STRATEGIC DEVELOPMENT PLAN 2010 - 2017

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MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010 - 2017

Implementing Millennium Development Goals in the Context of Vision 2030 March 2011 MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010 - 2017

IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS Mathioya Constituency CDF Committee IN THE CONTEXT OF VISION 2030 Hon. Capt. Clement Muchiri Wambugu Member of Parliament Patron Charles Kaburu Muriga Committee Member Chairman Mary Nyambura Wachira Women Representative Secretary John Miano Mwangi Religious Representative Treasurer Fridah Kawira District Officer Member March 2011 Benson Irungu Kagunda Councillor Member Timothy Ikuua Gioche Councillor Member Fr. William Ndungu Religious Representative Member Florence Wanjiru Maina NGOs Representative Member AUTHORS Jason Kabene Waithaka Men Representative Member Stanley Wathanga Men Representative Member This plan was prepared under the guidance of Hon. Captain Wambugu, Joyce Wanjiru Maina Women Representative Member M.P for Mathioya Constituency. The plan is a result of partnership by David Kamau Gathogo Youth Representative Member J. Mitambo Maina Committee Member Member the Hon. M.P, CDFC, civic leaders, Administration and members of Anthony Kanyi Maina Committee Member Member the local community, in collaboration with the Department of Urban and Regional Planning, University of . The partnership enabled the University of Nairobi Team six partners to work together in appraising the constituency development Prof. Peter M. Ngau Associate Professor Prof. Elijah Ndegwa Associate Professor challenges and opportunities, identify and prioritize needs and formulate Ms Miriam Muthoni Graduate Planner strategies to transform Mathioya into a vibrant prosperous constituency Ms Josephine Karimi Graduate Planner in which all residents enjoy a high quality of life. Ms Keziah Mwelu Graduate Planner

The authors of the plan are indeed all the residents of Mathioya BA (Planning) Year IV, 2010 constituency led by the Hon. M.P Captain Wambugu and the University Abuya Dennis Omoga Achwoka Francisco of Nairobi team led by Prof. Peter M. Ngau and Prof. Elijah Ndegwa. Dainah Kinya Kabukuru Kenneth Kibicho Karanja Wilson Kironyo Katiambo Augustine Juma Kilesi Meshack Leina Kinyanjui Catherine Koech Daniel Kibet Koech Robert Kipkemoi Liyai Arnold Chivutionyi Lusala Victor Logedi M’mata Michael Boy Maina Josphine Karimi Maithya Benedict Mulwa Mirara Andrew Kinyua Mwang’a Keziah Mwelu Ng’ang’a Daniel Mungai Design and Layout: Henry Miheso Nyabicha Moses Moreka Nyaribari Samuel Nyamoki Nyongesa David Wanjala Orwa Herbert Okello Wainaina Salome Njeri Kamande Joyce Wambui Wanjiru Melissa Wangui Wanjohi Hellen Njoki Weyusia David Zinny Irungu John Njau IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 3

FOREWORD BY THE MEMBER OF PARLIAMENT FOR MATHIOYA 2007 - 2012

The preparation of this plan was highly participatory and involved intensive community consultation, thorough analysis of the constituency’s opportunities and potentials that can be exploited to better the lives of Mathioya people. Critical considerations to address all the concerns was also made, including cross cutting themes aimed at reviving macro and micro enterprises, infrastructure development, high quality education, improved access to health care, and human resource development. Hon Captain Clement Muchiri Wambugu Strategies geared towards improved incomes and livelihoods, social justice and This plan has been drawn in a bid to guide and bring about the much needed fairness, improved agricultural production, tourism development, restoration of development and transformation in Mathioya Constituency. It encompasses all degraded lands, forests and ecosystems and water catchment area have also been spheres of development; social, economic, political and governance. Its aim is to put in to place. attain the constituency needs, objectives and goals in line with Vision 2030 and the Millennium Development Goals (MDGs). The plan provides implementation strategies, resource requirement and mobilization strategies and activity matrix for achieving the expected outputs and desired end Mathioya constituency was established in the year 1992 through an Act of state. Parliament and effectively offered full representation in parliament to improve the While the constituency embarks on the process of this vision, the need to have all living standards of the people. The greatest show of direction is through planning, the stakeholders, constituents, private developers, government institutions, NGOs, it underpins the correct management and evaluative tools to enable effective CBOs, friends and all people of good will participate in this noble course cannot management and decision making into the future. It is indeed a great pleasure that be overly emphasized. The constituency will work closely with the government, the I present to you the Mathioya Strategic Development Plan 2010–2017 and beyond. private sector, NGOs to solicit for funds and resources required to implement this The plan takes cognizance of fundamental issues arising from past performances plan. that need to be addressed. The plan seeks to transform Mathioya by enabling its residents to attain a high quality life. Our vision is “A Prosperous Constituency in Special thanks to the planning team from the Department of Urban and Regional which all Residents enjoy a High Quality of Life” Planning, University of Nairobi for their support and determination in the formulation of this plan, the great people of Mathioya, civic, religious and administrative We have made considerable gains in the past few years but we still have more leaders, as well as the Mathioya professionals for your indispensable input. challenges to overcome and opportunities to exploit to attain our vision. I am confident that together we are launching a solid path which we the Mathioya people shall proudly use to make our desired steps into a very competitive future.

My focus has and will be to ensure equitable allocations and distributions of resources for wealth creation and increased self reliance amongst the constituents. The plan is anchored on the four strategic pillars of development: economic competitiveness, participation of all, mature political leadership and good governance 4 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

MESSAGE FROM THE CDFC CHAIRMAN The constituency strategic development plan 2010 – 2017 charts out the direction that the constituency will take in its future development. In preparing this first development plan, the constituency adopted a participatory approach where both internal and external stakeholders’ views and comments were sought at various stages. This involved a number of stakeholders’ consultative workshops/fora which involved community member forums at the division level, as well as leaders forums. The views and input from area professionals and business community were also incorporated after a very productive workshop held in Nairobi, December 2010.

The planning team from University of Nairobi carried out a detailed assessment of the development challenges and opportunities in the area. Stakeholder forums were held which did SWOT analysis to examine the strengths, weaknesses, opportunities and threats in the constituency. These analyses were useful in identifying the strategic issues that need to be addressed. This also helped in the formulating of the vision, objectives, strategies, and programmes for implementation.

The development plan details the strategies and activities that will be implemented in a period of 7 years. To this end specific, Measurable, Achievable, Realistic and Time Bound programs and outputs, and their indicators have been developed. Annual targets have been set and indicative budgets proposed for all activities for the entire plan period. The achievements of the objectives of this development plan requires support and input of stakeholders including all government ministries, private sector, civil society, NGOs and development partners among others. The consultative process through which this plan has been developed gives me the confidence that all stakeholders collectively own it and therefore will receive the necessary support in its implementation. In this connection, Our Patron, The Hon Captain Clement Muchiri Wambugu deserves special praises for his deep support, commitment and advice throughout all stages of preparation of this plan. He further deserves credit for having opened immense democratic space in Mathioya constituency. This must be continued and further sustained in the future. On their part, the Mathioya people must work harder and engage in development oriented activities to ensure their vision of a Prosperous Mathioya is achieved. Eng. Charles Kaburu Muriga Chairman Mathioya CDF Committee IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 5

ACKNOWLEDGEMENTS EXECUTIVE SUMMARY Mathioya constituency strategic development plan is a medium term plan aimed at This strategic development plan is aimed at addressing key development addressing key development concerns in the constituency. This plan was facilitated concerns in Mathioya constituency/district for a medium term period by the great passion of the area’s Member of Parliament Hon. Captain Clement (2010-2017). This has been done in line with the Millennium Development Wambugu and the CDF Committee. Sincere gratitude goes to Hon. Captain Clement Goals (MDG’s), Vision 2030 and the Economic Stimulus Wambugu the M.P for Mathioya constituency, his Personal Assistant, Mr. Rukomia Programme (ESP). Maina, and all members CDF Committee for having conceptualized and found it necessary to have a strategic development plan for Mathioya constituency. The key focus of the plan is to identify the major strategic entry points and interventions that will be used to spur development in the Special thanks to the Department of Urban and Regional Planning team at constituency/district. Furthermore the plan seeks to contribute towards the University of Nairobi (Professor Elijah Ndegwa and Professor Peter Ngau the identification of how and where development programmes identified (coordinators), Ms. Miriam Maina and BA IV 2009/2010 planning students) for the will be implemented. These include; expanded economic activities with commendable work done in preparation of the strategic development plan. special focus on marketing and value addition; improved economic and social infrastructure with special focus on road development and improved All of Mathioya professionals and community members are acknowledged for the governance. This will help in achieving the following; food security, commitment and passion that they have shown in supporting the preparation of improved quality of education and health care for all, expanded access to the plan and availing themselves for the launch of the same. We also wish to ICT and environmental conservation. acknowledge the Mathioya community members in the four Divisions; we feel honoured by your participation and active involvement in the stakeholders’ forums The strategic development plan is organized into five chapters as follows; for the views and input you gave to help in the preparation of the plan. To all those Chapter one gives the background information; Chapter two gives a not mentioned who supported this plan or participated in any other way, special review of the methodologies used; Chapter three gives a profile of thanks also goes out to you and may God bless you abundantly. Mathioya; Chapter four presents strategic interventions; while Chapter five presents an implementation framework. It is our sincere hope that the Mathioya strategic development plan will be implemented and actualized and will draw support from the Mathioya community, the Full participation of the whole of Mathioya community, stakeholders government and from development partners. and development partners is therefore called for in order to ensure a participatory development approach. 6 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Contents

1. Introduction 6 a). Location and Context of Mathioya Constituency 6 b). Goal and Objectives 6 c). Policy Framework 6 2. Participatory Planning Process 7 a). Stakeholder Consultations 7 b). Main highlights from the stakeholder forums 8 c). Visioning 8 3. Mathioya Constituency Profile 8 a). Physical and Natural Characteristics 8 b). Population and Demography 10 c). Human Settlements (Urbanization) 11 d). Housing 12 e). Economic Base 13 f). Physical and Social Infrastructure 17 g). Environmental Pollution 18 h). Institutional Framework 19 I). Constituency Financial Resources 20 4 Strategic Interventions 21 5. Implementation Framework 27 IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 7

1. INTRODUCTION 2. Strengthen the community’s capacity to determine their own needs and priorities. 3. Prioritize and rank the constituency’s development needs through analysis and a) Location and Context of Mathioya Constituency identification of critical problems and opportunities. Mathioya constituency lies within covering an area of approximately 4. Develop effective strategies to achieve the desired vision and objectives of the 200Km2. The constituency borders constituency to the North, . constituency to the East, to the south and the Aberdare Forest 5. Prepare an implementation schedule for priority programmes and projects in the to the West. Mathioya district is divided into 4 divisions, 12 locations with 22 sub- constituency. locations. c) Policy Framework

Figure 1.1: Mathioya Regional Context The Mathioya Strategic Development Plan has been developed in line with the MDGs which commits all UN member countries to ensure basic human development for all the people in the world by 2015, the Kenya Vision 2030 which seeks to create “a globally competitive and prosperous country with a high quality of life by 2030 and the Economic Stimulus Programme (ESP). The Constituency Development Fund (CDF), which was established in 2003 through the CDF Act, No. 11 of 2004, aims to control imbalances in regional development by supporting development at the constituency level.

A Constituency strategic development plan is an overall framework for guiding development: • It provides a mechanism to articulate a vision for the constituency • It develops consensus on an issue by issue basis where different philosophies emerge • It provides a mechanisms by which the elected representatives can understand the problems, issues, and possible solutions from the constituents • It provides a mechanism for monitoring development initiatives and mobilizing b) Goal and Objectives support. The overall goal of this seven year strategic constituency development plan is to • It enables effective use of scarce resources by focusing on the most important prioritize the constituency’s development needs within the broader goals of the Kenya needs of local communities taking into account the resources available at local Vision 2030 and the Millennium Development Goals (MDGs). level. • It helps to attract additional funds as government departments and private Specific objectives for the plan are to: investors are willing to invest where the constituents have clear development plan 1. Build consensus and develop a vision of the Mathioya we want through a consultative • It strengthens democracy through the active participation of all the stakeholders. process. • It helps identify the least services and most impoverished areas and points where funds should be allocated. 8 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

2. PARTICIPATORY PLANNING PROCESS a) Stakeholder Consultations A total of five stakeholder forums were held, one bringing together Community Leaders, The Strategic Plan for Mathioya Constituency was prepared through a concerted effort Religious Leaders, Women Leaders and Opinion Leaders from Mathioya District; and of the Member of Parliament, Hon. Captain Clement Wambugu, the Constituency Four Community Forums at divisional level. All the five forums allowed the community Development Fund Committee [CDFC], the district administration, local leaders, and members to give their views in regard to the following questions: 1) What is the members of the local community, the area professionals and business community, Mathioya you dream about? 2) What in your opinion is the biggest problem facing you in collaboration with the Department of Urban and Regional Planning, University of as a resident of Mathioya today? 3) What is it that you think has led to the under- Nairobi. development of your area? The forums were coordinated by the University of Nairobi, Mathioya Constituency Development Committee and District Administration Officers This process commenced with a detailed situational analysis of Mathioya Constituency and officiated by the M.P for Mathioya. Interactive and participatory methods were undertaken to identify the problems, challenges and opportunities especially with used to collect views and engage members of the community in English, Swahili or regards to the Millennium Development Goals [MDGs], Kenya’s Vision 2030 and the Vernacular [Kikuyu]. Sessional paper No.10 of 1965 following which goals and objectives were defined, policy visions articulated and translation of the goals into operational objectives was b) Main highlights from the stakeholder forums carried out. This was followed by research and data collection for key sectors amongst them, physical and natural resource base, economic structure, infrastructure and There are multitude of challenges facing the youth in the area, the main one being service delivery, institutional structure and social structures. drug and alcohol abuse. This was attributed to lack of employment opportunities, poverty and also, lack of guidance and mentoring within the society. Opportunities to redress these challenges were identified as self-employment opportunities in small and Figure 2.1: Stakeholder forums in session medium scale industries, bee-keeping, fish farming and also investment in sporting activities. Indeed, a number of youth development projects were already underway in the constituency with positive results.

In all four divisions of Mathioya, numerous women groups had applied and benefited from financial support of the Women’s Fund and through the CDF office. These groups were actively involved in farming activities, dairy-farming and also, in social activities. It was however observed that while the women in the constituency were actively involved in social development projects, the men had not yet joined this venture. Men were therefore encouraged to form groups, engage in social, economic and agricultural development projects and they would be supported by the Constituency Development Committee.

Too much negative politics [Siasa Mbaya] has also cost the constituency a great deal by hampering development. Members of the community were ready to usher in a new era of development which was marked by less politics, and more development. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 9

Special interest groups such as the elderly, the physically and mentally disabled d) Swot Analysis and other social interest groups such as the Mau-Mau Veterans association also presented their concerns and shared the main challenges facing them. It was also During the consultative forums, the community engaged in a critical SWOT analysis agreed that with improved social cohesion among the community; the resources in the of the constituency. The SWOT analysis entailed a thorough look at the threats, constituency would be better managed and utilized for the betterment of all persons weaknesses, strengths and opportunities within the constituency. in the area. Table 2.1: SWOT Analysis c) Visioning Strengths Opportunities The consultative forums gave the community an opportunity to share their visions, » Availability of natural resources e.g. forests, rivers, » Avenues for power generation e.g. Waterfalls in etc Chui dreams and aspirations of their consistency. The most outstanding issues the » Good climate and weather » Clean water from the River Mathioya that can be community dreamt of was to have well maintained roads, prosperous Mathioya in » High agricultural potential bottled and sold » » terms of agricultural production and marketing systems, social cohesion and a model Diversification in farming activities i.e. tea, coffee, High population/labour force dairy, bee farming, fish farming, horticulture » Development of Agro based industries constituency where others could learn from. Though the visions shared were many » Plenteous water resources from natural rivers and » Agro-processing and agribusiness and varied, they were all focussed towards sustainable development and a prosperous rainfall. » Road development » Well drained soils » Damming of rivers Mathioya in general. The following vision statement was therefore coined to rally the » Good/Beautiful scenery » Development of tertiary education community, “A prosperous constituency in which all residents enjoy a high quality of » Availability of human resource from an educated » Local and Regional markets development life” population. » Better leadership » Development-minded leaders » Youth empowerment » Good road networks. » Revenue generation » Financial resources » Improvement of farming and agriculture Figure 2.2: Visioning Cloud Development » Management and extension services » Development of local Industries

Weaknesses Threats » Alcoholism and drug abuse especially among the » High cost of farm inputs youth » Pests and diseases » Diminishing agricultural land holding sizes thus » Poor management of cooperative societies reduced agricultural production » Unemployment among the youth » Lack of proper equipped health facilities » Environmental Degradation » Low resource utilization » Lack of markets and marketing of local produce. » Lack of social cohesion [greed, jealousy, disunity, » Brokers and middlemen in the agricultural sector petty disputes, etc] exploit the farmers. » Mistrust between parents and youth e.g. parent » Lack of extension services for farmers. refusing to give youth a land title deed to use as » Legal and Policy issues, especially facing security for a bank loan. agriculture. » Lack of technical skills for agricultural development. » High cost of farming and farm inputs. » Laziness among members of the youth. » Climate changes and Drought » Negative politics » Poor road conditions. » Insecurity » Steep and highly dissected topography » Undeveloped markets for sale of farm produce. 10 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

The area is rich in natural vegetation which includes indigenous forests, scattered 3. MATHIOYA SITUATION ANALYSIS bamboo forests and bush lands. The Constituency hosts approximately 21,000ha of gazetted forest including the famous Aberdare forest which is also a vital water a) Physical and Natural Characteristics catchment area for the constituency and beyond. The forest is home to a number Mathioya constituency is well endowed with beautiful sceneries, fertile lands, clean of bird species and wild animals like buffaloes, elephants and species of monkeys, rivers and good relief. The area is characterized by four agro-ecological zones including ngimas, nguyos and baboons (Papio cynocephalus) antelopes, dik diks from LM1-LM4 as shown in Table . The Constituency experiences bimodal pattern (Madoqua sp.), Hyenas (Hyaenidae sp.), and porcupines. of rainfall with the long rains falling in the months of March, April and May and short rains during the months of October and November. The area experiences its Mathioya constituency is characterized by a deep dissected topography with more than highest temperature and evaporation during the months of January, February, March, 95% of the land being of mountainous landscape. The constituency rises gradually September and October. The coldest months are June, July and August, also called from an altitude of 914m in the east to 3353 m along the slope of the Aberdares the ‘Gathano period’. The mean annual evaporation ranges 485mm to 600mm with Mountain on the west. The topography makes the area well endowed with natural high humidity and low evaporation rates. The constituency is also endowed with rich permanent rivers and streams amongst them, three major rivers; R. Mathioya South, fertile and extremely deep good for agricultural development. R. Ng’ondo and R. Kahuria and other minor ones; Gitugi and Itembe.

Figure 3.1: Agro-Ecological Zones Figure 3.2: Water Falls IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 11

Table 3.1: Summary of Key Emerging Issues in Natural Resource Sector

Sub Sector Challenges Opportunities » Amount and quality of water resources have deteriorated, » Availability of numerous and permanent water sources i.e. rivers, boreholes, Topography, water and » drainage Water pollution from tea processing industries, poor farming practices and fish dams. poisoning. » High potential for rain water harvesting. » Steep topography poses challenges in water distribution. » Availability of public funds like LATF and CDF which can be used for reviving » Inadequate funds for improvement, rehabilitation and maintenance of the existing collapsed water projects and invested in other new areas. water projects e.g. Gatango water project in Kamacharia. » Reliable water catchments area i.e. Aberdare forest which is the source of all » Encroachment within swamps and wetlands. rivers in the constituency. » Favorable topography enables gravitational pumping of water to serve defined areas. » » Forestry and Vegetation Inadequate access to credit facilities. Favorable climate in high potential agro-ecological zones which have suitable » Inadequate extension services. temperatures and adequate rainfall. » Uneconomical land subdivision and land under utilization. » Market availability of animal and forest products. » Inefficient marketing-exploitation of forest and uneconomical product disposal. » Labour availability. » High costs of farm inputs. » Key institutions; Agricultural Finance Corporation (AFC), Kenya Tea » Poor road infrastructure especially in Njumbi, Mioro areas. Development Authority, NALEP, ICIPE, Equity Bank and Horticultural Crops » Lack of an entrepreneurship culture has led to low level of investment in Agro Development Authority located within area. forestry enterprises » Existence of numerous permanent rivers and streams are an opportunity for » Under exploitation of resources such as land, cultural heritage and water resources intensifying agro forestry farming in the constituency » Weak cooperative movement b) Population and Demography Mathioya constituency has a total population of 88,219 persons (KIHBS, 2009), which ratio of 69.9 although high but much lower than the national ratio of 81.4 or the 1999 is a decrease from the 1999 Census total of 91,831 people. This population comprises levels of 90 (KIHBS, 2007). of 42,126 males and 46,093 females. While the sex ratio reflects the national pattern the decline of population is a new phenomenon. While Kenya’s inter-census growth According to Murang’a district strategic plan 2005-2010, the total fertility rate stands rate increased from 2.9 (1989-1999 period) to 3.0 (1999- 2009 period) that of at 5.1, high compared to the Kenya’s fertility rate of 4.6. In Kenya the adult mortality declined from 1.8 (1989-1999 period) to 1.6 (1999- 2009 period). rate (probability of dying between 15 to 60 years per 1000 population) amongst both The female/male ratio in 2009 was found to be 110:100. sexes in 2006 was 416/1000. Infant mortality rate (both sexes) was 79/1000 in 2006. In the larger Murang’a district, infant mortality rate stood at 29/1000 while less The average household size in the constituency is 3.6 below the national average than five years mortality is 69/1000 lower than the national levels. of 4.4. The largest percentage of the households (39%) has 3-4 members while a significant percentage of (29%) comprise of households with 5-6 members. Kiru The most prevalent diseases in Mathioya are: upper respiratory infection, intestinal division has the largest number of households totalling to 7,120 with Njumbi division worms, clinical malaria, hypertension, skin diseases, pneumonia, diarrhoeas and eye the lowest at 4981. The constituency has a large labour force and age dependency infection. About 68% of under-five children years are receive bed nets to protect them 12 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

against mosquitoes that facilitate the spread of Malaria. In 2006 the life expectancy Figure 3.4: Population Projection at birth was 53 years. Central province recorded the highest proportion of persons aged 65 and above an indication of longevity of life in the province. However, the life expectancy in Mathioya is averagely 55 years.

Most people (over 75%) reside in Mathioya due to ancestral inheritance while 13% were born in Murang’a North, the remaining 12% from other parts of the country. There is a high out-migration of the male residents to surrounding towns of Maragua, Murang’a Town, Thika, Nyandarua, Embu, Nairobi and other major towns in Kenya in search of employment and business opportunities.

Figure 3.3: Population Distribution

Figure 3.5: Population Pyramid IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 13

Table 3.2: Summary of Key Emerging Issues in Population and Demography

Sub Sector Challenges Opportunities » Demography, population, employment, migration » Unemployment especially among the youth leading to idleness and » A fairly well distributed population allows for planning with ease involvement in illegal activities like Mungiki which is a as opposed to a population which has wide disparities in distribution. » Threat to economic production of the constituency. » Mathioya people are enterprising and active in development » High rates of out-migration from the constituency in search of employment activities. This provides a good entry point through which which lead to loss of human capital. It is could one source of population decline. development objectives can be achieved. » Disconnect between youth and older generation on view of development issues. The youth feel like they are discriminated by the parents. c) Human Settlements (Urbanization) Figure 3.6: Town and Service Centres Concentrations of human and economic activity in spaces ranging from small villages to large metropolis characterise human settlements. The process of settlement inherently involves grouping of people and apportioning of territory as their resource base. The development of human settlements is critical in the transformation of traditional societies into modern nation states (UN HABITAT, 1995).

Although Mathioya is predominantly rural, it has a growing number of urban centres and markets. The urban centres within and around Mathioya provide essential functions including availing inputs for farmers; accessing markets for their produce; supply of manufactured and other consumer goods. Urban centres also facilitate through economies of scale schools, health services, public utilities, banks, administration, judicial, recreational, residential housing and other social services and are therefore critical in non agricultural employment.

Mathioya is expected to follow Kenya’s trend for rapidly urbanizing (average growth rate of 3.9% per year for the year 2005-2010). However, currently Mathioya has a low level of urbanization; the area is 91 per cent rural and only 9 per cent urban. Fig. 3.17 compares urbanization in Mathioya (Muranga North) with national and central province rates. Unfortunately, like in other urban centres in the country the emerging towns in Mathioya are characterized by spontaneous growth and haphazard development. The rugged/dissected terrain adds to the challenge of organizing space in these markets and small towns. Kiriani the largest centre within Mathioya constituency has a ribbon shape and lacks planning, has limited piped water, lacks sewer and essential public 14 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Figure 3.7: Service Analysis of Main Commercial Centres

services. On average 37 percent of the shops in various centres are closed due to insecurity, 10 out of the 21 centres had more shops closed than open and 6 had over 60 per cent of the shops closed. The most affected were the small centres and certain zones; these were Kagumoini, Mihuti, Ngutu, Kambara, Wahundura and Kora.

Table 3.3: Summary of Key Emerging Issues in Human Settlements

Sub Sector Challenges Opportunities » Urban centres growth » Insecurity in the urban areas. » Natural resources base » Declining agricultural production. » Proximity to vibrant towns adjacent to Mathioya Constituency » Poor infrastructure facilities including roads, water, sanitation and electricity. » CDF to install and maintain infrastructure in the centres. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 15

d) Housing Figure 3.8: Emerging Residential Centres Iron sheets are the predominant form of roofing material used in Mathioya used in about 90% of homes. Timber or wood is used as wall materials in 35% of households while the rest use iron sheets and stones at 25% and 22% respectively. Concrete flooring is becoming the more popular mode compared to earth and used in 51.4% of homes. Majority of homes in rural Mathioya are not provided with piped water at the household level and they rely on water from rivers and boreholes. Kerosene lamps are the most common form of lighting in the constituency particularly the rural areas. However, most households near main shopping centers are supplied with electricity.

Table 3.4: Summary of Key Emerging Issues in Housing

Sub Sector Challenges Opportunities » Housing » Limited technology in the use of local materials for building of housing. » Culturally stimulated housing designs and the wide use of native » Non-adherence to building standards within the urban centres building materials » Haphazard development of housing especially in the urban areas. » Availability of building materials in the constituency. » Availability of CDF funds to assist in housing projects in the constituency. » There is need for research on locally available materials and local building technology which is cheaper and more sustainable. 16 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

e) Economic Base Coffee production in the district collapsed in the 1990s attributed to poor market Mathioya district is largely dependent on its agricultural economy. About 89% of channels. This has changed in recent years with production increasing each passing the population depends entirely on agriculture for their income while 11% supplement year. In Mathioya, coffee is mostly grown in the areas of Gitugi and Kamacharia. The agriculture with other sources of income and around 3% are civil servants (Murang’a carrying capacity of coffee in the Constituency is 523 trees per acre. However, coffee DDP). About 81% of the land in the district is used for farming while 19% is under non farmers produce below expected production levels per acre of coffee per annum with agricultural use. Agricultural activities are determined by the different agro ecological over 50% of the coffee farmers producing only up to 500 kg of coffee from a quarter zones and comprise cash crop development, horticulture, subsistence production, acre per annum. livestock production and fishery development. There are three primary marketing channels in the Constituency depending on the crop type. These include cooperative Horticultural farming has become a major component of agribusiness development societies, middlemen and local markets. in the Constituency. Produce in this sector includes tropical fruits like passion fruits, avocados, paw paws, mangoes, tree tomatoes, bananas and water melon, temperate Tea is grown in the upper and middle parts of Mathioya within the lower highland fruits such as plums and pears, macadamia nuts, tomatoes, cucurbit, onions, french zone and the upper midland zone. The carrying capacity of tea in the Constituency is beans and sukuma wiki. 3500 bushes per acre. However, farmers in Mathioya Constituency produce below the expected production quantities due to the use of minimal farm inputs. There are two There is very little value addition, such as processing in the horticultural sector which main Tea factories in the Constituency i.e. Kiru and Gatunguru tea factory. presents opportunities for growth. Studies indicate that with about Kshs 800,000, one can setup a mini fruit processing industry that can employ at least 60 persons Figure 3.9: Commercial Farming permanently and tap the 6% growth in fruit consumption in Africa and 5% growth (annual) in fruit export.

The livestock sector plays a very important role in the overall development of the Constituency. Many farmers are turning to livestock keeping due to high returns from the sector. Dairy production is mainly practiced in small scale levels alongside crop farming by individual farmers. From the study findings each household has an average of 2 cows with majority of farmers having between one and three dairy cows. Mathioya Constituency has been ranked second in dairy farming after Kahuro in the larger Murang’a which has had the highest production since 2005. Dairy production has been increasing over time and has become one of the economic boosters in the constituency.

Dairy goat farming has also become popular in the constituency because of the nutritional value of the milk, high prices and lesser land requirements. However there is no established market for the milk in the constituency. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 17

Figure 3.10: Dairy Farming Chicken rearing of the local variety has been practiced in the area since time immemorial mainly for household consumption or local market. The 2007 Constituency livestock census put the poultry population in Mathioya Constituency at 47, 000. Some farmers rear chicken layers and broilers for eggs and meat production respectively. Poultry farming is faced by problems of poor quality and high prices of feeds. This leads to reduction in egg production hence low profit margins to farmers. Market for eggs and broilers is available in Kiria-ini town but the farmers lack a cooperative to help them market poultry products and acquire feeds at better prices.

Bee keeping has been on the rise in the constituency especially by farmers in Njumbi divisions (bordering the forest). The main problem has been poor quality hives (90% have traditional log hives) and lack of protective clothing.

Mathioya has good water resources encouraging different types of fish farming. The common types of fish reared in this region include Tilapia, Trout and Cat fish. According to the constituency fisheries officer, currently there are 43 private farmers with 45 ponds practicing fish farming covering a total area of 3600M2. Also, different youth groups have come up to participate in fish farming after the first pilot fishing project that was set up by the areas MP Hon. C.M. Wambugu for the neighbours youth group made up of 16 members. Sheep farming in the region is practiced for meat production. This is mainly for subsistence consumption. Mathioya has been ranked the second highest producer in A number of non-farm activities contribute to the development of the economy of sheep farming following Kahuro. Mathioya constituency. These include: commerce, manufacturing, and services. Commercial activities include retail and wholesale trade while industrial activities Pig farming is not established in the constituency however, there are plans to establish include light industries (jua kali) and forestry. Other non-farm activities include services how farmers can be connected to the external market, through extensive campaigns in finance, communication, transport, hotel and restaurant business and tourism. by Farmers Choice Limited and commercial banks in form of loans. The pig products could be exported or can be sold locally. Trade encompass retail and wholesale activities, hotels and restaurants, petrol dealing and businesses put up at the market centres, beer brewing, investments in ICT e.g. Rabbit rearing is an upcoming economic activity in Mathioya Constituency for production Simu ya Jamii, Transport business (shuttle services) etc Commercial enterprises are of white meat. There is availability of market locally and plans are underway to distributed all over the Constituency, both in the major urban centres like Kiriaini and develop international market in china (by the UNDP). The main breeds reared include Gitugi and small market centers like Karung’e and Chui. New Zealand, white California, chinchilla and Flemish. The transport sector has been growing at a very high rate in the constituency with the 18 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010 emergence of the boda-boda transport introduced by the government to ensure that more dominant in the region although there are a few ago-based industries. There is the youth are involved in some form of employment. a lot of potential for other agro-based processing industries in the constituency due to the large number of raw materials produced; oils crops, horticultural produce such There are various financial institutions in the constituency amongst them tea and coffee as bananas, mangoes, passion fruits, macadamia nuts avocados vegetables, and saccos; Muramati and Murata Sacco; Kenya Women Finance Trust, banks; Equity, livestock products such as milk, meat, hides and skins, and honey. Cooperative, Family, KCB and Barclays banks, and community based organizations. There are also mobile banks in small towns which target the tea and dairy farmers. Jua-kali/cottage industries are located within the market centers and small town and include; clothing and textile, garages, welding and metal works, and furniture The industrial sector in the Constituency can be categorized into two: namely Agro- workshops. based industries and Jua kali/ Cottage industries. The agro-based industries are the

Figure 3.11 (a-d): Emerging Businesses

Table 3.5: Emerging Issues in the Economic Base

Sub Sector Challenges Opportunities » » Tea Sector Minimal use of inputs High potential for tea production » Late tea collection due inadequate vehicles » Improved management of cooperative and KTDA » Poor management of tea cooperatives » » Coffee Sector Farmers producing below expected production level (avg 1500 kg vs max. 8100 kg) Increased potential for coffee production. » Farmers experience transport problems. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 19

Sub Sector Challenges Opportunities » » Horticulture Disorganized marketing system for horticultural crops has been the main constraint in High potential for horticulture the horticultural industry. » Fruit seedlings are available from registered nurseries » Lack of credit facilities to small scale growers without initial capital for production » Suitable climate and soils » Poor infrastructure hence a problem to transport fresh produce. » Reformed Road development and devolved funds. » Lack of organized marketing channels of fresh produce » Poor adoption of appropriate technology among the farmers » Inadequate extension services » Inadequate access to credit facilities » Market availability for vegetables, tea, coffee, maize and fruits in the region. Crop Production and » » Marketing Inadequate extension services Favorable agro-ecological characteristics » Uneconomical land subdivision and land under utilization » Labour availability » Inefficient marketing » Presence of Organization and government agencies promoting agriculture » Adherence to traditional old farming practice development. » High costs of farm Inputs » Existence of numerous permanent rivers and streams » Poorly developed infrastructure » » Livestock development Small land holdings The stepping in of the UNDP to support production and campaign for market is » Poor market infrastructure a great opportunity to the people. » High cost of AI Services » High cost and poor quality of feeds/supplements » Increased incidences of tick borne diseases » Inadequate credit to farmers » Low payments rates and late payments » » Fish Farming There is inadequacy of funding. Availability of market from both within and outside the Constituency » Markets are the main challenge in the Constituency. Due to this many fish ponds have been neglected. » Soil erosion and coffee factories pollute water especially the lower parts of Mathioya. » Pond management, fish quality and market problem » Problem of feed and seed production/fingering production

Table 3.6: Current and Optimal Agricultural Production in Mathioya Source Current Production Level Optimal Production Level Unit Price Kshs. Estimates Annual Total Production Tea 500-1000 kg/acre/annum 8750 kg/acre/annum 24 5000 million kg. Coffee 1500 kg/acre/annum 8,100 kg/acre/annum 34 17 million kg. Dairy Farming 10-30 litres per animal 30 litres/ cow 22-24 19.3 million litres Horticulture (Passion Fruit) 3600 kg/acres 5000 kg/acres 70 per kg Tomatoes 3200 kg/acre 6000 kg/ acre 25 per Kg Macadamia 1,225 kg/ acre 2,450 kg/acre 40 per Kg 20 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

f) Physical and Social Infrastructure Infrastructure has been identified as a sector that is able to deliver major benefits in Waste & Sanitation: Most of the Households (87%) use pit latrines to dispose off terms of economic benefits, poverty alleviation and environmental sustainability (World their waste. There are no designated waste management structures within the urban Development Report 1994). The main categories of infrastructure include: roads, centres. Traders manage their waste. There is therefore need to establish waste health facilities, education facilities, electricity, water and community facilities. management structures within the main urban centres.

Roads: Mathioya Constituency’s economy is agro-based and relies heavily on roads Energy: Electricity distribution to the main market centres is facilitated by the Rural for the transport of farm produce to the markets and factories. Roads construction Electrification Program. There are community hydro power projects also funded by and maintenance in Mathioya is funded by various actors; Kenya Roads Board (KRB); CDF: Gacharage-ini, Kahundu-ini, Kamacharia, Karuga at Gitugi and Kamagogo Constituency Development Fund (CDF); Local Authority Transfer Fund (LATF);Kenya which can be upgraded. Majority of the rural homes (80%) rely on kerosene for lighting Rural Roads Authority (KERRA; Kenya Tea Development Agency (KTDA); International while firewood is the main source of cooking fuel (67%). Banks/Donors (AFD). Despite the various actors, many roads are still in poor state and impassable especially during the rainy season although there is now a strong road Education: The distribution of educational facilities in Mathioya, like any other region of improvement programme in the constituency. Kenya is based on Zones. There are 4 zones in Mathioya: Kiru, Kamacharia, Gitugi and Kiriti. There are a total of 64 primary, 29 secondary schools and 91 ECD centres Water: Gatamathi Water Company is the main source of piped water serving 15% in the entire Mathioya District. The constituency also has various administrative offices of Mathioya households. The company has 2 projects: Mathioya Project (2,414 amongst them; Assistant chief’s offices, Chief’s camps, DO’s offices and CDF offices. connections) and Gatango Project (1,286 connections). There are also various community initiated water projects funded by the CDF including; Rukono Water The population of Mathioya is pre-dominantly Christian and the majority of the Project, Ruiru water Project both at Hembe River, Kamune Borehole and Wahundura Christians are Protestants. Other religions include Muslims and indigenous sects. Secondary School water Project supplying piped water to residents. The Economic There are no public cemeteries in Mathioya but there are a few church based Stimulus Program proposes to construct water harvesting facilities in schools in each cemeteries. They are found in Njumbi ACK church, Mihuti and Kiru ACK Church. constituency and underground water storage facilities to the tune of Kshs. 7 million Similarly, recreation facilities in Mathioya are lacking. Aberdare cottages and the per constituency. Aberdare national park are among tourist attraction sites in Mathioya. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 21

Table 3.7: Emerging Issues in Infrastructure and Community Facilities Sub Sector Challenges Opportunities » » Roads Poor road conditions. Funding from Kenya Roads Board, KERRA, CDF, LATF. » Rugged terrain makes road construction expensive. » Relatively even road distribution. » Lack of alternative transport to complement the road transport. » Good linkage the wider region » » Water Uneven distribution of water sources . Abundant rivers. » Vandalism of water pipes (Kamacharia). » Existing water pipe network. » Inadequate water infrastructure- » Funding from CDF and Ministry of Water » » Health Inadequate medical personnel. Already existing GoK health facilities that can be upgraded. » Inadequate health facilities. » Funding by CDF; 2.7% of CDF was channeled to the health sector » Lack of vehicles for the field health staff. » Inadequate financial resources. » » Schools Inadequate teaching staff: teacher pupil ratio 1:31 (recommended ratio of 1:29) Good role models . » Inadequate learning materials and facilities e.g. Laboratories. » Funding from CDF . » Poor performance in public schools. » Numerous education institutions » Parental neglect and student indiscipline » » Electricity The high cost of fuel . Funding through CDF. » Vandalism of power equipment. » Rural electrification programmes . » Lack of electricity in public institutions. » Three waterfalls i.e., Chui, Kiambuthia and Gatango » Deforestation of the forests

Figure 3.15: Road Improvement Figure 3.13: Youth Skill Development and Financial Services 22 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

g) Environmental Pollution Mathioya constituency experiences increasing environmental pollution due to the various agricultural and human settlement activities particularly in the emerging and existing urban areas.

Table 3.8: Environmental Pollution

Sub Sector Challenges Opportunities » » Environmental Pollution Increased surface water pollution Terracing the sloppy areas » Increased ground water pollution » Afforestation and conservation of vegetation cover » Increased water pollution in the rivers and other » Digging dry wells to increase the rate of infiltration of the run off into the soil water storage bodies, which are located in the » Rain water harvesting to reduce over dependency on boreholes and surface water sources which must be treated vicinity of agricultural areas where both organic before consumption and mineral fertilizers are extensively used. » Upgrading of informal settlements » Diversion of intended use of land due to » Improved waste management systems e.g. incinerations of hospital wastes, and provision of sewerage systems in wastes accumulation. the towns » Diseases e.g. malaria as a result of increased » The Environmental Management and Coordination Act (1999) should be applied and enforced by the concerned breeding sites. parties » Other legislature like the Water Act and the Public Health Act must be enforced to ensure compliance and a more efficient use of water and the riparian of Mathioya Rivers » Public awareness on effects of pollution » Enhanced policy / legal enforcements Figure 3.12: Soil Erosion Figure 3.14: Solid waste Management IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 23

h) Institutional Framework Institutions are structures and mechanisms of social order and cooperation governing The district forms a hub of many established community based organization. Majority the behavior of society. Categories of institutions in Mathioya include public of this organization are operational and vibrant. They are formed under the direction of Institutions; Central Government and Local Government; Private Organizations and community development officer. The most vibrant CBOs are the women groups such Non- Governmental Organizations; and Political organizations. Mathioya constituency as Utheri wa Muhari women group-Found at Kagumoini and deals with ‘kamweretho” is under the jurisdiction of Murang’a County. The county has a population of 348, affairs, Maria-ini women group-Found at Kiambuthia and deals with merry go round, 306 people (1999 national census) and covers a total area of 390 km2. The current subsistence farming and daily farming. Muranga County Council has 22 wards each with a councillor and 7 nominated councillors to the council. Implementation of the new constitution will see Mathioya develop a new institutional set up for a devolved governance. Current institutional framework is characterized by poor The provincial administration comprises the office of the district commissioner, the linkage among actors, unharmonized statutes and limited community participation. district officer, the chiefs, assistant chiefs and the village elders. The provincial This leads to: duplication of projects; conflict of roles; weak project prioritization; poor administration is charged with the following roles among others: coordination of project implementation; resource Wastage; limited project ownership and facilities public affairs, maintenance of law and order, mobilization of resources for community vandalism. development, peace building and conflict resolution, champion campaigns against drug and illegal substance abuse, and peace building and conflict resolution in the area.

Table 3.9: Institutional Development Challenges in the old constitutional dispensation Opportunities in the new constitutional dispensation » Low levels of community participation » Political and administrative leadership - attune with local priorities » Duplication of roles [latf, cdf, central government, ngos] » Active community involvement. » Inadequate financial and human resources. » More devolved funds for local development. » Poor management of cooperative societies. » Greater involvement of professionals in local area development. 24 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010 i) Constituency Financial Resources Mathioya is able to draw from various resources to achieve its development objectives, aspirations and the targets of its plan. Mathioya is well endowed with natural and human resources, financial and non financial resources. This section assesses the resources available to the constituency from internal and external sources and level of utilization. Internal resources refer to constituency’s assets consisting of income from natural and human resources including agriculture, fishing, forestry and mining. The constituency also derives income from commerce, services, local manufacturing and processing activities, wage employment and remittances. External resources refer to funds from outside the constituency which include government devolved funds and allocations, assistance from development partners and private investment.

Table 3.10: Devolved Funds Allocation in 2009/2010 in Mathioya. Name of Fund Amount 2009/2010 Purpose of fund Challenges of each fund Year of establishment CDF 49,179,984 Implementation of community based 2003 projects LATF 3,150,000 Improve service delivery, improve The community does not directly get the 1998 financial management, and reduce the money (councillors control the money). outstanding debt of local authorities (LAs) Difficult to pinpoint projects done by LATF. A component of bursary in it that is not done Road maintenance levy 18,000,000.00 Maintenance of public roads including 1993 local authority unclassified roads Rural electrification 18,000,000.00 Finance electrification of rural and under Not easy to get information. Run by the 1998 programme levy served areas ministry. Water services trust fund 1.6000,000.00 2002 Free primary education fund 20,000,000.00 Finance and reduce challenges in primary 2003 schooling Free secondary education 83,000,000.00 Cushioning the country’s poor and Run at ministry level fund vulnerable groups against high and increasing cost of education Constituency bursary fund 6,949,876 Improve school attendance and 1993/4 performance Women fund 1,000,000.00 Support women entrepreneurs Funds are sometimes taken back to the 2007 ministry when people do not apply for it. Struggle between provincial administration and the MPs over the funds IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 25

Table 3.9: Institutional Development Youth enterprise fund 1,000,000.00 Financing of small and micro–enterprises Only one disbursement is given. Lacks 2006 to create jobs for young people transparency. Controlled by district offices Economic stimulus 91,000,000.00 Jump-start the economy towards long programme term growth and development. To address the challenges of regional and inter generational inequity Total funds 292,874,860 26 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

4. STRATEGIC INTERVENTIONS

Strategic planning: is the process of defining a strategy or direction, and making decisions on allocating resources to pursue this strategy, including its capital and people. Strategic planning is the formal consideration of an organization’s (in this case constituency) future course. Strategic planning looks to answer three key questions: What do we do?, For whom do we do it? and How do we excel?. In preparation of Mathioya strategic plan three entry points were identified: identified: markets and value addition; economic infrastructure, and governance.

Table 4.1 Dairy Sector Problems Causes Objectives Areas Strategies Programmes Actors » Inadequate capacity of » Lack of storage » To enhance capacity of » Gacharageini » Provision of storage » Construction of a milk » CDF/CBO/Dairy cooperative societies to facilities cooperative societies. facilities. depots with coolers cooperative societies handle the milk produced. » Inadequate transport » Provision of transport » Hire/purchase of facilities facilities vehicles to collect milk » Encourage middle from the coolers. men to supplement the » Partnership with other cooperatives. dairy processing plants to buy milk from the coolers. » Inadequate marketing » Lack of cooling » To expand the market » Kamacharia Kiru, » Establishment of mini » Construction of » CBO/CDF/Ministry of of Milk facilities. for milk Kamacharia, Gitugi, processing plants. processing plants. cooperatives. Brookeside New » Inadequate transport Njumbi, Divisions » Targeting external » Distributing the KCC facilities market in urban centers products to supermarkets. within and outside central » Local yoghurt province. processing by CBO groups.

Table 4.2 Tea Sector

Problems Causes Objectives Areas Strategies Programmes Actors » Low production » High cost of inputs. » Increase tea » All tea zones. » Make inputs more affordable » Subsidize farm inputs. » Farmers/KTDA /AFC / » Poor farming practices. production levels to farmers. CDF » High cost of labour » Offering agricultural extension services. » Adopt appropriate farming technologies. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 27

Problems Causes Objectives Areas Strategies Programmes Actors » Low returns » Fluctuation of » Increase returns. » All tea growing » Enhance transparency and » Stakeholder meetings to » Factory management/ international markets. zones. accountability. educate the people. KTDA /Ministry of Agriculture. » High levies. » Get back money from the » Organizing for farmers’ days /Farmers. » Corruption. officers who embezzled. in the factories and exchange » Unregulated loan » Improved loan repayment programmes with other tea repayments programmes. producing areas. » High cost of production. » Improved farmer’s representation in KTDA. » Transport challenges » Poor condition of » Improve delivery » Tea production » Provision of more collection » Introduce ratios where farmers » KTDA/Ministry of access roads. of green tea to areas. centres. repay their loans against their Agriculture/Factory » Long distance to factories. » Increase the number of earnings. management/Ministry of roads collection centres. vehicles carrying tea from the » Training farmers on better /CDF Insufficient carriers centres. farming methods. » Improving (upgrading & » Construction of collection maintaining) of access roads. centres. Factories to hire / purchase more vehicles. Partnership of KTDA and local authority and CDF in road maintenance.

Table 4.3: Coffee Sector

Problem Causes Objectives Areas Strategies Programmes Actors » Low returns » High cost of production. » Raise coffee » All coffee zones. » Supply high yielding » Farmer training » Cooperative societies/ » Low production. production. coffee varieties. programmes. Ministry of cooperatives/ » Loan repayments of . » Increase returns from » Educate farmers on » Training in cooperative Farmers/CDF » Corruption in Coffee. better coffee farming management. cooperative societies. practices. » Improve loan » Cooperative incurred » Extension Services. repayment mechanisms. debts » Improve governance of cooperatives. » Debt forgiveness. 28 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Problem Causes Objectives Areas Strategies Programmes Actors » Collapse of cooperative » Mismanagement of » Revive cooperative » All coffee Zones » Streamline the » Training on cooperative » Ministry of cooperatives/ societies cooperative societies. societies. management of management and Cooperative societies/ » Politicization of Coffee cooperative societies. governance. Farmers. movement. » Encourage transparency » Quality Control and and. Assurance in coffee » Recover embezzled management. coffee returns. » Performance Contracts » Review policies for management. governing production and marketing of coffee.

Table 4.4: Horticulture Sector

Problems Causes Objectives Areas Strategies Programmes Actors » Product wastage from » Poor road conditions. » Improved handling to » Wahundura, Thuita , » Improve the roads » Road improvement. » Farmers/CDF/ poor handling Inadequate vehicles for reduce wastage. Ngutu access to markets. » Workshops on better KERRA ferrying products to the » Train farmers on better product packaging. market. product packaging » Lack of facilities to handle fragile products. » Limited marketing » Production levels low. » Expand marketing » Whole constituency » Sensitization and » Seminars and » CDF/MoR/Donor channels. » Lack of information. channels. encouragment of farmers to workshops to educate Agencies » Local market orientation. venture into horticulture farmers. » Exploration of new » Partnership with market opportunities. prospective development organizations. » Limited value addition. » Limited knowledge of » Increased value » In each division. » Awareness and Training » Workshops and » CDF/Farmers. technology. addition. in relevant technologies. seminars. » Limited capital. » Establishment of a fund » Partnership in support » Lack of skills to engage to support value addition. of the fund to support value on value addition. addition. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 29

» High cost of farm inputs. » Susceptibility to pests » To lower the cost of » All areas » Offer credit facilities to » Set aside part of » AFC /MoT/ and diseases. production. farmers. the CDF kitty to fund Farmers/KARI/ » High costs of labour. » Introduction of disease horticultural projects. Agricultural office./ » Lack of adequate resistant varieties. » Research on Private investors water for irrigation (Gitugi » Explore natural pest Horticultural farming division). control approaches. systems.

Table 4.5: Light Industry Sector

Problem Causes Objectives Areas Strategies Programmes Actors » Lack of designated » Limited recognition of » Provide suitable sites » Kiriaini Gitugi. » Promote small scale » Support for small » MoYA/CDF/NGO’s/ operating sites. small enterprise potential. for small scale enterprises. Kamacharia, Nyakianga, enterprise sector. enterprise groups. CBO’s/OPM-KKV » Grabbing of sites Kairo, Gikoe » Designate suitable sites » Establish funds for allocated to small in major towns for small small enterprises. enterprises. scale enterprises. » Service sites for small » Facilitate formation of enterprises. small enterprise groups. » Limited appreciation of » Negative orientation » To create greater » Kiriaini Gitugi., » Development of skills » Sensitization and » MoYA/CDF/NGO’s/ the sector. towards the small appreciation of the SME Kamacharia, Nyakianga, relevant to SMEs. training for SME sector. CBO’s/OPM-KKV enterprise sector. Sector. Kairo, Gikoe » Standardize the » Research. » Low investment in the products for the external » Establish funds from sector. markets. relevant authorities. » Limited linkage between » Promotion of small » Equipping the SMEs, formal sector and enterprise products. existing polytechnics with centres of excellence. » Linkage of SME sector necessary facilities. with centres of excellence. 30 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Table 4.6: Infrastructure Improvements

Problem Causes Objectives Priority Areas Strategies Programmes Actors » Poor road condition » Low classification of » To improve the » Mugumoini to Kanjahi » Reclassification of » Upgrade the roads that » KERRA,/KRB,/CDF/ Roads in Mathioya. condition of Mathioya roads through Chui . /Kamoro- roads in Mathioya. are prioritized DRB/KTRB » Low funding and to standard levels. Thiutu-Kawanduruma » Establish fund for major maintenance. factory Kigikumo to Chui road improvement. » Hilly terrain. /Murera – Kahwai / » Improve the standards Kahwai – Kihitini /Gitugi of the roads - Kambara /Kiawangunyi – Kahiriga factory. » Narrow Roads (4M in » Encroachment in to » To widen existing roads » Kairu - Mugumoini » Provision of wider » Resurveying of roads to » KERRA, KRB, CDF, DRB. width.) road reserves. and stop road reserve Shopping centre /Mutitu roads. standard. encroachments to Gitoboro/Karuku to » Recover road reserves. » Enforcement of road Weru wa Mutuota /Karuya reserves. to Gitoboroi /Muguna- Ita- Mugumoini Shopping centre/Gitugi – Kirembu » Missing links in the » Land Adjudication » To develop a well » Whole Constituency. » Identify missing road » Planning for missing » KERRA, KRB, CDF, DRB. Roads Network Process. articulated road network for links. road links. the Constituency. » Acquire land for » Road construction. missing road sections. IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 31

5. IMPLEMENTATION FRAMEWORK

Table 5.1: Dairy Sector Interventions

Objective Strategies Program Perfor- Monitoring Cost Ksh Imple- Time/Phasing mance And Evalu- (Millions) menting Indicators ation Tools Agents/ ST MT LT Collabo- rators » » » » » To enhance capacity of Provision of Milk storage Construction of a milk depots with No. of Site visit 1.0/ Division CDF/CBO/ x cooperative societies. facilities. coolers. milk depot reports Dairy /Sac- » Provision of transport facilities. » Hire/purchase of vehicles to collect with cooler cos » Encourage middle men to milk from the coolers. constructed supplement the cooperatives. » Partnership with other dairy » No of 20.0/ Milk x processing plants to buy milk from the vehicles used/ tanker coolers. purchased 3.0/ Pick up x » » » » » To expand the market Establishment of mini processing Construction of processing plants. No. of Site 150.0 CBO/CDF/ x for milk plants. » Distributing products to processing meetings MoCD/ » Targeting external market in supermarkets. plants Brookeside/ urban centers within and outside » Local yoghurt processing by CBO constructed New KCC Mathioya groups. » No. of 2.0 x CBOs trained in processing yoghurt x 32 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Table 5.2: Tea Sector Interventions

Objective Strategies Program Perfor- Monitoring Cost Ksh Imple- Time/Phasing mance And menting (Millions) Indicators Evaluation Agents/ Tools Collabo- ST MT LT rators

» » » » » Increase tea production Make inputs more affordable Subsidize farm inputs. Stakeholder No. of Site visits 1.2/ Year Farmers/ x levels to farmers. Offering agricultural meetings to educate the people. visits held » Progress KTDA /AFC extension services. Adopt Organizing for farmers’ days in the with other reports /CDF x appropriate farming technologies. factories and exchange programmes tea producing with other tea producing areas. areas » » » » » Increase returns. Enhance transparency and Introduce ratios where farmers No. of Quarterly 1.2/ Year Factory x accountability. Get back money repay their loans against their earnings. farmers trained Returns manage- from the officers who embezzled. Training farmers on better farming » Amount » No. of ment./KTDA x Improved loan repayment methods. of money farmers trained /Ministry of programmes. Improved farmer’s recovered from Agriculture. representation in KTDA. loans » » » » » Improve delivery of Provision of more collection Construction of collection centres. No. of Reports/ 10.0 Farmers/ x green tea to factories. centres. Increase the number of Factories to hire / purchase more Tea Collection visits KTDA / 4.2/ Lorry vehicles carrying tea from the vehicles. Partnership of KTDA and local centres » Reports/ Ministry of x centres. Improving (upgrading & authority and CDF in road maintenance. constructed visits Agriculture./ maintaining) of access roads. » No. of Factory x vehicles manage- purchased ment. / Ministry of roads/CDF IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 33

Table 5.3: Coffee Sector Interventions

Objective Strategies Programs Perfor- Monitor- Cost Imple- Time/Phasing mance ing And (Millions) menting Indicators Evaluation Agents/ ST MT LT Tools Collabora- tors » » » » » Raise coffee production. Supply high yielding coffee Farmer training programmes. No. of Site visits 1.2/ Year Saccos./ x Increase returns from varieties. » Improve loan repayment farmers MoCD/Farm- Coffee. » Educate farmers on better coffee mechanisms. trained ers/CDF farming practices. x » Extension services. » Improve governance of cooperatives. » Debt forgiveness. » » » » » Revive cooperative Streamline the management of Training on cooperative No. of Site visits 0.8/ Year Saccos./ x societies. cooperative societies. management and governance. officials MoCD/Farm- » Encourage transparency. Recover » Quality control and assurance in trained ers/CDF x embezzled coffee returns. coffee management. x » Review policies governing » Performance contracts for production and marketing of coffee. management. 34 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

Table 5.4: Horticulture Sector Interventions

Objective Strategies Program Perfor- Monitor- Cost Ksh Imple- Time/Phasing mance ing And (Millions) menting Indicators Evaluation Agents/ ST MT LT Tools Collabora- tors » » » » » Improved handling to Improve the roads access to Road improvement. Workshops on Length Site visits 15.0/ Year Farmers/ x reduce wastage. markets. better product packaging. of improved CDF / » Train farmers on better product roads packaging KERRA » Expand marketing » Sensitization of people on the » Seminars and workshops to » No. of » Reports 1.2/ Year » CDF// x channels. potential of the sector. educate farmers. farmers Visits MoR / » Encourage more farmers to » Partnership with prospective trained venture into horticulture. development organizations. Donor x » Exploration of new market Agencies opportunities. » Increased value » Awareness and Training in » Workshops and seminars. » Value » Coop 3.0/ Year » CDF/ x addition. relevant technologies. Partnership in support of the fund addition records Farmers/ » Establishment of a fund to to support value addition. support value addition. AFC /MoT x » » » To lower the cost of Offer credit facilities to farmers Set aside part of the CDF kitty to 4.2/ Year Farmers/ production. to afford farm inputs. Introduction of fund horticultural projects. Research on KARI / x disease resistant varieties. Horticultural farming systems. » Explore natural pest control Agricultural approaches. Office/ Private investors IMPLEMENTING MILLENNIUM DEVELOPMENT GOALS IN THE CONTEXT OF VISION 2030 | 35

Table 5.5: Industry Sector Interventions

Objective Strategies Programs Perfor- Monitor- Cost Ksh Imple- Time/Phasing mance ing And (Millions) menting Indicators Evaluation Agents/ ST MT LT Tools Collabora- tors » » » » » Employment creation Promote small scale enterprise Support for small enterprise groups. No. of Progress 30.0/ Year MoYA/CDF/ x and income diversification sector. » Establish funds for small operators Report NGO’s/ » Designate suitable sites in major enterprises. receiving » CBO’s/OPM- towns for small scale enterprises. » Service sites for small enterprises. credit » KKV » Facilitate formation of small » Site visits x enterprise groups.

x » » » » » Skill development and Development of skills relevant to Sensitization and training for SME No. of Progress 2.0/ Year MoYA/CDF/ x Value addition SMEs. sector. people trained Reports NGO’s/ » Standardize the products for the » Research. » No of » 3.0/ Re- CBO’s/OPM- external markets. » Establish funds from relevant polytechnics » search Fund KKV » Promotion of Small Enterprise authorities. equipped » Site visits x products. » Equipping the existing polytechnics 10.0/ Year » Linkage of SME sector with with necessary facilities. x Centres of Excellence. x 36 | MATHIOYA CONSTITUENCY STRATEGIC DEVELOPMENT PLAN 2010

References

1. Kenya Republic of (2005), Murang’a District Strategic Plan 2005-2010; Implementation of the National Population policy for Sustainable Development. Nairobi, National Coordinating Agency for Population and Development.

2. Kenya republic of (August 2005) Nyandarua District strategic plan 2005-2010.

3. Kenya Republic of (2007), Kenya Integrated Household Budget Survey 2005/2006 Basic report- Revised Edition-August 2007. Nairobi, The Regal Press Kenya Ltd.

4. Kenya Republic of (2009), Economic Survey, 2009. Nairobi, Government Printer.

5. Kenya Republic of Geographic Dimensions of Well-Being in Kenya: Who and Where Are the Poor? A constituency Level Profile-Volume II. Nairobi, The Regal Press Kenya Ltd.

6. Institute of economic affairs, Constituency strategic planning manual; Facilitator’s guide

7. Ovuka. M & Lindqvist. S (2000), Rainfall Variability in Murang’a District, Kenya: Meteorological Data And Farmers’ Perception. Geografiska Annaler. 82 A (2000) 1

8. Constituency Development Fund Website-www.cdf.go.ke

Mathioya Constituency P.O Box 275 - 10204 Kiria-ini Tel: 0202368981 Email: [email protected]

Mathioya District P.O Box 77 - 10204 Kiria-ini Tel: 0704 438826

University of Nairobi Department of Urban and Regional Planning P.O Box 30197 – 00100 Nairobi Website: www.uonbi.ac.ke Tel.: 0202319187 Email: [email protected]