5. Eldoret Development Framework

Project title Project subcomponents Delivery Partners Sources of funding

In-vessel composting or Anaerobic Digestor plant Coordination with AEZ operator and regulator, as part of waste Strategy Employment, training and maintenance by Municipality and private entity Collaboration with farmers to secure local end markets PPP and Private sector Private Public Partnership and/or private waste service provision

Cross-Area - Municipality and wider County

› Upgrade 35 km of proposed ring roads › Eastern bypass 40km › Ziwa road bypass 10km › Starbex – Ongeria

Road, 11km County Government direction with KeNHA and KURA implementation. National road authorities and donors Upgrading of the ring roads and Ziwa bypass to be delivered by the KURA Eastern bypass – KeNHA Donor partners may also support funding. Total Costs in KES

KES 50 million for In-vessel composting

KES 323 million for AD Plant Benefits

› Reduction of waste to landfill › Reduces methane production in the landfill › Better alignment to circular economy › Provides employment opportunities › Supply of fertiliser to local agricultural market › Potential source of renewable energy Timescale

Short term - investment for Phase 1 of AEZ and VCs Into Medium term as AEZ continues to develop with secondary VCs

Proposed ring roads – KES 2.7 billion

Eastern bypass + land acquisition – KES 4.8 billion

Ziwa bypass + land acquisition KES 1.2 billion

Starbex road – KES 825 million Total capital cost KES 5.9 billion › Decongests the CBD to help realise the benefits from urban regeneration and consolidation › Reducing journey times and costs for freight, improving resilience for industrial development and market linkages › Air quality improvements for Eldoret residential and commercial areas Ring road upgrades can be achieved in the short term Eastern bypass and Ziwa road can be achieved in the Medium term Cross-Area cont.

Project title Project subcomponents Delivery Partners Sources of funding

4.4 Solid Waste - Kipkenyo Rehabilitation and Incinerator Environmental and Social Impact Assessment. Purchasing land adjacent to dumpsite to construct EfW (15 acres)

› Rehabilitation of Kipkenyo

Dumpsite (phase 1)

Site civil, road and drainage works

Electrical

Interconnection Equipment › Construct Energy from

Waste (EfW) facility

Annually running costs of

EfW facility

Employment and training by Municipality or private entity Maintenance responsibility of Municipality or private entity

PPP and donors Private-Public Partnership (PPP) and/or private waste service provision Donor partners ESIA - KES 21 million Land - KES 10.5

Rehabilitation - KES 106 million

Site works - KES 53 million

Electrical and equipment - KES 21 million

EfW facility KES 2.7 billion

4.5 Solid Waste - Collection system › Purchasing bulk containers › Purchasing waste equipment and machinery › Construction of waste transfer stations (6) › Ongoing operations Employment, training and maintenance by Municipality or private entity Employ local SMEs for waste services Private sector and PPP Private Public Partnership (PPP) and/or private waste services

4.6 Solid Waste - Materials Recovery Facilities Construction of Materials Recovery Facilities (6)

4.7 Solid Waste - Rehabilitating the Mwendeni Dumpsite Site remediation and restoration works Site works overseen with Municipality and private operator Employment and training by Municipality or private entity Private and PPP 'Private Public Partnership (PPP) and/or private waste service provision KES 106 million › Improved ground and water quality around existing dumpsite › Protects public health › Provides area for recreational public space Medium-term

› Employment and training and maintenance by

Municipality or private entity › Use of local SMs for waste services › Support from NGOs, community groups Private sector and PPP Private-Public Partnership (PPP) and/or private waste service provision Total Costs in KES Benefits

Running costs - KES 102 million Total capital cost estimate KES 3 billion › Job creation › Energy production › Providing learning and capacity building opportunities › Facility will serve as education hub › Provide solution for the solid waste challenge in Eldoret making the County cleaner Short-term - in advance of materials recovery system, and full collection system implementation

Bulk containers - KES 168 million Waste equipment, machinery - KES 375 million Waste transfer stations - KES 120 million Operation - KES 10 million per annum › Reduced wild dumping of waste › Encourage source-segregation therefore reducing volume of waste to dumpsite › Improves flood and surface water management ability › Segregates higher quality materials which can be sold to recycling brokers Short-term for initial improvements to medium term for full implementation

CAPEX KES 420 – 450 million › Reduces the volume of waste going to the dumpsite › Increased formal employment in the waste sector › Turns waste into a positive component of the economy › Higher quality materials which can be sold to recycling brokers › Construct concrete slab: short-term › Material Recovery

Facility (MRF): Short to medium-term

Timescale

Project title Project subcomponents Delivery Partners Sources of funding

› Mapping of all agri and livestock holdings and their outputs, current distribution hubs and status of storage › Establishment of needs for solar refrigeration systems › Design brief for refrigeration systems › Development of procurement and deployment plan › Develop training plan, for management, operation and maintenance Municipality with assistance from national agricultural and cold chain specialists for design, development and implementation Donor and public sector 'Donor funding is such as Self Help Africa and Agra, Public sector funding via the Ministry of Agriculture and Irrigation KES 11.25 million based on 15 systems › Reduced crop spoilage leading to higher revenues for small farmers › Employment opportunities, including SIGs Short term - and into medium term to continue development

› Mapping of agricultural and livestock holdings and their irrigation needs, current status of facilities › 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 › Maintenance plan Municipality with assistance from national agricultural specialists for site selection Municipality with assistance from irrigation specialists for equipment choice, implementation Operation and maintenance – responsibility of the smallholder recipients Donor and public sector Donor funding is available from numerous sources, such as the Global Agriculture and Food Security Programme.

Public sector funding may be available from the central government via the Ministry of Agriculture and Irrigation KES 225 million based on max 3,000 systems › Consistent service provision for farmers with no powered irrigation › Lower costs for farmers where current system is on grid › Reduced carbon emissions associated with agricultural sector Short term - and into medium term to continue development

Total Costs in KES Benefits Timescale

6.4 Scheduling

The synergies for each Focus Area and projects are described in Section 5. Figure 6.1 demonstrates the full set of proposed VC, development and infrastructure projects, showing where implementation would suitably begin.

Figure 6-1 UEP Development Framework Schedule

Immediate (Y1-2) Short term (Y2-5) Medium term (Y5-10)

Focus Area 1

Focus Area 2 Regional City Development

Digitised transit maps >> Expanded NMT Network

Street lighting Eldoret Piazza – Landmark Tower/ Pavilion – 15 minute transport hub Accessible public toilets

Bus Park Interventions

Matatu Priority Measures Traffic Management - Junctions Traffic Management – HGV Access

Regional Eco-Industrial Hub Development

ICDC Site Development

New Logistical Hub Energy Efficiency Projects

Focus Area 3

Wider Area – Agri-industry

Wider Area - Municipality

AEZ Development

Regional City Development

VC Projects Agri & Produce Collection Network

Solar refrigeration Solar irrigation Railway Facilities Organic Waste Processing

Road Network Redundancy Kipkenyo Rehabilitation & Incinerator

Solid Waste collection Materials Recovery Facility Mwendeni Rehabilitation

Long term (Y10+)

Eldoret CBD Further Development & Expansion

Leseuru Site; Kapseret Site Developments

6.5 Funding

The investment attraction 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 Sosiani River and Nandi Park Green Corridor or 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 urban streetscape 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 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, 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 VC and infrastructure projects have had climate change resilience actions embedded in their proposals, and further recommendations have been made, as per the Section 5 Focus Area project details. This will aid the projects in accessing funding by demonstrating their significant contribution to climate change actions. > 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 guidance83 presents the following principles that need to be generally adhered to. 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 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 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.

The Adaptation for Smallholder Agriculture Programme (ASAP): ASAP channels climate finance to smallholder farmers so they can access the information, tools and technologies that help build their resilience to climate change. ASAP is contributing to the drive of scaling-up successful ‘multiple-benefit’ approaches to increase agricultural output while simultaneously reducing vulnerability to climate-related risks and diversifying livelihoods. ASAP is the world’s largest climate change adaptation programme for smallholder farmers and it is run by the International Fund for Agricultural Development (IFAD).

83 http://pubdocs.worldbank.org/en/222771436376720470/010-gcc-mdb-idfc-adaptation-common-principles.pdfIMPLEMENTATION PLAN 126

Regional Funds The Africa Climate Change Fund (ACCF): the ACCF aims to support African countries transition to climate resilient and low carbon 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 climate-resilient 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 in 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.

The National Treasury is the Kenyan National Designated Authority (NDA) for the GCF and developed the Kenya National Green Climate Fund (GCF) Strategy84 which has a vision to increase financial flow from the GCF for a climate-resilient 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. County Mechanisms The Kenya County Climate Change Fund (CCCF) Mechanism: This improves a county’s 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. The fund seeks a ringfencing of 2% of the development budget for climate change resilience and to leverage donor and private sector financing into climate change projects in the County. The fund has criteria including the need for a wide benefit realisation across all social groups to address exclusion and to encourage social relations; the support of the economy, livelihoods and important services on which people depend; and to enhance resilience to climate change adaptation and, where possible, propose mitigation measures.

It is recommended that the climate resilient and inclusive infrastructure SUED projects are used to drive a capacity building exercise across the County in advance of implementation and that the CCCF can be a potential source of funding for these and other adaptation measures.

The County’s Department of Finance and Department of Economic Planning are currently responsible for revenue collection; the financial management system; the formulation and implementation of the County budget, with monitoring and evaluation of programmes; and the improvement of the County’s procurement systems; as part of implementing the CIDP. The County Budget and Economic Forum play a key role in the consultation on, and implementation of, county-led funding and revenue generation – which will be of relevance for some of the proposed UEP interventions. This will need to be incorporated into County budget projections. The Eldoret Municipal board has a financial Manager who liaises with the County Government to ensure Eldoret’s financial issues are well managed, where the Municipality continues to receive a budgetary allocation. It is expected that the Municipality will, in time, establish its own constitutionally mandated body to manage its finances including revenue collection. This will support the meeting of aspirations for Eldoret toward City Status, alongside appropriate institutional structures as set out in Section 6.2. Innovative and sustainable means to increase local revenue collection should be explored, such as automated revenue systems that the County has begun adopting, covering services such as market stalls, business permits and CBD parking.

Financial mechanisms such as tax incremental financing, public-private partnerships and land value capture would be most suitably implemented through an SPV or City Development Corporation with specialist expertise and capacity building for the Municipality. ,

84. The Kenya National Green Climate Fund (GCF) Strategy https://www.gcfreadinessprogramme.org/sites/default/files/GCF%20Coordination%20Strategy%20Report.pdf

6.6 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 the 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.

COVID-19 lessons 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 Eldoret Municipality, where a cross-sector taskforce would be a recommended structure. 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 and SuDS maintenance, will support the Municipality in responding to its resident and business needs as well as monitor impact of these services. The development of an integrated spatial development plan would be supported with registries on land use and ownership, infrastructure assets and service provision, to better plan and respond both in normal times and during future shocks.

It is also recommended that digital platforms be developed, with business and community involvement, to better coordinate and deliver in the first instance public transport services (Project 1.4). Digital platforms to support online trading and supply chain linkages are recommended as part of the sector action plans including an online marketplace for farmers including SIGs access. Bridging the digital skills and access gaps is an important element of capacity building for Eldoret and in upskilling for the implementation of smart city principles and recommendations for industrial sites including logistics management and workforce travel planning.

Climate resilience It will be important for the Municipality to develop its understanding of climate change impacts across different sectors, and exposure to risks and vulnerabilities. Such knowledge should be mainstreamed throughout services and projects to ensure resilience is embedded. The capacity and capability to access available funds (set out in Section 6.5) should be improved. With all proposed projects being climate resilient and having specific recommendations, the Municipality and delivery partners will need to be versed in this and include the right expertise as projects are planned, implemented and operated to manage and monitor outcomes with relevant metrics. The Climate Resilience Vulnerability Assessment (Appendix D) sets out key requirements. 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 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.

Economic opportunities and Value Chains The sector action plans (Section 4.2) present a series of recommendations around institutional structures and capacity to successfully develop the key sectors and realise the opportunity from the VC projects.

Capacity building for the sector action plans incorporates the County’s educational facilities, the County Government and Municipality, the business community, local community and sectoral partners. Further, business incubators are aspired to as local capacity is built with a key location being Focus Area 2 to support MSME growth and innovation.

An Agri-industrial Board is also recommended to build cross-sector understanding on the processing ecosystem, markets and export promotion, as well as track strategic objectives, in collaboration with the AEZ and regional partners.

6.7 Recommendations for Social Inclusion

To ensure Eldoret’s vision of a liveable, smart city that provides opportunities to all, regardless of age, gender, (dis)ability, ethnicity, religion, socio-economic background, or education levels, it is fundamental to consider social, spatial, and economic dimensions that contribute to achieving or enhancing urban inclusion. These considerations have been embedded into the development, design, prioritisation and proposed implementation of the Development Framework and the Economic Development Plan and VC projects.

One of the most important aspects in making smart cities inclusive is working towards closing the digital gap, particularly for women, the elderly and PWDs. New technologies and innovation should be people-centred, affordable, and accessible to all, and always prioritise the inclusion of marginalised groups. It is thus necessary to understand different needs, access, and control of ICTs, and to develop specific measures to communicate, and integrate vulnerable groups in the implementation of, smart city projects. Specific recommendations in this regard have been considered throughout the UEP. Apart from the recommendations for the different projects, key recommendations include:

> Ensure participation of all in the UEP planning, development, implementation, monitoring and decision-making. Stakeholder engagement should be a live process within the programme. > Commit to always engaging SIGs and vulnerable groups and give them a chance to be informed, to contribute to decision-making, and to actively give views on and participate in matters that affect them. This needs to consider that SIGs are not homogenous groups and that they face different challenges according to their age, gender, ethnicity, (dis)ability, etc. > Always communicate to local residents and adjacent businesses about the implementation schedule of the different infrastructure and urban development projects to mitigate the disruption of socio-economic activities. Provide accessible channels to receive and address complaints. > Ensure all communication about the programme is timely, and in formats and languages that are accessible for all.

This may include material for the visually impaired (audio,

Braille), for people with learning disabilities and literacy difficulties (audio, easy-to-read written material), for people with hearing impairments (written material, sign language), and for people with co-ordination difficulties (easy-to-read written material, audio). The material should also consider people with low-literacy levels. > Ensure employment quotas for PWDs as established by the Persons with Disabilities Act, 2003 are implemented and prioritise SIGs for the programme’s employment and capacity-building opportunities. Ensure all infrastructure adopts inclusive design standards. > The introduction of new climate resilient approaches and technologies that support income generation, such as crops and for farming, should be accessible to low-income groups. It is recommended to prioritise culturally appropriate and affordable options, or to provide financial and technical support to these groups. Green jobs should also be available to SIGs by providing access to the adequate training. > Establish a Gender and Social Inclusion Implementation

Unit, which will work under the leadership of the UEP implementation manager to ensure inclusivity proposals in the UEP are implemented and monitored.

The full GeSI Report is provided in Appendix C.

6.8 Recommendations for Climate Change and Resilience

The County Climate Change Policy notes the need to build frameworks for climate change management at the village, ward, sub-district and county levels. The design of these devolved structures will be important in ensuring that Eldoret’s strategy to build climate resilience is participatory, inclusive, and informed by the needs a range of different communities. In line with the CCCP objective to ensure that the response to climate change addresses marginalisation, and the needs of SIGs it is critical that these structures are designed to explicitly represent and empower traditionally disadvantaged groups such as women, youth and PWDs. We recommend that, in line with actions under Section 2.6.3 of the CCCP, an assessment of the specific needs of SIGs in relation to climate change is carried out as soon as feasible and used to inform the inclusive mainstreaming of climate change into county development processes.

For Eldoret to successfully build resilience to climate change there is a need to leverage different sources of finance to support the implementation of the range of activities needed. There is growing financial interest in sustainable and climate resilient investments, both from national and international climate funds, as well as private sector investments with a focus on positive social and environmental impacts. The integration of climate resilience into the proposals put forward in the UEP, and the explicit linkages made between climate change, poverty and Inclusion, as outlined below, will provide a strong foundation for attracting sustainable finance, and will complement the County Strategy on Climate Finance 89 . We recommend that the County Strategy on Climate Finance expedite the development of a County Climate Change Fund, following the model successfully piloted by several other Kenyan Counties. 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 actors. As such, we recommend that the County explore whether it is feasible to establish a similar fund for Uasin Gishu, or a body designed to attract inward investment of climate and sustainable finance. The projects presented in here have undergone a climate screening process, and are designed to meet the basic funding criteria for climate finance, although specific requirements will vary, and full project concepts would be needed.

Future developments in the county need to be designed to be resilient to climate change, or they risk not meeting development objectives. The CCCP rightly notes that in order to effectively manage climate risks and take advantage of any opportunities, there is a need to mainstream climate change into county planning processes. We recommend a review of current county planning processes to identify gaps in relation to climate risks and resilience, and entry points where simple climate risk management processes could be integrated to strengthen existing processes. In addition, targeted capacity-building on the integration of climate change into investment and budgeting processes90 would support this mainstreaming process.

The County Climate Change Policy highlights disaster reduction and risk management as one of 3 priority areas for the county, and emphasises the need for better dissemination of, and access to, climate information. The Kenya Meteorological Department is the primary provider of weather and climate information in the county, including tailored seasonal advisories for several sectors. We recommend scaling-up the existing model of participatory scenario planning, which currently has limited implementation, so that seasonal advisories are more widely available. In particular, in addition ensuring that rapidly growth crops such as potato, avocado and tomato have robust seasonal advisories, and exploring the development of information services for non-agricultural sectors, such as transport and industry, could help improve the uptake and use of climate information, and increase the resilience of the municipality.

The major adaptation priorities for the County relate to agriculture and water management, and opportunities exist to increase productivity of crops such as potato and avocado by adapting to increased rainfall variability through improving access to reliable water sources, and making better use of weather and climate information.

Appropriate adaptation measures should learn from, and build on existing initiatives such as the Kenya Climate Smart Agriculture Project, which focuses on building resilience to climate risks through sustainable land management, enhanced water management, and livelihood diversification, among others. The CIDP and LPDP also note the importance of developing climate resilient infrastructure, in particular in the face of floods and extreme rainfall and propose integrating climate resilience into urban development through:

> The design of climate resilient infrastructure within the

Municipality in order to reduce the impacts of extreme rainfall events, for example better drainage and increased permeability of surfaces. > Retrofitting existing development with climate and disaster risk reduction technology. > Conserving and enhancing green spaces within the

Municipality in order to reduce the urban heat island effect. > Incorporating rainwater harvesting requirement for new buildings to control runoff

The full CCVA Report is provided in Appendix C.

89 This is understood to be currently being developed 90 The World Bank for example are working with Addis Ababa and several other cities on the development of models for climate-smart investment plans.

6.9 Next Steps

Following the completion of the UEP, during the next phase of the SUED Programme the proposed projects will be developed further by:

Capacity building specialists to help:

> Enhance municipal and local capacity to implement the identified projects, and; > Enable revenue generation to ensure financial sustainability beyond the programme.

Investment climate advisers:

> Will help remove or amend policy and regulatory constraints to private sector led urban development and growth.

Investment experts to help:

> Develop feasibility studies and business cases for specific projects to establish their bankability, and; > Develop investment promotion strategies to draw in investment (including seed financing through the programme).