year 2019 Years 2020 Year 2021 Year 2022 Classrooms 20% 12% 15% 20% 24% Furniture 20% 12% 15% 20% 24% Fencing 15% 15% 15% 20% 24% Electricity ok ok ok ok ok Offices block/ repair 10% 5% 5% 5% 5% Water/ boreholes, piping, 6% 3% 3% 3% 3% tanks

NG-CDF Rongo Constituency Strategic Plan: 2018/2022NG-CDF Rongo Constituency Strategic Plan: 2018/2022 17 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER THREE STRATEGIC DIRECTION CHAPTER THREE We recognize that as a ConstituencySTRATEG IFund,C DIR EweC TmustION anchor our operations on certain principles, values and strategic direction. The implementation of our objectives and proposed strategies and activities will be guided by Our (i) Vision; (ii) WMission;e recogni andze th a(iii)t as aCore Cons Values.tituency Fund, we must anchor our operations on certain principles, values and strategic direction. The implementation of our objectives and proposed strategies and activities will be guided by Our (i) Vision; (ii) Mission; and (iii) Core Values.

3.1 Vision

Our vision

A model constituency in Kenya with highly motivated and empowered people enjoying high standards of living.

3.2 Mission

Our Mission

To provide transformative leadership and coordination in the equitable and sustainable administration of the Rongo Constituency Development Fund

18 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 18 3.3 Core Values

We are committed to upholding the following Core Values as the guiding principles for the3.3 operationsCore Valu eofs the Constituency in the medium and long-terms:

We are committed to upholding the following Core Values as the guiding principles for the operations of the Constituency in the medium and long-terms:

We will work hard and commit

HARD WORK AND ourselves to attaining the highest

COMMITMENT standards in our service delivery to all

stakeholders of the constituency.

We are committed to acting in an honest, INTEGRITY impartial, fair and transparent manner while implementing our programmes.

We will involve constituents at all levels TEAMWORK AND and embrace a participatory approach in PARTICIPATORY implementing our programmes APPROACH

Rationalization of costs and satisfying the EFFICIENCY AND needs of constituents will be major EFFECTIVENESS hallmarks in our implementation approach.

We undertake to carry out our operations IMPARTIALITY AND and serve all without any form of EQUITY discrimination.

19 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 19 3.4 Goal of Rongo Constituency Strategic Plan

This strategic plan will be guiding tool in Rongo Constituency for the next five years so as to facilitate implementation of specific National Government projects that are relevant to the needs of the people. It will be used to ensure prioritization of NG-CDF projects and enable implementation to have reference point in creation of sub-objectives and action plans. It will also be used in monitoring and evaluation of projects on progress in order for timely appropriate action taken.

3.5 Main Strategy

To empower residents of Rongo Constituency through improved access to adequate food and nutrition, healthcare, education facilities, enhanced security and National Government administration, improved access to clean water and sanitation services, promotion of sports and entrepreneurial activities that will increase job opportunities particularly among the youth, empower women and provide access to National Government Services.

20 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER FOUR STRATEGIC ISSUES, OBJECTIVES, STRATEGIES AND ACTIVITIES

4.1 Strategic Issues/Key Result Areas (KRAs)

The Constituency Fund has identified the following eight (8) strategic issues, which if concentrated on will enable it to deliver more benefits to stakeholders and achieve its mission and vision:

a) Promotion of Education and Training b) Access to clean Water and Sanitation Services c) Ensure food and nutrition security through agri-business projects d) Ensure universal health coverage e) Employment creation through manufacturing projects f) Promotion of sports and creative talent g) Enhance administration and security h) Governance and Resource Mobilization

4.2 Strategic Issues, Objectives, Strategies and Activities

Focusing on the eight strategic issues, the Constituency Fund will endeavor to achieve results through the implementation of the following strategic objectives, strategies and activities during the planning period:

4.2.1 STRATEGIC ISSUE 1: EDUCATION AND TRAINING

What we mean with the Strategic Issue 1: Inadequate infrastructural and teaching staff capacity of the constituency’s educational institutions hence unable to provide quality education and training. Additionally, there are a number of needy but deserving children within the constituency who require funding support to undertake their studies in schools and trainings in various training institutions.

Strategic Objective 1.1: To improve infrastructural capacity and number of teaching staff of the constituency’s educational institutions to enable them provide quality, efficient and effective education and training.

Strategic Objective 1.2: Provide bursaries to needy and deserving students to undertake schooling and various skills - based trainings

Strategy 1.1 Develop and improve infrastructure (build and equip), increase capacity and facilitate the uplifting of the status of key educational/ training institutions

Strategy 1.2: Providing grants to support payment of MB/Non-TSC teachers

21 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategy 1.3: Providing bursaries to support needy and deserving students Activities:

a) Conduct study to establish/review the institutional infrastructure needs of various schools and training institutions b) Complete, renovate, repair and construct classrooms, dormitories, administrative blocks, toilets, laboratories, multipurpose halls for schools and training institutions c) Improve ICT capacity in educational institutions d) Provide infrastructure support to Siala TTC and Miyare ATC e) Procure and supply equipment, desks, furniture and teaching materials f) Improve security of educational institutions (schools/ colleges/institutes) through construction of fences and gates g) Provide funds for payment of non-TSC teachers h) Provide bursaries to needy and deserving students i) Provide career guidance and counseling j) Support entrepreneurial skills development to facilitate self-employment k) Create linkages between training institutions and private/ public sector to absorb the youth for employment

4.2.2. STRATEGIC ISSUE 2: ACCESS TO CLEAN WATER AND SANITATION SERVICES

What we mean with the Strategic Issue 2: Inadequate supply of water and poor sanitation facilities: The Constituents source of drinking water is mostly unprotected rivers and public sanitation facilities are not adequate especially at market places.

Strategic Objective 3: To improve supply of clean water and sanitation facilities

Strategy 2.1: Increasing access to safe water for domestic and institutional use.

Strategy 2.2: Increasing access to sanitation facilities and clean environment.

Activities

a). Construction of boreholes in educational institutions, dispensaries, and identified community points b). Provision of water tanks c). Construction of pit latrines in schools and other public places d). Initiate afforestation and re-forestation programme e). Establish tree nurseries f). Promote tree planting and beautification g). Identify and establish appropriate waste disposal sites h). Formulate prudent waste recycling strategies

22 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 4.2.3. STRATEGIC ISSUE 3: ENSURE FOOD AND NUTRITION SECURITY THROUGH AGRI-BUSINESS PROJECTS

What we mean with the Strategic Issue 3: Nutrition remains a challenge in the Constituency due to various factors including reliance on rain fed agriculture that lead to food insecurity at household level, undiversified farming practices and limited value addition to projects.

Strategic objective 4: To ensure food and nutrition security

Strategy 3.1: I improve capacity of farmers to do diversified - profitable agri-businesses and sustainable subsistence farming

Activities a) Undertake business plans for each agri-business sector: dairy, poultry, fruits, cereals (maize, sorghum, cassava, potatoes), fish and jaggery b) Build capacity of farmers through trainings and market linkages c) Promote formation of farmer groups for marketing purposes d) Provide quality inputs to farmers including assistance in land preparation e) Supervise, monitor and facilitate provision of extension services

Strategy 3.2: Maximize processing capacity of existing milk and fish processing plants

Activities a) Promoting formation of Dairy Marketing and Fish Marketing Association and Saccos for collection of these products from famers and delivery to the plants b) Ensuring cost-effective processing, storage and value addition c) Ensuring proper accounting and prompt payments to farmers

4.2.4. STRATEGIC ISSUE 4: ENSURE UNIVERSAL HEALTH COVERAGE

What we mean with the Strategic Issue 4: The quality of health services, staffing and availability of specialised services at all levels are inadequate hence the coverage to various population groups remains limited.

Strategic objective 5: To ensure universal health coverage for all residents of the Constituency

Strategy 4.1: Improving health facilities

Activities a) Building and renovating Health Care Centres

23 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategy 4.2: Providing support to the vulnerable Activities

a) Provide financial support to enroll and maintain membership into NHIF b) Organize periodic Free Medical Camp in the constituency

4.2.5. STRATEGIC ISSUE 5: EMPLOYMENT CREATION THROUGH MANUFACTURING PROJECTS

What we mean with Strategic Issue 5: High levels of unemployment and idleness among the constituents especially the youth and inadequate resources, capacity and opportunities to facilitate provision and creation of employment. This can be done by promoting manufacturing which has a high capacity to create numerous employment opportunities

Strategic Objective 6: To mobilize resources, establish networks and linkages with government agencies, the private sector, various stakeholders and NGOs to establish manufacturing enterprises in order to create employment opportunities.

Strategy 5.1: Expanding the manufacturing sector in Fisheries and Agro- Processing

Activities a) Promote the establishment of an Industrial Park b) Establishment of Business Incubation Centres to support SMEs, c) Disseminate labour market information to the youth d) Facilitate formation of small enterprise groups

Strategy 5.2: Embrace youth initiatives in procurement processes

Activities a). Ensure at least thirty percent of procurement opportunities are given to youth-led business initiatives to uplift small and medium enterprises and alleviate unemployment b). Lobby the County Government allocate ten percent of business premises to youth-led businesses c). Assist the youth to do business with the government entities in the Constituency by enhancing their capacity, training and provision of financial guarantees

4.2.6. STRATEGIC ISSUE 6: PROMOTION OF SPORTS AND CREATIVE TALENTS

What we mean with the Strategic Issue 6: Inadequate opportunities for promotion of sports activities as many young people’s talents are not exploited due to lack of sporting facilities

Strategic Objective 7: To harness sporting and creative talents of the youth

Strategy 6.1: Promoting sports activities in the constituency a). Facilitate Registration of sports teams from location level b). Levelling of play grounds in public institutions

24 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 c). Providing sporting equipment e.g uniforms, balls, etc d). Sponsor sports festivals e). Promote excellent teams and individuals nationally and internationally

Strategy 6.2: Promotion of talents Activities a). Organize talent shows and award the best talents b). Assist the winners to link with organizations that can pay for their talents

4.2.7. STRATEGIC ISSUE 7: ENHANCE ADMINISTRATION AND SECURITY

What we mean with the Strategic Issue 7: Insufficient Administration facilities to support provision of services and security to the constituents.

Strategic Objective 8: To enhance national government coordination, administration, security and promote social norms to facilitate peaceful co-existence among the people and create a conducive environment for development.

Strategy 7.1: Set up more Police Posts

Activities c). Identify volatile areas that require increased security d). Acquire land for new Police Posts and administration (Chiefs, Assistant Chiefs and DCC) e). Seek staffing from the relevant authority f). Facilitate acquisition of more vehicles to ease mobility of security and administration personnel

Strategy 7.2: Promote community policing

Activities a). Sensitize people on the need to understand and embrace community policing b). Identify dedicated and competent people to form community policing committees c). Facilitate orientation and training of community policing teams/ officials d). Facilitate public dissemination of security information e). Hold regular community policing committee meetings to review security issues f). Buy trophies to best and poorest Nyumba Kumi Initiatives

Strategy 7.3: Discourage and fight consumption of illicit brews and drugs

Activities a). Sensitize people on the ills of illicit brews and drugs b). Ensure that brewers of illicit drinks, drug traffickers/ peddlers and consumers are arrested c). Enhance highway patrols and identify entry points (source) of brews and drugs

25 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategy 7.4: Facilitate initiatives to foster stability of the family institution

Activities a). Undertake civic education for the people to know their marital rights b). Facilitate proper identification of beneficiaries of estates of the deceased to avoid wrangles c). Ensure family members are involved in all land transactions d). Hold regular barazas where matters affecting security are raised and discussed e). Sensitize constituents on the essence of collective responsibility in parenting

Strategy 7.5 Develop and improve National Government Administration infrastructure, equipment and tools

Activities: a) Construct, renovate/rehabilitate facilities for Chiefs and Assistant Chiefs (offices, toilets, fences and security installations) b) Enhance security surveillance by purchase of patrol vehicles and motorbikes where necessary c) Construct/ renovate Assistant County commissioner office block as and when necessary

4.2.8. STRATEGIC THEME 8: GOVERNANCE AND RESOURCE MOBILIZATION

What we mean with the Strategic Issue 8: Inadequate resources, bureaucratic governance procedures, delays in and corrupt practices in implementation of projects and programmes.

Strategic Objective 9: To foster a cohesive, corruption-free and financially stable Constituency Fund

Strategy 8.1: Involve all stakeholders in planning and implementation of projects and programmes

Activities a). Create awareness of the planning process to all stakeholders b). Disseminate plans to all stakeholders to gain ownership c). Involve stakeholders in implementation of all projects in the constituency

Strategy 8.2: Implement all development projects and programmes on the basis of the Strategic Plan

Activities a). Harmonize and coordinate the activities of all departments involved in implementation to eliminate duplication of effort b). Ensure timely implementation of plans c). Continuously monitor and evaluate the implementation of projects

26 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategy 8.3: Mobilize resources for implementation of projects and programmes

Activities a). Lobby relevant Government bodies to support implementation of the constituency development agenda b). Mobilize resources from donors and non-governmental organizations c). Develop budgets and workplans to ensure prudent allocation and utilization of resources

Strategy 8.4: Develop and institutionalize a good governance framework for implementation of projects and programmes

Activities a). Clearly define the role of every government department, committees and agencies in the implementation process b). Develop implementation guidelines and procedures c). Develop and enforce a Code of Conduct for all implementation agencies d). Undertake awareness creation on Good Corporate Governance

27 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER FIVE FUNDING

5.0 RESOURCE FLOWS

Achieving the outcomes of the identified strategic objectives will help transform Rongo Constituency into a model constituency that others can emulate. However, huge financial resources shall be required to implement all the projects. The constituency already has a pool of diverse professionals and youth who provide ready work force for implementing the projects. Most of the ongoing projects have been funded through CDF. The CDF is very particular in terms of mandate and the kind of projects funded.

5.1 Resource Requirements Implementation of this Strategic Plan will be based on the strategic issues and activities identified above. The resources required for each year are presented in Table 5.1 below. Table 5. 1.1: Strategic Plan Resources Requirements for 2018-2022

Strategic Result Resource Requirements Total Area (Million KSh) Resource 2018 2019 2020 2021 2022 Requirements (Million KSh) 1. Education and 434.9 Training 82.4 83.7 84.8 87.9 96.1 2. Access to clean Water and Sanitation 196 Services 39.2 39.2 39.2 39.2 39.2 3. Food and nutrition security through 33 agri-business projects 6.6 6.6 6.6 6.6 6.6 4. Universal health 135 coverage 27 27 27 27 27 5. Employment creation through 69 manufacturing projects 13.8 13.8 13.8 13.8 13.8 6. Promotion of sports 90 and talents 18 18 18 18 18 7. Administration and 95.5 security 19.1 19.1 19.1 19.1 19.1 8. Governance and Resource 16.6 Mobilization 3.3 3.3 3.3 3.3 3.3 Total 209.4 210.7 211.8 214.9 223.1 1070

As given in Table 5.1.1, the total amount of resources required for full implementation of the Strategic Plan over the 2018-2022 period is KSh 1,070,000,000.

5.2 Resource Inflows The Constituency expects to mobilize resources from several sources. The amounts expected from these sources over the Strategic Plan period are given in Table 5.2.1.

28 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Table 5.2.1: Expected Resource Inflows for 2018-2022

Expected Resources from Donor Total (Million KSh) Expected 2018 2019 2020 2021 2022 Resources (Million KSh) A SOURCES OF FINANCING

1 NG-CDF 81 100 108 115 120 524

B Projected Five Years Expenditure 209.4 210.7 211.8 214.9 223.1 1070

DEFICIT IN FINANCING (Development C Partners, Harambees, Grants) 128.4 110.7 103.8 99.9 103.1 545.9

5.3. Financing Options

The current scenario leaves us with the following options in sourcing for finances for implementing projects.

5.3.1 Personal Contributions by Area MP

The area MP will continue to support his people to the best of his capabilities.

5.3.2 Partnership with National and County Government

Some of the identified projects also fall under the mandate of the county government and are captured in the County Integrated Development Plan (CIDP). The constituency management will endeavour to align its efforts with the efforts of other state agencies. The National Government through the various ministries is mandated to provide services such as meeting educational needs and security for all. We plan to collaborate with government agencies such that we can amplify their efforts in Rongo Constituency through grassroots participation.

5.3.3 Public Private Partnership (PPP)

The constituency management committee will be seeking private investors whose goals are aligned with the identified projects to jointly invest in the proposed services. We are hoping corporate organizations through their Corporate Social Responsibility (CSR) activities will collaborate with us on projects like fruit-tree planting exercises or providing livelihood stipends to the vulnerable groups.

29 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 5.3.4 Grants and Aid Many international and local development actors fund projects through grants and aid. We plan to exploit such avenues and the area MP is in the process of engaging with such organizations in a bid to mobilize funding for the different development projects.

5.3.5 Residents Donations/Participant Contributions As much as possible, the development process has to be owned by the people. Therefore, we will treat them as partners and not merely beneficiaries. Consequently, where necessary, the residents will be encouraged to contribute towards meeting the expenses of projects. For instance, less affluent locals will also contribute through volunteering to provide labour on projects.

5.4. Resource Mobilization process To effectively mobilize required funds, the Constituency Management Committee will undertake various activities and implement a number of measures. Such measures are outlined below:

5.4.1 Donor/Partner mapping The secretariat will coordinate the process of identifying possible sponsors, donors and partners to work with. This process will involve brainstorming sessions and review of available literature as well as scouting. Working closely with the area MP, effort will go into networking with key national donors or international development actors that are willing to collaborate with the Constituency.

5.4.2 Responsibility For each of the projects, a project officer in charge of its delivery will be appointed. The project officer will be the lead person in mobilising resources for delivery of project outcomes

5.4.3 Proposal writing The project officers, where necessary with the help of consultants, will develop effective proposals for each project that communicate to potential supporters and donors.

5.4.4 Effective Budgeting For each project, the project officer will develop effective budgets. Such budgets will be guided by the need to maximize beneficiary value and avoid unnecessary expenditure.

5.4.5 Grants management and administration The secretariat will institute mechanisms for proper utilization of funds. This will involve centralising funds management for proper monitoring of budget implementation. Proper accountability measures will be put in place; this will include the project officer being the chief accounting officer reporting to the secretariat. The secretariat will develop good communication channels and strategically manage relations with donors, partners and other stakeholders.

30 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER SIX CO-ORDINATION AND IMPLEMENTATION FRAMEWORK

6.1 Strategic Plan Implementation Approaches The implementation of the Plan will employ the following approaches:

6.1.1 Phasing and sequencing

Implementation of this Strategic Plan will be in tandem with the government planning cycle. The constituency will therefore develop subsequent annual work plans from the strategic plan. The work plans will take into consideration the resources available to the constituency in each financial year. The constituency annual work plans will be underpinned by the work plans of the various committees which will focus specific responsibility to individual members of the committees. This approach will also enhance performance appraisal at individual, committee and constituency levels.

6.1.2 Quick wins

In each annual work plan, the constituency will identify activities that guarantee quick wins. The quick wins approach will enable the constituency achieve rapid results in line with Rapid Results Initiative. This is expected to motivate and make members of various committees and the constituents enthusiastic to implement other strategic initiatives.

6.1.3 Implementation Management Structure

The plan provides a clear framework in which the National Government Constituency Development Fund Committee (Parliament), the NG-CDF Board of Directors, are expected to play mutually complementing roles towards the achievement of the goals, objectives, strategies and planned programmes of the constituency. Fig.6.1.3.1. below outlines the implementation management structure.

31 NG-CDF Rongo Constituency Strategic Plan: 2018/2022

Fig. 6.1.3.1 Strategic Plan Implementation Management Structure

SELECT COMMITTEE OF PARLIAMENT ON NG-CDF

MINISTRY OF DEVOLUTION

& PLANNING

NATIONAL CONSTITUENCY DEVELOPMENT FUND BOARD

CONSTITUENCY DEVELOPMENT FUND COMMITTEE

PROJECT MANAGEMENT

COMMITTEE (PMCs)

The Fund is managed by the NG-CDF Board at the national level, and the National Government Constituency Development Fund Committee (NG-CDFC) at the constituency level. Projects are implemented by the Project Management Committee elected by the Wananchi living in a specific area, assisted by the relevant officer of government, as outlined in Section 36 of the Act.

Role of Stakeholders in the management of NG-CDF, Rongo Constituency

Stakeholder Role Constituents of Rongo a) Our main client and beneficiary of projects Constituency b) Contributors in the cost sharing schemes c) Provide opinion on their development priorities to inform decisions on the project proposals submitted to the Board for approval and funding each financial year; d) Provide membership to the Project Management Committees and to the National Government Constituency Development Fund Committees. e) Play a watchdog role in the management of NG-CDF projects by participating in social audit activities and participation in monitoring and evaluation forums. f) Ensure the sustainability of NG-CDF projects by taking an active role in the operations and maintenance of complete projects. The Area MP a) Provide political will and leadership; b) Give general direction to the objectives of the constituency; c) Provide road map to development agenda;

32 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 d) Promote private public partnership; e) Provide oversight for efficient and effective implementation of policies. f) Contributes finances to projects Secretariat a) Will advice Area MP on project implementation b) Will research and provide data to MP for evidence based action c) Will Manage donor and partner relations as assigned by MP d) Participate in project management Constituency Office a) Responsible for projects outcomes b) Hire and manage project officers c) Manage donor and partner relations d) Participate in project management County Government a) Partners in financing and implementing projects and MCAs National government a) Collaboration in implementation and executing projects and Agencies programmes b) Provide professional/technical input and policy direction c) Provision of relevant information and data; d) Effective participation in projects implementation process

NGOs/CSOs/FBOs/CB a) Contribute to policy formulation on County matters Os and Other b) Mobilization of funds for development development partners c) Support on community empowerment and advocacy

Private Sector a) Contribute to policy formulation on Constituency matters b) Create employment for our people through their businesses c) Collaborate with Constituency through CSR. CDF Committee a) Facilitate identification, funding and implementation of projects that are in line with the CDF Act

33 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 CHAPTER SEVEN MONITORING AND EVALUATION

7.1 Purpose and framework for Monitoring and Evaluation

The Purpose for Monitoring is to ensure that the Strategic Plan implementation is according to schedule and if there is any deviation, appropriate and timely action is taken. The implementation of the Strategic Plan will be closely monitored to ensure its successful implementation. The monitoring process will help determine whether the implementation is on course. Monitoring, follow-up and control systems will be established at all levels. Monitoring and Evaluation will involve routine data collection and analysis on the progress of the Strategic Plan implementation. The results from the analysis will then be used to inform decision-making, including taking corrective action where deviations in implementation have been noted.

A Monitoring and Evaluation Committee consisting of members drawn from all stakeholders in the constituency, including the Sub-county officers, County Accountant, Works Officer, Roads, Procurement and Auditor, will be formed to coordinate collection of M&E data, analyzing and reporting. It will provide technical support and facilitate M&E capacity building at all levels within the constituency.

The M & E committee, in collaboration with locational development committees, will monitor projects administered within the Constituency. The locational development committees will submit quarterly and annual M&E reports to the constituency M & E committee. These reports will be reviewed regularly against the targeted indicators to measure progress. In addition, they will be used to prepare constituency M&E reports for submission to the National Government Constituency Development Fund Board.

The Strategic Plan will be evaluated during and after implementation to gauge the extent of achievement of the intended results. The evaluation will be carried out using relevance, efficiency, effectiveness, sustainability and impact measures. A mid-term review will also be carried out. The logical framework/implementation matrix will help track and monitor progress in the implementation of the Plan.

7.2 Indicators for National Monitoring of the Performance of the Constituency

National Monitoring of the Performance of the Constituency will be done on the basis of the following five (5) indicators:

i. Relevance of implemented projects to the community ii. Efficiency in the utilization of funds iii. Effectiveness of the project to the community iv. Sustainability of the projects especially on recurrent expenses to run it v. The impact feedback measure

34 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 7.3 Indicators for internal Monitoring of the Performance of the Constituency

Internal Monitoring of the Performance of the Constituency will be done on the basis of the following six (6) indicators:

i. Whether project was approved by the NG-CDF ii. Whether the same was approved by NG-CDF Board iii. Whether the project cost estimates are realistic iv. Whether the project has a bill of quantity v. Whether the project design has been approved by relevant government department/s vi. Whether the project management committee has had its priorities factored into the project

35 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 APPENDIX 1: IMPLEMENTATION MATRIX

STRATEGIC THEME 1: EDUCATION AND TRAINING

Strategic Objective 1: To improve infrastructural capacity and number of teaching staff of the constituency’s educational institutions to enable them provide quality, efficient and effective education and training.

Strategic Objective 2: Provide bursaries to needy and deserving students to undertake schooling and various skills - based trainings Strategies Activities Expected Expected outcome / Performance Time Implementation Source of Budgetary requirements (Kshs millions) output Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 1.1: Conduct study to Infrastructure Relevant and Infrastructure 2016/17 NG-CDF NG-CDF - 1.5 - - Develop and establish/review of Needs appropriate Needs and improve the institutional determined infrastructural Assessment infrastructure infrastructure needs development Report (build and equip), Complete, renovate, Completed Enhanced capacity in No. of stalled Continuous NG-CDF GoK 20.7 20.7 25.3 30.4 38.6 increase repair and construct classrooms; primary and classrooms NG-CDF capacity and classrooms, furniture; secondary schools completed facilitate the dormitories, laboratories; through NG-CDF uplifting of the administrative toilets; and support annually status of key blocks, toilets, multipurpose educational/ laboratories, halls training multipurpose halls institutions for schools and training institutions Improve ICT Enhanced ICT Improved ICT Quantum of ICT Continuous Ministry of GoK 5.7 5.5 5.5 5.5 5.5 capacity in capacity in services and ICT capacity installed Education educational educational courses offered in in educational institutions institutions educational institutions Ministry of institutions annually ICT Provide NG-CDF GoK 8 8 6 4 4 infrastructure support to Siala TTC NG-CDF & Miyare ATC

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 36 36 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected Expected outcome / Performance Time Implementation Source of Budgetary requirements (Kshs millions) output Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Procure and supply Additional Improved services in No. of equipment Continuous Ministry of GoK 1E0x pected bu10d get (in K1s0h .) 10 10 equipment, desks equipment and educational and teaching Education NG-CDF and teaching teaching institutions material procured materials for materials for annually educational educational institutions (schools/ institutions colleges/institutes) Improve security of Renovated Improved work and No. of existing Continuous NGOs NGOs 5 5 5 5 5 educational facilities in learning environment facilities NG-CDF GoK institutions (schools/ educational in educational renovated Ministry of NG-CDF colleges/institutes) institutions institutions Education through construction of fences and gates

Strategy 1.2 Provide funds to hire Adequate Improved leaning No. of non-TSC Continuous NG-CDF NG-CDF 8 8 8 8 8 Providing more non-TSC teaching staff teachers Ministry of grants to teachers in schools supported by the Education support NG-CDF payment of MB/Non-TSC teachers Strategy 1.3: Provide bursaries to Reduction in Equal access to No. of children Continuous NG-CDF Area 10 10 10 10 10 Providing needy and deserving drop-out rates education for all benefiting from Ministry of MP/NG- bursaries to students the CDF Education CDF support needy bursaries in the and deserving constituency students Provide career Improve Relevant courses No of career Continuous NG-CDF NG-CDF 5 5 5 5 5 guidance and career choice leading to immediate guidance and Ministry of counseling decisions employment counseling Education sessions Support Self- Reduced No. enterprises Continuous NG-CDF NG-CDF 5 5 5 5 5 entrepreneurial skills employment unemployment established and development to by youth run by youth facilitate self- employment

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 37 37 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected Expected outcome / Performance Time Implementation Source of Budgetary requirements (Kshs millions) output Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Create linkages More Reduced No of youth Continuous NG-CDF, NG-CDF 5E xpected bu5 dget (in K5s h.) 5 5 between training employment unemployment employed private/ institutions and opportunities public sector private/ public sector Institutions to absorb the youth for employment

82.4 83.7 84.8 87.9 96.1

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 38 38 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 2: ACCESS TO CLEAN WATER AND SANITATION SERVICES

Strategic Objective 3: To improve supply of clean water and sanitation facilities Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 2.1: Construction of Clean water Improved health No of boreholes Continuous NG-CDF NG-CDF 20 20 20 20 20 Increasing boreholes in access to safe educational water for institutions, domestic and dispensaries, and institutional identified community use points Provision of water Adequate water Improved water No. of water tanks Continuous NG-CDF NG-CDF 5 5 5 5 5 tanks harvesting and conservation Strategy 2.2: Construction of pit Adequate Improved health No. of pit latrines Continuous NG-CDF NG-CDF 10 10 10 10 10 Increasing latrines in schools and sanitation facilities access to other public places sanitation facilities and clean Initiate afforestation Restored Improved health % of forest cover Continuous NG-CDF, NG-CDF, 2 2 2 2 2 environment and re-forestation environment NGOs NGO programme

Establish tree New jobs for the Improved health No. of tree Continuous NG-CDF, NG-CDF 2 2 2 2 2 nurseries youth nurseries Promote tree planting Beautiful Improved health % of forest cover NG-CDF, NG-CDF, and beautification environment NGOs NGO Identify and establish Clean environment Improved health No. of waste Continuous NG-CDF, NG-CDF, 0.2 0.2 0.2 0.2 0.2 appropriate waste disposal sites County Govnt County disposal sites Govnt

39.2 39.2 39.2 39.2 39.2

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 39 39 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 3: ENSURE FOOD AND NUTRITION SECURITY THROUGH AGRI-BUSINESS PROJECTS

Strategic Objective 4: To ensure food and nutrition security Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 3.1: Undertake business Diversified Improved business Level of Continuous NG-CDF NG-CDF 2 2 2 2 2 improve plans for each agri- farming management implementation County Gov. County capacity of business sector: dairy, Gov. farmers to do poultry, fruits, cereals diversified - (maize, sorghum, profitable agri- cassava, potatoes), businesses and fish and jaggery sustainable Build capacity of No. trained Improved Reports Continuous NG-CDF NG-CDF 1 1 1 1 1 subsistence farmers through yield/output County Gov. County farming trainings and market Gov. linkages Promote formation of Adequate capacity Improved No. farmer groups Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 farmer groups for performance County Gov. County marketing purposes Gov. Provide quality inputs Quantity and Increased output/ Performance Continuous NG-CDF NG-CDF 3 3 3 3 3 to farmers including quality provided yield records County Gov. County assistance in land Gov. preparation Supervise, monitor No. of visits Improved output Visit reports Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 and facilitate County Gov. County provision of extension Gov. services Strategy 3.2: Promoting formation Adequate capacity Improved marketing No. of Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 Maxi of Dairy Marketing and market access Saccos/Associatio mize and Fish Marketing ns processing Association and capacity of Saccos for collection existing milk of these products from and fish famers and delivery to processing the plants plants Ensuring cost- Plant output Better capacity Performance data Continuous NG-CDF NG-CDF - - - - - effective processing, utilization County Gov. County storage and value Gov. addition

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 40 40 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Ensuring proper Accounting Data information Accounting reports Continuous NG-CDF NG-CDF Exp-ec ted bud-g et (in Ks-h .) - - accounting and institutionalized County Gov. County prompt payments to Gov. farmers 6.6 6.6 6.6 6.6 6.6

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 41 41 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 4: ENSURE UNIVERSAL HEALTH COVERAGE

Strategic Objective 5: To ensure universal health coverage for all residents of the Constituency Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 4.1: Building and Adequate Universal health No of healthcare Continuous NG-CDF NG-CDF 20 20 20 20 20 Improving renovating Healthcare healthcare coverage facilities health facilities Centres facilities Strategy 4.2: Provide financial Affordable Universal health No. of persons Continuous NG-CDF NG-CDF 5 5 5 5 5 Providing support to enroll and healthcare coverage enrolled to NHIF support to the maintain membership vulnerable into NHIF

Organize periodic Access to Universal health No. of Free Continuous NG-CDF NG-CDF 2 2 2 2 2 Free Medical Camp in healthcare coverage Medical Camps the constituency

27 27 27 27 27

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 42 42 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 5: EMPLOYMENT CREATION THROUGH MANUFACTURING PROJECTS

Strategic Objective 6: To mobilize resources, establish networks and linkages with government agencies, the private sector, various stakeholders and NGOs to establish manufacturing enterprises in order to create employment opportunities Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 5.1: Promote the Status report on Status on Baseline survey on Continuous NG-CDF, NG-CDF, 1 1 1 1 1 Expanding the establishment of an unemployment, unemployment, skills unemployment, Ministry of Private manufacturing Industrial Park skills and and competency skills and Industrializatio Sector sector in competency levels levels of the youth competency levels n, Private Fisheries and of the youth for use in future of the youth Sector Agro- plans and carried out and Processing programmes for the report prepared youth Establishment of Operational Increased capacities Empowerment Continuous NG-CDF, NG-CDF 10 10 10 10 10 Business Incubation empowerment and empowerment centre created and Ministry Centres to support centre for the youth operationalized responsible for SMEs Youth

Facilitate formation of NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 small enterprise groups

Disseminate labour Youth educated on Improved absorption No. of youth Continuous NG-CDF, NG-CDF 0.2 0.2 0.2 0.2 0.2 market information to labour market of youth into the educated on labour Ministry the youth information labour market market responsible for information Youth, annually Ministry responsible for Labour

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 43 43 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Strategy 5.2: Ensure at least thirty Promotion of Growth of youth-led Amount (in Ksh) Continuous NG-CDF NG-CDF Ex0p.2ec ted bu0d.g2e t (in K0s.h2. ) 0.2 0.2 Embrace youth percent of youth-led business business initiatives of procurement GoK initiatives in procurement initiatives business awarded procurement opportunities are to youth-led processes given to youth-led business initiatives business initiatives to annually uplift small and medium enterprises and alleviate unemployment Lobby the County Promotion of Growth of youth-led No. of business Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 Government allocate youth-led business business initiatives premises allocated ten percent of initiatives by local authorities business premises to to youth-led youth-led businesses businesses annually Assist the youth to do Promotion of Growth of youth-led No. of business Continuous NG-CDF NG-CDF 2 2 2 2 2 business with the youth-led business business initiatives premises allocated government entities in initiatives by local authorities the Constituency by to youth-led enhancing their businesses capacity, training and annually provision of financial guarantees 13.8 13.8 13.8 13.8 13.8

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 44 44 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 6: PROMOTION OF SPORTS AND CREATIVE TALENTS

Strategic Objective 7: To harness sporting and creative talents of the youth Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. Millions) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 6.1: Facilitate Registration Status report on Status on sporting No of teams Continuous NG-CDF NG-CDF 1 1 1 1 1 Promoting of sports teams from youth teams skills of the youth KFF, FKF sports activities location level in the Levelling of play NG-CDF NG-CDF 3 3 3 3 3 constituency grounds in public institutions Providing sporting NG-CDF NG-CDF 5 5 5 5 5 equipment e.g uniforms, balls, etc Sponsor sports Organized Improved sports No of sports and Continuous NG-CDF NG-CDF 3 3 3 3 3 festivals sports/clubs facilities clubs organized KFF, FKF Promote excellent Youth signed into Youth earning from No. of youth Continuous NG-CDF NG-CDF 0.8 0.8 0.8 0.8 0.8 teams and individuals big clubs locally their talents earning from their KFF, FKF nationally and and internationally talents internationally Promotion of Organize talent shows Talents showcased Youth having their No. of youth with Continuous NG-CDF, NG-CDF 5 5 5 5 5 talents and award the best talents discovered talents showcased NGOs talents Assist the winners to Endorsements and Youth earning from No. of youth Continuous NG-CDF, NG-CDF 0.2 0.2 0.2 0.2 0.2 link with hire of talented their talents earning from their Private Sector organizations that can youth talents pay for their talents 18 18 18 18 18

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 45 45 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 STRATEGIC ISSUE 7: ENHANCE ADMINISTRATION AND SECURITY

Strategic Objective 8: To enhance national government coordination, administration, security and promote social norms to facilitate peaceful co- existence among the people and create a conducive environment for development. Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. millions) Impact Indicators Frame agency funds 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 7.1: Identify volatile areas Report on Volatile Status report for use Volatile areas Police 0.5 0.5 0.5 0.5 0.5 Set up more that require increased areas in planning security identified and Continuous GoK Police Posts security programmes report prepared Provincial Admin Acquire land for new Land for new Space for Acreage of land 9 9 9 9 9 Police Posts and Police Posts development of new acquired for new Provincial NG-CDF administration (chiefs, Police Posts Police Posts Continuous Admin GOK assistant chiefs and NG-CDF DCC) Seek staffing from the New police posts Enhanced capacity No. of staff posted 0.5 0.5 0.5 0.5 0.5 Continuous Police GOK relevant authority staffed for security agencies to new police posts Facilitate acquisition Additional Enhanced capacity No. of additional 3 3 3 3 3 of more vehicles to vehicles for and visibility of vehicles acquired ease mobility of security personnel security personnel for security Continuous Police GOK security personnel and personnel administration Strategy 7.2: Sensitize people on Constituents Enhanced support for No. of forums held 0.6 0.6 0.6 0.6 0.6 Promote the need to understand educated on the community policing to educate community and embrace essence of by constituents constituents on the Continuous Police GOK policing community policing community essence of policing community policing Identify dedicated and Operational Enhanced No. of community - - - - - Police competent people to community participation of policing

form community policing constituents in committees Continuous GoK Provincial policing committees committees community policing operationalized Admin Facilitate orientation Trained Enhanced No. of community 0.2 0.2 0.2 0.2 0.2 Police and training of community participation of policing teams/

community policing policing teams/ constituents in officials trained Continuous GoK Provincial teams/ officials officials community policing Admin

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 46 46 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. millions) Impact Indicators Frame agency funds 2018 2019 2020 2021 2022 Facilitate public Security Enhanced security No. of 0.2 0.2 E0x.2p ected bu0d.2g et (in K0s.2h .) dissemination of information consciousness among sensitization security information disseminated to constituents initiatives Police public undertaken to Continuous GoK disseminate Provincial security Admin information to the public Hold regular Community Enhanced No. of community 0.2 0.2 0.2 0.2 0.2 community policing policing participation of policing Police

committee meetings committee constituents in committee Continuous GoK to review security meetings community policing meetings held Provincial issues annually Admin

Buy trophies to best 0.2 0.2 0.2 0.2 0.2 and poorest nyumba kumi initiatives Strategy 7.3: Sensitize people on Constituents Enhanced No. of forums held 0.2 0.2 0.2 0.2 0.2 Discourage the ills of illicit brews educated on the consciousness among annually to Police and fight and drugs ills of illicit brews constituents on the educate Continuous GoK consumption of and drugs ills of illicit brews constituents on the Provincial illicit brews and drugs ills of illicit brews Admin and drugs and drugs Ensure that brewers of Arrest of persons Decrease in trade and No. of persons - - - - - Police illicit drinks, drug involved with indulgence in illicit involved with

traffickers/ peddlers illicit brew and brews and drugs illicit brew and Continuous GoK Provincial and consumers are drugs drugs arrested Admin arrested annually Enhance highway Enhanced Decrease in trade and No. of persons Police - - - - - patrols and identify surveillance on indulgence in illicit arrested annually Continuous GoK entry points (source) illicit brews and brews and drugs transiting illicit Provincial of brews and drugs drugs brews and drugs Admin Strategy 7.4: Undertake civic Constituents Enhanced No. of forums held Ministry of 0.1 0.1 0.1 0.1 0.1 Facilitate education for the educated on consciousness among annually to Public initiatives to people to know their marital rights constituents on educate Service, foster stability marital rights marital rights constituents on Continuous Youth and GoK of the family marital rights Gender institution Affairs,

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 47 47 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. millions) Impact Indicators Frame agency funds 2018 2019 2020 2021 2022 Facilitate proper Reduction in Enhanced social and Reduction in no. of Ministry of 0.1 0.1 0.E1x pected0 bu.1 dget (in0 K.1s h.) identification of inheritance family cohesion inheritance Public beneficiaries of wrangles wrangles involving Service, estates of the deceased estates of Youth and to avoid wrangles deceased persons Continuous Gender GoK Affairs,

Ministry of Lands Ensure family Land transactions Enhanced social and Endorsement of all Ministry of 0.1 0.1 0.1 0.1 0.1 members are involved endorsed by all family cohesion land transactions Gender in all land transactions appropriate family by appropriate Continuous GoK member family member Ministry of enforced Lands Hold regular barazas Constituents Enhanced No. of forums held 0.1 0.1 0.1 0.1 0.1 where matters educated on participation of to discuss security Provincial affecting security are security matters constituents in matters with Continuous GoK Admin raised and discussed security constituents

Sensitize constituents Constituents Enhanced social and No. of forums held Provincial 0.1 0.1 0.1 0.1 0.1 on the essence of educated on the family cohesion annually to Admin collective essence of educate responsibility in collective constituents on the Ministry of parenting responsibility in essence of Continuous Public GoK parenting collective Service, responsibility in Youth and parenting Gender Affairs Strategy 7.5 Construct, Developed and Improved Number of 2 2 2 2 2 Develop and renovate/rehabilitate improved structure administrative facilities improve facilities for Chiefs services constructed, National and Assistant Chiefs rehabilitated & GoK NG-CDF Government (offices, toilets, fences renovated Continuous

Administration and security NG-CDF infrastructure, installations) equipment and tools

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 48 48 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh. millions) Impact Indicators Frame agency funds 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Enhance security Purchased Improved Number of - - - - - surveillance by Vehicles/ surveillance vehicles and purchase of patrol Motorbikes motorbikes GoK NG-CDF vehicles and purchased Continuous

motorbikes where NG-CDF necessary

Construct/ renovate Constructed/renov Additional facilities Number of offices Assistant County ated offices renovated/construc commissioner office ted. GoK as and when necessary Continuous 2 2 2 2 2 and provide required NG-CDF facilities

Sub Total 19.1 19.1 19.1 19.1 19.1

NG-CDF Rongo Constituency Strategic Plan: 2016/17- 2020/21 49 49 NG-CDF Rongo Constituency Strategic Plan: 2018/2022

STRATEGIC ISSUE 8: GOVERNANCE AND RESOURCE MOBILIZATION

Strategic Objective 9: To foster a cohesive, corruption-free and financially stable constituency Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Expected budget (in Ksh.) Strategy 8.1: Create awareness Stakeholders Effective No. of Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 Involve all of the planning educated on the participation of stakeholders stakeholders in process to all planning process stakeholders in the educated on the planning and stakeholders planning process planning process implementation annually of projects and Disseminate plans Ownership of Support to plans by No. of plans Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 programmes to all stakeholders plans by stakeholders developed jointly to gain ownership stakeholders and endorsed by stakeholders Involve Stakeholders Effective No. of projects Continuous NG-CDF NG-CDF - - - - - stakeholders in involvement in participation of implemented with implementation of project stakeholders in involvement of all projects in the implementation project stakeholders constituency implementation Strategy 8.2: Harmonize and Harmonized Effective project Roles and Continuous NG-CDF NG-CDF - - - - - Implement all coordinate the project implementation activities of development activities of all implementation implementing projects and departments departments programmes on involved in defined and the basis of the implementation to harmonized Strategic Plan eliminate duplication of effort Ensure timely Timely Timely delivery of No. of plans Continuous NG-CDF NG-CDF - - - - - implementation of implementation of results and outputs implemented plans plans within planned timelines Continuously Periodic M&E Effective project Projects monitored Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 monitor and reports implementation and periodic M&E evaluate the reports prepared implementation of projects

50 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Strategy 8.3: Lobby relevant Implementation of Growth and No. of Continuous NG-CDF NG-CDF Exp0.e2c ted budg0e.t2 (i n Ksh.) 0.2 0.2 0.2 Mobilize Government the constituency development constituency resources for bodies to support development development implementation implementation of initiatives initiatives of projects and the constituency implemented programmes development through agenda Government support Mobilize Development Resources for Amount in Kshs. Continuous NG-CDF NG-CDF 0.5 0.5 0.5 0.5 0.5 resources from resources development of development donors and non- initiatives resources governmental mobilized from organizations donors and NGOs Develop budgets Annual budgets Effective and Budgets and work Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 and work plans to and work plans efficient plans developed ensure prudent implementation of annually allocation and projects and utilization of utilization of resources resources Strategy 8.4: Clearly define the Harmonized Effective project Roles of Continuous NG-CDF NG-CDF 0.2 0.2 0.2 0.2 0.2 Develop and role of every project implementation implementing institutionalize government implementation agencies defined a good department, and documented governance committees and framework for agencies in the implementation implementation of projects and process programmes Develop Implementation Effective project Implementation Continuous NG-CDF GOK 0.3 0.3 0.3 0.3 0.3 implementation guidelines and implementation guidelines and DDO NG-CDF guidelines and procedures procedures procedures developed

Train the project Knowledgable Adequate capacity of No. of trainings Continuous NG-CDF GOK 1 1 1 1 1 implementors and staff staff DDO NG-CDF CDF officers

51 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 Strategies Activities Expected output Expected outcome / Performance Time Implementation Source of Budgetary requirements(Ksh) Impact Indicators Frame funds agency 2018 2019 2020 2021 2022 Undertake Implementers Improved project No. of Ministry Of GOK Exp0.e3c ted budg0e.t3 (i n Ksh.) 0.3 0.3 0.3 awareness creation educated on Good management implementers Continuous Justice on Good Corporate educated on Good Corporate Governance Corporate Kenya Anti- Governance Governance corruption annually Commission Sub Total 3.3 3.3 3.3 3.3 3.3 GRAND TOTAL FOR 5 YEARS (2018 – 2022) 209.4 210.7 211.8 214.9 223.1

52 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 REFERENCES

1. Government of Kenya (GoK), Migori County Facts and Details, 2012. 2. Government of Kenya (GoK), Vision 2030 and MTP (2008-2012), 2012. 3. Kenya Demographic and Health Survey: KDHS, 2008-09. 4. Kenya District Primary Education Profile, 2007. 5. Kenya Integrated Household Budget Survey (KIHBS), 2005/06. 6. Kenya Integrated Household Budget Survey (KIHBS), 2010/11. 7. Migori District Development Plan, 2008. 10. United Nations Development Programme (UNDP): The 2015 Millennium Development Goals (MDGs), 2000. 11. IEBC Boundaries Report Volume 3, 2012.

53 NG-CDF Rongo Constituency Strategic Plan: 2018/2022 2018 - 2022