ITEN MUNICIPALIT Y URBAN ECONOMIC PLAN AUGUST 2020
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The development of the Iten Municipality Urban Economic Plan (UEP) has been made possible by funding from the UK government through UKaid’s Sustainable Urban Economic Development Programme (SUED) that is managed by Tetra Tech Company Coffey.
This report was developed by Atkins.
Cover Photo: Davide Minniti
I T E N U E P â—Š A B B R E V I AT I O N S & A C R O N Y M S
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ABBREVIATIONS & ACRONYMS ADAK
Anti-Doping Agency of Kenya
KERRA
Kenya Rural Roads Agency
PEA
Political Economy Analysis
BID
Business Improvement District
KETRACO
Kenya Transmission Company
PlwHIV/AIDs
People Living with HIV/AIDs
bn
billion
KES
Kenyan Shillings
PWD
People Living with Disabilities
CBD
Central Business District
KIHBS
Kenya Integrated Household Budget Survey
PVs
Photovoltaics
CBO
Community-Based Organisation
KII
Key Informant Interview
ROW
Right of Way
CIDP
County Integrated Development Plan
KIOF
Kenya Institute of Organic Farming
SACCOs
Savings and Credit Cooperative Organisations
CGoK
Central Government of Kenya
KOAN
Kenya Organic Agriculture Network
SDGs
Sustainable Development Goals
CIDP
Elgeyo Marakwet County Integrated Development Plan
KOM
Kick-off Meeting
SIG
Special Interest Group
DFID
Department for International Development
KNBS
Kenya National Bureau of Statistics
SWOT
Strengths, Weaknesses, Opportunities, and Threats
EAOPS
East African Organic Products Standard
KPLC
Kenya Power and Lighting Company
SuDS
Sustainable Urban Drainage Systems
EMC
Elgeyo Marakwet County
KES
Kenyan Shilling
SUED
Sustainable Urban Economic Development
EU
European Union
KURA
Kenya Urban Roads Authority
TT
TetraTech
FGDs
Focus Group Discussions
KUSP
Kenya Urban Support Program
TEU
Twenty-foot Equivalent Unit
FOP
Field of Play
KVDA
Kerio Valley Development Authority
TVET
Technical and Vocational Education and Training
GCP
Gross County Product
LART
Lower Altitude Running Track Circuit
UACA
Urban Areas and Cities Act
GDP
Gross Domestic Product
m
million
UEP
Urban Economic Plan
GeSI
Gender and Social Inclusion
MB
Iten Municipal Board
UN
United Nations
GVA
Gross Value Added
MSW
Municipal Solid Waste
UNWTO
United Nations World Tourism Organisation
HATC
High-Altitude Training Centre
MTP
Medium Term Plan
VC
Value Chain
HART
High-Altitude Running Track Circuit
NAP
National Adaptation Plan
WADA
World Anti-Doping Agency
IAAF
International Association of Athletics Federation
NEMA
National Environment Management Authority
WSP
Water Service Provider
IDP
Internally Displaced Person
NER
Net Enrolment Rate
WSREB
Water Services Regulatory Board
IDeP
Iten Municipality Integrated Development Plan
NGEC
National Gender and Equality Commission
WTW
Water Treatment Works
IPCC
Intergovernmental Panel on Climate Change
NGOs
Non-Governmental Organisations
ISDP
Iten Town Integrated Spatial Development Plan
NMT
Non-Motorised Transport
ITWASCO
Iten Tambach Water and Sewerage Company
NOREB
North Rift Economic Bloc
IUCN
International Union for Conservation of Nature
NSP
National Spatial Plan
JV
Joint Venture
NUDP
National Urban Development Policy
KeBS
Kenya Bureau of Standards
OECD
KeNHA
Kenya National Highways Authority
Organisation for Economic Co-operation and Development
ITEN UEP â—Š CONTENTS
CONTENTS
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Executive Summary ............................................ 1 1. Introduction................................................. 5 1.1 Background information ................................................ 5 1.2 Purpose of the UEP........................................................ 6 1.3 Approach ....................................................................... 6 1.4 Key principles ................................................................ 8 1.5 Nexus: climate change, social exclusion and poverty.................................................................... 9 1.6 Structure of this report..................................................11
4. Tourism Action Plan .................................. 26
7. Implementation Plan ............................... 118
4.1 Introduction ................................................................ 26
7.1 Introduction ................................................................118
4.2 Sector activities ........................................................... 27
7.2 Partners and institutional structures ..........................119
4.3 Target market............................................................... 29
7.3 Implementation costs and delivery ............................121
4.4 Anchor project: Sports Complex.................................. 29
7.4 Funding .....................................................................132
4.5 Soft initiatives ...............................................................36
7.5 Recommendations for Capacity Building ..................133
4.6 Delivery mechanisms ....................................................38
7.6 Recommendations for Social Inclusion ......................134
4.7 Phasing ........................................................................ 41
7.7 Recommendations for Climate Change and Resilience ...........................................................135
5. Diversification Action Plan......................... 42
7.8 Next steps .................................................................136
2. Urban Diagnostic....................................... 12
5.1 Agriculture.................................................................... 43
2.1 Study area ....................................................................12
5.2 Retail and Trade .......................................................... 46
2.2 Planning context ..........................................................13
5.3 Agri-processing............................................................ 48
2.3 State of Iten ..................................................................13
5.4 Proposed VCs projects..................................................50
2.4 Infrastructure overview..................................................19
5.5 Industrial site................................................................ 63
2.5 Environment and climate change risk profile........................................................ 20
6. Development Framework.......................... 66
2.6 Diagnostic conclusion: drivers and barriers to growth ..................................... 21
3. Development Concept .............................. 22 3.1 UEP vision..................................................................... 24 3.2 Key components of the development concept.................................................. 24
6.1 Introduction ..................................................................66 6.2 Overview of climate resilient and inclusive infrastructure projects.................................... 67 6.3 Town Centre................................................................. 69 6.4 Beyond the Town Centre and Municipality-wide proposals..................................85
I T E N U E P â—Š F I G U R E S & TA B L E S
FIGURES
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Figure 0.1 - Overall Development Framework Plan showing individual sector proposals ............................... 3
Figure 4.7 - Kamariny site cross section A-A..........................33
Figure 6.9 - SuDS along Kerio Valley Road within the Town Centre ...........................................................75
Figure 1.1 - UEP Process......................................................... 6
Figure 4.8 - Kamariny Elite Hub alternative concept master plan ............................................34
Figure 1.2 - SUED Principles ....................................................8
Figure 5.1 - Selected VCs and evaluation criteria..................50
Figure 2.1 - Map showing Iten Municipality within the County and economic bloc....................................13
Figure 5.2 - Existing supply chain...........................................51
Figure 6.11 - Proposed public transport facilities in the Town Centre...................................................78
Figure 5.3 - Potato processing steps......................................53
Figure 6.12 - High and Low Altitude Running Tracks.............86
Figure 5.4 - Future supply chain.............................................54
Figure 6.13 - Existing cooling facilities and proposed collection centres...................................................................92
Figure 2.2 - Iten Municipality Area.........................................14 Figure 2.3 - Planning Context................................................14 Figure 2.4 - Town character and urban analysis map.............15 Figure 2.5 - Monthly spend per capita (in KES)......................16 Figure 2.6 - The three dimensions of inclusion......................16
Figure 5.5 - Operating costs 2025.........................................54 Figure 5.6 - Sports nutrition bars............................................58 Figure 5.7 - Sports nutrition bar production flow...................59 Figure 5.8 - Operating costs 2025.........................................60
Figure 2.7 - Agriculture GCP County Contributions, 2017 (KES million)...................................................................18
Figure 5.9 - Cost of ingredients in typical bar........................60
Figure 2.8 - GCP per capita (in KES)......................................18
Figure 5.10 - Indicative layout for industrial site....................63
Figure 2.9 - GCP Sector Share, 2017.....................................18
Figure 6.1 - Overall Development Framework showing individual sector proposals......................................68
Figure 2.10 - Employment by Sector, 2009............................18 Figure 3.1 - Key components of the development concept .22 Figure 4.1 - Strength and weakness of sports tourism...........28 Figure 4.2 - Sports Complex serves as anchor project ..........29 Figure 4.3 - Sports Park overview...........................................30 Figure 4.4 - Sports Park - looking north.................................31 Figure 4.5 - Sports Park – looking east...................................31 Figure 4.6 - Proposed Master Plan for Kamariny vs topography ..................................................33
Figure 6.2 - Town Centre proposals ......................................69 Figure 6.3 - Current land uses withing the Town Centre ......70 Figure 6.4 - Stimulus Market proposal...................................71 Figure 6.5 - Town Square proposal looking north.................71 Figure 6.6 - Transit hub layout................................................73 Figure 6.7 - Transit hub proposal looking south....................73 Figure 6.8 - Transit hub proposal looking north.....................73
Figure 6.10 - Overview of SuDS along Kerio Valley Rd and Stimulus Market......................................75
Figure 6.14 - Location of industrial site and supporting network to be improved.........................................................98 Figure 6.15 - Kamariny Stadium Access road ........................99 Figure 6.16 - Mudslide prone area ......................................101
I T E N U E P â—Š TA B L E S
TABLES
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Table 2.1 - SIGs and exclusion manifestation ........................17
Table 5.10 - Project summary information ............................ 64
Table 2.2 - Business identified challenges to growth.............18
Table 5.11 - Infrastructure recommendations ....................... 65
Table 2.3 - Sector climate sensitivities .................................. 20
Table 6.1 - List of climate resilient and inclusive infrastructure proposals.................................. 67
Table 6.15 - Road surface condition and RoW of roads along the LART circuit track.................................... 87 Table 6.16 - Proposed ROW configurations ......................... 88 Table 6.17 - Project summary information ............................ 89
Table 4.1 - Infrastructure recommendations for Sports Complex .............................................................. 35
Table 6.2 - Project information summary .............................. 72
Table 6.18 - Basic analysis and timeline................................ 89
Table 4.2 - Tourism soft initiatives........................................ 36
Table 6.3 - Basic analysis and challenges.............................. 72
Table 6.19 - Project summary information ............................ 91
Table 4.3 - Indicative members of the Sports Committee .... 38
Table 6.4 - Project information summary............................... 74
Table 6.20 - Project summary information ............................ 91
Table 4.4 - Accommodation facilities and occupancy........... 41
Table 6.5 - Basic analysis and timeline................................. 74
Table 5.1 - Agriculture Action Plan........................................ 44
Table 6.6 - Project summary details ...................................... 76
Table 6.21 - Existing and proposed cooling facilities and collection centres in Elgeyo Marakwet .......................... 92
Table 5.2 - Retail and Trade Action Plan ............................... 47
Table 6.7 - Basic analysis and timelines ................................ 76
Table 5.3 - Agri-Processing Action Plan................................ 49
Table 6.8 - Project summary details ...................................... 79
Table 5.4 - Land Requirement............................................... 53
Table 6.9 - Basic analysis and timeline.................................. 79
Table 5.5 - Production target and volume flows ................... 53
Table 6.10 - Project summary details .................................... 81
Table 5.6 - Infrastructure assessment for Irish potato processing plant.................................................................... 55
Table 6.11 - Basic analysis and timeline................................ 81
Table 5.7 - Land requirement................................................ 59 Table 5.8 - Infrastructure assessment for sports energy bar............................................................................. 61 Table 5.9 - Project summary information .............................. 64
Table 6.12 - Project summary details .................................... 83 Table 6.13 - Basic analysis and timelines .............................. 83 Table 6.14 - Road surface condition and RoW of roads along the HART circuit track ................................... 87
Table 6.22 - Project summary information ............................ 93 Table 6.23 - Basic analysis and timeline................................ 93 Table 6.24 - Project summary information ............................ 96 Table 6.25 - Basic analysis and timeline................................ 96 Table 6.26 - Right of way of the west link road......................97 Table 6.27 - Project summary information ............................ 98 Table 6.28 - Basic analysis and timeline.................................98 Table 6.29 - Proposed Kamariny road cross-section............. 99 Table 6.30 - Project summary information ...........................100 Table 6.31 - Basic analysis and timeline...............................100
I T E N U E P â—Š TA B L E S
TABLES
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Table 6.32 - Project summary information ......................... 102
Table 6.51 - Project summary details .................................. 116
Table 6.33 - Basic analysis and challenge ........................... 102
Table 6.52 - Basic analysis and timelines ............................ 116
Table 6.34 - Project summary details .................................. 103
Table 6.53 - Project information summary........................... 117
Table 6.35 - Basic analysis and timelines ............................ 103
Table 6.54 - Basic analysis and timeline.............................. 117
Table 6.36 - Project summary details .................................. 105
Table 7.1 - Implementation costs.........................................121
Table 6.37 - Basic analysis and timeline.............................. 105
Table 7.2 - UEP Implementation costs and delivery ...........122
Table 6.38 - Project summary details .................................. 106 Table 6.39 - Basic analysis and timeline............................. 106 Table 6.40 - Project summary details .................................. 108 Table 6.41 - Basic analysis and timeline.............................. 108 Table 6.42 - Project summary details .................................. 111 Table 6.43 - Basic analysis and timeline............................. 111 Table 6.44 - Comparison of Sanivation briquettes to wood and charcoal........................................ 111 Table 6.45 - Project summary details .................................. 112 Table 6.46 - Basic analysis and timeline.............................. 112 Table 6.47 - Project summary details .................................. 113 Table 6.48 - Basic analysis and timeline.............................. 113 Table 6.49 - Project summary information .......................... 115 Table 6.50 - Basic analysis and timeline.............................. 115
ITEN UEP ◊ EXECUTIVE SUMMARY
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Executive Summary WS Atkins International Limited was commissioned to develop the Urban Economic Plan for Iten Municipality as part of the UK’s Department for International Development Sustainable Urban Economic Development Programme (SUED). The aim of the programme is to support market driven growth in emerging towns and cities in Kenya. The UEP is an advisory document that builds on existing work and priorities identified under the Iten Town Integrated Spatial Development Plan (ISDP), Iten Municipality Integrated Development Plan (IDeP) and the County Integrated Development Plan (CIDP), as well as aligning and complementing work done by other donors. In doing so, it will provide a focused economic strategy for the Municipal Board and Municipal Departments to enable them to deliver economic development within Iten Municipality. The purpose of the plan is to: › Provide an inclusive economic strategy that can guide future development towards increasing prosperity in Iten; › Prioritise economic activities and climate resilient and inclusive infrastructure that can maximise benefits and support the development of a sustainable economic future for Iten; › Bring together stakeholders on deciding the economic future of Iten and implementing it; and › Identify and prepare value chain projects that can be considered further in terms of their feasibility and bankability before SUED seed financing is committed. Stakeholders’ interests and insights have been considered throughout the development of the UEP. Section 2 sets out the diagnostic assessment of Iten, where the social, economic, infrastructure and environmental baseline has provided an understanding of the barriers and drivers to sustainable economic growth.
Photo: Catalina Gellago Lopez
Iten Municipality is the headquarters, commercial centre and largest town of Elgeyo Marakwet County, however it is a relatively small urban centre in Kenya and is experiencing moderate population growth. Despite the small population, the County has a strong and steadily growing economy being
ITEN UEP ◊ EXECUTIVE SUMMARY
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the fourth largest contributor of agriculture GDP in Kenya and the largest agricultural GCP of the NOREB region. Iten highly relies on agriculture but has very limited value addition. The Municipality is world-renowned as the Home of Champions for producing famous athletes, this has been recognised by the IAAF award as the World Heritage Centre for Athletics Development. There is a great potential for Iten to leverage upon this award as a high altitude training centre for elite and amateur athletes. The Gender and Social Inclusion Study was a key part of the diagnostic, providing recommendations for meeting the aims of the SUED Programme - to advance inclusion of PWDs, women, youth and PlwHIV/AIDs. The prioritised UEP projects have been developed in a way to address the economic, social and spatial dimensions of exclusion for Iten’s identified special interest groups (SIG), with recommendations for project implementation. The diagnostic stage identified three key sectors that Iten should prioritise for development: Tourism driven by sports tourism due to the suitable environment for high altitude training, attracting elite and amateur athletes to visit and train in the area; Agriculture and livestock, the local population relying on this sector as the main economic subsistence activity; Retail and trade reflecting its role as the main urban centre in the County. Critical for the development of the economy, through these key sectors, will be the improvement of infrastructure particularly in areas affecting production and tourism potential such as roads and transport accessibility, insufficient water supply to support local population and businesses, poorly maintained running tracks and sports facilities. There are also poor waste management practices and drainage systems around the town. The cost of electricity is very high, and most people use firewood and charcoal for cooking.
The County’s strategic location across three ecological zones supports different agricultural produce and unique natural assets such as the Elgeyo escarpment and extensive forest cover, which is the second highest cover nationally. Iten’s reliance on rain fed agriculture increases its vulnerability to climate change risk. Key climate risks are drought and rainfall variability, localised flooding and landslides, particularly in the Escarpment, and wildfires. The proposed infrastructure and Value Chain (VC) projects have been assessed for climate vulnerability, social inclusivity and recommendations are provided. Section 3 presents the development concept for Iten Municipality, overarching the economic development framework which consists of the Tourism Action Plan and the Diversification Action Plan. Both action plans will be enabled by the urban development framework which prioritises key climate resilient and inclusive infrastructure projects. This is driven by the economic vision that has been developed with key stakeholders for Iten:
“To enhance Iten’s world class sports and tourism potential, whilst safeguarding its natural environment and agricultural economy” Section 4 describes the Tourism Action Plan (TAP) as main driver of economic growth focusing on sports tourism to leverage upon its nationally and internationally recognised position as a world leader in high-altitude athletics training, as recently acknowledged through the IAAF award. The plan provides strategic direction for the Municipality to become a worldwide destination for sports tourism. The TAP is centred around the development of a Sports Complex to serve as an anchor project and key catalytic development to enable a range of other supporting tourism facilities to be introduced into the Municipality in order to provide a complete offer of international standards. The Sports Complex will be complemented by improving and upgrading existing running tracks and trails and better linkages with other tourism offering within the County.
The Sports Complex underpins the development of the sector through provision of sports-related infrastructure across the Municipality. The Sports Complex is split across two sites: The Sports Park site is located within the town centre, and is proposed to be the recreational, cultural and social/ commercial ‘hub’, which will be linked to the existing urban fabric of the CBD through urban design and infrastructure upgrades and interventions; The Kamariny Elite Hub site is located at Kamariny stadium, which will accommodate the more specialised sporting facilities aimed at world-class high-altitude training requirements and professional athletes including Paralympics. A series of initiatives and delivery mechanisms are outlined to improve the tourism offer within the Municipality. These initiatives include the establishments of a Sports Committee to oversee the implementation of the TAP, improvement of the hospitality sector to cater for different options, marketing and promotional campaigns, as well as regulatory and policy measures that can expand the tourism offer within Iten Municipality. Section 5 details the Diversification Action Plan (DAP) to ensure the economy is not solely reliant on tourism. The Municipality should seek ways to promote economic resilience through the development of agriculture, agriprocessing, retail and trade as key priority sectors identified to diversify the economy. The sector action plans include interventions covering stakeholder collaboration, capacity building and training, best practice and technology, information and communications, and infrastructure and planning enhancements.
Figure 0.1 - Overall Development Framework Plan showing individual sector proposals
ITEN UEP ◊ EXECUTIVE SUMMARY
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The plans will complement and provide an enabling environment for the prioritised VC opportunities. Six potential VC projects were identified in the assessment and defined in consultation with local stakeholders. Their assessment included consideration of target market, costs and revenues, competitiveness and comparative advantages, land and infrastructure requirements, and climate vulnerability and social inclusion assessment. However, two priority VC opportunities have been selected to maximise benefits with their ability to develop the agri-processing sector within the Municipality, utilising synergies to existing assets and sectors, and competitive advantage over processing in Eldoret which is the main regional and industrial hub. These VCs are:
have been assessed against climate vulnerability, with adaptation measures identified to ensure resilience, and include recommendations for social inclusion to ensure access and acceptability for all. Section 7 provides the Implementation Plan, which presents relevant considerations across partnerships, funding and scheduling for both action plans, proposed VC and climate resilient and inclusive infrastructure projects, including estimated delivery costs. The section also presents recommendations for capacity building, social inclusion and climate resilience, as crucial elements for implementing the UEP.
Irish potato processing; the County is one of the main counties in Kenya for producing Irish potato in terms of both quality and volume;
Section 6 sets out the urban development framework, which serves as a mechanism within the UEP to direct proposed urban development, infrastructure and VC projects into the most suitable locations. The urban development framework structures, prioritises, and phases urban development in a coherent and coordinated manner considering the limited availability of developable land across the Municipality. The development framework proposals are organised around the town centre as the main area to boost urban economic growth. These are complemented by other proposals identified to address challenges across the wider area. The projects have been identified across urban design, transport, waste management, water and sanitation, drainage, and energy to enable the TAP and DAP. The proposed projects
› Capacity building specialists to enhance Municipal and local capacity to implement the projects and ensure revenue generation; › Investment climate experts to address policy and regulatory constraints; and › Investment experts to develop feasibility studies, business cases and investment promotion strategies for the projects.
Iten Economic Vision Home of Champions Green Character Agricultural Economy
Sports nutrition bars; that combine Iten’s reputation as the ‘Home of Champions’ and ‘producer of elite athletes’, with the County’s extensive range of agricultural produce. The two selected VCs will be located on a strategic vacant publicly owned portion of land close to the CBD with good access to the main markets and agricultural zones. By creating an industrial site, synergies between economic activities such as agri-processing can be leveraged through clustering effects while emissions will be lowered and resources managed more efficiently (e.g. with shared facilities) to create a healthier working environment, lower costs and increase business competitiveness.
Following the completion of the UEP, during the next phase of the SUED programme, the identified projects will be developed further by:
Tourism Action Plan Sports and Sports Complex Other Tourism Offers Hospitality
Diversification Action Plan Agriculture Agri-processing Retail & Trade
Development Framework Climate Resilient & Inclusive Infrastructure priorities Town Centre | Industrial Site | Kamariny | Municipality-wide
ITEN UEP â—Š SECTION 1: Introduction
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1. Introduction 1.1 Background information WS Atkins International Limited was commissioned to develop the Urban Economic Plan for Iten Municipality as part of the UK’s Department for International Development Sustainable Urban Economic Development Programme (SUED). The aim of the programme is to support market driven growth in emerging towns and cities in Kenya. Supporting these smaller centres provides an environment to create economic opportunities and job creation in a way that balances growth across the country, develops economic sectors that can contribute towards increasing the national output, and provides an incentive for minimising uncontrolled migration.
Provides an inclusive economic strategy that can guide future development towards increasing prosperity in Iten; Prioritises economic activities and climate resilient infrastructure that can maximise benefits and support the development of a sustainable economic future of Iten and introduce international best practice and innovation; Brings together stakeholders on deciding the economic future of Iten and implementing it; and
Identifies and prepares value chain projects that can be considered further in terms of their feasibility and bankability before SUED seed financing is committed. Photo: Davide Minitti
ITEN UEP ◊ SECTION 1: INTRODUCTION
1.2 Purpose of the UEP Combining local knowledge and international expertise, the Iten Municipality Urban Economic Plan: Is an advisory document that builds on existing work and priorities identified under the Iten Town Integrated Spatial Development Plan (ISDP), Iten Municipality Integrated Development Plan (IDeP) and the County Integrated Development Plan (CIDP), as well as aligning and complementing work done by other donors. In doing so, it will provide a focused economic strategy for the Municipal Board and Municipal Departments to enable them to deliver economic development within the Municipality.
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Phase 3 - The Technical Briefing Paper set out a development framework and identified, assessed and prioritised economic growth opportunities and their requirements; Phase 4 - Development of the Final UEP which sets out in detail economic opportunities and actions and prioritises climate resilient and inclusive infrastructure projects for implementation. Figure 1.1 - UEP Process
Inception Phase
The UEP prioritises value chain and climate resilient and inclusive infrastructure projects that can support Iten’s economic sectors with the greatest potential for inclusive employment generation. Drawing on international best practice, it introduces an integrated multi-disciplinary approach to planning for economic growth and supports capacity building from an early stage.
Diagnostics Phase
Policy Framework International/National trends
1.3 Approach The approach and methodology have been developed in response to the DFID Terms of Reference and in consultation with the SUED Team and DFID and has been tailored to consider local conditions in Iten. The aim was to enable a collaborative approach between different local stakeholders and the consultant team to assess the Municipality’s economy in a systematic way, develop an agreed economic vision and prioritise actions that will have maximum impact and are ready to attract donor co-financing.
The Iten UEP has been developed utilising primary and secondary research and analysis, ranging from the review of local and national strategies and international studies to statistical analyses, focus group discussions with stakeholders and surveys. A key component has been consultation with local stakeholders.
UEP Technical Briefing Phase
Setting the principles for the development of the UEP
Phase 2 - The Diagnostics Phase was developed to provide a comprehensive and wide-ranging assessment of Iten’s economy, demographics, infrastructure, environment and climate change risk profile against national and international context;
Setting Vision & key economic sector actions
/=, /-, K Economic and Demographic Gather initial comments through stakeholder engagement - KOM
Infrastructure and Transportation provision
Analysis of Strengths, Weaknesses, Opportunities and Threats of key economic sectors
Evaluating and prioritising VC opportunities
Development Framework & Climate resilient infrastructure
Assessing requirements & impact of shortlisted VC opportunities Anchor projects: Value chain opportunities
The preparation of the UEP comprised four main phases: Phase 1 - Inception Phase which focused on the Kick-off Meeting. The aim was to present the approach of the UEP and capture key opportunities and challenges affecting economic growth in Iten as identified by local stakeholders;
UEP Phase
Environmental & Climate change risk profile
Evaluating climate resilient green infrastructure opportunities
Identification of short listed VC opportunities and climate resilient infrastructure Consultation with Municipal Board, Municipality & County officers, Businesses, Special Interest Groups
ITEN UEP ◊ SECTION 1: INTRODUCTION
Stakeholder Engagement
The purpose of stakeholder engagement was to ensure that the stakeholders’ interests are taken into consideration throughout development and reflected in the Iten Municipality Urban Economic Plan. More specifically, the aims were: › To ensure that the development of the Urban Economic Plan is inclusive and is undertaken in a manner that fits with Iten’s business and community culture;
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A critical process in developing the UEP report has been stakeholder management including: › Establishment of a Project Steering Group (PSG); › Site visits and local meetings; › Stakeholder workshops; › Formal social consultations; › Business consultations; and › Interviews with sports and tourism stakeholders.
› To ensure that all stakeholders are clear on the purpose, scope, recommendations and outcomes of the UEP as well as meeting key stakeholders aspirations and gain buy-in from them;
The PSG was formed to enable the exchange of ideas and information between the Municipal Board and the SUED Technical team. The PSG was formed of the following members:
› To understand better the interests of specific groups and how the UEP can benefit them; and
› Municipal Manager;
› To provide a regular flow of information to and from key stakeholders.
› Chairman, Municipal Board; › Vice-chair, Municipal Board/ representative of business community;
The Iten stakeholders include:
› County Engineer;
› County Government including County Governor; Deputy Governor; CECM Lands and Physical Planning; Chief Officers, County Administration and County Assembly members;
› County Physical Planner;
› Municipal Board including Chairperson, Vice-chair, Municipal Manager, Board Members, and ex officio members (Minister and Chief Officer);
› Athletes’ representative;
› Business representatives including Chamber of Commerce (KNCCI), organised business groups, traders and Jua Kali, SACCOS, banks and finance organisations, farmers and athletics organisations; › Utilities and service providers including water and sewage company (ITWASCO), Kenya National Highways Agency (KENHA), Kenya Urban Roads Agency (KURA), Kenya Rural Roads Agency (KERRA) Kenya Power (KPLC); › Special Interest Groups (SIGs) including representatives from the youth, women, Persons with Disability; and Persons Living with HIV/AIDs; and Other stakeholders include Rimoi conservancy, retired athletes, coaches and tourism organisations (i.e. North Rift Tourism Organisation).
› Climate change champion; › Social inclusion champion; › Representative of North Rift Tourism Organisation; › Municipal Administrative Officers; › Legal Advisor to the County; and › County Director of Economic Planning and Budgeting. The aim was to ensure the PSG is representative of the needs and challenges associated with the town whilst being aligned and familiar with existing County and Municipal policies and regulations. The PSG under an elected representative also facilitated the dissemination of information on the various components including progress of the UEP and the broader SUED Programme, through liaison with the County Government, the Municipality and the Municipal Board and the wider stakeholder community.
ITEN UEP ◊ SECTION 1: INTRODUCTION
Three separate stakeholder workshops were undertaken, including the Kick-off Meeting (KOM), to gather feedback from stakeholders throughout the project. The first workshop (KOM), in November 2019, presented the project and process and collated information from 58 stakeholders in terms of key characteristics, strengths and challenges (captured within the Inception Report). Stakeholders included Municipal Board, Municipality and County officers, private sector, civil society groups and non-government organisations and representatives from Special Interest Groups (SIGs). The second workshop following the issue of the Diagnostics Report, in March 2019, focused on gathering feedback from the PSG and wider stakeholders on the findings of the diagnostics assessment. This included sectoral SWOTs and identification of emerging economic opportunities. This workshop also comprised a visioning exercise for the UEP, bringing together stakeholders’ suggestions on what the vision should be, as well as evaluating the proposed economic opportunities according to the determined top evaluation criteria for Iten. The feedback is in the Diagnostic Report and the UEP Technical Briefing Paper Report appended to this document.
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Some of the businesses were identified through the social inclusion focus groups as businesses that were run by youth, women, people living with HIV/AIDs (PlwHIV/AIDs) and people with disabilities (PWDs). A total of 38 representatives were consulted during this process, whilst further discussions were also held during subsequent site visits. As part of the Tourism Action Plan (TAP), the sports and tourism consultation involved the development of tailored questionnaires to coaches, athletes, government stakeholders, hospitality and accommodation outlets, and international sports organisations. This consultation also took the form of 1:1 interviews in order to get a deeper understanding
of the existing sports facilities in Iten, how these operate, challenges and gaps faced, athletes’ requirements for facilities and accommodation options in Iten, availability of funding programmes and demand for new facilities.
1.4 Key principles The development of the UEP and evaluation of proposed projects are grounded on key principles that support the Programme’s aim to create market driven growth and build resilience. The Atkins SUED Team has defined these principles as:
Figure 1.2 - SUED Principles Resilient: Shifts in the economy Adaptive infrastructure to climate change Smart solutions
Resource Efficient: Circular economy and zero water Water and energy management Rural - urban linages
The third workshop focused on presenting the economic vision statement and reaching consensus with the PSG, Municipality and key stakeholders. Consensus was also reached on the development framework including a tourism action plan to leverage investment which is complemented by a diversification action plan to support sustainable development in Iten Municipality. The gender and social inclusion study involved related literature review and primary research, covering interviews with key project informants and four focus group discussions. This resulted in the identification of socially excluded groups, how their exclusion manifests, processes that perpetuate the exclusion and development of the inclusion interventions proposed in this UEP. A Business consultation was undertaken to understand how the businesses operate and their views on future growth opportunities and constraints. This consultation covered key sectors and was composed of 1:1 interviews with numerous enterprises, cooperatives, market representatives, hotels, finance organisations and local service organisations. Each interview was supported, with a detailed questionnaire.
Socially Inclusive: Socio-economic trends Vulnerable groups Immigration/migration
Sustainable: Low carbon development Green energy Green infrastructure
Resilience:
Resource Efficient:
The prioritised projects will have to be resilient against shifts in the economy both domestic and international markets as applicable to remain competitive. They will also need to be adaptive to potential climate change impacts, while ensuring technological advancements can be introduced where possible.
Prioritises economic activities and climate resilient infrastructure that can maximise benefits and support the development of as sustainable economic future of Iten and introduce international best practice and innovation.
Socially Inclusive:
Sustainable:
The UEP will need to be socially inclusive through a thorough understanding of who lives and works in Iten and how all groups, including women, people living with disabilities and youth, cam be engaged moving forward.
The UEP promotes green infrastructure and minimisation of environmental impacts.
ITEN UEP â—Š SECTION 1: INTRODUCTION
While these principles are closely linked and overlap in their definition, each one of them emphasizes a different aspect that is not fully captured by the others. Thus, it is important that all four principles are embedded and balanced in the UEP and its implementation. At its core the UEP seeks to create employment opportunities accessible to all and set out economic measures and supporting actions and projects that can help directly or indirectly lift local population out of poverty whilst supporting crucial livelihoods. All proposed projects (VCs and infrastructure projects) contained within the UEP have been screened and refined for their contribution to improving livelihoods by considering: availability; accessibility; affordability; acceptability; and adaptability, across SIGs as well as low-income groups, the urban poor and informal sector. The aim is to minimise inequalities and improve access to job opportunities for optimum benefits to the community. Social exclusion makes it difficult to achieve sustainability objectives, such as reducing poverty, due to often hidden barriers in reaching those who are socially marginalised. Exclusion also causes conflict, and it is almost impossible to achieve economic gains in conflict environments. Persons with Disability (PWDs), Youth, Women and PlwHIV/AIDs face challenges that are either caused by or lead to exclusion, and recommendations for their inclusion are fully integrated in the UEP. People who are excluded are not ‘just like’ the rest of the poor, only poorer. They are also disadvantaged by who they are or where they live, and as a result are locked out of the benefits of development.
1.5 Nexus: climate change, social exclusion and poverty At the time of preparing this UEP, the Covid-19 pandemic had taken the whole world by surprise disrupting societies and economies. The impacts (both health and economic) have been felt across different geographies and locally in Iten. While governments are trying to address current challenges, this pandemic has brought to the fore the need to understand better the nexus between vulnerable groups, livelihoods and shocks from critical events such as climate change, where vulnerabilities are enhanced in combination. Climate change is a serious risk to livelihoods and poverty reduction efforts, and it is imperative to understand exposure, vulnerabilities and build resilience into future projects through appropriate adaptation measures.
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Poor and marginalised groups are disproportionately affected by the impacts of climate change. Livelihoods, most often in the informal sector, that are reliant on being able to trade every day are more vulnerable to disruption, be it a pandemic, or an environmental disaster. Access to basic services including water availability and provision can be disrupted negatively affecting particularly poorer and excluded groups including posing a risk to food security. Limited access to credit and financial resources and reduced social safety nets critically reduce their ability to recover from disasters such as floods or droughts. Adaptation measures need to be appropriate to support income security and ensure the inclusion of marginalised groups, and not to reinforce and exacerbate existing inequality and vulnerabilities. Increasing resilience of current and future livelihoods and infrastructure is key to poverty reduction and has been addressed systematically throughout the UEP to avoid creating polarisation and further exclusion.
1.5.1 Covid-19 impacts and lessons In Kenya, the impact of Covid-19 has been real and devastating. The pandemic has significantly impacted all aspects of life such as health, institutional revenues and livelihoods. Covid-19 has hit the most vulnerable the hardest, particularly the densely populated informal settlements and slums, as well as other people lacking access to adequate housing and basic services. The informal economy employing about 70% of Kenyans has been drastically affected as lockdowns and curfews were introduced to curb the transmission of the virus. Low wage earners have been hit the hardest because they rely on the informal sector and daily wages. Mostly they lack the option to work from home as they are mainly working in the services sector and are more exposed to the virus. Despite the low wages, some have also received pay cuts, and some lost their jobs all together. There has been loss of revenue due to reduced activities in other sectors like industry, commerce and hospitality with the effects felt throughout their supply chains. Travel restrictions have led to a sharp and substantial fall in demand for movement and subsequent impacts on supply chains: Photo: SolarAid
ITEN UEP ◊ SECTION 1: INTRODUCTION
› Road freight and logistics have been interrupted as long-distance truck drivers are suspected to be a major source of imported infections and transmission. This has had implications for trade and cross-border activities. Goods take longer to reach destinations. For perishable agricultural commodities, post-harvest loses become rampant; › Kenya is the world’s number 2 exporter of tea and world’s number 4 exporter in flower and both these critical industries have experienced a negative impact from Covid-19 related restrictions. For instance, tea prices declined by 18% year-over-year in May, reaching the lowest point since 2014 and fresh cut flower sales declined by about 40% in March versus the previous month; › Disruptions in global supply chains have also led to shortages or delays for critical inputs for agriculture ultimately disrupting production and food supply and manufacturing, leading to price increases. Increased awareness of hygiene signifies increased demand for limited resources like water as well as increased demand for disinfectant used hand cleaning and sanitization with additional costs to society, particularly where access is not straightforward. Additionally, generated greywater from washing points can become public health/environmental nuisance if appropriate infrastructure to handle or dispose such greywaters is not put in place immediately. The Covid-19 outbreak has affected people differently based on their age, gender, (dis) ability, sexual orientation, health status, migrant status, ethnicity among other aspects. Naturally, crises exacerbate existing gender inequalities, exclusion and discriminative practices, and the vulnerable groups are highly likely to be more adversely affected by the outbreak and the consequences of the response. Emerging evidence on the impact of Covid-19 suggests that women’s economic and productive lives has been affected disproportionately in comparison to men. This is because women earn less, save less, and are more likely to be employed in the informal sector. Their capacity to absorb economic shocks is therefore less than that of men. Women are also the majority of front-line health workforce and caregivers and therefore at higher risk. Cultural factors may restrict women’s access to information and services, and
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some women may be particularly affected e.g. older women living alone, and isolation may lead to an increased risk of violence in the home. Young people are already among the most affected by the socio-economic impacts of Covid-19. In addition to losing employment, closure of businesses, and keeping away from schools and universities, the youth are also at high risk of increased anxiety and mental health problems. Additionally, the youth make up more than 30% of the migrants and refugees’ population who are likely disproportionately affected due to limited movement and fewer employment opportunities occasioned by the pandemic. Young women and girls are also at high risk of many forms of domestic and gender-based violence during the pandemic. Persons with disability have been left without vital support and advocacy due to social distancing. The majority of PWDs operate small businesses in market centres, which have been adversely affected therefore experience livelihood loss. For PWDs that rely on their hands for walking and are sole bread winners, the option of not touching surfaces is not applicable and they therefore are at high risk of being infected with Covid-19. Street Families are highly exposed to the danger of the virus because they lack shelter. Many of them rely on market centres where they ferry goods for a wage, and with the closure of markets they lost livelihoods. It will be important to draw lessons from the current crisis to inform long term planning and ensure resilience is embedded in the proposed projects under this UEP. This is an opportunity to get insights into a future fully fledged climate change crisis and Municipalities have a critical role to play in addressing these challenges. Some initial key lessons include: › Emphasising the need for adaptive, urban integrated plans to ensure sustainable urban development and infrastructure provision including appropriate housing for all that can help minimise impact from high risks; › Redefining green spaces and the way city centres are designed for business; › Strengthening preparedness and emergency response capacity is critical. This means better preparedness in terms of financing, service delivery and business continuity including budgeting for future crises, emergency
operations centers, capacity building, drills, and human resources redeployment plans; › Prioritising policies to confront spatial, social and economic exclusion with the aim of cushioning the vulnerable in the face of another shock; › Targeting women and girls in all efforts. It will be vital to intentionally apply gender lenses to the design of social assistance programmes and economic stimulus programmes to achieve greater opportunities, social protection and meaningful impact; › Ensuring resilient supply chains for agricultural and manufacturing sectors focusing on local inputs to ensure food security and safeguard export-oriented products; › Improving marketing efficiency through adoption of innovative processes that connect buyers and sellers. This may include adoption of technology to promote marketing and information sharing, formalizing product delivery services etc.; › Leveraging information technology (IT) systems to better match the required transport demand with excess supply in real time and provide travel pattern visibility, helping passenger and logistics operations become nimbler considering a quickly evolving context; › Making sure public awareness campaigns is consistently available to all in a format and language understandable to all. In addition to these principles, it is critical to ensure the UEP develops the competitiveness of the town. Focus on the basics: › Health › Basic education › Infrastructure Research from the World Bank shows that statistically, for cities with low levels of industrialisation and productivity, good institutions, social infrastructure (such as education and health) and basic physical infrastructures are the key determinants for success.
ITEN UEP ◊ SECTION 1: INTRODUCTION
Develop a coordinated and comprehensive growth strategy Achieving competitiveness requires improvements on a range of very different aspects, and there is a risk that decisions are taken individually with little considerations for how they interact. Instead, decisions should be coordinated around overarching goals (e.g. transport strategy should reflect and respond to strategies relating to poverty, skills and employment) and they should also be comprehensive (e.g. sectoral strategies should examine and target every step of the supply chain, not just the sector itself). Utilise existing resources and comparative advantages Successful cities should make the most of the assets and resources they already have, rather than trying to attract new types of industries that are not necessarily adapted. There is not a silver-bullet policy to improve competitiveness. Improve institutions and regulations Poor institutions and high levels of corruption are likely to hinder firms’ development as these factors create uncertainty about public services delivery, efficiency and costs. The approach to the UEP has been built on stakeholder involvement and buy-in, with transparent and effective collaboration between the County Government, PSG, Municipality, Municipal Departments and stakeholder community.
1.6 Structure of this report Following this introduction, the report is structured as follows: › Chapter 2 provides a summary of key findings from the Diagnostics Report. This summarises the demographic and economic profiles, infrastructure and environmental conditions and climate change risks. The section details the key challenges and drivers for growth, identifying the key economic sectors; › Chapter 3 sets out the Development Concept and the UEP vision, framing the Economic Development Plan to focus on two main Action Plans and outlining the Development Framework; › Chapter 4 set outs the Tourism Action Plan, which is underpinned by the economic vision. This presents sector activities for sports, tourism and hospitality followed by some actions. The plan also defines the target market and potential delivery models;
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› Chapter 5 describes the Diversification Action Plan focusing on the sectors of agriculture, agri-processing, retail and trade. Each sector is presented with a summary of its SWOT analysis and a list of actions. The shortlisted Value Chain (VC) projects are also set out in detail; › Chapter 6 outlines the Development Framework and supporting climate resilient and inclusive infrastructure projects that have been identified for enabling urban and economic growth within Iten as well as to support the development of the Action Plans; › Chapter 7 presents a range of implementation considerations to support the next stages of the SUED Programme. The report is also supported by a series of appendices, in which: › Appendix A - Iten Diagnostic Report. The purpose of the report is to assess the current position of the economy and state of infrastructure, alongside the regional, national and international context, before the consideration of emerging economic growth opportunities; › Appendix B - UEP Technical Briefing Paper. This paper captures the process followed from identification to assessment of growth opportunities for Iten and provides recommendations on those with the greatest potential to maximise benefits to be developed further; › Appendix C - Iten Social Inclusion Study. This study was a key part of the diagnostic process and engaged with Special Interest Groups through interviews and focus group discussions. The study identified the groups that are excluded in socio-economic activities and how and why they are excluded. The study made a series of recommendations for the SUED Programme to ensure inclusion and to address the multiple barriers that these groups face; › Appendix D - Climate Vulnerability Assessment. The assessment outlines the climate vulnerability context for the selected infrastructure projects to be developed in Iten. The Climate Vulnerability Assessment will complement associated pre-feasibility and feasibility study assessments.
Photo: Michael Mole - Unsplash
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
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2. Urban Diagnostic It is important to understand the local development context and potential opportunities and barriers to growth before any proposed interventions are developed. The Municipality’s assessment has been undertaken in the UEP diagnostic phase, as presented in Appendix A. The diagnostics phase was a critical process to establish a solid foundation for identifying solutions that deliver economic, social and environmental benefits. This section provides a summary of the Diagnostic Report in terms of: › Study area; › Planning context; › Town character; › Socio-economic profile; › State of existing infrastructure; › Environmental and Climate risks, and › Diagnostic conclusions including barriers and drivers to growth.
2.1 Study area Iten Municipality is geographically located in the west of Kenya, approximately 270km north west of Nairobi and about 40km east of Eldoret, the main regional hub. Iten sits within the North Rift Economic Bloc (NOREB) that aims to enhance trade and investment opportunities through collaboration. Iten Municipality is the headquarters, administrative centre and largest town of Elgeyo Marakwet County. Elgeyo Marakwet is the second biggest county economically in the NOREB. The County borders Uasin Gishu to the west, Kerio Valley to the east, West Pokot to the north and Baringo County to the east and south as shown in Figure 2.1. The Municipality is approximately 210km2 covering 16 sub-locations, Iten township being the smallest with only 3km2 1. The Municipality’s boundary is defined in the Municipal Charter and Iten Integrated Spatial Development Plan, as shown in Figure 2.2. This boundary has been used to define the study area of the UEP. 1 Iten Town Integrated Spatial Development Plan (IDSP) (2015-2035)
Photo: Melissa Askew -Unsplash
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
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2.2 Planning context The planning context sets the basis for the development of the UEP. The Diagnostic Report (in Appendix A) covers: key international and national trends likely to influence the sustainable growth trajectory of Iten; national strategies and policies, and; Iten’s own priorities and ambitions.
Kenya
A1
Uganda
The planning policy and development framework in Iten is mainly guided by the Iten Integrated Spatial Development Plan 2015 - 2035 (ISDP) and the Iten Municipality Integrated Development Plan 2019 - 2023 (IDeP). These plans set out the primary considerations for land use, spatial structure and development priorities. Moreover, they recognise the strategic growth drivers of Iten as the: › Administrative centre for the County to continue offering employment in public services;
North Rift Economic Bloc (NOREB)
Kenya Border County Borders
Turkana
Iten Municipality A Roads B Roads
Samburu
B4
Elegeyo Marakwet
› Tourism gateway to tourist sites in the Kerio valley such as Rimoi Game Reserve, views of the Great Rift Valley, and;
2.3 State of Iten 2.3.1 Town character
Baringo
Iten
Uasin Gishu
› Sport centre due to being known as the ‘Home of Champions’ that has attracted amateur and elite athletes;
› Agricultural centre benefiting from its rich agricultural hinterland.
West Pokot
Trans Nzoia
› Education and health centre based upon St. Patrick’s High School, Iten Youth Polytechnic, primary schools and the County Referral Hospital;
A2 A1
B5 B1 A104
Lake Victoria B3
Nairobi
Figure 2.1 - Map showing Iten Municipality within the County and economic bloc
Iten Municipality is mostly rural in character with agricultural land and scattered housing developments throughout. Iten Town is the main built-up area, characterised by low-density residential areas concentrated around the Central Business District (CBD) and along main transport corridors. The Municipality is located across three main ecological zones: the highlands, the Hanging Valley and the Kerio Valley or lowlands. Approximately half of the of population in the County (49%) is settled along the highlands owing to more fertile soil and reliable rainfall. Subsequently, the highlands area within the Municipality is more densely populated where the majority of land is privately owned. The Hanging Valley and Kerio Valley cover 11% and 40% of the Municipality respectively; these areas have low rainfall and are prone to natural disasters such as drought and landslides.
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
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To Kapsowar
Elgeyo Marakwet County
Iten Municipality Iten Town Main Roads
Kenya
International trends
National Polices and Strategies
Urbanisation trends
Kenya Constitution 2010 (Chapters 5 & 12)
Depletion of resources Climate change C52
Iten
Impacts of the 4th Industrial Revolution
County Governments Act No. 17 of 2012 (revised 2017) Urban Areas and Cities Act of 2011 (revised 2019) The Physical and Land Use Planning Act (2019) Kenya Vision 2030
Local Plans
Iten Priorities
Elgeyo Marakwet County Integrated Development Plan
Become a sports capital, develop sports facilities including Kamariny stadium
Iten Integrated Spatial Development Plan 2015 2035
Adequate provision of infrastructure to fulfil needs of local population and visitors
Iten Municipality Integrated Development Plan 2019 2023
Protection and conservation of environmentally sensitive areas and green open spaces
Iten Municipal Charter (2019)
Benefits from its strategic location along the Great Rift Valley and wide variety of agricultural products
National Spatial Plan (NSP)
C51
Kenya Green Growth Strategy To Eldoret
To Tambach
Figure 2.2 - Iten Municipality Area Atkins analysis based on GIS data provided by Iten Municipality
Tambach
There are other important natural features that are, or intend to be, legally protected, the most relevant being the Rimoi National Reserve in the east and home to one of the largest herd of elephants and other wildlife in Kenya. Additional key natural assets include the Elgeyo escarpment, wetlands and rivers as well as the forests of Kapchemutwo and Kessup, respectively north and south of the Municipality. Lack of proper planning, poor implementation of plans and poor enforcement of regulations have led to uncontrolled growth and informal settlements characterised by inadequate housing, insecure tenure, inadequate access to basic services and environmental depletion. Houses are predominantly of ‘mud-walled and grass-thatched type’ but some are being improved by using iron sheet roofing. Only in urban centres are houses of concrete brick walls found. Sports heritage is a key feature of the town. Several sports facilities are available, including running tracks (and forest trails), an all-weather 400m track along the main road
Take advantage to its proximity to Eldoret as main regional hub
Medium Term Plan (MTP III) and the Big Four Agenda Figure 2.3 - Planning Context
to Eldoret, (Lorna Kiplagat) Iten sports grounds, Kamariny stadium (currently under construction) and other small fields in schools and polytechnics used by professional and amateur runners. Other key urban landmarks and reference points in Iten Town include the Stimulus market, Main market, Saturday market, Plot 23 market, Iten County Referral Hospital, County government offices, the main matatu bus stop, St. Patrick’s School and the CBD as highlighted in Figure 2.4.
2.3.2 Socio-economic profile
The population density of the County is 150 inhabitants per square kilometre, which is fairly evenly spread out across all four wards (Keiyo North, Keiyo South, Marakwet East and Marakwet West44). The Municipal area had a considerably higher population density of 295 in 2019 and Iten Township had a population density of 2,039, which reflects its role as the main urban centre55. Elgeyo Marakwet is the 2nd least populous County in the NOREB bloc and has the 7th lowest County population in the country, accounting for only 0.96% of the total population of Kenya6.
Demographic profile The population of Iten Municipality is 54,158 (2019), which accounts for 12% of the County population22. Within the County’s population, 4.5% of the population was classified as urban population, making Elgeyo Marakwet the 2nd least urbanised county in Kenya33. 2 KNBS, National Census (2019) 3 KNBS, National Census (2019)
4 Census (2019) 5 Census (2019) 6 KNBS, National Census (2019)
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Iten Municipality Iten CBD Area River
Elgeyo Marakwet County
Iten District Hospital
Secondary Roads
To Kapsowar
Tertiary Roads Low Density Residential Areas
Kenya
Saint Patrick's Iten Secondary School
Msekekwa Dispensary
Recreational
Iten Resting Garden
Bugar Primary & Secondary Schools
Educational
Administration Police
Health Centres Institutions
Government Quarters
Sports Ground
Commercial Utilities
Main Market
Komotony Primary School
Bus Stop
Mosque Compound
Conservation Rimoi National Reserve Existing Running Tracks
Cloth Market
Matatu Bus Stop
ITWASCO
Escarpment
Stimulus Market
Iten Primary School
Bugar Forest
Murram
Singore Primary School
Dirt Road Dirt Path
Singore Girls Secondary School
Iten Police Station High Altitude Training Centre Anin Primary School Mindililwo Special School
Mindilillwo Primary School
Anin Girls Secondary School Anin Dispensary & Chief's Camp
Iten District Hospital
Saint Patrick's Iten Secondary School Iten Resting Garden
Sergoit Dispensary
County Assembly Government Quarters Government Offices Complex KWS Quarters Government Quarters Survey Camp
Administration Police Main Market Matatu Bus Stop Mosque Compound
Chesitek Primary School
Recreational Park Slaughter House / Dump Site Cloth Market
ITWASCO
Kerio Valley Development Authority Stimulus Market
Iten Police Station Chebonet Primary School Chepkitony Primary School
Lorna Kiplagat Stadium
Kenya Power Sub Station
Rimoi National Reserve Nyawa Primary School
Kapchepkoima Primary School
High Altitude Training Centre Water Intake Kamariny Stadium
Chebonet Secondary School
Kamariny Primar School
Kessup Day Secondary School
Kewapsos Primary School
Kessup Primary School Kessup Girls Secondary School
Kaptagat Forest
To Eldoret
Figure 2.4 - Town character and urban analysis map
To Tambach
Recreational Park
Slaughter House / Dump Site
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
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Figure 2.5 - Monthly spend per capita (in KES)
Nairobi Mombasa Kiambu Kisumu Lamu Nakuru Machakos Nyeri Kajiado Kirinyaga Uasin Gishu Vihiga Migori Embu Murang’a Kericho Nyandarua Tharaka Nithi Siaya Meru Isiolo Bungoma Trans Nzoia Kilifi Homa Bay Taita Taveta Kisii Nandi Laikipia Kakamega Garissa Nyamira Narok Baringo Elgeyo Marakwet Bomet Kitui Makueni Busia Kwale Tana River Samburu West Pokot Marsabit Mandera Turkana Wajir
16,000 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0
Despite the population within the County having a similar growth rate to the national level, Iten urban area has experienced strong population growth. Between 2009 and 2019, Iten Municipality and Township grew by 3.1% per annum and 2.8% per annum respectively7, reflecting the urbanisation trend.
Monthly spend per capita
Kenya average
Population Iten Municipality Growth 3.1% Nationally
2.2%
Iten Municipality
54,158
population in 2019 of the at County
12%
Elgeyo Marakwet
2.1%
This accounts for High levels 193,000 within the 52.7% County were living of poverty people of the below the poverty line population
Working Age 53.7% Elgeyo Marakwet 57.5% Keiyo North
Secondary Kenya Education 35.2%
Keiyo North
35% Of working age residents with secondary education attainment
Elgeyo Marakwet County performs worse than the national average for education attainment8. Despite this, Iten Municipality performed well relative to both the national and County level, with good educational attainment rates within the working age population, reflecting a good provision of secondary and tertiary education options9. The County has a relatively high level of poverty compared to the national level. The residents on average spend less (KES 4,671 per person per month) compared to the Kenya average (KES 6,620), which ranks the County 35th out of 47. In 2016 it was reported that the number of people living below the poverty line in Elgeyo Marakwet was 193,000, with the incidence of poverty standing at 52.7%, which was higher the national level of 45.2%10. Social inclusion Elgeyo Marakwet’s mission is to provide innovative and high-quality services in an equitable, socially inclusive, open and economically transformative environment, with a view to accelerate development, harnessing potential and nurturing talent. Leaving no one behind is a central theme that underlines both this Mission and the UN Sustainable Development Goals adopted in 2015. The approach to gender and social inclusion (GeSI) was guided by the SUED Programme’s need for age, gender, Persons with Disability (PWDs) and refugees’ inclusion, and the Consultant’s use of a three-dimensional approach covering social, economic and spatial dimensions of inclusion as illustrated in the Figure 2.6.
Elgeyo Marakwet
29.3%
7 KNBS, National Censuses (2009, 2019) 8 KNBS, National Census (2019) 9 KNBS, Exploring Kenya Inequality, Elgeyo Marakwet County (2013) 10 KNBS, Kenya Atlas (2016)
The GeSI Study (in Appendix C) was a key part of the diagnostic process and subsequently informed the development of inclusive interventions for the UEP, across the value chain opportunities and infrastructure projects identified as part of the wider Development Concept. Figure 2.6 - The three dimensions of inclusion
Multi-Dimensional Approach to Inclusive Cities
/=, /-, K Spatial Inclusion Improving access to infrastructure, affordable land & housing
Economic Inclusion Ensuring opportunities for all and sharing of benefits
Social Inclusion Improving the terms for individuals and groups to take part in society
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
The Study sought to understand Iten’s special interest groups (SIGs) through GeSI - related literature review, key informant interviews, focus group discussions and observation. Further, SIGs’ representatives have attended all the UEP development workshops and participated in the business survey; and youth, women and PWDs now have a representative (Inclusion Champion) in the PSG.
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Table 2.1 - SIGs and exclusion manifestation
SIG
Discriminated against for employment opportunities Lack of inclusive infrastructure that limits their mobility and access to vital socio-economic spaces and services Persons with Disability
The study established that PWDs, Youth, Women and PlwHIV/ AIDs are often excluded in socio-economic activities in Iten. Their exclusion manifests as indicated in the table, right.
Communication barriers for the deaf is rampant, meetings do not have sign language interpreters, health officers and medics are not trained on sign language Lack of representation in vital decision-making fora
The four groups face challenges that are either caused by or lead to exclusion. These challenges include demobilising stigma for PlwHIV/AIDs, lack of inclusive, productivity-enabling infrastructure, high incidence of youth unemployment, youth substance abuse, limited access to capital and inadequate involvement in decision making
Lack of sporting facilities that support PWD athletes despite Iten being the Home of Champions Lack of youth representation in vital engagement fora Discrimination in engagement fora where youth are ‘subtly’ not supposed to speak in front of older men as a cultural sign of respect for elder
Processes that perpetuate exclusion in Iten were identified as:
Youth
› Cultural practices: Discriminatory traditions perpetuate the practice of not involving women in decision making or property ownership. Lack of involvement in decision making often leads to economic and spatial exclusion. Lack of property to use as collateral affects women’s access to credit.
Underpayment of youth in employment because they are desperate for jobs The requirement for years of experience to be employed is discriminatory towards the youth as most have just completed school yet can deliver quality work Lack of affordable training facilities for youth in athletics e.g. Kiptingo grounds that are affordable and used by most youth are in a poor state
› Attitudinal barriers: The community’s perception of PWDs as unproductive and beggars leads to their lack of involvement in decision making and limited employment opportunities because they are judged as ‘unable’ due to the physical appearance or ability to hear or see. In addition, PlwHIV/AIDs and their families face stigma from the community as they are perceived to have got the disease due to immorality. They are therefore hardly involved in any socio-economic community activities, are secluded and suffer mental health issues.
Lack of women’s involvement in decision making grounded in the Keiyo culture’s requirement that women should not be seen to ‘talk too much’ Women
They are asked for sexual favours when seeking jobs thus locking them out of employment opportunities even when qualified Unfairness in stalls allocation at Iten market, men and county staff were favoured at the expense of women who are the majority Lack of representation of PlwHIV/AIDs in important decision-making fora
› Communication barriers: Communication barriers for the deaf are rampant as most meetings do not have sign language. › Discriminatory design processes: Lack of inclusive infrastructure accessible by everyone, this has limited PWDs’ mobility and access to vital socio-economic spaces and services. Such spaces include offices, markets, streets and sanitary facilities. Iten lacks sports facilities for the PWD athletes which implies the Municipality’s brand as Home of Champions is not inclusive. Lack of boda boda parking
Exclusion manifestation
The County focuses on women, youth and PWDs thus they feel left out PlwHIV/ AIDs
Stigma to the group and their families because of their health status
sheds was also reported to be a cause of continued conflict between the boda boda operators and town council law enforcers, and which negatively affects the youth who mainly work as boda boda drivers. Opportunities for inclusion in the Programme include involvement of all in decision making and in the development of safe, inclusive and climate resilient infrastructure. This will provide affordable and PWD-friendly sport facilities as well as enabling better access to capacity building initiatives, seed capital and employment opportunities especially through participation in the VC projects. As raised in Section 1.5, there are interlinkages between climate change and poverty, as climate change will impact income security and quality of life. It is important to understand where the burden of climate change impacts may fall and how societal groups can be included in proposed mitigation measures. Social inclusion is cognisant of this nexus. The Programme has reviewed how the UEP can adopt climate adaptation approaches as well as inclusivity in all forms to avoid the exclusion of certain groups and reduce inequality. Similarly, it has sought to understand how infrastructure and VCs can be made more resilient to climate shocks, with the understanding that climate impacts hit vulnerable groups the hardest. Economic profile Despite its small population, the Elgeyo Marakwet has a strong and steadily growing economy. It is highly reliant on the agriculture, forestry and fishing sector, which makes up around 80% of its gross county product (GCP)11. Uasin-Gishu is the biggest economy in the NOREB region, largely as a result of the region main economic hub, Eldoret, being located there. The County is the 4th largest contributor of agriculture GDP in Kenya and has by far the largest agricultural GCP of the NOREB region, at 128 billion KES in 2017 (the next largest County Uasin-Gishu at Ksh 63 billion). The County produces 35% of the bloc’s agricultural output and 5% of the national total12.
11 KNBS, Gross County Product (2019) 12 KNBS, Gross County Product (GCP), (2019)
ITEN UEP â—Š SECTION 2: URBAN DIAGNOSTICS
Nakuru Nyandarua Kiambu Elgeyo Meru Narok Bomet Bungoma Kakamega Nyeri Muranga Kisii Nandi Homa Bay Uasin-gishu Kericho Nyamira Machakos Baringo Kisumu Siaya Trans Nzoia Busia Makueni Kitui Turkana Kirinyaga Migori Embu Kwale Tharaka Nithi Kilifi Laikipia Vihiga Wajir Taita Taveta West Pokot Lamu Tana River Garissa Marsabit Kajiado Mandera Samburu Nairobi Isiolo Mombasa
350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
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Figure 2.7 - Agriculture GCP County Contributions, 2017 (KES million)
Nyandarua Elgeyo Marakwet Nairobi Mombasa Nakuru Lamu Kiambu Nyeri Machakos Embu Bomet Tharaka Nithi Kisumu Kirinyaga Narok Muranga Laikipia Busia Meru Nyamira Kericho Taita Taveta Uasin-Gishu Baringo Nandi Kajiado Kisii Trans Nzoia Tana River Marsabit Makueni Kwale Isiolo Homa Bay Bungoma Kakamega Siaya Vihiga Kitui Samburu Garissa Migori Kilifi Wajir Turkana West Pokot Mandera
400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 0
Figure 2.8 - GCP per capita (in KES) Source: KNBS, GCP Report (2019)
& 3% Retail Hospitality
6% Public services
7% Technical services
100
60
GCP Sector Share 2017
80% Agriculture
40
Source: KNBS, GCP Report (2019)
Iten’s businesses are typically small and with markets centred within the County. There are typically few linkages with other businesses upstream and downstream in the production chain. Of the business linkages reported, most were with local suppliers or distributors, though a small number of the businesses had supply chain linkages with Eldoret or Nairobi.
20 0
Elgeyo Marakwet
Small scale agriculture and pastoralism
Figure 2.9 - GCP Sector Share, 2017
There are limited formal employment opportunities in Iten Municipality, with only around 15% of the residents formally employed. The majority of workers engage in informal work within the agriculture, trade and transport sectors, which is characterised by being small scale, with easy entry/ exit requirements, limited job security and reliance on selfemployment15. It is probable that level of formal employment in the County has remained low over the last decade, with the economy heavily reliant on small scale agriculture16.
22 businesses and 16 SIG led enterprises, reflecting Iten’s main sectoral activity, were consulted with in-depth interviews to inform the understanding of the business environment and of socio-economic inclusion.
1% Construction & 1% Mining Utilities 0% Manufacturing
The Municipality is home to a high proportion of retail and trade businesses, which reflects its role as the key urban area and business hub in the County. There are a large amount of market stalls, shops and kiosks, as well as several food premises throughout the Municipal area. Other key businesses include hairdressers, whole sellers, agrovets, petrol stations, posho mills (flour mills) and businesses involved in the agriculture and tourism sectors14.
In terms of marketing, businesses tended to carry out basic marketing, with some using social media. The most commonly reported method for marketing was word of mouth (81%), whilst social media was used by 28% business, 19% used a website and 19% used local media channels. A consensus on the key challenges to growth for businesses was identified: Table 2.2 - Business identified challenges to growth
Type
Challenges to growth
Urban and transport infrastructure
Poor urban infrastructure reduces the connectivity and competitiveness of the Town. Poor road conditions especially during the wet season.
Access to finance
Financial institutions often require collateral for loans to be taken out and interest rates on loans often high.
Taxes and market fees
Market traders pay higher fees than roadside traders, encouraging people to trade on the roadside. Taxes and fees reduce the profit of businesses, leading to less money being available to businesses for investment.
Competition and accessible to customers
Difficult to compete with Eldoret, which is more established and has better infrastructure.
Market infrastructure
Issues such as lack of shelter, limited lighting and the absence of storage facilities adversely impact traders and customers.
Sports infrastructure
Lack of good infrastructure/ facilities for running prevents the sports tourism industry reaching its full potential and prevents Iten attracting more international visitors.
State of business in Iten 80
2% Logistics
The economy in the County has experienced strong growth over 2013-17, with GCP growing at an average of 10% per annum, which was the highest growth in the country, almost double the national average (5.6%) and the average for counties in the regional bloc (5.7%)13. This is also aligned with good growth in GCP per capita from 2013-2017, with a growth rate of 6.1% over the period. This was the third highest growth in the country, significantly above the national average at 2.8%.
Kenya
Informal Sector
Formal Sector
Figure 2.10 - Employment by Sector, 2009 13 KNBS, Gross County Product (2019) 14 Iten Municipality, Integrated Development Plan (2019-2023) 15 KNBS, Economic Survey (2019) 16 Elgeyo Marakwet County, Integrated Development Plan (2019)
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
19
2.4 Infrastructure overview The Municipality’s infrastructure has been assessed and evaluated in its current provision and state to identify strengths and critical gaps. The assessments also reviewed proposed or planned projects, for how they respond to Iten’s infrastructure challenges. Overall, to meet projected demand, Iten will need to upgrade existing infrastructure and commit to new projects to support economic growth and development. Key infrastructure gaps identified are:
Water Nationally
Wastewater and Sanitation
58%
There is no sewage system or wastewater treatment works.
Water supply deficit is approx.
of the population have access to at least a basic water supply*
3,000m3
per day (if all sources were operational).
Water supply is massively affected during dry season and is expected to get worse with climate change.
Drainage The majority of the Town does not have adequate stormwater drainage system, therefore flooding and landslides are common.
There are no public toilets along the running routes.
Non-revenue water is estimated at
32%
The use of on-plot sanitation systems is prevalent with residents contracting exhauster services from Eldoret.
Solid Waste
Irrigation
The Municipality has a temporary solid waste collection and disposal point that is not approved by NEMA.
There are only two large scale operational irrigation schemes in the County, with others needing rehabilitation.
The majority of crops are rain-fed.
Transportation Iten Municipality has a total road network of 217km of which
80%
is gravelled
10%
is earth
10%
is paved to bitumen standards
The Town has seen a proliferation of unregulated paratransit services, ranging from “boda boda” motorcycle taxis to minibus services known as matatus. Pedestrians account for most of the traffic on Iten’s streets, however most roads lack footpaths.
This situation poses a great risk to the environment and human health. No waste is recycled.
Energy Electrification rates in the County are low. There is sparse energy infrastructure in other more rural areas.
Solar powered streetlighting is only limited to the CBD and has been subject to vandalism.
Cost of electricity is very high. Most people continue to use firewood and charcoal for cooking as LPG and paraffin are too expensive.
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTIC
2.5 Environment and climate change risk profile From the Kerio River alluvial plain to the east, the topography gradually rises towards the Uasin Gishu Plateau to the west. The County has 93,692.48Ha of forest, covering of 37.6% of its territory which is the second highest forest cover in Kenya. Major forests within the Municipality are Kapchemutwo and Kessop forests which are very diverse with exotic and undisturbed indigenous trees. Most wildlife is found in the Rimoi National Reserve, likewise the Kerio Valley is believed to be an important route for bird migration. There are three distinct ecological zones: the highlands 2,000m above sea level; the Escarpment or Hanging Valley (over 1,500m above sea level in the north and 1,000m above sea level in the south), and; the lowlands or Kerio Valley 900m above sea level. Iten Town sits on an elevation of 2,400m above sea level. The highest altitude within the County is 3,350 to 3,500m above sea level at the Cherengany Hills to the north of Iten17. Climatic conditions range from cold in the highlands, mild on the escarpment to hot in the Kerio Valley with annual average temperatures across the County at less than 22°C. Rainfall is highest in July, and lowest in December and varies significantly from west to east, with eastern low-lying parts of the County generally receiving lower and less reliable rainfall and therefore being at risk of drought18. The Escarpment experiences extreme rainfall events that results in flash floods, severe erosion and landslides affecting agricultural production and food security19. Iten’s future growth is inextricably linked to its substantial natural resource base. Depletion of these assets will only serve to constrain growth. Deforestation for fuel supply, overgrazing, human encroachment into forest areas, soil erosion and formation of gullies, the drying up of natural springs, flooding due to intense rainfall and water-logged soils exacerbated by climate change are the main environmental challenges in Iten.
17 Elgeyo Marakwet, County Integrated Development Plan (CIDP) (2013-2017) 18 The Kenya Ministry of Agriculture, Livestock and Fisheries (MoALF). Climate Risk Profile for Elgeyo Marakwet County. Kenya County Climate Risk Profile Series (2018). Available at https://ccafs.cgiar. org/publications/climate-risk-profile-elgeyo-marakwet-county-kenya-county-climate-risk-profileseries#.XzF0UihKiuU 19 Ibid
20
Table 2.3 - Sector climate sensitivities
Sector
Climate Variable / Climate-related Hazard Precipitation Extreme Rainfall Event
Drought
Temperature
Wind
Wildfire
Extreme Temperature Event
Storm and High Wind
Wildfire Risk
Agriculture Transport Water Waste Management Energy Health Tourism Retail and Trade
HIGH - Climate/variable hazard may have significant impact MEDIUM - Climate/variable hazard may have slight impact LOW - Climate/variable hazard has little impact Analysis of temperature trends over the past 25 years (1980 - 2005) have shown that average temperatures during the long-wet season have increased slightly, but average shortwet season temperatures have remained relatively constant. Rainfall trends for 1980 - 2015 show increases in average rainfall across both the long-wet season and short-wet season, increasing by approximately 50mm. This has resulted in increased risk of flooding, particularly during the long-wet season. Rainfall variability has further increased, posing greater drought risk for the County20. Climate projections show that average, minimum and maximum temperatures will increase in the County. There is likely to be changes in the timing of the rainy
20 Ibid
season, and there may be decreases in the length of the growing season. Climate risks to the agricultural sector will remain high, as increases in drought stress are likely, and rainfall intensity is expected to increase, meaning that flood risk is likely to increase. Key climate risks are drought and rainfall variability (including onset and duration of the rains), localised flooding and landslides, particularly in the Escarpment, and wildfires. Specifically, sectoral sensitivities are shown in Table 2.3.
ITEN UEP ◊ SECTION 2: URBAN DIAGNOSTICS
Growth Drivers GROWTH DRIVERS
21
Barriers
BARRIERS Significant infrastructure gaps Climate related hazards/future climate change
Strategic location
Improvement of sports offer
Limited and insufficient market infrastructure Lack of value addition Poor institutional set-up
Better marketing and promotion
Proximity to Eldoret
Future urbanisation
2.6 Diagnostic conclusion: drivers and barriers to growth
fees have limited the access for local traders to markets and customers and have therefore reduced Iten’s competitiveness.
To promote diverse economic development within an attractive investment and business environment, Iten will need to focus on its key economic sectors and competitive advantages that can support growth within the Municipality, and throughout the County. The economic profile supported by business consultations includes the following:
Poor institutional set up in the form of limited budget, funding and lack of human resources have led to the limited implementation and enforcement of regulations and legislation. Consequently, unplanned settlements, uncontrolled development, environmental degradation, deforestation and environmental pollution have impacted the Municipality.
Tourism driven by sports tourism due to the suitable environment for high altitude training, attracting elite and amateur athletes to visit and train in the area. Agriculture and livestock, the local population relying on this sector as the main economic subsistence activity. Retail and trade reflecting its role as the main urban centre in the County. Barriers to growth
Better understanding of sectoral linkages
Improve skills and transfer of knowledge
Poor and limited infrastructure within Iten Municipality has been a key barrier to economic growth. Iten will need to upgrade existing infrastructure and commit to successful implementation of low carbon, climate resilient and inclusive infrastructure projects to support economic growth and sustainable development. Key historic climate-related hazards affecting Iten and future climate change could result in loss of life, crops, natural assets and property as well as damage in water, transport, waste, sewerage and energy infrastructure that is critical to economic growth. The lack of value addition activity to agricultural output is a major barrier to economic growth. Despite the County and the Municipality being highly dependent on agriculture, there are very limited agri-processing activities. Very limited market infrastructure in the form of poor facilities and conditions, lack of basic services, absence of storage facilities, small and inadequate trading and circulation spaces together with high taxes and unaffordable market
Future urbanisation pressures will also exacerbate resource depletion and uncontrolled development if not well planned and managed. Drivers for growth Iten’s strategic location and natural assets include the Rift Valley, Elgeyo escarpment and rich wildlife areas. The Municipality is able to grow a great variety of agricultural products due to its location across the three main ecological zones. The recent IAAF World Heritage award will provide a great boost for the sports tourism sector and a basis to develop the offer further. This will enable Iten to become the sports capital of Kenya. Improving skills availability and transfer of knowledge (both traditional and new technology) between people, businesses and sectors will ensure sustainable economic development. Better understanding of sectoral linkages and improved access to supply chains across the economic sectors will maximise economic growth. Boosting the tourism offer would also mean a potential in improvement in the hospitality, agriculture and livestock sectors, as well as retail and trade sectors. It is nationally and regionally recognised that Eldoret has a dominant role as the regional administrative, commercial, distribution and industrial centre. Iten’s proximity to Eldoret also represents a great opportunity to benefit from access to the better infrastructure, regional trade and commercial hub activities, processing and industrial centre.
ITEN UEP ◊ SECTION 3: DEVELOPMENT CONCEPT
22
3. Development Concept The concept for sustainable development in Iten Municipality is grounded in the UEP principles set out in Section 1 and has been developed in collaboration with Iten’s stakeholders. It aims to strengthen the Municipality’s economic position based on its competitive and comparative advantages while taking an inclusive approach to green growth and sustainable investment. The UEP sets out an economic vision which gives direction to the economic and urban development framework of the Municipality. The economic development framework consists of two action plans: the Tourism Action Plan (Section 4) and the Diversification Action Plan (Section 5), which will support the Municipal Board and the Municipality to deliver a more cohesive, sustainable and resilient economic future for Iten. The urban development framework (Section 6) prioritises key climate resilient and inclusive infrastructure projects that will be required to support the action plans and to enable the delivery of the economic vision. Figure 3.1 - Key components of the development concept
/=, /-, K Iten Economic Vision
Economic Development Framework
Tourism Action Plan
Diversification Action Plan
Urban Development Framework Climate Resilient and Inclusive Infrastructure Projects Photo: Seth Doyle - Unsplash
ITEN UEP â—Š SECTION 3: DEVELOPMENT CONCEPT
23
Iten Economic Vision Home of Champions Green Character Agricultural Economy
Tourism Action Plan Sports and Sports Complex Other Tourism Offers Hospitality
Diversification Action Plan Agriculture Agri-processing Retail & Trade
Development Framework Climate Resilient & Inclusive Infrastructure priorities Town Centre | Industrial Site | Kamariny | Municipality-wide
ITEN UEP ◊ SECTION 3: DEVELOPMENT CONCEPT
3.1 UEP vision During the stakeholder workshop held on 5th March 2020, a visioning exercise was carried out to provide an agreed economic vision for the Municipality that will guide the development of the UEP and its implementation. This is not contradictory to the vision developed in the IDeP and ISDP but more specific to the scope (short/medium-term) and focus (economic development) of the UEP. The stakeholders agreed that sports and tourism should be the main driver of economic development while ensuring the Municipality nurtures its potential as a green city and agricultural hub. The proposed vision that best represents the stakeholder’s aspirations is stated below.
“To enhance Iten’s world class sports and tourism potential, whilst safeguarding its natural environment and agricultural economy”
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3.2 Key components of the development concept It will be imperative to focus on the unique features of the Municipality to develop Iten’s sports brand as ‘Home of Champions’, leveraging upon existing activity and international recognition. At the same time Iten serves as an administrative and commercial centre for Elgeyo Marakwet, which is one of the counties with the strongest agricultural output in Kenya. Thus, it will be equally important to identify opportunities for increasing agricultural productivity and value addition. For Iten to achieve its sport capital status, become a tourism gateway, green city and agriculture center, the economic development framework is proposed to focus on two main components: › Tourism Action Plan (TAP) as main driver to economic growth; › Diversification Action Plan (DAP) to promote opportunities and value chain proposals linked to agriculture, agri-processing and retail and trade. Tourism Action Plan Iten’s hilly terrain and location at high altitude has created a favourable environment for athletics especially for endurance and marathon training. Many marathon winners have been born or trained in the area. There are some sports facilities in Iten that are widely used by athletes, however there is scope to upgrade and expand the sports tourism sector. The TAP will help achieve the economic vision and generate a range of employment opportunities based on a series of interventions, proposed projects and soft initiatives that can structure and grow the tourism offer within Iten Municipality and its surroundings. The TAP is developed to attract regional, national and international visitors to benefit the local community. The TAP is centred around the development of a Sports Complex to serve as an anchor project and key catalytic development and enable a range of other supporting tourism facilities to be introduced into the Municipality to provide a complete offer of international standards. The Sports Complex will be developed across two main sites within the Town in order to build on the existing locational advantages being offered by both. These two sites are Iten Sports Park
in the town centre and Kamariny Elite Hub. This Complex builds upon planned sports and tourism infrastructure projects proposed by the Municipality, and will be further complemented with a number of soft initiatives to improve the sector as mentioned in Section 4.5.1. While sports remain the key focus of the Tourism Action Plan (TAP), it is important to highlight other potential tourism opportunities such as eco-tourism activities to establish Iten as a tourism destination within the North Rift region. Iten benefits from its unique environment and landscape which can help to widen the offer for potential tourists. Diversification Action Plan Realising the value of Iten’s unique characteristics and sports tourism potential are critical to promote economic growth. At the same time there is a need to ensure economic resilience through development efforts in sectors that reflect the majority of existing economic activity and livelihoods within the Municipality. The County and the Municipality are able to grow a large variety of crops due to the favourable climate. EMC heavily relies on farming activities, which includes cropping and livestock farming, for both commercial and subsistence purposes. Nonetheless there is limited agricultural processing within the Municipality. Developing value addition activities within the Municipality will create much needed employment opportunities and revenue but will require careful consideration to prioritise those that have comparative and competitive advantages to Eldoret. The DAP presents Action Plans for key economic sectors identified as part of the Diagnostic Phase to support their development. These sectors are Agriculture, Agri-processing and Retail and Trade and are further explained in Sections 5.1, 5.2, 5.3 respectively. Six VC projects were identified and assessed against a list of set criteria and two are outlined in more detail in Section 5.4.
ITEN UEP â—Š SECTION 3: DEVELOPMENT CONCEPT
25
Urban Development Framework The provision of key infrastructure is vital to enable economic growth, improve local quality of life and ensure the establishment of Iten as a key sports tourism destination within Kenya and beyond.
For Iten to attract more visitors, it is critical to develop world class sports facilities and to improve the urban environment. Infrastructure needs to be climate resilient and inclusive, which will create safe and accessible environment for all members of the community and visitors. The proposed sports facilities have been designed following international standards and inclusive design principles to ensure these meet the diverse needs of the intended beneficiaries who should include the local community, national and international athletes as well as PWD athletes and the broader community. The climate resilient and inclusive infrastructure projects are enablers of the TAP and DAP. Some of the infrastructure projects are located within the Town Centre, which are proposals to support the better functioning of the urban centre as a hub for local businesses, the local community, visitors and athletes. These projects include the Sports Park, the Transit Hub, the Town Square and market improvements, further details in Section 6.3. The rest of the projects are located beyond the town centre and will benefit the entire Municipality. These projects are mainly utility provision projects and/or will complement the sports facilities offer, further details in Section 6.4.
It is a sports town. It has a highaltitude for sportsmen and women. It has attractive sites for tourism. Attractive sites for the athletes and a paragliding site for paragliders. Barnabas Chemursoi
ITEN UEP ◊ SECTION 4: TOURISM ACTION PLAN
4. Tourism Action Plan 4.1 Introduction Elgeyo Marakwet is rightly known as the ‘County of Champions’, with Iten being the ‘Home of Champions’. Over the last four decades, St. Patrick’s High School and their coach, Brother Colm O’Connell, has produced world-class middle and long-distance runners, such as David Rudisha and Wilson Kipketer. Recently the IAAF has awarded Iten as a World Heritage Town for Athletics Development, attracting many professional and amateur athletes, both national and international, to train in the area. The sports tourism industry has benefited not only due to the high altitude, but also the running environment, culture and lifestyle in Iten, which all provide optimal conditions for training. Beyond sport tourism, the Municipality also offers potential for nature and wildlife tourism. It is situated in the Great Rift Valley region, which tourists visit for the scenic views and natural landscape, and the Municipality area attracts visitors due to its location at the top of the valley. Kerio viewpoint situated within the town centre, offers visitors uninterrupted views over the Escarpment and Great Rift Valley. The Municipality is home to other wildlife and nature tourism offerings, attracting visitors due to the Rimoi Game Reserve and other natural attractions located in the County. The Tourism Action Plan (TAP) aims to provide a roadmap for future growth within the tourism sector, focusing on the competitive advantages of Iten as an international destination for sports training. It also connects the wider tourist offer and urban services to provide a comprehensive plan supporting Iten’s ambition in developing the sector. The TAP has been developed in consultation with key local stakeholders, providing expert local information about the current tourism offering and challenges in Iten. It also builds on ongoing efforts locally to develop the sector.
Photo (right): Shelly-Ann Fraser-Pryce- AIPS Media
26
ITEN UEP ◊ SECTION 4: TOURISM ACTION PLAN
The process involved a series of interviews with various local stakeholders, including accommodation providers, local training camps, athletes and coaches that operate in the Municipality and the tourism authority. Alongside the consultation with local stakeholders, work was done to explore and better understand the international sports tourism industry, through interviews with major athletic associations and research on other key sports tourism destinations. The results of the consultation exercise were used to define the different facilities and services under this TAP.
27
Other sporting facilities include the High-Altitude Training Centre, the Lorna Kiplagat Track, the track at the Tambach Teachers’ College and other private facilities, however these are not publicly accessible to all athletes. The construction of the Kamariny stadium, a flagship project in the Third Medium Term Plan, has recently been slowly reinvigorated with some minor works. Furthermore, the atmosphere and environment in the highlands of Iten provide potential for a large variety of long distance, cardiovascular training activities, including cycling. The Municipal area also attracts some visitors due to the adventure sport activities it offers. The escarpment provides an ideal location for hiking, rock climbing, mountain biking and paragliding.
4.2.2 Other tourism activities The Municipality is home to a number of wildlife and nature tourism offerings. A key attraction is the Rimoi National Reserve located in the Kerio Valley, which attracts visitors due to its rich endowment of flora and fauna and is famous for having one of the biggest herds of African elephants in one location in Central and East Africa22.
4.2 Sector activities The tourism sector already has an established offer across main and supporting activities within the Municipality and the County.
4.2.1 Sports tourism activities There are several sports facilities that support the sector however, these have been developed over the years in an ad hoc manner without a clear strategy. Iten and the surrounding area has a number of running trails for both professional and amateur athletes to train. The running trails are about 65km in extent along the vehicular roads, about 2km of segregated lanes for runners parallel to road to Eldoret and 12km within Sing’ore forest21. Further details of running trails are in Appendix A. 21 Running routes of Iten. Available at http://www.soniasamuels.com/running-routes-of-iten/IDeP (2019)
Other natural attractions within the County include the Cherangany hills and natural caves in Kiplachoch in the highlands; waterfalls at Torok, Arror and Kessup located on the escarpment; gorges at Cheploch, Melwa and Teren and hot springs in Kureswo in the Kerio Valley23. All of these natural attractions provide impressive scenery for visitors and create an exceptional environment for hiking and climbing, especially at the Escarpment, which has many routes from the highland to the lowlands24.
4.2.3 Hospitality and accommodation offer Currently around 23,650 tourists visit the County each year and 3,150 of these visit the Rimoi National Reserve25. There are 2 to 3-star classified hotels in the County and several unclassified hotels and accommodation facilities for tourists, leading to a total bed capacity of 300, which the CIDP states is insufficient to meet demands at peak times26.
22 IDeP (2019) 23 Elgeyo Marakwet, County Integrated Development Plan (CIDP) (2018-2022) 24 County Government of Elgeyo Marakwet, Elgeyo Marakwet County Guidebook (2018) 25 Elgeyo Marakwet, County Integrated Development Plan (CIDP) (2018-2022) 26 CIDP (2018-2022)
The Municipality area is home to one 3-star hotel and 92 unclassified hotels, which hosts visitors and conferences, providing employment opportunities to locals27. In terms of sports specific accommodation, there are currently six privately owned training camps within the Municipality28, which host both national and international athletes. Some of these camps are more focused towards professionals and some are more targeted to host international amateur athletes. There is increasing availability of homestays within the Municipality, which provides visitors with an alternative accommodation option. Homestays offer visitors with a cheaper option, either renting a room or a home within the Municipality and provides an experience that is integrated with the local community. The homestay market should be better regulated to ensure that the provision of alternative accommodation remains economically viable.
4.2.4 Sector assessment Consultations with different stakeholders both in Iten and also internationally revealed the following key findings. Key findings from the consultation › People come to train in Iten because of the high altitude and clean environment, this needs to be maintained and protected; › Sports tourism in the Municipality would greatly benefit from good availability of high standard facilities running track, gym, swimming pool, recovery and physiotherapy centre; › Murram is the preferred material for surface of running trails. There is a need to expand and improve murram trails network; › There are currently poor standards of accommodation in Iten and homestays need to be better regulated. Accommodation facilities is a big gap in terms of quality but also capacity; › Athletes are willing to pay fees for high standard facilities, but they need to be affordable, especially for young and local athletes. Some training centres have more flexible payment methods, allowing agricultural products instead of cash to pay for fees; 27 Iten Municipality, Integrated Development Plan (IDeP) (2019-2023) 28 IDeP (2019)
ITEN UEP ◊ SECTION 4: TOURISM ACTION PLAN
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› Improved accessibility to facilities and infrastructure is key. Currently, it is difficult to access due to poor road conditions and lack of maintenance. Most athletes have complained of muddy and badly eroded trails during rainy season; › Limited urban infrastructure within town is a challenge to attract visitors; › Trained coaches are needed to guide and advise athletes especially on banned substances; › Trails in the forest / shade areas are widely preferred; › Female athletes who need to take care of family and children have more difficulties to train and join a running programme; › General consensus to recognise Kamariny as a good site for training before works started, however most athletes and coaches felt the site has been lost or severely impacted by incomplete development. An assessment of the sector was undertaken at diagnostics phase. A summary is provided below. Strengths
Weaknesses
Awarded World Sport Heritage Centre status by the IAAF
Lack of international standard hotels
Track record for attracting world class athletes to train in Iten
Poor transportation linkages with other attractions within the county
Good existing network of running tracks
Lack of high standard sporting facilities
Optimal conditions for training
Sports tourism is very seasonal
Variety of tourism offerings Close proximity to Eldoret airport Figure 4.1 - Strength and weakness of sports tourism
Challenges Attracting more international visitors - In order to boost revenue from the sector, the Municipality needs to attract more international visitors. Iten needs to develop a tourism sector that appeals to visitors and offer the facilities that are required to attract international tourists. Improving urban infrastructure - Poor urban infrastructure currently acts a constraint for the tourism sector, making Iten less attractive to visitors. The Municipality does not have a well-developed stormwater drainage and sewerage system, as well as not having a permanent solid waste management system. Developing the urban infrastructure would improve the appearance of the town and provide visitors with a more enjoyable experience. Competition from other high-altitude training locations such as Sululta - Iten has recently seen international athletes preferring to train in other locations, such as Sululta, Ethiopia and the ongoing high-altitude training centre in Teryet in Uganda or locations closer to home (generally America and Europe). Iten needs to develop high standard facilities to secure their reputation as the best endurance training location in the world and be the number one choice for athletes. The need to maintain the optimal environment in Iten Municipality - Iten is predominantly rural in nature which provides large open spaces and countryside for athletes to train. It will be important for the growth of the sector, that Iten maintains the optimal environment it provides to athletes and that future developments and projects within the Municipality do not threaten the tourism industry.
would otherwise not be able to afford the usage fees for facilities that are important for developing into a world class athlete. One of the key challenges for the sports tourism industry is that currently it is very seasonal, with an influx of athletes visiting during the “off” season for long distance running, between December and April. This creates seasonality issues for training camps, with accommodation fully booked up during the “off” season, while the rest of the year businesses experience low customer numbers. COVID 19 Impacts The United Nations World Tourism Organisation (UNWTO) reported that the international tourists’ numbers could fall by 60-80 per cent in 202029. Tourism contributes 10% of Kenya’s annual economic output and employs over 2 million people. The impact of COVID-19 on the tourism industry in Kenya has already been severe, with the economy having lost 80 billion shillings ($752 million) so far in tourism revenue, about half of last year’s total. COVID-19 will be having a severe negative effects on the tourism industry within Iten Municipality, with very few international visitors since March 2020 and it is probable that the effects of COVID-19 will be felt for the rest of year and beyond.
Climate change issues and deforestation - It will be important to try to mitigate climate changes risks, such as flooding, drought and landslides, and deforestation as it will create less suitable environment for training. Affordability - Sports facilities within the Municipality should be available to the local community to use and benefit from. It is essential for local athletes to continue to perform well at an international levels in order to attract athletes to train in Iten. Therefore, facilities should be made even more affordable for locals, using discounts and other financial incentives. This is especially important for young prospective athletes who
29 https://www.unwto.org/news/covid-19-international-tourist-numbers-could-fall-60-80-in-2020
ITEN UEP ◊ SECTION 4: TOURISM ACTION PLAN
4.3 Target market It is important to define the market and target groups to enable the development of appropriate facilities. For professional endurance athletes and squads there is a need for a quality high altitude training that is affordable. In providing services to professional athletes, Europe can be seen as the key market, beyond catering for the home-grown professional athletes. Europe is the global centre of professional athletics. In addition to being the home of over 30 sizeable national squads, Europe hosts 11 of the 15 annual Diamond League events, as well as other competitions including City and regional marathons that have significant prize money. For Europe-based athletes, the centres in Europe (e.g. Font-Romeu or St. Moritz) are suitable for short periods, but there are weather issues during the main training season as well as cost considerations. North American centres (e.g. Boulder or Flagstaff), have greater potential but the time zone can be limiting. Iten has attracted professional athletes from Europe but is facing increased competition in the region mainly from Ethiopia and to a lesser extent Uganda. Furthermore, development of Iten as an international centre is becoming limited due to a shortage of accommodation (of all qualities), inadequate facilities (all-weather track, pool, gym, etc.), and no comprehensive marketing offer. Iten can be competitive and attract more professional athletes, but these issues need to be addressed. Indicative target Currently Iten is used as a training base by professional and elite athletes, including some national squads. These athletes are mainly middle and long-distance runners, though there are some cyclists and triathletes. Facilities in Iten are at full capacity from around November to March as athletes train for the European road and track season. Occupancy is then low for the rest of the year. The target market for Iten should include local and international athletes, both professional and amateur, from a range of sports. In addition, Iten can be developed as a centre for nurturing young Kenyan talent in all sports.
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In identifying the target markets and potential visitor flows, a balance needs to be achieved between ensuring that visitor numbers are sufficient to make full use of the facilities (maximising revenues and other benefits) and maintaining the essential small-town and green ethos of Iten. A preliminary visitor target is given in identifying a floating population of up to 2,500 visitors (Kenyan and foreign) throughout the year. This target is based on the number of visitors Iten is already attracting up to 1,500 during the peak training season30, and what Iten could sustain without changing its character. These estimates are indicative targets, which need to be refined and validated at the next stage of the UEP as well as through monitoring and evaluation of the action plan’s impacts. Specifically, it is the overseas visitors that will bring in the revenues to generate employment in Iten and maintain the sports facilities, but these visitors want to “run with the Kenyans Champions” and not just with other Europeans. A preliminary visitor target is given in the table below, identifying 2,500 visitors (Kenyan and foreign) across the year, with professional and amateur athletes during the winter and sports-tourists across the rest of the year.
4.4 Anchor project: Sports Complex
› The Kamariny Elite Hub site is located at Kamariny stadium, which will accommodate the more specialised sporting facilities aimed at world-class high-altitude training requirements and professional sports persons. Both sites will be linked by upgraded roads, NMT network including running tracks as well as public transport network, to ensure ease of movement between the two. These projects are described in Section 6.4.1, the HART and LART circuits, and transport projects in Sections 6.3.3, 6.4.6, 6.4.8. The purpose of separating the Sports Complex across two sites, is to ensure that activity is not confined within an exclusive area, but rather integrates well with the Town’s overall development. It provides an incentive for visitors to interact with local activity and businesses thereby spreading the benefits and spend across Iten. It also builds on facilities and available land as well as the Municipality’s efforts to develop the two sites. It is important that any development related to sports within the Municipality is supported by soft initiatives to organise the sector offer across different stakeholders. These are detailed further below in Section 4.5. Figure 4.2 - Sports Complex serves as anchor project
The Tourism Action Plan aims to create a network of sports facilities by improving and upgrading existing sports facilities such as the running tracks and trails, as well as to develop new facilities across the Municipality. The Sports Complex underpins the development of the sector through provision of sports-related infrastructure across the Municipality. It is the anchor project under the TAP that will help to establish Iten in the sector. The Sports Complex is split across two sites: › The Sports Park site is located within the town centre, and is proposed to be the recreational, cultural and social/ commercial ‘hub’, which will be linked to the existing urban fabric of the CBD through urban design and infrastructure upgrades and interventions;
Anchor project development of Sports Complex
Developing sports committee
30 This was reported in the stakeholder workshop
Iten Sports Park
Kamariny Elite Hub
Delivery model
Other related soft initiatives
Other tourism offers
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4.4.1 Sports Park Sports is a fundamental component of Iten’s identity and heritage. However, the facilities available for both athletes and the community are (according to stakeholders and users) sub-standard by international standards or simply unavailable. This is thought to be the case for any public sport facility or public open space in Iten. Currently the community uses a patch of land off the junction between the C51 and Kapsowar Road for a sports ground and Saturday market. This is also opposite to the existing matatu station and market, and across from the administrative cluster on Kapsowar Road. The site serves the entire Town and County population and it is accessible in under 15min walk from across the CBD and all points of interest. The site lies in an ideal location, it’s barycentric to the Municipality area and enjoys good access. Most of the community can easily reach this site both on foot or via public transport. It has great visibility being the first site to be seen on approaching the Town, has good views toward the CBD and the Great Rift Valley and marks the de-facto gateway to the CBD. The site suffers from occasional flooding likely caused by storm water and poor drainage, but is usable the majority of the time for sporting activities and the open-air market. The proposed Sports Park draws from the local culture and its location within the Town, three elements underpin the proposal: › Location and strategic views across Town; › Experience - Mix of uses and flexibility; › Global challenges - benchmark for climate adaptation and sustainability. Iten Sports Park leverages the site features in order to contain the development costs whilst maximising the benefits to the wider community and yet deliver an exciting destination. Iten has been longing for a landmark that is able to convey all its values relating to sports and champions.
30
Figure 4.3 - Sports Park overview
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Figure 4.4 - Sports Park - looking north
A “Hall of Fame” and museum dedicated to success stories and key personalities is a “piece of the puzzle” missing in Town. The community, through its stakeholders, feels this would help better outline the key role that Iten has played in the sporting career of many Olympians and Paralympians. To conceptually bring closer the community of common people and local athletes to a Champion level. This will create an opportunity for the national level athletes such as Eliud Kipchoge, David Rudisha, Mary Keitany and budding local athletes to train together. The scheme proposes to co-locate the future “Sporting Hall of Fame” and include the IAAF award plaque and the community at the Sports Park. This would immediately define the image of the Town and consolidate its identity as “Home of Champions”.
Figure 4.5 - Sports Park – looking east
Iten Sports Park exploits the difference in topography between the main road and the playing grounds. The expansion and remodelling of this space into a sweeping and dynamic green embankment addresses the change in level; it acts both as a small amphitheatre overlooking the larger playing field and as a natural drainage receptor. Below grade it accommodates facilities to support the playing fields (back of house, changing room, plants, some car parking), whilst at street level delivers both a new, high quality linear plaza with striking views over the sport grounds toward the west; it is the ideal platform accommodating the “Sporting Hall of Fame”, a visitor information centre and smaller scale pavilions for commercial activities. The playing fields are grouped by scale and function; immediately adjacent to the C51 is the standard sized football pitch for multiple sports. This can be used by athletes for team sports to build their partnership, host larger events and exploit the re-created embankment as sitting areas.
Closer to the hustle and bustle of the Transit Hub and its market, an urban sports playground accommodates kids’ playgrounds, a skate park, slides, etc. Further west, beyond a landscape buffer acting both as natural ponds or green pockets of biodiversity, two smaller zones host an indoor/sheltered sports barn and outdoor multi-use gaming area. The location of these facilities is determined by a series of factors including visual impact and site management. All these elements are brought together by an informal running track looping around and crossing the whole site. This can be run in different segments adding variety to the experience. The outer running track measures more than 500m in length and can both be used for running or as promenade. The interstitial spaces between the sports clusters lend themselves to ever-changing look and functions. In the rainy season they are ponds preventing flooding of the sporting facilities and the town. On dry days they can host temporary art installations or cater for smaller events. On the northern fringe of the park, the “Coaches house” enjoys unimpeded views over the park, sporting and natural facilities. These include classrooms, training studio and accommodation for the coaches so they have easy access to the grounds and the athletes. The accommodation can be accessed by an existing road and it will complete the development strip bounding the northern side of the park. Ultimately, Iten Sports Park will consolidate sport and leisure activities and will work with nature in the most flexible way. The park will play a pivotal role in the development of the community and will be heralded as an example of sustainable development across Kenya, successfully contributing to re-calibrate the Town’s professional profile.
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SuDS strategy for the Sports Park and touristic attraction
Case study
The proposed site for the Sports Park, where the public open space and the Saturday market are currently located, frequently floods obstructing the use of the field and the football pitch. This is due to the location of this area at a low spot where surface water runs-off the adjacent sites and ponds in the western section of the playground.
Historic Fourth Ward Park: A Model for Green Infrastructure Partnerships, Co-Benefits and Envision
The new design proposal for the existing field will improve the economic and commercial activity within the central business district (CBD) area whilst providing green public areas for the public to enjoy and providing surface water management. The site will encompass a running track around green infrastructure features such as tree pits, ponds, attenuation basin and bioretention areas. That will add a great amenity value to the area and contribute to the wellbeing of the visitors. The proposed design will provide a network of SuDS features such as swales and rain gardens to intercept and convey the runoff to be attenuated within a detention basin before discharging to an outfall (e.g. nearby watercourse), options for outfalls locations to be investigated at later design stages. SuDS features will also provide water quality improvement to the surface water runoff.
Historic Fourth Ward Park, 5 acres located in a lowland area, this area was subject to intermittent flooding and sewer overflows during storm events. To address this problem, and after initially planning a conventional solution (laying more pipes via a tunnel extension), an alternative innovative idea was considered to transform the industrial lowland into urban greenspace with stormwater control features and green infrastructure designed as a beautiful public park. The new design included an artistic stormwater detention pond and surrounding aesthetic features. These features include a step-down channel, a water wall with sculptural elements, a tunnel to bring water into the pond, and subsurface water discharges into a dry stream bed. The park was the first component of what will be a 22-mile BeltLine Greenway, described as the most comprehensive economic development effort ever undertaken in Atlanta31.
31 Historic Fourth Ward Park, A Model for Green Infrastructure Partnerships, Co-Benefits and EnvisionÂŽ at the ASCE 2016 International Low Impact Development Conference, 2016. Available at https://www.hdrinc.com/portfolio/historic-fourth-ward-park
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Climate change interactions and approach The site currently suffers from occasional flooding that renders it unusable, and increases in rainfall intensity and extreme precipitation events are likely to increase the incidence of flooding if no changes are made. Extensive drainage features are incorporated into the proposed design, and will help to reduce flooding at the site and increase resilience to climate change. Incorporating SuDS into the Sports Park will increase Iten’s resilience to changing weather patterns such as more intense and frequent rainfall events associated with climate change. Tree pits will provide shading, reduce the urban heat island effect and act as a sink for pollutants and carbon dioxide. Tree planting will also provide greater soil protection. This will minimise the risk of sedimentation of drainage channels during intense rainfall events. Rainfall uplifts to account for climate change should be used to inform the drainage design. Water treatment options to treat stormwater run-off before discharging to local watercourses should be investigated. It is also recommended that native tree and plant species are used for the tree pits and rain gardens. Social inclusion interactions and approach Adoption of inclusive design for the Sports Park should consider the diverse needs of the beneficiaries which include the local community, athletes, as well as deaf and blind athletes. Planning for the Sports Park to be inclusive and accessible by everyone will require: › The surfaces should be even and non-slip; › Ramps provided to be of sufficiently low gradient to minimise chances of slipping off; › Visual and/or tactile instructions to guide users and visitors. The instructions should serve all people even those with impairments, and they should explain what the park offers; › The park should be designed for happiness and wellbeing i.e. maximise on the beautiful, natural, green features for a relaxing, healthy lifestyle; › Its sanitary facilities and changing rooms to cater for male, female and PWD needs; › If charge fees are needed, these should be affordable by the local community32.
32 Anecdotal evidence from 1:1 meetings and sports consultations have demonstrated that the best sport facilities in the town are too expensive for the local people to afford access fees
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The presence of accessible open space will enhance the quality of the day to day life for residence and visitors to Iten. The implementation of tree pits, rain gardens and swales will make this area a more attractive place to spend time. The park will provide an area for exercise which improves the health and wellbeing of visitors and residents.
Figure 4.6 - Proposed Master Plan for Kamariny vs topography
Overall, an inclusive Sports Park will not only boost the Town’s economy but also contribute to better health and wellbeing. The Park can be designed as per standards required for a PWD and Paralympics. Appropriate measures such as ramps, lifts and other required interventions can be designed into the proposal at project inception making these requirements a design assumption. The presence of accessible open space will enhance the quality of day to day life of PWDs without having to travel too far and requiring special assistance. It would be a safe space for everyone to use.
4.4.2 Kamariny Elite Hub The elite sports hub proposal aims to develop a highaltitude training academy for elite athletes. The project is located on the existing Kamariny Stadium site, which is approximately 4km or 10 minutes’ drive south of the CBD and sits on the edge of the Escarpment. The site will be home to the following facilities: a 400m track, a sports academy, an Olympic size swimming pool, a high standard gymnasium, a recovery and rehabilitation centre, high value land for accommodation and Paralympic-friendly infrastructure and facilities. This site has easy access to running trails and will also be connected to the town centre by a leisure walking trail along the escarpment.
(see figure 4.6)
Figure 4.7 - Kamariny site cross section A-A
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Kamariny Stadium upgrading was until recently stalled due to lack of funds and poor coordination which has been considered a great loss to the sports tourism sector in the Municipality. Some work was recently undertaken to upgrade the running track and spectators area. There is an opportunity to kick start this project again and support the Municipality’s aspiration towards shifting the image of Kamariny from a local stadium to an international sports training venue. This site will accommodate the more specialised sport facilities aimed at world-class highaltitude training requirements for professional athletes including Paralympics. The proposed facilities are based on high level review of the proposed Master Plan by the Municipality and its enhancement to provide an alternative land use arrangement that responds to the site’s characteristics and constraints. High level review of the existing proposal The topography of the County and the Municipality has very undulating terrain due to the location along the Great Rift Valley. Kamariny site is located on the edges of the Escarpment, approximately a third of the proposed Master Plan area (as shown in Figure 4.5) is within very steep contours which makes construction expensive, physically difficult and highly vulnerable to bad weather. If this proposal goes ahead, it will be quite unsafe for use and construction. This means some of the main requirements for the site such as the warmup track does not have space. Alternative land use diagram including adjacent site This section covers a proposed conceptual reshuffle of the land uses proposed in the master plan. It also includes a proposed realignment of the existing road to better suit the proposed improvements. The concept diagrams presented have been guided by the standards set out within the following guidance: IAAF Requirements for Planning, Constructing, Equipping and Maintain - Track and Field Facilities Manual (2008) and the International Olympic Committee Technical Manual on Venues - Design Standards for Competition Venues (2005).
Figure 4.8 - Kamariny Elite Hub alternative concept master plan
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Athletes Track: › The radius of the curves on the warm-up track is identical to the competition venue (36.5m) to comply with the Paralympic Games standard; › Enclosed changing facilities are provided to accommodate athletes at the venue during competition and training; › A dedicated medical station is also provided in close vicinity to the track along with other facilities such as toilets and storage. Aquatics Centre and Café/Canteen: › This is designed for swimming, but could be shared with synchronised swimming; › The size area includes FOP for swimming and changing area for dressing, lockers, showers and toilets; › It also includes a staff and athletes’ canteen along with a visitor centre and café. Sports Academy and Library: › This is a two-story building with approx. 3,500m2 footprint; › It is designed to be a landmark building sitting at the north entrance of the park, along the main road which connects to the town centre; › Located at the edge of the escarpment it will provide great views of the valley. Athletes Medical Facility and Therapy Centre: › This is a single building with approx. 1,200m2 footprint; › This includes immediate and longer-term medical care for the athletes using the facility; › It also includes sports massage, spa and therapy facilities mainly aimed at elite athletes; › The main access road to the site will be upgraded and improved with public transport facilities and SuDS as described in Section 6.4.6. Climate change interactions and approach The project should incorporate the climate change principles by making use of sustainable materials, and flood risk management. To enhance resilience to climate change the design will include SuDS schemes, and utilise the topography of the site to ensure that the entire facility is well-adapted to heavy rainfall events and is not likely to suffer from
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flooding. Drainage plans will consider changes in rainfall intensity expected under climate change. The provision of green space will also help keep surroundings cool, and counteract increasing maximum temperatures. Social inclusion interactions and approach The IAAF Track and Field Facilities Manual (2008) provides guidance on the planning, construction, equipping and maintenance of facilities such as Kamariny Elite Hub. In addition to these, it will be critical for the elite hub and supporting facilities to be socially inclusive. This would mean considerations of the diverse needs of the intended beneficiaries so that everyone can access and use the facility with minimal barriers. Planning and designing the elite hub to be inclusive and accessible by everyone will require access fees to be affordable by the local community, the hub should have signage that can be visual and/or tactile to serve all people, sanitary facilities and changing rooms should cater for male, female and PWD.
Based on the concept plan prepared for the Sports Complex, the following table provides a high-level assessment of infrastructure requirements. These will need to be considered in more detail with the development of a detailed masterplan for the site. Table 4.1 - Infrastructure recommendations for Sports Complex
Sector
Water
Water
A feasibility study and funding study, detailed site survey study, seasonal water flows and flooding assessment, and detailed infrastructure assessment.
Drainage Drainage
Sanitation
Sanitation
Waste Waste
Energy
Energy
These studies include: › Detailed site survey; › Feasibility study; › Funding study and potential investors; › Seasonal water flows and flooding risk; › Integration of SuDS including permeable surfaces and rain gardens to reduce surface water run-off, internal trees and planting to support SuDS implementation and add aesthetic appeal; › Detailed infrastructure assessment.
The public water supply in Iten is unreliable, particularly in the dry season. It is recommended that the sports complex develops storage tanks and a back-up water supply and treatment unit. Further investigation is needed into the water source but it is likely to be a borehole (if groundwater is available on site) and treatment should be to drinking water standards. Details of existing drainage systems, nearby watercourses, rainfall data and soil infiltration capacity are needed to produce detailed design of SuDS for the Sports Complex 33.
4.4.3 Next steps for the Sports Complex Further work is required to fine-tune these proposals and make them more responsive to the specific requirements from the Municipality and to meet international standards. This will require further consultation to define proposed land uses and community priorities. The next stage of the Sports Complex is to develop a detailed master plan that includes:
High-level recommendations / considerations
Transport Transport
Iten has no centralised sewerage systems so an on-site WWTP will be need on site to manage effluents. Water will need to be treated to Kenya standards and can be discharged to the river or reused for irrigation, car washing or flushing toilets. Toilets on the site should use septic tanks. Segregation of different waste streams (organic, dry recyclables, residual) should be implemented at the Sports Complex through separate bins. These should be designed in such a way that is in keeping with the natural aesthetic of the site, yet signage and awareness is paramount in ensuring waste is disposed of properly. The running track should be kept clear of litter, therefore cleaning/ manual road sweeping may need to be more frequent along the track. Iten does have a developed HV (11kV) power system, but with limited capacity and local LV infrastructure, and there are issues with reliability and cost. The Sports Complex should have an HV connection and potentially multiple 11/0.4kV transformers, but also utilise the available roof area for PV arrays. Consideration should be given to solar canopies in the car park, and also in track side areas to provide shade to competitors, coaches and officials. Access to Kamariny stadium is currently provided by a single road of poor road conditions. Future transport demand to Kamariny site may cause mobility impacts to the transport network, it will be necessary to implementing travel demand management measures to limit car access in favour of promoting public transport use. The close proximity of Kamariny to the CDB, will also favour travel by foot. The proposal will need to incorporate features that improve the safety, accessibility and quality of pedestrian experience through well connected network of footpaths that provide short and direct access to the town centre, Kamariny and public transport stops. The upgrading of the access road to Kamariny to a more resilient, all-weather access roads with public transport facilities and NMT facilities including running tracks with drainage is detailed in Section 6.4.6. The Iten Sports Park in the town centre will be next to the transit hub.
33 During the consultation with key sports stakeholders, it was established that high quality murram trails are the optimal surface to run and that these trails will need to be maintained on a regular basis
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4.4.4 Supporting sport facilities The Sports Complex will be complemented with other supporting sports facilities such as an established and extensive network of high-quality murram trails13. Iten is already benefiting of running trails within the surrounding area, however the Municipality should build upon this by developing, expanding and regularly maintaining the running trails network. The trails will need to be functional in all seasons and weather conditions, especially during the wet season to prevent flooding and erosion.
Supporting infrastructure will also be required, such as lighting, toilets and water points along the trails, which will allow athletes to train without constraints. Dedicated stretching points should also be provided along the trails.
4.5 Soft initiatives Table 4.2 provides an overview of key initiatives that need to be established to support the development of the tourism sector.
The Sports Park and Kamariny Elite Hub will be connected by upgraded roads, NMT network including running tracks as well as public transport network. The trails should be mapped out and well signposted to enable runners to select a route which best suits their needs. The improvement of the running trail network is explored further in the development framework of the UEP, Section 6.4.1.
Table 4.2 - Tourism soft initiatives
Aim
Action
Details
A welltrained local workforce
Support locals to become highly trained and certified in technical sporting professions
Local workers should be encouraged and supported into undertaking technical sport professions, such as coaches, nutritionists, physiotherapists, sports masseurs, etc. The local government and other key stakeholders within the tourism sector should support locals to access the training and certification required. This could be achieved through financial incentives, such as subsides, provision of the training within the Municipality and assurance of employment once completed. This will allow locals to have greater employment opportunities within the sector and allow locals to form a better bond with visitors, which is beneficial to both groups. The provision of support and access to training and certification should be inclusive and available to all members of society, especially to SIGs.
Ensure local workers are well trained in the hospitality sector
In order to attract tourists from all over the world, local employees within the tourism sector must be well-trained in hospitality and customer services. This will ensure tourists have an enjoyable stay in the area and are more likely to return and/or recommend Iten to friends and family, which will lead to an increased number of visitors. Training courses should be provided to local workers to ensure they understand best practice within the hospitality sector and how to serve customers in the optimal way. These courses might require subsidisation or other incentives to encourage locals to attend and develop these skills.
Ensure sports tourism is embedded within the Municipality
Encourage visitors to Tourists should be encouraged to travel to the CBD to explore Iten, interact with the local community, try local agricultural products and utilise the market travel into and around facilities. Visitors can be encouraged to explore the CBD by making it more accessible through offering shuttle buses to and from the accommodation the CBD and CBD and providing pedestrian walkways to and throughout the CBD. Creating a more attractive, clean and safe environment within the CBD will also lead to more tourists visiting the town centre. An increase in the number of visitors to the CBD during the visit, will mean higher revenue for the businesses within the CBD. Encourage businesses and visitors in the tourism sector to utilise local produce
Businesses in the tourism sector should aim to utilise local products much as much as possible to ensure that the financial benefits of tourism are kept within the Municipality and County and are shared throughout the community. Restaurants should seek to use local farmers for their food suppliers, hotels should use local suppliers of food, bedding and furniture, etc. This should reduce the environmental and logistics costs associated with imported supplies from other counties and will enable the whole local economy to reap the benefits of the tourism industry. The local government could provide incentives to businesses within the tourism sector to utilise local produce by introducing an award that can be issued to businesses that only use local suppliers.
Provide subsidisation and other benefits to enable locals to access sports facilities
It is important that the sports facilities are not only accessible to athletes, but also to all members of the local community. This will benefit the health, fitness and lifestyle of the local community and will also improve the connection between the local community and visiting athletes. Facilities should be subsidised for locals so that they get discounted entry to paid facilities, making them more affordable. Individuals within the community that are identified as having high sporting potential could be given a pass to allow them free access to the facilities and trained staff, enabling them to reach their full potential.
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Aim
Action
Attract worldclass athletes
Provide benefits and discounts to professional athletes, especially Kenyan athletes
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Details Athletes, both professional and amateur, generally want to train with the best. Therefore, if the best athletes in the world are seen to train in Iten, the Municipality will experience an increase in demand for sports tourism. In order to attract these athletes, benefits and discounts should be provided to encourage athletes who are part of a national athletics team or are internationally renowned to train in Iten. These benefits and discounts should be extended to all Kenyan athletes to ensure the development of home-grown talent and continue Kenya’s impressive record of producing world class athletes. Case study: In St Moritz, Switzerland athletic passes are provided to specific groups of athletics, which provide them with free or discounted access to certain facilities and other benefits. The “elite card” is provided to athletes belonging to a national team and preparing for a major international event and domestic athletes who hold of a Swiss Olympic Card. The elite card gives athletes free access to the St Mortiz track, weights room and one admission per week to the indoor swimming pool, spa and sports centre. The second pass is an “athlete card” which is given to domestic athletes (holders of a Swiss Olympic Card or athletes who compete in national or regional competitions), allowing them to use the St Moritz track for free. Picture of St. Moritz Running Track in Switzerland 34
Zero-tolerance policy on performance enhancing drugs
Iten needs to have an exemplary reputation in order to attract the world’s best athletes to train in the Municipality. This includes having a zero-tolerance policy regarding to performance enhancing drugs, which could permanently tarnish Iten’s reputation if not enforced effectively. Specific training for local coaches regarding to banned substances will be essential to ensure excellent performance. There should be the provision of facilities for testing athletes for performance enhancing drugs. The Municipality should also consider establishing an office for WADA (World Anti-Doping Agency), provisionally within the Sports Complex.
Better regulated tourism and hospitality sectors
Ensure regulations regarding the tourism sector are fully enforced
The Municipality needs to ensure that regulations relating to the tourism sector are enforced throughout the municipal area to provide an even playing field for all businesses and stakeholders. Enforcing regulations ensures equal treatment throughout the sector and allows collection of correct amounts of fees and licence payment. This will allow the Municipality to fund the development and maintenance of key public infrastructure, which will make Iten a more attractive place for both sports and leisure. This action is especially important to ensure all accommodation providers are fully registered and pay the required fees for the number of customers they accommodate.
Establish a variety of accommodation options
The sports tourism sector within Iten aims to attract a variety of visitors, from national teams of professional athletes, to amateurs visiting with their families and/or friends. In order to provide the optimal experience for every type of visitor, a variety of accommodation options need to be available, including family friendly hotels, children-friendly hotels, accommodation to host teams of athletes, individual single occupancy room, homestays, etc. All of these accommodation options should be provided at the highest standard possible, with high levels of hygiene, cleanliness, comfort and safety. These different types of accommodation should be properly regulated, and policies enforced to ensure the revenue collected will be reinvested within the Municipality.
Connect sports tourism with other tourism offerings and attractions
Improve cooperation and develop partnerships between key tourism sites within the County
The Municipality should encourage and support cooperation between key tourist sites and attractions in the County to offer a more comprehensive tourism offering to visitors. Visitors who come to Iten for sports tourism should be encouraged to spend a day or two exploring the surrounding area, which has a lot of to offer, such as the Rimoi Nature Reserve, the Cherangany hills and several waterfalls, gorges and hot springs. There are also a variety of hiking, climbing, mountain biking and paragliding venues and opportunities. These tourism offerings should be better promoted, visitors should be given information on how to organise a trip to these places during their visit. The Sports Committee should carry out marketing campaigns to reach a wider audience and attract more visitors to the Municipality and the County. Key tourist sites should promote other key attractions and provide a package of options where visitors can choose to see several attractions in one excursion.
34 http://blog.trisutto.com/wp-content/uploads/2015/08/St-Moritz-track.jpg
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4.6 Delivery mechanisms
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The suggested steps for establishing and delivering the Sports Committee are:
Table 4.3 - Indicative members of the Sports Committee
4.6.1 Sports Committee
Level/sector
Organisation
The Sports Committee will be developed as a task force to ensure coordinated, transparent and inclusive development in the sports tourism sector within Iten.
Local Government
Municipality, County
Primary role
Central Government
Ministry of Sports, Culture and Heritage, and Ministry of Tourism and Wildlife
Secondary role (advisory)
› Discuss issues related to the development of the Sports Complex, sports related activities in the Municipality, implementation of the soft initiatives described in Section 4.5,
Sports related organisations
Athletics associations, coaches’ associations, professional teams,
Primary role
2. Develop clear roles, expectations for each role, skills and experience required and time commitment required;
Local business - hospitality
Training camps, hotels, B&B hospitality representative
Secondary role (advisory)
3. Set out clear selection process of members including replacement;
› Provide recommendations and advise the Municipality and the County on matters related to sports development,
Local residents, CBO, other local business
Companies/residents with an interest in sports and tourism
Secondary role (advisory)
4. Ensure diversity of experiences and opinions on the Committee is well represented and social inclusion is fully considered;
Mass media/ promotion
Newspapers, Kenya Promotion agency
Secondary role (facilitating)
The Committee’s responsibility will be to:
› Oversee the implementation of the Tourism Action Plan, › Encourage coordination and cooperation between groups, institutions and individuals involved with sports within the Municipality and further in Kenya. Organise forums for discussion of matters critical to the development of TAP in an inclusive manner, › Coordinate marketing and PR campaigns to promote Iten as a tourist destination, › Manage, coordinate and oversee funds and bursaries destined to improve and develop the tourism sector in Iten, › Prepare a quarterly report to the Municipal Board on progress including undertaken and proposed activities. Indicative members of the Committee are provided in Table 4.3. This membership will be ad-hoc and would come with some roles and responsibilities to be guide the implementation of the TAP.
Role
1. Agree on structure of the Committee with dedicated chair, vice-chair, secretary and administration depending on agreed responsibilities. It will be important to assign specific responsibilities to the key members e.g liaison with sports related organisations and local companies, etc.;
5. Define good governance practices that are publicly available including requirement for declaring Conflict of Interest, ensure at least a number of members are independent; 6. Set out a meetings schedule, define frequency of meetings and agenda of topics to discuss. Bring specific expertise to the meeting if necessary; 7. Agree on reporting responsibilities to the Municipal Board.
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4.6.2 Potential delivery models - Benchmarking
Regional centres
Kenya
Europe and North America
The key centres for high altitude training in eastern and southern Africa have followed a similar pattern to western market, with developments being led by the private sector, with some Government support for key infrastructure.
› Leading facility, the Lorna Kiplagat HATC, is a private development, with the facilities available for private guests only;
For most of the North American and European locations for high altitude running training there is no specific centre for training. Rather, they are locations where the key facilities are available: high altitude trails, specific training facilities (e.g. university running tracks, pools, etc.) and accommodation (some purpose-built, but mainly hotels in the local town or often off-season ski resorts). These locations include: Boulder, Colorado; Font-Romeu, France; St. Moritz, Switzerland; Flagstaff, Arizona; San Luis Potosi, Mexico; Albuquerque, New Mexico; and Flagstaff, Arizona.
Uganda › The Kiprotich National HATC at Teryet is Government funded, and expected to be operated by the Ministry of Education and Sports when completed;
› Some core facilities (long-distance trails and Kamariny) are public developments; › All accommodation, catering and training services are private offerings.
› Joshua Cheptegei is developing his own training centre (earth track and hostel) near to the HATC. Cheptegei’s centre, which will focus on developing local talent, will benefit from access to the National HATC facilities. Ethiopia The key facilities in Sululta were both developed and are operated by the private sector. › Yaya Athletics Village: developed by Haile Gebreselassie, includes a dirt track, 30-room hotel, pool, gym, etc., targets international sports-tourists. › Kenenisa Sports Resort: developed by Kenenisa Bekele, includes a tartan track, 100-room hotel, swimming pool, tennis courts and gym. Plans for expansion include a ninehole golf course.
High altitude training at Boulder, Colorado35 Around the core of facilities independent companies (and some national squads) have then developed their offer to athletes and teams.
Stellenbosch Academy of Sport, South Africa36 › A private-sector academy targeting professional sports teams (mainly rugby) and national squads (e.g. British Swimming, Tri Australia); › They share facilities with Stellenbosch University, and work with several key partners: Adidas (supply of apparel and sponsorship) and Compass Group and Tsogo Sun as hospitality partners service the 62-room hotel and provide catering to meet specific nutritional needs.
The key training facilities (track, swimming pools, gyms) are then built as public goods, with some user access fees to cover all or part of the operating costs. The key revenue streams (organisation of training camps, accommodation, catering, etc.) are generally handled by the private sector. In some cases, local athletes are subsidised through discounted accommodation and/or access charges. However, they generally pay the full charge, and are either self-financed (crowd funding, family, etc.) or funded by state programs (e.g. UK Athlete Performance Awards for those with podium potential). 35 https://toughasia.com/swim-bike-run-altitude-training-with-alexander-crowie/
36 https://www.stellenboschfc.com/wp-content/uploads/2018/11/SFC-Coetzenburg-AthleticsStadium-e1541702531278.jpg
ITEN UEP ◊ SECTION 4: TOURISM ACTION PLAN
Regional Marketing International marketing for training in Kenya, Uganda and Ethiopia is undertaken predominantly by independent private-sector companies. These companies provide complete packages including flights, transfers, accommodation, coaches and full training plan. Many companies will offer training packages in more than one country. While the Stellenbosch Academy market directly to teams and national squads.
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4.6.3 Potential delivery models for Iten Revenue requirements and sources Significant revenues will be required to support the basic sports tourism facilities in Iten. Beyond those elements that can be self-financing, (e.g. hotels and hostels), revenues would be needed to cover: › Maintenance of facilities, in particular the running trails; › Marketing and promotion of Iten as a destination;
Summary
› Coordination of sporting and tourism activities;
High altitude training centres tend not to have a single, comprehensive organisation responsible for all components (e.g. sports facilities, accommodation, marketing).
› Quality control of accommodation, sporting and tourism offers;
For the European and North American locations, a high level of infrastructure development means that a comprehensive organisation is not required. However, for the East African centres, a heavy reliance on private sector investments with limited linkages, has resulted in relatively small developments with limited capacity.
There are four key revenues streams:
The exception in Africa is the Stellenbosch Academy which has developed strong partnerships with other private sector service companies, and the Government (via the University). This partnership approach provides a good base model for Iten.
› Support for Kenyan sporting talent.
› User fees: These cover access to specific facilities (e.g. swimming pools, running track, gym, etc.), and generally are only sufficient to cover maintenance costs; › Sponsorship: Usually in the form of annual fee sponsorship of a specific facility (naming rites), although it can cover capital costs; › Accommodation charges: these can be charged at different levels on all tourist accommodation, with potential higher bed levies on the higher quality hotels, targeting international tourists; › Partnerships: the Sports Committee could form partnerships with service providers on a profit-sharing basis (similar to the approach taken by Stellenbosch Academy).
There is potential for JV partnerships covering a range of areas including: › Accommodation - developer and service company for the hotel/s and hostel/s; › Food services - focussing on nutrition for athletes based on local produce; › Travel services - operator providing consolidated travel offer to sports-tourists; › Sport training academy/college - providing training of coaches and support staff at the Sports Complex; › Events services - separate partner for developing events (e.g. sports-related conferences, corporate retreats, etc.); › Online services - provision of virtual events, remote real-time training, virtual marathons along Iten running trails, etc.
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4.6.4 Potential revenues from bed levies
4.7 Phasing
To calculate the potential revenues from a bed levy, a series of assumptions have been made regarding the type of additional accommodation to be built, occupancy and actual levy rates.
It will be important to develop the sector through a phased plan to ensure facilities are provided in a well thought-out order which enables the Municipality to experience early and sustainable positive effects on tourist numbers and revenue from the sector.
With a target of 2,500 visitors across the year, additional accommodation equal to 1,000 beds would be required on top of the current provision. A possible split of accommodation by type and expected occupancy rates are provided in Table 4.4. The occupancy rates are highest for hotel accommodation as it has greater potential to attract both athletes and tourists. Table 4.4 - Accommodation facilities and occupancy
Beds
Occupancy
Hotel
200
80%
Hostels
400
60%
Stay-at-home
400
40%
1,000
56%
Total
Assuming bed levies of US$ 10 per night for hotel guests, US$ 2 per night for hostels and stay-at-home, and no levies on Kenyans (regardless of where they stay), then revenues from a bed levy could be over US$ 650,000 per year. This is based on applying the levy to new accommodation facilities. Revenues would be significantly higher if extended to existing hotels and hostels. It should be noted that if bed levies are set too high, these won’t be affordable or inclusive and there is a risk that accommodation investments could be pushed out of the County (e.g. to Eldoret).
First phase The first phase will ensure that essentials facilities are provided early on. These must-have facilities will initiate growth in the tourism sector and will be key to attracting an increased number of athletes and visitors to the Municipality. The first phase will focus on the development of the anchor project, including establishing the elite sports hub, which will contain Kamariny track, the gym, the medical facility and therapy centre (sports massages, physiotherapy) and the swimming pool. Essential facilities in the Sports Park to be developed in the first phase include the indoor/sheltered sports hall, the visitors centre and the mixed-use playing fields. Some SuDS features should be included in the first phase to mitigate potential flooding of the facilities. All these facilities will be publicly accessible to both locals and visitors and will provide the high standard facilities required to attract international athletes (professional and amateur). Alongside the development of the Sports Complex, the first phase will include the improvement of the high altitude and low altitude running trails (described in Section 6.4.1), which will provide the necessary infrastructure to enable endurance athletes to train, especially for those focusing on middle and long distance running competitions.
Second phase The second phase will provide supporting infrastructure which will build upon the facilities provided in the first phase. This will enable the continued growth of the tourism sector and provide a more advanced tourism offering for visitors. Further facilities related to the Sports Complex will be developed. In the Elite Hub at Kamariny, the second phase will include establishing the F&B area, the sports academy, the staff housing and the cottages. In the Sports Park, the second phase will focus on developing the urban sports playground, the outdoor multi-use gaming area the informal running track, museum and hall of fame, and the “coaches house”. The second phase will also include an expansion of the HART and LART running trail network and associated facilities, providing additional routes and greater flexibility in terms of distances for training. It is envisioned that throughout the second phase a variety of accommodation options will be developed within the Municipality to cater for all visitors. Third phase: The third phase will deliver additional facilities, which will support the expansion of the sector and develop supplementary tourism infrastructure. The third phase facilities and infrastructure target the long-term development of the sector which will contribute to the future success of tourism in the Municipality. It will be vital to explore the demand for additional facilities after the first two phases and the initial development of the tourism industry to understand the infrastructure requirements. Additional facilities that might be explored include a velodrome and a warm-up track located at the elite sports hub.
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5. Diversification Action Plan Tourism, in particular sports tourism, has high potential to become a key driver of economic activity in Iten Municipality; however it is important to ensure the economy is not solely reliant on tourism and the Municipality seeks ways to promote economic resilience through the diversification of the economy. Elgeyo Marakwet is endowed with rich natural resources and high potential agricultural land which provides a strong basis to expand into different sectors and economic activities, particularly those that promote value addition and provide a more stable path to economic development, minimising exposure to global shifts in tourism. The location across three ecological zones supports different agricultural produce with varying exposure to environmental and climatic risks. It will be important for any development efforts to acknowledge this diverse offer and ensure economic development is inclusive and spread across the agricultural community to improve livelihoods. Iten Municipality benefits from its close proximity to Eldoret, the main regional trade and commercial hub, with a strong processing and industrial centre as well as its better and more extensive physical infrastructure. While easy access to market is a strength for the County’s agricultural produce, it can also be a hindrance for Iten in developing its own agriprocessing cluster. The following section outlines actions that will help develop Iten’s economy, particularly in agriculture, agri-processing, retail and trade. These sectors have been identified as the key priority sectors to help diversify the local economy. These actions and interventions are focused on the Municipality’s capacity to advance these sectors. However, it will be imperative for them to align with the County level and the wider NOREB’s plans for sectoral growth, thereby maximising returns and avoiding duplication of effort.
Photo: Davide Minniti
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5.1 Agriculture
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Strengths
Developing the agriculture sector is a priority for Elgeyo Marakwet. The County is the 4th largest contributor of agriculture GDP and has by far the largest agricultural GCP of the NOREB region, at KES 128 billion (2017)37. The agriculture and livestock sector within the County represents the biggest share of GCP, demonstrating a high reliance on the sector with 80% of total County output. The County experiences high rainfall, at 500 - 1,500mm annually and a fairly constant temperature all year round, creating good conditions for agriculture and livestock activities38. Around 75% of the households within the County are involved in farming activities based on 2019 Cenus data, which includes both crop and livestock farming, with 71% of households practising crop production and 54% practising livestock production39. Elgeyo Marakwet is able to grow a large variety of crops due to the environmental differences between the three ecological zones (highland, escarpment and lowland) and crops are grown for both commercial (18% of agricultural land) and subsistence purposes (82% of agricultural land)40. The major crops that grow in the highlands include maize, beans, wheat, potatoes and sorghum, with farmers recently starting to grow passion fruit and avocado. While in the lowland, bananas, green grams, groundnuts, millet, cowpeas, mangoes, watermelon and pawpaw are grown41. The livestock that is reared within the county includes poultry, sheep, goats and cattle, including for dairy production42.
Weaknesses
Three distinct ecological zones allow for a variety of crops to be grown
Over-reliance on rainfed produce, water scarcity in the lowlands during the dry season
The highlands provide an optimal environment due to reliable rainfall and fertile soils
Flooding and landslides in the wet season
Substantial amount of existing farming activities and agricultural output, including the second largest producer of potatoes in Kenya
Physical labour-intensive agricultural activities exclude PWDs and other groups in society
Close to Eldoret, a major processing, distribution and trade centre
Limited agri-processing and value addition activities in the County
Challenges to address
Limited use of agricultural land for commercial purposes
› Climate risks - Key climate risks, such as drought, flooding, landslides have threatened the development of the agricultural sector. It will be important to develop plans to mitigate against these and introduce more sustainable farming practices; › Limited use of modern, sustainable farming techniques – local farmers currently use traditional farming methods which are inefficient and act as a constraint to reaching sector potential. Farmers need to adopt farming methods which maximise yield and use resources efficiently;
37 KNBS Gross County Product (2019) 38 The Kenya Ministry of Agriculture, Livestock and Fisheries (MoALF). Climate Risk Profile for Elgeyo Marakwet County. Kenya County Climate Risk Profile Series (2018). Available at https://ccafs.cgiar.org/publications/climate-risk-profile-elgeyo-marakwet-county-kenyacounty-climate-risk-profile-series#.XzF0UihKiuU 39 KNBS, National Census (2019) 40 Ibid 41 Elgeyo Marakwet, County Integrated Development Plan (CIDP) (2018-2022) 42 The Kenya Ministry of Agriculture, Livestock and Fisheries (MoALF). Climate Risk Profile for Elgeyo Marakwet County. Kenya County Climate Risk Profile Series (2018). Available at https://ccafs.cgiar.org/publications/climate-risk-profile-elgeyo-marakwet-county-kenyacounty-climate-risk-profile-series#.XzF0UihKiuU
› Lack of equipment and vehicles – a small proportion of farms in the County own farming equipment and vehicles, due to the high initial upfront cost. This leads to farmers using time consuming and costly alternatives, thereby limiting agricultural production; › Difficulties getting produce to customers – as the agricultural sector is developed, it will be important to ease the current difficulties related to delivering produce to customers. If farmers cannot get their produce to market easily, it negates any increases in the quality, quantity or value of produce;
Poor transport links between urban and rural areas
› Lack of storage and processing facilities – agricultural produce within the County is often taken straight from farm to market. This limits the price at which agricultural goods are sold, as vendors know that farmers need to sell produce by the end of the day, before it spoils and becomes worthless; › High pumping/energy costs – costly and unreliable access to energy currently prevents farmers from investing in water security infrastructure, such as boreholes and irrigation.
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Table 5.1 - Agriculture Action Plan
Aim
Action
Details
A reliable supply of water
A1: Encourage small scale farmers to practice storm water harvesting and storage
During the dry season the lowlands often experience drought which causes problems for agriculture and livestock farming. Rainwater harvesting and storage is a simple method of improving the availability of water which is cost effective and easy for small scale farmers to carry out. The local government should advise farmers on the benefits of stormwater harvesting and how is can be carried out in a simple and effective way. Water harvesting is explored further in the development framework of the UEP, Section 6.4.14).
Effective utilisation of modern farming techniques
A2: Establish communal boreholes and where viable irrigation infrastructure
A communal borehole will provide small scale farmers with a reliable source of water throughout the year, which will be especially beneficial for farmers in the Kerio valley during the dry season, which often experiences drought. This should include consideration of issues such as access and management of the borehole, including usage and maintenance, as well as the cost of pumping the water to farmers.
A3: Create a platform where farmers can get access to information on best practice and resource efficiency
Many farmers within the County use traditional farming techniques which prevent them from maximising their yield and therefore income. Farmers would benefit from a platform providing access to information on best practice and modern farming techniques, which would allow them to increase their yield, their incomes and become more resource efficient.
Irrigation is another option to improve access to water, however it will only be viable for large-scale or high value farming due to high initial and ongoing costs associated with infrastructure required. Solar irrigation would reduce the costs to farmers, making irrigation more viable. The implementation of solar irrigation is explored further in the development framework of the UEP, Section 6.4.16 (Solar irrigation).
Information should be provided on general key farming principles, but also at a more specific level, such as the advantages and disadvantages of different crop and livestock varieties and how the optimal cultivation, growing and harvesting process may differ for different crop varieties and optimal rearing for different livestock breeds. Farmers should also be given information on which crops to grow in order to maximise their income. If local farmers grow and harvest the same crop at the same time, it will flood the local market with that crop, which will cause prices to significantly drop and reduce their income. Farmers should be advised to either grow different crops or grow and harvest their crops at a different time to other local farmers to enable them to fetch a higher price. Wefarm is an example of an effective digital platform for the agriculture sector in Africa, allowing farmers to connect with each other to solve problems, share ideas and spread innovation. The platform provides small scale farmers bespoke information to help increase yields, gain insight into pricing, tackle the effects of climate change and select the best quality seeds and fertiliser. The platform delivers information to farmers online or via SMS and currently has over 1m users in Kenya and Uganda43.
A4: Interact and form partnerships with regional and national organisations to enable the implementation of best practice and efficient farming
The Municipality and County government should seek to improve their interactions with regional and national organisations, such as KVDA (Kerio Valley Development Agency), CABI and others. Forming partnerships with these organisations would benefit local farmers through improved access to information about optimal farming practices and yield maximisation. These organisations could assist with providing the information for the platform suggested in the action above.
A5: Establish cold storage facilities
When crops and other fresh produce are stored in optimal conditions they do not spoil as quickly as they otherwise would have, which gives farmers more time to sell their produce. Establishing storage facilities around the County enables farmers to have greater bargaining power with their customers, allowing them to stabilise prices and safeguard their incomes.
The KVDA has set up a project in Elgeyo Marakwet to establish a mango processing factory. This project aims to increase mango production and build capacity for mango farmers. The CABI has recently worked with Elgeyo Marakwet to identify and understand the prevalence of potato diseases. Recent work with both these organisations should be built upon to form mutually beneficial partnerships which support farmers within the County.
Careful consideration should be given on who will provide and maintain these facilities and who will have access to them. If farmers have to pay high usage fees it might discourage them from optimal utilisation of the facilities, so there will need to be a consultation with farmers on the level of fees which are deemed reasonable. Cold storage facilities are explored further in the development framework of the UEP, Section 6.4.4 (Solar refrigeration systems) A6: Improve access to machinery
Many farmers, especially small-scale farmers, do not have optimal access to machinery, relying on borrowing equipment and vehicles from neighbouring farmers or using manual techniques. This leads to harvesting and other agricultural processes not being carried out at the optimum time, due to waiting for machinery to be available, or using other techniques which are very time consuming and labour intensive. A viable solution for improving access to machinery is the availability of communal machinery, which farmers can book to use. This would increase farming efficiency, maximise yield and boost incomes for farmers. There are issues regarding how to initially pay for the machinery, how to pay for maintenance and who is able to use it. The local government could buy the machinery and rent it out to agricultural cooperatives for a small fee, who will maintain and manage the machinery. This will allow members to utilise the machinery at the optimal time.
43 WeFarm website, What is WeFarm, https://wefarm.co/what-is-wefarm/
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Aim
Action
Details
Improve access to market
A7: Establish collection networks
Collection networks help farmers get their produce to customers, by transporting produce from local collection points to the market. This means that farmers only have to worry about getting their produce to their nearest collection point. The road network within the County is generally quite poor, especially in rural areas, so will benefit farmers if concerns and uncertainties about transporting their goods to the market are alleviated. This also reduces costs for small-scale farmers within the County as they would be able to benefit from the same transportation economies of scale as larger agricultural producers. Farmers will likely be required to pay a fee to the organisation providing the transportation, which will either be required upfront or come out of the revenue generated from selling the produce. There are issues regarding whether the farmer get paid based on what they deliver to the collection point or how much it sells for. There are also issues with who takes on the risks associated with transportation, whether the farmer or the transporter will bear the costs associated with produce which is lost or damaged during transportation. A collection network model, Twiga Foods, shows how this has been successfully achieved in other parts of Kenya. This led to higher prices and a guaranteed market for farmers and lower prices and a reliable supply for vendors, as well as reducing waste and post-harvest losses. The Twiga model is explored further in the development framework of the UEP, Section 6.4.3 (Enhance market linkages through farm product aggregations).
A8: Support farmers to become certified for organic farming
The Municipality could support farmers to become certified as suppliers of organic produce. Certification provides information to buyers regarding the quality of the product, which allows the farmer to sell at a higher price and increase income. Becoming a certified organic producer also gives farmers access to new markets which require organic produce and increases the opportunities to export produce, both nationally and internationally. Increased production of organic food would also benefit the tourism industry, enabling restaurant, cafes, shops and hotels to provide athletes with higher quality nutrition. This would encourage businesses in tourism and hospitality to get more supplies from local farmer and give visitors reassurance that their food is coming from a quality source. Organic certification often takes several years, during this period it is essential that farmers receive support from the local government and other organisations to enable them to complete the certification process successfully. It will be useful to engage with the Kenya Organic Agriculture Network (KOAN) and Kenya Institute of Organic Farming (KIOF) and organic certification control bodies, such as Encert and East African Organic Products Standard (EAOPS), and other international control bodies to better understand what it needed from farmers and what support should be provided44.
A9: Encourage farmers and local businesses that require agriculture and livestock products to form partnerships
There are several businesses within the Municipality and County that require agriculture and livestock products on a regular basis, such as shops, restaurants, hotels, etc. It would be beneficial to both the businesses and farmers within the County if partnerships could be established. This would provide businesses with a stable and reliable supply of products, more control over the products they receive and the price they pay and provides farmers with a guaranteed customer for produce and therefore a guaranteed income.
A10: Improve road network
The road network within the County is relatively poor with a sparse number of all-weather roads, making it very difficult to access rural areas, especially during the wet season. Improving the road network, will improve farmers’ access customers, as well as lowering transportation costs.
Careful planning will be required to ensure quantity and quality. Businesses often need a specific quantity and quality of product by a certain date. It will be important for both farmers and local businesses to agree a realistic set of expectations and timeframe to deliver the required produce. This will ensure the partnerships will provide satisfactory outputs for both parties and are long standing.
The upgrade of roads requires substantial financial investment from the public sector, which may be difficult to secure. Improving the road network is explored further in the development framework of the UEP, Sections 6.4.5, 6.4.6, 6.4.7 and 6.4.8).
44 Organic Food and Farming in Kenya, available online: https://orgprints.org/17933/1/kledal-etal-2009-world-organic-agriculture.pdf
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5.2 Retail and Trade
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Strengths
Iten Town is the main location for retail and trade activity within the County as the biggest urban centre in Elgeyo Marakwet and the County headquarters45. The Town benefits from being located strategically in the centre of the County, with two key roads joining at the urban centre, allowing customers ease of access to the retail and trade activities. There are two main market areas in Iten, the Main market and the Stimulus Market, which hold around 420 stalls in total. These markets mainly sell fresh fruit and vegetables, cereals and other food products. The market areas within the Municipality do not have enough capacity to accommodate all market traders, which is a contributing factor to people setting up makeshift stalls along the roadside. Within the urban area, there are also numerous retail activities that are more formalised than market trade, with shops, kiosks and supermarkets selling a large variety of goods, from toiletries to agricultural products, such as seeds. A small Jua Kali sector has been established in Iten Town, with skilled locals selling handmade artisan products. The retail and trade sector in Iten is intrinsically linked with the agricultural sector, as much of the local agricultural produce is sold locally, and the tourism sector, which provides customers for retailers46. A key opportunity for the retail and trade sector within the Municipality will be to capitalise on the increasing tourism sector activity. The Municipality could incentivise the establishment specialised sports retail offering and other commercial businesses related to tourism that aim to benefit from an increased number of domestic and international visitors.
Weaknesses
Strategic location and County headquarters, making the Municipality the natural retail and trade hub
Close to Eldoret, a much more established retail and trade hub which will draw customers away from Iten
Easily accessible via road
Poor enforcement and implementation of retail and trade regulations, which has led to unregistered makeshift stalls being set-up
Creates jobs for women and SIGs
Inadequate market infrastructure
Local farmers sell produce in the Municipality
Poor road network
Challenges to address › Difficulties accessing the urban centre from rural areas, for both suppliers and customers – The rural to urban road network is currently poor, which makes it difficult to transport good to the CBD and also makes it a challenge for customers to travel to retail and trade facilities in the urban area. › Market traders have inadequate access to storage, water and energy – Poor market infrastructure restricts the income of traders, due to reduced operating hours, fresh produce becoming spoilt and poor hygiene. This also leads to the market attracting less customers. › Lack of shelter and lighting in CBD limits trading hours – Currently market trading is significantly impacted by environmental conditions (such as heavy rain) and after dark. Provision of shelter and lighting with alleviate these problems allowing retail and trade business to continue operating in all conditions. › Establishing Iten’s role as a key retail and trade hub serving the local community, without trying to compete with Eldoret with a strong comparative advantage for retail, trade and distribution. Iten will not be able to compete with Eldoret at a regional or national level, so needs to establish its role as a local retail and trade centre, serving the local community and differentiate from Eldoret.
45 Elgeyo Marakwet, County Integrated Development Plan (CIDP) (2018-2022) 46 Atkins SUED Business Consultations (2019)
› Poor stormwater drainage, sewerage and waste collection systems – these issues make the Municipality unattractive to visitors which reduces the number of customers within the CBD.
› Difficulties accessing finance – lack of access to finance limits the growth and development of the sector, as businesses are required to invest their own savings to expand activities. The retail and trade sector within the Municipality is dominated by women, who find access to finance especially difficult, due to lack of collateral as assets are often owned by their husband. › Prevent future development having negative impacts on the green character of Iten – it will be important for the growth of the retail and trade sector with the Municipality maintains its friendly and buzzing atmosphere, as well as ensuring the CBD continues to provide a clean and safe environment for all. › Impacts of COVID-19 on the sector - According to a study conducted by the Central Bank in June 2020 about 75% of SMEs in Kenya will not pull through to July 2020. Measures imposed by the National Government to contain the spread of Covid-19 such as curfew and lockdown have severely affected SMEs. This situation has been exacerbated by lack of credit buffers to SMEs to enable them to survive the lockdown period. This issue severely threatens businesses within the retail and trade sector and the livelihoods of all that are reliant on income from the sector. Local lockdowns and other measures limit access to customers and reduces income generated by the sector. In Iten Municipality the retail and trade sector has felt the severe negative impacts of COVID-19, with the temporary closure of the main market which hosts many local traders.
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Table 5.2 - Retail and Trade Action Plan
Aim
Action
Details
Establish a modern market within the CBD
C1: Improve market infrastructure
The current market infrastructure in Iten is inadequate and acts as a constraint to market trade. The market areas should have enough capacity to house all traders within the CBD, providing them with a permanent stall. Alongside this, stall holders would need to have access to secure storage facilities to leave products when they are not trading. The market infrastructure should include shelter and lighting for all stalls, so that traders can continue to operate in all conditions. Providing market stalls with reliable access to energy and water will increase variety and quality of products sold within the market, leading to increased revenue. Access to energy allows traders to display fresh produce in a cold environment, which prevents it spoiling, as well as enabling stall holders to use other electronic appliances such as lighting, electric cookers, fans, etc. Access to water improves the hygiene within the market, as traders can wash their hands on a regular basis and can clean fresh produce before selling. Access to water also improves the health of stall holders, as they can easily stay hydrated. The provision of public toilets within the market areas will be beneficial for both stall holders and customers. Stall holders will spend less time away from their stalls and more time trading if there is a nearby toilet. The toilets need to be well maintained and cleaned on a regular basis to keep a high standard of hygiene. Improving the market infrastructure will also create a more appealing environment for customers, which will lead to the market attracting higher numbers of potential buyers. Trader will be required to pay market fees for the provision of stall, lighting, storage and other facilities, however there should be a consultation period to understand the level of fees that would be deemed fair and acceptable. If fees are too high is will discourage traders from utilising the infrastructure which will make the development of a modern market not viable and leading traders to use the road-side. The Municipality should engage with trade unions and informal worker associations related to market trading to ensure the infrastructure that is developed meets the needs of market traders. Improvement of market infrastructure is explored further in the development framework section of the UEP, Section 6.3.1.
C2: Regulate market trading within the CBD
Within the CBD, trading regulations should be enforced to prevent the erection of makeshift unregistered stalls. These unregistered stalls threaten the viability of the market and make the CBD less attractive to customers and visitors. Allowing unregistered stalls to trade without paying the same market fees that are associated with registered stalls, leads to the registered stalls being at a financial disadvantage. Street hawkers and other unregistered traders often set up stalls on pedestrian walkways and roadsides which makes the CBD less accessible/attractive to customers. Street hawkers and unregistered road-side stalls are currently a culturally accepted activity and part of life in urban centres, which may lead to difficulties when trying to them down.
Create an attractive and wellfunctioning CBD
C3: Develop and improve crucial urban Infrastructure
A number of proposed urban infrastructure improvements are explored in detail in the development framework section of the UEP, Section 6.3. These related to the provision of: › Street lighting to increase operating hours and boost revenue while improving safety of traders and customers; › Storm water drainage and sewerage system to improve accessibility during the wet season, protect assets and businesses and ensure continuation of activity; › Effective waste collection system to prevent littering and dumping of rubbish while ensuring appropriate processing of waste. Developing urban infrastructure will create a clean and appealing environment in the CBD for locals and visitors, which will increase customers for the retail and trade sector and lead to an increase in revenue.
Provision of business support
C4: Financial advice and support
Many retail and trade businesses within the Municipality have identified that a key constraint to growth is the challenges associated with securing finance47. It would be beneficial to establish a platform where businesses and individuals within the County can get financial advice and support, including information on the different financial institutions and types of finance available, the advantages and disadvantages of borrowing and the true cost of finance. This platform needs to provide expert, independent advice to businesses and individuals, in order to gain the trust of locals.
C5: Provision of training and information to support small businesses
47 Atkins SUED Business Consultations, 2019
The majority of local business owners and traders have no formal training on how to run a business, which leads to inefficiencies and loss of income. The provision of business training and information on how to carry out basic accountancy tasks, maximise profit, market products, motivate staff and other key principles, will ultimately lead to improving the performance of businesses. The local government will need to set-up this training and encourage local people to attend, in order to have maximum benefit.
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5.3 Agri-processing
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Strengths
There are currently limited agri-processing activities taking place within the Municipality, which constrains the economic benefit associated with the agricultural sector, as most produce is sold in its raw, unprocessed form48. Agri-processing has been identified as a key sector in growing the Kenyan economy, with the MTP III targeting agri-processing to at least 50% of the total agricultural produce in the Country49. Elgeyo Marakwet will have an important role in achieving this target, through processing more local produce, due to it being the 4th largest agricultural producer in Kenya and the largest in the NOREB region.
Weaknesses
Limited agri-processing activities within the Municipality
High agricultural output within the County
There have been a small number of agri-processing activities recently established within the County, which are located in more rural areas outside the Municipality, closer to the farms. These processing projects include milk processing in Metkei, tomato processing plant in Emsoo and the agriculture processing factory in Arror50. 51
Good availability of a variety of agricultural produce
Lack of agri-processing skills and knowledge
PRIVATE Lack of publicly owned land
Poor road network
Challenges to address › Close proximity to Eldoret, a much more established location for agri-processing as well as other industrial and commercial activities – Eldoret is recognised in the National Spatial Plan as being a key regional growth area. It is unlikely that Iten will be able to compete with Eldoret as main regional, industrial and agri-processing centre, especially due to the close proximity of the two urban centres. It will be vital to give careful consideration to the type of agri-processing facilities developed in the Municipality. › Poor land availability within the Municipality – There is a lack of publicly available land within the municipality, making it difficult to establish an industrial estate, which would require a significant area of land. Most of the publicly available land is in the Kerio Valley, however the road network in the valley is poor, as well as most of the customers and the more agriculturally productive land being situated in the highlands.
48 Atkins SUED Kick-off Meeting (2019) 49 Third Medium Term Plan (2018-2022) 50 County Government of Elgeyo Marakwet News, Available online: https://elgeyomarakwet.go.ke/news/ 51 Ministry of Lands and Physical Planning, National Spatial Plan, 2015-2045
› Climate change risks – Climate change risks have negative impacts on the agricultural sector, through limiting the variety of crops grown or reducing agricultural yields. This will directly impact the agriprocessing sector through a reduction of inputs, which will limit total output from the sector. › Limiting the negative effect on the natural environmental and tourism – it is crucial that the development of the agri-processing sector does not adversely impact the natural environment and other sectors of the economy. The tourism sector within the Municipality is dependent on climate and environmental conditions, including unpolluted air and an abundance of scenic countryside for running trails.
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Table 5.3 - Agri-Processing Action Plan
Aim
Action
Details
Set up a competitive agri-processing base within the Municipality
B1: Establish an industrial site
There are currently limited value addition activities within the County, which constrains the income generated by the agricultural sector. Developing a dedicated site where facilities can be situated to engage in agri-processing activities will greatly benefit the County’s economy, create new employment opportunities and a new market for farmers. A number of potential value chain opportunities have been identified and are explored further in this section of the UEP. It is important that any agri-processing facilities that are considered within the Municipality will complement the facilities that are present in Eldoret by targeting suitable activities, taking also into consideration land availability and potential for adequate infrastructure provision in the future. The Municipality should engage with key organisations within Kenya, such as the Kenya Agribusiness and Agroindustry Alliance (KAAA) and the Kenya Investment Authority. These authorities will be able to provide expert advice and support to the Municipality, which will ensure that any investments are optimised and focused on areas where Iten has a comparative advantage. The local government should also seek to collaborate with Uasin-Gishu County and Eldoret Municipality to get a better understanding of their vision for the local agri-processing sector and opportunities to create synergies between the two locations. The industrial cluster is explored further in the value chain projects section of the UEP, Section 5.5.
Develop a skilled workforce for the sector
B2: Educate and train the workforce in agri-processing activities
It is envisioned that the agri-processing facilities will be entirely managed and run by local workers, however for this vision to be realised, locals will need to be educated and trained on the processing activities and machinery. Therefore, a series of learning sessions, workshops and tutorials will need to be carried out within the Municipality for local people to attend and develop the necessary skills.
Ensure a stable and reliable supply of agricultural produce
B3: Establish contracts and partnerships with local farmers
In order to create a commercially viable agri-processing sector, there needs to be a stable and reliable supply of agricultural produce to the industrial site. Agricultural produce are the main inputs in the processing facilities proposed, with a certain quantity and quality required on a regular basis to facilitate the production of a stable and commercially viable volume of output. Establishing contracts and partnerships with local farmers will be beneficial to both farmers and the agri-processing sector. It ensures a stable, guaranteed income for farmers and gives agri-processing facilities more control over inputs and a reliable supply.
It is important to ensure the opportunities for education and training are made available to all members of society, with a proportion of the employment opportunities at the industrial cluster given to SIGs. This will ensure the sector is socially inclusive and benefits all members of society.
There are issues related to situations where the contract breaks down, due to farmers not delivering the quantity or quality that was agreed. Both parties should ensure that contracts are realistically achievable to reduce the probability of contracts not being fulfilled. B4: Improve transportation and storage
To ensure maximum production, it is vital that agricultural produce is transported to processing facilities without being spoilt or damaged. It will be important to provide storage facilities in rural agricultural areas, where farmers can deliver and store produce in optimal conditions to prevent spoiling, these facilities are explored in action A5. The next stage is transporting the produce from the storage facility to the processing site. At this point, the agri-processing facility should assume responsibility for the produce, ensuring safe transportation to the processing site. This will enable the transportation provider to benefit from economies of scale as they can collect produce from multiple farmers in one trip. The transportation of agricultural good is explored further in action A7. This method allows farmers to fully concentrate on production without concerning themselves with the costs and time associated with transportation, which should lead to an increase in quantity and/or quality.
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5.4 Proposed VCs projects Identifying the UEP value chain opportunities for Iten Municipality was a four-stage process: › Long-list process: an extensive list of economic opportunities, reflecting government policies, VC studies, exports and imports assessment, inputs requirement, outputs and processes, linkages with key policies and programmes, and market linkages; › Diagnostic alignment: the long-list was assessed against the SWOT analysis and other factors identified in the Diagnostics stage. The resulting list was presented to stakeholders; › Evaluation: the SUED evaluation framework used to sift the opportunities, including criteria for the SUED principles (included within Appendix B). The PSG, the Municipal Board and other stakeholders identified the relative importance of each criteria for Iten, to provide weightings for final evaluation and identification;
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The Technical Briefing Paper (Appendix B) included assessment for a further four shortlisted VC opportunities: fruit and vegetable canning and bottling; avocado processing; milk processing centre; feed mill using by-products from agri-processing, and; sewerage sludge processing into charcoal briquettes. These VCs have high potential to be considered as next stage VC developments and could utilise the infrastructure provision, collection network and waste systems put in place for the prioritised VCs. The two prioritised VCs are detailed in turn below.
Two VCs, Irish potato processing and sports energy nutrition bars, have been selected due to their ability to develop the agri-processing sector within the Municipality. The Irish potato processing plant would capitalise on the high volume of potato farming in the County, providing a stable offtake and price for farmers and reducing post-harvest losses. There is a key synergy in developing a sports energy nutrition bar factory with the sports tourism sector, utilising Iten’s world famous sporting reputation, as well as the variety of agricultural produce grown in the County, to develop a product that can be exported globally.
Diversification Action Plan
These VCs have been assessed against climate resilience and social inclusion, scoring highly. They have also been assessed to have higher readiness for investment than the other shortlisted VCs, and as such are suitable as initial projects to spur further growth given County’s competitive advantages.
The key outcomes would include: › Providing a stable offtake and prices for farmers, supporting investment in seed potato and irrigation; › Reducing post-harvest losses;
› Increasing the value added in agriculture, supporting the Big Four Agenda and County Government objectives;
Sports nutrition bars manufacturing
› Direct employment of around 44 full-time employees in the first phase.
Irish potato processing
Base assessment
Fruit and vegetable canning and bottling MILK
This Value Chain project is for a potato processing factory in Iten, sourcing produce across the County. The initial focus of the facility would be on the production of dried potato flakes and potato flour, with the potential to add additional products (chips, crisps, starch, etc.), once the facility is established.
› Providing process waste that could be a valuable input into a feed mill;
Figure 5.1 - Selected VCs and evaluation criteria
› UEP selection: Six short-listed VCs were further assessed in detail, including their costs and revenues, competitiveness and land and infrastructure requirements, utilising the wider SUED assessments.
5.4.1 VC project: Irish potato processing
Milk processing centre Feed mill using biproducts from agro-process Avocado processing oil and charcoal briquettes Sewage sludge production into briquettes
Key Evaluation Criteria /=, /-, K
/=, /-, K Sustainable economic growth
Climate resilience for vulnerable
Catalytic investment
Inclusivity of SIG
Elgeyo Marakwet is one of the main counties in Kenya for producing Irish Potato, in terms of both quality and volume. However, there is no commercial-scale processing undertaken in the County, and neither is there any in Eldoret nor Nakuru. In addition, cold storage facilities across the County are limited: there is a cold storage at the collection centre in Lelan ward, but the other collection centres (Chepkono, Kabiemet and Kapyego) have no cold storage as yet. The County Government has identified the need for a processing plant, and in 2017 a Memorandum of Understanding was signed with Kingdom Holdings for the development of a potato processing factory. The Government had provided 4 hectares of land in Keiyo South for the factory, which was to produce potato flour, potato granules (flakes) and chips and crisps. However, no progress had been made with this project, and in 2020 the investors pulled out. The demand for a processing facility remains.
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Development of the potato processing facility is supported by: › The CIDP: the need for potato processing has been identified in the plan, and work has been undertaken to improve storage, production and the availability of quality seed potato; › Big Four Agenda: prioritises enhancing manufacturing, which includes all areas of agri-processing; › National Potato Strategy 2016-2020: the Ministry of Agriculture, Livestock and Fisheries highlight the importance of the potato processing sector and identify strategies for improving quality and supply of potatoes.
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With a relatively short shelf-life as a result of limited cold storage, potato prices can fluctuate substantially across the year. There are usually significant dips in price during the two main harvesting periods, and prices can spike when there are shortages. For example, retail prices in Nakuru County increased from around KES 200 to KES 800 per 20kg bucket in June 2020, following a prolonged dry spell earlier in the year. To reduce losses and help raise and stabilise prices for farmers, the County has provided potato cooling facilities.
However, these are not yet widely used as farmers generally need to get their money as soon after harvesting as possible and cannot afford to wait for higher prices. Potatoes grown in Elgeyo Marakwet are mainly sold to brokers (middlemen), who often buy straight from the farm. These brokers consolidate volumes and transport produce to the large markets in Kenya and beyond: when local prices are low, potatoes may be exported to Tanzania or markets around Lake Victoria. Some small volumes are sold directly to consumers or to traders in the local markets.
Sector supply chain There are two crops per year of Irish potato in Elgeyo Marakwet, with the main crop volumes after the big rains, some 50% or more up on the second crop volumes. Annual production in the County is around 300,000 tonnes52. While there is potential to raise production, there are several constraining factors: › Shortages and cost of quality seed potato, resulting in farmers using their own production, which are more prone to disease and can have lower yields;
Regional/ national markets Farms
Cold stores
Local markets
› Limited use of irrigation - with no stable price and offtake, farmers are reluctant to invest; › Lack of processing capacity to provide an alternative offtake during the main cropping seasons when prices are low. Irish potatoes are a relatively low value, high volume produce. With good handling, potatoes can be stored for three or four months. However, handling of potatoes at all stages from farm to fork is generally poor and post-harvest losses are high (estimated at around 19%53). Establishing a local processing plant should reduce some of these losses, as well as help address many of the issues constraining production. Potatoes are grown across the highlands and hanging valley, with the main areas being Keiyo South (Metkei, Kabeimit and Kaptarakwa), and Marakwet West and East (Kapsowar, Sambirir and Sengwer). 52 KNBS, County Statistical Abstract, (2014) 53 BMZ, Post-harvest losses in potato value chains in Kenya, (2014)
Traders Figure 5.2 - Existing supply chain
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Competitiveness Iten is a competitive location for potato processing, both in terms of being a good central location for taking produce from the north and south of the County and having a competitive cost base. Wholesale prices for potatoes are generally low. For example, average wholesale prices based on the Eldoret market, have been around 18% lower than in Nakuru, and less than half the price in the main markets of Nairobi and Mombasa54. As well as lower supply costs, processing potatoes in Iten, close to the source of produce rather than Nairobi, reduces product spoilage during transport, and cuts transport costs by over 80%. Production potential The supply of potatoes in Elgeyo Marakwet could readily support a processing facility. Currently potatoes are cultivated on around 23,000 hectares across the County, with annual production ranging between 250,000 and 340,000 tonnes55. In comparison the proposed capacity of the facility is 50,000 tonnes per year. There is potential to increase potato production substantially, from an average yield of 15 tonnes per hectare up to 40 tonnes56. This can be achieved through greater use of quality seed potato and irrigation; investment in both of these would be supported by a processing facility offering a stable offtake. There is also the potential to source potato from neighbouring counties, (Uasin Gishu, West Pokot, Baringo and Trans Nzoia) which have a combined production of around 200,000 tonnes per year. Products and demand outlook The initial focus of the processing facility will be on the production of potato flakes and flour, with other product lines being developed once potato supplies are established. Potato flakes and flour are commodity products with a long shelf life and wide range of uses:
› Potato flakes: a dehydrated potato product used to produce mashed (instant) potato and as an ingredient in a range of snacks; › Potato flour: a dehydrated potato powder that is widely used in the food industry as a thickening agent for soups and sauces, and as a binder for meat products (sausages, meatballs, etc.). Potato flakes and flour are traded widely, with global trade estimated at over 500,000 tonnes per year with a value of $12 billion. The demand outlook is strong, with the worldwide market for dehydrated potato products forecast to grow by 4.5% per year until 202957. In the domestic market, demand for potato flakes and flour is relatively low, reflecting the nascent status of the processed foods industry in Kenya. However, significant growth is expected as the industry develops. The factory would focus initially on the export market, directing volumes to the Kenyan food processing market as it develops. The facility will also produce a substantial amount of organic waste, comprising waste peel and processing sludge. Both of these products are of value as animal feeds, once having been dried and sent to a feed mill. › Potato peel: ranges from 15% to 40% of input volumes, depending on the peeling method and quality. The plant is expected to produce around 14,000 tonnes of peel waste per year; › Potato pulp: process water used for washing and blanching contains significant volumes of pulp (+/- 25 kg of dry potato pulp per tonne of potato input). It is estimated that the facility could generate around 1,250 tonnes of dry pulp per year. Location specific analysis The total land requirement is estimated at 1,200m2.
54 Market structure and price: an empirical analysis of Irish potato markets in Kenya, 2014, ECFP, www.future-agricultures.org 55 National Potato Council of Kenya, https://npck.org 56 Ibid Photo: Jan Antonin Kolar - Unsplash
57 Transparency Market Research TMR, Global Dehydrated Potato Products Market, (2020).
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Collection
Table 5.4 - Land Requirement
Land Requirement
m2
Delivery / dispatch
200
Cold stores
200
Processing building
400
Storage: finished product
200
Other
200
Total requirement
1,200
Source: Atkins
Value chain opportunity
Potatoes would be purchased directly from farmers, with collections from cold storage units, backed up by scheduled collections from consolidation points. In addition to the County’s existing and planned storage units, a number of small solar-powered units would be developed. The facility would also include extensive cold storage for holding potatoes prior to processing. Further described in Sections 6.4.3 and 6.4.4.
The initial capacity will be for an input of 50,000 tonnes per year of potato, split evenly between potato flour and flakes. It takes 7.5 tonnes of fresh potato to produce 1 tonne of potato flour, and some 5.7 tonnes of potato for 1 tonne of dried flakes. The combined output of the plant will then be
Finishing: crushing for flakes or grinding for flour;
Preparation: washing, peeling, cooking, mashing, drying;
Sorting
Bagging
Sales and dispatch
Tonnes per year
Raw potato
200
50,000
Potato flour
13
3,333
Potato flakes
18
4,386
Washing & de-stoning
Friction peeling
Potato flakes
Slicing
Potato powder
3 step drying
Mashing
Cooking
Crushing Drum drying
Bagging
Bagging
Tonnes per day
Source: Atkins
Figure 5.3 - Potato processing steps
Storage
Table 5.5 - Production target and volume flows
Process flow and capacity
The key activities for the facility comprise:
Sourcing and collection of potatoes
around 7,700 tonnes of dehydrated potato products per year. In terms of value added, potato flour and flakes generally sell for between 8 and 10 times the cost of potato, (significantly higher than the product input-output ratios), providing for a significant margin to cover costs. In the production of potato flour and flakes the initial steps are the same, and include washing, slicing, cooking and drying (see Figure 5.3). Once cooked and dried, the processes then diverge.
Grinding & mixing
Source: Feasibility study for potato flour and flakes manufacturing, Punjab Department of Agriculture
Blanching
Cooling
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Besides potato, some other inputs are required, with small amounts of monoglyceride, glycerol mono-palmitate, antioxidants and/or sodium salts being used to act as stabilisers, stop discolouration and restrict clagging.
Figure 5.5 - Operating costs 2025
KES million Manpower 12 Packaging 6 Other 1
Distribution and sales The potato flour and flakes would be mainly sold into the export market, with local sales being developed in line with demand. Finished product would be trucked to Nairobi or Mombasa for export. The processing waste (dried sludge and potato peel) would be trucked to a feed mill in Eldoret.
Maintenance 88
Operating costs 2025
Potato 800
Indicative costs and revenues Investment The total investment required is estimated at KES 1,100 to KES 1,300 million. Some 60% of this covers equipment and machinery, 25% for working capital, 8% on buildings and the rest for training and marketing. Figure 5.4 - Future supply chain
Potato processing
Farms
Feed Mill
Cold stores Export markets Local markets
Traders
Regional/ national markets Photo: Marjan Plan - Unsplash
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Operating costs Total operating costs are estimated to reach KES 930 million per year at full capacity, with these costs being dominated by potato supply costs. Manpower:
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Infrastructure Assessment Table 5.6 - Infrastructure assessment for Irish potato processing plant
Infrastructure Sector
› Head count of 44 in total; › Monthly salaries of KES 12,500 to KES 20,000 depending on skills; › Additional employment costs of 25% of salary.
Water & Sanitation Water and
Sanitation
Raw materials: › Average purchase price of potato of KES 800 per 50kg sack, (KES 16,000 per tonne), based on collection from consolidation sites and cold storage across the County; › Packaging costs (25kg sacks) of around KES 6.4 per sack at full production. Other Opex: › Covers utilities, transport costs, maintenance of machines and vehicles, marketing, etc.
Solid Waste Solid Waste
Revenues Annual revenues are estimated to reach KES 1,272 million by 2025. This is based on sales prices in line with average export prices, of: › Potato flour - KES 180,000 per tonne;
Energy
Energy
› Potato flakes - KES 140,000 per tonne. Value added The average sales price across the two products is around KES 164,725 per tonne. The average input costs per tonne of output are KES 103,636 for potatoes and KES 16,930 for other inputs. The value added is then some KES 44,159 per tonne of output. Recommendations for enabling business environment and/or other catalysts Close cooperation with farmers and the County Government would be of benefit, ensuring a stable supply of potatoes and optimal use of the cold storage facilities. To assist famers, advanced payment contracts should be considered as they would allow farmers to invest in improved crops (through quality seed potato) and more stable harvests (through irrigation).
Transport Transport
Key Considerations The water requirement for potato flour and flakes production is estimated to be 1m3/300kg flour produced. The plant will produce 31 tons/day of flour and flakes, which equates to a water requirement of between 10m3/day. There are 44 staff member who are all estimated to use 50 l/day/person, additional water is needed for hygiene practises, therefore water for employees is estimated at 2m3/day. This gives a total water requirement of 12m3/day. In the short term, it is unlikely that the public water supply will be adequate to provide the volume of water required. Therefore, alternative private water sources and treatment will be needed. This is likely to be a borehole and chlorination systems but the quality of the water must be checked to identify if any further treatment is needed. It is assumed that a maximum of 85% of water used for the plant (8.5m3/day) will be discharged as wastewater. This will need to be treated on-site before discharge into the natural environment or reused for flushing toilets or for irrigation purposes. Staff toilets should use septic tanks as there is no sewerage system. The quantity of waste peel arising from the potato processing plant is estimated to be 56 tons per day or 14,000 tons per year. This can be composted or used as animal feed. It is estimated that 5,000kg of pulp could be generated per day at the plant, or 1,250 tons per year. This pulp will be suitable for animal feed and can be sold to a feed mill. A small amount of municipal waste is expected to be generated by the workers at the plant, a total of 10kg MSW generated per day. This should be segregated at source into mixed dry recyclables, organics, and residual waste. General power and lighting demand for the buildings and process load could be in the region of 320 - 350kW depending on the type and efficiency of equipment installed. The main power requirement is for the production line rated at 160kW58. The demand is quite high, but there should be enough spare capacity in the main substation, particularly once the proposed capacity upgrade is completed however the main cabling between the substation and the proposed site may need reinforcing. The facility will have a dedicated 11/0.4kV transformer. As the grid is unreliable, solar PV should be installed on both the building roof and in the grounds. An appropriate system would generate about 80kW59. This output will be reduced during cloud cover and at night, so the grid supply will still be used however PV will offset a lot of the cost of grid electricity. Battery storage should also be included, with a capacity of around 350kWh60 suitable to provide a level of business continuity. High efficiency motors, drives and refrigeration equipment should be installed throughout to ensure the demand is at the lower end of projections. The facility will require about 200 tonnes of potatoes per day and produce 31 tonnes of flour and flakes per day. This would generate 16 to 20 trips a day for 20 tonnes (GVW) trucks and could be serviced by 4 - 5 trucks performing 4 - 5 trips a day. A combination of 1.5 tonnes trucks and boda bodas with a loading capacity of 50kg would be needed to ferry produce to the aggregation collection centres. These would generate about 120 trips a day for a fleet of 5 trucks of 1.5 tonnes and 40 trips a day for total of 2 - 3 boda bodas. It is preferable that the heavy goods vehicles do not travel through the city centre. A bypass would help offset traffic pressure on B77 road and B77 - B16 intersection in Iten town. For regional distribution, the B77 (Eldoret - Iten - Kessup road) and bypass link will be the critical corridor for transporting materials and packaged products in and out of the industrial complex. An upgrade to road access is proposed in Section 6.4.5.
58 The peak energy demand is compiled through a combination of specific equipment requirements and a unit rate allowance for small power and lighting of 40W/m2 of building area 59 PV capacity has been assessed at a quarter of peak demand to provide the optimum fit between affordability, ability to find suitable space on the site and best provision of renewable energy to minimise CO2 emissions 60 Storage capacity has been assessed the same as the peak demand. This will provide 24 hours coverage at peak load, and around 36-48 hours coverage at typical daily loads in the event of power loss
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Climate Resilience Irish potato processing requires a high volume of potatoes during both the short rains and long rains. The key sensitivity is potato supply during the short rains, as drops in yield would affect factory utilisation. Based on volumes grown, supply during the long rains is less sensitive. Irish potato is rated as a medium sensitivity to climate change. The key climate risks for Irish potato growing are water stress during key growing phases and extreme temperatures. Dry spells during the rainy seasons can reduce potato yields which has a direct impact on rural livelihoods. Water storage in the Highlands during periods of drought or low rainfall is a particular challenge. Water requirements for potato processing are high, therefore on-site water storage should be considered to meet water demand during periods of drought / low rainfall. It is also key that access roads from farms to the plant are in good condition, and that adequate drainage is provided to manage surface water run-off during intense rainfall events. Trends in Elgeyo Marakwet show average long rain season temperatures have increased slightly, but average short rain season temperatures have remained relatively constant61. Annual rainfall has increased, with both long rain and short season average rainfall increasing by approximately 50mm62. Increases in rainfall have increased flood risk, particularly in the long rain season, and increased rainfall variability from year to year has increased drought risk in Elgeyo Marakwet63. Climate projections based on two representative concentration pathways (RCPs) (RCP2.8 and RCP8.5) indicate various plausible futures. Under both scenarios, there is expected to be a significant increase in drought stress, with the number of days with moisture stress more than doubling from just over 20 consecutive days based on historical data to approximately 50 consecutive days each season64. Dry spells during the rainy seasons is likely to reduce potato yields which will have a direct impact on rural livelihoods. Under both scenarios, there is also expected to be a reduction in the
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length of the first growing season; however, under RCP6.5, there is likely to be a greater decrease in season length along with a marked delay in the onset of both seasons65. Under RCP2.6 there is likely to be an increase in the amount and intensity of rainfall in both seasons similar to historical trends, while under RCP8.5 there is expected to be a reduction in rainfall quantity and intensity66. Under both scenarios however, the trends in extreme precipitation do not change significantly; the number of days expected to exceed the 95th rainfall percentile remaining around 22 days per season67. These projections of future climate change under the two climate scenarios show some differences, but generally show similar trends and point to increasing climate risks to potato production in Elgeyo Marakwet. Adaptation options There are several linked projects which increase the resilience of the potato processing plant: › Installation of cold stores to minimise post-harvest losses; › Development of onsite borehole and treatment plant to meet water demand; › Transport infrastructure project to improve access from farms in the Highlands to the plant. A range of additional adaptation measures could be considered to further increase the resilience of the potato processing plant, including: › Drought-resistant crop varieties; › Rainwater harvesting for crop irrigation; › Access to seasonal forecasts and 10-day weather forecasts. The design of the processing plant itself will take into account increases in maximum temperatures and their effect on thermal comfort and the operation and maintenance of machinery. A combination of correct siting of the plant, and onsite drainage will minimise flood risk.
61 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 62 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 63 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 64 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 65 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 66 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County 67 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
Photo: Davide Minniti
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Social inclusion Community members of all adult age groups (including the elderly), both gender and PWDs have been meaningfully involved in selection of Iten’ s VC projects, and in identification of infrastructure and inclusivity gaps that need to be addressed to support inclusive, sustainable economic growth. Despite SIGs’ interest in participating in the VC projects implementation, they reported challenges such as lack of information about what is required for them to participate, PWDs’ low literacy levels, lack of involvement in decision making, lack of capital, lack of inclusive infrastructure and unfairness in allocation of opportunities are likely to limit their involvement in the VC Projects. Findings from the consultation fora regarding involvement in Irish potato processing indicate that PWDs and youth are interested to participate, and it is one of the preferred VCs for women. To ensure SIGs’ full participation in the Irish potato processing project, it will be critical for the UEP implementing agency to:
Once the VC is established, there will be potential to develop additional production lines, which could include foodstuffs (crisps, chips, starch, etc.), bioethanol and/or biopolymer.
5.4.2 VC project: Sports nutririon bars This Value Chain project is for the production of a new brand of sports nutrition bars that combine Iten’s reputation as the ‘Home of Champions’ and ‘producer of elite athletes’, with the County’s extensive range of agricultural produce resulting from the three distinct ecological zones. While the initial focus of the VC is on sports nutrition bars, once the brand is established there will be potential to expand the range into other sports nutrition products such as energy blocks, jells, powders, and drink formulations. The key outcomes would include: › Providing a link between the farming and sports sector
› Develop a SIGs-appropriate communication plan to ensure they receive programme information in a timely manner to participate in decision making;
› Encouraging investment in specific crops
› Set aside a specific percentage of the programme’s economic and capacity building opportunities that should go to the PWDs, Youth, Women and PlwHIV/AIDs’;
› Supporting development of Iten as hub for sports nutrition science
› Plan for and provide green, safe, inclusive infrastructure that enables all (including PWDs) to perform at their optimum or from the same level as everyone else. Impact Beyond the direct employment of 44 people, the VC would provide farmers in the region with a stable price and offtake for potatoes, with total annual purchases of around KES 800 million per year. While this will not be additional revenue, the stability it provides should support further investment in irrigation equipment and quality seed potato, which in turn should help raise overall production.
Photo: Ban Yido - Unsplash
The VC will also provide a significant source of process waste (peel and sludge) that can be used to develop the local animal feed sector.
› Supporting the branding of Iten as centre for sports excellence
› Direct employment of 44 full-time employees in the first phase, with good potential to expand › High potential for employing special interest groups (SIGs), people living with disabilities (PWDs) and other target groups.
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Base assessment Iten has an established reputation among professional and amateur runners as one of the leading training centres. There is then potential to leverage this reputation and concentration of elite athletes, nutritionists and coaches, with the development of energy sports bars. The sports energy bar market is substantial, with global sales estimated at around $2.7 billion in 201868. The bars can be seen as a luxury item, with the main markets being in the OECD, predominantly the USA, EU and Japan. The bars are relatively simple to manufacture, usually just requiring formulation and mixing of ingredients, forming into bars, baking and packing. They generally retail between $1 and $3 each, with the cost of ingredients at $0.25 to $0.5 per bar. There are over 40 brands of energy sports bars, with the leading brands being Clif Bar, GU, Kind, Probar and Powerbar. Each brand produces a range of bars, catering for different tastes and requirements (e.g. high in carbohydrates and electrolytes for using before or during training, and high in protein for recovery). 68 Global Energy Bar Market, Growth, Trends, and Forecast (2018 - 2023), MarketResearch.Com
Nutrition bars are generally made from a combination of grains (usually oats or rice) with some sugars (honey or sugar syrup), fats (butter, nut or vegetable oil) and other ingredients such as nuts, dried fruit, chocolate, specialty grains, etc. Kenya produces all fruits, grains and nuts required to make a wide range of sports nutririon bars, with many of these products being available in Elgeyo Marakwet. The ingredients that can be sourced within Kenya include: Oats
Macadamia
Honey
Mango
Rice
Groundnuts
Raw Sugar
Guava
Wheat
Almond
Coffee
Pawpaw
Millet
Sesame (Potential)
Chocolate
Citrus
Sorghum
Almond
Yoghurt
Dates
Chia
Cashew
Milk powder
Tamarillo
Beetroot
Greens (Dried)
Carob
Passion Fruit
Carrot
Ginger
Vegetable Oils
Kiwi Fruit
Banana
Gingseng
Butter
Blueberry
Peas
Coconut
Sea Salt
Cape Gooseberry
Soya Bean
Hemp
Chilli
Raspberry
Figure 5.6 - Sports nutrition bars
The production of sports energy bars is supported by: › The CIDP: the plan identifies the need for agriculturebased value addition projects in agriculture that could raise farm incomes; › Big Four Agenda: the VC fits with the target for expanding manufacturing, which includes all areas of agri-processing, and increasing exports.
Photo: (right) Shutterstock
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Demand outlook and competitiveness The market for energy sports bars in Kenya is quite modest: estimated in the thousands rather than millions of bars per year consumed in the major markets in Europe and North America. As such, beyond some sales and samples distributed in Iten and around Kenya, export markets will be targeted. The global market outlook is for continued strong growth. Forecasts of growth range from 5% to 10% per year, with a median of around 7.5% per year to 202369. The sports nutririon bar sector is one where new players, such as the Iten facility, can capture a substantial market share relatively quickly if they have a strong ethos and/or a specific market edge. For example, while the leading producers of sport energy bars worldwide include long-established food companies such as General Mills and Kellogg Co, they also include Clif Bar & Co and Kind:
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› Transport: costs are quite low per unit. For example, shipping costs to Europe are around $0.035 per bar71. In general, there is no significant competitive advantage/ disadvantage of a production facility being located in Iten. Location specific analysis The total land requirement for the sports nutrition bar facility is 1,100m2, which would allow room for future expansion. 71 Based on 100,000 bars in a 20 foot container, and a cost of $3,700 Mombasa to Europe. Source: www.IVSSUK.com
m2
Raw good stores
300
› Clif Bar & Co: the leading brand, established by a sports adventurer to meet the specific needs of people engaged in sporting activities;
Product processing
300
Loading/unloading
400
› Kind: with a simple ethos to producing their bars, including being gluten free, no GMO produce or artificial preservatives, achieved sales of over $1 million in their first year.
Other
100
› Raw materials: access to a wide range of local produce gives Iten an advantage; › Labour costs: these are significantly lower in Iten, and this balances against the higher level of automation and scale in some OECD factories; › Utilities: electricity costs in Kenya are significantly higher than in North America, but in line with average costs in the EU. Electricity represents less than 3% of operational expenditure (OPEX) excluding raw materials;
69 Market Reports World, 2019. Online source: https://www.marketwatch.com/press-release/protein-bars-market-size-share-2019-global-industryanalysis-by-trends-growth-factors-business-outlook-competitive-strategies-forecasttill-2023-2019-09-25 70 Alina Dizik, Wall Street Journal, (2016). Available online https://www.wsj.com/articles/the-all-snackdinner-1517926443
The production process just requires the ingredients to be chopped, mixed, formed, baked, cut and packaged (see Figure 5.7). Bars range in size depending on ingredients from 50gm to over 100gm), with an average product weight of 68 gm which requires around 75gm of raw materials due to water loss during baking. The energy content for sports nutrition bars is generally between 80 and 100 KCal. Figure 5.7 - Sports nutrition bar production flow
Table 5.7 - Land requirement
Land Requirement
The production margins for energy nutrition bars is high. The cost of ingredients makes up around 25% of the price, and profit margins for bars tend to range from 40% to 50%, compared with only 20% to 30% for most other packaged foods70. The Iten facility should be competitive with European and North American producers:
Making sports nutrition bars
Total requirement
1,100
Mixing
Glazing toppings
Moulding
Baking
Cooling
Value chain opportunity Key activities The key activities for the facility comprise:
Packaging
Dispatch
› Sourcing, collection and storage of a range of foodstuffs; › Formulation, mixing and moulding; › Baking, cooling and glazing (optional); › Packing and dispatch. Sourcing ingredients Consistent supplies of quality foodstuffs (e.g. grains, fruit, honey, etc.) are essential for the project. The product developers and nutritionists will work directly with suppliers in the County and across Kenya, to ensure quality and provenance. The facility will have a range of storage capabilities to cover all raw material, as well as capacity for dehydrating fruit and grinding grains and nuts, when needed.
Capacity and distribution An initial capacity for the plant has been identified at 1,600kg of raw material input per day, which should support significant economies of scale. This would then produce the equivalent of just over 21,000 standard bars per day, (68 gm bars when baked, 75gm raw ingredients), and around 5.3 million bars per year. While there will be some local consumption (testing) and sales of the bars, the bulk of production would be for export markets, as sports energy bars are a relatively costly item ($1 to $3 per bar). This scale of production would then see the equivalent of one TEU (twenty-foot container) load being dispatch each week from the plant.
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Indicative costs and revenues Investment
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Raw materials:
The total investment required is estimated at KES 200 to KES 220 million. The cost of machinery and equipment is relatively low, representing 22% of total capex, with buildings and site preparation a further 20%. Working capital is estimated at 35% of total capex, which is relatively high as it includes training, marketing and promotion cost of KES 20 million. Operating costs
› Raw material prices range from around KES 200,000 per tonne for grains and rice, to over KES 1.2 million per tonne for macadamia nuts; › Average cost of ingredients is around KES 43 for a typical bar; › Packaging costs (plastic wraps and cartons) are estimated at KES 2.5 per typical bar. Other Opex:
Total annual operating costs are estimated to reach KES 261 million by 2025, with these costs being dominated by raw materials. Manpower: › Head count of 44 in total; › Monthly salaries of KES 12,500 to KES 20,000 depending on skills; › Additional employment costs of 25% of salary.
› Covers utilities, transport costs, maintenance of machines and vehicles, marketing, etc. Revenues Annual revenues are estimated to reach KES 420 million by 2025. This is based on an average sales price of KES 80 per bar, with a target of a KES 150 to KES 200 retail price. Value added The cost of ingredients and packaging is expected to be around KES 45 per standard bar. With an average sales price of KES 80, the value added is then KES 35 per bar, some KES 184 million per year. Honey KES 4
KES million
Other KES 5
Utilities 13.6 Manpower 11.6
Operating costs 2025
Cost of ingredients
Grains KES 8
Raw Materials 235.8 Fruit KES 8 Nut KES 17 Figure 5.8 - Operating costs 2025
Figure 5.9 - Cost of ingredients in typical bar
Photo: Phillip Larking - Unsplash
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Recommendations for enabling business environment and/or other catalysts The VC should engage with farmers and agri-processors to develop stable sources of quality raw materials. This should extend to promoting the cultivation of new commercial crops in the County or elsewhere in Kenya, that are not readily available, for example goji berry, ginseng, sesame, quinoa, chia, etc.
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Infrastructure Assessment An infrastructure assessment was undertaken for the VCs (set out in Appendix B) which determined requirements and key considerations. A summary is provided below.
Table 5.8 - Infrastructure assessment for sports energy bar
Infrastructure Sector
Water and Sanitation
Water & Sanitation
Solid SolidWaste Waste
Energy Energy
Key Considerations
The plant will employ 44 persons, each consuming an average per capita demand of 50 l/day, which equates to a demand of 2m3/day. A small amount of water will be used for washing and rehydrating the fruits, it is assumed that this will not be more that 1m3/day. This equates to a maximum water usage of 3m3/day. The public water supply in Iten is not currently reliable, particularly in dry season. The plant should therefore consider either a large water storage tank or a private water supply and treatment. This is likely to be a borehole and treatment, but further investigation will be needed to identify the availability of ground water at the site. The 85% of water used in the plant is assumed to be discharged as wastewater this equates to 2.5 m3/day. Wastewater will need to be treated on-site and recycled or discharged into the environment as per NEMA guidelines. Organic processing waste is estimated to be around 2.5% to 5% of the total inputs, which would equate to between 40 and 80kg per day or 10 to 20 tons per year. This waste could be sent to the feed mill to be reused as animal feed or sent for composting at the new waste management facility in Iten. Packaging waste is based on an estimated 5% wastage rate, this would equate to 1,500kg of cardboard per year and 1,100kg of biopolymer wrap. The cardboard can be consolidated at the designated waste transfer area in Iten and sent for onward recycling whilst the biopolymer can be composted. There will be small quantities of municipal type waste, approximately 10kg of waste will be generated per day, or 250kg per year. This waste should be segregated at source, facilitated by waste bins for staff at the facility. General power and lighting demand for the buildings and process load could be in the region of 420 - 480kW, depending on the type and efficiency of equipment installed. The main power requirement is for the baking conveyor oven rated between 245 and 390kW72. The demand is high, but there should be enough capacity in the main substation, particularly once the proposed capacity upgrade is completed, however the main cabling between the substation and the proposed site may need reinforcing. The facility will have a dedicated 11/0.4kV transformer. As the grid is unreliable, solar PV should be installed on both the building roof and in the grounds, which would generate about 120kW73. This output will be reduced during cloud cover and at night, so the grid supply will still be used however PV will offset a lot of the cost of grid electricity. Battery storage should also be included, with a capacity of around 480kWh74, to provide a level of business continuity. High efficiency motors, drives and refrigeration equipment should be installed throughout to ensure the demand is at the lower end of projections. The production facility is expected to have a capacity of 1,600kg of raw materials per day and produce annually around 5.3 million standard bars (65gm bars) which is equivalent to 345 tonnes. This could be serviced by a 1.5-ton truck performing around 2-3 trips per day.
Transport Transport
72 The peak energy demand is compiled through a combination of specific equipment requirements and a unit rate allowance for small power and lighting of 40W/m2 of building area 73 PV capacity has been assessed at a quarter of peak demand to provide the optimum fit between affordability, ability to find suitable space on the site and best provision of renewable energy to minimise CO2 emissions 74 Storage capacity has been assessed the same as the peak demand. This will provide 24 hours coverage at peak load, and around 36-48 hours coverage at typical daily loads in the event of power loss
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Climate resilience The primary inputs for the manufacture of sports nutrition bars are grains, honey, fruits, and nuts, all of which are in good supply in Elgeyo Marakwet. The volumes of primary inputs required are low; however, a consistent supply of inputs of a high quality is required. Therefore, it is important that inputs considered to have a low sensitivity to climate change are selected during the product development phase. The main climate risks associated with the production of primary inputs for sports nutrition bars vary by topographical zone. In the Valley and Highlands, the main risks relate to water stress and increases in temperature which can reduce crop yields (fruits, nuts, grains). Water storage in the Highlands during periods of drought or low rainfall is a particular challenge. In the Escarpment, the main risks relate to intense rainfall, resulting in soil erosion and/or landslides and loss of crops (grains). It is noted that the proposed site for the sports nutrition bar plant is located adjacent to a seasonal river, therefore local flood risk needs to be assessed and managed appropriately. It is also noted that Kenya is currently experiencing the worst locust infestation for 70 years, resulting in the destruction of large areas of crops75. Some media reports76,77, have pointed to a possible link between the current outbreak and climate change. In particular, they have suggested that the plague has been worsened by recent heavy rains and unusual storm activity in the East African region78. Trends in Elgeyo Marakwet show average long rain season temperatures have increased slightly, but average short rain season temperatures have remained relatively constant79. Annual rainfall has increased, with both long rain and short season average rainfall increasing by approximately 50mm80. Increases in rainfall have increased flood risk, particularly in the long rain season, and increased rainfall variability from year to year has increased drought risk81.
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Climate projections based on two representative concentration pathways (RCPs) (RCP2.8 and RCP8.5) indicate various plausible futures. Under both scenarios, there is expected to be a significant increase in drought stress, with the number of days with moisture stress more than doubling from just over 20 consecutive days based on historical data to approximately 50 consecutive days each season82. Under both scenarios, there is also expected to be a reduction in the length of the first growing season; however, under RCP6.5, there is likely to be a greater decrease in season length along with a marked delay in the onset of both seasons83. Under RCP2.6 there is likely to be an increase in the amount and intensity of rainfall in both seasons similar to historical trends, while under RCP8.5 there is expected to be a reduction in rainfall quantity and intensity84. Under both scenarios however, the trends in extreme precipitation do not change significantly; the number of days expected to exceed the 95th rainfall percentile remaining around 22 days per season85. These projections of future climate change under the two climate scenarios show some differences, but generally show similar trends and point to increasing climate risks to crop production in Elgeyo Marakwet. Adaptation options The following SUED infrastructure projects work to increase the resilience of this project: › Installation of water storage tank to ensure water supply for production during water supply interruptions; › Drainage Master Plan for Iten; › Upgrading of secondary roads will improve resilience to flooding and ensure regular supply of produce to the plant; › The project to enhance market linkages through farmer aggregations will improve access to market and increase the resilience of supply of produce to the plant.
75 https://www.bbc.co.uk/news/world-africa-51501832 76 https://www.reuters.com/article/us-kenya-climate-locusts/climate-change-linked-to-african-locustinvasion-idUSKBN1ZS2HX 77 https://www.dw.com/en/locust-swarm-africa-wildfires-australia-climate/a-52208213
82 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
78 https://www.carbonbrief.org/qa-are-the-2019-20-locust-swarms-linked-to-climate-change
83 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
79 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
84 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
80 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
85 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
81 CGIAR (2018) Climate Change Risk Profile Elgeyo Marakwet County
86 https://www.dailymail.co.uk/news/article-4525958/Brazil-nut-shortage-sparks-granola-crisis.html
The proposed measures will provide an adequate level of resilience; however, in order to further increase resilience, and support rural livelihoods, a component of the project could focus on adaptation measures for farmers, to reduce losses from drought and extreme temperatures. These adaptation measures could include: › Drought-resistant crop varieties; › Rainwater harvesting for crop irrigation; › Wide range of recipes which allows production to switch away from produce that is scarce due to weather86; › Access to seasonal forecasts and 10-day weather forecasts. The design of the plant itself will take into account increases in maximum temperatures and their effect on thermal comfort and the operation and maintenance of machinery. A combination of correct siting of the plant, and onsite drainage will minimise flood risk. Social inclusion Findings from the consultation fora regarding involvement in sports nutrition bars indicate that PWDs and youth are interested to participate, and it is one of the preferred VCs for women. To ensure SIGs’ full participation in the VC project, it will be critical for the UEP implementing authority to: › Develop a SIGs-appropriate communication plan to ensure they receive programme information in a timely manner to participate in decision making; › Set aside a specific percentage of the programme’s economic and capacity building opportunities that should go to the PWDs, Youth, Women and PlwHIV/AIDs’; › Develop the sports nutrition bars VC project to be the only one in Africa or the world with raw materials sourced locally, and ran purely by SIGs e.g. a possible model would be women and youth supply the bars’ raw materials, youth and PWDs do the processing and packaging, the County and Municipal staff and all SIGs do the marketing and SIGs run the nutrition bars shops and;
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› Plan for and provide green, safe, inclusive infrastructure that enables all (including PWDs) to perform at their optimum or from the same level as everyone else; Impact Beyond the direct employment of 44 people full time, this VC opportunity would source a range of produce from farmers in the County and across Kenya, providing good prices and encouraging quality production. The VC would also encourage the production of sustainable packaging material for the energy bars, such as biopolymers. The bars would be marketed globally and branded as products of Iten, the ‘Home of Champions’, thereby increasing recognition for the Town as a location for sports excellence.
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5.5 Industrial site Industrial development is an important driver of economic growth, however, if poorly planned, industrial areas can use a great deal of natural resources and severely impact the environment, workers and people living near-by. By creating an industrial site, synergies between economic activities such as agri-processing can be leveraged through clustering effects while emissions will be lowered and resources managed more efficiently (e.g. with shared facilities) to create a healthier working environment, lower costs and increase business competitiveness.
Taking advantage of the fact that the County is gifted with rich natural resources and agricultural land, it is proposed that two selected VC proposals are located close to the CBD. The site has been selected in collaboration with the Municipality based on accessibility and availability of vacant publicly owned land. The location provides good access to the CBD (2km west of the CBD), the main markets, and agricultural zones. An upgrade of the west link road connecting with the site is also proposed which is described in Section 6.4.5.
Figure 5.10 - Indicative layout for industrial site
Premium price products Marketing of the sports bars would benefit from having a strong ethical branding. To support this, where possible the raw materials should be Fair Trade certified, GMO-free and organic. The VC should engage with farmers to meet these standards. There will also be benefits from using biodegradable packing where possible. This could include local biopolymers for the wraps (there is potential to produce biopolymers from agricultural produce in Kenya). Potential partners The VC should partner with an established manufacturer of energy bars, or similar, to assist with production and distribution. One of the more dynamic new sports energy bar producers, such as Kind, would be a good ethical fit with the Iten brand. The VC should also work closely with sport nutritionists supporting athletes training at Iten, as well as the athletes. This would provide inputs into the nutritional requirements, product testing, ready access for endorsements, and credibility.
INDUSTRIAL UNITS 500 sqm INDUSTRIAL UNITS 500 sqm
INDUSTRIAL UNITS 500 sqm
INDUSTRIAL UNITS 1,000 sqm
INDUSTRIAL UNITS 1,000 sqm
INDUSTRIAL UNITS 500 sqm
INDUSTRIAL UNITS 500 sqm
POTATO PROCESSING 2,500 sqm
INDUSTRIAL UNITS 1,000 sqm
SPORTS ENERGY BARS 2,500 sqm
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The site is approximately 2 Ha. and is flanked by a seasonal river to its eastern border. Figure 5.10 provides an indicative concept layout. The VC plots take into account land demand and has been flexibly designed to allow further expansion of the two VC projects. The site has also allowed to accommodate additional larger or smaller industrial units to adapt to market demand. The area benefits from the access to both the Iten-Kapkessum Road and Karanei Road and could be further developed to create a trade corridor for smaller scale retail/office/light industry units within the site. The VC plots can be accessed from the south access road. The Irish Potato VC also has another access road to its west. The rest of the site is divided into eight indicative development blocks, five of those are 500sqm and three are 1000sqm. There is an access road in the middle of these plots with 20m ROW and some truck parking facilities.
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Green-blue infrastructure and SuDS features are required to provide a natural drainage system to manage surface water runoff on site to reduce the risk of flooding and improve surface water runoff quality before discharging to the seasonal river to the east of the site. These features will contribute to creating a desirable and attractive business and working environment and ensuring natural site features are integrated in the development plans. Infrastructure recommendations The table below provides a summary of high-level recommendations and key considerations to take into account for supporting infrastructure of the industrial site.
Table 5.9 - Project summary information
Sub-components
Estimated cost
Impacts (benefits
Delivery mechanisms and stakeholders
› Detail Masterplan to be developed for the Industrial Cluster › On site internal roads and network infrastructure (water, power, sanitation, ICT, SuDS) › Blue and Green Infrastructure
› KES 562m
› Enhances the local economy with modern manufacturing, and mixed-use amenities › Opportunity for immediate investment and development › Opportunity to enhance an isolated community
› Private investor › Design Build Operate Maintain (DBOM) › Public service authorities
Table 5.10 - Project summary information
Challenges
Data gaps
Time frame, key dependencies
› Funding › Chances of flooding during rainy season
› Pre-feasibility study › Site Survey
› Short to Medium term
Photo: Annie Spratt - Unsplash
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Table 5.11 - Infrastructure recommendations
Infrastructure Sector
High-level Recommendations / Considerations
The public water supply in Iten is unreliable, particularly in dry season. It is recommended that the industrial site develops a private water supply and treatment unit. Further investigation is needed into the water source but likely to be a borehole (if groundwater is available on site) and treatment to drinking water standards for food processing plants. Water
Water A flood and drainage study should be undertaken for the site. SuDS features should be used where appropriate to manage surface water on site and an outfall to the seasonal river to be utilised with a controlled discharge to reduce the risk of flooding downstream. Drainage Drainage
Iten has no centralised sewerage systems so an on-site WWTP will be need on site to manage effluents. Water will need to be treated to Kenya standards and can be discharged to the river or reused for irrigation, car washing or flushing toilets. Toilets on the site should use septic tanks. Sanitation Sanitation
Waste
Energy Energy
Segregation of different waste streams (organic, dry recyclables, residual) should be practiced in the industrial zone. VCs in the industrial zone are focused on food production and processing which presents an opportunity to easily target the single organic waste stream which already forms the largest fraction of municipal solid waste in Iten. Segregated organic waste (potato peel and pulp) should be stored in separate bins ready for onward composting at the new waste management facility in Iten or to the feed mill to be used as animal feed. Packaging waste should also be placed in separate bins ready for collection and onward recycling at the waste management facility. Iten does have a developed HV (11kV) power system, but with limited capacity and local LV infrastructure, and there are issues with reliability and cost. The potato processing plant and sports nutrition bar plant are already planned to have their own HV power supplies and on site PV and battery storage systems, however the remainder of the site should also have an HV connection with multiple 11/0.4kV transformers, one per plot, with an additional one for the public realm, and also consider utilising available roof area for PV arrays. Consideration should be given to solar canopies in the car park. West link road upgrade has been proposed, see project description in Section 6.4.5.
Transport Transport
Climate change interactions and approach
Social inclusion
The main climate issues for the industrial site relate to flood risk on the site itself, and heavy rains rendering the access road inaccessible. The drainage plan and flood assessment for the site will take account of intensification of rainfall, and possible increases in flow and flood risk from the seasonal river, thus ensuring that the site is resilient to future flooding. It would, however, be prudent to have a flood management plan in place for the industrial site, detailing contingency plans in the event of localised flooding.
Elgeyo Marakwet County is an important agricultural producer for Kenya, owing to its advantageous location. The income generating opportunities for farmers have though been limited where there has been a lack of processing to enhance product values. As well as aiming to drive income security through agri-processing VCs and industry, there is a need to future proof the sector against climate change impacts which would put agricultural livelihoods at risk.
The planned upgrade to the access road will ensure that the road is resilient to flooding from extreme rainfall events, by improving the road surface, and designing appropriate drainage. In this way there will be a consistent supply of produce to the two VCs, which will provide farmers with a reliable source of income for their produce, and help to support rural livelihoods.
The site should be designed as per standards required for PWD and accessible for all. Appropriate measures such as raised crossings, dropped curbs and other required interventions can be weaved into the site proposal. The presence of accessible open space will enhance the quality of day to day life of PWD and vulnerable groups without having to travel too far and requiring special assistance. It would be a reliable space for everyone to use.
ITEN UEP â—Š SECTION 1: Introduction
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6. Development Framework 6.1 Introduction To accompany the economic development framework, this chapter brings together climate resilient, inclusive infrastructure and planning proposals that support economic growth, promote sustainable development, maximise impact and tackle the most urgent needs to build resilience across Iten Municipality. Although there is a long-term land use plan for Iten dated from 2015, the ISDP, this has not been legally approved yet. Whilst the adopted IDeP is the guiding instrument for the Municipal Board to efficiently deliver basic services, promote investment with greater socio-economic impact and endorse environmental protection. Both strategic plans promote tourism potential as the main economic driver but also recognise the need to add value to existing agricultural activities. The development framework serves as a mechanism within the UEP to direct proposed urban development, infrastructure and VC projects into the most suitable locations of the town since the ISDP is not approved yet. The development framework structures, prioritises, and phases urban development in a coherent and coordinated manner considering the limited availability of developable land. This framework helps to create a foundation for sustainable urban and economic development across the Municipality area. The development framework proposals are organised around the Town Centre as the main area to boost urban economic growth. These are complemented by other proposals identified to address challenges across the wider area. The proposed projects have been assessed against climate vulnerability and a number of adaptation measures have been identified to ensure resilience. The climate vulnerability assessment and social inclusion study are appended to this report in Appendix C and Appendix D respectively.
ITEN UEP â—Š SECTION 6: DEVELOPMENT FRAMEWORK
6.2 Overview of climate resilient and inclusive infrastructure projects
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Table 6.1 - List of climate resilient and inclusive infrastructure proposals
Sector
Project proposal
Linkage with Action Plan
As explained in Section 3.2, Iten economic development framework is focused on the Tourism Action Plan and the Diversification Action Plan. The infrastructure and planning proposals are enablers to the delivery of these action plans as well as supporting urban economic growth. Table 6.1 lists priority infrastructure proposals for Iten and links these with TAP and DAP.
Urban design
Town square and stimulus market
TAP, DAP
Urban design/transport
Transit hub and mini-market
TAP, DAP
Urban design/drainage
Public realm improvement and SuDS
TAP, DAP
Transport
Public transport facilities in town area
TAP, DAP
Energy
Improve streetlighting
TAP, DAP
These infrastructure proposals have been tested with the PSG and key stakeholders, utilising the SUED engagement process to inform their development. The infrastructure proposals have been developed to build on, enhance and refine ongoing works and current plans by the Municipality, County, IFIs and other organisations. These proposals would enable Iten to meet its economic vision and provide sustainable socio-economic opportunities, as set out in Section 3. These opportunities will be more resilient in being framed within an integrated planning approach to development, climate change and inclusion.
Waste
Closure of existing dump-site
TAP
The bankable, climate resilient and inclusive infrastructure projects are detailed in the subsequent sections with their rationale, sub-components, impacts/benefits, estimated high-level costs, delivery mechanisms, challenges and timelines.
Municipality-wide (Municipality-wide benefits, beyond Town Centre, location not defined yet) Transport/logistics
Enhance market linkages through farm products aggregations
DAP
Transport
Upgrade of access road to Kamariny stadium
TAP
Transport
Upgrade of west link road to industrial cluster
DAP
Transport
Improvements of critical secondary roads C661 and C662
TAP, DAP
Sports
Improvements of running tracks along the HART and LART + toilets on running tacks
TAP
Water
Sabor storage dam upgrading
TAP, DAP
Water
Household rainwater harvesting
TAP, DAP
Drainage
Drainage Master Plan
TAP, DAP
Wastewater
Wastewater systems
TAP, DAP
Waste
Commission a new waste management facility
TAP, DAP
Waste
Integrated waste collection system
TAP, DAP
Energy
Landfill biogas
TAP, DAP
Energy
Renewable energy/energy efficiency project supporting water company
TAP, DAP
Energy
Solar irrigation system
DAP
Energy
Solar refrigeration systems
DAP
Energy
Renewable energy/energy efficiency project supporting water company - Sing’ore
TAP, DAP
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Figure 6.1 - Overall Development Framework showing individual sector proposals
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ITEN UEP ◊ SECTION 6: DEVELOPMENT FRAMEWORK
6.3 Town Centre The perception of a city is formed mostly from the impression visitors and residents make whilst visiting. The arrival experience, the ease of movement and security, cleanliness, quality of public realm and good quality architecture are all elements concurring to deliver a good urban environment that stimulates repeat visits and creates a good ‘economic milieu’ for investment and business. Urban development projects are multi-disciplinary and integrate a wide range of diverse inputs into a strong, coordinated vision that underpins economic growth. The following proposals aim at enhancing the urban environment and being catalysers for development and growth. Field site visits, stakeholder engagement and market research have collectively identified a series of regeneration and urban fabric improvement projects that would contribute to fulfilling the economic vision for Iten as ‘Home of Champions’ and the main market centre for the County. These key opportunities are articulated below and include the town square and stimulus market, bus station and market, Iten’s Sports Park, improvement of the public realm and street lighting. The proposed transformation of Iten’s town centre responds to the pressing need to be effective, deliverable and deeply rooted in the local community identity, although also reminiscent of the creativity, resilience and adaptability known to be characteristic of Kenyan culture. The development of ‘The Cubes’, the proposed trademark, are a metaphor for stepping stones towards development. Clusters of cubes of different heights and sizes can be tailored to fit any need, can be grouped in different ways to suit the function or site-specific features and even adapt over time. Similarly, the community can come together to deliver the economic vision in many different ways. The proposals are also flexible enough to adopt Modern Methods of Construction (e.g. off-site modular construction, 3D printing, etc.). This will enable the projects to be as environmentally sound and as flexible as possible from an economic performance perspective.
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Figure 6.2 - Town Centre proposals
ITEN UEP ◊ SECTION 6: DEVELOPMENT FRAMEWORK
Figure 6.3 - Current land uses within the Town Centre
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The Sports Park, which complements the Kamariny Elite Training Hub, is the community based ‘arm’ of the overall Iten Sports Complex offering. The Sports Park proposal (described in Section 4.4.1) includes different land uses to complement the sports offer and boost development underpinned by the TAP, these land uses are: › Sports and community infrastructure: main driver of the site; › Cultural: Hall of fame and museum; › Leisure and recreation: urban sports park, kids playground and Tourist Information Centre; › Commercial: retail units, kiosks and a site for events. The Town Centre proposals, shown in Figure 6.2, aim to enhance the urban environment and to be a catalyst for further development and economic growth. The various projects are described in subsequent sections. › Sports Park will include an outdoor multi-sports field, playground accessible by all including PWD, an outdoor track, an indoor sports hall, coaches accommodation/ house. In addition, there will be provision for an Iten/ Kenyan sports history museum including the IAAF plaque award and Kenyan Athlete Hall of Fame, retail units, F&B outlets and a tourism promotion/information centre. › Improved Transit hub will comprise of upgraded bus/ matatu station, upgraded market area, a boda boda shelter, and real estate development, › Town square and Stimulus market, › Enabling infrastructure such as the improvement of public transport facilities, street lighting and closure of existing dump-site.
ITEN UEP ◊ SECTION 6: DEVELOPMENT FRAMEWORK
Figure 6.4 - Stimulus Market proposal
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6.3.1 Town square and Stimulus Market: reclaiming the civic plaza The town centre of Iten acts as a hub for local businesses, visitors and athletes from across the globe. Although small in size, the town has a very lively market, a transit hub and a main sports ground adjacent to one another. The main County government buildings lie close to this locality too. The main street is flanked by an open-air market to the north (in and around plot 23) and the ‘Stimulus’ market (partially covered) and matatu hub to the south. Currently the functions of each site are mixed and there is no separation of functions. The covered market has some space to accommodate the open-air stalls as well as the existing traders. Iten presents itself as the ‘Home of Champions’ and is a growing town which needs a dedicated space to relax and refine its image as an attractive community that welcomes citizens and visitors alike. This has offered a perfect opportunity to reorganise and rationalise the existing uses in this area to provide an attractive civic space for all.
Figure 6.5 - Town Square proposal looking north
The proposed strategy entails relocation of the traders (following a consultation process) of the market from plot 23 and the transport component from the ‘Stimulus market’ site. This will have the effect of freeing land for more suitable development on either sides of the main road and establish a more rational use for each plot. A strategic approach to the town centre re-development offers the opportunity to consolidate and integrate appropriate uses in a more modern and effective manner. In this case three new focus areas were identified: › The new Transport Hub at the CBD entrance (Section 6.3.2) where all transport activities will be re-located; › The new ‘Stimulus Market’ will be a more functional, contemporary and attractive structure to accommodate the traders originally located on plot 23; › Plot 23 and its surrounding area will therefore be free to host the new Civic plaza complete with restaurants, bars and retail (as appropriate). The proposal includes the development of plot 23 and its surroundings into a new civic square to replace the current open-air market. Locating this space in the town centre presents an opportunity to change the image of Iten; the civic square can function as a meeting point and place for year-
round activities such as seasonal temporary markets, events hosting and sports and cultural celebrations. The space is also large enough to accommodate green areas for aesthetic appeal and improved biodiversity, as well as practical applications such as adequate drainage (i.e. rain gardens). The unique topography also allows for a terraced design and improved storm water management. The central terraced open space, surrounded by active frontages, offers flexible usage including temporary gatherings and sponsors events (i.e. Sponsors road show, etc.). It’s important for the plaza to offer the right backdrop to events, particularly to support the aspiration to attract sports personalities (and consequently further tourism). The expected benefits include improvement to the urban fabric via a dedicated urban gathering space that will contribute to the long-term economic success, health and well-being of Iten and Elgeyo Marakwet citizens. The new civic square, with year-round activities, would attract more visitors and act as a catalyst for further urban regeneration and private investment in the surrounding area. Across the main road, to the south, the ‘New Stimulus market’ will leverage its central location to attract visitors and build Iten’s reputation as a trading and shopping destination. The new structures proposed, whilst simple and modular, adopt the same style of the new plaza. Clusters of cubes of different heights and sizes can be tailored to any need. This proposal shows a cluster approach that allows both for a balanced amount of covered areas and uncovered small courtyards. These add to the attractiveness of the new site by offering
ITEN UEP ◊ SECTION 6: DEVELOPMENT FRAMEWORK
both natural light and ventilation. The modular approach can be adapted over time to suit market fluctuations or change of needs over the years. The ‘New Stimulus market’ market will be better planned (than the existing), utilising the available site to its fullest potential. It will have superior facilities such as dedicated storage, toilets, lighting and improved market infrastructure. The road frontage which is taken over by parking will be opened up and consist of steps and ramps with easy and inclusive access to PWD persons. It will complement the open air market in design and overall enhancement of the streetscape and town centre. Location: The projects are located on plot 23 in the centre of town. It serves the majority of the population in the immediate vicinity of the CBD and it is accessible in 15min walk by an estimated 20% of the Municipal population. Linkages: This project is linked mainly to water (SuDS) and transportation projects as they are a necessary component of the proposal. › Linking current road upgrade projects and NMT links (Sections 6.3.3, 6.4.5, 6.4.6); › Linking to water management and Sustainable Urban Drainage Systems (SuDS) (Sections 6.3.3).
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SUED Principles Climate change interactions and approach This project incorporates the climate change principles by making use of sustainable materials, SuDS where applicable and flood risk management. Drainage plans will consider changes in rainfall intensity expected under climate change. SuDS schemes for the civic square have been designed to cope with more frequent and powerful storm events, thereby reducing the likelihood of flooding and enhancing resilience to climate change. The provision of green space and planting in the centre of town will also help keep surroundings cool to mitigate increasing maximum seasonal temperatures. Social inclusion interactions and approach Inclusive design aims to enable everyone to participate equally and independently in everyday activities. Inclusive design is about far more than catering for the needs PWD; it is therefore recommended that the design of Iten town square follows the following principles: › Placing people at the heart of the design - First basic step is to avoid steps and replace these with a gentle incline between floors adding low windowsills for a better view where applicable; › Acknowledging diversity - The civic square shall also be designed with the needs of wheelchair users and mobility impaired people to promote easy access by everyone; › Allowing the civic square to adapt to changing uses and demands - the space will function as a meeting point and a place for year-round activities such as seasonal temporary markets, hosting events and sports, cultural and civic celebrations; › Providing an environment that is convenient and enjoyable to use for everyone - planning for signage, lighting, visual contrast and parking is important for the project to succeed. Following the above principles will make Iten civic square a human-centric, inclusive, needs responsive, flexible, convenient and welcoming space for all people, regardless of their age, gender, mobility, ethnicity or circumstances. This will promote Iten as a ‘town for all’.
Table 6.2 - Project information summary
Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
Masterplan to be developed for the civic square outlining options for proposed activities and phased relocation of existing traders Integration of SuDS, permeable surfaces and rain gardens will reduce surface water run-off Street trees and planting to support SuDS implementation and add aesthetic appeal and cooling
Total Capex: KES 1.13bn (Town Square is KES 337m, Stimulus Market is KES 799m)
Enhanced image of the CBD and attraction of more highquality businesses Higher revenue from increased footfall Ideal backdrop for Sponsor events Versatility of space offers opportunities for regular and seasonal activities encouraging more people to visit Improved greenery and biodiversity will promote a healthier environment Improved drainage for surface water run-off Improved accommodation for market stalls at ‘New Stimulus market’
Typically, Public funded project Potentially: In partnership with Jua Kali and local business (Business Improvement Districts) Possibility of a PPP where both structures (Stimulus Market and Plaza) are managed by a private operator
Table 6.3 - Basic analysis and challenges
Challenges
Data gaps
Time frame, key dependencies
Relocation of existing traders will require further consultation Installation likely to interrupt daily trade Funding
Pre-feasibility study Detailed site survey required and land ownership information Seasonal water flows and flooding
Short to Medium term
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6.3.2 Transit hub and mini-market
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Figure 6.6 - Transit hub layout
Figure 6.7 - Transit hub proposal looking south
Iten’s bus and matatu station is a vital point of access for people visiting and operating businesses across the region. As a centre-point of activity, it also offers informal trading opportunities to a lot of citizens, mainly youth, in and around town. As a result it attracts a high concentration of people, especially on market day. To accommodate their needs the space has sprawled in an uncontrolled manner. The lack of space has meant that some of the matatus now have to operate from the ‘Stimulus Market’ site. There are no formal boda-boda shelters. There is no formal provision for trading space and the bus station is missing access to basic amenities. Such expansion means that the bus station infrastructure and operations is seriously compromised by a lack of planning and management. The safety of pedestrians is also of particular concern. As an urban centre aspiring to be a sports and general tourism destination the number of buses accessing the station will continue to grow, consequently causing congestion if the status-quo is maintained. This will increase the likelihood of informal trading areas expanding further and increase the threat to pedestrian safety. To group all public transit modes in one location, a single transit hub is proposed. This forms part of the integrated urban development philosophy, whereby economic development is underpinned by the TAP and DAP. This proposal also fits with the requirement to formalise land use generally. A flexible covered market space, which can accommodate some permanent traders as well as pop-up stalls and day traders also forms a part of this hub. This scenario presents an opportunity for Transit Oriented Development that can accommodate future growth, whilst providing modern-day amenities for businesses and people utilising public transit. There is also potential to including real estate components other than bus operational facilities and public facilities. The improved transit hub will enable planning for more efficient operations such as dedicated pedestrian footpaths and crossings and a separate entry and exit point to and from the bus station. The transit hub will include dedicated regional and local bus and matatu parking bays and an allocated boda-boda shelter.
A range of SuDS features are needed to manage surface water runoff generated on site and to manage pollution caused by vehicular movement. A combination of bioretention systems, swales and ‘permeable pavements’ can be used to remove pollutants such as suspended solids, metals and hydrocarbons. The design should take into account pollution prevention to nearby watercourses and groundwater. A detailed risk assessment is needed to check the vulnerability of the receiving water body. Such a project has the potential to become a catalyst in helping Iten achieve its aspirations of becoming a tourist destination and facilitate sustainable movement across the County and beyond. Location: The project is located on the existing matatu station. It serves the entire County population and it is accessible under 15min walk from across the CBD and all points of interest.
Figure 6.8 - Transit hub proposal looking north
ITEN UEP ◊ SECTION 6: DEVELOPMENT FRAMEWORK
Linkages: This project is linked mainly to transportation projects and to the Sports Park proposal, both are directly connected with this proposal. › Linking to public transport proposals (highways and matatu re-locations (Section 6.3.3); › Linking to Iten Sports Park (Section 4.4.1); › Linking current road upgrade projects and NMT links (Sections 6.3.3, 6.4.5, 6.4.6). SUED Principles
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Case study: Ubungo Bus Terminal - Dar es Salaam, Tanzania The existing the bus terminal at Ubungo is at the heart of Dar es Salaam. The terminal will be moved to the new terminal at Mbezi. The construction of the upcountry modern bus terminal at Mbezi began in 2019. The preparation of the project took long time due to the various government procedures including land acquisition and compensation. The new terminal is expected to accommodate the inter-city bus services which currently travel through the city centre. The cost of the project is estimated to be US$22m (KES 2.3bn).
Lublin Bus Station, Poland Environmentally friendly, tackles air-pollution, public realm, upgrading proposed project
Climate change interactions and approach This project incorporates the climate change principles by making use of sustainable materials, SuDS to be incorporated where applicable and with flood risk management. The transit hub will help rationalise public transport and reduce congestion, thus contributing to sustainable development for the town. The redesign of the transit hub will incorporate SuDS schemes, and storm water drainage, as needed, in order to reduce the likelihood of localised flooding including adjoining sites. Drainage plans will consider changes in rainfall intensity expected under climate change. Suitable shade will be provided for shelter in hot weather. Social inclusion interactions and approach Access to high-quality public transportation can make cities more inclusive by increasing mobility and opportunity, particularly for people from low income areas and PWD. This Transit Hub and mini-market project will help Iten residents better meet their day-to-day needs of getting to grocery stores, work, school, market and social and leisure activities. Allowing people to meet these needs creates longterm economic opportunities and helps people escape poverty. The improved transport planning and management that will come with this project will also improve pedestrian safety, as well as solve the long-standing challenge of boda boda operators’ lack of an organised operational space and continued conflict with the town council law enforcers.
Tilburg Central Bus Station, Netherlands Self-sufficient, energy production, completed
Lublin Bus Station, Poland Environmentally friendly, tackles air-pollution, public realm, upgrading proposed project
Table 6.4 - Project information summary
Table 6.5 - Basic analysis and timeline
Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
Challenges
Data gaps
Time frame, key dependencies
Masterplan to be developed for new transit hub outlining proposed operations, resilience to growth and space for businesses.
Total Capex: KES 335m
Opportunity to provide modern amenities and accommodate future growth
Typically, Public funded project
Will cause initial disruption to public transit
Pre-feasibility study
Medium to long term
To be coordinated with transport planners
Opportunity to provide more efficient operations such as access and safety
Opportunity to integrate with existing on-site market
Potential to become a global tourist destination Will add value to adjacent land
Potentially: PPP with investor that could operate all the facilities under a single ‘umbrella’
Will require further consultation Installation likely to partially interrupt daily trade and public transport operations Require a decanting/ alternative spaces for trade and transport to continue operating Funding
Detail site and transport survey data required Land ownership information Seasonal water flows and flooding
Transport Plan to be developed Stimulus Market operations to be relocated
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Figure 6.9 - SuDS along Kerio Valley Road within the Town Centre
6.3.3 SuDS along public realm improvement
Location:
Elgeyo Marakwet has been severely impacted by climate change. Average rainfall has increased in both the long and short rainy seasons, and higher rainfall depths and intensities have resulted in flash floods, erosion of land particularly along the Escarpment. Rainfall intensity is likely to increase, and localised surface water flooding will remain a key issue. Rainwater runoff from the CBD area is directed to discharge to a stream that takes the water down to the Hanging Valley and Kerio Valley. In addition, runoff has caused flooding in the valley and siltation in rivers that is reducing their capacities87.
Iten-Kessup Road:
Poor drainage systems adversely impact the appearance of the Iten Town and accessibility. Due to the topography of Iten, drainage is a serious problem and will likely get worse as the town centre becomes more densely populated. Major roads have reasonable drainage systems; however, many minor roads have no drainage, rendering them impassable in the wet season. Anecdotal evidence suggests that the existing drainage channels in the CBD surcharge during storms. This is an indication that the existing open channels are illmaintained and under capacity, meaning not suitably sized to withstand the increase in frequency and intensity of rainfall that is caused by climate change and the increase of surface water runoff as result of urbanisation in the area. SuDS features are required to manage rainwater runoff along the main roads (Iten-Kessup Road and Kerio Valley Road) providing access to the CBD area from the east and the west. SuDS features will intercept surface water runoff, attenuate, treat and convey it at a lower rate and volume. The water can be reused to support attractive urban features such as watering trees and can be used at a household level. SuDS features should be planned and designed to withstand climate change impacts taking into account the increase in rain depth and frequency. In addition, SuDS features can be planted with drought resistant species to minimise the need for watering during dry periods.
› Existing drainage features needs to be improved and maintained (example: litter picking). Open channels along Iten-Kessup Road to be flattened and planted for safer and more efficient water management; › Public realm improvement to address the local flooding issue affecting the area around the CBD. The proposal considers improve the existing channels by increasing their capacity and improve the streetscape to incorporate new water storage features such as tree pits and rain gardens; › Tree pits, both new trees and existing trees retrofitted to have additional water runoff directed towards them, and water storage capacity around the roots. Kerio Valley Road: › Establish a continuous conveyance of rainwater along the road, with storage along the route, i.e. swales and a combination of rain gardens and tree pits. Including provision of a safe exceedance flow route for extreme rainfall events to improve surface water management; › Incorporate local vegetated ‘bio-retention’ areas planted with drought resistant plants and trees. These may include seating, will be visually attractive and manage local ponding of water. Road islands and street planters can be converted to bio-retention areas. Example: green area in front of Oilibye petrol station; › At petrol stations and vehicle maintenance areas located along the road, a minimum of two-level SuDS treatment train is required to remove heavy particles, silt, nutrients and dissolved materials, such as heavy metals from surface water runoff. A combination of filter strip that intercepts the surface water runoff and directs the water to a bio-retention system is required. Fuel and oil interceptors can be located at the outfall to ensure any remaining contaminates are removed before discharging to the watercourse; › Tree pits, both new trees and existing trees retrofitted to have additional water runoff directed towards them, and water storage capacity around the roots; › Rainwater harvesting for re-use. This will be particularly suited to businesses with a large roof area and with a water need, for example the Oilibye petrol station, with the rainwater made available for washing cars.
87 Climate Risk Profile Elgeyo Marakwet County
Figure 6.10 - Overview of SuDS along Kerio Valley Road and Stimulus Market
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Table 6.6 - Project summary details
Linkages: The project is linked to urban development proposals in Town Centre (Sections 6.3.1, 6.3.2), public transport facilities (Section 6.3.3), running trails (Section 6.4.1) and rainwater harvesting (Section 6.4.13).
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Existing drainage features needs to be improved and maintained (example: litter picking)
Total Capex: 63m
Improve safety, pollutant removal and ensure the system is providing full capacity to convey water
This project can be implemented by the County government. Funds could be obtained from IFI/County government/ NGOs
SUED Principles
Indicative cost of KES 4,940 per m length Initial assumption of 4km long. To be confirmed at feasibility and detailed design stage
Requires external capacity support NGOs/World Bank KUSP programme.
Climate change interactions and approach The implementation of SuDS will increase Iten’s resilience to climate change. In particular, these projects will reduce surface water flood risk and minimise urban heat island effect in the CBD area. Wider benefits include improved accessibility of access routes and running trails during intense rainfall events. This will enable greater trading of goods in Iten. The implementation of tree pits, rain gardens and swales will also make Iten a more attractive place. Tree pits will provide shading in the CBD and act as a sink for pollutants. Tree planting will also provide greater soil protection, this will reduce soil erosion.
Municipality and local residence to maintain the system Establish a continuous conveyance of rainwater along Kerio Valley Road
Indicative cost of KES 45-60m per km (assume 1km long) to be confirmed at feasibility and detailed design stage
Improve surface water management
Opportunity for the Municipality to source funds through the World Bank KUSP programme
Tree plantation
KES 45,500 for 30 trees planted
These provide effective surface water management as the tree will take up the water. The tree canopy captures pollutants from the air, provides shade and amenity benefit, and creates a wildlife habitat
IFI/County Governments/NGOs and National Government
Local vegetated ‘bio-retention’ areas planted with drought resistant plants and trees
Excavation per m3: KES 4,000, assumption of 12 m3 (1.5 m2 x 4km x 2)
Provide multiple benefits i.e. water interception, attenuation and treatment
IFI/County Governments/NGOs and National Government
Planting of trees and shrubs per m2 - KES 1,600, assumption of 24m2 (3m x 4km x 2)
Attractive, provide amenity benefit, and creates a wildlife habitat
Rainfall uplifts to account for climate change should be included to inform the drainage design. It is also recommended that native tree and plant species are used for the tree pits and rain gardens. Social inclusion interactions and approach The new SuDS system along Iten - Kessup Road and Kerio Valley Road will improve the pedestrian links and will provide a safe and enjoyable route along these roads. The new roads layout will provide an inclusive new road cross section to enable people from all groups to use, access and enjoy the CBD area.
This is an indicative cost, to be confirmed at feasibility and detailed design stage A minimum of two-level SuDS treatment train is required at petrol stations and vehicle maintenance areas Fuel and oil interceptors located at the outfall Rainwater harvesting for re-use
Allow KES 350,00 for each SuDs applicable system
Prevent polluting the receiving watercourse
IFI/County Governments/NGOs and National Government
Additional water resource to be used for car wash and watering plants
IFI/County Governments/NGOs and National Government
Allow KES 150,00 for each SuDS applicable system including lagoons where applicable Allow KES 1.5 - 2m for each Fuel/Oil Interceptor system
1,000 Gallon size 2,400 x 1,500 x 1,200mm Tanks at KES 200,000 for a Galvanized Cold-Water Storage tank with roof connections
Table 6.7 - Basic analysis and timelines Challenges
Data gaps
Time frame
SuDS planning and design
› Feasibility study of comprehensive SuDS solutions
Medium to long term
SuDs features maintenance - likely to include plant care, litter picking, and potentially silt removal
› Details of existing drainage system (surface water, Foul water)
Funding
› Rainfall data and soil infiltration capacity Site survey, including elevation data, existing overland flow routes and flood mechanisms (observed)
ITEN UEP â—Š SECTION 6: DEVELOPMENT FRAMEWORK
Case study Holland Street Upgrade Project Integrating sustainable drainage features such as raingardens and swales as part of transforming the public realm and streetscape provided an area identified as a key meeting place. The project also provides a stormwater harvesting system that is used to irrigate the plants in the area88.
88 Source: Alia award winning projects, Holland Street Upgrde Project (2017). Available at: https://www.watersensitivesa.com/aila-award-winning-projects-embrace-wsud/ And What is a Bio-swale, (2015). Available at: http://www.holemanlandscape.com/2015/09/25/ what-is-a-bio-swale/
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6.3.4 Develop public transport facilities in town centre:
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Figure 6.11 - Proposed public transport facilities in the Town Centre
Iten town has few designated public transport facilities (e.g. boda boda stops and matatu stops) within the CBD area, which is unsafe for pedestrians and users. This also affects the overall flow of traffic - a particularly acute problem on market days when traffic volumes are much higher. These informal pick-up and drop-off locations also attract street vending and boda boda parking activities which obstruct the movement of pedestrians and cyclists, forcing them onto the carriageway where they must hazardously share space with fast moving vehicles. Two bus shelters exist along Eldoret - Iten - Kabarnet road (C51) provided through County Development Funding. The shelters are poorly positioned and interfere with the movement of NMT users and public transport users. These shelters will need to be relocated and allow for enough space to avoid conflicts between NMT movement and passengers waiting at the stop. The town centre also needs two additional designated bus stops and three boda boda sheds to facilitate the picking and dropping of commuters. The potential stop locations have been identified at the sites shown in Figure 6.11 - proposed public transport facilities in the Town Centre as they are in close proximity to critical urban activities that support public transport commuters. One public transport stop (bus and boda boda) is proposed close to the administrative district and the other close to the urban park and Kerio view site. The provision of well-designed bus stops enhances the usability and attractiveness of public transport. The stops need to be comfortable with seating, adequate weather protection and well-integrated with the footpath network with crossings at each stop to enhance accessibility and safety for pedestrians. To accommodate the fleet of public service vehicles serving Iten, a pre-existing bus park is proposed for upgrade into a transit hub to catalyse regeneration of the town centre and form the foundation for an economic hub. To achieve this transformation the hub will need to deliver both function and experience. Functionally, the hub design will require sufficient capacity to avoid congestion and delays particularly during
commuting hours. The bus parks will require a ticketing station - typically matatus are charged to gain access to the transit hub. Integration of aspects that drive value for users such as retail, leisure and commercial activities into the hub can maximise the stations economic potential to the community.
Linkages
Location
SUED Principles
The project will be located along two main roads of the town centre: Eldoret - Iten - Kabarnet road (B16) and Iten Kapsawor (B77).
Climate Change Interactions and approach
The project is linked to the Town Centre projects including transit hub (6.3.1, 6.3.2, 6.4.8). It will contribute to better, safer and comfortable public transport facilities, and support urban mobility for the residents and visitors.
The project is in line with the climate change principles. Improved public transport facilities not only benefit existing users but have the potential to attract new users away
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from single private car use. This has the effect of reducing greenhouse gas emissions (GHG) and local air pollution from the transport sector. Drainage features in public transport facilities will be designed with respect to projected increases in rainfall intensity, thus reducing the likelihood of disruption from surface flooding, potentially including SuDs features such as tree pits, bioretention areas, rainfall harvesting, etc. Social Inclusion interactions and approach Public transport facilities will support public services, aiding inclusive access to vital services like jobs, education and health for all residents irrespective of gender, age or disability. Additionally, the bus stops will support small vending spaces which will create employment opportunities for residents
- especially women, youth and PWD in business. Provision of boda boda sheds will also resolve the long-standing challenge of lack of parking and conflict with between boda boda operators and town council law enforcers, as reported by Iten youth. The public transport facilities will further be integrated with the walkways in town, to ensure everyone, including PWD, are able to easily access and use. Mobility is a key factor for economic and social integration. It is therefore recommended that public transport facilities are designed to be adaptable for people with reduced physical mobility, such as the elderly and PWDs. Signage should be adapted to area literacy and (dis)ability needs.
Table 6.8 - Project summary details Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
Reposition and refurbish existing bus shelters to allow for pick and drop areas closer to the carriageway and clear walking space behind the bus stop
Total Capex: KES 5.8m
Increased passenger comfort
Capex for repositioning and refurbishment of two existing shelters KES 400,000
Increased footfall to support adjacent businesses
Delivery of bus stop and boda boda sheds could be done through partnership between the local businesses and County of Elgeyo Marakwet
Construct two bus stops with seating, waiting and well-lit environment
Capex of two bus stops KES 2m
Increase of sustainable transport options i.e. public transport
Annual Opex of four bus stops KES 400,000
Increase revenue for Municipality/ County for Kiosks near bus stops
Capex of three boda boda sheds KES 2m
Construction of three boda boda sheds
Maintenance of the boda boda stops and bus stops could be through a partnership of local association, local business and County of Elgeyo Marakwet
Annual Opex of boda boda sheds KES 200,000
Ticket station at transit hub
Capex for ticket station - KES 1m
Table 6.9 - Basic analysis and timeline Challenges
Data gaps
Time frame, key dependencies?
Funding
Pre-feasibility and feasibility studies
Immediate term
Stakeholder engagement and coordination
Urban development proposals supporting the urban core development
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CASE STUDY Bus stop and shelter › Should be well integrated with the existing walkways to enhance access
Example of maps and schedule
› The bus stop should have a passenger shelter to accommodate seating and wheelchair space; › The shelter should be made of aluminium or steel, mostly powder coated steel is preferred for durability; › If possible, bus shelters should be oriented facing north or east to maximize shade opportunities; › Heat radiation should be taken into account when specifying the shelter height and roofing material;
Example of bus shelter seating provision in New York City
› The bus stop should be clear of any obstructions like vegetation, walls and buildings; › The front of the bus stop should orient towards the street; › The stop should have benches for seating; › Maps and schedules should be provided at each stop to facilitate wayfinding; › Bus stops should be located adjacent to a streetlight to provide lighting;
UK’s first transparent solar bus shelter at Canary Wharf can generate 2,000 kW-hours per year - equivalent to the amount of electricity needed to power a London home.
› The bus stops should have internal lighting, preferably solar powered.
Source: https://inhabitat.com/uks-first-solar-powered-glazed-bus-shelter-generates-enough-electricityto-power-a-london-home/polysolar-bus-shelter-3/
Integration with small business Based on the location, the bus stops could be integrated with vending activities that could be either manual like the solar kiosk model or automatic. The solar kiosks provide solar battery charging and retail commodities e.g. refreshments and food. It is designed in a way that the solar lights come up at dusk and provide safe and sustainable lighting for businesses and other activities. Bus stops could support organized vending activities that could offer employment to residents
Solar Kiosk, Kenya
Coca Cola refrigerator in a bus shelter
https://graftlab.com/portfolio_page/solarkiosk/
Source: https://inhabitat.com/uks-first-solar-powered-glazed-bus-shelter-generates-enough-electricityto-power-a-london-home/polysolar-bus-shelter-3/
https://www.gettyimages.com/detail/news-photo/solar-kiosk-in-kenya-on-may-17-2017-in-talek-kenyanews-photo/697326606
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6.3.5 Improve streetlighting
Location:
The purpose of this project is to compliment the current streetlighting programme and ensure coverage to all main streets in Iten. It will review and improve the efficiency of light fittings to reduce energy usage and energy costs. In addition, it will review the overall maintenance budget and procedures to ensure that all installed streetlighting is adequately maintained to remain operational.
The project will target all areas in Iten with an aspiration to provide streetlighting to 100% of public streets as well as the main running trails, both on and off road, to allow athletes to train at any time.
This project has several proposed components: › Review of current streetlighting plans to ensure coordination with proposed plans; › Augment existing lighting to ensure coverage of all main streets, markets and areas of public congregation; eventually covering all main public streets as well as proposed areas of development;
Linkages: This project will link into existing streetlighting improvements already being implemented by Iten Municipality/KPLC. These need to be coordinated with the urban improvements proposed under this project to ensure that any planned works implemented won’t need to be altered subsequently. This project will also link into the development of on/off road running trails (Section 6.4.1 and market improvement (Section 6.3.1, 6.3.2).
› Review technology choices for lamps in new and existing streetlights;
SUED Principles
› Review/update current contractual arrangements between the Municipality and the utility, with the aspiration to improve the economic situation for the Municipality and utility and ensure long term maintenance of installed streetlights.
The potential to use more efficient light fittings will reduce the use of electricity and therefore reduce greenhouse gas emissions.
This project is intended to improve sustainability in streetlighting service provision by the Municipality. It will have the following additional impacts. › Improved security in Iten at night; › Ability for the market areas to work past daylight hours and increase revenue opportunities; › Ability to allow athletes to train at any time.
Climate change interactions and approach
Increases in extreme temperatures, and potential increases in solar radiation may cause the streetlight assets to decay more rapidly, requiring more regular maintenance. This should be considered when planning operational maintenance for the project. Social inclusion interactions and approach The increase in the provision of streetlighting has a number of positive effects on social inclusion. Better streetlighting will improve safety at night, particularly for women, and also the potential for the market to operate for longer hours, thus improving the economic outlook for the market traders.
Table 6.10 - Project summary details
Sub-components Review current implementation plan Review current commercial and technical arrangements Design study to ensure suitable coverage of target area (roads. markets and trails) Equipment review and selection Development of new commercial plan (procurement, deployment, implementation, maintenance)
Estimated cost (KES range) Total Capex: KES 141 255m Solar lighting - KES 150k per pole89, LED retrofits - KES 40k per fitting90 Cost range KES 1-5m per km depending on technology and spacing Roads: Estimated total cost for 20km based partly on coverage to new areas, partly reworking of existing areas, actual: KES 31 60m Trails: Estimated total for 60km: KES 109 - 190m
Impacts (benefits)
Delivery mechanisms and stakeholders
Improved safety and security Longer operational hours at market Improved finances for Iten
Partnering with Municipality to coordinate and plan activities Engage with athletes’ representative bodies to determine suitable solution for running trails. Partnering with equipment specialists to determine appropriate technology solutions Maintenance capacity building programme to ensure continued operation of systems
Table 6.11 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Achieving buy-in from the Municipality, KPLC, KENHA Finding relevant body to take ownership for running trails
Detailed implementation schedule Currently installed technology and stocks Current commercial arrangements between Municipality, KPLC, KENHA
Short-term to complete coordination Short-to mid-term to complete implementation
89 Africa and solar powered street lights, accessed 29th July 2019 <https://www.engoplanet.com/ single-post/2019/07/22/Africa-and-Solar-powered-Streetlights> 90 2020 <https://www.esmap.org/sites/default/files/esmap-files/LosAngeles_LED_final_ edited_11-9-11.pdf>
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Case study: Quezon City, Philippines, Public Lighting Delivery Models Quezon City had been actively exploring and implementing upgrades to its street lighting system. Many streets and roads were not lit at night, so public safety was an ongoing concern. The Mayor created a Task Force to look at installation, repair and maintenance of streetlighting. This body was charged with overseeing an initiative to expand night-time lighting coverage across the city. QC subsequently embarked on a citywide street lighting program to illuminate 80 percent of the public road network. It involved installing 3,000 new streetlights, with an additional 1,000 streetlights retrofitted by Meralco, a private electricity utility. In the past, QC had relied on traditional lighting technologies. However, the emergence of the first generation of LED streetlights prompted a rethink, since any improvements in energy efficiency would translate into desirable budget savings. The city funded a study to determine the feasibility of upgrading their streetlighting to more efficient technology. The study compared the potential costs and benefits of three technologies: ceramic metal-halide lamps, induction
lamps and LEDs. It concluded that ceramic induction lamps would be a suitable replacement for existing street lighting, while LED luminaires, which were quite expensive at the time of the study, would only be suitable for new installations. A constraint arising from the conversion of QCâ&#x20AC;&#x2122;s streetlights to LEDs was the split ownership of the assets and the flat rate charged by Meralco on a portion of the assets, as identified in the study. To solve this, the Mayor of Quezon City signed a Memorandum of Agreement with Meralco that turned over the nearly 3,000 ornamental streetlights owned by the utility to the QC government for a price of PHP 5.7m (KES 12.6m). Meanwhile, the City installed meters on all of the ornamental streetlights so that savings from the retrofit of LEDs would yield energy cost savings. For the remaining pole-mounted streetlights that are owned by Meralco, the utility on its own authority has undertaken a project to convert the streetlights in its ownership to LEDs. Since QC continues to pay Meralco a flat rate per pole, the LED retrofit undertaken by Meralco increases their profit, and the city benefits from better lighting.
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6.3.6 Closure of existing dump-site The Municipality has a temporary dump site which is used as a disposal site for Municipality collections within the CBD, however this site is not approved by National Environment Management Authority (NEMA) and therefore poses a great risk to the environment and human health. The site is located at the top of the escarpment in an area which is sought after as a recreational space and for tourism due to its views over the escarpment. It is therefore considered an unsuitable location for the disposal of waste and the Municipality have expressed plans for its closure. Waste from the existing dump-site will be transferred to the new dump-site so that the old site can be properly restored and the land can become usable as a recreational space. Closure of the existing dump-site will include: › Excavation and haulage of dumped material to new landfill; › Surveys and site investigations as necessary; › Remediation works for contaminated soils; › Geotechnical works for improvement of soil stability to minimise erosion, allow for site user safety; › Fencing and capping works for potential exclusion (high contamination risk) areas; › Monitoring systems for leachate contamination on impacted groundwater and surface waters; › Landscape restoration works, with potential backfilling at selected areas; › Planting of appropriate vegetation for contaminated soil remediation, soil stability and landscape and habitat restoration. Location: The existing dump-site is located next to the urban park, in front of the Kerio View site. The Municipality is in the process of acquiring a new waste management site so that the existing site can be closed. Linkages: Closure of the existing dump-site relates to project in Section 6.4.9.
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Table 6.12 - Project summary details Sub-components
Estimated cost ($ range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Excavation and haulage of dumped material to new landfill
Total Capex: KES 133 - 313m
Improved ground and water quality in Iten
Private Public Partnership (PPP)
KES 106m to KES 207m
Site remediation and restoration works
Reduces uncontrolled GHG emissions from the dump-site KES 26.6m to KES 106 million
Improves local air quality Provides employment to aid with excavating, removing, and capping
Support from NGOs, community groups Maintenance is responsibility of Municipal Government Funding: IFI/Donor Finance
Table 6.13 - Basic analysis and timelines Challenges
Data gaps
Time frame, key dependencies
Need to be mindful of employment and social impacts on informal sector that live and work near the existing dumpsite
Total waste tonnage in existing dumpsite/how much space it will occupy in the new landfill
Short term, urgent
Obtain funding for site remediation and restoration works Construction of new landfill required to receive remediated waste.
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SUED Principles Climate change interactions and approach Waste decomposition produces landfill gas (methane). Closure of the existing dumpsite, and allocation of a new, better managed waste management facility, will help to reduce uncontrolled and unmonitored GHG emissions in Iten. Large vehicles will be required to excavate and transport waste to the new waste management facility. They will also be needed to transport earthworks required for site restoration and remediation. Heavy rainfall events could cause access tracks to the existing dumpsite to become inaccessible. Therefore access infrastructure may require reinforcement and operations during the rainy season should be avoided. This will prevent project delays and costs. The earthworks plan should consider the nearby stream which could become contaminated by the displacement of waste. It is likely that intense rainfall events will increase due to climate change, therefore the risk of contamination will increase in the future.
Case study:
Social inclusion interactions and approach There is an opportunity for job creation, albeit temporary, to operate excavators and vehicles transporting waste to the new landfill. It is recommended that: › Considerations to be given to any potential informal waste pickers whose livelihoods are based at the existing dumpsite. This could also be an opportunity to formalise their roles and integrate them into the new landfill and waste management facility proposed in Section 6.4.10 and 6.4.12; › Inclusion of waste pickers in the Municipal collection system will remove the pickers from danger in the dump and will allow for more frequent and thorough collection of neighbourhood waste, reducing illegal dumping and backyard burning of trash; › Users of the existing dump-site will need to be informed of its closure and this should be done through community engagement and signage well ahead of the dump-site closure.
Kibarani Dump-site Restoration and Relocation, Mombasa Kibarani Dumpsite in Mombasa received approximately 2,200 tonnes of solid waste per day for the last 50 years but has recently been transformed into a public recreational park. The dumpsite was moved to Mwakirunge, approximately 20km from Mombasa town. There have been concerns over its distance from Mombasa town, as it is estimated that 45% of waste does not reach the designated dumpsite, and instead is littered along the roads and railways near the old Kibarani dumpsite. Whilst garbage collectors have been procured to aid the collection of waste from residences, there is uncertainty as to whether the waste actually makes its way to Mwakirunge dumpsite or is simply dumped in any convenient location. This is potentially due to the short timescales in which the Kibarani dumpsite was ordered to be closed by the County governor and the distance of the new site from the old. The Kibarani dumpsite employed more than 1,000 youths, women and children as waste pickers, most of whom have informally moved to Mwakirunge to work at the new dumpsite.
Through investment from private stakeholders, the existing dumpsite at Kimbarani was transformed into a green public space with trees, recreational areas, and a playground. This has drastically improved the visual and odour-related aesthetic of the area, in addition to boosting tourism91.
91 Sources: Daily Nation, Kenya: https://www.nation.co.ke/kenya/counties/mombasa/ joho-s-plan-to-move-kibarani-dumpsite-gives-way-to-new-crisis--36032 ; https://www.theeastafrican.co.ke/magazine/Restoring-Mombasas-lost-allure/434746-546377813r1qeu/index.html
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6.4 Beyond the Town Centre and Municipality-wide proposals This section outlines prioritised infrastructure projects which will address issues located beyond the town centre, or that benefit the entire Municipality area, or the location is not defined yet due to limitations on land availability. The purposes of these projects are: › Enabling infrastructure to support current and future needs of the growing population and local businesses; › Utility related proposals for power, water, sanitation and waste management that are climate resilient and inclusive; › Avoiding traffic congestion in the town centre, enhance public transport and upgrade critical roads to all weather access to improve connectivity between key areas such as the town centre, markets, the industrial site, Kamariny elite hub and tourism destinations; › Upgrading the existing running trails and main roads to prioritise safety for runners and pedestrians; › Increasing agricultural productivity and climate resilience to support the livelihoods of small-scale farming sector.
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6.4.1 Improvements of running tracks along the HART and LART
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Figure 6.12 - High and Low Altitude Running Tracks
Iten town is renowned worldwide as a high altitude training centre for consistently producing world champions in major marathons and athletic competitions. Leveraging on this, the town has provided several murram trails within the town for running and training, measuring about 63km and 12km of trails in the surrounding forests and 2km of segregated running lane along the road to Eldoret92. These have attracted local and international athletes looking to experience the Kenyan running culture and train alongside world class athletes. Additionally, the County Sport Department has proposed a 42km high-altitude running track (HART) that meets full marathon specification to the west of Iten town on the Highlands and a 21km lower altitude training track (LART) to the east of Iten town that meets half marathon distance specification on the Hanging Valley (Figure 6.12). Most of the training tracks are earth graded surfaces that also double up as vehicle carriageways. These tracks surfaces are in fair condition in some sections, though with heavy vehicular traffic and wet weather, sections of the tracks have become severely degraded, thus discouraging athletes from using the track for training. Lack of proper storm water management systems results in the formation of puddles and track erosion. This is further aggravated by the lack of regular maintenance leading to destroyed sections remaining unrepaired for extended periods of time, thereby intensifying maintenance costs. Good running trails are usually set in a natural environment lined with trees for fresh air and shade, are murram paved93 and experience minimal traffic especially from vehicles. Improving the quality of running trails in Iten will require at least 63km of existing trails to be murram graded and lined with trees to provide safe and comfortable training spaces for all runners including Paralympians. Additionally, these should provide reflective aids and supporting structures for Paralympians in the form of well-designed bollards along the running trails. The running trails should be combined with appropriate SuDS on terrain prone to flooding, to reduce the cost of maintenance. Basic services like sanitary blocks, stretching, resting and water points for all runners should also be provided along the trails. These facilities are described below. 92 Running routes of Iten. Available at http://www.soniasamuels.com/running-routes-ofiten/ 93 Sports consultation demonstrated murram is the preferred material for running trail surfaces by athletes and coaches
Overlap between running trails and vehicle carriageways should be kept at a minimum. However, on sections of the running trails where this is unavoidable it will be important to provide separate and dedicated space for the running trails to ensure safety of runners. Increasing tree cover is also of importance to improve air quality and provide shade. To accommodate these features in a standard cross section requires a minimum ROW of 15 metres. Two routes along
the HART; Kiptabus - Chepokokwa and Sergoit - B16 (Table 6.14), and two routes along the LART; Iten - Mindililwo - Annin and Annin - Nyawa - Kessup (Table 6.15) will need their ROW to be increased to 15 metres. Table 6.16 presents possible street configurations along the running trails network based on available and proposed RoW.
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Table 6.14 - Road surface condition and RoW of roads along the HART circuit track
Road
Classification
Institution
RoW (m)
Surface type
1. Iten - Kombasagong -Singore
Class C
KENHA
40
Tarmac
2. Kombasagong - Tilatil
Unclassified
County
20
Gravel
3. Kiptabus - Chepokokwa
Unclassified
10 (acquire 5m over 2km)
Earth
4. Tilatil - Kapkessum - Sergoit
Unclassified
County
20
Gravel
5. Sergoit - Boundary Junction B16
Unclassified
County
9 (acquire 6m over 5km)
Earth
6. Boundary - Iten
B16
KENHA
40
Tarmac Running trail - gravel surface
Source: Department of Transport, Elgeyo Marakwet County
Table 6.15 - Road surface condition and RoW of roads along the LART circuit track
Road
Classification
Institution
RoW (m)
Surface type
7. Iten - Mindililwo - Annin
Unclassified
County
9 (acquire 6m)
Earth
8. Annin - Nyawa - Kessup
Unclassified
County
9 (acquire 6m)
Earth
9. Kessup - Annin jn B16 - Annin
B16
KENHA
40 (3km)
Tarmac
10. Unclassified
unclassified
9m
Earth
Source: Department of Transport, Elgeyo Marakwet County
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Table 6.16 - Proposed ROW configurations
RoW
Configuration
RoW
Configuration
15 - 20m
The street will be configured to include: 2m of walkway and cycleway on one side, 2m of storm drains in form of swales or rain gardens (Table 6.16) and trees on both sides, 0.5m of streetlighting, 2-lane all weather road 7m, 3m of running trail on one side and 4m of vacant land.
15 - 20m continued
Typical Rain Garden Cross Section
ROW = 20m Stormwater drain management - examples of road drainage
Typical sections for types of swales for road drainage: Source: http://www.scotsnet.org.uk/assets/SudsforRoads.pdf
2m
2m
Vacant
Walkway Cycleway
2m Drainage 0.5m swales Street lighting
7m
2m
3m
2m
Carriageways
Drainage swales
Running trail
Vacant
20m
Case Study: Elvetham Heath development at Fleet in Hampshire, UK Source: https://hydro-int.com/en/case-studies/englands-best-kept-suds-secret-0
40m
The ROW configuration will have: 3m of running trails on both sides, 2m of walkway and cycleway on both sides, 0.5m of streetlighting, 2-lane all weather road 7m, 1m for street lighting on one side, 1.5m of closed storm drains on both sides, 1m of trees lining on both side, 1m of landscaping or swales between the walkway and running trail and 16.5m of vacant land on the shoulders.
8m
3m
Vacant
Running trail
2m 1.5m Walkway Drains 1m 0.5m Cycleway 1m Landscaping Street Landscaping swales lighting
7m
1.5m
Carriageways
Drains
40m
2m
Walkway 1m Cycleway Landscaping
3m
8.5m
Running trail
Vacant
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Location: Eastern and western areas of Iten Linkages:
89
Social Inclusion Improving the running tracks will help to promote and sustain the sport by enabling athletes access to high quality training facilities to nurture their talent. An inclusive running track will require:
The project is linked to the tourism action plan and supports the provision of runner/vehicular segregation, stretching points, toilets and water points along the trails.
› Provision of reflective aids and supporting structures for disability groups in the form of well-designed bollards along the tracks;
SUED Principles
› Sanitary facilities to cater for male, female and athletes with disabilities;
Climate Change Interactions and approach Improving and regrading the running trail road surfaces will provide a much more resilient road surface, and significantly reduce disruption due to surface water flooding, and road surface deterioration in adverse weather. As rainfall intensity is to increase, upgrading the road surface, and including storm drainage systems which is designed to accommodate increases in rainfall intensity, will significantly increase the resilience of the road and running trail. The implementation of SuDs along the running tracks will increase the resilience of Iten’s running infrastructure to climate change. In particular, this project will minimise the risk of surface water flooding on the running tracks and improve the accessibility of the running tracks following intense rainfall events. The implementation of tree pits, rain gardens and swales alongside the running tracks will make the running tracks more attractive to runners. Tree pits will provide shading and act as a sink for pollutants and carbon dioxide. Tree planting will also provide greater soil protection against erosion. This will minimise the risk of sedimentation of drainage channels during intense rainfall events. Sedimentation of drainage channels may increase drainage maintenance costs. Rainfall uplifts to account for climate change should be calculated to inform the drainage design. It is also recommended that native tree and plant species are used for the tree pits and rain gardens.
› Increased green cover, resting and water points to promote all athletes’ health, safety and comfort; › To be spacious enough to allow for wheelchair users. Overall, the tracks should be designed with athletes of both genders, (dis)ability and age in mind. Table 6.17 - Project summary information
Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
Design of running tracks based on available right of way Grading of 63km of running tracks Land acquisition or easements of approximately 9.5Ha of land along the running trail
Total Capex: KES 102m Capex for design and constructing graded 63km of running trail KES 28m Annual Opex of maintaining running tracks KES 2.8m. Capex of land acquisition or easements of 5m over 26km KES 74m
Better and safer running tracks for local and international athletes Improved land value
Delivery through a partnership between Kenya National Government (Kenya Urban Roads Authority (KURA)) and County of Elgeyo Marakwet Delivery of the running track and NMT facilities by County of Elgeyo Marakwet Maintenance of road and running track by KURA and County
Table 6.18 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Increased air and noise pollution due to potential increased vehicular volumes Funding Future tracks maintenance
Pre-feasibility and feasibility studies Site assessment the HART and LART corridors to ascertain the right of way (RoW) Site assessment of all other existing running trails to determine right of way and road classification within the Municipality
Immediate term Essential enabling infrastructure development for the Tourism Action Plan
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Case study:
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Surfaces
Flagstaff Urban Trail System (FUTS) Flagstaff is a city in Arizona. In 2019, its population was estimated at 75,038. It sits at an elevation of 2,100m. Flagstaff has a thriving tourism industry, primarily stemming from its proximity to the Grand Canyon national park. It is also a popular destination for altitude training. A 2009 analysis showed that groups of 35 athletes spent 3-8 weeks training in Flagstaff. Some of the athletes who have trained here include the British athletic champion Mo Farah. The city has over 50 miles of urban trails. The city has plans to increase these to 130miles.
A forest trails - Buffalo park Trail, Flagstaff Arizona, 2020. Available at https://greatruns.com/flagstaff-az-buffalo-park/
Case study:
The trails are located in diverse places including busy streets, riparian areas, grasslands, meadows and forests areas within the urban area. The city has several packages for running trails to give different running and training experiences to residents and visitors. These include:
Running trails in Valencia Resting, cycling, jogging, walking, playing and café areas at Turia River garden (Linear Park), Valencia City, 2014. Available at https://streetswithoutcars.wordpress.com/tag/linear-park/
› Buffalo park - this is a 2 mile loop around buffalo park. Trails are on open, native grass land; › Lake Mary Road - this is paved road with a wide shoulder for running;
Below: Running trails at the park. Running in the Turia River, Valencia, 2014. Available at https://medium.com/@tomwake/ running-in-the-turia-river-valencia-acaa20d8f292
› Woody Mountain road - a total of 32 miles with paved and unpaved surfaces. About half of the existing trails are paved either concrete or asphalt. Half consist of hard packed, aggregated surfaces. FUTS trails are about 2.5 to 3 metres of width.
Paved running track along Lake Mary Road, Flagstaff Arizona, 2020. Available at https://greatruns.com/flagstaff-az-lakemary-road/
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6.4.2 Toilets on running tracks
SUED Principles
There are currently no toilets on the running track network. This was identified as a need by the sports training camps and if Iten is to be a world class training location, there should be provision for people to relieve themselves on long runs. On running tracks that cater for Paralympians or disabled athletes, toilets must be designed to be accessible.
Climate change interactions and approach
There will be no running water along many of the running tracks so ideally the toilets will be waterless and easy to maintain. Urine diverting toiles may be a good options to reduce the smell and the urine can be used as fertiliser. Rainwater harvesting should be implemented to provide water for handwashing.
Toilets are a basic provision for any establishment with human activity. They will provide increased privacy and dignity, particularly to women athletes. Key to note is that the facility should be designed to have clearly labelled male, female, and Persons with Disability cubicles.
Location:
These will also require people to keep them clean thus a potential source of employment.
Dry toilets limit the need for water and are therefore more resilient to drought. Raised (off ground) designs prevent contamination of ground water and the local environment during flooding. Social inclusion interactions and approach
The toilets should be located along the running trails, the exact location should be determined in coordination with the sport facilities delivery. Linkages: The project will improve the quality of the facilities available for athletes and general sport tourism. If composting toilets are the preferred option, urine can be used as fertiliser in the agriculture industry. Table 6.19 - Project summary information
Description
Cost (KES)
Impact
Delivery mechanisms
4 urine diverting double vault toilets on running tracks
200,000
Improved access to sanitation Improved resilience to droughts and floods
Public funds
Table 6.20 - Project summary information
Challenges
Data/gaps
Time frame, key dependencies
Ownership and maintenance of trail toilets Acceptability using urine as a fertiliser
Designs, location and maintenance arrangements need to be agreed with the sports camps and Municipality
This is a short-term project Improvement of HART and LART
Case study: Urine diversion dehydration toilets94 Urine diversion dehydration toilets (UDDTs) were constructed in 70 schools in the Lake Victoria region with Nyanza, Western and Rift Valley province; Eastern, North-Eastern and Central Provinces in Kenya. UDDTs with a double vault system were constructed, these require emptying less regularly than single vaults and do not require handling of partly fresh faeces which is less acceptable to users. A plastic squatting pan separately collects faeces and urine. The urine is collected in containers located in an attached urine collection chamber. The faecal matter drops straight into the vault, where it is stored for a period of approx. six months under conditions that are intended to promote drying and reduction of pathogens to a reasonable level for handling. When the first vault has been filled, the faecal waste is allowed to dry for the time which is required for the second vault to fill up (approx. six months). After each use, a scoop of ash is sprinkled over the faeces for improved drying, fly prevention, pH treatment. These type of toilets smell less that a pit latrine as the urine is separated. The diverted urine is collected in two 20 litres plastic containers which are filled alternately. The roof of the facility has a rainwater catchment system which directs rainwater into the water tank. The urine is used after a short storage time in the containers and diluted at a rate of 1:1 up to 1:5 before use in the school gardens as a fertiliser.
94 Sustainable Sanitation Alliance: Case Study of urine diversion dehydration toilets for rural schools in Nyanza, Western and other provinces, Kenya. https://www.susana.org/_resources/documents/ default/2-1195-en-susana-cs-kenya-schools-uddts-24nov2011.pdf
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6.4.3 Enhance market linkages through farm product aggregations
92
Kapcherop Forest
The agriculture sector in Elgeyo Marakwet is dominated by small-scale farmers who are dispersed across the County. These farmers are rarely organised around input or output markets and other agricultural services such as transport and warehousing. Agricultural technology platforms introduced in Kenya include Safaricomâ&#x20AC;&#x2122;s DigiFarm and M-Lima. These support farmers with knowledge on best practices to improve yields and quality, access to market intelligence and customised crop insurance products to cover unexpected losses. Whilst these technology products have improved farmer productivity, poor road networks and high transport costs remain major cost burdens to farmer incomes. Most farm produce is wasted in the remote areas as farmers cannot transport their farm produce to the market to sell. Roads often do not exist or are poor and impassable whilst most remote areas are not connected to the major trading corridors. Because there are no proper storage facilities in the rural areas, a high proportion of perishable goods are spoiled and therefore go to waste. Collection centres need to be developed to support the aggregation and storage of produce from small-scale farmers so that they can bulk their produce and benefit from economies of scale. The collection centres will aggregate several agricultural products like potatoes, cereals, fruits and grains to support the value chain projects described in Section 5.4. The potato and sport nutrition bars value chains present small-scale farmers with a predictable and stable market which is a necessary condition for them to take on the risk of investing in better inputs and improving productivity. As the primary off taker, the potato and sport nutrition bar VCs also benefit from purchasing products from aggregation points and avoid high logistic and transaction costs involved in engaging with numerous, dispersed small-scale farmers. The County has currently identified four sites for produce aggregation centres as listed in Table 6.21, which are based on the regionâ&#x20AC;&#x2122;s productivity. The four sites need to be developed to aggregate a minimum of 200 tonnes of potatoes a day required to support the potato value chain project and 1.6 tonnes of grains, fruits and cereals for the sport bar value chain project. The aggregation centres should be developed in conjunction with feeder road improvements to support ease of access between the centres, farms and
markets by both motorised and non-motorised means. The centres would also need to feature receiving, sorting, grading, storage and dispatch areas and incorporate on-site solar energy use (described in Section 6.4.4 below), on-site water harvesting and storm water drainage and treatment.
Figure 6.13 - Existing cooling facilities and proposed collection centres
Chesoi
Location: The project is proposed to be in four specific areas within the high agriculture production zones in Elgeyo Marakwet County. Linkages:
Chebiemit Matunda
The project is linked to the Diversification Action Plan for both the potato processing and sports nutrition bar VC projects. It will support sourcing, aggregation, storing and transporting of inputs i.e. potatoes, cereals, grains and fruits from different small-holder farmers for use in the production process. The project is also linked to solar refrigeration system explained in Section 6.4.4.
Industrial Site Kerio Valley National Park
Iten
Eldoret
Cheptiret Nyaru Key Potato cooling facility Collection centre site
Table 6.21 - Existing and proposed cooling facilities and collection centres in Elgeyo Marakwet Source: Department of Agriculture, Elgeyo Marakwet County
Facility
Location/Ward
Description
Capacity (T)
Status
Koisungur
Lelan
Cooling facility
50
Complete
Chebara
Moiben
Cooling facility
100
Incomplete
Kapyego
Kapyego
Collection centre
-
Proposed
Lelan
Lelan
Collection centre
-
Proposed
HZ
Kabiemit
Collection centre
-
Proposed
Nyaru
Chepkono
Collection centre
-
Proposed
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SUED Principles Climate Change Interactions and approach Improved truck and logistics movement and loading and offloading management reduces truck delays and traffic congestion. This can directly reduce the number of trips and vehicle kilometres travelled by fleets of trucks as well as the amount of idle time of trucks, thus reducing the amount of greenhouse gas emissions. In addition, limiting truck movement to select corridors ensures the damage caused to road infrastructure is kept to a minimum and lowers intensity of maintenance activities. Aggregation of produce will increase efficiency of flow of agricultural produces into the industrial site consequently, reducing spoilage and post-harvest losses, especially important in the context of increase in extreme weather events. The project therefore has a clear poverty reduction benefit, through helping to increase the resilience of farmers to climate change and addressing other barriers to access market and agricultural inputs and ensuring more regular access to the industrial cluster. Social Inclusion interactions and approach The collection centres present benefits for both the smallholder farmers and buyers: For farmers: › Location of the collection centres close to farms will enable small-scale farmers, the majority of whom are women, to have access to agricultural inputs, markets and higher returns from their produce due to economies of scale; › The aggregation centres will also integrate the local community into the VC by providing employment opportunities through engagement in labour intensive activities such as loading and offloading, grading and sorting operations; › The storage facility will contribute to preservation of the quality of produce and decrease post-harvest losses, compared to products stored at farmers’ premises. This improvement in quality would mean better prices. Testing for quality, weighing and packaging may also be facilitated at the centres;
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› Collection centres will also help provide a direct link between farmers and bulk end-buyers or processors, thereby cutting out middlemen and securing a higher share of the value added for themselves; › The bulk amount of produce stored in a collection centre is attractive for buyers and can stimulate competition between buyers; › The collection centres can have other purposes if these are not utilised all year round such as being used for farmers’ groups meetings and training. Buyers will benefit from a one stop bulk buying centre that reduces their transaction costs (compared to buying from door to door) and will be better assured of the quality of produce. Collection centres shall be serviced with male, female and PWD sanitary facilities, handwashing and drinking water area.
Table 6.22 - Project summary information
Subcomponents
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Develop collection centres fitted with receiving, processing and dispatch areas Upgrade feeder roads for access
Total Capex: 8m KES Capex of the four Collection centres KES 8m (2m for each centre) Annual Opex of the Collection Centre KES 800,000
Reduced logistics costs of sourcing outputs from smallscale farmers Improve quality of produce, through sorting and storing Improved productivity through increased access to information
Delivery of collection centres through a partnership between the Kenya National Government National Potato council of Kenya (NPCK) and County of Elgeyo Marakwet Delivery of collection centre through a partnering between Development Partners like DfID, World Bank, USAID and County Government of Elgeyo Marakwet Grading of feeder roads to be undertaken by County of Elgeyo Marakwet through the annual budget allocation
The centre is a shaded facility fitted with a 40ft container for storage of crates and agricultural produce, a cemented space for sorting and grading, office space, parking spaces, and utilities such as power, water and ablution block. The facility has enough parking to accommodate for boda bodas, small vans and tractors, that bring produce from farms as well as heavy goods vehicle turning. It is from the collection centre, the produces are then loaded into a heavy goods vehicle (40ft) and transported to Twiga’s Warehouse Facility in Nairobi for storage, further sorting and dispatch to the local vendors.
Table 6.23 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Funding
Pre-feasibility and feasibility studies Feeder roads assessment studies
Short term Essential enabling infrastructure development
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Case study:
Case study:
Cooling facilities and collection centres
Twiga Foods Collection Centres, Kenya
The Solar Freeze cold rooms offer a sustainable and affordable storage and refrigeration solution to farmers in off-grid areas.
Twiga Foods Collection Centre is an aggregation point for all produce Twiga harvests from the farms within a specific given area.
The payment method could be based on ‘pay as you store’ whereby each user pays based on quantity and storage time using an integrated mobile app.
The centre is a shaded facility fitted with a 40ft container for storage of crates and agricultural produce, a cemented space for sorting and grading, office space, parking spaces, and utilities such as power, water and ablution block.
The cold storage could be a mobile refrigerator container fitted with solar panels in off-grid areas95. This is further explained in Section 6.4.4.
95 Portable Solar Powered Cold Storage facilities by Solar Freeze, Kenya. Available at https://www. solarfreeze.co.ke/
The facility has enough parking to accommodate for boda bodas, small vans and tractors, that bring produce from farms as well as heavy goods vehicle turning. It is from the collection centre, the produces are then loaded into a heavy goods vehicle (40ft) and transported to Twiga’s Warehouse Facility in Nairobi for storage, further sorting and dispatch to the local vendors96.
96 How Twiga Foods creates efficient logistics for banana farmers in rural areas, 2018. Available at https://medium.com/twigatech/photo-blog-how-twiga-foods-creates-efficient-logistics-for-bananafarmers-in-rural-areas-a1bddf9dff02
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6.4.4 Solar refrigeration systems Modular solar powered refrigeration systems or cold stores are becoming popular in small farming communities where grid electricity is not available or it is expensive. Cold stores can extend the shelf life of perishable food by between 2 and 21 days, which reduces post-harvest losses by up to 80% and can allow small-scale farmers to increase their income by 25%. They work on a subscription model where farmers pay a flat daily rate for each crate of food they store. Some providers use mobile apps to communicate to farmers about the availability of space in the store and to process payments. The revenue created goes towards maintenance of the facility and employment of a facility manager. Many providers target job creation for women. This project will provide two different types of solar powered refrigeration systems. The first will be a number of small systems (half to full size shipping container) that will act as hubs to local farmers who currently have no access to a cold store and therefore lose part or all of their product due to spoilage. This is particularly aimed at potato producers, who make up a significant proportion of the farmers in the Iten area to support the proposed VC project in the town, and other producers who support the sports nutrition bar VC, however all farmers can use the facilities whether they are linked to the VCs or not. The second will be four larger super hub storage facilities. These form part of a larger proposition as part of the enhance market linkage through product aggregation project described in Section 6.4.3, where these hubs will act as initial quality control points for all of the produce that feeds the VCs. They are located at Kapyego, Lelan, HZ and Nyaru.This project has several proposed components: › A baselining exercise to determine the number, size and location of arable farms and livestock, the current status of their storage facilities and their refrigeration needs, and their current produce sales practices; › Establishment of the towns and villages that would benefit from a small solar refrigeration system; › Establishment of the location of the facilities; › Preparation of designs for solar refrigeration systems as well as a procurement and deployment plan; › Deployment of systems to selected agricultural holdings; › Capacity building with selected locals to ensure maintenance and operation of systems.
Location: The project will aim to assist micro, small and medium sized farms in rural areas surrounding Iten where provision of refrigeration services is currently expensive or non-existent for the farmer. Additionally, refrigeration at four super hubs will be established. The collection centres will be located at Kapyego, Lelan, HZ and Nyaru. Linkages: This links with the DAP and the proposed establishment of a potato processing plant and the sports nutrition bars as the identified VCs. This is also linked with Project in Section 6.4.3, which aims to develop collection centres and reliable transport infrastructure. SUED Principles Climate change interactions and approach This project contributes to both climate change and social inclusion objectives. Potatoes can sprout and become unsuitable for market if exposed to high temperatures after harvest and if not stored properly. With limited storage, the current situation results in two issues: significant spoilage of produce post-harvest and a glut of potatoes in the market following the end of both rainy seasons, which depresses prices and reduces income for farmers. The potato-processing plant requires a year-round supply of good quality potatoes. Post-harvest losses are also high in other value-chains.
The project targets smallholder farmers who currently suffer losses in potential earnings, and adverse effects on their livelihoods, from spoilage of produce post-harvest. Cold storage facilities can significantly extend the time produce remains high quality, and as such not only reduce losses, but ensure a more regular supply throughout the year. This in turn can provide farmers with better prices for their products, as they are able to supply outside of the immediate harvest period. Providing a refrigeration solution powered by renewable energy, targeting small-scale farmers will help increase their resilience to climate change, strengthening their livelihoods. Social inclusion interactions and approach Agriculture is a key component of Kenya’s GDP, contributing over a quarter directly and another quarter indirectly. It also employs more than 40% of Kenya’s population and more than 70% of its rural population97. Improving the financial sustainability of agriculture could provide significant improvements to the livelihoods of the local agriculture community and an expanding sector could lead to increased employment opportunities across the community.
97 FAO Kenya at a glance, accessed 12th June 2020 <http://www.fao.org/kenya/fao-in-kenya/kenyaat-a-glance/en/>
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Table 6.24 - Project summary information
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Mapping of ownership of all livestock holdings and their product outputs, mapping of current distribution hubs and status of their product storage facilities Establishment of needs for solar refrigeration systems Preparation of design brief for refrigeration systems Development of procurement and deployment plan Maintenance plan
Total Capex: KES 23m Benchmark: KES 750,000 per system Actual: KES 11.25m based on max 15 local systems and KES 12m for four hubs Funding (equipment, installation): IFI/donor/private finance
Reduced crop spoilage leading to higher revenues for small farmers Employment opportunities for women
Partner with regional/County government to coordinate activities Partner with local agri/livestock organisations Partnering with local solution specialists to determine appropriate deployment Maintenance - capacity building programme to ensure continued operation of systems Maintenance - responsibility of individual farmers
Table 6.25 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Effort needed to obtain comprehensive data on current situation Obtaining funding
No knowledge of current situation
Short to mid-term
Case study: Solar cold stores in Wakatobi and Pacitan, Indonesia Contained Energy successfully developed and deployed stand-alone, off-grid, 100% solar-powered cold storage facilities with thermal energy storage technology in combination with ultra-efficient compressor packages. The 20 cubic metre unit was designed to keep 500kg of fish at -2ºC, with the capacity of adding and cooling 200kg of ‘un-iced’ fish per day (for a total cooling load of 30kWh per day). It is powered by a 6.4kW solar array backed up by a relatively small 10 kWh VRLA battery bank. The unique feature of the system is that it deploys a large volume of Phase Change Material in the ceiling, capable of storing and releasing 15kWh of cooling capacity at -4ºC. This thermal energy storage technology allows the compressor package to do most of its ‘cooling work’ during the day, when the solar power is available, saving a substantially larger quantity of battery storage that would otherwise be required. The cold storage helps local fishermen to keep their catch fresh for longer once they’ve returned from fishing.
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6.4.5 Upgrade of west link road to industrial site location The proposed industrial site is located 2km west of Iten town, along the Kaptabus - Chebokokwa road. The most direct access to the VC location is provided by Iten - Tilatil and Kiptabus - Chebokokwa roads that start from Kombasagong market 3.5km north of Iten and end at Mororia 2.7km south of Iten as shown in Figure 6.14 - Location of industrial site and supporting network to be improved below.
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Table 6.26 - Right of way of the west link road
Road name
Proposed street configuration
Iten - Tilatil road
The street will be configured to include: 2m of walkway and cycleway on one side, 2m of sustainable drainage systems like swales on both sides of the road with an allowance of bus stops at intervals, 0.5m of streetlighting, 2-lane all weather road of 7.0m; and a 3.0m of running trail on one side.
(RoW 20 metres)
These two roads are critical links west of town as they enhance regional linkages, support increased market access for farmers and traders and provide access to the industrial site for workers and visitors. These links also double as training tracks used by both local and international athletes. Despite their importance, these roads are in poor condition characterised by lack of all-weather access, lack of storm water drains, poor running surfaces and lack of NMT facility provisions. During the rainy seasons these roads are often impassable. Road access to the industrial site needs to be improved to cater for the traffic that will be generated: 2.5km of Iten - Tilatil road, 5.4km of Kiptabus - Chebokokwa and 1km access stretch have been assessed as requiring upgrading to all-weather access standard (Table 6.26). This should be paired with improvement of the junctions at Kombasagong and Mororia to allow for turning of heavy Goodsâ&#x20AC;&#x2122; vehicles accessing the industrial site. Additionally, the road should include public transport facilities to support mobility of workers and visitors to the site, walkways and cycling ways to support affordable modes of transport, as well as storm water drainage facilities. Certain parts of the road network overlap with running trails, therefore such sections need to include segregated and dedicated spaces provided for each use to secure users safety and comfort. In order to support a segregated and dedicated running trails and carriageway provision, the right of way (RoW) should be at least 15 meters. For narrower sections like Kiptabus - Chebokokwa road, which has a width of 10 meters, land must be acquired on either side, to support segregated carriageway and running trails. The street configuration will be dependent on the available RoW and Table 6.26 presents road sections.
Kiptabus Chebokokwa (RoW 15 metres)
2m
2m
2m
Vacant
Walkway Cycleway
Drainage 0.5m swales Street lighting
7m
2m
3m
2m
Carriageways
Drainage swales
Running trail
Vacant
20m
The street will be configured to include: 2m of walkway and cycleway on one side, 1.5m of sustainable drainage systems like swales on both sides of the road with an allowance of bus stops at intervals, 0.5m of streetlighting, 2-lane all weather road of 7.0m; and a 3.0m of running trail on one side.
2m Walkway Cycleway
1.5m Drainage swales
7m Carriageways
15m
1.5m Drainage swales
3m Running trail
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Table 6.27 - Project summary information Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
Upgrade of 9km of road from earth to all weather access
Total Capex: KES 284m
Eased access to the industry cluster
Improve three junctions: along the 8km stretch and VC turning
Annual Opex of the maintaining 9km road and junctions KES 27m
Upgrading of the west link, access road to industrial site and running tracks to be delivered by the County government of Elgeyo Marakwet
Grade 4km of running trails with support storm water drain systems Land acquisition Provision of two bus stops and two boda boda sheds
Capex of upgrading of 9km road KES 273m
Better and safer running trails Improved land value
Capex of improving three junctions (20m by 20m) KES 4m Opex of maintaining junctions KES 400,000 Capex of grading 4km of running trails KES 2m Annual Opex of maintaining running tracks KES 200,000 Capex land acquisition of 1 ha (5m over 2km) KES 5m Capex of two bus stops KES 2m Annual Opex of two bus stops KES 200,000 Capex of two boda boda sheds KES 1m Annual Opex of boda boda sheds KES 100,000
Maintenance of running tracks could be done through a partnership between County and local sport businesses Engage with private land owners for land acquisition or easement requirements
Table 6.28 - Basic analysis and timeline Challenges
Data gaps
Time frame, key dependencies
Funding
Pre-feasibility and feasibility studies
Short term Essential enabling infrastructure development for the industrial cluster and tourism improvement in the Town Centre
Figure 6.14 - Location of industrial site and supporting network to be improved
Location: The project is located west of Iten town and provides access to the industrial site. Linkages: The project is linked to the Diversification Action Plan both the potato processing and sport nutrition bars value chains. It will help to divert traffic from town especially, freight traffic coming to the industrial site location. SUED Principles Climate Change Interactions and approach The upgrading of the road to all-weather access will provide a much more resilient road surface, and significantly reduce disruption due to surface water flooding, road surface
deterioration and costly damage to infrastructure brought about by adverse weather. As precipitation intensity and extreme rainfall events are expected to increase, upgrading the road surface and including storm drainage designed to accommodate more frequent rainfall events will significantly increase the resilience of the road to climate change impacts. The design of both the road surface, and the storm drainage included in the project should make allowance for climate change. Specifically, storm drainage design needs to be based on projected changes in rainfall intensity to ensure that it can adequately deal with heavy rainfall events. In order to increase resilience to flooding this project could benefit from SuDS schemes, and linkages with the drainage masterplan should be explored.
Social Inclusion interactions and approach A good, upgraded and efficient transport infrastructure is essential for a strong and thriving economy. Provision of NMT and public transport facilities will offer workers and visitors to the industrial area mobility and accessibility to affordable modes of transport. As the upgrade will follow inclusive infrastructure design, it will provide pedestrian facilities and PWD-friendly features thus ensuring ease of access and safety for all.
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Table 6.29 - Proposed Kamariny road cross-section
6.4.6 Upgrade of Kamariny road: Improvements of Kamariny Stadium access road
Road
ROW
Street Configuration
Kamariny road
15 metres (5 metres acquired)
The road configuration will have: 3m of running trail on one side; 1.5m for storm drainage provision with allowance for shaded bus stops on both sides of the road, 0.5m of streetlighting; 2-lane all weather road 7.0 meters and 1.5m of walkway on one side.
Kamariny stadium is approximately 2km south of Iten town off Iten - Nyaru (B77) road as shown in Figure 6.15. The stadium is located to the west of Elgeyo escarpment and accessible through Kamariny road. The stadium proposed to be upgraded into an Elite Training Hub with a range of facilities. Access to Kamariny stadium is limited to a single earth road which is in poor condition, lacks spaces for NMT access and basic storm water provisions. The 1km stretch of Kamariny road to the site needs to be upgraded to 2 lane all weather access road and include separate and dedicated running trails, footpaths, public transport stops, streetlighting, storm drains and landscaping features (Figure 6.15). To accommodate these facilities, the RoW will need to be increased from 10m to at least 15m with a street configuration as shown in Table 6.29. Location: The project is located south of the town near Kamariny Elite Training Hub. Linkages: The project is linked to the proposed tourism action plan and the elite training complex at Kamariny stadium site.
3m Running trail
1.5m Drainage 0.5m swales Street lighting
7m Carriageways
15m Source: Department of Transport, Elgeyo Marakwet County
Figure 6.15 - Kamariny Stadium Access road
1.5m Drainage swales
1.5m Walkway Cycleway
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SUED Principles
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Table 6.30 - Project summary information
Climate Change Interactions and approach
Sub-components
Estimated cost
Impacts (benefits)
Delivery mechanisms and stakeholders
The upgrading of the road to all-weather access will provide a much more resilient road surface, significantly reducing disruption due to surface water flooding and subsequent road surface deterioration.
Upgrade of 1km of road from earth to all weather Storm water drain facilities NMT and running track facilities
Total Capex: KES 111m Capex of upgrading 1km of road to all weather KES 45m Annual Opex of the bitumen road KES 5m Capex of the drainage KES 63m Annual Opex of drainage KES 6m Capex of constructing graded running trail KES 450,000 Annual Opex of graded running trails KES 45,000 Capex of land acquisition of 5m width over 1km long for about KES 2.5m
Improved access to Kamariny Elite Training Hub Better and safer access for pedestrians and athletes Improved land value
Delivery through a partnership between Kenya National Government (Kenya Urban Roads Authority (KURA)) and County of Elgeyo Marakwet Delivery of the running track and NMT facilities by County of Elgeyo Marakwet Maintenance of road and running track by KURA and County
As rainfall intensity is set to increase, upgrading the road surface, and improving storm drainage systems will significantly increase the resilience of the road and associated running trails and footpaths. SuDS schemes should form a part of the drainage network provided. The running trails and footpaths proposed as part of this project will improve accessibility between Iten town centre and the Kamariny Elite Training Hub site. A high quality safe and comfortable walking environment can lead to more walking trips and less motorised trips, which reduces the greenhouse gas emissions (GHG) and local air pollution from the transport sector. Social Inclusion interactions and approach The provision of NMT and public transport facilities will support safe, comfortable and affordable access to the stadium. Bus stops will support small vending spaces and pop up stalls, which could offer employment to residents, especially women, youth and PWDs. The street lighting and pedestrian footpaths will improve safety, while the new landscape features will significantly impact the aesthetics of the area and have a better experience.
› Table 6.31 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Increased air and noise pollution due to potential increased vehicular volumes Land acquisition or easements Funding
Pre-feasibility and feasibility studies Studies/site visits to determine the right of ways and athletes’ volumes on specific running trails
Short term Essential enabling infrastructure development for the Tourism Action Plan
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6.4.7 Improvements of critical secondary roads C661 and C662
SUED Principles
The Kerio Valley to the east of Iten is a high potential agriculture area that also hosts main tourist attractions such as the Rimoi National Reserve. The area is served by two main roads, Iten - Annin - Siroch road (C661) and Birewo Arror road (C662) which are critical to the economy. However, despite their significance, these roads are in deplorable condition and are characterised by lack of storm water drains and complete absence of NMT facilities. During the rainy seasons these roads are impassable which affects market and farm accessibility, leading to an increase in transport costs and consequently, the overall cost of goods. Extreme weather conditions also make the area susceptible to extensive soil erosion and mudslides particularly along C661 (Figure 6.9) which completely cuts off access.
Flooding during the rainy season currently renders roads impassable, hampers connectivity and the movement of people and goods within the County. Additionally, sections of the road are prone to mudslides and landslides which cause costly damage to the road and can block access for a prolonged period of time.
Road upgrade improvements are needed to enhance accessibility to the Kerio Valley and Hanging Valley which have high-potential farming areas, tourism attractions, hotel and residential accommodation. 24km of C661 and 30km of C662 have been assessed that require upgrading to all-weather access roads. While the hilly section of C661, along the escarpment, is prone to mudslides and landslides and requires slope stabilization to mitigate disruptions to the road (Figure 6.16). Additionally, landscaping and tree planting are needed along the road on sections where the C661 overlaps with the proposed 21km lower altitude running track to provide a favourable running environment for runners. Slope stabilisation should involve the development of a mix of slope benching, gabions, stone pitching and scour checks in the valleys and gorges in order to minimise soil erosion and increase the overall resilience of the road. This should be combined with the incorporation of NMT facilities where appropriate, separated running trails where the road overlaps with the low altitude running trail (LART) and provision for public transport facilities such as bus stops and boda boda sheds. Location: The project is along C661 in the Hanging Valley and along C662 Kerio Valley.
Figure 6.16 - Mudslide prone area
Linkages: The project is linked to the DAP and TAP as well as supports improvements of key regional infrastructure.
Climate Change Interactions and approach
Climate change projections for Iten and Western Kenya show potential increases in extreme weather including temperatures, rainfall intensity, and frequency of extreme rain and flood events. This is expected to increase both the frequency of flooding and mudslides and landslides, and increase damage to the roads, and the amount of time that roads are unusable. Upgrading the road surface and providing storm water drainage will increase the resilience of the road network to climate change and ensure that goods produced in the eco-industrial cluster have improved access to regional markets. The slope stabilisation works will reduce landslide risk and increase the resilience of the road to climate change. The design of both the road surface, and the storm drainage included in the project should make allowance for climate change. Specifically, storm drainage design needs to be based on projected changes in rainfall intensity. Social Inclusion interactions and approach Transport infrastructure that is in good condition is essential for a strong and thriving economy. Improving the roads condition will promote mobility and better access to markets and services for the local population. In addition, improved road links will also generate new demand for public transport services like matatus and boda bodas, which have potential to create employment opportunities especially for the youth who are the majority engaged in the sector. Inclusive infrastructure design, pedestrian facilities and PWDfriendly features shall be included to ensure ease of access, and safety for all.
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Case study: Slope stabilisation
Table 6.32 - Project summary information
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Upgrade of 10km of road to all weather access Provide NMT facilities where appropriate Tree planting on C661 section that overlaps with LART Slope stabilization along C661 (this component requires a site visit to assess the severity)
Total Capex: KES 468m Capex of upgrading 10km road to all weather KES 450m Annual Opex of maintaining road KES 160m Capex of NMT facilities (assuming 10km) KES 18m Annual Opex of NMT facilities KES 2m Capex of slope stabilization KES 10,000 per sq metre
Improved land value Eased access to farms and tourist sites Better and safer pedestrian access Better management of mud slide prone area
Delivery of road upgrade through a partnership between Kenya National Government - Kenya Rural Roads Authority (KeRRA) and County Government of Elgeyo Marakwet Delivery of tree planting through County Government Environmental Department Funding through Development partners like World Bank, USAID Maintenance through Kenya Road Board - Road Maintenance Fuel Levy Fund (RMLF)
These are several landslide stabilisation systems that could be considered: Retained Slopes, Reinforced Earth Slopes, Soil Nailed Slopes, Anchored Slopes, Manta Ray Anchors, Tiebacks, Chance Anchors, Tiered Slopes, Micropile Reinforced Slopes, Bioengineered Slopes, Wrapped-Faced Slopes, Rock Slopes, Stream Crossing Embankments, Horizontally Drained Slopes, Detention Pond Slopes, Landslide Restoration, Failed Slopes, Keyed and Benched Slopes and Stone Columns, Horizontally Drained Slope among others Source: Measures used in slope stabilisation. Available at http://americangeosystems.com/slope-stabilization.html
Case study:
Table 6.33 - Basic analysis and challenge
Slope stabilisation in Albania Challenges
Data gaps
Time frame, key dependencies?
Increased air and noise pollution due to increased vehicular volumes that could affect wildlife in Rimoi Funding
Pre-feasibility and feasibility studies Mudslide prone section site assessment
Short term to medium term Support Diversification Plan and Tourism Action Plan proposals for economic growth
The following was undertaken › An open drainage channel was excavated above and all around the sliding area to divert surface water; › The upper part of the slope, the second slope (15m height), was excavated with an inclination of 33°, the surface was compacted to avoid superficial erosion; › The lower part of the slope, the first slope (9m height), was excavated with an inclination of 45°, the surface was stabilised by applying slope support with soil nails up to 12m in length with a pattern of 2m x 2m, double wire mesh and shotcrete of 15cm thick. Slope Stabilisation in Albania: This an access road 411 in Corovoda Region, which stabilised by Trans Adriatic Pipeline Before & After: Slope Stabilisation in Albania, 2016. Available at https://www.tap-ag.com/news-and-events/tapstories/2016/09/14/before-andamp-after-slope-stabilizationin-albania
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6.4.8 Drainage Master Plan SuDS in the town are generally excellent at managing regular rainfall events, but localised SuDS features will not be sufficient for managing large rainfall events. Therefore, an integrated drainage master plan will provide safe water conveyance capacity through the town. Existing topography needs to be examined and natural flow paths should be mimicked and protected in ordered to achieve an effective and sustainable drainage master plan. A baseline appraisal of the site conditions and constraints should also be considered to identify the suitable drainage features for the area. For example, understanding soils and geology of the area, groundwater zones and depths, existing infrastructure and space constraints will inform the selection of SuDS solutions that are suitable for specific site conditions. Location: Across the entire Municipality.
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Wider benefits include improved accessibility of access routes during intense rainfall events. This will enable greater trading of goods in Iten. The implementation of tree pits, rain gardens and swales will also make Iten a more attractive place. Tree pits will provide shading and act as a sink for pollutants. Tree planting will also provide greater soil protection and reduce erosion.
Table 6.34 - Project summary details Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Drainage Master Plan Scoping Study
Total Capex: KES 17m
Plan for drainage improvements
IFI funded with consultant for study
Rainfall uplifts to account for climate change should be included to inform the drainage design. It is also recommended that native tree and plant species are used for the tree pits and rain gardens. Social inclusion interactions and approach Integrating SuDS features as part of the drainage master plan will improve the pedestrian links and will provide a safe and enjoyable areas. It will improve community cohesion, develop local attachment and lower crime levels 98 (Bell et al., 2008; Weldon et al., 2007).
This project can be implemented by the County government Funds could be obtained from IFI/ County government/NGOs Requires external capacity support at feasibility stage
Drainage planning and design cost to be confirmed in the scoping study ~ (KES 1.5 - 2m) Drainage planning and design
SuDS features design should be inclusive to enable people from all groups to use, access and enjoy.
Linkages:
KES 15m (include a team of Hydrologist (2 months), drainage engineer (9 months), surveyor (4 months), sociologists and economists (5 months each)
Drainage planning and design cost to be confirmed in the scoping study ~ (KES 1.5 - 2.5m)
Plan for drainage improvements
Funds could be obtained from IFI/ County government/NGOs Requires external capacity support at feasibility, construction and supervision stage
Table 6.35 - Basic analysis and timelines
The project is linked to urban development proposals and Iten wider area. SUED Principles Climate change interactions and approach Incorporating SuDS and green infrastructure into the Drainage Master Plan will increase Itenâ&#x20AC;&#x2122;s resilience to climate change. In particular, these projects will reduce surface water flood risk and minimise urban heat island effect. Flooding adversely impacts disadvantaged groups in society. Therefore, these projects will help to improve rural livelihoods in Iten.
Challenges
Data gaps
Time frame
Obtain existing drainage network records
Existing drainage network records need to be obtained to be included and incorporated in the new drainage master plan
Medium to long term
Collaboration and communication between stakeholders
Effective communication and stakeholder engagement workshops are needed in the beginning if the master plan process with the aim to manage runoff at a catchment scale.
Medium to long term
Data collection
Feasibility study of comprehensive SuDS solutions
Medium to long term
Details of existing drainage system (surface water, Foul water) Rainfall data and soil infiltration capacity Site survey, including elevation data, existing overland flow routes and flood mechanisms (observed)
98 Weldon, S. and Bailey, C. in collaboration with Oâ&#x20AC;&#x2122;Brien, L. (2007). New pathways to health and well-being: summary of research to understand and overcome barriers to accessing woodland. Forestry Commission, Scotland.
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6.4.9 Commission a New Waste Management Facility Due to the planned closure of the existing temporary dumpsite in Iten, a new site for the disposal and management of waste will need to be developed. The CIDP, IDeP, and Annual Investment Plan all state plans for the establishment of a new sanitary landfill site. Commissioning a new waste management facility will include: › Constructing engineered landfill cells in accordance with national policy and standards and installing lining and landfill gas collection systems within them. This would also include leachate collection and treatment systems.
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The segregation and sorting of waste in an integrated waste management facility is proposed in the CIDP 2018-2022. Therefore, it is suggested that valuable recyclable waste streams such as plastics, glass, metal can be segregated by hand (this has potential to create employment for formal pickers). These valuable streams can be sent for processing or onward sale whilst the residual waste is disposed of in the new sanitary landfill. The waste management site can be modular/temporary, starting with basic sortation tables for the segregation and sorting of mixed dry recyclables. It can then be built up with equipment and a sheltered area for workers over time. Location:
› Procurement of equipment for the new waste management centre e.g. compositors, plastic shredders, cardboard balers, sorting tables, bulldozers, water bowsers and dump trucks.
The Municipality are considering two potential areas for the location of the new waste management facility:
The new waste management site should be located within close proximity to the proposed waste collection routes (10 miles from the end of each collection route) and should not be located within the CBD. Instead, the outskirts of the CBD would provide a better location and with a buffer zone (green/ open space) around it to avoid the impacts of odour/noise. It should however be close enough to be accessible by workers.
Flax Area south of Iten.
As an estimated 61.2% of waste in the Municipality of Iten is organic, a waste management solution directly targeting this waste stream is considered to be an effective way at reducing the volume of waste that is disposed of in the new sanitary landfill. It is therefore a SUED proposal that the new waste management facility (including landfill) should include composting units to process the organic fraction of the waste. Composting can also be encouraged within residents’ homes, farms, and business to reduce the total volume of waste that is collected.
A new landfill is proposed in the CIDP, IDeP, Annual Investment Plan, however it is proposed that this be a central waste sorting and management site, with space for a sanitary landfill. Collection of biogas to be used as potential fuel links with Project in Section 6.4.11.
Sergoit area west of Iten.
The location of the new sanitary landfill requires a well-managed feeder road for transport of waste to and from the site. Linkages:
SUED Principles Climate change interactions and approach Commissioning a new waste management facility that is properly managed will help to reduce GHG emissions. In addition, capturing methane for use as biofuel will further reduce methane emissions and help to mitigate climate change effects. The design of the site should consider the intensification of rainfall under most climate scenarios. The potential for extreme rainfall events to affect stability, drainage and leakage from the site. Site location should take into account the presence of any nearby waterbodies and ensure that run-off is minimised. The access road will be designed with appropriate drainage features for extreme rainfall events, and a road surface that can withstand higher temperatures. There are minor climate risks to the project, however, these can be managed by undertaking appropriate engineering works and system installations and including simple adaptation measures. Social inclusion interactions and approach Proper waste management supported by the right safety measures makes for a cleaner, safer world with less diseases and lower potential to harm people. The construction process should ensure engagement of public and adoption of reduce, reuse and recycle/recover practices. The project also has potential to create jobs thus contributing to poverty reduction. Moreover, use of appropriate waste containers and closed type refuse collection vehicles would reduce local environmental impacts and nuisance and improve residents’ and visitors’ quality of life and townscape. That would have positive secondary impacts on local economy and provide stimulus for local investment.
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Table 6.36 - Project summary details Subcomponents
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Construction of new engineered landfill cells
KES 106m to KES 426 million
Improved ground and water quality around Iten
~KES 3m initial feasibility study
Reduction of methane emissions in the landfill
Opportunity for private or public sector to collaborate with informal sector
~KES 25-50m initial start-up costs
Improve local air quality
Construction of landfill gas collection and process system for biofuels
~KES 950,000 (industrial composter)
Funding: IFI/Donor Finance Waste composters for organic fraction
Revenue generating aspects: biofuel is a marketable product and can be sold
Provide employment Provision of a sanitary and engineered landfill for future management of residual waste
Employment of local SMEâ&#x20AC;&#x2122;s and building contractors in the construction and operation of the sanitary landfill Maintenance responsibility of Municipal Government
Extraction of valuable waste streams (metals, glass) from total waste Reduction in deforestation for fuel (instead biogas generation) Protects natural resources (water and soil) Reduction of total waste disposed of in landfill by treating the organic fraction that will increase landfill lifespan
Challenges
Data gaps
Time frame, key dependencies
Exact location of the new landfill will need to consider any future developments
Obtain funding for construction of new engineered landfill cells
Short - mid term
Ensuring new landfill does not become uncontrolled/unmanaged Undertake appropriate environmental surveys and site ground/geological investigations to ensure good quality of works Need to integrate any existing informal waste pickers into new landfill site (as done in Oum Azza landfill - see case study below) Obtain funding for initial equipment/machinery/ engineering
Designated size of the new landfill area (i.e. capacity) vs. volume of waste that is produced in Iten and lifetime of the landfill
Oum Azza landfill, Meghreb, Morocco Uncontrolled and over-capacity, Akreuch dumpsite near Rabat, Morocco began polluting local ground and surface water. Consequently it was closed and a new, sanitary landfill commissioned a few kilometres away. Oum Azza landfill was developed with the assistance from the World Bank and is managed by the private landfill operator Pizzorno. It receives waste collected from 13 communes in the region and has an annual capacity of 850,000 tonnes. Oum Azza is exemplary for this region, where waste is seen as a resource rather than trash, combining recycling with the generation of value chains and jobs.
Reduces risks to public health
Table 6.37 - Basic analysis and timeline
Limited land availability in Iten
Case study:
There is an organised system at the landfill that integrates with waste collection. Waste is shovelled onto a metal conveyor belt and spread evenly over a drum, where biomass is separated. Residual waste feeds into further conveyor belts where it is sorted manually to extract valuable waste streams such as cardboard, bottles, plastic, foil and metals. Informal sector waste collectors who were originally working at the Akreuch dumpsite were organised into Attawafouk cooperative, supported by the World Bank. The cooperative consists of 176 employees, 22 of whom are women. These employees are organised into teams that pick out different types of recyclables from the conveyor belt. Each employee is paid the same monthly salary of 2,600 Dirhams
(USD 280) per month, receives formal training, professional equipment, protective clothing, health insurance, access to a bank account and a low mortgage rate. Selected employees also receive vocational and career development via established diplomas in waste management.
The cooperative plays a strong role in the management of waste, governing whom the recyclables are sold to and at what price. The private operator funded the initial machines however, the landfill now turns over more than 460,000 Euros per year from recycling, from which the cooperative have been able to buy more equipment. The Oum Azza landfill also derives value from the large organic waste stream (60%) but capturing the biogas from waste decomposition and converting it to electricity at a nearby cement factory furnace, for onward sale onto the national electricity grid99.
99 Sources: The World Bank, Morocco lets nothing go to waste, 2016; Country report on the solid waste management in Morocco, 2014
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6.4.10 Landfill biogas for cooking
This project has three proposed components:
SUED Principles
Iten currently has an informal dump-site near the centre of the town that is increasingly deemed to be no longer fit for purpose. The Municipality has plans to create new facilities outside of the town, relocating existing waste to the new facility, though a new location has yet to be chosen. This presents an opportunity to close and cap the current site with the potential to capture the landfill biogas generated. In line with best practice, once the waste of current dumpsite has been relocated to the new landfill site it should be immediately capped and the gas collected.
› Treatment of the landfill site to capture the landfill gas;
Climate change interactions and approach
› A gas bottling facility with storage;
This project has a net positive effect on climate change mitigation in terms converting methane emissions that would have been released through the natural decomposition of landfill waste into less harmful carbon dioxide through the combustion process whilst cooking.
Normally landfill biogas is captured and fed into a gas engine where it is turned into electricity. However, the need for additional electricity generation is not a priority in Iten. A better use for landfill gas would be to be compressed and bottled before being sold to domestic consumers to use for cooking. Currently the majority of Iten residents use either kerosene or wood/charcoal fuels. Switching to cleaner burning landfill gas would provide key benefits such as improved health through the reduction of indoor air pollution and reduced deforestation. This also supports DFID’s Transforming Energy Access programme.
› Set up of a customer sales system. The key in making this proposal successful is to minimise the cost of the biogas to ensure it can be afforded by most of the local residents. The two main components for achieving this are the bottling facility and the sales system. Modular containerised bottling facilities are available which will minimise set-up costs. For customer sales, there has been a wave of recent innovation in the customer participation model, led by Twiga Foods, E-gas and Koko. Location:
The risks to the project from climate change relate to the construction and operation of the bottling plant, however these are minor. The construction of the building should take into account increases in maximum temperatures in Iten, designing to ensure that it does not exceed thermal comfort limits for workers, either through active or passive cooling. Social inclusion interactions and approach
The project is proposed to be located adjacent to the new landfill (location to be confirmed) Linkages: This project is linked to plans to close and relocate the existing dump-site which is described in Section 6.3.5. This project can only be physically enacted once the landfill has been transferred, however the project design needs to happen ahead of this to ensure everything is in place to start the program.
Table 6.38 - Project summary details
Typically, the gathering of firewood for use in domestic cooking is undertaken by women. It is a time-consuming task that normally needs to occur daily. Compressed gas or liquid fuels that could replace wood fuels typically last many days in typical domestic canisters. By replacing the use of wood with a less polluting alternative that lasts longer, this will allow women to undertake other activities such as running a business with the time that would previously have been taken in collecting firewood.
Table 6.39 - Basic analysis and timeline
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Challenges
Data gaps
Time frame, key dependencies
Detailed study of landfill to determine initial waste volumes and potential biogas outputs Initial program design (incl. operation plan, financial modelling, customer service model) Initial technical design Social and environmental analysis Development of implementation plan procurement (incl. procurement, deployment) Detailed operation plan (incl. revenue collection, maintenance etc.)
Total Capex: KES 53 million KES 3m initial feasibility study KES 25-50m initial startup costs (construction of facility, procurement of cylinders, setup of payment system)
Reduction in greenhouse gas emissions Extraction of value from waste stream Reduction in health incidents through improved indoor air quality Reduction in deforestation
Partnering with Municipality to coordinate and plan activities Partnering with local/ regional solution providers to determine appropriate technical and commercial solutions Maintenance - capacity building programme to ensure continued operation of systems
Coordinating with Municipality program for landfill closure Development of financial case to ensure program is affordable for residents and therefore ultimately sustainable Finding a suitable developer/operator Funding
Knowledge on program and intentions of landfill relocation
Short to midterm, Dependent on existing landfill relocation
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Case studies Koko Networks, Kenya Koko fuel was officially launched in May 2019 by Koko Networks. Koko fuel is a liquid bioethanol that is being marketed as a replacement in Kenyan homes for firewood and charcoal. Koko Networks has set up a distribution network comprising 700 outlets across Kenya. To obtain fuel, customers must use ‘smart cans’ that they buy in advance from one of the outlets via M-Pesa and a specialised burner adapted for the liquid fuel. The outlets use ATM style fuel dispensers that people use in conjunction with their smart cans. People also pay for the fuel via M-Pesa. Payment services, maintenance of the ATMs, monitoring of stocks and other provisioning services are all carried out remotely on a purpose-built platform. Use of technology, limiting product distribution to the outlets (and not to the customers’ premises) and deploying reusable containers all help to minimise Koko Networks costs and make the offering cheap enough for people to afford.
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6.4.11 Integrated Waste Collection System An upgraded waste collection system would include procurement of new waste bins for residents and businesses which encourage source segregation (organic, recyclables, residual), as well as the procurement of new collection vehicles, staff and offices to manage collection operations and logistics. This would include public awareness and education campaigns to encourage recycling/reuse, and proper waste disposal. The Iten Municipality Annual Investment Plan 2019-2020 proposes the purchase of new waste collection vehicles and waste bins at designated collection points to form a new integrated waste collection system. Installation and use of containers, rather than deposit in open piles, would ensure minimisation of nuisance (odours and landscape impacts), reduction of pollution from leachate and scattered litter and protection of public health from rodents and bugs. It is noted that the containers and the refuse collection vehicles would need to be compatible. Location: The integrated waste collection system will be city-wide. Linkages: › The Iten Municipality Annual Investment Plan 2019-2020 proposes the purchase of new waste collection vehicles and waste bins at designated collection points to form a new integrated waste collection system; › The upgraded waste collection system relies on a good transportation network (roads, vehicles, traffic routes).
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SUED principles Climate change interactions and approach This project aims to create a better system for the collection and management of waste, discouraging informal dumping and open-burning, and significantly reducing the health and environmental impacts of open waste deposits. However, this project relies on a strong transportation network, with the use of more waste collection vehicles and more collection routes. This would increase traffic on the roads and CO2 emissions.
Table 6.40 - Project summary details Subcomponents
Estimated cost (KES)
Impacts (benefits)
Delivery mechanisms and stakeholders
Upgraded waste collection system
Total Capex: KES 5.3 to 10.6 million
Encourage source-segregation (residual, recyclables, organic) therefore reducing volume of waste to landfill
Introduction of Private Public Partnership (PPP) and/or private waste operators and services into waste collection effort
Installation and use of containers
Measures to increase the resilience of the transport network to weather extremes will be implemented. Access roads will be designed with appropriate drainage features for extreme rainfall events, and a road surface that can withstand high temperatures. Better waste management and a reduction in dumping may reduce the risk of local flooding caused by storm drain blockages.
KES 5.3m to KES 10.6 million Funding: IFI/Donor Finance Revenue generating aspects: valuable waste streams to be segregated and sold e.g. metals, plastic
Social inclusion interactions and approach From the onset of the project, implementation of the integrated waste collection system should ensure the participation of the Municipal leadership, local community, private enterprises and other relevant local stakeholders who are key to the operation of the project. The following inclusivity aspects should be addressed to ensure long term sustainability: › Levy of consumer fees for waste collection to provide improved waste collection services. Affordability of fees is critical to the project’s success; › Employment of vulnerable members of society such as informal waste workers, women and jobless youth; › Enhancement of public awareness and responsibility in waste segregation and management; › Assessment of economic value chains and market variables for the recycled waste products; › The waste sector could be formalised to create more jobs. Any existing organised youth, women and PWD groups in Iten could be engaged to improve their household income security; › Use of closed type refuse collection vehicles and appropriate waste containers. This will reduce local environmental impacts and nuisance and improve residents’ and visitors’ quality of life and townscape.
Increased formal employment in the waste sector as catchment area/routes increase Increased public awareness on waste and recycling Reduced illegal dumping of waste and improved sanitation Provides an increased level of service and engages community and private sector Improves sanitation and flood and surface water management ability. Higher quality materials which can be sold to recycling brokers Improved understanding of waste collection and collection days, etc
Support from NGOs, community groups, waste pickers Funding for personal protective equipment, collection carts, training and wages for the community-based organisations, etc Maintenance responsibility of Municipal Government Employ local SME’s for waste services
Table 6.41 - Basic analysis and timeline Challenges
Data gaps
Time frame, key dependencies
Currently no formal recycling in place so a new system will need to be introduced
Waste generation and compositional study to identify how many collection vehicles would be required.
Short term - ongoing
Current capacity of system unable to serve future community needs and waste quantities Very low levels of current containerisation of wastes deposited for collection which will need to be tackled for collection system to be effective
Obtain funding for new collection infrastructure Provide adequate training and support systems Any existing collection/disposal infrastructure needs to be adapted/incorporated into new system Launch public awareness campaign
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Case study: Developing an Integrated Waste Management System (Kampala, Uganda)s In Kampala, Uganda, the development of an integrated waste system was prompted by the lack of formalisation in the waste sector. Much of the waste was disposed informally by dumping, burning or burying. Only 55% of the city’s solid waste was officially collected and transported to the city’s landfill by the Kampala Capital City Authority (KCCA). Several standalone Community Based Organisations (CBO) existed offering financial incentives to informal settlements for the collection of recyclable materials, however, the KCCA were not aware of many of these organisations.
The KCCA developed a new Kampala City Integrated Waste Management System to improve the collection, transportation and treatment of the city’s waste and incorporate the informal sector (predominately the landfill pickers and CBOs) as part of an integrated approach across the waste management value chain. As a result of the Integrated Waste Management System, a strategy was developed to identify, inform and consult stakeholders; clear objectives and measurable targets for education and knowledge sharing were created; activities were undertaken to educate waste pickers; a new contract was developed to ensure that new landfill operators would formally integrate registered waste pickers; and CBOs were encouraged to form partnerships with the KCCA in order make the System more integrated100. 100 Source: Waste Pickers Alliance, Uganda
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6.4.12 Wastewater treatment systems (exhauster trucks, decentralised facility) Iten lacks a centralised wastewater management system. The cost of developing a sewerage system would be high so in the short to medium term, a decentralised sanitation system would be considered a more viable option to improve public and environmental health. This type of system is considered more affordable for residents and can be upgraded to a sewerage system as the economy develops. The project consists of the development of a sludge handling system as part of a de-centralised sanitation system, it may be possible to develop a treatment works that reuses human waste as fertiliser, compost or fuel briquettes. The sale of such a product could add an additional income stream and would also reduce the use of additional resources and environmental damage caused by charcoal making and uncontrolled fertiliser use. The development of a resource reuse treatment plan would need to be implemented in conjunction with a community sensitisation programme to ensure acceptability of the use of human by-products. In addition to the project proposed, the procurement of wastewater exhauster trucks to remove waste from septic tanks and pit latrines would also need to be considered. A feasibility study is needed for the sludge handling facility. Ideally it will be in a low-lying area so that if the facility is converted into a sewerage system in future, wastewater can be gravity fed, thereby reducing the need for pumping to save energy. Recommendations to consider when selecting the site are:
› Capital costs should be minimised, large excavations especially in hard rock for both the wastewater treatment plant and sewer network routes should be optimised to avoid deep excavation, deep excavations also inhibit efficient last mile connectivity. This is usually guided by a thorough topographic analysis of the sewer network;
› Away from residential areas to ensure odour is not a nuisance;
› Operational costs should be kept at a minimum, the wastewater system should utilise gravity flow as much as possible to avoid need for pumping and associated energy requirements;
› Adequate land size to build a wastewater treatment plant that can meet the waste generated by the population for a horizon period of 30 - 50 years;
› Environmental, social, cultural, aesthetic and cultural aspects should be considered when locating the wastewater treatment plant.
› Accessible to wastewater exhauster trucks;
› Allow for future expansion with expected growth of population in the future; › Preferably have a nearby water stream to which treated effluent will be discharged;
Location: Undefined at this stage. The Municipality has looked for a potential site in Anin area in the Hanging Valley. This will require detailed studies to determine if it indeed meets the above conditions. Linkages: The project will improve human and environmental health in the town, making it a more attractive place for tourists. The re-use of human waste can provide business opportunities for selling fertiliser, compost or fuel briquettes.
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SUED Principles Climate change interactions and approach On-site sanitation/de-centralised systems use less water than traditional sewerage systems making them more resilient to climate change impacts such as more frequent droughts. Briquettes that can be made from the sludge are often used a replacement for charcoal or firewood and therefore prevent deforestation.
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Table 6.42 - Project summary details Description
Cost (KES)
Impact
Delivery Mechanisms
Exhauster trucks,
Total Capex: KES 830m
Improved access to sanitation
County government/ PPP/IFI/NGO/ National government
Decentralised sludge handling facility
Improved resilience to droughts
Social inclusion interactions and approach On-site sanitation has several benefits: › Community benefits: Green infrastructure has been shown to improve air quality, preserve open space, and create local jobs;
This project can be implemented by the local utility or County government
Table 6.43 - Basic analysis and timeline
› Greater resilience: Small-scale treatment units are generally more resilient than centralised systems and less vulnerable to accidents;
Challenges
› Lower costs for infrastructure: New developments can be accommodated with targeted small-scale infrastructure that is cheaper than centralised infrastructure;
Setting up business models and getting seed funding for exhauster trucks
Location and land for sludge processing facility/ WWTP
› Resource efficiency: Small-scale treatment units can save on energy costs and recycle nutrients into landscaping and agriculture;
Find land for the sludge handling facility
This requires external capacity support
Data/gaps
Time frame, key dependencies This is an immediate project: exhauster trucks This is a short/ mediumterm project: decentralised facility
› Where access to sanitation is not affordable the water company should look at cross-subsidies.
Case Study: Solid Fuel Briquettes as a Reuse Product in Kakuma, Kenya101
The project should also allow for training in ensuring septic tanks and pit latrines are of a high quality and safe. This programme should also include making toilets accessible to people with different needs such as: PWDs, informal settlement dwellers, health institutions dealing with Covid 19, HIV and other diseases will benefit from improved services, youth and women.
Sanivation has developed a briquette production system for human waste and it is used in Kakuma, Kenya. Treated faeces has a high energy content and can be utilised as a biomass fuel like charcoal and wood. In the Sanivation system the faeces act as a binder for other biomass waste streams such as charcoal dust, agricultural residues, and carbonised prosopis (a woody invasive weed in East Africa).
While decentralisation is economically feasible, it is necessary to have a plan for funding the system to ensure long term sustainability. Whilst the implementation of decentralised systems may reduce the cost of investment required for wastewater management, save water resources and capital investments, there are risks to consider. Financial sustainability can be undermined by local government resources to invest in new infrastructure, as they often rely on grants from higher government to finance improvements in service provision.
Treated faeces mixed with crushed high-carbon co-waste (other biomass as above) at a ratio of around 10-30% wet faecal sludge by mass. Water is added as required to produce the required consistency for mixing and pressing. When it reaches the required consistency, it is transferred to a roller press, which presses the mixture into briquettes. Pressed briquettes are spread onto drying racks and dried in the sun for three days. 101 Sanivation and UNHCR. Container-based Toilets with Solid Fuel Briquettes as a Reuse Product. Best Practice Guidelines for Refugee CampS. https://data2.unhcr.org/en/documents/ download/64297
The briquettes are checked in quality control process for burn time, water boiling time, and resistance to breaking when dropped from a height of 1 meter. Sanivation briquettes have been shown to have a calorific value higher than wood and with less smoke emissions than charcoal (see Table 6.44). Table 6.44 - Comparison of Sanivation briquettes to wood and charcoal Charcoal
Wood
Sanivation briquettes
Calorific value
29 MJ/kg
1w5 MJ/kg
22 MJ/kg
Burning time
3 Hours
1 Hour
4.5 Hours
Emissions (CO ppm)
118 ppm
NA
82 ppm
Emissions (PM2.5 ppm)
213 ppm
NA
196 ppm
Source: Sanivation and UNHCR
In Kakuma briquettes are sold for $ 0.20 per kg which is equivalent to the cost of charcoal. The cost per year was estimated $172 per year per houshold and revenue at $210. Small-scale treatment and reuse system comprising of treatment tank, mixer, roller press, drying beds and burning briquettes
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6.4.13 Rainwater harvesting
SUED Principles
There is not enough water to supply the population of Iten. Approximately only 53% of population are served by the water utility (ITWASCO, 2019-2024) and there is need to provide a short term to medium term solution. It is therefore recommended to look at the potential of rainwater harvesting.
Climate change interactions and approach
The proposal is to equip each household with standard gutters and installation expertise and standard plastic 10,000 litre tanks. This will reduce the pressure on utility water supply. It is proposed that as a start, 1,000 households (HH) be targeted in the pilot phase before an impact and evaluation is conducted to establish the success rate. Rainwater can be used as an alternative to water from the public water supply for washing, flushing toilets, cleaning. If effective household treatment is available, it can also be used for cooking and drinking. Location: The target households will specifically prioritise Special Interest Groups like persons with different abilities, old aged citizens, single parent homes, and youth. This will ideally be located within and around Iten Municipality and areas covered by the water utility to establish and measure impact of intervention with respect to normal water demand changes. Linkages: The project is linked to mostly domestic water consumption and subsistence water demand. The project will also support ongoing and future projects on improvement of water supply and sanitation. Rainwater harvesting may also reduce flood and landslide risk by providing source control measures to store stormwater.
The project will increase resilience of Iten residence to extreme weather conditions like droughts. By provision of alternative water source, reduction on natural stream abstraction will reduce the water footprint of the area and also help in conserving the natural water sources. Furthermore, adequate volumes of water can also be useful in disaster preparedness for accidental fires. Social inclusion interactions and approach Fetching water is largely a women’s and children’s duty in Elgeyo Marakwet County. Any intervention that could make drinking water more easily available is a direct contribution to the promotion of gender equality by lightening the domestic burden on women. Time saved also enables children to spend more time learning at school hence increasing their competitiveness in terms of acquiring knowledge and skills necessary to lift themselves out of poverty. This intervention will improve access to clean, safe and adequate water and will greatly reduce water poverty and related risks. Women and youth are powerful agents of change, installation of water harvesting gutters expertise can be transferred to women and youth groups in the pilot phase. These groups would then serve as trainers in the community. Among the SIGs likely to significantly benefit from improved water and sanitation coverage are: › Informal settlements; › PWDs will have reliable water services; › Urban dwellers will have reliable water supply and sanitation services; › Health institutions dealing with Covid 19, HIV and other communicable diseases will benefit from improved services; › Youth and women; › Widows and widowers.
Table 6.45 - Project summary details
Description
Cost (KES)
Impact
Delivery Mechanisms
Rainwater harvesting pilot (1,000 HH) and feasibility study
Total Capex: KES 103m
Improved access to water supply
County government/PPP/ IFI/NGO/National government
Improved resilience to droughts
Table 6.46 - Basic analysis and timeline
Challenges
Data/gaps
Time frame
Capacity
A feasibility study is needed to determine if rainfall pattern is adequate for harvesting and the size of tanks that would be needed
Short-term project
Funding
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6.4.14 Sabor storage dam upgrading During the dry season, low flows in the river mean it is not possible to abstract and treat water at the new water treatment plant at Sabor. This project is to build a dam at Sabor with at least three months storage to build resilience to low flows/drought into the system. The scope is limited to the reservoir, ancillaries and outlet works only. A feasibility study must be undertaken to assess technical, hydrological, geological, economic, social and environment factors and determine the most appropriate size of the dam. A precautionary approach has been taken to costing the dam. The dam costs are based on a storage capacity of 8,500m3/ day for three months. It should be noted that to fully realise this water resource the current water treatment plant would need to be expanded. It is recommended that the feasibility study for the dam is done in conjunction with a water resource master plan for the County, as current demand is not met. According to the water company’s MD communication to the SUED team, the utility faces a myriad of challenges in providing water supply and sanitation to residents of Iten. These include: › Siltation and encroachment of catchment especially in rainy season that sees the company incur a lot of costs of treatment i.e. Sabor, Yokot, Kamariny and Tambach; › Poor and old dilapidated pipeline network within the towns especially in Iten and Tambach; › High costs of operation and maintenance costs i.e. electricity (during dry season), chemicals and other operations operational costs; › Lack of resources to renovate the existing water supply infrastructure structures; › Delayed payments of water bills by County and national government institutions; › Illegal connections which result to loss of revenue; › Non-revenue water is 32%, 7% above the allowable limit of 25% set by Water services Regulatory Board; › Inhabitation of aquatic plants in Yokot ,Tambach and Kamariny water supply intakes; › Low levels of water supply during dry spells;
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› High demand for water supply in relation to production; › Lack of enough storage; › Lack of wastewater treatment systems. This project will seek to address some of the challenges mentioned here especially those related to improved quantity and quality of potable water and adequate storage to replenish supply during dry months. Additionally, with complementary measures like reduction in Non-Revenue Water. The water utility may be able to collect more revenues and in return reinvest recouped funds in sorting the other challenges that are related to lack of funds. Location: The project will be located upstream of the Sabor water treatment plant. A feasibility study is needed to determine the exact location based on hydrological, technical, environmental, social and economic parameters. Linkages:
Key to construction of the dam will be a social impact assessment to ensure adverse impacts on neighbouring communities are mitigated against. These will include displacement as well as community health and safety impacts. Project summary details
Description
Cost (KES)
Impact
Delivery Mechanisms
Water supply distribution plan and last mile connectivity feasibility study for Iten
Total Capex: KES 1.8bn
Best solution to achieve a reliable water supply in Iten
Water company/ water board with grant/loan from IFI/ GoK
Sabor storage dam capacity of 720,000 m3 including all ancillary and outlet works
1.8bn
Support to sports tourism and agri-processing water needs
County government/water company/ PPP/IFI/ NGO/National government
KES 15m
The project will improve the reliability of the water supply which will be an important factor in the development of tourism in the area and to support the industrial site. SUED Principles Climate change interactions and approach The project will increase resilience of Iten to extreme weather conditions, by provision of adequate supply storage, peak floods can be harvested and stored and then used to meet the demand deficit occasioned by dry weather. Furthermore, adequate volumes of water can also be useful in disaster preparedness for accidental fires. The feasibility studies will consider a range of climate change flow scenarios to ensure the reservoir is suitably resilient to climate change. These should also include assessment of excess siltation arising from more intense rainfall events. Social inclusion interactions and approach Adequate supply storage will help meet water demand deficit occasioned by dry weather. This has a direct positive impact on local communities supplied as reliable water supply is a basic need key to public health and supporting livelihoods.
Improve resilience to climate change to drought and fire disaster Support town’s growth
Table 6.47 - Basic analysis and timeline
Challenges
Data/gaps
Timeframe
Capacity
The local utility lacks capacity to implement this project
Immediate
Funding
Lack of finances Studies, permits and finances will need to be in place before implantation can begin
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6.4.15 Solar irrigation
Linkages:
This project will provide solar powered irrigation pump systems to local farmers who currently have irregular or no access to water supplies, often paying an unsustainable amount for water.
This project is linked with the DAP.
This project is intended to improve the output of local micro, small and medium size farmers by providing them with a consistent water supply for crop irrigation. This in turn will improve their finances by reducing costs associated with the provision of water. Simultaneously, it can reduce greenhouse gas emissions associated with irrigation by utilising solar power.
Climate change interactions and approach
The proposal is to provide pumping kits that either i) pump water through an above ground distribution network, where the farmer has adequate rainwater storage but gravity irrigation won’t work, or ii) pump water up from a borehole where the farmer doesn’t have any rainfall water storage.
The provision of solar irrigation systems can help increase the resilience of farmers to unreliable rainfall, and provide a consistent water supply for crops. The project uses renewable energy, so is consistent with SUED’s low carbon principles, and the assessment of groundwater resources will ensure that water from the irrigation scheme is extracted at a level that ensures long-term sustainability. As outlined below, increasing resilience in this way has clear benefits for poverty and social inclusion.
This project has several proposed components: › A baselining exercise to determine the number of agricultural and livestock holdings, their irrigation needs, the current status of their irrigation facilities and the type of system they would benefit from; › A study to determine the status of the groundwater resources and sustainable extraction rates; › Establishment of the agricultural holdings that would benefit from a solar irrigation system, then preparation of designs for solar irrigation systems as well as a procurement and deployment plan;
SUED Principles Farmers struggle to cope with increased variability in rainfall, and less consistently reliable rainfall seasons. Climate projections show that, regardless of changes to overall average annual and seasonal rainfall, variability is expected to increase. Slow starts to the rainfall season, dry spells within the season, and abrupt ends all combine to decrease yields.
Social inclusion interactions and approach Agriculture is a key component of Elgeyo Marakwet and employs a large proportion of the population. Improving the financial sustainability of agriculture could provide significant improvements to the livelihoods of the local agriculture community and an expanding sector could lead to increased employment opportunities across the community.
T F
› Deployment of systems to selected agricultural holdings; › Capacity building with selected farmers to ensure maintenance of systems. › Maintenance should be responsibility of the individual farmer.
A R
Location: The project will aim to assist micro, small and medium sized farms in rural areas surrounding Iten that are currently not served by the electricity or water utilities or where provision of these services is currently expensive for the farmer.
D
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Table 6.49 - Project summary information Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Mapping of ownership of all local agricultural and livestock holdings and their irrigation needs, current status of their irrigation facilities
Total Capex: KES 75m
Consistent service provision for farmers with no powered irrigation
Partner with regional/County government to coordinate activities
Review of abstraction volumes from each borehole to ensure sustainability of water resources Establishment of needs for solar irrigation and borehole systems Preparation of design brief for boreholes/irrigation systems Development of procurement and deployment plan
Benchmark: KES75,000 per system102 Actual: KES 75m based on max 1,000 systems Funding (equipment, installation): IFI/donor/ private finance
Capacity building of farmers to benefit from the system
Lower costs for farmers where current system is on grid Reduced carbon emissions associated with agricultural sector
Maintenance plan
Partner with local agri/livestock organisations
Case study
Partnering with local equipment specialists to determine solutions
Grid Alternatives International Program has been helping farmers in Nicaragua with sustainable irrigation solutions for the last five years. One such solution helped the Valle family of Matagalpa. They grew squash, passion fruit and tomatoes on two acres of land to sell at the local market but had trouble making a profit due to high irrigation costs. The monthly electricity bill to run their pump was KES 3,300, but their income was only KES 10,300. Also, the supply quality was poor, meaning they could only irrigate on three days instead of every day. Other expenditure reduced their earnings to KES 2,500 a month. Working with Grid Alternatives and local company Suni Solar, they installed a solar irrigation system. The total cost was KES 1,000,000, but the Valle family was only asked to pay KES 200,000 which they financed via UNAG, their national agricultural organisation. Two solar panels power a pump that abstracts water from a nearby river into a cement tank and to a gravity fed pole mount system that drips onto the plants. With adequate water supply to the plants, they can now
Maintenance capacity building programme to ensure continued operation of systems Maintenance responsibility of individual farmers
Table 6.50 - Basic analysis and timeline Challenges
Data gaps
Time frame, key dependencies
Obtaining comprehensive data on current situation
No knowledge of current situation
Medium term
Obtaining funding
102 FAO The benefits and risks of solar-powered irrigation - a global overview (2018), accessed 30th July 2019 <http://www.fao.org/3/I9047EN/i9047en.pdf>
Valle family, Matagalpa, Nicaragua
irrigate other crops, including onions, pipian and pasturage, and also raise tilapia. Their monthly electricity bill is now KES 300, and their monthly earnings have now increased to KES 54,600103.
103 Solar Drip Irrigation Case Study - The Valle Family, accessed 29th July 2019 <https://gridalternatives.org/sites/default/files/International%20 Valle%20irrigation%20case%20study.pdf>
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6.4.16 Renewable energy/energy efficiency project at Kessup Falls This project will provide new efficient pumps and renewable energy solutions to the water pumping station at Kessup Falls that serve Iten. Currently the town’s water utility operator is experiencing high electricity bills that impacts its revenue and therefore its level of service provision to the people of Iten. It can currently only afford to run the pumping station at Kessup Falls under emergency conditions. This project has several proposed components: › A baselining exercise to determine the current pumping requirements, the state of the equipment and operating costs; › Calculation of future demands and system requirements; › A study to review and select energy efficient pumps and control equipment; › A study to review and select renewable energy technology to provide power to the facility; › Deployment of renewable energy systems to selected pumping stations;
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Location: The project will cover the existing water pumping station at Kessup Falls.
Table 6.51 - Project summary details
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Baseline study
Total Capex: KES 9 - 15m
Reduced cost for water company pumping costs. Potential to pass this on to the consumer
Partner with water company to coordinate activities
Reduced carbon emissions associated with water sector
Maintenance - capacity building programme to ensure continued operation of systems
SUED Principles Climate change interactions and approach This project reduces the energy needed for pumping, and as such both reduces electricity bills for the water company, as well as reducing GHG emissions.
Selection of new pumping equipment
The choice of pumping equipment will be informed by energy efficiency considerations, as well as operational performance under high temperatures, to ensure that increases in extreme temperatures do not adversely affect service provision. We recommend that the calculation of future demand also includes an assessment of the longer-term sustainability of water supply, including accounting for potential decreases in availability in dry climate scenarios.
Design of new renewable energy system
Social inclusion interactions and approach This project will have an indirect effect on improving social conditions. By providing the water company with a second economically viable source of water supply it can reliably provide a basic service to all inhabitants in Iten.
› Capacity building with utility operatives to ensure maintenance of systems.
Case study: Campinas energy management program, Brazil The city of Campinas in Brazil established an energy management program, including specific energy efficiency improvements, as a part of operational management to improve the overall operational efficiency and to enhance financial performance. In their Capivari water treatment plant they installed variable speed drives, improved pumping efficiency, replaced old pumping equipment with more energy efficient pumps and optimized pumping operational schedules. These energy efficiency measures resulted in annual energy savings of 1.8GWh and KES 20m with an investment of KES 130m, for a simple payback of about 6.5 years
KES 9 - 15m
Development of procurement and deployment plan Maintenance plan
Partnering with energy services company to undertake improvements to pumping systems Partnering with renewables specialists to determine solutions
Funding (equipment, installation): IFI/donor finance
Table 6.52 - Basic analysis and timelines
Challenges
Data gaps
Time frame, key dependencies
Obtaining comprehensive data on current situation
No knowledge of current situation
Short to medium term
Obtaining funding
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6.4.17 Renewable energy/energy efficiency project at Sing’ore This project will provide new efficient pumps and renewable energy solutions to a new water pumping station at Sing’ore, north of Iten. The pumping station will source water from the reservoir and pump it up to the community. Currently the community at Sing’ore doesn’t have a piped water supply, relying instead on water tankers and people sourcing the water themselves from the reservoir. This project has several proposed components: › Calculation of future demands and system requirements; › Calculation of the pumping requirements; › A study to select energy efficient pumps and control equipment;
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Table 6.53 - Project information summary
Sub-components
Estimated cost (KES range)
Impacts (benefits)
Delivery mechanisms and stakeholders
Baseline study
Total Capex: 2 3m
Provision of potable water services to Sing’ore community
Partner with water company to coordinate activities
Design of renewable energy system to serve new water services to Sing’ore including new pumping equipment
KES 2-3m Funding (eqpt, installation): IFI/donor finance
Development of procurement and deployment plan Maintenance plan
Reduced carbon emissions associated with water sector
› A study to select renewable energy technology to provide power to the facility; › Deployment of systems to selected site; › Capacity building with utility operatives to ensure maintenance of systems. Location: The project will cover the existing water pumping station at Sing-ore Reservoir. Due to security requirements, the solar PV system and pumping station should be located in the nearby school. SUED Principles Climate change interactions and approach Replacing the pumps with a solar-powered system will reduce fuel use and contribute to low carbon development for Iten. A detailed assessment should be made of the longerterm sustainability of water supply, including accounting for potential decreases in availability in dry climate scenarios, and how this would affect the viability of the reservoir and pumping station. Social inclusion interactions and approach This project will directly benefit the inhabitants of the Sing’ore community as it means they will no longer be reliant on a water tanker or a trip to the reservoir to obtain water. It will provide a cheaper and more reliable supply.
Partnering with energy services company to undertake improvements to pumping systems Partnering with renewables specialists to determine solutions Maintenance - capacity building programme to ensure continued operation of systems
Table 6.54 - Basic analysis and timeline
Challenges
Data gaps
Time frame, key dependencies
Obtaining comprehensive data on current situation
No knowledge of current situation, i.e. water demand, availability, effects of climate change
Short to medium term
Obtaining funding
Case study
Holland Street Upgrade Project Integrating sustainable drainage features such as raingardens and swales as part of transforming the public realm and streetscape provided an area identified as a key meeting place. The project also provides a stormwater harvesting system that is used to irrigate the plants in the area104. 104 Source: Alia award winning projects, Holland Street Upgrde Project (2017). Available at: https://www.watersensitivesa.com/aila-award-winning-projects-embrace-wsud/ And What is a Bio-swale, (2015). Available at: http://www.holemanlandscape.com/2015/09/25 /what-is-a-bio-swale/
Case study: Abeyee Community Solar Water Pumping, Ghana A lot of communities in Ghana still lack potable water for several reasons. The Government and/or NGO’s have provided hand pump mechanised borehole. Most of these hand pumps often breakdown leaving the people without water. The Abeyee, a community of about 2,000 people in the central region of Ghana have only one borehole so they are compelled to walk several kilometres to fetch unclean water whenever the hand pump was faulty. The Abeyee community removed the faulty hand pumps and mechanised them with a solar powered pump. Initially just four of the 16 solar panels were used to provide the community with temporary water while the work was in progress.
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7. Implementation Plan 7.1 Introduction Effective urban and economic planning by strong, empowered city governments is critical to the successful functioning of cities. City Governments’ central role in the coordination of actors that shape urban development and economic growth is becoming even more important as governments are required to respond to existing and emerging challenges. Planning plays a critical role in guiding and controlling land use, urban form, infrastructure and service delivery as well ensuring resilience of the urban system. A number of other factors also impact on the ability of cities to respond to risks and development needs and ensure future resilience against climate change, supporting livelihoods and poverty reduction. These include the skills available in the workforce and within the municipal authorities, an effective and transparent governance structure, issues shaped by national and regional economic policies and dynamics, as well as access to global financial markets and the global governance of environmental issues. It will be critical to identify potential risks to the implementation of the UEP, including impacts from the current Covid 19 crisis or other external shocks, as well as increasing stresses from the effects of climate change Iten Municipality developed the ISDP in 2015, however this spatial plan has not been approved due to a lack of stakeholder engagement during its development and absence of a budget and implementation plan104. An implementation plan with allocated resources is therefore crucial for the Municipality to successfully enable the proposed development framework (Section 6) and the achievement of the economic vision. The IDeP, developed in 2019, is the guiding instrument for the Municipal Board to deliver basic services, promote investment with greater socio-economic impact and endorse environmental protection. However, this plan needs to
Photo: Shady Chiri
104 Anecdotal evidence from the KOM workshop
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be aligned with a long-term spatial strategy to ensure optimisation of limited developable land, well-coordinated infrastructure delivery and economic development. Long-term land use plans are essential tools to guide sustainable growth by protecting environmentally sensitive areas and heritage assets, maximising economic opportunities, delivering resilient and low carbon infrastructure and socially inclusive growth and housing provision for all. The following sections discuss relevant considerations across partnerships, funding and scheduling for the proposed VC and climate resilient and inclusive infrastructure projects and the wider economic development plan. Crucial aspects to the implementation of these are capacity building and recommendations for social inclusion and climate resilience which are provided further below. The UEP as an advisory document aligned with the existing regulations and planning policy framework and is built upon the priorities of both the County and Municipality to boost development. With an effective implementation of the proposed development framework through land designation, land uses, ownership, and suggested delivery mechanism, the UEP will then support the realisation of benefits including:ding : › Improved attractiveness to Iten as sports capital and tourist destination, improving visitors and athletes experience to enjoy high quality sports facilities, › Value uplift of Elgeyo Marakwet agricultural sector and better income security for farmers, with training for additional skills and diversification of produce, access to optimal machinery and best practice techniques that and enhanced production, better storage facilities and collection centres and networks, › Added value to the agri-processing and industry sector with deployment of the two selected VCs of potato processing plant and sports nutrition bar in the suggested industrial site. Potential for other industrial units or identified VCs to be located in the site if not affected by competition with Eldoret industrial hub, › Value uplift to the retail and trade through better market infrastructure and improved facilities to host more traders, better financial support and training to manage their business, regulations and potential for specialised sports and tourism retail,
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› Increase in formal employment in the sectors of tourism, hospitality, industrial / agricultural processing, retail and trade. Improve socio-economic opportunities across society, providing employment opportunities and accessibility to facilities to those from SIGs who currently face a lack of income security; › Maintain the green character of the town to allow citizens and visitors alike to enjoy Iten’s clean and safe environment, as the proposals are guided by the optimisation of efficient use of land and safeguarding of natural assets, › Resilience to climate change through incorporation of SuDS and flood management into infrastructure development, upgraded all-weather roads with segregated lanes for runners and NMT, drought-resistant seeds and crop varieties, better access to climate finance and climate smart agriculture programmes.
7.2 Partners and institutional structures The strength of urban governance is one of the biggest issues affecting the ability of cities to respond to major economic and environmental challenges. There are two different aspects of multi-level governance: 1. Vertical governance which refers to the strength of coordination across multiple levels of government at national, regional and city levels, and 2. Horizontal governance referring to the coordination of activities across different sectors of society from local governments to the private sector, civil society and grassroots organisations Vertical governance recommendations Devolution is the backbone of Kenya’s planning policy to transfer power, funds and resources to accountable, transparent and inclusive local governments. The County of Elgeyo Marakwet is one of the two-tier governance systems with granted powers in terms of overarching planning and development within the County territory and also in relation to management and governance of Iten Municipality. The Municipal Board administer and manage the Municipality on behalf of the County government. The Municipal Manager is the administrative head of Iten Municipality who is responsible for the implementation of decisions made by the Board.
Iten Municipality and its various departments maintain good relations with the County Government and various communication channels exist vertically. Nonetheless, the Municipality should implement a plan of regular communication (e.g. periodic meetings and/or reporting) to keep the County Government appraised of progress and developments on SUED projects and to ensure that efforts are coordinated across the County. Failure to put such structures and processes in place will cause significant delays in project formulation and implementation along with direct impacts on the future role out of supporting climate resilient and inclusive infrastructure and their associated costs. Horizontal governance recommendations The following are likely to support the effective implementation of the UEP: › Involvement of stakeholders in steering committees and working groups: Iten Municipal Board and a continued PSG should involve a broad range of stakeholders throughout the lifecycle of any SUED VC and infrastructure projects, sharing information and monitoring progress on intended outcomes for different stakeholders. › Creation and establishment of the Sports Committee with representatives from the athletes, coaches, tourism board, business and hospitality sector, etc. to coordinate and manage the delivery of the TAP. This committee should report back to Iten Municipality on a quarterly basis. This detail is described in Section 4.6.1. The Committee should establish partnerships and cooperation between sports-related organisations and key tourism sites within the County. › Other thematic working groups or project teams could be established drawn from representatives from the government and community stakeholders to develop particular actions and track its implementation. These groups could be formed around the key sectors and urban elements, such as: markets and trade, waste management, sustainable transport, land use and planning permissions. These working groups and project teams should report back to the Municipality. › The Municipality should engage with key organisations such as the KAAA, Kenya Investment Authority, KVDA and others to ensure investments are focused on areas where Iten has a competitive advantage. Similarly, Iten Municipality should seek for collaboration and partnership
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with Uasin-Gishu County and Eldoret Municipality to get a better understanding of their vision for the local agriprocessing sector and opportunities to create synergies between the two locations. › The Municipality could establish partnerships with KONA, KIOF, EAOPS and organic certification control bodies to help farmers to become certified as suppliers of organic produce. › A mapping exercise should also be undertaken to identify the existing relationships and partnerships that exist at both a Municipality and County level. Existing relationships with multilateral institutions, bilateral institutions, NGOs and think tanks can all be leveraged to support SUED projects. The mapping exercise will also be conducive to building greater coordination between the existing partnerships as well as identification of opportunities for partnerships with new and emerging entities.
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In the context of Iten Municipality, the nature of partnership can be enhanced with public sector involvement and Jua Kali cooperatives to help direct and attract additional funding for public realm and infrastructure improvements. Key benefits of this approach are an accountable, proactive and flexible approach, whilst bringing wider regeneration benefits. BIDs have often been implemented in regard to retail and trade areas, to ensure the area remains appealing to customers and supports businesses’ operation within this space.
The Irish potato VC would further benefit from establishing partnerships with
The proposed ‘New Stimulus Market’ could be a suitable pilot for a BID as well as subsequent streetscape improvements, and main Town Square where this would help realise the potential benefits of an improved urban fabric with enhanced footfall, active mode access and flexible leisure offerings which support business revenue. It would be in the business communities’ interests to coordinate to ensure an appealing environment is maintained for residents and visitors from the wider region.
There may be some potential to work with international partners in the processed food industry. The County has previously signed a MoU with Kingdom Holding which could be extended/renovated to implement the proposed VC project.
Some potential partnerships are set out below.
Value Chain partners
Synergies with other development programmes
The success of the Irish potato processing plant and sports nutrition bar VCs outlined in section 5, depends on establishing close partnerships with suppliers of the required agricultural produce such as potatoes, grains, cereals, fruits and nuts. The produce collection aggregation model proposed in Section 6.4.3 will support both VCs facilitating and formalising the relationship between value addition facilities and farmers. The collection model and cold storages could either be managed entirely by a business to support sourcing of its raw materials or by an outsourced third-party agent supplying to manufacturers, retailers and markets.
DFID, the World Bank and other multilateral institutions have ongoing programmes within the County which will provide synergy with the SUED programme and potential for partnerships. Examples include the World Bank’s Kenya Urban Support Programme (KUSP) could provide an important partnership, supporting proposed urban improvements. The KUSP has already supported roads upgrade to tarmac standards and parking lots within the CBD, provision of a recreational park in front of Iten Viewpoint. Business improvement districts A popular concept for the establishment of zonal organisation is the formation of Business Improvement Districts (BID). A BID is a business-led partnership (non-profit organisation) run by and for its members in a defined geographical area with a remit to invest collectively to improve their environment. These organisations are funded by a mandatory levy agreed between members and set priorities for local investment such as cleaning, safety, improvement of the local area and promotion, and building local networks supporting local supply chains.
In Kenya, Twiga Foods is an example of a business that manages its aggregation. It has set up several collection centres across the country targeting small-scale farmers and supplies to retailers and wholesalers in Nairobi city. The Municipality could formalise the relationship with Twiga Foods or similar to manage the collection centres within the County.
› The National Potato Council of Kenya. › The neighbouring counties Uasin Gishu, West Pokot, Baringo and Trans Nzoia to source potatoes if shortage to meet demand. › Potatoes farming cooperatives › Feed mill producers to process wasted potatoes peel
Similar to the potato VC, the sports nutrition bars VC could establish collaboration partnerships with farming cooperatives to ensure supply of grains, cereals, nuts, honey and fruits produce. Collaboration with feed mill producers to process organic waste or with the operator of the landfill facility. The VC should partner with established manufacturer of nutrition bars to assist with production and distribution, this partner could be Kind, Clif Bar, GU, Powerbar, Kellogg’s, etc. Other potential partnerships include: › Collaboration with nutritionists to ensure quality of the product in line with athlete’s needs, › Marathons and sports events organisers in Kenya to distribute the finished product in races and events. This could also increase recognition of the product and brand to gain local customers.
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7.3 Implementation costs and delivery Table 7.1 summarises the implementation costs and delivery for the VCs, Sports Complex as anchor project, and climate resilient and inclusive infrastructure projects across the Municipality. Each project is considered by its sub-components; delivery partners and funding sources; capital costs and key cost elements; expected benefits to be realised; and timescale. This brings together from the project information set out in Section 5. It is important to note that these costs do not include various costs items including land acquisition, design and planning (unless stated, where this could reflect 10-30% of the Capex costs). Inflation and optimism bias have not been included at this stage, where this would uplift the cost estimates. There will also be often sizeable operational expenditure which will need to be factored in. At a Development Concept level, the project implementation is summarised as: Table 7.1 - Implementation costs
Total estimated CAPEX for the UEP Development Framework VC CAPEX:
KES 1,520m
Town Centre CAPEX:
KES 2,108m
Municipality-wide CAPEX:
KES 4,346m
In terms of the funding scale between private (/PPP), public and other sources, the following is provisionally estimated: 20% public sector led (County, CGoK, providers), 60% private and PPP, 20% donor funding In terms of the cost scale over time, the following breakdown is estimated given the individual project schedules: Urgent / immediate CAPEX:
KES 2,241m
Short – to medium-term CAPEX:
KES 5,225m
Medium – to Long-term CAPEX:
KES 509m
Photo: Justin Legat - UnSplash
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Table 7.2 - UEP Implementation costs and delivery
Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Urban: Town square and Stimulus Market: reclaiming the civic plaza
Masterplan to be developed for the square outlining options for proposed activities and phased relocation of existing traders
Public and Private Funding
Total Capex: KES 1.13bn
Potentially: In partnership with Jua Kali and local business (Business Improvement Districts).
Town Square Capex = KES 337m and Stimulus Market = KES 798.8m
Enhanced image of the CBD and attraction of more high-quality businesses
Short to medium term
Street trees and planting to support SuDS implementation and add aesthetic appeal. Street trees and planting to support SuDS implementation and add aesthetic appeal.
Possibility of a PPP where both structures (Stimulus Market and Plaza) are managed by a private operator
Higher revenue from increased footfall Ideal backdrop for Sponsor events Versatility of space offers opportunities for regular and seasonal activities encouraging more people to visit Improved greenery and biodiversity will promote a healthier environment Improved drainage for surface water run-off Improved accommodation for market stall at “New Stimulus market”
Urban: Transit hub
Masterplan to be developed for new transit hub outlining proposed operations, resilience to growth and space for businesses.
Public and Private Funding
To be coordinated with transport planners
Potentially: PPP with investor that could operate all the facilities under a single “umbrella”
Opportunity to integrate with existing on-site market
Typically, Public funded project
Total Capex: KES 335m
Opportunity to provide modern amenities and accommodate future growth Opportunity to provide more efficient operations such as access and safety Potential to become a global tourist destination Will add value to adjacent land
Medium to long term
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Transport: Develop public transport facilities
Reposition and refurbish existing bus shelters to allow for pick and drop areas closer to the carriageway and clear walking space behind stop
Public sector funds
Total capex: KES 5.8m
Increased passenger comfort
Immediate term
Delivery of bus stop and boda boda sheds could be done through partnership between the local businesses and County of Elgeyo Marakwet
Capex for repositioning and refurbishment of two existing shelters: KES 400,000
Increased footfall to support adjacent businesses
Construct two bus stops with seating, waiting and well-lit environment Construction of three boda boda sheds Ticket station at transit hub
Maintenance of the boda boda stops and bus stops could be through a partnership of local association, local business and county of Elgeyo Marakwet
Capex of two bus stops: KES 2m Annual Opex of four bus stops: KES 400,000
Increase of sustainable transport options i.e. public transport Increase revenue for municipality/ county for Kiosks near bus stops.
Capex of three boda boda sheds KES 2m Capex for ticket station – KES 1m Energy: Improve streetlighting
Review current implementation plan
Public sector funds
Total capex: KES 141 - 255m
Improved safety and security
Review current commercial and technical arrangements
Partnering with Municipality to coordinate and plan activities
Solar lighting: KES 150k per pole
Longer operational hours at market
LED retrofits: KES 40k per fitting
Improved finances for municipality
Design study to ensure suitable coverage of target area (roads. markets and trails)
Engage with athletes’ representative bodies to determine suitable solution for running trails.
Equipment review and selection Development of new commercial plan (procurement, deployment, implementation, maintenance)
Partnering with equipment specialists to determine appropriate technology solutions Maintenance capacity building programme to ensure continued operation of systems
Cost range KES 1-5m per km depending on technology and spacing
Coordination: short term Implementaiton Short to medium term
Roads: Estimated total cost for 20km based partly on coverage to new areas, partly reworking of existing areas, actual: KES 31 60m Trails: Estimated total for 60km: KES 109 - 190m
Waste: Closure of existing dumpsite
Excavation and haulage of dumped material to new landfill Surveys and site investigations as necessary Site remediation and restoration works including geotechnical works for improvement of soil stability to minimise erosion, allow for site user safety
IFI, NGOs and CBG, Public Funds, PPP,
Total capex: KES 133m to KES 313m
Improved ground and water quality in Iten
Support from NGOs, community groups
KES 106m to KES 207m
Reduces uncontrolled GHG emissions from the dumpsite
Maintenance is responsibility of Municipal Government
KES 26.6m to KES 106m
Improves local air quality
Private Public Partnership (PPP)
Funding: IFI/ Donor Finance
Provides employment to aid with excavating, removing, and capping
Immediate
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Transport: Improvements of running tracks along HART and LART
Design of running tracks based on available right of way
Public sector funds
Total Capex: KES 102m
Short
Delivery through a partnership between Kenya National Government (Kenya Urban Roads Authority (KURA)) and County of Elgeyo Marakwet
Capex for design and constructing graded 63km of running trail KES 28m
Better and safer running tracks for local and international athletes
Grading of 63km of running tracks Land acquisition of approximately 9.5 Ha of land along the running trail
Delivery of the running track and NMT facilities by County of Elgeyo Marakwet Maintenance of road and running track by KURA and county
Annual Opex of maintaining running tracks KES 2.8m. Capex of land acquisition of 5 m over 26km KES 74m
Sanitation: Toilets on the running tracks
4 urine diverting double vault toilets on running tracks
Public funds
Transport: Enhanced market linkages through farm product aggregations
Develop collection centres fit with receiving, processing and dispatch areas
Public sector and IFI
Total Capex: KES 8m
Delivery of collection centres through a partnership between the Kenya National Government - National Potato Council of Kenya (NPCK) and Elgeyo Marakwet County
Capex of the four Collection centres KES 8m (2m for each centre)
Upgrade feeder roads for access
Improved land value
Total Capex: KES 200,000
Improved access to sanitation
Short
Improved resilience to droughts and floods Reduced logistics costs of sourcing outputs from small-scale farmers
Short
Improve quality of produce through sorting and storing
Annual Opex of the Collection Centre KES 800,000
Improved productivity through increased access to information
Reduced crop spoilage leading to higher revenues for small farmers
Delivery of collection centre through a partnering between Development Partners like DfID, World Bank, USAID and Elgeyo Marakwet County Grading of feeder roads to be undertaken by the County through the annual budget allocation Energy: Solar refrigeration system
Mapping of ownership of all local livestock holdings and their product outputs, mapping of current distribution hubs and status of their product storage facilities
Public funds, IFI, donor, private funds
Total Capex: 23m
Partner with regional / county government to coordinate activities
Benchmark: KES 750k per system
Establishment of needs for solar refrigeration systems
Partner with local agri/ livestock organisations
Preparation of design brief for refrigeration systems
Partnering with local solution specialists to determine appropriate deployment
Development of procurement and deployment plan
Maintenance – capacity building programme to ensure continued operation of systems
Maintenance plan
Maintenance – responsibility of individual farmers
Benchmark: KES 750,000 per system Actual: KES 11.25m based on max 15 local systems and KES 12m for four hubs
Employment opportunities for women
Short to medium term
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Transport: Upgrade of west link
Upgrade of 9km of road from earth to all weather access
Public funds, PPP
Total Capex: KES 284m
Eased access to the industry cluster
Short
Upgrading of the west link, access road to industrial site and running tracks to be delivered by the County Government o
Capex of upgrading of 9km road KShs 273m
Better and safer running trails
Improve three junctions: along the 8km stretch and VC turning Grade 4km of running trails with support storm water drain systems Land acquisition
Maintenance of running tracks could be done through a partnership between county and local sport businesses Engage with private land owners for land acquisition requirements
Improved land value
Capex of improving three junctions (20m by 20m) KES 4m Opex of maintaining junctions KES 400,000 Capex of grading 4km of running trails KES 2m Capex land acquisition of 1 ha (5m over 2km) KES 5m
Transport: Upgrade of Kamariny access road
Upgrade of 1km of road from earth to all weather Storm water drain facilities NMT and running track facilities
Public funds, IFI
Total Capex: KES 111m
Improved access to Kamariny Stadium
Delivery through a partnership between Kenya National Government (Kenya Urban Roads Authority (KURA)) and County of Elgeyo Marakwet
Capex of upgrading 1km of road to all weather KES 45m
Better and safer access for pedestrians and athletes
Annual Opex of the bitumen road KES 5m
Improved land value
Delivery through a partnership between Kenya National Government (Kenya Urban Roads Authority (KURA)) and County of Elgeyo Marakwet Maintenance of road and running track by KURA and County
Capex of the drainage KES 63m Annual Opex of drainage KES 6m Capex of constructing graded running trail KES 450,000 Annual Opex of graded running trails KES 45,000 Capex of land acquisition of 5m over 1km KES 2.5m
Short
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Transport: Improvements of critical secondary roads C661 and C662
Upgrade of 54km of road to all weather access
Public funds, IFI
Total Capex: KES 468m
Improved land value
Provide NMT facilities where appropriate
KES Capex of upgrading 10km road to all weather KES 450m
Eased access to farms and tourist sites
Tree planting on C661 section that overlaps with LART
Delivery of road upgrade through a partnership between Kenya National Government - Kenya Rural Roads Authority (KeRRA) and f Elgeyo Marakwet County
Short to medium term
Slope stabilisation along C661 (this component requires a site visit to assess the severity)
Delivery of tree planting through County Government – Environmental Department Funding through development partners like World Bank, USAID Maintenance through Kenya Road Board – Road Maintenance Fuel Levy Fund (RMLF)
Drainage: SuDS along Public realm improvement
Existing drainage features needs to be improved and maintained (example: litter picking). Establish a continuous conveyance of rainwater along Kerio Valley Road. Tree plantation
IFI/County Government/ NGOs and National Government
Annual Opex of maintaining road KES 160m
Better management of mud slide prone area
Capex of NMT facilities (assuming 10km) KES 18m Annual Opex of NMT facilities KES 2m Capex of slope stabilization KES 10,000 per sq metre Total Capex: KES 62m Indicative cost of KES 4,940 per m length. Initial assumption of 4km long. Indicative cost of KES 45-60m per km (assume 1km long).
Local vegetated “bioretention” areas planted with drought resistant plants and trees.
KES 45,500 for 30 trees planted
A minimum of two-level SuDS treatment train is required at petrol stations and vehicle maintenance areas.
Excavation per m3: KES 4,000, assumption of 12 m3 (1.5 m2 x 4km x 2).
Fuel and oil interceptors located at the outfall.
Planting of trees and shrubs per m2 = KES1,600, assumption of 24m2 (3m x 4km x 2).
Rainwater harvesting for re-use.
Better and safer pedestrian access
Allow KES 350,00 for each SuDs applicable system Allow KES 150,00 for each SuDS applicable system including lagoons where applicable Allow KES 1.5-2m for each Fuel/Oil Interceptor system 1,000Galon size 2,400x1,500x1,200mm Tanks at KES 200,000 for a Galvanized Cold-Water Storage tank with roof connection
Improve safety, pollutant removal and ensure the system is providing full capacity to convey water. Improve surface water management These provide effective surface water management as the tree will take up the water. The tree canopy captures pollutants from the air, provides shade and amenity benefit, and creates a wildlife habitat. Provide multiple benefits i.e. water interception, attenuation and treatment. Attractive, provide amenity benefit, and creates a wildlife habitat. Prevent polluting the receiving watercourse Additional water resource to be used for car wash and watering plants
Medium to long term
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Drainage: Drainage Master Plan
Scoping study for a drainage master plan
Public funds, IFI, NGOs
Total Capex: KES 17m
Plan for drainage improvements
Drainage planning and design
IFI funded with consultant for study
KES 15m (include a team of Hydrologist (2 months), drainage engineer (9 months), surveyor (4months), sociologists and economists (5 months each)
Medium to long term
Improved ground and water quality around Iten
Short to medium term
This project can be implemented by the county government Funds could be obtained from IFI/County government/NGOs Requires external capacity support at feasibility, construction and supervision stage Waste: Commission a New Waste Management Facility
Drainage planning and design cost to be confirmed in the scoping study ~ (KES 1.5 - 2.5m)
Construction of new engineered landfill cells
IFI/ Donor Finance / PPP
Total Capex: KES 106m to 426m
Construction of landfill gas collection and process system for biofuels
Opportunity for private or public sector to collaborate with informal sector
KES 3m initial feasibility study
Waste composters for organic fraction
Employment of local SME’s and building contractors in the construction and operation of the sanitary landfill Maintenance responsibility of Municipal Government Revenue generating aspects: biofuel is a marketable product and can be sold
KES 25-50m initial start-up costs KES 950,000 (industrial composter)
Reduction of methane emissions in the landfill Improve local air quality Provide employment Provision of a sanitary and engineered landfill for future management of residual waste Extraction of valuable waste streams (metals, glass) from total waste Reduction in deforestation for fuel (instead biogas generation) Protects natural resources (water and soil) Reduces risks to public health Reduction of total waste disposed of in landfill by treating the organic fraction that will increase landfill lifespan
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Energy: Landfill biogas for cooking
Detailed study of landfill to determine initial waste volumes and potential biogas outputs
IFI/ Donor Finance / PPP
Total Capex: KES 53m
Reduction in greenhouse gas emissions
Partnering with Municipality to coordinate and plan activities
KES 3m initial feasibility study
Extraction of value from waste stream
Short to midterm
KES 25-50m initial start-up costs (construction of facility, procurement of cylinders, set-up of payment system)
Reduction in health incidents through improved indoor air quality
Total Capex: KES 5.3m to 10.6m
Encourage source-segregation (residual, recyclables, organic) therefore reducing volume of waste to landfill
Initial program design (incl. operation plan, financial modelling, customer service model) Initial technical design, Social and environmental analysis Development of implementation plan procurement (incl. procurement, deployment)
Partnering with local/ regional solution providers to determine appropriate technical and commercial solutions
Reduction in deforestation
Maintenance – capacity building programme to ensure continued operation of systems
Detailed operation plan (incl. revenue collection, maintenance etc.) Waste: Integrated waste collection system
Upgraded waste collection system Installation and use of containers,
IFI/ Donor Finance, PPP, NGOs, CBO, private funds, public sector Introduction of Private Public Partnership (PPP) and/or private waste operators and services into waste collection effort
Short term
Increased formal employment in the waste sector as catchment area/ routes increase
Support from NGOs, community groups, waste pickers
Increased public awareness on waste and recycling
Funding for personal protective equipment, collection carts, training and wages for the community based organisations, etc
Reduced illegal dumping of waste and improved sanitation Provides an increased level of service and engages community and private sector
Maintenance responsibility of Municipal Government Employ local SME’s for waste services.
Improves sanitation and flood and surface water management ability.
Revenue generating aspects: valuable waste streams to be segregated and sold e.g. metals, plastic.
Higher quality materials which can be sold to recycling brokers Improved understanding of waste collection and collection days, etc
Water: Wastewater treatment systems (Exhauster trucks, decentralised facility)
Exhauster trucks,
Water: rainwater harvesting
Rainwater harvesting pilot (1000 HH) and feasibility study
Decentralized sludge handling facility,
County government/ PPP/IFI/NGO/ National government
Total Capex: KES 827m
Improved access to sanitation Improved resilience to droughts
This project can be implemented by the local utility or county government County government/ PPP/ IFI/ NGO/ National government
exhausters immediate decentralised facility - short
Total Capex: KES 103m
Improved access to water supply
Short term
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Water: Sabor storage dam upgrading
Water supply distribution plan and last mile connectivity feasibility study for Iten
County government/ water company/PPP/ IFI/NGO/National government
Total Capex: KES 1.8bn
Improved resilience to droughts
Immediate
Feasibility study: KES 15,000,000
Sabor storage dam capacity of 720,000 m3 including all ancillary and outlet works
Water company / water board with grant / loan from IFI / GoK
Best solution to achieve a reliable water supply in Iten
Storage dam and acillary and outlet works: KES 1,805m
Support to sports tourism and agriprocessing water needs Improve resilience to climate resilience to drought and fire disaster Support town’s growth
Energy: Solar irrigation systema
Mapping of ownership of all local agricultural and livestock holdings and their irrigation needs, current status of their irrigation facilities.
IFI/ donor/ private finance
Total Capex: KES 75m
Partner with regional/ county government to coordinate activities
KES 75,000 per system, max 1000 systems to be provided
Review of abstraction volumes from each borehole to ensure sustainability of water resources
Partner with local agri/ livestock organisations
Establishment of needs for solar irrigation and borehole systems
Partnering with local equipment specialists to determine solutions
Preparation of design brief for boreholes/ irrigation systems
Maintenance – capacity building programme to ensure continued operation of systems
Consistent service provision for farmers with no powered irrigation
medium term
Lower costs for farmers where current system is on grid Reduced carbon emissions associated with agricultural sector
Development of procurement and deployment plan Capacity building of farmers to benefit from the system and ensure continued operation Maintenance plan Energy: Renewable energy / energy efficiency at Kessup Falls
Baseline study
IFI/ donor finance
Total Capex: KES 15m
Selection of new pumping equipment
Partner with water company to coordinate activities
KES 9m - 15m
Design of new renewable energy system Development of procurement and deployment plan Maintenance plan
Partnering with energy services company to undertake improvements to pumping systems. Partnering with renewables specialists to determine solutions Maintenance – capacity building programme to ensure continued operation of systems
Reduced cost for water company pumping costs. Potential to pass this on to the consumer Reduced carbon emissions associated with water sector
medium term
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Title
Description & sub-components
Delivery Partners & sources of funding
Cost in KES
Expected benefits
Timescale
Energy: Renewable energy / energy efficiency at Sing'ore
Baseline study
IFI/ donor finance
Total Capex: KES 3m
medium term
Design of new renewable energy system to serve new water services to Sing'ore including new pumping equipment
Partner with water company to coordinate activities
KES 2m - 3m
Provsion of potable water services to Sing'ore community
Development of procurement and deployment plan Maintenance plan
Reduced carbon emissions associated with water sector
Partnering with energy services company to undertake improvements to pumping systems. Partnering with renewables specialists to determine solutions Maintenance – capacity building programme to ensure continued operation of systems
VC Potato processing plant
The initial focus of the facility would be on the production of dried potato flakes and potato flour, with the potential to add additional products (chips, crisps, starch, etc.), once the facility is established.
SUED programme with potential for other public and private funding involvement
The total investment required is estimated at KES 1,100 to KES 1,300m. Some 60% of this covers equipment and machinery, 25% for working capital, 8% on buildings and the rest for training and marketing.
Providing a stable offtake and prices for farmers, supporting investment in seed potato and irrigation,
Short
Reducing post-harvest losses, Providing process waste that could be a valuable input into a feed mill, Increasing the value added in agriculture, supporting the Big Four Agenda and County Government objectives, Direct employment of around 44 fulltime employees in the first phase.
VC Sports nutrition bars
While the initial focus of the VC is on sports nutrition bars, once the brand is established there will be potential to expand the range into other sports nutrition products such as energy blocks, jells, powders, and drink formulations.
SUED programme with potential for other public and private funding involvement
The total investment required is estimated at KES 200 to KES 220m. The cost of machinery and equipment is relatively low, representing 22% of total capex, with buildings and site preparation a further 20%. Working capital is estimated at 35% of total capex, which is relatively high as it includes training, marketing and promotion cost of KES 20m.
Providing a link between the farming and sports sector Encouraging investment in specific crops Supporting the branding of Iten as centre for sports excellence Supporting development of Iten as hub for sports nutrition science Direct employment of 44 full-time employees in the first phase, with good potential to expand High potential for employing special interest groups (SIGs), people living with disabilities (PWDs) and other target groups.
Short
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Figure 7-1 below demonstrates the full set of proposed VCs and infrastructure projects, showing where implementation would suitably begin. Whilst each proposal may be implemented as a standalone project, effective linking and sequencing will create the highest impacts on future private and public investment potential. Area
Immediate/ urgent
Short term
Medium term
Long term
Town Square and Stimulus Market Transit Hub Town Centre
Develop public transport facilities in town centre Improve street lighting Closure of existing dumpsite Improvement of running tracks HART LART Toilets on running tracks Enhanced market linkages through farm product aggregations Solar refrigeration system Upgrade of west link road to industrial site Improvement of Kamariny access road Improvements of critical secondary roads C661 and C662 SuDS along public realm improvement Drainage master plan
Municipality wide Commission a new waste management facility Landfill biogas for cooking Integrated waste collection systems Wastewater treatment system exhauster trucks
Wastewater treatment systems: decentralised facility
Sabor storage dam upgrade Solar irrigation Renewable energy / energy efficieny project at Kessup Falls Renewable energy / energy efficiency project at Singâ&#x20AC;&#x2122;ore VC project potato processing plant VC sports nutrition bars
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7.4 Funding The investment experts as part of the SUED programme will develop feasibility studies for the proposed projects which will include estimated capital expenditure and operating expenditure requirements. It will likely be necessary to blend and combine a range of different sources of financial and non-financial support to meet the projects’ expenditure requirements. Careful consideration will have to be given to the differing eligibility criteria of the various sources in order to successfully structure blended finance arrangements. Grant funding can help improve the financial viability of projects which have significant, upfront capital expenditures, improving the overall investment appeal of a project and attracting additional private investment as a result. The proportion of grant finance of the total project finance amount should be carefully justified, as simply seeking a maximised grant finance proportion can seed doubts in the private sector about the long-term financial sustainability of the project. Grant funding is also available to less, commercially viable projects with significant socio-economic or environmental benefits, particularly relating to climate change and resilience. They may also be focused on certain activities such as technical assistance in project preparation or capacity development. Philanthropic and NGO grant funding could also be leveraged through initiatives such as businesses dedicating 1% of profits to corporate social responsibility (CSR) initiatives. Examples of projects could include tree planting, provision of or access to recreational facilities such as SuDS development. The World Bank’s Kenya Urban Support Programme (KUSP) has also been identified as potential funding support for some of the UEP projects, including public realm improvements and urban drainage solutions. Private sector finance for a range of sectors is available in East Africa from both local and international sources. Existing investors in the region include impact investors, venture capitalists and private equity funds who are able to provide relevant instruments for the value chain projects such as
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equity, quasi-equity (mezzanine finance) or concessionary debt. Access to private finance will be contingent on the concrete demonstration of viable business models and strong governance structures. Projects will also benefit by blending in non-financial support in the form of social capital, such as volunteer efforts from the community. Actions to build social capital include mobilising community organisations and volunteers to be involved with the development and implementation of projects. The most successful mobilisation of human and social capital resources occurs for projects where there is a demonstrated, direct and visible relationship between the project and the future benefits for community and volunteer stakeholders. Examples of projects could include raising awareness campaigns for more efficient use of water and solid waste collection and management. Climate change resilience funding Mobilising the scale of resources to address the identified climate change adaptation measures to be implemented and ensure that the selected VC and infrastructure projects are climate resilient and inclusive, the counties need to consider the full spectrum of potential funding sources available. Presented below is a snapshot of the available climate change funds that cover climate adaptation and mitigation. It is important to note the following: › The VCs and infrastructure projects have had climate change resilience actions embedded in their proposals, and further recommendations have been made, as per Sections 5.4 and 6. This will aid the projects in accessing funding by demonstrating their significant contribution to climate change actions. › The Sports Complex anchor projects has also embedded resilience and flood management. › Successfully accessing resources from these funds depends on a good understanding of the funder’s perspective and procedures. A comprehensive grasp of funding criteria as well as the different financial mechanisms and the extent to which they can be combined is important. Existing guidance105 presents the following principles that need to be generally adhered to. 105 http://pubdocs.worldbank.org/en/222771436376720470/010-gcc-mdb-idfc-adaptation-commonprinciples.pdfIMPLEMENTATION PLAN 126
› The project activity must: › Include a statement of purpose or intent to address or improve climate resilience in order to differentiate between adaptation to current and future climate change and good development; › Set out a context of climate vulnerability (climate data, exposure and sensitivity), considering both the impacts from climate change as well as climate variability related risks, where the UEP Climate Vulnerability Assessment (Appendix D) provides important considerations here; › Link project activities to the context of climate vulnerability (e.g., socio-economic conditions and geographical location), reflecting only direct contributions to climate resilience. Global Funds Green Climate Fund (GCF): The GCF seeks to promote a paradigm shift to low emission and climate-resilient development, taking into account the needs of nations that are particularly vulnerable to climate change impacts including Africa and Small Island Developing States (SIDs). The GCF aims to deliver equal amounts of funding to mitigation and adaptation and its activities are aligned with the priorities of developing countries through the principle of country ownership. The financial instrument / delivery mechanism for the GCF is grants, loans, equity or guarantees. The National Treasury is the Kenyan National Designated Authority (NDA) for the GCF and developed the Kenya National Green Climate Fund (GCF) Strategy106 which has a vision to increase financial flow from the GCF for a climateresilient society and low-carbon economy. The Strategy identifies County governments as critical co-financiers who can take the role of Executing Entities and/or Implementing Entities of climate resilient and low-carbon initiatives. The Strategy provides a roadmap for stakeholders in harnessing resources from the GCF.
106 The Kenya National Green Climate Fund (GCF) Strategy https://www.gcfreadinessprogramme.org/ sites/default/files/GCF%20Coordination%20Strategy%20Report.pdf
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The Adaptation Fund: The AF finances projects and programmes that help vulnerable communities in developing countries adapt to climate change. Initiatives are based on country needs, views and priorities. The financial instrument / delivery mechanism used by the Adaptation Fund is grants. NEMA is the is the National Implementing Entity (NIE) for Adaptation Fund in Kenya. The Least Developed Countries Fund (LDCF): The LDCF was established to meet the adaptation needs of least developed countries (LDCs). Specifically, the LDCF has financed the preparation and implementation of National Adaptation Programs of Action (NAPAs) to identify priority adaptation actions for a country, based on existing information. The financial instrument / delivery mechanism used by the LDCF is grants. The Global Environment Facility (GEF) administers the LDCF and Operational Focal Points (OFPs) are responsible for coordination in country. The Ministry of Environment and Forestry is Kenya’s GEF Operational Focal Point. The Special Climate Change Fund (SCCF):The SCCF was established to address the specific needs of developing countries under the UNFCCC with respect to covering incremental costs of interventions to address climate change relative to a development baseline. Adaptation to climate change is the top priority of the SCCF and in addition to this, it finances projects relating to technology transfer and capacity building in the energy, transport, industry, agriculture, forestry and waste management sectors. The SCCF is administered by the GEF and its financial instrument / delivery mechanism is grants. The Ministry of Environment and Forestry is Kenya’s GEF Operational Focal Point. The Pilot Program for Climate Resilience (PPCR): The PPCR provides funding for climate change adaptation and resilience building. It aims to pilot and demonstrate ways in which climate risk and resilience may be integrated into core development planning and implementation by providing incentives for scaled-up action and initiating transformational change. It is a targeted program of the Strategic Climate Fund (SCF), which is one of two funds within the Climate Investment Funds (CIF) framework. The financial instrument / delivery mechanism for the PPCR is grants and loans. The CIF Secretariat is housed at the World Bank.
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Regional Funds The Africa Climate Change Fund (ACCF): the ACCF aims to support African countries transition to climate resilient and lowcarbon mode of development, as well as scale-up their access to climate finance. The ACCF serves as a catalyst with a scope broad enough to cover a wide range of climateresilient and low-carbon activities across all sectors. Priority for funding is given to the following themes; supporting small-scale or pilot adaptation initiatives to build resilience of vulnerable communities; and supporting direct access to climate finance. The ACCF gives grants and launches calls for proposals periodically. The Secretariat is housed at the African Development Bank. National Mechanism. The financing of climate action is anchored on the Kenyan constitution. The Climate Change Act, 2016 requires that deliberate Climate Change considerations are made to ensure mainstreaming in all government plans, policies and programmes, resulting into inbuilt public climate financing of all sectors of the economy. The Climate Change Act, 2016 further created a Climate Change Fund to facilitate climate action. The National Treasury is the National Designated Authority (NDA) for climate finance in Kenya and oversees the implementing entities for various climate finance streams. County Mechanisms The Kenya County Climate Change Fund (CCCF) Mechanism: These improve a counties readiness to access and disburse national and global climate finance to support community-prioritised investments to build climate resilience, five counties have so far established CCCFs . The CCCFs are aligned with national priorities set out in Kenya’s National Adaptation Plan (NAP) and enable these County governments to strengthen and reinforce national climate change policies while delivering on local adaptation priorities. The expansion of the CCCF across the country is one of the priorities in the Kenya National Climate Change Action Plan, 2018-2022.
7.5 Recommendations for Capacity Building Several areas are recommended for capacity building for the UEP implementation, with Municipality and departmental upskilling alongside partnerships and institutional structuring. These would support the effective and integrated approach to sustainable and inclusive economic sector development; infrastructure delivery, operation and maintenance; and climate resilience future proofing development. Project implementation Capacity building in project preparation, project management and delivery and maintenance from the Municipality, particularly when it comes to revenue generating activities and how to ensure revenue is received and used, is recommended. Working with the private sector for the delivery of urban services and projects is increasing in importance and requires knowledge and skills to support effective implementation of market driven solutions including PPP mechanism. The UEP promotes an integrated approach to development and there is a need to ensure silo thinking is removed from planning and delivery. This enables understanding of what needs to come first in the development process, and the wider dependencies and synergies. A Sports Committee is recommended to be established to oversee and coordinate the implementation of the TAP. The Committee would involve members from different backgrounds and disciplines that may need working sessions, training or technical assistance on a specific topic to ensure the implementation of the plan. Covid-19 lessons and emergency response Strengthening preparedness and emergency response capacity is critical. This means better preparedness in terms of financing, service delivery and business continuity including budgeting for future crises, emergency operations centres, capacity building, drills, and human resources redeployment plans. This capacity building is recommended for Iten Municipality, where a cross-sector taskforce would be a recommended structure.
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Data and digital tools Effective data gathering and analysis will support the monitoring of strategic objectives for the Municipality, including UEP project implementation, where capturing stakeholder information can be a key element of this. Data management of Municipality services, such as waste management, public transport service and open space maintenance, will support the Municipality in responding to its resident and business needs as well as monitoring the impact of these services. It is also recommended that digital platforms be developed, with business and community involvement, to better coordinate and deliver in the first instance, boda boda services and support online trading and supply chain linkages. Climate resilience It will be important for the Municipality to develop understanding of climate change impacts across different sectors, exposure to risks and vulnerabilities. Such knowledge should be mainstreamed throughout services and projects to ensure resilience is imbedded. The capacity and capability to access available funds (set out in section 7.4) should be improved. Building capacity among key planners and decision-makers so that climate change can be more widely integrated into County sector and development plans will help ensure that climate risks are adequately considered, and that the Municipality is well positioned to identify any potential opportunities arising. Opportunities might take the form of attracting investment for climate resilient investment programmes, or proactively identifying and supporting new business ventures which respond to changing conditions and consumer demand. More specific recommendations provided further below in section7.7. Social inclusion It is recommended that the Municipality and its departments are supported in their understanding and upskilling around social inclusion, including Social Inclusion Awareness Creation for the Municipality and its stakeholders to embed a shift in attitudes and reduce discrimination. This is important to
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will get a chance to meaningfully participate in decision making.
open up socio-economic opportunities and infrastructure and services to all groups, improving social cohesion and addressing the significant outcomes of exclusion. This capacity building with the Municipality would suitably support the better application of inclusive contracts such as the Access to Government Procurement Opportunities (AGPO) policy. More specific recommendations provided further below in section 7.6.
› Developing a SIGs-appropriate communication plan to ensure they receive Programme information in a timely manner and are involved in decision making. Such information could include key UEP dates, capacity building and availability of job opportunities, customised for access by the blind, deaf and other PWDs.
Economic opportunities and Value Chains
The economic dimension of inclusion
The TAP and DAP (Section 4 and 5) present recommendations around institutional structures and capacity to successfully develop the key sectors and realise the opportunity from the VC projects. Capacity building for the Action Plans incorporates the County’s educational facilities, the County Government and Municipality, the business community, local community and sectoral partners, where a business incubator is aspired to as local capacity is built.
This dimension focuses on provision of economic opportunities for all. It emphasizes the ability of all, including the most marginalised, to contribute to the economy and to share in the benefits of economic growth.
7.6 Recommendations for Social Inclusion To ensure the Programme achieves its UEP goal of promoting enterprise development activities that enhance the employability of marginalised populations, everyone should participate in the UEP development and implementation activities, and shared benefits across the Municipality. The following is recommended for inclusion across the threedimensional approach: The social dimension of inclusion This refers to the fundamental principles of rights, dignity, equity and security for all, and it seeks to address attitudinal and information barriers to inclusion. The Programme shall continue implementing inclusive stakeholder engagement, which will include: › Ensuring participation of all including the youth, PWDs, and women in the UEP’s planning, development, implementation and monitoring phases, and related activities. › Applying pro-poor engagement methods to reach out to excluded groups in subsequent phases of the UEP and the SUED Programme. This will ensure excluded groups
To achieve economic inclusion, the Programme shall ensure that it: › Specifies the percentage of jobs and capacity building opportunities that should be reserved for excluded groups. This can be done through an inclusion targeting policy. Provision of this threshold will make it possible to achieve and monitor progress as what gets measured gets done. › Provides capacity building initiatives that are tailored around Iten’s VC projects. This will ensure trained persons are absorbed in the VC projects during implementation for optimum job creation. › Implements the inclusive, climate resilient infrastructure proposals suggested in this UEP. The proposed infrastructure projects are key to supporting the VCs’ performance and the general socio-economic welfare of the Municipality and its residents. › Implements the inclusive, climate resilient approaches suggested in this UEP, which are supposed to be affordable and tailored to the local conditions to ensure sustainability. Where these are not affordable, funding measures has been identified to avoid creating climate induced exclusion in Iten. › Develops ways of improving finance access for smallholder participants of all gender, age groups and (dis)ability across the Irish potato processing value chain. This could be for instance through facilitating linkages with s micro-
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credit programmes or organisations that can support SIGs’ investments in the value chain. Low access to credit is a key hindrance to the participation of excluded groups in economic activities. › Develops the sports nutrition bars VC project to be the only one in Africa or the world with raw materials sourced locally and run purely by SIGs to show how inclusivity can support sports e.g. a possible model proposed by the SIGs could be women and youth supply the bars’ raw materials, youth and PWDs do the processing and packaging, the Municipality staff and all SIGs do the marketing and SIGs run the nutrition bars shops. The spatial dimension of inclusion This is the cornerstone of inclusion in urban areas and it focuses on equal access to housing, infrastructure and basic public services which main aim is to upgrade the quality of living environment in the Municipality. For each of the infrastructure projects, inclusion proposals have been made to enhance benefits to the community e.g. adaptation of human-centred design to ensure accessibility by all, especially by PWD; street lighting to promote everyone’s safety; creation of green open spaces to improve urban aesthetics and wellbeing; formalization of waste management systems to improve the environment and create formal jobs; improvement of water and sanitation and energy access to support VCs, improve hygiene and human dignity. Further recommendations have been provided for the SUED Programme: › Establishes a GeSI implementation unit, the unit will be responsible for ensuring the inclusion proposals in this UEP are implemented; appropriate coordination between the agencies and jurisdictions involved in inclusion proposals; and the measures including technical assistance to strengthen the Municipality’s capacity to foster inclusion are delivered.
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› Performs more GeSI capacity development, in addition to the inclusion awareness workshops delivered during the UEP development process, UEP stakeholders will need sensitisation on what inclusivity is, why it’s important and how to achieve it. This will help that non-discrimination becomes part of the Programme’s culture and beyond. › Develops a GeSI monitoring framework, this will measure social inclusion progress throughout the UEP’s life. Some of the aspects to be checked could include: number of SIGs involved in the Programme’s workshops; number of SIGs recruited into the Programme’s capacity building initiatives; number of SIGs employed by the Programme; level of inclusivity in the VC projects; inclusivity in climate adaptation and resilience approaches proposed for the Programme; attitudinal changes (if any) in the Programme stakeholders’ perspectives after social inclusion workshops etc.; GeSI Needs Awareness Level; inclusive infrastructure proposals delivered by the Programme; Inclusion Awareness workshops delivered by the Programme, overall inclusion and poverty reduction impact achieved etc.
7.7 Recommendations for Climate Change and Resilience The projects outlined in this report will help to strengthen the resilience of the Municipality to climate change, but much more will be needed, both in terms of infrastructure investment, and strengthening institutional capacity, to ensure that Iten can reach its goals despite challenging climate conditions. Our understanding is that a County Climate Change Directorate is being created107.This Directorate will help to mainstream climate change in the County, however, in order for it reach its objectives it needs clear funding and enhanced technical capacity. We recommend a targeted capacity building programme, to ensure that the Climate Change Directorate can effectively function to coordinate and mainstream climate change across the County.
107 The Kenya National Green Climate Fund (GCF) Strategy https://www.gcfreadinessprogramme.org/ sites/default/files/GCF%20Coordination%20Strategy%20Report.pdf
Several Kenyan counties have created, or in the process of creating, county-level climate change funds, designed to be used to finance key climate change activities in the County, and deliver locally on the priorities of Kenya’s National Adaptation Plan. Initial evidence shows that these funds are effective not only in terms of finance, but also for the coordination of climate resilience programmes among different actors108. We recommend that the County explore whether it is feasible to establish a similar fund for Elgeyo Marakwet. Such a Fund could provide a key mechanism for financing the adaptation measures needed to allow Iten to become a climate resilient Municipality, as well as providing a mechanism to ensure strong community participation in planning adaptation, and ensure that currently disadvantaged groups are included in the decision-making process. A targeted programme of capacity building would need to be delivered to help build the case for a County Climate Change Fund. There are significant climate resilience benefits that could be achieved through improved catchment management measures, with water sensitive land management in the upper catchments helping to both reduce flood and landslide risk, and increase the quality and quantity of water available downstream. The recently adopted Elgeyo Marakwet Forest Conservation and Management Bill is a positive step, and notes the potential for sustainable forest management to help communities to adapt to climate change, as is the2017 charcoal bill, which seeks more sustainable production of charcoal. Exploring support for strengthening local Water Resource User Associations (WRUAs), and Payment for Ecosystem Services projects, where upstream landowners are paid for good environmental practices by downstream beneficiaries, could also help to increase catchment resilience. It is clear that a climate resilient agricultural sector will be essential both for driving growth in the County, as well as improving livelihoods and reducing poverty. Initiatives such
108 https://www.transparency-partnership.net/gpd/kenyas-county-climate-change-funds
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as the Kenya Climate Smart Agriculture Programme109, which recently announced the start of its activities in Elgeyo Marakwet provide important learning opportunities, and can start to lay the foundations for a resilient agricultural sector. Scaling up the lessons from this and similar programmes will require a coordinated programme of investment, with potential focus areas on: › Training programmes on Climate Smart Agriculture › Improved access to seasonal and 10-day forecasts › Increased awareness of appropriate insurance products (e.g weather-based index insurance) › Reducing post-harvest losses The creation of a climate resilient agriculture policy, building on existing county agricultural plans, and national policies such as the Kenya Climate Smart Agriculture Strategy (2017-2026), could help to coordinate these efforts and build institutional capacity on climate resilient agriculture.
7.8 Next steps Following the completion of the UEP, during the next phase of the SUED Programme the proposed projects will be developed further to: › enhance Municipal and local capacity to implement the identified projects, and › enable revenue generation to ensure financial sustainability beyond the programme
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› help remove or amend policy and regulatory constraints to private sector led urban development and growth › develop feasibility studies and business cases for specific projects to establish their bankability and
I want Iten town to be an urban municipality where in the coming future all the residents of Elgeyo Marakwet community will be happy to be in Elgeyo Marakwet for our kids and grandchildren.
› develop investment promotion strategies to draw in investment (including seed financing through the programme)
109 https://www.kcsap.go.ke
Rossy J. Kiprotich
Photo: Hennie Stander - UnSplash