I

l,

KERIO VALLEY DEVELOPMENT AUTHORITY

2014 – 2018

“Integrated Planning for Sustainable resource utilization, Socio-cultural, Political and Economic Development in

Realization of Vision 2030”

“Integrated

II

KVDA’s OPERATION AREA

III

Foreword

The preparation of KVDA Strategic Plan (2014-2018) was guided by the Constitution of Kenya 2010, Vision 2030, Second Medium Term Plan (2013-2017), Regional Development Policy 2007, KVDA Act Cap 441 and Kerio Valley Integrated Regional Development Master Plan 2013-2033.

The plan was prepared through a consultative, collaborative and participatory process by stakeholders to

capture the needs of the communities within the region and takes cognizance of the National and County

Governments, dynamic environment, advancement of technology and the need for focused development.

The Strategic Plan is designed to mutually reinforce and ensure that Government policies are translated into actionable

programmes. In so doing, the Authority will position itself to meet the new challenges for a balanced integrated planning and

sustainable development in the region. The plan provides details on the priority projects the Authority will implement in the

region to meet its overall responsibility to the people. In order to reduce reliance on the exchequer and ensure sustainability of

the Authority, priority will be given to activities that generate revenue in addition to focusing on core mandate.

It is my conviction that the implementation of this Strategic Plan will impact the region positively.

SAM KONA

CHAIRMAN BOARD OF DIRECTORS

IV

Preface

Kerio Valley Development Authority (KVDA) is one of the six Regional Development Authorities (RDAs) in Kenya, established by an Act of Parliament CAP 441 with a mandate to, in part, initiate, plan and develop resources along the Kerio River basins. The Kerio Valley region covers the counties of West Pokot, Turkana, Baringo, Elgeyo Marakwet, Samburu and Nakuru Counties, with an estimated population of about 3 million people.

As part of carrying out its planning mandate, KVDA embarked on the preparation of the Strategic Plan (2014-

2018) that identifies development needs in the region and providing a roadmap for optimal utilization of

resources, with a view to improving livelihoods in the region. Through this Strategic Plan and subsequent ones

to come, KVDA will implement the Integrated Regional Development Master Plan (IRDMP) 2013-2033 for the next 20 years.

This five year Strategic Plan (2014-2018) aligns the development agenda to the IRDMP (2013-2033.) The Plan is geared towards

promotion of environmental sustainability, natural resource management, strengthening regional planning, resource mobilization

and capacity building to spur economic development through implementation of targeted programs and projects.

To deliver on the strategic objectives, the Authority will embark on re-engineering and restructuring of the existing institutional

framework. Greater emphasis will be on driving the organization towards achieving financial independence and promoting

programs that are complimentary to the region’s County Governments’ initiatives.

Our resolve is to conserve and manage the Kerio River Basin in a sustainable way and ensure that the Kerio ecosystem supports

sustainable economic development for the benefit of the people of Kenya.

DAVID KIMOSOP

MANAGING DIRECTOR

V

Acknowledgement

I would like to acknowledge first and foremost the strategic planning team that participated in retreats at Cheptebo and Eldoret

for their dedication and important contribution in steering the process of developing this Strategic Plan. The effort of all staff who

participated either directly or indirectly in this process deserves special commendation. We acknowledge the Institute of Directors

(Kenya) for their valuable contribution towards the finalization of this Strategic Plan. I also recognize the Board of Directors for

providing valuable contributions to the document, policy guidance and their unrelenting support in giving suggestions to improve

the document.

The Management would also like to appreciate the assistance and guidance from the Ministry of Environment, Water and Natural

Resources and especially the Cabinet Secretary Hon. Prof. Judy W. Wakhungu, OGW, the Principal Secretary State Department of

Water Mr. James Teko Lopoyetum and other senior staff of the Ministry who provided valuable support during preparation of this

Strategic Plan. It is my sincere hope that this Strategic Plan, which identifies our core priority areas of action, will spur economic

growth, promote equitable development and create employment in the vast region of Kerio Valley.

DAVID KIMOSOP MANAGING DIRECTOR

VI

Executive Summary

This Strategic Plan (2014-2018) is anchored on Vision 2030, the country’s development blueprint and the second Medium Term

Plan. It defines the Authority’s Vision, Mission, Objectives, Strategies and expected outputs to be achieved during the first period

of implementation of the Kerio Valley Integrated Regional Development Master Plan (2013-2033).

For the next five years, the Authority’s core functions will focus on those projects that create multiplier effect on outcomes to

achieve faster growth and address the development challenges particularly in food security, employment, poverty reduction and

environmental conservation. KVDA will re-engineer itself to meet these challenges for a balanced, integrated and sustainable

development in the region.

The strategy has identified three key strategic objectives to accelerate development in the region. These are: promote

sustainable environment and natural resource management, spur economic development and strengthen regional planning,

resource mobilization and institutional capacity.

The realization of these three strategic objectives will lead to creation of 20,000 direct and over 60,000 indirect jobs thereby

reducing unemployment and poverty levels in the region.

The amount required for implementation of this plan is estimated at Kshs.162 billion. The funding sources will include GOK

grants, development partners, Public Private Partnerships and internal revenue generation. The milestones to be achieved by this

strategy include;

Generation of about 125MW of H.E.P to the national grid from Arror (60MW), Embobut (45MW), Kimwarer (20MW)

multi-purpose projects thereby creating employment opportunities. Other potential energy sources to be explored include

Geothermal power in the region, wind energy, solar energy, biogas, petroleum and oil.

Conservation of the environment by raising and planting ten million assorted tree seedlings.

VII

Improved food security through irrigated agriculture of 55,180 ha out of the potential 300,028 ha within Kerio, Turkwel

and Baringo basins.

Raising and planting 5 million mango seedlings to empower communities.

Capacity building and technology transfer to communities.

The mandate and functions are executed through three (3) Directorates namely- Technical Services, Business and Strategy and

Corporate Services. During the plan period, the Authority will establish modern monitoring and evaluation techniques to improve

on operational efficiency.

VIII

Table of Contents

KVDA’s Operation Area ........................................................................................... II

Foreword ............................................................................................................... III

Preface ................................................................................................................... IV

Acknowledgement ................................................................................................... V

Executive Summary ............................................................................................... VI

Acronyms And Abbreviations ................................................................................... X

Chapter One: Introduction .................................................................................... 12

1.1 Background ...................................................................................................... 12

1.2 Location And Size ............................................................................................ 12

1.4 Poverty Levels And Insecurity In The Region ................................................. 14

1.5 KVDA’s Development Focus ............................................................................. 15

1.6 KVDA Strategic Plan (2014-2018) ................................................................... 16

1.7 Vision ............................................................................................................... 17

1.7.1 Mission Statement ........................................................................................ 17

1.8 Core Values ...................................................................................................... 17

Chapter Two: Situational Analysis ......................................................................... 18

2.1 Achievements Of The 2008-2012 Plan ............................................................ 18

2.2 Lessons Learnt ........................................................... Error! Bookmark not defined.

2.3 Swot Analysis Of KVDA .................................................................................... 20

Chapter Three: Strategic Objectives ..................................................................... 22

3.1.To Promote Sustainable Environment Protection And Natural Resource Management 22

IX

3.2. To Spur Economic Development ..................................................................... 22

3.3 To Strengthen Regional Planning, Resource Mobilization And Capacity Building 23

Chapter Four: Implementation Matrix/Plan ......................................................... 24

Chapter Five: Budget ............................................................................................. 31

5.1 Indicative Budget ............................................................................................ 31

5.4 Risk Management ............................................................................................ 43

Chapter Six ............................................................................................................ 44

6.0: Monitoring, Evaluation And Reporting (M, E&R) ........................................... 44

6.1Monitoring And Evaluation Framework ............................................................ 44

6.2 ME&R Indicators .............................................................................................. 44

6.3Monitoring, Evaluation And Reporting Model .................................................. 44

Annexes: ................................................................................................................ 45

X

Acronyms and Abbreviations

CBOs Community Based Organizations

CCTV Closed Circuit Television

CGs County Governments

GSM Global System for Mobile

H.E.P Hydro Electric Power

ICT Information Communication Technology

IGAS Income Generating Activities

IRDMP Integrated Regional Development Master Plan

ISO International Organization for Standardization

KFS Kenya Forest Service

Kshs Kenya Shillings

KVDA Kerio Valley Development Authority

KWTA Kenya Water Tower Agency

KWS Kenya Wildlife Service

LAPSSET Lamu Port Southern Sudan Ethiopia Transport

LBDA Lake Basin Development Authority

M&E Monitoring and Evaluation

MEWNR Ministry of Environment Water and Natural Resources

MOU Memorandum of Understanding

MW MegaWatts

NGOs Non-Governmental Organizations

XI

NIB National Irrigation Board

NYS National Youth Service

PPPs Public Private Partnerships

RDAs Regional Development Authorities

RWSB Rift Valley Water Services Board

SOPs Standard Operating Procedures

SWOT Strengths, Weaknesses, Opportunities and Threats

12 | P a g e

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CHAPTER ONE: INTRODUCTION

1.1 Background

Kerio Valley Development Authority (KVDA) is a corporate legal entity established in 1979 as a Regional Development Authority

(RDA) under Cap 441 of the Laws of Kenya. The Authority is mandated to undertake River basin conservation and management

through integrated river basin based development programmes with the key objective of propelling development to improve the

region’s per capita income.

1.2 Location and Size

KVDA’s area of jurisdiction is located in the North Western part of Kenya and lies between Latitudes 00 10 South and 100 30

North; and longitudes 340 and 370 East. The area which includes the Counties’ of Baringo, Elgeyo-Marakwet, West Pokot,

Turkana, Samburu and Nakuru is approximately 107,759.18 square Kilometers, representing 19% of the land mass of Kenya

with over 80% being arid and semi-arid. The total projected human population in KVDA’s area of jurisdiction is 2,952,556 people

with rural and urban population of 2,583,486 and 369,070 respectively. The average region’s poverty index is 73.57 according to

2009 house and population census report.

The operational area is bounded by the drainage basins of Turkwel and Kerio rivers which drain into Lake Turkana. Other

drainage basins within the area include:-

i) Lakes Baringo and Bogoria drainage basin

ii) Suguta - Lake Lokipi drainage basin

iii) Tarach - Lotikipi drainage basin

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Table 1: KVDA Geographical Coverage and Population Projections

County Population Projection Land area in sq. Kms

Growth Rate (%) 2009 2012 (Projected) 2017 (Projected)

Turkana 3.3 855,399 942, 908.83 1,109,101.55 71,597.8

West Pokot 3.1 555,561 608,846.41 709,252.83 8418.2

Samburu* 2.8 164,853 179,092 205,608.83 10,972.68

Baringo 2.6 512,690 553,728.6 629,555.08 11,050.21

Elgeyo Marakwet 3.0 369,998 404,306.8 468,702.4 3,049.7

Nakuru* 3.4 494,055 539,867.23 589,927.49 2,670.49

Total 2,952,556 3,228,749.87 3,712,148.18 107,759.08

Source: National census 2009 (used projection growth rate of 3% p.a)

NB: *The population figures for Samburu and Nakuru counties are only applicable to the area covered by KVDA

Table 2: County Development Index (CDI)

County Development Index (CDI) is computed using indices of poverty, infrastructure, health and Education as indicated in the table below. Poverty index Infrastructure Health Education County Development Index (CDI)

National Average 0.8098 0.4143 0.5881 0.3935 0.5204

County

Turkana 0.3250 0.4540 0.1853 0.1380 0.2697

Baringo 0.7840 0.3310 0.4110 0.3950 0.4438

Elgeyo-Marakwet 0.8340 0.3740 0.6247 0.4410 0.5365

West Pokot 0.7820 0.3263 0.3457 0.2655 0.3812

Samburu 0.5760 0.4483 0.3953 0.1770 0.3779

Source: CRA working paper 2012/01 (2009)

From the CDI ranking above, Turkana, Samburu, West Pokot, and Baringo have a CDI of 0.27, 0.38, 0.38 and 0.44 respectively and are classified as most marginalized with high levels of poverty, poor infrastructure, low literacy levels and inadequate health facilities. Elgeyo Marakwet County has a CDI of 0.54 and is thus classified as moderately marginalized.

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1.3 Water Resources in Kerio Valley Region

The amount of renewable surface water in Kenya is estimated at 19.5 million m3 or 650 m3 per capita compared with the global

recommendation of 1,000 m3 per capita which means the country is chronically water scarce. Kerio Valley region is experiencing

challenges of water scarcity where communities travel for upto 20 km in search of water for domestic and livestock use. Surface

water resources in the region include both permanent and seasonal rivers, lakes, dams, ponds and water-pans that are mainly

used for hydropower generation, irrigation, domestic and livestock purposes. Groundwater is also an important resource that

supplements surface water in socio-economic development. The new radar technology developed by the French discovered an

aquifer with an estimated volume of 200 billion m3 at Lotikipi plains. The aquifer alone holds 900% more than Kenya’s current

water reserves (UNESCO, 2013) according to the findings. The development of the aquifer and other water resources will

improve the water availability in the region.

1.4 Poverty levels and insecurity in the region

The current national poverty rate is 45.2% while that of the region is indicated below;

Table 3. Poverty incidence in KVDA region

County Poverty rate (%)

Turkana 87.5

Baringo 52.2

Elgeyo Marakwet 52.7

West Pokot 66.3

Samburu 71.4

Source: Social-economic Atlas of Kenya (2014)

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The 2005/2006 Kenya Integrated Household Budget survey indicates that some of the poorest constituencies in Kenya are found

in Kerio Valley region. For example Turkana Central Constituency (population census 2009) is ranked 210 out of 210

constituencies in the country. It is followed by Turkana South, Sigor, Kapenguria constituencies which are ranked 209, 186 and

184 out of 210 constituencies respectively.

Insecurity issues are also experienced in the region majorly manifesting itself in the form of cattle rustling, cross-border conflicts,

resource and cultural conflicts, affecting the development of the region.

1.5 KVDA’s Development Focus

KVDA was formed to promote sustainable River basin conservation and management through integrated development. It

undertakes programmes that promote environmental conservation, water development, food security, employment creation and

community empowerment. Specific activities include co-ordination and management of water bodies (ecosystem) including

abstraction and usage of water in the region, development and management of multipurpose dams, HEP generation, formulation

of basin-wide Integrated Regional Development Master Plans and other relevant plans, establish and manage up to-date river

basin natural resource data and information system necessary for planning and development of the region, provision of advisory

services to the National Government and other institutions on the resource based development and investment opportunities,

develop a broad consultative and collaborative framework with the private sector, development partners and other appropriate

agencies in developing the region through:-

(i) basin based resource studies,

(ii) knowledge and information sharing, and

(iii) technology transfer and capacity building,

In addition, the Authority is mandated to initiate, plan, promote, implement and manage sustainable integrated resource based

investments; undertake programmes and projects that promote resolution of basin based resource use conflicts; undertake

resource mobilization and investment activities in line with the National Government Investment Policy; and implement relevant

16

National Government Strategic programmes and perform other related functions and activities as may be necessary to promote

and sustain socio-economic development

It’s main objective is to deliver business solutions in River basin regional development for wealth creation and improve the living

standards of the people.

KVDA has vast and rich knowledge on the potential resources in the various counties within its region and thus acts as a

knowledge hub on resource potentials. It undertakes programmes to promote environmental conservation, water development,

food security, employment creation and community empowerment. For effective implementation of the planned projects the

Authority will work closely with both National and County Governments and development partners.

1.6 KVDA Strategic Plan (2014-2018)

This plan defines the Authority’s vision and mission statements and developed strategic direction to make it a better vehicle to

spur development in the region. The plan draws lessons learnt together with challenges encountered during implementation of

the previous Strategic Plan (2008-2012). It is the first short term plan towards the achievement and implementation of the Kerio

Valley Integrated Regional Development Master Plan (2013-2033).

17

1.7 Vision

To be a leading regional partner in integrated and sustainable economic development.

1.7.1 Mission Statement

To deliver sustainable business solutions in River Basin Development through prudent management of resources for economic

prosperity of the people.

1.8 Core Values

i) Integrity: As an Authority, we will be sincere and uncompromising in serving the public.

ii) Respectful: We will serve all people with courtesy and fairness.

iii) Accountability: We will conduct business in a transparent and accountable manner.

iv) Teamwork: We will cooperate and work together for the common good of the people.

v) Creativity and Innovation: We will nurture and adopt new technologies in our operations.

vi) Customer focus: We will endeavor to understand our customer needs and consistently strive to satisfy them.

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CHAPTER TWO: SITUATIONAL ANALYSIS

2.1 Achievements of the Strategic Plan (2008-2012)

The implementation of the last Strategic Plan (2008-2012) achieved milestones:-

Development of the Integrated Regional Development Master Plan (IRDMP) which has mapped resources for optimal

utilization and provided a useful guide for development in the region.

Completion of six feasibility studies on the various areas to determine the viability of implementing the projects. These

include Arror Multipurpose project, Mango processing plant, Honey processing plant, lower Turkwel irrigation, greenhouse

technology and meat processing.

Introduction of green house technology and promotion of aquaculture as an alternative source to food security.

Supported farm forestry through raising and sale of 10 million assorted tree seedlings to institutions, individual farmers

and Non-Governmental Organizations (NGOs) for planting within Cherangany and other catchments.

Increase in land under irrigation by 500 ha. in existing irrigation projects at Tot, Arror and Ptokou/Sangat to improve food

security in the region.

Production of 6,000 beehives for community empowerment by improving the quality of honey produced in the region.

Construction of 10 (ten) small dams and 90 (ninety) water pans spread within the Kerio valley region.

Establishment of three additional community empowerment projects i.e. fish farming in Weiwei, green houses in Kerio

Roses and Lodwar.

Establishment of Livestock Improvement Programme in Chemeron, Baringo County.

Review of terms and conditions of service, recruitment of management staff has improved operational efficiency and

motivation of staff.

However, some projects were not completed and are at various stages of implementation. The same will be progressed during

the current plan period.

Wei wei Phase III Irrigation Scheme which targets to put 325 hectares of land under irrigation to support food security.

Development of Nairobi business centre and KVDA plaza southern wing involving development of commercial properties

to enhance revenue streams.

Development of Arror Multipurpose for production of 60MW of hydro power and irrigation of over 2,500 ha. of land

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2.2 Lessons Learnt

These are the lessons learnt from the last Strategic Plan and strategies adopted by management to address the constraints encountered

Lessons Learnt Strategy to Address Issues

a) Delay in release of funds affect project implementation - To form an internal desk to follow release of funds by the Government

- Initiate new revenue sources

b) Motivation of employees inhibits productivity Improve the terms and conditions of service

c) Limited public awareness of the Authority activities - Develop and implement an effective communication strategy

- Strengthen linkages with development partners, Government Ministries

- Rebranding of the Authority

d) Ownership of assets affects operations/development - Registration of Authority’s assets

- Engage relevant Government agencies

- Land acquisition, leasing, crop sharing and farm contracting arrangements.

- Processing of titles for land donated by communities.

e)Weak stakeholders linkages affects pooling of resources - Establish greater linkages with all stakeholders and development partners

- Strengthen Regional offices for better coordination

- Holding of stakeholders fora.

g) Weak monitoring and evaluation mechanisms. - Strengthen the Monitoring and Evaluation structure by developing M&E framework.

- Adopt an effective reporting and feedback mechanism to inform and disseminate

performance progress to both internal and external customers

h)Lack of political good will affects project implementation Engage local leaders in project planning and implementation.

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2.3 SWOT ANALYSIS OF KVDA

A summary of the institutional SWOT analysis is given below:

Strengths Sustainability Strategy

Existence of enabling Act (cap 441 laws of Kenya) Review the Act in line with the constitution

Existence of an Integrated Regional Master Plan (2013-2033) for focused

development and optimal resource utilization

Publicity and advocacy of IRDMP and forging partnerships in its Implementation

Ownership of capital assets e.g. KVDA Plaza, Turkwel dam, heavy

machinery, residential houses and plots

Securing ownership/maintaining existing assets and developing new ones to

increase revenue

Established business units that can be expanded Develop business plans to make them stand alone business units

Existence of an approved staff establishment which provides for optimum

staffing

Regular reviews of terms and conditions of service to be in tandem with market

trends

Availability of research papers, feasibility reports, concept papers and

project proposals for funding implementation or resource mobilization

Digitization of the documents, Publication, review and mobilizing funds for

implementation

Existence of performance management tools for example balance score

card, performance contracting and SOPS (standard operating procedures )

Regular evaluation and review of the documents to ensure they remain

effective

Cordial relationship with the stakeholders Nurture and foster the relationships through MOUs and stakeholder

engagements

Committed workforce Regular review of motivational strategies and reward systems

Weaknesses Mitigation Strategy

Limited public awareness of the Authority activities Intensification of publicity and advocacy for Authority programmes and

activities

Inadequate government funding leading to pending bills Strengthening existing IGAs and partnering with development agencies

Inadequate technical personnel. Training existing staff and Recruitment of required personnel on need basis

Under-utilization of KVDA assets Identify potential use of assets, develop proposal and implement

Inappropriate land tenure system Liaise with county governments and ministry of lands for land demarcation for

issuance of title deeds in the region.

21

Opportunities Exploitation Strategy

Potential for establishment of agro-business industries (abattoirs,

tanneries, maize shelling, cooling plants).

Undertake feasibility studies and spearhead value chain processes (industries,

production, infrastructure, market) in agro business

Untapped mineral deposits that can be commercially exploited (oil in

Turkana & Marble in Koitilial in Elgeyo Marakwet).

Spearhead mining and production of minerals whose deposits have been

determined to be viable

Availability of labour force. Nurture diversity and tap the relevant talent for maximum production while

giving preference to youth, women and people with special needs

Untapped tourism potentials. Spearhead the region as a tourist destination of choice in conjunction with

National and county Governments and private sector

Existence of Eldoret International Airport. Utilize the facility for channeling the products and tourist to/from international

destinations

Planned infrastructural development; LAPSSET project, fibre optic and

standard gauge railway among others.

Develop key facilities such as tourist resorts to benefit from the LAPPSET, go

downs and cold rooms along the standard gauge railway

Potential linkages with partners e.g. Research institutions, Universities,

NGO’s and CBOs and county Governments.

Regular engagement with relevant institutions through MOUs to improve

products and services

Existence of national blue print the Kenya Vision 2030. Anchor our programmes and activities to the national blue print.

Devolved government. Engage county governments in the implementation and management of

resources and programmes

Threats Intervention Strategy

Rampant environmental degradation arising from destruction of water

catchment areas

Develop and implement an action plan with stakeholders for environmental

conservation and protection of the region

Global warming Spearhead environmental conservation initiatives with stakeholders

Prevalence of livestock diseases Engage partners to establish disease free zones and provide veterinary

services and regular advocacy on diseases

Low literacy levels Engage partners to establish learning institutions at all levels

Insecurity in the region resulting from banditry, cattle rustling and

proliferation of small arms

Spearhead peace building initiatives with other stakeholders in the region

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CHAPTER THREE: STRATEGIC OBJECTIVES

The following shall be the strategic objectives that the Authority shall endeavour to fulfill in the next five years.

3.1. To Promote Sustainable Environment protection and Natural Resource Management

KVDA region is richly endowed with natural resources such as land, water, wildlife, minerals, and forests that have not been fully

utilized. Water infrastructure is not well developed hence leading to water deficiency in the region. Moreover, the region

experiences disasters such drought, landslides, deforestation, flooding and soil erosion which have adversely affected the

environment.

During the plan period, KVDA will spearhead conservation efforts of the catchment areas, develop water resources and storage

for irrigation, domestic and livestock use. In addition, the Authority will develop other natural resources such as energy, minerals,

tourism and wildlife.

3.2 To Spur Economic Development

The region is 80% arid and semi-arid with pastoralism being the main economic activity. It has enormous resources including

land, water, forestry resources, livestock and fisheries, energy, tourism and wildlife, minerals, human resources and is

strategically positioned to both local and regional markets. However, these resources remain largely untapped due to high

poverty levels (73.57%), insecurity, illiteracy, poor infrastructure and marketing channels.

KVDA will promote economic development together with stakeholders by exploiting the available resources to benefit the

communities. The Authority will promote value addition and value chain development in agricultural products, livestock and

fisheries, minerals, tourism; promote industrialization, promote development of SMEs. In doing these, the Authority will also

create revenue streams and promote businesses that will enhance its asset base and create wealth for sustainability. In addition,

the Authority will partner with stakeholders to undertake infrastructural development in energy, access roads, water and ICT.

The Authority shall strive to ensure that its programs lead to equitable development within the region.

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3.3 To Strengthen Regional Planning, Resource Mobilization and Capacity Building

In the past, regional planning lacked clear focus due to insufficient data and inadequate coordination among stakeholders. The

Integrated Regional development master plan (2013-2033) has mapped resources in the region and will be used to strengthen

regional planning. In addition the Authority will undertake research and provide consultancy services for effective project

implementation. In the past, the Authority heavily relied on the exchequer for its financial requirements. During the plan period it

will forge partnerships by engaging with GOK, PPPs, and development partners to mobilize resources for sustainable project

implementation.

The Authority previously lacked diversity in several areas and in the next five years it is committed to progressively address the

imbalances in gender, ethnicity, youth and people with special needs.

The organization structure that has been in place did not effectively support the Authority’s development agenda. During the plan

period, the Authority will implement the new organizational structure and human resource policies. Previously, staff appraisals

were ad hoc with little impact. This is expected to change with the introduction of balance score card to improve organizational

performance.

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CHAPTER FOUR: IMPLEMENTATION MATRIX/PLAN

This chapter outlines the Strategic objectives, key result areas, operational objectives, activities, performance indicators and

performance targets to guide implementation of the strategy. –

Strategic objective 1: To promote sustainable Environment and Natural Resource Management.

Operational Objective Key Result Areas

Activities Performance Indicators

Performance Targets during the Period

2014/15 2015/16 2016/17 2017/18 2018/19

To Conserve Catchment areas in the region ( Kerio , Suam /Turkwel, Lotikipi plain, Lake Turkana, lake Baringo/Bogoria and Suguta river basins )

Rehabilitation, Conservation and Protection of the catchments

Raising of assorted seedlings

5 million assorted fruit seedlings including temperate fruits raised

0.5m

1m

1.2m

1.5m

1.8m

6 million tree seedlings raised

1.2m 1.2m 1.2m 1.2m 1.2m

Planting and management of seedlings in partnership with other stakeholders

11 million Seedlings Planted

0.5m

1m

1.2m

1.5m

1.8m

-Raise giant bamboo seedlings

100,000 bamboo seedlings raised

20,000

20,000

20,000

20,000

20,000

Construction of electric fence around Cherangany watershed

50 km electric fence erected

-

5

10

15

20

Protection of riparian areas along river banks

10 km riparian areas along river banks protected

2

2

2

2

2

Promote farm forestry (woodlots establishment )

500 no. contact farmers engaged

100

100

100

100

100

Publicity and awareness campaigns Publicity

5 no. stakeholder meetings held

1

1

1

1

1

5 No. of advocacy initiatives on environment

1

1

1

1

1

25

Support mitigation measures on landslide prone areas, restoration and resettlement of victims with other stakeholders

400 No. of household resettled to suitable settlement

-

100

100

100

100

- Promote community alternative sources of livelihood

500 Beehives 100

100

100

100

100

-Promote Climate change adaptation and mitigation

Sensitize 500 no. farmers on carbon credit trading

100

100

100

100

100

To develop Water harvesting and storage facilities and increase per capita water storage

Improved water availability for irrigation, water supply and H.E.P generation

Construction of water pans/small dams

400 No. of water pans 80 80 80 80 80

50 small dams constructed

- 10 10 15 15

Drilling of boreholes 5 no. boreholes drilled

1 1 1 1 1

Construction of 9 no. multipurpose dams

3 no. dams (Arror, Kimwarer and Embobut) completed and 6 others

- 3 2 2 2

To develop water and irrigation infrastructure

Efficient water supply infrastructure for irrigation

Development of Irrigation infrastructure to support 55,180ha of land out of 300,028 ha.

19No. irrigation schemes developed

7No. (20,329ha)

3No (8,713ha)

3No. (8,713ha)

3No. (8,713ha)

3No. (8,713ha)

To map and exploit Mineral resources for economic utilization (marble and limestone)

Increase supply of building materials

Survey and delineate the potential sites

5No. of sites mapped and 5 no. survey reports

1 1 1 1 1

Construct and equip marble processing plants

3No. marble extraction and processing plant

- 1 - 1 1

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Strategic objective 2: To Spur Economic Development

Operational Objective

To promote crop and livestock production and also undertake value addition in the following areas:

Key Result Areas

Activities Performance Indicators

Performance Targets during the Period 2014/15

2015/16

2016/17

2017/18

2018/19

Facilitate

infrastructure and

technology transfer in

horticulture

production

Increase in income

levels

Production of

horticultural crops

4,500 fruits

produced

500 800 1,000 1,100 1,000

production of

vegetable crops

through green houses

600 tons of

vegetable crops

harvested

50 70 100 180 200

Processing of assorted fruits

1.5 million litres of juice

- - 0.3 m 0.5m 0.7m

Cereals and

pulses

production

-Improved food

security

Crop production Produce 6,000

tons of seed and

commercial cereals

400 600 1,200 1,800 2,000

Milling of cereals 2,000 tons of

cereals processed

- - 600 600 800

Seed crop

development

-Improve food

security and income

processing and

packaging of seed maize

4,000 tons seed

maize processed

400 600 1,000 1,000 1,000

processing and

packaging of pasture seed

10 tons of pasture

seed produced

1 1.5 2.0 2.5 3.0

Livestock

development

Improved livestock

breeds

Multiplication of

improved livestock breeds -cattle,goats

1,000 no breeding

stock reared

100 150 200 250 300

Establish artificial insemination

centres

5 no. insemination centres

established

1 1 1 1 1

Establish an abattoir and

tannery centre and

milk processing

1 no. abattoir established

- - 1 - -

1 no. tannery centre established

- - - 1 -

27

plant 1 no. milk

processing plant

- - 1 - -

Apiculture development

Production 20,000 modern beehives

25 35 40 45 145

Processing, Packaging and of

honey (350 tons)

50 60 70 80 90

Aquaculture

development

Introduce 1 million

fingerlings in fish

ponds and dams

0.2 m 0.2 m 0.2 m 0.2 m 0.2 m

Development of commercial

buildings

Improved revenue stream

Completion of KVDA plaza

southern wing

KVDA plaza southern wing

complete

1 - - - -

Construction of commercial

business centre in Nairobi

1 no. commercial business centre

developed

- 1 - - -

Promote

Tourism product

development

Increase tourism

accommodation/bed capacity

Develop new tourist

accommodation facilities

3 No. of tourist

facilities developed

- 1 1 - 1

Spearhead development of

tourist circuit in the

region

Promote the region as preferred tourist

destination jointly

with counties

5 no. of tourism forums

1 1 1 1 1

Develop H.E.P Energy

sources

Increased power supply to the

national grid

Construction of 3 no. power plants to

generate 125MW

Arror-60 MW - 1 - - -

Embobut-45MW - - 1 - -

Kimwarer-20MW - - 1 - -

Undertake mineral

resource exploitation

(marble and

limestone)

Increase supply of building materials

Construct and equip marble

/limestone processing plant

with strategic

partner (s)

1 no. extraction and processing

plant

- - 1 - -

Mango

seedling production

Support food

security

Raise 5 million

mango seedlings

1.5 1.5 1.5 0.5

28

Strategic objective 3: To Strengthen Regional Planning, Resource Mobilization and Institutional Capacity

Operational Objective

To Engage in Business Process Re-engineering (Institutional Development)

Key Result Areas

Activities Performance indicators

Performance Targets During the Period

2014/15 2015/16 2016/17 2017/18 2018/19

Empower staff and improve

work

environment for increased

productivity

Improve skills base

Capacity building

400 No. Staff trained on various courses

100 100 100 50 50

25 no. Stakeholder fora held

5 5 5 5 5

Improve

business processes

ISO

certification

Certification and

continuous improvement

- 1 -

Improves

work efficiency

ICT

programmes

5 No. Enterprise

Resource programmes installed

1 2 2 - -

Improves efficiency and

organizational

focus

Review organizational

structure to

align to the vision

1 no. structure implemented

1 - - - -

Enhances

employee retention

Review of

work processes

and culture

1 no. E-human resource

programme implemented

1 - - - -

Improve job

satisfaction

Improve the

work

environment

Procure 30NO.

workstations

10 20 - - -

Improve

employee

motivation

Implement

the score

card

Improve aggregate

performance index

weight from 3 to 2.

2.7 2.6 2.5 2.3 2.0

Improve

organizational integrity and

productivity

Review of

Governance and ethics

Introduce CCTV in the

organization

1 - - - -

Undertake Research,

Improved quality

Feasibility studies and

5 no. feasibility studies and surveys completed

1 1 1 1 1

29

development

& consultancy services

information,

technologies, products and

services

surveys

Innovations

and publications

5 no. innovations

developed and published

1 1 1 1 1

Geographical information

systems

Improved quality of

information

Digitization of the master

plan

1 no. IRDMP digitized - 1 - - -

Undertake detailed

studies on

mapped resources

2 no. resource maps completed

- 1 - 1 -

Establish data resource

centre

1 no. resource centre established

- 1 - - -

Undertake consultancy

services

20 no consultancies undertaken

2 3 4 5 6

Undertake Resource

mobilization and

partnership

initiatives

Improved access to

project funding

Prepare funding

Proposals

25 no. quality funding proposals

5 5 5 5 5

Identify and collaborate

with funding partners

10 no collaborations /partnerships

2 2 2 2 2

Organize and

participate Investment

conference

5no. conferences 1 1 1 1 1

Promote peaceful co-

existence among

communities

in collaboration

with counties

Enhance community

integration

-Spearhead peace and

conflict resolution

forums

-1 no. Regional leaders forum

-1 no. County specific forum

-1 no. National forum

1 1 1 - -

Establish conservancies

along the

borders

4 no. conservancy 1 1 1 1 -

30

Establish

inter community

development

projects

2 no. development

projects completed

- 1 1 - -

-Inter and

intra communal

relations

through sports

/cultural events in

partnership

with other stakeholders

5 no. events 1 1 1 1 1

31

CHAPTER FIVE: BUDGET

5.1 Indicative Budget

Below is the budget of activities to be undertaken during the period;

Strategic objective 1:To promote sustainable Environment and Natural Resource Management

Operational

Objective

Key

Result Areas

Activities Performance

indicators

Projected Budgetary Requirement in Kshs (million) Sourc

e of funds

Respo

nsibility

2014/

15

2015/

16

2016/

17

2017/

18

2018/

19

Total

To Conserve

Catchment

areas in the region (Kerio

river, Suam /Turkwel,

Lotikipi plain,

Lake Turkana, lake

Baringo/Bogoria and Suguta

river)

Conservati

on and

Protection of the

catchments

Raising of

assorted

seedlings

5 million

assorted fruit

seedlings Raised including

temperate fruit

40

40

40

40

40

200

GOK

KVDA

6 million tree seedlings raised

9

9

9

9

9

45

GOK

Planting and management of

seedlings in partnership with

other stakeholders

11 million Seedlings

Planted

3 7.5 7.5 6 6 30 GOK KVDA, KFS ,

CGs, ,KWTA,

CBOs

-Raise giant

bamboo seedlings

100,000 bamboo

seedlings raised

1 1.1 1.2 1.3 1.4 6 GOK KVDA

Construction of

electric fence around

Cherangany

watershed

500 km electric

fence erected

0 150 300 450 600 1500 GOK/

donors

KVDA/

KFS, CGs,

KWS,C

BOs

Protection of

riparian areas along river banks

10 km riparian

areas along river banks protected

0.5 0.55 0.6 0.65 0.7 3 GOK KVDA/

KFS, CGs,

32

e.g Chebaria and

Cheptongei areas

CBOs,

KWTA

Promote farm

forestry

(woodlots establishment )

500 No. contact

farmers engaged

0.7 0.75 0.8 0.85 0.9 4 GOK KVDA/

KFS,

CGs, ,CBOs

Publicity and awareness

campaigns

Publicity

5 No. stakeholder

meetings held

1 1 1 1 1 5 GOK KVDA/ KFS,

CGs,

,CBOs

5 No. of

advocacy

initiatives on environment

1 2 3 4 5 15 GOK KVDA/

KFS,

CGs, CBOs

Support mitigation

measures on

landslide prone areas, restoration

and resettlement of victims with

other

stakeholders

400 No. of household

resettled to

suitable settlement

0 40 42 45 48 175 GOK/ donor

s

KVDA/ KFS,

CGs,

NGOs

- Promote

community alternative

sources of

livelihoods

500 Beehives 0.5 0.6 0.7 0.8 0.9 3.5 GOK KVDA/

KFS, CGs,

CBOs

-Promote Climate

change

adaptation and mitigation

Sensitize 500

no. farmers on

carbon credit trading

0.9 0.91 0.92 0.93 0.94 4.6 GOK KVDA/

KFS,

CGs, NGOs

To develop Water

harvesting and

storage

Improved water

availability

for

Construction of water pans/small

dams

400 No. of water pans

400 410 420 430 440 2,100 GOK/ donor

s

KVDA/NYS,

RVWSB

, CGs,

33

facilities to

store 8M3 of water

irrigation

and, water supply

50 small dams

constructed

- 500 500 750 750 2500 GOK/

donors

KVDA

Drilling of

boreholes

5 No. boreholes

drilled

2.5 2.6 2.7 2.8 2.9 13.5 GOK KVDA,

RVWSB,CGs

Construction of

dams

9No. dams

constructed

200 200 200 250 - 850 GOK KVDA

To develop

water and

irrigation infrastructure

Efficient

water

supply and

infrastructure for

irrigation

Development of

Irrigation

infrastructure to support 55,180

ha of land.

19no. irrigation

schemes

developed

311 20,422 20,422 20,422 20,423 82,000 GOK/

donor

s/ PPPs

KVDA/

NIB,

CGs

To map and exploit Mineral

resources for economic

utilization

(marble and limestone)

Increase supply of

building material

Survey and delineate the

potential sites

5 No. of sites mapped and 5

no. survey reports

1 1 1 1 1 5 GOK/ Donor

KVDA

Cause

construction of marble

processing plant

1 no. marble

processing plant

0.2 0.3 0.7 1 1.2 3.4 GOK/

Donor

KVDA

Sub-Total 972.3 21,789 21,953 22,416 22,332 89,463

34

Strategic objective 2. To spur Economic development

Operational

Objective

Key Result

Areas

Activities Performan

ce indicators

Projected Budgetary Requirement in Kshs

(millions)

Source

of Funds

Responsib

ility

To promote crop and livestock production and value

addition in the following areas:

2014/

15

2015/

16

2016/

17

2017/

18

2018/

19

Total

Horticulture

production

-Increase in

income levels

- Production

of horticultural

crops

4,500 tons of

fruits produced

6.5 7 3 5 6 27.5 GOK KVDA/CBOs

/ Farmers

-production of vegetable

crops

through green

houses

600 tons of vegetable

crops

harvested

0.6 1 1.5 2 2.5 7.6 GOK KVDA

Processing of assorted

fruits

1.5 million litres of juice

0 0 77 30 35 142 GOK/ Donor

KVDA

Cereals and

pulses

production

-Improved

food

security

Crop

production

Produce

6,000 tons of

seed & commercial

cereals

3 7 12 14 16 52 GOK KVDA/KALR

O, farmer

-Milling of cereals

2,000 tons of cereals

processed

0 0 10 20 21 51 GOK/ Donor

KVDA

Seed crop

development

-Improve

food security

and income

-processing

& packaging

of seed maize

4,000 tons

seed maize

processed

7 9.8 12 12.5 13 54.3 GOK/

Donor

KVDA

processing

& packaging of pasture

seed

10 tons of

pasture seed produced

0.5 0.8 1 1.5 1.8 5.6 GOK KVDA/CBOs

, farmers

Livestock

development

Improved

livestock

Multiplication

of improved

1,000 No

breeding

4 6 7 8.5 9 34.5 GOK KVDA,

Farmers

35

breeds livestock

breeds (cattle,

goats)

stock reared

Establish artificial

insemination centres

5 No. insemination

centres established

0.8 1 1 1.2 1.3 5.3 GOK KVDA

Establish an

abattoir and tannery

centre and

milk processing

plant

1 No.

abattoir established

0 0 20 10 2 32 GOK/don

or

KVDA

1 No.

tannery centre

established

0 0 0 10 13 23 GOK/don

or

KVDA

1 No. milk processing

plant

0 0 30 5 10 45 GOK/donor

KVDA

Apiculture development

Production of modern

beehives (20,000 No.)

20 7 9 11 13 60 GOK KVDA

Processing

and Packaging

and of honey (350 tons)

20 12 13 14 15 74 GOK KVDA

Aquaculture

development

Introduce 1

million fingerlings in

fish ponds and dams

1.5 4 4.5 5 5.5 20.5 GOK KVDA,

KALRO

Development

of commercial

buildings

Improved

revenue stream

Completion

of KVDA plaza

southern

wing

KVDA plaza

southern wing

complete

0 460 50 50 50 610 GOK/

Loan

KVDA

36

Construction

of commercial

business

centre in Nairobi

1 No.

commercial business

centre

developed

5 2000 3600 600 600 6,805 GOK/

Donor/PPP

KVDA

Promote Tourism

product

development

Increase tourism

accommodati

on/bed capacity

Develop new tourist

accommodat

ion facilities

3 No. of tourist

facilities

developed

0 10 50 2 80 142 GOK/ Donor

KVDA

Spearhead

development of tourist

circuit in the region

Promote the

region as preferred

tourist destination

jointly with counties

5 no. of

tourism forums

0.5 0.6 0.7 0.8 0.9 3.5 GOK KVDA,

Private Sector

Develop

H.E.P Energy sources

Increased

power supply to the

national grid

Construction

of 3 no. power plants

to generate

125 MW

Arror-60 MW 0 1,000 8,000 10,000 7,300 26,300 GOK/don

or/PPP

KVDA, CGs

Embobut-

45MW

0 0 5,000 17,000 500 22,500

Kimwarer-

20MW

0 0 5,000 9,500 500 15,000

Undertake mineral

resource exploitation

(marble and

limestone)

Increase supply of

building materials

Cause construction

and equip marble/limes

tone

processing plant with

strategic partner (s)

1 no. processing

plant

5 150 275 20 20 470 GOK/donor

KVDA,CGs

Sub- total 74.4 3,676 22,177 37,323 9,215 72,465

37

Strategic Objective 3: To strengthen Regional planning, Resource Mobilization and Institutional Capacity

Operational Objective

Key Result Areas

Activities Performance indicators

Projected Budgetary Requirement in Kshs (millions)

Source of funds

Responsibility

2014/15 2015/16 2016/1

7

2017/18 2018/1

9

Total

Engage in business

process re-

engineering (institutional

development)

Improve skills

inventory

Capacity building

400 No. Staff trained

on various

courses

1 1.2 1.4 1.6 1.8 7 GOK KVDA

25 no.

Stakeholder

fora held

1 1.1 1.2 1.3 1.4 6 GOK KVDA, CGs

Improve

business processe

s

ISO

certification

Certification

& continuous

improvemen

t

2 1.5 0.1 .02 .03 3.65 GOK KVDA

Improve

work

efficiency

ICT

programmes

5 No.

Enterprise

Resource programmes

installed

1 4 4.5 5 5.5 20 GOK KVDA

Improve

efficiency

and organizat

ional focus

Review

organizationa

l structure to align to the

vision

1 no.

structure

implemented

1.2 0 0 0 0 1.2 GOK KVDA

Enhance

employee

retention

Review of

work processes

and culture

1 no. E-

human resource

programme implemente

d

4.0 0.2 0.5 0.5 0.5 5.7 GOK KVDA

Improve Improve the Migration 0.1 0.15 0.2 0.25 0.3 1 GOK KVDA

38

job

satisfaction

work

environment

from old to

new work station by

implementin

g 30No. stations

Improve employe

e

motivation

Implement the score

card

Improve aggregate

performance

index weight 3 to 2.

2.1 2.6 2.5 2.3 2.0 11.5 GOK KVDA

Improve

organizational

integrity and

productivity

Review of

Governance and ethics

Introduce

CCTV technology

in the organization

5.5 0.1 0.15 0.2 0.25 6.2 GOK KVDA

Undertake

Research, development

and

consultancy services

Improve

d quality

informati

on, technolo

gies, products

and services

Undertake

Feasibility studies and

surveys

5 no.

feasibility studies and

surveys

completed

1.5 5.6 6.7 7.8 1.9 23.5 GOK KVDA

Innovations

and publications

5 no.

innovations developed

and

published

0.5 0.5 0.6 0.7 0.8 3.1 GOK KVDA

Geographical

information

systems

Improve

d quality

of informati

on

Digitization

of the master

plan

1 no. IRDMP

digitized

0 10 1 0.5 0.5 12 GOK KVDA

Undertake

detailed

studies on mapped

resources

2 no.

resource

maps completed

0 5 0 5.7 0 10.7 GOK KVDA

Establish

data resource

centre

1 no.

resource

centre

0 5 0.1 0.2 0.3 5.6 GOK KVDA

39

established

Undertake consultancy

services

20 no consultancie

s undertaken

0.5 2 1.5 2 2.5 8.5 GOK KVDA

Undertake

Resource mobilization

and

partnership initiatives

Improve

d access to

project

funding

Prepare

funding Proposals

25 no.

quality funding

proposals

1 1 1 1.5 2 6.5 GOK KVDA

Identify and collaborate

with funding partners

10 no collaboration

s /partnership

0.2 0.25 0.3 0.35 0.4 1.5 GOK KVDA

Organize and

participate Investment

conference

5no.

conferences

1 1.5 0 5 0 7.5 GOK/

Donors

KVDA/CGs

Promote peaceful co-

existence among

communities

in collaboration

with counties

Enhance communi

ty integrati

on

-Spearhead peace and

conflict resolution

forums

-1 no. Regional

leaders forum

-1 no.

County specific

forum -1 no.

National

forum

0 0.5 0 1 1.5 3 GOK KVDA, CGs, CBOs

Establish

conservancies along the

borders

4No.

conservancies

20 20 30 30 35 135 GOK/

Donors

KVDA,

CBOS, CGs, KWS

Establish inter

community

development projects

2 no. developmen

t projects

completed

0 50 60 0.3 0.5 110.8 GOK/ Donors

KVDA, CGs, CBOs

40

-Inter and

intra communal

relations

through sports

/cultural events in

partnership with other

stakeholders

5 no. events 1 1.1 1.2 1.3 1.5 6.1 GOK KVDA, CGs,

CBOs

Sub-total 43.6 113.3 113 67.5 58.7 396.1

GRAND –TOTAL 1,090 25,579 44,243 59,806 31,606 162,324

41

5.2 Financing Plan The total budget for this Strategic Plan is KShs 162 billion which will be sourced mainly from GoK’s budgetary allocations,

Development partners, public private partnerships, external grants, internally generated funds, sponsorship, donations and

donors. County Governments are also expected to take up some of the flagship projects

5.3 Resource Mobilization Strategies

For successful implementation of this strategy adequate sources of funds are required. The following strategies will be used to

raise funds for effective project implementation;

a) Government Grants

The Government is the leading financier of the Authority’s budget. The Strategic Plan, has identified some of the Vision 2030

flagship projects which will attract high level funding from both Government and Development partners.

b) Income Generation Activities (IGAs)

The Strategic Plan identified investments in energy, tourism, beekeeping, and real estate investments to increase revenue base.

An upward improvement of IGAs will enable KVDA to finance its operations and contribute to the exchequer in the long run.

c) Development Partners

KVDA will develop attractive and bankable proposals that meet development partner’s requirements and/or expectations. Further,

it will enhance collaborations and linkages to access financial and other resources.

d) Public Private Partnerships (PPPs)

The Authority will explore PPPs arrangement to attract a wide a wide range of both local and International investors. PPPs

include arrangements such as Build, Own, Operate (BOO), Build Own, Operate and Transfer (BOOT), and Build Own Transfer

(BOT), Build, Transfer, Operate (BTO), Design, Build, Finance ,`Operate (DBFO), Rehabilitate, Operate and Transfer (ROT), and

Concessions.

42

e) Asset financing

The Authority will use it assets as collateral to access loans to finance specific projects.

f) Special Economic Zones (SEZs)

The Authority will identify strategic locations in its area of jurisdiction and liaise with EPZA for gazettement and marketing to

attract both local and foreign investors.

g) Special Projects Funds

KVDA will negotiate for Special projects funds to mitigate against adverse effects of social economic shocks as a result of natural

calamities such as droughts and floods among others.

h) Environmental Conservation Resources

The Authority will generate revenues from greening technologies such as carbon credit and climate change global adaptation

funds aimed at environment conservation.

j) Fees and donations

KVDA will levy fees on water usage to improve its incomes. The will also seek donations from willing partners to support specific

programmes.

Other Sustainability Strategies

In addition to the above mentioned strategy, the authority will strengthen its capacity by progressing the following:-

(i) Review of Legal and policy frameworks.

(ii) Reorganize Human resources management.

(iii) Prudent Asset and financial management.

(iv) Adapt new Technology and innovation.

(v) Develop linkages and networks.

43

5.4 Risk Management

In implementing the strategy the Authority will mitigate risks as shown in the table below.

Risk area Description Likelihood (H,M,L)

Impact of risk (H,M,L)

Mitigation

Organizational High staff turnover M H Staff motivation

Low staff morale H M Merit recruitment and promotion

Low skills and poor succession management

H H Capacity building

Financial Corruption M M Strengthen disciplinary mechanism

Accounting for funds L H Frequent audit

Budget cuts and low funding H H Monitoring budget implementation

Inflation of project costs M H Capacity building on Project planning and implementation

Technological Inferior technology M M Acquisition of new technology

Low adoption level M M Skills development

Operational Budget reallocation H L Adherence to fiscal discipline and budget principles

Bureaucracy/process flaws H M Implement service charter and ISO Certification, SOPs

Policy/ Structural changes

Policy reversals L H Strengthen adherence to policy implementation

Reorganization of Government H L Review of the KVDA Act in line with the Constitution

Conservative institutional culture

H M Motivational seminars on change management

Social,cultural and political

Political interference M M Community empowerment and sensitization

Cultural and Resource based conflicts

M H Stakeholders participation

Disaster Drought Floods Famine

H H Early warning systems Sensitization on disaster preparedness

44

Chapter Six: MONITORING, EVALUATION AND REPORTING (M,E&R)

6.1 Monitoring and Evaluation Framework

Monitoring, Evaluation and Reporting will be undertaken at project, Management and Board levels. There will be weekly, monthly

and quarterly reports from the ME&R Committee/s to correct variances as they occur. The Authority will establish a monitoring

and evaluation office to improve the reporting and feedback.

6.2 ME&R Indicators

Indicators will be based on activities, targets, outputs and outcomes of development projects/programmes outlined in the

implementation matrix of the Strategic Plan

6.3 Monitoring, Evaluation and Reporting Model

ME&R process will be carried

out at all stages of project

development as illustrated in

the model below.

45

LIST OF ANNEXES:

Annex 1: Schedule of Irrigation Projects

Site(Scheme) Developed /ongoing

(existing) (Ha)

Planned (Ha.) Additional Potential

Irrigable Areas (Ha)

Arror 160 2500 8,190

Tot/Kolowa/Embobut 118 1500 5000

Ptokou/Sangat 320 - -

Marich /Sikarorot 100 1000 -

Weiwei River Basin 600 - 300

Cherangany Irrigation - 300 1000

Kawalathe Irrigation - 400 500

Loyapat 75 100 -

Turkwel downstream - 26,900 3,100

Kimwarer Irrigation - 300 200

Lomut Irrigation - 300 550

Todonyang Irrigation - 20,000 5000

Kipkukutia/Endao - 600 -

Oke Kipsaa - 1080 -

Lorrogi - 200 250

Nemerit - - 2000

Embomon - - 1500

Embo olot - - 1000

Emsoo - - 400

Emyaat/Kiplus - - 150

Chesegon - - 500

46

Mogil - - 1000

Chesongoch - - 1000

Nauwia(Tunyo) - - 1000

Torok - - 1000

Tunyo - - 1000

Kakuma Irrigation - - 700

Kalemngorok Irrigation - - 300

Tuum Irrigation - - 250

Waseges - - 470

Chebuskek - - 480

Chebaran/Kimose - - 650

Yeptos/Kimeren - - 350

Sirwe/Sabor/Kimao - - 220

Sook/Enopugh Mtelo - - 100

Ngelecha/Sinoni - - 460

Yatya/Sibilo - - 300

Chemariat/Kimoriot - - 375

Sirwon/Katuya/Amaya - - 210

Kalewa/Kamar/Lokiri - - 470

Lotikipi plains aquifer - - 203,500

Sub Total 1,373 55,180 243,475

GRAND TOTAL 300,028

47

Annex 2: Region’s Facts Sheet

Characteristic Description

Location Located in the North West region of Kenya between latitudes 00 10 South and 100 30 North; and

longitude 340 and 370 East. Its operational area includes the Counties of Baringo, Elgeyo-Marakwet,

West Pokot, Turkana, Samburu and Nakuru.

Area 107,759.18 sq km representing 18.3% of Kenya’s landmass. 80% of the area is arid and semi-arid. The

area is bounded by the drainage basins of Turkwel and Kerio rivers which drain into lake Turkana. Other

drainage basins include: - Lake Baringo, Lake Bogoria, Suguta – Lake Lotikipi and Tarach – Lotikipi.

Economic Activities Major economic activity in the region is agro-pastoralism. Other key economic activities include, mining,

irrigated agriculture especially in Kerio and Perkerra valley, fishing in inland lakes of Turkana, Baringo,

and Turkwel reservoir, retail trade in the main trading centres

Population 2,952,556 (rural 2,583,486 and urban 369,070)

Poverty Index 73.57%

Topography Altitude ranges between 300m – 3,500m above the sea level

Climate Approximately 80% arid and semi arid with temperatures ranging from 100 to 400C. Mean annual rainfall ranges from 1000 mm for the highlands and between 200 mm to 800 mm for the dry low lands. long rain season between April – July and short rains between September – November.

Soils Deep, fertile alluvial soils which range from clay to loam

Infrastructure The region is served by Eldoret International Airport located 314 km west of Nairobi City. The road

network is accessible and is linked to Nairobi and Mombasa by the great North road. The region has a

total of 13,223 km of road with only 1,265km being tarmac.

Telecommunication Telecommunication services are available in the region especially with advances in GSM technology. The use of ICT has increased.

Energy Hydro electric power is available and there is potential for further development. Other potential sources

of energy include wood-fuel, geothermal, solar and wind energy.

Financial Services Private financial institutions in the region are numerous and fairly well distributed within the major towns.

Health Services The region has several well equipped medical facilities.

Source: IRDMP 2013-2033

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Annex 3: Strategic Plan Priority Areas

The Strategic Plan has identified key priority projects which will is expected to propel the Authority into the profitability and

enhance its assets base and create necessary revenue for sustainability. The following projects will be prioritized and given

necessary support towards that end.

Areas

i. Agricultural projects

ii. Commercial Buildings

iii. Mango Processing plant

iv. Heavy machinery and hire services

v. Catchment Conservation Programme

vi. Tourism Development

vii. Hydropower Development

viii. Marble Quarrying and Processing

The table below gives a summary of the estimates of revenues and expenditures during implementation.

Annex 4: Project Revenue Estimates and Expenditure

Project Activity Estimated Revenue and Project cost (Kshs Millions) in five years

2014/15 2015/16 2016/17 2017/18 2018/19 Total

Honey processing

and beehive

production

Beehive production (30,000),

Honey purchase and processing

(500 tons)

Expected

Revenue 35.7 41.05 46.4 51.75 57.1 232

Estimated Cost 19 19.4 22.1 24.8 27.6 112.9

Crop production

Production of 1,200 tons of

seed cereals, tomatoes and

pulses

Revenue 17 21 24 28 30 120

Cost

8.3 10 11 13 14

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Mango Processing

plant

Purchase and installation of

mango processing plant (1 No.)

Revenue 0 0 36 60 84 180

Cost 24.3 1.5 2 2.5 3 33

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Commercial

Buildings

Construction of KVDA Southern

Wing

Revenue 0 50 60 60 60 2300

Cost 100 300 0 0 0 400

Nairobi commercial building Revenue 0 0 0 0 2000 2,000

Cost 0 2000 2000 1000 0 5,000

Purchase of

machinery and hire

services

Purchase of Dozzer (2 no.) and

2 shovels

Revenue 0 8 18 22 24 72

Cost 2 35 35 30 30 132

Catchment

Conservation

Programme

Tree seedling production (6m

no.)

Revenue 12 14 16 18 20 80

Cost 6 7 8 9 10 40

Mango seedlings

production

Mango seedling production (5m

no.)

Revenue 40 48 56 64 72 280

Cost 5 6 7 8 9 35

Tourism

Development

Development of tourist facilities

(3 No.)-Lodwar, Arror &

Turkwel

Revenue 0 1.5 2 10 15 28

Cost 4 40 0 0 0 44

Hydropower

development

Arror H.E.P (60MW Revenue 0 0 0 0 500 500

Cost 2 2 10,004 10,006 6308 26322

Marble quarrying

and processing

Construct and equip

marble/limestone processing

plant with strategic partner (s)

Revenue 0 0 0 0 100 100

Cost 2 2 204 150 5 363

Total expected revenue in five years translates to Kshs 709.5 million. Funds to be mobilized through PPPs, Loans etc. amount to

Ksh, 31.6 bn.( Arror H.E.P. 25.822bn, Nairobi commercial building 5bn and KVDA Plaza southern wing 0.4bn, marble factory

0.375bn)

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Annex 4: KVDA Organization Structure

BOARD OF DIRECTORS

MANAGING DIRECTOR/CHIEF EXECUTIVE OFFICER

(KV 1)

HEAD OF DEPT - LEGAL & CORPORATE SECRETARIAT

(KV3)

DIRECTOR, TECHNICAL SERVICES

(KV2)

DIRECTOR, BUSINESS DEVELOPMENT

& STRATEGY (KV2)

DIRECTOR, SUPPORT

SERVICES (KV2)

HEAD OF DEPT, AUDIT & RISK

DEPARTMENT (KV3)

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Annex 5: KVDA STRATEGY MAP 2014- 2018

Vision: To be a leading River Basin partner in integrated and sustainable economic development

Mission: To deliver sustainable business solutions in Regional development through prudent management of resources for

economic prosperity of the people.

Core Values: Integrity, Respectful, Accountability, Teamwork, Creativity, Innovation and Customer focus.

Promote sustainable Strengthen Regional planning, Strategic Objectives Environment and Natural Spur Economic Development Resource Mobilization and

Resources Capacity Building Beneficiaries: Ensure generation, Create an enabling Raise the profile of KVDA What must we achieve dissemination & utilization environment for SME’ growth for our Stakeholders? of evidence based benefits growth amongst all stakeholders Internal Processes Promote Strategic Business re-engineering Develop standard Operating What must we excel at? Research and Development procedures Learning and Growth Monitoring, evaluation Enhance communication Organization and Institutional Where must KVDA reporting and learning and marketing development invest? Resource: How to Develop internal resources Diversify funding base Engage development partners adequately resource

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PICTORIALS OF KVDA ACTIVITIES

Tree Planting at Cherangany Watershed by KVDA

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Managing Director Kerio Valley Development Authority

KVDA Plaza P.O. Box 2660 30100

Eldoret, Kenya Tel: 053 20 63361/2

Email: info@kvda.go.ke

Website: www.kvda.go.ke