Suna West Strategic Plan

Suna West Constituency Development Fund

Republic of Kenya

SUNA WEST CONSTITUENCY NATIONAL GOVERMENT CONSTITUENCY DEVELOPMENT FUND

STRATEGIC PLAN

2018 - 2023

Maendeleo kwa wote NG-CDF Strategic Plan 2018/23

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Suna West Constituency Development Fund

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NG-CDF Strategic Plan 2018/23

Suna West Constituency Development Fund

Republic of Kenya

SUNA WEST CONSTITUENCY NATIONAL GOVERMENT CONSTITUENCY DEVELOPMENT FUND

STRATEGIC PLAN 2018 - 2023

© 2018

Suna West Constituency Development Fund is ISO 9001:2008 Certified NG-CDF Strategic Plan 2018/23

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OUR VISION To be an exemplary constituency in utilization of National Government Constituency Development Fund for socioeconomic development at the grassroot level.

OUR MISSION To provide transformative leadership and close oversight for effective and efficient planning, implementation and monitoring of projects funded by NG-CDFs in Suna West Constituency.

OUR CORE VALUES Commitment and teamwork Advocacy for Constituents Participation and involvement Transparency and Accountability Professionalism and integrity Neutrality and objectivity Timeliness and excellence

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MEMBERS OF THE NATIONAL GOVERNMENT CONSTITUENCY DEVELOPMENT FUND COMMITTEE

Evans Okinyi Osuta Chairperson

Kalice Omollo Onduru Member - Male Youth Representative

Jackline Kasuku Secretary

Anyango

Jaoko Tobias Demba Member - Male Adult Representative

James Marienga Member - Nominee of the Constituency Office.

Elizabeth Oluoch Kiyeye Member Female Adult Representative

Philip Ogwari Mwabe Member - Nominee of the Constituency Office

Eunice Anyango Chialo Member Representative of PWD

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ACRONYMS AND ABREVIATIONS

AGPO

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Access to Government Procurement Opportunities

AU

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African Union

CBOs

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Community Based Organizations

CDF

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Constituency Development Fund

CDFC

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Constituency Development Fund Committee

COC

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Constituency oversight Committee

DCC

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Deputy County Commissioner

ECD

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Early Childhood Development

FBOs

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Faith Based Organizations

IEBC

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Independent Electoral and Boundaries Commission

IGAD

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Inter-Governmental Authority on Development

KERRA

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Kenya Rural Roads Authority

KURA

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Kenya Urban Roads Authority

M&E

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Monitoring and Evaluation

MDG

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Millennium Development Goals

MTP

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National Medium-Term Plans

NG-CDF

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National Government Constituency Development Fund

NIMES

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National Integrated Monitoring and Evaluation System

OA

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Organization Assessment

OD

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Organization Development

PBO

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Public Benefits Organization

PESTEL

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Political, Economic, Social, Technology, Environment

and Legal PMC

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Project Management Committee

PWD

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Persons with Disability

RBM

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Result Based Management

SDGs

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Sustainable Development Goals

SDP

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Strategic Development Plan

SWC

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Suna West Constituency

SWOT

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Strengths, Weaknesses, Opportunities and Threats

UNGA

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United Nations General Assembly

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TABLE OF CONTENTS ACRONYMS AND ABREVIATIONS vi STATEMENT FROM x THE MEMBER OF PARLIAMENT x FOREWORD xi CHAPTER ONE: INTRODUCTION AND BACKGROUND 1 1.1.

Introduction 1 1.2.

Background Information of Suna West Constituency

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1.2.1.

Historical Background 2 1.2.2.

The Geography 3 1.2.3.

The Population 3 1.2.4.

The Economic Activities 4 1.2.5.

The Transport 4 1.2.6.

Administrative Units 5 1.2.7.

Political Units 6 1.3.

Composition of the National Government Constituency

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Development Fund Committee 1.4.

Composition of the Constituency Oversight Committee

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1.5.

Rationale for the Strategic Plan

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1.6.

The Strategic Plan Methodology 9 1.5.1.

Approach 9 1.5.2. Organization of the Strategic Plan

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CHAPTER TWO: LINKAGE WITH THE KENYAN DEVELOPMENT

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STRATEGIC AGENDA 2. 1.

Introduction 11 2. 2. The Kenya Vision 2030 and the Medium Plan 2018-2022 11 2.2.1.

Foundation / Enablers 11 2.2.2.

Economic pillar 12 2.2.3.

Social pillar 12 2.2.4.

Political pillar 12 2. 3. National /Regional and Global Initiatives

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2. 4.

Kenya Development Agenda 13

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CHAPTER THREE: SITUATION ANALYSIS 14 3.1.

Performance of the CDF Committee (2017 - 2018)

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3.2.1.

Education Sector 15 3.2.2.

Security Sector 16 3.2.3.

Sports 17 3.2.4.

Emergency 17 3.2.

Challenges Faced During the Implementation of the

Previous Plan

3.3.

Lessons Learnt from the Previous Plan Implementation

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3.4.

SWOT Analysis 19 3.5.

PESTEL Analysis 21 3.6.

Stakeholder Analysis 23 CHAPTER FOUR: STRATEGIC MODEL 26 4.1.

Introduction 26 4.2.

Vision, Mission and Core Values

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4.3.

Strategic Issues, Strategic Objectives and Strategies

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CHAPTER FIVE: IMPLEMENTATION, MONITORING & EVALUATION

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5. 1.

Introduction 29 5. 2.

Structure of the Committee 29 5.2.1. The NG-CDF Committee 29 5.2.2. The Constituency Oversight Committee

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5.2.3. Project Management Committees (PMCs)

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5.2.4. Staff of the Constituency Committee

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5. 3.

Resource Mobilization 31 5. 4.

Monitoring and Evaluation 31 APPENDICES 33 Appendix 1: Implementation Plan 34 Appendix 2: Suna West NG-CDF: Primary School Projects

Implementation Status Report as at August 2018

Appendix 3: Suna West NG-CDF: Secondary School Projects

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Implementation Status Report as at August 2018

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List of Tables Table 1 :

List of Members of Parliament for Migori Constituency

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Since Independence.

Table 2 :

Administrative Units of Suna West Constituency

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Table 3 :

NG-CDF Committee Members

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Table 4 :

Constituency Oversight Committee Members

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Table 5 : SWOT Analysis 20 Table 6 : PESTEL Analysis 21 Table 7 : Stakeholder Analysis 23 Table 8 :

Strategic Issues, strategic objectives and Strategies

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List Of Plates Plate 1 :

Suna West Constituency: Oruba Ward from

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Google Maps Plate 2 :

NG-CDF Committee Members

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Plate 3 :

Hon Masara Issuing Cheques to beneficiaries 2018

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Plate 4 :

Classroom Constructed at Senior Chief Baraza

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Primary School by NG-CDF 2018

Plate 5 :

Education-Teachers Residential House at Migori

Township Secondary School

Plate 5 :

Hon. Peter Masara at A Motivational Talk

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Plate 7 :

Piny Oyie DCC Office Constructed by CDF 2018

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Plate 8 :

Piny Oyie Police Station Constructed by NG-CDF

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Plate 9 :

The Newly Constructed Ngochone Anti-Stock Theft Unit

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Plate 10:

Wananchi Spectating the Constituency Tournament at

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Migori Primary Sports Ground

Plate 11:

Water Project at St. Erin Raha Secondary School.

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Plate 11:

Hon. Masara presenting awards during Constituency

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Tournament Plate 10:

Hon. Peter Masara Awarding Trophy to Nyamome FC

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Aug. 2018 Plate 14:

Hon. Peter Masara Planting Tree at Giribe Dispensary.

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STATEMENT FROM THE MEMBER OF PARLIAMENT The National Government Constituency Development Fund, since its establishment, has played a positive contribution towards securing equitable socio-economic development at the grassroots’ level across our beloved country. This devolved fund in Kenya is enabling the Wananchi to actively participate in identifying, prioritizing, implementing and overseeing their development initiatives in every constituency within the nation.

As the current Member of Parliament of Suna West Constituency, I highly appreciate the establishment of this Fund. In short span of eight month since the last national elections, it has greatly impacted my constituency. For instance, in the area security, through the Fund, we constructed a number of security facilities including the subcounty offices, police station, anti-stock theft units. Suna West Constituency can now be proud of their modern Deputy County Commissioners Office, NG-CDF Office, new Police Station at Piny Oyie Sub –County Headquarters. This will go a long way in improving security given than we border other communities and our neighboring country, Tanzania.

This is just a beginning, since education facilities and infrastructure for both primary and secondary schools need to be improved in the next five years as our Constituency has a high illiteracy levels in the country. Furthermore, in the last eight months we have promoted sports in the Constituency.

The NG – CDF Committee have prudently applied the Fund through grassroot involvement and stringent monitoring and evaluation measures. I, therefore, call upon all constituents of Suna West, including all the stakeholders, to rally behind the Committee in facing our challenges head-on, as we prudently use the limited funding availed to us by our National Government through the CDF.

Hon. Peter Francis Masara MP, Suna West Constituency x

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FOREWORD

It is our joy as the Suna West Constituency NG-CDF Committee to present to you the first ever strategic plan for our constituency, the Suna West Constituency NG-CDF Strategic Plan 2018- 2023. The Plan will spearhead our social development for the next five years. In this Plan, our vision, mission, objectives, strategies, expected outcomes and proposed activities are clearly spelt out.

Our strategic direction is aligned with the Kenya Vision 2030 and the government agenda. Our National Government’s major focus is to ensure that the lives of the Wananchi are continuously improved so as to attain better standards of living. This can only be realized through social projects’ identification, prioritization, implementation oversight and focusing on our key issues.

This Strategic Plan underscores our strategic issues, strategic objectives, strategies, expected out comes and the planned activities. Consequently, in the next five years, all our annual project proposals and source mobilization will be aligned to this Plan. Our management structure comprising the NG- CDF Committee, the Funds Staff and various Project Management Committees, with the guidance of Constituency Oversight Committee led by our Honourable Member of Parliament, will ensure the implementation of the projects to benefit all the residents of Suna West Constituency.

The NG-CDF Committee, under my captainship, are committed to ensuring that there will be equitable allocation of resources, teamwork, and transparency and accountability in the utilization of the Fund in the constituency.

We therefore call upon all the residents of Suna west Constituency, all key stakeholders including both state and the non- state agencies to partner with us in this noble course of serving all the constituents of Suna West Constituency.

We, as a committee, in ensuring the success of this Plan, will work closely with all the Public Benefit Organizations (that is NGOs, Community Based Organizations, Faith -Based-Organizations and other), the Migori County Government, various financial institutions, and all Wananchi. All are welcome on board!

Chairman - Constituency Development Fund Committee NG-CDF Strategic Plan 2018/23

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ACKNOWLEDGMENT We register our sincere gratitude to all those who, on one way or another, were involved in the development of this Strategic Plan. Foremost, our thanksgiving goes to the Almighty God for empowering us comes up with clear roadmap for enhancing the lives of our all the residents of our constituency.

Secondly, we appreciate our Member of Parliament (MP), Hon. Peter Francis Masara, for his vision and transformative leadership for the people of Suna West Constituency. His vision, focused leadership and commitment towards the transformation the lives of his constituents will be a motivation towards the realization of all strategic objectives spelled out in this Strategic Plan.

Thirdly, the Wananchi, the constituents of Suna West Constituency, played a pivotal role by contributing great ideas captured in this Plan. Their participation, commitment, and insights are therefore highly appreciated. Their contribution will play a great role in the transformation of their own lives.

Fourthly, we acknowledge the input of all the government officials in both our County and our constituency for ensuring that all the information was needed were availed to us for the formulation of this Plan.

Fifthly, we recognize all the professionals, including teachers, church ministers, business fraternity and all stakeholders in every sector, who provided better insight on how Suna West Constituency can become one of the best constituencies in Kenya. Their suggestions, including challenges, expectations and strategies to enable make better use of every available opportunity in bettering the lives of all the members of this great Constituency, will be vital in this Plan.

Finally, we wish to express our gratitude to Enigma solutions and Transform Africa Consultants for ably providing technical assistance in the formulation of this Strategic Plan.

To one and all we say: Asanteni Sana! Na Tena Sana!

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EXECUTIVE SUMMARY This is the Strategic Plan for National Government Constituency Development Fund (NG-CDF) for Suna West Constituency covering a five-year electoral period between 2018 and 2023. It is divided into five (5) chapters as highlighted below.

The National Government Constituencies Development Fund was first established in 2003 through the Constituencies Development Fund Act, 2003. The said Act was amended by the Constituencies Development Fund (Amendment) Act 2007. The 2007 Act was replaced by Constituencies Development Fund Act, 2013. The latter Act has been succeeded by the National Government Constituency Development Fund Act, 2015.

The formulation of this Plan is informed by the needs of the community; and the challenges faced, and the lessons learnt in the Fund’s implementation between 2013 and 2017. The SWOT, PESTEL and Stakeholder analyses were used to scan both the internal and external environment.

For effective implementation, this Plan will be based on teamwork and commitment and transformative leadership. As stipulated in the National Government Constituency Development Act 2015 Part (VII) section 43,45 and 53. The Suna West Constituency NG-CDF organization structure comprises (a) NG-CDF Committee, (b) Constituency Oversight Committee; (c) Project Management Committees; (d) and the Staff of the Constituency Committee.

In this Plan a strategic direction was provided through a consultative and coordinated approach that ensures efficiency and effectiveness in management of NG-CDF in the Constituency. The strategic direction is expressed in terms of Vision, Mission and Core Values. The vision statement is “Equitable socioeconomic development throughout the constituency”. The mission statement is “To provide transformative leadership and close oversight for effective and efficient planning, implementation and monitoring of the CDF” The Core Values are: (a) Commitment and teamwork ;(b) advocacy for Constituents participation and involvement) (c); transparency and accountability; (d) professionalism and integrity; (e) neutrality and objectivity; and (f) timeliness and excellence; The strategic objectives of this Plan are as follows: (a) to improve NG-CDF operations through evaluation and monitoring of projects; (b) to strengthen institutional capacity (skills and competencies development) of the NG-CDFC and the PMCs; (c) to effectively and efficiently manage the national government NG-CDF Strategic Plan 2018/23

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constituency development fund projects within the constituency; and (d) to develop effective, efficient accountable and transparent structures within the constituency that enhance good governance To enable the Committee to successfully implement this Plan in realizing its strategic objectives, it is divided into strategies, expected outcome, sets of activities, performance indicators, targets, persons responsible, budgets and estimated total costs.

This Strategic Plan is divided into five chapters. Chapter one focuses on the Introduction and gives background information on the history of Suna West Constituency; the composition of the NG-CDF Committee, the composition of the Constituency Oversight Committee; rationale for preparation of the Strategic Plan; the Strategic Plan methodology and the organization of the Plan.

Chapter Two describes NG-CDF linkage with Kenya’s development agenda and the role it plays in overall development of the country. It pinpoints the scenario that has a bearing on the operation of the NG-CDF Committee including: the Kenya Vision 2030, the Medium Plan 2018-2022; the regional and global initiatives; and the Kenya Development Agenda.

Chapter Three presents the situational analysis. Starting with a brief overview of the key achievements of the Committee, the chapter highlights a detailed analysis of the key internal and external issues (using three instruments namely: SWOT, PESTEL and Stakeholder analyses) currently facing the constituency.

The chapter closes with the challenges faced in the implementation of the previous Strategic Plan and the lessons learnt.

Chapter Four discusses the Strategic Model that the Committee will follow in ensuring the execution of this Plan. The chapter spells out the Committee’s strategic direction in terms of the vision, mission and core values; and the identified strategic issues, the strategic objectives and the adopted strategies during the Plan period.

The final chapter, Chapter Five, focuses on the Committee’s structure, the implementation plan, the source of funding and the monitoring and evaluation (M&E) framework of the Plan. The implementation plan is stipulated in a detailed matrix (see Appendix 1) covering the strategic issues, strategic objectives and strategies. Each strategy is divided into various activities.

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CHAPTER ONE: INTRODUCTION AND BACKGROUND

1.1. Introduction This is the Strategic Plan for National Government Constituency Development Fund (NG-CDF) for Suna West Constituency. It covers a five-year period between 2018 and 2023.

The National Government Constituencies Development Fund (NG-CDF) was first established in 2003 through the Constituencies Development Fund Act, 2003. The said Act was amended by the Constituencies Development Fund (Amendment) Act, 2007. The 2007 Act was replaced by Constituencies Development Fund Act, 2013. The latter Act has been succeeded by the National Government Constituency Development Fund Act, 2015.

The Strategic Plan will spearhead the implementation of the yearly proposed and approved National Government projects at the constituency level.

This Strategic Plan is divided into five (5) chapters. While chapter one covers introduction and background, chapter two covers linkage with the Kenyan development strategic agenda. Chapter three highlights the situation analysis; and chapter four outlines strategic model. The last chapter (chapter five) covers implementation, monitoring and evaluation.

This chapter comprises five parts namely: The Background Information of Suna West Constituency (1.2); the Composition of the National Government Constituency Development Fund Committee (1.3); the Mandate and Functions of the National Government Constituency Development Fund Committee (1.4); the Rationale for the Preparation of the Strategic Plan (1.5); and the Strategic Plan Methodology (1.6).

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1.2. Background Information of Suna West Constituency 1.2.1. Historical Background Suna West Constituency, Constituency Number 256, was established following electoral boundary delimitation in 2012. It is one of the eight (8) constituencies constituting Migori County. It was constituted in 2013 when the then Migori Constituency was divided into Suna East and Suna West constituencies respectively. This came after the promulgation of the 2010 Constitution which unveiled new constituencies.

This Constituency together with Suna East constituency hosts the headquarters of the Migori County. Both constituencies split Migori Town into half along the Migori River. The other seven constituencies in Migori County are: Rongo, Awendo, Uriri, Suna East, Nyatike, Kuria West and Kuria East constituencies.

Prior to 2013, Suna West, Suna East and Uriri were part of Migori constituency.

Table1 below provides the names of the various members of Parliament for the then Migori Constituency since independence.

NAME OF THE MEMBER OF PARLIAMENT

ELECTORAL PERIOD

1. John Henry Okwanyo

1963-1968

2. Lawrence Oguda

1969-1974

3. John Henry Okwanyo

1974-1979

4. John Henry Okwanyo

1979-1983

5. Gor Misiani

1983-1988

6. John Henry Okwanyo

1988-1992

7. Charles Owino Oyugi (Jalikowa)

1992-1992

8. George Owino Achola

1992-1997

9. George Owino Achola

1997-2002

10. Charles Owino Oyugi (Jalikowa)

2002-2007

11. John Dache Pesa

2007-2013

12. Joseph Obiero Ndiege

2013-2017

13. Peter Francis Masara

2017 - To Date

Table 1 List of Members of Parliament for Migori Constituency since Independence.

As indicated in the table above, the current Member of Parliament for the Suna West Constituency, the second since its establishment under the new Constitution, is Honourable Peter Francis Masara who was elected on an independent ticket.

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1.2.2. The Geography Suna West Constituency is bordered by Kuria West Constituency to the South East, the Republic of Tanzania to the South, Nyatike Constituency to the West and Suna East Constituency to the East.

Suna West Constituency is located 170km South West of Kisumu City and about 470 km North West of Nairobi the capital city of Kenya. It is touches south western Kenyan boarder with the Tanzania a few kilometers away from Muhuru Bay. The Constituency lies at an altitude of approximately 1500 meters above sea level and covers an area of approximately 283 km2. The soils are largely sandy loamy requiring frequent opening and maintenance of roads for easy transport and communication especially to schools.

Suna West Constituency has an average annual temperature of 21oC. February is the warmest month of the year while July has the lowest temperatures. It has an average annual rainfall of approximately 1300mm with two rainy seasons.

The long rains fall between the months of March and May while short rains fall between September and November.

1.2.3. The Population Suna West Constituency has a population of (2009, Kenya Population and Housing Census) and a population density of 201. It has a growth rate of 3.2%. The bulk of the population is youthful with slightly over 50% aged below 15 years, about 75% are aged below 30 years and those aged above 65 years account for 4%.

The Constituency is home to the Suba people who are amalgamation of different clans and ethnic communities namely: Wasweta, Katiga, Kaksingiri, Kanyameda, Watongo, Wanayara, Kakyenga, Wanjare, Kakberi, Wakwera, Kadika, Chula, Wagasi, Wagire, Waturi, and Wiga.

Recent migration from other parts of Kenya has significantly contributed to the rising population in the sub-county. Consequently, there are significant numbers of Gusii, Luos, Luhya, Kuria, Rieny, Somali, Wanubi, Kikuyus and others. In general, it is relatively cosmopolitan. The reasons for this migration trends include good agricultural soils, rapid infrastructural development, and urbanization in Migori Town and centres like Masara, Bondo Nyironge and Giribe. Both mining and cross border business activities have also contributed to the rapid population growth.

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1.2.4. The Economic Activities Major economic activities in the constituency include agricultural production, mining boda-boda transport and commercial activities. Agricultural activities are in terms of food and cash crops production. The major food crops grown are maize, millet, sweet potatoes, cassava and groundnuts. The cash crops are tobacco and sugarcane. There is also small-scale horticultural farming.

There is also the mining of gold.

The commercial activities are mainly in Migori town and centres within the environs of the town. This include supermarkets, hardware shops, wholesale and retail shops, open air markets and fish mongering.

1.2.5. The Transport The Constituency is accessible by both road and air transport. The road system in the Constituency consists of tarmac roads, graveled roads and earth roads.

The road transport systems are both within the town and to other towns as far as Isebania/Sirare (Kenya-Tanzania border), Kehancha, Muhuru Bay, Kisii, Homa Bay, Kisumu, and Nairobi. There is also cross border transport for both passengers and transit goods to as far as Mwanza in Tanzania. Boda-boda transport are mainly used in the town and the feeder roads within the environs of Migori.

Plate 1: Suna West Constituency: Oruba Ward from Google Maps

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The Transit road from Kisumu to Isbania (A1 see goggle map) make the Constituency and Migori town a significant transit route between Kenya and Tanzania. The Migori-Muhuru road is a special link to Lake Victoria and the Muhuru Bay customs and Immigrations Offices. The Migori-Kehancha links the constituency to the famous Masai Mara Game Reserve.

The rural parts of the constituency, due to the sandy nature of soil, the earth roads are sometimes impassable during wet seasons and require frequent maintenance and levelling.

By air, Suna West Constituency is accessed through Migori Airstrip 5km to the south east of Migori town along the Migori-Kehancha road.

1.2.6. Administrative Units The administrative units of Suna West Constituency are shown in Table 2 below.

WARD

LOCATION

SUBLOCATION

1. Wiga Ward

1. Suna Raha

1. God Kwer 2. Wiga

2. Suna Lower

1. Mukuro 2. Nyasoko 3. Masara

2. Wasweta II

Suna South

1. Wasweta II 2. Sagero

3. Ragana-Oruba

Suna -Ragana

1. Marindi 2. Oruba

4. Wasimbete

1. Suna Wasimbete

1. Mubachi 2. Nyamaraga

2. Suna West

1. Giribe 2. Kopanga

Table 2: Administrative Units of Suna West Constituency.

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1.2.7. Political Units The Constituency is divided into four (4) County Assembly Wards namely: Wiga, Wasweta II, Ragana-Oruba and, Wasimbete wards as shown in Map 3 below.

The Wiga Ward, which is County Assembly ward No: 1273 has an area 103.60 Km2. It has a population of approximately 24,096. This County Assembly Ward comprises God Kwer, Wiga, Mukuro and Nyasoko sub–Locations of Migori County.

The Wasweta II Ward which is County Assembly Ward No. 1274 occupies an area of approximately 54.80 km2. It has a population of approximately 17,952 persons. It comprises Wasweta II and Sagero Sub–Locations of Migori County.

The third ward is Ragana-Oruba Ward which is County Assembly Ward No.1275. It occupies an area of 30.30 km2. It has an estimated population approximately 32,847 persons. it comprises Marindi and Oruba sub–Location of Migori County.

Last, but not least, is the Wasimbete Ward which is County Assembly Ward No.1276. it occupies an area of approximately 94.10 km2. It has a population of approximately 19,232 persons. It comprises Giribe, Nyamaraga, Mubachi and Kopanga Sub–Locations of Migori County

Map 1: Map of Suna West Constituency and County Assembly Wards 6

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1.3. Composition of the National Government Constituency

Development Fund Committee The current membership of the National Government Constituency Development Fund Committee (NG-CDFC) is as listed in the Table 3 below.

Plate 2: NG-CDF Committee Members

NAME

POSITION

1. Evans Okinyi Osuta

Committee Chairperson

2. Jackline Anyango Kasuku

Committee Secretary

3. Kalice Omollo Onduru

Member (Male Youth Representative)

4. Elizabeth Oluoch Kiyeye

Member (Female Adult Representative)

5. Jaoko Tobias Demba

Nominee of the Constituency Office (Male Member)

6. Philip Ogwari Mwabe

Nominee of the Constituency Office (Male Member)

7. Eunice Anyango Chialo

Member (Representative of Persons with Disability)

8. Patrick Lidovolo

NGCDF Fund Manager

9. Mutua Mbella

Deputy County Commissioner

Table 3: NG-CDF Committee Members

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1.4. Composition of the Constituency Oversight Committee The current membership of the Constituency Oversight Committee (COC) is as listed in Table 4 below NAME

WARD REPRESENTED

POSITION

1. Hon. Peter Francis Masara

Ragana -Oruba

Member of Parliament

2. James Ajwang Misiani

Wiga

Member

3. Josiah Owande

Ragana -Oruba

Member

4. George Obembo

Waseta II

Member

5. Moline Awino Asiga

Wasimbete

Member

Table 4: Constituency Oversight Committee Members

1.5. Rationale for the Strategic Plan The preparation of this Strategic Plan is in conformity with Government of Kenya Reform agenda, the National Government Constituencies Fund Board Strategic Plan 2016/17-2020/21, and commitment towards improving service delivery through Result Based Management (RBM) tools. The NG-CDF Board embraced the concept of strategic planning in 2010 with its first strategic plan covering the period 2010-2014.

This Strategic Plan covers a five-year period from 2017/18 to 2021/2022 financial years. The Plan is aligned to the Kenya Vision 2030, the Second Medium Term Plan (MTP II) and other relevant government policies for reducing poverty at the constituency level.

This Plan is informed by the needs of the wananchi in the Suna West Constituency; and the challenges faced during the 2013-2017 electoral period, and the lessons learnt in the Fund’s implementation between 2013 and 2017.

It seeks to provide a strategic direction through a consultative and coordinated approach that ensures efficiency and effectiveness in management of NGCDF in the Constituency.

The Plan outlines specific timelines for achieving specific strategic objectives, expected outcomes and carrying out and completion of various activities.

The varying nature of projects and associated activities form the basis for mobilization of financial, physical and human resources during the Plan 8

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period; effective and efficient utilization of all the resources, having effective monitoring and evaluation mechanism characterized by regular and timely reporting.

1.6. The Strategic Plan Methodology This NG-CDF Committee Strategic Plan 2018/19- 2022/23 is a product of intense internal and external consultation and draws from participatory and direct engagement with the Constituencies key stakeholders including public benefit organization and special interest.

1.5.1. Approach Participatory approach was used in engaging various key stakeholders in soliciting information and in needs analysis. In addition to Ward meetings, the key stakeholders engaged in the Constituency included Public Benefit Organizations (PBOs) ( especially Community-Based Organizations -CBOs, and Faith Based Organizations -FBOs), Constituency Oversight Committee, the Teaching Profession, the Education Sector, the government administration and security personnel in the Constituency.

The NG-CDF committee members steered the process. A conceptual framework was developed and followed closely with meetings of the key stakeholders to map the planning process. An action plan outlining the steps and work plan to be followed was put in place, discussed and agreed upon.

Consultation methods employed included: • Review of the key documents, namely: the Kenya Vision 2030, the NGCDF Act 2016, the NG-CDF Regulations 2016, the First National MediumTerm Plans (MTP) and the 2nd National MTP (2013-2018), the NG-CDF Board Strategic Plan 2018-2022, among others; • Sensitization and consultative workshops; • Collection and review of data on different thematic areas, for example education, health, infrastructure, security, and human development activities among others; • Meetings with stakeholders with a view to identifying pertinent strategic issues; • Drafting of final draft strategic plan based on the collected data; • Validation of the Strategic Plan by stakeholders; • Production of final Strategic Plan incorporating comments from stakeholders.

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1.5.2. Organization of the Strategic Plan This Strategic Plan is divided into five (5) chapters. Chapter One (1.0) focuses on the Introduction and gives background information on the history of Suna West Constituency; the composition of the NG-CDF Committee, the composition of the Constituency Oversight Committee; rationale for preparation of the Strategic Plan; the Strategic Plan methodology and the organization of the Plan.

Chapter Two (2.0) describes NG-CDF linkage with Kenya’s development agenda and the role it plays in overall development of the country. It pinpoints the scenario that has a bearing on the operation of the NG-CDF Committee including: the Kenya Vision 2030, the Medium Plan 2018-2022; the regional and global initiatives; and the Kenya Development Agenda.

Chapter Three (3.0) presents the situational analysis. Starting with a brief overview of the key achievements of the Committee, the chapter highlights a detailed analysis of the key internal and external issues currently facing the constituency using three instruments namely: SWOT, PESTEL and Stakeholder analyses. The chapter closes with the challenges faced in the implementation of the previous Strategic Plan and the lessons learnt.

Chapter Four (4.0) discusses the Strategic Model that the Committee will follow in ensuring effective execution of this Plan. The chapter spells out the Committee’s strategic direction in terms of the vision, mission and core values; and the identified strategic issues, the strategic objectives and the strategies to be adopted during the Plan period.

Chapter Five (5.0.), which is the last chapter, focuses on the Committee’s structure; the implementation plan, the source of funding and the monitoring and evaluation (M&E) framework of the Plan. The implementation plan is stipulated in a detailed matrix. (For details of the Implementation Plan refer to Appendices 1).

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CHAPTER TWO: LINKAGE WITH THE KENYAN DEVELOPMENT STRATEGIC AGENDA 2. 1. Introduction This chapter captures the linkage of the NG-CDF with the national development agenda as spearheaded by the Constitution, the Kenya Vision 2030, the Second Medium Term Plan, the NG-CDF Board Strategic Plan, and various policy documents driving the socio-economic growth and development in Kenya. It further considers Kenya’s alignment with regional, continental and global initiatives. It is also aligned with the role of the NG-CDF Board in the development agenda of the country.

2. 2. The Kenya Vision 2030 and the Medium Plan 2018 2022 As envisaged in the Vision 2030, by the year 2030, Kenya is to be transformed into ‘a newly industrializing, middle income country, providing a high quality of life to all citizens in a clean and secure environment.’ The realization of Vision 2030 is driven by a series of successive five-year Medium-Term Plans, with the first plan (MTP I) having been implemented from 2008 to 2012 and the second runs from 2013 to 2017. Currently, the country is waiting for the launch to implement the Third Medium Term Plan which runs from 2018 to 2022.

The Kenya Vision 2030 is anchored on three pillars which are supported by the Foundations/Enablers as outlined below.

2.2.1. Foundation / Enablers Under foundations/enablers, a number of sectors have been identified whose implementation will enable realization of the objectives and targets of Vision 2030’s MTP II & III. Those relevant to the Suna West NG-CDF Committee’s operations include: infrastructure; security; information communication and technology; science; labor and employment; national values and ethics; and emergencies.

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2.2.2. Economic pillar Under this pillar, the national government identified six priority sectors with high potential of spurring the country’s economic growth and development.

These sectors will contribute towards economic growth. These are tourism; agriculture, livestock and fisheries; trade; manufacturing; Business Process Outsourcing (BPO)/ IT Enabled Services; and financial services.

2.2.3. Social pillar Under the Social Pillar, the national government is committed to contributing towards the prosperity and the building a just and cohesive society that enjoys equitable social development in a clean and secure environment. The areas under this pillar include: education and training; health; environment; water and sanitation; gender, youths and vulnerable groups; and sports, culture and arts. In this Plan, the Suna West Constituency NG-CDF Committee will mainly focus on education and training; the environment; gender, youth & and vulnerable groups; and sports, culture and arts.

2.2.4. Political pillar Under this pillar, the government is committed to transforming the country into an issue-based, people-centered, results-oriented and accountable nation.

The pillar focuses solely on two sectors: devolution and governance; and the rule of Law. Under this pillar, the various challenges the country is facing include: • Conflicts in terms interpretation of mandates; • Low awareness of the devolved systems of governance in the public sector and the general public; • Weak and inadequate financial and performance management; • Inadequate capacity in planning, implementation M&E at the national and, county and constituency levels; • Inadequate and delayed release of resources leading to inefficiencies and ineffectiveness in service delivery; • Weak inter and intra agency/sectoral collaboration and coordination; • Weak M&E critical to tracking performance and informed programming; • Low capacity in Human resource and management; • Slow and lengthy procurement procedures; • Slow pace of implementation, transparency problems and accountability on programmes; • High level of insecurity The NG-CDF Committee will align itself to the National Government objectives and initiatives in addressing these challenges.

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2. 3. National /Regional and Global Initiatives Kenya’s development priorities have always been aligned to that of her regional and global development initiatives. Within the East African community, the strategic direction of the country has been guided by policies and initiatives focusing on the East African Economic integration process. At the regional and continental level both the Inter-Governmental Authority on Development (IGAD) and the African Union (AU) initiatives have been taken into consideration.

In the global environment, in September 2015, the United Nations General Assembly (UN-GA) upon the completion of the Millennium Development Goals (MDGs) adopted Sustainable Development Goals (SDGs). Arising from the Government’s commitment to pursue the SDGs, the Suna West Constituency NG-CDF Committee has positioned itself strategically with a view to playing a significant role towards ensuring that some of these goals are realized for the benefit of her constituents.

2. 4. Kenya Development Agenda Most of the NG-CDF projects are enablers of the Kenya Vision 2030. The NGCDF Committee under this Plan will be supplementing the National Government functions at the constituency level as provided for by the Constitution.

Regarding the social pillar, the NG-CDF Committee will supplement the government initiatives of enabling school going children and youths to gain access to primary, secondary, tertiary and special-need education through, among other initiatives: the provision of bursaries, infrastructure development and provision of resources for social security.

As far as economic pillar is concerned NG-CDF supports Kenya’s economic growth through funding projects focusing on the infrastructural improvement in the priority sectors.

At all times the Committee will promote public participation in project identification, implementation and monitoring. As such, key stakeholders will be identified and actively engaged in these processes. The Committee will endeavour to promote accountability and transparency in all its operations.

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CHAPTER THREE: SITUATION ANALYSIS

Chapter Three (3.0), focuses on scanning the operating environment and conditions under which the NG-CDF Committee operated in the previous fives (5) years (2012-2017) and how they influenced its performance. This chapter will highlight six (6) areas namely: a review of the CDF Committee’s previous performance; the strength weaknesses, opportunities and threats (SWOT) analysis; the political, economic, social, technological, environmental and legal (PESTEL) analysis; the Stakeholder analysis; the challenges faced during the past years and a reflection on lessons learned from the implementation of previous projects.

Whereas the SWOT analysis focuses on both internal and external environmental scan of the committee, the PESTEL analysis to scan the external environment at the county and national level. Lastly, stakeholder analysis is carried out to map out key stakeholders and their expectations.

3.1. Performance of the CDF Committee (2017 - 2018) The performance of NG-CDF Committee for Suna West Constituency for the electoral period between 2013 and 2017 was implemented by the previous CDF Committee and overseen by the previous member of parliament. The new NG-CDFC and the COC will undertake new development projects in the entire constituency based on new baseline. It will mainly focus on areas of education, security, sports, environment and water.

Plate 3: Hon Masara Issuing Cheques to beneficiaries 2018

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Plate 3: Two classrooms built at Oruba Keyo Primary School 2018

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3.2.1. Education Sector Funding education and of education facilities development including the construction of classrooms and administration blocks is contributing to improved enrolment, retention and transition rates. This also reduces the burden of education for low income families in the constituency. The NG-CDF in Suna West Constituency is contributing positively to increased access to basic education across the constituency.

Bursary has been awarded to several needy students in secondary schools, tertiary institutions and at the University.

Plate 4: Classroom Constructed at Senior Chief Baraza Primary School by NG-CDF 2018

The NG-CDF bursary has enabled greater access to education for needy students thus increasing transition rate from primary to secondary schools and to technical institutions. This has immensely complemented the free primary and the subsidized secondary education towards Education for All (EFA). Through the CDF kitty, several secondary students from Suna West Constituency have joined University, with others benefitting from scholarships.

Plate 5: Hon. Peter Masara at A Motivational Talk

Plate 5: Education-Teachers Residential House at Migori Township Secondary School NG-CDF Strategic Plan 2018/23

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3.2.2. Security Sector Constituency covers both Migori Town and the rural areas bordering both Kuria West constituency and Tanzania boarder. Different crimes and at a high rate have been and are being experienced by the residence. The major ones are cattle rustling, and bhang trafficking. Consequently, there is dire need to enhance security in the entire constituency.

Plate 7: Piny Oyie DCC Office Constructed by CDF 2018

Plate 8: Piny Oyie Police Station Constructed by NG-CDF

In addition to educational projects, the Fund has been applied to provide necessary facilities for the security sector within Suna West Constituency.

There is dire need to construct more police units and Chiefs’ offices across the Constituency to better security provision by the local state security agencies.

Subsequently, the projects targeted as follows: construction of four (4) divisional officer offices; six (6) for locational chiefs’ offices; thirteen (13) sublocational offices. Furthermore, there is need for construction of new housing units and latrines for the police.

The Plan also proposes the construction of an office for the Registration of Persons at the Sub-County Headquarters.

Plate 9: The Newly Constructed Ngochone Anti-Stock Theft Unit 16

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3.2.3. Sports The limited portion of the fund allocated for sports has been used to carry out carious sporting activities in Suna West Constituency. Each year, the NG-CDF Committee organises sports tournaments cutting across various disciplines from the Locational level up to the Constituency level. At the Constituency level, the tournaments have culminated with friendly competition between the best teams and the Bunge Sports Club.

Plate 10: Wananchi Spectating the Constituency Tournament at Migori Primary Sports GroundF

Plate 11: Hon. Masara presenting awards during Constituency Tournament

he facilities provided by the Fund in the Sports sector include balls, sports kits; goal posts and nets, trophies among others. Teams competing to join the national league have been exceptionally funded to be able to participate in scheduled competitions.

Through the sporting activities, the talents in the youth of Suna West Constituency have been exposed to the world of sports.

3.2.4. Emergency The Constituency often faces emergency situations requiring reconstruction of collapsed classrooms, latrines, heath facilities, water provision and others especially during wet seasons.

The NG-CDF Committee applies up to five (5%) percent of the fund to address such unforeseen situations.

Plate 12: Water Project at St. Erin Raha Secondary School.

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Plate 13: Hon. Peter Masara Planting Tree at Giribe Dispensary.

3.2. Challenges Faced During the Implementation of the

Previous Plan The Committee faces the following major challenges during the period between 2013 and 2017 which might have contributed to slowing down the implementation of different projects: • Lack of strategic plan to guide projects planning, implementation; and monitoring and evaluation process; • Poor record keeping and reporting by PMCs to the NG-CDF Committee; • Lengthy procurement procedures; • Inadequate funding for projects; • High number of competing project needs; • Inadequate funding for monitoring and evaluation; and, oversight; • High construction costs for similar works implemented by the county government and by various National Government agencies in the Constituency; • Conspiracy and corrupt practices by contractors and national government public works officials leading to exaggerated project costs; • Negative media publicity and perceptions against the Fund.

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3.3. Lessons Learnt from the Previous Plan Implementation The following are some reflections of the lessons learned during the previous five years: • Capacity building of the committee members, staff and project management committee members for the improvement of both skills and competence needs to be continuously enhanced and incorporated in the planning stages.

• For ownership and sustainability of grass root projects, public consultation and participation of direct beneficiaries and stakeholders is vital.

• The contribution of stakeholders is pivotal to the achievement of projects goals and objectives; • As opposed to thinly spreading of funds to many projects or phased sufficient funds needs to be allocated to a few pivotal projects for optimal benefits, visibility and lasting impact; • Since the lion share of committee’s fund allocation goes towards education (i.e. bursaries and infrastructures), to avoid duplication and overlaps, their need for developing partnership and network with all key stakeholders (including PBOs and government agencies) in the education sector within the constituency and neighboring constituencies; • At the grassroots level, both the NG-CDF Committee and the PMCs, are the appropriate vehicles successful implementation of government funded projects and programmes; • Participation of youths and women in projects identification and implementation need to be enhanced through income generating projects; and • Political goodwill (building bridges) and community support are important for enhanced ownership and sustainability of the projects undertaken through NG-CDF.

3.4. SWOT Analysis For clear understanding and effective management the environment in which the Suna West Constituency NG-CDF Committee operated, a Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis was carried out. While the Strengths and Weaknesses analyses focused on the internal environment, the Opportunities and Threats analyzed the external environment under which the Committee operated in the last five years and address the current and future needs. These are presented in Table 5 on the next page.

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STRENGTHS •

• •

•

• •

•

Well established NG-CDF management structure comprising NG-CDFC, COC and PMCs A visionary and development conscious Member of Parliament Representative nomination of NGCDFC representing all wards and the spectrum of the society; Community involvement in project identification, implementation and maintenance; Qualified and competent NGCDFC staff.

Commitment to follow-up on projects implementation through PMCs and Member of Parliament Well organized PMCs to implement projects;

OPPORTUNITIES • Enabling Legal framework including: the establishment of NG-CDF Act 2015 and NG-CDF Regulations; • Reliable source of funding from the National Government • Political goodwill from Member of Parliament for Suna West Constituency.

• Linkage with key government development plans and strategies; • Partnership with the existing CBO’s, FBOs and NGOs in the constituency.

• Availability of labour and land from local communities making it possible to locally source services and contracts; • Unequivocal Support by constituents and other key stakeholders.

• Availability of rich talent among the youths

WEAKNESSES • Low capacity of NG-CDFCs and PMC in project planning, procurement, and M&E • Poor coordination of projects between Constituency, NG-CDF, PMCs and other government departments to avoid project duplication and double funding • Inadequate database covering PMC accounts and projects completion dates • Weak linkage with relevant government technical officers which slows down implementation of projects; • Late submission of the proposal by the Fund Account Manager.

• Inadequate qualified personnel to deliver the mandate effectively; • Slow implementation of projects by the relevant Government technical officers; • Delayed funding or CDF Projects

THREATS • Widespread poverty which is likely to interfere with the transformative agenda.

• Rise of insecurity due to high rate of unemployment • Divisions due to divergent political opinions and orientation.

• Conflict of interests from some stakeholders i.e. members of the Committee and the PMCs and the larger Community.

• Negative publicity and perceptions by the community.

• Overly great and unrealistic expectations for services from the constituents.

• Delayed approval of the proposal.

• Inadequate allocation of funds to projects leading to delaying completion period.

Table 5: SWOT Analysis

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3.5. PESTEL Analysis Table 6 below outlines the Political, Economic, Social, Technological, Environmental and Legal (PESTEL) analysis within which the Committee operates. This analysis weighed the both supportive and impeding factors that will affect the implementation of this Plan.

Table 6: PESTEL Analysis

CATEGORY

ISSUE

DESCRIPTION

Political

Building the Bridges

The political goodwill between the members of the opposition and the ruling party has been important to us as far as management, policy formulation, resource mobilization and equity is concerned.

Corruption

Corrupt dealings may hinder the operation of the committee

Political stability

Any national and regional political instability may negatively impact on the constituency’s socioeconomic development agenda. Thus, there a grave need safe guarding the prevailing peace we enjoy as a county and Suna West Constituency.

Kenya Vision 2030

The vision 2030 has provided a foundation for the desired economic, social and political performance.

High poverty level

This is the root cause of high incidences of crime and erratic sale of land.

High population rate

The population within the constituency keep increasing thus the need for projects both in the location and the ward levels.

Economic

Social

Youth This is major cause of: unemployment • High drugs and substance abuse • High incidences of crime • Teenage pregnancies • Rural to urban migration to Migori town.

• High road traffic accidents caused by Boda Boda riders leading to a number of injuries and death.

Crime prevalence

• Cattle rustling between the neighboring communities in both Suna West and Kuria west constituencies • Bhang trafficking along the Tanzania boarder

Informal settlement

Rise of informal settlements in areas such as Oruba, Pandi.

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Technology

Child/ expectant mothers mortality rates

This is due to: • Limited access to medical services.

• Low doctor to population • Low nurse to population • In adequate emergency to population • High incidences of malaria and tuberculosis

HIV/AIDs Prevalence

• High HIV/AIDs prevalence • High level of opportunistic diseases such as TB, Typhoid, etc.

Low literacy level

• Mainly experienced in the rural environs of Suna West Constituency .

• Negatively impacting on the participation of youths in different programs and projects within the constituency; • Limited decision-making capacity of the constituents

Sports and culture

Inadequate sports facilities and infrastructure have hindered enhancement and nurturing of youth talents in areas of football, athletics, basketball, rugby and netball. Besides, there is low quality of instruction in sports and poor governance and management of sports

Accessibility to ICT facilities

There are limited ICT facilities like internet and Wi-Fi in the rural centres. This has caused low computer literacy among the youths.

Environment Climate change

Green Economy

Legal

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Environmental challenges include: • Poor solid waste management in migori town Drying water courses, • occasional flooding of Migori river, Need for environmental conservation and resilience and critical mitigation measures to put in place. 2 % of allocation will put aside for: • Mitigation against floods, • Tree planting exercise and • Increased access to water for irrigation purposes.

Energy saving measures will be encouraged by the constituency as a measure to conserve the green economy. This includes solar lighting and Jiko Poa initiatives

Alignment with The Suna West constituency NG-CDF committee the constitution has aligned itself with: The Constitution ,NG-CDF ct, NG-CDF regulations. There well be coordinated and integrated mechanisms between the constituency, county government, the CDF Board and the National government.

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3.6. Stakeholder Analysis This Strategic Plan recognizes that there are different key stakeholders that exist within the Constituency. These stakeholders have their varied expectations which they expect the Committee to meet. At the same time Committee also has its expectations which the anticipate these stakeholders to meet. Table 7 below presents a synthesis of the stakeholders and an analysis of both NGCDFC and stakeholders expectations.

Table 7: Stakeholder Analysis

STAKEHOLDER NAME

NG-CDF COMMITTEE EXPECTATION

STAKEHOLDERS EXPECTATION

The National Treasury and Ministry of Planning

• Policy Formulation and direction • Approves the NG-CDF Board budget • Provides and releases the CDF annual allocation to each constituency

• Accountability and transparency • Provision of timely and accurate information and reports

NG-CDF Board

• Consider the Formulation of policies and direction • Provides and releases the Constituency annual allocation to each constituency • Receive and address complaints that may arise

• Timely disbursement of funds • Financial reports • Accountability • Provide timely and accurate information

Projects Management Committees

• Involve community members in project implementation • Implement projects through the involvement of technical officers • Put in place mechanisms for sustenance of completed projects

• Provision of feedback • Capacity building

Local Residents

• Participation in the identification, planning and implementation of projects • Involve special interest groups • Channel feedback to the committee • Provide good membership to the PMCs and the Committee.

• Dissemination of information • Branding of NG-CDF projects • Solution to some of the problems • Timely response to certain queries and concerns

Financial Institutions (banks)

• Provision of financial support to the • Ensure effective committee platform for information sharing • Partnership in providing necessary • Regular engagement community interventions on NG-CDF matters NG-CDF Strategic Plan 2018/23

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Media

• Fair, responsible and factual reporting on the Committee and the Fund.

• Sensitize the local residents on their role • Provide a platform for information dissemination

• Provide timely and accurate information • Sensitization on relevant NG-CDF matters • Proactive engagement for information sharing.

National Government Administration

• Conduct timely and effective investigation on matters pertaining NG-CDF • Capacity building on various stakeholders on corruption prevention • Undertake timely investigation on complaints concerning administrative action of the NGCDF

• Provide necessary information • Take administrative action on matters emanating from investigation • Facilitate capacity building of various operatives on corruption prevention.

• Compliance and reporting

Public Benefit Organizations (NGOs, FBOs, CBOs, Women Groups, Youth Groups)

• To sensitize community on project implementation • Engage the Committee and other stakeholders in conducting objective social audits.

• Provision of technical and financial Assistance.

• Partnership in providing necessary community interventions.

• Provide relevant information • Timely resolution of their concerns

Contractors and • Provision of quality and Suppliers competitively priced goods, services and works on a timely basis

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• Timely response to queries • Timely payment for goods, services and works rendered • Ensure equal opportunities to all contractors and suppliers

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Migori County Government

• Sensitize the local residents on • Timely response to their role queries • Provision of financial support to the • Provide necessary committee information • Partnership in providing necessary • Regular engagement community interventions on NG-CDF matters • Proactive engagement for information sharing

Faith Based Organizations

• Policy direction to the NG-CDF Committee • Participation in identification, planning, implementation, and sustainability of the projects • Sensitize the local residents on project implementation.

• Timely response to queries • Provide necessary information • Regular engagement on NG-CDF matters • Proactive engagement for information sharing

School Administration, Teachers and Local Academicians

• Sensitize the local residents on their role • Participation in identification, planning, implementation, and sustainability of the projects • Sensitize the local residents on project implementation.

• Timely response to queries • Provide necessary information • Regular engagement on NG-CDF matters • Proactive engagement for information sharing

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CHAPTER FOUR: STRATEGIC MODEL

4.1. Introduction This chapter highlights the NG-CDF Committee’s strategic direction. The strategic direction includes: the key strategic issues, the strategic objectives and various strategies that the Committee has identified to enable it to effectively execute its mandate. The strategy is based on a two-tier model. The first tier is the statements of vision, mission and the core values of the Committee that will both overarch and underpin its activities. The second-tier spells out the specification of strategic issues, objectives, strategies, expected outcomes and planned activities that will guide the implementation of all proposed projects in the next five years.

4.2. Vision, Mission and Core Values The overarching vision/mission statements and the underpinning core values statement of the Suna West Constituency NG-CDF Committee are as follows: OUR VISION: To be an exemplary constituency in utilization of National Government Constituency Development Fund for socio-economic development at the grassroot level.

OUR MISSION: To provide transformative leadership and close oversight for effective and efficient planning, implementation and monitoring of the CDF. OUR CORE VALUES • Commitment and teamwork: The Committee is committed to teamwork and focus on achievement of results.

• Advocacy for Constituents Participation and involvement: The NG-CDF Committee continuously root for an all-inclusive development by engaging every stakeholder in the whole process.

• Transparency and Accountability: The Committee is committed to conducting its duties, ready for any emerging challenges and answerable for its decisions.

• Professionalism and integrity: The Committee ensures its activities are guided by good governance and well-established standards by providing necessary competencies and respect for ethical principles.

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• Neutrality and objectivity: The Committee will continuously support an allinclusive development by engaging key stakeholders in the entire process.

• Timeliness and excellence: The Committee will endeavour to meet and exceed customers’ expectations by providing prompt and quality service.

4.3. Strategic Issues, Strategic Objectives and Strategies To facilitate the delivery on its mandate, the Committee has identified five (5) strategic issues to be pursued during this Plan period. These issues are outlined together with corresponding strategic objectives and the strategies in Table 8 below.

Table 8: Strategic Issues, strategic objectives and Strategies

STRATEGIC ISSUE

STRATEGIC OBJECTIVE

STRATEGIES

Monitoring & Evaluation/ Capacity Building

To improve NGCDF operations through evaluation and monitoring of projects

Put operative system in place; - Replace the CDF vehicle and purchase a motor cycle for the constituency to facilitate quick transport.

- Data capturing & Documentation in place - Accounting Systems - M & E systems Payment of remuneration’s: - Allowances for NG-CDFC - Constituency oversight Committee allowances Pay staff salaries; - Staff salaries, NHIF, NSSF & Statutory obligations Pay office expenses and other administrative expenses; - Office expenses, Telephone & Bills Improve decision-making process by strengthening research; - Informed Decisions

Institutional Capacity

To strengthen institutional capacity (skills and competencies development) of the NG-CDFC and the PMCs

Carry out Organization assessment for the NGCDF Committee to determine the skill gaps; - Skill Gaps in the NG-CDFC identified Source for providers of training for the needed skills and capacities - Recruitment of trainer done - Training Material developed Develop capacity of Committee, staff and PMCs - Seminars and workshops conducted.

- Enhanced Capacity of NG-CDFC, staff and PMCs. NG-CDF Strategic Plan 2018/23

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Project Management

To effectively and efficiently manage the national government constituency development fund projects within the constituency

Providing bursaries to girls and boys to enable them complete secondary and tertiary education; - Bursaries to students (male and females) in secondary schools - Bursaries to students (male and females) in Tertiary Institutions Build and upgrade education facilities, in both primary and secondary schools that provide allinclusive and effective learning environments for both girls and boys in SWC - Upgrade of education facilities in Primary Schools - Upgrade of education facilities in secondary schools - Purchase of school buses for secondary schools Encourage social cohesion within the constituency through sports; - Development of sporting facilitates - Conducting sub-county competitions - Conducting constituency tournaments Improve the rural road network within SWC; - Construction of access roads to rural schools Improve access to adequate and safe water in schools within SWC; - Provision of water to rural schools Enhanced security for the residents of SWC; - Police Housing units constructed and in use - Chief offices constructed and in use units Promote environmental management - Tree planting focusing on schools, women groups, youth group’s, CBOs and FBOs

Governance

To develop effective, efficient accountable and transparent structures within in the constituency that enhance good governance

- Adopt transformative leadership; - Promote openness and accountability in management of the Fund; - Promote compliance with applicable laws, regulations and standards; - Mainstream cross cutting issues and public participation.

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CHAPTER FIVE: IMPLEMENTATION, MONITORING AND EVALUATION 5. 1. Introduction This chapter outlines the following: Firstly. It gives the structural framework that will enable the NG-CDF Committee to execute its mandate along the identified strategic objectives and strategies. This organization structure at the constituency level comprises: (a) the NG-CDF Committee; (b) the Constituency Oversight Committee (COC); (c) the Project Management Committees (PMCs); and (d) the Staff of the Constituency Committee. Secondly, in a matrix form, it outlines the Implementation Plan (see Appendix 1). This will be achieved through annual work plans and performance contracts. Thirdly, for effective tracking and reporting of progress, the Committee will align its M&E framework to National Integrated Monitoring and Evaluation System (NIMES).

5. 2. Structure of the Committee For both effective management and efficient implementation, this Plan is anchored on teamwork, commitment and transformative leadership. As stipulated in the National government Constituency Development Act 2015 Part (VII) section 43, 45 and 53 the organization structure of Suna West Constituency NG-CDF comprises (a) NG-CDF Committee, (b) Constituency Oversight Committee; (c) Project Management Committees; and (d) the Staff of the Constituency Committee.

5.2.1. The NG-CDF Committee The NG-CDF Committee is the highest decision-making organ at the constituency level. The Committee comprising ten (10) persons whose terms of office shall be two years renewable. It is responsible for the implementation of the projects throughout the constituency. It provides strategic direction by ensuring that the NG-CDF fulfills its mandate and achieves its strategic objectives for the next five years. For efficiency and effectiveness, the Committee will continue to improve on its management capability by continuously addressing emerging structural issues, capacity building gaps and formulating cost effective and timely annual budget for the realization of the plan.

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5.2.2. The Constituency Oversight Committee The Constituency Oversight Committee (COC) shall comprising the member of the national assembly and four (4) others. Its purpose is to ensure fair distribution of funds and convening for: (a) mobilizing and sensitizing the respective target groups on any matter related to the fund; and (b) soliciting views, opinions and proposals from the public in regard to the fund and presenting the views and opinions to the National Assembly.

5.2.3. Project Management Committees (PMCs) For effective formulation and implementation of the projects within Suna West constituency there is therefore need for an establishment of a Project Management Committee for each project to be undertaken within the constituency in accordance with section 36 of the National Government Act of 2015.

Their mandate are to: • Prepare returns and file them with a Constituency Committee on a timely basis.

• Account for funds to the Suna West Constituency Committee.

• Undertake project closure, labelling and handover upon completion.

• Open and maintain an independent bank account for each project.

5.2.4. Staff of the Constituency Committee To enable the Committee to achieve its strategic objectives, adequate staffing with needed skills and competences be in place. The staff shall execute the NGCDF functions by coordinating, keeping records and carrying out monitoring and evaluation. This plan will be to ensure adequate staffing, continuous capacity building and providing the necessary environment for productive service delivery.

NG - CDF Committee

Constituency Oversight Committee

Field Account Manager

Constituency Management Committees

Staff of the Constituency Committees

Plate 12: Organization Structure of Suna West Constituency CDF 30

NG-CDF Strategic Plan 2018/23

Suna West Constituency Development Fund

5. 3. Resource Mobilization The Committee receives its funding from the National Treasury through the NG-CDF Board. This will entail developing appropriate and timely project proposals

5. 4. Monitoring and Evaluation The successful implementation of this Plan will depend on how effectively the expected outputs and outcomes are monitored and evaluated.

The NG-CDF Committee will strengthen its monitoring and evaluation mechanisms by developing M&E framework including building capacity at all levels, integrating M&E in project management and inculcating M&E culture.

The Monitoring and Evaluation Framework.

There will be clear framework that will guide monitoring and evaluation of all projects. This framework will explain how the programmes are supposed to work. It will therefore lay out both the components of each initiative and the order of the steps needed to achieve the desired results. The M&E framework will increase understanding objectives, and expected outcomes of this Strategic Plan. It will both define the relationships between factors key to implementation, and articulate internal and external elements that could affect the success of the Plan.

The NG-CDF Committee will apply both quantitative and qualitative techniques to monitor the planned performance of its respective functional areas.

The key players in M&E as envisaged in NG-CDF Act 2015 include the parent Ministry, NGCDF Board, NG-CDFCs, PMCs and citizens. The National Assembly through NASC plays oversight role by receiving quarterly progress reports from the Board while the Constituencies Oversight Committees review the Fund activities executed by NG-CDFCs. Further the NG-CDFC is charged with responsibility of supervising the PMCs. The NG-CDF Committee will encourage effective participation of these actors for efficacious monitoring and evaluation of the programmes. It will also develop mechanisms for periodic review and reporting of performance at all levels.

NG-CDF Strategic Plan 2018/23

31

Suna West Constituency Development Fund

1.

2.

3.

4.

Google Maps (2018): Migori, Kenya Government of Kenya (2008): First Medium Term Plan 2008-2012 Government of Kenya (2008): Second Medium Term Plan 2013-2018, Government of Kenya (2016): National Government Constituencies Development Fund Act No 30 of 2015, 5. Government of Kenya (2016): National Government Constituencies Development Fund Regulations 2016, 6. Government of the Republic of Kenya (2007): the Kenya Vision 2030, 7. Government of the Republic of Kenya (2010): The Constitution of Kenya.

2010 8. Independent Electoral and Boundaries Commission 2013: Suna West Constituency and County Assembly Wards 9. Kenya National Bureau of Statistics (2010): 2009 Kenya Population and Housing Census 10. National Government Constituencies Development Board (2016): Strategic Plan 2016/17-2020/2021 REFERENCES 1. United Nations (2015). Sustainable Development Goals (SDGs).

2. United Nations: Millennium Development Goals (MDGs)

32

NG-CDF Strategic Plan 2018/23

Suna West Constituency Development Fund

APPENDICES

NG-CDF Strategic Plan 2018/23

33

34

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

NG-CDF Strategic Plan 2018/23

2019 2020

Tender notice

Supplier identified

Motor vehicle procurement

Motor vehicle purchase

4. Procure a motor vehicle

5. Purchase of vehicle

Office inventory report

Purchase

Report

Type of vehicle

Sale

1. Sale of the old Constituency vehicle 2. Identify the appropriate vehicle & motorcycle 3. Tender for supply of motor vehicle

Activities:

1

1

-

-

NG-CDFC, Fund Manager NG-CDFC, Fund Manager NG-CDFC, Fund Manager

NG-CDFC, Fund Manager

NG-CDFC,

4.0

-

-

-

0.7

-

-

-

-

- -

-

-

-

-

2020 2021

-

BUDGET

Outcome 1: Replacement a vehicle and purchase of motorcycle for the Constituency to facilitate quick transport

STRATEGY 1: PUT OPERATIVE SYSTEM IN PLACE

Strategic Objective: To improve NG-CDF operations through evaluation and monitoring of projects

STRATEGIC ISSUE 1: MONITORING AND EVALUATION/CAPACITY BUILDING

PROGRAMMES/ ACTIVITIES

Appendix 1: Implementation Plan

-

-

-

-

2021 2022

-

-

-

-

-

2022 2023

4.0

-

-

-

0.7

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Motorcycle

Motor cycle purchase

7. Procure a motorcycle

8. Purchase of a motor cycle

1. Tender for supply of computer, camera and the needed accessories 2. Purchase computers & accessories 3. Purchase Camera

Activities:

1

1

TOTAL TARGET NG-CDFC, Fund Manager NG-CDFC, Fund Manager NG-CDFC, Fund Manager

PERSONS RESPONSIBLE

4.7

-

-

2018 2019 -

No of computers No. of cameras

No. of cameras

Tender

1

2

-

Fund Manager

Fund Manager

Fund Manager

0.03

0.06

-

0.50

0.50

-

-

-

-

-

-

-

-

0.5

-

2021 2022 -

-

2020 2021 -

BUDGET

-

-

0.62

0.50

0.12

-

2019 2020 -

Outcome 2: Data capturing & Documentation in place

Office inventory report

Motorcycle procured

Tender notice

No of computers

Tender notice

Supplier identified

6. Tender for supply of a motor cycle

9. Repair and maintenance 10. Sub-Total

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

-

-

-

0.5

0.50

-

-

2022 2023 -

0.03

0.06

-

7.32

2.5

0.12

-

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

35

36

NG-CDF Strategic Plan 2018/23

1. Procure an accounting application 2. Train an Accounting clerk

Activities:

6. Train data capturing and documentation clerk 7. Purchase of stationary and Office maintenance Sub-Total

MIS Provider procured

4. Procure a service Provider for data MIS 5. Design MIS for data capturing

Clerk trained

Accounting application

MIS data capturing system Documentation clerk

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

Accounting application in place Competent Clerk using the accounting system

4

Stationary

Fund Manager

Fund Manager

Fund Manager

Fund Manager

PERSONS RESPONSIBLE

1

Fund Manager

Fund Manager

0.1

0.1

-

0.15

0.15

-

0.14

0.05

0.01

-

0.01

2019 2020 -

2018 2019 -

Outcome 3: Accounting Systems

5

-

-

TOTAL TARGET

Staff

MIS consultant

KEY PERFORMANCE INDICATORS

0.1

-

0.15

0.14

0.01

-

2020 2021 -

BUDGET

-

-

0.15

0.14

0.01

-

2021 2022 -

0.1

-

0.15

014

0.01

-

2022 2023 -

0.4

-

0.75

0.47

0.05

-

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Easy communication and travel

4 .

4. Induction of NGCDF, COC and PMC 5. Implement M&E in all projects and activities

2. Develop M&E framework 3. Train NG-CDFC, PMC and COC on M&E

Activities: 1. Put M & E System in place

projects accomplished

M&E framework developed NG-CDFC, PMC and COC training conducted NG-CDF COC, PMC inducted

M & E System in place

Data captured and documentation

3. Use the accounting system

Purchase of airtime and travel Sub-Total

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

Reports

4

1600

1600

Number of trainings Number of inductions

Fund Manager

Fund Manager

PERSONS RESPONSIBLE

NG-CDFC, Fund

NG-CDFC, Fund Manager Fund Manager NG-CDFC, Fund Manager PMCs

Outcome 4: M & E systems

-

-

-

-

TOTAL TARGET

M& E Manual

M&E

Clerk using the accounting system NG-CDF communicati on in place

KEY PERFORMANCE INDICATORS

-

0.5

0.35

-

-

-

0.55

0.35

0.35

.0.5

-

0.1 -

0.1

0.2

0.2

0.2

0.1

0.1

2020 2021 -

0.1

2019 2020 -

0.1

2018 2019 -

BUDGET

0.55

0.35

-

0.1

0.2

0.1

2021 2022 -

-

0.55

0.35

-

0.1

0.2

0.1

2022 2023 -

-

2.65

1.75

-

0.5

1.0

0.5

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

37

38

NG-CDF Strategic Plan 2018/23

Payment of sitting allowances, transport and conferences

EXPECTED OUTCOME

Number of meetings

-

TOTAL TARGET Manager PMCs

PERSONS RESPONSIBLE

0.85 1.8

1.8

0.85

0.95

2019 2020

0.85

0.85

0.95

2018 2019

1.85

0.9

0.90

0.95

2020 2021

BUDGET

1.85

0.9

0.90

0.95

2021 2022

1.85

0.9

0.90

0.95

2022 2023

Sub-Total

1. NG-CDFC Sitting Allowances

Activities:

Payment of Committee sitting allowances

Reports 32

NG-CDF, Manager.

COC

1.3

1.3

Outcome 1: NG-CDF Committee & COC Allowances

1.3

1.3

1.4

1.4

1.4

1.4

1.4

1.4

STRATEGY 2: REMUNERATIONS’: NG-CDFC ALLOWANCES, COC ALLOWANCES; STAFF SALARIES, OFFICE EXPENSES AND OTHER ADMINISTRATIVE EXPENSES

Sub Total Committee expenses TOTAL STRATEGY 1

Sub Total capacity building 6. Committee 1 expenses .

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

5.4

5.4

8.25

3.5

4.4

4.75

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Total Administration

Conduct Public consultative for a

1. Activities:

6. Sub-Total

5. Statutory Obligations

Regular engagement between NGCDFC and COC

Reports

Payment of NSSF deductions Payment of NHIF deductions Payment of Statutory deductions

4. Staff NHIF

Reports

Payment of staff

2. NG-CDF Staff Salaries and gratuity.

3. Staff NSSF

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

2019 2020

Reports

Fund Manager Fund Manager

Fund Manager

Fund Manager

2.53

0.1

0.13

0.4

1.9

10

NG-CDFC and COC

5.23

1.5

Outcome 3: Public consultative for a conducted

80

80

80

5.33

1.5

2.53

0.1

0.13

0.4

1.9

Outcome 2: Staff salaries, gratuity and statutory obligation

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

5.64

1.5

2.54

0.1

0.14

0.4

2.0

2020 2021

BUDGET

5.74

1.5

2.54

0.1

0.14

0.4

2.0

2021 2022

5.74

1.5

2.54

0.1

0.14

0.4

2.0

2022 2023

27.68

6.0

12.84

0.5

0.54

2.0

9.8

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

39

40

NG-CDF Strategic Plan 2018/23

Financial Reports Inventory

Electricity Bills

Purchase of furniture Emergencies

1. Carry out research on emerging issues

Activities:

TOTAL STRATEGY 2:

PERSONS RESPONSIBLE 2018 2019

Fund Manager Fund Manager

Fund Manager

Fund Manager

Fund Manager

0.5

0.5

2019 2020

0.5

2020 2021

BUDGET

Up-to-date Report on emerging issues

Reports

10

Fund Manager, Research officer

0.1

Outcome 1: Informed Decisions 0.1

0.1

STRATEGY 3: IMPROVE DECISION-MAKING PROCESS BY STRENGTHENING RESEARCH.

Reports

Financial Reports

Payment of telephone

Sub-Total

TOTAL TARGET

Outcome 4: Office Expenses incurred a conducted

Financial Reports

EXPECTED OUTCOME

Purchase of Stationary

Activities:

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

0.1

0.5

2021 2022

0.1

0.5

2022 2023

0.5

2.5

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Regular meetings to discuss emerging issues

2. Carry out decision based on research findings Sub-Total

2.

1.

NG-CDFC. Fund Manager

2020 2021 0.05

0.15

2019 2020 0.05

0.15

0.15

BUDGET 2018 2019 0.05

STRATEGIC ISSUE 2: INSTITUTIONAL CAPACITY

10

PERSONS RESPONSIBLE

0.15

2021 2022 0.05

organization development consultant engaged OA report Report

Letter of appointment 2

1

Consultant

NG-CDFC, COC

2.5

0.5

-

0.5

Outcome 1: Skill Gaps in the NG-CDFC identified and addressed

-

0.5

-

STRATEGY 1: CARRY OUT ORGANIZATION ASSESSMENT FOR THE NG-CDF COMMITTEE TO DETERMINE THE SKILL GAPS.

Engage an organization development consultant Carry out organization assessment (OA) of NGCDFC and PMC

Activities:

Minutes

TOTAL TARGET

0.15

2022 2023 0.05

-

0.5

Strategic Objective: To strengthen institutional capacity (skills and competencies development) of the NG-CDFC and the PMCs

TOTAL STRATEGY 3:

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

2.5

2.0

0.7

0.2

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

41

42

NG-CDF Strategic Plan 2018/23

3.

2.

1.

Tender the training Conduct selection & recruitment Appoint the trainer Sub-Total

Activities:

Reports

2

TOTAL TARGET Consultant

PERSONS RESPONSIBLE 2020 2021 0.7

1.2

2019 2020 0.5

1.0

2018 2019 0.5

3.5

BUDGET

Competent Trainer

Number of applicants Competent Trainer Letter of Appointment

List of applicants Report 1

-

10

NG-CDFC, COC

NG-CDFC, COC NG-CDFC, COC

-

1.5

-

-

1.5

-

-

Outcome1: Recruitment of Trainer done

1.5

1.5

-

-

STRATEGY 2: SOURCE FOR PROVIDERS OF TRAINING FOR THE NEEDED SKILLS AND CAPACITIES

OD program seminars and workshops

3.

Develop and carry out an organization development (OD) programmes for NG-CDFC and PMCs Sub-Total

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

-

-

-

-

0.6

2021 2022 0.6

-

-

-

-

1.0

2022 2023 0.5

3.0

3.0

-

-l

7.55

2.85

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Develop census on the training material Develop the training manual Printing of the training manual Sub-Total

Secure the venues

Invite participants

Provide food & accommodatio n

1.

2.

3.

Activities:

3.

2.

1.

Activities:

PROGRAMMES/ ACTIVITIES

Number of attendants

Number of attendants

Appropriate venues

Training manual

Minutes

EXPECTED OUTCOME

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

Fund Manager

NG-CDFC. COC Fund Manager Consultant 1.0

1.5

-

-

-

-

2019 2020

Number of attendants

Letters of invitation

Reports

500

500

5

Fund Manager

NG-CDFC. COC, Fund Manager Fund Manager

0.5

-

-

Outcome1: Seminars and workshops conducted.

0.5

-

-

STRATEGY 3: DEVELOP CAPACITY OF COMMITTEE, STAFF AND PMCS.

100

-

-

Outcome2: Training Material developed

Number of monographs

Minutes

KEY PERFORMANCE INDICATORS

0.5

-

-

-

-

-

2020 2021

BUDGET

0.5

2021 2022

0.5

-

-

-

-

-

2022 2023

2.5

-

-

-

1.5

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

43

44

NG-CDF Strategic Plan 2018/23

PMCs carrying out their functions Sub-Total

3.

2.

NG-CDFC carrying out their function NG-CDF staff carrying out their function

1.

Activities:

Decisions made

Projects implemented

Decisions made

Number of attendants

4.

Conduct the training Sub-Total

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES 5

TOTAL TARGET Consultant

PERSONS RESPONSIBLE 2019 2020 0.5 1.0

2018 2019 0.5 1.0

Minutes & reports

Progress Reports

Minutes & reports

100

7

NG-CDFC. Fund Manager NG-CDFC, Fund Manager, & staff Fund Manager, PMCs -

-

-

--

-

-

-

Outcome2: Enhanced Capacity of NG-CDFC, staff and PMCs.

Reports

KEY PERFORMANCE INDICATORS

-

-

-

-

1.0

2020 2021 0.5

BUDGET

-

1.0

2021 2022 0.5

-

-

-

-

1.0

2022 2023 0.5

-

-

-

-

5.0

2.5-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Payment of bursaries

Sub-Total

2.

3.

1.

Identification of needy students in universities/colle ges in Kenya

Activities:

Identification of needy students in high schools

1.

Activities:

PROGRAMMES/ ACTIVITIES

PERSONS RESPONSIBLE 2018 2019

2019 2020

2020 2021

BUDGET

STRATEGIC ISSUE 3: TO ENSURE EFFICIENT AND EFFECTIVE PROJECT MANAGEMENT

TOTAL TARGET 2021 2022

Number of needy students within Kenya

Amount paid

Number of needy students in high schools 16000

16000

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager 14.5

-

Admission letters

2000

NG-CDFC. Fund Manager, PMCs

5.0

-

5.0

14.5

Outcome2: Bursaries to students in Tertiary Institutions

Receipts

Report card

-

5.0

14.5

Outcome1: Bursaries to students (male and females) in secondary schools

STRATEGY 1: PROVIDE BURSARIES TO GIRLS AND BOYS TO ENABLE THEM GET EDUCATION

development fund projects within the constituency

5.0

14.5

Strategic Objective: To effectively and efficiently manage the national government constituency

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS

5.0

14.5

-

2022 2023

20.0

72.5

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

45

46

NG-CDF Strategic Plan 2018/23

Admission letters

Admission letters

400

20

TOTAL TARGET NG-CDFC. Fund Manager, PMCs NG-CDFC. Fund Manager, PMCs

PERSONS RESPONSIBLE

11.25

6.0

2018 2019 0.25

2020 2021 0.25

6.0

11.25

2019 2020 0.25

6.0

11.25

BUDGET

11.25

6.0

2021 2022 0.25

11.25

Construction of new classrooms

Construction of new administration blocks

2.

New Administration Block Constructed

New Classrooms Constructed

No. Constructed & in Use

No. Constructed & in Use 20

80

NG-CDFC. Fund Manager, PMCs NG-CDFC. Fund Manager, PMCs

5.0

15.0

15.0

5.0

15.0

5.0

Outcome1: Upgrade of Education Facilities in Primary Schools

5.0

15.0

6.0

2022 2023 0.25

5.0

15.0

STRATEGY 2: BUILD AND UPGRADE EDUCATION FACILITIES, IN BOTH PRIMARY AND SECONDARY SCHOOLS THAT PROVIDE ALL-INCLUSIVE AND EFFECTIVE LEARNING ENVIRONMENTS FOR BOTH GIRLS AND BOYS IN SWC

1.

Activities:

Sub-Total Bursary

3NG-CDF 3sponsored students

Number of very vulnerable high school students

Number of needy students in universities outside Kenya

2.

Identification of needy students in universities outside Kenya

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

25.0

75.0

45.0

24.0

1.0

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Construction of perimeter wall and gates

Renovation of classrooms

Construction of toilets

4.

5.

6.

1.

Tendering of contractors

Activities:

Sub-Total Primary Schools

Libraries constructed

Construction of libraries

3.

Tenders Issued

Toilets constructed

Classrooms Renovated

Walls, gates in place

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

20

20

20

-

TOTAL TARGET NG-CDFC. Fund Manager, PMCs NG-CDFC. Fund Manager, PMCs NG-CDFC. Fund Manager, PMCs NG-CDFC. Fund Manager, PMCs

PERSONS RESPONSIBLE

24.5

1.0

1.0

2.5

2018 2019 -

1.0

1.0

24.5

1.0

1.0

24.5

Tender list

-

NG-CDFC. Fund Manager

-

-

-

2.5

2020 2021 -

BUDGET

2.5

2019 2020 -

Outcome2: Upgrade of Education Facilities in Secondary Schools

No. Constructed & in Use

No. Constructed & in Use

No. Constructed & in Use

No. Constructed & in Use

KEY PERFORMANCE INDICATORS

-

24.5

1.0

1.0

2.5

2021 2022 -

-

24.5

1.0

1.0

2.5

2022 2023 -

-

122.5

5.0

5.0

12.5

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

47

48

Contractors Engaged

Engagement of contractors

Engagement of contractors

Construction of new classrooms

Construction of new administration blocks

Construction of libraries

Renovation of classrooms

Construction of dormitories

2.

3.

4.

NG-CDF Strategic Plan 2018/23

5.

6.

7.

8.

Dormitories in use

Classrooms in Use

Libraries in Use

New Administration Blocks in Use

New Classrooms in Use

Contractors Engaged

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

No. dormitories completed and in use

No. classrooms completed and in use No. administratio n blocks completed and in use No. libraries completed and in use No. classrooms completed and in use

No. of contractors

No. of contractors

KEY PERFORMANCE INDICATORS

8

40

10

10

20

-

-

TOTAL TARGET

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager

PERSONS RESPONSIBLE

4.0

2.0

2.5

3.25

3.75

-

2018 2019 -

3.25

2.5

2.0

3.25

2.5

2.0

4.0

3.75

3.75

4.0

-

2020 2021 -

-

2019 2020 -

BUDGET

4.0

2.0

2.5

3.25

3.75

-

2021 2022 -

4.0

2.0

2.5

3.25

3.75

-

2022 2023 -

16.0

8.0

10.0

13.0

15.0

-

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Procurement of buses

Purchase of buses

3.

Identification of schools the need buses

2.

1.

Activities

Buses paid for

Buses identified

Schools identified

Sub-total Secondary Schools

10. Construction of dining halls

dining halls in use

Laboratories in use

9.

Construction of laboratories

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

8

20

TOTAL TARGET

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

PERSONS RESPONSIBLE

33.5

4.0

2018 2019 16.0

Receipts

Invoices

Reports

5

5

5

NG-CDFC. COC, Fund Manager, School principals NG-CDFC. Fund Manager NG-CDFC. COC, Fund Manager,

-

2.0

2.0

-

-

-

2.0

-

-

33.5

4.0

4.0

33.5

2020 2021 16.0

BUDGET 2019 2020 16.0

Outcome3: Purchase of School Buses for Secondary Schools

No. laboratories completed and in use No. classrooms completed and in use

KEY PERFORMANCE INDICATORS

2.0

-

-

33.5

2021 2022 16.0

2.0

-

-

33.5

4.0

2022 2023 16.0

10.0

-

-

177.5

16.0

80.0

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

49

50

NG-CDF Strategic Plan 2018/23

Construction of goal posts

Purchase of goal nets

2.

3.

Sub-Total

Purchase of materials for posts

1.

Activities:

Sub-Total

No. buses & in Use

5

TOTAL TARGET School principals NG-CDFC. COC, Fund Manager, School principals

PERSONS RESPONSIBLE 2019 2020

-

2.0

2018 2019

-

2.0

2.0

-

2020 2021

BUDGET

goal nets

Goal Posts Constructed

materials for posts purchased

No. purchased & in Use

No. Constructed & in Use

No. purchased & in Use

16

8

-

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

0.45

0.1

0.35

-

Outcome1: Development of sporting facilitates

0.1

0.45

0.45

0.35

0.35

0.1

-

-

STRATEGY 3: ENCOURAGE SOCIAL COHESION WITHIN THE CONSTITUENCY THROUGH SPORTS

Actual buses branded and delivered

4.

Delivery of buses to schools

EXPECTED OUTCOME

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

0.45

0.1

0.35

-

2.0

-

2021 2022

0.45

0.1

0.35

-

2.0

-

2022 2023

1.8

0.4

1.4

-

8.0

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Provision of sub county kits

Provision of sub county balls

Purchase of sub county trophy

Conducting of sub county tournaments

Provision of trophy

2.

3.

4.

5.

6.

Sub Total

Identification of teams from all zones

1.

Activities:

PROGRAMMES/ ACTIVITIES

Tournaments conducted

Balls purchased and provided

Kits purchased & provided

Teams identified

EXPECTED OUTCOME

No. of Tournaments

No. of Trophies

No. of balls

No. of kits

No. of Teams

Trophy

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

12

40

20

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager 0.105

-

-

0.015

0.030

0.060

-

-

2019 2020

0.105

-

-

0.015

0.030

0.060

Outcome2: Conducting sub-county competitions

KEY PERFORMANCE INDICATORS

0.105

-

-

0.015

0.030

0.060

-

2020 2021

BUDGET

0.105

-

-

0.015

0.030

0.060

-

2021 2022

2022 2023

0.42

-

-

0.06

0.12

0.24

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

51

52

NG-CDF Strategic Plan 2018/23

No of tournaments conducted

Certificates issued

Conducting of constituency tournaments

Provision of FKF certificates

TOTAL SPORTS

Sub Total

Trophy purchased

Purchase of constituency trophy

Reports

Reports

Reports

Reports

Reports

Kits purchased & provided

Balls purchased and provided

Reports

Teams from the wards

EXPECTED OUTCOME

Provision of constituency balls

Identification of teams from the wards Provision of constituency kits

Activities:

PROGRAMMES/ ACTIVITIES

96

400

12

400

112

32

TOTAL TARGET

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager

PERSONS RESPONSIBLE

1.985

1.43

1.43 1.985

0.1

0.5

0.03

0.1

0.60

0.03

0.30

0.40

0.40 0.30

-

-

2018 2019 2019 2020 Outcome3: Conducting constituency Tournaments

KEY PERFORMANCE INDICATORS

1.985

1.43

0.1

0.5

0.03

0.30

0.40

-

2020 2021

BUDGET

1.985

1.43

0.1

0.5

0.03

0.30

0.40

-

2021 2022

2022 2023

7.94

5.72

0.40

2.00

1.20

1.20

1.60

Nil

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Identification of rural access roads to schools

Tendering of contractors

Construction of access roads to Primary schools

Construction of access roads to secondary schools TOTAL ROADS

1.

2.

3.

4.

Activities:

PROGRAMMES/ ACTIVITIES

No of access roads constructed

No of access roads constructed

Tenders issued

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

2019 2020

Reports

Reports

Reports

Reports

12

40

-

40

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager

20.00

6.0

14.0

-

-

20.00

20.00

6.0

6.0

-

-

14.0

-

-

2020 2021

BUDGET

14.0

Outcome1: Construction of access roads to rural schools

STRATEGY 4: IMPROVE RURAL ROAD NETWORK TO SCHOOLS WITHIN SWC

rural access roads to schools

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS 2021 2022

20.00

6.0

14.0

-

-

2022 2023

80.00

24.00

56.00

Nil

Nil

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

53

54

NG-CDF Strategic Plan 2018/23

Identification of schools to be provided with water Carrying out hydrological survey

Drilling the wells

Handing over the wills to the school management

5.

6.

Procuring permit from WRMA to drill wells 4. TTendering for drilling

3.

2.

1.

Activities:

PROGRAMMES/ ACTIVITIES

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

2019 2020

2020 2021

BUDGET

Wells branded and handed over

Reports

Reports

Reports

Tenders issued

Well drilled and in use

Reports

Reports

Reports

Permits issued

by WRMA

hydrological surveys conducted

schools identified

5

5

5

5

5

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager,

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

-

3.5

-

-

-

-

Outcome1: Provision of Water to Rural Schools

-

3.5

-

-

-

-

-

3.5

-

-

-

-

STRATEGY 5: IMPROVE ACCESS TO ADEQUATE AND SAFE WATER IN SCHOOLS WITHIN SWC.

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS

-

3.5

-

-

-

-

2021 2022

-

3.5

-

-

-

-

2022 2023

-

17.5

-

-

-

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Sub-Total

1. Tendering of contractors 2. Construction of police housing units 3. Handing over of the housing units

Activities:

Sub-Total

PROGRAMMES/ ACTIVITIES

TOTAL TARGET School Principal

PERSONS RESPONSIBLE

3.5

2018 2019

3.5

2019 2020

Reports Reports Reports

Offices constructed

Offices handed over

4

4

2.0

-

2.0

-

-

2.0

-

2.0

Outcome 1: Police Housing Units Constructed and in use

STRATEGY 6: ENHANCE SECURITY FOR THE RESIDENTS OF SWC;

Tenders issued

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS

2.0

-

2.0

-

3.5

2020 2021

BUDGET

2.0

-

2.0

-

3.5

2021 2022

-

-

3.5

2022 2023

8.0

-

8.0

-

17.5

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

55

56

NG-CDF Strategic Plan 2018/23

Offices constructed

Offices handed over

2. Construction of chief’s offices

3. Handing over of the offices

Offices constructed

Offices handed over

2. Construction of offices

3. Handing over of the offices

Sub-Total 4. TOTAL SECURITY

Tenders issued

Activities: 1. Tendering of contractors

4. Sub-Total

Tenders issued

EXPECTED OUTCOME

1. Tendering of contractors

Activities:

PROGRAMMES/ ACTIVITIES

8

8

8

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager

PERSONS RESPONSIBLE

6.0

-

6.0

-

6.0

-

6.0

-

Reports

Reports

Reports

1

1

1

NG-CDFC. Fund Manager NG-CDFC. Fund Manager NG-CDFC. Fund Manager

8.0

-

-

5.0 13.0

5.0

-

Outcome3: Registrar of Persons offices Constructed and in use units

Reports

Reports

Reports

TOTAL TARGET

2018 2019 2019 2020 Outcome 2: Chief offices Constructed and in use

KEY PERFORMANCE INDICATORS

8.0

-

-

6.0

-

6.0

-

2020 2021

BUDGET

8.0

-

-

6.0

-

6.0

-

2021 2022

-

-

-

-

-

-

-

2022 2023

5.0 37.0

5.0

-

24.0

-

24.0

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

TOTAL ENVORONMENT

Establishment of tree nurseries and maintenance Planting of trees

2.

3.

Identification of schools

1.

Activities:

PROGRAMMES/ ACTIVITIES

PERSONS RESPONSIBLE 2018 2019

2019 2020

STRATEGY 6: PROMOTE ENVIRONMENTAL MANAGEMENT

TOTAL TARGET 2020 2021

BUDGET

No of trees planted and surviving

No of tree nurseries established

Schools identified

Reports

Reports

Reports

16

16

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager NG-CDFC. Fund Manager

1.7

-

1.7

-

1.7

1.7

-

1.7

1.7

-

-

-

Outcome 1: Tree planting and lake water management focusing on schools, women groups, youth group’s community-based organizations and faith-based organizations.

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS

1.7

-

1.7

-

2021 2022

1.7

-

1.7

-

2022 2023

6.8

-

6.8

-

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

57

58

NG-CDF Strategic Plan 2018/23

PERSONS RESPONSIBLE 2018 2019

STRATEGIC ISSUE 4: GOOD GOVERNANCE

TOTAL TARGET 2019 2020

2020 2021

BUDGET

Accurate and consistent documentation of all CDF Activities

No of best practices published

All best practices in the constituency documented

Practices in the constituency published

2.

Reports

Reports

Outcome1: Documentation of Constituency Activities

STRATEGY 1: ADOPT TRANSFORMATIVE LEADERSHIP

Strategic Objective: To develop effective, efficient accountable and transparent structures within in the constituency that enhance good governance

EXPECTED OUTCOME

1.

Activities:

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS 2021 2022

2022 2023

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

Implementation of activities according to NG- CDF accounting framework Carry out Financial accounting and &Reporting according to NG-CDF accounting framework Provision of timely Financial report

Sub-Total

3.

2.

1.

Activities:

PROGRAMMES/ ACTIVITIES

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

2019 2020

2020 2021

BUDGET

Activities implemented according to NG- CDF accounting framework Financial accounting and & Reporting in accordance to NG-CDF accounting framework No of Financial report in time Reports

Reports

Reports

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

0.03

0.01

0.01

0.01

0.03

0.01

0.01

0.01

Outcome1: Accurate record of NG-CDF Activities

0.03

0.01

0.01

0.01

0.03

0.01

0.01

0.01

STRATEGY 2: PROMOTE OPENNESS AND ACCOUNTABILITY IN MANAGEMENT OF THE FUND

EXPECTED OUTCOME

KEY PERFORMANCE INDICATORS 2021 2022

0.03

0.01

0.01

0.01

2022 2023

0.15

0.05

0.05

0.05

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

59

60

NG-CDF Strategic Plan 2018/23

3.

2.

procurement Act complied with while tendering

NG-CDF Regulations complied with Reports

Reports

Reports

1.

NG-CDF Act complied with

Reports

Implementation of activities according to NG-CDF Act Implementation of activities according to NG-CDF Regulations Tendering done in compliance with procurement Act Sub-Total

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

2019 2020

2020 2021

BUDGET

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

NG-CDFC. Fund Manager

Outcome1:

0.1

0.3

0.3

0.1

0.1

0.1

0.1

0.1

0.3

0.1

0.1

0.1

STRATEGY 3: PROMOTE COMPLIANCE WITH APPLICABLE LAWS, REGULATIONS AND STANDARDS.

EXPECTED OUTCOME

Activities:

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS

0.3

0.1

0.1

0.1

2021 2022

0.3

0.1

0.1

0.1

2022 2023

1.5

0.5

0.5

0.5

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

TOTAL TARGET

PERSONS RESPONSIBLE 2018 2019

0.2

TOTAL GOVENANCE

0.2

0.1

0.1

NG-CDFC. Fund Manager

0.1

Reports

Outcome1:

0.1

GRAND TOTAL

2019 2020

2020 2021

0.2

0.1

0.1

0.2

0.1

0.1

BUDGET

STRATEGY 4: MAINSTREAM CROSS CUTTING ISSUES AND PUBLIC PARTICIPATION.

No of polices implemented

EXPECTED OUTCOME

Implement mainstreaming polices of NGCDF board Sub-Total

1.

Activities:

PROGRAMMES/ ACTIVITIES

KEY PERFORMANCE INDICATORS 2021 2022

0.2

0.1

0.1

2022 2023

1.0

0.5

0.5

ESTIMATED TOTAL COST (KSH MILLIONS)

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

61

62

NG-CDF Strategic Plan 2018/23

WIGA WARD

WARD

12 8 17 6 7 6 7 7 3

7

Nyambeche

Chamabare

Nyamunda

Kioro

Masara

Nyasoko

Kokendi

3.

4.

5.

6.

7.

8.

9.

10. Kotuga

11. Abwao

12. Arombe

13. Magacha

14. Sibuoche

15. Obembo

16. Nyambona

17. Mariba

18. Kosege

10

12

12

10

8

10

12

Marabiko

8

CLASSROOMS

2.

PROJECTS DONE F/Y 2017/2018

Malera

TARGETED NUMBER

1.

SCHOOL

Appendix 2: Suna West NG-CDF: Primary School Projects Implementation Status Report as at August 2018

-

-

-

1

1

1

-

1

1

1

-

1

1

1

1

1

1

1

ADMISTRATION BLOCK

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

TOILETS

Suna West Constituency Development Fund

Wasweta II

16

Sagero

Bondo

Lela

Senior Chief Baraza

2.

3.

4.

5.

16 16 16

Kowino

Ndonyo

Nyailing’a

7.

8.

9.

10. Sindianya

11. Nyamilu

16

16

Magoto

6.

16

16

16

19

18

1. Nyamome

Sub Total

14

8

10

10

10

13

5

10

16

14

14

-

7

CLASSROOMS

21. Godkwer

PROJECTS DONE F/Y 2017/2018

6

TARGETED NUMBER

20. Raha

19. Kikonge

SCHOOL

2 2 2 1 2

Available Available Available

1

-

Available

2

Available

1

2

Available

-

2

Available

Inadequate

2

-

Inadequate

Inadequate

TOILETS

Available

1

1

ADMISTRATION BLOCK

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

63

64

NG-CDF Strategic Plan 2018/23

Wasimbete

Oruba/ Ragana

Assar Johansson

Ragana

Nyanko

Oruba

Nyangubo

Milimani

Oruba Keyo

2.

3.

4.

5.

6.

7.

8.

16 16 16

2. Machicha

3. Kitabaye

16

15

20

33

34

10

12

1. Mubachi

Sub Total

Migori Primary

1.

Sub Total

13. Sigiria

12. Ramoya

2

-

-

-

-

-

-

2-Door pit latrine

10

12

12

2

13

18

19

10

10

18

18

5

7

-

-

1

1

-

-

-

1

-

-

-

2

2

2

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Inadequate

Adequate

Suna West Constituency Development Fund

16 16 16 16

5. Ore

6. Nyabukemo

7. Boya Giribe

8. Nyamanga Giribe

16 16 16 16 16

11. Magongo

12. Barasengo

13. Mancha

14. Lwala Giribe

15. Kowiti Memerial

Sub Total

16

10. Giribe

9. Maseno Giribe

16

4. Kopanga

4

10

8

6

12

10

-

6

12

6

10

11

-

1

-

-

1

1

-

-

-

-

-

-

-

2

2

1

2

2

Inadequate

1

2

1

2

1

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

65

66

NG-CDF Strategic Plan 2018/23

RaganaOruba

Wasweta II

Wiga Ward

WARD

Nyasoko

Abwao

St Francis Wiga Girls

Sibuoche

St. Erine Raha

Ramoya Mixed

Nyamome Mixed

Magoto Mixed

Bondo Nyironge

Sagero Mixed

3.

4.

5.

6.

7.

1.

2.

3.

4.

5.

Moi Suba Girls

Masara

2.

1.

Malera

1.

SCHOOL

TARGETED NUMBER

14

12

6

5

6

4

8

4

-

8

4

8

6

CLASSROOMS

-

-

-

-

-

-

-

1

-

-

-

1

12

ADMISTRATION BLOCK

DORMITORIES

Appendix 3: Suna West NG-CDF: Secondary School Projects Implementation Status Report as at August 2018

1

1

-

-

-

-

-

-

-

2

-

1

-

1

-

-

1

-

1

-

1

2

2

-

1

On-going

LABORATORIES

-

-

-

-

1

1

1 Borehole

-

-

-

-

-

proposed

WATER

SCHOOL BUS

1

-

1

-

-

-

-

-

-

1

-

-

-

Suna West Constituency Development Fund

Wasimbete

6.

WARD

Kitabaye

Machicha

Lwala Giribe

Ogada Girls

3.

4.

5.

St Celestino Nyangubo Girls

5.

2.

Oruba Mixed

4.

Magongo Ribe

Migori Township

3.

1.

Bishop Okinda

2.

SCHOOL

TARGETED NUMBER

6

4

4

4

5

8

8

8

CLASSROOMS

ADMISTRATION BLOCK

-

-

-

-

1

1

1

1

1

DORMITORIES

1

-

-

-

1

1

1

-

-

LABORATORIES

1

-

-

-

1

-

1

1

1

WATER

-

-

-

-

1

-

-

-

SCHOOL BUS

-

-

-

1

1

-

1

-

-

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

67

Suna West Constituency Development Fund

68

NG-CDF Strategic Plan 2018/23

Suna West Constituency Development Fund

NG-CDF Strategic Plan 2018/23

69

Suna West Constituency Development Fund

OUR CONTACTS The Chairman, Suna West Constituency NG-CDF Committee P.O. Box 76-40400 Suna Migori Email: cdfsunawest@cdf.go.ke

70

Maendeleo kwa wote

NG-CDF Strategic Plan 2018/23